Bend Metro Park and

Recreation District

Bend, Oregon

Adopted Budget for

Fiscal Year 2011-12

Hollinshead Barn

Table of Contents

Chapter

1 Budget Message 1

2 Budget Process Budget Committee Members 9 Budget Calendar 10 Budget Committee Meeting Agendas 11 Budget Cycle 12 Budget Definitions 14

3 District Information Demographics and Statistics 17 History at the Polls 18 Organizational Chart 19 Strategic Plan 20 Total District Budget 32 Total Personal Services 34

4 General Fund Total General Fund 35 Administration and Finance Services 36 Planning and Development 47 Capital Improvement Plan 53 Park Services 55 Community Relations 60

5 Recreation Services Special Revenue Fund Total Recreation Services Fund 65 Recreation Administration 68 Juniper Swim & Fitness Center 71 Sports Programs 75 Recreation and Enrichment 78 Bend Senior Center 81

6 Other Special Funds System Development Charges (SDC) Special Revenue Fund 85 SDC Five Year Forecast 86 Enterprise Fund 87 Reserve Funds – Facility and Equipment 88 Scholarship Special Revenue Fund 89

District Budget Message - Budget for Fiscal Year 2011-12 To Bend Park and Recreation Budget Committee Members and District Residents: I am pleased to present to you the fiscal year 2011-12 Bend Park and Recreation District Proposed Annual Budget. This budget represents the expected resources and planned expenditures for the district’s fiscal year from July 1, 2011 to June 30, 2012. It has been prepared in accordance with the requirements set forth in ORS 294.305 to 294.565, Local Budget Law. After the budget committee consideration and the public hearings have been conducted, the budget will be considered for adoption by the Board of Directors on June 7, 2011. The district’s budget planning process starts with our mission and value statements. These statements serve the purpose of defining for the public, staff, volunteers and Board of Directors why our organization exists, who we serve and how we serve them. These statements drive our budgetary priorities. The district’s mission and core values are as follows: Mission statement: To enhance the vitality of our community by promoting healthy lifestyles and enriching Bend’s unique character with exceptional park and recreation services. We value:

Excellence by striving to set the standard for quality programs, parks and services through leadership, vision, innovation and dedication to our work.

Environmental Sustainability by helping to protect, maintain and preserve our natural and developed resources.

Fiscal Accountability by responsibly and efficiently ensuring the financial health of the district today and for generations to come.

Inclusiveness by reducing physical, social and financial barriers to our programs, facilities and services.

Partnerships by fostering an atmosphere of cooperation, trust and resourcefulness with our patrons, coworkers, and other organizations.

Customers by interacting with people in a responsive, considerate and efficient manner.

Safety by promoting a safe and healthy environment for all who work and play in our parks, facilities and programs.

Staff by honoring the contributions of each employee and volunteer, and recognizing them as essential to accomplishing our mission.

The district board also adopts a Strategic Plan. Strategic planning is intended to answer the questions: Where are we now; where do we want to go; and how will we get there? The Strategic Plan defines goals and strategies for a 5-year period. In FY 2011-12 the Strategic Plan will be revisited to ensure that the district’s direction continues to match the community’s needs. With the

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

foundation and direction provided by its comprehensive plan and strategic plans, the district annually adopts its five-year Capital Improvement Plan (CIP), which is a scheduled project list with a funding plan for acquiring, developing and improving facilities as prioritized by the Board of Directors. The CIP prioritization process is closely linked with the district’s 5-year financial forecast. This tool integrates future assumptions and current financial data for the purposes of projecting future revenues and expenditures, including capital projects. The financial forecast is a valuable resource for the Board of Directors as they are prioritizing, and provides feedback regarding the financial feasibility of specific decisions. Budget planners then strive to incorporate the priorities established by the Board of Directors based on all prior planning and prioritization efforts in order to provide for the community’s highest priority needs. Each department develops their annual budgets and action plans. The department goals identified in their annual plan are measured regularly through status reports provided to the Board. It is this comprehensive planning process that continues to ensure that the district is able to provide quality services to the community now and into the future while continuing to be financially sustainable. The district is faced, in this upcoming fiscal year, with the projection of a significant reduction in property tax revenues. This is an historic precedent, for both the district and other local governments in our community. However, it is our tradition of fiscal conservatism, combined with cost-saving measures, operating efficiencies, innovative ideas, and a willingness to explore options, that has provided us with a strong financial foundation that will allow us to continue to succeed during these times. The district will continue providing the same high level of service that the community expects, while protecting the district’s future financial health. This is the first budget in more than a decade where significant cuts were made to certain operational areas. Due to the slowing of the community’s growth over the past couple of years, we have been able to focus on reorganizing and right-sizing our organization while preserving critical services and programs. Over the past two fiscal years staffing levels were reduced by a net of two full-time positions – three positions were eliminated (two in recreation and one in planning and development) while one was added in park services. This proposed budget reflects an additional reduction of 5 full-time positions. We believe these reductions are imperative. Governmental agencies are faced with a “new normal;” one in which tax revenues will be tighter, tax payers’ expectations will be more demanding, and the need for our services will be greater. Reductions in this year’s budget are across the board and will affect every department. Right-sizing an organization takes time and requires that all operations be assessed and aligned to reach their full potential. It should be stressed that the right-sizing is not solely about cutting costs. It is more about being responsible in how district resources are managed. Over the past several years, prior to the recessions, the district was geared up to address rapid population growth and the expansion of district assets. Today is very different and calls for staffing levels to be adjusted to accommodate slower rates of population growth and the expansion of district assets. We will continue, as always, to evaluate our efficiencies in order to strive for excellence. These reductions will be explored more during presentations to the budget committee and board. The district has always estimated property tax revenues fairly conservatively, and has continued to collect more in a fiscal year than was originally budgeted. The Deschutes County Assessor has estimated a decrease in tax assessed value of 4.1% and we have created a budget for 2011-12 based on a more conservative projection which estimates a 5% decrease in assessed value and an 8.25% uncollectible rate. We are also estimating conservatively and budgeting SDC revenues at a minor increase from current year – this is based on the assumption that the number of building permits will increase slightly from 2010-11. A scheduled fee increase combined with a deflationary adjustment will also increase total SDC revenue. Recreation user fees and charges are actually

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

budgeted to increase by approximately 5% over current year estimates, as a result of increased participation and some fee increases. This budget proposes increasing our operating contingencies and unappropriated ending fund balance to ensure we maintain a secure financial position as property tax revenues decrease. Overall, our budgeted expenditures are decreasing by nearly 6%. Total personal services are increasing by $276,000 – an increase of 3% from current year. Total materials and services, including new and expanded programs, have decreased by over $225,000 in this budget, a nearly 5% reduction (and a 6.4% total decrease from 2009-10 budgeted materials and services). Budgeted capital outlay is down by over 15% - due largely to the fact that we had set aside funds in 2009-10 to acquire land that was actually not acquired until 2010-11. This resulted in much higher capital outlay in 2010-11. All of these combine to a total reduction in budgeted expenditures from current year budget of nearly $1.4 million or 5.9%. For the same period, budgeted revenues for 2011-12 are projected to decrease by only $213,000 or 1.2% from current year budget. Major accomplishments achieved in the 2010-11 fiscal year include: renovation of Columbia neighborhood park; acquisition of 122 acres of future regional park land and 3.7 acres at the Miller’s Landing river site; completion of landscaping, amenities and water line improvements at Pine Nursery; upgrades to various mechanical systems and a new phone system at JSFC; starting the replacement of the roof on the Old Bend Athletic Club; and continuation of the district’s trail program. Also accomplished through this year’s funding was: revision of the district’s Capital Improvement Plan (CIP); beginning engineering of the proposed Colorado Dam Paddle Trail; successful implementation of sports leagues and reservations in the new registration software system; partnering with OSU-Cascades on sustainability initiatives; and continued provision of exceptional recreation programs to the community. Proposed FY 2011-12 Budget Summary and Budget Highlights General Fund The General Fund accounts for expenditures of traditional general government services, such as: administration; human resources; finance; risk management; park maintenance; planning and development services; community relations; marketing; community outreach and volunteer services. General Fund resources consist of ad valorem property taxes, grants, donations, special event revenues, a small percentage through budget transfers from the SDC Fund to partially support administrative, planning and construction services, miscellaneous revenue, and the General Fund beginning fund balance. The General Fund total available resources are $15,296,466 for the 2011-12 fiscal year budget. This is an increase of approximately $33,000 or .2% over last year’s budget. The increase consists largely of a combination of $457,000 less in property taxes, $320,000 more in beginning fund balance, $80,000 less in grants and donations, and $270,000 more in transfers-in from the SDC Fund, to reimburse the General Fund over time for the acquisition of regional park land. Total operating expenditures, which include personal services and materials and services, are budgeted at $7,063,749. This is a decrease of $94,000 or 1.3% under the 2010-11 budget. The elimination of four full-time positions in park services reduced personal services by approximately $230,000, while the higher costs of benefits increased total General Fund personal services. All departments in the General Fund reduced their materials and services down from current year budget. Capital outlay in the General Fund is budgeted to decrease by $286,000 from the 2010-11 budget. A majority of the decrease is related to improvements at the Pine Nursery dog off leash area, trail improvements, and repairs and renovations called for in the district’s asset management plan that occurred in 2010-11. Changes in the annual capital outlay amounts are also often affected by

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

available opportunities or are funded through grants and donations– all of which may vary significantly from year to year. Budgeted interfund transfers from the General Fund decreased from prior year’s budget – a decrease of approximately $290,000. This decrease is related to the additional transfer out to the Recreation Services Fund in 2010-11 that was due to a prior period adjustment – and added $407,000 to total transfers out of the General Fund last year. The need for this adjustment was created by a change in accounting method for revenue recognition of recreation revenues from cash basis to accrual basis, and was a one-time transfer. The regular transfer into the Recreation Services Fund this year decreased by 6.7% or $114,000 from 2010-11. It was decided to increase the fund’s operating contingency by $240,000 this year, which can be used if Recreation Services sees an unanticipated significant reduction in their revenues in 2011-12. The transfer into the Facility Reserve Fund is 8% or $230,000 more than in 2010-11, and is budgeted for major replacement and/or renovation projects, rehabilitation of three older parks, improvements at Miller’s Landing, and land/facility acquisition and development. This increase was possible due to the new transfer-in from the SDC Fund to reimburse the General Fund for the acquisition of regional park land. The amount budgeted for debt service remains consistent with prior year. This budget appropriates $542,000 to cover the two semi-annual debt service payments required in this coming fiscal year. The funding for the 20 years of debt service comes from existing property tax revenues and possibly proceeds from future anticipated sales of surplus properties. This budget proposes increasing the General Fund’s operating contingency by $450,000. The total General Fund’s proposed operating contingency is $1,800,000. It is also proposed that the Unappropriated Ending Fund Balance increase from its current level of $750,000 to $1 million. These two amounts, combined with Recreation Services’ operating contingency, equal approximately two months’ worth of the district’s total budgeted expenditures, with the exception of the SDC Fund. For local governments in Oregon, it is a common operating practice to have at least two months’ worth of operations set aside in contingency. In fiscal year 2009-10 and in 2010-11 $350,000 in operating contingency was designated for the estimated increase in PERS payments that the district anticipated being responsible for beginning July 1, 2011. This increase accounts for approximately $150,000 in additional expenditures for 2011-12, and we expect to see comparable PERS payments in 2012-13 because of the two-year length of the PERS rates. Recreation Services Special Revenue Fund The Recreation Services Special Revenue Fund (Rec Services) is used to account for expenditures not 100% covered by tax revenues, such as the Juniper Swim and Fitness Center, Bend Senior Center, sports programs, and youth and adult recreation and enrichment programs. These programs are funded through a combination of tax revenue and from fees and charges assessed to programs and field rentals. A percentage of this fund is subsidized by the General Fund, allowing the district to keep program fees affordable to the community. The amount of General Fund subsidy for operations has stayed fairly constant over the past few years as the Recreation Department continues to work to recover a high percentage of its costs with fees. In the 2011-12 budget the subsidy is only $45,000 more than it was in 2008-09, and is down by 6.7% or $113,000 from 2010-11 (excluding the prior period transfer). One of the divisions included in this fund is the Juniper Swim and Fitness Center. This facility completed a renovation and expansion four years ago that significantly increased the size of the facility and provides greatly expanded opportunities for aquatic and fitness programs and services. The expansion of this facility has resulted in an operating cost recovery increase from 64% in 2004-05 to a consistent average of over 82%.

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

The Recreation Fund’s budgeted operating revenues total $4,802,411 for the 2011-12 fiscal year budget. This is an increase of $202,000 or 4.4 % over 2010-11’s budget. Recreation staff continues to conservatively estimate and budget revenues due to the economic recession. We continue to see a significant increase in demand for financial assistance from a growing portion of our district residents. For the current fiscal year, we are estimating approximately $224,000 in scholarships – up $69,000 from last fiscal year’s amount of $155,000. The proposed budget includes a decrease of $29,000 from the current year estimate, because of changes to the scholarship program that are currently being discussed. However, we are uncertain as to the volume of need. Scholarships have been supported through various funding sources in the past. The anticipated 2011-12 funding sources are: the cell tower lease revenue of $51,600; $43,000 in donations received through the Bend Park and Recreation Foundation; and $20,000 from the Foundation’s Gopher Broke golf fundraiser. The remainder is paid for through the General Fund subsidy. The Recreation Fund operating expenditures are budgeted at $6,451,045. This is an increase of $171,000 or 2.7% over prior year budget. The total budgeted cost recovery for the Recreation Fund is 74.44%, up from last year’s budget of 73.25%. The district’s cost recovery in this fund remains exceptional when compared with other entities. Reserve Funds The Facility and Equipment Reserve Funds allow the district to annually transfer monies from the General Fund with the purpose of funding the forecasted current and future capital needs. These funds allow the district to save for future needs by budgeting an amount in the Reserve for Future Expenditures category of these funds. For this purpose, district staff document all district capital equipment, and estimate each asset’s anticipated replacement year and cost. The amount of annual transfer in from the General Fund to the Equipment Reserve Fund is determined through this forecast. There are a few anticipated purchases in this fund for 2011-12; however, the reserve balance is sufficient for the near future, so there is not any transfer-in budgeted. This fund has nearly $278,000 in the Reserve for Future Expenditures. All reserves in this fund are anticipated to be used for future vehicle and equipment replacements and purchases. The Facility Reserve Fund is dependent upon a combination of a forecast of all district parks and facilities - including planned renovations and improvements for the future – and major construction/development projects and/or acquisition opportunities. The fund has over $3.8 million budgeted in 2011-12, which includes: completing renovations at Ponderosa Park; some minor replacement and renovation projects at JSFC; rehabilitation of two older neighborhood parks; improvements to Miller’s Landing; repairs to the roof and brick walls of the Old Bend Athletic Club; design and permitting for the Colorado dam paddle trail improvements; land/facility acquisition and development; and other minor projects. The resources for this fund this year are a transfer-in from the General Fund of over $3 million and a beginning fund balance of $735,000. System Development Charges (SDC) Fund The SDC Fund is used to account for the revenue and expenditure of System Development Charges, pursuant to the District Ordinance No. 8 – System Development Charges. SDC fees are charged against new residential development within district boundaries. The fees are collected with building permits under agreements with the city of Bend and Deschutes County. The fund balance also reflects related investment income. System Development Charges are restricted by statute to the acquisition and development of those park and trail improvements requisite of population growth within the district, and as outlined in the SDC methodology. The district adopted a new SDC methodology in March 2009. This new methodology includes updated land acquisition and development costs, and allows the district to more reasonably plan and

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

provide for the needs of future district residents. The SDC Five Year Forecast, which is included in the Proposed Budget, Chapter 6, outlines five years of planned acquisitions and development funded through the SDC Fund. Fiscal year 2006-07 was the first year of a significant reduction in SDC revenues and this downward trend has continued until the current 2010-11 fiscal year. We have seen a slight increase in building permits this year, and we are projecting the number of building permits in 2011-12 to be comparable. The fee will increase which will create slightly higher revenues over all. Due to the significantly lower revenue and beginning fund balance in this fund, there is only $1.8 million budgeted for SDC funded capital outlay for fiscal year 2011-12. Some of the projects planned from SDC funding are: design and development of one neighborhood parks; acquisition of one neighborhood park; and nearly $660,000 for trail projects. Enterprise Fund The Enterprise Fund accounts for district facility reservations including Aspen Hall, Hollinshead Barn, the district office community room, other district-owned rental properties, and park reservations. This fund has historically been self-sufficient – funding its staffing, materials, supplies and capital improvement costs through revenue received from community members renting the facilities. Major improvements and repairs that have been made to both Aspen Hall and Hollinshead Barn over the past few years, combined with the economy which has affected the rental revenues, have caused the reserves in this fund to decrease over time. The 2011-12 proposed budget has approximately $218,000 that is anticipated to be carried forward into the next fiscal year. This compares to $291,000 that was carried forward from 2008-09. We anticipate the reserves will not increase significantly in the future as the cost to operate and maintain these facilities increase faster than the revenues. Personal Services Staff The proposed 2011-12 budget includes four less full-time positions than in the current year. This is due to position eliminations in park services as a part of right-sizing the organization. Personnel increases have historically been held to a minimum – even when the economy was booming. The number of full time equivalent employees per 1,000 district residents has either remained constant each year since 2008 or decreased. Personnel costs have a huge impact on the district’s budget. Realizing that parks and recreation is a very people-intensive business, and that the district’s true assets are its employees, careful attention is given each year in analyzing wages and benefits. In order to attract and retain employees, the district strives to provide its employees fair, competitive wages and better than average benefits. Overall, budgeted personnel costs are projected to increase by $276,000 – an increase of 3% over current year budget. Staff has done an excellent job at keeping personnel levels as low as possible while still achieving exceptional service.

