11-10-2014 (Parks & Recreation) Agenda Packet fre Wylie Parks and Recreation Board
NOTICE OF MEETING
• VV `4,a P
Regular Meeting Agenda
November 10, 2014 - 6:30 p.m.
Wylie Municipal Complex
Council Chambers
300 Country Club #100
Wylie, Texas 75098
Matt Rose Chair
Lisa Ulmer Vice-Chair
Dan Chesnut Board Member
David White Board Member
Jeff Harris Board Member
Emmett Jones Board Member
Bobby Kinser Board Member
Robert Diaz Board Liaison
Shohn Rodgers Parks Manager
Mike Sferra Public Services Director
Janet Hawkes Board Secretary
In accordance with Section 551.042 of the Texas Government Code, this agenda has been posted at the Wylie
Municipal Complex, distributed to the appropriate news media, and posted on the City webs ite:
www.wylietexas.gov within the required time frame. As a courtesy, the entire Agenda Packet has also been posted
on the City of Wylie website: www.wylietexas.gov.
The Board Chair requests that all cell phones and pagers be turned off or set to vibrate. Members of the audience
are requested to step outside the Council Chambers to respond to a page or to conduct a phone conversation.
The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled
attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020.
Hearing impaired devices are available from the City Secretary prior to each meeting.
CALL TO ORDER
Announce the presence of a Quorum.
CITIZENS COMMENTS ON NON-AGENDA ITEMS
Residents may address the Board regarding an item that is not listed on the Agenda. Residents must provide their
name and address. Board requests that comments be limited to three (3) minutes. In addition, the Board is not
allowed to converse, deliberate or take action on any matter presented during citizen participation.
November 10,2014 Wylie Parks and Recreation Board Regular Meeting Agenda Page 2 of 2
REGULAR AGENDA
1. Consider and act upon approval of the Minutes from the October 11, 2014 meeting.
DISCUSSION ITEMS
• Subcommittee recommendations for future Parks Acquisition and Improvement
Fund projects.
• Review of the Wylie Recreation Center Operations Budget Assessment Report.
• Forming a subcommittee to review the Wylie Recreation Center Operations Budget
Assessment Report.
ADJOURNMENT
CERTIFICATION
I cert0;that this Notice of Meeting was posted on this 7th day of November 2014 at 5:00 p.m. as required by law in
accordance with Section 551.042 of the Texas Government Code and that the appropriate news media was
contacted. As a courtesy, this agenda is also posted on the City of Wylie website: www.wylietexas.gov.
Carole Ehrlich,City Secretary Date Notice Removed
CI TY OF WY LI Parks and Recreation Board
Meeting Minutes
Monday, October 13,2014—6:30 p.m.
Wylie Municipal Complex—Council Chambers
300 Country Club Road, Building 100
Wylie, Texas 75098
CALL TO ORDER
Board Chairman Rose called the meeting to order at 6:31 p.m.with Board Member Chesnut,Board Member Harris
and Board Member Kinser present. Board Member Jones arrived to the meeting at 6:42 p.m.,and Board Member
Ulmer and Board Member White were both absent from the meeting.
Staff members present: Parks Manager, Shohn Rodgers and Parks Board Secretary,Janet Hawkes.
CITIZENS PARTICIPATION
No citizens addressed the Board.
BUSINESS ITEMS
1. Consider and act upon approval of the Minutes from the September 8, 2014
meeting.
Board Action:
Board Member Harris made a motion,seconded by Board Member Kinser,to approve the minutes from
the September 8,2014 meeting. A vote was taken and passed 4-0.
2. Consider and act upon a vendor application from the Wylie East Color Guard for
a fundraiser at the Bart Peddicord Community Center on December 13, 2014.
Board Action:
Parks Manager Rodgers informed the Board that the Wylie East High School Color Guard is requesting
their annual`Breakfast with Santa"fundraising event on December 13,2014 from 7:00am to 1:00pm at
the Bart Peddicord Community Center. They will be offering an all-you-can-eat pancake breakfast along
with story time and pictures with Santa. Board Member Kinser made a motion,seconded by Board
Member Harris,to approve the vendor application for the Wylie East Color Guard fundraiser event at the
Bart Peddicord Community Center on December 13,2014. A vote was taken and passed 5-0.
3. Consider and act upon the request from the Parks Division to remove a large
Cedar Elm tree from Creekside Estates Park.
Board Action:
Parks Manager Rodgers advised that the Creekside Estates Homeowner's Association approached the
Parks Division with a concern about a large tree in the southwest corner of the park,along the creek.
Erosion has exposed a large portion of the tree's root system and residents are concerned that if the tree
were to fall,it would land on an adjacent homeowner's property,damaging playground equipment
located in their yard. The Parks Division feels that the tree doesn't present a potential hazard;however,
requests permission from the Parks and Recreation Board,who also serve as the City's Tree Advisory
Board,to have this tree removed by a qualified contractor. Parks Manger Rodgers advised that a bid
from Aborilogical Services,Inc.came in at$1,055 to remove the tree. Board Member Chesnut
questioned if the tree could be replanted,but Parks Manager Rodgers advised that it was much too large
to do so. Board Chairman Rose said that he and other Board Members were able to see the tree in
question at the Parks Board Tour the week prior,and he expressed concern about the nearby unstable tree
located across from the creek near the homeowner's property and the possible expectation for the City to
remove that one as well. Parks Manger Rodgers advised he would communicate with the HOA in
clarifying that the City will not take on the responsibility for that tree if removal was necessary.
Board Member Chesnut made a motion,seconded by Board Member Kinser,to approve the removal of a
large Cedar Elm tree from the Creekside Estates Park. A vote was taken and passed 5-0.
4. Consider and act upon a request from the Parks Division to allow a contractor to
perform minor trimming and pruning on the large Pecan tree at the Municipal
Complex.
Board Action:
Parks Manager Rodgers explained the necessity for minor trimming and pruning to the large pecan tree
located along Country Club Road at the City of Wylie Municipal Complex. The trimming would remove
some of the heavier hanging tree branches,removing dead wood and thinning out the interior of the
canopy to promote the tree's overall health. Aborilogical Services,Inc.quoted$425 to perform this
work.
Board Member Harris made a motion,seconded by Board Member Chesnut,to approve the request to
have a contractor perform minor trimming and pruning on the large Pecan tree at the Municipal
Complex. A vote was taken and passed 5-0.
DISCUSSION ITEMS
• Subcommittee update from October 8, 2014 meeting.
Board Member Chesnut addressed the Board with a recap of the October 8,2014 subcommittee meeting.
He stated that the subcommittee members plan to send Superintendent Diaz and Parks Manager Rodgers
their list of prioritized parks items needing improvement. Board Member Chesnut advised that a list of
these prioritized ideas will be ready for presentation at the next Parks and Recreation Board meeting in
November.
ADJOURNMENT
There being no further business a motion to adjourn was made by Board Member Chesnut and seconded by Board
Member Jones. A vote was taken and passed 5-0. The meeting was adjourned at 6:52 p.m.
