WASHINGTON COUNTY PARKS

Transcription

1 WASHINGTON COUNTY PARKS Fiscal Sustainability Plan

2 INTRODUCTION While being financially responsible has always been a goal and responsibility of the Washington County Parks System, current and future fiscal trends for Washington County Government 1, and local government in general in Wisconsin, have brought forward a more intentional goal to achieve financial independence and fiscal sustainability for the Parks Division. The goals of this initiative, consistent with the County s Strategic Plan, are to make the County Parks System independent of the property tax levy, Offer access to unique amenities and natural resources, and Foster fiscal responsibility, sustainable services, operational excellence, trust and transparency by ensuring accountability, integrity, efficiency and innovation, and align more appropriately with the County s Results, such as provides an interconnected system of safe trails and paths that enhance the mobility of the community. Washington County Parks System Vision Statement A sustainable park and trail system that is well maintained and safe, improved and strategically expanded while being financially responsible, and improves the quality of life. Guiding Principals 1. Striving to achieve financial sustainability of the park system maintenance operations. 2. Creating partnerships that enhance maintenance, education and recreation of the County Park and Trail System. 3. Maintaining and improving our priority parks, trails, natural areas and operations in a fiscally responsible manner. 4. Supporting strategic park acquisitions and expansions of priority parks. 5. Developing an expanded and interconnected multi-use trail system. 6. Promoting and marketing the power of parks and trails to increase their use by individuals and families. Parks and trails have health, economic, environmental and social benefits for all County residents and visitors. 1 Current and future fiscal trends for Washington County are fully outlined in the County s 5 Year Financial Plan 1 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

3 This plan was structured around a series of public outreach initiatives occurring in early A full summary of this input can be found online as an Appendix to the Fiscal Sustainability Plan which was approved by the Washington County Board of Supervisors in June The main components of this plan are the Annual Sustainability Goals and Objectives. Each year a work plan is developed based on Park Classification, Revenue Generating and Enhancing Amenities/Activities, Sponsorships and Naming Rights Solicitation, Maintenance/Operating Reduction Actions & Partnerships, and Recommendations. Park Classification Establishing a hierarchy of the parks was key to the development of the Fiscal Sustainability Plan. The designation as a priority park, special use park, or non-priority park/property helps determine the future of each park/property as it relates to development, maintenance allocation, planning, amenity replacement schedules, etc. The current designations can be seen in Figure 1 (below) which was created with data acquired from the 2017 Washington County Financial Sustainability Online Survey and public outreach surveys conducted by the Planning Division in 2014 for the 2035 Park and Open Space Plan. Figure 1: 2018 Park/Trail/Property Classification with Updates *The new park user fee was implemented at each priority park location. Public Works Committee also directed the Parks Division to sell/transfer Non-Priority Parks and explore the possibility of transferring Goeden Park. Figure 1 shows updates on those directives. 2 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

4 Revenue Generation and Enhancing Activities and Amenities Park activities and amenities attract users to parks; they range from nature viewing and dirt hiking trails to large event/wedding halls and boat launches. Each activity has associated costs with the implementation/installation, future maintenance, and/or replacement. Many activities/amenities also generate revenue or have a known value. Future potential improvements will have a return on investment analysis conducted to determine how a specific amenity/activity will impact the fiscal sustainability of the parks system and will be evaluated on its ability to generate or enhance the revenue of the parks system. Sponsorships & Naming Rights Soliciting sponsorships and naming rights is another revenue source the Parks Division is be pursuing. Sponsorships and naming rights vary with subtle examples like a bench or an individual disc golf hole, while more profound examples may include naming rights to a building or an entire park. Sponsorships will be utilized to help offset the installation and maintenance costs of new and existing amenities. Photo: The entrance to Homestead Hollow Dog Park Presented by: JW Speaker. 3 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