*Data is projected

2.4 2.3 2.3 2.3 2.2

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1.0

2.0

3.0

4.0

2008 2009 2010 2011* 2012*

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ime

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Fiscal Year Ended

Full Time Equivalents per 1,000 Population

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

The district’s Benefits Committee met in March and April to review and evaluate all employee benefits and other personnel costs, including wage increases, health insurance, retirement costs, dental and vision coverage, unemployment insurance, and workers’ compensation insurance. In the next year, the human resources division will be completing a compensation and classification study to ensure alignment among peer agencies. Salary Increases With the economic recession, the district strives to reach a balance between budgeting very conservatively and offering an employee compensation plan that remains competitive with other local governments. The 2011-12 budget proposal includes a Cost of Living Adjustment (COLA) increase for part time district employees only of 1.6%. It also includes a merit increase of 0 to 3% for full-time and part-time employees. By shifting the salary range, the COLA increase allows us to ensure that our part-time wages remain competitive and stay ahead of minimum wage. The prior two fiscal years all employees have foregone a merit increase and this is the only group of local government employees in this community to give up their performance-based pay increases during these two years. Benefits The district will maintain some employee benefits at the current level for the upcoming budget year, while reducing others. However, many benefit costs increase when salaries increase. Beginning in 2007-08, health insurance became our most costly employee benefit, exceeding employee retirement costs. The premiums for medical insurance will increase by 15.5% in June 2011; and this increase reflects an erosion of the health plan provided to the employees (for the second year in a row). Seven years ago, we made a significant change to our health insurance plan by increasing the deductible and implementing a Medical Expense Reimbursement Plan (MERP) to self-insure the deductible. The reduction in premiums has more than funded the MERP over time. We have been very pleased with the success of this program. We anticipate that the district will save approximately $237,000 in fiscal year 2011-12 alone, due to this change. These savings reflect the difference in cost the district would have paid if changes like the MERP had not been implemented. These savings will more than absorb the 15.5% premium increase, which is estimated at a cost of approximately $147,000 over current year estimates. The district pays 100% of the health insurance premium for all full time employees. But the employee must pay 20% of the premium cost to cover their dependents. As health insurance premiums continue to increase, the cost to employees continues to increase. For regular part-time employees, the district pays only 80% of the employee’s premium and the employee must pay 100% of the cost of all dependents. The district’s PERS rates are committed to by the State of Oregon for two-year periods. The rates we will be paying for the 2011-12 budget begin July 1, 2011 and will continue through June 30, 2013. On July 1, 2011 the rate for Tier One and Tier Two employees will increase from the current fiscal year from 11.92% to 14.98%. The rate for employees covered under the new OPSRP plan (those hired after August 2003), will increase from 12.31% to 13.8%. The district prides itself on having a safe workplace with safety-conscious employees. The district unfortunately experienced large claims in 2007 and 2010 which affects the workers’ comp rates for three years. As a result of the district actively managing the claims, the “experience MOD rate” would have decreased from .85 to .82 for 2010; however, the district was able to bring the rate down to .78 by buying back $10,800 of prior year claims. We did the same in 2011, paying $6,416 and bringing the rate down from .86 to .83 and we have budgeted another $10,000 in this proposal to do the same for 2012. Any rate below 1.0 is considered exceptional. Also for 2012, the district will see a decrease

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Bend Park and Recreation District District Budget Message, Fiscal Year 2011-12

in the premium rate for the majority of our positions, from $3.70 to $3.37 per hundred dollars of payroll. This rate is not affected by our claims but determined by the National Council on Compensation Insurance. Since worker’s compensation is a percentage of payroll the total premium reflects the NCCI rate decrease, but also reflects our payroll increases. The unemployment rate for the district has remained at .01% since 2008-09, and will continue to for the upcoming year. The .01% rate is the lowest that an agency can achieve. This low rate is due to the district appealing all unemployment claims – thereby only paying on those we truly are responsible for. Financial Outlook Wise management decisions and conservative fiscal policies over many years have combined to create a sustainable financial future for the district. The fiscal year 2011-12 Proposed Budget reflects staff’s best efforts to maintain our excellent level of service, recreational programs, park and facility maintenance, and development of new parks, while continuing fiscally conservative and sustainable practices. Conclusion I would like to thank the department directors, managers and their staff for contributing to the development of the budget and for effectively prioritizing the community’s needs and listening to the board’s priorities. In addition, I would like to recognize all of the dedicated district employees who have worked hard to provide exceptional service to the citizens of the district, our many volunteers (over 2,343) who contribute their time and talent, our program participants who help us continually improve and expand our programs, and all district residents who support the district through their tax dollars. Finally, I wish to express my appreciation and gratitude to the Board of Directors and the citizens on the Budget Committee for their leadership and service. The commitment of all to the success of the district is invaluable. Sincerely,

Don Horton Executive Director

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Board Members Appointed Members

George Thayer Robert Almquist

2000 NW Trenton 7 NW Gilchrist

Bend, OR 97701 Bend, OR 97701

Scott Asla Michael Graham

667 SE Airpark 63251 Wishing Well Lane

Bend, OR 97702 Bend, OR 97701

Ruth Williamson Dave Stensland

19685 Sunshine Way 3041 NE Quiet Canyon Drive

Bend, OR 97702 Bend, OR 97701

Ted Schoenborn Larry Katz

2473 NW 2nd 3807 NW Summerfield

Bend, OR 97701 Bend, OR 97701

Scott Wallace Sarah Olson

62915 NE 18th, Ste 1 2774 NW Horizon Drive

Bend, OR 97701 Bend, OR 97701

Budget Committee for Fiscal Year 2011 - 2012Bend Park and Recreation District

The Bend Park and Recreation District Budget Committee is made up of ten individuals, including all five members of the Board of Directors and an equal number of appointed members from the community. The appointed members must be registered to vote in the district. All members of the Budget Committee share the same degree of authority.

The primary duties and functions of this committee are to review, and if necessary, revise the proposed annual budget after hearing testimony from the public. The ultimate goal of the Budget Committee is to approve a budget for the district. Although this could happen at the first budget committee meeting, it usually takes at least two meetings to reach this point.

The Budget Committee meets during the spring, when the budget is reviewed and approved and other times during the year if needed.

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Bend Park and Recreation District

Budget Calendar for FY 2011-12

S M T W T F S

1 2 3 4 5 All Month Continue Budget preparation

6 7 8 9 10 11 12 1st Distribute 1st packet to directors & managers - for estimates for 10-11

13 14 15 16 17 18 19 1st Board appoint new budget committee member

20 21 22 23 24 25 26 10th Executive team meet to discuss 2011-12 annual action plans

27 28 25th Current Year revenue/expense estimates due to Lindsey

S M T W T F S 1st Board review 2011-12 annual action plans

1 2 3 4 5 1st-8th Meet with department heads re: estimates & annual action plan

6 7 8 9 10 11 12 4th Distribute 2nd packet to directors & managers - for proposals for 11-12

13 14 15 16 17 18 19 10th Executive team to review 2011-12 annual action plans

20 21 22 23 24 25 26 25th 2011-12 Budget Proposals due to Lindsey

27 28 29 30 31 31st 2011-12 New Program Request forms due to Lindsey

1st-6th Meet with department heads re: proposals

7th Exec team meet to discuss new proposals

7th Department overviews due to Paula

7th Personnel summaries due to Lindsey

7th Performance measures for 11-12 due to Lindsey

18th Deliver 1st budget committee meeting notice

22nd 1st Meeting notice PUBLISHED

S M T W T F S 18th-22nd Assemble and proof document

1 2 22nd Deliver 2nd Budget Meeting Notice

3 4 5 6 7 8 9 26th Budget committee tour - 10:00-2:00

10 11 12 13 14 15 16 25th-28th Print final budget documents

17 18 19 20 21 22 23 28th 2nd Meeting Notice PUBLISHED

24 25 26 27 28 29 30 29th Proposed Budget available to Budget Committee, Board, Media & Public

May 2011

S M T W T F S 9th @5:30 pm Budget Committee Meeting @ District Office

1 2 3 4 5 6 7 10th @ 9:00am Admin Team discuss Budget Committee questions

8 9 10 11 12 13 14 11th @ 5:30 pm Budget Committee Meeting @ District Office

15 16 17 18 19 20 21 17th @ 5:30 pm Tentative Budget Committee Meeting @ Distric t Office

22 23 24 25 26 27 28 20th Deliver Public Hearing Notice

29 30 31 24th Public Hearing Notice PUBLISHED

S M T W T F S

1 2 3 4 7th @7:00pm Board Meeting/Public Hearing/Adopt Budget

5 6 7 8 9 10 11 July 15th Filing Deadline (with County & State)

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30

Board Meeting dates

June 2011

March 2011

April 2011

February 2011

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May 9th, Monday - 5:30pm @ District Office Community Room

1. Welcome and introductions, announce time for public comment - George Thayer

2. Elect Budget Chair and appoint Recording Secretary - George Thayer

3. Review agenda, meeting dates and length of meetings - Don Horton

4. Budget Message and District Overview - Don Horton

5. Receive public comment on proposed budget

6. Recreation Services Overview - Wayne Smith

7. Park Services Overview - Ed Moore

8. Community Relations Overview - Jan Taylor

9. Reserve Funds and Enterprise Fund Overview - Lindsey Lombard

May 11th, Wednesday - 5:30pm @ District Office Community Room

1. Recap from Monday, May 9th

2. Administration & Finance Overview - Lindsey Lombard

3. Planning & Development Overview - Bruce Ronning

4. Capital Improvement Plan (CIP) and SDC Fund - Bruce Ronning

5. Human Resources Overview - Theresa Albert

6. Budget Summary - Lindsey Lombard

7. Discussion, recommended changes and/or additions

8. Approval of:

~ General Fund

~ Special Revenue Funds

~ Enterprise Fund

~ Reserve Funds

~ Capital Improvement Plan (CIP)

~ Tax rate and amount

May 17th, Tuesday - 5:30pm @ District Office Community Room

Tentative third night reserved date - if needed

June 7th, Tuesday - 5:30pm @ District Office Community Room

1. Receive public testimony on approved budget

2. Review final estimates on current year revenue and expenses

3. Review staff recommendations for adjustments

4. Adopt budget and resolutions

5. Sign resolutions adopting budget, making appropriations, imposing taxes and

categorizing taxes

Bend Park and Recreation DistrictBudget Committee Meetings for Fiscal Year 2011-12

AGENDAS

11

THE BUDGET CYCLE

Most local governments in Oregon, from the smallest cemetery district to the largest city, must prepare and adopt an annual budget. The law provides for two important things:

1. It establishes standard procedures for preparing, presenting, and administering the budget.

2. It requires citizen involvement in the preparation of the budget and public disclosure of the budget before its formal adoption.

What is a budget? A budget is a financial plan containing estimates of expenditures and revenues for a single fiscal year (July 1 – June 30) or for a 24-month period, a “biennial” budget. Who is on the budget committee? The budget committee consists of the members of the Board of Directors and an equal number of citizens at large. Budgeting is not something done once a year. It’s a continuous operation, and it takes 12 months to complete a cycle. The budgeting process is actually in three parts: The budget is prepared, approved, and finally adopted. The budget must be prepared far enough in advance so that it can be adopted before June 30. After adopting the budget, the governing body will make the necessary appropriations and certify the tax levy to the county assessor. The budget cycle is divided into nine steps.

Preparing the budget

1. Budget officer appointed. Each local government must have a budget officer, either appointed by the governing body or designated in the local government’s charter. The budget officer is under the supervision of either the executive officer or the governing body.

2. Proposed budget prepared. The budget officer is responsible for preparing or supervising

the preparation of the proposed budget for presentation to the budget committee.

Approving the budget. 3. Budget officer publishes notice. When the budget officer is ready to present the budget and

the budget message is to be delivered, the budget officer publishes a “Notice of Budget Committee Meeting.”

4. Budget committee meets. At least one meeting must be held to (1) receive the budget

message and budget document, and (2) hear the public. At any time before the budget committee meeting, the budget officer may provide a copy of the proposed budget to each member of the budget committee. The budget is a public record at this point. The budget officer may choose to distribute the proposed budget at the noticed budget committee meeting, rather than earlier.

At the budget committee meeting, the budget message is delivered. The budget message explains the proposed budget and significant changes in the local government’s financial position. At this meeting, the budget committee may provide members of the public the opportunity to ask questions about or comment on the budget.

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Budget Cycle, continued

If public comment is not allowed at this meeting, the budget committee must provide the public with the opportunity at subsequent meetings. After the initial meeting, the budget committee may meet as many times as needed to revise and complete the budget.

Committee approves budget.

5. When the budget committee is satisfied with the proposed budget, including any additions to or deletions from the one prepared by the budget officer, it is approved. If the budget requires an ad valorem tax to be in balance, the budget committee must approve an amount or rate of total ad valorem property taxes to be certified for collection.

Advertising and holding hearings

6. Budget summary and notice of budget hearing published. After the budget is approved, the governing body must hold a budget hearing. The governing body must publish a summary of the budget approved by the budget committee and notice of budget hearing five to 30 days before the scheduled hearing.

7. Budget hearing held. The governing body must hold the budget hearing on the date

specified on the public notices.

The purpose of the hearing is to receive citizens’ testimony on the budget approved by the budget committee. Additional hearings may be held. All hearings are open to the public.

Adopting the budget

8. Budget adopted, appropriations made, tax levy declared and categorized. By law, the governing body may make changes in the approved budget before or after it is adopted, but no later than the beginning of the fiscal year to which the budget relates. However, there are limitations;

Taxes may not be increased over the amount approved by the budget committee, and

Estimated expenditures in a fund may not be increased by more than $5,000 or 10 percent, whichever is greater, without first publishing a revised budget summary and holding another budget hearing.

After the budget hearing, and after considering relevant testimony, the governing body adopts the budget. It should not be formally adopted until the latter part of June so last-minute revisions to revenue or expenditure estimates can be incorporated.

The governing body must prepare a resolution or ordinance to (1) formally adopt the budget, (2) make appropriations, and if needed, (3) levy and (4) categorize any tax. The budget is the basis for making appropriations and certifying the taxes. The resolution or ordinance must be adopted no later than June 30.

9. Budget filed and levy certified

The final step in the budget cycle is to certify any necessary property tax levy.

Districts levying a property tax must submit budget documents to the county assessor’s office

on or before July 15.

13

Budget Definitions

Accrual basis. Method of accounting recognizing transactions when they occur without regard to cash flow timing.

Adopted budget. Financial plan that is the basis for appropriations. Adopted by the governing body.

Ad valorem tax. A property tax computed as a percentage of the value of taxable property.

Appropriation. Authorization for spending a specific amount of money for a specific purpose during a fiscal year. It is based on the adopted budget, including supplemental budgets, if any. It is presented in a resolution or ordinance adopted by the governing body.

Approved budget. The budget that has been approved by the budget committee. The data from the approved budget is published in the Financial Summary before the budget hearing.

Budget. Written report showing the local government’s comprehensive financial plan for one fiscal year. It must include a balanced statement of actual revenues and expenditures during each of the last two years, and estimated revenues and expenditures for the current and upcoming year.

Budget committee. Fiscal planning board of a local government, consisting of the governing body plus an equal number of legal voters appointed from the district.

Budget message. Written explanation of the budget and the local government’s financial priorities. It is prepared and presented by the executive officer or chairperson of the governing body.

Budget officer. Person appointed by the governing body to assemble budget material and information and to physically prepare the proposed budget.

Budget transfers. Amounts distributed from one fund to finance activities in another fund. They are shown as expenditures in the originating fund and revenues in the receiving fund.

Capital outlay. Items which generally have a useful life of two or more years, and cost over $5,000, such as equipment, vehicles, land, park development, or buildings.

Capital projects fund. A fund used to account for resources, such as bond sale proceeds, to be used for major capital item purchase or construction.

Expenditures. Total amount incurred if accounts are kept on an accrual basis.

Fiscal year. A 12-month period to which the annual operating budget applies. At the end of the period, a government determines its financial position and the results of its operations. It is July 1 through June 30 for local governments.

Fund. A fiscal and accounting entity with self-balancing accounts to record cash and other financial resources, related liabilities, balances and changes, all segregated for specific, regulated activities and objectives.

Fund type. The district currently uses 3 different fund types: General, special revenue, and reserve.

General fund. A fund used to account for most fiscal activities except for those activities required or determined by the board of directors to be accounted for in another fund. For the district, the General fund accounts for administration and finance, planning and development, park services, and community relations.

Grant. A donation in cash by one governmental unit to another, or from a non-profit organization, which may be made to support a specified purpose or function, or general purpose.

Local government. Any city, county, port, school district, special district, or community college operated by a separate board or commission; a municipal corporation or municipality.

14

Operating contingency. This is appropriated on the assumption that unforeseen spending may become necessary or a reduction in anticipated revenues may occur. A resolution by the Board must be passed before any of the operating contingency can be transferred to an expenditure category to be spent.

Maximum assessed value (MAV). The maximum taxable value limitation placed on real or personal property by Oregon’s constitution. It can increase a maximum of 3 percent each year. The 3 percent limit may be exceeded if there are qualifying improvements made to the property, such as a major addition or new construction. It may also not be reached in a time of recession when property values decline significantly.

Permanent rate limit. The maximum rate of ad valorem property taxes that a local government can impose. Taxes generated from the permanent rate limit can be used for any purpose. No action of the local government can increase a permanent rate limit. The district’s permanent rate limit is $1.46.1 per $1,000 assessed value.

Proposed budget. Financial and operating plan prepared by the budget officer. It is submitted to the public and the budget committee for review.

Publication. Public notice given by publication in a newspaper of general circulation within the boundaries of the local government.

Reserve fund. Established to accumulate money from year to year for a specific purpose, such as purchase of new equipment. The district has two reserve funds: the Equipment Reserve Fund (which is for replacement of vehicles and large equipment) and the Facility Reserve Fund (which is for acquiring, constructing, and/or maintaining real property and/or building facilities).

Resolution. A formal order of a governing body; lower legal status than an ordinance.

Resources. Estimated beginning funds on hand plus anticipated revenues.

Special revenue fund. A fund used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally or board restricted to expenditure for specific purposes.

Supplemental budget. A financial plan prepared to meet unexpected needs or to spend revenues not anticipated when the regular budget was adopted. It cannot be used to authorize a tax.

Tax rate. The amount of tax stated in terms of a unit of tax for each $1,000 of assessed value of taxable property.

Unappropriated ending fund balance. Amount set aside in the budget to be used as a cash carryover to the next year’s budget. It provides the local government with cash until tax money is received from the county treasurer in November. It is also used for maintaining an emergency reserve for the government entity. This amount cannot be transferred by resolution or used through a supplemental budget, unless necessitated by a qualifying emergency.

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16

Bend Park and Recreation District

Demographics and Statistics

Established: November 1974

1st Tax Base: May 1976 $397,908

Permanent Tax Rate Effective 2000-01: $1.461

District Assessed Value - 2010-11: $8,344,196,315

Estimated District Population July 1, 2011: * 78,392

Employees: 85 Full-time employees

246 Part-time employees

2,343 Volunteers

59,635 Volunteer hours

Business Sites: District Office

Park Services

Juniper Swim & Fitness Center

Bend Senior Center

District Properties: Total Acres 2,560

Community Parks - 556 acres

Neighborhood Parks - 149 acres

Regional Parks - 957 acres

Natural Areas - 883 acres

Trails - 62 miles (existing, in-district)

Vince Genna Stadium - 6 acres

Urban Plaza - .4 acres

Built Facilities - 6 facilities

District Comprehensive Plan: Adopted 1995

Updated 1998 and 2001

Revised and Adopted September 2005

* Data sources:  2010 US Census and BPRD

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Year Month Description Results

1974 To establish a Park District Passed

1975 To establish a Tax Base Failed

1976 May To establish a Tax Base $397,908 Passed

1978 Jan Bond issue - Pool Construction Passed

1979 May Levied outside 6% ($116,928) Passed

1980 May Increase Tax Base Failed

1980 November Increase Tax Base ($897,190) Passed

1981 March Serial Levy Failed

1,512 No Votes

948 Yes Votes

1986 September Serial Levy Failed

1,989 No Votes

888 Yes Votes

1992 May Increase Tax Base Failed

5,638 No Votes

3,985 Yes Votes

1992 November Increase Tax Base Failed

4,573 No Votes

3,565 Yes Votes

1993 September 5 Year Serial Levy Failed

5,249 No Votes

4,968 Yes Votes

1995 May 5 Year Serial Levy Passed

5,201 No Votes

6,726 Yes Votes

Bend Park and Recreation District

History at the Polls

18

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Bend Metro Park and Recreation District

2007 – 2011 Strategic Plan Revised and Adopted March 6, 2007

Strategic planning is intended to answer the questions: Where are we now; where do we want to go; and how will we get there? The Bend Metro Park and Recreation District (BMPRD) Strategic Plan provides direction regarding major initiatives and projects anticipated during a five-year planning period. The Plan is written to address community needs and the goals identified in the 2005 Park, Recreation and Green Spaces Comprehensive Plan and to reflect the core values expressed in the District’s Mission Statement. The Strategic Plan is reviewed and revised in discussions between the Board and staff, and adopted annually. It influences the scheduling and funding of projects identified in the District’s Capital Improvement Program (CIP) and guides the creation of annual department work plans and the annual budget.

20

Mission statement: To enhance the vitality of our community by promoting healthy lifestyles and enriching Bend’s unique character with exceptional park and recreation services. We value:

Excellence by striving to set the standard for quality programs, parks and services through leadership, vision, innovation and dedication to our work.

Environmental Sustainability by making decisions that help protect, maintain and preserve our natural and developed resources.

Fiscal Accountability by being responsible and efficient in ensuring the financial health of the District today and for generations to come.

Inclusiveness by reducing physical, social and financial barriers to our programs, facilities and services.

Partnerships by fostering an atmosphere of cooperation, trust and resourcefulness with our patrons, coworkers, and other organizations.

Customers by interacting with people in a responsive, considerate and efficient manner.

Staff by honoring the contributions of each employee and volunteer, and recognizing them as essential to accomplishing our mission.

