HomeMy WebLinkAboutCity of Tamarac Resolution R-2017-110RM
Temp. Reso. #13004
8/21/17
Page 1
CITY OF TAMARAC, FLORIDA
RESOLUTION NO. R-2017- IZJ
A RESOLUTION OF THE CITY COMMISSION OF THE CITY
OF TAMARAC, FLORIDA, ACCEPTING THE
COMPREHENSIVE. FEE STUDY FOR THE PARKS AND
RECREATION DEPARTMENT, A COPY OF WHICH IS
ATTACHED HERETO AS EXHIBIT "A" AND
INCORPORATED HEREIN BY REFERENCE; ADOPTING
THE PROPOSED FEE SCHEDULE, A COPY OF WHICH IS
ATTACHED HERETO AS EXHIBIT "B" AND
INCORPORATED HEREIN BY REFERENCE; AUTHORIZING
THE CITY MANAGER TO AMEND THE FEE SCHEDULE;
PROVIDING FOR CONFLICTS; PROVIDING FOR
SEVERABILITY; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, there continues to be a shift in demographics in the City of Tamarac;
WHEREAS, to address the changes in the community, and ensure program and
service sustainability in continuance of the City's vision, mission and values, the City
contracted with Ballard*King & Associates, Ltd., for a Comprehensive Fee Study for the
Parks and Recreation Department, a copy of which is attached hereto as Exhibit "A", and
WHEREAS, the Comprehensive Fee Study for the Parks and Recreation
Department is the result of a comprehensive review of the organization and
corresponding data including existing fees for programs and services provided by the City
of Tamarac Parks and Recreation Department; and
WHEREAS, additionally, the Comprehensive Fee Study provides a systematic
direction and goals with regard to determining program costs, measuring cost recovery
Temp. Reso. #13004
8/21 /17
Page 2
and setting Parks and Recreation fees and charges; and WHEREAS, the tasks completed
as part of the Comprehensive Fee Study for the Parks and Recreation Department
include: a) Review Organization and Corresponding Data, b) Identify and/or Recommend
Potential Fees and Charges, and c) Identify Cost Recovery Philosophy, Policy, and
Principles for Implementation; and
WHEREAS, the Director of Parks and Recreation has reviewed the
Comprehensive Fee Study for the Parks and Recreation Department attached hereto as
Exhibit "A" and recommends acceptance of same and adoption of the fees attached
hereto as Exhibit "B"; and
WHEREAS, the City Commission of the City of Tamarac finds that it is in the best
interests of the citizens and residents of the City of Tamarac to accept the Comprehensive
Fee Study for the Parks and Recreation Department and adopt the fee schedule as
proposed by staff.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF TAMARAC, FLORIDA:
SECTION 1: The foregoing "WHEREAS" clauses are hereby ratified and
confirmed as being true and correct and are hereby made a specific part of this Resolution
upon adoption hereof. All Exhibits attached hereto are incorporated herein and made a
Temp. Reso. #13004
8/21/17
Page 3
specific part of this resolution.
SECTION 2: The City Commission of the City of Tamarac, Florida, hereby accepts
the Comprehensive Fee Study for the Parks and Recreation Department, a copy of which
is attached hereto as Exhibit "A".
SECTION 3: The City Commission of the City of Tamarac hereby adopts the
proposed fee schedule, hereto attached as Exhibit "B" and further authorizes the City
Manager to amend the fees as necessary to ensure the sustainability of the Parks and
Recreation Department.
SECTION 4: All resolutions or parts of resolutions in conflict herewith are hereby
repealed to the extent of such conflict.
SECTION 5: If any clause, section, other part or application of this Resolution is
held by any court of competent jurisdiction to be unconstitutional or invalid, in part or
application, it shall not affect the validity of the remaining portions or applications of this
Resolution.
1
Temp. Reso. #13004
8/21 /17
Page 4
SECTION 6: This Resolution shall become effective immediately upon its passage
and adoption.
PASSED, ADOPTED AND APPROVED this .27 day of 2017.
HARR DRESSLER
MAYOR
ATTEST:
PATRICIA T OF L, CMC
CITY CLERK
RECORD OF COMMISSION VOTE:
MAYOR DRESSLER
DIST 1: COMM. BOLTON
DIST 2: COMM. GOMEZ
DIST 3: COMM. FISHMAN
DIST 4: VICE MAYOR PLACKO
I HEREBY CERTIFY THAT I HAVE
APPROVED THIS RESOLUTION
AS TO FORM
*-/Al
SAMU L S. GOREN
CITY ATTORNEY
1
Temp. Reso. #13004 - Exhibit A
Comprehensive Fee Study
Parks & Recreation Department
TAMARAC
The City For Your Lite
Final Report
March 20, 2017
Section
I
Market Review...................................................................1
Section
II
Organizational Review....................................................52
Section
III
Benchmark Study.............................................................61
Section
IV
Fees and Charges Assessment.........................................72
Section
V
Implementation Strategy.................................................86
SectionVI
Appendix...........................................................................91
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Section I — Market Review
As part of the Comprehensive Fee Study for the City of Tamarac Parks & Recreation Department,
Ballard*King & Associates (B*K) has conducted a demographic review and recreation
participation analysis for Tamarac. This information is valuable in understanding the market
realities that must be considered when establishing recreation fees.
The following is a summary of the demographic characteristics of the City along with recreation
and leisure participation standards as produced by the National Sporting Goods Association
(NSGA), also included in participation information provided by the National Endowment of the
Arts (NEA).
B*K accesses demographic information from Environmental Systems Research Institute (ESRI)
who utilizes 2010 Census data and their own demographers for 2016-2021 projections. In addition
to demographics, ESRI also provides data on housing, recreation and entertainment spending and
adult participation in activities. All of this data helps describe the community.
Service Areas: The primary service area for the study is the City of Tamarac proper with
comparison data from Broward County and the State of Florida.
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Table A — Tamarac Demographic Comparison Chart:
City of Tamarac
Population:
2010 Census
60,427'
2016 Estimate
63,956
2021 Estimate
68,261
Households:
2010 Census
28,415
2016 Estimate
29,642
2021 Estimate
31,447
Families:
2010 Census
16,025
2016 Estimate
16,585
2021 Estimate
17,457
Average Household Size:
2010 Census
2.12
2016 Estimate
2.15
2021 Estimate
2.16
Ethnicity 2016 Estimate):
Hispanic
29.1 %
White
63.0%
Black
25.8%
American Indian
0.2%
Asian
2.8%
Pacific Islander
0.05%
Other
5.0%
Multiple
3.2%
Median Age:
2010 Census
47.2
2016 Estimate
48.9
2021 Estimate
50.3
Median Income:
2016 Estimate
$40,264
2021 Estimate
$46,180
Note: The City utilizes Bureau of Economic and Business Research for demographic information
for the budget. This source indicates 62,264 residents in Tamarac in 2016.
1 From the 2000-2010 Census, Tamarac experienced a 189.3% increase in population.
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MARKET REVIEW
City of
Ci Tamarac
.
Comprehensive Fee Study
Age and Income: It is important to compare the median age and median household income levels
to the national levels. Age and income are primary determiners of participation in recreation
activities. The lower the median age, the higher the participation rates are for most activities. The
level of participation also increases as the median income level goes up.
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Table B — Median Ate:
i
i»
. W r�
City of Tamarac
47.2
48.9 J
50.3
Broward County
39.6
40.7
41.1
State of Florida
40.8
41.9
42.5
Chart A — Median Age:
The median age in the City of Tamarac is significantly higher than that of Broward County and
the State of Florida. A higher median age points to service areas with older individuals (retirees).
However, between 2000 and 2010, the median age dropped from 52.9 to 47.2 indicating a move
toward a much younger population during that time frame.
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Households with Children: The following chart provides the number of households and
percentage of households in Tamarac with children and Broward County.
Table C — Households w/ Children
IMEMO=/f
P""' M�U �ffi
City of Tamarac 6,193 21.8%
Broward County 221,320 32.3%
The information contained in Table-C helps further define the presence of families with children.
As a point of comparison in the 2010 Census, 29.8% of households in the State of Florida had
children present.
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City of Tamarac
SComprehensive Fee Study
Map A — Median Aae by Census Block Group
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1� BAL ARD*KING
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study .
Table D — Median Household Income:
20 ection
..
2021
City of Tamarac
$40,264
.
$46,180
Broward County
$52,042
$58,980
State of Florida
$48,377
$54,799
Chart B — Median Household Income:
$60,000
$50,000
o $40,000
U
i.
$30,000
�-o
$20,000
$10,000
$0
2016 2021
■City of Tamarac ■Broward County ■ State of Florida
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Based upon 2016 projections for median household income the following narrative is available:
In the City of Tamarac, the percentage of households with median income over $50,000 per year
is 40.5% compared to 48.9% in Florida. Furthermore, the percentage of the households in Tamarac
with median income less than $25,000 per year is 29.8% compared to a level of 25.0% in Florida.
In Broward County, the percentage of households with median income over $50,000 per year is
52.1 % compared to 48.9% in Florida. Furthermore, the percentage of the households in the County
with median income less than $25,000 per year is 23.3% compared to a level of 25.0% in Florida.
The income level must be balanced with the overall cost of living to determine ability to pay for
entertainment and recreation services.
Chart C — Median Household Income Distribution
100.0%
90.0%
80.0%
70.0%
0
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
City of Tamarac Broward County State of Florida
■>$25,000 ■$25,000-$49,999 ■$50,000+
E
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Map B — Median Household Income by Census Block Group
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Household Budget Expenditures: In addition to studying Median Age and Median Income, it is
important to examine Household Budget Expenditures. In particular, looking at housing
information; shelter, utilities, fuel and public services along with entertainment & recreation can
provide a snapshot into the cost of living and spending patterns in the market areas. The table
below looks at that information and compares the service areas.
is
Table E — Household Budget Expenditures 2:
Housing 72 $14,814.29 31.3%
Shelter 73 $11, 308. 95 23. 9%
Utilities, Fuel, Public Service 72 $3,505.34 7.4%
Entertainment & Recreation 71 1 $2,067.79 4.4%
Housing
99
$20,234.42
31.4%
Shelter
100
$15, 563.83
24.2%
Utilities, Fuel, Public Service
96
$4,670.59
7.2%
Entertainment & Recreation
97
$2,816.81
4.4%
Housing 91
$18,618.57
31.0%
Shelter 91
$14,134.03
23.5%
Utilities, Fuel, Public Service
92
$4,484.54
7.5%
Entertainment & Recreation
91
$2,641.49
4.4%
SPI:
Average Amount Spent:
Percent:
Spending Potential Index as compared to the National number of 100.
The average amount spent per household.
Percent of the total 100% of household expenditures.
Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing percentage.
2 Consumer Spending data are derived from the 2006 and 2007 Consumer Expenditure Surveys, Bureau of Labor
Statistics. ESRI forecasts for 2016 and 2021.
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study .
Chart D — Household Budget Expenditures Spending Potential Index•
100 -
90
80
70
60
z 50
40
30
20
10
0
Housing Shelter Utilities, Fuel, Public Entertainment &
Service Recreation
■ City of Tamarac ■ Broward County ■ State of Florida
Chart D, illustrates the Household Budget Expenditures Spending Potential Index in the service
areas. The SPI follows a consistent pattern with median household income.
Further Narrative on Housing:
The total number of housing units in the City of Tamarac, according to the 2010 Census, is 32,794
and 86.6% of those are occupied, or 28,415 housing units. Of the available units (13.4%) the bulk
are vacant (4.71/o).
