HomeMy WebLinkAboutPRFD 2017-08-28 AgendasMR
NOKT'H KICHLAND HILLS
CITY OF NORTH RICHLAND HILLS
PARKS AND RECREATION FACILITIES DEVELOPMENT CORPORATION
AGENDA
CITY HALL 4301 CITY POINT DRIVE
NORTH RICHLAND HILLS, TX 76180
MONDAY, AUGUST 28, 2017
REGULAR MEETING: 6:40 PM
A. CALL TO ORDER
B. GENERAL ITEMS
B.1 Approve minutes of the August 22, 2016 Park and Recreation Facilities
Development Corporation Board meeting.
B.2 Conduct a Public Hearing on the Park & Recreation Facilities
Development Corporation Revised 2016/17 and the Proposed 2017/18
Annual Operating Budget and authorize adoption.
B.3 Conduct a public hearing on the Park & Recreation Facilities
Development Corporation Proposed 2017/18 Annual Capital Projects
Budget and authorize adoption.
C. ADJOURNMENT
Certification
I do hereby certify that the above notice of meeting of the North Richland Hills
City Council was posted at City Hall, City of North Richland Hills, Texas in
compliance with Chapter 551, Texas Government Code on Friday, August
25, 2017 by 3:00 PM.
City Secretary
Monday, August 28, 2017 Parks and Recreation Facilities Development Corporation Agenda
Page 1 of 2
This facility is wheelchair accessible and accessible parking spaces are
available. Requests for accommodations or interpretive services must
be made 48 hours prior to this meeting. Please contact the City
Secretary's office at 817 - 427 -6060 for further information.
Monday, August 28, 2017 Parks and Recreation Facilities Development Corporation Agenda
Page 2 of 2
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NORTH RICHLAND HILLS
PARK AND RECREATION FACILITIES DEVELOPMENT
CORPORATION BOARD MEMORANDUM
FROM: The Office of the City Manager DATE: August 28, 2017
SUBJECT: Approval of minutes of the August 22, 2016 Park and Recreation
Facilities Development Corporation Board meeting.
PRESENTER: Alicia Richardson, City Secretary
SUMMARY:
The minutes of the Park and Recreation Facilities Development Corporation Board are
approved by majority vote of the board at the Park and Recreation Facilities Corporation
Board meeting.
GENERAL DESCRIPTION:
The City Secretary's Office prepares action minutes for each Park and Recreation
Facilities Development Corporation Board meeting. The minutes for the previous
meeting are reviewed and approved by the board, which contributes to a time efficient
meeting. Upon approval of the minutes, an electronic copy will be uploaded to the
City's website.
RECOMMENDATION:
Approve minutes of the August 22, 2016 Park and Recreation Facilities Development
Corporation Board meeting.
MINUTES OF THE REGULAR MEETING
OF THE PARKS AND RECREATION FACILITIES DEVELOPMENT CORPORATION
OF THE CITY OF NORTH RICHLAND HILLS, TEXAS
HELD IN CITY HALL, 4301 CITY POINT DRIVE
AUGUST 22, 2016
Present: Oscar Trevino
Chair /Mayor
Sixto "Tito" Rodriguez
Council Member
Tim Barth
Council Member
Tim Welch
Council Member
Tracye Tipps
Citizen Member
Suzy Compton
Citizen Member
Dianne Spradling
Citizen Member
Officers: Mark Hindman City Manager
Alicia Richardson City Secretary
Maleshia B. McGinnis City Attorney
A. CALL TO ORDER
Chair Trevino called the meeting to order at 6:15 p.m.
B. GENERAL ITEMS
B.1 APPROVAL OF MINUTES OF THE AUGUST 24, 2015 PARK AND
RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD
MEETING.
APPROVED
A MOTION WAS MADE BY COUNCIL MEMBER RODRIGUEZ, SECONDED BY
COUNCIL MEMBER BARTH TO APPROVE THE MINUTES OF THE AUGUST 24, 2015
PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION BOARD
MEETING.
MOTION TO APPROVE CARRIED 7 -0.
B.2 PUBLIC HEARING AND CONSIDERATION OF THE PARK AND RECREATION
FACILITIES DEVELOPMENT CORPORATION REVISED 2015/16 AND THE
PROPOSED 2016/17 ANNUAL OPERATING BUDGET AND RECOMMEND
ADOPTION.
APPROVED
August 22, 2016
Parks and Recreation Facilities Development Corporation Meeting Minutes
Page 1 of 3
Chair Trevino opened the public hearing.
Ms. Vickie Loftice, Managing Director, presented the revised 2015/2016 operating
budget and the proposed 2016/2017 annual operating budget. 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 29 annual budget work session. The revised operating
budget for 2015/2016 is $8,585,424 and the proposed operating budget for 2016/2017 is
$8,825,391. Ms. Loftice highlighted the revised revenue and expenditures for the
2015/2016 revised operating budget and the projected revenues and expenditures for the
2016/2017 proposed operating budget.
There were no questions from the Board.
Chair Trevino called for public comments on the budget. There being no one wishing to
speak, Chair Trevino closed the public hearing.
A MOTION WAS MADE BY COUNCIL MEMBER RODRIGUEZ, SECONDED BY CITIZEN
MEMBER SPRADLING TO APPROVE THE PARK AND RECREATION FACILITIES
DEVELOPMENT CORPORATION REVISED 2015/2016 AND PROPOSED 2016/2017
ANNUAL OPERATING BUDGET AND AUTHORIZE ADOPTION.
MOTION TO APPROVE CARRIED 7 -0.
B.3 PUBLIC HEARING AND CONSIDERATION OF THE PARK AND RECREATION
FACILITIES DEVELOPMENT CORPORATION ON THE PROPOSED 2016/2017
ANNUAL CAPITAL PROJECTS BUDGET AND RECOMMEND ADOPTION.
APPROVED
Chair Trevino 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 29 annual budget work session. The proposed budget
is $4,636,000 and includes funding for two continuing projects and five new projects.
Ms. Loftice highlighted the capital projects.
There were no questions from the Board.
Chair Trevino asked for public comments on the proposed 2016/2017 annual capital
projects budget.
August 22, 2016
Parks and Recreation Facilities Development Corporation Meeting Minutes
Page 2 of 3
There being no one wishing to speak, Chair Trevino closed the public hearing.
A MOTION WAS MADE BY CITIZEN MEMER COMPTON, SECONDED BY COUNCIL
MEMBER WELCH TO APPROVE THE PARK AND RECREATION FACILITIES
DEVELOPMENT CORPORATION PROPOSED 2016/2017 CAPITAL BUDGET AND
AUTHORIZE ADOPTION.
MOTION TO APPROVE CARRIED 7 -0.
C. ADJOURNMENT
Chair Trevino adjourned the meeting at 6:29 p.m.
Oscar Trevino, Chair
Alicia Richardson, Secretary
August 22, 2016
Parks and Recreation Facilities Development Corporation Meeting Minutes
Page 3 of 3
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NORTH RICHLAND HILLS
PARK AND RECREATION FACILITIES DEVELOPMENT
CORPORATION BOARD MEMORANDUM
FROM: The Office of the City Manager DATE: August 28, 2018
SUBJECT: Conduct a Public Hearing on the Park & Recreation Facilities
Development Corporation Revised 2016/17 and the Proposed
2017/18 Annual Operating 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 Revised 2016/2017 and the Proposed 2017/2018 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 2017/18 Park & Recreation Facilities
Development Corporation Operating Budget was advertised for 6:40 p.m., August 28,
2017.
The summary report of the operating budget is attached for your review.
The proposed 2017/2018 Park & Recreation Facilities Development Corporation Annual
Operating Budget was reviewed by the City Council on August 4, 2017 at the City's annual
budget work session. The revised operating budget for 2016/2017 is $10,097,529 and the
proposed operating budget for 2017/2018 is $9,000,504.
The revenue portion of the revised operating budget shows an increase of $1,272,138.
The majority of the increase is attributed to the appropriation of Park Impact Fee Reserves
for the Northfield Park Renovation Project.
Revenue for the proposed operating budget has increased by $175,113 compared to FY
2016/2017 Adopted. The majority of the increase is projected 4B sales tax revenue.
