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Productivity Committee Agenda 05/05/2022May 5, 2022 9:00 AM Productivity Committee Meeting 3299 Tamiami Trl E Naples FL, 34112 Fifth Floor Training Room 1. Call to Order 2. Pledge of Allegiance 3. Roll Call 4. Adoption of the Agenda 5. Adoption of Minutes from Previous Meeting 6. Staff Reports 7. New Business 7.1. Collier County’s Parks and Recreation Division review and recommendations 7.2. Report to the Board on Committee activity 7.2.1. County Department Overview 7.2.2. Procurement Services Division 7.2.3. Fleet Management Division 7.2.4. Parks & Recreation Division 8. Old Business (no action) 9. Announcements 10. Committee Member Discussion 11. Next Meeting Time, Date and Location 12. Public Comment 13. Adjournment 32.A.2 Packet Pg. 708 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) MINUTES OF THE REGULAR MEETING OF THE COLLIER COUNTY PRODUCTIVITY COMMITTEE April 19, 2022 Naples, Florida LET IT BE REMEMBERED that the Collier County Productivity Committee met on this date at 8:30 A.M. at 3299 Tamiami Trail East, Fifth Floor Training Room, Naples, Florida with the following Members Present: Productivity Committee Present: Larry Magel Jeffrey Curl Michael Lyster Gerald Godshaw Elida Olsen Michael Dalby Excused: Ronald Keseske Absent: Also Present: Commissioner Saunders Geoff Willig Dave Lykins Mike Smykowski Public Speakers: 1. Call to Order & Pledge of Allegiance Chairman Magel called the meeting to order at 11:00 and led the pledge of allegiance. 3. Roll Call – Committee Members Six members of the Productivity Committee were physically present representing an in-person quorum. 4. Adoption of Agenda The agenda was distributed to all present and adopted. 5. Adoption of minutes from Previous Meeting The minutes were approved. 6. Staff Report There was no staff report. 7. New Business Applications received for 4 vacant terms The Committee had received 13 applications and reviewed the applicants one at a time alphabetically by the last name. If applicants were in person or online, they were invited to speak to the committee regarding their qualifications. Five applicants were in person, and one joined the meeting online. After reviewing each applicant and speaking about the qualifications that stood out from their application, the committee took a vote for each candidate in the same order they were reviewed. The result of the vote was four individuals who had received a majority of the committee’s votes. The Committee discussed if they should recommend just the four top vote recipients and ultimately decided to recommend the top four with additional 32.A.2 Packet Pg. 709 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) consideration given to the next two, vote recipients. The Committee asked Geoff Willig to send a memorandum to the Board with the results of their reviews for the next Board meeting if possible. 8. Old Business (None) 9. Announcements (None) 10. Committee Member Discussion 12. Public Comment (None) 13. Adjournment The meeting was adjourned at 11:46. 11. Next Meeting The next meeting will be held on May 5, 2022, at 9:00 AM in the Fifth Floor Training Room. Collier County Productivity Committee __________________________________ Larry Magel – Chairman The foregoing Minutes were approved by Committee Chair on May 5, 2022, “as submitted” [ ] or “as amended” [ ] 32.A.2 Packet Pg. 710 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Parks Maintenance Operations, Processes and Controls Productivity Committee 4/7/2022 Kim Grant, PSD Operations Director 32.A.2 Packet Pg. 711 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Parks Maintenance (Capital and Routine) •Roles and Responsibilities •How maintenance is identified and managed •Oversight/accountability •Recommendations 32.A.2 Packet Pg. 712 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Parks (Specialized and Replacement) Capital -Maintain Existing •Capital level maintenance (i.e. pathways, landscaping, smaller outbuildings, aquatics facilities, playground replacements, courts resurfacing) •Some new such as new fields or field conversions to turf that are specialized parks operations Routine Maintenance •All grounds, parks amenities internal and external, irrigation systems, landscaping •Parks lighting –fields, mainly •Amenities such as fields, goals, hoops, pavilions Facilities (General) Routine Maintenance •Major building envelopes and systems •Roofs, A/C, other structural, parking lots •Potable water •Most charged back to Parks •Pathway and parking lot lighting •Major contracts such as cleaning and electrical Capital -New •Projects involving significant design, architectural work, all systems •Large new parks or buildings Division of Maintenance Responsibilities 32.A.2 Packet Pg. 713 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Parks (Specialized and Replacement) Capital -Maintain Existing •Capital level maintenance (i.e. pathways, landscaping, smaller outbuildings, aquatics facilities, playground replacements, courts resurfacing) •Some new such as new fields or field conversions to turf that are specialized parks operations Maintenance •All grounds, parks amenities internal and external, irrigation systems, landscaping •Parks lighting –fields, mainly •Amenities such as fields, goals, hoops, pavilions Facilities (General) Maintenance •Major building envelopes and systems •Roofs, A/C, other structural, parking lots •Potable water •Most charged back to Parks •Pathway and parking lot lighting •Major contracts such as cleaning and electrical Capital -New •Projects involving significant design, architectural work, all systems •Large new parks or buildings Division of