21

IMPLEMENTATION ITEMS: I. PROVIDE, CARE FOR AND PRESERVE PARKS, TRAILS, NATURAL AREAS AND

RECREATION FACILITIES FOR CURRENT AND FUTURE DISTRICT RESIDENTS Goal 1: Ensure existing facilities are well taken care of and offer appeal to the users.

Strategies: a. Monitor and quantify park and facility use through surveys. b. Develop park maintenance standards by type of park or facility and evaluate annually. c. Provide an ongoing viable and effective playground inspection program. d. Monitor the maintenance program to ensure the most efficient operation and use of

resources. e. Manage the resource and social impacts of special events in parks f. Manage a coordinated, district-wide sign program. g. Review and refine the district’s fees and charges policy based upon the Pyramid Pricing

Model contained in the Comprehensive Plan. (See Comp Plan, Appendix F, Pyramid Pricing Model)

Goal 2: Encourage stewardship and involvement in the parks, trails and open spaces.

Strategies: a. Develop programs to provide citizens with hands-on involvement in parks and on trails. b. Incorporate interpretive signs in parks and along sections of trail to educate patrons on

native plants, habitat and local history. c. Encourage compliance from dog owners to implement methods influencing positive

interactions between dogs and humans, and adherence to Park system rules and regulations.

d. Involve citizens in dog management goals. II. PROVIDE DIVERSE, HIGH QUALITY, SAFE, AND ACCESSIBLE RECREATION

OPPORTUNITIES THAT WILL ENRICH PEOPLE’S LIVES Goal 1: Program quality recreation services that are financially feasible, provide excellent

customer service, and meet the needs of district residents.

Strategies: a. Routinely survey and maintain those programs. b. Nurture and sustain community partnerships in the delivery of programs. c. Seek alternative funding strategies and support for programs. d. Use volunteers where appropriate to enhance customer service and the delivery of

programs. E Use ongoing data collection to assist in determining the need for and development of

programs. f. Identify opportunities to enhance outdoor recreation programs that focus on the

interpretation and stewardship of parks, trails and natural areas. g. Provide activities for the “new senior” who wants active, short commitments, has individual

interests, and has little interest in traditional senior programs. h. Provide activities for families, parent-tot and pre-school age children. i. Evaluate new and current program offerings to determine if they are meeting established

program and budget goals.

22

j. Use the Pyramid Pricing Model to sort core program responsibilities from other programming opportunities, and to determine appropriate funding mechanisms.

Goal 2: Develop recreation services that will help address important community and

societal issues.

Strategies: a. Identify and address barriers that prevent participation in recreation programs. b. Collaborate with other community agencies to develop programs/policies that address

obesity. c. Address the recreation program and facility needs of low-income households. d. Identify ways to engage currently underserved (ethnic, income, new, etc.) populations in

recreation programs. e. Ensure scholarship funds are available for those in need. f. Provide support needed for special needs individuals to participate in general recreation

programs. g. Provide therapeutic recreation programs. h. Identify and overcome barriers to those who want to participate in recreation programs but

cannot. Goal 3: Ensure adequate, well maintained fields/spaces/facilities are available to meet

programming needs. Strategies: a. Optimize field space available for athletic activities. b. Continue annual evaluation of field capacity and field use demand based on the work done

in the comprehensive planning project, to forecast the need for renovation and new field space.

c. Create a long-term funding plan for sport field development and implementation. d. Incorporate routine forecasting of future trends and monitoring of needs into the priority field

use policy. e. Optimize the use of turf space at elementary and middle schools through joint development

and use agreements with the Bend-La Pine School District. f. Employ a community council of sport providers to review the use and scheduling of fields,

and sustain an ongoing conversation with community sport groups regarding the expanding need for sport fields.

g. Coordinate policy decisions regarding scheduling and use of sport fields with the district’s field development goals and strategies.

h. Monitor the appropriate provision of facilities for non-district sports providers.

Goal 4: Program to meet the needs of our changing society.

Strategies: a. Utilize more individual, drop-in opportunities and fee structures. b. Monitor and adjust length and time of programs to address lifestyle changes. c. Provide for the growing need for daytime activities for “at-home” children. d. Explore nontraditional program alternatives.

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III. ENSURE SOUND AND SUSTAINABLE FINANCIAL PLANNING AND MANAGEMENT DESERVING OF THE PUBLIC’S TRUST

Goal 1: Provide sustainable funding and responsible financial planning, and management

to support the district’s existing and future levels of service.

Strategies: a. Employ financial forecasting tools to prepare long term financial management plans. b. Evaluate the impacts of population growth as part of the district’s annual budget process. c. Coordinate park planning and development with available maintenance resources. d. Coordinate financial decisions regarding sport field development with the district’s SDC

methodology, SDC Financial Forecast, Capital Improvement Plan, and input from community interest assessments.

e. Maintain a facilities renovation and major maintenance forecast to be utilized during the annual budgeting process.

f. Market identified surplus properties as they evolve, in support of district acquisition and capital improvement needs.

g. Implement and monitor a district water rights policy, and review and adjust district practices accordingly.

h. Consider annexation of properties outside of the district as opportunities arise. i. Continue to develop and ensure compliance with district policies, procedures and internal

controls to safeguard assets, adhere to state law, and reflect the goals of the district. j. Continually improve the district’s financial communication and transparency, with the goal of

improving citizen knowledge of district budget and finances. Goal 2: Pursue a consistent and effective approach to partnerships and community

involvement.

Strategies: a. Establish and review annually a written partnership policy to institute common language

and defined expectations. b. Expand partnerships in support of program and facility development with local and regional

conservation, environmental, historical groups c. Jointly evaluate our relationship and agreement with the Bend-La Pine School District to

promote positive relations, effective communications and cooperative problem-solving. d. Seek supplemental funding support to offset the costs of the development and upkeep of

parks, trails, natural areas, and historic and cultural facilities enjoyed by out of town visitors. e. Work with the City of Bend and Deschutes County to receive transient room taxes annually

to support district parks and facilities enjoyed by visitors. f. Identify high profile cultural or historic facilities in order to capitalize on statewide tourism

and funding opportunities. Goal 3: Document and embrace an alternative funding philosophy to leverage monies

and services and provide quality partnership relations.

Strategies: a. Develop and maintain consistent criteria for district sponsorship. b. Contract or allocate staff resources to actively procure appropriate partners, sponsors and

grant funding. c. Support the Bend Park and Recreation Foundation in their efforts to support district goals

and activities. d. Seek additional support of the district’s recreation program scholarship fund.

24

IV. ACHIEVE EXCELLENCE IN ALL AREAS OF DISTRICT OPERATIONS Goal 1: Strive for operational excellence in the delivery of park and recreation services.

Strategies: a. Conduct an annual Board and staff review of the Strategic Plan and develop annual

action/work plans from the goals and strategies listed therein. Utilize these to prioritize budget decisions.

b. Maintain the district headquarters and administrative office in a manner that will be convenient and accessible to the public.

c. Manage Park Services maintenance facilities in an efficient and effective manner, in suitable locations.

d. Review contractual and outsourced services on a regular basis.

Goal 2: Attract, develop and retain a high caliber work force.

Strategies: a. Provide ongoing professional development and training opportunities to ensure that district

staff is well prepared to deliver high quality services. b. Deliver a comprehensive district-wide orientation to assist the transition of all new

employees to understand the culture, expectations, and policies of the district. c. Evaluate and update Human Resources policies and procedures on an annual basis. d. Evaluate and implement recruiting methods and materials to increase the number of

qualified candidates. e. Evaluate benefits package to increase attraction of qualified candidates and to maintain

retention of employees. f. Monitor salary schedule benchmarks with external markets to maintain the position of

“employer of choice”. Goal 3: Utilize the best program registration system in order to better accommodate the

district’s and program users’ needs.

Strategies: a. Use program tracking and evaluation tools of existing software to capacity by designing

reports to readily identify the lifecycle of programs, those programs not meeting minimum capacity, monitor waiting lists, and communicate with patrons.

b. Maintain the best option for registration software and online registration. Implement new solutions and train staff accordingly

Goal 4: Use an automated tracking system for the park maintenance program and audit

the system periodically to assure it is effective and targeted for defined outcomes.

Strategies: a. Fine-tune the tracking system for actual costs of management and operations of parks and

recreation facilities. b. Manage an efficiency and effectiveness study using the data generated.

25

Goal 5: Continue to improve and expand the district use of Web technology, networking capabilities, GIS, and other technologies.

Strategies: a. Maintain a GIS mapping and data management system, and provide ongoing training for

staff. b. Plan for the district to host and manage its own Website and online registration program as

long as it remains cost-effective to do so. c. Plan and design for new technologies in new or renovated district facilities, in order to better

serve district users. V. USE AND BE RECOGNIZED FOR ENVIRONMENTALLY SOUND PRACTICES

Goal 1: Ensure the most efficient and effective overall district operations.

Strategies: a. Continue to refine the definition of the term “sustainability” as it applies to the district’s

operations and the provision of park and recreation services. b. Evaluate operational procedures to assure the district is using sustainable practices. c. Institute an ongoing best practice and trend survey at least once every two to five years to

benchmark the district’s service level to its users. d. Investigate the use of alternative energy sources and non-potable irrigation water where

they may be appropriate. Goal 2: Maintain an internal sustainability education program.

Strategies: a. Encourage best business practices by staff. b. Facilitate the effort through other agencies, contractors, and local knowledgeable persons

to train staff in the skills needed. c. Create opportunities for staff to help develop model programs for the district and for other

agencies. d. Provide focus and staff training in sustainable practices, natural resource management and

environmental stewardship. Provide information about available resources. Goal 3: Be a leader in the provision of environmentally-friendly parks, natural areas, trails

and recreation facilities.

Strategies: a. Continue to be proactive in adopting sustainable environmental practices in all areas of

district operations. b. Consider the option for new district facilities to become LEED certified. c. Maintain effective and efficient recycling bins in all district facilities. d. Seek opportunities in the media and through other outreach opportunities to inform the

public of the district’s practices.

26

VI. PROVIDE EFFECTIVE PLANNING AND FACILITY DEVELOPMENT TO ADDRESS THE EXISTING AND FUTURE PARK AND RECREATION NEEDS IDENTIFIED IN THE COMPREHENSIVE PLANNING PROCESS

Goal 1: Provide Park and facility planning, acquisition, and development to meet the

needs and expectations of district residents, goals and policies in the Bend Urban Area General Plan and standards in the BMPRD Park, Recreation, and Open Space Comprehensive Plan (Plan).

Strategies: a. Recognize the BMPRD Comp Plan as the guiding document for all park and recreation

services planning within the Bend Urban Growth Boundary (UGB), Bend Urban Area Reserve (UAR), and BMPRD Boundary.

b. Work with City of Bend to incorporate the Comp Plan by reference into the Bend Urban Area General Plan.

c. Work with Deschutes County to incorporate the findings of the Comp Plan in planning for Bend UAR lands.

d. Support assigned projects in the Bend 2030 Action Plan. Goal 2: Incorporate the action items of the Comprehensive Plan into the district’s

Strategic Plan and Capital Improvement Plan (CIP) annually in order to achieve the recommendations of this Plan and to enhance effectiveness of staff effort.

Strategies: a. Review, and revise the district’s Strategic Plan, CIP and SDC Fund Forecast on an annual

basis. b. Review, revise and adopt the district’s System Development Charge (SDC) methodology on

a five-year basis. c. Create annual work plans for each district department that assign responsibility and time

frame, and allocate the resources necessary to complete the action items identified in the Strategic Plan, CIP and annual budget.

Goal 3: Assure that all levels of district staff are well informed of the Comprehensive Plan

and are prepared to work together to implement the recommendations and strategies.

Strategies: a. Include all departments and appropriate staff in district planning in order to improve

understanding, encourage input, and create buy-in. b. Provide staff and staff teams with professional development opportunities, specific training,

equipment and supplies necessary to effectively implement the Comprehensive Plan. Goal 4: Plan for adequate response to growth of the community for parks and recreation

facilities and services.

Strategies: a. Monitor the periodic review of the Deschutes County Coordinated Population Forecast in an

effort to align district planning processes and documents with the most current population forecasting.

b. Periodically review and revise the Neighborhood Park Plan and district short term planning documents in order to ensure that planning for future park and recreation facilities aligns with community growth patterns.

27

c. Participate in master planning for those lands identified for UGB expansion in the City of Bend Residential Lands Study.

d. Work with the City of Bend to ensure that the district boundaries are expanded as urban growth boundaries are extended, and the orderly extension of parks and recreation services is accomplished.

e. Periodically review and revise intergovernmental agreements (IGAs) with the City of Bend and Deschutes County to ensure a seamless urban planning process.

f. Work with the City on a zoning ordinance change that will allow “Public Facilities” zoning for Community Parks.

g. Participate in the Bend-La Pine School District’s sites and facilities planning process to ensure that park and facility planning is coordinated with planning for local schools.

h. Conduct periodic surveys based upon and benchmarked to the Community Interest and Opinion Survey done for the Comprehensive Plan.

i. Promote the use of a level of service-based model for analyzing and monitoring the provision of recreation programs and services.

Goal 5: Provide appropriate park space and amenities to serve residents of the district.

Strategies: a. Use the level of service analysis completed through the comprehensive planning effort and

based on the refined definition of park classifications, designated service areas, total population and geographic distribution of park type and park amenities to inform all park and recreation facility planning.

b. Use the SDC level of service standards to predict future needs for those categories of facility included in the SDC methodology.

c. Use the Neighborhood Park Plan in locating future Neighborhood and Community Park facilities.

e. Perform an additional level of service analysis for Neighborhood Parks as information becomes available from the City based on anticipated population of each neighborhood service area.

f. Ensure that the Strategic Plan, CIP and annual action plan will provide direction and detailed steps toward addressing existing deficiencies and the future facility needs requisite of community growth.

g. Work with the Bend-La Pine School District to leverage the provision and use of public open space and recreation facilities.

h. Work with City of Bend and other community partners to develop a long-term strategy to address Mirror Pond siltation issues.

Goal 6: Plan for and identify maintenance costs associated with new facilities.

Strategy: a. Evaluate impact of any proposed facilities on maintenance programs as part of the approval

and funding process.

Goal 7: Acquire new sites to provide for future parks, natural areas, and recreation facility development.

Strategies a. Implement the Neighborhood Parks Plan as amended annually. b. Further evaluate and plan for the future for Community Park acquisition and development

based upon the findings of the BMPRD Comp Plan. c. Evaluate sites along the Deschutes River and elsewhere in the district for potential natural

area acquisition and protection.

28

Goal 8: Plan for those future facility needs identified in the Comprehensive Plan and as necessary to the provision of more effective service to the community.

Strategies a. Develop and maintain a long term funding plan for needed sports field development and

improvements identified in Community Parks. b. Provide ongoing master planning for Community and Regional Parks. c. Plan for the future need, and locations of additional Park Services facilities. d. Plan for future events park need, to displace some or all of the current use in Drake and

McKay parks. e. Plan for the long-term use of Eastgate Natural Area. f. Identify appropriate sites and seek funding for new skate park facilities. g. Identify strategies for the provision of future dog off-leash areas and dog parks. h. Provide the future amenity improvements identified in Chapter 7 of the Comprehensive

Plan. i. Lead the “Green Print” planning effort included in the Bend 2030 Action Plan in order to

identify, protect and interpret unique natural features and ecological zones. Goal 9: Provide adequate indoor facility space to meet the needs for drop-in use and

recreation programming spaces.

Strategies: a. Continue to assess public sentiment toward the development of a Community Recreation

Center. b. Determine the feasibility of an indoor sports arena to house court sports, seasonal ice

sports and compatible summer activities. c. Monitor the needs for additional indoor recreation program spaces located throughout the

District, including conveniently located neighborhood sites in identified high-need areas. (e.g. pre-school, youth enrichment, older adults)

d. Monitor the need for additional indoor before and after school recreation program space, including the possible use of both fixed and modular buildings/facilities.

Goal 10: Provide a district-wide trail system that will serve a variety of uses, is accessible,

easy to navigate and connects parks, schools, civic spaces and regional trails.

Strategies: a. Coordinate trail planning and development with the Bend Urban Area Bicycle and Primary

Trail System Plan and the Bike/Pedestrian Access-way Plan. b. Work to provide accurate user information as the trail system develops, including periodic

updating of the trail user guide (map) and sign program. c. Continue to implement the Deschutes River Trail Action Plan, including the acquisition of

funding for the planned trail bridges and other major projects identified in the Plan. d. Work with Deschutes County, the USFS, the BLM, the OPRD, irrigation districts and other

entities on a Central Oregon regional trail plan as is called for in the Bend 2030 Action Plan. e. Coordinate the district’s trail planning and development efforts with goals and strategies

outlined in the Oregon Trails 2005-2014 Plan.

29

VII. BE RECOGNIZED AS A COMMUNITY LEADER IN PROVIDING AND NURTURING WHAT MAKES BEND AN OUTSTANDING PLACE TO LIVE, WORK AND PLAY

Goal 1: Develop a comprehensive marketing plan that creates recognition and

identification of the district as the primary community recreation provider and strengthens community understanding and appreciation of the benefits the district provides.

Strategies: a. Inform the district’s marketing efforts with information obtained in the Community Interest

and Opinion Survey done for the Comprehensive Plan. b. Inform the district’s marketing and outreach efforts with a statistically valid survey

conducted every two years to identify and benchmark more specific perceptions, issues and opportunities

c. Continually review and revise the effectiveness of collateral materials, advertising, televised informational shows, and promotions in order to position the district as desired.

d. Develop marketing methods to promote the use of programs and facilities to non-program users and new comers to the community.

e. Annually report information to the public about parks and recreation funding, stewardship of tax dollars, and fees and charges and the overall state of the district.

f. Link any specific promotion of tourism services to district-wide funding strategies and the Pyramid Pricing Model. (See Appendix F, Pyramid Pricing Model)

Goal 2: Encourage positive media coverage of park and recreation issues and stories.

Strategies: a. Actively build relationships with media representatives. b. Facilitate good publicity by providing the media with story ideas and materials that support

the district’s message. Goal 3: Expand community relations opportunities to inform and educate the community

on park and recreation benefits, values and accessibility.

Strategies: a. Seek opportunities for staff to speak at a variety of community forums about the benefits of

parks and recreation. b. Recognize and thank community partners and sponsors. c. Work with the Park and Recreation Foundation to coordinate their message with the brand

and message of the district. d. Seek opportunities to facilitate positive interactions between the public and the district,

seeking ways to welcome input in effective and constructive ways. e. Take an active role and be visible in projects of outside agencies that advance or support

the goals of the district. f. Develop and implement methods for communicating the district’s economic benefits to the

business community.

30

Goal 4: Actively involve citizens in the planning and delivery of park and recreation programs and services to build relationships, and improve citizen connectivity with the district.

Strategies: a. Institute and manage a district-wide volunteer program that matches district needs with

volunteer skills and services. b. Seek opportunities to welcome citizen involvement in the district’s decision making

processes. c. Institute strategies to promote positive relationships between the district and its volunteers.

