Metropolitan Park District of the Toledo Area 2017 Budget

Transcription

1 Metropolitan Park District of the Toledo Area 2017 Budget

2 Mission The mission of Metroparks of the Toledo Area is to conserve the region s natural resources by creating, developing, improving, protecting, and promoting clean, safe, and natural parks and open spaces for the benefit, enjoyment, education, and general welfare of the public. Vision To preserve and protect the Natural Heritage of Northwest Ohio Metroparks Toledo Budget Page 2

3 TABLE OF CONTENTS INTRODUCTION AND OVERVIEW... 6 Transmittal Letter... 7 Board of Commissioners and Executive Director... 8 Strategic Plan GFOA Award Executive Summary FINANCIAL STRUCTURE, POLICY AND PROCESS Organizational Chart Chart of Accounts Fund Descriptions Budget Process Budgetary Basis Financial Policies Reporting Entity Basis of Presentation - Fund Accounting Budgetary Process Cash and Investments Investments Capital Assets and Depreciation Debt Fund Balance Purchasing Earned Revenue Multi-Year Forecast with Fund Balance Revenue Sources Property Tax Revenue Intergovernmental Revenue Program Revenue Investment Revenue Other Revenue Capital Revenue Estimated Resources All Funds Metroparks Toledo Budget Page 3

4 Certificate of Estimated Resources with Fund Balances Earned Revenue Earned Revenue Estimates Earned Revenue Fees Schedules EXPENDITURES Expenditure Object Appropriations Personnel Services Fringe Benefits Materials and Supplies Utilities Services Capital Outlay Other Expenditures Other Financing Uses Capital Projects and Land Acquisitions Capital Plan Capital Equipment Projections Land Acquisitions Expenditure Appropriation Summary by Fund Expenditure Appropriation Summary by Department Staffing DEPARTMENTAL INFORMATION Department Descriptions, Goals and Objectives, Performance Measures and Budgets Office of the Director Finance Division Central Services Division Marketing Division Operations Division Natural Resources Division Programming Division ORGANIZATION and COMMUNITY Metroparks Agency Overview Community Overview Metroparks Toledo Budget Page 4

5 Glossary Appendix A CHAPTER ONE Chart of Accounts Account Code Structure Fund Code Structure Detail Fund Codes Division/Department Account Code Structure Revenue Account Code Structure Expense Account Code Structure Project Number Structure CHAPTER TWO Account Descriptions Fund Descriptions Department Descriptions Revenue Account Definitions Expenditure Account Definitions Metroparks Toledo Budget Page 5

6 INTRODUCTION AND OVERVIEW Transmittal Letter Board of Commissioners and Executive Director Strategic Plan Government Finance Officers Association Award Executive Summary 2017 Metroparks Toledo Budget Page 6

7 Transmittal Letter November 18, 2016 Scott J. Savage president Fritz Byers vice-president Lera Doneghy vice-president Dear Commissioners, I am pleased to submit to you the Metropolitan Park District of the Toledo Area (Metroparks, the district) 2017 budget. The budget has multiple purposes which include planning, operational control and communication. Strategic planning as well as current and future initiatives of the park district are reviewed and incorporated in the budget development, making the budget an important part of the planning process. The level of appropriations allocated within the budget establish priority and control of the objectives for current year operations. In addition, the budget document serves as an important communication tool to the stakeholders of the park district, providing an understanding of the structure and operations of the organization. This budget document has been developed following guidelines established by the Government Finance Officers Association of the United States and Canada (GFOA) and it satisfies the requirement under Ohio Revised Code for the park district to adopt an annual appropriation measure. The proposed budget supports the board adopted comprehensive Metroparks Plan: Today, Tomorrow and Our Future. Strategic planning initiatives and priorities are carried forward from 2016 for continuation in These objectives are reflected in greater detail within divisional and departmental performance matrices. Basic objectives are to maintain or improve levels of public service and financial accountability in the provision of Clean Safe Natural park experiences. The expansion of programming and special events will continue with increased environmental, interpretive and recreational programming in all parks resulting in increased engagement with park visitors, trail users and other targeted populations. The budget establishes 2017 rates for fees and charges as well as revenues associated with programs, reservations and rentals. It enables the continuation of the ten new parks in ten years park development/improvement plan and supports staff growth as needed to meet these objectives. As part of this plan the district will see the implications of the first full year of operation for the new Middlegrounds Metropark as well as the opening of Howard Marsh Metropark. Staffing and department budgets have been adjusted through the budget process to accommodate these new parks. A commitment to the continuation and expansion of exceptional services, preservation of existing natural and developed resources, completion of existing park improvement projects and criteria driven land acquisition were all considered in the building of the 2017 budget as we work toward the vision of what Metroparks will be. With operating revenues similar to those of 2016, an estimated year end fund balance of $8,766,945 is projected for 2017 following operations as directed by the 2017 budget. Taxpayer support, sound financial management and continuous focus on a long term financial plan that supports the strategic plan results in a strong fiscal position for Metroparks. I would like to thank the management team for their participation and support for the budget and planning processes. In addition, the board of commissioners is to be commended for their continued support and fiscal integrity. Sincerely, David D. Zenk Interim Executive Director 2017 Metroparks Toledo Budget Page 7

8 Board of Commissioners and Executive Director Dave Zenk Interim Executive Director 2017 Metroparks Toledo Budget Page 8

9 Strategic Plan Today, Tomorrow - The Future The Comprehensive Plan of Metroparks of the Toledo Area represents a substantial effort on behalf of the Board of Park Commissioners, park district staff and a consulting team represented by the firms of URS, MKSK, and Leon Younger from PROS. With the endorsement of the voters of Lucas County, Metroparks has been entrusted with both the opportunity and responsibility to move forward into a new chapter of the park district s history. The plan will be executed in a manner that is both responsive to expectations and needs and carefully thought through to maximize value returned on public investment. Its successful implementation will not only affect park operations but will also have impacts on the region. It represents a vision for the agency to follow for the next several decades. That vision will carry the organization through the celebration of its 100th anniversary in It will also create a foundation to begin planning for the park districts next one hundred years. As a treasured public resource, Metroparks is committed to maintaining a sustainable future providing Clean, Safe and Natural parks, now and for the next generation. Leon Younger of PROS, MKSK and URS were retained by Metroparks to work on specific planning challenges with the understanding that the three finished studies could stand alone but would be combined to create a comprehensive plan for the agency. The comprehensive plan includes: an operational service assessment and business sustainability plan (Today Plan), a collection of advanced concept plans for major new site-specific park developments (Tomorrow Plan) and a vision plan (Future Plan). This plan was developed within the following parameters: The authorization of the legislation enabling the creation of park districts in Ohio, the mission statement as adopted by the Board of Park Commissioners and all existing board policies and procedures. The expectations of Lucas County residents have been incorporated into this plan as reflected by a series of statistically valid surveys of registered voters, discussions with community and civic leaders, other conservation organizations and existing partners and dialog generated from a myriad of public presentations. It is also supported by park user evaluations, findings in the state comprehensive outdoor recreational plan and various sources for national outdoor recreation trends. Combined, the three individual volumes of this comprehensive plan create a powerful planning tool that will ensure a commitment to excellence in the day to day operations or the park system, the completion of several major projects dispersed across the county and will set a course for completing a regional system of high quality trails open spaces and public parks. The first volume, Today, discusses protecting what we have. Metroparks consists of 10 stand-alone parks that are the foundation of the Park District. Metroparks protects our community s natural resources by responsibly using public dollars to conserve, preserve and restore areas that provide remarkable environmental and economic value for all of northwest Ohio. The second volume, Tomorrow, covers finishing what we started. Connecting the parks and connecting people with nature are a few of Metroparks top priorities. Over the next decade, the Park District will complete a number of projects that have been on hold and open several new parks to the public. When the expansion is completed, everyone in Lucas County will live within five miles of a Metropark. A world of nature will be a hop, skip and a jump away for thousands of residents Metroparks Toledo Budget Page 9

10 And the third volume, The Future, completes the series with planning for the future. Looking ahead, Metroparks will play a key role in important issues facing our region including conservation of the natural environment, the impact of public use on the parks, the maintenance and rehabilitation of park facilities and Metroparks role in environmental and healthy living education. The complete volumes of the three chapters of the strategic plan are available at the following addresses: (This space intentionally blank) 2017 Metroparks Toledo Budget Page 10

11 2016 GFOA Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Metropolitan Park District of the Toledo Area, Ohio for its annual budget for the fiscal year beginning January 1, In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a pol icy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award Metroparks Toledo Budget Page 11

12 Executive Summary 2016 was a historic year for Metroparks Toledo. The opening of Middlegrounds Metropark on the river front in downtown Toledo marks the first urban Metropark downtown. New branding and a new mobile friendly web site were launched with great reception. Construction began on Howard Marsh Metropark along Lake Erie in Jerusalem Township. Approximately 700 of Howard Marsh s 1000 acres is being developed as a restored wetland park with canoe/kayak blueway trails, hiking trails, boardwalk, overlooks and bird nesting islands. Opening in 2017 Howard Marsh is the largest constructed wetland project on the great lakes. Metroparks publicly committed to advancing development of the former marina district in downtown Toledo into a Metropark. Construction of the park s first single track off road bike trail was started with the first 4.5 mile section completed. Three new parks, Wiregrass, Westwinds and Fallen Timbers, saw their first full year of operation. These additions represent an increased level of service which requires thorough consideration in the budget process. Voter support for acquisition and development levies and the strategic plan result in a gradual growth of operational costs as parks are developed. Funding for this growth becomes available as acquisition and development expenditures decline. The 2017 budget reflects a modest 4.43 percent increase over the 2016 budget. Percent Change in Expense Appropriation Expense Object Percent Change Salaries $ 6,363,612 $ 6,409, % Fringe Benefits $ 2,221,054 $ 2,178, % Materials & Supplies $ 888,788 $ 1,023, % Utilities $ 798,101 $ 699, % Contract Services $ 2,665,361 $ 3,174, % Contingencies $ 128,900 $ 117, % TBG Operations $ 316,043 $ 316, % Capital Outlay $ 131,250 $ 146, % Other $ 9,530 $ 57, % Total $ 13,522,639 $ 14,121, % Multiple initiatives have affected the appropriations for Negotiated salary increases for bargaining unit employees as well as increases for non-bargaining unit employees are approximately three percent. Among other factors, a reorganization in the Finance department and retirement of a few high seniority employees help to mitigate salary increases. Other initiatives that come due in 2017 are supported by the controlled growth of salaries and fringe benefits. Increased expenditures for woody tree production will generate future savings and expand the variety of species of trees available. The Planning and Construction budget includes a planning line item for $200,000 in This line item represents a new planning model that will have Metroparks prepared with plans in place for the many projects in the strategic plan. With plans in place grant support and opportunities are optimized. The major maintenance asset management system prescribes an increased level of expenditures in contracted services for The management system calls for a slightly reduced request in each of the following two years. Finally increased services, utilities and supplies associated with new services and initiatives such as Middlegrounds Metropark, Fallen Timbers Battlefield Visitor Center and other new parks increased budget needs across all categories of expenditures. The ability to take on these additional services and associated expenses while maintaining a controlled growth in the budget means taxpayers of Lucas County are not only receiving greater service, they are also receiving increased value. Revenue estimates for 2017 are consistent with the previous year with the exception of the intergovernmental category. Tangible personal property tax reimbursement from the State of Ohio was completely phased out for Metroparks in 2016 with a final payment of $54,000. This decrease in intergovernmental revenue is not readily apparent on the certificate of 2017 Metroparks Toledo Budget Page 12

13 estimated revenue due to the reclassification of homestead and roll back revenue which resulted in a decrease in the taxes category and an equal increase in the intergovernmental category. Percent Change in Estimated Revenue Revenue Object Percent Change Taxes $ 16,125,000 $ 14,283, % Intergovernmental $ 890,268 $ 2,494, % Fines and Forfeitures $ 2,000 $ 2, % Fees $ 350,647 $ 353, % Sales $ 10,000 $ 9, % Donations $ 500 $ % Interest Income $ 100,000 $ 100, % All Other Revenue $ 175,000 $ 175, % Total $ 17,653,415 $ 17,420, % The 2017 general operating fund financial forecast is consistent with the objective of maintaining a fund balance equal to one half year s operating expense. Planning for operations, capital projects, programming support and land acquisition has all been completed with this objective in mind. The following table indicates the portion of general operating expense represented by the projected fund balance for each year through the year Budget Projected Projected Projected Projected Projected Projected Projected Projected Total Operating Expenditures 14,121,709 14,006,339 14,432,264 14,873,508 15,330,659 15,804,328 16,217,171 16,642,364 17,080,306 End of Year Fund Balance 8,766,945 9,416,329 9,842,660 10,098,720 9,771,159 9,196,658 8,688,685 8,738,193 8,585,158 Fund balance as percent of Expenditures 62% 67% 68% 68% 64% 58% 54% 53% 50% As part of this budget process, staff has also assembled several best practices to provide additional perspective. Firstly, an industry benchmark is that no more than 65% of the overall budget should be represented by salaries and benefits. Metroparks is currently well below this mark due to the significant portion of revenue that is currently directed at park development. As the shift from development to operation of new parks occurs the percent of salaries to overall budget will increase. The 2017 salary and fringe benefits budget is 56% of operating expenses and transfers: % of Overall Budget for Salaries & Benefits 2017 Budget Salaries (Funds 100 and 204) $ 7,162,400 Fringe Benefits (Funds 100 and 204) $ 2,431,570 Total $ 9,593,970 Total 2017 Expenditures and Transfers $ 17,021,709 % of salaries/benefits to overall budget 56% A large portion of the comprehensive plan focuses on the creation of new parks and the completion of projects, understanding our capital budget is important. A capital budget that represents 4-6% of the agencies asset portfolio value (not including land) is considered another best practice. The portion of Capital Outlay category appropriations attributed to capital development is four percent Metroparks Toledo Budget Page 13

14 % of Asset Value for Capital Development 12/31/2015 Total Asset Cost $ 79,730,507 Less: land $(30,577,827) $ 49,152, Budgeted Capital Construction $ 2,075,000 Capital Construction Budget of $2,525,000 less $450,000 for non-construction activities % of Asset Value for Capital Development 4% Stewarding existing resources is always a top priority from taxpayers. As such maintaining an effective major-maintenance program is critical. Industry experts site a range of 2-5% of the asset value portfolio to be budgeted annually for major maintenance. The 2017 budget calls for major maintenance appropriations that sum to two percent of assets with land excluded. % of Asset Cost for Major Maintenance 12/31/2015 Total Asset Cost $ 79,730,507 Per American Appraisal Less: land $(30,577,827) Per American Appraisal $ 49,152,680 Major Maintenance $ 1,211,635 % of Asset Cost for Major Maintenance 2% The process necessary to compile this budget document has facilitated much planning and makes resources available for a continuation of Metroparks progress. In following this plan, all departments will continue to measure progress through matrices tied to the strategic plan as Metroparks continues the momentum through We look forward to another exciting year! 2017 Metroparks Toledo Budget Page 14

15 FINANCIAL STRUCTURE, POLICY AND PROCESS Budget Process Financial Policies Multi-Year Forecast with Fund Balance 2017 Metroparks Toledo Budget Page 15

16 Organizational Chart 2017 Metroparks Toledo Budget Page 16

17 Chart of Accounts The following table describes the funds of Metroparks as they are listed in the Chart of Accounts. The complete chart of accounts is included with this document as appendix A. Fund Descriptions Governmental Funds (1xx 5xx) 100 General Fund The General Fund accounts for all revenues of the Metroparks which are not accounted for in other funds. The revenues received are for the general operations of the Metroparks. Special Revenue Funds 2xx Special Revenue Funds are used to account for revenues derived from specific federal and/or state programs, from other sources which are legally restricted (by condition of grant or statue) to expenditure for specific purposes, or for activities for which there is a desire to provide separate information on sources and uses. The Metroparks maintains the following special revenue funds: 200 Land Acquisition Levy Fund This fund is used to account for levy proceeds as well as grant monies which are to be used for the acquisition of land. 201 Cardinal Fund This fund accounts for unrestricted gifts and donations of any amount which will be expended on specific projects as approved by the Metroparks. In addition, donations made to support employee recognition activities is recorded in this fund. 202 Buckeye Fund This fund is used to account for restricted donations of any amount that are not appropriately accounted for in another fund and which will be expended on specific parks or projects per the restriction. 203 Law Enforcement Fund This fund is used to account for resources derived from seized contraband, including vehicles, as a result of criminal activity through the course of Metroparks law enforcement activities. Resources can be used for investigations, training, matching grant funds that support law enforcement activities and free law enforcement prevention education activities. 204 Education Fund This fund is used to account for grants, donations, fees and transfers to be used for educational activities. 205 Members Fund This fund accounts for dues paid by Metroparks members, fees received for special activities and donations. Expenditures are for membership activities, programs and grants. 231 Ohio EPA Grants Fund This fund is used to account for Ohio EPA grant monies. 235 Recreational Trails Grant Program Fund This fund is used to account for recreational trails state grant monies Metroparks Toledo Budget Page 17

18 236 Ohio Department of Natural Resources Grants Fund This fund is used to account for ODNR state grant monies. 250 Wildland Fire EAB Program Fund This fund is an ARRA reimbursement grant funded through the US Forestry Service. 251 GLRI Program Fund This fund is a federal grant funded through Great Lakes restoration. 252 GLRI II Program Fund This fund is a federal grant funded through the Department of Commerce NOAA. 253 GLRI III NFWF This fund is a federal grant funded through the US Fish & Wildlife. 254 GLRI IV - TNC This fund is a federal grant funded through the US EPA. 255 GLRI V This fund is a federal grant funded through the US Fish & Wildlife. 256 Federal Grants This fund is used for all federal grants using project numbers for reporting. 257 State Grants This fund is used for all state grants using project numbers for reporting. 258 Local and Other Grants This fund is used for all local and other grants using project numbers for reporting. Debt Service Funds 3xx Debt service funds are used to account for the accumulation of resources for, and the payment of, general obligation long-term debt. Payments would include principal, interest and related costs. The Metroparks does not currently maintain any debt service funds. Capital Projects Funds 4xx Capital project funds are used to account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, special assessment funds and trust funds). The Metroparks maintains the following capital projects funds: 400 Capital Construction Fund This fund is used to account for grants, donations, and transfers dedicated to new capital construction. 401 Land Development Fund This fund is used to account for grants, donations, and transfers dedicated to the purchase and development of land Metroparks Toledo Budget Page 18

19 402 Wetland Mitigation Fund This fund is used to account for all funds received for wetland mitigation. Expenditures are restricted to the purchase, creation, or restoration of wetlands to be held in perpetuity by the Metroparks. Permanent Funds 5xx Permanent Funds are used to account for financial resources that are legally restricted in that only the earnings, not the principal, may be used to support the Metroparks programs. 500 Hankinson Endowment Fund This fund is used to account for donations from the Hankinson Foundation. The earnings of the endowment may be used for Metroparks operations. Proprietary Funds (6xx 7xx) Enterprise Funds 6xx Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of the governing body is that the costs of providing the services to the general public on a continuing basis be financed or recovered primarily through user charges. The Metroparks maintains the following enterprise fund: 600 Retail Operations Fund This fund accounts for the retail operations at the Providence General Store. Internal Service Funds (7xx) Internal service funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the Metroparks or to other governments on a cost-reimbursement basis. The Metroparks does not currently maintain any internal service funds. Fiduciary Funds (8xx and 9xx) Private Purpose Trust Funds (8xx) Private purpose trust funds are used to account for trust arrangements under which principal and income benefit individuals, private organizations, or other governments. The Metroparks does not currently maintain any private purpose trust funds. Agency Funds (9xx) Agency funds are used to report assets held in a trustee or agency capacity for others and that cannot be used to support the government s own programs. The Metroparks maintains the following agency fund: 900 Citizens Campaign for Metroparks Fund This fund accounts for donations held on behalf of the Citizens Campaign Committee Metroparks Toledo Budget Page 19

20 Budget Process The budgetary process is prescribed by provisions of the Ohio Revised Code and entails the preparation of budgetary documents within an established timetable. The major documents prepared are the certificate of estimated resources and the appropriation resolution, all of which are prepared on the budgetary basis of accounting and subject to amendment throughout the year. All funds, other than the agency fund, are legally required to be budgeted and appropriated; however, only governmental funds are required to be reported. The legal level of budgetary control is at the object level within each fund. Budgetary modifications may only be made by resolution of the District Board. Building the budget begins with the strategic planning process. With a strategic plan in place, a long range financial plan consistent with and supportive of the strategic plan is developed. Metroparks refers to this financial plan as the multi-year forecast. The scale of the multi-year forecast is driven in large part by the Rates and Amounts resolution provided by the County and approved by the Board of Commissioners in September of each year and the certificate of estimated resources. The County Budget Commission reviews estimated revenue and determines if the budget substantiates a need to levy all or part of previously authorized taxes. The Budget Commission then certifies its actions to the District by September 1 of each year. As part of the certification process, the District receives an official certificate of estimated resources stating the projected receipts by fund. Prior to December 31, the District must revise its budget so that the total contemplated expenditures from any fund during the ensuing fiscal year do not exceed the amount available as stated in the certificate of estimated resources. The revised budget then serves as the basis for the annual appropriations measure. In August, worksheets are developed to begin the collection of department budget requests. Worksheets include instructions, a list of district initiatives, prior year actual expenditures, current year budget, and current year s year to date expenditures. Department budget directors are asked to review the district initiatives, which include reference to strategic plan items, for consideration of impact on their budgets and develop three year budget requests. The directors are also asked to provide narratives of their line item requests, staffing changes, future operational changes, future capital changes and a narrative of department goals and objectives. Specific initiatives affecting the 2017 budget include the first full year of operation for the new Middlegrounds Metropark. In the natural resources area, woody plant propagation and oak wilt management are initiatives that required additional budget consideration. The programming department also received significant budget review with attention paid to earned revenue. In the months of September and October meetings are scheduled with department directors to both support the directors in the process and then to review budget requests. Department requests are then compiled with one another and with centrally developed budgets for staffing and fringe benefits. This newly compiled budget is then reviewed and compared with the multi-year financial forecast before completion. A draft of the completed budget and narrative document is provided to the Board of Commissioners allowing ample time for review and consideration. The completed budget is presented to the Board for approval in November as the Annual Appropriation Measure with an effective date of January 1, of the following year. Approved budgets are then disseminated to department directors with explanation of variances from their budget requests. An annual appropriation resolution must be passed by April 1 of each year for the period January 1 through December 31. The appropriation resolution establishes spending controls at object level within each fund, and may be modified during the year by resolution of the District Board of Commissioners. Total fund appropriations may not exceed the current estimated resources as certified by the County Budget Commission. Expenditures may not legally exceed budgeted appropriations at the object level within each fund. The allocation of appropriations within a fund may be modified with the approval of the District Board Commissioners. Administrative control is maintained through the establishment of detailed line-item budgets. On or about January 1, the certificate of estimated resources is amended to include any unencumbered fund balances from the preceding year. The certificate may be further amended during the year if a new source of revenue is identified or if actual receipts exceed current estimates Metroparks Toledo Budget Page 20

21 In lieu of an approved annual budget, a temporary appropriation resolution to control expenditures may be passed on or about January 1 of each year for the period January 1 through March 31. At the close of each fiscal year, the unencumbered balance of each appropriation reverts to the respective fund from which it was appropriated and becomes subject to future appropriations. The encumbered appropriation balance is carried forward to the subsequent fiscal year and need not be re-appropriated. Following the adoption of an annual appropriation measure, the Metroparks budget may be amended as necessary throughout the year. Board approval of budget amendments based upon new receipts or additional revenue may occur at any Board meeting. Metroparks has a history of maintaining a balanced budget. Appropriations for expenditure are limited to the total of beginning fund balance plus revenues. A balanced budget and ending fund balance are planned and monitored through a multi-year financial forecast Budget Build Timeline 2017 Budget Date Task 08/01/16 Department budget request materials developed 08/15/16 Budget request worksheets disseminated to department directors 09/07/16 Budget request worksheets due 08/24/16-09/21/16 Budget meetings with department directors 9/22/16-10/15/16 Department budgets, staffing and fringe benefit budgets compiled into a complete operating budget. Grants, capital budgets and narrative materials are added to budget document. 10/26/16 Board approves 2017 tax rate resolution (Extension from September to October was granted to the Lucas County Auditor) 10/26/16 Draft budget provided to the Board 11/18/ Budget presented to Board for approval 11/30/ budgets disseminated to department directors 12/02/16 Last date for 2016 purchase requisition entry 12/02/16-01/01/17 Budget recap meetings with department directors 12/21/ Certificate of estimated resources updated 01/01/ budget effective date 01/01/17-12/31/17 Budget amended as necessary based on new receipts or additional revenue Budgetary Basis The Metroparks budgetary process accounts for certain transactions on a basis other than generally accepted accounting principles (GAAP). The major differences between the budgetary basis and the GAAP basis lie in the manner in which revenues and expenditures are recorded. Under the budgetary basis, revenues and expenditures are recognized on a cash basis. Utilizing the cash basis, revenues are recorded when received in cash and expenditures when paid. Under the GAAP basis, revenues and expenditures are recorded on the modified accrual basis of accounting Metroparks Toledo Budget Page 21

22 Financial Policies Reporting Entity The Metropolitan Park District of the Toledo Area, Lucas County, Ohio (the District), is a body politic and corporate established to exercise the rights and privileges conveyed to it by the constitution and laws of the State of Ohio. The District is directed by a three-member Board of Commissioners appointed by the probate judge of Lucas County. The primary government consists of all funds, departments, boards and agencies that are not legally separate from the District. The District acquires lands for the conservation of significant natural, historical and cultural resources. The Board may also create parks, parkways, and other reservations and may afforest, develop, improve and protect and promote the use of same as the Board deems conducive to the general welfare. The Board of Park Commissioners appoints a Director who is responsible for appointment of a Treasurer to act as fiscal agent for the District and custodian of all funds. Basis of Presentation - Fund Accounting The accounting system is organized and operated on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures/expenses. The various funds are grouped into the categories governmental and proprietary. Governmental Funds - These are funds through which most governmental functions typically are financed. The acquisition, use and balances of the District s expendable financial resources and the related current liabilities (except those accounted for in the proprietary funds) are accounted for through governmental funds. The measurement focus is upon determination of financial flow (sources, uses and balances of financial resources). The following are the District s major governmental funds: General Fund - The General Fund is used to account for all financial resources, except those required to be accounted for in another fund. The General Fund balance is available to the District for any purpose provided it is expended or transferred according to the general laws of Ohio. Capital Construction Fund - This fund is used to account for grants, donations, and transfers dedicated to new capital construction. The other governmental funds of the District account for grants and other resources whose use is restricted to a particular purpose. Proprietary Fund - The proprietary fund is accounted for on an economic resources measurement focus. This measurement focus provides that all assets and all liabilities associated with the operation of the proprietary funds are included on the statement of net position. The proprietary fund operating statements present increases (i.e., revenues) and decreases (i.e. expenses) in net total position. Retail Operations Fund - The retail operations fund accounts for the retail operations at the Wildwood Farmhouse and the Providence General Store. Retail operations are discontinued. Budgetary Process Described on page 20 under Budget Process heading Metroparks Toledo Budget Page 22