Maintenance Responsibilities GREY AREAS Janitorial (Facilities contracts, but lots done by parks staff) Upgrades versus break/fix (Parks may desire a replacement prior to it being a Facilities priority) Services Parks can Do Ourselves Power washing, painting, similar Accountability on Capital Projects (Project Manager works in Facilities) 32.A.2 Packet Pg. 714 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Maintenance Need Identification Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance 32.A.2 Packet Pg. 715 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Maintenance Need Identification Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance •Scheduled (various timeframes) •Checklists •Monitored in CityWorks •Maintenance staff, Recreation staff and Rangers also report issues daily Inspections •Routine (i.e. mowing) •From inspections or on-site staff •From public or any external sourceWork orders •Assigned, prioritized, tracked, QA/QC •To Parks or Facilities accordingly •To Capital or Maintenance Teams accordingly •Monthly reporting/reviewed/issues addressed by Parks Leadership Team and Operations Team Work Completion and Monitoring Real time In the Field Take Photos/Notes Create Work Orders 32.A.2 Packet Pg. 716 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Maintenance Need Identification: PM Inspections Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance QA/QC by Supervisors 32.A.2 Packet Pg. 717 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Maintenance Need Identification Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance •Scheduled (various timeframes) •Checklists •Monitored in CityWorks •Maintenance staff, Recreation staff and Rangers also report issues daily Inspections •Routine (i.e. mowing) •From inspections or on-site staff •From public or any external sourceWork orders •Assigned, prioritized, tracked, QA/QC •To Parks or Facilities accordingly •To Capital or Maintenance Teams accordingly •Monthly reporting/reviewed/issues addressed by Parks Leadership Team and Operations Team Work Completion and Monitoring 32.A.2 Packet Pg. 718 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Maintenance Work Completion Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance •Scheduled (various timeframes) •Checklists •Monitored in CityWorks •Maintenance staff, Recreation staff and Rangers also report issues daily Inspections •Routine (i.e. mowing) •From inspections or on-site staff •From public or any external sourceWork orders •Assigned, prioritized, tracked, QA/QC •To Parks or Facilities accordingly •To Capital or Maintenance Teams accordingly •Monthly reporting/reviewed/issues addressed by Parks Leadership Team and Operations Team Work Completion and Monitoring 32.A.2 Packet Pg. 719 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance•30-60-90 Day Work Orders •Facilities and Parks have parallel processes •Parks leadership team reviews, reassigns as needed •Remember, some work will take longer Work Order Reporting •Project Request Form •Prioritized •Funded (in budget or ad hoc for urgent) •Assigned to PM •Design, permitting, construction •Tracked monthly or more often •Facilities and Parks have parallel processes Capital Maintenance or Replacement Projects 32.A.2 Packet Pg. 720 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability: Work Orders Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance 9,000 work orders since 10/1/21 [So over 90 days Is .1%] 32.A.2 Packet Pg. 721 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability: Work Orders Over 90 Days By priority Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance 32.A.2 Packet Pg. 722 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability: Work Orders Over 90 Days By priority Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance High: •Immokalee Aquatics Heater/Cooler Repair: Tied to larger aquatics renovation on-going •Oilwell Parking Lot/Pathway –Estimates over budget, low use area, reevaluate priority 32.A.2 Packet Pg. 723 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability: Work Orders Over 90 Days By priority Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance High: •Immokalee Aquatics Heater/Cooler Repair: Tied to larger aquatics renovation on-going •Oilwell Parking Lot/Pathway –Estimates over budget, low use area, reevaluate priority Medium: Assigned/On Hold 7 In planning 9 Initiated 17 Medium Types of WO’s •Tree trimming •Sign repair, replacement •Court repair •Fixture repair •Pool repairs All HSW issues handled immediately 32.A.2 Packet Pg. 724 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Tracking and Accountability: Capital Maintenance Projects Work Needed Citizens, Commissioners, 311 Parks Staff Parks Maintenance 32.A.2 Packet Pg. 725 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Parks Maintenance Processes: Recommendations •Third party audits or reviews •Strike Team/FINT •311 signage in parks to encourage “issue” reports •Define/redefine level of service and resource requirements, if not currently acceptable, benchmark •More aggressive management of aging work orders, perhaps weekly reporting rather than monthly •Continued progress towards preventative maintenance plans on capital assets and resource allocation 32.A.2 Packet Pg. 726 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Questions 32.A.2 Packet Pg. 727 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) 2021 2021 NRPA AGENCY PERFORMANCE REVIEW Collier County Parks & Recreation 32.A.2 Packet Pg. 728 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) 2021 Agency Performance Report 1 Using Data to Drive Optimal Decision Making You have many questions about how to best lead your