ATTEST:
Janet Hawkes, Parks Board Secretary Matt Rose, Parks Board Chairman
Minutes October 13, 2014
Wylie Parks and Recreation Board Meeting
Page 2
Harris White Chesnut Diaz Rodgers Total
Community Park bleacher covers-central 5 4 2 3 14
Additional trail at MC (6ft portion at trail head)-west 3 1 5 5 14
Upgrade bridge at MC trail-west 2 5 4 3 14
Community Park parking lot(landscape and lighting)-central 1 5 2 8
Founders Park Scoreboard-west 4 3 7
Replace Olde City Park playground-central 2 1 4 7
Founders Park parking(stadium and east area near Service Center)-west 4 4
Replace of Pirate Cove Playground-west 3 3
Sign program at all parks-all zones 1 1 2
Trail connection at Southbrook/Twin Lakes Parks-central 2 2
n
Upgrade signageattrail
Community Park restroom-central
Founders Park restroom-west 0
Map sign at disk golf park-east
Development of Braddock Park areas (additional practice fields)-central
Solar trail lighting at -
trails-west
Potential Projects to complete:
• Additional trail at MC (6ft portion at trail head)-west
• Upgrade signage at MC trail (Interpretive)-west
• Upgrade bridge at MC trail-west
• Community Park parking lot (landscape and lighting)-central
• Community Park bleacher covers-central
• Community Park restroom-central
• Founders Park restroom-west
• Founders Park parking (stadium and east area near Service Center)-west
• Founders Park Scoreboard-west
• Replace of Pirate Cove Playground-west
• Replace Olde City Park playground-central
• Trail connection at Southbrook/Twin Lakes Parks-central
• Sign program at all parks-all zones
• Map sign at disk golf park-east
• Development of Braddock Park areas (additional practice fields)-central
• Solar trail lighting at MC trails-west
• Solar Community Park parking lot lighting-central
Potential A and I Funding:
Creekside apartments-west $200,000 FY-14-15
Wooded Creek-west $30,000 FY 14-15
Alanis Crossing-central $159,000 FY 14-15
Covington Estates Ph. 1-central $88,000 FY 15-16
Westgate Townhomes-west $156,000 FY 15-16
Mansions at Wylie Seniors-west $256,000 FY 15-16
Covington Estates Ph. 2-central $88,000 FY 16-17
Wylie City Council
!.`. AGENDA REPORT
r
Qaxµoy 1887 �
Meeting Date: September 23,2014 Item Number:
(City Secretary's Use Only)
Department: Public Services
Prepared By: Robert Diaz Account Code:
Date Prepared: September 8,2014 Budgeted Amount:
Exhibits: 1
Subject
Wylie Recreation Center Operations Budget Assessment
Recommendation
N/a
Discussion
Prior to opening the Wylie Recreation Center in 2011, consultant Ballard-King and Associates,produced and
presented to the Parks and Recreation Board and City Council an Enterprise Plan. The Enterprise Plan provided
a framework of operations for the Wylie Recreation Center(i.e. budget,pricing and staffing needs). Now that
the Wylie Recreation Center has now been open for almost four years staff felt it was important to revisit items
addressed in the Enterprise Plan to see if changes or modifications might be warranted. Staff contracted again
with Ballard-King and Associates to do a follow up assessment of the current operations of the center. The
report was completed this past summer and the consultant will review with the City Council its findings. The
current assessment again concentrated on major operational issues such as budget,pricing and staffing needs.
Following the review of the Wylie Operations Budget Assessment with the City Council, staff is hoping to
garner some direction from Council on what areas staff would need to focus on in regards to possible future
changes.
Page 1 of 1
Wylie City Council
CITY OF WYLIE
Minutes
Wylie City Council Meeting
Tuesday, September 23, 2014—6:00 p.m.
Wylie Municipal Complex—Council Chambers
300 Country Club Road, Bldg. 100
Wylie, TX 75098
CALL TO ORDER
Announce the presence of a Quorum.
Mayor Eric Hogue called the meeting to order at 6:00 p.m. City Secretary Carole Ehrlich took
roll call with the following City Council members present: Mayor Eric Hogue, Mayor pro tern
Keith Stephens, Councilman Nathan Scott, Councilman Todd Wintters, Councilman Bennie
Jones, Councilman William Whitney Ill, and Councilman David Dahl.
Staff present were: City Manager, Mindy Manson; Assistant City Manager, Jeff Butters; Fire
Chief, Brent Parker; Police Chief, John Duscio; City Engineer, Chris Hoisted; Finance Director,
Linda Bentz; Public Services Director, Mike Sferra; City Secretary, Carole Ehrlich; Public
Information Officer, Craig Kelly; and various support staff.
INVOCATION & PLEDGE OF ALLEGIANCE
Police Chief John Duscio gave the invocation and newly appointed Assistant Fire Chief Brandon
Blythe led the pledge of allegiance.
PRESENTATIONS
• Presentation/Oath of Office—Administer the Oath of Office and Badge Pinning - City of
Wylie Fire Chief,Brent Parker
Mayor Hogue introduced newly appointed WFR Fire Chief Brent Parker. He stated that Chief
Parker had been with Wylie Fire Rescue for 14 years and had moved through the ranks as
Captain, Battalion Chief and now Fire Chief.
City Secretary Ehrlich administered the oath of office to Chief Parker. Chief Parker's parents,
James and Sharon Parker, pinned Chief Parker's collar brass and wife, Leslie, pinned his
badge. City Manager Manson presented his fire helmet. Mayor Hogue, on behalf of the Wylie
City Council, congratulated Chief Parker on his appointed position. Also in attendance were son
Caleb, daughter Hallie, twin daughters Lily and Rachel, and mother-in-law Connie Friesen.
Minutes September 23,2014
Wylie City Council
Page 1
• Proclamation-October 5-14,2014 as Fire Prevention Week.(B. Parker, Fire Chief)
Mayor Hogue read a proclamation designating October 5-14, 2014 as Fire Prevention Week.
The proclamation was presented to Chief Parker, Captain Ray Jackson, Brandon Storm and
Richard Hollien, the "Wylie Wild Bunch", a group of WFR members that educate Wylie students
on fire safety.
CITIZENS COMMENTS ON NON-AGENDA ITEMS
Residents may address Council regarding an item that is not listed on the Agenda. Residents must provide their
name and address. Council requests that comments be limited to three (3) minutes. In addition, Council is not
allowed to converse,deliberate or take action on any matter presented during citizen participation.
A large crowd of residents living in the City of Wylie and the Extra Territorial Jurisdiction (ETJ)
spoke opposing the proposed Blacklands Corridor Toll Road (Northeast Gateway Toll Road).
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the City Council and will be enacted by
one motion. There will not be separate discussion of these items. If discussion is desired, that item will be removed
from the Consent Agenda and will be considered separately.
A. Consider, and act upon, approval of the Minutes of the September 9, 2014, the Regular
Meeting of the Wylie City Council. (C. Ehrlich, City Secretary)
B. Consider,and act upon,Resolution No.2014-36(R)authorizing the City Manager to execute
an Interlocal Cooperation Agreement among the City of Wylie; Collin County, Texas; the
City of Lavon, Texas; the City of Parker, Texas; and the Town of Saint Paul, Texas
concerning the formation of the Southeast Collin County Emergency Medical Services
Coalition.(B.Parker, Fire Chief)
C. Consider, and place on file, the monthly Revenue and Expenditure Report for the Wylie
Economic Development Corporation as of August 31,2014. (S. Satterwhite, WEDC Director)
D. Consider,and act upon,Resolution No.2014-37(R)approving the current Investment Policy
as required by the Texas Government Code, Chapter 2256, Public Funds Investment Act,
Subchapter A — Authorized Investments for Governmental Entities. (L. Bantz, Finance
Director)
E. Consider, and place on file, the City of Wylie Monthly Investment Report for August 31,
2014. (L. Bantz, Finance Director)
F. Consider,and place on file,the City of Wylie Monthly Revenue and Expenditure Report for
August 31,2014. (L.Bantz, Finance Director)
G. Consider, and act upon, the request from Run for Heroes Event for a vendor fair at Olde
City Park on April 4,2015. (M.Sferra, Public Services Director)
H. Consider, and act upon, the request from DFW Pup Patrol Rescue for a yard sale and
adoption event at Olde City Park on October 25,2014. (M.Sferra, Public Services Director)
Minutes September 23,2014
Wylie City Council
Page 2
I. Consider, and act upon, approval of the Financial Management Policies. (L. Bantz, Finance
Director)
J. Consider, and act upon, Ordinance No. 2014-32, amending the zoning from Agricultural
(A/30)and Planned Development 93-29 to Planned Development-Single-Family (PD-SF),for
single-family residential development on approximately 38 acres, located east of W.A. Allen
Blvd. and north of Stone Road, immediately east of Stone Grove Addition. ZC 2014-05 (R,
011ie,Planning and Zoning Director)
Council Action
A motion was made by Councilman Scott, seconded by Councilman Wintters to approve the Consent
Agenda as presented. A vote was taken and the motion passed 7-0.
REGULAR AGENDA
1. Consider,and act upon,the award of bid#W2014-64-B for Wylie Municipal Complex Trail
Project; to North Rock Construction in the amount of S469,962.50,and authorizing the City
Manager to execute any and all necessary documents. (M. Sferra, Public Services Director)
Staff Comments
Public Services Director Sferra addressed Council stating that in 2012,the City was awarded$215,000 in
grant funds from the Collin County Parks and Open Space Grant Program for construction of
approximately 5,000 linear feet of new, 12-foot wide,concrete hike and bike trail, one metal, prefabricated
pedestrian bridge, trail benches, and signage. In early 2014, an additional $200,000 in grant funding for
the project was confirmed from the Texas Parks Wildlife Department.