23 Cash and Investments Cash and cash equivalents include amounts in demand deposits and investments with original maturities of less than three months. The District pools its cash for investment and resource management purposes. Each fund s equity in pooled cash and investments represents the balance on hand as if each fund maintained its own cash and investment account. See Note 3, Cash, Cash Equivalents and Investments. Investments Investment procedures and interest allocations are restricted by provisions of the Ohio Constitution and the Ohio Revised Code. Following Ohio statutes and Board Policy, interest is credited initially to the general fund and reallocated to all eligible funds on a quarterly basis. Capital Assets and Depreciation Capital assets are defined by the District as assets with an initial, individual cost of more than $5, Property, Plant and Equipment - Governmental Activities Governmental activities capital assets are acquired or constructed for governmental activities and are recorded as expenditures in the governmental funds and are capitalized at cost (or estimated historical cost for assets not purchased in recent years). These assets are reported in the Governmental Activities column of the Government-wide Statement of Net Position, but they are not reported in the Balance sheet of the governmental funds. Contributed capital assets are recorded at fair market value at the date received. Infrastructure capital assets (e.g., driveways, fencing, retaining walls and other assets that are immovable and of value only to the District) are capitalized if the cost or estimated historical cost to purchase or construct equals or exceeds $5,000. Governmental activities capital asset values were initially determined by identifying historical costs where such information was available. In cases where information supporting original cost was not obtainable, estimated historical costs were developed. For certain capital assets, the estimates were arrived at by indexing estimated current costs back to the estimated year of acquisition. 2. Depreciation All capital assets, other than land, antiques and art, and construction in progress, are depreciated. Depreciation has been provided using the straight-line method over the following estimated useful lives: Debt Description Governmental and Business-Type Activities Estimated Lives (in Years) Buildings 40 Land Improvements 20 Machinery and Equipment 7-10 Infrastructure 20 Metroparks are permitted to issue bonds and incur debt if the proceeds are used to acquire and improve land. These bonds may be issued in anticipation of the collection of property taxes and shall not exceed one percent of the total tax valuation of the park district. The Board of Park Commissioners is also permitted to issue revenue bonds pledging repayment from revenue operations. Such bonds are limited to revenue operation funds and cannot be secured through taxation. According to statute, these bonds are not considered to be part of the total indebtedness of the District Metroparks Toledo Budget Page 23

24 Debt service funds are used to account for the accumulation of resources for, and the payment of, general obligation long-term debt. Payments would include principal, interest and related costs. The District does not currently maintain any Debt Service funds. Fund Balance In the fund financial statements, fund balance for governmental funds is reported in classifications that comprise a hierarchy based primarily on the extent to which the District is bound to honor constraints on the specific purpose for which amounts in the funds can be spent. Fund balance is reported in five components non-spendable, restricted, committed, assigned and unassigned. Non-spendable Non-spendable fund balance includes amounts that cannot be spent because they are either not in spendable form or legally contractually required to be maintained intact. Restricted Restricted fund balance consists of amounts that have constraints placed on them either externally by third parties (creditors, grantors, contributors, or laws or regulations of other governments) or by law through constitutional provisions or enabling legislation. Enabling legislation authorizes the District to assess, levy, charge or otherwise mandate payment of resources (from external resource providers) and includes a legally enforceable requirement (compelled by external parties) that those resources be used only for the specific purposes stipulated in the legislation. Committed Committed fund balance consists of amounts that can only be used for specific purposes pursuant to constraints imposed by formal action of the District s highest level of decision making authority. For the District, these constraints consist of resolutions passed by District Board of Commissioners. Committed amounts cannot be used for any other purpose unless the District removes or changes the specified use by taking the same type of action (resolution) it employed previously to commit those amounts. Assigned Assigned fund balance consists of amounts that are constrained by the District s intent to be used for specific purposes, but are neither restricted nor committed. Unassigned Unassigned fund balance consists of amounts that have not been restricted, committed or assigned to specific purposes within the General Fund as well as negative fund balances in all other governmental funds. When both restricted and unrestricted resources are available for use, it is the District s policy to use unrestricted resources first (committed, assigned and unassigned), then restricted resources as they are needed. Purchasing The establishment of strong internal controls for purchasing is necessary to prevent mishandling of funds and to safeguard against loss. Strong internal controls are also designed to protect employees from inappropriate charges of mishandling funds by defining responsibilities in the purchasing process. Purchasing levels, authority to make purchases, and internal control procedures are determined by the Treasurer and/or her/his designee in conjunction with the Audit Committee and, as appropriate, the Board of Commissioners. Levels, authorities, and controls will be considered policy until revised. All personnel are expected to comply with Metroparks purchasing policies and procedures. Failure to do so may result in an employee being held personally responsible. Metroparks is responsible for purchasing the highest quality materials, equipment and services at the most efficient price and in compliance with all local, state, and federal statutes to which it may be obligated Metroparks Toledo Budget Page 24

25 It is Metroparks policy to: Maintain and practice at all times applicable laws, business ethics and professional courtesy. Display competence and business ethics in all dealings. Give fair and equal treatment to all suppliers and their representatives. Provide equal opportunity for all suppliers to make price and specification quotations. Remain free from obligations to any supplier. Establish, communicate, and adhere to strong internal controls. Audit internal practices for compliance. The objectives of this policy include the following: Maintain, with a high degree of financial integrity, a continuous supply of products, equipment, and services necessary to support the quality of parks and recreation services common to Metroparks. Purchase materials, supplies, and services for Metroparks at the best and lowest price available. Provide standardization of materials, supplies, equipment, and services whenever possible. Ensure delivery at a designated time and a predetermined price. Resolve any complaints on purchased, leased, or rented goods and services and to maintain effective and professional relationships with suppliers. Project future needs of Metroparks for services, equipment, and materials. Consistently apply park district purchasing and budgetary policies and guidelines. Comply with the Ohio Revised Code and all other local and federal laws and regulations. Earned Revenue Metroparks charges fees for facility rental and programs. Memberships, sales and donations also provide supplemental revenue to park operations. Membership rates begin at $30.00 and are available to individuals, families and even dogs. Facility rental and programming rates are approved by the Board of Commissioners through the budget approval process. In support of equal opportunity for all county residents, differential pricing and transportation assistance is offered based upon pre-determined criteria. There are core programs that tax-paying citizens expect for free or greatly reduced costs from Metroparks. Defining programming services in terms of general, core and value-added form the basis for program fees: General Services are tax supported and provided at no or very low cost to the user. These are non-exclusive services that include self-guided information, trailhead stations and trail signage, roving interpreters, some facility interpretive information, online educational resources and some drop-in programs or special events. In the case of some general services, a small fee may be charged to create perceived value to the users, while not excluding someone due to economic circumstances. Core Services are focused on specific program areas of greatest importance to the community, critical outreach as identified in the Programming Master Plan, or are a way to introduce the public to nature, to Metroparks and to each individual park. These core services and programs are prioritized throughout fluctuations in resources. Programs are categorized as core if they fit one of the following: The program is expected by the community as part of the Metropark experience; that expectation is tested through community programming needs surveys Metroparks Toledo Budget Page 25

26 The program is designed to introduce the public to natural areas. A program that is basic introduction to an outdoor skill. A general tour of a cultural site during regular operating hours. The program has wide demographic appeal. Core programs have a fee policy and pricing strategy that recovers between zero to 10% of the cost of service (staffing, materials, and equipment replacement). Expanded Services include those where a consumer is charged the entire cost for services or facilities when the minimum number for enrollment is met. These services include programs that require more intense preparation, are at times requested to meet the customer s needs, longer and more detailed instruction, require specialized equipment and/or immersive facilities. Multi-Year Forecast with Fund Balance The Multi-year forecast provides estimates of revenues, expenditures and fund balances of the general operating fund for two previous years, the current year and nine future years. Revenues are conservatively estimated based on trends and current information from and about their sources. Expenditures and other financing sources are based upon initiatives drawn from the strategic plan. The level of expenditures and other financing sources is managed with the goal of maintaining a fund balance equal to one half of expenses. The multi-year forecast is provided below. (This space intentionally blank) 2017 Metroparks Toledo Budget Page 26

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29 Revenue Sources The District has five major categories of revenue; property tax revenue, intergovernmental revenue, program revenue, interest revenue and other revenues. Property Tax Revenue The revenue for the park system is primarily derived from voted tax levies. There are currently two levies providing income for the organization, a 1.4 mill levy that will be up for renewal in 2017 and a.9 mill levy that may be renewed in The.9 mill levy was passed in 2012 replacing a.3 mill levy. As these two ten year levies are subject to renewal at five-year intervals the system has great stability with ample opportunity to anticipate and adjust as needed. Intergovernmental Revenue Local government revenue fund and personal property tax reimbursement are sources of intergovernmental revenue. Local government revenue fund is a percentage of general tax revenue the state government shares with local governments. Personal property tax values have been phased out by the state and now come back to the district as a state reimbursement under intergovernmental revenue. Program Revenue Also referred to as earned revenue, facility rental and park program fees paid by park visitors or grant programs comprise program revenue sees an increase in estimates for program revenue. Investment Revenue Investment procedures and interest allocations are restricted by provisions of the Ohio Constitution and the Ohio Revised Code. Following Ohio statutes and Board Policy, interest is credited initially to the general fund and reallocated to all eligible funds on a quarterly basis. Other Revenue Other revenue includes any revenues not categorized above such as rental property, health insurance reimbursements, wage reimbursements and property surplus sales Metroparks Toledo Budget Page 29

30 Capital Revenue The primary source of capital revenue is transfers from the general operating fund into capital funds. Additional sources of revenue for capital projects are grants from various state and federal agencies such as National Oceanic and Atmospheric Administration, Environmental Protection Agency and Ohio Public Works Commission. Estimated Resources All Funds Certificate of Estimated Resources with Fund Balances Prior to December 31, the District must revise its budget so that the total contemplated expenditures from any fund during the ensuing fiscal year do not exceed the amount available as stated in the certificate of estimated resources. The revised budget then serves as the basis for the annual appropriations measure. As a guiding document for the budget, the certificate of estimated resources provides a summary of revenues, expenditures and fund balances for all funds. The interdependent nature of Metroparks funds dictates the need to consider the information contained in the certificate in addition to the commonly used multiyear forecast for the general operating fund. The certificate of estimated resources is provided below. (This space intentionally blank) 2017 Metroparks Toledo Budget Page 30

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34 Earned Revenue In 2017, revenue figures are based on the following: Run summer camp at roughly $6/hr.; all 3 programming departments run their own camps. Provide before/after care for camps, supervised lunch time between 1/2 day camps. Increase requested programs and their income by 20%. Add interpretive programs to major park rental with new software implementation. Continue expanded river programming. Contractors offer new wellness and fitness programs. Offer art classes at NCNP for adults, children. Write grants and pursue program sponsorships. Hold an annual fundraiser for youth scholarships, Nature Express and Connections Camps. Seek ways to accept donations at free programs (Cube/tablet rather than cash). Presenting sponsor for Outdoor Expo. (This space intentionally blank) 2017 Metroparks Toledo Budget Page 34

35 Earned Revenue Estimates The programming division growth plan will result in increased revenues with a three year goal of earned revenue equal to or exceeding 20 percent of expenses. The growth in earned revenue estimates is identified in the chart below Description Actual Actual Actual Actual YTD Estimate ENVIRON ED FEES $ 64,647 $ 51,586 $ 57,294 $ 85,504 $ 91,720 $ 22,000 PARK INTERP ED FEES $ 5,698 $ 6,432 $ 7,316 $ 5,493 $ 1,439 $ 6,000 NCNP EDN FEES $ 9,054 $ 4,400 $ 4,136 $ 2,051 $ 1,267 $ 2,000 MANOR HOUSE EDN FEES $ 5,206 $ 3,215 $ 433 $ 898 $ 3,450 $ 4,000 OUTDR SKILLS EDN FEES $ 80,000 CONTRACTED PROGRAM FEES $ 1,200 MISC EDN PROGRAM FEES $ 618 $ 1,179 $ 303 $ 1,560 $ 641 $ 600 MANOR HOUSE RENTL $ 25,200 $ 20,260 $ 11,072 $ 25,500 OTHER RETAIL/ MISC SALES EDN $ 528 $ 500 NCNP SALE $ 350 CANAL EXPERIENCE $ 42,623 $ 51,907 $ 53,074 $ 46,659 $ 52,579 $ 54,000 UNRESTR DONATIONS $ 30 $ 50 $ 1,500 UNRESTR FUNDRAISER $ 1,634 $ 101 $ 441 NON GOV GRANTS $ 1,271 $ 2,500 RESTRIC DONATIONS $ 7,267 $ 7,325 $ 8,186 $ 16,714 $ 15,950 $ 20,000 RESTRIC FUNDRAISER $ 7 $ 20 $ 8,000 RESTRIC NON GOV GRANTS $ 5,000 MISC OPERATING REV $ 1,750 NON OPERATING REV REFUNDS $ 483 TOTAL $ 137,282 $ 126,174 $ 156,937 $ 180,411 $ 179,868 $ 233,150 (This space intentionally blank) 2017 Metroparks Toledo Budget Page 35

36 Earned Revenue Fees Schedules The following tables contain the 2017 rates for facility rentals and program fees. FACILITY RENTAL 2017 SUMMARY FEES Park Facility Name Rate Indoor Rental Facilities Farnsworth Metropark Indianola Shelter Roche de Bout Shelter Oak Openings Preserve Metropark Oak Openings Lodge Pearson Metropark Secor Metropark Side Cut Metropark Buehner Center Macomber Lodge Packer-Hammersmith Center Johlin Cabin Secor Room Lamb Center Swan Creek Preserve Metropark Yager Center Wildwood Preserve Metropark Outdoor Rental Facilities Bend View Metropark Farnsworth Metropark Ward Pavilion Farmhouse Bend View Shelter Timber Shelter $150 Daily 9 am Sundown $150 Daily 9 am Sundown $250 Monday-Thursday 7 am-5 pm $400 Monday-Thursday 7 am-11 pm $500 Friday-Sunday 9 am 5 pm $750 Friday-Sunday 9 am 11 pm $250 Monday-Thursday 7 am-5 pm $400 Monday-Thursday 7 am-11 pm $350 Friday-Sunday 9 am 5 pm $500 Friday-Sunday 9 am 11 pm $250 Daily 9 am-5 pm, Extended $400 9 am-11pm $150 Daily 9 am-5 pm; Extended $300 9 am-11 pm See Programming Division for Fees $250 Daily 9 am-5 pm, Extended $400 9 am-11pm $150 Daily 9 am-5 pm, Extended $300 9 am-11 pm $200 Daily 9 am-5 pm, Extended $300 9 am-11 pm $300 Monday-Thursday 8 am-5 pm $450 Monday-Thursday 8 am-11 pm $600 Friday 8 am-5 pm $900 Friday-8 am-11 pm $600 Saturday-Sunday 9 am-5 pm $900 Saturday-Sunday 9 am-11 pm $200 Monday-Thursday 9 am-5 pm; $300 9 am -11 pm $300 Friday-Sunday, 9 am-5 pm; $400 9 am-11 pm $80 Daily $80 Daily 2017 Metroparks Toledo Budget Page 36

37 Outdoor Rental Facilities Oak Openings Preserve Mallard Lake Shelter Pearson Metropark Tennis Court Shelter Ball Field Shelter Playground Shelter Homestead Shelter Providence Metropark Picnic Shelter (near Dam Area) Miami Shelter Erie Shelter Secor Metropark Walnut Grove Shelter Lone Oak Shelter Meadowview Shelter Side Cut Metropark Maumee Rotary Pavilion Riverview Swan Creek Preserve Mary Jane Gill Shelter Wildwood Preserve Metropark Whitetail Shelter #1 Trailside Shelter #2 Wiregrass Lake Meadowhawk Shelter Outdoor Wedding Sites Wildwood Side Cut Overlook Seigert Lake Peninsula Oak Openings Evergreen Lake Mallard Lake Secor Shepherst Memorial Pearson Flagpole Area and Gazebo Providence Scenic Dam Swan Creek Blue Picnic Area $100 Daily $80 Daily $80 Daily $80 Daily $150 Daily $80 Daily $80 Daily $80 Daily $80 Daily $80 Daily $80 Daily $160 Daily $80 Daily $80 Daily $80 Daily $80 Daily $80 Daily See Programming Division $75 10 am-2 pm or 3 pm - dark $75 10 am-2 pm or 3 pm - dark $75 10 am-2 pm or 3 pm - dark $75 10 am-2 pm or 3 pm - dark $100 per day includes shelter and dock $75 10 am-2 pm or 3 pm - dark $75 10 am-2 pm or 3 pm - dark $80 per day includes shelter $75 10 am-2 pm or 3 pm - dark 2017 Metroparks Toledo Budget Page 37

38 Camping and Overnight Accommodations Oak Openings Preserve White Oak Campground Spring Brook Scout Camp Caretaker s Cottage Pearson Metropark Johlin Cabin Farnsworth Metropark Farnsworth Campsites Wiregrass Lake Wiregrass Lake Campsites $20 Overnight Individual Sites/$30 Overnight Group Sites $15 Overnight Scout Camping Sites/$100 Overnight Rec Field $125 Overnight plus $100 refundable damage deposit See Programming Division $20 Overnight Individual Sites/$30 Overnight Group Sites $20 Overnight Individual Sites Program Pricing for Metroparks Program Department 2017 Season PROGRAMMING DIVISION 2017 SUMMARY FEE SHEET Member Discount may apply; Out of County $1 more for requested school groups INTERPRETIVE SERVICES Program Name Fees Notes Art and Nature $5-$10 Build A Wigwam (group) $2-$4 Historic/ Cultural Program with Park Interpreter $1-$7 Historic/ Cultural Site Open Hours, Open House Free Intro. To Photography $5-$8 Travel Circle Free Off-site program for group $25-$40 RENTAL - Manor House (no frills) $ $3000 RENTAL - Manor House Living Room and Solarium $800 - $1500 RENTAL- Manor House Lower Level $800 - $1500 RENTAL - Manor House Solarium $500 -$1000 RENTAL- Gazebo/Lawn or Garden Entry/Lawn $500 - $1000 OUTDOOR SKILLS Program Name Fees Notes Archery Range Time $6-$7 Archery Try it and requested $4-$5 Backpacking 101 Free- $2 Backpacking overnight $45-$50 Biking $3-$4 Biking after Dark $6-$7 Campfire Cooking Camping 101 Free- $2 Camping Summer $35-$40 Camping Winter $30-$35 Canoe Try-it and requested $5-$6 Canoeing program $10-$15 Canoe Night Paddle $20-$25 Canoe- Maumee River night paddle $55-$60 Rebate if have own canoe $15.00 Fire Building $2-$4 $8 extra food charge may apply 2017 Metroparks Toledo Budget Page 38

39 OUTDOOR SKILLS Program Name Fees Notes Fishing $3-$5 Geocaching $4-$5 Geocaching after Dark $6-$7 Kayaking- Try-it and requested $7-$12 OO Backpack Trip $45-$50 Orienteering $3-$5 Paddlesport Adaptation (one on one) Shelter Building $1-$3 Snowshoeing $2-$5 $50/session Stand-up Paddleboarding $7-$12 Star Struck $3-$5 Survival Class $4-$6 Teambuilding $6-$12 Contractor Led Programs Wellness and Fitness Programs Contractor Decides SCOUT PROGRAMS Program Name Fees Notes Boy Scout Badge Programs $9-$27 Depends on badge requirements Program Director can offer Cub Scout Badge Program $3-$13 Depends on badge requirements discounts to these prices Girl Scout Badge Program $4-$21 Depends on badge requirements to build up scout requests ENVIRONMENTAL EDUCATION Free Facility Rentals Limited days and times Program Name Fees Notes To encourage more use of the parks Natural History/ Environmental Ed (Groups) Career Exploration Off Site Presentation for group' Public Natural History Programs Teacher Professional Development CAMPS Program Name Fees Notes Before/After Care $5-$8/Contact hour depending Plus supply, equipment or Summer Camps provided at $5 to $6/hr. on camp complexity charter fee in some cases Before/After Care provided at $5 to $6/hr. School Recess Camps $3-$5/Contact hour OUTDOOR SKILLS Program Name Fees Notes Archery 101, Adults $45-$50 Archery 201, Adults $50-$55 Archery 101, Kids $42-$45 Archery 201, Kids $50-$55 Backpack to Bluegrass Island $110 -$115 Canoe/Camp on Maumee River Island $135-$140 Plus food costs 2.5 hour Canoe Paddle $40-$50 4 hour Canoe float $62-$67 3 hour Canoe class $50-$60 8 hour Canoe class $95-$100 2 session, 4 hour Canoe class $95-$100 2 session, 6 hour Canoe class $120-$125 Maumee River Night Paddle-Canoes $55-$60 Inland Lake Night Paddle-Canoes $20-$25 Paddle Eco-tours $40-$ Metroparks Toledo Budget Page 39

40 OUTDOOR SKILLS Program Name Fees Notes Geocaching, Advanced $7-$ hour Kayak Paddle $44-$50 3 hour Kayak class $60-$65 4 hour Kayak Float $72-$77 8 hour Kayak class $105-$110 2 session, 4 hour Kayak class $105-$110 2 session, 6 hour Kayak class $135-$140 Maumee River Night Paddle-Kayaks $65-$70 Inland Night Paddle-Kayaks $28-$33 Park After Dark $3-$10 Depends on activities 2 hour SUP class $45-$55 4 hour SUP class $55-$60 2 session, 4 hour SUP class $100-$110 Fitness and Wellness, Contracted Service contractor sets MULTI DEPARTMENT Program Name Fees Notes Create Your Own Program Varies by Activity- prorated based on approved fees Contracted Programs Contractor determines INTERPRETIVE SERVICES Program Name Fees Notes Art Classes $6-5-9/contact hour Plus supply fee Canal History Paddle $8-$15 Fallen Timbers Hike + Reenactors $3 -$5 Ghosts of Providence $3 -$5 Manor House Teas Set by volunteers Manor House Tours After Hours (special) $6-$8 Mill Tour (groups up to 65) Music in the Grand Manor Native American Dress $60/hr. Photog. Wrkshp (in-house, one shoot) $10-$35 Set by volunteers Photog. Wrkshp (in-house, multiple days) $50-$100 Photog. Wrkshp (instructor and off-site) Pontoon Tour of Maumee R. $10- $20 Side Cut Explorer (group) Side Cut Explorer (public) $3-$10 Underground Railroad $ 20-$35 $20-$25/class or $2-4/child varies by contractor $85-$120 in county; $20-$144 out of county CANAL EXPERIENCE Category Fees Notes Adults $7 ENVIRONMENTAL EDUCATION Seniors/Members $6 Children (3-12 yrs.) $4 Young Children (0-2 yrs.) Special Needs Aides Canal Boat Charter (group up to 65) Free Free $ /hr. Program Name Fees Notes Advanced Adult Field Studies (4 sessions) $10 - $25 Holiday, School Cancellation Activities $5-7/contact hour Pre-register Large group chaperone free/15 students 2017 Metroparks Toledo Budget Page 40

41 ENVIRONMENTAL EDUCATION Before/After Care provided at $4 to $5 Program Name Fees Notes Camps Metroparks Connections Camps $7-$8 /contact hour Underwritten Family based camps $6-9/contact hour Plus supply fee Ecotours Oak Openings Research Forum $35.00 $10-$25/contact hour OTHER FEES/REVENUE Item Fees Banner ads on educational web pages On-line rates determined by market Fundraiser for youth scholarships and camps $35-$50/ticket Sponsorships for Park Programs/Services $500 - $10,000 costs and benefits vary Misc. Equipment Rental $10-$35/hr. varies based on equip Family Fun Kits $10-$50 varies per contents Haunted Mill *Camps may also require a supply or equipment fee. *Before and after care for camps can be provided for $5 - $6/hour. Contractor determines The Board of Park Commissioners permits the Director of Programming to offer limited time special discounts on program fees based on user group, quantity discounts, early-bird registrations and off-peak hours. Rebates are also permitted if participants bring their own equipment to programs. New programs will be designed and evaluated in 2017 using a similar fee structure as above. Please see the refund policy and customer service policy which may also create discounts and fee reductions or waivers Metroparks Toledo Budget Page 41

42 EXPENDITURES Expenditure Object Appropriations Capital Projects and Land Acquisitions Expenditure Line Item Appropriations Staffing 2017 Metroparks Toledo Budget Page 42

43 Expenditure Object Appropriations Personnel Services The Personnel Services category of expenses is used to record the expenditure detail for both full-time and part-time employees of the Metroparks. Fringe Benefits The Fringe Benefits category of expenses is used to record the expenditure detail for both full-time and part-time employees of the Metroparks Materials and Supplies Expenditures for expendable or consumable goods. Utilities Expenditure of funds to utility companies for the provision of services. Services The Services category of expenses is used to record the expenditure of funds for labor, technical and professional contract services; service agreements (rents and leases); and payments resulting from the performance of a particular service. Capital Outlay Expenditures for real and personal property of the Metroparks that costs $5,000 or more per item and has a useful life of at least three (3) years. Other Expenditures These accounts are used to record non-annual operational expenditures that are not encompassed elsewhere. Other Financing Uses These accounts are used to record current financial expenditures that are reported separately from expenditures to avoid distorting expenditure trends. This is limited to items classified by GAAP. Transfers to support other funds is an example of other financing uses Metroparks Toledo Budget Page 43