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NORTH RICHLAND HILLS
The 2017/18 Proposed Budget of $9,000,504 is an increase of $175,113 compared to
2016/17 Adopted. The amount includes an increase in Debt Services related to
Certificates of Obligation for the Northfield Park Renovation Project.
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
at the September 11, 2017 City Council Meeting on adoption of the Park & Recreation
and Facilities Development Corporation Budget.
RECOMMENDATION:
Conduct a public hearing and adopt the Park & Recreation Facilities Development
Corporation Revised 2016/2017 and the Proposed 2017/2018 Annual Operating Budget
and recommend approval by City Council.
FISCAL YEAR 2017 -2018
SCHEDULE 8 - SUMMARY OF REVENUES AND EXPENDITURES
PARK AND RECREATION FACILITIES DEVELOPMENT FUND
ADOPTED
REVISED
PROPOSED
ACTUAL
ACTUAL
BUDGET
BUDGET
BUDGET
FY 2014/15
FY 2015/16
FY 2016/17
FY 2016/17
FY 2017/18
REVENUES
Sales Tax
$4,648,842
$4,837,974
$4,904,216
$4,995,905
$5,095,823
Interest Income
21,367
26,801
19,378
25,640
26,160
Youth Assn. Maintenance Fees
47,444
38,245
55,910
58,918
44,500
Tennis Center Revenue
329,384
368,664
372,350
374,148
372,550
Transfer in from Aquatic Park Fund
77,379
81,248
83,685
83,685
87,869
Park Impact Fees
60,635
104,351
70,000
70,000
70,000
Grants / Foundation
0
95,686
50,000
200,000
0
Other Income
46,351
50,733
1,000
15,533
500
SUB -TOTAL
$5,231,403
$5,603,703
$5,556,539
$5,823,829
$5,697,402
NRH CENTRE
Memberships/ Drop -In Passes
$1,425,002
$1,385,697
$1,491,000
$1,375,000
$1,420,000
Fitness
385,800
450,633
398,260
441,000
429,000
Recreation / Sports
234,463
237,921
272,340
245,980
274,000
Grand Hall Rental
184,919
184,074
203,750
231,895
232,100
Catering & Event Fees
15,215
11,062
13,420
17,900
17,900
Aquatic Programs
218,325
224,422
212,580
227,580
237,500
Pool Rental
4,061
3,200
5,000
5,000
5,500
Gym Rental
1,991
3,108
3,100
4,000
4,000
Concessions / Merchandise
30,919
24,602
27,000
36,400
27,000
Special Events
8,374
8,802
10,000
10,000
10,000
Other
22,967
20,705
15,300
20,000
24,000
General Fund
487,102
487,102
487,102
487,102
487,102
SUB -TOTAL
$3,019,137
$3,041,328
$3,138,852
$3,101,857
$3,168,102
APPROPRIATION OF FUND BALANCE
Prior Year Encumbrances
$0
$8,767
$0
$41,307
$0
Appropriation of Park Impact Fee Reserves
0
0
130,000
1,030,000
135,000
Appropriation of Sales Tax Reserves
0
0
0
100,536
0
SUB -TOTAL
$0
$8,767
$130,000
$1,171,843
$135,000
TOTAL REVENUES
$8,250,540
$8,653,798
$8,825,391
$10,097,529
$9,000,504
FISCAL YEAR 2017 -2018
SCHEDULE 8 - SUMMARY OF REVENUES AND EXPENDITURES
PARK AND RECREATION FACILITIES DEVELOPMENT FUND
EXPENDITURES
OPERATING
Park Facilities Development Admin.
Parks & Public Grounds
Tennis Center Operations
SUB -TOTAL
NRH CENTRE
Center Management
Fitness
Building Operations
Aquatic
Recreation Sports
Event Center
Building Services
SUB -TOTAL
OTHER & RESERVES
Debt Services - CO's
Indirect Costs
Non - Departmental
Transfers to Capital Projects
Capital Projects
Capital Projects - Grant / Donation / Foundation
Capital Projects - Impact Fees
Contributions to Reserves
Operating Reserve
Impact Fee Reserve
Economic Development Reserve
NRH Centre Reserve
SUB -TOTAL
TOTAL EXPENDITURES
BALANCE
ADOPTED
REVISED
PROPOSED
ACTUAL
ACTUAL
BUDGET
BUDGET
BUDGET
FY 2014/15
FY 2015/16
FY 2016/17
FY 2016/17
FY 2017/18
$710,339
$731,370
$756,856
$773,072
$764,159
1,883,460
1,894,305
2,078,873
2,082,439
2,155,009
550,900
562,987
632,254
641,176
616,486
$3,144,700
$3,188,661
$3,467,983
$3,496,687
$3,535,654
$659,089
$636,010
$731,388
$774,631
$792,553
367,092
481,875
394,551
394,551
395,271
197,357
197,335
211,904
249,749
203,842
524,000
539,337
577,321
577,674
625,629
279,766
293,449
355,033
345,209
358,837
231,986
249,876
352,168
340,953
362,838
320,000
360,750
351,900
351,900
294,150
$2,579,290
$2,758,632
$2,974,265
$3,034,667
$3,033,120
341,536
329,055
320,393
320,393
627,685
410,189
448,405
474,033
476,676
498,789
40,319
83,209
58,437
92,170
50,127
407,949
510,544
536,000
636,536
575,400
0
0
0
150,000
0
0
55,000
200,000
1,100,000
205,000
726,219
0
507,088
598,312
211,938
0
49,351
0
0
0
116,221
120,949
122,605
124,898
127,396
450,999
282,909
164,587
67,190
135,395
$2,493,432
$1,879,423
$2,383,143
$3,566,175
$2,431,730
$8,217,422
$7,826,716
$8,825,391
$10,097,529
$9,000,504
$33,118
$827,082
$0
$0
$0
DEPARTMENT
FUND
PARKS & RECREATION
PARK FACILITIES DEVELOPMENT
ACTIVITIES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Administration
$731,370
$756,856
$773,072
$764,159
Operations & Maintenance
1,894,305
2,078,873
2,082,439
2,155,009
Tennis Center
562,987
632,254
641,176
616,486
Recreation Expenditures Prior to 4/2011
0
0
0
0
Center Management
636,010
731,388
774,631
792,553
Fitness
481,875
394,551
394,551
395,271
Building Operations
197,335
211,904
249,749
203,842
Aquatic / Indoor
539,337
577,321
577,674
625,629
Recreation / Sports
293,449
355,033
345,209
358,837
Event Center
249,876
352,168
340,953
362,838
Building Services
360,750
351,900
351,900
294,150
Indirect Costs /Market Adjustment
448,405
474,033
476,676
498,789
Non Departmental
83,209
58,437
92,170
50,127
Debt Service Transfer
329,055
320,393
320,393
627,685
Transfer to Capital Projects
510,544
536,000
786,536
575,400
Capital Projects - Impact Fees
55,000
200,000
1,100,000
205,000
Impact Fee Reserve
49,351
0
0
0
Reserve for Economic Development
120,949
122,605
124,898
127,396
Reserve for Capital
0
507,088
598,312
211,938
Reserve for NRH Centre
282,909
164,587
67,190
135,395
TOTAL
$7,826,716
$8,825,391
$10,097,529
$9,000,504
EXPENSE GROUPS
ACTUAL
ADOPTED
REVISED
PROPOSED
Salaries
$3,796,266
$4,178,264
$4,174,792
$4,179,405
General Services
738,729
802,659
801,600
860,943
Maintenance
626,183
633,444
655,043
705,142
Sundry
1,596,003
1,448,492
1,438,268
1,805,596
Supplies
387,829
473,644
457,849
421,280
Capital
681,704
1,288,888
2,569,977
1,028,138
TOTAL
$7,826,716
$8,825,391
$10,097,529
$9,000,504
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
Assistant City Manager*
0.10
0.00
0.00
0.00
Managing 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
Office Coordinator*
0.80
0.80
0.80
0.80
Secretary*
0.80
0.80
0.80
0.80
Secretary/Receptionist
1.00
1.00
1.00
1.00
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 11
1 4.00
1 4.00
1 4.00
1 4.00
DEPARTMENT
FUND
PARKS & RECREATION
PARK FACILITIES
DEVELOPMENT
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
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
0.00
0.00
0.00
Parks Assistant Superintendent*
0.00
0.80
0.80
0.80
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
1.00
1.00
Recreation Center Manager
1.00
1.00
1.00
1.00
Assistant Manager
1.00
1.00
1.00
1.00
Customer Service Clerk
0.00
0.00
0.00
0.00
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
0.00
0.00
0.00
Aquatics Program Coordinator
0.00
1.00
1.00
1.00
Recreation /Sports Coordinator
0.00
0.00
0.00
0.00
Membership Services Supervisor
1.00
1.00
1.00
1.00
Parks and Recreation Business Manager
0.00
0.00
1.00
1.00
Grand Hall Manager
0.00
1.00
0.00
0.00
Event Center Supervisor
1.00
0.00
0.00
0.00
Banquet & Hospitality Supervisor
1.00
0.00
0.00
0.00
Sales & Marketing Coordinator
0.00
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 11 PT -1
0.50
0.50
0.50
0.50
Guest Service Leads PT -5
3.18
3.18
3.18
3.18
Guest Service Attendants PT -14