In March 2013, the City began design work on the project with Dunaway Associates, L.P., a firm located
in Fort Worth that is experienced in trail design. Construction plans were reviewed with the Park and
Recreation Board at various stages throughout development, and the Board concurs with the final trail
design and layout. The construction plans were reviewed and approved for accessibility compliance by
Texas Department of Licensing and Regulation.
Sferra reported that in March 2014, an archeological survey of the site as required by the Texas Historical
Commission (THC) was performed, and no cultural artifacts were found. In June 2014, the Texas Park
and Wildlife Department issued a Notice to Proceed with the construction of the project.
Sferra explained that during the design process, City staff investigated the use of synthetic macro fiber
reinforcement as a cost-savings alternative to traditional steel reinforcement for use in the concrete trail.
The product has been used by the Texas Department of Transportation on the DFW Connector Project,
the City of Fort Worth on street reconstruction, and the City of Carrollton on several municipal trail
projects. Staff visited several trail installations in Carrollton to inspect their condition and found them to
be in extremely good condition and appearance after up to as many as eight years of service.
Council Discussion
Councilman Jones asked what the width of the trail would be. Mr. Sferra replied the trail would be 12 feet
in width. Councilman Scott asked about lighting for the trail. Mr. Sferra replied there would be some
overhead lighting from the complex/street but no direct lighting was planned for the trails. Mayor Hogue
asked if the trails would be open after dark. Mr. Sferra stated that they would. Mayor Hogue suggested
Minutes September 23, 2014
Wylie City Council
Page 3
some signage and open/closed hours of operations be posted if the trails would have no lighting.
Councilman Stephens asked if there would be a parking area on one end or the other for residents to
park. Mr. Sferra replied that parking at the complex would allow those using the trails to access them
between the Recreation Center and Library and parking would be in the master plan for future
construction. Councilman Scott asked what the anticipated completion date would be. Mr. Sferra replied
approximately 120 days from start of construction. The council commended Mr. Sferra regarding the
acquisition of grants to fund the project.
Council Action
A motion was made by Councilman Whitney, seconded by Councilman Scott, to award bid
#W2014-64 for Wylie Municipal Complex Trail Project, to North Rock Construction, in the
amount of $469,962.50 and authorize the City Manager to execute any and all necessary
documents, A vote was taken and the motion passed 7-0.
READING OF ORDINANCES
Title and caption approved by Council as required by Wylie City Charter,Article III,Section 13-D.
City Secretary Ehrlich read the caption to Ordinance No. 2014-32 into the official record.
WORK SESSION
• Wylie Recreation Center Operations Budget Assessment. (M. Sferra/R. Diaz, Public
Services)
Ken Ballard, representing Ballard King and Associates, gave a short overview of the Wylie Recreation
Center Operations Budget Assessment. Areas covered included Market Review, General Assessment,
Staffing Levels, Center Budget, Fees and Charges, Marketing Efforts, and Action Plan. Mr. Ballard
explained that demographics showed a need in the community and outside for the center, A general
summary of the overall operation's strengths included a well-run center with strong fitness orientation;
with a small full-time staff. The Operations Budget is run well. The center is clean and well maintained
and has strong record keeping.
Some of the weaknesses included:
Difficulty in handling all administrative tasks with the small staff;
The center lacks an identity in the market;
Cost recovery is comparable to Dallas facilities but low nationally;
Loss of annual pass holders but growth in admissions;
Greater emphasis on programs and services;
Benefits and fees need to be updated;
Lack of a marketing plan;
Increasing maintenance demands,and;
Aggressive financial performance benchmarks.
The firm made recommendations in the areas of Staffing Levels, The Center Budget, Fees and Charges,
Market Efforts and proposed an Action Plan over the next 2-3 years.
Direction from council was for staff to prioritize the recommended changes in categories of"can do' and
"want to do"and bring this back to the council for further consideration and implementation.
Minutes September 23,2014
Wylie City Council
Page 4
LRECONVENE INTO REGULAR SESSION
Mayor Hogue reconvened into Regular Session.
Mayor Hogue convened into Executive Session reading the caption below at 9:35 p.m.
EXECUTIVE SESSION
Recess into Closed Session in compliance with Section 551.001,et.sey. Texas Government Code, to wit:
Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING. A
governmental body may conduct a closed meeting to deliberate the purchase,exchange, lease,or value of
real property if deliberation in an open meeting would have a detrimental effect on its negotiating
position.
• Property located near Jefferson and Ballard Avenue
RECONVENE INTO REGULAR SESSION
Take any action as a result from Executive Session.
Mayor Hogue reconvened into Open Session at 10:10 p.m.
LThere was no action taken as a result of Executive Session.
ADJOURNMENT
With no further business before the Wylie City Council, a motion was made by Mayor pro tern
Stephens, seconded by Councilman Dahl to adjourn the meeting at 10:11 p.m. A vote was
taken and the motion passed 7-0.
Eric Hogue,May r
ATTEST:
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Minutes September 23,2014 � 'OF TES
Wylie City Council
Page 5
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WYLIE RECREATION CENTER
OPEF1ATIONS BUDGET
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Dow naltDonaky
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There needs to be a greater e ry hasoa arrr Ipur¢arpra rc and sereVcc.s
The extatongp pass structure,benefits and Bees need t:n be updated
p...ack of a marketdnp pfam
There MD be occireasirmgp maintenance demands
There needs to be more acyjressoce tonariciao psrdermecce
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Recommendations
Hurd a Front I3esmr(Manager
Require the presence of tuft tomre staff amytunme the center us open
Greater e eprhtasas on on,hrtause instructors rather than contract
Err af[ro0aslr an Vntern program
Rewrite told hounfucrm s for each position
Asstgn center rma ratarmaammssm to thus Recreates(Raupaaand acur
Estalaishm a yearoy traonocq program
Sm-mnd more time teat occ range pp'inrudngp,program deuelleprrmcmt
and marketing
IRecornmendat on
Drop the credit card surcharge for aan-Oone registra nt',
Add an addttionall fuullame staff person
Decrease pass units by 5'g_g 4a g a year for 3 years
Rance the retention rate for pass renewals tut'731
Develop a Vcumgg range program par
Increase pr, ,ram to s by 10 -15%a year for 3 years
Reduce program camellia ieun to no more than Ea9 m
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Summer Camp
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cc do Pades
PersonaV Trannng (2/4'('' 71474 I
AnnessMeness r"'y
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Recommendations(Confinued)
Uevoopccptocep000 the cardm equipment
Devetop a true center budget mmth sub acconnM
Conduct cm energy audit
Cerriptete a°Recycle anallyste ut programs
Er Pb an adn2ntsDahon Ibudget
Er,etc a parks and recreation ro undatton
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Recormnendations
ElurninaM he red car surcharge
Revamp the t month lee as art auto renew Add a famfly aphon
Co ice daHy fee and[monthly tee ophons for ttMess
Confider dropOng the residenhhommsdent tee differenfml
Program thscounts coo cc Sc no more than 20%
Oncrease Mee by 5%every two years
Adopt a tonce°program fee poky 2222
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MzIol<etiltIg Efforts
Recornrnandations
Pu rllzd a clear'identity arrd brand
Ono staff member roust crutrrdrrataa rrarhrsdorg efforts
1:1ava9apr a cur oprrohsna vs rrareetung plan ^^^
Promote the rust of on-Ilhrrea registration
Promote Me fact that patrons rear nod have do be members
Corte ua do Prdaagrata fVdras s classes as a belssO fair pass holders
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Focus uurarlsad'urg our
Ilneraa'Brog pass fmo50aor rsdartoar
Grow hrog pass rra0aPr.r narlrndae:rs ..
Pros afirg maroto da€augrrP5 pass option
''...., roara:asing proggraimr partscipalion radar _" •.
Prrarrra ng rawaaall agnprarfurfdouex
Daaaa0op a new corporate pass program
EstaPrOVaPr a partnership wah a ProallVrraara pros dor for fiidocass
Explore adaartfsirrg it the prormiralm brochure and the center
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Table of Contents
Section I Introduction 1
Section II General Assessment Summary 7
Section III Staffing Levels 9
Section IV Center Budget 12
Section V Fees and Charges 21
Section VI Marketing Efforts 24
Section VII Action Plan 29
CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Section I - Introduction
The purpose of this assessment is to analyze the operations budget for the Wylie Recreation
Center, identify factors, issues, and concerns within the facility that need to be addressed,
changed, altered or improved to increase the operational efficiency, public use and financial
performance of the center.
