Parks and Recreation Budget Presentation
Parks and Recreation Budget Emphasis The mission of Parks and Recreation is to unite and grow lives by preserving parks and encouraging play. 36 Parks 27 Playgrounds 42 Athletic fields 27 Trail miles 6 Recreational centers 4 Aquatic facilities 1 Tennis center 1 Driving range 2 Cemeteries Vision: Industry leader by providing an exceptional system of parks, trails, and recreation facilities and programs to our community. Focus: Department assessment / evaluation of programs and resources Structural re-organization Rebuilding internal and external trust and communication Initiatives: Manage Assets Efficiently and Effectively Implement Comprehensive Communication Strategies Achieve and Maintain a Standard of Excellence for the Park System Pursue Organizational Excellence through Staff Development and Community Outreach 2,200 acres of parkland 300 miles of median / ROW 2
Parks and Recreation Goals and Accomplishments Prior Year Accomplishments in Implemented a Phase I and II department-wide reorganization Developed a strategic plan through a departmental team building process Completed a comprehensive analysis of the Aquatics division Utilized a TXDOT grant to complete the construction of the Evers Trail/North Lakes Trail connection Completed the construction and dedication of the city s first sprayground Hosted 16 tournaments in the City with an estimated impact of $1.2M Consolidated 31 HBU s into 16 HBU s, improving efficiency and budget transparency Future Goals in Complete the design and begin construction for the American Legion Hall, North Lakes Dog Park, Industrial Park and the new Tennis Center. Complete construction of the G. Roland Vela Athletic Complex. Complete an update to the Parks and Recreation Master Plan Secure and implement a work management system for Park Maintenance and Leisure Services Implement a revised Integrated Pest Management (IPM) program for park system maintenance. Implement recommendations from the Aquatics analysis based on priority and availability of resources Develop a cost for service model for recreation and aquatics programs Develop a new marketing plan for the Civic Center as a special event center 3
Parks and Recreation Cost Containment Strategies Completed Cost Containment Strategies Contracted with Skyhawks and Bowman Sports to provide PARD s track program, athletic camps, clinics and homeschool programs. Restructured the mowing format and updated mapping which provided more accurate information for the bid process. This resulted in the base bid coming in under budgeted and allowing for an increase in outsourcing activity. Leveraged a change in law allowing PARD to apply for Hotel Occupancy Tax. Received and utilized $20,610 towards upgrading two infields at North Lakes Softball Complex in January 2018. Conducting some design efforts in-house to save on consultant fees (IOOF Landscaping, Streetscaping, MEWS Streets, Industrial Park, new Tennis Center, North Lakes Dog Park.) Softball concession stands to be contracted out allowing for staff to be reallocated to other priorities Future Cost Containment Strategies Review of the entire organization to determine adequate resources and capital needs With the implementation of CAPRA, the accreditation process will assist in enhanced professionalism, organizational structure and implementation of industry accepted practices. New LED light fixtures will be installed at NAT/WWP parking lots, skate park, South Lakes Park tennis courts and the new G. Roland Vela Athletic Complex to reduce energy costs 4
Parks and Recreation Process Improvements Completed Process Improvement Strategies Analyzed position responsibilities and implemented a department-wide reorganization in two phases. Phase two included utilizing salary savings from a high level position to provide much needed direct program support. Completed an aquatics assessment to evaluate and initiate future process improvements. Installed remote cameras at Wiggly Field in Lake Forest Park to improve security Redeveloped the Free Summer Camp application process to make it more customer friendly, resulting in a more efficient process Finalized POS implementation of new recreation software (CivicRec) this summer which allows customer to easily view and register for available programs and services online. Future Process Improvement Strategies Plan to organize leisure services staff by specialty and provide program based rather than center based curriculum for consistency and to eliminate/reduce duplication of services In FY 2018-2019 will operate out of 16 HBU s vs. 31 HBU s Marketing to train staff to help with articles, flyers and social media posts to expand reach and community awareness Implement a customer service program to be proactive and consistent to meet customer needs and expectations. We are here to serve and make a difference. 5