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Recreation Expenditures Spending Potential Index: Finally, through the demographic provider
that B*K utilizes for the market analysis portion of the report, we are able to examine the overall
propensity for households to spend dollars on recreation activities. The following comparisons
are possible.
Table F — Recreation Expenditures Spending Potential Index3:
•
Fees for Participant Sports
75
$67.54
Fees for Recreational Lessons
64
$78.94
Social, Recreation, Club Membership
71
$135.83
Exercise Equipment/Game Tables
62
$33.82
Other Sports Equipment
66
1 $6.29
Fees for Participant Sports
104
$92.64
Fees for Recreational Lessons
99
$121.33
Social, Recreation, Club Membership
99
$189.36
Exercise Equipment/Game Tables
88
$48.07
Other Sports Equipment
90
$8.57
Fees for Participant Sports
92
f
$82.64
Fees for Recreational Lessons
85
$104.26
Social, Recreation, Club Membership
88
$169.26
Exercise Equipment/Game Tables
86
$46.69
Other Sports Equipment
89
$8.49
Average Amount Spent: The average amount spent for the service or item in a year.
SPI: Spending potential index as compared to the national number of 100.
3 Consumer Spending data are derived from the 2006 and 2007 Consumer Expenditure Surveys, Bureau of Labor
Statistics.
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& A S S 0 C I� 'r E S I. T D
MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Chart E — Recreation Spending Potential Index•
120
100
80
z
a
60
c
0
40
a�
20
0
Fees for Part Fees for Rec Social,
Exercise Other Sports
Sports Lessons Recreation, Club
Equip/Game Equip
Membership
Tables
■ City of Tamarac ■ Broward County
■ State of Florida
The Spending Potential Index for Recreation is very similar to the Household Budgetary Spending.
The level of spending in Tamarac is lower than Broward County and the of the State of Florida.
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A S S O C I AT E S LT D
MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Map C Entertainment & Recreation Spending Potential Index by Census Block Group
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Map D — City of Tamarac Map:
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MARKET REVIEW
h' of City Tamarac
•
Comprehensive Fee Study
Population Distribution by Age: Utilizing census information for the City of Tamarac, the
following comparisons are possible.
Table G — 2016 City of Tamarac Age Distribution
(ESRI estimates)
of
-5
y �IWMW
2,965
4.6%
WERE
5.5%
-0.9%
5-17
7,374
11.5%
14.3%
-2.8%
18-24
3,937
6.2%
9.1%
-2.9%
25-44
14,868
23.3%
24.7%
-1.4%
45-54
7,601
11.9%
13.3%
-1.4%
55-64
8,616
13.5%
13.4%
+0.1 %
65-74
8,352
13.0%
10.9%
+2.1%
75+
10,241
1 16.1%
8.6%
+7.5%
Population: 2016 census estimates in the different age groups in the City of Tamarac.
% of Total: Percentage of the City of Tamarac /population in the age group.
Florida Population: Percentage of the Florida population in the age group.
. Difference: Percentage difference between the City of Tamarac population and the state population.
Chart F — 2016 City of Tamarac Age Group Distribution
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
The demographic makeup of the City of Tamarac, when compared to the characteristics of the
State of Florida population, indicates that there are some differences with an equal or larger
population in the 55-64, 65-74 and 75+ age groups and a smaller population in the -5, 5-17, 18-
24, 25-44 and 45-54 age groups. The largest positive variance is in the 75+ age group with +7.5%,
while the greatest negative variance is in the 18-24 age group with -2.9%. Again, it should be
noted that the City saw a significant increase in its youth population while the senior age group
decreased significantly. This brought the age distribution closer to that of the state.
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MARKET REVIEW
is Comprehensive
of Tamarac
Comprehensive Fee Study
Population Distribution Comparison by Age: Utilizing census information from the City of
Tamarac, the following comparisons are possible.
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Table H - 2016 City of Tamarac Population Estimates
(U.S. Census Information and ESRI)
VON NO
3,042 2,965
3,059
rg'
Ir ,W"M
+0.6% +6.5%
-5
5-17
7,023
7,374
7,898
+12.5%
+4.1%
18-24
31629
3,937
3,965
+9.3%
+1.7%
25-44
14,817
14,868
15,237
+2.8%
+14.2%
45-54
7,532
7,601
7,498
-0.5%
-6.5%
55-64
7,793
8,616
8,989
+15.3%
+23.1%
65-74
6,615
8,352
9,850
+48.9%
+50.5%
75+
9,976
10,241
11,761
+17.9%
+33.5%
Chart G - City of Tamarac Population Growth
16,000
14,000
12,000
0 10,000
.Y
8,000
a° 6,000
4,000
2,000
0
-5 5-17 yr 18-24 25-44 45-54 55-64 65-74 75+
■2010 ■2016 ■2021
Table H, illustrates the growth or decline in age group numbers from the 2010 census until the
year 2021. It is projected that all but one age group will experience an increase, with 45-54
experiencing a decrease. It must be remembered that the population of the United States as a whole
is aging and it is not unusual to find negative growth numbers in the younger age groups and
significant net gains in the 45 plus age groupings in communities which are relatively stable in
their population numbers.
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Ethnicity and Race: Below is listed the distribution of the population by ethnicity and race for
the City of Tamarac for 2016 population projections. Those numbers were developed from 2010
Census Data.
Table I — City of Tamarac Ethnic Population and Median Age 2016
(Source — U.S. Census Bureau and ESRI)
r,
Hispanic
18,598
38.9
f Von
=25,11,10,
29.1%
Table J — City of Tamarac Population by Race and Median Age 2016
(Source— U.S. Census Bureau and ESRI)
White
X1,11,10,11"ve,i
40,267
57.7
63.0%
73.4%
Black
16,510
36.1
25.8%
16.4%
American Indian
130
45.3
0.2%
0.4%
Asian
1,795
40.0
2.8%
2.8%
•
Pacific Islander
30
34.5
0.05%
0.1%
Other
3,179
33.8
5.0%
4.1 %
Multiple
2,046
30.8 1
3.2%
2.9%
2016 Tamarac Total Population: 63,956 Residents
Chart H — 2016 City of Tamarac Non -White Population by Race
I
• Black
• American Indian
■ Asian
Pacific Islander
5.0% 0.2
Other
0.05%
• Multiple
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MARKET REVIEW
• City of Tamarac
Comprehensive Fee Study
Tapestry Segmentation
Tapestry segmentation represents the 41' generation of market segmentation systems that began 30
years ago. The 67-segment Tapestry Segmentation system classifies U.S. neighborhoods based
on their socioeconomic and demographic compositions. While the demographic landscape of the
U.S. has changed significantly since the 2000 Census, the tapestry segmentation has remained
stable as neighborhoods have evolved.
The value of including this information for Tamarac is that it allows the City to understand better
the consumers/constituents in the community and supply them with the recreation services.
The Tapestry segmentation system classifies U.S. neighborhoods into 67 individual market
segments. More than 60 attributes including; income, employment, home value, housing types,
education, household composition, age and other key determinates of consumer behavior are used
to identify neighborhoods.
The following page and table outline the top 5 tapestry segments in the City of Tamarac and
provides a brief description of each.
• For comparison purposes, the following are the top 10 Tapestry segments, along with percentage
in the United States.
1.
Green Acres (6A)
3.2%
2.
Southern Satellites (10A)
3.2%
3.
Savvy Suburbanites (11))
3.0%
4.
Salt of the Earth (6B)
2.9%
5.
Soccer Moms (4A)
2.8%
15.1%
6. Middleburg (4C) 2.8%
7. Midlife Constants (5E) 2.5%
8. Comfortable Empty Nesters (5A) 2.5%
9. Heartland Communities (6F) 2.4%
10. Old and Newcomers (8F) 2.3%
12.5%
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BAT.T,ARD*KING
Ik:*]& ASSOCIATES LTD
MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Table K — City of Tamarac Tapestry Segment Comparison
(ESRI estimates)
City"' f
Tamarac
Demo ra hics
Percent
Cumulative
Percent
Median Age
Median HH
Income
Retirement Communities (9E)
28.2%
28.2%
52.0
$35,000
The Elders (9C)
15.5%
43.7%
71.8
$35,000
American Dreamers (7C)
14.8%
58.5%
31.8
$48,000
Golden Years (913)
8.7%
67.2% 1
51.0 1
$61,000
Old & Newcomers (817)
7.1%
74.3% 1
38.5 1
$39,000
Retirement Communities (9E) — These communities combine single-family homes and
independent living with apartments, assisted living and continuous care nursing facilities.
Although income and net worth are well below national averages, residents enjoy going to the
theater, golfing and taking vacations. There is a significant Hispanic (10.6%) population in this
segment.
The Elders (9C) — With a median age of 71.8 this is the oldest market. These residents favor
communities designed for senior or assisted living, primarily in warmer climates with seasonal
populations. Population consists of 44% married couples without children; 44% single
households. There is minimal diversity in this segment. Shopping includes apparel and exercise
equipment.
American Dreamers (7C) — Median household income is slightly below average. The majority
of households include younger married -couple families with children and, frequently,
grandparents. Diversity is high; many residents are foreign born, of Hispanic origin. This segment
has a significant Hispanic (43.5%), Other (16.2%) and Black (19.3%) population.
Golden Years (9B) — Independent, active seniors nearing the end of their careers best describes
this segment. This market is primarily singles living alone or empty nesters. They are involved,
focused on physical fitness and enjoying their lives. This market has a median age of 51 years.
There is minimal diversity in this segment. Common leisure activities include; tennis, golf and
exercise walking.
Old & Newcomers (8F) — The focus is more on convenience than consumerism, economy over
acquisition. Neighborhoods are composed of neighborhoods in transition, populated by renters
who are just beginning their careers or retiring. Predominately single households with a mix of
married couples (no children). This segment has a significant Hispanic (11.1%) and Black (10.5%)
population.
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Demographic Summary
The following summarizes the demographic characteristics of the City of Tamarac.
• The City of Tamarac has a population of approximately 64,000 in 2016, which is more than
large enough to support a comprehensive parks and recreation department.
• The median age in Tamarac is significantly older than Broward County and the State of
Florida. However, the population became substantially younger from 2000 to 2010 and
there is expected to be strong growth in the youth age categories in the coming five years.
This indicates that the City is continuing to move from a retirement community to a more
balanced age distribution.
• In the next five years, Tamarac is expected to see an increase in total population, and all
age groups, except that of 45-54 years of age, are expected to see growth. It is noteworthy
that there will be a slower rate of growth in the senior age categories than the state.
• The median household income in Tamarac is lower than Broward County and the State of
Florida. Equally important, the Spending Potential Index for Household Budget
• Expenditures is less as well. This points to a lower cost of living but also a lower ability
to pay for recreation services.
• There is significant diversity in the community with a large Hispanic population as well as
a substantial African American population.
• Development information provided by the City of Tamarac in the fall of 2016, indicates up
to 1,388 new housing units coming into the community in the next few years. This would
indicate that the actual rate of population growth may be higher than what is forecast by
ESRI. In addition, many of these housing units have a greater focus on families rather than
the senior age market. This could lower the median age in the community in the next five
to ten years.
is
:b*:kl&
BAT U"*DING
A S S O C I A T E S L T D
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Sports Participation Numbers:
In addition to analyzing the demographic realities of the City of Tamarac, it is possible to project
possible participation in recreation and sport activities.
Participation Numbers: On an annual basis the National Sporting Goods Association (NSGA)
conducts an in-depth study and survey of how Americans spend their leisure time. This information
provides the data necessary to overlay rate of participation onto the City of Tamarac to determine
market potential. The information contained in this section of the report, utilizes the NSGA's most
recent survey. For that data was collected in 2015 and the report was issued in May of 2016.