This report is based on information gathered from a site visit to the center (January 21, 2014),
and interviews with parks and recreation staff.
The intent of the visit was to gain a basic understanding of the Wylie Recreation Center, how it
is budgeted, staffed, managed, and marketed.
In addition to the interviews, there was also a review of budget, operational, program and
administrative information, records, and material supplied by the parks and recreation staff.
Specific Assessment Tasks Included:
A. Review Background Information
1. Identify facility constraints and parameters
a. Market
b. Site/location
c. Components
2. Review the existing center budget
a. Expenditures
b. Revenues
c. Use and attendance
d. Marketing and promotion
e. Staffing plan
f. Fee schedule (facility and programs)
B. Recommend Budget Changes
1. Staffing levels
a. Organizational flow chart
b. Job functions
c. Salary levels/hourly wage scales
2. Expenditures
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
3. Revenues
4. Fees and charges
5. Marketing efforts
What follows is a brief summary of the operations budget of the Wylie Recreation Center that
has been outlined above with an assessment of what changes or improvements should be made to
increase the financial performance of the center while still supporting the mission of the facility
as it relates to recreation services. Any recommendations being made are with the knowledge
that it may be difficult to implement all of the findings in this assessment with the current
operational funding limits for the center, the staffing level of the center, space limitations in the
center, and the necessary time requirements for completion.
Background Information:
The Wylie Recreation Center is a public community recreation center that is owned and operated
by the City of Wylie. The center opened in 2011. It features a large gymnasium, walk/jog track,
fitness center, classroom space, climbing wall and drop-in child care area.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Demographics
The chart below summarizes the demographic characteristics in the City of Wylie and a 3 mile
service area from the Wylie Recreation Center.
City of*Wylie 3-Mile Radius
Population:
2010 Census 41,427 64,699
2013 Estimate 44,448 69,587
2018 Estimate 50,662 79,311
Households:
2010 Census 13,237 20,399
2013 Estimate 14,155 21,811
2018 Estimate 16,097 24,791
Families:
2010 Census 10,900 17,175
2013 Estimate 11,664 18,320
2018 Estimate 13,212 20,757
Average Household Size:
2010 Census 3.12 3.16
2013 Estimate 3.13 3.18
2018 Estimate 3.14 3.19
Ethnicity:
Hispanic 19.4% 16.0%
White 69.9% 66.3%
Black 12.6% 12.2%
American Indian 0.7% 0.6%
Asian 5.8% 11.9%
Pacific Islander 0.1% 0.04%
Other 7.5% 5.7%
Multiple 3.4% 3.4%
Median Age:
2010 Census 31.6 33.2
2013 Estimate 32.5 33.5
2018 Estimate 32.8 33.7
Median Income:
2013 Estimate $69,422 $78,631
2018 Estimate $79,425 $86,312
The demographic characteristics indicate:
• A large population base within a 3 mile radius of the center.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
• A younger population with a significant number of households with children.
• Higher median household income levels.
• Projections of strong population growth.
Each of these characteristics are positive attributes for the operation of a public recreation center
in the market. This should allow the center to continue to grow its market share.
Other Providers
It is recognized that there are a significant number of other sports, fitness and recreation facilities
in the greater Wylie area. This includes:
• Private Fitness Centers — There are a number of private fitness facilities in the immediate
area including a large 24 Hour Fitness Center in Murphy. In addition, there are smaller
centers (Anytime Fitness, CrossFit, etc.) that are located in Wylie and the surrounding
area.
• Non-profit Facilities — Located in Rockwall is the YMCA and the Plano Sports Authority
has recently opened a new large center in Murphy.
• Public Recreation Centers — Each of the communities that are in close proximity to
Wylie either have recreation centers (Richardson, Plano, Allen, etc.) or offer programs at
various locations (Murphy and Sachse).
The Wylie Recreation Center will need to have a clear understanding of what other providers are
in the market place both now and in the future, the programs and services that are offered, and
the fees that are charged for use. Carving out a clear market identity will be critical to the long
term financial viability of the center.
Recreation Center Lifecycle Analysis
It is helpful to understand the lifecycle stages of a public recreation center. The graphic below
shows the three stages and the basic characteristics of each one of them. It is significant to note
that the Wylie Recreation Center is close to entering the Maturity phase of a center's lifecycle. It
is also important to note that the center has not enjoyed consistent revenue growth over the last
three years as part of the Honeymoon period.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Recreation Center Lifecycle
3-5 Years 5-8 Years 8-15 Years
INTIEWIEFfigNi
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1iiiiiiiii 1iiiiiiiii 1iiiiiiiii iiiiiiiii
-Strong revenue growth -Stagnate revenue -Revenue decline
-Slow but steady increase in -Significant increase in -Continued increase in
expenses expenses expenses,especially for
capital improvements
Building Issues
There are a number of basic issues with the physical layout of the building itself that have an
impact on operations. This includes:
• The center is at a market disadvantage by not having a pool as part of the facility. This
lowers admission rates and impacts overall center use. However, operating costs are
minimized without this amenity.
• The center would benefit from having a second group fitness studio which would allow
for more fitness classes to be offered.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
• The center has a lack of storage space. Long range plans should be developed to increase
storage space in the center. It is recognized that this is a much lower priority for capital
funding.
• Continue to work on improving the availability of Wi-Fi in the center.
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Wylie Recreation Center Operations Budget Assessment
Section II— General Assessment Summary
The following is a basic summary of the positives and negatives of the overall operations budget
for the Wylie Recreation Center.
Strengths:
• The center is a beautiful, well run, facility with a strong fitness orientation.
• The facility relies on a small full-time staff to operate and manage the center (this is also
a weakness, see below).
• The center manages its operations budget very well, ensuring that the costs are
controlled.
• The center is clean and well maintained.
• The center has strong record keeping in place as it relates to budget, center usage,
programs and services, and pass sales.
Weaknesses:
• With limited staff, it is more difficult to have adequate time to handle all the required
administrative tasks, as well as facility operations and recreation programming
responsibilities.
• The center suffers from a lack of a true identity in the market. There needs to be a greater
emphasis on the uniqueness of the facility and how it is different from other private and
non-profit providers.
• The center has a relatively low rate of cost recovery compared to most other public
recreation centers nationally but is more in line with the performance of centers in the
greater Dallas metro area.
• There has been a significant loss of annual pass holders in the last several years, however
there has been growth in some of the other forms of admission.
• There could be a much stronger emphasis on recreation programs and services.
• The existing pass structure, benefits and fees need to be updated.
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Wylie Recreation Center Operations Budget Assessment
• There is a definite lack of a cohesive marketing plan for the center and its services.
• Due to the age of the facility, there will be increasing maintenance demands to keep the
center in top condition.
• While the center has met its financial goals, it has been difficult to go beyond these
levels. There is a need to establish more aggressive financial performance benchmarks
for the future if the center is to substantially improve its current cost recovery level.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Section III— Staffing Levels
The most critical aspect of a recreation center's operating budget is the staffing levels that are
present. This is the largest portion of the operating budget and staffing also determines program
and service delivery, basic center operations and marketing efforts.
• With a small full-time staff for center operations, as well as parks and recreation services,
there is a great deal of stress and pressure on these individuals. The center is also highly
dependent on part-time staff for supervision and other operations functions. As a result,
it is difficult for full-time staff to spend the needed time on long range planning, overall
program and service delivery, facility maintenance and marketing.
• The organizational chart for the center is very simple with a Recreation Supervisor in
charge of day to day operation of the facility and two Recreation Programmers. The
Recreation Supervisor is responsible for the front desk operations. Of the two Recreation
Programmers, one handles general programs and child care and the other fitness
programs and fitness area monitors. The center in the past had a third programmer but
this position was converted to a supervisor.
• There are job descriptions for each full-time staff position at the center as well as the
major part-time job categories. However, while these job descriptions describe the basic
job functions of each position, they are rather simplistic and narrow in scope. It is
recommended that more comprehensive job functions be developed for each job title that
truly represents the roles and responsibilities of the position (this includes specific job
functions and responsibilities for the center and its programs and services).
