DEPARTMENT OF PARKS AND RECREATION BUDGET REVIEW...- 2 - DPR Strategic Overview Citywide Vision: We...

DEPARTMENT OF PARKS AND RECREATION BUDGET REVIEW

OCTOBER 1, 2013

2014 BUDGET

- 2 -

DPR Strategic Overview

Citywide Vision: We will deliver a world-class city where everyone matters

As stewards of Denver’s legacy, the Department of Parks and Recreation is dedicated to customer satisfaction and

enhancing lives by providing innovative programs and safe, beautiful, sustainable places.

Sustainability Equity Engagement Sound Economics

Source: DPR Strategic Plan

System-wide plan for

implementation/management of

irrigation systems

Attain ACSP Audubon

Certifications

Preserve & sustain urban forest

Increase # of Denver youth

participating through MyDenver

program

Inventory all park assets

through the use of an asset

tracking tool

Develop service learning

and youth internship

program

Utilize resources

effectively & efficiently

Strengthen customer

loyalty

- 3 -

Parks and Recreation Mission Level Metrics

Priority

Metrics

2011 2012 2013

Estimated

2014

Projected

2014

Projected

Expansion

% of Park sites converted to

Central Irrigation Control 50 53 35 10 NA

# ACSP certifications received at

Denver Golf Courses 6 6 4 4 NA

# of tree replacements in parks 1,187 1,332 1,000 1,000 NA

# of yth. participating in free out of

school activities in rec. centers

(visits)

190,880 71,934 250,000 300,000 NA

# of parks and recreation staff

involved in the internship program 0 8 8 8 NA

# of youth in service learning

projects 2,384 2,662 2,700 2,800 NA

# of adults participating in service

learning projects 6,133 8,850 9,000 9,100 NA

# of volunteer projects 294 434 435 450 NA

Completion % for Parks task

tracking project NA 90% Complete 95%

Complete

100% Implementation

of Data Analysis

Average rating of recreation

centers for appearance and

cleanliness, willingness

to assist, employee knowledge,

service satisfaction and likeliness

to recommend

NA 4.28 4.2 or Better 4.3 or Better NA

- 4 -

DPR Budget Overview – General Fund

Expenditure Category 2011 Actual 2012 Actual 2013 Revised Budget 2014 Proposed

Budget Variance

Personnel Services $31,962,215 $33,946,635 $37,603,576 $39,888,306 6.08%

Services & Supplies $7,953,032 $9,928,306 $9,820,126 $11,580,103 17.92%

Capital Equipment $439,929 $335,340 $365,866 $297,000* -18.82%

Internal Services $3,274,383 $3,359,421 $3,077,200 $2,956,391 -3.93%

TOTAL Operating $43,629,559 $47,569,702 $50,866,768 $54,721,800 7.58%

Capital Improvements

Program** $36,404,299 $20,038,174 $17,095,591 $15,520,350 -9.21%

Revenue 2011 Actual 2012 Actual 2013 Revised 2014 Proposed

Budget

Variance

General Fund $6,677,115 $7,443,330 $7,032,850 $7,044,900 0.17%

Summary of 2014 Budget Proposal Expenditures

• Increase in personnel is due additional 2A funded staff; five for Park Maintenance

• Increases in supplies and materials is due in part to 2A funding for Recreation programming and Park Maintenance and rate/price increases for items

such as park light repairs performed by Xcel Energy, portolets, and water.

• Another increase in supplies is the restoration of temporary funding cuts in water and training.

• Capital equipment requests for 2014 include fitness equipment for Recreation Centers, snowplow for the Mountain Parks and small equipment for Park

Maintenance. Recreation equipment has been prioritized as our highest need.

Summary of 2014 Budget Proposal Revenues

• 2013 revised revenue estimate down approximately $380,000, largely due to loss of youth membership revenue due to My Denver program which offers

free recreation memberships to youth.