44 Capital Projects and Land Acquisitions Capital projects and land acquisitions are funded through transfers from the general operating account to capital project funds (400, 401 and 402), the remaining fund balance in the Land Acquisition Fund (200), Cardinal and Buckeye special revenue funds (201 and 202). Grant revenue and donations also contribute to capital projects and land acquisition. Budgeting for capital projects in a given year is based upon multiple factors. The primary factor is the balance between operating cost of Metroparks and the rate of acquisition and development to ensure both initiatives fit within given revenue sources. Tax levies have been structured to allow for revenue to acquire and develop parks and then to be redirected to the cost of operations as parks are completed. Grant awards and capacity to take on and complete projects also guide budget decisions. Transfers Operating Fund to Capital Improvement Funds The 2017 Metroparks operating budget contains a planning line item of $200,000 which represents a new approach to capital project planning. Metroparks land acquisition and capital projects benefit greatly from significant grant support. Consequently the timing of capital projects is predicated upon which of the projects outlined by the strategic plan have the opportunity in the upcoming year for grant funding. In 2017 these operating dollars for planning will be used to establish the planning portion of the projects in queue making them ready for high quality grant applications as soon as opportunities exist. The capital budget for 2017 includes projects totaling $2,525,000. The 2017 capital plan, grant submissions, detailed equipment schedule for 2017 through 2019 and a listing of capital projects in queue awaiting funding are included below Metroparks Toledo Budget Page 44

45 Capital Plan 2017 Capital Equipment Projections 2017 Metroparks Toledo Budget Page 45

46 Capital Project Queue Providence Play Area Swan Creek Boat Launch Secor Meadoview Shelter Renovations Blue Creek hog barn renovation Continued Cannely Expansion & Improvements Wildwood Shelter Renovations Fort Miamis Overlook, Sheet Piling, and Site Iimprovements Blue Creek Paved All Purpose Trail Extension Blue Creek Restrooms (stone garage) Cannaley Property Aggregate Parking Lot MiddleGrounds - Chessie Circle Connection Keil Farms Barn Renovation Keil Farms Dog Park Swan Creek Byrne Road Connection Belt-Anderson Trails Blue Creek White Barn Renovation Cannaley Property Bunk House(s) for Camping Cannaley Property Horse Barn - Trail Connecting Bridge Henry County Towpath Connection Middlegrounds Streetscape Pearson Play Area Yurt Camping Areas Grant Contingent Projects Middlegrounds Play Area Howard Marsh Future Phases Howard Marsh - Magee Marsh Connector Anderson Property Development Providence Canal Inlet Alteration and Boat Dock River Islands Activation and Improvments Oak Openings North Entrance and Tree House Development Windows on Wildllife Improvements Secor Meadowview Play Area and Site Improvements Additional Wildwood Shelter Renovation Oak Openings Horse Area Restroom and Site Improvements Farnsworth Boat Launch Restroom Pearson North Boardwalk Extension Henry County TowPath Connection Keil Farm to UPT Connection Maumee Bay to Howard Trail Oak Openings Evergreen Lake Area Impovements Wiregrass to Westwinds Trail SwanCreek Metropark to Arlington Trail Connection Springer Farm Development Keil Property Development Blue Creek Development 2017 Metroparks Toledo Budget Page 46

47 Land Acquisitions The 2017 budget for land acquisition is supported entirely through existing fund balance and grant revenue. The table below contains the land acquisition plan for 2017 through Beginning Fund Balance January 1, 2017 Fund 200 (Land Acquisition) $ 93,125 Fund 401 (Land Development) $ 2,120,736 Fund 402 (Wetland Mitigation) $ 167,357 Total Current Available Funds $ 2,381, Expenses Purpose Amount Howard Marsh Construction Park Development $ (5,272,737) Howard Marsh - Prof Serv Park Development $ (200,000) Marina District Acquisition Phase I Land Acquisition $ (1,900,000) Oak Openings Flatwoods Swamp Land Acquisition $ (351,000) Fallen Timbers Land Acquisition $ (115,000) Acquisition Expenses Land Acquisition $ (250,000) $ (8,088,737) 2017 Outside Revenue Purpose Amount Ohio Division of Wildlife Howard Farms Phase I $ 200,000 Ohio Division of Wildlife Howard Farms Phase II $ 3,000,000 NOAA GLRI Howard Marsh Direct Pay $ 1,600,000 NatureWorks Howard Marsh Rest Room $ 82,500 WRRSP (2015) OO Flatwoods Swamp $ 366,500 Clean Ohio Fund (2017) Marina District $ 1,425,000 $ 6,674, Year End Fund Balances $ 966, Expenses Purpose Amount Marina District Acquisition Phase II Land Acquisition $ (1,900,000) Land Acquisition Expenses Land Acquisition $ (50,000) $ (1,950,000) 2018 Outside Revenue Purpose Amount Ohio Division of Wildlife Howard Farms Phase I $ 200,000 Clean Ohio Fund (2018) Marina District $ 1,200,000 $ 1,400, Year End Fund Balances $ 416, Expenses Purpose Amount All land acquisition expenses Land Acquisition $ (1,000,000) $ (1,000,000) 2019 Outside Revenue Purpose Amount Ohio Division of Wildlife Howard Farms Phase I $ 200,000 Clean Ohio Fund (2019) Land Acquisition 75% Match $ 750,000 $ 950, Year End Fund Balances $ 366, Metroparks Toledo Budget Page 47

48 Expenditure Appropriation Summary by Fund The expenditure detail of appropriations is organized by fund below. Actual expenditures for 2015 are provided alongside of 2016 and 2017 budget appropriations for each fund. There is also a variance column included that identifies the variance between 2016 and 2017 budget appropriations. Metroparks Toledo 2017 Budget Expenditure Appropriation Summary by Fund Expenditures and Other Uses Fund Fund Description 2015 Actual 2016 Budget 2017 Budget Variance 100 General $ 22,422,147 $ 16,384,646 $ 17,196,709 $ 812, Land Acquisition Levy $ 691,356 $ 698,829 $ - $ (698,829) 201 Cardinal $ 61,381 $ 232,885 $ 463,140 $ (9,745) 202 Buckeye $ 30,461 $ 230,766 $ 199,250 $ (41,691) 204 Education $ 1,288,703 $ 1,585,184 $ 1,300,000 $ (285,183) 205 Members $ 145,592 $ 149,970 $ 159,473 $ 9, Ohio EPA Grants $ 144,616 $ - $ - $ Ohio Dept of Natural Resources Grants $ 20,660 $ 7,619 $ 6,200 $ (1,419) 252 GLRI II Program $ 200,000 $ - $ - $ GLRI III NFWF $ 59,285 $ 78,345 $ - $ (78,345) 254 GLRI IV - TNC $ 5,663 $ 116,022 $ 124,841 $ 8, GLRI V $ - $ 152,219 $ 229,250 $ 77, Federal Grants $ - $ - $ 323,895 $ 323, Capital Construction $ - $ 25,000 $ 2,525,000 $ Land Development $ 3,732,031 $ 78,559 $ 3,001,000 $ 2,922, Wetland Mitigation $ - $ 167,357 $ 40,500 $ (126,857) Total $ 28,801,895 $ 19,907,401 $ 25,569,258 $ 2,911, Metroparks Toledo Budget Page 48

49 Expenditure Appropriation Summary by Department The expenditure line item detail of appropriations is organized by department below. Actual expenditures for 2015 are provided alongside of 2016 and 2017 budget appropriations for each department. There is also a variance column included that identifies the variance between 2016 and 2017 budget appropriations by department total. Metroparks Toledo 2017 Budget Expenditrure Appropriation Summary by Department Fund Fund Description 2015 Actual 2016 Budget 2017 Budget Variance Dept Director 100 General $ 529,997 $ 559,780 $ 492,437 $ (67,343) 201 Cardinal $ 1,063 $ 5,000 $ 5,000 $ - $ 531,060 $ 564,780 $ 497,437 $ (67,343) Dept Diversity 100 General $ 255 $ 6,000 $ 6,000 $ - $ 255 $ 6,000 $ 6,000 $ - Dept District Wide 100 General $ 13,567,546 $ 6,430,982 $ 6,739,913 $ 308, Cardinal $ - $ 100,000 $ 140,000 $ Buckeye $ 357 $ 139,825 $ 150,000 $ Education $ 253,565 $ 273,000 $ 246,729 $ (26,271) 205 Members $ 10,333 $ 11,000 $ 10,935 $ (65) 231 Ohio EPA Grants $ 144,616 $ - $ - $ GLRI II Program $ 200,000 $ - $ - $ GLRI III NFWF $ 14,611 $ 78,345 $ - $ (78,345) 254 GLRI IV - TNC $ 2,364 $ 29,736 $ 5,842 $ (23,894) 255 GLRI V $ - $ 18,285 $ 18,285 $ Federal Grants $ - $ - $ 67,920 $ 67,920 $ 14,193,392 $ 7,081,173 $ 7,379,624 $ 248,276 Dept Finance 100 General $ 296,810 $ 408,999 $ 299,355 $ (109,644) 201 Cardinal $ 4,800 $ - $ - $ Capital Construction $ - $ 25,000 $ 2,525,000 $ - $ 301,610 $ 433,999 $ 2,824,355 $ (109,644) Dept Central Services 100 General $ 205,275 $ 204,406 $ 158,977 $ (45,429) 201 Cardinal $ 396 $ 3,988 $ - $ (3,988) $ 205,671 $ 208,394 $ 158,977 $ (49,417) 2017 Metroparks Toledo Budget Page 49

50 Dept Employee Services 100 General $ 79,945 $ 88,361 $ 161,277 $ 72, Cardinal $ 7,124 $ 12,463 $ 17,850 $ 5,387 $ 87,069 $ 100,824 $ 179,127 $ 78,303 Dept Volunteer Services 100 General $ 189,264 $ 205,725 $ 210,852 $ 5, Cardinal $ 18,803 $ 39,934 $ 34,790 $ (5,144) 202 Buckeye $ 2,527 $ 3,216 $ 3,250 $ 34 $ 210,594 $ 248,875 $ 248,892 $ 17 Dept Information Systems 100 General $ 564,970 $ 723,752 $ 712,205 $ (11,547) $ 564,970 $ 723,752 $ 712,205 $ (11,547) Dept Customer Service 100 General $ 209,205 $ 208,012 $ 213,351 $ 5, Cardinal $ 18,818 $ 56,500 $ 50,500 $ (6,000) 202 Buckeye $ 2,950 $ - $ 4,000 $ 4,000 $ 230,973 $ 264,512 $ 267,851 $ 3,339 Dept Membership Services 202 Buckeye $ - $ 8,000 $ - $ (8,000) 205 Members $ 135,259 $ 138,970 $ 148,538 $ 9,568 $ 135,259 $ 146,970 $ 148,538 $ 1,568 Dept Marketing 100 General $ 231,769 $ 279,695 $ 198,844 $ (80,851) 201 Cardinal $ 10,377 $ 15,000 $ 15,000 $ Buckeye $ 18,086 $ 39,500 $ 35,000 $ (4,500) $ 260,232 $ 334,195 $ 248,844 $ (85,351) Dept Public Relations 100 General $ 443,490 $ 470,890 $ 499,204 $ 28, Cardinal $ - $ - $ 200,000 $ - $ 443,490 $ 470,890 $ 699,204 $ 28,314 Dept Special Events 100 General $ - $ - $ 111,509 $ 111,509 $ - $ - $ 111,509 $ 111, Metroparks Toledo Budget Page 50

51 Dept Construction Crew 100 General $ 338,124 $ 389,404 $ 376,759 $ (12,645) $ 338,124 $ 389,404 $ 376,759 $ (12,645) Dept Planning & Construction 100 General $ 715,357 $ 623,074 $ 987,839 $ 364,764 $ 715,357 $ 623,074 $ 987,839 $ 364,764 Dept Safety 100 General $ 12,063 $ 18,100 $ 16,850 $ (1,250) $ 12,063 $ 18,100 $ 16,850 $ (1,250) Dept Operations 100 General $ 1,620,491 $ 1,808,536 $ 1,736,911 $ (71,624) $ 1,620,491 $ 1,808,536 $ 1,736,911 $ (71,624) Dept Pearson 100 General $ 316,832 $ 372,409 $ 374,916 $ 2,507 $ 316,832 $ 372,409 $ 374,916 $ 2,507 Dept Side Cut 100 General $ 288,972 $ 390,189 $ 339,774 $ (50,415) 202 Buckeye $ - $ 19,500 $ - $ (19,500) $ 288,972 $ 409,689 $ 339,774 $ (69,915) Dept Farnsworth/Providence 100 General $ 415,933 $ 442,948 $ 453,459 $ 10,511 $ 415,933 $ 442,948 $ 453,459 $ 10,511 Dept Secor/Wiregrass 100 General $ 281,627 $ 276,301 $ 270,913 $ (5,388) 202 Buckeye $ 258 $ - $ - $ - $ 281,885 $ 276,301 $ 270,913 $ (5,388) Dept Oak Openings/Westwinds 100 General $ 318,347 $ 329,752 $ 364,393 $ 34,642 $ 318,347 $ 329,752 $ 364,393 $ 34,642 Dept Swan Creek 100 General $ 268,464 $ 320,656 $ 333,969 $ 13, Buckeye $ - $ 2,175 $ - $ (2,175) $ 268,464 $ 322,831 $ 333,969 $ 11, Metroparks Toledo Budget Page 51

52 Dept Wildwood 100 General $ 543,534 $ 564,673 $ 605,210 $ 40, Buckeye $ 4,739 $ 18,250 $ 7,000 $ (11,250) $ 548,273 $ 582,923 $ 612,210 $ 29,287 Dept Bluecreek 100 General $ 26,083 $ 52,359 $ 50,720 $ (1,639) $ 26,083 $ 52,359 $ 50,720 $ (1,639) Dept Middlegrounds 100 General $ - $ - $ 98,461 $ 98,461 $ - $ - $ 98,461 $ 98,461 Dept Natural Resources 100 General $ 366,476 $ 360,929 $ 436,784 $ 75,915 $ 366,476 $ 360,929 $ 436,784 $ 75,915 Dept Natural Resources West 100 General $ 253,526 $ 334,295 $ 369,404 $ 35, GLRI III NFWF $ 44,674 $ - $ - $ GLRI IV - TNC $ 3,299 $ 86,286 $ 118,999 $ 32, GLRI V $ - $ 133,934 $ 210,965 $ 77,031 $ 301,499 $ 554,515 $ 699,368 $ 144,853 Dept Land Acquisition 200 Land Acquisition Levy $ 691,356 $ 698,829 $ - $ (698,829) 401 Land Development $ 3,732,031 $ 78,559 $ 3,001,000 $ 2,922, Wetland Mitigation $ - $ 167,357 $ 40,500 $ (126,857) $ 4,423,387 $ 944,745 $ 3,041,500 $ 2,096,755 Dept Blue Creek Nursery 100 General $ 142,652 $ 177,461 $ 184,668 $ 7,147 $ 142,652 $ 177,461 $ 184,668 $ 7,147 Dept Natural Resources East 100 General $ 122,621 $ 188,316 $ 197,108 $ 8,792 $ 122,621 $ 188,316 $ 197,108 $ 8,792 Dept Natural Resources Central 100 General $ 72,519 $ (8) $ 109,297 $ 109,306 $ 72,519 $ (8) $ 109,297 $ 109, Metroparks Toledo Budget Page 52

53 Dept Wildlife Management 100 General $ - $ 148,650 $ 85,350 $ (63,300) $ - $ 148,650 $ 85,350 $ (63,300) Dept Programming 204 Education $ 222,921 $ 325,832 $ 259,345 $ (66,487) $ 222,921 $ 325,832 $ 259,345 $ (66,487) Dept Park Interpretation 202 Buckeye $ 1,544 $ 300 $ - $ (300) 204 Education $ 377,939 $ 461,475 $ 360,914 $ (100,560) $ 379,483 $ 461,775 $ 360,914 $ (100,860) Dept Outdoor Skills 204 Education $ 169,622 $ 233,958 $ 211,315 $ (22,643) 236 Ohio Dept of Natural Resources Grants $ 20,660 $ 7,619 $ 6,200 $ (1,419) $ 190,282 $ 241,577 $ 217,515 $ (24,062) Dept Environmental Education 204 Education $ 264,656 $ 290,919 $ 221,697 $ (69,222) 256 Federal Grants $ - $ - $ 255,975 $ 255,975 $ 264,656 $ 290,919 $ 477,672 $ 186,753 Total $ 28,801,895 $ 19,907,401 $ 25,569,258 $ 2,911,685 Staffing Staffing levels for 2016 and 2017 include the same number of full time and part time employees. Seasonal employee levels are determined and budgeted in dollars rather than position budgeting. The seasonal employee count for 2017 is subject to change within the limitations of the seasonal employee budget. There is a decrease in total dollars budgeted for seasonal employees in Full Time Employee Count Part Time Employee Count Total Seasonal Budget $839,750 $853,391 $807,891 Seasonal Employee Count Metroparks Toledo Budget Page 53

54 Staffing Changes 2017 Department Position Salary Impact Description 2001 Accounting Clerk 2 $ (56,900) Cut position 2001 Comptroller $ 73,900 Add position 2001 Director of Finance $ (98,800) Cut position 2001 PT Accounting Clerk $ 28,100 Add position 2002 Business Services Manager $ (72,500) Cut position 4000 Marketing $ 15,000 Add position 5000 Maint and Constr Assist $ (13,000) Cut position 6000 FT Ranger $ (62,900) Cut position 6000 Grounds Maintenance Assist $ (16,000) Cut position 6000 PT Ranger $ 4,900 Increase hours 6000 PT Ranger $ 9,000 Increase hours 6000 PT Ranger $ 13,800 Add position 6003 Grounds Maintenance Assist $ 13,000 Add position 6005 Park Technician 1 $ 13,000 Add position 6006 Grounds Maintenance Assist $ 13,000 Add position 6007 Crew Leader $ 33,900 Add position 6007 Park Tech1 $ (41,400) Cut position 6007 Park Tech3 $ 41,900 Add position 6009 Grounds Maintenance Assist $ 13,000 Add position 7000 GIS Analyst $ 32,700 Add position 7005 Land Steward $ 25,300 Add position 7005 NR Conservation Assistant $ 13,000 Add position 8000 Natural/Hist Interpreter $ (39,400) Cut position 8003 Environ Educ Specialist $ (24,700) Cut position 2017 Metroparks Toledo Budget Page 54

55 DEPARTMENTAL INFORMATION Department Descriptions Department Goals and Objectives Performance Measures Department Budgets 2017 Metroparks Toledo Budget Page 55

56 Department Descriptions, Goals and Objectives, Performance Measures and Budgets Office of the Director 1000 Office of the Director The Office of the Director of Metroparks of the Toledo Area leads in driving all aspects with Metroparks throughout the region to ensure that the public will always consider the park district a valuable community asset. The department oversees all facets within the agency ensuring that Metroparks mission is followed in all daily activities. Additionally, this department is responsible for driving the comprehensive plans in order for our park system to continue growth and increase added value within the community Office of the Director - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - OD $ 398,132 $ 465,813 $ 456,137 $ (9,676) MISC BENEFITS - OD $ 552 $ - $ 500 $ MILEAGE - OD $ 25 $ 400 $ 400 $ OTHER OP MTRLS/ SUPPLIES - OD $ 189 $ 100 $ 100 $ OFFICE SUPPLIES_OD $ 326 $ 500 $ 500 $ BOOKS/ PERIODICALS - OD $ 257 $ 300 $ 300 $ COMPUTER SUPPLIES - OD $ 184 $ 300 $ 300 $ CONFERENCES/ TRNG - OD $ 2,011 $ 9,000 $ 9,000 $ MEMBERSHIP DUES - OD $ 1,915 $ 2,500 $ 2,000 $ (500) LEGAL SERVICES - OD $ 78,035 $ - $ - $ MISC CONTRACT SVCS - OD $ 44,040 $ 75,000 $ 10,000 $ (65,000) OTHER EXPENSE BUDGET MGMT - OD $ - $ - $ 7,500 $ 7, OTHER NON-OP EXP - OD $ 4,330 $ 5,667 $ 5,700 $ OTHER EXP - OD $ - $ 200 $ - $ (200) OTHER OPERATIONAL EXP - OD $ 1,063 $ 5,000 $ 5,000 $ Total Office of the Director $ 531,060 $ 564,780 $ 497,437 $ (67,343) 1003 Diversity Ensure that Metroparks services are inclusive of the broader community and that park operations reflect the diversity of the community Diversity - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance CONFERENCES/TRNG - DIV $ 255 $ 3,000 $ 3,000 $ MISC CONTRACT SVCS - DIV $ - $ 3,000 $ 3,000 $ Total Diversity $ 255 $ 6,000 $ 6,000 $ - Finance Division 2000 Finance Division The Finance Division has two department budgets, District Wide and Finance. The District Wide budget functions include items such as taxes, insurance, bank services as well as transfers and advances that support the entire park district. The Finance budget preserves and maintains the financial integrity of revenue generating activities, grants and project management, and internal financial accounting and reporting. Finance is responsible for processing and reporting payroll, accounts payable, and capital assets Metroparks Toledo Budget Page 56

57 The Finance Division will maintain high quality financial management to monitor Metroparks annual budget and long-term financial forecasts to be achieved by sound fiscal analysis of operating and capital revenues and expenditures, compliance with federal, state, and local rules and regulations, adherence to the highest professional financial accounting and reporting standards, and excellent customer service. The district-wide budget center is responsible for current and long-term budget and strategic forecasting services to all Metroparks departments and financial reporting services to internal and external customers. To aid in ensuring voter tax dollars are being used effectively and efficiently, this department is responsible for financial oversight and management of all Metroparks departments, funds, and internal/external accounts and investments. In 2017, budget appropriations will be used to oversee the district wide treasury activities. This includes, but is not limited to, oversight and maintenance of the park district s operational obligations, employee benefits, workers compensation, unemployment compensation, banking services and official s bonds. For 2017, the Finance Division departments have been combined into a single department budget. This budget area is responsible for providing oversight to all revenue-generating operations, grant activities, capital projects, accounts payable, capital asset, financial accounting and reporting services and payroll to all departments within the District and external customers and stakeholders budget appropriations will be used for continuation of current services, as well as enhanced long range financial planning processes, and process review and improvement. Payroll services will be enhanced to increase internal control and accuracy through process improvement and checks and balances. Efforts toward communication and education of stakeholders will be increased with particular focus on a comprehensive finance process and procedural user guide. Finance Vision Our Vision for finance is to provide well documented, accurate and timely finance information for the board, staff and other stakeholders that meets all the state requirements for effective reporting and supports the financial principles determined in the Strategic Plan. Finance Performance Measures FI Strategic Tactics / Actions Goals Develop and 1. Continue to use and maintain a enhance a system wide long term approach to developing financial plan the yearly operational for the district budget involving key consistent staff. with the goals and objectives of Metroparks and support the initiatives and strategies as reflected in district approved plans. Agency Performance Measures Enhance turnaround time to requests for assistance from budget holders. Material and Information distribution timelines established and adhered to. Material and information preparation complete for Timeline August 2015 forward Results Beginning with the development of the 2016 budget, budget holders have submitted three year budgets requests in the budget building process. Since the implementation of strategic goals the budget process has followed a timeline that allows the board the time between two regular board meetings to review the budget and supporting documentation in the GFOA format. This has facilitated the adoption of the budget in November which further allows the budget to be 2017 Metroparks Toledo Budget Page 57

58 FI Strategic Goals goals and objectives, which affect parkoperating funds need to be consistent with fund availability and financial projections. (Marketing Plan, Strategic Plan, Asset Plan, Land Acquisition Plan) Tactics / Actions 2. Consider developing a business development office to help staff implement business principles in each division This model has been replaced with the deputy director of administrations objective for all administrative staff to continuously evaluate and update processes to achieve the highest level of efficiency and internal control possible. Performance Measures Division/Departm ental meetings. Board submission for review on or before meeting prior to budget adoption. Financial procedures are reviewed and updated with input from stakeholders to improve support and efficiency. Procedures are documented and communicated in an effective format. Timeline January 2016 forward Results made available in December for preparation for the upcoming year. Examples of process improvements taking place are employee reimbursements moved from check to direct deposit. Vendors being transitioned to ACH from checks. District credit card purchases managed with one PO per month rather than one PO for every credit card purchase. A comprehensive document of finance procedures is under development. Consider the development of a philanthropy office and components within the business office. 3. Use a minimum of a three-year financial management plan for the general operations and capital funds. Total projections need to be up to 10 years. 4. Metroparks budget will be developed as an operational based budget, ensuring the highest possible accuracy of revenue projections and the review and evaluation of budget expenditure Reactivate current Foundation. Maintain multiyear forecast for general fund. Develop multiyear forecast for all "operating" areas and capital. Review budget expenditure requirements and compare to current policies for possible revision and/or update. January 2016 forward January 2016 forward Marketing and Development department has re-engaged and expanded the foundation. A comprehensive financial forecast is under development and should be completed with the 2017 budget development process. The comprehensive financial forecast is being developed to include these components which is then used to drive the budget building process Metroparks Toledo Budget Page 58

59 FI Strategic Goals Tactics / Actions requirements. Performance Measures Timeline Results Management of the General Operating Fund for budgeting purposes will be at a cost/profit center level so that each program and function is reviewed annually for revenue projections and expenditure needs. 5. The annual operating budget will project and produce a positive cash balance for each fiscal year. A cost recovery commitment for the budget-planning year will be developed and integrated into the financial management plan. 6. Develop formula for capital maintenance, life cycle maintenance, and cost recovery. 1. Where possible, each cost center will produce some income to keep expenditures to the lowest possible levels. 2. A managed reserve will be maintained within the annual carryover at a sufficient level to allow yearly cash flow requirements and to provide for financing unforeseen emergency needs. The reserve will be a minimum of six months of the approved annual general fund expenditure budget. Develop a Financial Management Plan. Review and maintain capital maintenance, asset life cycles and cost recovery as currently established to determine they are still in accordance with current standards and benchmarks. Cost center set up for each division. True cost of delivery of services completed in 2015 budget year Develop multiyear forecast for all "operating" areas and capital, ensuring operating reserve is maintained. August 2015 forward January 2016 forward Identify funding strategy in 2015, initiate in January 2015 January 2016 forward The GFOA budget model adopted with the 2016 budget year incorporates this initiative. This initiative will be incorporated into the comprehensive financial forecast. To date, work on this initiative has not begun on a district wide basis. The comprehensive financial forecast is under development with this initiative included. The GFOA budget model adopted with the 2016 budget year incorporates this initiative Metroparks Toledo Budget Page 59