5.45
5.45
5.45
5.45
Fitness Attendants PT -7
1.95
1.95
1.95
1.95
Building Maintenance Workers PT -3
1.20
1.30
1.30
1.30
Lead Lifeguards PT -6
3.18
3.22
3.22
3.22
Lifeguards PT -38
10.44
10.87
10.87
10.87
Swim Instructors PT -10
1.88
2.06
2.06
2.06
Water Slide Attendant PT -12
2.29
2.35
2.35
2.35
Play Time Attendants PT -4
2.80
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
0.50
0.63
0.00
0.00
Banquet & Hospitality Assistant Coori PT -2
1.05
1.25
0.00
0.00
Banquet & Hospitality Attendants PT -4
2.10
2.00
2.00
1.95
Banquet & Hospitality Lead PT -1
0.50
0.63
1.95
1.25
Office and Sales Coordinator
0.50
0.63
0.63
0.63
Full -Time
40.50
40.40
39.40
39.40
Part-Time (Full -Time Equivalents)
42.85
44.20
43.65
42.90
TOTAL
83.35
84.60
83.05
82.30
SUMMARY OF INCREASES / DECREASES
FUND: PARK FACILITIES AND DEVELOPMENT FUND
DEPARTMENT PARKS AND RECREATION
2016 -17 ADOPTED BUDGET $8,825,391
2017 -18 PROPOSED BUDGET 9,000,504
DIFFERENCE $175,113
SALARIES
DIFFERENCE $1,141
The decrease in Salaries is related to positions that were filled, after the retirement of several staff, and new staff coming in at a
lower pay rate. Richland Tennis Center also chose not to fill their second Assistant Tennis Professional position and instead use
those funds for contract instructors. Salaries for part -time pay was lowered in Aquatics due to the rate of turnover and new staff
starting over at entry. These reductions are offset by an increase the Grand Hall for including a commission for the Grand Hall
Sales & Marketing Coordinator, based on sales as well as increases in Hospitalization and Worker's Compensation.
GENERAL SERVICES
DIFFERENCE $ 58,284
The increase in General Services is related to funds being reallocated from Electrical to Tree Service. Richland Tennis Center
reallocated funds from Salaries to Contract Labor for contract tennis instructors. There is an increase in the Fitness Division for
Contract Instructors which is offset by decreases in other lines in that Division.
MAINTENANCE
DIFFERENCE $ 71,698
The increases in maintenance are related to the Vehicle Allocation accounts as well as reallocating funds from Electric Service
to Building Service to cover maintenance and repairs of park buildings. There is also an increase in Aquatics for the necessary
maintenance of the aquatics pool surface to include acid wash, repair of existing surface patches, and the addition of CO2
chemical treatment to continue balance water chemistry for the 24/7 system. These increases are offset by decreases in fitness
equipment maintenance, and a reduction in the building services transfer.
SUNDRY
DIFFERENCE $ 357,104
There are increases in Sundry related to Telephone and Computer Allocation accounts. There is also an increase in credit card
service fees to reflect the ActiveNet transaction fees charged to the NRH Centre. Credit Card service fees are absorbed by the
consumer for online transactions. The NRH Centre incurs the fees when transactions occur in person at the NRH Centre Guest
Services desk. There is an increase to debt service related to the redevelopment of Northfield Park.
SUPPLIES
DIFFERENCE $ (52,364)
The decrease in supplies is due to reallocating Electric Service Funds to Tree Service and Building Maintenance. Additional
funds are needed for tree service and funds are needed to support maintenance and repairs to park buildings. Funds were also
reallocated from Food and Beverage at the Tennis Center to help offset the increase to the Center's security system.
CAPITAL
DIFFERENCE $ (260,750)
The decrease is due to a lower transfer to capital and operating reserve planned in FY17/18,
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — ADMINISTRATION PARK FACILITIES DEVELOPMENT
PROGRAM NAME
PARKS AND RECREATION ADMINISTRATION
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 802 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 a healthy, connected community where everyone matters.
• 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.
• 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.
Goal: Efficient and Effective Delivery of City Services
# Of citizen concerns /requests received
# Of Park Board bi- weekly updates
% Of citizens concerns /requests acted upon
256 250 250
21 22 22
100.00% 100.00% 100.00%
DEPARTMENT
FUND
PARD - ADMINISTRATION - 7501
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$544,029
$555,454
$571,670
$561,000
General Services
2,702
4,384
4,384
4,384
Maintenance
132,120
138,593
138,593
138,593
Sundry
50,865
54,435
54,435
56,192
Supplies
1,654
3,990
3,990
3,990
Capital
0
0
0
0
TOTAL
$731,370
$756,856
$773,072
$764,159
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
Assistant City Manager*
0.10
0.00
0.00
0.00
Managing 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
Office Coordinator*
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
4.80
4.80
4.80
Part-Time (Full -Time Equivalents)
0.00
0.00
0.00
0.00
TOTAL
4.90
4.80
4.80
4.80
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — PARKS & PUBLIC GROUND PARK FACILITIES DEVELOPMENT
PROGRAM NAME
PARK DEVELOPMENT AND PLANNING
The mission of the Park Development and Planning Division is to achieve established City Council Goals by providing the
expertise and professional services necessary to plan for, design and build a high quality park and recreation system and to offer a
wide range of indirect services to other city -wide departments and the Development Review Committee.
• To provide superior planning, design and construction for development of all CIP projects to include Park System Infrastructure
Maintenance, and to continue to provide indirect services to city -wide departments to create quality community development &
revitalization.
• To enhance and augment the existing Capital Improvement Program budget with grant funding and in -kind contributions for
financial stability.
• Continue to plan and develop active transportation connections for off road trails, parks, schools and transit oriented
developments through the on road transportation system, providing for effective and efficient transportation and safety and
security of NRH citizens.
• We will work to accomplish the Council Goals of Quality Community Development and Revitalization and Positive City Image by
completing the plans and specifications and providing construction management for the following CIP projects: Northfield Park
Redevelopment, Park System Signage 2018, Park Infrastructure Maintenance 2018, Hometown Lakes Pedestrian Bridge Trail
Connections, Norich Park Playground Replacement, Iron Horse Pump Houses A & B.
• We will work to accomplish the Council Goal of Financial Stability by completing the plans and specifications and providing
construction management for the following CIP projects: Green Valley Raceway Historical Area and Trail and On -Road Safety
Projects. We will continue to ensure adherence to project budgets and accurate record keeping of all projects and seeking grant
reimbursements in a timely manner.
• We will work to accomplish the City Council Goals of Effective and Efficient Transportation System and Safety and Security by
completing the plans and specifications and providing construction management for the following CIP projects: Trail and On-
Road Safety Projects and Hometown Lakes Pedestrian Bridge Trail Connections.