* Does not include fleet replacement requests

* Includes all payments, maintenance and discretionary projects as well as grant and bond funding

- 5 -

DPR Budget Overview – Golf Enterprise Fund

Expenditure

Category 2011 Actual 2012 Actual

2013 Revised

Budget

2014

Proposed Budget Variance

Personnel Services $4,063,504 $4,234,326 $5,150,209 $5,420,597 5.25%

Services & Supplies $2,041,081 $2,612,047 $3,539,379 $4,168,061 17.76%

Capital Equipment $149,685 $65,645 $119,000 $174,000 46.22%

Internal Services $1,603,361 $1,281,577 $1,401,496 $1,267,342 -9.57%

TOTAL Operations $7,857,631 $8,193,591 $10,210,084 $11,030,000 8.03%

Capital Improvement

Projects $419,048 $338,742 $1,349,000 $390,000 -29.66%

TOTAL EXPENSES $8,276,679 $8,532,337 $10,709,084 $11,420,000 6.63%

Revenue 2011 Actual 2012 Actual 2013 Revised 2014 Proposed

Budget

Variance

Enterprise Fund Rev. $9,135,611 $9,857,307 $10,782,00 $11,932,900 10.68%

Summary of 2014 Budget Proposal Expenditures

• 2014 increase is due to Denver Golf managing Overland and Evergreen rather than a concessionaire contract.

• Net operating income is utilized to make capital improvements to the golf courses including dams, bridges, cart paths,

buildings, tee and green replacement.

Summary of 2014 Budget Proposal Revenues

• 2014 increase is due to Denver Golf managing Overland and Evergreen rather than a concessionaire contract.

- 6 -

DPR General Fund Personnel Overview

Career Service

Authority

(CSA) Employees

2011 Actual 2012 Actual 2013

Revised

Budget

2014

Proposed Budget

Total Personnel $31,962,215

$33,946,635

$37,603,576

$39,888,306

Comp Time $19,068 $24,908 $23,013 $23,752

Overtime Permanent FTE $39,217 $77,225 $70,500 $81,950

Total FTE 414 397 406 413.5

On-Call Regular Compensation $5,991,798 $6,951,364 $8,237,672 $8,363,655

On-Call FTE 266 277 292 292

Key Drivers:

• 2A funding for Recreation My Denver and annually for six years, five additional Park Maintenance staff.

•Parks continues to collaborate with DIA by sending 25 FTE to DIA from October-March.

•Parks continues to see high use of popular regional parks on weekends. Weekend park maintenance shifts have been added

to keep parks clean which has caused some of the overtime. However, most of the overtime is due to snow removal.

•Parks and Recreation uses a pool of on-calls 1100-1900 (individual employees) to meet workloads throughout the year.

- 7 -

Lauri Dannemiller

Manager

Erin Brown

Deputy Manager

Recreation

Thomas

Herndon

Director

Recreation

14

Recreation

Centers

Aquatics

Youth

Sports

Fitness

Active

Older

Adults

Scott Gilmore

Deputy Manager

Parks and Planning

John

Martinez

Recreation

Manager

Dolores

Moreno

Director

Recreation

Outdoor

Recreation

Denver

Employee

Fitness

Center

Citywide

Sports

13

Recreation

Centers

Community

Recreation

Adaptive

Recreation

Social

Enrichment

Arts and

Culture

Doug

Woods

Director

Parks

Gordon

Robertson

Director

PDC

Scott

Rethlake

Director

Golf

Eleni

Sarris

Director

Developm.

Bob Finch

Director

Nat.

Resources

Dody

Erickson

Sp. Project

Director

Fred Weiss

Director

Finance &

Admin

Jeff Green

Director

Marketing &

Communicat.

Media &

Community

Relations

Graphic

Design

Accounting &

Finance

Contract

Compliance

Permitting

Event

Facilities

City

Naturalist

Buffalo Bill

Museum

Park

Rangers

Mountain

Parks

Forestry

Citywide

Operations

4 Urban

Maint.

Districts

Water

Conserv.

City

Greenhouse

Facility

Maint.

