SPECIAL REVENUE FUNDS

Shaded sections represent equivalent positions with title or level changes.

Explanation Of Significant Budget Variances

2023 Adopted Budget vs. 2022 Projected Actual

• The Recreation Department is dealing with some likely permanent shifts in fitness and membership trends since COVID-19 that are impacting revenues in this area. Strong demand for classes and rentals are expected to make up much of the difference.

• The Interfund Transfer into the Recreation Fund is decreasing since the fund has recovered from the impacts of COVID-19.

• The 2023 budget for Salary and Benefits includes funding for the performance pay adjustment of 5% and healthcare cost increases. The 2023 budget also includes the addition of one marketing coordinator whose costs are shared with the Parks and Recreation Fund. The Recreation department is also adding a full-time head lifeguard position to remain competitive during the ongoing lifeguard shortage. This is offset by reduced part-time hours to remain cost-neutral.

• Operational expenditures are increasing due to inflation and increased demand for programs.

• Capital projects at recreation facilities continue to be minimal replacement projects for building and recreation equipment.

• The Fund Balance decreases approximately $310,000 (10.9%) due to funding one-time expenditures in 2023.

2022 Accomplishments

Support an Active Community

• Increased overall participation numbers by 45% in Youth Programs and Enrichment, including a 150% increase in Youth Events

• Achieved an 80% customer satisfaction rate in surveyed programs

• Automated and streamlined the park rental process by creating an online request form that improved overall tracking and communication with citizens

Section Title

Special Revenue Funds

FUND: Recreation Fund

• Increased group and virtual fitness participation by 28%, a total of 50,000 participants year to date

• Increased participation for Love ‘em or Leave ‘em, Cattle Crossing and So Long to Summer races by 54%

• Offered Group Fitness Simulcast option that allows in-person and virtual participation concurrently

• Expanded Senior and Therapeutic Recreation services with the addition of a Senior Support Series, Adaptive Multi-Sport and Drum Circle programs

• Created Kids Day Out weeklong summer program option for parents with teenage children

• Expanded Day Camp program with the development of a cost-effective preschool program.

• Increased aquatic special events participation by 100% (Easter Egg Splash and Dash, Glow Swim and Pumpkin Splash)

• Completed second cost recovery strategy analysis to continue the evaluation of program impact and fees to maximize revenues and allocate financial resources responsibly

• Completed Recreation Division restructuring and the revision of all job descriptions

• Analyzed cost recovery data and established plan to achieve cost recovery goals in service categories; achieved cost recovery goals in 70% of service categories

Promote a Safe and Healthy Community

• Improved safety and security measures at Recreation facilities with the addition of panic buttons; initiated project for card access panels, monitoring cameras and public address system

• Created vehicle checklist for Day Camp bus drivers; collaborated with Fleet Division to utilize safety driving course for drivers

• Certified 850 community and Town staff participants in life safety courses

• Completed multiple Recreation facility improvements for more user-friendly and effective use and play, including the improved pool dehumidification unit and the addition of accessible player benches

Foster Community Creativity and Engagement

• Optimized registration software functions to provide improved usability both internally and externally for patrons

2023 Goals

Support an Active Community

• Increase overall revenue through improved operational efficiency and alternative funding opportunities

• Achieve designated cost recovery goals by service category

• Increase alternative funding through partnerships, grants, sponsorships and advertising

• Earn Commission for Accreditation of Park and Recreation Agencies (CAPRA) reaccreditation by creating an environment of regular review and analysis of programs and services, thereby enhancing the quality of service and improved operational efficiency

Special Revenue Funds

FUND: Recreation Fund

• Optimize registration software to maximize efficiency

• Evaluate and improve staff satisfaction and become a premier employment destination

• Continue partnering with Human Resources to develop strategies for elevated recruitment and improved part-time staff retention strategies

• Reduce the overall employee turnover rate to 10%

• Evaluate and improve onboarding and training efforts

• Reimagine part-time employees recognition programs to improve the staff experience

• Create a Culture Statement for the Parks, Recreation and Open Space Department

Foster Creativity and Community Engagement

• Improve community engagement initiatives

• Explore new Diversity, Equity and Inclusion (DEI) platforms

• Identify underserved populations and create improved outreach mechanisms

• Establish and launch the Parks, Recreation and Open Space Commission

Performance Measures By Strategic Goal

OUTPUT MEASURE: Increase race series participation rates

Attract more race participants through improved race experience and enhance marketing and outreach to improve revenue generation and cost recovery.

OUTCOME MEASURE: Achieve cost recovery goals within each of the established service categories

Cost recovery goals will measure the allocation of resources including how tax dollars are spent along with the development of revenue-generating programs that help to strengthen our overall Department’s financial performance

Foster Creativity and Community Engagement

OUTCOME MEASURE: Increase recorded engagements (likes/reactions, clicks, comments, shares) between Parker Parks and Recreation Facebook, Twitter and Instagram accounts

In an overall effort to improve upon community engagement initiatives such as new DEI platforms, updating the Marketing and Communications Plan, identifying underserved populations and creating new outreach mechanisms and establishing the Parks and Recreation Commission, we must connect with our community and patrons to improve upon service delivery and future planning.