31

Bend Park and Recreation District Summary of Financial Sources and Uses

Total District Adopted Budget and Actual for Three Prior Years

2008-09 2009-10 2010-11 2011-12

Financial Sources: Actual Actual Estimate Adopted

Property Taxes 11,014,835 11,879,728 11,830,000 11,125,900

Grants, Donations & Partnerships 481,945 600,617 455,507 155,305

User Fees & Charges 4,380,098 4,174,822 4,508,936 4,795,469

System Development Charges 901,130 529,913 827,247 936,475

Interest 320,576 67,357 51,385 42,100

Miscellaneous Revenue 103,692 325,742 60,446 51,205

Total Sources: 17,202,276 17,578,179 17,733,521 17,106,454

Financial Uses:

Personal Services 8,683,617 8,603,547 8,790,992 9,332,021

Material and Services 3,731,071 3,779,354 4,125,854 4,393,312

Capital Outlay 11,566,728 5,630,408 5,823,679 7,825,547

Debt Service 537,008 537,557 537,758 542,000

Total Uses: 24,518,424 18,550,866 19,278,283 22,092,880

Other Financing Sources

Reimbursement for Services Provided 138,557 98,128 97,561 89,000

Total Other Financing Sources: 138,557 98,128 97,561 89,000

Net Increase (Decrease) in Fund Balance (7,177,591) (874,559) (1,447,201) (4,897,426)

Beginning Fund Balance 17,814,952 10,637,360 9,762,801 8,315,600

Ending Fund Balance 10,637,361 9,762,801 8,315,600 3,418,174

Contingency - - - 2,140,351

Reserved for Future Expenditure - - - 277,823

Unappropriated Ending Fund Balance - - - 1,000,000

- - - 3,418,174

32

Bend Park and Recreation District Summary of Financial Sources and Uses

Total District Adopted Budget and Budget for Two Prior Years

2009-10 2010-11 % Change 2011-12 % Change

Financial Sources: Budget Budget Prior Year Adopted Prior Year

Property Taxes 11,000,000 11,583,000 5.3% 11,125,900 -3.9%

Grants, Donations & Partnerships 492,512 496,191 0.7% 155,305 -68.7%

User Fees & Charges 4,852,863 4,577,893 -5.7% 4,795,469 4.8%

System Development Charges 958,650 556,065 -42.0% 936,475 68.4%

Interest 123,000 56,200 -54.3% 42,100 -25.1%

Miscellaneous Revenue 51,750 50,550 -2.3% 51,205 1.3%

Total Sources: 17,478,775 17,319,899 -0.9% 17,106,454 -1.2%

Financial Uses:

Personal Services 9,024,255 9,055,815 0.3% 9,332,021 3.1%

Material and Services 4,692,566 4,618,823 -1.6% 4,393,312 -4.9%

Capital Outlay 10,210,947 9,271,473 -9.2% 7,825,547 -15.6%

Debt Service 538,000 538,000 0.0% 542,000 0.7%

Total Uses: 24,465,768 23,484,111 -4.0% 22,092,880 -5.9%

Other Financing Sources

Reimbursement for Services Provided 110,000 90,000 -18.2% 89,000 -1.1%

Total Other Financing Sources: 110,000 90,000 -18.2% 89,000 -1.1%

Net Increase (Decrease) in Fund Balance (6,876,993) (6,074,212) -11.7% (4,897,426) -19.4%

Beginning Fund Balance 9,698,604 8,658,295 -10.7% 8,315,600 -4.0%

Ending Fund Balance 2,821,611 2,584,083 -8.4% 3,418,174 32.3%

Contingency 1,696,958 1,450,000 -14.6% 2,140,351 47.6%

Reserved for Future Expenditure 374,653 384,083 2.5% 277,823 -27.7%

Unappropriated Ending Fund Balance 750,000 750,000 0.0% 1,000,000 33.3%

2,821,611 2,584,083 -8.4% 3,418,174 32.3%

33

Bend Park and Recreation District Personal Services

Total District

34

Bend Park and Recreation District – General Fund Fiscal Year 2011-12

Summary of Business Units in the General Fund

2008-09 2009-10 2010-11 2010-11 2011-12

Actual Actual Budget Estimate Adopted

REVENUES

Operating Revenues

Current Taxes 10,544,323 11,220,190 11,083,000 11,200,000 10,625,900

Delinquent Taxes 470,512 659,538 500,000 630,000 500,000

Interest 104,954 36,042 35,000 26,145 20,000

Sale of Assets 50,000 60,000 0 0 0

Miscellaneous 2,886 659 2,250 (349) (500)

Grants/Donations 31,811 67,008 78,940 61,741 0

Community Relations 61,223 68,686 33,050 38,475 38,525

Park Services 32,978 14,998 13,800 45 0

SUBTOTAL 11,298,687 12,127,121 11,746,040 11,956,057 11,183,925

Non-Operating Revenues

Beginning Fund Balance 2,952,970 3,462,099 3,305,745 3,979,672 3,626,541

Transfers-In 312,173 166,391 122,000 113,245 397,000

Reimbursement for Services Provided 138,557 98,128 90,000 97,561 89,000

SUBTOTAL 3,403,700 3,726,618 3,517,745 4,190,478 4,112,541

TOTAL REVENUES 14,702,387 15,853,739 15,263,785 16,146,535 15,296,466

EXPENSES

Operating Expenses

Personal Services

FT Wages 2,616,853 2,669,630 2,713,961 2,667,720 2,657,269

PT Wages 272,745 310,755 350,238 325,578 347,197

Related Payroll Expenses 1,275,128 1,240,744 1,355,556 1,283,364 1,490,844

Total Personal Services 4,164,726 4,221,129 4,419,755 4,276,662 4,495,310

Materials & Services 2,070,357 2,159,494 2,738,161 2,412,762 2,568,439

SUBTOTAL 6,235,083 6,380,623 7,157,916 6,689,424 7,063,749

Non-Operating Expenses

Capital 416,143 384,886 544,573 369,516 258,593

Transfers-Out 4,052,054 4,571,001 4,923,296 4,923,296 4,632,124

Debt Service 537,008 537,557 538,000 537,758 542,000

Operating Contingency 0 0 1,350,000 0 1,800,000

Unappropriated End Fund Balance 0 0 750,000 0 1,000,000

SUBTOTAL 5,005,205 5,493,444 8,105,869 5,830,570 8,232,717

TOTAL EXPENSE 11,240,288 11,874,067 15,263,785 12,519,994 15,296,466

REVENUES less EXPENSES

Total ALL Revenues 14,702,387 15,853,739 15,263,785 16,146,535 15,296,466

Total ALL Expenses 11,240,288 11,874,067 15,263,785 12,519,994 15,296,466

Revenues less Expenses 3,462,099 3,979,672 0 3,626,541 0

Business Units Summarized

Administration and Finance Services

Planning and Development

Park Services

Community Relations

35

FUND – General Fund

DEPARTMENT – Administration and Finance Services

Department Purpose:

Provide support services to the district Board, staff and residents in order to ensure efficient operation of the district through sound and sustainable financial management and planning. The Administrative Services Department manages the business and financial functions of the district. This team provides support services including: human resources; benefits; workers‟ compensation; internal training; risk management; information technology; telecommunications; administrative assistance; support for the Board of Directors; finance; payroll; accounts payable; purchasing; contracts; property management; archiving; legal compliance with Oregon Revised Statutes; and legal counsel liaison. Accomplishments for FY 2010-11: Completed implementation of online facility

reservations. Averaged over 75% online registration for all seasons. Migrated to and trained staff on Office 2007 Suite. Replaced server, upgraded MainTrac at park services,

implemented work orders, began set up at JSFC. Replaced phone system at JSFC, with direct inward

dial and extension dialing between locations. Delivered internal training on reasonable suspicion. Gained progress on compensation and classification

study for the full time salary schedule. Redesigned the new employee orientation training. Developed new employment online application. Regularly updated financial forecast to ensure

sustainable funding over time. Worked with other departments to begin NRPA

accreditation program. Updated district purchasing policies. Assisted with land acquisitions. Saved the District approximately $212,000 in medical

insurance premiums through Medical Expense Reimbursement Plan (MERP).

Maintained unemployment rate at .1%; prevailed on all contested unemployment hearing claims.

Bought down the workers‟ compensation mod rate from .86 to .83.

Implemented safety in the workplace promotion program.

Let bids and contracted with outside contractors for:

Pine Nursery, Columbia Park, Pilot Butte Neighborhood Park, Taylor Field Renovation, Ponderosa Park Engineering, Old Bend Gym Maintenance, Pioneer Park trail construction, Colorado Dam Paddle Trail Engineering and Recreation Needs Assessment and Strategic Plan.

Objectives for FY 2011-12: Continue to regularly update financial forecast to ensure

sustainable funding over time. Upgrade Springbrook Finance software, replace server,

and train users. Provide wireless customer access at JSFC. Upgrade RecTrac to version 10.3. Online reservation request system implementation. Windows 7 & Office 2010 migration for users‟ desktop

computers. Develop, update and deliver internal training on Labor

Law and ADAAA. Complete compensation and classification study for the

full time salary schedule. Work with other departments to continue NRPA

accreditation program. Perform job hazard analysis for district job duties. Assist with land acquisitions. Anticipate saving the District approximately $237,000 in

medical insurance premiums through Medical Expense Reimbursement Plan (MERP).

Major Budget Items: Budgeting property tax receipts based upon a 5%

decrease in assessed value and an 8.25% uncollectible amount.

Transfer in from SDC Fund to annually reimburse for Gopher Gulch regional park land acquisition.

Transfer out to Facility Reserve Fund for: improvements at Ponderosa and Miller‟s Landing parks; 1st Street Rapids bridge; renovations at Columbia and Kiwanis parks; projects at JSFC; complete Colorado dam improvements design and permitting; and potential land and facility acquisition and/or development.

Purchase new server and Springbrook software upgrade for Finance.

Purchase new color copier for JSFC, plotter for P&D, and new server backup system.

Elimination of part-time sustainability coordinator position.

Addition of part-time Human Resource assistant.

36

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37

Bend Park and Recreation District – General Fund Fiscal Year 2011-12

BUSINESS UNIT – Administration and Finance Services

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Current Taxes 10,544,323 11,220,190 11,083,000 11,200,000 10,625,900

Delinquent Taxes 470,512 659,538 500,000 630,000 500,000

Interest 104,954 36,042 35,000 26,145 20,000

Sale of assests 50,000 60,000 0 0 0

Miscellaneous (1,687) (1,621) 500 (2,099) (2,000)

SUBTOTAL 11,168,102 11,974,149 11,618,500 11,854,046 11,143,900

Non-Operating Revenues

Beginning Fund Balance 2,952,970 3,462,099 3,305,745 3,979,672 3,626,541

Transfers-In 15,534 15,175 12,000 11,158 287,000

SUBTOTAL 2,968,504 3,477,274 3,317,745 3,990,830 3,913,541

TOTAL REVENUES 14,136,606 15,451,423 14,936,245 15,844,876 15,057,441

EXPENSES

Operating Expenses

Personal Services

FT Wages 559,512 590,012 590,807 591,075 616,900

PT Wages 11,613 767 7,800 3,140 0

Related Payroll Expenses 291,901 326,420 369,563 349,695 462,142

Total Personal Services 863,026 917,199 968,170 943,910 1,079,042

Materials & Services 451,469 469,403 545,991 493,542 486,266

SUBTOTAL 1,314,495 1,386,602 1,514,161 1,437,452 1,565,308

Non-Operating Expenses

Capital 29,569 92,555 22,500 23,650 43,938

Transfers-Out 4,052,054 4,571,001 4,923,296 4,923,296 4,632,124

Debt Service 537,008 537,557 538,000 537,758 542,000

Operating Contingency 0 0 1,350,000 0 1,800,000

Unappropriated End Fund Balance 0 0 750,000 0 1,000,000

SUBTOTAL 4,618,631 5,201,113 7,583,796 5,484,704 8,018,062

TOTAL EXPENSES 5,933,126 6,587,715 9,097,957 6,922,156 9,583,370

REVENUES less EXPENSES

Operating Revenues 11,168,102 11,974,149 11,618,500 11,854,046 11,143,900

Operating Expenses 1,314,495 1,386,602 1,514,161 1,437,452 1,565,308

Revenues less Expenses 9,853,607 10,587,547 10,104,339 10,416,594 9,578,592

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Executive Director 1 1 1 1 1

Finance Director 1 1 1 1 1

Business Manager 1 1 1 1 1

Human Resources Manager 1 1 1 1 1

Executive Assistant 1 1 1 1 1

Accounting Specialist 2 2 1 1 1

Payroll Specialist 0 0 1 1 1

IT Manager 0 1 1 1 1

TOTAL FULL TIME 7 8 8 8 8

PART TIME

IT Specialist 0.80 0.00 0.00 0.00 0.00

Sustainability Intern 0.00 0.00 0.25 0.07 0.00

TOTAL PART TIME 0.80 0.00 0.25 0.07 0.00

38

PERFORMANCE MEASUREMENTS

Total District Financial Measurements

REVENUES BY TYPE

ALL FUNDS

Tax Receipts increased an average of 7.2% for fiscal years 2008 through 2010. In 2011 they are estimated to decrease by approximately .5%. The tax receipts for fiscal year 2012 are estimated to decrease approximately 6%, due to a projected decrease in tax assessed value, and a reduction in collected delinquent taxes. User Fees have changed annually from a 5% decrease to a 13% increase since fiscal year 2008. 2009 saw a slight decrease due to the economy, which also affected 2010. However, a change in accounting method of recreation revenues significantly misrepresents 2010 fees and charges. We are anticipating that fiscal year 2012 will see a 6% increase and be nearly $4.8 million. SDC Receipts have seen annual decreases from 2007 through 2010 (41-58%) due to the economic recession and the significant reduction in the local housing growth rate. However, our current estimate for 2011 is a 56% increase over 2010. We are continuing to estimate conservatively – at a consistent number of permits as 2011 - for fiscal year 2012. An increase in fees for the upcoming year is showing higher revenue for the year. Other Revenue sources and amounts vary year to year. Interest income has decreased steadily over the past few years, while grants and contributions fluctuate. Beginning Fund Balance was high in 2008 and 2009 due to reserves for construction of the district office and the high SDC fund balance. These have decreased as projects have been completed and SDC revenues have gone down.

*Data is projected

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

Beg Fund Bal Property Taxes User Fees & Charges

System Develop Charges

Other

Revenue Source

Total Revenues by TypeAll Funds

2008 2009 2010 2011* 2012*

Fiscal Year Ended

39

TOTAL EXPENSES BY CATEGORY

ALL FUNDS For 2009-2011, Personal Services have remained fairly consistent. 2012 is projected to increase by 6%. Materials and Services actually decreased in 2009, and just slightly increased in 2010. Increases since then are due to expanded needs for maintaining newly developed parks, community growth, and higher costs. Capital outlay was high in 2009 due to construction of Pine Nursery and Riverbend parks and the district office construction. See the graph on capital outlay further on in this section for greater detail on projects.

COST PER CITIZEN Property tax receipts increased an average of 7.2% for fiscal years 2008 through 2010. And 2011 is estimated to decrease by .7%. For 2012, they are budgeted to decrease by 6% due to the projected reduction of assessed values. Population has increased at an average of 1.9 percent annually since 2008. The cost per citizen amount reflects the annual cost to the taxpayer for the district’s parks, recreation programs and services. Between 2008 and 2012 the average increase to the individual taxpayer has been 7 cents per year. 2012 actually shows a projected $10.49 decrease from 2011.

*Data is projected

141.58 146.43155.49 152.42

141.93

$0

$25

$50

$75

$100

$125

$150

$175

2008 2009 2010 2011* 2012*

Tax Dollars Per Citizen

Fiscal Year Ended

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

Personal Services

Materials & Services

Capital Outlay Debt Service

Expense Category

Total Expenses by CategoryAll Funds

2008 2009 2010 2011* 2012*

Fiscal Year Ended

40

GENERAL FUND AND RECREATION SERVICES SPECIAL REVENUE FUND

Revenue by Type

This graph reflects figures for basic operations and includes the entire General Fund and the Recreation Services Special Revenue Fund. User fees and charges have changed annually from a 4% decrease to a 13% increase since fiscal year 2008. 2009 saw a slight decrease due to the economy, which also affected 2010. However, a change in accounting method of recreation revenues significantly misrepresents 2010 fees and charges. We are anticipating that upcoming fiscal year 2012 will see a 6% increase.

Operational Expenses – Personal Services and Materials & Services Budgeted amounts for fiscal year 2012 reflect a slightly larger increase due to the fact that budgeted amounts are always greater than actual expenditures incurred. However, staff focuses on keeping costs at current levels wherever possible. Recreation Services has fluctuated as program demands have varied. Park Services has maintained a fairly consistent increase, due to the many new parks that have been developed in the last few years. The increasing costs of employee benefits and certain materials and services (i.e. utilities, fuel, professional services, etc.) affect all Business Units’ expenses.

*Data is projected

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

Beg Fund Bal Property Taxes User Fees & Charges

Other

Revenue Source

Revenue SourcesGeneral Fund and Recreation Services

2008 2009 2010 2011* 2012*

Fiscal Year Ended

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

Administration & Finance

Community Relations

Recreation Services

Park Services Planning & Development

Department

Operational ExpensesGeneral Fund and Recreation Services

2008 2009 2010 2011* 2012*

41

CAPITAL OUTLAY

ALL FUNDS Capital Outlay increased significantly in 2009 and included the following large projects: Phase I development of Pine Nursery and Riverbend Parks; acquisition of Boyd Neighborhood Park; expansion of Juniper Park parking lot; beginning construction of Harvest and Pine Ridge neighborhood parks; trail development; off-leash dog area improvements; and construction of the district office building. In the Systems Development Charge (SDC) Fund in 2011 $222,000 was spent in neighborhood park development and $257,000 was expended for trail projects. Also in 2011, in the Facility Reserve Fund, nearly $4 million was expended on the acquisition of 122 acres of regional park land located at Gopher Gulch Ranch and approximately 3.7 acres of community river park land at Miller’s Landing. Approximately $350,000 will be spent on the Columbia Park renovation; $87,000 on the design of the Colorado Dam project; $50,000 to begin the roof replacement project on the Old Bend Athletic Club; and $44,000 to begin the Ponderosa Park improvement project. Just under $260,000 was spent on concrete work and other smaller projects at Juniper Swim and Fitness Center; $143,000 was required to install a water and fire line at the Pine Nursery; and $35,000 to complete final projects at the district office. The General Fund in 2011 has nearly $70,000 in trail improvements; $142,000 in off-leash dog area improvements; $133,000 in park renovations and equipment; and $24,000 in technology. Budgeted in 2012 is $980,000 in trail projects (including a river crossing footbridge); $450,000 in improvements at Miller’s Landing; $79,000 in off-leash dog area improvements at Pine Nursery; $60,000 in park and facility repairs & replacements; $68,000 in equipment; $44,000 in technology; $308,000 in neighborhood park land acquisition; $724,000 in neighborhood park design and development; and $109,000 in improvements and equipment at Juniper Swim & Fitness Center. Also in 2012 is $1,056,000 to complete Phase 1 improvements at Ponderosa Park; $72,000 in completion of Columbia Park renovation; $142,000 for rehabilitation of Kiwanis neighborhood park; $178,000 in Colorado paddle trail design and permitting; $200,000 for completing the roof and exterior project at the Old Bend Athletic Club; $300,000 for three smaller potential projects; and approximately $1.1 million for undesignated land acquisition and/or development – which could be spent in 2012 or carried forward to future years – depending upon available opportunities and board priorities.

*Data is projected

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

2008 2009 2010 2011* 2012*

Fiscal Year Ended

Capital OutlayAll Funds

42

PERFORMANCE MEASUREMENTS

Total District Human Resources Measurements

FULL TIME EQUIVALENTS (FTEs) Over the last few years, the growth in the community has slowed significantly. In response to little growth and the economic conditions, the district’s goal is to continue to provide quality services to meet the community’s needs in a fiscally responsible manner. The 2011-12 budget decreases by five full time positions: four positions in Park Services are eliminated, and one position in the Senior Center is reduced from full time to part time. Total FTEs reflect increased hours for part time staff involved in providing recreational services to the community.

EMPLOYEE TURNOVER

Measuring employee turnover can, to an extent, give us an indicator of employee job satisfaction and compensation competitiveness. A high turnover rate can reflect unhappy employees and/or poor hiring processes. The district’s overall turnover rate is greatly affected by the seasonal and cyclical nature of our business. Approximately 70% of the workforce is part time, hired each year primarily for seasonal employment. For this reason, we do not track part time turnover. Looking at the turnover rate of full time employees gives us a clearer picture of the district’s success with employee retention. Turnover of full time employees is well below the national average of 14.4%. 2010 was higher due to a variety of reasons, which includes returning to college, moving out of state, career change and the elimination of positions.