parks and recreation agency. The questions may be about budget size, optimal staffing or revenues generated from agency activities. Perhaps you are looking towards the future and seeking opportunities where your agency can better serve its community while also outperforming its peers elsewhere in the U.S. In your hands is one resource that can assist you with answering these many questions. The customized Parks and Recreation Agency Performance Report shows you how your community’s parks and recreation services compare to those of its peers throughout the U.S. The data in this report comes from what your agency and other agencies entered in NRPA’s Park Metrics website and compares specific measures of parks and recreation efficiency and effectiveness against thousands of other parks and recreation agencies across the country. Use this report to make informed decisions about your parks and recreation agency. Capitalize on your strengths and address your weaknesses – and increase the positive impact of your parks and recreation offerings on those in the community you serve. Of course, data itself does not provide complete answers to your many questions. But combined with the collective knowledge of yourself, your team, your external partners and other resources, the insights contained within this report are an important step to lead your agency into the future. About this Report Earlier this year, your agency submitted operational information into the National Recreation and Park Association’s (NRPA) Park Metrics website by completing your Agency Performance Survey. Thanks to the participation of park and recreation agencies throughout the U.S., NRPA is providing the field with key data on the management and operation of park and recreation agencies. The Agency Performance Review is a customized look at your agency in comparison to all agencies that responded to the survey and a subset of agencies that serve a similar population density (the online NRPA Park Metrics system allows you to create much more detailed data aggregations to compare your agency to agencies that meet specific criteria of your choice). The results contained in this report offer broad “yardsticks” on your agency’s management and operations, allowing you to gauge your agency’s strengths, weaknesses and improvement opportunities. The aggregated data contained in this report was derived from 2018 – 2020 data in the NRPA Park Metrics database as of February 2021. As the NRPA Park Metrics system is available 24/7/365, the data can and will change throughout the year. NRPA Park Metrics allows you to run reports on-demand, based on real-time data, so the reports you create will always be based on the most current data available. To run additional reports, simply login to your account and go to the “Reports” tab to use Agency Performance Reports or Agency Performance Dashboards to drill-down into the full data set to compare your agency alongside agencies that meet your search criteria in areas such as Jurisdiction Population, Budget Size, State, Population Density, etc. Introduction 32.A.2 Packet Pg. 729 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) 2 2021 Agency Performance Report For a broader view of park and recreation agency benchmark and performance data, check out the 2021 NRPA Agency Performance Review and its accompanying interactive tools. This report is the most comprehensive resource of data and insights for park and recreation agencies in the United States. The report and interactive tools present NRPA Park Metrics data from 2018 through 2020 with 24 figures that highlight critical park and recreation metrics on park facilities, programming, responsibilities of park & recreation agencies, staffing, budget and agency funding. Explore the 2021 NRPA Agency Performance Review. Using this Report The Agency Performance Report is designed to assist you in evaluating your own agency’s results relative to other Agency Performance Survey participants. The information in this report is designed to be a tool for helping you to better evaluate your agency and its offerings. Spotting significant differences between your own figures and the composites can be the first step toward identifying improvement opportunities. Please keep in mind: 1. A deviation between your figures and figures in the report is not necessarily good or bad. It merely indicates additional analysis may be required. As a rule, the larger the difference, the greater the need for further investigation. 2. In situations where large deviations do exist, it may be helpful to go back and calculate the same measure over the past several years to identify any trends that may exist. 3. The information in this report should be used as a tool for informed decision making rather than absolute standards. Since agencies differ as to their location, size, and other factors, any two agencies can be successful yet have very different experiences with regard to certain measures. If you have any questions or comments about this report, please contact Greg Manns of Industry Insights at gmanns@industryinsights.com or 614-389-2100 x108. 