5 Maintenance/Operating Reduction Actions & Partnerships Reducing the maintenance/operating costs in the Parks System is a key aspect of this plan allowing us to reach our goals. Each park is being analyzed separately to determine its current operating costs and maintenance level. Some parks, like non-priority parks may see decreased maintenance levels while priority parks may see increased maintenance levels. This analysis will allow us to better manage our maintenance resources and establish higher standards at Priority Parks. In an effort to offset decreased maintenance levels, the Planning and Parks Department is pursuing outside assistance. Utilizing volunteers and exploring new partnerships will help offset operation levels/costs and redirect current staff to priority projects. Working with interest groups, like disc golf and dog groups for example, can result in funds and labor (volunteers) to install new amenities at little to no expense to the Department. Partnerships can also result in improved maintenance of existing amenities/activities in the parks. Utilizing groups like Americorps to assist with the development of campgrounds and new trails increases the entire Park Division s capacity to reach these goals and become fiscally sustainable. Photo: Volunteers installing a boardwalk at the Sandy Knoll Disc Golf Course. Recommendations The recommendations of this plan have been structured to provide a three year time frame that will help the Parks Division reach the goals of this plan. This plan is intended to be flexible and provide guidance while pursuing multiple prospective projects, partnerships, and sponsorships. Not all projects will have support and some may be tabled or removed from the plan due to lack of support and/or funding while others may be fast tracked due to overwhelming support and/or funding. Return on investment analyses will be conducted on new amenities to ensure they meet the intent of this plan. Some amenities may be deemed impractical or conflict with existing or futures uses/amenities and they will be tabled or removed from the plan. All new proposed amenities will be properly vetted to ensure all stakeholders are properly informed and included in decision making. After an amenity is conceived it will be assessed to determine if it is appropriate, desirable, and has a potential to generate revenue/increase user fee revenue. If it meets those criteria, a rough preliminary plan will be developed and feasibility and ROI analyses will be conducted. If the amenity meets all of those criteria s and has a positive ROI analysis, input from 4 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

6 stakeholders and the public will be sought. If there is support and funding (or the perceived ability to solicit funding) the installation/development process may proceed SUMMARY In 2018, the Parks Division implemented its first, Parks Fiscal Sustainability Plan ( ). At the time of implementation, park costs was estimated to cost approximately $700,000 funded by approximately $600,000 of property tax and $100,000 of other revenues comprised primarily by shelter reservations, boat launch fees and vacation rental by owner property rentals. The implementation of the plan in 2018 included the funding of administrative costs with golf course revenues (planned to continue) and yielded additional revenue from enhancements and operating efficiencies including the implementation of the County s First Daily Park Entrance Fee and Annual Sticker Program. Approximately $375,000 of property tax remains supporting the ongoing park maintenance operation. *The Fiscal Sustainability Plan drives to reduce this number to zero Plan Implementation Highlights Yearly goals in the plan are broken into three categories; 1. Revenue Generating/Enhancing Amenities & Activities 2. Partner/Sponsorships/Naming Rights 3. Maintenance & Operating Reductions/Efficiencies The following 2018 Summary of the Goals & Objectives covers the progress and status of each goal and objective. 5 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

7 2018 Summary: 1. Implement park entrance fees and annual park stickers for park users. a. Adjust park operations to accommodate a fee based model. b. Begin recovering costs for special events and other activities within the parks. c. Enhance communication and marketing for Washington County parks. 2. Develop enterprise fund for park operations fully delineating park costs and work with the Finance Department to develop a policy for these cost allocations a. Transfer revenue from Washington County Golf Course to offset park costs and include the administrative allocation for parks in the park enterprise fund. 3. Master Plan Glacier Hills (DEFFERED) 4. Bike and Pedestrian Plan will continue to be developed throughout 2018 into P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