*Data is projected

12.3%

4.4%

6.5%

10.0%

5.9%

0%

5%

10%

15%

2007 2008 2009 2010 2011*

Fiscal Year Ended

Full Time Employee Turnover

91 91 92 90 85

173.4 170.3 175.7 175.0 171.4

0

40

80

120

160

200

2008 2009 2010 2011* 2012*Fiscal Year Ended

Full Time Equivalents

Full Time Employees FTEs

43

WORKERS’ COMPENSATION LOSSES

Losses from workers’ compensation claims can be a slow drain on an organization’s finances if not closely administered. Losses from on-the-job injuries are often inversely related to training efforts. The district’s various departments are responsible for job-specific training, as well as on-going safety training. We do not have risk management personnel dedicated specifically to safety training and loss control. The district’s Safety Committee routinely reviews on-the-job incidents and accidents and works closely with the Special Districts Association, our workers’ compensation insurer, to improve safety awareness and reduce losses. We also have a very effective Early Return to Work program that returns injured workers to work on light or modified duty as quickly as possible. The district experienced large claims in 2007 and 2010 which affects the workers’ comp rates for three years. As a result of the district actively managing the claims, the “experience MOD rate” would have decreased from .85 to .82 for 2010; however, the district was able to bring the rate down to .78 by buying back $10,800 of prior year claims. We did the same in 2011, paying $6,416 and bringing the rate down from .86 to .83 and we have budgeted another $10,000 for next year to do the same. Also for 2012, the district will see a decrease in the premium rate for the majority of our positions, from $3.70 to $3.37 per hundred dollars of payroll. This rate is not affected by our claims but determined by the National Council on Compensation Insurance. Since worker’s compensation is a percentage of payroll, the total premium reflects the NCCI rate decrease, but also reflects our payroll increases.

*Data is projected

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

200,000

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2007 2008 2009 2010 2011*

Wo

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rs' C

om

p D

oll

ars

Pa

yro

ll D

oll

ars

Fiscal Year Ended

Workers' Compensation Losses

Total Payroll Actual Cost of Claims Premiums

44

EMPLOYEE BENEFITS Retirement and Insurance

As an employer, it is our goal to attract and retain the best employees possible. To accomplish this, the district offers competitive wages, as well as an attractive benefits package. All full time employees and regular part time employees who qualify receive retirement (PERS or OPSRP). Medical, dental, vision, long term disability and life insurance are also provided for full time employees. Regular part time employees may chose to buy in to medical and dental insurance. All employees are covered by unemployment insurance.

Medical Insurance: The Medical Expense Reimbursement Plan (MERP), established in 2003-04 to self-insure deductibles, is proving successful in helping to contain our costs for medical insurance. However, the costs continue to escalate. Our Benefits Committee annually reviews and recommends plan modifications to keep the costs for this benefit manageable. The district is a member of the Special Districts Association of Oregon’s (SDAO’s) group plan. SDAO will remain with our current carrier, Pacific Source. By changing to a slightly reduced benefit plan, the increase in medical cost is 15.5%. The district pays for 100% of the full time employee’s medical insurance premiums and 80% of eligible part time employees. Full time employees pay 20% of the premiums for their dependents, and eligible part time employees pay 100% of the premiums for their dependents. Dental/Vision: The district has been self-insured for full-time dental and vision benefits for full time employees since 1996. This has proven to be about equal to or less than fully insured premiums, with better coverage for our employees than most plans. These costs increase as the district adds full time staff, although with a self-insured plan, the district pays only when employees use the benefit. For eligible part time employees, we pay 80% of the premiums for a dental plan through Pacific Source, while the employee pays the other 20%. Life/LTD Insurance: The long term disability insurance is tied to salaries, and therefore, increases as salaries increase. Life insurance is a fixed rate and only increases as new full time positions are added. Unemployment Insurance: The district participates in the Local Government Employer Benefit Trust Fund. Unemployment claims are paid directly from the employer’s account. Our unemployment tax rate decreased from .8% of payroll in 2008 to 0.1% in 2009 – and it will remain at the 0.1% for 2011. This saved the district approximately $131,700 over the last three years and is anticipated to save another $46,200 in 2012.

*Data is projected

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2008 2009 2010 2011* 2012*

Ben

efi

ts D

oll

ars

Payro

ll D

oll

ars

Fiscal Year Ended

PAYROLL and BENEFITS

Payroll PERS Medical

Dental/Vision Life/LTD Unemployment

45

Retirement: These costs are directly related to payroll costs. The employer rates increased for fiscal years 2011-12 and 2011-13. The district pays for the total employer and employee portion. The current rates are:

PERS members

- Employee Rate 6.00% - Employer Rate 8.98% Total 14.98% OPSRP members - Employee Rate 6.00% - Employer Rate 7.80% Total 13.80%

Savings from Flexible Spending Accounts (IRS Section 125) The district offers its employees the opportunity to enroll in a Flexible Spending Account, which allows them to set aside some money each pay period to pay for health insurance premiums, unreimbursed health expenses, and dependent day care expenses. This program is a benefit to both the employee and the employer because all money set aside through the program is non-taxable. The amount the district has saved in social security, Medicare and unemployment taxes varies each year depending upon employees’ anticipated future medical and dependent care needs. The district is anticipating saving over $4,700 in the 2011-12 fiscal year. Our goal is always to encourage higher participation in the Flexible Spending Account, which results in even greater tax savings to the employees and the district.

*Data is projected

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

2007 2008 2009 2010 2011*

Fiscal Year Ended

Savings from Flexible Savings Accounts

0.00%

4.00%

8.00%

12.00%

16.00%

20.00%

2009 2010 2011* 2012*

Fiscal Year Ended

PERS and OPSRP Rates and as a Percentage of Total Payroll

PERS Rate OPSRP Rate % of Payroll

46

FUND – General Fund

– SDC Fund DEPARTMENT – Planning and Development

Department Purpose:

To provide exemplary park, trail and open space planning, recreation facility design and development programs for residents of the Bend Park and Recreation District. The Planning and Development Department manages the district‟s comprehensive and strategic planning, Capital Improvement Plan (CIP), SDC program, and park and facility design and construction functions. Primary responsibilities include: interfacing with public agencies and private developers; design, planning, budgeting and construction management of district projects; coordination of professional services and preparation of contract documents and specifications; monitoring city of Bend land use applications; grant writing; and coordination of community projects and public input processes. Accomplishments for FY 2010-11: Pine Nursery Park landscape, amenities and water

line improvement s completed. East Pilot Butte Neighborhood Park project completed. Columbia Park renovation project underway. Pine Nursery Park dog off-leash area underway. Ponderosa Park Master Plan improvements

underway. Pioneer Park to Revere Avenue trail project

completed. South Canyon Wetlands boardwalk completed. Coyner Trail - Ponderosa Park to Juniper Park

underway. Larkspur Trail – Pilot Butte State Park to Neff Road

underway. Colorado Dam Paddle Trail engineering and

environmental design underway. Park Accessibility Guidelines adopted. Sign Master Plan adopted. Davis and Shevlin park master plans underway. Received Local Government Grant funding for Miller‟s

Landing river park acquisition. Received 2010 ODOT Project Readiness Grant

funding for the 1st Street to Revere Avenue Trail and Bridge design project.

Prepared and delivered 40 board agenda reports. Commented on city of Bend land use applications. Commented on city of Bend Telecommunications

ordinance and Storm Water Management ordinance amendments.

Objectives for FY 2011-12: Construct Ponderosa Park Phase I A. Design and construct Miller‟s Landing Phase I. Design and construct “Butler Market” Park. Complete Columbia Park renovation. Construct Kiwanis Park renovation. Complete Pine Nursery off-leash area improvements. $1,159,000 in primary trail improvements:

Coyner Trail - Juniper Park to Ponderosa Park; Larkspur Trail - Pilot Butte SP to Neff Rd; First Street Rapids trail bridge. Colorado Dam Paddle Trail design West Bend Trail undercrossing

Acquire two acres of new neighborhood park land. Preliminary design for new neighborhood park. Plan and design Hillside Park renovation. Complete Davis and Shevlin park master plans. Complete Recreation Needs Assessment Complete Comprehensive Plan amendments. Complete Strategic Plan revision. Assist with CAPRA Agency Accreditation project. Assist other district business units with project

planning, design, and development. Participate in Bend UGB Amendment process.

Major Budget Items: $1,867,372 in SDC Fund capital improvements

projects. (See SDC Fund and CIP) $2,168,500 in the Facility Reserve Fund capital

improvements: Ponderosa Phase I A, Columbia and Kiwanis park rehabilitation projects, Colorado Dam design, and the Miller‟s Landing Phase I project.

$189,000 in General Fund capital improvements.

47

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48

Bend Park and Recreation District – General Fund Fiscal Year 2011-12

BUSINESS UNIT – Planning and Development

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Grants 0 0 78,940 61,741 0

Donations 18,261 39,689 0 0 0

SUBTOTAL 18,261 39,689 78,940 61,741 0

Non-Operating Revenues

Transfer-In (from SDC Fund) 296,639 151,216 110,000 102,087 110,000

Reimbursement for Services Provided 120,744 88,391 75,000 87,561 79,000

SUBTOTAL 417,383 239,607 185,000 189,648 189,000

TOTAL REVENUES 435,644 279,296 263,940 251,389 189,000

EXPENSES

Operating Expenses

Personal Services

FT Wages 471,142 475,195 438,937 437,448 450,571

PT Wages 18,071 23,382 13,743 13,743 10,000

Related Payroll Expenses 191,355 181,445 170,433 171,270 193,824

Total Personal Services 680,568 680,022 623,113 622,461 654,395

Materials & Services 68,221 54,921 207,236 91,110 169,025

SUBTOTAL 748,789 734,943 830,349 713,571 823,420

Non-Operating Expenses

Capital 267,891 188,106 358,544 212,584 154,000

TOTAL EXPENSES 1,016,680 923,049 1,188,893 926,155 977,420

REVENUES less EXPENSES

Operating Revenues 18,261 39,689 78,940 61,741 0

Operating Expenses 748,789 734,943 830,349 713,571 823,420

Revenues less Expenses (730,528) (695,254) (751,409) (651,830) (823,420)

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Director of Planning & Development 1 1 1 1 1

Project Manager 4 3.75 3 3 3

Planning Manager 1 1 1 1 1

Park Construction Technician 1 1 2 2 2

Landscape Construction Specialist 1 1 0 0 0

TOTAL FULL TIME 8 7.75 7 7 7

PART TIME

Park Construction Workers 0.25 1.13 0.58 0.58 0.42

TOTAL PART TIME 0.25 1.13 0.58 0.58 0.42

49

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

Neighborhood Community Regional

1.4

4.7

10.7

1.9

3.8

15.1

2

5

10

Acre

s/1

,000

Park Classification

PARKSLevel of Service

in Acres per 1,000 Population

2011 LOS* 2003 LOS BMPRD Target

PERFORMANCE MEASUREMENTS

Planning and Development

PARKS

2011 Level of Service: The existing acres of developed park land per thousand population as of July 1, 2011. Park sites that lack sufficient improvements to meet the “developed” standards in the 2005 Comprehensive Plan are not counted in the level of service. 2003 SDC Benchmark LOS: Represents the park acres/1,000 population that was used in creating a basis of calculation for the 2003 SDC methodology and fee revision. BMPRD Target: The target level of park service in acres/1,000 population from the district’s 2005 Comprehensive Plan. Measuring Levels of Park Service An important step in the park and open space planning process is to define a target level of service for each class of facility. These standards can help the community determine how well its existing recreation facilities meet the needs of current residents, and what future improvements will be required to maintain the desired level of service (LOS) as the community grows. The 2005 BMPRD Parks, Recreation and Green Spaces Comprehensive Plan provides targets and standards based upon acres of park and miles of trail per 1,000 population. The district’s 2003 SDC methodology provides a benchmark LOS (“snapshot in time”) of existing acres per 1,000 for neighborhood [1.9], community/river/sport [3.8] and regional [15.1] parks based upon a July 1, 2002 facilities inventory and a district population of 55,700. Revisions to the district’s Neighborhood Parks Plan and a new Trails Master Plan were adopted in 2008. These plan updates are incorporated by reference into the 2005 Comprehensive Plan. It is important to note that criteria other than the LOS analysis, such as geographic distribution and the particular features and amenities included in various parks are equally important in measuring the general effectiveness of the district’s provision of park and trail services. For example, the district currently provides approximately 33 gross acres/1,000 of park land. However, this aggregate number is skewed by yet to be developed neighborhood, community and regional park sites and 904 acres of undeveloped natural area. The district currently maintains 1,310 acres of developed park lands resulting in a 2011LOS of 17 net acres/1,000. We have chosen to use the 2011 developed parks LOS, the 2003 SDC benchmark LOS, and the 2005 Comp Plan target level standards for the district’s classes of “active parks” rather than the aggregate to more meaningfully illustrate and compare the district’s service delivery performance.

50

The ½ acre, East Pilot Butte neighborhood park project was completed in 2010-11 and the new amenities are counted in the level of service analysis. However, the newly acquired, but as yet undeveloped Miller’s Landing and Gopher Gulch Ranch sites are not counted. The 2011 neighborhood park LOS calculation has increased from 1.3 acres/1,000 to 1.4 acres/1,000, largely due to the revised population estimate in the 2010 Census, not the added park service. The developed community park LOS has risen from 4.1 acres/1,000 to 4.7 acres/1,000 due to the revised population estimate and a small acreage adjustment at Pine Nursery Park. The regional park LOS rose from 9.9 acres/1,000 in 2010 to 10.7 acres/1,000 in 2011 based solely on the population estimate revision.

TRAILS

2011 Level of Service: The existing miles per thousand population of trails maintained by the district as of July 1, 2011.

2003 SDC Benchmark LOS: Represents the trail miles/1,000 population that was used in creating a basis of calculation for the 2003 SDC methodology and fee revision.

BMPRD Standard: The miles/1,000 population target standard in the district’s 2008 Trails Master Plan.

The Growing Need for “Close to Home” Trails Survey and focus group work done for the 2008 – 2012 Oregon Statewide Comprehensive Outdoor Recreation Plan (SCORP) indicated tremendous growth in the popularity of urban recreation trails that connect residential neighborhoods to parks and other destinations, and that provide close to home, trail based recreation opportunities. The district’s April 2008 Community Interest and Opinion survey showed 69% of Bend households expressing a need for soft surface trails. The Bend Vision 2030 community planning effort reaffirmed the local demand for new primary and connector trail routes located conveniently near neighborhoods, parks, schools and other community facilities.

Under an “Urban Services Provider Agreement” with the city, the majority of Bend’s primary trails become the district’s management and maintenance responsibility as they come on line. The district currently manages approximately 62 miles of recreation trails and pathways. The 2008 Trails Master Plan identifies a 20-year need for 35 miles of additional trails.

Because of the identified need, trail development has become a high priority for the district. The 2011-12 capital improvements budget includes $981,195 for trail projects. Among them are: grading and surfacing of the Coyner Trail between Juniper and Ponderosa Parks; extension of the Larkspur Trail north from Pilot Butte State Park to Neff Road; construction of the planned First Street Rapids bicycle/pedestrian bridge; and the West Bend Trail undercrossing at Lemhi Drive.

*Data is projected

0.0

0.2

0.4

0.6

0.8

1.0

0.79

0.42

1.0

Miles/1

,000

TRAILSLevel of Service in Miles per 1,000

Population

2011 LOS* 2003 LOS BMPRD Target

51

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52

Capital Improvement Plan: Fiscal Years 2012-2016 General Fund Expenditures by Year

Project Description

Year

Proposed SDC Fund General Fund Grants

Other

Alternative

Funding

Total Project

Costs

Current facilities rehabilitation (Take care of what we have)

Community & Board Priority - Highest

Asset management plan improvements (average annual cost - $200,000) 1 - 5 1,000,000 1,000,000

Access plan improvements 1 - 5 500,000 500,000

Playground resurfacing (Harmon, Stover, - $75,000 each) 3-4 150,000 150,000

Shevlin Park hard surface repair 3 125,000 125,000

JSFC indoor pool tank replacement 4 500,000 500,000

Total for 5 years - 2,275,000 - - 2,275,000

Current facilities Upgrades (Take care of what we have)

Community & Board Priority - Highest

Older neighborhood park renovation and access improvements

(Kiwanis, Hillside, TBD - average cost of $250,000 each) 1 - 3 750,000 750,000

Total for 5 years - 750,000 - - 750,000

Primary trail system improvements

Community & Board Priority - High

Miscellaneous trail system improvements 1 - 5 450,000 250,000 700,000

Coyner Trail 1 91,000 91,000

Larkspur Trail 1 59,000 59,000

N Parkway Trail extension 1 - 5 150,000 150,000

West Bend Trail improvements 1 188,915 188,915

Complete Deschutes River Trail 1 - 5 125,000 125,000 250,000

1st Street Rapids trail bridge 1 267,280 250,000 517,280

Mirror Pond to Newport Ave. Bridge (ROW/Easement Acquisition) 3 125,000 125,000 250,000

Total for 5 years 1,056,195 750,000 250,000 150,000 2,206,195

Neighborhood park acquisition (13 acres)

Community & Board Priority - High

SA 32 "Parrell" (2A) 1 317,661 317,661

SA 22 "Pettigrew" (2A) 2 316,891 316,891

SA 32 "Trap Club" (3A) 3 489,596 489,596

SA 3 "Juniper Ridge" (3A) 4 504,284 504,284

SA 35 "Coyote" (3A) 5 519,413 519,413

(16 additional acres to maintain SDC LOS) 6 - 10

Total for 5 years 2,147,845 - - - 2,147,845

Neighborhood park development (13 acres)

Community & Board Priority - High

SA 5 "Butler Mkt" (3A) 1 714,516 714,516

SA 22 "Parrell" (2A) 2 500,634 500,634

SA 22 "Pettigrew" (2A) 3 515,353 515,353

SA 12 Sunset View (1A) 3 252,677 252,677

SA 3 "Juniper Ridge" (2A) 4 530,514 530,514

SA 32 "Trap Club" (3A) 5 814,194 814,194

Boyd developer agreement repayment 2 - 5 372,644 372,644

(28 additional acres to maintan SDC LOS ) 6 - 10

Total for 5 years 3,700,532 - - - 3,700,532

Community park acquisition (14 acres)

Community & Board Priority - Medium

Larkspur Park addition ~4 acres - *not an accurate estimate 1* 606,361 606,361

Discovery Park ~10 acres 5 1,731,376 1,731,376

To be prioritized Community Park acquisition (See 2017 - 2021) 5 - 10 1,700,000 1,700,000

Total for 5 years 1,731,376 606,361 - 1,700,000 4,037,737

Community park development (15 acres)

Community & Board Priority - Medium

Ponderosa Park Master Plan improvements 1 - 2 1,100,000 280,000 1,380,000

"Miller's Landing" river site ~4 acres (Phase 2 yrs 6-10 SDC) 1 450,000 450,000

Riverbend Park 2 100,000 100,000

Pine Nursery Phase I completion ~ 11 acres 3 - 5 1,176,152 1,830,000 3,006,152

(32 additional acres to maintain SDC LOS ) 6 - 10

Total for 5 years 1,176,152 3,480,000 - 280,000 4,936,152

Regional Park acquisition and development

Community & Board Priority - Medium

122 acres GGR @ $270,000/yr (remaining $1,350,000 in yrs 6 -10) 1 - 10 1,350,000 1,350,000

65 acres Acq to maintain SDC LOS 6 - 10

246 acres Dev to maintain SDC LOS 1-10 167,568 167,568

Total for 5 years 1-5 1,517,568 - - - 1,517,568

Indoor recreation faclility development

Community & Board Priority - Low 6 - 10 TBD

Colorado Dam improvements 5 - - - 1,550,000 1,550,000

Community & Board Priority - Low

Mirror Pond improvements 1 - 100,000 - - 100,000

Community Priority - Unknown

Five-year Total Estimate 11,329,668 7,961,361 250,000 3,680,000 23,221,029

5-yr GF revenue forecast = $8,500,000

5-yr SDC revenue forecast (less transfers & interfund billing) = $10,231,371

2020 Distrct population estimate used to determine SDC LOS = 102,200

53

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54

FUND –General Fund DEPARTMENT – Park Services

Department Purpose:

To create and care for places where people play, learn, and grow; and to protect our natural and cultural resources for the enjoyment of community residents. Park Services provides maintenance and administers operations of parks and facilities in support of other departments by providing the best facilities for programs. Accomplishments FY 2010-2011:

Added deer protection fence to Hollinshead Community Gardens.