Goal: Quality Development and Revitalization
Cost of CIP Budget Addressing Infrastructure
$3,155,081
$694,740
$4,845,400
Percentage of CIP Budget Addressing Infrastructure
90.00%
58.00%
77.00%
Goal: Financial Stability
Cost of CIP Budget Funded by Grant Revenue
$0
$25,000
$1,011,294
Percentage of CIP Budget Funded by Grant Revenue
0.00%
2.00%
16.00%
Goal: Efficient and Effective Transportation
Cost and Percentage of CIP Budget Dedicated to Projects
Addressing Active Transportation
$97,761
$169,769
$234,324
Percentage of CIP Budget Dedicated to Projects Addressing Active
3.00%
14.00%
4.00%
Transportation
Goal: Safety and Security
Cost of CIP Budget Dedicated to Projects Addressing Safety and
Security
$235,416
$311,775
$205,000
Percentage of CIP Budget Dedicated to Projects Addressing Safety
and Security
$7.00
$26.00
$3.00
Cost of all Projects per Fiscal Year
$3,488,258
$1,201,284
$6,296,018
Percentage of all Projects per Fiscal Year
100.00%
100.00%
100.00%
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — PARKS PARK FACILITIES DEVELOPMENT
PROGRAM NAME
PARK MAINTENANCE AND OPERATIONS
The mission of the Park Maintenance and Operations Division is to achieve established City Council Goals by ensuring safe, well
maintained and aesthetically appealing parks, trails, recreation, municipal and open space properties with a high level of customer
service. The division incorporates progressive, innovative and environmentally responsible methods for maintaining 802 park
acres, parks, facilities, trails, open spaces and municipal properties.
• To provide well maintained, safe, clean and aesthetically pleasing parks, trails, open spaces and public grounds providing for a
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 ensuring financial stability.
• 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 for safety and security.
• To employ sustainable maintenance practices designed to achieve adopted maintenance standards while preserving and
Drotectina the environment and Drovidina educational opmortunities to our citizens. enhancina a Dositive citv imaae.
• We will work to accomplish the Council Goal of Financial Stability by continuing to research and implement maintenance
contract services for cost savings while still providing quality parks and services to the citizens.
• We will work to accomplish the Council Goal of Positive City Image by re- examining, adopting and prioritizing of all daily park
maintenance tasks and standards and by ensuring that park irrigation systems operate at optimum levels as water restrictions
• We will work to accomplish the Council Goal of Safety and Security by conducting and documenting monthly inspections of
playgrounds to ensure 100% compliance with National Playground Safety Institute (NSPI) standards and ADA requirements.
Goal: Positive City Image
Total Contract Services (mowing, landscape, trees services)
Percent Change of Total Contract Services
Percentage of Budget Funding Contract Services
Goal: Positive City Image
Total Acres Maintained
Acres Maintained per FTE
Goal: Safety and Security
Total Citizen Tracker Requests
Total Time to Complete Citizen Tracker Requests
Percent Change in Time to Complete Citizen Tracker Requests
Measuring Achievement of Council Goals
NRH Citizen Survey — Park Maintenance: Excellent /Good Rating
$534,941.00 $572,520.00 $572,520.00
4.50% 7.00% 0.00%
18.50% 18.90% 18.90%
802 acres 802 acres 802 acres
42 acres 1 42 acres 1 42 acres
60 29 29
7 days 3.5 days 2.5 days
31.40% 50.00% 70.00%
93.00% 1 93.00% 1 95.00%
DEPARTMENT
FUND
PARD - OPERATIONS - 7502
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$1,243,588
$1,348,687
$1,352,253
$1,415,706
General Services
366,527
417,873
408,978
448,157
Maintenance
88,586
75,707
93,102
96,875
Sundry
27,441
31,397
31,397
31,397
Supplies
168,162
205,209
196,709
162,874
Capital
0
0
0
0
TOTAL
$1,894,305
$2,078,873
$2,082,439
$2,155,009
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
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
Parks Assistant Superintendent*
0.00
0.80
0.80
0.80
Landscape Horticulturist*
0.80
0.00
0.00
0.00
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
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$0
$0
$0
$0
General Services
$0
0
0
0
Maintenance
$0
0
0
0
Sundry
$0
0
0
0
Supplies
$0
0
0
0
Capital
$0
0
0
0
TOTAL
$0
$0
$0
$0
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
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 / DIVISION FUND
PARKS & RECREATION — RICHLAND TENNIS COURTS PARK FACILITIES DEVELOPMENT
PROGRAM NAME
RICHLAND TENNIS CENTER
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
eiaht courts durina the school vear and the use of all courts for school tournaments.
• 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. (A 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 aualitv and responsive customer service. (Positive Citv Imaae)
• Increase the number of group and private lessons and drills taught from 2,049 to 2,100.
• Increase the number of league participants from 8,415 to 8,480.
• Coordinate home matches of 130 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 five (5)
special events.
• Coordinate Richland High School court use for dailv practices and the use of RTC by BISD for five (5) tournaments per vear.
Goal: Financial Stability
Richland Tennis Center revenue
$371,271.00
$372,900.00
$378,500.00
Revenue from merchandise sales
$50,278.00
$47,000.00
$47,500.00
Goal: Positive City Image
Customer satisfaction rating (scale 1 -4)
3.5
3.5
3.5
Goal: Efficient and Effective Delivery of City Services
# Of leagues held
61
61
61
# Of league participants
8,420
8,435
8,450
# Of lessons taught (group, private, drills)
2,042
2,071
2,100
# Of tournaments /special events
25
25
25
# Of USTA, NETT & TCD matches coordinated
336
340
345
# Of USTA, NETT & TCD participants
4,948
4,990
5,015
# BISD yearly participation
17,000
17,000
17,000
# Of leagues offered /number of leagues played
61/61
61/61
61/61
% Of league growth
1.00%
1.00%
1.00%
Facility hours of operation
4,468 hours
4,468 hours
4,468 hours
Total tennis center revenue /FTE
$52,291.00
$60,048.00
$60,859.00
Profit ratio for merchandise sales
23.00%
24.00%
24.00%
Tennis center participation /visits
48,900
49,200
50,500
DEPARTMENT
FUND
PARD - TENNIS CENTER- 7506
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$395,084
$438,540
$421,599
$402,750
General Services
16,102
9,357
27,357
27,357
Maintenance
8,537
16,595
16,673
16,875
Sundry
45,584
47,683
55,546
57,488
Supplies
97,679
114,279
114,201
106,216
Capital
0
5,800
5,800
5,800
TOTAL
$562,987
$632,254
$641,176
$616,486
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
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
1.00
1.00
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
Full -Time
4.00
4.00
3.00
3.00
Part-Time (Full -Time Equivalents)
3.21
3.21
3.21
3.21
TOTAL
7.21
7.21
6.21
6.21
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT
PROGRAM NAME
NRH CENTRE ADMINISTRATION
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.
• To provide remarkable guest service with attention to member /guest relationships and responsive communication. (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. (A Sense of Community)
• To provide innovative and creative quality classes, programs, services and events by maximizing the capacity of the NRH
Centre. (A Sense of Community)
• Fiscally manage identified cost centers to meet overall cost recovery goal of 85 %.
• 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 a 60% retention
rate for annual membership types.
• Continue development of innovative classes /programs in all cost centers of the NRH Centre. Continued use and development of
online program surveys for guest satisfaction of the programs offered.
• Ongoing development and utilization of online guest service surveys through Constant Contact two (2) 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.
• Issue an RFP for redevelopment of NRH Centre website to be responsive with mobile devices and Drovide updated brandina.