60 FI Strategic Goals Tactics / Actions 3. Complete improvements toward how purchasing and capital systems are processed. 4. Develop a stronger fulltime staff training program to improve more effective use of existing systems. 5. Help staff in the field to determine their true unit costs to produce a unit of service. 6. Net revenue generated from the fiscal year, above that needed to sustain the reserve, and the general fund may be committed to special allocations as approved by the park district board as it applies to CIP, land acquisition and for support of educational programs. Performance Measures Review current purchasing policies to identified best practices. Identify current human resources and needed training. Determine most efficient processes in use and retrain staff in their use. Hire additional staff as needed. Provide field staff with information, statistics and other metrics needed to determine their unit costs. Develop and maintain multiyear forecast for all "operating" areas and capital, ensuring operating reserves are maintained and special allocations identified. Timeline January 2016 forward January 2016 forward January 2015 to December 2015 January 2016 forward Results The deputy director of administration has shared the objective for all administrative staff to continuously evaluate and update processes to achieve the highest level of efficiency and internal control possible. In addition, a comprehensive document of finance procedures is under development. The deputy director of administration has shared the objective for all administrative staff to continuously evaluate and update processes to achieve the highest level of efficiency and internal control possible. In addition, a comprehensive document of finance procedures is under development. To date, work on this initiative has not begun on a district wide basis. The comprehensive financial forecast is being developed to include these components. Special allocations can be considered once revenue and reserve are in place Metroparks Toledo Budget Page 60

61 2000 District Wide - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance PERFORMANCE PAY - DW $ - $ 60,000 $ 60,000 $ SEVERANCE - DW $ 12,451 $ 65,000 $ 65,000 $ EMPLOYEE CONVERSION PYMTS - DW $ 88,431 $ 92,500 $ 92,500 $ OPERS - DW $ 555,531 $ 655,000 $ 672,639 $ 17, PLAW - DW $ 271,958 $ 280,000 $ 261,919 $ (18,081) HEALTH INSURANCE - DW $ 890,597 $ 985,000 $ 960,440 $ (24,560) WORKERS' COMP - DW $ 131,023 $ 139,200 $ 140,000 $ MEDICARE - DW $ 76,530 $ 89,500 $ 91,165 $ 1, UNEMPLOYMENT - DW $ 24,256 $ 50,000 $ 30,000 $ (20,000) MEMBERSHIP DUES - DW $ 11,875 $ 15,000 $ 15,000 $ LEGAL SERVICES - DW $ - $ 110,000 $ 100,000 $ (10,000) INSURANCE - DW $ 125,038 $ 126,360 $ 120,000 $ (6,360) BANKING SERVICES - DW $ 5,390 $ 7,500 $ 2,500 $ (5,000) MISC CONTRACT SVCS - DW $ 300 $ 56,000 $ 200,000 $ 144, DELINQUENT PROPERTY - DW $ 3,616 $ 10,000 $ - $ (10,000) FORFEITED LAND EXP_CTY AUDITOR - DW $ - $ 500 $ - $ (500) COUNTY AUDITOR/TRES FEES - DW $ 188,715 $ 200,000 $ 190,000 $ (10,000) CTY LAND BANK REUTIL FEES - DW $ 41,926 $ 45,000 $ 65,000 $ 20, OTHER INTERGOV BILLING - DW $ - $ 500 $ 500 $ CANAL LANDS RENTAL - DW $ 150 $ 150 $ 150 $ PROPERTY TAXES - DW $ 127,507 $ 174,000 $ 175,000 $ 1, SALES TAX REMITTANCE - DW $ 54 $ 91 $ 100 $ OFFICIAL BOND - DW $ 1,297 $ 1,738 $ 2,000 $ REFUNDS - DW $ 1,844 $ 5,000 $ 5,000 $ CONTINGENCY - DW $ - $ 46,900 $ 100,000 $ 53, PARK OPERATIONS - DW $ 351,159 $ 316,043 $ 316,000 $ (43) TRANSFER OUT - DW $ 10,506,400 $ 2,825,000 $ 2,900,000 $ 75, ADVANCE OUT - DW $ 151,500 $ 75,000 $ 175,000 $ 100, OPERS - DW $ - $ - $ 40,000 $ 40, UNALLOCATED CAP. IMP - DW $ - $ 100,000 $ - $ (100,000) CONTINGENCY $ - $ - $ 100,000 $ 100, OOPERS - DW $ 335 $ - $ - $ MEDICARE - DW $ 22 $ - $ - $ UNALLOCATED CAP. IMP - DW $ - $ 139,825 $ - $ (139,825) CONTINGENCY $ - $ - $ 150,000 $ 150, SEVERANCE - DW $ 3,033 $ 4,000 $ 5,000 $ 1, EMPLOYEE CONVERSION PYMTS - DW $ 4,868 $ 4,500 $ 6,000 $ 1, OPERS_EDUCATION FUND - DW $ 113,450 $ 125,000 $ 105,459 $ (19,541) HEALTH INS_EDUCATION FUND - DW $ 120,627 $ 125,000 $ 118,080 $ (6,920) MEDICARE EDUCATION FUND - DW $ 10,685 $ 12,500 $ 10,190 $ (2,310) UNEMPLOYMENT - DW $ 901 $ 2,000 $ 2,000 $ OPERS_MEMBERS FUND - DW $ 3,913 $ 4,500 $ 4,436 $ (64) HEALTH INS_MEMBERS FUND - DW $ 6,035 $ 6,050 $ 6,040 $ (10) MEDICARE_MEMBERS FUND - DW $ 385 $ 450 $ 459 $ ADVANCE OUT - DW $ 144,616 $ - $ - $ ADVANCE OUT - DW $ 200,000 $ - $ - $ OOPERS_GLRI III - NFWF - DW $ 9,180 $ 3,031 $ - $ (3,031) HEALTH INS_GLRI III - NFWF - DW $ 4,526 $ - $ - $ MEDICARE_GLRI III - NFWF - DW $ 905 $ 314 $ - $ (314) ADVANCE OUT - DW $ - $ 75,000 $ - $ (75,000) OOPERS_GLRI IV - TNC (US EPA) - DW $ 740 $ 24,190 $ 3,000 $ (21,190) HEALTH INS_GLRI IV - TNC (US EPA) - DW $ 1,509 $ 4,527 $ 2,400 $ (2,127) MEDICARE_GLRI IV - TNC (US EPA) - DW $ 116 $ 1,019 $ 442 $ (577) OOPERS_GLRI V - DW $ - $ 11,100 $ 11,100 $ HEALTH INS_GLRI V - DW $ - $ 6,035 $ 6,035 $ MEDICARE_GLRI V - DW $ - $ 1,150 $ 1,150 $ OOPERS -DW $ - $ - $ 43,600 $ 43, HEALTH INSURANCE - DW $ - $ - $ 19,000 $ 19, MEDICARE - DW $ - $ - $ 5,320 $ 5, Total District Wide $ 14,193,394 $ 7,081,173 $ 7,379,624 $ 298, Metroparks Toledo Budget Page 61

62 2001 Finance - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - FIN $ 168,405 $ 230,718 $ 137,222 $ (93,496) FT-BU - FIN $ 97,471 $ 105,449 $ 80,277 $ (25,172) FT-BU SHIFT - FIN $ 221 $ 300 $ 300 $ FT-OT - FIN $ 1,363 $ 1,500 $ 1,500 $ PT - FIN $ - $ 27,782 $ 28,056 $ MILEAGE - FIN $ - $ - $ 1,000 $ 1, OTHER OP MTRLS/ SUPPLIES - FIN $ 29 $ 1,000 $ 1,000 $ OFFICE SUPPLIES - FIN $ - $ - $ 2,500 $ 2, CONFERENCES/ TRNG - FIN $ - $ - $ 5,000 $ 5, MEMBERSHIP DUES - FIN $ - $ - $ 2,000 $ 2, ACTG/ AUDITING - FIN $ 29,044 $ 35,000 $ 35,000 $ LEGAL NOTICES - FIN $ - $ 250 $ - $ (250) OTHER TAX PAYMENTS - FIN $ 277 $ 1,000 $ - $ (1,000) UNIFORMS - FIN $ - $ - $ 500 $ CONTINGENCY - FIN $ - $ 5,000 $ 5,000 $ OTHER NON-OP EXP - FIN $ - $ 1,000 $ - $ (1,000) OTHER OPERATIONAL EXP - FIN $ 4,800 $ - $ - $ UNALLOCATED CAP. IMP $ - $ 25,000 $ 2,525,000 $ 2,500, Total Finance $ 301,610 $ 433,999 $ 2,824,355 $ 2,390,356 Central Services Division 3000 Central Services Central Services provides support to the organization in the areas of employee services, customer service, volunteer service, and technology/information services, as well as assistance with CAPRA accreditation, strategic planning, records management, and administrative office services Employee Services The Employee Services Department is responsible for promoting district wide initiatives to support employee development and engagement. In addition, this department manages district wide training and programming for staff that aligns with Metroparks strategic objectives. This allows employees to increase their knowledge of conservation and natural resources in order to better protect the land and provide education to our park visitors. In 2017, budget appropriations for Employee Services will focus on creating and sustaining an engaged workforce that works cooperatively to achieve the strategic objectives of the organization and fostering a work environment in which employees choose to be motivated and contributory. Employee Services will provide administrative support for analysis of employee compensation and benefit plans, management of employee performance utilizing district-wide performance measures and goals. The division will continue to provide support for hiring initiatives with a goal of attracting highly qualified, diverse candidates. Budget appropriations will support employee development and training and provide resources to supervisors and staff that encourage the highest levels employee engagement and productivity Volunteer Services The Volunteer Services Department harnesses the strength of volunteers to achieve the strategic goals of Metroparks by providing recruitment, administration, and recognition of volunteers while remaining responsive and flexible to the changing needs and growth of the district. By providing meaningful opportunities for community engagement, the park district educates and builds strong advocates for the district s mission. Continued support from community members such as 2017 Metroparks Toledo Budget Page 62

63 corporations, universities, faith based organizations, and individuals is sustained and celebrated through volunteer services. Budget appropriations will continue to strengthen these relationships within our community while meeting the operational goals of the district. Throughout the district, volunteers play an active and vital role. Volunteers support park operations with volunteer assignments such as Volunteer Trail Patrol, Maintenance Aides and Garden Keepers while natural resource volunteers participate in monitoring, stewardship and native plant cultivation programs. The increase in interpretive and outdoor skill programs as well as special events is also keenly supported by volunteers Information Systems The information services department serves Metroparks by providing leadership in policy formation, selection, and use of voice and data technology. It strives to play a deliberate and visible leadership role in defining policy and securing effective, efficient, and affordable voice and data technology services throughout the Metroparks. The insurance of business continuity and operations is the ultimate goal of the 2017 budget request. Budget appropriation will support resources necessary for district-wide growth including office expansion and departmental needs. It will provide funds necessary for daily operations and maintenance of information systems and supporting infrastructure, along with special projects such as accreditation, registration systems, and records management Customer Service The Customer Service Department manages all initiatives related to providing and ensuring positive visitor experiences, facility rentals and special use permits, Metroparks membership and memorial programs. This department handles staffing the district s primary visitor center at Wildwood Preserve, including handling customer interactions in person, by and telephone and assisting with public program inquiries and reservations. The 2017 budget request for the department is designed to advance the overall purpose of the department to understand customers needs and expectations, build long term relationships for Metroparks sustainability and develop products and services that satisfy customer requirements. The department will continue to expand demand for facility rentals through regularly-scheduled facility open houses, equipment and furnishings that are updated to meet the needs of rental customers, and additional offerings for overnight stays Membership Services The membership program addresses relationship building by establishing, maintaining and growing memberships for long term support of Metroparks. Activities involved in the membership program include all member communication, sending and processing member renewals, new member solicitations, lapsed member campaigns, member program planning and administration. Central Services Vision Our Vision for Central Services is to continually increase the organization s value through generation of the highest levels of satisfaction within Metroparks staff, volunteers, and customers, and to provide support systems, policies, and procedures that make it easy for staff throughout the organization to manage their respective functions to achieve operational excellence and organizational objectives Metroparks Toledo Budget Page 63

64 Central Services Performance Measures CS Strategic Goals Tactics/Actions Performance Measures Work Systems - Support service delivery systems that enable Metroparks to meet demand and exceed expectations of users and the community. 1. Conduct operational assessments with other benchmark organizations and NRPA/ PRORAGIS. 2. Help departments understand CAPRA standards and demonstrate compliance with assigned standards; ensure that Central Services has demonstrated compliance with assigned CAPRA standards. CAPRA 1.2 Periodic Timetable for Review of Documents 3. Integrate customer service functions (facility reservations, program reservations) into Central Services. 4. Enhance cross-marketing between volunteers and members 5. Evaluate and enhance volunteer programs to support organizational direction. 6. Create an internal customer survey that effectively assesses and guides the Central Services division to Pass tax levy in High levels of customer satisfaction by survey 86% very satisfied/somewha t satisfied in 2016 survey. Achieve CAPRA recertification in % of volunteers are also members. Total number of volunteers is greater than 5,045. Total volunteer hours is greater than 48,263. Timeline CAPRA audit complete by March Complete Section 4.0 audit by 12/31/16. Submit CAPRA selfassessment by April Volunteer membership discount promotion by end of requests for volunteer support will be met, 2017 focus on maintenance and programming for new parks Create action plans based on internal customer satisfaction survey Results COMPLETE 2016 PRORAGIS Profile entered Participation in EA benchmarking surveys ongoing. MP organizational benchmark survey completed % of review standards distributed to staff for review. COMPLETE % of volunteers are members. MP membership promoted at monthly volunteer orientations. Garden Keepers placed in all parks. VTP, Roving Interps, Maint Aids, Garden Keepers, Interp Hosts placed at Middlegrounds. Volunteers constructing single track bike trail at Oak Openings. Admin reception area staffed with volunteers 40 hours per week. Volunteers helped plant 10,000 trees at Fallen Timbers Battlefield. Citizen Science volunteer programs started. Volunteer hours contributed equal to 16.71% of staff hours ,045 volunteers ,263 volunteer hours ICS survey complete Overall internal customer satisfaction 3.2 on 4 point scale for Central Services Metroparks Toledo Budget Page 64

65 CS Strategic Goals Tactics/Actions Performance Measures achievement of high levels of internal customer support. Use results to enhance internal customer service Talent Acquisition Attract and place skilled people to meet organizational needs. 7. Provide guidance and oversight to the strategic planning process for the organization. 1. Enhance the focus on appreciation and understanding of natural resources in our recruitment messages; develop recruitment video; incorporate Metroparks branding into recruitment efforts; enhance use of social media in recruiting. 2. Participate in special work programs, internships, and work study programs to enhance diversity and recruitment and engage participants with Metroparks mission. 3. Strengthen the number of multi-tier volunteer opportunities in district operations 4. Develop monthly volunteer orientation program to enhance recruitment and placement of volunteers. Internal Customer Satisfaction for Central Services score goal 3.4 on 4 point scale. Baseline - 39% of applicants were qualified for the position. Maintain volunteer work skills and internship programs. Volunteer hours contributed to the district will be equal to 15% of staff hours. Volunteer satisfaction is not less than 9.5 (avg score on 10-point scale). Timeline results Develop procedures to update and continue strategic planning to provide organizational direction. Review of recruitment procedures begin 2016; Branded message in all recruitment and interview materials and video developed 2017 Continue participation in special work programs; assess recruitment messages. Develop new opportunities for volunteers to assume leadership roles in volunteer programs. Results Implementation Strategy Matrices updated and approved by board. District Scorecard updated quarterly. Metroparks Career Page updated with new branding on website Updated volunteer uniforms, website, Volgistics and Visitor Guide with new brand. 5 FT, 6 PT, 49 Seasonal, 2 intern positions filled % of seasonal staff rehired internships completed Penta program participants 2015/ Lucas Co empowerment program participants internships Developed lead volunteer for holidays. Developed VTPI (investigator) position for maintenance. COMPLETE Volunteer orientations/recruitments being held monthly. Volunteer satisfaction avg score 9.34, Training and Development Provide an environment that encourages growth and 1. Provide staff training on customer service (internal/external) focusing on Metroparks objectives. 2. Analyze and adjust core trainings to align with Provide average of 20 hours of training per employee annually. Incorporate customer service training into core training for all staff. Analysis and adjustment of core COMPLETE 8 training sessions provided for staff, Average 28 training hours per employee Metroparks Toledo Budget Page 65

66 CS Strategic Goals Tactics/Actions Performance Measures development so district goals. that individuals Staff and are prepared to supervisor 3. Provide regular user support satisfaction with training on technology tools organizational employee training. and systems for staff goals. (records retention, Parkway, etc.) 4. Train staff on working with volunteers and creating meaningful volunteer opportunities to maximize the volunteers contribution to the district. 5. Provide education to staff and volunteers on conservation and appreciation of natural resources. Total Rewards Create a total rewards framework that will attract, motivate, and retain employees and volunteers. Information Resources - Manage information resources to maximize communication and use/sharing of data and information 6. Develop a leadership succession plan for key positions in the district. 1. Evaluate and improve compensation system and policies; create pay-forperformance program. 2. Create employee special events and community projects that promote engagement and interdepartmental interaction. 3. Review health insurance options to improve costeffective employee benefits 1. Create a district-wide system for document and policy storage and retention. 2. Update and disseminate employee and volunteer policies. Maintain voluntary PT/FT employee turnover at less than 10% (2015 = 7.6%) 100 % network uptime. Timeline trainings completed 2017 Quarterly staff parkway trainings 2017 Staff training completed for all work units 2017 Conduct at least 4 training opportunities for staff and volunteers focused on natural resources annually. Develop multi-tier programming structure Identify consultant to conduct classification/compe nsation review 2016; complete project Implement pay for performance Identify employee preferences and create new events to encourage employee interaction. Review completed and options identified 2017 Complete Sharepoint project Upgrade and transfer documents, develop storage and record transfer plan. Volunteer handbook distributed Review employee handbook Results Parkway Owner training completed; 2 staff trainings completed. Staff training on working with volunteers developed, training completed for 1 work unit. 31 staff NR training events offered 2015/ volunteer NR training events offered 2015/2016. Leadership succession plan completed RFP distributed for classification & compensation study to begin Annual employee picnic; Girls Nights Out; Employee Holiday open house; Employee Holiday party; 7 group community projects completed. Insurance review completed 2015 (no cost increase 2015 or 2016). Plan in place to update Sharepoint and use for record and policy management. Employee handbook updated, approved and distributed Metroparks Toledo Budget Page 66

67 CS Strategic Goals Tactics/Actions Performance Measures throughout the 3. Create a user-friendly, organization. branded employee intranet (the Parkway) Enhance community outreach and revenue sources through effective administration of a wide range of park related services and experiences. 4. Maximize effectiveness and establish best standards for data administration in volunteer services 5. Keep volunteers and staff informed of district activities to gain support and advocacy through channels such as , social media, staff meetings, volunteer meetings, the Update/Parkway; extend branding message throughout the organization. 6. Analyze software solutions to maximize organizational capability in areas such as program registrations, membership tracking, facility and resource reservations. 7. Analyze systems for maximum effectiveness telephone systems, technology services, software and hardware. 1. Evaluate Metroparks membership program to maximize outreach and revenue - evaluate membership categories and benefits for effectiveness. Consider dedicated new member campaigns and enhance member connections. 2. Regularly review existing Metroparks rental facilities Increased use of online tools for recruitment, placement, scheduling and tracking of volunteers. Introduce new program/facility registration software by 2017 to maximize organizational capacity. Maintain/increase member satisfaction on surveys with a goal of 3.5 4% on a 1-5 scale. Maintain retention rate of greater than 75% of members annually. Timeline Upgrade to new Sharepoint system Streamline hour reporting in Volgistics, Increase the number of volunteer assignments scheduled through Volgistics Communication plan in place with branded messages 2017 Registration software options reviewed, and software selected 2016; implementation Review MHL service needs 2017 Conduct program evaluation October December 2016 Conduct rental facility review at all Results Current SharePoint site reviewed and updated. Owners assigned to each area. Enhanced use of calendars, Home page. Online volunteer application process implemented. Weekly applicant reports created for volunteer placement. Assignment/timesheets and schedules increased in Volgistics. Volunteer communication expanded through , social media. Developed weekly project update for staff. Created management team meetings to enhance staff communication. Proposals requested for new registration software. Donor Perfect upgrade complete. 100% network uptime Telephony system analysis complete, new voic system in process. New web server approved for VM system/large file transfer Membership revenue $108, memberships purchased = 1,890. Re-design of membership print materials underway. Lapsed membership campaign completed Added overnight campsites at Oak Openings, Farnsworth, and 2017 Metroparks Toledo Budget Page 67

68 CS Strategic Goals Tactics/Actions Performance Measures and evaluate future needs Increase total for use expansion, visitor membership demand and marketing revenue by 7%. opportunities. 3. Evaluate new opportunities facilities, amenities, special use areas to generate revenue and meet customer expectations 4. Expand community outreach to market rental and special use opportunities. 5. Explore cross promotion of programming with Facility Rentals and add-on opportunities to market to renters. 6. Expand involvement with program registration; work with programming to administer registration processes and procedures for public programs Increase number of memberships purchased by 7% Increase facility rental and camping revenue by 10% Increase crosssales of programming; increase revenue for requested programs. Timeline parks with Park Supervisors Gather customer feedback to expand opportunities. Evaluate opportunities to develop Hog Barn at BC for rental space Further explore yurt rentals and other new opportunities. Ensure staff presence at facilities and events to promote rentals and gather feedback. Conduct facility open houses year round in all parks Develop crosspromotion plan with programming, Handle all public program registrations, Results Wiregrass. Facility & camping revenue $350, Facility and camping revenue $330,000, 3 rd Q Renovation of Ski Huts for rental began Membership breakfasts held at Hidden Gem programs. Staffed information tables at Middlegrounds following opening. Conducted 5 facility open houses monthly, April Oct Coordinate camp registrations, Metroparks Toledo Budget Page 68

69 3000 Central Services - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - CTS $ 106,768 $ 99,883 $ 102,512 $ 2, PT - CTS $ 57,272 $ 36,256 $ - $ (36,256) MILEAGE - CTS $ 514 $ 500 $ 450 $ (50) OFFICE SUPPLIES - CTS $ 3,635 $ 3,791 $ 100 $ (3,691) POSTAGE - CTS $ 4,170 $ 4,150 $ 50 $ (4,100) BOOKS/ PERIODICALS - CTS $ 102 $ 150 $ 150 $ COMPUTER SUPPLIES - CTS $ - $ 350 $ 200 $ (150) CONFERENCES/ TRNG - CTS $ 1,373 $ 2,000 $ 1,200 $ (800) MEMBERSHIP DUES - CTS $ 840 $ 840 $ 865 $ TUITION - CTS $ 1,754 $ 4,486 $ 12,300 $ 7, MISC CONTRACT SVCS - CTS $ 12,521 $ 28,533 $ 32,250 $ 3, LEGAL NOTICES - CTS $ 15,733 $ 19,167 $ - $ (19,167) AD/ PUBLCTNS - CTS $ 101 $ 200 $ 100 $ (100) CONTINGENCY - CTS $ - $ 3,500 $ 3,500 $ OTHER EXPENSE BUDGET MGMT - CTS $ - $ - $ 5,000 $ 5, OTHER NON-OP EXP - CTS $ 433 $ 600 $ 300 $ (300) OTHER EXP - CTS $ 60 $ - $ - $ OTHER OPERATIONAL EXP - CTS $ 396 $ 3,988 $ - $ (3,988) 3000 Total Central Services $ 205,672 $ 208,394 $ 158,977 $ (49,417) 3001 Employee Services - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - ES $ 66,530 $ 64,962 $ 66,760 $ 1, PT - ES $ - $ - $ 26,448 $ 26, MILEAGE - ES $ 416 $ 504 $ 750 $ OTHER OP MTRLS/ SUPPLIES - ES $ 400 $ 1,300 $ 200 $ (1,100) OFFICE SUPPLIES - ES $ 130 $ 100 $ 4,700 $ 4, POSTAGE - ES $ - $ - $ 4,150 $ 4, BOOKS/ PERIODICALS - ES $ 95 $ 60 $ 60 $ CONFERENCES/ TRNG - ES $ 3,236 $ 1,370 $ 2,075 $ MEMBERSHIP DUES - ES $ 240 $ 240 $ 255 $ MISC CONTRACT SVCS - ES $ 8,855 $ 19,725 $ 35,779 $ 16, LEGAL NOTICES - ES $ - $ - $ 19,500 $ 19, AD/ PUBLCTNS - EXTERNAL - ES $ 43 $ 100 $ 300 $ Other NON-OP EXPENSES - ES $ - $ - $ 300 $ MISC BENEFITS - ES $ 860 $ 4,850 $ 4,850 $ OTHER OPERATIONAL EXP - ES $ 6,264 $ 7,613 $ 13,000 $ 5, Total Employee Services $ 87,068 $ 100,824 $ 179,127 $ 78, Metroparks Toledo Budget Page 69

70 3002 Volunteer Services - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - VOL $ 59,470 $ 59,077 $ 60,732 $ 1, PT - VOL $ 108,161 $ 107,750 $ 114,057 $ 6, MILEAGE - VOL $ 3,778 $ 5,000 $ 5,200 $ SM EQUIP/FURN/FIXTURES - VOL $ 318 $ 625 $ 550 $ (75) OTHER OP MTRLS/ SUPPLIES - VOL $ 497 $ 514 $ 1,103 $ OFFICE SUPPLIES - VOL $ 632 $ 910 $ 910 $ POSTAGE - VOL $ 534 $ 1,000 $ 900 $ (100) BOOKS/ PERIODICALS - VOL $ - $ 100 $ 100 $ COMPUTER SUPPLIES - VOL $ - $ 350 $ 350 $ CONFERENCES/ TRNG - VOL $ 2,182 $ 5,700 $ 5,700 $ MEMBERSHIP DUES - VOL $ 35 $ 250 $ 250 $ MISC CONTRACT SVCS - VOL $ 12,088 $ 20,824 $ 16,200 $ (4,624) AD/ PUBLCTNS - EXTERNAL - VOL $ 1,359 $ 3,250 $ 4,500 $ 1, UNIFORMS - VOL $ 160 $ 375 $ 250 $ (125) OTHER EXP - VOL $ 50 $ - $ 50 $ OTHER OPERATIONAL EXP - VOL $ 18,803 $ 39,934 $ 34,790 $ (5,144) OTHER OPERATIONAL EXP - VOL $ 2,527 $ 3,216 $ 3,250 $ Total Volunteer Services $ 210,594 $ 248,875 $ 248,892 $ Information Services - Budget p g Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - IS $ 68,745 $ 67,317 $ 69,205 $ 1, MILEAGE - IS $ 58 $ 150 $ 150 $ COMPUTER SUPPLIES - IS $ 110,603 $ 194,709 $ 223,000 $ 28, DISPOSAL - IS $ 942 $ 200 $ 100 $ (100) TELEPHONE - IS $ 148,841 $ 172,175 $ 161,000 $ (11,175) CONFERENCES/ TRNG - IS $ 1,157 $ 2,950 $ 2,950 $ MISC CONTRACT SVCS - IS $ 20,323 $ 24,219 $ 24,100 $ (119) COMPUTER - IS $ 129,332 $ 157,000 $ 140,000 $ (17,000) PHONE MAINTENANCE - IS $ 11,396 $ 24,000 $ 24,000 $ TECHNOLOGY (NON CAPITAL) - IS $ 73,574 $ 81,032 $ 67,700 $ (13,332) 3003 Total Information Services $ 564,970 $ 723,752 $ 712,205 $ (11,547) 2017 Metroparks Toledo Budget Page 70