Upgraded South Canyon River Trail surface and bridge.

Completed energy audit of all facilities with Energy Trust of Oregon.

Added county sheriff coverage at Shevlin, Big Sky and Pine Nursery parks.

Expanded staff for care of trails and open space.

Expanded techniques used in the goose management program with Oregon Department of Fish & Wildlife.

Implemented maintenance contracts for district office.

Recertified with DEQ EcoBiz-Landscape.

Completed 60 acres of fire fuel reduction at Shevlin Park.

Completed fire fuel reduction at Woodriver Village.

Updated district Asset Management Plan.

Developed Custodial Master Plan.

Completed engineering research on storm water retention and underground injection control requirements.

Implemented Alcohol Use Permit System

In Progress:

Reroofing of the Old Bend Athletic Club.

Senior Center exterior painted and carpet replaced.

Regrading Skyline Taylor softball field.

Major Budget Savings:

Managing and reducing dumpster usage saving $10,000 annually.

Reduced Security Pro nightly visits saving $11,950 annually.

Reduced energy rates at Pine Nursery and Skyline saving $19,000 annually.

Discontinuing the compost program will save $33,990 in labor and materials.

Reduced need for fertilizer purchases by $42,000.

Will remove Hollinshead caretaker house, to avoid projected asset costs for repairs, resulting in savings of $70,000.

Objectives FY 2011-12:

Develop Emergency Plan for the district.

Complete Shevlin Park Master Plan.

Implement Energy Audit recommendations.

Renovate Hollinshead Tack Shed.

Begin all care and maintenance at the Senior Center.

Major Budget Items:

Begin implementation of newly adopted sign program: $50,000.

Purchase automated rotary lawnmower blade grinder: $16,000 in Equipment Reserve Fund.

Purchase Toro 4000-D wide area mower: $52,000 in Equipment Reserve Fund.

Purchase APS floor scrubber for Senior Center: $2,500.

Subscribe to Utility Tracking Software to audit utility use district-wide: $3,000.

Implemented staff reductions with an annual savings of $230,000.

55

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56

Bend Park and Recreation District – General Fund Fiscal Year 2011-12

BUSINESS UNIT – Park Services

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Grants 13,550 27,319 0 0 0

Miscellaneous 37,551 17,278 15,550 1,795 1,500

SUBTOTAL 51,101 44,597 15,550 1,795 1,500

Non-Operating Revenues

Reimbursement for Services Provided 17,813 9,737 15,000 10,000 10,000

SUBTOTAL 17,813 9,737 15,000 10,000 10,000

TOTAL REVENUES 68,914 54,334 30,550 11,795 11,500

EXPENSES

Operating Expenses

Personal Services

FT Wages 1,379,847 1,398,518 1,469,631 1,424,449 1,369,531

PT Wages 233,562 268,111 308,006 288,006 322,337

Related Payroll Expenses 696,748 642,409 717,298 667,624 725,401

Total Personal Services 2,310,157 2,309,038 2,494,935 2,380,079 2,417,269

Materials & Services 1,339,383 1,427,089 1,749,424 1,607,901 1,684,738

SUBTOTAL 3,649,540 3,736,127 4,244,359 3,987,980 4,102,007

Non-Operating Expenses

Capital 118,683 104,225 163,529 133,282 60,655

SUBTOTAL 118,683 104,225 163,529 133,282 60,655

TOTAL EXPENSES 3,768,223 3,840,352 4,407,888 4,121,262 4,162,662

REVENUES less EXPENSES

Operating Revenues 51,101 44,597 15,550 1,795 1,500

Operating Expenses 3,649,540 3,736,127 4,244,359 3,987,980 4,102,007

Revenues less Expenses (3,598,439) (3,691,530) (4,228,809) (3,986,185) (4,100,507)

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Park Services Director 1 1 1 1 1

Natural Resources Manager 1 1 1 1 1

Facilities Manager 1 1 1 1 1

Landscape Manager 1 1 1 1 1

Park Technology Specialist 1 1 1 1 1

Park Services Supervisor 1 1 1 1 1

Office Specialist 1 1 1 1 1

Park Technician 3 3 3 3 3

Facilities Specialist 4 3 3 3 2

Park Steward 1 0 0 0 0

Landscape Crew Lead 5 5 5 5 4

Park Maintenance Worker II 3 4 4 4 4

Park Maintenance Worker I 7 8 8 6.6 6

Fleet Mechanic 2 2 2 2 2

PM Mechanic 1 1 1 1 1

Lead Custodian 0 0 0 1 1

Custodian 2 2 2 1 1

TOTAL FULL TIME 35 35 35 33.6 31

PART TIME

Resident Caretaker 1.50 1.50 1.50 1.50 1.50

Custodian 0.00 0.63 0.63 0.63 1.38

Seasonal 6 Mo Park Aids 6.50 6.50 7.00 7.00 11.00

Seasonal 8 Mo Park Aids 2.64 3.96 3.96 3.96 0.00

Part Time GIS 0.50 0.33 0.00 0.00 0.00

TOTAL PART TIME 11.14 12.92 13.09 13.09 13.88

57

PERFORMANCE MEASUREMENTS

Park Services

MAINTENANCE

Annual maintenance costs per acre of park and per mile of trail for community river parks, neighborhood parks and regional parks are fairly consistent over time. In community parks for 2010-11 Pine Nursery came on line and is nearly 150 acres but only roughly 50 acres are in use which significantly affects the 2010-11 year totals.

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Community Park

Community River Park

Neighborhood Park

Trails Regional Park Buildings (x $100)

7,7

84

2,5

52

7,5

41

2,8

64

48

6

4,7

13

7,3

09

2,7

08

7,6

72

3,2

44

39

0

5,1

74

4,2

70

2,7

73

7,9

53

5,0

99

43

5

6,3

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Cost Per Acre/Mile/Buildings x $100

2008/2009 Actual

2009/2010 Actual

2010/2011 Projected

In trail maintenance in 2010-11 we were able to shift an additional seasonal position to trails and had three significant projects that increased costs. Those projects are the South Canyon boardwalk reconstruction, resurfacing the Larkspur Trail and resurfacing all trails with 2,200 tons of rock. Building costs are total costs divided by $100. For building maintenance in 2010-11 we added the district office maintenance, custodian care of the district office and were fully staffed to perform the amount of work that was required.

58

TOTAL MAINTENANCE COST PERCENTAGES BY CLASSIFICATION The total projected cost of personal services and materials and services to maintain our parks, buildings, trails and natural areas for current fiscal year 2010-11: Community Parks $1,826,197

Neighborhood Parks 860,486 Building Maintenance 636,465 Regional Parks 416,576 Trails 248,256

Total $3,987,980

PER 1,000 POPULATION

Based on the estimated district population of 78,392 on July 1, 2011, the cost to maintain our parks, buildings and trails per 1,000 residents ranges from over $23,000 for community parks to $3,200 for trails.

-

5,000

10,000

15,000

20,000

25,000

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Regional Park Trails Buildings

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94

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24,9

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67 6

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5,3

67

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Park Maintenance Cost Per 1,000 Population

2008/2009 Actual 2009/2010 Actual 2010/2011 Projected

Community Parks46%

Neighborhood Parks22%

Regional Parks10%

Trails6%

Building Maintenance

16%

Total Park Services Costs by Classification

59

FUND –General Fund DEPARTMENT - Community Relations, Marketing, Volunteers and Community Outreach Department Purpose:

To manage the district‟s reputation through branding of the district‟s value to individuals and the community; building and sustaining positive relationships with stakeholders; effectively marketing district programs and services; promoting volunteerism; and securing alternative funding for district needs through the Park and Recreation Foundation.

The department produces district-wide public communications and educational materials, advertising and promotions; manages media relations; produces district-wide events; manages community event reservation services; supports community fundraising efforts for district projects; and administers the Park & Recreation Foundation. Accomplishments for FY 2010-11:

Recruited and coordinated volunteers to support district program needs. 2,343 volunteers contributed 59,635 hours, equivalent to 28.67 full time staff.

Strategized sensitive communications including goose management activities.

Successfully used email marketing messages to promote recreation programs.

Refined social media strategies, reaching over 1,000 “friends” on Facebook; monitored BPRD in other social media.

Redesigned e-newsletter and expanded recipient list.

Updated look and functionality of web site.

Developed and placed advertising and promotions for district events, initiatives and programs.

Produced three 90+ page Recreation Program Guides and three People and Parks newsletters.

Presented story ideas to media resulting in positive media coverage of events and programs; promoted new registration system.

Initiated CAPRA assessment process.

Coordinated event reservations in district parks (over 75 event days); revised materials and processes; added to website; increased rental revenue; improved customer service.

Served as President Elect for ORPA Board of Directors (Jan); created marketing program/materials for ORPA‟s Oregon Outdoor Children‟s Bill of Rights committee‟s new program “Outdoor Seekers” (Andie).

Oversaw public survey to identify district priorities and perceptions.

Coordinated Day of Play, Pet Parade, Drake Park July 4th Celebration, Talk in the Park, and assisted with other district and foundation events. Increased sponsorship revenue for July 4th.

Administered Park & Recreation Foundation – orienting six new board members, administered all accounts and donor records, completed Heroes Memorial project and developed new fundraising plan.

Objectives for FY 2011-12

Create new branding program based on community perceptions, interests and climate. The new brand will require updating of some print materials, and producing new television and radio spots for both branding and recreation program advertising.

Oversee development of CAPRA assessment requirements, draft policies as needed and meet assessment requirements for department.

Implement a new volunteer management software system to offer the public easier access to volunteer opportunities and provide better support to staff that work with volunteers.

Support Park & Recreation Foundation in a new and active recreation scholarship fundraising program.

Build upon Facebook connections; maintain active interest in the social media.

Expand involvement in non-BPRD events to widen exposure.

Evaluate recreation program marketing.

Build relations with area media to foster accurate and positive press coverage.

Expand e-newsletter readership; engage readers.

Market recreation programs on our vans and vehicles

Serve as ORPA President (Jan Taylor).

Serve on OPRA Outdoor Seekers committee (Andie Lindgren).

Expand breadth and depth of trail information on website.

Major Budget Items:

Purchase and implement new volunteer management database.

Add a new marketing tool – sign placards on district vehicles.

Elimination of part-time marketing position.

60

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61

Bend Park and Recreation District – General Fund Fiscal Year 2011-12

BUSINESS UNIT – Community Relations

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Marketing 6,250 8,800 3,600 6,300 6,300

Special Events 54,973 59,886 29,450 32,175 32,225

TOTAL REVENUES 61,223 68,686 33,050 38,475 38,525

EXPENSES

Operating Expenses

Personal Services

FT Wages 206,352 205,905 214,586 214,748 220,267

PT Wages 9,499 18,495 20,689 20,689 14,860

Related Payroll Expenses 95,124 90,470 98,262 94,775 109,477

Total Personal Services 310,975 314,870 333,537 330,212 344,604

Materials & Services 211,284 208,081 235,510 220,209 228,410

TOTAL EXPENSES 522,259 522,951 569,047 550,421 573,014

REVENUES less EXPENSES

Operating Revenues 61,223 68,686 33,050 38,475 38,525

Operating Expenses 522,259 522,951 569,047 550,421 573,014

Revenues less Expenses (461,036) (454,265) (535,997) (511,946) (534,489)

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Community Relations Manager 1 1 1 1 1

Marketing Manager 1 0.92 1 1 1

Volunteer Coordinator 1 1 1 1 1

Community Outreach Coordinator 1 1 0.95 0.95 0.93

TOTAL FULL TIME 4 3.92 3.95 3.95 3.93

PART TIME

Distribution Assistant 0.330 0.340 0.340 0.340 0.340

Seasonal Event Coordinator 0.000 0.090 0.180 0.180 0.180

Marketing Assistant 0.000 0.230 0.230 0.230 0.000

TOTAL PART TIME 0.330 0.660 0.750 0.750 0.520

62

PERFORMANCE MEASUREMENTS

Community Relations Department

VOLUNTEER SERVICES Volunteers provide valuable time and talent resources to the district. They support the delivery of programs and events, and help with caring for our properties and facilities. Volunteers also help with the governance of the district and with raising funds to support district programs and services. In turn, the district supports the volunteer with an opportunity to provide service, connect with their community and in some cases to expand their skills in an area of interest to the volunteer. In 2010, 2,343 volunteers provided over 59,635 hours of their time in support of district activities and facilities. This time contribution equates to 28.7 full time employees (FTE). The current value of volunteer time recognized by the State of Oregon is $18.37 per hour. Based on this estimate, BRPD volunteers contributed a value of $1,095,494. Volunteer service highlights from 2010:

Volunteers assisted with goose management activities including nest locating, egg oiling and hazing.

Therapeutic Recreation had 7 full time interns over the course of the year that supported TR programs and events. These non-paid students contribute their time as part of completing their education curriculum.

The number of teens volunteering at Juniper Swim & Fitness Center grew as a result of changes to the Junior Lifeguard & Swim Instructor Aide programs and the addition of Sitters in Training. 53 teens attended training throughout the summer to receive certification and contributed over 1,650 hours of volunteer time to these programs.

Volunteer coaches are vital to the youth sports program. 603 volunteer coaches supported programs that served 5,055 youth participants.

Volunteer groups from organizations, schools and businesses supported park and trail clean up and planting projects throughout the spring, summer and fall seasons.

5 new volunteers joined the Bend Park & Recreation Foundation board of directors. This group began strategizing a fundraising campaign to support recreation scholarships.

1,6341,726

1,993

2,584

2,343

25.8

22.8

24.8 26.1

28.7

22.0

24.0

26.0

28.0

30.0

1,600

1,800

2,000

2,200

2,400

2,600

2,800

2006 2007 2008 2009 2010

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Calendar Year

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64

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

Summary of Business Units in the Recreation Services Fund

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Recreation Administration 70,231 108,192 88,000 88,100 119,300

Juniper Swim & Fitness Center 2,176,474 2,236,380 2,389,000 2,387,184 2,481,000

Sports Programs 734,871 593,254 746,025 708,317 728,925

Enrichment & Recreation 1,391,593 1,301,983 1,392,251 1,400,558 1,488,976

Bend Senior Center 139,981 154,209 154,800 150,288 179,110

Scholarship Usage (156,776) (155,203) (170,000) (224,071) (194,900)

SUBTOTAL 4,356,374 4,238,815 4,600,076 4,510,376 4,802,411

Non-Operating Revenues

Beginning Fund Balance (63,455) (195,689) (318,277) (119,896) 412,113

Transfers-In 1,532,182 1,712,978 1,690,617 1,690,617 1,576,872

Prior Period Adjustment Transfer 0 0 407,141 407,141 0

SUBTOTAL 1,468,727 1,517,289 1,779,481 1,977,862 1,988,985

TOTAL REVENUES 5,825,101 5,756,104 6,379,557 6,488,238 6,791,396

EXPENSES

Operating Expenses

Personal Services

FT Wages 1,573,296 1,589,626 1,600,228 1,579,442 1,584,197

PT Wages 1,653,888 1,608,103 1,737,572 1,723,081 1,850,297

Related Payroll Expenses 1,204,444 1,105,176 1,196,290 1,119,472 1,298,311

Total Personal Services 4,431,628 4,302,905 4,534,090 4,421,995 4,732,805

Materials & Services 1,589,162 1,573,095 1,745,467 1,654,130 1,718,240

SUBTOTAL 6,020,790 5,876,000 6,279,557 6,076,125 6,451,045

Non-Operating Expenses

Operating Contingency 0 0 100,000 0 340,351

TOTAL EXPENSES 6,020,790 5,876,000 6,379,557 6,076,125 6,791,396

Cost Recovery

Operating Revenues 4,356,374 4,238,815 4,600,076 4,510,376 4,802,411

Operating Expenses 6,020,790 5,876,000 6,279,557 6,076,125 6,451,045

Revenues less Expenses (1,664,416) (1,637,185) (1,679,481) (1,565,749) (1,648,634)

Cost Recovery Percent 72.36% 72.14% 73.25% 74.23% 74.44%

Business Units Summarized

Recreation Administration

Juniper Swim & Fitness Center

Sports Programs

Enrichment and Recreation

Bend Senior Center

65

PERFORMANCE MEASUREMENTS

Recreation Department

COST RECOVERY

Cost recovery is the ratio of revenue compared to all direct and indirect expenses associated with providing those programs. The Recreation Department’s projected cost recovery for 2010-11 is 74.23%. This percentage reflects the first full year of the full accrual accounting process for recreation revenues. The average cost recovery for the previous two years has been 72.25%. The projected cost recovery for 2011-12 is 74.44%. Careful monitoring of program expenses, annual fee adjustments and creative marketing of programs throughout the year has produced a consistent cost recovery during this economic recession. In 2010-11 the department evaluated all program areas, resulting in a reduction of programs (-10%) and opportunities (-19%). This action combined with utilizing 80+ partnerships, program sponsors, grants and fundraisers to assist in the delivery of programs, helped increase the cost recovery by nearly 1% over the adopted budget. Operating revenue generated by fees and charges increased by 8.8% over 2009-10.

*Data is projected

0%

15%

30%

45%

60%

75%

90%

2009 2010 2011* 2012*

72.36% 72.14% 74.23% 74.44%

Cost Recovery

66

RECREATION PROGRAM PARTICIPATION The recreation department produced 1,167 programs (-10%), resulting in 3,713 program opportunities (-19%). However, the total number of registered participants increased to 45,815, up 7%. These numbers do not reflect JSFC or senior center pass sales, drop-in use, recreational swims or participation in district events where registration is not taken, i.e. July 4th, Day of Play. Registered participants are dominated by youth ages 0 – 17yrs. at 79.6%. Participants 18 yrs+ make up the balance at 20.4%. In-district participants make up 82% of all registrants, with 6% being out of district. Scholarships recipients make up 11% and 1% are employees. The increase in participation is recognition of the value the community places on quality, well managed recreation programs, especially for kids, during these challenging economic times. The continuous marketing of program benefits provided the information for families to stay engaged with district programming and services.

0

10,000

20,000

30,000

40,000

50,000

60,000

2008 2009 2010

53,614

40,31945,815

Registrations by Year

0

1,000

2,000

3,000

4,000

5,000

2009 2010

1,294 1,167

4,607

3,713

Program Opportunities

Activities Sessions

16%

48%

16%

2%

5%

4%

5%

4%

Activites by Age Group

0-5

6-11

12-17

18-25

26-45

46-55

56-65

66+

82%

6%

11%

1%

Registrations by Type

In District

Out of District

Scholarships

Employees

67

FUND – Recreation Services Special Revenue Fund DIVISION – Recreation Administration Department Purpose To provide recreation and leisure programs that are suitable and accessible for all populations including those with special needs and the economically disadvantaged. The Recreation Department endeavors to provide fun, positive opportunities for youth and adults, enhancing the quality of life for all citizens. Recreation Administration manages the planning and coordination of programs, equipment, and budgets for JSFC, youth and adult sports programs, Bend Senior Center, and youth and adult recreation /enrichment. The department is responsible for the coordination and management of department staff, leadership, professional development, resource management, and the annual action plan. Accomplishments for FY 2010-11:

Projecting a 74.23% cost recovery for 2010-11; second highest in history of the district.

Operating revenue is up 5%.

Maintained strong partnerships with community organizations to expand program opportunities and maximize resources.

Recreation staff continued to receive training on the new registration software system, improving communication with customers and efficiencies in program management.

Staff continues to receive web-based training opportunities to improve delivery of programs and reduce training costs.

Identified program placement, cost recovery percentages and categorized direct and indirect costs for the program pricing model.

New software has provided staff with added opportunities to market programs to customers.

Recreation staff is participating on the Natural Step team to develop a district-wide sustainability plan.