• Considering the small full-time staff at the center, it is recommended that a Front Desk
Manager be hired to coordinate front desk operations and the operation of the child care
service. This position would work evenings and weekends. This should free up
additional time for the Recreation Supervisor to spend on marketing and other
administrative functions and also provide some additional time for recreation program
development from the Recreation Programmers.
• The Recreation Manager position should have an increased role in the management of the
center as well. This should include the development of the long range program plan,
comprehensive fee policy, and center organizational planning.
• It is amazing that a center of this size and magnitude can operate effectively without a
full-time maintenance staff person on site. Heavy maintenance is handled by the Facility
Maintenance Department, with basic custodial functions being contracted, and the
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
balance of the custodial and maintenance functions being handled by the recreation center
staff directly. Long term, it is important that one of the existing staff members take on
the responsibility of coordinating and managing the maintenance and custodial operations
at the center. Ideally this should be the Recreation Supervisor position.
• While the center utilizes a Manager on Duty concept with its full-time employees in the
evening, there are times when no full-time staff may be on duty at the center. This is a
concern as recreation center best practices call for a full-time staff member to be on site
anytime that a center is open. With the presence of a new Front Desk Manager and
through additional off-hour scheduling of existing full-time staff, this should be possible
most of the time that the center is open.
• Hourly employees are limited to working less than 20 hours per week. This results in a
larger part-time staff, shift work at the front desk, and other staff utilization limits. There
is not likely to be any change to this hourly limit so this is a situation that the center will
need to continue to deal with in the future.
• Controlling staffing costs requires strong management and monitoring of part-time staff
hours. This requires adjustment of staffing numbers and hours at the front desk, child
care staff, climbing wall and facility monitors on a daily basis in response to actual center
usage.
• The center does utilize an effective staff scheduling software system but more
responsibility should be held by the employee regarding availability to work and finding
replacements when they cannot work their assigned hours.
• With a new full-time staff person and some juggling of center responsibilities, there
should be a formulation of new basic job performance standards for all positions (full-
time and part-time) as well as a requirement for annual staff work plans to ensure the
operational goals of the center are obtained.
• There is an outstanding instructor agreement form in place for the center.
• The City of Wylie has recently completed an employee compensation study and it has
been determined that full-time staff salaries are in-line with other communities in the area
while part-time staff hourly rates are actually higher than most other communities.
• There is a relatively low level of overtime that is being paid to staff (approximately
$5,000 budgeted last year), but every effort needs to be made to reduce this amount to
less than $1,000 a year.
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• There needs to be an effort to utilize more program instructors in-house on an hourly or
cost per class basis, rather than relying so heavily on contract instructors. This should
result in more direct revenue coming back to the center.
• Due to concerns over paper work and supervision responsibilities, the center has shied
away from utilizing college interns to bolster its staff. However, the center is attempting
to start an intern program on a trial basis to determine if the concept is workable.
Ultimately, the use of interns should be embraced on at least a limited basis as the
benefits can outweigh the time requirements for administration.
• While the center currently has staff training sessions, a long-term staff training program
(primarily for part-time staff) needs to be developed on a yearly basis with specific topic
areas identified. This should include a well-defined customer service program.
• More staff time will need to be spent on the following areas in the future:
o Program development
o Marketing
o Long range planning
Key Recommendations: (in priority order)
• Hire a full-time Front Desk Manager and adjust other full-time staff responsibilities
accordingly.
• Adopt a policy requiring the presence of a full-time employee in the center when it is
open (whenever possible).
• Place a greater emphasis on in-house program instructors rather than contract.
• Continue to establish an intern program to augment center staff.
• Rewrite the job functions for each position in the center to better reflect the true roles and
responsibilities.
• Assign the coordination and management of the center's maintenance and custodial
operations to the Recreation Supervisor.
• Establish a yearly staff training program with a focus on customer service.
• Allocate more staff time to long range planning,program development and marketing.
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Section IV— Center Budget
This section summarizes the center's operations budget challenges and demands.
General Budget Comments
• The center has strong budgeting practices with the establishment of a recreation center
budget. There are also strong budget tracking and monitoring procedures in place.
• The center for the fiscal year 2013 recovered approximately 55% of its operating costs
with revenues generated by the center itself. The balance was paid out of the 4B Fund.
In the future a strong effort needs to be made to gradually increase the cost recovery level
beyond the 55% level. Ideally the level should be closer to 70%. While the current level
is more in keeping with cost recovery rates for similar facilities (as adjusted for centers
without pools and with significant fitness amenities) in the greater Dallas area, there
should still be a focus on this goal.
• The center is directed to cover its staffing costs at minimum which is currently being
done.
• The center is able to keep a small Recreation Center Fund balance each year. This is a
great source of funding for future capital expenses.
• It is recognized that not all maintenance expenses are captured in the center's budget.
Some of the major maintenance expenses are handled by the Facility Maintenance
department. Ultimately, for a true accounting of all operating expenses, the cost of
facility maintenance should be shown"below the line" after other budgeted expenses.
• Within the center, yearly budget priorities should be directed by long-term operational
and management goals that are updated on an annual basis. This could include such
factors as increasing marketing resources with a goal of increasing the number of center
pass holders; adding additional adult sports leagues and programs; and developing a
center equipment replacement plan.
• The center has a small full-time staff for the size of the facility and the level of programs
and services that are offered.
• It is important to always remember that pass fees are the greatest single source of revenue
for the center, and this must be enhanced and protected at all costs. Securing a high pass
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holder retention rate is paramount as is keeping a strong balance between program and
drop-in use priorities in the center.
• Beyond pass sales the other significant source of revenue should be from programs and
services. There is considerable room for growth in this area by adding additional
programs in general, as well as developing a broader appeal to different age and ethnic
groups.
Current Rate of Utilization
• The center in general is well utilized. This is particularly true for the gym and fitness
area. The center had 159,975 users in 2011 and this increased to 234,916 in 2012 and
249,334 in 2013.
• The meeting room, classroom and climbing wall areas appear to be somewhat
underutilized. This could change with a greater focus on programming and rental
opportunities. The cost of any increased staffing for these efforts should be covered by
the new program and rental fees that are collected.
• The center needs to continue to track use of the center in general and by specific area as
well, on a day and time basis, to determine heavy use times, as well as slower times of
use. This should also be analyzed by season of the year. This information can then be
utilized to adjust hours of operation in a more appropriate manner. Center usage during
the evenings on Friday, Saturday and Sunday should receive particular scrutiny,
especially during the summer hours.
• A capacity/use analysis (number of uses/activities for the hours available) should be
completed for each major space in the building to determine the current percentage of
utilization. In addition, establishing priorities of use for each specific space in the
building will help determine possible areas of program and service expansion.
Expenditure Budget
• The expenditure budget appears to be at a minimum level for the center and its operation.
There are no obvious areas where significant expenditure reductions can take place and in
fact there are additional expenses that will need to be added.
• To ensure adequate supervision of the recreation center as well as providing some in-
house marketing assistance, it will be necessary for at least one full-time staff position to
be added to the center's budget(see the Staffing section of this report).
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• While most of the expenditures are directly related to the operation of the center, several
full-time staff salaries (Recreation Manager and one-half of the Parks & Recreation
Superintendent) are included that are not directly associated with the center. Some of the
other expenses associated with these two positions (benefits, phone, office supplies, etc.)
are also included in the center's operating budget. The inclusion of these expenses
increases the overall staffing budget for the center. In addition, expenses for the Activity
Menu, special events and other functions are also in the recreation center budget.
Consideration should be given to only including staff salaries and other expenses that can
be directly attributed to the center in the operating budget. It is suggested that the City
establish a Parks and Recreation Department Administration budget to house these more
general expenditures.
• Serious consideration should be given to establishing sub-budget accounts within the
recreation center budget itself to better isolate and note expenditures for
custodial/maintenance, programming, and general operations (front desk, drop-in child
care, climbing wall, etc.).
• The center should develop a comprehensive five-year capital improvement plan for the
facility. This should prioritize capital expenditure needs on a yearly basis, and the overall
plan should be updated on an annual basis. The plan should be established based in part
on a depreciation schedule that is developed for the major equipment in the building (this
should be done for the entire complex).