B*K takes the national average and combines that with participation percentages of Tamarac based
upon age distribution, median income, region and National number. Those four percentages are
then averaged together to create a unique participation percentage for the City. This participation
percentage when applied to the population of Tamarac then provides an idea of the market potential
for various activities.
b BAU ARD*KING
& ASSOCIATES LTD
Page 22
•
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Community Recreation Related Activities Participation: These activities could be typical
components of an active recreation department.
0
Table L Indoor Recreation Activity Participation Rates for the City of Tamarac
Billiards/Pool
6.4%
5.9%
6.7%
7.4%
6.6%
Boxing
1.0%
1.1%
1.3%
1.2%
1.1%
Exercise w/ Equipment
18.6%
17.2%
19.0%
193%
18.5%
Gymnastics
1.5%
1.4%
1.8%
2.0%
1.7%
Hockey (ice)
0.9%
0.6%
1.1%
1.1%
0.9%
Ice/Figure Skating
1.9%
1.7%
2.0%
2.6%
2.1%
Martial Arts/MMA
1.7%
1.8%
2.6%
2.3%
2.1%
Pilates
1.7%
1.8%
2.0%
1.9%
1.9%
Table Tennis/Ping Pong
3.0%
3.2%
3.3%
3.6%
3.3%
Weight Lifting
10.0%
10.0%
10.5%
12.0%
10.6%
Workout A Clubs
11.9%
10.6%
12.6%
12.6%
11.9%
Wrestling
0.8%
1.0%
1.1%
1.0%
1.0%
Yoga
9.3%
8.8%
1 8.9%
10.6%
9.4%
Age: Participation based on individuals ages 7 & Up in the City of Tamarac.
Income: Participation based on the 2013 estimated median household income in the City of
Tamarac.
Region: Participation based on regional statistics (South Atlantic).
National: Participation based on national statistics.
Average: Average of the four columns.
b*ikz]&
BALLAE *KING
A S S 0 C I _, 'r @ S 1, T D
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Chart I — Comparison of National & Tamarac Participation Percentage (indoor):
Billiards/Pool
S�6%
Boxing
1.1%
Exercise w/ Equipment
$.5%
Gymnastics
1.7% `
Hockey (ice)
0.9%
Ice/Figure Skating.1%
Martial Arts/MMA
2.1%
Pilates
1.9%
Table Tennis/Ping Pong
3.3%
Weight Lifting
w 10.6%
Workout @ Clubs
11.9%
Wrestling
® 1.0%
Yoga
%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
■ City of Tamarac ■National
E b BAL ARD*IQNG Page 24
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•
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Table M Outdoor Recreation Activity Participation Rates for the City of Tamarac
•
Baseball
3.0%
3.8%
4.1%
4.1%
3.8%°
Bicycle Riding
10.6%
10.1%
12.1%
12.4%
11.3%
Canoeing
2.1%
1.6%
2.4%
2.5%
2.2%
Football (tackle)
1.9%
2.2%
3.1%
2.7%
2.5%
Golf
6.3%
3.7%
6.0%
6.4%
5.6%
Hiking
12.7%
11.1%
10.5%
14.4%
12.2%
Kayaking
2.8%
1.4%
3.7%
3.2%
2.8%
Lacrosse
0.7%
0.3%
1.0%
1.0%
0.8%
Mtn -Biking (off -road)
1.6%
1.3%
1.6%
1.9%
1.6%
Skateboarding
1.4%
1.9%
2.0%
1.9%
1.8%
Soccer
3.4%
3.6%
5.5%
4.9%
4.4%
Softball
2.6%
2.3%
1 3.4%
3.4%
2.9%
Tennis
3.7%
2.9%
1 4.2%
4.4%
3.8%
Age: Participation based on individuals ages 7 & Up in the City of Tamarac.
Income: Participation based on the 2013 estimated median household income in the City of
Tamarac.
Region: Participation based on regional statistics (South Atlantic).
National: Participation based on national statistics.
Average: Average of the four columns.
b� BALL"1D*KING
� & A s s n C I -A T E S I, T n
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MARKET REVIEW
City of Tamarac
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Chart J — Comparison of National & Tamarac Participation Percentage (outdoor):
Baseball �.8%
Bicycle Riding °o
Canoeing 2%
Football (tackle) 2.5%
Golf
Hiking o
Kayaking 2.8%
Lacrosse 0.8%
Mtn Biking (off road) 1.6%
Skateboarding 1.8%
Soccer 4.4%
Softball 2.9%
Tennis 3.8%
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0%
■City of Tamarac ■National
16.0%
b BAUARD*MNG Page 26
& A Sg0CIA'r ES LTD
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Table N Indoor/Outdoor Recreation Activity Participation Rates for the City of Tamarac
•
•
Aerobics
14.7%
13.4%
14.8%
15.5%
14.6%
Basketball
6.4%
8.1%
8.8%
8.5%
8.0%
Cheerleading
0.9%
1.4%
1.1%
1.3%
1.2%
Exercise Walking
38.1%
36.3%
35.3%
36.6%
36.6%
Running/Jogging
12.4%
12.3%
14.6%
15.3%
13.6%
Swimming
14.1%
13.8%
16.3%
15.9%
15.0%
Volleyball
2.8%
2.8%
3.7%
3.7%
3.2%
Age: Participation based on individuals ages 7 & Up in the City of Tamarac.
Income: Participation based on the 2013 estimated median household income in the City of
Tamarac.
Region: Participation based on regional statistics (South Atlantic).
National: Participation based on national statistics.
Average: Average of the four columns.
~/r
�� ,��
;, ��
f r
I r r„,,. , r1
i �%
� .,.�„ ,,. ,�
r
Did Not Participate
23.9%
,;,:,r
1 24.8% 24.0%
22.1 %
23.7%
Note: "Did Not Participate" refers to all 55 activities tracked by the NSGA.
�j BA LARD*KING
li & A s s o c i A r H: s i.•r u
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MARKET REVIEW
City of Tamarac
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Chart K — Comparison of National & Tamarac Participation Percentage (in/out):
Aerobic 14.6%
Basketball ■ 8.0%
Cheerleading 1 1.2%
Exercise Walking 36.6%
Running/Jogging ® 13.6%
Swimming 15.0%
Volleyball =3•2%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%
■City of Tamarac ■National
b BAL AR1 *YJNG Page 28
R A S S 0 C 1
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MARKET REVIEW
City of Tamarac
is Comprehensive Fee Study
Anticipated Participation Numbers by Activity: Utilizing the average percentage from Tables-
L, M, N above plus the 2010 census information and census estimates for 2015 and 2020 (over
age 7) the following comparisons are available.
Table O - Recreation Activity Participation Rates for the City of Tamarac
i f /'FF"� ✓`rl �-F
Billiards/Pool
/ /` / % rf'l/'
6.6%
'/'r�,'r �
3,721
3,950
4,228
+507
Boxing
Exercise w/ Equipment
1.1 %
18.5%
642
10,440
682
11,084
729
11,863
+87
+1,422
Gymnastics
1.7%
937
995
1,064
+128
Hockey (ice)
0.9%
519
551
589
+71
Ice/Figure Skating
2.1%
1,158
1,230
1,316
+158
Martial Arts/MMA
2.1%
1,188
1,261
1,350
+162
Pilates
1.9%
1,049
1,113
1,191
+143
Table Tennis/Ping Pong
3.3%
1,839
1,953
2,090
+251
Weight Lifting
10.6%
5,986
6,355
6,801
+815
Workout @ Clubs
11.9%
6,712
7,125
7,626
+914
Wrestling
1.0%
546
580
620
+74
Yoga
9.4%
5,292
5,618
6,013
+721
1"NEO/In
Baseball
3.8% 2,116
2,247
2,405 +288
Bicycle Riding
11.3%
6,365
6,757
7,232
+867
Canoeing
2.2%
1,215
1,290
1,381
+166
Football (tackle)
2.5%
1,394
1,480
1,584
+190
Golf
5.6%
3,159
3,353
3,589
+430
Hiking
12.2%
6,863
7,286
7,798
+935
Kayaking
2.8%
1,562
1,658
1,775
+213
Lacrosse
0.8%
424
450
482
+58
Mtn -Biking (off -road)
1.6%
902
958
1,025
+123
Skateboarding
1.8%
1,007
1,069
1,145
+137
Soccer
4.4%
2,452
2,603
2,786
+334
Softball
2.9%
1,644
1,745
1,868
+224
Tennis
3.8%
2,139
2,271
2,431
+291
Is Page 29
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& A 5 S 0 C t� T E S t. 'r U
MARKET REVIEW
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xfF
Aerobic
14.6%
8,218
8,725
9,338 +1,120
Basketball
8.0%
4,480
4,756
5,090 +610
Cheerleading
1.2%
659
700
749 +90
Exercise Walking
36.6%
20,605
21,875
23,412 +2,807
Running/Jogging
13.6% 1
7,689
8,164
8,737 +1,048
Swimming
15.0% 1
8,470
8,992
9,623 +1,154
Volleyball
3.2% 1
1,824
1,937 1
2,073 +249
ffir
r
Did Not Participate 23.7% 13,34� 6 14,169 15,164 +1,818
Note: The "Did Not Participate" statistics refers to all 55 activities outlined in the NSGA 2015
Survey Instrument.
b BAU ARD*KING Page 30
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MARKET REVIEW
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• Comprehensive Fee Study
Participation by Ethnicity and Race: The table below compares the overall rate of participation
nationally with the rate for Hispanics and African Americans. Utilizing information provided by the
National Sporting Goods Association's 2015 survey, the following comparisons are possible.
Table P Comparison of National, African American and Hispanic Participation Rates
0
Aerobic
14.6%
15.5%
12.0%
15.4%
Baseball
3.8%
4.1%
2.3%
4.8%
Basketball
8.0%
8.5%
11.9%
7.2%
Bicycle Riding
11.3%
12.4%
6.7%
12.6%
Billiards/Pool
6.6%
7.4%
4.9%
7.6%
Boxing
1.1%
1.2%
1.7%
2.7%
Canoeing
2.2%
2.5%
0.8%
1.8%
Cheerleading
1.2%
1.3%
1.4%
1.2%
Exercise Walking
36.6%
36.6%
23.6%
30.3%
Exercise w/ Equipment
18.5%
19.3%
12.2%
16.1%
Football (tackle)
2.5%
2.7%
4.0%
3.5%
Golf
5.6%
6.4%
1.2%
5.0%
Gymnastics
1.7%
2.0%
3.4%
2•4%
Hiking
12.2%
14.4%
2.8%
15.3%
Hockey (ice)
0.9%
1.1%
0.6%
0.8%
Ice/Figure Skating
2.1%
2.6%
1.4%
3.1%
Kayaking
2.8%
3.2%
0.6%
2.4%
Lacrosse
0.8%
1.0%
1.1%
1.1%
Martial Arts/MMA
2.1%
2.3%
1.7%
2.2%
Mtn. Biking (off -road)
1.6%
1.9%
0.9%
2.4%
Pilates
1.9%
1.9%
2.0%
2.5%
Running/Jogging
13.6%
15.3%
10.3%
16.9%
Skateboarding
1.8%
1.9%
0.9%
1.8%
Soccer
4.4%
4.9%
2.4%
6.3%
Softball
2.9%
3.4%
.8%
].99%/.