% Of cost recovery (without GF Contribution)
Total membership revenue (annual, monthly, and drop in
membership sales)
Total NRH Centre Revenue (with GF Contribution)
Goal: Efficient and Effective Delivery of City Services
# Of patrons served per FTE (based on total FTE)
Total # of membership types sold
% Of classes made
% Of change in cost recovery from prior year
% Of annual membership retention rate -all terms (Feb to Feb)
Annual attendance
Average daily recreation center attendance (362 operating days)
Customer satisfaction rating (scale of 1 -5)
93% 1 88% 1 91%
$1,385,696.96 $1,385,000.00 $1,420,000.00
$3,061,763.89 $3,077,511.00 $3,154,402.00
37,892
38,001
38,177
6,083
6,000
6,230
94%
94%
95%
-6.00%
-5.00%
3.00%
52%
55%
60%
440,682
441,956
444,000
1,214
1,224
1,227
n/a
4.75
4.75
DEPARTMENT
FUND
PARD - RECREATION CENTER - 7531
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$440,269
$517,305
$518,548
$479,628
General Services
17,050
20,635
20,635
20,635
Maintenance
2,399
2,519
2,519
59,519
Sundry
148,633
159,679
200,025
206,521
Supplies
27,659
26,250
26,250
26,250
Capital
0
5,000
6,654
0
TOTAL
$636,010
$731,388
$774,631
$792,553
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
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
Secretary/Receptionist
1.00
1.00
1.00
1.00
Customer Service Clerk
0.00
0.00
0.00
0.00
Part -Time:
Guest Service Leads
3.18
3.18
3.18
3.18
Guest Service Attendants
5.45
5.45
5.45
5.45
Full -Time
3.00
3.00
3.00
3.00
Part-Time (Full -Time Equivalents)
8.63
8.63
8.63
8.63
TOTAL
11.63
11.63
11.63
11.63
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT
PROGRAM NAME
FITNESS PROGRAMS AND SERVICES
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
massaae /voaa therapists.
• To promote and provide innovative wellness programs and services to the community. (A 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. (Efficient and Effective Delivery of City
Services)
• To manage revenues and expenses to achieve targeted net revenue goals. (Financial Stability)
• To manage and coordinate the lifespan of all fitness equipment inventorv. (Positive Citv Image)
• 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 120 health /wellness classes with 80% of the offered classes conducted beyond the minimum per class enrollment.
• Complete 4,800 hours of personal training and 630 hours of massage therapy.
• Coordination of Fitness Orientations with Fitness Attendants providing an overview of equipment and wellness services, facility
policies and procedures, proper equipment usage, and basic exercise guidelines.
• Average 4,800 SilverSneakers visits per month.
• Conduct internal marketing promotions 12 times per year. (visit drivers, frequent buyer, renewal discounts, etc.)
• Coordinate and facilitate an active and creative Group Fitness schedule 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.
• Continued research and coordination of the NRH Centre Fitness Equipment Replacement Plan.
Goal: Financial Stability
Total fitness programs /services revenue
$419,499.80
$410,000.00
$425,000.00
Direct cost recovery ratio (includes contract instructor pay)
1.95
1.91
2.02
Goal: Efficient and Effective Delivery of City Services
Fitness Coordinator FTE
1.00
1.00
1.00
# Of part -time fitness attendants (FTE)
1.95
1.95
1.95
# Of contract instructor hours (HW, PT, MT, GF, SS, NC, YT)
8,329 hours
8,330 hours
8,330 hours
# Of health and wellness classes offered
204
120
120
# Of massage therapy hours
634
630
630
# Of personal training hours
4,800
4,800
4,800
# Of annual add -on group fitness passes sold
559
560
560
# Of daily drop -in group fitness passes sold
688
690
690
# Of SilverSneakers@ participant visits /scans
57,819
58,000
58,000
# Of health and wellness classes made
150
96
100
# Of group fitness classes offered weekly
52
52
52
# Of health /wellness enrolled program registrants
2,141
576
576
% Of health /wellness classes made
80.00%
80.00%
80.00%
Total contract instructor pay
$215,403.65
$215,000.00
$210,000.00
Average # of monthly Group Fitness participants
1,874
1,900
1,900
Average # of SilverSneakers@ visits /scans per month
4,818
4,800
4,800
Customer satisfaction rating (scale 1 -4; moving to 1 -5 in FY16)
4.75%
4.75%
4.75%
DEPARTMENT
FUND
PARD - FITNESS - 7532
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$133,466
$139,211
$139,211
$140,466
General Services
215,404
200,000
200,000
210,000
Maintenance
13,076
14,000
14,000
10,000
Sundry
0
840
840
805
Supplies
3,771
5,500
5,500
4,000
Capital
116,159
35,000
35,000
30,000
TOTAL
$481,875
$394,551
$394,551
$395,271
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
FitnessMellness Coordinator
0.00
0.00
0.00
0.00
Fitness Coordinator
1.00
1.00
1.00
1.00
Part -Time:
Fitness Attendants
1.95
1.95
1.95
1.95
Full -Time
1.00
1.00
1.00
1.00
Part-Time (Full -Time Equivalents)
1.95
1.95
1.95
1.95
FTOTAL
2.95
2.95
2.95
2.95
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT
PROGRAM NAME
BUILDING OPERATIONS AND MAINTENANCE
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 incorporating LEED practices and Green products within daily operations when available.
• 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 manage all mechanical systems including Aquatics, Plumbing, and Electrical features impacting daily operations. (Efficient and
Effective Delivery of City Services)
• To recruit, hire and train building maintenance staff to provide efficient and high quality internal and external services. (Positive
City Image)
• Coordinate training and certification for the Building Maintenance personnel through Safety Matter, Inc /Esafety Online. 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 cleaninq routine maintenance schedule with minimal impact to operating hours.
Goal: Quality Development and Revitalization
Total # of routine work orders reported (after warranties end) 550 550 550
Goal: Safety and Security
# Of monthly safety meetings 12 12 12
# Of routine work orders completed by outside dept or vendor 24 24 24
# Of repair calls made monthly outside of the NRH Centre building 3 3 3
% Of routine work orders completed by outside dept or vendor 5% 5% 5%
Goal: Positive City Image
Average # of days equipment is inoperable once identified "OUT'
2
2
2
# Of square feet cleaned and maintained (based on total FTE)
26,875 sq ft
26,875 sq ft
26,875 sq ft
# Of restrooms cleaned and maintained daily
16
16
16
# Of square feet cleaned and maintained
86,000 sq ft
86,000 sq ft
86,000 sq ft
Customer satisfaction rating of facility (scale 1 -5)
n/a
4.50
4.75
Goal: Efficient and Effective Delivery of City Services
# Of routine work orders completed in -house 523 523 523
% Of routine work orders completed in -house 95.00% 95.00% 95.00%
DEPARTMENT
FUND
PARD - BUILDING OPERATIONS - 7533
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$154,785
$155,767
$156,185
$147,715
General Services
230
1,000
1,000
1,000
Maintenance
12,061
23,130
23,976
23,130
Sundry
407
407
702
397
Supplies
29,853
31,600
30,211
31,600
Capital
0
0
37,675
0
TOTAL
$197,335
$211,904
$249,749
$203,842
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
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
1.20
1.30
1.30
1.30
Full -Time
2.00
2.00
2.00
2.00
Part-Time (Full -Time Equivalents)
1.20
1.30
1.30
1.30
FTOTAL
3.20
3.30
3.30
3.30
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT
PROGRAM NAME
AQUATICS — INDOOR
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.
• 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 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)
• Annually offer 600 all- inclusive learn to swim classes and private lessons with 86% of classes conducted at an average of 4
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 20 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.
• Assist in the coordination and implemenation of the NRH WS365 Community Water Safety Initiative incorporating goals and
strategies within NRH Special Events and the NRH Centre Aquatics Programs.
• Book an average of 11 out of 15 aquatic birthday parties per weekend and 25 pool rentals per year.