8 2019 SUSTAINABILITY GOALS The Parks Fiscal Sustainability Plan is intended to organize the future direction of the Washington County Park operation toward independence from the property tax levy. The plan is intended to be reviewed annually by the Public Works Committee for guidance focusing on the upcoming year. The $150,000 + of net revenue increases and expense reductions in 2019 is generally broken down as follows: Up to $50,000 Anticipated increase to Daily Entrance Fees and Annual Sticker Revenue Up to $15,000 Increased revenues from continued program partnerships within priority parks Up to $60,000 Additional reservation revenue as a result of primitive campsites, cabin rentals and Homestead Hollow Barn rentals Up to 15,000 Additional revenues from park naming rights and sponsorships Up to $75,000 Miscellaneous recommendations This plan is subject to budget appropriation in each budget process and is intended only as a planning document. Actual revenues and expenses consistent with the direction outlined in this plan will be approved by the Washington County Board of Supervisors during each Annual budget Sustainability Goals and Objectives: 1. Continuously evaluate park user fee operations and logistics for improved efficiencies and effectiveness. a. Evaluate fee structure and collection, attendance, comments/complaints, etc. b. Evaluate enforcement and adjust as needed. 2. Develop short term plan for Wally & Bee s Property if acquired. a. Evaluate low cost options for utilizing the property and connectivity to Glacier Hills County Park. 3. Enhance communication and marketing for Washington County Parks. a. Analyze park attendance statistics and reevaluate park designations. Make recommendations to the Public Works Committee based on analyses (i.e. sell 7 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

9 property/park, transfer park/property ownership, explore maintenance partnerships, strategically expand, etc.) 4. Bike and Pedestrian Plan development continues with implementation beginning in Fiscal Related Objectives: a. Revenue Generating/Enhancing Amenities & Activities a. Glacier Hills Hall & Chapel Updates (Dependent on AC Installation ROI and Chapel flooring replacement ROI) and Rate adjustments. Photo: Glacier Hills Hall Renovation b. Implement Glacier Hills Cabin Rental Program c. Homestead Hollow Barn Renovation (Dependent on budget approval) d. Sandy Knoll Barn - Wedding Renovations (Return on Investment Analysis/Plan/Outreach/Solicit Sponsorship & Funds) a. Ackerman s Grove VRBO (Dependent on budget approval) b. Sandy Knoll and/or Glacier Hills Campgrounds (Return on Investment Analysis/Plan/Outreach/Solicit Sponsorship & Funds) b. Partner/Sponsorships/Naming rights a. Solicit Proposals for non-metallic mining partners near former nonmetallic mining site at Heritage Trails County Park. b. Continue and Expand Beer Garden Program(s), explore partnerships to utilize parks as event venues. Photo: Raised Grain Brewery Pop-Up Beer Garden at Homestead Hollow County Park. 8 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

10 c. Americorps Application (Pursue the assistance of an Americorps Crew for 2020) d. Solicit park naming rights and sponsorships in accordance with sponsorship and naming rights policy. e. Partner with local interest groups to solicit sponsorships, funding, and to organize volunteers for development and installation of future amenities (Glacier Hills Campground, VRBO, and archery range & course). f. Partner with local programming and recreation departments/organizations to market parks and increase attendance (i.e. Halloween event hosted by Germantown Rec. Department and outdoor movie nights hosted by the YMCA). g. Explore amenity/activity based partnership opportunities with local businesses, similar to the Sandy Knoll Disc Golf Shop. c. Maintenance & Operating Reductions/Efficiencies a. Sell or divest remaining non-priority parks (Marx Woods Nature Preserve and Cedar Lake Wayside) Photo: Drone view of Marx Woods Conservancy b. Provide written summary regarding options for the divestment of each Special Use Park and recommend future park designations. Present initial discussion by October 2018 including direction for Goeden Park. c. Develop and implement individual Park operating and maintenance plans. d. Evaluate existing partnerships and pursue new partnerships to reduce maintenance & operating costs. 9 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