3.4%
Swimming15.0%
15.9%
12.0%
Table Tennis/Ping Pong
3.3%
3.6%
2.2%
3.1%
Tennis
3.8%
4.4%
3.1%
4.1 %
Volleyball
3.2%
3.7%
3.3%
3.4%
Weight Lifting
10.6%
12.0%
8.2%
12.3%
Workout Chub
11.9%
12.6%
9.0%
12.0%
Wrestling
1.0%
1.0%
1.0%
1.9%
Yoga
9.4%
10.6%
6.5%
10.3%
Did Not Participate
23.7%
22.1%
1 28.0%
1 24.3%
• Page 31
b*k]&
BAL A"*KING
A s s o c I A T F, 5 L T D
Tamarac Part:
National Rate:
African American Rate:
Hispanic Rate:
b BAU A"*KING
& A S S 0 c IA'rEs Lrti
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The unique participation percentage developed for the City of Tamarac.
The national percentage of individuals who participate in the given activity.
The percentage of African -Americans who participate in the given activity.
The percentage of Hispanics who participate in the given activity.
Page 32
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MARKET REVIEW
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Summary of Sports Participation: The following chart summarizes participation in both indoor and
outdoor activities utilizing information from the 2015 National Sporting Goods Association survey.
•
Table O - Sports Participation Summary
1�1f
Exercise Walking
`` / �
1
rr / /
106.3
1
r ,/ N ,/"r;
.
36.6%
Exercising w/ Equipment
2
56.3
2
18.5%
Swimming
3
46.3
3
15.0%
Aerobic Exercising
4
45.1
4
14.6%
Running/Jogging
5
44.5
5
13.6%
Hiking
6
42.0
6
12.2%
Workout Club
8
36.6
7
11.9%
Bicycle Riding
9
36.0
8
11.3%
Weight Lifting
11
34.8
9
10.6%
Yoga
13
30.7
10
9.4%
Basketball
14
24.8
11
8.0%
Billiards/Pool
15
21.5
12
6.6%
Golf
17
18.6
13
5.6%
Soccer
20
14.1
14
4.4%
Tennis
21
12.8
15
3.8%
Baseball
23
11.8
15
3.8%
Volleyball
24
10.7
18
3.2%
Table Tennis/Ping Pong
25
1 10.5
17
3.3%
Softball
27
9.8
19
2.9%
Kayaking
29
9.2
20
2.8%
Football (tackle)
32
7.8
21
2.5%
Ice/Figure Skating
33
7.6
23
2.1%
Canoeing
34
7.4
22
2.2%
Martial Arts / MMA
36
6.6
23
2.1%
Gymnastics
39
5.8
27
1.7%
Skateboarding
40
5.7
26
1.8%
Mtn -Biking (off -road)
41
5.6
28
1.6%
Pilates
42
5.6
25
1.9%
Cheerleading
46
3.7
29
1.2%
Boxing
47
3.6
30
1.1%
Hockey (ice)
50
3.3
32
0.9%
Wrestling
51
3.0
31
1.0%
Lacrosse
52
2.9
33
0.8%
a This rank is based upon the 55 activities reported on by NSGA in their 2015 survey instrument.
• EbBAT,T.ARD*KING Page 33
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Nat'l Rank: Popularity of sport based on national survey.
Nat'l Participation: Percent of population that participate in this sport on national survey.
Tamarac Service Rank: The rank of the activity within the City of Tamarac.
Tamarac %: Ranking of activities based upon average from Table-L, M, and N.
b� BALi ARD*IQNG Page 34
Associ ATE;s � i. •r i
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MARKET REVIEW
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• Comprehensive Fee Study
Chart L - Sports Participation in the City of Tamarac
•
Exercise Walking
36.6%
Exercising w/ Equipment
1 18.5%
Swimming
15.0%
Aerobic Exercising
14.6%
Running/Jogging
0
13. o
Hiking
12.2%
Workout c, Club
11.9%
Bicycle Riding
11.3%
Weight Lifting
10.6%
Yoga
9.4%
Basketball
8.0%
Billiards/Pool
6.6%
Golf
5.6%
Soccer
4.4%
Tennis
3.8%
Baseball
3.8%
Volleyball
' 3.2%
Table Tennis/Ping Pong
� 3.3%
Softball
2.9%
Kayaking
2.8%
Football (tackle)
2.5%
Ice/Figure Skating
2.1%
Canoeing
� 2.2%
Martial Arts / MMA
2.1%
Gymnastics
1.7%
Skateboarding
1.8%
Mtn -Biking (off -road)
1.6%
Pilates
1.9%
Cheerleading
= 1.2%
Boxing
= 1.1%
Hockey (ice)
■ 0.9%
Wrestling
M 1.0%
Lacrosse
■ 0.8%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%
■City of Tamarac
• Page 35
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Participation by Age Group: Within the NSGA survey, participation is broken down by age groups. The
following is the top 3 age groups participating in the activities (nationally) reflected in this report.
Chart R — Participation by Age Group:
-Activity
Largest
Second Largest
Third Largest
Exercise Walking
55-64
65-74
45-54
Exercise w/ Equipment
18-24
25-34
35-44
Swimming
7-11
12-18
35-44
Aerobic Exercising
25-34
35-44
18-24
Running/Jogging
18-24
12-17
25-34
Hiking
25-34
35-44
45-54
Workout 2 Club
18-24
25-34
35-44
Bicycle Riding
7-11
12-17
45-54
Weight Lifting
18-24
25-34
35-44
Yoga
25-34
18-24
35-44
Basketball
7-11
12-17
18-24
Billiards/Pool
35-44
25-34
18-24
Golf
65-75
55-64
45-54
Soccer
7-11
12-17
18-24
Tennis
12-17
25-34
7-11
Baseball
7-11
12-17
25-34
Volleyball
12-17
7-11
18-24
Table Tennis/Ping Pong
7-11
18-24
12-17
Softball
12-17
7-11
35-44
Kayaking
25-34
35-44
18-24
Football (tackle)
12-17
7-11
18-24
Ice/Figure Skating
7-11
12-17
18-24
Canoeing
7-11
12-17
25-34
Martial Arts/MMA
7-11
12-17
25-34
Gymnastics
7-11
12-17
25-34
Skateboarding
7-11
12-17
18-24
Mtn. Biking (off -road)
25-34
35-44
12-17
Pilates
25-34
35-44
18-24
Cheerleading
7-11
12-17
18-24
Boxing
25-34
18-24
12-17
Hockey (ice)
12-17
7-11
18-24
Wrestling
12-17
7-11
18-24
Lacrosse
12-17
7-11
18-24
Did Not Participate
75+
55-64
65-74
Largest: Age group with the highest rate of participation.
Second Largest: Age group with the second highest rate of participation.
Third Largest: Age group with the third highest rate of participation.
b BAU ARD*KING Page 36
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E
•
Market Potential Index for Adult Participation: In addition to examining the participation
numbers for various sports activities through the NSGA 2015 Survey and the Spending Potential
Index for Entertainment & Recreation, B*K can access information about Sports & Leisure Market
Potential. The following information illustrates participation rates for adults in various activities
in the City of Tamarac.
Table S — Market Potential Index for Adult Participation in Activities
Aerobics 3,985 7.4%
88
Baseball
2,435
4.5%
99
Basketball
4,191
7.8%
95
Bicycling (mountain)
1,766
3.3%
85
Bicycling (road)
4,441
8.3%
83
Canoeing/Kayaking
2,443
4.6%
82
Football
2,309
4.3%
92
Frisbee
1,744
3.3%
76
Golf
5,053
9.4%
103
Hiking
4,353
8.1 %
82
Ice Skating
1,050
2.0%
80
Jogging/Running
5,806
10.8%
82
Pilates
1,242
23%
84
Soccer
1,613
3.0%
79
Softball
1,701
3.2%
93
Swimming
7,315
13.6%
88
Tennis
1,913
3.6%
90
Volleyball
1,344
2.5%
77
Walking for Exercise
13,957
26.0%
97
Weight Lifting
4,805
9.0%
91
Yoga
1 3,219
6.0%
1 85
Expected # of Adults: Number of adults, 18 years of age and older, participating in the activity in the City of
Tamarac.
Percent of Population: Percent of the service area that participates in the activity.
MPI: Market potential index as compared to the national number of 100.
This table indicates that the overall propensity for adults to participate in the various activities
listed is greater than the national number of 100 in only 1 of 21 instances. In many cases when a
participation number is lower than the National number, primary factors include a lack of facilities
or an inability to pay for services and programs.
D*bBAT,LARD*KING
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Sports Participation Trends: Below are listed a number of sports activities and the percentage
of growth or decline that each has experienced nationally over the last ten years (2005-2014).
Table T - National Activity Trend (in millions)
Increasing in Popularity
rf/ f•�f,= rjir .. .. �
Yogas
f:.: f r. -_ !, l;?` fir'
. .,
10.7
� 'r' '"",/fl."1;s^'," � rr"
30.7
+186.9%j
Lacrosse
1.2
2.9
+141.7%
Kayaking 7
0.0
9.2
+55.9%
Running/Jogging
28.8
44.5
+54.5%
Gymnastics
0.0
5.8
+48.7%
Hiking
34.0
42.0
+35.5%
Aerobic Exercising
33.7
45.1
+33.8%
Hockey (ice)
2.6
3.3
+26.9%
Tennis
12.3
12.8
+23.1 %
Exercise Walking
87.5
106.3
+21.5%
Exercising w/ Equipment
52.4
56.3
+7.4%
Weight Lifting
32.9
34.8
+5.8%
Canoeing
7.1
7.4
+4.2%
Martial Arts/MMA9
0.0
6.6
+3.1 %
Pilates10
0.0
5.6
+1.8%
Bicycle Riding 1
35.6
36.0
+1.1%
Soccer 1
12.8
14.1
+0.7%
2015 Participation
2006 Participation:
Percent Change:
5 Change since 2007.
6 Change since 2007.
Change since 2007.
8 Change since 2009.
9 Change since 2013.
10 Change since 2014.
The number of participants per year in the activity (in millions) in the United States.
The number of participants per year in the activity (in millions) in the United States.
The percent change in the level of participation from 2005 to 2014.
C,
•
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Comprehensive Fee Study
Decreasing in Popularity
2006 Participation
2015 Participation
Percent Change
Workout Club
35.2
36.6
-1.1%
Cheerleading
3.3
3.7
-2.6%
Volleyball
11.1
10.7
-3.6%
Boxing
3.8
3.6
-5.3%
Basketball
26.7
24.8
-7.1 %
Ice/Figure Skating
8.211
7.6
-7.3%
Swimming
56.5
46.3
-18.1%
Baseball
14.6
11.8
-19.2%
Softball
12.4
9.8
-21.0%
Wrestling
3.8
3.0
-21.1 %
Table Tennis/Ping Pong 12
13.3
10.5
-21.1 %
Football (tackle)
10.1
7.8
-22.8%
Golf
24.4
18.6
-23.8%
Billiards/Pool
31.8
21.5
-31.8%
Mountain Biking (off -road)
8.5
5.6
-34.1%
Skateboarding
9.7
5.7
-41.2%
2015 Participation: The number of participants per year in the activity (in millions) in the United States.
2006 Participation: The number of participants per year in the activity (in millions) in the United States.
Percent Change: The percent change in the level of participation from 2005 to 2014.
' 1 Change since 2012.