Goal: Safety and Security
# Of lifeguard in- service training hours required
2,400
2,400
2,400
# Of staff attending in- service training
40
40
40
Goal: A Sense of Community
# Of aquatic special events
18
20
22
# Of aquatic special event participants
560
600
% Of special events made
88.00%
100.00%
100.00%
Goal: Efficient and Effective Delivery of City Services
# Of learn to swim classes offered
646
575
600
# Of swim lesson enrolled registrants
1,656
1,700
1,800
# Of available aquatic birthday party bookings
750
750
750
# Of learn to swim classes made
528
495
516
# Of aquatic birthday parties booked
566
575
575
# Of aquatic pool rentals booked
25
25
25
Average # of aquatic birthday parties per weekend
11
11
11
% Of learn to swim classes made
82.00%
86.00%
86.00%
Total Birthday Party and Pool Rental Revenue
$111,252.00
$112,580.00
$123,000.00
Total Aquatics Program Revenue
$116,370.00
$105,000.00
$117,000.00
Customer satisfaction rating (scale 1 -4)
3.75
4.75
4.75
(scale change in FY2017 (1 -5)
DEPARTMENT
FUND
PARD - AQUATIC /INDOOR - 7534
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$498,291
$527,680
$528,197
$518,264
General Services
16,427
18,000
17,836
18,000
Maintenance
4,321
4,000
7,280
60,000
Sundry
505
825
825
515
Supplies
19,793
26,816
23,536
28,850
Capital
0
0
0
0
TOTAL
$539,337
$577,321
$577,674
$625,629
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
Aquatics Supervisor
1.00
0.00
0.00
0.00
Aquatics Program Coordinator
0.00
1.00
1.00
1.00
Part -Time:
Lead Lifeguards
3.18
3.22
3.22
3.22
Lifeguards
10.44
10.87
10.87
10.87
Swim Instructors
1.88
2.06
2.06
2.06
Water Slide Attendant
2.29
2.35
2.35
2.35
Full -Time
1.00
1.00
1.00
1.00
Part-Time (Full -Time Equivalents)
17.79
18.50
18.50
18.50
TOTAL
18.79
19.50
19.50
19.50
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — NRH CENTRE PARK FACILITIES DEVELOPMENT
PROGRAM NAME
RECREATION — SPORTS PROGRAMS AND SERVICES
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 related events.
• 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 engaging 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 Citv Imaae)
• otter jjj youtn classes witn bU io of youtn classes otterea Deing conauctea Deyona the per class minimum enroiiment.
• 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. Develop Friday drop -in option for summer Camp NRH.
• 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.
Goal: Finanacial Stability
Total Recreation and Sports revenue
$261,734.50
$283,300.00
$295,300.00
Goal: Efficient and Effective Delivery of City Services
# Of youth programs offered
238
265
275
# Of family programs offered
10
10
10
# Of summer Camp NRH participants
642
620
620
# Of play time participant attendance
6,199
5,700
6,100
# Of youth sports camps offered
7
8
9
# Of youth program sessions made
192
174
234
# Of enrolled participants in classes
2,234
2,018
2,134
# Of new programs offered
23
30
35
# Of family event/program participants
193
200
200
% Of youth program sessions made
81.00%
80.00%
85.00%
% Of Camp NRH registration capacity
94.00%
95.00%
95.00%
Amount of youth contract instructor pay
$60,523.00
$67,000.00
$67,200.00
Amount of summer camp staff pay
$53,000.00
$58,830.00
$59,118.00
Amount of Camp NRH supplies /equipment
$14,495.96
$15,000.00
$15,000.00
Amount of sports officials payments
$22,865.00
$25,000.00
$25,000.00
Amount of sports camp instructor payments
$3,981.60
$5,500.00
$5,800.00
Average # of weekly Kids Club play time participants
119
119
120
Customer satisfaction rating for youth programs (scale 1 -5)
4.75
4.85
*moving forward scale for satisfaction 1 -5 beginning in FY2018
DEPARTMENT
FUND
PARD - RECREATION SPORTS - 7535
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$178,065
$206,158
$206,334
$212,472
General Services
94,067
125,000
115,000
124,000
Maintenance
2,622
4,000
4,000
3,000
Sundry
633
875
875
365
Supplies
18,062
19,000
19,000
19,000
Capital
0
0
0
0
TOTAL
$293,449
$355,033
$345,209
$358,837
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
Recreation /Sports Coordinator
0.00
0.00
0.00
0.00
Membership Services Supervisor
1.00
1.00
1.00
1.00
Part -Time:
Play Time Attendants
2.80
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
Full -Time
1.00
1.00
1.00
1.00
Part-Time (Full -Time Equivalents)
5.25
5.25
5.25
5.25
TOTAL
6.25
6.25
6.25
6.25
DEPARTMENT / DIVISION FUND
PARKS & RECREATION — COMMUNICATIONS & EVENTS PARK FACILITIES DEVELOPMENT
PROGRAM NAME
NRH EVENT CENTER
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 accommodates 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. In addition the Grand Hall also plays host to many community and city functions such as awards banquets,
business appreciation luncheon, chamber of commerce events, and a number of interdepartmental events. 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.
• To increase bookings through concious sales effort in which all enquires are followed through to conclusion. Resulting in
trackable data for future marketing and stragic planning. (Financial Stability)
• To manage all expenses and payroll through growth period to ensure budget concious growth. (Financial Stability)
• To operate with highest standards of customer service, utilizing guest surveys to evaluate and contanatly improve. (Positive City
Image)
• To promote a high quality and affordable venue for community partners to host events. (A Sense of Community)
• To serve as host for a variety of city functions, representing our city to the highest level for all citizens, guests, and city
coworkers. (A Sense of Community)
• Generate $250,000 in Grand Hall Revenue. (12 months)
• Manage over 160 paid rental bookings at the Grand Hall. (12 months)
• Serve over 30,000 attendees at events annually.
• Persue new and future clients through active sales and marketing efforts
• Increase market awareness through utilization of Grand Hall specific website including 3D tours
• Develop consistent training and standards, to improve guest experience beginning at the sales process
• Conduct customer surveys after each event to obtain feedback on service and facility operations.
• Coordinate with community partners for rentals to further enhance relations for the City and showcase the facilities.
uoai: rinanciai stawnty
# Of full -time employees
2.00
2.00
2.00
# Of regular part -time employees (in FTEs)
4.150
3.825
3.825
Bookings:
$ 249,876
$ 340,953
$ 359,920
# Of paid rental bookings
136
161
161
# Of recreation program bookings (Parks and NRH Centre)
30
30
30
# Of hosted bookings (NRH Events)
17
15
15
# Of total bookings all categories
183
206
206
Revenues:
Grand Hall revenue
$ 195,134
$ 250,000
$ 250,000
Grand Hall expenses
$ 249,876
$ 340,953
$ 359,920
Average Revenue per each paid event
$ 1,434.81
$ 1,553
$ 1,552.80
Attendance:
Total event center annual attendance
23,377
27,830
27,830
Average weekly event center attendance
450
535
535
Average number of paid events per week
2.6
3.1
3.1
Average number of total events per week
3.5
4.0
4.0
DEPARTMENT
FUND
PARD - EVENT CENTER - 7536
PARK FACILITIES DEVELOPMENT
EXPENDITURES
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
-.•.
Salaries
$208,690
$289,462
$280,795
$301,404
General Services
10,220
6,410
6,410
7,410
Maintenance
1,712
3,000
3,000
3,000
Sundry
8,058
12,296
12,296
12,524
Supplies
21,196
41,000
38,452
38,500
Capital
0
0
0
0
TOTAL
$249,876
$352,168
$340,953
$362,838
PERSONNEL SUMMARY
2016/16
2016/17
2016/17
2017/18
ACTUAL
ADOPTED
REVISED
PROPOSED
Full -Time:
Parks and Recreation Business Manager
0.00
0.00
1.00
1.00
Grand Hall Manager
0.00
1.00
0.00
0.00
Event Center Supervisor
1.00
0.00
0.00
0.00
Banquet & Hospitality Supervisor
1.00
0.00
0.00
0.00
Sales & Marketing Coordinator
0.00
1.00
1.00
1.00
Part -Time:
PT Catering and Sales Coordinator
0.50
0.63
0.00
0.00
Banquet & Hospitality Assistant Coordinators
1.05
1.25
0.00
0.00
Banquet & Hospitality Attendants
2.10
2.00
2.00
1.95
Banquet & Hospitality Lead
0.50
0.63
1.95
1.25
Office and Sales Coordinator
0.50
0.63
0.63
0.63
Full -Time
2.00
2.00
2.00
2.00
Part-Time (Full -Time Equivalents)
4.65
5.14
4.58
3.83
FTOTAL
6.65
7.14
6.58
5.83
k4FtH
NORTH RICHLAND HILLS
PARK AND RECREATION FACILITIES DEVELOPMENT
CORPORATION BOARD MEMORANDUM
FROM: The Office of the City Manager DATE: August 28, 2017
SUBJECT: Conduct a public hearing on the Park & Recreation Facilities
Development Corporation Proposed 2017/2018 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 2017/2018 Park & Recreation
Facilities Development Corporation Budget was advertised for 6 :40 p.m., August 28,
2017.