32.A.2 Packet Pg. 730 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) 2021 Agency Performance Report 3 Interpreting the Numbers Most of the results included in this study are reported on the basis of medians rather than arithmetical averages or means. Unlike the mean, the median is not distorted by a few unusually high or low values that may exist in the sample due to special circumstances. The “median” value represents the mid-point of the data for a particular measure, with one-half of the respondents reporting figures above it and one-half below. Each median was computed independently based on the agencies that reported for that item. As a result, mathematical relationships do not always exist when different ratios are used together in the calculation. Figures reported were not used unless they were in accordance with the survey instructions and definitions. In cases where the number of respondents was considered inadequate for the computation of a meaningful figure, “ISD” appears in the tables. Lower 25% of Reported Figures Middle 50% of Reported Figures (Middle Range) Upper 25% of Reported Figures Smallest Number Reported Lower Quartile Median Upper Quartile Largest Number Reported If you see “no data” in the table of data under a graph, you haven’t answered the required Agency Performance Survey questions to generate this comparison. Definitions Median (or 50th percentile): The center value of the total distribution of the data that was reported (e.g., it is the value at which 50% of the responses are above and 50% are below). This measure is less likely than an average to be distorted by a few outlying responses. Lower Quartile (or 25th Percentile): The observation point below which 25% of the responses lie (e.g., 25% of the respondents reported a figure less than this amount and 75% a figure higher than this amount). Upper Quartile (or 75th Percentile): The observation point below which 75% of the responses lie (e.g., 75% of the respondents reported a figure less than this amount and 25% a figure higher than this amount). 32.A.2 Packet Pg. 731 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Park Operating Expenditures per Acre of Parkland Your Agency All Agencies Population Density per Sq Mile Less Than 500 Lower Quartile $1,816 $762 Median $2,528 $3,568 $2,330 Upper Quartile $7,051 $4,348 Operating Expenditures Per Capita Your Agency All Agencies Population Density per Sq Mile Less Than 500 Lower Quartile $48.84 $17.00 Median $71.91 $88.30 $45.44 Upper Quartile $159.07 $108.89 2021 Agency Performance Report $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 Your Agency All Agencies Population Density per Sq Mile Less Than 500$ Spent per Acre$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00 $80.00 $90.00 $100.00 Your Agency All Agencies Population Density per Sq Mile Less Than 500$ Spent per ResidentTwo metrics that can be used to gauge whether a community is adequately funded to manage, operate, and maintain its parks and recreation areas are “park related operating expenditures per acre of parkland managed” and “operating expenditures per capita.” The first metric, operating expenditures per acre, is calculated by dividing total park related operating expenditures by total parkland acres managed by the agency. The second metric, operating expenditures per capita, is calculated by dividing total operating expenditures by the population of the jurisdiction served by the agency. Operating expenditures include all of the costs to provide parks and recreation services to the community, including personnel salaries, benefits, utilities, equipment, and materials. Operating expenditures may also include debt service if it is paid out of the annual operating budget, as well as any expenditures incurred as part of a special or enterprise fund (such as a golf course) managed by the public agency. It is important to note that operating costs can vary widely between communities due to differences in parks and recreation facility standards, types of equipment, repair and replacement schedules, types and topography of parkland, degree of maintenance required, levels of use, and other variables. Operating costs and efficiencies can also vary with the number of acres managed and/or the size of the population served. For example a community that manages extensive conservation lands will have a lower ratio of expenditures/acre than a community that primarily manages developed parkland. Communities that benchmark operating expenditures should conduct follow-up research to analyze and document the specific reasons for differences in operating expenditures. For example it may be helpful to find a similar agency in Park Metrics (formerly PRORAGIS), then visit and photograph the facilities at benchmarked communities, and meet with agency staff to document key differences in facility quality or levels of maintenance. It may also be helpful to determine if a community is serving a larger population than its own residents. Elected officials, managers, and residents may be more supportive of increased operation budgets if they clearly understand the reasons for variations in funding between communities, and/or the implications of different funding levels. Are you adequately funded? Executive Summary 4 32.A.2 Packet Pg. 732 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Acres of Parkland per 1,000 Population Your Agency All Agencies Population Density per Sq Mile Less Than 500 Lower Quartile 5.2 3.4 Median 17.1 9.9 9.2 Upper Quartile 17.6 18.3 2021 Agency Performance Report 5 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 Your Agency All Agencies Population Density per Sq Mile Less Than 500Acres per 1,000 PopulationThe “acres of parkland per 1,000 population” metric is the most common technique for determining whether a community has “enough” parkland. It is also known as a community’s “acreage level of service (LOS).” There is no standard acreage LOS in the United States, and LOS can vary widely due to a community’s history, culture, demographics, density, development patterns, and other factors. For example the acreage LOS of communities within the Park Metrics (formerly PRORAGIS) database ranges from less than 2 acres per 1,000 citizens to over 100 acres per 