7 Golf

Courses

Aqua Golf

Junior Golf

Parks

Planning

Design &

Construction

CW

Maintenance

Downtown &

Special

Projects

Department of Parks & Recreation Org. Chart

- 8 -

2014 Budget Highlights for Parks and Recreation Title: Aquatics Risk Management Coordinator - 1.0 FTE

Description: New staff member will implement recommendations for continuous improvements to risk management

assessment and safety issues in aquatics. Standardize aquatic management to minimize risk for potential litigation.

Financial Impact: $78,698

Performance Metrics:

2011 Actual 2012 Actual 2013 Estimated 2014 Projected

(total as of 6/30/14)

2014 Projected


Workload Metric #1:

Developing and

documenting policy and

procedures

Current policies and

procedures.

Current

Begin planning

/restructure for aquatics

operations

Current

Planning/development

based on aquatics audit.

Standardized policy and

procedures manuals.

Standard Operating

Procedures

Emergency Management

Plan

Environmental/ Health

Management System

Workload Metric #2:

# of pools audited

None None 7- Indoor pools

6-Outdoor pools

6-Indoor pools

10-Outdoor pools

13-Indoor pools

16-Outdoor pools

Workload Metric #3

# pool attendance – by

youth

158,471 231,990 268,845 145,000 290,000

Mid-Range Outcome

Standardize in-

service/recertification

training and

development

None 3 Indoor pools 3 Indoor pools

Outdoor pool operations

standard due to short

season

10-Indoor pools

Outdoor pool operations

standard due to short

season

13-Indoor pools

Mission-Level Metric

Outcome

Development of tracking

tool to manage required

training hours for 325

lifeguards

None Varies by center – no

standard tracking system

Varies by center – no

standard tracking system

Tool development

complete; tracking tool

implemented in 6 centers

Data collected for 7

additional indoor pools

(13 total) and 16 outdoor

pools ; ongoing tracking

for required training

hours

- 9 -

2014 Budget Highlights for Parks and Recreation Title: Project Management – Mtn. Parks CIP - 1.0 FTE

Description: Create a dedicated Mountain Parks project manager/planner position to adequately address CIP planning

and project management in Denver Mountain Parks.



Considerations: Currently, we have project manager working on Mtn. Parks CIP only 30% of the time. This

position would be 100% allowing us to make significant progress implementing the Mtn. Parks Master Plan and free up

another position to concentrate on regional trails 30% of the time.



2014 Projected


Workload Metric #1:

# projects completed

from Mtn. Parks Master

Plan

16 16 16 25 35

Workload Metric #2:

$ spent for maintenance

and capital

improvements in Mtn.

Parks ($30 million

investment

recommended from

master plan)

$500,000 $500,000 $500,000 $1,000,000 $3,000,000

Mid-Term Outcome

Reduction in

maintenance cost of

replaced assets

$15,000 $15,000 $15,000 $30,000 $60,000

Mission-Level Metric

Outcome

Increase in Mtn. Park

visitors (1 million plus

visitors annually)

1% 1% 1% 3% 5%

- 10 -

2014 Budget Highlights for Parks and Recreation

Title: Project Management for CIP – 1.00 FTE (.25 change 2013 vs. 2014)

Description: Convert temporary project management position from limited to full time to ensure adequate project

management staffing for currently funded projects.





2014 Projected


Workload Metric #1:

# of projects

completed

0 5 projects 8 projects 4 project 9 projects

Workload Metric #2:

Dollar value of the

reduction in asset

replacement backlog

0 $1,000,000 $1,600,000 $800,000 $1,800,000

Mid-Range

Outcome Reduction

in maintenance cost

of replaced assets

0 $20,000 reduction $32,000 reduction $16,000 reduction $36,000 reduction

Mission-Level

Metric Outcome

Additional residents

impacted by

completing projects

0 37,500 residents 60,000 residents 30,000 residents 67,500 residents

- 11 -


Title: On-Call Raise

Description: Parks and Recreation employs approximately 1100-1900 individuals part-time depending

on the season. These part-time employees have not had a raise in five years due to budget

reductions. This raise is important to maintain a well trained workforce and retaining employees.


