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HomeMy WebLinkAboutPRFD 2013-08-26 AgendasCity of North Richland Hills Parks & Recreation Facilities Development Corporation Board of Directors Agenda North Richland Hills City Hall Council Chambers 7301 Northeast Loop 820 North Richland Hills, TX 76180 Monday, August 26, 2013 6:15 P.M. A.1 Call to Order - Mayor Pro Tern Rodriquez A.2 Approval of Minutes of the August 27, 2012 Park & Recreation Facilities Development Corporation Meeting A.3 Conduct a Public Hearing on the Park and Recreation Facilities Development Corporation Revised 2012/13 and the Proposed 2013/14 Annual Operating Budget and Authorize Adoption A.4 Conduct a Public Hearing on the Park and Recreation Facilities Development Corporation on the Proposed 2013/14 Annual Capital Projects Budget and Authorize Adoption A.5 Adjournment M RH PARK & RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD OF DIRECTORS MEMORANDUM From: The Office of the City Manager Date: 8 -26 -2013 Subject: Agenda Item No. A.1 Call to Order - Mayor Pro Tem Rodriguez M RH PARK & RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD OF DIRECTORS MEMORANDUM From: The Office of the City Manager Date: 8 -26 -2013 Subject: Agenda Item No. A.2 Approval of Minutes of the August 27, 2012 Park & Recreation Facilities Development Corporation Meeting Presenter: Patricia Hutson, City Secretary Recommendation: To approve the minutes of the August 27, 2012 Park & Recreation Facilities Development Corporation Board of Directors meeting. MINUTES OF THE NORTH RICHLAND HILLS PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION HELD IN THE NORTH RICHLAND HILLS CITY HALL COUNCIL CHAMBERS, 7301 NORTHEAST LOOP 820 - AUGUST 27, 2012 — 6:15 P.M. A.1 CALL TO ORDER Acting Chair Barth called the meeting to order at 6:19 p.m. ROLL CALL PRESENT: BOARD OF DIRECTORS: Tim Barth Sixto "Tito" Rodriguez David Whitson Tracye Tipps Jay Crane Council Member Council Member Council Member Citizen Member Citizen Member OFFICERS: Mark Hindman Patricia Hutson Monica Solko Larry Koonce President Secretary Assistant Secretary Treasurer STAFF MEMBERS PRESENT: George Staples Karen Bostic Vickie Loftice Mark Mills Absent: Oscar Trevino Brad Greene City Attorney Assistant City Manager Director of Parks and Recreation Budget Director Chair / Mayor Citizen Member A.2 APPROVAL OF MINUTES OF THE AUGUST 22, 2011 MEETING APPROVED BOARD MEMBER RODRIGUEZ MOVED TO APPROVE THE MINUTES OF THE AUGUST 22, 2011 MEETING. BOARD MEMBER WHITSON SECONDED THE MOTION. MOTION TO APPROVE CARRIED 5 -0. A.3 CONDUCT A PUBLIC HEARING ON THE PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION REVISED 201112012 AND THE PROPOSED 2012/2013 ANNUAL OPERATING BUDGET AND AUTHORIZE ADOPTION APPROVED Acting Chair Barth opened the public hearing. Ms. Vickie Loftice, Managing Director, presented the Revised 2011/2012 Operating Budget and the Proposed 2012/2013 Annual Operating Budget. Notice for the public hearing was published in the Star Telegram in compliance with State law. The Council reviewed the budget at the City's annual budget work session on July 27. The Revised Operating Budget for 2011/2012 is $7,851.499 and the Proposed Operating Budget for 2012/2013 is $7,620,861. Revised revenue for 2011/2012 is more than projected and is attributed to higher than projected membership sales at the NRH Centre along with a modest increase in sales tax revenue and an increase in park impact fees. Revenue for the proposed operating budget has been increased by $425,029 compared to adopted and is due to a full year of revenue at the NRH Centre. Revised expenditures for 2011/2012 are $7,851,499, an increase of $666,891 from adopted budget. This is attributed to early pay off of the NRH Centre Fitness equipment loan and the ability to increase the Reserve for Capital. Proposed expenditures for 2012/2013 are $7,620,861; an overall increase of $436,251 compared to adopted FY 2011/12, and is attributed to a full year of operations at the NRH Centre and grounds maintenance. There were no questions from the Board. Acting Chair Barth asked for public comments on the Revised 2011/2012 Operating Budget and the 2012/2013 Proposed Operating Budget. There being no one wishing to speak, Acting Chair Barth closed the public hearing. BOARD MEMBER WHITSON MOVED TO APPROVE THE REVISED 2011/2012 AND PROPOSED 2012/2013 ANNUAL OPERATING BUDGET AND RECOMMEND ADOPTION BY COUNCIL. BOARD MEMBER RODRIGUEZ SECONDED THE MOTION. MOTION TO APPROVE CARRIED 5 -0. A.4 CONDUCT A PUBLIC HEARING ON THE PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION PROPOSED 2012/2013 ANNUAL CAPITAL PROJECTS BUDGET AND AUTHORIZE ADOPTION APPROVED Acting Chair Barth opened the public hearing. Ms. Vickie Loftice, Managing Director, presented the Proposed Capital Budget for the Parks and Recreation Facilities Development Corporation. The notice for the public hearing was published in the Star Telegram in accordance with State law and the Council reviewed the budget at their July 27 annual budget work session. The proposed budget is $1,224,598 and includes funding for three continuing projects and three new projects. Funding allocation for Continuing Projects for 2012/2013 is $474,507 and includes Adventure World Playground Renovation, Calloway Branch Trail and Little Bear Creek Trail. The new projects are all infrastructure related projects. Funding for the new projects is in the amount of $286,000. The projects include Park Infrastructure Maintenance, Richland Tennis Center Infrastructure and TUCOR Irrigation System Upgrade. There were no questions from the Board. Acting Chair Barth asked for public comments on the Proposed 2012/2013 Annual Capital Projects Budget. There being no one wishing to speak, Acting Chair Barth closed the public hearing. BOARD MEMBER RODRIGUEZ MOVED TO APPROVE THE PROPOSED 2012/2013 PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION CAPITAL PROJECTS BUDGET AND RECOMMEND ADOPTION BY COUNCIL. BOARD MEMBER WHITSON SECONDED THE MOTION. MOTION TO APPROVE CARRIED 5 -0. B.O ADJOURNMENT Acting Chair Barth adjourned the meeting at 6:30 p.m. APPROVED: Tim Barth —Acting Chair ATTEST: Patricia Hutson - Secretary M RH PARK & RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD OF DIRECTORS MEMORANDUM From: The Office of the City Manager Date: 8 -26 -2013 Subject: Agenda Item No. A.3 Conduct a Public Hearing on the Park and Recreation Facilities Development Corporation Revised 2012/13 and the Proposed 2013/14 Annual Operating Budget and Authorize Adoption Presenter: Vickie Loftice, Managing Director Summary: This item is to hold a public hearing on the Park and Recreation Facilities Development Corporation Revised 2012/2013 and the Proposed 2013/2014 Annual Operating Budget and Authorize Adoption. General Description: The State laws regarding the Park & Recreation Facilities Development Sales Tax require the Corporation Board to hold a public hearing prior to the adoption of the budget. The notice of this public hearing was published in the Star Telegram newspaper in accordance with State law. The public hearing for 2013/2014 Park & Recreation Facilities Development Corporation Operating Budget was advertised for 6:15 p.m., August 26, 2013. The summary report of the operating budget is attached for your review. The proposed 2013/2014 Park & Recreation Facilities Development Corporation Annual Operating Budget was reviewed by the City Council on August 2, 2013 at the City's annual budget work session. The revised operating budget for 2012/2013 is $7,819,706 and the proposed operating budget for 2013/2014 is $7,881,890. The revenue portion of the revised operating budget shows an increase of $198,845. The majority of the increase is attributed to higher 4B sales tax revenue (44 %), as well as a projected increase in NRH Centre revenue. Other revenue increases include Park Impact Fees and Other. Revenue for the proposed operating budget has increased by $261,029 compared to FY 2012/2013 Adopted. The majority of the increase is projected 4B sales tax revenue and NRH Centre revenue. On the expense side, the Revised Budget has been increased by $198,845. The majority of the increase is NRH Centre Reserve. Additionally, debt service has decreased by $420,789 and Reserve for Capital has increased by $562,808. The 2013/14 Proposed Budget of $7,881,890 is an increase of $261,029 compared to 2012/13 Adopted. The amount includes an increase in Parks and Public Grounds operational cost. These costs are related to contract mowing and landscaping of recently added properties, and anticipated completion of two trail projects in 2014. Declining debt service is attributed to an increase in Reserve For Capital in FY 2013/14. In order to obtain citizen input on the proposed budget, it is suggested that the public hearing be opened and public comment permitted. The City Council will take formal action in the Regular City Council Meeting on the adoption of the Park & Recreation and Facilities Development Corporation Budget. Recommendation: Conduct a Public Hearing on the Park and Recreation Facilities Development Corporation Revised 2012/2013 and the Proposed 2013/2014 Annual Operating Budget and recommend Council approval. FISCAL YEAR 2013 -2014 SCHEDULE 6 - SUMMARY OF REVENUES PARK AND RECREATION FACILITIES DEVELOPMENT FUND ADOPTED REVISED PROPOSED ACTUAL ACTUAL BUDGET BUDGET BUDGET FY 2010/11 FY 2011/12 FY 2012113 FY 2012/13 FY 2013/14 REVENUES Sales Tax $4,179,388 $4,241,341 $4,305,000 $4,391,100 $4,478,922 Interest Income 11,060 21,574 9,671 9,671 11,379 Youth Assn. Maintenance Fees 55,976 50,697 43,200 50,250 50,250 Tennis Center Revenue 362,375 382,248 363,400 368,564 369,382 Transfer in from Aquatic Park Fund 64,896 68,141 71,548 71,548 75,125 Park Impact Fees 75,419 214,746 50,000 88,839 50,000 Insurance 0 25,000 0 5,191 0 Other Income 12,123 462,757 1,200 2,459 1,500 Recreation Revenue Prior to 4/2012 0 159,992 0 0 0 SUB -TOTAL $4,761,236 $5,626,495 $4,844,019 $4,987,622 $5,036,558 NRH CENTRE Memberships/ Drop -In Passes $0 $930,491 $1,386,900 $1,386,900 $1,386,900 Fitness 0 172,768 302,290 317,000 320,890 Recreation / Sports 0 134,771 273,890 260,402 262,340 Grand Hall Rental 0 23,083 141,520 144,520 160,000 Catering & Event Fees 0 3,975 40,000 40,000 40,000 Aquatic Programs 0 49,298 53,360 75,000 70,000 Pool Rental 0 0 3,000 5,000 3,500 Gym Rental 0 245 3,100 5,100 3,100 Concessions /Merchandise 0 13,814 13,000 24,200 19,000 Special Events 0 120 10,000 10,160 10,000 Other 0 43,018 62,680 76,700 82,500 General Fund 0 487,102 487,102 487,102 487,102 SUB -TOTAL $0 $1,858,686 $2,776,842 $2,832,084 $2,845,332 SUB -TOTAL REVENUES $4,761,236 $7,485,181 $7,620,861 $7,819,706 $7,881,890 APPROPRIATION OF FUND BALANCE Appropriation - PY Encumbrances $26,154 $45,904 $0 $0 $0 SUB -TOTAL $26,154 $45,904 $0 $0 $0 TOTAL REVENUES $4,787,390 $7,531,085 $7,620,861 $7,819,706 $7,881,890 FISCAL YEAR 2013 -2014 SCHEDULE 6 - SUMMARY OF EXPENDITURES PARK AND RECREATION FACILITIES DEVELOPMENT FUND ADOPTED REVISED PROPOSED ACTUAL ACTUAL BUDGET BUDGET BUDGET FY 2010/11 FY 2011/12 FY 2012113 FY 2012/13 FY 2013/14 EXPENDITURES OPERATING Park Facilities Development Admin. $636,781 $655,569 $672,753 $679,481 $708,299 Parks & Public Grounds 1,714,670 1,763,569 1,871,326 1,890,662 1,949,935 Tennis Center Operations 571,836 591,306 606,376 611,360 614,702 Recreation Exp. Prior to 4/2012 10 393,108 0 0 0 SUB -TOTAL $2,923,297 $3,403,552 $3,150,455 $3,181,503 $3,272,936 NRH CENTRE Center Management $0 $346,674 $634,538 $628,520 $648,918 Fitness 0 544,597 319,794 321,435 329,817 Building Operations 0 78,449 174,637 176,271 192,168 Aquatic 0 237,044 567,139 511,833 515,377 Recreation Sports 0 153,760 300,848 361,411 336,788 Event Center 0 85,618 206,054 207,489 256,206 Building Services 0 304,075 430,050 430,050 331,300 SUB -TOTAL $0 $1,750,216 $2,633,060 $2,637,009 $2,610,574 OTHER & RESERVES Debt Service - Revenue Bonds $1,119,401 $1,109,573 $420,789 $0 $0 Debt Service - CO's 44,100 357,130 364,343 364,343 356,218 Indirect Costs 333,453 350,126 367,635 367,635 386,017 Non - Departmental 22,482 31,421 81,194 49,577 24,110 Reserve for Capital 0 0 351,978 914,786 885,304 Reserve for Economic Development 104,485 107,088 107,625 109,778 111,973 Reserve for NRH Centre 0 0 143,782 195,075 234,758 SUB -TOTAL $1,623,921 $1,955,338 $1,837,346 $2,001,194 $1,998,380 TOTAL EXPENDITURES $4,547,218 $7,109,106 $7,620,861 $7,819,706 $7,881,890 BALANCE $240,172 $421,979 $0 $0 $0 SUMMARY OF INCREASES / DECREASES FUND: PARK FACILITIES AND DEVELOPMENT FUND DEPARTMENT PARKS AND RECREATION 2012 -13 ADOPTED BUDGET $7,620,861 2013 -14 PROPOSED BUDGET 7,881,890 DIFFERENCE $261,029 SALARIES DIFFERENCE $127,402 The difference resulted from increases in salary accounts affected by merit increases given during FY12/13. There were also increased costs associated with TMRS and FICA. A 2% merit increase has been included within the department for FY13/14. The NRH Centre increased part -time expenditures in building services and aquatics divisions to ensure proper coverage in anticipation of expanded hours beginning in late FY12/13. Two additional part -time positions were also added to assist with the current workload at the Grand Hall. Two Maintenance Worker I positions have been eliminated. The funding for these will be utilized for enhanced mowing and landscape contractual services. GENERAL SERVICES DIFFERENCE $ 29,293 Difference resulted from additional funding for contract mowing and landscape services. There is an increase for the NRH Centre for armored car and cable tv service and an audio visual maintenance agreement for the Grand Hall. Funds were also reallocated from aquatics special services - other, to part -time salaries to cover the expense of swim instructors. There is a decrease in recreation special services - other for instructor pay based on actual program expenditures. MAINTENANCE DIFFERENCE $ (84,588) There was a decrease in the building maintenance allocation which was revised based on actual expenditures for the NRH Centre and offset by an increase in vehicle allocations, preventative maintenance for fitness equipment, gymnasium floor refinishing and copy machine lease agreement. SUNDRY DIFFERENCE $ (352,383) In FY12/13 the approved merit increase was included in Non - Departmental within a Sundry account. Once distributed to departments it is reflected in Salaries. For FY13/14 the projected merit increase has been included within Salaries. The amount required for Debt Service declined one of the issuances has been retired. The NRH Centre revenues in excess of expenditures are placed in a Reserve for NRH Centre, which increased for FY13/14. SUPPLIES DIFFERENCE $ 1,929 Difference resulted from funds being reallocated from botanical to travel & training to cover the mandatory training required for staff to work in the Cotton Belt right of way, CAPITAL DIFFERENCE $ 539,376 The difference represents the purchase of three attachable TVs for three recumbent bikes on first floor of the fitness area at the NRH Centre. Additionally, after evaluation of personal training services and group exercise program formats the purchase of a Cardio Pump Weight Group pack + rack at $2,950 provides continued expansion and class updates to our overall training and group exercise program. The continued success and participation of members in personal training and group exercise requires staff to continue to develop and offer current, fresh and innovative programming to our members. The projected revenues in excess of expenditures have been placed in Reserve for Capital to fund current and future capital projects. DEPARTMENT FUND PARKS & RECREATION PARK FACILITIES DEVELOPMENT ACTIVITIES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Administration $655,569 $672,753 $679,481 $708,299 Operations & Maintenance 1,763,569 1,871,326 1,890,662 1,949,935 Tennis Center 591,306 606,376 611 ,360 614,702 Recreation Expenditures Prior to 4/2011 393,108 0 0 0 Center Management 346,674 634,538 628,520 648,918 Fitness 544,597 319,794 321,435 329,817 Building Operations 78,449 174,637 176,271 192,168 Aquatic / Indoor 237,044 567,139 511,833 515,377 Recreation / Sports 153,760 300,848 361,411 336,788 Event Center 85,618 206,054 207,489 256,206 Building Services 304,075 430,050 430,050 331,300 Indirect Costs /Market Adjustment 350,126 367,635 367,635 386,017 Non Departmental 31,421 81,194 49,577 24,110 Debt Service Transfer 1,466,703 785,132 364,343 356,218 Reserve for Economic Development 107,088 107,625 109,778 111,973 Reserve for Capital 0 351,978 914,786 885,304 Reserve for NRH Centre 0 143,782 195,075 234,758 TOTAL $7,109,106 $7,620,861 $7,819,706 $7,881,890 EXPENSE GROUPS 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $3,028,902 $3,647,159 $3,576,274 $3,774,561 General Services 529,127 704,537 795,074 733,830 Maintenance 499,484 650,630 648,865 566,042 Sundry 2,613,161 1,749,069 1,362,419 1,396,686 Supplies 412,999 511,688 516,488 513,617 Capital 25,432 357,778 920,586 897,154 TOTAL $7,109,106 $7,620,861 $7,819,706 $7,881,890 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Assistant City Manager* 0.10 0.10 0.10 0.10 Parks & Recreation Director* 0.60 0.60 0.60 0.60 Assistant Director of Parks 1.00 1.00 1.00 1.00 Assistant Director of Recreation* 0.80 0.80 0.80 0.80 Administrative Secretary* 0.80 0.80 0.80 0.80 Secretary* 0.80 0.80 0.80 0.80 Marketing /Special Projects Coordinator* 0.00 0.00 0.00 0.00 Communications /Events Manager 0.80 0.80 0.80 0.80 Senior Park Planner 1.00 1.00 1.00 1.00 Park Planner 1.00 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 1.00 Crewleader 2.00 2.00 2.00 2.00 Maintenance Worker II 4.00 4.00 4.00 4.00 Maintenance Worker 1 11.00 11.00 11.00 11.00 Parks Superintendent* 0.80 0.80 0.80 0.80 Landscape Horticulturist* 0.80 0.80 0.80 0.80 Tennis Center Manager 1.00 1 1.00 1 1.00 1.00 DEPARTMENT FUND PARKS & RECREATION PARK FACILITIES DEVELOPMENT PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Head Tennis Professional 1.00 1.00 1.00 1.00 Assistant Tennis Professional 2.00 2.00 2.00 2.00 Recreation Center Manager 1.00 1.00 1.00 1.00 Assistant Manager 1.00 1.00 1.00 1.00 Customer Service Clerk 1.00 1.00 1.00 1.00 Fitness /Wellness Coordinator 0.00 0.00 0.00 0.00 Fitness Coordinator 1.00 1.00 1.00 1.00 Building Operations Supervisor 1.00 1.00 1.00 1.00 Building Maintenance Worker 1.00 1.00 1.00 1.00 Aquatics Supervisor 1.00 1.00 1.00 1.00 Aquatics Program Coordinator 1.00 1.00 1.00 1.00 Recreation /Sports Coordinator 0.00 0.00 0.00 0.00 Recreation Coordinator 1.00 1.00 1.00 1.00 Event Center Supervisor 0.00 0.00 0.00 0.00 Banquet & Hospitality Coordinator 1.00 1.00 1.00 1.00 Seasonal Maintenance Worker PT /S 0.23 0.23 0.23 0.23 Court Maintenance PT -1 0.49 0.49 0.49 0.49 Tennis Pro Shop Staff PT -5 1.61 1.61 1.61 1.61 Tennis Instructors PT -4 0.61 0.61 0.61 0.61 Tennis Instructor II PT -1 0.50 0.50 0.50 0.50 Guest Service Leads PT -5 1.72 2.98 3.11 3.18 Guest Service Attendants PT -14 4.04 7.00 5.38 5.45 Fitness Attendants PT -4 2.10 2.10 1.95 1.95 Building Maintenance Workers PT -2 0.53 1.05 1.05 1.20 Lead Lifeguards PT -5 1.51 2.63 3.11 3.14 Lifeguards PT -32 5.15 13.00 10.31 10.44 Swim Instructors PT -10 0.98 0.00 1.88 1.88 Water Slide Attendant PT -8 0.00 0.00 2.29 2.29 Play Time Attendants PT -4 1.62 2.80 2.80 2.80 Summer Camp Director PT /S 0.27 0.27 0.27 0.27 Summer Camp Counselors PT /S 2.18 2.18 2.18 2.18 PT Catering and Sales Coordinator PT -1 0.00 0.00 0.00 0.50 PT Office and Sales Coordinator PT -1 0.00 0.00 0.00 0.50 Banquet & Hospitality Assistant Coordir PT -2 1.00 1.05 1.05 1.05 Banquet & Hospitality Attendants PT -4 2.00 2.10 2.10 2.10 * Positions partially funded in this activity. Full -Time 40.50 40.50 40.50 40.50 Part-Time (Full -Time Equivalents) 26.53 40.60 40.91 42.36 TOTAL 67.03 81.10 81.41 82.86 DEPARTMENT FUND PARD - ADMINISTRATION - 7501 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $504,230 $508,324 $515,052 $533,875 General Services 0 0 0 0 Maintenance 104,445 111,733 111,733 119,259 Sundry 45,424 50,620 50,620 53,089 Supplies 1,470 2,076 2,076 2,076 Capital 0 0 0 0 TOTAL $655,569 $672,753 $679,481 $708,299 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Assistant City Manager* 0.10 0.10 0.10 0.10 Parks & Recreation Director* 0.60 0.60 0.60 0.60 Assistant Director of Parks 1.00 1.00 1.00 1.00 Assistant Director of Recreation* 0.80 0.80 0.80 0.80 Administrative Secretary* 0.80 0.80 0.80 0.80 Secretary* 0.80 0.80 0.80 0.80 Marketing /Special Projects Coordinator* 0.00 0.00 0.00 0.00 Communications /Events Manager 0.80 0.80 0.80 0.80 * Positions partially funded in this activity. Full -Time 4.90 4.90 4.90 4.90 Part-Time (Full -Time Equivalents) 0.00 0.00 0.00 0.00 TOTAL 4.90 4.90 4.90 4.90 DEPARTMENT FUND PARD - OPERATIONS - 7502 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $1,180,739 $1,262,360 $1,151,952 $1,248,046 General Services 311,133 288,653 418,397 383,108 Maintenance 56,446 57,162 52,852 55,494 Sundry 34,402 27,189 31,499 29,962 Supplies 180,849 235,962 235,962 233,325 Capital 0 0 0 0 TOTAL $1,763,569 $1,871,326 $1,890,662 $1,949,935 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Senior Park Planner 1.00 1.00 1.00 1.00 Park Planner 1.00 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 1.00 Crewleader 2.00 2.00 2.00 2.00 Maintenance Worker II 4.00 4.00 4.00 4.00 Maintenance Worker 1 11.00 11.00 11.00 11.00 Parks Superintendent* 0.80 0.80 0.80 0.80 Landscape Horticulturist* 0.80 0.80 0.80 0.80 Part -Time: Seasonal Maintenance Worker 0.23 0.23 0.23 0.23 * Position partially funded in this activity. Full -Time 21.60 21.60 21.60 21.60 Part-Time (Full -Time Equivalents) 0.23 0.23 0.23 0.23 TOTAL 21.83 21.83 21.83 21.83 DEPARTMENT FUND PARD - CULTURE & RECREATION - 7503 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $217,798 $0 $0 $0 General Services $75,660 0 0 0 Maintenance $2,124 0 0 0 Sundry $76,502 0 0 0 Supplies $21,023 0 0 0 Capital $0 0 0 0 TOTAL $393,108 $0 $0 $0 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED * Position partially funded in this activity. Full -Time 0.00 0.00 0.00 0.00 Part -Time (Full -Time Equivalents) 0.00 0.00 0.00 0.00 TOTAL 0.00 0.00 0.00 0.00 DEPARTMENT FUND PARD - TENNIS CENTER- 7506 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $411,303 $405,230 $410,214 $418,483 General Services 4,710 6,350 6,350 6,350 Maintenance 13,139 20,102 20,102 20,102 Sundry 38,381 42,794 42,794 43,701 Supplies 118,592 126,100 126,100 120,266 Capital 5,182 5,800 5,800 5,800 TOTAL $591,306 $606,376 $611,360 $614,702 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Tennis Center Manager 1.00 1.00 1.00 1.00 Head Tennis Professional 1.00 1.00 1.00 1.00 Assistant Tennis Professional 2.00 2.00 2.00 2.00 Part -Time: Court Maintenance 0.49 0.49 0.49 0.49 Tennis Pro Shop Staff 1.61 1.61 1.61 1.61 Tennis Instructors 0.61 0.61 0.61 0.61 Tennis Instructor II 0.50 0.50 0.50 0.50 * Positions partially funded in this activity. Full -Time 4.00 4.00 4.00 4.00 Part-Time (Full -Time Equivalents) 3.21 3.21 3.21 3.21 TOTAL 7.21 7.21 7.21 7.21 DEPARTMENT FUND PARD - RECREATION CENTER - 7531 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $224,278 $466,439 $444,283 $458,608 General Services 5,132 9,150 9,943 10,132 Maintenance 14,432 6,383 8,928 9,065 Sundry 62,101 127,716 135,716 141,463 Supplies 40,730 24,850 29,650 29,650 Capital 0 0 0 0 TOTAL $346,674 $634,538 $628,520 $648,918 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Recreation Center Manager 1.00 1.00 1.00 1.00 Assistant Manager 1.00 1.00 1.00 1.00 Customer Service Clerk 1.00 1.00 1.00 1.00 Part -Time: Guest Service Leads 1.72 2.98 3.11 3.18 Guest Service Attendants 4.04 7.00 5.38 5.45 * Positions