• The center should adopt a formal budget plan to replace its cardio equipment on a 4-year
staggered schedule where one-fourth of the equipment is turned over every year. It will
be important that this plan is followed to keep equipment current and in good working
condition. The center has already been taking this general approach with its cardio
equipment but this process should be formalized.
• The center currently appears to have an acceptable level of funding for promotions and
marketing. However, the entire department's marketing expenditures are in the
recreation center budget so it is difficult to easily determine the exact dollars that are
being spent on the center. How and where this dollar amount is utilized should be
evaluated to ensure that the greatest benefit is being derived.
• It will be important that the center continue to allocate at least the current level of annual
funding for staff training. However, allocating funding for part-time staff training is also
important. Particular areas of focus should be customer service, emergency situations
and other factors, such as diversity and child abuse recognition. Funding levels should
support a well thought out training plan that is developed annually.
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• Based on the hourly use analysis of the center, consider reducing the hours of operation
during the late evening hours on weekends. It is also advised that center hours be
adjusted seasonally (summer and winter)based on demand and actual usage.
• The center currently offers work-out towels for its patrons. The time and cost of this
benefit should be reviewed and either eliminated over time or consideration given to
contracting for this service.
• Even though the center meets Leed standards, it is recommended that the center undergo
an energy audit to determine where cost savings may be possible through the change in
lighting systems, mechanical system calibration and operations, and other system
modifications. There are grants that are available for this service and also funding
available for changing out lighting systems etc.
• One of the major cost centers for the facility is its drop-in child care program. This is not
unusual for most centers as it is required to drive pass sales and fitness program
participation from users that have small children. However, the direct cost of the service
is far greater than any revenue that is generated from child care fees. As a result, it is
important to continue to actively monitor the rate of use per hour and adjust schedules
accordingly.
Revenue Budget
• There are a number of areas where revenues could be increased in the center. This
includes:
o Pass sales
o Program revenue
o Rental income
• The center has lost pass numbers over the last three years. For fiscal year 2011 there
were a total of 7,985 passes sold and this number decreased to 7,574 in 2012 and 6,599 in
2013. This is a 17.4% decrease from 2011 to 2013. For most centers there is a 10% to
15%increase during the first three years of operation. A couple of other observations:
o The greatest decline in pass numbers has occurred in resident numbers while non-
resident numbers have increased.
o Non-resident pass holders are primarily from Murphy and Sachse.
o Family passes are the largest percentage of all passes sold with annual family
passes being the greatest number.
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o The greatest decline in pass sales has occurred in family annual passes where a
41.5% decline has occurred.
o Day passes have actually increased in number over the last three years.
• If the overall revenue situation of the center is going to improve it is going to require that
there is a dramatic turn-around in the sale of passes and more specifically resident family
passes. There are several possible ways to accomplish this.
o The center must have a distinct and clear market identity from other providers.
o There must be a strong marketing program toward families that clearly identifies
the benefits of center passes, especially annual passes.
o Have 1 month options only available as auto renew (month to month) and reduce
the price to no more than 15% of the cost of an annual pass broken down in
monthly increments.
o The availability of a family one month pass (auto renew only).
o Inclusion of basic fitness classes as a benefit of annual pass holders. This would
require an increase in rates and a couple of years to fully implement.
• While the current level of retention of annual pass numbers is not clear it appears to be
under 50% and this needs to be around 70% (which is the industry standard). A high
priority needs to be increasing the retention rate by at least 10%per year over the next 2-
3 years.
• The traditional lowest times of utilization of a recreation center is early afternoons during
the school year. Finding ways to increase use during this time of the day can have a
positive impact on overall center use and revenues. To accomplish this the following
actions need to be considered:
o Lowering the daily fee for use between 1pm and 3pm on weekdays during the
school year.
o Encouraging rentals to outside organizations.
o Promoting stronger use of the center by home school providers.
• The center issues free center passes to employees. The number of free passes has varied
from a low of 88 in 2012 to a high of 216 in 2011. The value of these passes should be
shown as lost revenue for the facility as part of the budget process.
• It needs to be noted that vending revenue that is generated by the center is not credited to
the facility's budget. Even if the revenue is not actually credited to the center if should
be identified as income from the center.
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• Revenues generated from programs at the center are not as strong as they could be.
There needs to be a greater emphasis placed on increasing not only the variety and
number of classes offered but also the overall revenue amounts. Increasing overall
program revenue by 50% or more should be a 3 year goal.
• A long-term programming plan needs to be developed that outlines program and service
priorities for the next five years, the individual responsible for the development of the
program, and the required resources (staff, facility, funding, fees, etc.) to implement the
activity. This programming plan should be a basic simple document that is updated
annually. A goal should be to increase the current level of programming by 10% to 15%
in each of the next 3 years. It is realized that this effort will take a dedication of time
from existing staff to make it happen.
• The center currently does a very good job tracking recreation classes by the number
offered, number made (those that actually took place), and the number cancelled. The
number of classes that are cancelled has been approximately 45% of the total. This
number needs to be closer to 20%. The more classes that are made, the greater the
revenue and the use/capacity of the center goes up.
• Attempt to have a greater percentage of classes offered by center part-time staff(paid by
the hour or class) rather than contracted. For more popular classes a greater portion of
the gross revenue leaves the center with the contract instructor rather than stays with the
center under in-house staff. Currently it appears that more than 75% of all classes are
contracted. Reducing this number to at least 50% should be a goal.
• It is critical that the credit card surcharge fee is eliminated for program/service
registrations on-line. This is counter-productive to the concept of trying to move as many
people as possible to on-line registration which will ultimately lower staffing costs. In
addition, when people sign up for a class on-line and it is cancelled, there is not a refund
for the surcharge which further angers patrons and pushes them away from using this
mechanism to register.
• A special effort needs to be made to expand the coordination of programs and services
with the library. This could increase overall center usage and revenues by formulating
programs that take advantage of both library and recreation center facilities and services
in a creative way. These programs should integrate physical exercise with education and
reading opportunities. It is recognized that many of the library's programs are free which
undercuts some recreation programs. Part of the coordination plan should include an
agreement on pricing of library programs and services to minimize this concern.
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• The center should continue to explore all possible partnering opportunities for programs
and services. This should include the local ISD, appropriate private providers, other non-
profit organizations in the area, as well as neighboring communities. However, at least
30% of all gross revenues should come back to the center itself for any of these
programs.
• Each major program area should complete an annual report that succinctly summarizes
program numbers and participation rates for the year and compares them with the
previous years. Each program area should utilize the same format and the information
should be available in a single document for the center.
• A lifecycle analysis of center's recreation programs and services needs to be undertaken
where program registrations by interest area are tracked and reviewed on a seasonal basis.
Programs should be slotted into the following categories:
o New —programs in the start-up phase that are just starting to build in popularity.
o Mature — programs that have consistent high levels of registrations and are still
growing in popularity.
o Old—programs that are seeing a decline in popularity.
Program offerings should be reasonably distributed among the three areas noted to have a
healthy and vibrant programming focus. Programs that are in the old category should
ultimately be changed, updated or discontinued.
The center has recently begun the process of a lifecycle analysis and this effort needs to
continue.
• Currently each program and service offered by the center has a cost and revenue
projection completed prior to starting the activity that outlines expected financial
performance. At the conclusion of the program a cost/revenue summary should also be
completed that indicates the actual financial performance of the program. This effort
should be refined to ensure that each program and service meets its financial goals.
• Specific priorities of use for each space in the center should be developed to guide
programming use, drop-in use, and rentals. The priorities should be set up by time of
day, day of week, and season of the year. This will ensure that all spaces are being used
to their maximum potential. It is critical that rentals continue to be given a priority in the
meeting rooms on weekends.
• There should be a greater emphasis in the next two years on the following programming
areas:
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o Continue to attempt to start a Silver Sneakers program despite the presence of
other providers in the area.
o Develop a specialty based (sports, fitness, etc.), market driven fee, summer camp
program based out of the center. This should be a major source of revenue if this
approach is taken.
o Focus on the development of additional adult sports leagues.
o Develop an in-house birthday party program in the next year.
o Increase fitness /wellness program offerings by partnering with a local health care
provider for classes associated with nutrition, healthy living, fitness assessments,
and other specialty services.
o Increasing the number and frequency of personal training sessions. This should
be accompanied by a broader range of personal trainers (by age, specialty and
time availability) that are working in the center.