Updated Program Development Process to include pricing /cost recovery model in the process.

Assisting Planning and Development with recreation programs/Indoor facility needs assessment.

Communication and coordination of resources between departments has been excellent.

Participating in a collaborative program, Rx 2Thrive, to address childhood obesity.

Coordinated an “Outdoor Summit” of outdoor activity providers to address getting children into the outdoors.

Objectives for FY 2011-12:

Assist Planning and Development with the recreation portion of the new comprehensive plan.

Evaluate the Recreation Division following the completion of the recreation needs assessment and make necessary changes based on information received from the assessment.

Utilize needs assessment information in the CAPRA information for recreation.

Maximize resources through partnerships and collaborative efforts.

Maintain excellent communication and work relations between all district departments and recreation services.

Continue collaboration efforts with community groups to address the childhood obesity issues through Rx2Thrive program.

Continue to move forward with Outdoor Summit agenda to get more kids outdoors.

Utilize the program development process to give staff direction in developing, implementing, reviewing, and adjusting programs.

Utilize program development process in pricing and cost recovery model.

Meet or exceed department cost recovery goals.

Continue to work with the marketing manager to develop new marketing strategies for the Recreation Department, utilizing social media and online opportunities.

Review, revise and monitor the joint facility use agreement with Bend La Pine Schools.

Continue implementation of the new registration software system that allows for expanded reporting, scheduling, facility reservations, and data collection.

Assist in development and implementation of the district-wide sustainability plan.

Provide training, incentives and support to retain quality staff, coaches and volunteers.

Major Budget Items:

Recreation contingency funded at $340,351.

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69

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

BUSINESS UNIT – Recreation Administration

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Interest (11,293) (5,060) 0 0 0

Program Development 0 0 10,000 0 5,000

Donations 31,904 65,703 30,000 37,700 62,700

Miscellaneous 49,620 47,549 48,000 50,400 51,600

Scholarship Usage (156,776) (155,203) (170,000) (224,071) (194,900)

SUBTOTAL (86,545) (47,011) (82,000) (135,971) (75,600)

Non-Operating Revenues

Beginning Fund Balance 79,539 (195,689) (318,277) (119,896) 412,113

Transfers-In 508,109 443,685 285,903 285,903 271,608

Prior Period Adjustment Transfer 0 0 407,141 407,141 0

SUBTOTAL 587,648 247,996 374,767 573,148 683,721

TOTAL REVENUES 501,103 200,985 292,767 437,177 608,121

EXPENSES

Operating Expenses

Personal Services

FT Wages 183,780 190,256 159,772 159,703 154,702

PT Wages 33,226 3,437 2,500 2,500 2,616

Related Payroll Expenses 83,333 71,313 59,689 61,061 71,900

Total Personal Services 300,339 265,006 221,961 223,264 229,218

Materials & Services 28,635 48,554 49,100 56,560 80,058

SUBTOTAL 328,974 313,560 271,061 279,824 309,276

Non-Operating Expenses

Operating Contingency 0 0 100,000 0 340,351

TOTAL EXPENSES 328,974 313,560 371,061 279,824 649,627

REVENUES less EXPENSES

Operating Revenues (86,545) (47,011) (82,000) (135,971) (75,600)

Operating Expenses 328,974 313,560 271,061 279,824 309,276

Revenues less Expenses (415,519) (360,571) (353,061) (415,795) (384,876)

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Recreation Director 1 1 1 1 1

Registration Coordinator 1 1 1 1 1

Customer Service Specialist 2 2 1 1 1

TOTAL FULL TIME 4 4 3 3 3

PART TIME

Customer Service Specialists 0.00 0.00 0.11 0.11 0.11

Recreation Companions 0.72 0.00 0.00 0.00 0.00

Inclusion Facilitators 0.75 0.00 0.00 0.00 0.00

TOTAL PART TIME 1.47 0.00 0.11 0.11 0.11

70

FUND –Recreation Services Special Revenue Fund DIVISION – Juniper Swim & Fitness Center Division Purpose: To enhance the health and well-being of our community, families, and individuals by providing exceptional aquatic and fitness facilities and programs. Budget Summary: The 2011-12 JSFC operation budget is designed to maintain current program, service, and facility maintenance levels with a 5% reduction in the transfer in from the general fund. The budget is balanced through a modest increase in revenues (4%), a very limited increase in total hours worked (2%) and tight control over materials and services spending increases (2.8%). The resulting 82.8% cost recovery is the highest ever budgeted.

Accomplishments FY 2010-11:

Increased overall facility attendance 2-3%.

Exceeded cost recovery goal with 85% of facility operating costs recovered through user fees.

Maintained exceptionally high customer satisfaction ratings and reputation of facilities and programs.

Maintained strong safety performance as demonstrated by two awards: Five Star Rating from Starfish Institute and Silver International Aquatic Safety Award from Ellis & Associates.

Continuously evaluated and modified schedules and programs to ensure maximum use of the facility and benefit to the public.

Developed new start -up fitness programs and expanded yoga/Pilates offerings in the former Pilates Connection studio.

Maintained the facility at a high standard with minimal downtime or disruptions to users

Completed resurfacing of the outdoor pool decks, replacement of bulkhead grating and first time maintenance on the 50-meter pool.

Completed energy efficiency projects including heat exchanger upgrades, addition of variable drives to pool pumps and completion of building control system.

Implemented maintenance software to improve scheduling of preventative maintenance, and tracking the cost of maintenance and repairs.

Completed an asset management program for facility and equipment.

Objectives FY 2011-12:

Maintain core programs and services at the high level of quality people have come to expect.

Continually evaluate and modify programs and schedules to ensure maximum use of the facility and benefit to the public.

Maintain the facility at the high standard we have established with minimal downtime or disruptions.

Achieve cost recovery goal of over 83% or higher though efficient management and increased revenue production.

Complete planned improvements on budget including converting unfinished staff locker room space into additional fitness space and the addition of shade structures at the activity pool deck and child care play areas.

Develop 20-year CIP plan for the existing facility based on asset management plan.

Major Budget Items:

Revenues are budgeted to increase 4% over last year due to modest increases in pass sales and program registration, and an expansion of our preschool program. No fee increase is planned; however, this may be re-considered mid-year depending on revenue trends.

Full time and part-time staffing levels will remain nearly identical to the fiscal year 2010-11 levels with the exception of a 0.4 FTE increase in youth leaders to support the expanded preschool program and a 0.4 increase in janitorial wages as a result of filling vacant positions from this year.

Materials and Services overall are budgeted to increase 2.8% over the fiscal year 2010-11 estimated expenditures. Utility rate increases are the primary reasons for the overall increase.

Equipment purchases and facility Improvements valued at greater than $5,000 are funded through the Equipment Reserve Fund and Facility Reserve Fund respectively. The following projects are included in fiscal year 2011-12:

Equipment Reserve Fund Replace 50m pool blankets: $19,000. Replace treadmills: $42,000. Facility Reserve Fund Convert staff locker room to fitness: $30,000. Add shade protection in outdoor areas: $18,000.

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72

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

BUSINESS UNIT – Juniper Swim & Fitness Center

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Frequent User Passes 950,861 1,004,090 1,020,000 1,058,239 1,087,000

Multi-Visit Passes 283,428 304,491 309,000 319,905 330,000

Daily Fees 340,120 352,378 370,000 368,162 378,000

Swim Instruction Programs 226,455 225,808 258,000 250,119 260,000

Youth Programs 87,271 76,205 125,000 100,189 124,000

Personal Training 34,066 29,822 36,000 28,273 32,000

Novice Swim Team 28,767 28,109 46,000 49,531 48,000

School/COCC Programs 37,127 49,654 43,000 43,162 45,000

Training Programs 7,072 0 0 0 0

Facility Rentals 47,542 41,243 46,000 33,029 35,000

Concessions 107,779 104,479 110,000 110,595 115,000

Fitness Registration Programs 25,986 20,101 26,000 25,980 27,000

SUBTOTAL 2,176,474 2,236,380 2,389,000 2,387,184 2,481,000

Non-Operating Revenues

Beginning Fund Balance 91,906 0 0 0 0

Transfers-In 476,329 588,823 582,157 582,157 553,049

SUBTOTAL 568,235 588,823 582,157 582,157 553,049

TOTAL REVENUES 2,744,709 2,825,203 2,971,157 2,969,341 3,034,049

EXPENSES

Operating Expenses

Personal Services

FT Wages 587,264 616,715 636,600 628,654 647,626

PT Wages 878,624 881,304 975,410 935,393 1,004,621

Related Payroll Expenses 516,924 485,947 549,773 503,098 587,893

Total Personal Services 1,982,812 1,983,966 2,161,783 2,067,145 2,240,140

Materials & Services 704,121 734,136 759,350 738,390 756,500

TOTAL EXPENSES 2,686,933 2,718,102 2,921,133 2,805,535 2,996,640

Cost Recovery

Operating Revenues 2,176,474 2,236,380 2,389,000 2,387,184 2,481,000

Operating Expenses 2,686,933 2,718,102 2,921,133 2,805,535 2,996,640

Revenues less Expenses (510,459) (481,722) (532,133) (418,351) (515,640)

Cost Recovery Percent 81.00% 82.28% 81.78% 85.09% 82.79%

73

Juniper Swim & Fitness Center Personnel Summary

2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Manager 1 1 1 1 1

Assistant Manager 1 1 1 1 1

Site Supervisor 2 2 2 0 0

Aquatic Coordinator 1 1 1 1 1

Aquatic Specialist 2 2 2 4 4

Fitness Cordinator 1 1 1 1 1

Registration Coordinator 1 1 1 1 1

Customer Service Specialists 2 2 2 1.66 2

Operations/Maintenance Supervisor 1 1 1 1 1

Facility Specialist 1 1 1 1 1

Custodian 2 2 2 2 2

TOTAL FULL TIME 15 15 15 14.66 15

PART TIME

Lifeguards/Leadguards 12.3 12.9 12.8 12.7 12.7

Swim Instructor/Coaches 5.8 6.0 6.2 6.3 6.4

Fitness Instructors/Leaders/Trainers 7.2 7.1 6.9 7.1 7.3

Customer Service Specialists 4.8 4.7 4.7 5.0 4.7

Janitorial 3.3 3.3 3.9 3.6 4.0

Child Care/Youth Enrichment 3.1 3.0 3.8 3.0 3.4

Sick/Vacation/Holiday 1.6 1.6 1.6 1.7 1.7

TOTAL PART TIME 38.1 38.6 39.9 39.4 40.2

74

FUND –Recreation Services Special Revenue Fund DIVISION – Sports Programs Division Purpose: The Sports Division manages youth and adult sports programs that provide organized recreational sports opportunities for participants three years of age through seniors in a non-competitive environment that encourages personal growth and life-long skill development. In addition to program offerings, the division manages athletic facility scheduling, sponsorship opportunities, events and tournaments. Support is also provided to the Park Services Department for the care and maintenance of the district‟s athletic fields. Accomplishments for FY 2010-11:

Expanded program offerings at Cascade Indoor Sports – added soccer skills, sportsters and sports exploration instructional sessions.

SoccerTots participation increased 29% from 463 to 596 participants.

Youth Flag Football participation increased 12% from 383 to 428 participants.

Youth Lacrosse participation increased 20%, from 376 to 450 participants.

Youth Volleyball (grades 3-4-5) participation increased 15% from 215 to 248 participants.

6th Grade Girls Volleyball participation increased 50% from 72 to 108 participants.

COBO Basketball Camps participation increased 35% from 264 to 357 participants.

Youth Track Camps participation increased 43% from 83 to 119 participants.

Men‟s Metro Softball participation increased 12% from 400 to 450 participants.

Old School PE participation increased 112% from 24 to 51 participants.

Partnered with the Bend Fieldhouse and Cascade Indoor Sports to offer sport programs in their indoor facilities including: youth instructional baseball, lacrosse, roller hockey and soccer programs as well as Adult Old School PE, Adult Dodgeball and Adult Kickball programs.

Staff provided support for a number of youth and adult sports organizations including: Bend Little League Baseball, Central Oregon Junior Baseball, ASA Softball, Oregon Rush Soccer Club, Central Oregon Basketball Organization, Bend Rugby, and Bend Silver Senior Softball.

Completed the 2010 BPRD Athletic Field Use Report – 13,183 total use hours were recorded on BPRD athletic fields, 53% of capacity – BPRD use 33.3% of capacity (down 8.5% from 2009), Bend La Pine School District use 2.3% of capacity (down 1.4% from 2009), and community use 17.6% of capacity (down 1.0% from 2009). Available hours from 2009 to 2010 increased by 5,760 hours due to the addition of athletic fields at the Pine Nursery in 2010. Scheduled hours from 2009 to 2010 increased by 974 hours. It is important to note that the drop in athletic field use from a percentage standpoint from 2009 to 2010 does not mean we experienced less use. We actually experienced an increase in scheduled use.

Developed a written comprehensive Athletic Field Rental Guide outlining the priority and allocation process, user fees and rental rules and regulations.

Athletic field operations team coordinated and scheduled athletic field use and maintenance.

Assisted Planning and Development with Phase 2 of the Pine Nursery Master Plan.

Assisted Park Services with facility improvements to Big Sky Sports Complex, Pine Nursery Sports Complex and Skyline Sports Complex.

Renewed all youth team sports program sponsorship agreements – Dick‟s Sporting Goods, Keith E. Krueger, D.M.D., P.C. Oral & Maxillofacial Surgeon, Pepsi and The Center.

Objectives for FY 2011-12:

Continue to revise youth sports camp offerings to meet market demands.

Continue discussions with other sports organizations to explore partnership opportunities.

Secure additional sponsorship opportunities.

Work with marketing department to improve promotional strategies for programs.

Major Budget Items:

Program revenue estimated to increase $20,608 or 2.91%, from prior year estimate.

Materials and services estimated to increase $7,277, or 1.84%, from prior year estimate.

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76

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

BUSINESS UNIT – Sports Programs

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Grants 3,000 0 0 0 0

Youth Sports 471,941 366,064 469,955 462,735 476,315

Middle & High School Sports 43,797 41,330 44,770 42,697 45,415

Tennis 36,246 27,972 49,735 38,625 36,345

Adult Sports 133,829 120,295 140,240 123,260 127,350

Sports Sponsorships 23,580 21,189 23,825 20,000 22,250

Merchandise 8,773 2,702 3,500 2,400 2,500

Rentals 13,705 13,702 14,000 18,600 18,750

SUBTOTAL 734,871 593,254 746,025 708,317 728,925

Non-Operating Revenues

Beginning Fund Balance (53,427) 0 0 0 0

Transfers-In 140,665 175,340 181,871 181,871 172,777

SUBTOTAL 87,238 175,340 181,871 181,871 172,777

TOTAL REVENUES 822,109 768,594 927,896 890,188 901,702

EXPENSES

Operating Expenses

Personal Services

FT Wages 249,565 228,249 228,230 228,226 235,075

PT Wages 62,363 68,487 80,340 80,171 78,486

Related Payroll Expenses 158,465 140,675 146,655 140,568 158,155

Total Personal Services 470,393 437,411 455,225 448,965 471,716

Materials & Services 435,828 373,174 449,038 411,283 418,860

TOTAL EXPENSES 906,221 810,585 904,263 860,248 890,576

Cost Recovery

Operating Revenues 734,871 593,254 746,025 708,317 728,925

Operating Expenses 906,221 810,585 904,263 860,248 890,576

Revenues less Expenses (171,350) (217,331) (158,238) (151,931) (161,651)

Cost Recovery Percent 81.09% 73.19% 82.50% 82.34% 81.85%

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Sports Manager 1 1 1 1 1

Sports Coordinator 3 3 3 3 3

Sports Assistant 1 0.35 0 0 0

TOTAL FULL TIME 5 4.35 4 4 4

PART TIME

Sports Assistant 0.433 0.736 0.875 0.875 0.875

Coaches/Instructors 0.807 0.803 0.808 0.808 0.767

Facility/Program Supervisors 1.347 1.139 1.452 1.452 1.403

Officials 0.464 0.490 0.467 0.467 0.463

Volunteers 14.286 12.260 12.500 12.250 12.404

TOTAL PART TIME 17.337 15.428 16.102 15.852 15.912

77

FUND – Recreation Services Special Revenue Fund

DIVISION – Recreation and Enrichment Division Purpose: To provide structured, high quality enrichment and recreation activities for participants of all ages and abilities.

The Recreation & Enrichment Division manages the Youth Recreation, Youth and Adult Enrichment, Special Recreation, and Youth and Adult Outdoor program areas.

Awards

Sue Jorgenson received the Educators Afterschool Hall of Fame Award from OregonASK (After School for Kids).

Accomplishments for FY 2010-11:

84 volunteers provided 7,758hours of service.

Cheryl Kelley, Therapeutic Recreation Coordinator, was hired.

Therapeutic Recreation hosted the fourth annual Central Oregon‟s Got Talent fundraiser for adaptive recreation, to a sold out house. Sponsorships for the event were up $1,000.

Twenty-six children with special needs received supportive services in inclusive programming.

Our Therapeutic Recreation Division hosted an Adaptive Equipment Demo day in the park.

Therapeutic Recreation continues to track participation of individuals with special needs in general programs to help identify effectiveness, need and future direction for inclusion.

Due to the continued Kiwanis Club of Bend title sponsorship for M.A.G.I.C. in the Parks, we were able to offer this free summer program five days a week.

KIDS INC participants were involved in community service projects such as: weekly recycling; making gifts for senior assisted living; making treats and/or toys for the Humane Society; making gifts for children at the Kids Center, conducting park and school clean-ups and several projects for Meals on Wheels.

The Gopher Broke scholarship fundraiser, coordinated by Sue Boettner, raised over $21,000.

Outdoor Coordinator, Eric Denzler, introduced Ponderosa and Westside Elementary School students to canoeing.

During Arbor Week children and community groups volunteered their time planting trees at Shevlin Park.

Developed new program partnerships, some of which include: Quiltworks, Casa Cada at the Poethaus, Sciensational Workshops and G5 Search Marketing.

Provided inclusion training for recreation staff.

Full Access Brokerage assisted with funding for recreation opportunities for clients with special needs.

Continue with strong intern program; supervising seven Therapeutic Recreation interns.

Youth Archery continues to grow in interest and participation, adding a family archery program.

Outdoor Coordinator is providing leadership to the ORPA Outdoor Section, which encourages networking and collaboration.

Worked in collaboration with other community organizations developing the Rx2Thrive Program, addressing childhood obesity in our region.

Developed an Outdoor Summit to engage community organizations/businesses in a discussion and future action steps to address reconnecting kids with the out- of-doors.

Objectives for FY 2011-12:

Maintain core recreation programs.

Identify new ways to market our programs to the community.

Nurture community partnerships to create diverse programming opportunities for our patrons.

Adjust programming in response to the recreation needs assessment.

Provide training for front-line leaders to maintain safety and high quality in programs.

Identify local and web-based training for staff.

Expand inclusive and adaptive recreation program opportunities for individuals with disabilities.

Continue to work with community partners on the Rx2Thrive pilot project, addressing the childhood obesity problem.

Continue the dialogue from our Outdoor Summit and develop action steps to engage children in our community in the out-of-doors.

Major Budget Items

Budgets have been adjusted to reflect the anticipated reduction in tax revenue dollars.

Staffing adjustments were made in Enrichment, reducing an assistant to ¾-time with the other ¼ of her time being used by Human Resources as an assistant.