Considerations: Maintaining a well trained workforce and retaining employees.

- 12 -


Title: Cap on Indirect Charges for the Golf Enterprise Fund

Description: The amount of indirect charges owed to the general fund is not to exceed 5 percent of Golf’s 2014

operating budget. Historically, the Golf Enterprise Fund has received total indirect charge bills that approximate 13

percent of its operating budget. That percentage is disproportionally high compared to other enterprise funds.

Financial Impact: Approximately $700,000


Risks and Considerations: 1) The indirect charges are mathematically correct as prepared by the City’s cost allocation consultant. However, Golf’s

indirect cost allocation amount is disproportionately high.

2) To absorb the full amount, Golf would have to increase fees exorbitantly and price themselves out of the metro area golf

market which would reduce play and therefore revenue.

3) If fees were not raised, capital improvements, maintenance, and equipment, would be deferred resulting in diminished

assets, reduced play and revenue.

4) 4) The full cost allocation amount is an excessive overhead burden vs. other municipalities and the golf industry average.



2014 Projected

(total as of

12/31/14)

Workload Metric

#1: $ spent on CIP

$394,532 $387,650 $1,549,437 $400,000 $1,375,000

Mid-Range

Outcome

Fund Balance

$2,922,082 $3,482,236 $2,032,321 $2,169,693 $1,193,709

- 13 -

Other Key 2014 Budget Changes

Title: Park Designation Research & Analysis

Description: Hire a consultant or contractor to do surveying and a title company to do title research

on park land to determine exact park land designation.


Title: Water Rate Increase & Temporary Savings Reduction

Description: Fund expected rate increases and restore $200K of temporary savings to increase

usage from 27 acres per inch to 28.5 acres per inch.


Title: Portolet Service Increase

Description: Expand funding for more portolet units as well as increased maintenance cycles to

address the top park-related customer complaint received by the department.


Title: CIP to General Fund Transfer

Description: Restore funding for operating items that have been paid for through CIP.


Title: Forestry Education & Outreach FTE

Description: Restore funding for 0.50 FTE; portions of the position were partially funded via a grant

as temporary savings measures in 2012 and 2013.


- 14 -

Parks and Recreation Fee Implications from RAPP

Resources Allocations and Priorities Plan (RAPP)

This plan identifies core services, points out duplication in services,

recommends service provision strategies, and recommends resources

allocation and pricing strategies.

The project includes conducting an inventory and analysis of all parks and

recreation services in relation to the City’s values, visions, and needs of the

community, as well as market position, and reaffirming the Department’s

mission.

Includes the development of a cost recovery pyramid for pricing Department

services.

2014 Work Plan– includes reviewing and proposing changes to existing fees,

permits and services based on their current cost recovery. While we plan on

bringing forward fee increases in 2014, no fee increases are currently

proposed as part of the 2014 budget.

- 15 -

Parks Capital Improvement Program

• Parks annual capital maintenance projects include pool rehabilitation, citywide trail

improvements, playground rehabilitation, and other park improvements.

• Only $8-10M is available each year for all citywide capital discretionary project requests,

including requests from Parks, Public Works, DPL, OED, OEM, CPD, DEH, Safety, General

Services, Denver Health, etc. Approximately $2-3M of discretionary funds must be

dedicated to parks uses each year, based on parks dedicated revenue received.

- 16 -

Parks and Recreation Capital Program Highlights

$2.0M in second year local match for Great Outdoors Colorado

(GOCO) grant awarded to the City for improvements to the S. Platte

River Corridor recommended as part of the S. Platte River Master

Planning efforts.

$500K for implementation of the Genesee & Katherine Craig

Mountain Parks, Park and Trail Improvement Plan.

$500K for continued implementation of the Ruby Hill Master Plan

with the goal of serving the surrounding neighborhoods.

$282K in local match to support reconstruction of bicycle and

pedestrian ramps in Confluence Park improving circulation,

pedestrian safety and connectivity.

- 17 -

Thank you!

Questions or Comments?

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