71 3004 Customer Service - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - CS $ 62,941 $ 59,779 $ 61,664 $ 1, FT-BU - CS $ 53,928 $ 91,595 $ 89,087 $ (2,508) FT-BU SHIFT - CS $ 97 $ 200 $ 200 $ PT - CS $ 41,732 $ - $ - $ SEASONAL - CS $ 11,710 $ 8,000 $ 8,000 $ MILEAGE - CS $ 394 $ 1,250 $ 1,350 $ OFFICE SUPPLIES - CS $ 764 $ 800 $ 800 $ COMPUTER SUPPLIES - CS $ 77 $ 200 $ 200 $ CONFERENCES/ TRNG - CS $ - $ 2,700 $ 2,700 $ MEMBERSHIP DUES - CS $ 290 $ 500 $ 500 $ BANKING SVCS - CS $ 21,301 $ 21,000 $ 23,000 $ 2, MISC CONTRACT SVCS - CS $ 3,276 $ 4,880 $ 5,000 $ AD/ PUBLCTNS - EXTERNAL - CS $ 1,644 $ 4,000 $ 6,000 $ 2, UNIFORMS - CS $ 326 $ 300 $ 800 $ REFUNDS - CS $ 10,726 $ 12,760 $ 14,000 $ 1, OTHER EXP - CS $ - $ 48 $ 50 $ SM EQUIP/ FURN/ FIXTURES - CS $ 18,818 $ 56,000 $ 50,000 $ (6,000) OTHER OPERATIONAL EXP - CS $ - $ 500 $ 500 $ OTHER OPERATIONAL EXP - CS $ 2,950 $ - $ 4,000 $ 4, Total Customer Service $ 230,972 $ 264,512 $ 267,851 $ 3, Membership Services - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance OTHER OPERATIONAL EXP - MEM $ - $ 8,000 $ - $ (8,000) PT - MEM $ 29,101 $ 30,810 $ 31,688 $ OTHER OP MTRLS/ SUPPLIES - MEM $ 73,389 $ 29,000 $ 50,000 $ 21, OFFICE SUPPLIES - MEM $ 359 $ 600 $ 450 $ (150) POSTAGE - MEM $ 7,357 $ 6,300 $ 15,000 $ 8, CONFERENCES/ TRNG - MEM $ - $ 1,200 $ 1,200 $ MISC CONTRACT SVCS - MEM $ 206 $ 20,000 $ 20,000 $ AD/ PUBLCTNS - EXTERNAL - MEM $ 20,625 $ 26,000 $ 26,000 $ REFUNDS - MEM $ 40 $ 200 $ 200 $ OTHER OPERATIONAL EXP - MEM $ 4,183 $ 3,860 $ 4,000 $ OTHER OP EXP - MEM GRANT CONNECTIONS CAMP $ - $ 21,000 $ - $ (21,000) 3005 Total Membership Services $ 135,259 $ 146,970 $ 148,538 $ 1,568 Marketing Division 4000 Marketing The Marketing Department is responsible for donor cultivation to ensure alternate revenue streams for Metroparks sustainability. Development includes oversight of all initiatives that address relationship building with donors, establishing, maintaining and growing those relationships for long-term gifts and support of Metroparks. These include, but are not limited to, major gifts, annual appeals, grants from individuals, foundations and other sources, as well as planned giving and capital campaigns. Budget appropriations will focus on the establishment of a park foundation, the expansion of donor cultivation through a series of targeted events, meetings and receptions and the identification of long-range fundraising goals Public Relations Public Relations leads in driving the Metroparks brand throughout the region to ensure that the public will always consider the park district a valuable community asset. The department is responsible for all park district communications, promotions and advertising to position Metroparks as the local leader in conservation and environmental education. This includes, but is 2017 Metroparks Toledo Budget Page 71

72 not limited to: park district publications, public website and intranet, all social media, general media relations, park signage and graphics standards. In 2017, budget appropriation for the marketing department will advance the comprehensive branding campaign begun in 2016, which includes a new website, promotional printed materials, advertising and marketing. The department will also disseminate factual information related to a levy renewal Special Events Metroparks special events serves to enhance the visitor experience through a variety of offerings, to serve the public interest and drive exposure and awareness of the park district. Special events will serve to advance outreach objectives in 2017 include, but are not limited to, Happy Trails 5K, Under the Moon running series, Outdoor Adventure Expo, Glass City Marathon, Great Black Swamp Festival of Races, Great American Campout, Bug Fest and Holidays in the Manor House. The departments within the division work to drive park district strategic initiatives to connect the community with Metroparks and build life-long relationships with its visitors and supporters. Marketing Vision Our vision is to promote and protect Metroparks name and brand by offering opportunities for people to connect with Metroparks through quality experiences, and to ensure financial stability with a variety of revenue streams including levies, grants, donations and earned income. Marketing Performance Measures MC Strategic Tactics/Actions Goals Develop 1. Develop a systematic effective approach for marketing and marketing and a branding plan for the brand presence agency. of Metroparks regions, interpretive themes, programs, special events and facilities to reach targeted audiences both locally and nationally. Performance Measures Engage support through successful passage of levies; increased perception of Metroparks as valuable to the community; increased visitation proportionate to each park; reach diverse audiences. All of the above can be measured by surveys. Increase special event participation by 5% over previous year. Increase special event revenue by 5-7% over previous year. Add at least one new special event per year; evaluate Timeline Goal would be to complete the marketing plan and implement over the next 3 years. With this, need to have key marketing tactics for specific areas. Track outcomes Goal: Set up process for promoting and tracking community speaking Results Revamped website launched in February 2016, including new logo and brand messaging. Accomplished through contract agreement with North Design. Currently working on comprehensive marketing plan initiatives. Special events yielded $33,593 in revenue over period. A minimum of one new event was added each year. Two new special events were initiated in Mascot appearances in 2015 totaled 8; year-to-date for 2016 is Metroparks Toledo Budget Page 72

73 MC Strategic Goals Tactics/Actions Performance Measures shelf life of existing events. Track special event attendee satisfaction through surveys with a goal of 3.5 on a 1-5 scale. Drive mascot appearances at community events with a goal to reach a minimum of 20 annually. Add to community partner list annually. Develop new survey methodology. Track need for brand change Timeline engagements. Continue to increase community connections incrementally each year. Results Number of Community Connections in 2015 was 77; yearto-date for 2016 is 54 events. Track # of Metroparks speaking engagements presented in community with a goal to increase year over year. Track # of people reached through speaking engagements. 2. Work specifically with programming to ensure marketing initiatives are aligned with newly defined program interpretive regions. Track # of Community Connections Metroparks table top presence at community functions, staffed by volunteers. Evaluation methodology for determining market data 2017 Goal: Continue to work with programming to determine and develop templates for expanded use in program Marketing continues to work with program department to define program interpretive regions through packaging of programs in the visitor guide and website Metroparks Toledo Budget Page 73

74 MC Strategic Goals Tactics/Actions 3. Train staff how to effectively use marketing data to make good decisions when developing programming, evaluating facilities usage and managing their park sites. 4. Continue to improve system communication via the Daily Update and enhanced intranet. Performance Measures Survey results diversity in audience makeup; overall satisfaction of program and other users. Train all Metroparks staff by 4 th quarter Track Employee survey results with goal to improve communication score. Timeline promotions and community communications Goal: Need to establish and implement a timely process for tracking and reporting industry trends in all areas Goal: Annual employee survey; on-going. Results Marketing Department has initiated regular meetings and minitraining sessions within those meeting with the program department. This will be on-going. Specific staff people within programming have been identified to provide social media content, written narratives for visitor guide publications and other narrative needs. Many of these initiatives already underway. Parkway look and feel being revamped through branding initiative. Owners have been assigned to oversee individual sections of the Parkway. 5. Establish a communication network posting results of performance outcomes on a monthly and quarterly basis. Template/outlined measures are kept current. Template for scorecard completed for park district wide use. 6. Update annually the district's web site and use of social media through a community relations plan. Use digital communications for interpretive purposes. Development of new website with state-of-the-art video capability. Measure will be visits to website. Increase all measures (social media, unique visitors to site, earned media and page views) year over year Goals: Want to engage staff to create and contribute content; train staff on content, social media, etc. As of January 2015, a weekly creative team meets to track visual content being done by staff. May also need to purchase apps, program software, equipment to produce videos and other devices. Supervisors Notes has been initiated. Initiated weekly meetings between marketing and interpretive planning team; initiated weekly meetings between marketing and programming department Metroparks Toledo Budget Page 74

75 MC Strategic Goals Develop a comprehensive program of special events within Metroparks system for regional economic and value-culture impact. Explore the development of an Eco-Tourism Plan with the Convention and Visitors Bureau to enhance existing and potential ecotourism opportunities. Develop a comprehensive development/d onor cultivation plan aligned with Metroparks short and longterm capital projects and park Tactics/Actions 1. Track regularly regional event providers to determine the types of events that satisfy a regional or national market demand and are appropriate for Metroparks facilities. Determine Metroparks role in providing the identified events and realign the organization accordingly. 2. Identify appropriate community partners to fully maximize special events impact to the region. 3. Track the economic impacts of regional and national events within the Metroparks system methodology to be defined. 1. Set up a series of exploratory meetings with Destination Toledo. 2. Identify collaborative community partners and initiate meetings to enhance outreach for eco-tourism opportunities. 3. Identify national, regional and local trends that attract tourists. 4. Develop an outline for ecotourism initiatives aligned with Metroparks mission and comprehensive plan. 1. Activate Metroparks Foundation. 2. Establish a fundraising committee of community leaders, volunteers, etc. 3. Identify priority fundraising projects tied to Metroparks comprehensive plan. Performance Measures Review program plan with other program providers. Increase special events to include one new event initiative each year. Develop and implement evaluation process for determining success and life cycle of each event offering. Identify trends. Complete by First quarter Track success through revenue, participation and visitation. Review annual visitation, revenue and program participation numbers growth. Revenue generated through donor supported projects. Reactivate Metroparks Foundation with appointment of 2 additional members; end of Timeline Goals: Develop cost recovery methodology for each special event Goals: Begin development of tourism packages for potential promotion Ground work will begin with development of eco-tourism packages and initiatives (internal marketing, programming and operations) Goals: Expand the work of the Foundation to oversee charitable giving and capital campaigns. Results In addition to established special events that included Happy Trails, Outdoor Expo and Bug Fest, additional events series were added within the last 24 months (Under The Moon, Hidden Gems and Holidays at the Hall); successful events designed to attract diverse audiences and feature the many new parklands in the district. Three Park Foundation members named and oriented to the established overall policies of the functions of a Foundation Board. Workshops conducted throughout 2016 with foundation members to further orient and task with responsibilities of fundraising for the park district Metroparks Toledo Budget Page 75

76 MC Strategic Goals developments. Tactics/Actions Performance Measures Establish guidelines and policies for the foundation by end of first quarter of Timeline Results 4000 Marketing - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - MKTG $ 116,879 $ 112,353 $ 115,249 $ 2, PT - SPEC. EVENTS COORDINATOR - MKTG $ 33,273 $ 76,987 $ 44,045 $ (32,942) MILEAGE - MKTG $ 775 $ 1,500 $ 300 $ (1,200) SMALL EQUIP/FURN/FIXTURES - MKTG $ 188 $ 400 $ - $ (400) OTHER OP MTRLS & SUPPLIES - MKTG $ 1,647 $ 2,000 $ 1,000 $ (1,000) OFFICE SUPPLIES - MKTG $ 114 $ 1,000 $ 500 $ (500) POSTAGE - MKTG $ 295 $ 1,000 $ 500 $ (500) BOOKS/ PERIODICALS - MKTG $ - $ 100 $ - $ (100) PAPER/ PRINTING - MKTG $ 4,132 $ 8,000 $ 3,000 $ (5,000) COMPUTER SUPPLIES - MKTG $ 125 $ 200 $ 200 $ EXHIBIT SUPPLIES - MKTG $ 7,942 $ 14,855 $ 5,000 $ (9,855) CONF/TRNG - MKTG $ 1,371 $ 4,000 $ 1,000 $ (3,000) MEMBER DUES - MKTG $ 1,457 $ 1,750 $ 1,000 $ (750) MISC CONTRACT SVCS - MKTG $ 62,227 $ 47,000 $ 15,000 $ (32,000) AD/ PUBLCTN - MKTG $ 1,345 $ 3,000 $ 1,500 $ (1,500) CONTINGENCY - MKTG $ - $ 5,000 $ 5,000 $ OTHER EXPENSE BUDGET MGMT - MKTG $ - $ - $ 5,000 $ 5, OTHER NON-OP EXP - MKTG $ - $ 500 $ 500 $ OTHER EXP - MKTG $ - $ 50 $ 50 $ OTHER OP EXP - MKTG $ 10,377 $ 15,000 $ 15,000 $ COMMUNITY RELATIONS - MKTG $ 18,086 $ 39,500 $ 35,000 $ (4,500) 4000 Total Marketing $ 260,232 $ 334,195 $ 248,844 $ (85,351) 4003 Public Relations - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - PR $ 151,364 $ 144,279 $ 148,086 $ 3, PT - PR $ 32,846 $ 28,812 $ 28,818 $ MILEAGE - PR $ 1,419 $ 2,700 $ 2,000 $ (700) OTHER OP MTRLS/ SUPPLIES - PR $ 10,344 $ 27,269 $ 27,000 $ (269) OFFICE SUPPLIES - PR $ 2,657 $ 1,950 $ 2,500 $ POSTAGE - PR $ 4,586 $ 5,600 $ 5,600 $ CONF/TRAIN - PR $ 415 $ 1,030 $ 2,000 $ MEMBERSHIP/DUES - PR $ 570 $ 970 $ - $ (970) MISC CONTRACT SVCS - PR $ 142,803 $ 142,550 $ 142,500 $ (50) AD/ PUBLCTNS-EXT - PR $ 86,423 $ 105,000 $ 130,000 $ 25, PR & EDN SIGNS - PR $ 10,063 $ 10,700 $ 10,700 $ OTHER EXP - PR $ - $ 30 $ - $ (30) FT-NBU - PR $ - $ - $ 200,000 $ 200, Total Public Relations $ 443,490 $ 470,890 $ 699,204 $ 228, Metroparks Toledo Budget Page 76

77 4004 Special Events - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance PT - SPV $ - $ - $ 50,209 $ 50, MILAGE - SPV $ - $ - $ 1,000 $ 1, SMALL EQUIPMENT - SPV $ - $ - $ 200 $ OTHER OP MTRLS/ SUPPLIES - SPV $ - $ - $ 1,000 $ 1, OFFICE SUPPLIES - SPV $ - $ - $ 500 $ POSTAGE - SPV $ - $ - $ 500 $ EXHIBIT SUPPLIES - SPV $ - $ - $ 20,000 $ 20, CONFERENCES/ TRNG - SPV $ - $ - $ 1,000 $ 1, MEMBER DUES - SPV $ - $ - $ 600 $ MISC CONTRACT SVCS - SPV $ - $ - $ 35,000 $ 35, AD/ PUBLCTNS - EXTERNAL - SPV $ - $ - $ 1,500 $ 1, Total Special Events $ - $ - $ 111,509 $ 111,509 Operations Division 5000 Construction Crew The Construction Crew assists all parks with renovation of existing facilities and new construction of park amenities. Enhancements in the development of new parks are also facilitated by the Construction Crew Planning and Construction The Planning & Construction Department (P&C) is responsible for managing the design and construction of all Metropark projects, ranging from minor renovations and improvements to multi-million dollar, new park projects. P&C works with stakeholders, external architectural consultants, engineering design consultants, and construction contractors to develop and maintain the scope, schedule, and budget of major and mid-size renovations and new facility construction projects. P&C also aids development and implements individual park general management and master plans while working to support the mission of Metroparks by creating, developing, and improving parks and park facilities for the benefit, enjoyment, education, and general welfare of the public. Beginning in 2017 a new pro-active planning model will be adopted to improve the opportunity for grant support of projects In 2017, budget appropriation for the P&C department will support park district efforts to maintain existing facilities to the highest standard while working to open ten new parks within a ten year timeframe Safety The Safety budget is used to minimize accidents, injuries and health risks for Metroparks employees, volunteers, and visitors through administration of an effective safety program Park Services Park Services manages law enforcement and park maintenance operations to ensure Metroparks exceeds community expectations in delivery of clean, safe, natural parks and services. The Park Services Department of Metroparks of the Toledo Area is the face of the park district. The goal of the department is to continually exceed the expectations of the public when they visit a Metropark. Whether it is through exceptionally maintained facilities and trails, a strong sense of safety in the parks, or exemplary customer service, Park Services strives to provide a high quality park experience through a cost effective operational design and team-based processes Metroparks Toledo Budget Page 77

78 The department is responsible for the maintenance and renewal of all park district facilities, grounds, and equipment. Park Services also includes our rangers who have primary responsibility for the safety of our visitors. Additionally, Park Services provides support for all other departments with operational goals in the parks such as Programming, Special Events, Volunteer Services, and Natural Resources. In 2017, the focus of our budget appropriation will be on regionalization of our work processes in order to expand our workload capacity. The park district is growing in terms of size, but also in terms of scope. In order for our department to continue to provide the level of service that our visitors and peers have come to expect, we will begin a shift from management of individual park units toward more of a regional management strategy. The funding requests submitted reflect this shift in strategy and will lay a foundation to allow Park Services to absorb the increased workload that comes with our expanded presence in the region Pearson 6002 Side Cut 6003 Farnsworth/Providence 6004 Secor/Wiregrass 6005 Oak Openings/Westwinds 6006 Swan Creek 6007 Wildwood 6008 Blue Creek 6009 Middlegrounds Individual park budgets are used to promote high levels of visitor satisfaction through the management of maintenance and law enforcement operations, park facilities, infrastructure, natural areas and grounds of their respective Metropark to the highest professional standards. Operations Vision Our Vision for Operations is to provide clean, safe parks that are natural by design with maintenance that exceeds the user's expectations and provides an enjoyable experience. Operations Performance Measures OP Strategic Goals Tactics/Actions Performance Measures Provide upgraded or new facilities to meet emerging market demands, contribute to public health and the regional economy, and help achieve financial sustainability (e.g., adventure/mountain biking, canoe/kayaking). 1. Broaden the definition of outdoor recreation to take into account the environmental, economic, and community components of green infrastructure and in meeting the goals and vision of the District. 2. Identify needs for upgraded or new facilities to meet the demand identified in the program plan. 3. Allocate sufficient funding in the capital improvements program to address identified needs. Outdoor recreation activities are broaden to reach a wider level of users Top Priority activities have been assigned implementation dates (similar to strategy utilized to update our playgrounds) Visitation will be Timeline January 2015 to December 2017 Results Kayak/Canoe Facilities added at 5 sites Single Track Bike Trail implementation is in progress. 5 of the 11 miles of trail have been completed. Bouldering site created Improvements made at 3 sites to facilitate OS programming 2017 Metroparks Toledo Budget Page 78

79 OP Strategic Goals Tactics/Actions Performance Measures 4. Monitor existing facility tracked to verify upgrade needs and new the success of the facility needs over time. new amenities. Utilize Asset Calc software to maintain and implement an asset management plan with a lifecycle replacement schedule to govern capital investment in existing park and facility infrastructure. Establish facility/infrastructure design and maintenance standards to uphold quality of user experience and fiscal sustainability. 5. Develop a Capital schedule to guide the design and implementation of ten new parks in the next ten years. (moved here from the NR matrix) 1. Inventory and assess all Metroparks facilities and amenities using a standardized GIS 2. Develop cost-benefit criteria for investing in deferred maintenance and upgrades to existing facility infrastructure. Establish management schedules for maintenance standards to extend useful life of assets. 3. Allocate sufficient funding in the capital improvements and Major Maintenance budgets to address identified lifecycle needs. 4. Monitor existing facility investment needs over time. 1. Compile and evaluate existing formal and informal design and maintenance standards. 2. Based on the evaluation, develop comprehensive standards to address safety, signage, and environmental sustainability. Incorporate flexibility in designs to address different user experiences and site contexts. 3. The maintenance staff will create a true cost of service to maintain parks, trails, and amenities to determine unit costs. This will help to New park Developments are completed per the established capital schedule 3-5% of total asset value invested on a yearly basis to maintain what the District already owns Facility Condition Index for the district and each park Design standards developed Park specific operations manuals will be reviewed and updated Options will be explored for moving Timeline January 2015 to December 2017 AssetCalc needs to be reviewed and updated 2017 Aug Park budgets will be shared on a Results Opened Middlegrounds, Wiregrass and Westwinds Metroparks 3 year plan developed for facility and infrastructure maintenance and replacement District-wide Maintenance Standards Manual updated Core service work orders have been created in Webworks to establish cost of service. Smart phones and electronic police reports implemented 2017 Metroparks Toledo Budget Page 79

80 OP Strategic Goals Tactics/Actions Performance Measures determine the level of Webworks productivity, efficiency and toward being management standards in paperless place. 4. Develop and maintain a maintenance management plan for the district to focus on standards, costs, and staff levels needed. 5. Expand technology use into park operations. 6. Relate operational processes and standards to Vol. Coordinators to facilitate effective creation of new volunteer opportunities 7. Staff in each park needs to know the budget they have to work with and then manage to it. 8. Consider contracting of services when costs are too high to provide a service. 9. The District should consider having regional managers over all services in the designated regions. 10. Continue with updated signage plan in the park to help guide users. 11. Develop a continuous improvement model for core services. Volunteer hours will total at least 15% of Operations staff paid man-hours. Cost savings of 10% Continue Regionalization strategy for management and staffing of parks Audit scores- 90% compliance with established standards Criminal Statistics - Ranger contacts with visitors. Ranger Out of Vehicle time. Staff Safety Statistics- Recordable injuries. Timeline quarterly basis in park staff meetings Results automated the opening/closing of gates and facilities at Westwinds, FT Battlefield and Middlegrounds Garden Keeper volunteer program expanded districtwide Use of the DTID at Middlegrounds and Kayak concessions at Farnsworth Initial implementation of a Regional strategy for management and staffing of park areas and facilities at Oaks and River Parks New entrance signs at Wildwood and Pearson 5000 Construction Crew - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - CC $ 79,428 $ 76,400 $ 78,720 $ 2, FT-BU - CC $ 212,395 $ 249,513 $ 246,539 $ (2,974) FT-BU SHIFT - CC $ 7 $ 100 $ 100 $ FT-BU OT - CC $ 3,433 $ 3,000 $ 3,000 $ SEASONAL - CC $ 26,779 $ 31,000 $ 18,000 $ (13,000) SM EQUIP/FURN/FIXTURES - CC $ 3,122 $ 4,991 $ 6,000 $ 1, OTHER OP M&S - CC $ 10,340 $ 12,000 $ 12,000 $ MISC CONT SERV - CC $ 2,416 $ 2,400 $ 2,400 $ EQUIP RENTAL - CC $ 203 $ - $ - $ OTHER EXP BUDGET MGMT - CC $ - $ 10,000 $ 10,000 $ Total Construction Crew $ 338,124 $ 389,404 $ 376,759 $ (12,645) 2017 Metroparks Toledo Budget Page 80

81 5001 Planning and Construction - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - PC $ 195,722 $ 189,219 $ 192,199 $ 2, PT - PC $ 27,938 $ 28,773 $ 29,640 $ MILEAGE - PC $ 977 $ 2,900 $ 3,000 $ SM EQUIP/ FURN/ FIXTURES - PC $ 570 $ 150 $ 1,000 $ OFFICE SUPPLIES - PC $ 4,418 $ 3,731 $ 5,000 $ 1, COMPUTER SUPPLIES - PC $ 1,374 $ 624 $ 1,500 $ CONFERENCES/ TRNG - PC $ 1,977 $ 500 $ 2,000 $ 1, MEMBERSHIP DUES - PC $ 445 $ 545 $ 1,000 $ MISC CONTRACT SVCS - PC $ 66,856 $ 53,578 $ 200,000 $ 146, BUILDINGS - PAIR/MAINT/RENO_BUILDINGS - PC $ 103,660 $ 107,352 $ 145,000 $ 37, STRUCTURES_NON-BLDGS - PAIR/MAINT/RENO - PC $ 241,435 $ 185,598 $ 332,500 $ 146, LAND IMPROVEMENTS - PC $ 64,434 $ 50,105 $ 75,000 $ 24, LAND IMPROVEMENT_DEMOLITION - PC $ 5,550 $ - $ - $ Total Planning and Construction $ 715,357 $ 623,074 $ 987,839 $ 364, Safety - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance SM EQUIP/ FURN/ FIXTURES - SAF $ 2,658 $ 4,000 $ 3,000 $ (1,000) OTHER OP MTRLS/ SUPPLIES - SAF $ 5,818 $ 6,500 $ 5,500 $ (1,000) OFFICE SUPPLIES - SAF $ - $ 0 $ 250 $ CONFERENCES/ TRNG - SAF $ 849 $ 700 $ 2,700 $ 2, MEMBERSHIP DUES - SAF $ - $ 400 $ 400 $ MISC CONTRACT SVCS - SAF $ 2,738 $ 6,500 $ 5,000 $ (1,500) 5002 Total Safety $ 12,063 $ 18,100 $ 16,850 $ (1,250) 2017 Metroparks Toledo Budget Page 81