12 Change since 2009.
•
BAT.T,ARI)�KING
& ASSOCIATES LTD
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MARKET REVIEW
City of Tamarac
Comprehensive Fee Study
Table U - Sports Participation Trends Beyond 10-Year History by Millions
Aerobic Exercise
23.3
23.1
26.7
33.7
38.5
45.1
Baseball
15.6
15.7
15.6
14.6
12.5
11.8
Basketball
26.3
30.1
27.1
29.9
26.9
24.8
Bicycle Riding
55.3
56.3
43.1
43.1
39.8
36.0
Billiards/Pool
28.1
31.1
32.5
37.2
24.0
21.5
Boxing
-
-
-
-
-
12
Canoeing
8.9
8.7
6.2
-
-
7.4
Cheerleading
-
-
-
3.3
-
3.7
Exercise Walking
71.4
70.3
81.3
86.0
95.8
106.3
Exercising w/ Equipment
35.3
44.3
44.8
54.2
55.3
56.3
Football (tackle)
8.3
8.0
9.9
9.3
7.8
Golf
23.0
24.0
26.4
24.7
21.9
18.6
Gymnastics
-
-
-
-
4.8
5.8
Hiking
22.0
25.0
24.3
29.8
37.7
42.0
Hockey (ice)
1.9
2.2
1.9
2.4
3.3
3.3
Ice/Figure Skating
6.5
7.7
-
-
-
7.6
Kayaking
-
3.5
-
-
5.6
9.2
Lacrosse
-
-
-
-
2.6
2.9
Martial Arts/MAA
-
4.5
5.4
-
-
6.6
Mtn. Biking (off -road)
-
6.7
7.1
9.2
7.2
5.6
Pilates
-
-
-
-
-
5.6
Running/Jogging
23.8
20.6
22.8
29.2
35.5
44.5
Skateboarding
7.4
4.5
9.1
12.0
7.7
5.7
Soccer
10.9
12.0
12.9
14.1
13.5
14.1
Softball
20.1
17.6
14.0
14.1
10.8
9.8
Swimming
67.5
61.5
58.8
58.0
51.9
46.3
Table Tennis/Ping Pong
11.8
9.3
-
-
12.8
10.5
Tennis
18.4
12.6
10.0
11.1
12.3
12.8
Volleyball
23.2
18.0
12.3
13.2
10.6
10.7
Weight Lifting
-
-
22.8
35.5
31.5
34.8
Workout g club
-
-
-
34.7
36.3
36.6
Wrestling
-
-
-
-
2.9
3.0
Yoga
-
-
-
-
20.2
30.7
Did Not Participate
-
-
-
-
-
64.4
b* BAL AR1>>j 1QNG Page 40
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MARKET REVIEW
• City of Tamarac
Comprehensive Fee Study
Non -Sport Participation Statistics: It is important to note participation rates in non -sport
activities. While there is not an abundance of information available for participation in these types
of activities as compared to sport activities, there are statistics that can be utilized to help determine
the market for cultural arts activities and events.
There are many ways to measure a nation's cultural vitality. One way is to chart the public's
involvement with arts events and other activities over time. The National Endowment for the Art's
Survey of Public Participation in the Arts remains the largest periodic study of arts participation
in the United States. It tracks various arts activities that Americans (aged 18 and over) report
having done in the course of a year. It also asks questions about adults' preferences for different
kinds of music, and it seeks to understand participation in non -arts leisure events such as sports
and exercise, outdoor activities and civic and social affairs.
The participation numbers for these activities are national numbers and the information falls into
the following categories:
• Visual & Performing Arts Attendance
• Arts Consumption Through Electronic Media
• • Creating, Performing and Sharing Art
• Participation in Arts Learning Activities
• Reading and Film Attendance
•
[b* BALLARD*KING
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MARKET REVIEW
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Comprehensive Fee Study •
Visual & Performing Arts Attendance
Table V - Percentage of U.S. Adult Attending a Performing Arts Activity at Least Once in
the Past 12-Months
Jazz
10.8% 7.8% 8.1%
-3.0%
+0.3%
Classical Music
11.6%
9.3% 8.8%
-2.3%
-0.5%
Opera
3.2%
2.1% 2.1%
-1.1%
+0.0%
Latin Music
Not Asked
4.9% 5.1%
NA
+0.2%
Outdoor Performing
Not Asked
20.8% 20.8°/a
NA
+0.0%
Arts Festival
,
Musical Plays 17.1% 16.7% 15.2% -0.4% -1.5%
Non -Musical Plays 12.3% 9.4% 8.3% -2.9% -1.1%
Ballet 3.9% 2.9% 2.7% -1.0% -0.2%
Other Dance 6.3% 5.2% 5.6% -1.1% +0.4%
• Following a sharp decline in overall arts attendance that occurred from 2002-2008,
participation rates held steady from 2008-2012.
Changes in the U.S. demographic composition appear to have contributed to the overall
declines in performing arts attendance. Still, various subgroups of Americans have
maintained or increased attendance rates for individual art forms.
bI*A, BAII ARD*K�.MG Page 42
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City of Tamarac
• Comprehensive Fee Study
Table W Percentage of U.S. Adults Attending Visual Arts Activities or Events
•
f`
17100/0
Art Museums/Galleries
i
26.5%
22.7%
21 0%
-3.8% -1.7%
Parks/Historical Buildings
33.4%
24.5%
22.4%
-8.9% -2.1%
Craft/Visual Arts Festivals
31.61/o
24.9%
23.9%
-6.7% -1.0%
Table X Percentage of Adults Attending Live Music Performance by Genre in the Past 12-
Months
Jazz
15.9%
Latin
9.1 %
Classical
18.2%
Opera
4.8%
Hymns
14.2%
Country
20.2%
Rap
8.7%
Blues
13.1 %
Folk
9.8%
Pop/Rock
43.6%
• Visual arts attendance has declined significantly since 2002.
• These 10-year declines were experienced by all demographic subgroups, with one
exception; the nation's oldest Americans (75+) were more likely to attend visual arts
activities than a decade ago.
• BALLARD*Page 43
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City of Tamarac
Comprehensive Fee Study
Arts Consumption Through Electronic Media
Table Y - Percentage of Adults Who Watched or Listened to an Arts Broadcast or Recording
at least Once the Past 12-Months via TV/Radio or Internet
Jazz
9.6%
5.2%
11.8%
Lain, Spanish, or Salsa
10.5%
5.4%
12.6%
Classical
11.7%
5.8%
13.6%
Opera
3.6%
1.5%
4.3%
Other Music13
40.1%
24.9%
46.9%
Theater Productions (musical or stage play)
6.2%
2.1%
7.1%
Ballet, Modern, or Contemporary
3.90/,
1.3%
4.5%
Other Dance Programs or Shows
8.3%
2.2%
9.2%
Programs or Info. About Visual Arts
7.6%
4.1%
9.4%
Programs or Info. About Books or Writers
7.5% 1
5.3% 11
10.0%
Other Books, Stories, or Poetry Read Aloud
3.8% 1
4.6% 1
7.1%
Table Z - Percentage of U.S. Adults Who Used Mobile or Handheld Devices to Explore the
Arts: 2012
US Adult Population Used Mobile/Handheld Device for Any Reason 53.2%
Read, Listen, Download any Novel, Short Story, Poetry or Plays 16.0%
Watch, Listen, or Download Any Music 3.4%
Download or View Any Visual Arts 7.9%
• Americans were more likely to watch or listen to broadcast arts performances using
traditional sources such as TV and radio than the Internet.
Nearly half of all American adults watched or listened to a broadcast or recorded
performance of rock, pop, country, folk, rap or hip -hop music in 2012.
• Over two-thirds of people watching dance performances via median in 2012 were women.
Nearly three-quarters of the adult audience was 25-64.
13 Rock, pop, country, folk, rap or hip -hop
•
�bk -� $AU ARD*YJNG Page 44
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Creating, Performing and Sharing Art
Table AA — Percentatle of American Adults EnEap-iny- in the Performing Arts: 2012
Play a Musical Instrument
r'
r
12.1%
Play a Musical Instrument (with others)
5.1%
Do Any Acting
1.4%
Do Any Social Dancing
31.6%
Do Any Formal Dancing
5.1%
Perform or Practice Singing
8.7%
Do Any Singing w/ Other People
6•8%
• Social dancing is the most common way Americans performed art in 2012, followed by
playing a musical instrument.
• Women are more likely than men to dance. The rates of dance participation are highest for
young adults (18-34) and increase with educational level and family income.
•
• Page 45
b BAT.T,ARDKING
x A S S O C I ATE S LTD
MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Table AB - Percentage of Adults Who Practiced or Performed Music of Various Types
r �rl L'lflfi /� Ilf' r r�pr
J /�011I
Jazz 1.3%
1.4% 1.0%
+0.1% -0.4%
Classical Music 1.8%
3.1%
2.3%
+1.3%
-0.8%
Opera 0.7%
0.4%
0.4%
-0.3%
+0.0%
Latin Music N/A
N/A
1.3%
N/A
N/A
Choral or Glee Club 4.8%
5.2%
3.2%
+0.4%
-2.0%
Musical or Non -Musical 2.8%
1.0/
0.9%
-1.8%
-0.1%
Chart M - Percentage of U.S. Adult Population Attending Arts Performances:
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
N
O �
U
U
�
c3
C
_U
U
O
�
U
U
�Zr
G
■ 2002 ■ 2008 ■ 2012
• The percentage of American adults who performed or practiced jazz, classical music, or
opera has not changed much since 2002.
• The percentage of people in a choral or glee club orwho performed in a musical or non-
musical stage play has declined since 2002.
b BAU ARD*KING Page 46
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MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Table AC Percentage of Adults Creating or Performing Arts During the Last 12 Months
Music
5.0%J
Dance
1.3%
Films/Videos
2.8%
Photos
12.4%
Visual Arts
5.7%
Scra books
6.5%
Creative Writing
5.9%
Table AD — Percentage of U.S. Adults Using Electronic Media to Create or Perform Art in
the Past 12 Months by Art Form
t VIA
Recorded, Edited, or Remixed Music
✓.-, „. r
4.4%
Recorded, Edited or Remixed Dance
0.9%
Recorded, Edited or Remixed Films or Videos
2.2%
Edited Photos
13.0%
• 19% of American adults in 2012 used electronic media to share art that they themselves
had created, edited or remixed.
• Men are more likely than women to use electronic media to create, perform, or share art.
This pattern stands in contrast to most forms of arts participation, in which women typically
lead men.
• Large proportions of adults who create music or visual art do so through electronic media.
• 12% of Americans take photographs for artistic purposes, making photography the most
common form of arts creation.
• b* BALLARD*KING
Page 47
k& A S S 0 C I A T E S L T D
MARKET REVIEW
City of Tamarac
Comprehensive Fee Study •
Participation in Arts Learning Activities
Table AE - Percentage of U.S. Adults Who Took Arts Lessons or Classes During their
Lifetime by Form of Art Studied
%f .Jf
if33.9% 34.0%
7Actingor
F'.{,'x%j
35.6%
� �'r
+0.1% +16%
16.5%
17.0%
19.3%
+0.5%
+2.3%
eater
7.0%
5.9%
7.1%
-1.1%
+1.2%
Photography or Film
N/A
N/A
9.4%
N/A
N/A
Dance
N/A
12.1 %
16.7%
N/A
+4.6%
Creative Writing
13.1%
11.3%
15.4%
-1.8%
+4.1%
Art Apprec. or History
18.3%
13.8%
17.6%
-4.5%
+3.8%
Music Appreciation
16.1%
11.0%
13.80/o
-5.101.
+2.8%
Chart N - Percentage of U.S. Adult Population Attending Arts Performances:
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
�
-6b
o
s
Q
3
s
>
r
e 2002 ■ 2008
■ 2012
• Music is the art form most commonly studied, through either voice -training or learning to
play an instrument.