• In addition to increasing pass and program revenue there also needs to be a greater
emphasis on growing the number of rentals. This will require a stronger marketing effort.
Other
• The City should establish a parks and recreation foundation 501(c)(3) to help as a conduit
for donations, grants and other potential revenue sources.
Key Recommendations: (in priority order)
• Drop the credit card surcharge for on-line program registration.
• Add one additional full-time staff position to the center to improve operations.
• Increase the number of pass units by 5%-10% a year for the next couple of years.
• Work to raise the retention rate for pass renewals to 70%.
• Establish a long-term programming plan within the next year.
• Increase overall program levels by 10%-15%per year for the next 3 years.
• Reduce the cancellation rate for programs to no more than 20% a year.
• Develop a five-year prioritized capital improvement plan.
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• Attempt to grow programming in the following areas:
o Silver Sneakers
o Summer camp
o Adult sports leagues
o Birthday parties
o Personal training
o Fitness/Wellness
• Formalize a budget plan to replace the center's cardio equipment on a staggered 4 year
schedule.
• Adjust the current center operations budget to reflect the true cost of operation by
eliminating those expense figures that are not directly related to the center's operation
and including all maintenance/custodial costs. Also establish sub budget accounts within
the recreation center budget.
• Conduct an energy audit of the center's lighting and mechanical equipment.
• Continue to track use of specific areas of the center and conduct a capacity/use analysis.
• Complete a lifecycle analysis of the center's programs and services.
• Consider the establishment of a separate Administration budget for the Department.
• Establish a parks and recreation foundation.
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Section V— Fees and Charges
The Wylie Recreation Center has a basic fees and charges policy in place. Some issues in this
area are:
• As has been noted in the Budget section of this report, revamp the 1 month fee option to
act more like an on-going month to month fee. This will require that the only way that a
1 month pass is sold is if the individual signs up for auto renew (effectively a month to
month pass). The fee must also be lowered so that it is no more than 15% higher than the
annual pass rate divided into a monthly amount. If an individual cancels their auto renew
fee option and then wants to re-enroll, there should be a sign up fee equal to a month and
one half total of the amount. This fee option should be marketed as a month to month fee
rather than as a 1 month fee.
• As part of the new month to month pass, offer a family option (with a requirement for
auto renew).
• Consider raising the fees for 3 month passes by 5% to 10% to encourage annual pass
sales. Another option is to reduce the benefits for this short-term pass by eliminating the
program discount.
• Consider the elimination of the resident/non-resident fee differential since the vast
majority of center users are already residents and also to promote additional non-resident
sales.
• There has been some discussion on possibly changing the method that family passes are
priced by using an additive system (first adult at full price, second at half and the same
for kids). This system is not recommended as it is too difficult for most consumers to
figure out the total fee.
• The center should have an across the board fee increase of approximately 5% at least
every two years. However the center's fees must be benchmarked against the other
providers in the market.
• Determine the value of establishing a special lower daily fee ($6.00 for adults, $4.00 for
seniors and kids) for use of the center between 1:00pm and 3:00pm on weekdays during
the school year.
• Currently a pass holder receives a discount of 15% on all classes and this can be
combined with the 15% discount that is offered during the "early bird' registration time
for a total of up to 30%. This is too large of a discount and should be reduced to a
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maximum of no more than 20%. It is realized that this level of discount is only for one
week during the "early bird" time frame.
• A more precise and formal program fee policy must be adopted to guide program and
service fee setting. Many parks and recreation agencies are now tiering their programs
into different categories with differing levels of cost recovery.
SPECIALIZED °
ENHANCED
BASIC PROGRAMS
COMMUNITY EVENTS
f
NUMBERS OF PEOPLE SERVED
FEE ►I Ti
In this particular case programs in the community event category would have the lowest
cost recovery level, while specialized activities would have the highest. The exact
percentage of cost recovery is established for each program category noted and then
individual programs are slotted in the appropriate category. There will need to be a
strong emphasis on increasing the number of programs and services in the Specialized
and Enhanced categories.
• The center has begun the process of moving away from pre-registration for fitness
programs and transitioning to strictly a daily drop-in fee, coupon, or establishing a
monthly unlimited, fee for fitness class participation. There has been the introduction of
Flex Reg program as the first step in this process. It is recognized that this full transition
will need to occur over a 1 to 2 year period of time.
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• As has been noted, basic fitness classes (this would exclude specialty programs and
personal training) should be included as a benefit of month to month and yearly center
passes. This will position the center to compete directly with other providers in the area.
This concept will have to be introduced incrementally with a few classes at a time and
should be accompanied by at least a small increase in pass rates for the value that has
been added.
• As has been previously noted, eliminate the credit card surcharge fee for program/service
registrations on-line.
• The rental rates at Bart Peddicord Community Center are lower than the recreation center
and as a result they undercut the market. An effort should be made to have the same
basic rental rates for similar spaces (where it is appropriate based on the quality of the
facility)in both centers.
• An annual fee survey should be conducted with the other facilities and organizations in
the Wylie area (public, private and non-profit facilities should be included) to determine
where the center's fees fall in comparison.
Key Recommendations: (in priority order)
• Eliminate the credit card surcharge for on-line program registration.
• Revamp the 1 month fee to function as an auto renew option at a lower rate to serve as a
long term month to month fee alternative. Add a family option.
• Continue the transition to daily and monthly fees for fitness programs, as well as the
inclusion of basic fitness classes with center passes.
• Consider increasing the fee for 3 month passes or reduce the benefits.
• Consider the elimination of the resident/non-resident fee differential.
• Reduce the maximum program discount that is available to no more than 20%.
• There should be an across the board fee increase for the center of approximately 5%
every two years.
• Adopt a more precise and formal program fee policy.
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Section VI— Marketing Efforts
A primary focus of the Wylie Recreation Center staff in the next several years should be in the
area of continued marketing and promoting of the center's amenities and recreation programs
and services. As a result, marketing issues include:
General
• It is critical that there is a comprehensive marketing effort to build a clear identity for the
center that defines its market position and focus.
• For the center's marketing efforts to be coordinated and effective, there must be a single
individual that is responsible for this aspect of the center's operation. This person does
not have to be the only individual that is involved in marketing but they at least need to
be the coordinator. It is recognized that the full-time center staff is small and it will be
difficult for any of them to take on the full responsibility of marketing the facility. If
another position is hired to coordinate front desk operations then this role should go to
the Recreation Supervisor.
The City does have a Public Information Officer and it should be expected that this
individual will contribute significantly to the center's marketing efforts.
• As has been previously mentioned, the center should move forward with the concept of
including basic fitness classes as a benefit of an annual pass. It is realized that this will
need to occur over a two-year period to minimize the impact on the budget. However,
this benefit will need to be heavily supported by the marketing plan to be effective.
• Continue to promote the use of on-line program registration (and eliminate the
surcharge). This should help to increase program registrations and will reduce staffing
needs to cover registration functions. Measure the percentage of program and service
registrations that are completed on-line annually and work to push the percentage above
50% within the next two years.
• The existing corporate pass program has not been effective and should be revamped with
input from the corporate community.
• A strong effort should be made to try and develop a partnership with a local health care
provider for wellness programs and services as well as fitness classes at the center
(nutrition classes, wellness education, fitness assessments, etc.). This relationship will
bring a higher level of credibility to the center for its fitness and wellness services.
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• There is a general lack of signage from the main roads in the area near the center. There
is a legitimate concern that people in the area simply do not know that the center even
exists or where it is located.
Marketing Plan
• The center does not currently have a marketing plan in place. It is important that at least
a basic plan is developed that outlines basic marketing strategies and goals for the 2014-
2019 timeframe. It will be critical that the plan is updated each year.
• The marketing plan must take into consideration the market position of the center's
facilities and programs. There are a significant number of other sports, recreation and
fitness providers in the greater Wylie area giving residents of the City a number of
alternatives. The fact that the facility is not a private fitness center, has a broad range of
programs and services, serves all age groups, does not require a membership and allows
individuals to take programs without having a pass, needs to be celebrated. These factors
need to form the identity for the center.
• The marketing plan's direction and focus will need to be guided by the key target markets
that will be served. It is clear that the center's primary goal is to serve the residents of the
City itself, with a second priority being non-residents of the area. As a result, the
promotional plan must address both residents and non-residents.