1,000 citizens. An often-asked question is “what should be counted in an acreage LOS?”Unfortunately there is no standard answer. Some communities include public golf courses and beaches, while others include publicly accessible lakes and wetlands. Some cities and counties also include public parkland owned by other agencies, such as state parks and national forests. Some communities also count private recreation areas, owned and managed by homeowners associations, because these areas help meet residents’ local recreation needs. Since the primary purpose of acreage LOS is to determine a community’s need for parkland, it is recommended that communities only count developable, publicly accessible parkland within their jurisdiction. Open space lands that are undevelopable, such as privately owned open spaces, private golf courses, or private beaches; or open space lands that are permanently protected such as wetlands, water bodies, or protected conservation lands, cannot be used in calculations to determine how much open space is needed for future community needs for facilities such as parks, playgrounds, athletic fields, or community recreation centers. Privately owned parkland is not open to the public, and could be sold or redeveloped. Public parkland owned by another jurisdiction (such as state or county-owned land within a municipality) should be counted only for the population served by that jurisdiction. Acreage LOS should be used in conjunction with other needs assessment techniques to gauge a community’s need for additional parkland. For example a community may conclude that it is not necessary to acquire additional parkland after comparing its acreage LOS to other communities. However other needs assessment techniques such as surveys, focus group meetings, and population projections may indicate that residents’ needs are not being met, and additional parkland may be required. Do you have enough parkland? 32.A.2 Packet Pg. 733 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Revenue per Capita Your Agency All Agencies Population Density per Sq Mile Less Than 500 Lower Quartile $5.84 $1.59 Median $23.09 $19.38 $8.72 Upper Quartile $49.74 $30.88 Your Agency All Agencies Population Density per Sq Mile Less Than 500 Lower Quartile 10.1% 7.8% Median 32.1%22.9% 21.1% Upper Quartile 40.5% 43.1% 2021 Agency Performance Report Revenue as a % of Operating Expenditures (Cost Recovery) $0.00 $5.00 $10.00 $15.00 $20.00 $25.00 Your Agency All Agencies Population Density per Sq Mile Less Than 500$ Revenue per Resident0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Your Agency All Agencies Population Density per Sq Mile Less Than 500% RecoveryRevenues (also known as “annual direct revenues”) include all of the monies generated directly from parks and recreation classes, programs, memberships, concessions, permits, rentals, and other non-tax sources. Revenues do not include funding from taxes, grants, foundations, bonds, assessments, or other indirect sources. Two metrics that can be used to track revenues, and/or compare revenue generation to other agencies, are “revenue per capita” and “revenue as a percentage of total operating expenditures.” The first metric, revenue per capita, is calculated by dividing the total revenues generated by the agency by the population of the jurisdiction served by the agency. The second metric, revenue as a percentage of total operating expenditures (also known as “cost recovery”), is calculated by dividing the total revenues generated by the agency by the total operating expenditures of the agency. In addition to using these metrics for revenue tracking and benchmarking, they can also be used to establish cost recovery policies and goals. There are no industry standards for cost recovery; for example, some communities have established different cost recovery policies for senior, adult, and youth programs, while others have established overall cost recovery goals as a percentage of operating expenses. NRPA Park Metrics (formerly PRORAGIS) can help agencies to determine reasonable and realistic cost recovery goals based on data from other agencies. How much are you making? 6 32.A.2 Packet Pg. 734 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Agency Effectiveness Ratios Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Operating expenditures per capita $71.91 $88.30 $45.44 2. Revenue per capita $23.09 $19.38 $8.72 3. Total revenue to total operating expenditures 32.1% 22.9% 21.1% 4. Total tax expenditures per capita $48.81 $63.75 $31.24 5. Park operating expenditures per acre of parkland $2,528 $3,568 $2,330 6. Operating expenditures per acre of parkland $4,213 $8,839 $4,795 7. Operating expenditures per acres of parks and non-park sites $4,213 $7,556 $3,939 8. Operating expenditures per FTE $119,106 $99,016 $92,846 9. FTE's per 10,000 population 6.0 8.2 4.9 10. Acres of parks per 1,000 residents 17.1 9.9 9.2 11. Number of residents per park 3,902 2,277 3,926 12. Number of acres per park 66.6 21.3 34.5 13. Number of participants per program 579 50 70 14. Ratio of fee programs to all programs 91.5 83.3 80.0 15. Ratio of building attendance to park attendance 35.9 42.4 38.7 Agency Operations: Operating Budget Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Agency's total annual operating expenditures Number of Responses 922 160 Lower Quartile $1,863,016 $615,000 Median $27,215,700 $4,898,633 $1,518,011 Upper Quartile $13,839,293 $5,150,827 2. Percentage of agency's total operating expenditures for the following categories: Number of Responses 872 157 Parks 60.0% 44.4% 46.0% Recreation 40.0% 42.4% 42.0% Other 0.0% 13.2% 12.0% 3. Percentage of agency's total operating expenditures