•
•
�b BAUAR *f aNG Page 48
x AssociA'rES
MARKET REVIEW
City of Tamarac
• Comprehensive Fee Study
Table AF Percentage of U.S. Adults Who Took Arts Lessons or Classes During the Past
12-Months
•
11
f
Music 1.4% 1.3%2.0%
-0.1% +0.7%
Visual Arts
1.7%
2.0%
2.0%
+0.3%
+0.0%
Acting or Theater
0.5%
0.3%
0.3%
-0.2%
+0.0%
Photography or Film
N/A
N/A
1.2%
N/A
N/A
Dance
N/A
1.1%
1.8%
N/A
+0.7%
Creative Writing
1.0%
1.3%
1.7%
+0.3%
+0.4%
Art Apprec. or History
1.0%
1.3%
1.50
+0.3%
+0.2%
Music Appreciation
0.6%
0.5%
1.0%
-0.1%
+0.5%
Chart O Percentage of U.S. Adult Population Attending Arts Performances:
2.0%
1.8%
1.6%
1.4%
1.2%
1.0%
0.8%
0.6%
0.4%
0.2%
0.0%
F
�_
U
t:
C
a
ti b
3
_
>
U
y
a
Q
U
d
d
■ 2002 ■ 2008 ■ 2012
• Childhood experience in the arts is significantly associated with educational level obtained
in adulthood. Over 70% of college graduates said they visited an art museum or gallery as
a child, compared with 42% of adults who have only a high school diploma.
b BALL.ARD KING
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Reading and Film Attendance
Table AG — Reading Activity
An
Read any Book, non -required
56.6%
54.3%
54.6%
-2.3%
+0.3%
Literature
46.7%
50.2%
47.0%
+3.5%
-3.2%
Novels or Short Stories
45.1%
47.0%
45.2%
+1.9%
-1.8%
Plays
3.6%
2.6%
2.9%
-1.0%
+0.3%
Poet
12.1%
8.3%
Chart P — Reading Activity
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Read any Book Literature Novels/Short Plays Poetry
Stories
■ 2002 ■ 2008 ■ 2012
• Women are far more likely to read books or literature than are men.
• Men are more likely to read nonfiction than fiction, while the opposite is true for women.
• Reading of books and literature has increased among older adults in the past decade.
Ak* BALLARI *IQNG Page 50
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Comprehensive Fee Study
Table AH - Percentage of U.S. Adults who Read During the Past 12 Months by Frequency
(number of books read):
IM
,ter,., B,
All Adults
Light (1-5)
29.4%
26.1%
23.40/-
-3.3%
-2.7%
Moderate (6-11)
7.4%
10.9%
10.4%
+3.5%
-0.5%
Frequent (12-49)
15.7%
%
a4.6
13.2%
-2.0%
-0.5%
Avid (50+)
4.1%E
4.6%
+0.5%
+0.0%
All Book Readers
Light (1-5)
51.9%
48.1%
48.3%
-3.8%
+0.2%
Moderate (6-11)
13.0%
20.0%
19.1%
+7.0%
-0.9%
Frequent (12-49)
1 27.8%
1 25.2%
2
4�/;Vou��-Offl/`
-2.6%
-1.0%
Avid (50+)
7.3%
6.7%
+1.7%
Chart Q - All Book Readers Rate of Consumption
• Over half of Amerian adults read at least one book in 2012. This is unchanged from
2008, but in 2002 slightly more adults read books.
• About 4% of adults belonged to a book club or reading group in 2012.
• b� BA LARD*KING Page 51
�1 & A S S 0 C I A T is S LTD
ORGANIZATIONAL REVIEW
City of Tamarac
Comprehensive Fee Study •
Section II — Organizational Review
One of the important steps in developing a Comprehensive Fee Study is having a clear
understanding of the inner workings of the Parks & Recreation Department.
Parks & Recreation Department Description
The Tamarac Parks & Recreation Department is a full -service agency that offers a wide range of
programs and services in its parks and recreation facilities as well as social service and
transportation services. There are four major divisions with the Department with the following
description:
Recreation
The Recreation Division provides a variety of programs, events and services designed to
make a difference and improve the quality of life by providing fitness and wellness
activities, athletic programs, youth, teen, adult and senior classes, educational sessions,
summer camp, special events, and cultural activities.
Aquatics •
The Caporella Aquatic Center features a 25-meter x 25-yard heated pool with zero depth
entry, a large waterslide, a children's area which includes a water playground, a pavilion
that accommodates up to 75 people and a concession stand. The Wellness aspect of the
Center includes a 3,000 square foot state of the art Fitness Center with treadmills, cross
trainers, stationary bikes, weight machines, and free weights. The facility offers swim
lessons, water exercise classes, swim team, personal training sessions, and a variety of
aquatic special events. The Caporella Aquatic Center is contract operated by Jeff Ellis
Management, LLC.
Social Services
The office of Social Services provides a full range of quality support services for the
community including information and referral, outreach, preventative health and wellness
activities, community education, social interaction opportunities, therapeutic counseling,
and financial assistance enhancing independence and improving the quality of life for
Tamarac residents. The use of partnerships is an integral part of support for programming
of social services activities and programs.
Transportation
%*'k,lt&
BAU ARD * KING Page 52
A S S O C I A T E S
ORGANIZATIONAL REVIEW
•
Cityo Tamarac f
Comprehensive Fee Study
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40
The City of Tamarac has an integrated transportation program that includes three types of
transportation: para-transit, transit and shuttle. The paratransit program provides
transportation to medical appointments, grocery shopping, banks and pharmacies within
the City for residents that have no means of transportation. Transportation also provides
route -based service throughout the City of Tamarac and service to special events outside
of the City. The Transportation Division provides residents with transportation options to
help improve their quality of life.
It is highly unusual to see social services and transportation as divisions within a parks and
recreation agency.
Mission Statement
The mission of the Tamarac Parks & Recreation Department is:
"We are committed to enriching the quality of life by being a leader in delivering superior and
sustainable programs and facilities and services to our community."
Note: This information was taken directly from the Tamarac Parks and Recreation website in 2016.
Each division within the Department also has its own mission statement.
Staffing
The Department has a well-defined organizational structure with an effective organizational chart
and job descriptions to back this up. In 2017, the Department has 26 full-time, 18 part-time and
47 temporary staff positions for a total of 50.7 FTE.
For 2017 the Department's organizational chart is shown on the next page.
b* BALL"
.AR n *KING
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Admimstratire
Coordinator
ORGANIZATIONAL REVIEW
City of Tamarac
Comprehensive Fee Study •
Director of Parks
and Recreation
Assistant Director
Recreation
Special Events
community
Services
Recreation
Special Events
Community Services
Superintendent
Coordinator
Manager
Office Specialist
Athletic Tamarac
Community
Customer Social Services/
Leagues park
Center Aquatic Center
Service Center Transportation •
Parks & Rec Site Parks & Rev Site
Parks & Rec Site Packs & Rec Site
Sr_ Custom Social Services
Supervisor Supervisor
Supervisor Supervisor
Service Rep/Cashier Supervisor
Recreation
:Information
Programmer I
Customer Service ! Referral
Recreation 9sstMeant ( PT)
�C II i Specialist �-
Ptogra e< II
{l FT)
Recreation
)
i c
Assistant (2 PT)
Customer Service Traasportafion
ReplCashier Dispatch Clerk
Leese Summer
won
(7 �
Activities Camp
(1 PT)
Lead Bus
Summer C amp '
RecteationII
Driver/
Scheduler
Site SupenasorProgrAmmer
i8 temp)
Drivels
Summer Came
(3 Fr, 4 PT)
Rerieation Rec Leaders (23
ProgrammerI Temp)
Recreation 'Summer Camp '�
y �,
A Jr- Counselors
(3 (10 Temp)
__
Reaeatron
Leader II Summer Camp
: Information & Referral Specialist funded thru
(3 PT Temp) "- 1F Asat
CDBG Grants (Community Development FPE)
•
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ORGANIZATIONAL REVIEW
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Comprehensive Fee Study
Recreation Program Offerings
The Parks and Recreation Department focuses much of its programming (in 2016) efforts on youth,
seniors, sports, aquatics, fitness, and special events. Recreation programs and services are
generally planned and delivered on a community center level to be responsive to varying needs.
f
i .,
Sports Youth Sports
Basketball, Flag Football, Cheerleading, Soccer,
Tennis, Basketball Fundamentals, Gymnastics,
Tumbling, Kempo Karate, Taekwondo, Wing
Chun
Adult Sports
Kickball, Flag Football, Basketball, Softball,
Badminton, Taekwondo, Table Tennis, Tennis,
Volleyball
Fitness
Youth Fitness
N/A
Adult
Pilates, Yogalates, Zumba, Total Fitness Training,
Body Sculpting, Boot Camp, Kickboxing,
Strength Training Aerobics, Weights with Will,
Yoga, Aerobic Cycling, Personal Training
Cultural
Youth
Ballet, Tap & Jazz, Cartooning, Animation, Hip
Arts
Hop, I Imagine Art, Krafty Kids, Belly Dancing,
Middle Eastern Dance
Adult
Line Dancing, Mixed Art, Pottery Class, Belly
Dancing,
Education
Youth
Tiny Tots, Imagination Mornings, Fast Trac Kids,
Start Smart
Adult
N/A
Aquatics
Youth
Swim Lessons, Swim Team
Adult
Water Aerobics, Swim Lessons, Aqua Zumba
[1641 BAIJA *ICING R :A S S 0 C 1 �, D 'r 1? S I. T U
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ORGANIZATIONAL REVIEW
City of Tamarac
Comprehensive Fee Study .
Prop rf,,..
s
General
Youth
After School, Summer Camp, Fashionista, Kids
Interest
Cooking, Little Sprouts Cooking, Trips
Adult
Cultural Creations Cooking
Special
Youth
Buddy Soccer, Hearing Impaired Catch
Needs
Adult
N/A
Special
0' of July, Farmers Market, Garage Sale, Princess
Events
Party, Tamarac Play Day, Artist of the Month
Exhibit, Wellness Expo, Concert in the Park,
Halloween Hoopla, Veterans Day, Turkey Trot
5K, Holiday Lighting Festival, Paws and Claus
Holiday Pawty, Rudolph's Winter Wonderland,
Springfest, Swim Bash Party, Memorial Day,
Movies in the Park, Father's Day Fishing
Tournament, Senior Lunch, Concert on the Green
Outdoor
N/A
Recreation
Seniors
Arthritis Water Exercise, Jazzercise, Board
Games, Water Exercise, Yoga, Line Dancing,
Volleyball, Zumba, Meditation, Tai Chi, Bingo,
Knitting, Mah Jong, Walking Club, Creative
Writing, Healthy Heart, Chair Yoga, Badminton,
Pickleball, Painting, Computers, Stretch & Tone,
Core Yoga, Spanish, Senior Dance, Carol's
Cardio, Jewelry Making, Yogalites, Trivia, Bingo
Teens
Teen Club
Self
Youth
Drop -in Basketball/Volleyball, Drop -in
Directed
Swimming
Adult
Lap/Drop-in Swimming, Fitness, Drop -in
Basketball/Vol leyball
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The Department has a broad range of responsibilities that go well beyond traditional recreation
services. This includes both social services and transportation.
Social Service Programs
The following is a summary of the Social Service Programs that are offered by the department in
2016.