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79

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

BUSINESS UNIT – Recreation and Enrichment

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Youth Recreation 866,561 737,401 721,023 773,623 813,934

Youth & Adult Outdoor 115,046 170,500 215,066 159,668 181,568

Youth & Adult Enrichment 353,437 343,501 393,023 410,058 425,474

Therapeutic Recreation 56,549 50,581 63,139 57,209 68,000

SUBTOTAL 1,391,593 1,301,983 1,392,251 1,400,558 1,488,976

Non-Operating Revenues

Beginning Fund Balance (181,392) 0 0 0 0

Transfers-In 152,061 243,193 397,278 397,278 377,414

SUBTOTAL (29,331) 243,193 397,278 397,278 377,414

TOTAL REVENUES 1,362,262 1,545,176 1,789,529 1,797,836 1,866,390

EXPENSES

Operating Expenses

Personal Services

FT Wages 391,204 389,694 408,041 395,456 408,016

PT Wages 613,084 587,394 599,822 617,476 631,135

Related Payroll Expenses 384,483 349,639 381,206 347,807 413,321

Total Personal Services 1,388,771 1,326,727 1,389,069 1,360,739 1,452,472

Materials & Services 332,028 314,960 389,584 359,676 366,872

TOTAL EXPENSES 1,720,799 1,641,687 1,778,653 1,720,415 1,819,344

Cost Recovery

Operating Revenues 1,391,593 1,301,983 1,392,251 1,400,558 1,488,976

Operating Expenditures 1,720,799 1,641,687 1,778,653 1,720,415 1,819,344

Revenues less Expenses (329,206) (339,704) (386,402) (319,857) (330,368)

Cost Recovery Percent 80.87% 79.31% 78.28% 81.41% 81.84%

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Recreation Manager 1 1 1 1 1

Program Coordinator 5 5 5 5 5

Recreation Assistant 2 2 2 2 1.75

Therapeutic Rec. Prog. Spec. 1 1 1 1 1

TOTAL FULL TIME 9 9 9 9 8.75

PART TIME

Recreation Leaders 22.33 24.48 24.57 24.65 24.25

Volunteers 4.50 3.78 3.78 3.73 3.73

TOTAL PART TIME 26.83 28.26 28.35 28.38 27.98

80

FUND – Recreation Services Special Revenue Fund DIVISION – Bend Senior Center Division Purpose: To develop and provide programs and services that support active, healthy, independent lifestyles where older adults can play, learn, and enjoy life together. The Bend Senior Center is a hub of diverse activities, programs and services for adults 50+ years. The center is open seven days a week, 75 hours a week, and available for community rentals. The center partners with United Senior Citizens of Bend (USCB), Central Oregon Council on Aging (COCOA), Central Oregon Community College (COCC), and the Deschutes Public Library. These organizations have space and/or programs they provide at the center.

Accomplishments FY 2010-11: Following a national search a new senior center

manager was hired in October of 2010. The fifth annual Wellness Fair was held in October.

45 senior service vendors participated; provided over

500 flu shots.

The Center held a Holiday Craft Bazaar in November;

over 85 vendors participated, drawing over 3,000

people to the event.

A Free Fitness Week promotion was held in January.

763 participants took advantage of the free classes.

In February of 2011 a vision and planning committee

was formed to work with staff to analyze current and

future space needs. They will complete the task and

make recommendations in June of 2011.

Increased fitness class offerings to 40+ classes per

week.

Expanded open fitness room hours from 40 hours a

week to 66 hours a week.

Offered 48 beginning computer classes to 500

participants.

Presented 30 Brown Bag Lunch and Learn

workshops with over 1,080 participants attending.

Provided fitness, wellness, enrichment activities and

social opportunities to over 115,000 participant users.

Worked with Larkspur Neighborhood Association and Old Farm Neighborhood Association to create an all ages Festival in Larkspur Park. Over 50 vendors participated this year.

Objectives FY 2011-12: Recognize and honor the center‟s 10th anniversary in

November 2011. An anniversary committee,

appointed in February, is planning a week of activities

and events to engage the community in celebrating

this historic event.

Increase awareness of the center through the

expansion of programs, new events and marketing.

Complete the senior center vision and planning

assessment and implement the committee's

recommendations as appropriate, and within fiscal

capabilities.

Realign the center„s current space according to

program needs and recommendations of the vision

and planning committee‟s assessment.

Increase program revenues by raising fees in

program areas, fundraising and sponsorships.

Develop a marketing plan for the center.

Review and revise agreements with USCB, COCOA,

COCC, the Deschutes Public Library. Partnerships

may experience internal changes in their operations,

and budgets which will impact our agreements. Our

programmable space needs may also affect our

partnerships.

Major Budget Items:

Implementing comprehensive building maintenance

program as outlined by the Park Services Department

for annual maintenance. Consolidated custodial

position with Park Services for efficiency, training and

purchasing purposes.

Proper stripping, sanding and coating of the event

room floor. This will provide a long term cost savings

to the budget due to monthly maintenance that will no

longer be needed.

Purchase of a new piece of weight equipment for the

fitness room to attract more patrons and increase

revenue.

Due to partnership changes remodeling may occur to increase program spaces and possible change of location for receptionist area and staff offices.

81

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82

Bend Park and Recreation District – Recreation Services Special Revenue Fund Fiscal Year 2011-12

BUSINESS UNIT – Bend Senior Center

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Concessions 1,480 1,310 1,600 1,600 1,680

Miscellaneous 316 97 300 100 105

Senior Center Programs 41,491 30,664 12,000 16,850 42,000

Rentals 27,677 28,253 26,000 23,020 24,171

Contract Revenue 28,344 32,758 28,000 19,000 19,950

SC Frequent User Passes 0 11,051 32,000 16,000 16,800

SC Multi-Visit Passes 0 5,950 8,000 26,000 27,300

SC Daily Fees 0 1,154 7,200 7,000 7,350

Partnerships 24,336 24,029 23,200 21,211 16,272

Fundraising 16,337 18,943 16,500 19,507 23,482

SUBTOTAL 139,981 154,209 154,800 150,288 179,110

Non-Operating Revenues

Beginning Fund Balance (81) 0 0 0 0

Transfers-In 255,018 261,937 243,408 243,408 202,024

SUBTOTAL 254,937 261,937 243,408 243,408 202,024

TOTAL REVENUES 394,918 416,146 398,208 393,696 381,134

EXPENSES

Operating Expenses

Personal Services

FT Wages 161,483 164,712 167,585 167,403 138,778

PT Wages 38,602 40,792 51,500 61,000 106,439

Related Payroll Expenses 89,228 84,291 86,967 93,479 94,042

Total Personal Services 289,313 289,795 306,052 321,882 339,259

Materials & Services 88,550 102,271 98,395 88,221 95,950

TOTAL EXPENSES 377,863 392,066 404,447 410,103 435,209

Cost Recovery

Operating Revenues 139,981 154,209 154,800 150,288 179,110

Operating Expenses 377,863 392,066 404,447 410,103 435,209

Revenues less Expenses (237,882) (237,857) (249,647) (259,815) (256,099)

Cost Recovery Percent 37.05% 39.33% 38.27% 36.65% 41.15%

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Senior Center Manager 1 1 1 1 1

Recreation Coordinator 1 1 1 1 1

Customer Service Specialist 1 1 1 1 1

Custodian 1 1 1 1 0

TOTAL FULL TIME 4 4 4 4 3

PART TIME

Site Supervisor 0.55 0.55 0.55 0.69 1.00

Fitness Instructors 0.53 0.53 0.70 0.70 1.00

Customer Service Specialist 0.50 0.50 0.50 0.50 0.65

Volunteers (25) 3.33 3.33 3.33 3.33 3.33

TOTAL PART TIME 4.91 4.91 5.08 5.22 5.98

83

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84

Bend Park and Recreation District – Special Revenue Funds Fiscal Year 2011-12

System Development Charges Fund

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Interest 148,130 26,336 15,000 13,470 15,000

System Development Charges 901,130 529,913 556,065 827,247 936,475

SUBTOTAL 1,049,260 556,249 571,065 840,717 951,475

Non-Operating Revenues

Beginning Fund Balance 8,145,670 4,376,745 2,304,769 2,558,114 2,791,628

SUBTOTAL 8,145,670 4,376,745 2,304,769 2,558,114 2,791,628

TOTAL REVENUES 9,194,930 4,932,994 2,875,834 3,398,831 3,743,103

EXPENSES

Operating Expenses

Materials & Services 29,655 3,621 70,000 9,000 30,000

Non-Operating Expenses

Capital 4,476,357 2,204,868 2,683,834 484,958 3,316,103

Transfers-Out 312,173 166,391 122,000 113,245 397,000

SUBTOTAL 4,788,530 2,371,259 2,805,834 598,203 3,713,103

TOTAL EXPENSES 4,818,185 2,374,880 2,875,834 607,203 3,743,103

REVENUES less EXPENSES

Revenues 9,194,930 4,932,994 2,875,834 3,398,831 3,743,103

Expenses 4,818,185 2,374,880 2,875,834 607,203 3,743,103

Revenues less Expenses 4,376,745 2,558,114 0 2,791,628 0

85

SYSTEMS DEVELOPMENT CHARGE (SDC) FUND - FIVE YEAR FORECAST

2011-12 Adopted

Prior Actual Estimate Budget Forecast Forecast Forecast Forecast Totals %

Years 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 All Years

1 Beginning Balance 4,093,750 4,116,349 2,284,666 2,505,096 1,328,290 1,087,178 954,152 248,177 3,245,593

2 Interest 1,758,247 24,559 13,250 14,750 18,500 20,000 15,000 10,000 1,874,306

3 SDC Reimbursement Fees - - - 138,175 14,626 16,820 19,342 22,244 211,207

4 SDC Improvement Fees 28,222,532 517,854 808,383 914,641 1,319,048 1,837,303 2,296,289 2,779,059 38,695,108

5 Total Revenue 34,074,529 4,658,761 3,106,299 3,572,662 2,680,464 2,961,300 3,284,784 3,059,479 44,026,214

6 Non-project Expenditures

7 Transfer to G/F 1,889,853 166,391 113,245 127,000 139,700 153,670 169,037 185,941 2,944,837 6.52%

8 Interfund Billing - Construction 190,347 98,128 97,561 89,000 97,900 107,690 118,459 130,305 929,390 2.06%

9 Planning and Development 94,983 2,837 3,000 20,000 25,000 25,000 25,000 25,000 220,820 0.49%

10 Total Non-Project Expenditures 2,175,183 267,356 213,806 236,000 262,600 286,360 312,496 341,246 4,095,046 9.07%

11 Community Parks

12 Community Park Acquisitions 351,012 351,012 0.78%

13 Big Sky Phase II & III 1,093,094 1,093,094 2.42%

14 Compass Park 21,790 21,790 0.05%

15 Davis/Lilleoren Site Acquisition 209,507 209,507 0.46%

16 Davis/Lilleoren Site (Dev ~ 2 acres) 396 396 0.00%

17 Discovery Park Acquisition - 1,731,376 1,731,376 3.83%

18 Farewell Bend Park Phase I 1,396,047 1,396,047 3.09%

19 Farewell Bend Annex 503,281 503,281 1.11%

20 Juniper Parking Lot Improvement 456,485 22,599 479,084 1.06%

21 Larkspur Park-14.46 acres 797,409 797,409 1.77%

22 Pine Nursery Acquisition 538,656 538,656 1.19%

23 Pine Nursery-Phase I Development 3,211,299 41,293 1,176,152 4,428,744 9.81%

24 Ponderosa Park Development 17,580 17,580 0.04%

25 Riverbend Park Acquisition 4,877,120 4,877,120 10.80%

26 Riverbend Park Development 1,976,356 225,007 5,000 2,206,363 4.89%

27 River Canyon Park 45,730 45,730 0.10%

28 Total Community Parks 15,495,762 288,899 5,000 - - - 1,176,152 1,731,376 18,697,189 41.40%

29 Neighborhood Parks

30 Neighborhood Park Acquisitions 409,759 307,661 316,891 489,596 504,284 519,413 2,547,604 5.64%

31 Neighborhood Park Design - 10,000 10,000 10,000 10,000 10,000 50,000 0.11%

32 Neighborhood Park Development - 490,634 505,353 520,514 804,194 2,320,696 5.14%

33 Al Moody NP 16.7 acres 748,357 9,394 757,751 1.68%

34 Al Moody Road Construction 219,813 219,813 0.49%

35 Awbrey Village .5 acres 23,991 23,991 0.05%

36 Blakely 3.37 acres 646,565 646,565 1.43%

37 Boyd (McCall Landing) DA 693,079 27,122 93,161 93,161 93,161 93,161 1,092,845 2.42%

38 Butler Market NP 270,708 40,534 714,516 1,025,758 2.27%

39 East Pilot Butte Site NP - 49,974 148,680 198,654 0.44%

40 Foxborough NP 1.35 acres 221,498 221,498 0.49%

41 Harvest Park NP 3.44 acres 407,833 289,671 686 698,190 1.55%

42 Gardenside NP (Palmer Homes) 1,106,388 1,106,388 2.45%

43 Hollygrape (River Canyon) 3.37 acres 483,599 483,599 1.07%

44 Lewis & Clark (NW Crossing) 2 acres 726,495 726,495 1.61%

45 Mirada NP - 833,303 833,303 1.85%

46 Mt.View (Wildflower) NP 5.9 acres 1,434,133 1,434,133 3.18%

47 Orchard (Studio Rd) NP 3.69 acres 820,480 9,568 830,048 1.84%

48 Overturf Phase I 1.3 acres 515,523 515,523 1.14%

49 Pine Ridge NP 1.98 acres 366,722 131,692 4,882 503,296 1.11%

50 Quail (Vallaha) NP 4.0 acres 975,266 975,266 2.16%

51 Sawyer Uplands/Brooks Dev Contract 262,264 262,264 0.58%

52 Sawyer Uplands Phase I 264,721 264,721 0.59%

53 Sun Meadow NP (Pahlisch Homes) 472,672 472,672 1.05%

54 Sunset View NP - 252,677 252,677 0.56%

55 Three Pines NP 47,373 47,373 0.10%

56 Wildflower (River Rim) NP 2.86 acres 448,984 448,984 0.99%

57 Total Neighborhood Parks 11,295,515 1,621,432 194,782 1,032,177 910,686 1,350,788 1,127,959 1,426,768 18,960,107 41.98%

58 Regional Parks

59 Gopher Gulch Acquisition (over time) 270,000 270,000 270,000 270,000 270,000 1,350,000 2.99%

60 Regional Park Development 50,000 50,000 50,000 61,207 211,207 0.47%

61 Total Regional Parks - - - 320,000 320,000 270,000 320,000 331,207 1,561,207 3.46%

62 Trails Development

63 Primary Trail System Improvements 171,155 1,953 50,000 100,000 100,000 100,000 100,000 623,108 1.38%

64 Pioneer Park to Revere Avenue 84,297 186,214 57,261 327,772 0.73%

65 Coyner Trail - 59,000 91,000 150,000 0.33%

66 1st Street Trail Crossing - 17,720 267,280 285,000 0.63%

67 West Bend Trail Improvements 188,915 188,915 0.42%

68 South Canyon Bridge Project 60,000 8,241 68,241 0.15%

69 South UGB Trail Bridge - - 0.00%

70 McKay-Commerce Trail 40,000 40,000 0.09%

71 Mirror Pond Trail 4,286 4,286 0.01%

72 COID Wetlands Crossing 14,550 30,634 45,184 0.10%

73 Larkspur Trail 31,300 23,000 59,000 113,300 0.25%

74 Total Trails 405,588 196,408 187,615 656,195 100,000 100,000 100,000 100,000 1,845,806 4.09%

75 Total Expenses 29,372,048 2,374,095 601,203 2,244,372 1,593,286 2,007,148 3,036,607 3,930,596 45,159,356 100.00%

76 Ending Balance 4,702,481 2,284,666 2,505,096 1,328,290 1,087,178 954,152 248,177 (871,117)

86

Bend Park and Recreation District – Special Revenue Funds Fiscal Year 2011-12

Enterprise Fund

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Interest 5,957 1,986 1,100 1,494 1,500

Facility Rentals 112,429 70,104 97,175 94,030 116,792

Park Rentals 27,981 44,659 32,500 31,528 36,750

SUBTOTAL 146,367 116,749 130,775 127,052 155,042

Non-Operating Revenues

Beginning Fund Balance 273,387 290,594 264,078 269,552 244,007

SUBTOTAL 273,387 290,594 264,078 269,552 244,007

TOTAL REVENUES 419,754 407,343 394,853 396,604 399,049

EXPENSES

Operating Expenses

Personal Services

FT Wages 35,736 36,456 37,550 37,548 38,674

PT Wages 22,563 17,730 31,000 24,700 29,000

Related Payroll Expenses 28,964 25,327 33,420 30,087 36,232

Total Personal Services 87,263 79,513 101,970 92,335 103,906

Materials & Services 41,897 43,144 65,195 49,962 76,633

SUBTOTAL 129,160 122,657 167,165 142,297 180,539

Non-Operating Expenses

Capital 0 15,134 227,688 10,300 218,510

SUBTOTAL 0 15,134 227,688 10,300 218,510

TOTAL EXPENSES 129,160 137,791 394,853 152,597 399,049

REVENUES less EXPENSES

Operating Revenues 146,367 116,749 130,775 127,052 155,042

Operating Expenses 129,160 122,657 167,165 142,297 180,539

Revenues less Expenses 17,207 (5,908) (36,390) (15,245) (25,497)

PERSONNEL SUMMARY 2008-09 2009-10 2010-11 2010-11 2011-12

FULL TIME Actual Actual Budget Estimate Adopted

Customer Service Specialist 1 1 1 1 1

TOTAL FULL TIME 1 1 1 1 1

PARTTIME

Resident Caretakers 1.1 1.2 1.3 0.9 0.7

Facility Supervisors 0.0 0.0 0.0 0.0 0.2

TOTAL PARTTIME 1.1 1.2 1.3 0.9 0.9

87

Bend Park and Recreation District –Reserve Funds Fiscal Year 2011-12

Facility Reserve Fund and Equipment Reserve Fund

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Interest 72,828 8,053 5,100 10,276 5,600

Sale of Assets 870 0 0 0 0

Grant Revenue 277,889 313,754 266,842 278,747 0

Insurance Proceeds/Rebates 0 217,437 0 10,295 0

Donations 1 1 1 1 8,001

SUBTOTAL 351,588 539,245 271,943 299,319 13,601

Non-Operating Revenues

Beginning Fund Balance 6,445,098 2,703,611 3,101,980 3,075,359 1,241,311

Transfers-In 2,581,154 2,858,023 2,825,538 2,825,538 3,055,252

SUBTOTAL 9,026,252 5,561,634 5,927,518 5,900,897 4,296,563

TOTAL REVENUES 9,377,840 6,100,879 6,199,461 6,200,216 4,310,164

EXPENSES

Non-Operating Expenses

Capital 6,674,228 3,025,520 5,815,378 4,958,905 4,032,341

Reserve for Future Expenditures 0 0 384,083 0 277,823

SUBTOTAL 6,674,228 3,025,520 6,199,461 4,958,905 4,310,164

TOTAL EXPENSES 6,674,228 3,025,520 6,199,461 4,958,905 4,310,164

REVENUES less EXPENSES

Revenues 9,377,840 6,100,879 6,199,461 6,200,216 4,310,164

Expenses 6,674,228 3,025,520 6,199,461 4,958,905 4,310,164

Revenues less Expenses 2,703,612 3,075,359 0 1,241,311 0

88

Bend Park and Recreation District –Special Revenue Funds Fiscal Year 2011-12 Scholarship Fund

2008-09 2009-10 2010-11 2010-11 2011-12

REVENUES Actual Actual Budget Estimate Adopted

Operating Revenues

Interest 0 0 0 0 0

Grants/Donations 0 0 0 0 0

Miscellaneous 0 0 0 0 0

SUBTOTAL 0 0 0 0 0

Non-Operating Revenues

Beginning Fund Balance 61,282 0 0 0 0

Transfers-In 0 0 0 0 0

SUBTOTAL 61,282 0 0 0 0

TOTAL REVENUES 61,282 0 0 0 0

EXPENSES

Operating Expenses

Materials & Services 0 0 0 0 0

Non-Operating Expenses

Transfers-Out 61,282 0 0 0 0

TOTAL EXPENSES 61,282 0 0 0 0

REVENUES less EXPENSES

Revenues 61,282 0 0 0 0

Expenses 61,282 0 0 0 0

Revenues less Expenses 0 0 0 0 0

89

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90