for the following categories: Number of Responses 884 154 Personnel services 59.0% 54.5% 52.5% Operating expenses 35.0% 37.6% 38.5% Capital expense not in CIP 6.0% 5.2% 5.3% Other 0.0% 2.7% 3.7% 4. Percentage of agency's total operating expenditures from the following sources: Number of Responses 868 154 General Fund Tax Support 65.0% 60.5% 60.9% Dedicated Levies 4.0% 8.2% 8.0% Earned/Generated Revenue 28.0% 23.1% 23.0% Other Dedicated Taxes 1.0% 2.8% 2.4% Sponsorships 1.0% 0.9% 0.9% Grants 1.0% 2.1% 3.4% Other 0.0% 2.3% 1.5% 5. Agency's total annual non-tax revenues Number of Responses 880 155 Lower Quartile $275,750 $70,615 Median $8,740,000 $1,000,000 $310,000 Upper Quartile $3,379,121 $1,337,245 2021 Agency Performance Report 7 32.A.2 Packet Pg. 735 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Capital Budget Your Agency All Agencies Population Density per Sq Mile Less Than 500 a. Capital budget for next 5 years Number of Responses 745 134 Lower Quartile $1,000,000 $363,250 Median $146,963,585 $6,000,000 $1,500,000 Upper Quartile $20,000,000 $8,369,877 b. Capital budget for the fiscal year Number of Responses 823 144 Lower Quartile $196,980 $80,000 Median $22,932,300 $1,100,000 $350,250 Upper Quartile $5,000,000 $1,759,719 Number of Responses 428 66 0.0% 14.1% 8.6% 0.0% 11.6% 8.8% 1.0% 7.5% 9.1% 0.0% 2.4% 2.5% 0.0% 1.1% 2.9% General fund tax support 99.0% 41.3% 49.8% Other 0.0% 22.0% 18.4% Number of Responses 754 128 Renovation 42.0% 54.1% 49.0% New Development 29.0% 31.8% 35.1% Acquisition 0.0% 7.8% 6.0% Other 29.0% 6.3% 9.9% 4. Value of deferred maintenance projects your agency faces: Number of Responses 458 77 Lower Quartile $0 $0 Median $70,000,000 $500,000 $200,000 Upper Quartile $5,000,000 $2,475,000 Average $17,403,311 $7,089,112 a. Value of general obligation bonds authorized Number of Responses 629 104 Lower Quartile $0 $0 Median $0 $0 $0 Upper Quartile $610,600 $0 b. Value of revenue bonds authorized Number of Responses 581 97 Lower Quartile $0 $0 Median $0 $0 $0 Upper Quartile $0 $0 2021 Agency Performance Report Bonds (general obligation and/or revenue) tied to my jurisdiction (e.g., city, town, county) Federal and/or state grants Private sector grants/gifts raised directly by the park and recreation agency Nonprofit group grants/fundraising (e.g., friends groups, foundations) 1. Agency's total capital budget for the next 5 years and total capital budget for the fiscal year: 5. Dollar value of authorized general obligation bonds and revenue bonds authorized for the agency this year 3. Percentage of agency's current fiscal year's capital budget designated for the following purposes: 2. Agency's current year's capital budget expenditures from the following sources: Bonds (general obligation and/or revenue) tied directly to the park and recreation agencies 8 32.A.2 Packet Pg. 736 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Personnel Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Number of funded employees at your agency: a. Number of full-time employees Number of Responses 856 153 Lower Quartile 10 5 Median 218 27 10 Upper Quartile 75 31 b. Number of non-full-time employees Number of Responses 823 143 Lower Quartile 25 8 Median 21 90 36 Upper Quartile 249 89 c. Total annual hours worked by non-full-time employees Number of Responses 750 134 Lower Quartile 8,186 2,497 Median 21,840 33,795 12,648 Upper Quartile 110,180 34,164 d. Total number of full-time equivalent employees (FTEs) Number of Responses 862 155 Lower Quartile 15.9 8.5 Median 228.5 44.3 18.6 Upper Quartile 126.9 48.4 Number of Responses 810 145 Administration 9.0% 17.1% 22.5% Operations/Maintenance 30.5% 45.4% 43.5% Programmers 40.5% 30.8% 26.9% Capital Development 1.0% 2.7% 2.9% Other 19.0% 4.1% 4.2% a. Number of volunteers Number of Responses 763 131 Lower Quartile 30 15 Median 291 150 60 Upper Quartile 600 225 b. Total hours worked by volunteers Number of Responses 706 120 Lower Quartile 717 519 Median 37,158 3,436 1,830 Upper Quartile 15,000 6,465 Number of Responses 845 150 Yes 37.0% 28.0% No X 63.0% 72.0% 2021 Agency Performance Report 4. Percentage of agency's that have staff covered by collective bargaining (i.e., are union members) 2. Percentage of total full-time equivalents (FTEs) involved in the following operational areas: 3. Number of volunteers and number of annual hours worked by the volunteers at the agency 9 32.A.2 Packet Pg. 737 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Workload Your Agency All Agencies Population Density per Sq Mile Less Than 500 a. Total number of parks Number of Responses 832 144 Lower Quartile 10.0 5.0 Median 97.0 21.0 11.0 Upper Quartile 46.0 20.5 b. Total park acres Number of Responses 814 139 Lower Quartile 177.1 99.6 Median 6,460.0 458.0 400.0 Upper Quartile 1,496.4 1,375.0 c. Total number of non-park sites Number of Responses 832 144 Lower Quartile 0.0 0.0 Median 0.0 3.0 1.5 Upper Quartile 10.0 6.3 d. Total acres of non-park sites Number of Responses 814 139 Lower Quartile 0.0 0.0 Median 0.0 10.0 5.0 Upper Quartile 108.8 89.0 Total number of parks + non-park sites Number of Responses 832 144 Lower Quartile 13.0 7.0 Median 97.0 28.0 15.0 Upper Quartile 62.0 35.3 Total acres of parks + non-park sites Number of Responses 814 139 Lower Quartile 200.8 125.5 Median 6,460.0 565.0 475.0 Upper Quartile 1,854.9 1,890.2 a. Developed Number of Responses 737 123 Lower Quartile 91.0 39.0 Median 2,238.2 284.0 150.0 Upper Quartile 845.2 708.9 b. Undeveloped Number of Responses 722 123 Lower Quartile 30.0 24.5 Median 4,221.9 174.9 200.0 Upper Quartile 730.0 930.6 3. Total number of trail miles managed or maintained by the agency Number of Responses 775 137 Lower Quartile 4.0 