82 6000 Operations - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - OPS $ 84,794 $ 158,378 $ 163,039 $ 4, FT-BU - OPS $ 948,153 $ 956,755 $ 913,604 $ (43,151) FT-BU SHIFT - OPS $ 3,931 $ 5,000 $ 5,000 $ FT-OT - OPS $ 89,405 $ 70,000 $ 70,000 $ PT - OPS $ 66,722 $ 64,466 $ 83,618 $ 19, SEASONAL - OPS $ 3,418 $ 20,000 $ 4,000 $ (16,000) MILEAGE - OPS $ 650 $ 750 $ 800 $ SM EQUIP/ FURN/ FIXTURES - OPS $ 13,823 $ 8,000 $ 8,000 $ OTHER OP MTRLS/ SUPPLIES - OPS $ 9,915 $ 8,821 $ 9,250 $ OFFICE SUPPLIES - OPS $ 429 $ 500 $ 500 $ BOOKS/ PERIODICALS - OPS $ 24 $ 100 $ 100 $ COMPUTER SUPPLIES - OPS $ - $ 100 $ 100 $ PHOTO SUPPLIES - OPS $ - $ 400 $ 400 $ REQ'D/ REGULATORY SIGNS - OPS $ 2,839 $ 4,000 $ 4,000 $ ROAD SALT - OPS $ 25,565 $ 23,000 $ 23,000 $ PLAYGRND MATERIAL - OPS $ 5,656 $ 6,000 $ 6,000 $ Ops. M&S-Structures $ 15,989 $ 17,000 $ 13,000 $ (4,000) Ops. M&S-Grounds $ 6,795 $ 9,000 $ 9,000 $ Ops. M&S-Equip. $ 8,080 $ 8,500 $ 13,000 $ 4, DISPOSAL - OPS $ 39,361 $ 40,710 $ 48,000 $ 7, GAS/ DIESEL - OPS $ 104,394 $ 150,000 $ 100,000 $ (50,000) CONFERENCES/ TRNG - OPS $ 28,887 $ 30,000 $ 30,000 $ MEMBEOPSHIP DUES - OPS $ 1,636 $ 1,000 $ 1,000 $ ALARM SYSTEMS - OPS $ 27,491 $ 40,000 $ 40,000 $ MISC CONTRACT SVCS - OPS $ 16,402 $ 16,455 $ 19,000 $ 2, RADIOS - OPS $ 15,677 $ 4,000 $ 12,000 $ 8, OTHER EQUIP REPAIR - OPS $ 6,304 $ 11,400 $ 8,000 $ (3,400) AD/ PUBLCTNS - EXTERNAL - OPS $ 1,322 $ 1,000 $ 1,000 $ FIRE CONTRACTS - OPS $ 23,291 $ 36,300 $ 30,000 $ (6,300) Inter/Intra Governmental Billing $ 2,536 $ 3,000 $ 3,000 $ RENTAL HOME PROP M&R - OPS $ 5,942 $ 10,000 $ 8,000 $ (2,000) UNIFORMS - OPS $ 31,596 $ 44,000 $ 36,000 $ (8,000) Structural Services $ 2,712 $ 18,000 $ 19,000 $ 1, Grounds M&R Services $ 14,150 $ 19,560 $ 16,000 $ (3,560) Facility Systems Services $ 6,253 $ 20,000 $ 20,000 $ Fleet Veh. Repair $ 5,205 $ 100 $ 6,500 $ 6, Rolling Stock Repair $ 635 $ 1,000 $ 1,500 $ Fixed Equip. Repair $ 506 $ 1,000 $ 1,500 $ CONTINGENCY - OPS $ - $ 140 $ 5,000 $ 4, OTHER EXP BUDGET MGMT - OPS $ - $ - $ 5,000 $ 5, OTHER EXP - OPS $ - $ 100 $ - $ (100) 6000 Total Operations $ 1,620,491 $ 1,808,536 $ 1,736,911 $ (71,625) 2017 Metroparks Toledo Budget Page 82

83 6001 Pearson - Budget p g Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - PE $ 68,363 $ 65,854 $ 67,658 $ 1, FT-BU - PE $ 82,046 $ 126,617 $ 116,164 $ (10,453) FT-BU SHIFT - PE $ 2 $ 100 $ 100 $ FT-OT - PE $ 1,611 $ 3,000 $ 3,000 $ PT - PE $ - $ - $ 8,472 $ 8, SEASONAL - PE $ 53,686 $ 55,930 $ 55,930 $ SM EQUIP/ FURN/ FIXTURES - PE $ 3,415 $ 3,650 $ 4,000 $ OTHER OP MTRLS/ SUPPLIES - PE $ 35,759 $ 25,303 $ 26,582 $ 1, OFFICE SUPPLIES - PE $ 599 $ 600 $ 600 $ CLEANING SUPPLIES - PE $ 9,748 $ 6,988 $ 7,356 $ Ops. M&S-Structures $ 866 $ 1,000 $ 1,000 $ Ops. M&S-Grounds $ 2,266 $ 1,105 $ 3,785 $ 2, Ops. M&S-Equip. $ 676 $ 1,500 $ 1,500 $ SEPTIC - PE $ - $ 1,641 $ - $ (1,641) WATER - PE $ 6,146 $ 7,110 $ 7,000 $ (110) ELECTRIC - PE $ 20,271 $ 15,952 $ 20,500 $ 4, GAS/ DIESEL - PE $ 2,204 $ 5,014 $ 3,834 $ (1,180) HEATING FUEL - PE $ 12,387 $ 15,045 $ 14,000 $ (1,045) MISC CONTRACT SVCS - PE $ 4,489 $ 11,000 $ 9,270 $ (1,730) TREE WORK - PE $ 5,922 $ 7,000 $ 5,000 $ (2,000) OTHER EQUIP REPAIR - PE $ 206 $ 2,000 $ 3,000 $ 1, EQUIP RENTAL - PE $ 424 $ 2,500 $ 2,500 $ Facility Systems Services $ - $ 8,000 $ 5,665 $ (2,335) Fleet Veh. Repair $ 3,010 $ 2,000 $ 3,000 $ 1, Rolling Stock Repair $ 2,736 $ 2,500 $ 3,500 $ 1, Fixed Equip. Repair $ - $ 1,000 $ - $ (1,000) OTHER EXP BUDGET MGMT - PE $ - $ - $ 1,500 $ 1, Total Pearson $ 316,832 $ 372,409 $ 374,916 $ 2, Metroparks Toledo Budget Page 83

84 6002 Side Cut - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - SC $ 79,467 $ 76,513 $ 78,720 $ 2, FT-BU - SC $ 65,100 $ 68,073 $ 68,397 $ FT-BU SHIFT - SC $ 10 $ 50 $ 50 $ FT-OT - SC $ 1,962 $ 2,000 $ 2,000 $ PT - SC $ - $ 21,706 $ 19,242 $ (2,464) SEASONAL - SC $ 50,748 $ 50,000 $ 50,000 $ SM EQUIP/ FURN/ FIXTURES - SC $ 8,233 $ 7,000 $ 10,000 $ 3, OTHER OP MTRLS/ SUPPLIES - SC $ 12,419 $ 13,000 $ 13,000 $ OFFICE SUPPLIES - SC $ 267 $ 499 $ 499 $ (0) CLEANING SUPPLIES - SC $ 2,529 $ 3,500 $ 4,000 $ Ops. M&S-Structures $ 4,892 $ 5,000 $ 5,000 $ Ops. M&S-Grounds $ 4,870 $ 5,000 $ 5,000 $ Ops. M&S-Equip. $ 1,207 $ 1,500 $ 1,500 $ Ops. M&S-Paper Products $ 2,000 $ 2,250 $ 3,000 $ Ops. M&S-Cleaning Supplies $ 1,066 $ 1,500 $ 1,500 $ SEPTIC - SC $ 1,254 $ 3,717 $ 4,000 $ WATER - SC $ 2,524 $ 3,098 $ 3,100 $ ELECTRIC - SC $ 9,152 $ 14,160 $ 13,500 $ (660) GAS/ DIESEL - SC $ 2,920 $ 4,310 $ 3,000 $ (1,310) HEATING FUEL - SC $ 11,166 $ 20,355 $ 13,000 $ (7,355) MISC CONTRACT SVCS - SC $ 8,433 $ 12,392 $ 13,000 $ TREE WORK - SC $ 4,117 $ 4,000 $ 5,000 $ 1, OTHER EQUIP REPAIR - SC $ 1,954 $ 9,500 $ 9,500 $ EQUIP RENTAL - SC $ 929 $ 1,000 $ 1,000 $ Structural Services $ 823 $ 1,500 $ 1,500 $ Grounds M&R Services $ 1,118 $ 1,000 $ 1,000 $ Facility Systems Services $ 907 $ 1,500 $ 1,500 $ Fleet Veh. Repair $ 6,165 $ 2,966 $ 2,966 $ Rolling Stock Repair $ 2,000 $ 2,000 $ 3,200 $ 1, Fixed Equip. Repair $ 744 $ 1,000 $ 1,000 $ LAND IMPROVEMENTS - SC $ - $ 50,000 $ - $ (50,000) OTHER EXP BUDGET MGMT - SC $ - $ - $ 1,500 $ 1, OTHER EXP - SC $ - $ 100 $ 100 $ OTHER MTRLS/ SUPPLIES $ - $ 19,500 $ - $ (19,500) 6002 Total Side Cut $ 288,972 $ 409,689 $ 339,774 $ (69,915) 2017 Metroparks Toledo Budget Page 84

85 6003 Farnsworth/Providence - Budget p g Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - FA/PR $ 69,439 $ 58,666 $ 60,421 $ 1, FT-BU - FA/PR $ 162,997 $ 168,502 $ 167,988 $ (514) FT-BU SHIFT - FA/PR $ 17 $ 100 $ 100 $ FT-OT - FA/PR $ 894 $ 3,000 $ 3,000 $ Seasonal - FA/PR $ 64,982 $ 70,000 $ 83,000 $ 13, SM EQUIP/ FURN/ FIXTURES - FA/PR $ 6,203 $ 6,479 $ 6,500 $ OTHER OP MTRLS/ SUPPLIES - FA/PR $ 27,771 $ 26,966 $ 27,000 $ OFFICE SUPPLIES - FA/PR $ 500 $ 600 $ 500 $ (100) CLEANING SUPPLIES - FA/PR $ 3,155 $ 4,200 $ 4,200 $ Ops. M&S-Structures $ 4,984 $ 5,000 $ 5,000 $ Ops. M&S-Grounds $ 5,025 $ 6,000 $ 6,000 $ Ops. M&S-Equip. $ 1,999 $ 2,400 $ 2,400 $ Ops. M&S-Cleaning Supplies $ 1,875 $ 2,200 $ 2,200 $ SEPTIC - FA/PR $ 3,155 $ 2,898 $ 3,200 $ WATER - FA/PR $ 1,939 $ 4,425 $ 4,500 $ ELECTRIC - FA/PR $ 12,906 $ 15,930 $ 15,000 $ (930) GAS/ DIESEL - FA/PR $ 2,088 $ 3,983 $ 2,000 $ (1,983) HEATING FUEL - FA/PR $ 12,349 $ 21,240 $ 15,500 $ (5,740) MISC CONTRACT SVCS - FA/PR $ 3,666 $ 4,993 $ 5,100 $ TREE WORK - FA/PR $ 6,193 $ 7,000 $ 10,000 $ 3, OTHER EQUIP REPAIR - FA/PR $ 6,693 $ 3,000 $ 3,000 $ Inter/Intra Governmental Billing $ 53 $ 300 $ 150 $ (150) EQUIP RENTAL - FA/PR $ 1,063 $ 3,600 $ 3,600 $ Structural Services $ 5,983 $ 6,000 $ 6,000 $ Grounds M&R Services $ 3,095 $ 5,998 $ 6,000 $ FA/PRcility Systems Services $ 2,481 $ 3,000 $ 3,000 $ Fleet Veh. Repair $ 3,983 $ 4,866 $ 5,000 $ Rolling Stock Repair $ 332 $ 1,000 $ 1,000 $ Fixed Equip. Repair $ 35 $ 502 $ 500 $ (2) OTHER EXP BUDGET MGMT - FA/PR $ - $ - $ 1,500 $ 1, OTHER EXP - FA/PR $ 78 $ 100 $ 100 $ Total Farnsworth/Providence $ 415,933 $ 442,948 $ 453,459 $ 10, Metroparks Toledo Budget Page 85

86 6004 Secor/Wiregrass - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - SE $ 63,377 $ 38,370 $ 38,370 $ FT-BU - SE $ 91,500 $ 78,824 $ 77,653 $ (1,171) FT-BU SHIFT - SE $ 8 $ 100 $ 100 $ FT-OT - SE $ 5,693 $ 3,000 $ 3,000 $ SEASONAL - SE $ 35,945 $ 40,000 $ 40,000 $ SM EQUIP/ FURN/ FIXTURES - SE $ 6,337 $ 3,545 $ 6,500 $ 2, SM EQUIP/ FURN/ FIXTURES - WG $ - $ - $ 1,750 $ 1, OTHER OP MTRLS/ SUPPLIES - SE $ 12,904 $ 18,021 $ 14,000 $ (4,021) OTHER OP MTRLS/ SUPPLIES - WG $ - $ - $ 4,500 $ 4, OFFICE SUPPLIES - SE $ 354 $ 400 $ 500 $ CLEANING SUPPLIES - SE $ 829 $ 1,300 $ 1,300 $ CLEANING SUPPLIES - WG $ - $ - $ 500 $ Ops. M&S-Structures - SE $ 1,246 $ 1,000 $ 1,000 $ Ops. M&S-Grounds - SE $ 1,461 $ 2,000 $ 2,500 $ Ops. M&S-Equip. - SE $ 1,382 $ 2,750 $ 5,240 $ 2, Ops. M&S-Paper Products - SE $ 1,338 $ 1,700 $ 1,700 $ Ops. M&S-Cleaning Supplies - SE $ 672 $ 1,300 $ 1,450 $ SEPTIC - SE $ 300 $ 3,629 $ 2,500 $ (1,129) SEPTIC - WG $ - $ - $ 1,500 $ 1, WATER - SE $ 8,677 $ 8,300 $ 2,000 $ (6,300) ELECTRIC - SE $ 8,133 $ 10,620 $ 11,000 $ GAS/ DIESEL - SE $ 4,179 $ 4,483 $ 3,900 $ (583) HEATING FUEL - SE $ 20,957 $ 36,285 $ 22,000 $ (14,285) MISC CONTRACT SVCS - SE $ 2,014 $ 4,000 $ 4,000 $ MISC CONTRACT SVCS - WG $ - $ - $ 1,200 $ 1, TREE WORK - SE $ 2,025 $ 2,500 $ 3,000 $ OTHER EQUIP REPAIR - SE $ 3,277 $ 3,250 $ 2,200 $ (1,050) Inter/Intra Governmental Billing - SE $ 107 $ - $ 200 $ EQUIP RENTAL - SE $ 1,702 $ 2,124 $ 3,200 $ 1, EQUIP RENTAL - WG $ - $ - $ 500 $ Structural Services - SE $ 2,824 $ 3,000 $ 5,200 $ 2, Grounds M&R Services - SE $ 1,152 $ 2,500 $ 2,650 $ Facility Systems Services - SE $ - $ 1,000 $ 1,000 $ Fleet Veh. Repair - SE $ 2,096 $ 1,000 $ 2,000 $ 1, Rolling Stock Repair - SE $ 1,138 $ 1,200 $ 1,200 $ OTHER EXP BUDGET MGMT - SE $ - $ - $ 1,500 $ 1, OTHER EXP - SE $ - $ 100 $ 100 $ MISC CAP. O/LAY-AREA IMPROVEMENTS - SE $ 258 $ - $ - $ Total Secor / Wiregrass $ 281,885 $ 276,301 $ 270,913 $ (5,388) 2017 Metroparks Toledo Budget Page 86

87 6005 Oak Openings/Westwinds - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - OO $ 81,600 $ 52,827 $ 59,547 $ 6, FT-BU - OO $ 80,582 $ 83,718 $ 84,096 $ FT-BU SHIFT - OO $ 20 $ 100 $ 100 $ FT-OT - OO $ 3,868 $ 3,000 $ 3,000 $ SEASONAL - OO $ 39,066 $ 49,500 $ 62,500 $ 13, SM EQUIP/ FURN/ FIXTURES - OO $ 1,062 $ 1,999 $ 3,000 $ 1, SM EQUIP/ FURN/ FIXTURES - WE $ - $ - $ 1,700 $ 1, OTHER OP MTRLS/ SUPPLIES - OO $ 29,929 $ 30,393 $ 32,000 $ 1, OTHER OP MTRLS/ SUPPLIES - WE $ - $ - $ 10,000 $ 10, OFFICE SUPPLIES - OO $ 228 $ 300 $ 500 $ CLEANING SUPPLIES - OO $ 2,759 $ 5,566 $ 5,500 $ (66) CLEANING SUPPLIES - WE $ - $ - $ 500 $ Ops. M&S-Structures - OO $ 790 $ 3,900 $ 6,500 $ 2, Ops. M&S-Grounds - OO $ - $ 1,500 $ 1,500 $ Ops. M&S-Equip. - OO $ - $ - $ 1,000 $ 1, Ops. M&S-Paper Products - OO $ 2,269 $ 2,750 $ 2,750 $ Ops. M&S-Cleaning Supplies - OO $ 3,162 $ 1,744 $ 2,000 $ SEPTIC - OO $ 3,895 $ 2,655 $ 3,500 $ WATER - OO $ 386 $ 443 $ 500 $ ELECTRIC - OO $ 17,935 $ 14,603 $ 16,500 $ 1, GAS/ DIESEL - OO $ 1,047 $ 3,000 $ 2,000 $ (1,000) HEATING FUEL - OO $ 27,275 $ 39,825 $ 30,000 $ (9,825) MISC CONTRACT SVCS - OO $ 13,759 $ 12,980 $ 14,000 $ 1, MISC CONTRACT SVCS - WE $ - $ - $ 1,200 $ 1, TREE WORK - OO $ 450 $ 4,433 $ 3,500 $ (933) TREE WORK - WE $ - $ - $ 2,500 $ 2, OTHER EQUIP REPAIR - OO $ 2,636 $ 1,499 $ 1,500 $ Inter/Intra Governmental Billing - OO $ 960 $ 1,000 $ 1,400 $ EQUIP RENTAL - OO $ 2,356 $ 4,840 $ 4,000 $ (840) EQUIP RENTAL - WE $ - $ - $ 500 $ Facility Systems Services - OO $ 991 $ 2,500 $ 2,500 $ Fleet Veh. Repair - OO $ 1,321 $ 1,500 $ 1,500 $ Rolling Stock Repair - OO $ - $ 3,076 $ 1,500 $ (1,576) OTHER EXP BUDGET MGMT - OO $ - $ - $ 1,500 $ 1, OTHER EXP - OO $ - $ 100 $ 100 $ Total Oak Openings / Westwinds $ 318,347 $ 329,752 $ 364,393 $ 34, Metroparks Toledo Budget Page 87

88 6006 Swan Creek - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - SW $ 58,145 $ 53,807 $ 55,416 $ 1, FT-BU - SW $ 92,858 $ 122,993 $ 120,653 $ (2,340) FT-BU SHIFT - SW $ 2 $ 50 $ 50 $ FT-OT - SW $ 2,238 $ 3,000 $ 3,000 $ SEASONAL - SW $ 46,735 $ 54,200 $ 67,200 $ 13, SM EQUIP/ FURN/ FIXTURES - SW $ 4,898 $ 5,700 $ 7,700 $ 2, OTHER OP MTRLS/ SUPPLIES - SW $ 14,944 $ 13,300 $ 13,300 $ OFFICE SUPPLIES - SW $ 1,175 $ 800 $ 800 $ CLEANING SUPPLIES - SW $ 2,931 $ 2,414 $ 3,000 $ Ops. M&S-Structures $ 2,422 $ 5,000 $ 5,000 $ Ops. M&S-Grounds $ 3,596 $ 4,000 $ 4,000 $ Ops. M&S-Equip. $ 2,992 $ 5,499 $ 3,500 $ (1,999) Ops. M&S-Paper Products $ 1,174 $ 1,500 $ 2,000 $ Ops. M&S-Cleaning Supplies $ 1,093 $ 1,000 $ 1,400 $ WATER - SW $ 5,966 $ 6,903 $ 9,350 $ 2, ELECTRIC - SW $ 12,319 $ 13,364 $ 12,000 $ (1,364) GAS/ DIESEL - SW $ 2,751 $ 2,655 $ 2,500 $ (155) HEATING FUEL - SW $ 2,950 $ 9,071 $ 3,700 $ (5,371) MISC CONTRACT SVCS - SW $ 2,879 $ 5,000 $ 5,000 $ TREE WORK - SW $ 3,840 $ 4,000 $ 4,000 $ OTHER EQUIP REPAIR - SW $ 826 $ 1,000 $ 1,000 $ EQUIP RENTAL - SW $ - $ 500 $ 500 $ Structural Services $ - $ 500 $ 500 $ Facility Systems Services $ - $ 1,500 $ 2,500 $ 1, Fleet Veh. Repair $ 975 $ 1,900 $ 1,900 $ Rolling Stock Repair $ 757 $ 1,000 $ 2,500 $ 1, OTHER EXP BUDGET MGMT - SW $ - $ - $ 1,500 $ 1, OTHER OP MTRLS/ SUPPLIES - SW $ - $ 2,175 $ - $ (2,175) 6006 Total Swan Creek $ 268,464 $ 322,831 $ 333,969 $ 11, Metroparks Toledo Budget Page 88

89 6007 Wildwood - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - WW $ 68,897 $ 68,189 $ 103,969 $ 35, FT BU - WW $ 103,887 $ 111,530 $ 103,582 $ (7,948) FT-BU SHIFT - WW $ 40 $ 100 $ 100 $ FT-OT - WW $ 669 $ 4,000 $ 4,000 $ PT - WW $ 43,163 $ 61,206 $ 50,659 $ (10,547) SEASONAL - WW $ 52,036 $ 53,000 $ 53,000 $ MILEAGE - WW $ - $ 100 $ 100 $ SM EQUIP/ FURN/ FIXTURES - WW $ 6,696 $ 6,500 $ 6,500 $ OTHER OP MTRLS/ SUPPLIES - WW $ 26,334 $ 30,855 $ 32,000 $ 1, OFFICE SUPPLIES - WW $ 443 $ 800 $ 800 $ CLEANING SUPPLIES - WW $ 11,630 $ 11,000 $ 12,000 $ 1, Ops. M&S-Structures $ 11,783 $ 9,500 $ 9,000 $ (500) Ops. M&S-Grounds $ 7,096 $ 10,000 $ 11,000 $ 1, Ops. M&S-Equip. $ 2,095 $ 5,000 $ 5,000 $ Ops. M&S-Paper Products $ - $ - $ 500 $ Ops. M&S-Cleaning Supplies $ 867 $ 2,000 $ 2,000 $ SEPTIC - WW $ 1,809 $ 1,505 $ 1,500 $ (5) WATER - WW $ 16,368 $ 11,948 $ 16,000 $ 4, ELECTRIC - WW $ 59,454 $ 45,777 $ 60,000 $ 14, GAS/ DIESEL - WW $ 3,895 $ 5,310 $ 5,000 $ (310) HEATING FUEL - WW $ 28,211 $ 35,400 $ 33,000 $ (2,400) MISC CONTRACT SVCS - WW $ 17,450 $ 27,568 $ 28,000 $ TREE WORK - WW $ 7,580 $ 7,300 $ 7,600 $ OTHER EQUIP REPAIR - WW $ 7,202 $ 9,000 $ 9,000 $ Inter/Intra Governmental Billing $ 511 $ 898 $ 800 $ (98) EQUIP RENTAL - WW $ 3,909 $ 3,000 $ 4,000 $ 1, Structural Services $ 501 $ 2,753 $ 3,000 $ Grounds M&R Services $ 994 $ 3,000 $ 3,000 $ Facility Systems Services $ 50,945 $ 28,000 $ 29,000 $ 1, Fleet Veh. Repair $ 4,607 $ 4,000 $ 4,000 $ Rolling Stock Repair $ 2,762 $ 4,000 $ 4,000 $ Fixed Equip. Repair $ 1,699 $ 1,334 $ 1,500 $ OTHER EXP BUDGET MGMT - WW $ - $ - $ 1,500 $ 1, OTHER EXP - WW $ - $ 100 $ 100 $ OTHER OPERATIONAL EXP - WW $ 4,739 $ 18,250 $ 7,000 $ (11,250) 6007 Total Wildwood $ 548,272 $ 582,923 $ 612,210 $ 29, Metroparks Toledo Budget Page 89

90 6008 Blue Creek - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance SEASONAL - BC $ 4,595 $ 8,400 $ 8,400 $ SMALL EQUIPMENT - BC $ - $ 1,500 $ 1,500 $ OTHER OP MTRLS/ SUPPLIES - BC $ 2,719 $ 3,845 $ 4,000 $ CLEANING SUPPLIES - BC $ 1,188 $ 1,200 $ 1,200 $ SEPTIC - BC $ - $ 487 $ 500 $ ELECTRIC - BC $ 12,810 $ 17,700 $ 16,000 $ (1,700) GAS DIESEL - BC $ - $ 7,080 $ 4,500 $ (2,580) MISC CONTRACT SVCS - BC $ 3,285 $ 5,447 $ 6,000 $ TREE WORK - BC $ 960 $ 1,000 $ 1,920 $ EQUIP RENTAL - BC $ 525 $ 500 $ 500 $ STRUCTURAL - BC $ - $ 2,000 $ 2,000 $ GROUNDS M&R - BC $ - $ 1,200 $ 1,200 $ FACILITY SYSTEMS - BC $ - $ 2,000 $ 2,000 $ Rolling Stock Repair $ - $ - $ 500 $ Fixed Equip. Repair $ - $ - $ 500 $ Total Blue Creek $ 26,083 $ 52,359 $ 50,720 $ (1,639) 6009 Middlegrounds - Budget p g g Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance SEASONAL - MIG $ - $ - $ 13,000 $ 13, SM EQUIP/ FURN/ FIXTURES - MIG $ - $ - $ 1,000 $ 1, OTHER OP MTRLS/ SUPPLIES - MIG $ - $ - $ 10,000 $ 10, CLEANING SUPPLIES - MIG $ - $ - $ 875 $ Ops. M&S-Structures $ - $ - $ 500 $ Ops. M&S-Grounds $ - $ - $ 1,500 $ 1, SEPTIC - MIG $ - $ - $ 205 $ WATER - MIG $ - $ - $ 887 $ ELECTRIC - MIG $ - $ - $ 1,994 $ 1, MISC CONTRACT SVCS - MIG $ - $ - $ 65,000 $ 65, TREE WORK - MIG $ - $ - $ 2,000 $ 2, EQUIP RENTAL - MIG $ - $ - $ 500 $ Facility Systems Services $ - $ - $ 1,000 $ 1, Total Middlegrounds $ - $ - $ 98,461 $ 98,461 Natural Resources Division 7000 Natural Resources Natural Resources ensures that the best representative examples of Northwest Ohio's natural areas are protected and conserved through land acquisition and adaptive natural resource management planning in order to sustain and enhance natural biological diversity. Metroparks Natural Resources Division is charged with preserving, restoring, and maintaining district-wide natural resources to the highest ecological standards and establishing connections for people to enjoy them. District-wide responsibilities for the Natural Resources Division include: Natural resources administration and planning. Geographic information systems (GIS) and park connectivity planning. Ecological research and monitoring. Land acquisition Metroparks Toledo Budget Page 90