• There must be a strong recognition of the different demographic markets that must be
served. The youth, senior and family populations in the area should be specifically
addressed.
• There needs to be continuing efforts to "brand" the center and programs through all
publications, promotional materials, flyers, signs, web site, and other items. All
marketing materials need to have the same format, look, logo, etc.
• An emphasis on promoting fitness/wellness, adult sports, personal training, and birthday
parties should be planned.
• The areas of focus for marketing in the short-term should be:
o Increasing the level of pass retention.
o Growing overall annual pass numbers.
o Promoting the availability of month to month pass sales (1 month passes with
auto renew).
o Increasing overall participation rates in recreation programs and services.
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o Developing a viable corporate pass package.
o Emphasizing the fact that people do not have to be pass holders (or members) to
take advantage of the center's programs and services.
o Promoting rental opportunities at the center.
Promotional Tools
• Continuing the use of email as a viable communications medium needs to be encouraged
and should include specific demographic groups and program participants.
• Facility rental payments and paperwork should be able to be completed on-line.
• An annual survey of center users' needs to be conducted. This survey should be
conducted in-house and should gather opinions regarding the center's maintenance, staff,
programs and services, and future needs.
• On a yearly basis, a series of focus groups should be held with individuals who are not
users of the center to determine what can be done to draw them to the facility.
• The manner in which facility users find out about the center and its programs and
services, needs to be tracked on a regular basis and should guide future marketing
resource allocation and areas of focus.
• Currently the center has a poor retention rate for pass holders. There needs to be a
concerted effort to follow-up with pass holders (particularly annual pass holders) to
determine the reason they have not renewed their passes.
• A qualitative analysis should be completed for each program and activity that is offered
by the center. This assessment should primarily be conducted through evaluations by the
participants themselves. It is not necessary to evaluate each program every session but
every program should be evaluated at least once during the course of a calendar year.
• The annual marketing efforts for the center should have a formal evaluation mechanism
to determine the overall effectiveness of the plan, as well as specific marketing tools.
• Consider the development of a short center promotional video that can be accessed from
the center's web page.
• The center currently makes strong use of Twitter, Instagram and Facebook as
communication and marketing tools. This should continue and specific policies
regarding the use of these social networking sites should be in place.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
• Continue to focus on seasonally focused promotions and discounts for the center
(September, January and summer) to encourage use during these critical periods.
• Link library and recreation services together through a concerted marketing effort to
maximize the benefits of having these two facilities immediately next to each other.
• The Wylie Recreation Activity Menu recently updated its lay-out and graphic plan.
There should continue to be basic format changes every two years or so to keep the
publication fresh.
• If not already in place, the center should develop an in-house mailing list for those that
request a hard copy of the Activity Menu.
• All printed information (from signs, to flyers and other brochures) should require that the
center logo be placed in the same basic location to develop a consistent look.
• Make strong use of the new video monitor that has been added to the entry area. This
should be utilized for promotion of new programs and activities, providing information
on current operations, and also encourage users to register on-line.
Sponsorships/Partnerships
• The center should explore the sale of integrated advertising on the pages of the program
brochure or a broader sponsorship of the entire brochure itself.
• The center should explore the possibility of allowing limited advertising through signs
and banners in selected areas of the center. The size, quality and type of advertising
should be strictly controlled by the City. The sale of advertising could be done in-house
or contracted to an advertising or marketing firm.
• Strong consideration should be given to trying to sell naming rights to certain key areas
of the building (community rooms, etc.) or the entire facility. Since the center has
already been open for three years this may be difficult.
• Effectively measure the level of customer service at the center by encouraging feedback
from pass holders and other center users. This information should be utilized to continue
to improve the level of service at the facility.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Key Recommendations: (in priority order)
• Build a clear identity and brand for the center.
• Assign the coordination of the marketing efforts to one center staff member.
• Develop a comprehensive marketing plan for the 2014-2019 timeframe.
• Promote the use of on-line program registration.
• Heavily promote the fact that patrons do not have to be pass holders (members) to take
advantage of the center's programs and services.
• Continue the process of integrating basic fitness classes as a benefit of center passes.
• Focus other marketing efforts on:
o Increasing pass holder retention
o Growing pass holder numbers
o Promoting the availability of month to month pass sales
o Increasing program and service participation
o Promoting rental opportunities
• Develop a new corporate pass program.
• Establish a partnership with a local healthcare provider for fitness and wellness programs.
• Explore methods to allow advertising in the program brochure and possibly develop a
program to allow advertising in the center itself.
• Survey existing center users and conduct a series of focus groups for residents who do
not use the facility.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Section VII— Action Plan
Based on the recommendations at the end of each section of this report, the following action plan
has been established. The plan places specific recommendations into the categories of Short
Term, Mid Term and Long Term classifications. For the action plan to be effectively
implemented, the Wylie Recreation Center will need to assign specific recommendations to key
staff members to accomplish within a well-defined time frame.
Short Term—Recommendations that should be implemented in the next year.
• Establish a clear identity and brand for the center.
• Drop the credit card surcharge for on-line program registration.
• Revamp the 1 month fee to function as an auto renew option at a lower rate to serve as a
long term month to month fee alternative. Add a family option.
• Work to raise the retention rate for pass renewals to 70%.
• Increase the number of pass units by 5%-10% a year for the next couple of years.
• Continue the transition to daily and monthly fees for fitness programs, as well as the
inclusion of basic fitness classes with center passes.
• Consider increasing the fee for 3 month passes or reduce the benefits.
• Reduce the maximum program discount that is available to no more than 20%.
• Place a greater emphasis on in-house program instructors rather than contract.
• Promote the use of on-line program registration.
• Hire a full-time Front Desk Manager and adjust other full-time staff responsibilities
accordingly.
• Adopt a policy requiring the presence of a full-time employee in the center when it is
open (whenever possible).
• Continue to establish an intern program to augment center staff.
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Wylie Recreation Center Operations Budget Assessment
• Establish a long-term programming plan within the next year.
• Formalize a budget plan to replace the center's cardio equipment on a staggered 4 year
schedule.
• Assign the coordination of the marketing efforts to one center staff member.
• Develop a comprehensive marketing plan for the 2014-2019 timeframe.
• Heavily promote the fact that patrons do not have to be pass holders (members) to take
advantage of the center's programs and services.
• Focus specific marketing efforts on:
o Increasing pass holder retention
o Growing pass holder numbers
o Promoting the availability of month to month pass sales
o Increasing program and service participation
o Promoting rental opportunities
Mid Term—Recommendations that should be implemented in the next 1-2 years.
• Increase overall program levels by 10%-15%per year for the next 3 years.
• Attempt to grow programming in the following areas:
o Silver Sneakers
o Summer camp
o Adult sports leagues
o Birthday parties
o Personal training
o Fitness/Wellness
• Reduce the cancellation rate for programs to no more than 20% a year.
• Develop a five-year prioritized capital improvement plan.
• Conduct an energy audit of the center's lighting and mechanical equipment.
• Consider the elimination of the resident/non-resident fee differential.
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CITY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
• There should be an across the board fee increase for the center of approximately 5%
every two years.
• Adopt a more precise and formal program fee policy.
• Develop a new corporate pass program.
• Adjust the current center operations budget to reflect the true cost of operation by
eliminating those expense figures that are not directly related to the center's operation
and including all maintenance/custodial costs. Also establish sub budget accounts within
the recreation center budget.
• Rewrite the job functions for each position in the center to better reflect the true roles and
responsibilities.
• Allocate more staff time to long range planning,program development and marketing.
Long Term - Recommendations that should be implemented in the next 2-3 years.
• Continue to track use of specific areas of the center and conduct a capacity/use analysis.
• Complete a lifecycle analysis of the center's programs and services.
• Consider the establishment of a separate Administration budget for the Department.
• Establish a parks and recreation foundation.
• Explore methods to allow advertising in the program brochure and possibly develop a
program to allow advertising in the center itself.
• Survey existing center users and conduct a series of focus groups for residents who do
not use the facility.
• Establish a partnership with a local healthcare provider for fitness and wellness programs.
• Assign the coordination and management of the center's maintenance and custodial
operations to the Recreation Supervisor.
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Wylie Recreation Center Operations Budget Assessment
• Establish a yearly staff training program with a focus on customer service.
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