3.0 Median 49.4 12.0 10.0 Upper Quartile 36.2 28.0 2021 Agency Performance Report 1. Number of individual parks or non-park sites the department/ agency maintains and/or has management responsibility over: 2. Number of acres of developed and undeveloped open space for which the agency has management responsibility or maintains: 10 32.A.2 Packet Pg. 738 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Workload (continued) Your Agency All Agencies Population Density per Sq Mile Less Than 500 a. Number of operated buildings Number of Responses 736 124 Lower Quartile 33 Median 310 7 6 Upper Quartile 17 14 b. Square footage of operated buildings Number of Responses 635 108 Lower Quartile 22,250.0 11,600.0 Median 594,255.4 75,000.0 35,000.0 Upper Quartile 200,000.0 98,288.0 a. Total number of programs offered Number of Responses 707 126 Lower Quartile 45 20 Median 586 175 73 Upper Quartile 1,000 310 b. Number of fee based programs Number of Responses 690 122 Lower Quartile 25 8 Median 536 102 35 Upper Quartile 600 124 c. Total program contacts (estimate as necessary) Number of Responses 639 110 Lower Quartile 4,091 1,500 Median 339,439 16,394 6,949 Upper Quartile 63,528 35,509 a. Total building facility contacts Number of Responses 620 115 Lower Quartile 5,000 482 Median 484,526 54,199 8,000 Upper Quartile 274,336 94,359 b. Total park facility contacts Number of Responses 620 115 Lower Quartile 10,000 5,000 Median 1,349,545 100,000 40,000 Upper Quartile 500,000 269,500 c. Total facilities and parks contacts Number of Responses 620 115 Lower Quartile 39,900 10,152 Median 1,834,071 251,270 100,000 Upper Quartile 950,839 311,978 2021 Agency Performance Report 4. Number of buildings and the square footage of the buildings operated by the agency: 5. Number of programs the agency offers annually and the number of people (i.e., contacts) served by these programs: 6. Number of contacts (e.g. participants, users) of the agency's parks and facilities per year: 11 32.A.2 Packet Pg. 739 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Agency Responsibilities Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Agency Responsibilities a. Operate and maintain park sites X 96.4% 94.8% b. Operate and maintain indoor facilities X 89.2% 76.6% c. Operate, maintain, or contract golf courses 35.0% 16.9% d. Operate, maintain, or contract campgrounds X 18.9% 26.6% e. Operate, maintain, or contract indoor swim facilities/water parks 31.9% 19.5% f. Operate, maintain, or contract outdoor swim facilities/water parks X 66.4% 46.1% g. Operate, maintain, or contract tennis center facilities X 53.2% 36.4% h. Operate, maintain, or contract tourism attractions X 34.3% 33.1% i. Provide recreation programming and services X 93.2% 86.4% j. Operate and maintain non-park sites X 68.0% 54.6% X 79.3% 71.4% X 73.5% 63.0% m. Manage or maintain fairgrounds 6.2% 7.8% n. Maintain, manage or lease indoor performing arts center 18.1% 9.7% o. Administer or manage farmer's markets X 20.7% 9.7% p. Administer community gardens X 43.2% 24.0% q. Manage large performance outdoor amphitheaters X 34.9% 19.5% 8.8% 3.3% 18.1% 11.7% X 58.2% 41.6% u. Conduct jurisdiction wide special events X 79.5% 61.7% v. Have budgetary responsibility for your administrative staff X 84.6% 77.9% X 71.0% 64.9% X 8.3% 5.8% X 16.7% 22.1% Facilities Your Agency All Agencies Population Density per Sq Mile Less Than 500 a. Recreation centers 47,311 30,709 19,500 b. Community centers 37,849 29,000 27,764 c. Senior centers 378,488 61,975 35,475 d. Teen centers 57,729 15,977 e. Stadiums 378,488 64,800 42,456 f. Ice rink 55,174 32,269 g. Arena 53,236 72,637 h. Performance amphitheater 189,244 62,927 71,750 i. Nature centers 75,698 109,212 112,468 2021 Agency Performance Report 1. Median jurisdiction population per facility or activity areas within facilities w. Include in its operating budget the funding for planning and development functions k. Operate, maintain, or manage trails, greenways, and/or blueways (TGB) l. Operate, maintain, or manage special purpose parks and open spaces r. Administer or manage professional or college-type stadium/arena/racetrack s. Administer or manage tournament/event quality indoor sports complexes t. Administer or manage tournament/event quality outdoor sports complexes x. Operate, maintain or contract marinas y. Maintain or manage beaches (inclusive of all waterbody types) 12 32.A.2 Packet Pg. 740 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Facilities (continued) Your Agency All Agencies Population Density per Sq Mile Less Than 500 2. Median jurisdiction population per outdoor facility a. Playgrounds 12,616 3,607 6,223 b. Totlots 11,000 15,051 c. Community gardens 378,488 31,175 24,500 d. Basketball courts 12,209 7,187 9,563 e. Multiuse courts -basketball, volleyball 189,244 20,000 27,178 f. Tennis courts (outdoor only) 9,462 5,089 7,710 g. Diamond fields: baseball - youth 42,054 6,763 6,761 h. Diamond fields: baseball - adult 75,698 20,159 13,544 i. Diamond fields: softball fields - youth 11,287 11,301 j. Diamond fields: softball fields - adult 18,924 13,510 15,000 k. Skate park 189,244 49,750 29,234 l. Dog park 189,244 46,000 44,518 m. Ice rink (outdoor only) 16,664 12,625 n. Rectangular fields: multi-purpose 10,229 8,750 7,200 o. Rectangular fields: cricket field 378,488 128,393 155,000 p. Rectangular fields: field hockey field 23,270 23,131 q. Rectangular fields: football field 25,977 22,684 r. Rectangular fields: lacrosse field 29,000 14,377 s. Rectangular fields: soccer field - adult 12,943 14,997 t. Rectangular fields: soccer field - youth 7,192 6,488 u. Overlay field 15,385 11,870 v. Multipurpose synthetic field 75,698 38,328 29,723 3. Median