The proposed 2017/2018 Park & Recreation Facilities Development Corporation Annual
Capital Budget was reviewed by the City Council on July 24, 2017 at the Council work
session.
The proposed capital budget for 2017/2018 is $1,652,018. This amount includes one
continuing project and six new projects.
Continuing Protects:
1. Park System Signage
New Projects:
1. Green Valley Raceway Historical Area
2. HomeTown Lakes Pedestrian Bridge Trail Connections
3. Norich Park Playground Replacement and Shade
4. Park Infrastructure Maintenance (2018)
k4FtH
NORTH RICHLAND HILLS
5. Pump House A (Iron Horse Golf Course)
6. Trail and On -Road Safety Projects
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:
Conduct a public hearing and adopt the Park & Recreation Facilities Development
Corporation Proposed 2017/2018 Capital Budget and recommend approval by the City
Council.
Schedule 4
Parks & Recreation Capital Projects
Budget Summary
Pg. Map
Project To
2017/18
2018/19
2019 To
Total
No. ID
Date
Proposed
Estimated
Completion
Pro[ect Costs
Continuing Projects
- 1 PK1701
Barfield Family Foundation Grant Program
50,000
0
0
0 $
50,000
- 2 PK1401
Barfield /Cotton Belt Trail Connector
65,000
0
0
0 $
65,000
- 3 PK9601
Calloway Branch Trail Development [CMAQ]
1,484,311
0
0
0 $
1,484,311
- 4 PK1702
Green Valley Playground Replacement and Shade Structure Project
200,000
0
0
0 $
200,000
- 5 PK9602
Little Bear Creek Trail Development(John Barfield Trail
2,731,342
0
0
0 $
2,731,342
Development) [ISTEA]
- 6 PK1503
Major Trail Neighborhood Connectors
133,000
0
0
0 $
133,000
7 PK1602
Major Trail Rest Stations
55,000
0
0
0 $
55,000
8 PK1603
Northfield Park Renovation
6,083,521
0
0
0 $
6,083,521
- PK1506
Park Infrastructure Maintenance 2015
232,597
0
0
0 $
232,597
PK1604
Park Infrastructure Maintenance 2016
175,000
0
0
0 $
175,000
PK1703
Park Infrastructure Maintenance 2017
257,000
0
0
0 $
257,000
- - PK1605
Park System Playground Replacement
100,000
0
0
0 $
100,000
PK1606
Park System Signage
306,486
173,000
0
0 $
479,486
- 9 PK1607
Richland Tennis Center Infrastructure Maintenance (2016)
30,000
0
0
0 $
30,000
- 10 PK1704
Richland Tennis Center Infrastructure Maintenance 2017
18,000
0
0
0 $
18,000
- 12 PK1608
Trail Head Gateways 2016
122,260
0
0
0 $
122,260
- - PK1705
Trail Identification and 9 -1 -1 Emergency Response Signage
1,514
0
0
0 $
1,514
- PK1609
Unforeseen Park Damage
66,543
0
0
0 $
66,543
Total Continuing Projects
$
12,111,574 $
173,000 $
0 $
0 $
12,284,574
New Projects
75 13 PK1801
Green Valley Raceway Historical Area
0
30,000
0
0 $
30,000
77 14 PK1802
Hometown Lakes Pedestrian Bridge Trail Connections
0
80,000
0
0 $
80,000
79 15 PK1803
Norich Park Playground Replacement and Shade
0
205,000
0
0 $
205,000
81 - PK1804
Park Infrastructure Maintenance 2018
0
292,400
0
0 $
292,400
82 16 PK1805
Pump House A
0
100,000
0
0 $
100,000
83 - PK1806
Trail and On -Road Safety Projects
0
771,618
0
0 $
771,618
Total New Projects
$
0 $
1,479,018 $
0 $
0 $
1,479,018
Total Project Costs
$
12,111,574 $
1,652,018 $
0 $
0 $
13,763,592
Funding Sources
Certificates of Obligation
Certificates of Obligation
3,900,000
0
0
0 $
3,900,000
Total Certificates of Obligation
$
3,900,000 $
0 $
0 $
0 $
3,900,000
Federal /State Grants
ISTEA Grant Funds
2,882,928
0
0
0 $
2,882,928
Schedule 4
Parks & Recreation Capital Projects
Budget Summary
Pg. Map
Project To
2017/18
2018/19
2019 To
Total
No. ID
Date
Proposed
Estimated
Completion
TXDOT Funding
0
617,294
0
0 $
617,294
Federal Grant
500,000
0
0
0 $
500,000
Total Federal /State Grants
$
3,382,928 $
617,294 $
0 $
0 $
4,000,222
Reserves
Impact Fees
0
205,000
0
0 $
205,000
Reserves
71,795
0
0
0 $
71,795
Project Savings
127,485
154,324
0
0 $
281,809
Sales Tax Reserve for CIP
100,536
0
0
0 $
100,536
Total Reserves
$
299,816 $
359,324 $
0 $
0 $
659,140
Sales Tax
Sales Tax Reserve for CIP
0
402,400
0
0 $
402,400
Park Sales Tax
3,076,822
173,000
0
0 $
3,249,822
Total Sales Tax
$
3,076,822 $
575,400 $
0 $
0 $
3,652,222
Other
Donations Fund
142,000
0
0
0 $
142,000
Golf Course Reserve
0
100,000
0
0 $
100,000
Impact Fees
1,155,000
0
0
0 $
1,155,000
Other
155,008
0
0
0 $
155,008
Total Other
$
1,452,008 $
100,000 $
0 $
0 $
1,552,008
Total Sources of Funds
$
12,111,574 $
1,652,018 $
0 $
0 $
13,763,592
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Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Park System Signage PK1606
Project Description
This project provides for the design and construction of new, updated park signage that will provide a gateway to each park,
consistent with the vision of "City as Park" as supported by the Parks, Recreation and Open Space Master Plan. All park entry signs
are scheduled to be replaced over a three year period. Each year, as funding becomes available, Parks and Recreation staff will
inspect and evaluate all signs, and respond with sign replacement projects in order of greatest priority.
Project Justification
The 2007 Parks, Recreation and Open Space Master Plan lists as a priority the general recommendation for all parks to have a
unique and defined gateway. The current metal park signs have become oxidized from exposure to sun and weather, resulting in
increased labor and materials to maintain the signs. As our park system continues to develop, we seek to incorporate sustainable
materials in a design that is less "corporate" and more in -line with the recommendations in the City's Image Study and Master Plan.
Project funding source is Park Sales Tax. FY18 allocation is $173,000.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services
Adopted Budget 2015 -16 $100,000
Engineering /Design
Adopted Budget 2016 -17 $173,000
Land /ROW Acquisition
Revision 2016 -17 $33,486
Construction 10/2015 09/2018
Proposed 2017 -18 $173,000
Other
Total $479,486
Total Schedule 10/2016 09/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves
Sales Tax 306,486 173,000 0 0 $479,486
Other
Total Funding $306,486 $173,000 $0 $0 $479,486
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design
Land /ROW Acquisition
Construction 306,486 173,000 0 0 $479,486 $0
Other
Total Costs $306,486 $173,000 $0 $0 $479,486 $0
Operating Impact
No operating impact is anticipated.
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
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Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Green Valley Raceway Historical Area PK1801
Project Description
This project provides for the design and construction of an historical plaza adjacent to North Tarrant Parkway, east of Smithfield
Road where the John Barfield Trail meanders through what once was the Green Valley Raceway. Proposed amenities include an
attractive pedestrian and bicycle plaza with benches, trash receptacles and signage with information and photographs that celebrate
the rich history of a bygone era in North Richland Hills.
Project Justification
The Green Valley Raceway was a motorsports race track located in the area between North Tarrant Parkway and Green Valley
Drive, immediately east of Smithfield Road. The race track opened in 1963 and was used for over 20 years as a permanent road
course and drag strip until it closed on 1984. Remnants of the parking lot and drag strip still exist in this area. The story of the Green
Valley Raceway is a reminder that North Richland Hills has a unique past that can be enjoyed by current and future generations.