partially funded in this activity. Full -Time 3.00 3.00 3.00 3.00 Part-Time (Full -Time Equivalents) 5.75 9.98 8.49 8.63 TOTAL 8.75 12.98 11.49 11.63 DEPARTMENT FUND PARD - FITNESS - 7532 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $56,501 $125,807 $127,448 $129,047 General Services 68,074 179,900 179,900 179,900 Maintenance 3,138 10,000 10,000 10,800 Sundry 396,401 1,087 1,087 420 Supplies 233 3,000 3,000 3,600 Capital 20,250 0 0 6,050 TOTAL $544,597 $319,794 $321,435 $329,817 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Fitness /Wellness Coordinator 0.00 0.00 0.00 0.00 Fitness Coordinator 1.00 1.00 1.00 1.00 Part -Time: Fitness Attendants 2.10 2.10 1.95 1.95 * Positions partially funded in this activity. Full -Time 1.00 1.00 1.00 1.00 Part-Time (Full -Time Equivalents) 2.10 2.10 1.95 1.95 TOTAL 3.10 3.10 2.95 2.95 DEPARTMENT FUND PARD - BUILDING OPERATIONS - 7533 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $67,127 $134,587 $136,221 $144,246 General Services 0 1,000 1,000 1,000 Maintenance 230 8,200 8,200 13,022 Sundry 0 250 250 300 Supplies 11,091 30,600 30,600 33,600 Capital 0 0 0 0 TOTAL $78,449 $174,637 $176,271 $192,168 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Building Operations Supervisor 1.00 1.00 1.00 1.00 Building Maintenance Worker 1.00 1.00 1.00 1.00 Part -Time: Building Maintenance Workers 0.53 1.05 1.05 1.20 * Positions partially funded in this activity. Full -Time 2.00 2.00 2.00 2.00 Part-Time (Full -Time Equivalents) 0.53 1.05 1.05 1.20 TOTAL 2.53 3.05 3.05 3.20 DEPARTMENT FUND PARD - AQUATIC /INDOOR - 7534 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $201,609 $480,399 $465,093 $468,797 General Services 17,842 56,340 16,340 16,340 Maintenance 1,455 4,000 4,000 4,000 Sundry 893 600 600 440 Supplies 15,245 25,800 25,800 25,800 Capital 0 0 0 0 TOTAL $237,044 $567,139 $511,833 $515,377 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Aquatics Supervisor 1.00 1.00 1.00 1.00 Aquatics Program Coordinator 1.00 1.00 1.00 1.00 Part -Time: Lead Lifeguards 1.51 2.63 3.11 3.14 Lifeguards 5.15 13.00 10.31 10.44 Swim Instructors 0.98 0.00 1.88 1.88 Water Slide Attendant 0.00 0.00 2.29 2.29 * Positions partially funded in this activity. Full -Time 2.00 2.00 2.00 2.00 Part-Time (Full -Time Equivalents) 7.64 15.63 17.58 17.74 TOTAL 9.64 17.63 19.58 19.74 DEPARTMENT FUND PARD - RECREATION SPORTS - 7535 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $95,357 $123,459 $184,022 $188,243 General Services 46,575 161,144 161,144 130,000 Maintenance 0 3,000 3,000 3,000 Sundry 103 245 245 545 Supplies 11,724 13,000 13,000 15,000 Capital 0 0 0 0 TOTAL $153,760 $300,848 $361,411 $336,788 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Recreation /Sports Coordinator 0.00 0.00 0.00 0.00 Recreation Coordinator 1.00 1.00 1.00 1.00 Part -Time: Play Time Attendants 1.62 2.80 2.80 2.80 Summer Camp Director 0.27 0.27 0.27 0.27 Summer Camp Counselors 2.18 2.18 2.18 2.18 * Positions partially funded in this activity. Full -Time 1.00 1.00 1.00 1.00 Part-Time (Full -Time Equivalents) 4.07 5.25 5.25 5.25 TOTAL 5.07 6.25 6.25 6.25 DEPARTMENT FUND PARD - EVENT CENTER - 7536 PARK FACILITIES DEVELOPMENT EXPENDITURES 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Salaries $69,959 $140,554 $141,989 $185,216 General Services 0 2,000 2,000 7,000 Maintenance 0 0 0 0 Sundry 3,617 13,200 13,200 13,690 Supplies 12,042 50,300 50,300 50,300 Capital 0 0 0 0 TOTAL $85,618 $206,054 $207,489 $256,206 PERSONNEL SUMMARY 2011 -12 2012 -13 2012 -13 2013 -14 ACTUAL ADOPTED REVISED PROPOSED Full -Time: Event Center Supervisor 0.00 0.00 0.00 0.00 Banquet & Hospitality Coordinator 1.00 1.00 1.00 1.00 Part -Time: PT Catering and Sales Coordinator 0.00 0.00 0.00 0.50 PT Office and Sales Coordinator 0.00 0.00 0.00 0.50 Banquet & Hospitality Assistant Coordinators 1.00 1.05 1.05 1.05 Banquet & Hospitality Attendants 2.00 2.10 2.10 2.10 * Positions partially funded in this activity. Full -Time 1.00 1.00 1.00 1.00 Part-Time (Full -Time Equivalents) 3.00 3.15 3.15 4.15 TOTAL 4.00 4.15 4.15 5.15 DEPARTMENT/ DIVISION FUND PARKS & RECREATION — ADMINISTRATION PARK FACILITIES DEVELOPMENT PROGRAM NAME PARKS AND RECREATION ADMINISTRATION DESCRIPTION / MISSION Administration is responsible for the direction, leadership and progressive vision necessary to effectively and efficiently direct, advise and assist the Parks and Recreation Department and NRH2O Family Water Park staff in providing innovative and quality parks and recreation services. The Parks System is comprised of 34 parks, trails, recreation facilities and municipal properties totaling 785 acres. The Department provides recreational, cultural and life enriching activities, which contribute to quality of life and a sense of community for our residents. Administration also manages and oversees the Parks Capital Improvement Program and provides oversight of Iron Horse Golf Course. Parks and Recreation Vision Statement - To create an environment where people play, laughter counts, communities grow and learn, and everyone matters. GOALS • To provide administrative direction and support for Park Operations & Maintenance, Park Development & Planning, Recreation, Athletics, Cultural Arts, Senior Adult Services, Richland Tennis Center, NRH2O Family Water Park and Iron Horse Golf Course. (Sense of Community) • To build community partnerships and agreements with other agencies and community organizations to enhance and expand resources. (Financial Stability) • To support economic development efforts and other city departments. (Financial Stability) • To provide quality customer service, innovative programs and well maintained parks and facilities that contribute to quality of life and a healthy community. (Sense of Community) • To provide a positive work environment for all employees that encourages innovation, teamwork, accountability and employee development. (Positive City Image) • To Support City Council Goals and Objectives. OBJECTIVES • Monitor all Parks and Recreation division budgets to ensure appropriate allocation, budget compliance accountability and efficient use of resources. • Ensure each division budget is within adopted expenditures. • Respond in a reasonable time frame to requests from citizens and other City Departments. • Continue to work with the Park and Recreation Board by coordinating six meetings each year and by providing the Board with bi- weekly written updates. • Conduct formal staff meetings on a regular basis with division managers. • To update the 2007 Parks, Recreation and Open Space Master Plan. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: # Of administrative personnel (FTEs): Managing Director 0.60 0.60 0.60 Assistant Director of Recreation 0.80 0.80 0.80 Assistant Director of Parks 1.00 1.00 1.00 Administrative Secretary 0.80 0.80 0.80 Secretary 0.80 0.80 0.80 Communications and Events Manager 0.80 0.80 0.80 Outputs: # Of capital projects managed 13 13 13 # Of Park Board meetings 6 7 6 # Of citizen concerns /requests received' 538 179 170 # Of Park Board bi- weekly updates 24 24 24 Efficiency: % Of departmental objectives met 95.00% 100.00% 100.00% % Of citizens concerns /requests acted upon 97.00% 100.00% 100.00% Effectiveness: % Of objectives completed by target date 96.00% 97.00% 98.00% % Of citizens concerns /requests responded to within 24 hours 91.00% 95.00% 95.00% 1. FY 2011 -12 number related to opening of NRH Centre. DEPARTMENT/ DIVISION FUND PARKS & RECREATION — PARKS & PUBLIC GROUND PARK FACILITIES DEVELOPMENT PROGRAM NAME PARK DEVELOPMENT AND PLANNING DESCRIPTION / MISSION The Park Development and Planning Division promotes quality of life and provides for public health, safety and welfare for the citizens of North Richland Hills. The division manages the Parks and Recreation Capital Improvement Program (CIP) which includes Park System Infrastructure Maintenance projects, the Long Range Development Plan and includes projects for NRH and Iron Horse Golf Course. The Division utilizes the principles of park planning, landscape horticulture and landscape architecture to offer the technical expertise necessary to comprehensively plan for a high quality park system and to offer a wide range of support to Parks and Recreation, other city -wide departments and the Development Review Committee. GOALS • To provide superior planning, design and construction for development of all CIP projects to include Park System Infrastructure Maintenance, and to continue to provide support to city-wide departments to create and maintain an increased quality of life for citizens. (Sense of Community) • To enhance and augment the existing Capital Improvement Program budget with grant funding and in -kind contributions. (Financial Stability) • To provide for long -range sustainability of park infrastructure by updating and managing the Park System Infrastructure Maintenance Plan.(Positive City Image) • To continue implementation of the priorities provided by the Park, Recreation and Open Space Master Plan, City Council, and citizens of North Richland Hills. (Sense of Community) • To continue to provide a wide range of support of a wide variety of city projects where applicable. OBJECTIVES • Complete the development of plans and specifications and provide construction management for sales tax and bond funded projects: John Barfield and Calloway Branch Trails; Adventure World Playground; Iron Horse Creek Erosion; Park and Richland Tennis Center Infrastructure Maintenance projects; Annual Tree Planting and NRH 2 0 projects. • Manage projects that provide for renovation, repair or replacement of aging park system and Richland Tennis Center infrastructure as identified in their respective Infrastructure Maintenance Plans. • Provide in- house plans and specifications for the Fossil Creek Neighborhood Park Development project. • Ensure that identified projects, approved by the City Council, are initiated in a timely manner with the highest level of quality possible. • Ensure continual inspection and accurate record keeping for the trail development projects for full reimbursement from TxDOT. • Solicit federal reimbursement requests for grant funded projects within one month of disbursing payments to contractors. • Provide landscape architectural consultation to DRC development projects, municipal projects and other projects that require landscape architecture services. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: # of Park Planning Staff 2 2 2 Funding allocated for CIP projects $2,133,200.00 $1,519,598.00 $3,012,981.00 Funding allocated for NRH2O capital projects $90,000.00 $452,000.00 $209,100.00 Outputs: # of CIP with NRH2O and Iron Horse projects managed 13 13 12 # of projects under the Infrastructure Maintenance Program (CIP) 11 8 10 # of projects that provide support to other city departments 5 7 TBD Total grant funding received $313,190.00 $1,084,207.00 $1,027,579.00 Efficiency: % of CIP projects that support Infrastructure Maintenance Program 46% 38% 45% % of projects that provide support to other departments 17% 25% TBD % funded by grant revenue 14% 55% 32% Effectiveness: % of total budgeted for capital projects that address the Park System, NRH and Iron Horse Erosion Master Plans. 