jurisdiction population per golf facility a. Driving range stations 378,488 31,238 59,110 b. Regulation 18-hole courses 378,488 82,019 95,667 c. Regulation 9-hole courses 149,831 48,004 d. Executive 9-hole courses 215,000 ISD e. Executive 18-hole courses 158,068 ISD f. Par 3; 18-hole courses 184,716 ISD g. Par 3; 9-hole courses 121,090 ISD 4. Median jurisdiction population per swimming facility a. Aquatics centers 94,622 49,024 33,000 b. Swimming pools (outdoor only) 23,656 37,569 28,016 c. Indoor competitive swimming pools: 50 meters 146,000 37,950 d. Indoor competitive swimming pools: 25 meters 56,163 43,487 e. Other indoor competitive swimming pools 81,676 ISD f. Indoor separated diving well 64,800 ISD g. Total indoor competitive swimming pools 51,996 37,500 h. Indoor pool designated exclusively for leisure (i.e. non-competitive) 56,031 27,891 i. Therapeutic pool 67,974 46,152 2021 Agency Performance Report 13 32.A.2 Packet Pg. 741 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Activities Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Percentage of agencies offering the following activities: a. Health and wellness education X 81.6% 70.2% b. Safety training X 72.2% 61.1% c. Fitness enhancement classes X 82.6% 70.2% d. Team sports X 87.1% 80.2% e. Individual sports X 76.0% 60.3% f. Running/cycling races X 48.1% 42.8% g. Racquet sports X 70.3% 55.7% h. Martial arts X 61.7% 44.3% i. Aquatics X 71.2% 57.3% j. Golf X 48.4% 33.6% k. Social recreation events X 87.7% 77.9% l. Cultural crafts X 62.5% 43.5% m. Performing arts X 65.2% 43.5% n. Visual arts X 62.1% 44.3% o. Natural and cultural history activities X 61.7% 54.2% p. Themed special events X 88.9% 77.9% q. Trips and tours X 61.5% 50.4% a. Summer camp X 83.3% 75.6% b. Before school programs 20.0% 14.6% c. After school programs X 57.0% 46.5% d. Preschool X 35.7% 24.4% e. Full daycare 8.4% 6.0% f. Specific teen programs X 66.8% 48.8% g. Specific senior programs X 78.5% 64.1% h. Programs for people with disabilities X 62.0% 43.8% i. STEM programs X 58.0% 47.5% 2021 Agency Performance Report 2. Percentage of agencies offering the following Out-of-School Time (OST) activities: 14 32.A.2 Packet Pg. 742 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Policies Your Agency All Agencies Population Density per Sq Mile Less Than 500 Number of Responses 705 125 Yes, at all locations 52.8% 45.6% Yes, at select locations 25.4% 26.4% No X 20.7% 26.4% N/A 1.1% 1.6% Number of Responses 710 124 Yes, at all locations X 17.2% 20.2% Yes, at select locations 53.5% 39.5% No 28.5% 38.7% N/A 0.9% 1.6% Number of Responses 710 125 Yes, at all locations 4.9% 3.2% Yes, at select locations X 40.9% 26.4% No 52.3% 67.2% N/A 2.0% 3.2% Does your agency provide healthy food options in its vending machines? Number of Responses 702 123 Yes, at all locations 17.7% 18.7% Yes, at select locations X 28.9% 13.0% No 24.1% 28.5% N/A 29.3% 39.8% Does your agency provide healthy food options at its concession stands? Number of Responses 693 122 Yes, at all locations 17.0% 9.8% Yes, at select locations X 35.9% 25.4% No 22.8% 32.0% N/A 24.2% 32.8% Does your agency charge a parking fee at its parks or facilities? Number of Responses 710 124 Yes, at all locations 0.4% 0.0% Yes, at select locations X 15.6% 16.1% No 79.9% 78.2% N/A 4.1% 5.7% Does your agency charge an admission fee to enter its parks? Number of Responses 709 124 Yes, at all locations 1.0% 4.0% Yes, at select locations X 14.3% 14.5% No 81.5% 77.4% N/A 3.2% 4.0% 2021 Agency Performance Report Does your agency sell alcoholic beverages to legal-aged adults on its premises (sold either by the agency or by a concessionaire authorized by the agency)? Does your agency have a policy barring the use of all tobacco products in its parks and at its facilities and grounds? Does your agency have a policy that allows the consumption of alcohol by legal-aged adults on its premises? 15 32.A.2 Packet Pg. 743 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) Jurisdiction Information Your Agency All Agencies Population Density per Sq Mile Less Than 500 1. Agency/department's jurisdiction type Number of Responses 973 169 Borough 0.4% 1.2% Village 1.8% 2.4% City 55.0% 16.6% Town 10.4% 17.2% Township 2.6% 2.4% County X 15.5% 45.0% State 0.1% 0.0% Special District 10.0% 10.7% Regional/Metro Authority 0.3% 1.2% Independent District/Authority 1.8% 1.2% School District 0.5% 0.0% Military Department 0.4% 0.6% Tribal Lands/Reservation 0.1% 0.6% Other 1.2% 1.2% 2. Country Number of Responses 973 169 United States X 99.6% 99.4% Canada 0.4% 0.6% Mexico 0.0% 0.0% Other 0.0% 0.0% 3. Jurisdiction's total annual operating and capital budget a. Jurisdiction annual total operating budget Number of Responses 935 162 Lower Quartile $3,842,260 $1,200,000 Median $27,215,700 $20,770,007 $4,371,500 Upper Quartile $107,922,339 $40,505,429 b. Jurisdiction annual capital budget Number of Responses 906 155 Lower Quartile $599,666 $168,565 Median $22,932,300 $3,871,199 $1,012,000 Upper Quartile $24,228,846 $5,995,617 a. Square mileage of incorporated jurisdiction Number of Responses 951 169 Lower Quartile 11.8 55.5 Median 1,998.3 31.3 384.0 Upper Quartile 125.8 754.0 b. Population of jurisdiction Number of Responses 959 169 Lower Quartile 21,000 12,000 Median 378,488 49,500 42,456 Upper Quartile 140,000 134,557 2021 Agency Performance Report 4. Square mileage and population of the incorporated jurisdiction the agency serves 16 32.A.2 Packet Pg. 744 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022) 22377 Belmont Ridge Road Ashburn, VA 20148-4501 800.626.NRPA (6772) www.nrpa.org 32.A.2 Packet Pg. 745 Attachment: Agenda and readahead (22417 : Productivity Committee - May 5, 2022)