11 d. Additional Amenity Enhancements - Projects under this list may be partially or completely dependent on funding from outside sources and available staff time for installation. a. Rusco Road Trail Head Improvement Project (Grant Funded) b. Sandy Knoll Dog Park c. Sandy Knoll Fishing Area d. Heritage Trails Disc Golf Course Expansion e. Heritage Trails and Glacier Hills Mountain Bike Park/Trails f. Sandy Knoll Nature Play Area g. Archery Range & Course h. Glacier Hills and Yahr Park Boat Docks i. Equipment Rentals j. New Hiking Trails k. Primitive Campsites l. Playground Improvements/Replacement 2020 SUSTAINABILITY GOALS 2020 Sustainability Goals and Objectives: 1. Continuously evaluate park user fee operations and logistics for improved efficiencies and effectiveness. a. Evaluate fee structure and collection, attendance, comments/complaints, etc. b. Evaluate enforcement and adjust as needed. c. Enhance communication and marketing for Washington County parks. 2. Bike and Pedestrian Plan Implementation 3. Master Plan Glacier Hills 2020 Fiscal Related Objectives: a. Revenue Generating/Enhancing Amenities & Activities a. Sandy Knoll Barn Renovations b. Rustic Cabin Program Expansion Analysis c. Glacier Hills or Sandy Knoll Campground d. Sandy Knoll or Glacier Hills Campgrounds (Return on Investment Analysis/Plan/Outreach/Solicit Sponsorship & Funds) b. Partner/Sponsorships/Naming rights a. Continue and Expand Beer Garden Program(s), explore partnerships to Photo: Sandy Knoll Barn utilize parks as event venues b. Americorps Application (Pursue the assistance of an Americorps Crew for 2021) 10 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

12 c. Solicit park naming rights and sponsorships in accordance with sponsorship and naming rights policy. d. Partner with local interest groups to solicit sponsorships, funding, and to organize volunteers for development and installation of future amenities (Glacier Hills Campground, VRBO, and archery range & course). e. Partner with local programming and recreation departments/organizations to market parks and increase attendance (i.e. Halloween event hosted by Germantown Rec. Department and outdoor movie nights hosted by the YMCA). f. Explore amenity/activity based partnership opportunities with local businesses, similar to the Sandy Knoll Disc Golf Shop. Photo: Riverside Disc Golf Shop at Sandy Knoll County Park c. Maintenance & Operating Reductions/Efficiencies a. Develop and implement individual Park operating and maintenance plans. b. Evaluate existing partnerships and pursue new partnerships to reduce maintenance & operating costs. d. Additional Amenity Enhancements - Projects under this list may be partially or completely dependent on funding from outside sources and available staff time for installation. a. TBD 2021 SUSTAINABILITY GOALS 2021 Sustainability Goals and Objectives: 1. Continuously evaluate park user fee operations and logistics for improved efficiencies and effectiveness. a. Evaluate fee structure and collection, attendance, comments/complaints, etc. 11 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

13 b. Evaluate enforcement and adjust as needed. c. Enhance communication and marketing for Washington County parks. 2. Bike and Pedestrian Plan Implementation 2021 Fiscal Related Objectives: a. Revenue Generating/Enhancing Amenities & Activities a. Rustic Cabin Program Expansion b. Glacier Hills or Sandy Knoll Campground Photo: Cabin at Glacier Hills County Park overlooking Friess Lake. b. Partner/Sponsorships/Naming rights a. Continue and Expand Beer Garden Program(s), explore partnerships to utilize parks as event venues b. Americorps Application (Pursue the assistance of an Americorps Crew for 2022) c. Solicit park naming rights and sponsorships in accordance with sponsorship and naming rights policy. d. Partner with local interest groups to solicit sponsorships, funding, and to organize volunteers for development and installation of future amenities (Glacier Hills Campground, VRBO, and archery range & course). e. Partner with local programming and recreation departments/organizations to market parks and increase attendance (i.e. Halloween event hosted by Germantown Rec. Department and outdoor movie nights hosted by the YMCA). 12 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n

14 f. Explore amenity/activity based partnership opportunities with local businesses, similar to the Sandy Knoll Disc Golf Shop. c. Maintenance & Operating Reductions/Efficiencies a. Develop and implement individual Park operating and maintenance plans. b. Evaluate existing partnerships and pursue new partnerships to reduce maintenance & operating costs. d. Additional Amenity Enhancements - Projects under this list may be partially or completely dependent on funding from outside sources and available staff time for installation. a. TBD 13 P a r k s F i s c a l S u s t a i n a b i l i t y P l a n