91 Natural areas / habitat management (including restoration, maintenance, & enhancement). Wildlife and fisheries population management. In 2017, resource management staff will continue to implement resource management prescriptions within all actively management natural areas across the park district. Individual treatments include: removal of woody / herbaceous invasive plant species in targeted management units, prescribed burning to sustain Oak Openings plant communities, mowing to maintain prairies and meadows, tree canopy reduction to improve oak savanna habitat, prairie seed reintroduction to enhance habitat diversity, and continued reforestation of Fallen Timbers Battlefield. Staff will continue to conduct oak wilt monitoring and management through trenching and sanitation of actively infected trees. Staff will continue to implement log jam removal based on established management standards to maintain flow within Swan Creek (Oak Openings Preserve and Swan Creek Preserve) and Tenmile Creek (Wildwood Preserve). Finally, staff will conduct fisheries management including fish stocking at Wiregrass Lake, Mallard Lake (Oak Openings Preserve), and Pearson Pond and installation of aeration system at Springbrook Pond (Oak Openings Preserve). Natural resources staff will continue implementation of rapid habitat assessments across the park district to establish baseline scores and track progress towards meeting minimum habitat quality standards within individual management units. Metroparks will continue to foster collaborations with University of Toledo, Bowling Green State University, Black Swamp Bird Observatory, and other outside researchers on several ongoing research projects across the park district. Staff will continue to provide guidance and direction on regional blueways, viewshed protection plans and bikeway plans and will provide support and coordination for ongoing capital improvement projects across the park district. Metroparks will continue implementation of wildlife management plans within established parks in the Oak Openings Region. This is the beginning of an ongoing multiyear initiative. The Blue Creek Nursery will continue to expand production of woody plants with an emphasis on growing native tree and shrub stock not available through commercial nurseries. This initiative will be used to support district-wide tree planting and buffering projects across the district. Park development of Howard Marsh Metropark will continue with substantial grant support from National Oceanic and Atmospheric Administration (NOAA) and Ohio Division of Wildlife with an expected completion date of December Natural Resources West Natural Resources West is charged with restoring and managing natural areas within the Oak Openings region through implementation of adaptive natural resource management practices to sustain high levels of native biological diversity Land Acquisition The Land Acquisition budget is used to acquire and preserve the best remaining examples of Northwest Ohio s natural areas and establish connections for people to enjoy them Blue Creek Nursery Preserve and enhance native plant diversity within the Northwest Ohio region through the collection, propagation, and reintroduction of native seeds and plants to the Northwest Ohio landscape Natural Resources East Natural Resources East is charged with restoring and managing natural areas within Lucas County s eastern coastal plans through implementation of adaptive natural resource management practices to sustain high levels of native biological diversity Metroparks Toledo Budget Page 91

92 7005 Natural Resources Central Natural Resources Central is charged with restoring and managing natural areas within Lucas County s central river corridors and through implementation of adaptive natural resource management practices to sustain high levels of native biological diversity Wildlife Management The Wildlife Management budget is used to evaluate, control and maintain native wildlife and fish populations to achieve an ecological balance within lands and waters under Metroparks jurisdiction. Natural Resources Vision To preserve, restore, and maintain district-wide natural resources to the highest ecological standards and to establish connections for people to enjoy them. Natural Resources Performance Measures NR Strategic Goals Tactics/Actions Performance Measures Complete a network of greenway corridors, trails and blueways in Lucas County that connect population centers to regional parks, preserves and waterways. Sustain district-wide natural areas by implementing effective natural resources management using an adaptive management framework. 7. Develop a district-wide greenways plan to link existing and new parklands with identified pedestrian and bicycle access. 8. Develop a district-wide blueways plan to link existing and new parklands with identified pedestrian access, parking areas and canoe/kayak launch points. 9. Develop view shed protection plans along river & streams, and adjacent to critical parkland areas to perpetuate scenic views and user enjoyment and the natural character of existing parks. 10. Develop a district-wide inventory of opportunities to expand park services delivery within existing undeveloped parklands. 1. Develop and implement a district-wide comprehensive resource management plan with established priorities, performance measures, and identified best management practices. 2. Implement a district-wide GIS-based tracking system to prioritize and track work performance, evaluate cost Planning framework is established with 3 to 5 priority projects identified for each of the 4 tactics. Timeline Initial plans completed by December 2017 however the process is ongoing and may change based on new opportunities. Results Greenways plan in progress. Blueways plan complete and ongoing. Viewshed protection plans complete. Park services inventory in progress. Plan completed By December 2017 GIS-based plan completed, narrative plan outline completed. Full narrative plan to be completed by December Cost efficiency ($ / acre, $/ management prescription) System online January 2015, reliable forecasting capabilities by System online with reliable forecasting in place Metroparks Toledo Budget Page 92

93 NR Strategic Goals Tactics/Actions Performance Measures effectiveness of Benchmarks management prescriptions, needed and forecast future costs and staffing required to sustain district-wide natural resources. Protect the region s most significant natural resources for the benefit, enjoyment, and general welfare of the public through fee-simple acquisition of priority lands or by securing 3. Develop and implement district-wide wildlife management plans to effectively manage wildlife populations within established ecological, biological, and cultural carrying capacities. 4. Develop and implement a district-wide inventory, research & monitoring program to assess ecological condition, determine status of heritage communities & species, and evaluate effectiveness of resource management prescriptions. 5. Implement a successful land stewardship program to engage volunteers in meaningful stewardship activities to achieve stated resource management objectives. 1. Develop and implement a district-wide land acquisition plan based on available financial resources using the planning framework established within the Metroparks Vision Plan. 2. Aggressively pursue outside funding for priority land Plan completed Population indices for targeted nuisance species Objective measures of resource impact in place (browse surveys, lupine study plots, decreased predation on tree seedlings) Ecological indicators based on status of heritage species, ecological assessments (OORAM, invasive species assessment, permanent monitoring plots, etc.), and condition indices Volunteer hours, number of trees planted, etc. Net cost per acre, successful completion of priority acquisition projects Timeline December Plan in place by December 2015 with population indices and measures of resource impact in place. District-wide assessments in place for all resource management units by December Develop list of priority stewardship projects for each park by December Land acquisition plans will be updated annual during the budget process to coincide with available resources within the Metroparks 10-year financial plan. Results Plan in place, indices in place. 3,639 total acres of habitat management at end of land acquisition plan submitted with budget. 309 acres of land acquired Metroparks Toledo Budget Page 93

94 NR Strategic Goals Tactics/Actions Performance Measures permanent interests acquisition projects. in priority lands 3. Complete an acquisition checklist for all land acquisition projects to ensure that legal due diligence is conducted, natural resources are sufficiently inventoried, environmental threats are adequately addressed, and opportunities for expanded park services delivery are identified. Timeline Results 7000 Natural Resources - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - NR $ 287,121 $ 283,178 $ 289,370 $ 6, PT - NR $ 5,734 $ - $ 32,669 $ 32, INTERN - NR $ 11,933 $ 18,640 $ 18,640 $ MILEAGE - NR $ 4,745 $ 5,000 $ 5,000 $ SM EQUIP/ FURN/ FIXTURES - NR $ 1,352 $ 2,645 $ 1,500 $ (1,145) OTHER OP MTRLS/ SUPPLIES - NR $ 516 $ 1,546 $ 5,500 $ 3, OFFICE SUPPLIES - NR $ 815 $ 500 $ 500 $ BOOKS/ PERIODICALS - NR $ 187 $ 500 $ 300 $ (200) COMPUTER SUPPLIES - NR $ 630 $ 2,605 $ 10,755 $ 8, CONFERENCES/ TRNG - NR $ 7,205 $ 11,700 $ 9,300 $ (2,400) MEMBERSHIP DUES - NR $ 1,360 $ 915 $ 1,000 $ MISC CONTRACT SVCS - NR $ 32,396 $ 14,300 $ 20,750 $ 6, NATURAL AREA RESEARCH - NR $ 9,129 $ 10,500 $ 32,500 $ 22, LEGAL NOTICES - NR $ - $ 500 $ 500 $ AD/ PUBLCTNS - EXTERNAL - NR $ - $ 500 $ 500 $ UNIFORMS - NR $ 3,200 $ 3,850 $ 4,000 $ CONTINGENCY - NR $ - $ 3,500 $ 3,500 $ OTHER NON-OP EXP - NR $ 154 $ 500 $ 500 $ OTHER EXP - NR $ - $ 50 $ - $ (50) 7000 Total Natural Resources $ 366,476 $ 360,929 $ 436,784 $ 75, Metroparks Toledo Budget Page 94

95 7001 Natural Resources West - Budget p g Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - NRW $ 53,970 $ 52,827 $ 92,696 $ 39, FT-BU - NRW $ 69,805 $ 79,093 $ 77,752 $ (1,341) FT-BU SHIFT - NRW $ 41 $ 300 $ 300 $ FT-OT - NRW $ 112 $ 2,000 $ 2,000 $ PT - NRW $ - $ 31,048 $ 31,956 $ SEASONAL - NRW $ 71,147 $ 90,000 $ 90,000 $ SM EQUIP/ FURN/ FIXTURES - NRW $ 3,807 $ 9,999 $ 3,500 $ (6,499) OTHER OP MTRLS/ SUPPLIES - NRW $ 21,883 $ 29,843 $ 30,000 $ OFFICE SUPPLIES - NRW $ - $ 500 $ 500 $ GAS/DIESEL - NRW $ 3,896 $ 9,485 $ 4,000 $ (5,485) MISC CONTRACT SVCS - NRW $ 13,934 $ 14,000 $ 16,000 $ 2, OTHER EQUIP REPAIR - NRW $ 14,930 $ 15,200 $ 15,200 $ EQUIP RENTAL - NRW $ - $ - $ 5,500 $ 5, OTHER OP MTRLS/SUPPLIES_GLRI III - NFWF $ 10,187 $ - $ - $ GAS/ DIESEL_GLRI III - NFWF $ 679 $ - $ - $ MISC CONT SERV_GLRI III-NFWF $ 27,175 $ - $ - $ EQUIP RENTAL_GLRI III - NFWF $ 6,287 $ - $ - $ UNIFORMS_GLRI III - NFWF $ 346 $ - $ - $ FT-NBU_GLRI IV - TNC (US EPA) $ - $ - $ 9,000 $ 9, SEASONAL_GLRI IV - TNC (US EPA) $ - $ - $ 9,397 $ 9, SmEQUIP/FURN/FIXTURES $ 180 $ 4,070 $ - $ (4,070) OTHER OP MTRLS/SUPPLIES_GLRI IV - TNC (US EPA) $ 638 $ 12,648 $ 26,102 $ 13, GAS/ DIESEL_GLRI IV - TNC (US EPA) $ - $ 2,250 $ - $ (2,250) MISC CONT SERV_GLRI IV - TNC (US EPA) $ - $ 44,800 $ 7,000 $ (37,800) EQUIP RENTAL_GLRI IV - TNC (US EPA) $ 2,482 $ 22,118 $ - $ (22,118) UNIFORMS_GLRI IV - TNC (US EPA) $ - $ 400 $ - $ (400) ADVANCES OUT - GLRI IV $ - $ - $ 67,500 $ 67, FT-NBU_GLRI V $ - $ - $ 36,693 $ 36, SEASONAL_GLRI V $ - $ - $ 42,588 $ 42, SmEQUIP/FURN/FIXTURES $ - $ 5,000 $ 5,000 $ OTHER OP MTRLS/SUPPLIES_GLRI V $ - $ 5,234 $ 5,234 $ GAS/ DIESEL_GLRI V $ - $ 2,250 $ - $ (2,250) MISC CONT SERV_GLRI V $ - $ 104,200 $ 104,200 $ EQUIP RENTAL_GLRI V $ - $ 17,250 $ 17,250 $ Total Natural Resources West $ 301,499 $ 554,515 $ 699,368 $ 144, Land Acquisition - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance LEGAL SERVICES - LA $ 5,000 $ - $ - $ APPRAISER/ SURVEYOR - LA $ 14,800 $ - $ - $ MISC CONTRACT SVCS - LA $ - $ 42,025 $ - $ (42,025) PROPERTY TAXES - LA $ 5,943 $ - $ - $ LAND PURCHASE - LA $ 665,613 $ 656,804 $ - $ (656,804) OTHER OP MTRLS/ SUPPLIES - LA $ - $ 21,535 $ - $ (21,535) LEGAL SERVICES - LA $ 22,607 $ 15,000 $ 45,000 $ 30, APPRAISER/SURVEYOR - LA $ 67,652 $ 29,600 $ 25,000 $ (4,600) MISC CONTRACT SVCS - LA $ 34,255 $ 9,815 $ 565,000 $ 555, LAND PURCHASE - LA $ 3,607,517 $ 2,609 $ 2,366,000 $ 2,363, OTHER OP MTRLS/SUPPLIES - LA $ - $ - $ 5,350 $ 5, GAS/ DIESEL - LA $ - $ - $ 1,000 $ 1, MISC CONT SERV - LA $ - $ 167,357 $ 25,000 $ (142,357) EQUIP RENTAL - LA $ - $ - $ 9,150 $ 9, Total Land Acquisition $ 4,423,387 $ 944,745 $ 3,041,500 $ 2,096, Metroparks Toledo Budget Page 95

96 7003 Blue Creek Nursery - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU- BCN $ 42,238 $ 42,178 $ 42,410 $ FT-OT- BCN $ - $ 1,000 $ 1,000 $ PT- BCN $ 31,198 $ 32,086 $ 32,970 $ SEASONAL- BCN $ 28,585 $ 60,000 $ 60,000 $ SM EQUIP/FURN/FIXTURES - BCN $ 20,584 $ 5,000 $ 5,000 $ OTHER OP MTRLS/SUPPLIES - BCN $ 18,966 $ 24,697 $ 35,200 $ 10, OFFICE SUPPLIES - BCN $ - $ 500 $ 500 $ HEATING FUEL - BCN $ - $ 1,800 $ 2,028 $ MISC CONTRACT SVCS - BCN $ - $ 700 $ 1,000 $ OTHER EQUIP REPAIR - BCN $ 1,081 $ 9,000 $ 4,000 $ (5,000) EQUIP RENTAL - BCN $ - $ 500 $ 500 $ OTHER EXP - BCN $ - $ - $ 60 $ Total Blue Creek Nursery $ 142,652 $ 177,461 $ 184,668 $ 7, Natural Resources East - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT NBU - NRE $ 51,477 $ 51,123 $ 52,650 $ 1, PT - NRE $ - $ 26,198 $ 26,958 $ SEASONAL - NRE $ 50,513 $ 70,000 $ 70,000 $ SM EQUIP/FURN/FIXTURES - NRE $ 1,893 $ 2,000 $ 2,000 $ OTHER OP MTRLS/SUPPLIES - NRE $ 11,931 $ 22,000 $ 22,000 $ MISC CONTRACT SVCS - NRE $ - $ 14,000 $ 15,000 $ 1, OTHER EQUIP REPAIR - NRE $ 1,848 $ 2,995 $ 3,000 $ NON-VEH MACHINERY & EQUIP - NRE $ 4,959 $ - $ 4,000 $ 4, OTHER EXPENSE BUDGET MGMT - NRE $ - $ - $ 1,500 $ 1, Total Natural Resources East $ 122,621 $ 188,316 $ 197,108 $ 8, Natural Resources Central - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance PT - NRC $ 58,313 $ - $ 25,597 $ 25, SEASONAL - NRC $ 5,055 $ - $ 13,000 $ 13, SM EQUIP/FURN/FIXTURES - NRC $ 1,591 $ (7) $ 6,000 $ 6, OTHER OP MTRLS/SUPPLIES - NRC $ 7,560 $ (2) $ 64,700 $ 64, Total Natural Resources Central $ 72,519 $ (8) $ 109,297 $ 109, Wildlife Management - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance SM EQUIP/FURN/FIXTURES - WM $ - $ 31,500 $ 9,500 $ (22,000) OTHER OP MTRLS/SUPPLIES - WM $ - $ 14,000 $ 5,350 $ (8,650) MISC CONTRACT SVCS - WM $ - $ 103,150 $ 70,500 $ (32,650) 7006 Total Wildlife Management $ - $ 148,650 $ 85,350 $ (63,300) Programming Division 8000 Programming The Programming budget is used to develop and execute interpretive park and facility programming, outdoor education and skills programming, and environmental education to provide a broad spectrum of interpretive and educational activities for residents and visitors to the Toledo area that connect people with Metroparks through quality experiences Metroparks Toledo Budget Page 96

97 The Vision of the Programming Division is to connect people to Metroparks and to immerse them in moments with Nature that leave them forever changed. We do that through self-guided interpretation, informal and formal natural and cultural history programs, trail side and park user outreach, classroom and on-line learning, community outreach with neighborhood partners, after school and summer camp programming, outdoor skill classes, and facilitating healthy, active outdoor lifestyles through use of the Metroparks Park Interpretation Park Interpretation promotes a greater understanding of the value of natural resources and the influence the region s natural resources have had on local history by development and implementation of interpretive plans including interpretive signage, displays, programs, activities, facilities and amenities, and providing a broad spectrum of interpretive and educational programs and activities for visitors to Metroparks Outdoor Skills Outdoor Skills promotes outdoor recreation activities compatible with and supportive of Metroparks mission to introduce residents and visitors of the greater Toledo area to the many nature-based outdoor recreational opportunities and provide instructional experiences that develop the knowledge and skills required for participation in and enjoyment of an active, outdoor lifestyle Environmental Education Environmental Education provides excellence in educational programming by inspiring an appreciation and greater understanding of the ecological services we steward. This branch of programming will also focus on Metroparks as places of learning about our natural heritage, scientific literacy and citizen stewardship. Programming Vision Our vision is to connect park users to the Metroparks and immerse people in moments with nature that leave them forever changed. Programming Performance Measures PR Strategic Goals Tactics/Actions Performance Measures Focus on enhancing program and educational opportunities, providing exceptional customer service, and ensure the longterm sustainability of the Metroparks. 1. Research each market segment of our customer base and develop/improve understanding about what programming they desire. Ensure that information is regularly assessed and relevant; connect Metroparks to our customer s lives through programming. Train staff on the importance of using customer preference and market forces to drive program creation and pricing. Develop relevant list of recreational needs for market segments (completed) Programming staff plan programs and interpretive materials based on user needs (part of our quarterly planning meetings) Programming staff are engaged in anticipating and meeting Timeline Revised postprogram survey will be integrated into the new registration software during the first quarter of 2017 Results Customer surveys were completed and their top priorities have been integrated into a 5-year program plan and quarterly program planning. Monthly assessment of post-program surveys and customer suggestions form the basis of division reports and are an important metric for success. Market segments are used during program planning sessions and the Visitor Guide has been reorganized to better meet user needs. The post-program survey has been revised, but not implemented due to the desire not to spend more money on Emerge as we change registration software Metroparks Toledo Budget Page 97

98 PR Strategic Goals Tactics/Actions Performance Measures future needs of our customers (integrated into planning sessions and expanded by a creative team formed in 2016) Timeline Results Program participation and earned income is rising as predicted. 2. Benchmark, evaluate and compare our customer service, customer contact and customer program experiences on a regular basis. Create/update an improvement plan with goals and objectives in this area to implement in 3 year cycles. Program participation and earned income is rising each year (2015 and 2016 income and attendance has increased) Ohio Metro Parks programming benchmarks assembled Customer service improvement plan created and implemented in 3 year cycles Assess and benchmark through 2020 Benchmarking of 2014 program statistics for urban Metro Parks completed. Customer service evaluations between 2014 and 2016 have been compared. The customer service plan was completed in Plan programs around customer segment, need and availability; integrate regional and national trends as they apply to programming at Metroparks. Offer programs across all areas of the park district and community to expand Metroparks connection with residents lives. Program and interpretive services planning addresses each of the areas outlined in this tactic, evaluates our programming in comparison to others, and integrates emerging programming and interpretive trends. Earned income increases due to outreach and customer focused program planning Need to look at contractors or advanced training for staff to be able to offer advanced educational opportunities in some outdoor skill and health/wellness areas. Move earned income from current 6% to 20% over 5 year span (underway) Customer satisfaction metrics are regularly evaluated as part of our programming metrics. Division planning sheets now include CAPRA standards and customer needs as part of program planning User groups are assessed as programs are created for each quarter. Quarterly division program planning meetings focus on customer need and availability. We offer introductory and intermediate opportunities in most program areas. Moving on to a two day annual planning process in January 2017 to better coordinate program planning for the year Creative team formed to stay 2017 Metroparks Toledo Budget Page 98

99 PR Strategic Goals Tactics/Actions Performance Measures Timeline Results on top of emerging programming trends 4. Create a cost recovery and programming division growth plan including definitions of core or essential programs, important programs and value-added programs. Base division growth on program revenues, partnerships, volunteers and contractors 5. Create a long-term Program Plan. Focus initial growth on these areas of programming: Outdoor Skills, Environmental Education, Interpretation, Health/Wellness, underserved populations, special needs customers, and older adults. Align staff program responsibilities to match the plan. 6. Begin and end each customer contact with messages reflecting the 4 pillars and importance of Metroparks. Encourage volunteerism, membership and a deeper relationship between park users and their park system. Tell the story of each park, using interpretive themes and sub-themes; always leave the participant with the thought that these parks are theirs and they exist because of the support of the residents of Lucas County. Cost recovery plan created and implemented Division growth plan created and implemented Program Plan created and implemented Program participant surveys include information related to this tactic Interpretive plans are created and implemented for all parks Seasonal and Regular staff training is robust in the areas of customer need, customer service, Metropark messages and presentation styles Review and update as needed through 2020 Implement higher level and full time positions as part of division growth plan as income allows. Increase online educational opportunities and expand partnerships to continue to reach underserved populations Staff interpretive appraisal methods are devised evaluations will take place The Educational Resource Guide and several fact sheets remain to be finalized in Standardizing the park interpretive plans should also be completed by the end of The cost recovery and division growth plans have both been completed. Fees and charges for expanded services are based on the new cost recovery strategy. The division growth plan is being implemented over the next 3-5 years. The long-term programming plan has been created and implemented. We have focused on expanding offerings in the 3 depts., older adults, adult education, community outreach and health/wellness offerings. Department responsibilities and staff work plans are aligned to the program and strategic plan. Beginning and ending messages have been created and integrated into programming. Park fact sheets and interpretive plans have been created for all parks. Program plans for those parks are based on the interpretive messages for each park. Seasonal and year-round staff training includes Metropark messages, Certified Interpretive Guide training in presentation styles, and fulfilling customer needs. Existing interpretive materials have been evaluated and have been updated for nearly all parks. Interpretive information in 2017 Metroparks Toledo Budget Page 99

100 PR Strategic Goals Tactics/Actions Performance Measures each park relates directly to this tactic Tools are created and implemented to perform regular appraisals of staff and interpretive materials. 7. Enhance program staff Seasonal and training and implement Regular staff professional development training is robust plans so each person in the areas of continues to grow in customer need, excellence and ability. customer service, Metropark messages and presentation styles Incorporate consistent program guiding principles into all programs. 1. Adopt the North American Association for Environmental Education (NAAEE) and the Environmental Education Council of Ohio (EECO) guidelines and best practices for program excellence. 2. Provide staff training and development opportunities in national and regional program excellence; include benchmarking opportunities with other park systems. 3. Track the life cycle of Metroparks programs and remove those that have entered the decline or saturation phase. Exhibit a pallet of established, Effective guidelines are created for the development and assessment of programs and services Professional development plans for each staff person include training and benchmarking opportunities Develop acceptable ratio for new, developing and established programs and Timeline Need to begin creating and filling the FT Park Interpreter positions to ensure succession planning and that intensively trained staff remain with Metroparks beyond a few years. Results Staff training has been revised to focus on the important areas of this tactic. Staff professional development plans are created annually and evaluated under the performance review process. Job descriptions for a tiered progression has been created based on increasing levels of interpretive ability and certification. Program standards based on NAAEE and EECO have been adopted and integrated into the division. Staff have been cross-trained between program departments and are regularly used to meet the need for larger events. Professional development plans completed by Sept. 2015; implementation and revision will be on-going (done) Monthly division reports focus on program life cycles and quarterly metrics examine what programs should be retired or expanded Metroparks Toledo Budget Page 100

101 PR Strategic Goals Tactics/Actions Performance Measures growing and new programs. services Value special events with an educational theme as a way Regularly remove to connect Metroparks to stagnant and new users. senescent programs and services Develop stronger marketing of programs and services 4. Develop strong performance measures to demonstrate the key outcomes of Metroparks programs. 5. Utilize Social Media, targeted and the Metroparks website to provide program information and drive online registration with a simple click. Program and services evaluation plan completed and implemented Dawn sends out targeted E-blasts about program with link to register Staff films short video clips of program participants to use on social media We obtain customer quotes that can be used in marketing programs Timeline Implementation and updates will be ongoing each quarter Need to implement video clips of participants and make better use of customer quotes. Results New programs are being offered quarterly and old, tired programs have been retired. Developed criteria beyond attendance and customer satisfaction to measure a full range of program impacts. Reported each quarter. Social media and blog posts are occurring regularly; eblasts being sent out weekly. Have seen an increase in the percentage of customers who get their information online. One staff person per operations area is assigned to tweet and Face Book program information and links. Weekly meetings between Marketing and Programming taking place to focus on marketing and online education. 6. Ensure that Metroparks marketing strategy includes effective ways to reach potential program participants Regular blogs and social media posts take place; promote upcoming programs. User surveys include info about best ways to get info to program participants Ask program participants how they learned about the program when they sign up or on the post-program survey Implement question in post-program survey to continue to probe ways of reaching customers. User survey identified top ways to reach our customers; now implementing those outreach methods. Weekly eblasts taking place to marketing programs. Post program survey revised and waiting to be implemented when new registration software is purchased and employed Metroparks Toledo Budget Page 101