Parks and Recreation Performance Measures Measure Target through Q2 Target 1) Rec Center Attendance Facility Utilization New Measure New Measure Unknown* 2) Percentage of programs meeting participation requirements 90% 87% 90% 3) Number of social media impressions (Facebook and Twitter) New Measure 1.7M 2.25M 4) Rec Center Attendance Class Attendance (quarterly average) New Measure 25,800 26,500 5) Economic Impact Athletics programs $20,610 $23,139 Unknown** 6) Number of playground inspections completed 168 81 168 7) Achieve 92% of CAPRA s best practice standards New Measure New Measure 140 8) Increase percentage of online transactions New Measure 9.23% 12% 9) Develop and implement a COS model % of completion New Measure New Measure 100% # 1-3 will be included in the City s Strategic Plan * Door counters were recently installed in the recreation centers. No history is available to accurately predict an attendance target for 2018-19. **The method used to calculate economic impact has changed in order to comply with the 2017 law which allows PARD to apply for HOT funds for field improvements. The target reflects the award amount required to be recouped. The FY 18-19 target will be determined by the HOT Fund award. 6
General Fund Budget Highlights Expenses FY 2014-15 FY 2015-16 FY 2016-17 Budget Baseline Personal Services 7,061,738 7,431,083 7,538,384 8,086,554 6,304,985 Materials & Supplies 697,999 747,953 707,444 874,227 660,566 Maintenance 712,950 745,623 747,694 626,882 569,294 Insurance 172,253 173,066 53,902 172,650 139,144 Miscellaneous 197 4,183 982 0 1,940 Operations 2,057,348 2,183,473 2,207,109 2,652,904 2,210,079 Cost of Service 643,987 785,973 1,207,222 983,438 601,234 Fixed Assets 28,740 0 14,194 0 0 Total $11,375,212 $12,071,354 $12,476,931 $13,396,655 $10,487,242* * FY 18-19 baseline is lower than FY 17-18 budget due to 11 General Fund HBU s being combined with their matching HBU in Recreation Fund as a part of the department s budget consolidation. 7
Recreation Fund Revenues Revenues FY 2014-15 FY 2015-16 FY 2016-17 Budget Baseline Athletics 334,490 341,418 318,488 359,744 369,798 Denia Rec Center 136,923 163,935 162,220 166,872 184,294 North Lakes Rec Center 234,698 255,909 225,342 266,091 266,091 Senior Center 123,481 128,829 123,548 127,454 129,898 Children s Programs (Rec Care) 628,529 617,356 577,838 596,744 580,691 Tennis Center 149,662 181,988 173,668 179,353 180,808 MLK Jr. Rec Center 99,733 114,750 130,077 142,274 152,657 Civic Center Pool 54,144 66,661 57,420 61,740 63,491 North Lakes Driving Range 143,440 119,098 118,582 147,032 144,186 Misc (Civic Ctr/Marketing/Interest) 51,559 59,865 63,666 96,270 72,374 General Fund Transfer to Rec Fund 0 0 0 0 2,934,505 Use of Reserves 59,946 15,220 58,325 250,000 268,472 Total $2,016,605 $2,065,029 $2,009,173 $2,393,574 $5,347,265 8
Recreation Fund Budget Highlights Expenses FY 2014-15 FY 2015-16 FY 2016-17 Budget Baseline Personal Services 592,436 690,218 797,783 911,748 2,997,224 Materials & Supplies 507,424 480,524 411,733 495,817 623,887 Maintenance 11,327 16,978 13,387 11,680 61,368 Insurance 22,665 22,700 5,582 18,900 105,189 Miscellaneous 0 0 0 1,350 0 Operations 462,685 479,570 468,996 546,340 951,205 Cost of Service 328,636 368,912 288,507 407,739 608,392 Fixed Assets 91,432 6,127 23,185 0 0 Total $2,016,605 $2,065,029 $2,009,173 $2,393,574 $5,347,265* * FY 18-19 baseline is higher than FY 17-18 budget due to 11 General Fund HBU s being combined with its matching HBU in Recreation Fund as a part of the department s budget consolidation. 9
Special Revenue Funds Budget Highlights Fund Name Fund Balance as of 9/30/17 Estimated Revenue Budget for Expenses Estimated Revenue Baseline Expenses Parks Gas Well Fund 104,386 51,000 100,000 30,000 50,000 McKenna Trust Fund 80,829 5,000 0 5,000 80,000 Park Land Dedication 1,987,094 35,000 400,000 35,000 1,000,000 Park Development 3,579,780 225,000 500,000 225,000 1,000,000 Total $5,752,089 $316,000 $1,000,000 $295,000 $2,130,000 * The Tree Mitigation Fund is not listed as it is administered by Development Services. As of 9/30/17 the fund balance was $2,202,813. Parks baseline expenses for FY 18-19 is $750,000 (750 trees) from this fund. 10
Director of Parks and Recreation Parks and Recreation Organizational Chart Assistant Director Business Manager Management Analyst Maintenance Superintendent Program Area Manager (Rec Centers) Athletics Community Programs and Marketing Mgr. Program Area Manager (Aquatics) Admin Assistant III Park Manager (Athletics & Public Grounds) Park Manager (Trades & Landscape) Associate Planner Child Care Adult & Youth Sports Special Events Aquatics Admin Assistant III Field (Athletics/Grounds North) Field (Trades, Landscape & Cemeteries) Denia Rec Tennis & Golf Community Events Coordinator Business & Guest Services Field (Athletics/Grounds South) Parks Electrician MLK Jr. Rec Aquatic Facility Maintenance N. Lakes Rec Senior Center
General Fund Position Summary Position Summary FY 2014-15 FY 2015-16 FY 2016-17 Budget Baseline Parks Administration 9.00 9.00 7.00 7.00 7.00 Parks Aquatics 35.79 36.18 48.43 48.43 49.60 Parks Leisure Services 31.39 32.67 30.67 30.67 - Parks Maintenance 45.36 46.36 47.36 47.36 47.36 Total FTEs (1) 121.54 124.21 133.46 133.46 103.96 (2) (1) 48% of our FTEs are temp/seasonal personnel. (2) Transferred 29.50 FTEs from Parks General Fund to Recreation Fund. 12
Recreation Fund Position Summary Position Summary FY 2014-15 FY 2015-16 FY 2016-17 Budget Baseline Administration 1.00 1.00 1.00 1.00 3.00 Camp/After School Programs 6.98 6.98 6.98 6.98 7.53 Recreation Centers 10.26 10.26 10.26 10.26 29.17 Aquatics 1.40 1.40 1.40 1.40 5.23 Athletics 4.63 4.63 4.63 4.63 8.84 Total FTEs 24.27 24.27 24.27 24.27 53.77* *Transferred 29.50 FTEs from Parks General Fund to Recreation Fund. 13
Parks and Recreation Questions / Comments 14