100% 100% 100% DEPARTMENT/ DIVISION FUND PARKS & RECREATION — PARKS PARK FACILITIES DEVELOPMENT PROGRAM NAME PARK MAINTENANCE AND OPERATIONS DESCRIPTION / MISSION Park Maintenance and Operations provides safe, well maintained and aesthetically appealing parks, recreation, municipal and open space properties with a high level of customer service achieved through skilled landscape maintenance and construction professionals. The division incorporates progressive, innovative and environmentally responsible methods for maintaining 785 park acres, parks, facilities, trails, open spaces and municipal properties. Included in the maintenance responsibilities are 30 highly competitive sport fields, 30 playground structures, more than 4 acres of landscape beds and more than 14,000 park irrigation heads. The division is also responsible for maintaining and caring for the city's public tree inventory. GOALS • To provide well maintained, safe, clean and aesthetically pleasing parks, trails, open spaces and public grounds. (Positive City Image) • To develop and employ lean strategic initiatives and techniques of identifying and maximizing all available resources to provide the highest level of maintenance standards possible for the citizens of North Richland Hills. (Sense of Community) • To enhance opportunities of capitalizing on performance levels by creating a well organized, rewarding and productive work environment in a manner consistent with the public's expectations. (Safety and Security) • To employ sustainable maintenance practices designed to achieve adopted maintenance standards while preserving and protecting the environment and providing educational opportunities to our citizens. (Positive City Image) OBJECTIVES • Continue to research and utilize new innovative technology that will efficiently track and document daily maintenance tasks, ongoing park projects and park inspection reports. • Incorporate the Parks 360 Process Improvement Program into the daily park maintenance culture. • Revise and document park maintenance standards and best maintenace practices to provide an efficient grounds management tool. • Research and evaluate contracting various park maintenance responsiblities for cost effective and quality services. • Conduct and document monthly inspections of playgrounds to ensure 100% compliance with National Playground Safety Institute (NSPI) standards and ADA requirements. • Continue to integrate into the park maintenance program, facility and equipment safety procedures and inspections. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: # Of budgeted field labor employees (FTEs) 22.00 23.00 19.00 Budgeted contract mowing services $338,844.00 $352,398.00 $402,389.00 Budgeted contract landscaping services NA NA $131,552.00 Outputs: Total park /facilities acres maintained 756 acres 756 acres 785 acres Total square feet of landscape beds maintained 111,980 sq ft 111,980 sq ft 175,980 sq ft Total linear miles of walking trails maintained 20.5 miles 20.5 miles 29.5 miles Total playground units maintained 30 30 30 Total park irrigation systems maintained 35 35 38 Efficiency: # Of acres per FTE field labor employee 34 acres 33 acres 41 acres % Of budgeted contract services 12.23% 12.78% 19.30% % Of monthly playground inspections performed 100.00% 100.00% 100.00% % Of annual irrigation audits performed 100.00% 100.00% 100.00% Effectiveness: % Increase in landscape maintenance 83.00% 0.00% 57.00% % Change of budgeted contract services 0.00% 4.00% 51.50% % Change of playground inspections completed 0.00% 0.00% 0.00% % Change of irrigation audits completed 0.00% 0.00% 0.00% Outcomes: NRH citizen survey — park maintenance: excellent/good rating 95.00% N/A TBA DEPARTMENT/ DIVISION FUND PARKS & RECREATION — RICHLAND TENNIS COURTS PARK FACILITIES DEVELOPMENT PROGRAM NAME RICHLAND TENNIS CENTER DESCRIPTION / MISSION The Richland Tennis Center provides tennis programs, classes, camps, leagues and tournaments for North Richland Hills and area communities. This program is responsible for the overall operations and management of the Richland Tennis Center, which includes 16 lighted courts, a pro shop, locker rooms and a meeting room. It is responsible for the administration, facility maintenance and general supervision of all tennis center activities such as ball machine rentals, public court rentals, facility rentals and team rentals by the United States Tennis Association, Tennis Competitors of Dallas and the Northeast Tarrant Tennis Association. This program also manages the Joint Use Agreement with the Birdville Independent School District for the use of eight courts during the school year and the use of all courts for school tournaments. GOALS • To provide innovative and a wide range of quality tennis programs including group and private lessons, drills, tournaments and camps that promote tennis as a lifetime sport. (Sense of Community) • To collaborate with BISD, regional and national tennis associations to promote adult and youth participation in tennis. (Positive City Image) • To contribute to city wide economic development efforts by coordinating tournaments and special events. (Financial Stability) • To provide quality and responsive customer service. (Positive City Image) OBJECTIVES • Increase the number of group and private lessons and drills taught from 1,989 to 2,028 (2 %). • Increase the number of league participants from 8,291 to 8,373 (1 %). • Coordinate home matches of 125 teams (USTA, NETT, TCD) for the three (3) playing seasons (Fall, Winter /Spring, & Summer seasons). • Provide a wide variety of items for resale including apparel, racquets, accessories and strings. • Plan, coordinate and implement two (2) USTA sanctioned tournaments, three (3) Mid - Cities circuit tournaments and three (3) special events. • Coordinate Richland High School court use for daily practices and the use of RTC by BISD for five (5) tournaments per year. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: Facility hours of operation 4,468 hours 4,468 hours 4,468 hours # Of full -time employees 4.00 4.00 4.00 # Of part -time staff (FTEs) 3.21 FTE 3.21 FTE 3.21 FTE Outputs: Richland Tennis Center revenue' $382,248.00 $367,482.00 $370,882.00 # Of leagues held 61 61 61 # Of league participants 8,291 8,291 8,373 # Of lessons taught (group, private, drills) 1,989 1,989 2,028 # Of tournaments /special events 10 9 9 # Of usta, nett, tcd matches coordinated 518 518 518 # Of usta, nett, tcd participants 6,736 6,736 6,736 # BISD yearly participation 17,094 17,000 17,000 Revenue from merchandise sales $49,905.00 $50,000.00 $52,000.00 Efficiency: Total tennis center revenue /FTE $53,016.00 $50,968.00 $51,440.00 % Of league growth 28.00% 0.00% 1.00% Cost recovery ratio for merchandise sales 1.5 1.5 1.5 Effectiveness: Tennis center participation /visits 54,196 54,196 54,204 # Of leagues offered /number of leagues played 56/61 61 /61 61 /61 Outcomes: Customer satisfaction rating (scale 1 -4) 3.4 3.4 3.5 "FY12 -13 Revised reduction in revenues of $14,766 due to not running the Champ Major Zone tournament this year (FY12113). DEPARTMENT/ DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME NRH CENTRE ADMINISTRATION DESCRIPTION / MISSION The NRH Centre Management and Operations division oversees the daily operations and supervision of the following areas: indoor aquatics, fitness /wellness, recreation programming and sports leagues. The NRH Centre, an 86,000 square foot state -of- the art LEED certified complex, provides health, wellness, aquatics and recreation programs and events for all ages within the community. The NRH Centre offers amenities for all ages and stages of life, including: a double gymnasium, indoor aquatics facility, fitness areas, elevated walk/run track, multi - purpose rooms, pre - school and a therapeutic massage room. The NRH Centre encompasses programming and services that include a wide variety of areas such as: physical development, group fitness, personal training, massage therapy, family enrichment, active adult wellness, indoor aquatics, youth birthday parties, swim lessons, sports leagues, special events, children and youth programs and camps. GOALS • To provide remarkable guest service with attention to member /guest relationships and responsive communication. (Preserve Positive City Image) • To manage and provide a safe, clean and attractive facility. (Safety and Security) • To manage revenues and expenses to achieve targeted net revenue goals. (Financial Stability) • To incorporate health and wellness emphasis within all recreation and aquatics programs and services. (Sense of Community) • To provide innovative and creative quality classes, programs, services and events by maximizing the capacity of the NRH Centre. (Sense of Community) OBJECTIVES • Fiscally manage identified cost centers to meet overall cost recovery goal of 75 %, with programming divisions operating at 100% cost recovery. • Coordination of Guest Service training schedule for continual staff development within all aspects of guest relations. • Develop educational and promotional materials and information for the NRH Centre Membership sales achieving an 80% retention rate of annual memberships within the first year of NRH Centre operations. • Continue development of innovative classes /programs in all cost centers of the NRH Centre. Continued use and development of • Ongoing development and utilization of online guest service surveys through Constant Contact 4 times per year to obtain specific feedback on guest service, membership, and facility operations. • Development of a membership marketing and retention plan including promotional events emphasizing membership connections, communications and connectedness. • Utilize Constant Contact, Facebook, Twitter and the NRH Centre website for web based communications, email promotions and advertising to feature NRH Centre memberships, programs, services, and events to current and future guests. • Conduct internal training on the NRH Centre website including weekly reviews and updates of website information and content. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: Full -Time Center Mgmt (FTE) 3.00 3.00 3.00 Part -Time Guest Service Team (FTE) 9.98 9.98 9.98 Outputs: Total # of membership types sold 4,437 5,800 5,800 Total membership revenue (annual, monthly, and drop in membership sales) $930,491.00 $1,386,900.00 $1,386,900.00 Annual attendance 176,894 339,728 341,000 Total NRH Centre Revenue $1,376,186.00 $2,323,512.00 $2,355,730.00 Efficiency: # Of patrons served per FTE (based on 12.98 FTE) 13,628 29,283 30,678 % Classes made 73.00% 80.00% 80.00% % Cost recovery 86.00% 88.00% 88.00% DEPARTMENT/ DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME NRH CENTRE ADMINISTRATION 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Effectiveness: Average daily recreation center attendance (FY12 =170 days) 1,041 1,050 1,100 % Annual Membership Renewed N/A 80.00% 82.00% % Change in cost recovery from prior year N/A 2.00% 0.00% Retention Rate % for at least 12 months N/A 80.00% 80.00% Outcomes: Guest satisfaction rating (scale of 1 -4) N/A 3.75 3.85 1 AII FY2011 -12 data reflects April 2012 - September 2012. DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME FITNESS PROGRAMS AND SERVICES DESCRIPTION / MISSION The Fitness Programs and Services division implements a thorough wellness program that encourages a healthy lifestyle through general wellness, fitness pursuits, exercise and nutrition education. In addition, this division meets the needs of those seeking sport- specific training, conditioning and physical therapeutic needs. This division recruits, hires, and evaluates part- time Fitness Attendants, health /wellness instructors, contract and certified group fitness instructors, personal trainers, dietitians and massage /yoga therapists. GOALS • To promote and provide innovative wellness programs and services to the community. (Sense of Community) • To recruit, hire and retain high quality part -time Fitness Attendants, contract certified group fitness instructors, personal trainers, dietitians, massage /yoga therapists and instructors for wellness programs and services. (Positive City Image) • To manage revenues and expenses to achieve targeted net revenue goals. (Financial Stability) • To manage and coordinate the Iifespan of all fitness equipment inventory. (Positive City Image) OBJECTIVES • Provide exceptional guest service through timely response within 24 hours of receiving questions, comments or feedback. • Research current trends and customer service evaluations for redeveloping and implementing an innovative and well- balanced fitness and wellness program. • Offer 240 health /wellness classes with 80% of the offered classes being conducted beyond the minimum per class enrollment. • Develop membership utilization reports and have Fitness Attendants contact members who have not scanned in to the NRH Centre for more than two weeks. • Average 3,100 SilverSneakers visits per month. • Conduct internal marketing promotions 12 times per year. (visit drivers, frequent buyer, giveaways, renewal discounts, etc.) • Coordinate and facilitate an active and creative Group Fitness schedule weekly by offering a variety of 52 classes per week. • Fiscally manage all Fitness Cost Center operations through weekly reporting, timely updates with changes to programming and daily communication with all Fitness personnel. • Research and develop best practices for promotion and guest registrations and bookings of Personal Training, Nutrition and Massage /Yoga Service sessions. • Schedule external detailed preventative maintenance on fitness equipment 12 times per year; with internal maintenance checks conducted daily, including development of internal maintenance reporting and tracking system. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: Fitness Coodinator FTE 1 1 1 # of PT Fitness Attendants (FTE) 1.17 2.10 2.10 # Of contract instructor hours (HW, PT, MT, GF, SS, NC, YT) 3,122 hours 11,000 hours 11,000 hours Total contract instructor pay $67,980.00 $179,900.00 $179,900.00 Outputs: # Of health and wellness classes offered 113 240 240 # Of annual add -on group fitness passes sold 613 800 800 # Of daily drop -in group fitness passes sold 378 700 700 # Of weekly Group Fitness classes offered 52 52 52 # Of SilverSneakers® participant visits /scans 18,283 36,500 38,000 Total fitness programs /services revenue $172,767.18 $319,890.00 $320,890.00 Efficiency: Direct cost recovery ratio (includes contract instructor pay) 2.54 2.09 2.09 # Of health and wellness classes made 60 192 192 Effectiveness: % Health /wellness classes made 53% 80% 80% DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME FITNESS PROGRAMS AND SERVICES 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Effectiveness Continued: # Of health /wellness enrolled program registrants 492 1,062 1,062 Average # of monthly Group Fitness participants 1,445 1,529 1,529 Average # of silversneakers visits /scans per month 3,047 3,042 3,162 Outcomes: Customer satisfaction rating (scale 1 -4) 3.80 3.80 3.80 1. FY 2011 -2012 data reflects April 2012 - September 2012. DEPARTMENT/ DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME RECREATION — SPORTS PROGRAMS AND SERVICES DESCRIPTION / MISSION The Recreation and Sports division of the NRH Centre provides recreation programming for children, spring break /summer day camps, and youth sports camps. Youth recreational programming includes classes and activities to enhance the emotional, physical, social and educational development of our youngest community members while encompassing fun and hands -on learning for ages one to fifteen years. In the area of sports programs, this division organizes and manages non - competitive and introductions to sports and sport special events. GOALS • To provide quality recreation and educational programs to children and youth. (Sense of Community) • To provide quality indoor sports programs for youth and adult. (Sense of Community) • To offer quality service and instruction to program participants. (Sense of Community) • To provide safe and fun programs that allow families to become more physically active together. (Sense of Community) • To operate with the highest possible standards of guest service, continually evaluating satisfaction and quality of service performance. (Positive City Image) OBJECTIVES • Offer 333 youth classes with 85% of youth classes offered being conducted beyond the per class minimum enrollment. • Fiscally manage all Recreation /Sports Cost Center operations through weekly reporting, timely updates with changes to programming and daily communication with instructors, officials and staff. • Coordinate family programs with the Aquatics and Fitness Divisions that promote health and wellness through "family nights" and family classes. • Offer 11 weeks of Camp NRH meeting 95% registration capacity. • Regularly evaluate programs and leagues through participant feedback forms, talking to guests about their experience, providing electronic program assessments and updating Facebook page to market recreation and sports programs. • Provide exceptional guest service through timely response within 24 hours of receiving guest correspondences. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: # Of full -time staff FTEs 1.0 FTE 1.0 FTE 1.0 FTE # Of youth contract instructor hours 2,770 hours 4,200 hours 4,200 hours # Of part time play time FTEs .99 FTE 1.98 1.98 Amount of youth contract instructor pay $52,412.00 $91,149.00 $92,000.00 Amount of summer camp staff pay $43,162.25 $52,514.00 $52,514.00 Amount of Camp NRH supplies /equipment $7,267.82 $8,900.00 $10,000.00 Amount of sports officials payments $5,025.00 $26,517.50 $26,517.50 Amount of sports camp instructor payments $1,052.04 $5,215.00 $5,215.00 Outputs: # Of youth programs offered 163 333 333 # Of family programs offered 0 4 4 # Of summer Camp NRH participants 603 682 682 # Of play time participant attendance 2,615 4,217 4,300 # Of youth sports camps offered 13 10 10 Total Recreation and Sports revenue $145,818.00 $276,002.00 $277,940.00 Efficiency: # Of youth program sessions made 117 266 283 # Of enrolled participants in classes 722 3,220 3,220 Average # of weekly play time participants 78 81 83 Effectiveness: % Of youth program sessions made 72.00% 80.00% 85.00% % Of Camp NRH registration capacity 87.00% 95.00% 95.00% # Of new programs offered 37 30 30 DEPARTMENT/ DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME RECREATION — SPORTS PROGRAMS AND SERVICES 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Effectiveness Continued: # Of family event/program participants 0 200 200 Outcomes: Overall customer rating youth programs (scale 1 -4) 3.70 3.80 3.80 I FY2011 -12 data reflects April 2012 - September 2012. DEPARTMENT/ DIVISION FUND PARKS & RECREATION — COMMUNICATIONS & EVENTS PARK FACILITIES DEVELOPMENT PROGRAM NAME NRH EVENT CENTER DESCRIPTION / MISSION The Grand Hall at the NRH Centre, a 9,500 square foot distinctive up -scale facility, provides accommodations for both private and public functions. The facility accommodates up to 325 people in the main ballroom, which can be subdivided into three spaces. The Grand Hall also includes a second floor terrace, which accomdates 75 people and a connecting civic plaza that holds an additional 1,000 people. Use of the Grand Hall includes: meetings, weddings, social events, banquets, exhibits, trade shows or any large rental.The purpose of this facility is to provide the community with an upscale venue to host rental functions in any of the flexible use spaces of the Grand Hall. GOALS • To manage revenues and expenses to achieve targeted net revenue goals. (Financial Stability) • To contribute to the overall city wide economic development efforts by attracting visitors and guests to events hosted at the facility. (Financial Stability) • To operate with the highest possible standards of customer service, continually evaluating customer satisfaction and quality of service performance. (Positive City Image) • To manage and provide a safe, clean and attractive facility. (Safety and Security) OBJECTIVES • Generate $200,000 in Grand Hall Revenue. (12 months) • Manage 160 paid rental bookings at the Grand Hall. (12 months) • Serve 652 people per week in all bookings; 33,880 visits per 12 month time frame. • Utilize traditional, electronic and social media to promote and market the Grand Hall for rentals and events. • Provide staff with necessary information and ongoing training to achieve quality service performance goals. • Conduct customer surveys after each event to obtain feedback on service and facility operations. • Pursue new and future clients by actively selling the Grand Hall at trade shows, bridal shows, businesses & associations. • Coordinate with community partners for rentals to further enchance relations for the City and showcase the facilities. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: # of full -time employees (FTEs) 1.00 1.00 1.00 # of regular part -time employees (in FTEs) 3.00 3.00 3.00 Outputs: Total event center annual attendance 8,800 29,480 33,880 # of paid rental bookings 40 140 160 # recreation program bookings 43 150 175 # hosted bookings (internal & external) 17 45 50 # of total bookings all categories 100 335 385 Rental bookings revenue $25,859.00 $181,520.00 $200,000.00 # of familiarization tours given of facility 70 225 250 # of inquiries 482 600 620 Efficiency: # of patrons served per FTEs (based on 4.0 FTEs) 2,200 7,370 8,470 # of bookings and events completed 98 331 380 % of paid repeat bookings 20.00% 20.00% 22.00% % of paid completed bookings compared to projections 98.00% 98.00% 98.00% % of paid inquiries booked 12.00% 23.00% 26.00% Effectiveness: Average weekly event center attendance 400 567 652 Average number of paid events per week 2.0 2.7 3.1 Average number of total events per week 4.6 6.4 7.4 Outcomes: Client overall satisfaction rating (scale of 1 -4) 3.75 3.75 3.75 1. All FY 2011 -2012 Actual numbers based on a 22 week time frame. 2. All FY 2012 -2013 Revised numbers based on a 52 week time frame. 3. Includes Paid Attendees, Hosted & Internal Attendees, Programming Attendees 4. Formula is # of inquiries / # of paid events DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME AQUATICS — INDOOR DESCRIPTION / MISSION The NRH Centre Aquatics division provides aquatic programming and recreational swimming opportunities for members and guests. The Aquatics division is charged with providing the highest level of safety while emphasizing an environment that is positive, clean, safe and fun. The Aquatics division of the NRH Centre coordinates all Learn to Swim programs, aquatic special events, birthday parties, rental of the indoor aquatics facility and open swim scheduling. The aquatics team coordinates all safety training for aquatics personnel. The indoor aquatics facility includes three 25 yard lap lanes, a rock climbing wall with plunge pool, shallow open water play areas, a body tube slide, current channel for fitness walking and several shallow water play features. GOALS • To provide innovative and quality classes, programs, and events for the community. (Sense of Community) • To develop and maintain a thorough and successful risk management program. (Safety and Security) • To provide remarkable guest service with attention to member /guest relationships and responsive communications. (Positive City Image) • To manage and provide a safe, clean and attractive facility. (Safety and Security) • To manage revenues and expenses from all aquatic programs and services conducted through the Aquatics division. (Financial Stability) • To recruit, hire and train aquatic staff to provide high quality swimming programs and services. (Sense of Community) OBJECTIVES • Annually offer 500 all- inclusive learn to swim classes and private lessons with 80% of classes conducted at an average of 5 enrolled registrants per class made. • Uphold the Consulting Agreement for Professional Aquatic Safety and Risk Management with Ellis and Associates; pertaining to safety standards, lifeguard training and annual licensing. • Offer 8 indoor aquatic special events incorporating family activities and membership appreciation. • Continue to research and update the NRH Centre Aquatics risk management program to comply with local, state, and federal standards. Additionally, incorporate guest service training specific to the aquatic environment. • Fiscally manage all Aquatics Cost Center operations through weekly reporting, timely updates and changes as needed. • Establish an ongoing training and recognition program for all part -time Aquatics personnel that include test ready skills, weekly in- service, with monthly and seasonal audits, as well as maintaining required licenses and certifications. • Book an average of 10 out of 14 aquatic birthday parties per weekend. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: Aquatics Supervisor (FTEs) 1.00 1.00 1.00 Aquatics Program Coordinator (FTEs) 1.00 1.00 1.00 # Of part time Lead Lifeguards (FTEs) 1.51 2.63 2.63 # Of part time Lifeguards (FTEs) 5.15 11.75 11.75 # Of part time Swim Instructors (FTEs) 1.01 1.96 1.96 # Of part time Waterslide Attendant (FTEs) 0.63 1.25 1.25 Outputs: # Of learn to swim classes offered 224 500 500 # Of swim lesson enrolled registrants 758 2,000 2,000 # Of lifeguard in- service training hours required 560 1,152 1,440 # Of aquatic special events 5 8 8 # Of available aquatic birthday party bookings 322 728 728 Total Birthday Party and Pool Rental Revenue $36,680.00 $67,200.00 $73,000.00 Total Aquatics Program Revenue $49,298.00 $65,000.00 $70,000.00 Efficiency: # Of learn to swim classes made 186 400 400 # Staff attending in- service training 20 24 30 # Of aquatic special event participants 0 600 600 # Of aquatic birthday parties booked 178 520 520 DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME AQUATICS — INDOOR 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Effectiveness: % Of learn to swim classes made 83.00% 80.00% 80.00% % Of special events made 0.00% 100.00% 100.00% Average # of aquatic birthday parties per weekend 8 10 10 Outcomes: Guest satisfaction rating (scale 1 -4) 3.75 3.85 3.90 FY2011 -12 data reflects April 2012 - September 2012 DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME BUILDING OPERATIONS AND MAINTENANCE DESCRIPTION / MISSION The Building Operations and Maintenance division coordinates all daily janitorial and facility service needs for the 86,000 square foot NRH Centre complex. The primary mission of this division is to maintain all areas within the NRH Centre and provide regular preventative maintenance on all equipment used to operate the NRH Centre on a daily basis. The emphasis for Building Operations and Maintenance staff is to coordinate the highest level of cleanliness with the least amount of impact to the daily facility user while constantly adhering to all safety and facility system guidelines through sound and thorough maintenance and facility operation standards incoporating LEED practices and Green products within daily operations. GOALS • To manage and provide a safe, clean and attractive facility. (Safety and Security) • To provide remarkable guest service with attention to guest responsiveness and communications. (Positive City Image) • To develop and maintain a thorough and successful building maintenance risk management program. (Safety and Security) • To manage custodial expenses for all areas within the NRH Centre. (Financial Stability) • To recruit, hire and train building maintenance staff to provide efficient and high quality internal and external services. (Positive City Image) OBJECTIVES • Implement training and certification for the Building Maintenance personnel through the Cleaning Management Institute. In addition, incorporate "green" cleaning training within all NRH Centre operations. • Track all janitorial supply usage and costs to provide insight in to the next fiscal year facility operating needs through implementing and utilizing the 5S Organizational system for inventory of products and equipment. • Complete daily facility system and equipment checks for each area of the building. • Monitor and complete weekly inventory of all janitorial supplies. • Coordinate and communicate bi- weekly ordering system for janitorial supplies. • Coordinate and lead weekly staff briefings on the upcoming facility schedules with the coordination of all janitorial needs that are identified in each area of the facility: Aquatics, Locker areas, restrooms, classrooms, fitness areas, gymnasium, event center and senior center. • Review, monitor, and train on janitorial guidelines for all areas within the NRH Centre that provide efficient completion of tasks for maximum effectiveness of sanitizing and keeping all areas in aesthetically pleasing order. • Coordinate, report and record daily work orders for routine repairs. • Develop and coordinate in -house carpet cleaning routine maintenance schedule within operating hours timeline. 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Inputs: Building Operations Supervisor (FTEs) 1.00 1.00 1.00 Building Maintenance Worker (FTEs) 1.00 1.00 1.00 Part Time Building Maintenance Workers (FTEs) 1.05 1.05 1.05 Outputs: # Of monthly safety meetings 6 12 12 # of Square Feet cleaned and maintained 86,000 Sq. Ft. 86,000 Sq. Ft. 86,000 Sq. Ft. Total # of routine work orders reported (after warranties end) N/A 72 72 Efficiency: Average # of days equipment is inoperable once identified as N/A 2 2 "Out of Service" # Of square feet cleaned and maintained (based on 3.05 FTE) 28,197 Sq ft 28,197 Sq ft 28,197 Sq ft # Of restrooms cleaned and maintained daily 16 16 16 # Of routine work orders completed in -house N/A 48 48 # Of routine work orders completed by outside dept or vendor N/A 24 24 DEPARTMENT / DIVISION FUND PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT PROGRAM NAME BUILDING OPERATIONS AND MAINTENANCE 2011 -12 2012 -13 2013 -14 PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED Effectiveness: operations and maintenance division N/A 4 4 % Of routine work orders completed in -house N/A 67.00% 67.00% % Of routine work orders completed by outside dept or vendor N/A 33.00% 33.00% Outcomes: Guest satisfaction rating (out of a possible 4) N/A 3.5 3.8 M RH PARK & RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD OF DIRECTORS MEMORANDUM From: The Office of the City Manager Date: 8 -26 -2013 Subject: Agenda Item No. A.4 Conduct a Public Hearing on the Park and Recreation Facilities Development Corporation on the Proposed 2013/14 Annual Capital Projects Budget and Authorize Adoption Presenter: Vickie Loftice, Managing Director Summary: This Item is to hold a Public Hearing on the Park & Recreation Facilities Development Corporation Proposed Capital Budget and Authorize Adoption. General Description: The State laws regarding the Park & Recreation Facilities Development Sales Tax require the Corporation Board to hold a public hearing prior to the adoption of the budget. The notice of this public hearing was published in the Star Telegram newspaper in accordance with State law. The public hearing for the 2013/2014 Park & Recreation Facilities Development Corporation Budget was advertised for 6:15 p.m., August 26, 2013. The proposed 2013/2014 Park & Recreation Facilities Development Corporation Annual Capital Budget was reviewed by the City Council on August 2, 2013 at the City's annual budget work session. The revised capital budget includes additional funding for Adventure World Playground in the amount of $113,246. The majority of the funding is provided from savings from previously issued Parks CIP Certificates of Obligation. The proposed capital budget for 2013/2014 is $1,382,995 and includes funding allocation on two continuing trail projects. The Little Bear Creek Trail (John Barfield Trail) includes an additional amount of $253,808 in grant funding for the project. Five new projects include: the Barfield /Cotton Belt Trail Connector, Park Pond and Drainage, Park Infrastructure Maintenance, Richfield Park Improvement and Richland Tennis Center Infrastructure Management. The summary report and proposed detail sheets of the capital budget are attached for your review. In order to obtain citizen input on the proposed budget, it is suggested that the public hearing be opened for public comment. Recommendation: To conduct a public hearing and take action to approve the proposed 2013/2014 Park and Recreation Facilities Development Corporation Capital Projects Budget and recommend Council approval. Schedule 4 Parks & Recreation Capital Projects Budget Summary Pg. Map Continuing Projects 11 1 PK1201 Adventure World Playground Renovation 13 2 PK9601 Calloway Branch Trail Development [CMAQ] 15 3 PK9602 Little Bear Creek Trail Development(John Barfield Trail 0 Development)[ISTEA] 17 - PK0908 Trail Signage and Identification Total Continuing Projects New Projects 0 19 4 PK1401 Barfield /Cotton Belt Trail Connector 21 5 PK1402 Park Pond and Drainage 23 - PK1403 Park System Infrastructure Maintenance (2014) 25 6 PK1404 Richfield Park Improvements 27 7 PK1405 Richland Tennis Center Infrastructure Maintenance (2014) Total New Projects 55,000 Total Project Costs Funding Sources Federal /State Grants ISTEA Grant Funds Total Federal /State Grants Sales Tax Park Sales Tax Total Sales Tax Other Total Other Total Sources of Funds Project To Date 2013/14 Proposed 2014/15 Estimated 2015 To Completion Total 653,246 0 0 0 $ 653,246 1,218,906 290,905 0 0 $ 1,509,811 2,488,306 342,114 0 0 $ 2,830,420 55,000 0 0 0 $ 55,000 $ 4,415,458 $ 633,019 $ 0 $ 0 $ 5,048,477 0 45,000 0 0 $ 45,000 0 255,000 0 0 $ 255,000 0 132,500 0 0 $ 132,500 0 240,476 0 0 $ 240,476 0 77,000 0 0 $ 77,000 $ 0 $ 749,976 $ 0 $ 0 $ 749,976 $ 4,415,458 $ 1,382,995 $ 0 $ 0 $ 5,798,453 2,629,120 253,808 0 0 $ 2,882,928 $ 2,629,120 $ 253,808 $ 0 $ 0 $ 2,882,928 1,681,613 1,129,187 0 0 $ 2,810,800 $ 1,681,613 $ 1,129,187 $ 0 $ 0 $ 2,810,800 104,725 0 0 0 $ 104,725 $ 104,725 $ 0 $ 0 $ 0 $ 104,725 $ 4,415,458 $ 1,382,995 $ 0 $ 0 $ 5,798,453 fl I'�1 �r� H - �n■I s -e I ii ' F e t 1 ■ � L Will ■ VIII r � loll 23JUL 13 STANDARD MAPSICIP MAP_ CIP_ overview _2013_mxd City of North Richland Hills, Information Services- GIS Division 9 Adventure World Playground Renovation i i i z i J p a BURSEY RD BLUE BONNET d ZT D Q z PAINTBRUSH "• "v' EX FOR[ -}G -T ZT A Y Ro L-LING *, z A p �� p� T -I PPE- RARa'��� l K O°DHAVE (^ L{YN - DUN 6ERRY-0 � v, A _ Eo-MItERFr — < m � N HoL�c�w LN—�� Di nn rssEN� 0 ERrAR -DR w E w No- 4 °OGVJO(3D - G - T LL S €aEEr.Ft�ar = ©R DDU L 5-L�I OHNAU- TR'f - R. N O RTH R E- bJERTON w FWRK B r3oKE- R RICHLAND z 7 O t D 2 LrNSOLN DR a HILLS MAR KET y 6 f } QAKEIELD ' i c°RNE R C ! w v cam o 'FGYD �¢ v DuIN - N' i z w Project Locator Map �S ~ STARNES RD- ST "R "EAR° - w a �_D d C FFE- NW664R 1- -1 N R WOODBEND r zU O Q- P.4RRA y 6 b p r d b RN z Adventure World p NAA ° °F g2 rRIDGET.,,-Rn P I ayg ro a n d p Renovation ELOQ CIR - 0 -5 TEAK�✓YOOf}ET — — E4R" RIDGE HANGING-6LIFF �EAK - - 6R , 1 U o z 2 +LLMEADOW BR °eKWOO ° -er rR s C c�x€Err ro GE-T-1117 J o ',FZ -IDG MEADOW O DR H SRRING \� i9 _ {PALE -LN w ? � BRENPlYOOo-ET � ° a z Scale: 1 rr = 800' 13 JUN 13 Standard MafdGIP P_Adventure World Playgrd Renovation mxd Information Services Department - c Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Adventure World Playground Renovation PK1201 Project Description This project will provide for a major renovation of Adventure World Playground. Drainage improvements are being planned in and around the playground in addition to the complete replacement of the largest play area and associated accessible play components. The remainder of the small play areas will be carefully evaluated to determine their usability and to formulate a plan for renovation or removal and replacement. The restroom building will be assessed for any improvements necessary to maintain ADA compliance. Project Justification The importance of quality playgrounds that are readily accessible by all levels of play activity are increasingly more important as a renewed trend in the Parks and Recreation industry. The Adventure World Playground was built as a part of a community -build effort in May of 1994. The playground is situated directly across from Northridge Elementary School and has seen substantial, active play throughout the years. The playground, now seventeen years old is situated next to a rolling hillside in Cross Timber's Park. Active rai storms over the years have caused significant gully erosion throughout the entire playground and have displaced hundreds of yards of fall safe material over the past several years. Additionally, due to heavy use and age, the playground has become outdated for continued use into the future. This project will serve to provide a safe, accessible and high quality play experience for our citizens to enjoy for years to come. This project is recognized as a high priority on the Parks, Recreation and Open Space Master Plan and the Parks Infrastructure Asset Management Plan. Savings have been identified in the Parks CIP C.O. project savings to fund the increase in the project. The additional funding for the project will provide for 1,800 sq. ft. of poured in place accessible safety surface and 1,500 sq. ft. of integral color concrete with a stamped pattern. These solid surfaces will provide greater accessibility to many play features within the playground. Also, the additional funding will be used to offset increased costs to remedy the drainage problems that exist in and around the playground. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services 04/2012 08/2013 Adopted Budget 2011 -12 $500,000 Engineering /Design Adopted Budget 2012 -13 $40,000 Land /ROW Acquisition Revision 2012 -13 $113,246 Construction 09/2013 03/2014 Total $653,246 Other Total Schedule 04/2012 03/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 548,521 0 0 0 $548,521 Other 104,725 0 0 0 $104,725 Total Funding $653,246 $0 $0 $0 $653,246 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services 52,100 0 0 0 $52,100 Engineering /Design Land /ROW Acquisition Construction 601,146 0 0 0 $601,146 Other Total Costs $653,246 $0 $0 $0 $653,246 Operating Impact No operating impact anticipated. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 Calloway Branch Trail 1� Development fi [CMAQ] 4 � Ra ■ I 4 NA -RYRC' J RUM h RN..ESI R a . 5 Y .N' ER❑ HICi tt7o4VtCRD N GER Calloway Branch' Trail Development= [CMAQ] S A NORTH �1MrN ST a RICHLAND YA HILLS M rr ES6LV Project Locator Map e Lpi � �y3atts.E amp STARN Ra i RI 11 D- C na DR �- uLw m m �ATE[tq L4tt14L5 E a DR ' TllNGflR � ���� – o PR RUGJOP L A� wo�uxo nx.xu� EgOOPA Scale: 1 = 25500' 24 JUN 11 Maps1CIP P_CalIoway Branch Tr ail.mxd Information Services Department- GIS Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Calloway Branch Trail Development [CMAQ] PK9601 Project Description This project provides for the design and construction of a 5 mile on- road /off -road multi - purpose concrete trail along the Calloway Branch Drainage Corridor from Liberty Park to the John Barfield Trail. This trail has terminus points at Holiday Lane and at the John Barfield Trail within the Little Bear Creek Community Park site. Connections are provided to Liberty Park, Richfield Park, the Cotton Belt Trail, and Cross Timbers Park. The project, and associated timeline, is being implemented concurrently with the John Barfield Trail. Project Justification This is an approved Congestion Mitigation and Air Quality (CMAQ) grant project, which was identified as a primary trail connection in the City Council approved 1993 City -Wide Trail System Master Plan. The Calloway Branch Trail is one of the primary north -south trai "spines" which not only provides linkages to parks, trails and schools, but also serves as a major portion of the trail loop within the City created by linking with the John Barfield Trail, Cotton Belt Trail, and the Walker's Creek Trail. This project provides trail access t Richfield Park and surrounding subdivisions, North Ridge Middle and Elementary Schools, Cross Timbers Park and surrounding subdivisions, and to the future Little Bear Creek Community Park. While the project is Federally funded, the City initially incurs the project expenses and formally requests reimbursement from TxDOT for their portion of the project cost. Note: The original project budget was established in 1996 when the City entered into the agreement with TxDOT. Construction costs which have been increasing steadily since 1996, the need for additional bridges in lieu of low water crossings and increased TxDOT administration charges have increased the opinion of probable cost. Therefore the original adopted budget of $928,000 was increased by $581,811 to cover these costs during the adoption of the FY 2012 - 2013 Capital Budget. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Adopted Budget 1996 -97 $928,000 Engineering /Design 04/1996 09/2012 Adopted Budget 2012 -13 $581,811 Land /ROW Acquisition Total $1,509,811 Construction 04/2013 04/2014 Other Total Schedule 04/1996 04/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants 733,120 0 0 0 $733,120 Reserves Sales Tax 485,786 290,905 0 0 $776,691 Other Total Funding $1,218,906 $290,905 $0 $0 $1,509,811 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design 275,973 0 0 0 $275,973 Land /ROW Acquisition Construction 942,933 290,905 0 0 $1,233,838 Other Total Costs $1,218,906 $290,905 $0 $0 $1,509,811 Operating Impact Budget impact is calculated from man -hour expenditure, material and supply costs and electrical use based on average annual costs per acre for a trail. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $4,686 $4,873 $5,068 $5,271 $5,482 $25,380 Total Operating Impact $4,686 $4,873 $5,068 $5,271 $5,482 $25,380 13 Little Bear�Creek (John Barfield ,Trail Development [ISTEA] r ■ ■ KC 6URSEY- i Via u ■u ■u ■u ■u ■� �� 1 m L 8 MFIELD 0 LL Little Bear Creek Trail Development (John Barfield Trail Development) [IBTEA] N E 5 NORTH RICHLAND HILLS Scale: V = 2250' 28 JUN 13 StandawapMCIP P_L &C_&arfieldTrail development.mxd Information Services Department- Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Little Bear Creek Trail Development(John Barfield Trail Development)[ISTEA] PK9602 Project Description Project previously named as Little Bear Creek Trail [ISTEA]. This project provides for land acquisition, design, and construction of 3. miles of multi -use trail along Little Bear Creek. The project has terminus points at Precinct Line and the Cotton Belt Trail intersection and at the northern end of Calloway Branch Trail. The project will provide trail access to Northfield Park, J.B. Sandlin Park, Tommy Sue Brown Park and Dr. Pillow Park. All of the individual easements and right -of -way parcels for the trail have been assembled as subdivision development along the corridor has occurred since the project was originally initiated. Project Justification This project is an approved Intermodal Surface Transportation Enhancement (ISTEA) project, which was identified as a primary trail connection in the City Council approved 1993 City -Wide Trail System Master Plan. The John Barfield Trail is one of the primary sections of the trail system, which not only provides linkages to parks, trails and schools, but also serves as a major portion of the tra loop within the City created by linking with the Cotton Belt Trail and Calloway Branch Trail, with connection to trail systems in both th City of Keller and the City of Hurst. The John Barfeild Trail will provide access to the City -wide network of trails and will provide direc access to Northfield Park, the subdivisions of Thornbridge, Tommy & Sue Brown Park, the subdivision of Forest Glenn, and future Green Valley area residential developments. While the project is federally funded, the City initially incurs the project expenses and formally requests reimbursement from TxDOT for their portion of the project cost. Note: NCTCOG re- scored the project and approved additional federal funding of $253,808 in November 2012 for a maximum federal share of $2,149,808. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Adopted Budget 1995 -96 $2,400,000 Engineering /Design 04/1996 09/2012 Adopted Budget 2012 -13 $176,612 Land /ROW Acquisition Proposed 2013 -14 $253,808 Construction 04/2013 04/2014 Total $2,830,420 Other Total Schedule 04/1996 04/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants 1,896,000 253,808 0 0 $2,149,808 Reserves Sales Tax 592,306 88,306 0 0 $680,612 Other Total Funding $2,488,306 $342,114 $0 $0 $2,830,420 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design 495,130 0 0 0 $495,130 Land /ROW Acquisition 22,000 0 0 0 $22,000 Construction 1,971,176 342,114 0 0 $2,313,290 Other Total Costs $2,488,306 $342,114 $0 $0 $2,830,420 Operating Impact Budget impact is calculated from man -hour expenditure, material and supply costs and electrical use based on average annual costs per acre for a trail. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $3,188 $7,650 $7,803 $7,959 $8,118 $34,718 Total Operating Impact $3,188 $7,650 $7,803 $7,959 $8,118 $34,718 15 I'�1 �r� H Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Trail Signage and Identification PK0908 Project Description This project provides for the design and installation of identification and information signs to be introduced along the major trails within the trail system. The sign installations for each major trail would include the introduction of one large identification sign with a City -wide trail map locator, three "you are here" signs at terminus and mid - points, and smaller identification signs at cross streets. Project Justification The 2007 Parks, Recreation and Open Space Master Plan identifies trail -heads and gateways as one of the top seven priorities of Park Renovation and Improvement. The proposed signage will help orient trail users, will signify the location of trails at major street crossings and will provide information to trail users about the City -wide trail network. Other benefits include educating trail users and the community about the inter - connected network of community open space, trails, parks and recreational facilities. FY2008/2009 improvements provided for identification and location signage along Walker's Creek Trail and North Electric Trail. FY2009/2010 improvements include signage along the Cotton belt Trail. Future Improvements provide for signs along the Calloway Branch and John Barfield Hike and Bike Trails. The work will include "you are here" signs, informational and recognition signs and 1/4 mile markers for each trail. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Adopted Budget 2008 -09 $45,000 Engineering /Design 11/2008 02/2011 Revision 2010 -11 $10,000 Land /ROW Acquisition Total $55,000 Construction 04/2009 03/2014 Other Total Schedule 11/2008 03/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 55,000 0 0 0 $55,000 Other Total Funding $55,000 $0 $0 $0 $55,000 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design Land /ROW Acquisition Construction 55,000 0 0 0 $55,000 Other Total Costs $55,000 $0 $0 $0 $55,000 Operating Impact Budget impact is calculated from man -hour expenditure and material and supply costs per sign. The annual cost for per sign is $36. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $623 $648 $674 $701 $729 $3,375 Total Operating Impact $623 $648 $674 $701 $729 $3,375 17 Barfield/ ' Cotton Belt Trail Connector Barfield /Cotton Belt ■- Trail Connector ICA r - rz z JM (~_] • IV[ E 0 z — ry C) ■ z M 5 U-1 Il NORTH - RICHLAND HILLS Project Locator Map oi G : M RD m ■ STARHSS RD C NYLW DR — A b LW ■ E ■ EL b AMUNDSON DR Scale: 1 = 600' 28 JUN 13 Standard IT 91s%CIP P_Barteld_CDtton Belt Trail Connector.mxd Information Services Department- GI Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Barfield /Cotton Belt Trail Connector PK1401 Project Description This project provides for the design and construction of a pedestrian connection between the Cotton Belt Trail and the new John Barfield Trail immediately west of Precinct Line Road and south of the Tarrant County Maintenance Facility. The Cotton Belt Trail intersects Precinct Line Road south of the Cotton Belt Railroad and the new John Barfield Trail will dead end at Precinct Line Road north of the Cotton Belt Railroad. The connector that will link the two trails will be designed to be between 5' and 10' wide depending on existing site conditions and their opportunities or constraints. The trail connection is expected to be approximately 185' long and will cross the Cotton Belt Railroad within the TxDOT right of way using concrete crossing panels that would be approved by DART and the Fort Worth and Western Railroad. This crossing is contingent upon final approval by DART, TxDOT, and Fort Worth and Western and must be coordinated with the new Tex -Rail project. Project Justification The number one recommendation for the development of recreational and park facilities in the 2007 Park, Recreation and Open Space Master Plan is for the completion of the Trail System Master Plan. As a general recommendation, the Master Plan calls for the development of all trail connections for trails identified in the Master Plan. The far eastern stretch of the John Barfield Trail ends at Precinct Line Road north of the Cotton Belt Railroad on the opposite side of the railroad from the Cotton Belt Trail. The outside, south bound lane of Precinct Line Road has recently opened, and there is no on- street provision for a safe connection between the two trails. The City will work with DART and TxDOT to obtain approval for a pedestrian crossing across the Cotton Belt Railroad in TxDO right of way to provide for the safe passage of pedestrians from the John Barfield Trail to the Cotton Belt Trail. The connection will provide users of the John Barfield trail access to a designated cross walk across Precinct Line Road from the Cotton Belt Trail at a signalized intersection. This cross walk provides for the safety of pedestrians and bicyclists who wish to continue on the Cotton Belt Trail eastward into Hurst, Colleyville, and Grapevine. Project funding sources is Park Sales Tax. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services 10/2013 01/2014 Proposed 2013 -14 $45,000 Engineering /Design Total $45,000 Land /ROW Acquisition Construction 03/2014 05/2014 Other Total Schedule 10/2013 05/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 0 45,000 0 0 $45,000 Other Total Funding $0 $45,000 $0 $0 $45,000 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services 0 5,000 0 0 $5,000 Engineering /Design Land /ROW Acquisition Construction 0 40,000 0 0 $40,000 Other Total Costs $0 $45,000 $0 $0 $45,000 Operating Impact No operating impact is anticipated. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 19 Scale: 1 = 30�� 24 JUN 13 Standard Maps \CIP P_Park Pond and Drainage.mxd Information Services Department- GIS 20 l Park Pond — and ... t ° � ' ►���IIIr �■ ■ter M E fir 11 g�■■�'■."'� 1111 1_.�..._ �► � .� � �° — fir_... �r�� ■ . Draina � — ri,. N ■ :., _ s � � Oil . 1 II ,111 wlllll •��: * ®� Project Locator Map '� • �. _ T BURSEYRD o II o N Lj, � 11 NEW 11111` IN IN Scale: 1 = 30�� 24 JUN 13 Standard Maps \CIP P_Park Pond and Drainage.mxd Information Services Department- GIS 20 Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Park Pond and Drainage PK1402 Project Description This project consists of correcting and preventing erosion along the pond edge at Linda Spurlock Park and the front pond edge at Green Valley Park. Repairs and renovation to the banks of both ponds will consist of hardscape elements such as modular block or natural stone. Project Justification Based on priorities listed in the Asset Management Plan, the erosion control protection to the front pond at Green Valley Park and Linda Spurlock pond is critical to ensure surrounding infrastructure is not compromised by the eroding banks. As ground water flows over the edge of bank, the edges continue to erode toward the street and sidewalk areas. The safety of park users may also be impacted if the pond edging is not restored, as the retreating edge will likely compromise the integrity of areas where people stand or sit to fish. Project funding sources is Park Sales Tax. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services 10/2013 02/2014 Proposed 2013 -14 $255,000 Engineering /Design Total $255,000 Land /ROW Acquisition Construction 04/2014 09/2014 Other Total Schedule 10/2013 09/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 0 255,000 0 0 $255,000 Other Total Funding $0 $255,000 $0 $0 $255,000 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services 0 30,000 0 0 $30,000 Engineering /Design Land /ROW Acquisition Construction 0 225,000 0 0 $225,000 Other Total Costs $0 $255,000 $0 $0 $255,000 Operating Impact No operating impact is anticipated. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 21 I'�1 �r� H Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Park System Infrastructure Maintenance (2014) PK1403 Project Description This Project provides for maintenance of park infrastructure in response to use and age. The Parks and Recreation Department developed an Infrastructure Management Plan for park amenities. The plan addresses the long term funding needs for replacement and renovation of park sites and their amenities, demonstrating responsible stewardship of property assets by the City. Funding is included to address flatwork, trail and sidewalk repair at various parks and trails, play structure replacement and repairs, resurface basketball courts, replace plumbing fixtures replace roof decks, and painting and replacement of doors at park buildings (restrooms /concessions /pavilions). Project Justification Park assets are subject to continual heavy usage by citizens, exposure to the elements and the natural aging process. The Infrastructure Maintenance Plan and ongoing park inspections are used to identify assets that have become worn, unsafe or unsightly and to create a priority timeline for their repair, renovation or removal. The Infrastructure Maintenance Plan includes an estimated cost and annual priority list of all items to aid in the establishment of the annual Park Infrastructure Maintenance budget and to assist with the protection of our park infrastructure. Project funding source is Park Sales Tax. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Proposed 2013 -14 $132,500 Engineering /Design Total $132,500 Land /ROW Acquisition Construction 10/2013 09/2014 Other Total Schedule 10/2013 09/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 0 132,500 0 0 $132,500 Other Total Funding $0 $132,500 $0 $0 $132,500 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design Land /ROW Acquisition Construction 0 132,500 0 0 $132,500 Other Total Costs $0 $132,500 $0 $0 $132,500 Operating Impact No operating impact is anticipated. Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 23 �a z ,- z Richfield Park D Improvements D �G CYPA K HIGHTOWER - DR %/ 0 O O w GHAPMAN1RD N 2� S NRTH RICHLAND HILLS MID- CITIES -BLVD Project Locator Map Richfield Park Improvements m N R BUR NRD � O STARNES RD - z O crw pw BLVD \Ra _t{ORSE_BLVD / NORTH RICH FF Scale: 1 — 717 24 JUN 1 2 MapsICIP P_Richfiefd Park Impst.mxd Information Services Department - GIS Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Richfield Park Improvements PK1404 Project Description This project provides for improvements to Richfield Park to include replacement of the playground equipment, removal of gravel and placement of fibar fall surface material, installation of shade over the new playground, resurfacing of both tennis courts, installation o tennis court fencing, and painting of concession stand and restroom interiors and exterior. Project Justification Richfield Park is one of the four original parks in North Richland Hills along with Norich Park, Northfield Park and Fossil Creek Park. There have been no major renovation projects in Richfield Park since the addition of the restroom building in 1995. As such, "Richfield Park Infrastructure Improvements" was one of the top seven recommendations of the 2007 Park, Recreation and Open Space Master Plan for park renovation and improvement projects. Additionally, the 10' wide Calloway Branch Hike and Bike Trail is being constructed in Richfield Park just adjacent to the existing playground and tennis courts. This trail will link pedestrians and bicyclists from Liberty Park through Richfield and Cross Timbers Parks to Little Bear Creek Park. This important linkage will likely increase the number of visitors to Richfield Park making the improvements essential to the sustainability of our park and trail system and to the enjoyment of its users. Project funding source is Park Sales Tax. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Proposed 2013 -14 $240,476 Engineering /Design Total $240,476 Land /ROW Acquisition Construction 10/2013 09/2014 Other Total Schedule 10/2013 09/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 0 240,476 0 0 $240,476 Other Total Funding $0 $240,476 $0 $0 $240,476 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design Land /ROW Acquisition Construction 0 240,476 0 0 $240,476 Other Total Costs $0 $240,476 $0 $0 $240,476 Operating Impact No Operating Impact is anticipated Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 25 Parks & Recreation Capital Projects Department Project Title Project Number Parks and Recreation Richland Tennis Center Infrastructure Maintenance (2014) PK1405 Project Description This Project provides for maintenance of the Tennis Center infrastructure in response to use and age. The Parks and Recreation Department developed an Infrastructure Maintenance Plan for the Richland Tennis Center which addresses long term funding needs for replacement and renovation, demonstrating responsible stewardship of property assets by the City on behalf of its citizens. The FY 2013/2014 priority will be re- lamping courts 2 through 16 and resurfacing all courts. Project Justification The Richland Tennis Center has experienced outstanding attendance over the last few years, and as such, it has taken a toll on the court surfacing. Tennis Court surfacing typically requires replacement every 4 to 5 years. FY 2013/2014 represents 5 years from the last time the surfacing was replaced. Resurfacing all of the courts under one contract provides the best value to the City. Similarly, th Tennis Court lights are scheduled for replacement, as they are required to be replaced every 2 to 3 years. The lights were last replaced in 2010. Project funding source is Park Sales Tax. Project Schedule Beginning Date Ending Date History Fiscal Year Amount Professional Services Proposed 2013 -14 $77,000 Engineering /Design Total $77,000 Land /ROW Acquisition Construction 10/2013 09/2014 Other Total Schedule 10/2013 09/2014 Sources of Funds To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Funding General Obligation Bonds Certificates of Obligation Federal /State Grants Reserves Sales Tax 0 77,000 0 0 $77,000 Other Total Funding $0 $77,000 $0 $0 $77,000 Project Costs To Date 2013 -14 Budget 2014 -15 Estimate 2015 - Completion Total Cost Professional Services Engineering /Design Land /ROW Acquisition Construction 0 77,000 0 0 $77,000 Other Total Costs $0 $77,000 $0 $0 $77,000 Operating Impact No operating impact is anticipated Fiscal Year 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Total Impact Amount $0 $0 $0 $0 $0 $0 Total Operating Impact $ $0 $0 $0 $0 $0 26 I'�1 �r� H M RH PARK & RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD OF DIRECTORS MEMORANDUM From: The Office of the City Manager Date: 8 -26 -2013 Subject: Agenda Item No. A.5 Adjournment