102 PR Strategic Goals Tactics/Actions Performance Measures 7. Develop a systematic, Develop updated effective outreach program contact list and to home-school groups, school public and private school characteristics in districts, youth-serving spreadsheet organizations and local learning centers for inclass, Staff meetings after-school, special with public school request and summer curriculum programs. specialists, school assembly and teacher in-service planners, individual teachers and principals and partner afterschool agencies lead to increased requested programs in the classroom, during assemblies and after-school Staff meetings with home school groups and learning centers lead to more requested programs Staff outreach to after school partners lead to more requested programs Timeline Staff outreach to home school and learning centers begin in Sept Continue the community outreach program through responsive partners and schools. Focus on one grade level and reach all children in public and parochial schools in Lucas County in that grade. Expand after-school and summer activities in the neighborhoods. Results Contact list completed by end of 2015 and calls/ s/letters implemented to reach out to schools and youth-serving organizations. List of community partners and agreements in place to reach under-served and target populations. In-class teaching pilot completed with TPS; also part of BGSU National Science Foundation grant program. A community outreach plan has been created and implemented. Requested programs have grown by over 25% in 2015 and Develop a systematic, effective outreach program to organizations that work with older adults, Ultimately, our efforts lead to a 25% increase in requested programs by end of 2015 and 25% growth in 2016 and 2017 respectively Created updated contact list and characteristics workbook of local Examine need for trail use assistance by special needs Contact and agency information updated by July 30, 2015 (done) 2017 Metroparks Toledo Budget Page 102

103 PR Strategic Goals Tactics/Actions Performance Measures underserved populations senior centers, and those with special organizations and needs to market targeted service agencies Metroparks programs and services. Create updated information workbook on local agencies that serve those with special needs: both physical and mental 9. Develop an outreach program to local churches to promote Metropark programs and services related to family fun, education, and service opportunities. Define underserved populations clearly and best way to reach them with programs and services Ultimately, our efforts lead to the demographics of Metropark program participants matching the demographics of Lucas County as based on the latest census data. Offer active senior as well as fitness and wellness programs for adults (underway) Create updated contact list and characteristics of local churches, especially those with vacation bible camps Staff outreach to the churches to Timeline population. Participant demographics match the demographics of Lucas County. (monitoring and moving closer) Need to find sustainable funding mechanism for Connections Camps ($50,000/yr.) Continue and strengthen program partnerships with responsive faith- Results Definition of underserved populations finalized by July 30, 2015 (done) Work with Ability Center to offer accommodation for those with special needs in our programs (in process) Staff outreach begins in July 2015 with goal of increasing requested programs and diversifying the demographics of the audience served by the end of 2016 (Underway) Fitness and wellness contractors and walking groups are up and running by end of 2017 (got underway in late-2016) Metroparks has a broad range of educational, fitness, wellness and outdoor skills programs for active older adults. Implementation of the Community outreach plan reaches under-served populations throughout Toledo and Lucas County (underway). Special needs populations are accommodated within programs and in their use of Metroparks. Connections Camps reach underserved populations throughout Lucas County (completed and continuing) Responsive faith-based groups are partners in reaching underserved populations with programming Metroparks Toledo Budget Page 103

104 PR Strategic Goals Tactics/Actions Performance Measures promote programs focused on summer camps and family outdoor activities 10. Partner with local colleges Staff build and universities on networks with programs and marketing local institutions that reach college-aged of high education, program participants. especially those with an Outdoor Programs Dept. (done in 2016) Metroparks becomes part of the programming for outdoor experiences and local individuals can join college and university outdoor trips (plans for 2017 underway) Timeline based organizations. Student volunteers, practicum and internships increase 5% by the end of Offer co-sponsored programs (underway) Expand partnerships in education, ecology, history and/or biological sciences Results Metroparks partners with extended camp opportunities by July 2016 (done) At least two colleges/ universities/ trade schools partner with Metroparks on programming for college-age students. (Accomplished in area of outdoor skills, recreation) We get applications from students in history, theater, biology, environmental studies for open positions. (accomplished) 11. Focus on expanding outreach and marketing to adult groups promoting targeted Metroparks programs and services. Explore partnership opportunities in history, environmental education, ecology and biology Establish young professionals group that creates events and programs in the parks (accomplished for Middlegrounds and outdoor skills.) Offer college-level learning opportunities in natural history, environmental education and outdoor skills Implementation of the requested program sales plan leads to 25% growth in programs. (underway) Continue to grow adult education audience through Expand online learning opportunities so that web page is getting over a thousand hits/year. Young professionals group used to advise in areas of programming for Middlegrounds and outdoor skills. Advance education programs offered for adults over a dozen times annually. Online educational videos launched in 2015 and growing. Adult education programs increased over 10% goal, and audience is growing Metroparks Toledo Budget Page 104

105 PR Strategic Goals Tactics/Actions Performance Measures (underway) Adult programming is offered at least 12 times/year (accomplished) Timeline Results Increase requested programs to half or more of annual offerings. Develop a strong volunteer base for program expansion 1. Develop and implement a sales plan for requested programs 1. Work closely with Volunteer management to expand opportunities and training for programming volunteers. Online educational videos are posted on the Metroparks website (begun in 2016) Increase requested programs by 25% each year over 5 years. Requested programs equate to 50% or more of all programs offered. Increase requested programs by 25% annually, integrating more volunteers as program leaders and assistants (underway) Provide travel and in-depth training Director, Managers and Staff implement the sales plan through 2020 (underway by late- 2016) Assistance from Marketing, Customer Service and other areas of operations is provided in specific areas we no longer have to turn away requested programs in May/June or Sept/Oct due to having all staff scheduled. Volunteers and staff from other areas increase our capacity. Recruit double the number of walk leaders by end of 2017 Increase requested programs by 25% annually, integrating more volunteers as program leaders and assistants (underway) Requested programs increased by 25% in 2015 and On track to reach goal of 50% of all programs by Sales plan completed by summer 2016 (done), implementation funded in 2017 budget (submitted) Our use of volunteers as program leaders and assistants is increased 20% annually for the next 3 years. Added 4 new, active walk leaders in Volunteer surveys show that they feel well-prepared for their duties (accomplished by 2015) 2017 Metroparks Toledo Budget Page 105

106 PR Strategic Goals Tactics/Actions Performance Measures opportunities in targeted areas of Outdoor Skills, Environmental Education, Interpretation, Health/Wellness and special events for volunteers (done) Timeline Results In-depth training opportunities offered to volunteers. Certificate=based training continued. 2. Treat volunteers as part of our customer base and provide excellent customer service to them including: a welcoming atmosphere, clear and informative communication, mentoring, special program opportunities, verbal appreciation and other services for which they express a need. 3. Expand volunteers to reach trail and park users across the district. 4. Provide at least a 30 day notice of the need for scheduled program, rental group outreach or event volunteers. Ensure requests include the number, location, time, date, audience and age group, topic, program staff if on- Continue to offer certified volunteer naturalist training; determine if Metroparks can create other certificate based training programs for volunteers (done) Volunteers respond to surveys that they feel appreciated and well prepared for their activities in the programming division Volunteer expansion is integrated into Programming division staffing expansion plan Volunteers respond to surveys that they feel appreciated and well prepared for their activities in the programming division Expand Roving Interpreter to all parks at peak visitation periods by end of 2018 (Middlegrounds, Side Cut, Wiregrass expansion in 2016) Survey goals met by end of 2015 (accomplished) Need to integrate roving space into the planning of new parks before they open (underway) Program planning tool includes volunteer needs for each quarter; sent to volunteer coordinators (done by 2016) 2017 Metroparks Toledo Budget Page 106

107 PR Strategic Goals Tactics/Actions Performance Measures site, special skills and other information needed for a good volunteer experience. Never secure volunteers and then have staff do the tasks you asked them to do. Timeline Results Develop a broad partner base for program expansion; eliminate duplication of services whenever possible 5. Provide 14 days notice of the need for special request volunteers. Ensure requests include the number, location, time, date, audience and age group, topic, program staff if onsite, special skills and other information needed for a good volunteer experience. Never secure volunteers and then have staff do the tasks you asked them to do. 4. Grow and enhance strong partnerships with the region s cultural organizations and create shared programming opportunities. 5. Grow and enhance strong partnerships with local churches and service groups to strengthen families through outdoor fun and provide meaningful learning and service opportunities. Volunteers respond to surveys that they feel appreciated and well prepared for their activities in the programming division Staff work with the art museum, zoo, library and Imagination Station on joint programming in 2017 (planning done in 2016) Examine feasibility of partnerships with symphony, ballet, local galleries, entertainment venues and sporting/tourism groups As noted above in marketing, form partnership with vacation bible camps and our summer camps Offer family fun/service outings for churches and the general public Increase special Continue to provide good customer service to volunteers as evidenced in annual surveys. Metroparks has shared programs at Middlegrounds in 2017 Shared programming is spread throughout the schools, parks and other local venues by 2018 Camps are integrated into partner agencies by summer 2018 Family fun/service programs offered annually Special request programs from partner faith-based organizations. increase 20% by end Accomplished by end of 2015 based on volunteer surveys Joint program plan underway for 2017 at Middlegrounds. Also for summer camps through Youth Commission, City of Toledo and other community partners. Community outreach occurring in partnership with cultural, faith-based and neighborhood organizations. Meetings with local pastors resulted in several churches accepting the partnership proposals in Continue to work and expand partnerships with faith based groups that responded to partnership offers Metroparks Toledo Budget Page 107

108 PR Strategic Goals Tactics/Actions Performance Measures request programs for church groups and related organizations by 20% annually over 3 years 6. Establish strong Metroparks offers partnerships with both a wide range of formal and informal adult learning learning organizations and experiences by institutions to attract nontraditional, the end of 2017 formal and both self-guided informal learners and (online, in the promote environmental parks) and with a literacy and lifelong leader/teacher in learning. partnership with local institutions of higher education of 2018 Timeline Self-guided interpretive information centers are placed at all the trailheads by the end of 2017 Online educational resources are heavily used by residents for environmental literacy. Results Advanced training/education sessions are offered for informal learning. Adult classes and citizen science programs increase 10% each year. 7. Form partnerships with fitness and wellness agencies, organizations that focus on older adults and those at-risk of health issues to promote outdoor exercise and a healthy lifestyle. Create agreements with certified individuals and organizations to assist in providing fitness and wellness programming in the Metroparks. Metroparks partners with informal learning organizations to offer 10% more educational partner programs by end of 2016 Metroparks is recognized as a leader in informal learning opportunities for the region Walking groups, outdoor exercise equipment, fitness sessions and wellness programming increases in Metroparks 20% by end of 2016 Metroparks becomes synonymous with Adult classes and workshops increase 10% each year over the next 5 years Metroparks develops a strong online educational outreach by Learning institutions look to Metroparks as a preferred partner in teaching environmental literacy, outdoor skills and healthy, active lifestyles by 2020 Fitness and wellness programs are expanded by the end of 2018 Surveys indicated that customers view Metroparks as a partner in living a healthy, active, outdoor lifestyle. Metroparks offers a wide variety of fitness/wellness programs across the park district. National survey shows that Toledo is ranked #2 in the country as best place to live if you love the outdoors Metroparks Toledo Budget Page 108

109 PR Strategic Goals Tactics/Actions Performance Measures a healthy lifestyle good health really is just a walk in the park Timeline Results 8. Forge new partnerships that enhance Metroparks ability and/or resources to provide programs in the target areas of Outdoor Skills, Interpretation, Environmental Education, older adults, underserved populations and those with special needs. 9. Strengthen and enhance partnerships with regional and local conservation, research and planning agencies that focus on improving our local watersheds, Midwest ecosystems protection and restoration, and Lake Erie water quality Metroparks adds a dozen new partner agencies by the end of 2018 Underserved and active senior populations comprise 20% of Metroparks customers by end of 2019 as a result of community partnerships Metroparks increases its profile in the community as an agency that is engage in regional preservation efforts and serves as a provider of much needed ecological services for NW Ohio Begin partnership and program expansion in 2016 by end of 2018 have broad range of partner programs 2020 Community surveys indicate that residents perceive Metroparks as a leader in conservation, research and environmental health. Metroparks offered a variety of fitness contractor programs across the park district; partnered with others on environmental education programs Metroparks Toledo Budget Page 109

110 8000 Programming - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - PRG $ 76,772 $ 95,000 $ 100,212 $ 5, FT-BU - PRG $ 131,826 $ 163,263 $ 97,777 $ (65,486) FT-BU SHIFT - PRG $ 161 $ 500 $ 500 $ FT-BU OT - PRG $ 1,812 $ 2,450 $ 2,450 $ INTERN - PRG $ - $ - $ 3,000 $ 3, MILEAGE - PRG $ 1,087 $ 3,000 $ 1,416 $ (1,584) SM EQUIP/ FURN/ FIXTURES - PRG $ - $ 8,000 $ 3,776 $ (4,224) OTHER OP M&S - PRG $ 3,895 $ 2,800 $ 1,180 $ (1,620) OFFICE SUPPLIES - PRG $ 792 $ 1,300 $ 944 $ (356) POSTAGE- PRG $ - $ - $ 472 $ BOOKS/PERIODICALS - PRG $ 293 $ - $ 236 $ PAPER/PRINTING - PRG $ 411 $ 1,750 $ 944 $ (806) INTERNAL TRAINING SUPP - PRG $ - $ 100 $ 47 $ (53) COMPUTER SUPPLIES - PRG $ - $ 50 $ 236 $ ED ACTIVITY SUPPLIES - PRG $ - $ 500 $ 708 $ PHOTO SUPPLIES - PRG $ - $ 150 $ 165 $ EXHIBIT SUPPLIES- PRG $ - $ 250 $ 1,180 $ PAPER/ PRINTING - PRG $ - $ - $ 5,676 $ 5, CONF/TRAINING - PRG $ 3,899 $ 4,410 $ 2,360 $ (2,050) MEMBERSHIP DUES - PRG $ 60 $ 200 $ 236 $ DUES - PRG $ - $ 50 $ 35 $ (15) BANK FEES - PRG $ - $ - $ 8,496 $ 8, MISC CONTRACT SERV - PRG $ 1,912 $ 4,490 $ 8,921 $ 4, OTHER EQUIP REPAIR - PRG $ - $ - $ 118 $ AD/ PUBLCTNS - PRG $ - $ 2,290 $ 2,360 $ MKTG & ED SIGNS - PRG $ - $ 500 $ 4,248 $ 3, EQUIPMENT RENTAL- PRG $ - $ 450 $ 236 $ (214) UNIFORMS - PRG $ - $ 1,615 $ 1,180 $ (435) REFUNDS - PRG $ - $ 250 $ 118 $ (132) FLEET VEHICL REPAIR - PRG $ - $ 250 $ 118 $ (132) CONTINGENCY - PRG $ - $ 500 $ 10,000 $ 9, OTHER EXP_BUDGET MGMT $ - $ 31,214 $ - $ (31,214) OTHER NON-OP EXP - PRG $ - $ 500 $ - $ (500) 8000 Total Programming $ 222,921 $ 325,832 $ 259,345 $ (66,487) 2017 Metroparks Toledo Budget Page 110

111 8001 Park Interpretation - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance INTERN_FT MIAMIS (202) - PRG_PI $ 1,544 $ - $ - $ MISC. CONTRACT SERV. (202) - PROG $ - $ 300 $ - $ (300) FT-NBU - PRG_PI $ 51,554 $ 49,606 $ 51,090 $ 1, FT-BU - PRG_PI $ 25,584 $ - $ - $ FT-BU SHIFT - PRG_PI $ 13 $ - $ - $ PT - PRG_PI $ 115,413 $ 147,420 $ 126,963 $ (20,457) INTERN - PRG_PI $ - $ - $ 36,582 $ 36, SEASONAL - PRG_PI $ 81,651 $ 90,000 $ 29,821 $ (60,179) MILEAGE - PRG_PI $ 4,180 $ 3,450 $ 1,628 $ (1,822) SM EQUIP/ FURN/ FIXTURES - PRG_PI $ 1,223 $ 1,250 $ 1,180 $ (70) OTHER OP MTRLS/ SUPPLIES - PRG_PI $ 4,763 $ 11,500 $ 8,496 $ (3,004) OFFICE SUPPLIES - PRG_PI $ 60 $ 325 $ 236 $ (89) BOOKS/ PERIODICALS - PRG_PI $ 45 $ 475 $ 224 $ (251) PAPER/ PRINTING_PRG_PI $ 90 $ 500 $ 708 $ COMPUTER SUPPLIES - PRG_PI $ 130 $ 500 $ 236 $ (264) ED ACTIVITY SUPPLIES - PRG_PI $ 8,272 $ 4,106 $ 4,059 $ (47) PHOTO SUPPLIES - PRG_PI $ - $ 500 $ 472 $ (28) EXHIBIT SUPPLIES_PRG_PI $ 14,778 $ (259) $ 1,888 $ 2, CONFERENCES/ TRNG - PRG_PI $ 1,458 $ 3,000 $ 1,637 $ (1,363) MEMBERSHIP DUES - PRG_PI $ 360 $ 750 $ 351 $ (399) BANK FEES_PRG_PI $ 144 $ 200 $ 94 $ (106) MISC CONTRACT SVCS - PRG_PI $ 8,644 $ 16,545 $ 16,515 $ (30) CANAL BOAT_PRG_PI $ 45,666 $ 50,000 $ 24,328 $ (25,672) AD/ PUBLCTNS - PRG_PI $ 4,041 $ 2,492 $ 1,170 $ (1,322) MKTG & ED SIGNS - PRG_PI $ 997 $ - $ - $ UNIFORMS - PRG_PI $ 8,004 $ 1,171 $ 468 $ (703) REFUNDS - PRG_PI $ 870 $ 1,200 $ 468 $ (732) DW-MISC CAP O/L: INTERPRETATION $ - $ 49,800 $ 49,800 $ OTHER EXP - PRG_PI $ - $ 26,462 $ 2,500 $ (23,962) OTHER NON-OP EXP - PRG_PI $ - $ 500 $ - $ (500) OTHER EXP - PRG_PI $ - $ (19) $ - $ Total Park Interpretation $ 379,483 $ 461,775 $ 360,914 $ (100,861) 2017 Metroparks Toledo Budget Page 111

112 8002 Outdoor Skills - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - PRG_ODS $ 48,317 $ 46,536 $ 47,936 $ 1, PT - PRG_ODS $ 72,468 $ 77,340 $ 103,236 $ 25, SEASONAL - PRG_ODS $ 19,277 $ 32,577 $ 11,337 $ (21,240) MILEAGE - PRG_ODS $ 2,332 $ 3,200 $ 1,510 $ (1,690) SM EQUIP/ FURN/ FIXTURES - PRG_ODS $ 553 $ 14,899 $ 6,608 $ (8,291) OFFICE SUPPLIES - PRG_ODS $ 440 $ 700 $ 283 $ (417) PAPER/ PRINTING - PRG_ODS $ - $ 100 $ 47 $ (53) ED ACTIVITY SUPPLIES - PRG_ODS $ 14,789 $ 16,113 $ 10,797 $ (5,316) CONFERENCES/ TRNG - PRG_ODS $ 6,903 $ 9,000 $ 4,390 $ (4,610) MEMBERSHIP DUES - PRG_ODS $ 825 $ 920 $ 696 $ (224) MISC CONTRACT SVCS - PRG_ODS $ 3,116 $ 8,548 $ 7,647 $ (901) AD/ PUBLCTNS - PRG_ODS $ - $ 700 $ 425 $ (275) MKTG & ED SIGNS - PRG_ODS $ 602 $ 1,900 $ 944 $ (956) UNIFORMS - PRG_ODS $ - $ 1,000 $ 472 $ (528) OTHER EXP_BUDGET MGMT $ - $ 19,725 $ 2,500 $ (17,225) OTHER EXP - PRG_ODS $ - $ 700 $ 12,487 $ 11, OTHER MATERIALS & SUPPLIES - PRG_ODS $ 258 $ $ (500) CONFERENCES/TRAINING - PRG_ODS $ 1,770 $ $ 5, MISC. CONTRACT SERVICES - PRG_ODS $ 1,770 $ - $ - $ OTHER EQUIPMENT - PRG_ODS $ 16,862 $ 6,756 $ - $ (6,756) 8002 Total Outdoor Skills $ 190,282 $ 241,577 $ 217,515 $ (24,062) 8003 Environmental Education - Budget Account Number Description 2015 Actual 2016 Budget 2017 Budget Variance FT-NBU - PRG_EE $ 76,130 $ 71,369 $ 71,389 $ PT - PRG_EE $ 68,635 $ 96,674 $ 53,275 $ (43,399) SEASONAL - PRG_EE $ 74,309 $ 54,284 $ 17,704 $ (36,580) MILEAGE - PRG_EE $ 4,376 $ 4,000 $ 2,124 $ (1,876) SM EQUIP/ FURN/ FIXTURES - PRG_EE $ - $ 750 $ 354 $ (396) OFFICE SUPPLIES - PRG_EE $ 30 $ 250 $ 118 $ (132) PAPER/ PRINTING - PRG_EE $ - $ 250 $ 118 $ (132) ED ACTIVITY SUPPLIES - PRG_EE $ 3,281 $ 7,247 $ 3,304 $ (3,943) PHOTO SUPPLIES - PRG_EE $ - $ 300 $ 142 $ (158) EXHIBIT SUPPLIES - PRG_EE $ - $ 500 $ 236 $ (264) CONFERENCES/TRAINING - PRG_EE $ 4,867 $ 5,000 $ 2,360 $ (2,640) MEMBERSHIP DUES - PRG_EE $ 410 $ 1,190 $ 566 $ (624) MISC CONTRACT SVCS - PRG_EE $ 6,526 $ 10,000 $ 29,737 $ 19, AD/ PUBLCTNS - PRG_EE $ 169 $ 1,500 $ 472 $ (1,028) MKTG & ED SIGNS - PRG_EE $ 313 $ 500 $ 236 $ (264) UNIFORMS - - PRG_EE $ - $ 1,400 $ 661 $ (739) OTHER EXP_BUDGET MGMT $ - $ 27,705 $ 2,500 $ (25,205) OTHER EXP - PRG_EE $ 25,610 $ 8,000 $ 36,401 $ 28, FT-NBU - PRG_EE $ - $ - $ 111,000 $ 111, PT - PRG_EE $ - $ - $ 102,000 $ 102, MILEAGE - PRG_EE $ - $ - $ 1,050 $ 1, SM EQUIP/ FURN/ FIXTURES - PRG_EE $ - $ - 11,000 $ OTHER OP MTRLS & SUPPLIES - PRG_EE $ - $ - 25,925 $ 25, MISC. CONTRACT SERVICES - PRG_EE $ - $ - 5,000 $ Total Environmental Education $ 264,656 $ 290,919 $ 477,672 $ 170, Metroparks Toledo Budget Page 112

113 ORGANIZATION and COMMUNITY Metroparks Agency Overview Community Overview 2017 Metroparks Toledo Budget Page 113

114 Metroparks Agency Overview Metroparks of the Toledo Area (Metroparks) is a regional system of parks and greenways preserving internationally significant natural areas and historical sites, primarily in Lucas County, Ohio. In 2015, the park system accommodated over 4 million visitors. Metroparks was formed in 1928 as a special district under the Ohio Revised Code. The park district is governed by a threemember, volunteer Board of Park Commissioners appointed by the Lucas County probate court judge. The district is currently funded by two tax levies of 1.4 and 0.9 mills, with additional revenue from the Ohio Local Government Fund, grants, donations and fees. During the past 10 years, the district has acquired land holdings totaling more than 4,387 acres more than in any similar period in its history. The additional acreage was acquired with funding from a 0.3 mill 10 year levy that expired at the end of 2012 with additional funding from state and federal grants. With current landholdings at more than 12,000 acres and funding from the 0.9 mill levy passed in 2012, Metroparks is positioned to open additional parks and greenways. The park district preserves natural areas in the Toledo area within three distinct ecoregions: The Oak Openings Region of western Lucas County. The central river corridors of the Maumee River, Ottawa River I Ten-mile Creek, and Swan Creek. The eastern lake plains of Lake Erie s Maumee Bay. The park system currently includes 14 parks, open daily, and free of charge, from 7:00 a.m. until dark. The parks include: Bend View, Waterville. Blue Creek, Whitehouse and Waterville Township. Fallen Timbers Battlefield*, Maumee and Monclova Township. Farnsworth, Waterville. Ft. Miamis, Maumee. Middlegrounds, Toledo. Providence, Providence Township. Oak Openings Preserve, Swanton Township. Pearson, Oregon. Secor, Richfield and Sylvania Townships. Side Cut, Maumee. Swan Creek Preserve, Toledo. Westwinds, Springfield Township. Wildwood Preserve, Sylvania Township. Wiregrass Lake, Spencer Township. *Part of the Fallen Timbers Battlefield and Fort Miamis National Historic Site, an affiliate unit of the National Park Service. The park district is the managing partner of two regional paved trails: The Wabash Cannonball Trail (north and south forks). The University I Parks Trail. Other parklands and preserved natural areas not yet opened to the public include: Future Metropark (former Keil Farm), Toledo. Howard Marsh, Jerusalem Township. Oak Openings Corridor, Townships of Monclova, Harding, Spencer, Springfield, and Swanton. Brookwood, Swan Creek Corridor, Toledo Metroparks Toledo Budget Page 114

115 Toledo Botanical Garden is a public/private partnership between Metroparks of the Toledo Area and the non-profit Toledo Botanical Garden Board, Inc. in collaboration with the City of Toledo. Community Overview Lucas County covers almost 600 sq. miles (340 land and 255 water) and includes the cities of Toledo, Oregon, Sylvania, Maumee, Waterville, Ottawa Hills, Whitehouse, Curtice, Holland and Neapolis. The total population of Lucas County had a slight decrease of approximately 1.8% from 441,815 in 2010 to 433,689 in July, 2015 according to the United States Census Bureau (Census). The population is projected to fall to 432,521 in 2017, and total 419,294 by According to Census, the total number of households in the county has decreased by approximately 1.2%, from 180,267 in 2010 to 178,121 in The county is estimated to have 174,022 households by The population of Lucas County is a little younger (37.0 years) than the median age of Ohio (38.0 years). Projections show that by 2027 the county will continue to age, with the 55+ age group being the only age segment experiencing a growing trend, representing 33.4% of the total population. Lucas County s income characteristics demonstrate steady growth trends. The median household income was $40,607 in 2012 and $41,751 in It is projected to grow to $51,990 by The median household income represents the earnings of all persons age 16 years or older living together in a housing unit. The per capita income is also projected to increase from $23,347 in 2012 and $24,683 in 2014, to $28,762 by Lucas County s median household income ($41,751) is well below the state ($48,849) and national ($53,762) averages. Lucas County s per capita income ($24,683) is also significantly lower than state ($26,520) and national ($28,555) averages. Future 2017 Metroparks Toledo Budget Page 115

116 predictions expect that both median household income and per capita income for the area will increase to $51,990 and $25,618, respectively, by In addition to Metroparks, Lucas County is also home to the Olander Park System, the Toledo Museum of Art, the Toledo Zoo, Fifth Third Field that houses Toledo Mud Hens baseball and the Huntington Center, home of Toledo Walleye hockey. The Maumee River and Lake Erie are other attractions of the county Metroparks Toledo Budget Page 116