Programs
Health Services
Hearing Screenings, Flu Shots, Senior Social,
Eye Glass Repair, Health Fair
Support Groups
Alzheimer's Group, Veterans Advisor, Senior
Life Skills Support, Bereavement Group,
Project SAFE, Caregiver Support Group,
Healthy Living Program, Hard of Hearing
Family Groups
Co-ed DBSA Group, Guiding Good Choices,
Community Justice, Prescription Program,
Lakshmi-Counseling, Caresource Financial
Counseling, Sharon Roseman -Counseling
Special Programs
Vitas Tax Program
Volunteer
Volunteer Meeting, Volunteer Party
Transportation Programs
There are three different types of transportation services that are available. This includes:
Transit — This is route based transportation throughout the City. The current rate is 50
cents a trip.
Para -Transit — For City residents that do not have the financial or physical means for
transportation, this service provides transportation to medical appointments, shopping and
other activities. This is door to door service. The fee is $30 for 3 months or $40 for 6
months of unlimited trips.
Express Shuttle — This service provides trips from the Community Center to selected
locations both in an outside of the City for $1.00 round trip.
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ORGANIZATIONAL REVIEW
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Comprehensive Fee Study •
Budget Analysis
The Parks and Recreation Department has an operating budget that is divided into four major
budget categories of Recreation, Aquatics, Social Services and Transportation.
2017 Budget
Budget Account
Revenues
Expenses
Difference
,
04
ove _.
Recreation
$897,946
$3,540,288
($2,642,342)
25.3%
A uatics
$104,700
$761,110
$656,410)
13.8%
Social Services
$0
$215,237
($215,237)
0%
Transportation
$125,420
$589,153
($463,733)
21.2%
Total
$1,128,066
$5,105,788
($3,977,722)
22.1 %
Note: The Recreation account includes a significant amount of administrative staff and
both Recreation and Aquatics accounts do include capital expenses but not all of the
maintenance and custodial services. The percentage of cost recovery is based on the
current method of calculation.
The Recreation budget is by far the largest and includes all recreation facilities and programs other
than aquatics and the operations of the Caporella Aquatic Complex. Aquatics is a reasonably small
budget but has a low cost recovery level.
Social Services and transportation are both smaller budget accounts with limited revenue potential.
The fact that there are only two major budget categories in recreation, makes it more difficult to
track cost recovery by major program areas (sports, fitness, cultural arts, aquatics, special events,
seniors, etc.). The same can be said for Social Services and Transportation where there are only
single budgets for multiple types of services.
Currently, the number of non-residents that are served by recreation programs and services varies
depending on the program area. It appears that the average is between 20% and 30%. This
indicates that non-residents make-up a significant percentage of the market that is being served.
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Comprehensive Fee Study
Budget History (2014-2017)
Budget Account
-:;
Recreation
Aquatics
Social
Services -
Transportation
Total
2014 Actual
Revenues
$847,367
$95,700
$0
$127,414
$1,070,481
Expenses
$3,009,111
$778,957
$198,428
$454,399
$4,440,895
Difference
($2,167,744) 1
($683,257)
($198,428)
($326,985)
($3,376,414)
% Cost Recovery
28.2%
12.3%
0%
28.0%
24.1%
2015 Actual
Revenues
$914,352
$108,066
$0
$101,123
$1,123,541
Expenses
$3,133,109
$771,636
$195,126
$402,540
$4,502,411
Difference
($2,218,757)
($663,570)
($195,126)
($301,417)
($3,378,870)
% Cost Recovery
29.2%
14.0%
0%
25.1 %
25.0%
2016 Amended
Revenues
$869,026
$90,698
$0
$126,350
$1,086,074
Expenses
$3,246,575
$836,128
$209,799
$463,745
$4,756,247
Difference
($2,377,549)
($745,430)
($209,799)
($337,395)
($3,670,173)
% Cost Recovery
26.8%
10.8%
0%
27.2%
22.8%
2017 Budget
Revenues
$897,946
$104,700
$0
$125,420
$1,128,066
Expenses
$3,540,288
$761,110
$215,237
$589,153
$5,105,788
Difference
($2,642,342)
($656,410)
($215,237)
($463,733)
($3,977,722)
% Cost Recovery
1 25.3%
1 13.8%
1 0%
21.2%
22.1 %
Examining the last four years of budget history of the Department indicates that revenues have
remained relatively flat (with the exception of the 2017 budget) while expenditures have increased
steadily. As a result, the overall cost recovery level has fallen slightly in each major account except
Aquatics. Again, it is important to note that expense numbers include capital.
Recreation and aquatics have a low cost recovery level compared with most other recreation
departments nationally. It is normal to see the cost recovery level above 50% for communities of
similar size and demographic makeup. However, it should be noted that the cost recovery level
for most recreation services is generally lower in the state of Florida than what it is nationally.
Staff Interviews
Interviews were held with key Parks & Recreation management and supervisory staff to determine
not only their specific job functions but also to understand how programs and services are
administered and the budget process that is involved to support the services that are delivered. In
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ORGANIZATIONAL REVIEW
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Comprehensive Fee Study •
addition, representatives of the City's Finance Department were also interviewed. The following
is a general summary of these interviews as a whole.
• The two Division Heads within the Department have varying levels of responsibility for
services. Recreation covers more traditional recreation services and recreation facilities
management. Community Services is more diverse with some traditional recreation
services (Aquatics) as well as social services, transportation and customer service.
• The Department's existing fee policy (as well as city code) does not require individual fees
to go before the Commission for approval.
• There is a desire to increase the overall cost recovery level of the Department in all
divisions.
• Many of the fees have not been increased in some time and are not increased on a regular
basis.
• There is a need to better define program categories that sort program offerings.
• There is a real concern regarding the resident -non-resident fee policy, how it is •
administered, consistency in the policy, and not wanting to price the non-resident out of
the market.
• Field use and rental fees for youth and adult sports organizations are an area of concern as
are fees for pavilion and facility rentals as well as aquatic fees.
• Special services and events are an area that needs specific guidelines of fee setting and cost
recovery.
• The Department has an active scholarship program but it needs to be revised and updated.
• There is a need to have a simplified cost recovery system that is easy and accurate to track.
The information that was gathered from the staff interviews was utilized to guide the overall
assessment of the Department's fee policy and fee setting requirements as well as the
recommendations for changes.
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BENCHMARK STUDY
City of Tamarac
Comprehensive Fee Study
Section III — Benchmark Study
As part of the comprehensive fee study process, Ballard*King & Associates conducted a
benchmark survey of five other agencies in Florida and the southeast United States to determine
how they establish fees and charges. The five agencies were chosen by the Tamarac Parks and
Recreation Department. The agencies that were surveyed are listed below:
• Boynton Beach, FL
• Coconut Creek, FL
• North Miami, FL
• Port Orange, FL
• Rocky Mount, NC
In July, 2016, Ballard*King & Associates developed a survey with specific questions regarding
the city and their fee policies and the survey was then emailed to each of the agencies. Over the
course of the following months, all of the cities returned their surveys. The actual survey can be
found in the appendix of this document.
The following is the summary of the survey's results by city.
1. Please provide some basic information about your community.
Ci
Findin s,
Boynton
•
City population
72,000
Beach
•
Service area pop.
100,000
•
% of use that is non-resident
35%
•
Age classification
Middle age
•
Income classification
Lower Income
Coconut
•
City population
59,300
Creek
•
Service area pop.
N/A
•
% of use that is non-resident
30%
•
Age classification
All age groups
•
Income classification
Middle Income
North
City population
61,000
Miami
•
Service area pop.
Same
•
% of use that is non-resident
20%
•
Age classification
Young/Middle
•
Income classification
Low/High
•
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Port
•
City population
60,000
Orange
•
Service area pop.
N/A
•
% of use that is non-resident
5%
•
Age classification
All age groups
•
Income classification
Middle Income
Rocky
City population
57,000
Mount
•
Service area pop.
110,000
•
% of use that is non-resident
25%
•
Age classification
Middle/Senior
•
Income classification
Lower Income
2. Facilities that are operated by the agency.
city
Fndin s
Boynton
•
Recreation center (7)
Beach
•
Outdoor pool
Coconut
•
Community center (gym, fitness, seniors)
Creek
•
Recreation complex m, fitness, teens
North
•
Recreation center (7)
Miami
.
Outdoor pool
Port
•
Recreation center (2)
Orange
Rocky
•
Recreation center (2)
Mount
•
Indoor pool
•
Outdoor pool
•
Senior center
•
Gym
•
Sports complex (athletic fields)
•
Lake
•
Disc golf course (4)
•
Art center
•
Science center
•
Theater (2)
•
Amusement park
•
Tennis complex
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BENCHMARK STUDY
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3. Programs that are provided by your agency. (Tamarac's programs are shown for
comparison)
Programs
Boynton
Beach
Coconut
Creek
North
Miami
Port
Orange
Rocky
Mount
Tamarac
Youth Sports
N
X
X
X
X
N
Adult Sports
X
X
X
X
X
X
Fitness/Wellness
X
X
N
X
X
X
Cultural Arts
X
X
X
X
X
X
Education
X
X
X
X
Aquatics
X
X
X
X
Youth After
School/Camps
X
X
X
X
X
X
General Interest
X
X
X
X
X
Special Needs
X
X
X
N
X
Special Events
X
X
X
X
X
X
Outdoor Education
X
X
X
X
Seniors
X
X
X
X
X
N
Teens
X
X
X
X
X
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BENCHMARK STUDY
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4. Current full-time staffing levels by position in recreation programming and facilities
operation.
Boynton
Beach
•
.
•
•
•
•
•
•
•
•
Director
Superintendent
Administrator
Events/Program Manager
Recreation & Assessment Specialist
Pool Supervisor
Recreation Supervisor II
Recreation Supervisors (4)
Administrative Associates (2)
Recreation Specialists (4)
Total 17
Coconut
•
Director
Creek
•
Assistant Director
•
Administrative Assistant
•
Superintendent (3)
•
Special Events Planner
•
Special Events Assistant
•
Senior Staff Assistant (3)
•
Supervisor (4)
•
Customer Service Rep. (4)
•
Senior Recreation Programmer (4)
•
Senior Fitness Specialist (1)
•
Recreation Programmer (8)
•
Fitness Specialist (5)
Total 37
North
•
Director
Miami
.
Assistant Director
•
Administrative Coordinator
•
Customer Service Liaison
•
Recreation Supervisor (2)
•
Recreation Specialist
•
Tennis Superintendent
•
Community Engagement Administrator
•
Recreation Coordinator (2)
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Comprehensive Fee Study
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•
•
•
•
•
Recreation Leader I (5)
Recreation Leader II (2)
Recreation Specialist (4)
Park Naturalist
Lifeguard
Total24
Port
•
Director
Orange
•
Assistant Director
•
Office Assistant
•
Program Specialist (3)
•
Athletic Superintendent
•
Recreation Supervisor (2)
•
Program Coordinator (2)
•
Total 11
Rocky
•
Director
Mount
•
Administrative Assistant (2)
•
Arts Administrative Secretary
•
Superintendent (2)
•
Recreation Supervisor (4)
•
Recreation Coordinator (8)
•
Recreation Specialist (3)
•
Centre Development
•
Museum Curator
•
Theater Director
•
Educator (4)
•
Theater Assistant
•
Recreation Aide
•
Total30
Note: This information was derived from the organizational charts that were supplied by
each agency. The positions include recreation and facility staffing with no parks or
maintenance staff included.
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5. Fee policy/philosophy
Boynton
Formal fee policy?
Yes, formal fee policy
Beach
Cost recovery mandates
The city has a comprehensive
Revenue Policy Manual that places
services into 4 levels of services with
increasing cost recovery goals from
no cost recovery (level 1), to 0-50%
of direct costs for level 2, 50-100%
for level 3 and 100% plus for level 4.