Note: Source of funds is $30,000 from Park Sales Tax.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services
Proposed 2017 -18 $30,000
Engineering /Design 09/2017 01/2018
Total $30,000
Land /ROW Acquisition
Construction 03/2018 09/2018
Other
Total Schedule 09/2017 09/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves
Sales Tax 0 30,000 0 0 $30,000
Other
Total Funding $0 $30,000 $0 $0 $30,000
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design
Land /ROW Acquisition
Construction 0 30,000 0 0 $30,000 $0
Other
Total Costs $0 $30,000 $0 $0 $30,000 $0
Operating Impact
There is no operating impact as a result of this project.
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Hometown Lakes Pedestrian Bridge Trail Connections PK1802
Project Description
This project provides for trail connections from the Walker's Creek Trail to the new pedestrian bridge crossing the northernmost lake
of the Lakes of Hometown. The bridge and bridge abutments are being installed by Arcadia Development, and this project will
provide for access to the bridge from the existing Walker's Creek Trail on both the east and west sides of the lake.
Project Justification
Walker's Creek Trail is comprised of 10 foot wide multi -use trail along the east and west sides of the chain of lakes in the Hometown
development. This project will connect the east and west trails sections, creating a trail loop and providing direct pedestrian access
across the drainage corridor.
Note: Project Funding source is from Park Sales Tax. FY18 allocation is $80,000.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services
Proposed 2017 -18 $80,000
Engineering /Design 10/2017 03/2018
Total $80,000
Land /ROW Acquisition
Construction 04/2018 09/2018
Other
Total Schedule 10/2017 09/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves
Sales Tax 0 80,000 0 0 $80,000
Other
Total Funding $0 $80,000 $0 $0 $80,000
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design
Land /ROW Acquisition
Construction 0 80,000 0 0 $80,000 $0
Other
Total Costs $0 $80,000 $0 $0 $80,000 $0
Operating Impact
No operating impact is anticipated
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
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Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Norich Park Playground Replacement and Shade PK1803
Project Description
This project provides for the replacement of the playground at Norich Park. The Parks and Recreation Department developed an
Infrastructure Management Plan for park amenities which addresses long term funding needs for replacement and renovation of
park sites and their amenities. Park assets are subject to continual heavy usage by citizens, exposure to the elements and the
natural aging process. The Asset Management 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.
Project Justification
The Norich Park playground was constructed in 1995, and the existing components. From the original construction, are no longer
available for replacement or retrofit. Due to the fact that older playgrounds are often exposed to the summer sun and heat, the 2007
Parks, Recreation and Open Space Master Plan makes specific recommendations for parks to construct shade structures over play
areas. This project will serve to provide a safe, accessible and high quality play experience for our citizens to enjoy for years to
come.
Note: Project Funding source is Park Impact Fee Reserve (Central District).
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services
Proposed 2017 -18 $205,000
Engineering /Design 10/2017 02/2018
Total $205,000
Land /ROW Acquisition
Construction 03/2018 08/2018
Other
Total Schedule 10/2017 08/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves 0 205,000 0 0 $205,000
Sales Tax
Other
Total Funding $0 $205,000 $0 $0 $205,000
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design
Land /ROW Acquisition
Construction 0 205,000 0 0 $205,000 $0
Other
Total Costs $0 $205,000 $0 $0 $205,000 $0
Operating Impact
There is no operating impact as a result of this project.
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Park Infrastructure Maintenance 2018 PK1804
Project Description
This project provides for maintenance of park infrastructure in response to use and age. The FY 2017 -2018 priorities include
concrete trail repair, retaining wall repairs, park restroom partitions and fixtures, athletic field fencing, erosion control, playground fall
zone material, security lighting maintenance, restroom /concession building repairs and drinking fountain repairs and replacement.
Project Justification
The Parks and Recreation Department developed an Infrastructure Management Plan for park amenities. The plan addressed long
term funding needs for replacement and renovation of park sites and their amenities, demonstrating responsible stewardship of
property assets by the city. Park assets are subject to continual heavy usage by citizens, exposure to the elements and the natural
aging process. The Asset Management 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.
Note: Project funding source is Park Sales Tax.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services
Proposed 2017 -18 $292,400
Engineering /Design
Total $292,400
Land /ROW Acquisition
Construction 10/2017 09/2018
Other
Total Schedule 10/2017 09/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves
Sales Tax 0 292,400 0 0 $292,400
Other
Total Funding $0 $292,400 $0 $0 $292,400
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design
Land /ROW Acquisition
Construction 0 292,400 0 0 $292,400 $0
Other
Total Costs $0 $292,400 $0 $0 $292,400 $0
Operating Impact
There is no operating impact as a result of this project.
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
Parks & Recreation Capital Projects
Department Project Title Project Number
Golf Course Pump House A PK1805
Project Description
This project involves the replacement of the existing pump station A pump house, pumps, motors and control system. This will
upgrade all pump station equipment and structure. The project will provide a more efficient delivery of water and electrical usage.
This will ensure reliable water service to the course with less interruptions. The pump station provides water to the first six holes,
driving range and club house. Package variable speed pumping station rated for 1,000 GPM at 115PSI at station discharge.
460/3/60 full voltage.
Project Justification
This project will provide the opportunity to improve and correct the water intake to the existing pump stations. This project will
provide protection of the existing asset of the pump station, while improving the delivery of water to the golf course.
Project funding is from Golf Course Fund operating budget.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services 10/2017 12/2017
Proposed 2017 -18 $100,000
Engineering /Design
Total $100,000
Land /ROW Acquisition
Construction 02/2018 09/2018
Other
Total Schedule 10/2017 09/2018
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants
Reserves
Sales Tax
Other 0 100,000 0 0 $100,000
Total Funding $0 $100,000 $0 $0 $100,000
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services
Engineering /Design 0 10,000 0 0 $10,000 $0
Land /ROW Acquisition
Construction 0 90,000 0 0 $90,000 $0
Other
Total Costs $0 $100,000 $0 $0 $100,000 $0
Operating Impact
No Operating Impact
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
Parks & Recreation Capital Projects
Department Project Title Project Number
Parks and Recreation Trail and On -Road Safety Projects PK1806
Project Description
This project will provide for implementation of recommendations identified in the City Wide Trail and Route System study addressing
safety enhancements at street crossings, warning signs and markings, wayfinding signs and trail and route connections. The
recommendations being implemented are all designed to provide safe, friendly on- street bicycle transportation throughout the City.
Project Justification
The popularity of bicycling, walking and running in North Richland Hills is demonstrated by the high level of usage of the City's trail
system. However, on- street transportation by bicyclists has shown a continual increase over the past several years, with numbers
expected to continue to rise. The recommendations being implemented with this project specifically address safe and convenient
connectivity with on -road routes and trail street crossings.
Funding source is Transportation Alternatives Set -Aside (TA Set - Aside) Program Grant and project savings from the Barfield Trail
project (PK9602). The grant program requires a 20% match from the City and is being funded through project savings.
Project Schedule Beginning Date Ending Date
History Fiscal Year Amount
Professional Services 10/2017 02/2018
Proposed 2017 -18 $771,618
Engineering /Design
Total $771,618
Land /ROW Acquisition
Construction 04/2018 03/2019
Other
Total Schedule 10/2017 03/2019
Sources of Funds To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Funding
General Obligation Bonds
Certificates of Obligation
Federal /State Grants 0 617,294 0 0 $617,294
Reserves 0 154,324 0 0 $164,324
Sales Tax
Other
Total Funding $0 $771,618 $0 $0 $771,618
Project Costs To Date 2017 -18 Budget 2018 -19 Estimate 2019 - Completion Total Cost Expense /Enc
Professional Services 0 113,500 0 0 $113,600 $0
Engineering /Design
Land /ROW Acquisition
Construction 0 587,971 0 0 $687,971 $0
Other 0 70,147 0 0 $70,147 $0
Total Costs $0 $771,618 $0 $0 $771,618 $0
Operating Impact
There is no operating impact as a result of this project.
Fiscal Year 2017 -18 2018 -19 2019 -20 2020 -21 2021 -22 Total Impact
Amount $0 $0 $0 $0 $0 $0
Total Operating Impact $0 $0 $0 $0 $0 $0
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