How often policy is undated
As needed
Resident/Non-Resident fee
25% above resident
differential
Definition of direct costs
Instructor fees, supplies & equipment
Definition of indirect costs
Utilities, support staff
Coconut
Formal fee policy?
Yes, but more informal
Creek
Cost recovery mandates
None identified, but it appears that
most programs must cover their direct
costs.
How often policy is undated
As needed
Resident/Non-Resident fee
Program that is less than $20, $5
differential
increase, for programs over $20, $10
increase
Definition of direct costs
Instructor fees, supplies & equipment
Definition of indirect costs
Support staff
North
Formal fee policy?
Have a list of fees only
Miami
Cost recovery mandates
None identified
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Comprehensive Fee Study
How often policy is undated
Resident/Non-Resident fee
differential
Definition of direct costs
Definition of indirect costs
Fees reviewed yearly, updated as
needed
Approximately 25% higher for non -
residents
Staffing, instructor fees, supplies &
equipment, facility maintenance,
utilities
Staff overtime, additional cleaning,
permanent supplies
Port
Formal fee policy?
Have a list of fees only. Do have
Orange
some rentals by commercial, non-
profit, etc. categories.
Cost recovery mandates
No mandates but try to recover 100%
of most programs and rentals
How often policy is undated
Fees reviewed annually
Resident/Non-Resident fee
Have eliminated non-resident fees
differential
Definition of direct costs
Not identified
Definition of indirect costs
Not identified
Rocky
Formal fee policy?
Have some very basic policies and a
Mount
list of fees only.
Cost recovery mandates
Activities are divided into Self
Supporting and Supported Activities
with Self Supporting required to
cover costs of the instructor, travel,
and materials plus 15% for
maintenance, utilities, and admin.
For Supported Activities they try to
recover 30%.
How often policy is undated
Fees reviewed and updated annually
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Resident/Non-Resident fee
differential
Definition of direct costs
Definition of indirect costs
Non-residents pay 50% higher fees
Not identified
Not identified
6. Budget issues that have been faced in the last 5 years. Has there been a change in the
fee policy to generate more revenue?
Boynton
•
Have not been able to increase the budget but
Beach
have not had to cut.
•
There have been no changes to the fee policy.
Coconut
•
There were budget cuts but are now being
Creek
replaced.
•
Fees have been removed from ordinance to gain
more flexibility. Have raised some fees.
North
•
Budgets were cut 5-10% in 2011-2012 and there
Miami
were staff furloughs.
•
Increased fees in 2015 to generate more revenue.
Port
•
No response
Orange
Rocky
•
Have not faced budget issues.
Mount
•
There have been no changes to the fee policy.
7. What percentage of programs are offered by parks and recreation staff and what
percentage are provided by outside organizations?
Boynton • 80% recreation staff, 20% by outside
Beach organizations.
Coconut • 80% recreation staff, 20% by contract staff.
Creek
North • 90% recreation staff, 10% by outside
Miami organizations.
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Port • 90% recreation staff, 10% by outside
Orange organizations.
Rocky • 90% recreation staff, 10% by outside
Mount organizations.
8. What performance measures are utilized to track cost recovery data?
VI 4,1011, A
Boynton
• Cost/revenue comparison by program and/or
Beach
facility.
Coconut
• Complete a quarterly subcard and complete a
Creek
monthly report.
North
• Finance audits (monthly).
Miami
Port
• No response.
Orange
Rocky
• Year to year comparisons. Compare on a
Mount
monthly basis and discuss in staff meetings.
9. What are the greatest challenges with the current fee policy?
i
v
r
Boynton
• Affordability for low income residents. Need for
Beach
scholarships.
Coconut
• Getting fees from non-residents in the youth
Creek
leagues.
• Balancing program costs with fees for staff.
North
• No challenges at this time.
Miami
Port
• Trying to cover costs while remaining affordable
Orange
for residents and still provide a quality product.
Rocky
• Non-resident fees impact summer camps.
Mount
• Need a new fee policy for equipment requested
by outside agencies and other city departments.
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Summary of Findings
The following information summarizes the general findings of the benchmark study.
1. Basic information about your community.
• The communities have similar sized population.
• They all have markets outside of their own communities but these vary from 5% to
35% of the total clientele served.
• Most communities are mid to lower income.
• Most communities have a middle to older population base.
2. Facilities that agencies currently operate.
0 Each of the communities have recreation centers.
• Most communities have outdoor pools. •
3. Programs that agencies currently provide.
• All the agencies offer programs in most all program categories.
4. Current full-time staffing levels.
• All the agencies have extensive full-time staffs to operate facilities and provide
programs.
• Each agency has some dedicated program staff.
5. Fee policies.
• Only one agency has a comprehensive fee policy.
• Most fees are reviewed annually and updated as needed.
• All but one agency has a non-resident fee policy. Most agencies use a percent
differential (25% to 50% more than residents) to set the rate for non-residents.
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• There are varying definitions of direct and in -direct costs, however most include
instructor costs and basic equipment and supplies in the direct category. Most agencies
do not attempt to recoup indirect costs.
6. Budget issues that have been faced in the last 5 years.
• There are differing levels of budget issues in the five communities.
• There has not been a great deal of change in the fee policies.
7. Percentage of programs that are offered by parks and recreation staff compared to
outside organizations.
• At least 80% of the programs for each agency are offered by parks and recreation staff.
Very few programs are offered by outside agencies.
8. Performance measures used to track cost recovery data.
• There are very limited performance measures that are being utilized.
9. Greatest challenges with the current fee policy.
• Balancing costs of programs with fees that are affordable.
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Section IV — Fees and Charges Assessment
The Tamarac Parks and Recreation Department has an existing fees and charges policy and
principles. The following is a basic assessment of the process.
• Fees have been established based on an overall fee policy that exists as an
administrative policy. This policy is update every five years with the last one occurring
in 2015 and the next one scheduled for 2020.
• The fee policy places programs and services into three basic categories of cost
recovery.
o Public/Basic Services - Basic services and facilities shall be offered to
residents of the City of Tamarac and visitors at a nominal fee or no charge.
Public/Basic services include free play at playgrounds, use of open space,
general administrative services, unscheduled outdoor courts and athletic fields.
Cost of basic services and facilities shall be primarily funded by the general tax
base.
o Special Services — Special services and facilities shall be assigned participation •
or usage fees based upon a specified percentage of the direct and indirect costs.
Special services include fitness programs, summer camp, swim lessons, pool
admission, instructional classes, and membership based services. The user shall
share in the cost of providing special services to offset tax dollar support.
o Private Services — Private services and facilities are beyond the scope of
traditional parks and recreation services in which only the recipient of the
service receives the direct benefit of the service. Private services include trips,
facility rentals, athletic field permits, picnic shelter rentals, private instruction,
and license agreement fees.
Note: The descriptions for the three categories were taken directly from the
existing 2010 Department fee policy.
• There are also five classifications of fees, which are really definitions of specific types
of fees. These include:
o Non -Resident Fees — Non-resident fees are established to offset the additional
impact to the parks system and facilities and to provide fee equality to taxpaying
residents.
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o Rental Fees — Payment for the priority use of a facility. The individual, group,
or business pays for the privilege to exclusively use a room, facility, shelter or
part thereof with a priority over other activities.
o Admission/Permit Use Fees — Admission fees are charged for specialty
facilities that do not have multiple uses as a means to offset operating costs.
Admission fees can be assessed daily, weekly, monthly or annually. Such fees
do not imply that a paid fee entitles anyone to exclusive use of an area or facility
except in the situation of a reservation system.
o Program/User Fees — Charged to an individual or team for participation in a
program or activity, which may include the use of a specific part of a recreation
facility or park for the purpose of that program or activity. Numerous
participants are usually involved in the activity or program at the same time.
o License/Lease Fees — Charged to an individual, corporation, or business for the
purpose of occupying space to provide a specific program or service as outlined
Note: The descriptions for the five classifications were taken directly from the
existing 2010 Department fee policy.
• The fees and charges policy also includes the definition of three different classifications
of cost. These include:
o Fixed Costs — This includes costs that do not vary with the number of
participants. Examples include standard equipment, utilities, maintenance,
recreation staff and custodial. Fixed costs are supported by the General Fund.
o Direct Costs — This includes specific costs directly related to the program or
operations of a facility that vary based on the number of participants. These
costs typically include supplies, materials, equipment, instructors, officials,
special insurance and other expenses that can be directly attributed to the
program or facility.
o Indirect Costs — Departmental expenses which are not directly incurred by the
program or facility but may be charged to it. This can include administrative
staff, printing, supplies and other costs related to the program or facility.
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• There are basic criteria for establishing the actual fees. This includes an assessment of the
market, historical fee information, and program performance with a goal of setting fees
within the existing market range. Specific fee ranges for the different categories include:
o Public/Basic Services — Recover 0-75% of direct costs.
o Special Services — 50-100% of direct and indirect costs.
o Private Services —a minimum of 100% of direct and indirect costs.
• There are other considerations for fees and charges as well.
o The policy requires the Director to review the policy every year and conduct a
benchmark study of other providers every two years. In addition, a third party
professional fee study should be conducted every ten years.
o There are provisions for waiving fees for persons that have financial hardship.
o There is flexibility in how fees are administered.
■ Fees can be reduced or waved by the City Manager or designee. •
■ Discounts for multiple purchases of services are possible.
■ There can be temporary fee adjustments for marketing purposes.
■ Differential fee rates are possible (target groups, time and type of use).
• A comprehensive fee schedule is in place that lists all fees and charges that are administered
by the Department (including transit rates). The individual fees do not have to be approved
by the Commission.
• Fees are established for individual programs and activities through the use of the
Department's Event/Activity Worksheet which identifies expected revenues and expenses.
Fees & Charges Recommendations
The following are basic fees and charges recommendations that should be considered for any
update to the fees and charges policy.
• The existing fees and charges policy forms a basic guideline for establishing actual fees
but it needs to be more comprehensive. This includes a basic fee philosophy, establishing
general cost recovery goals for the Department, developing more precise fee setting criteria
for specific services, and establishing differential pricing methodology.
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• The policy would benefit from an introductory statement that talks about the overall
philosophy of setting fees and the general goals for cost recovery of the different divisions
within the Parks and Recreation Department (Recreation, Social Services, and
Transportation). The overall goal for recreation programs should be to incrementally
increase the cost recovery level from the current 25% to 50% over a period of 5-10 years
(using the current methodology for determining cost recovery). For aquatics, the cost
recovery level should increase from 14% to 20%. Transportation is more difficult, but a
realistic goal should be between 30% to 35%. It is not expected that Social Services will
see any direct cost recovery due to the type of services that are provided.
• Having three different levels of service is acceptable but the range of cost recovery is too
broad for each category. One of the concerns is with the Public/Basic Services category
where the cost recovery goes from 0-75% of direct costs. It is recognized that some
services (special events, etc.) have no cost recovery, while other services could be above
50%. As a result, some cities have added a Community Services category where the 0%
to 25% revenue activities are placed. This would result in the following cost recovery
percentages by level of service.
o Community Services 0% to 25% of all direct costs
• o Public/Basic Services 25% to 75% of all direct costs
o Special Services 75% to 100% of all direct costs and 0% to 50% of
identified indirect costs.
o Private Services 100% minimum of all direct costs and 50% to 100%
of identified indirect costs.
• The five classification of fees is great but there is no attempt to determine the impact this
has on actual fee setting. As an example, this could mean:
o Non -Resident Fees — There needs to be a determination of how these fees will be
established. There should be a consistent rate differential based on an approximate
25% percentage increase. This differential does not price the non-resident out of
the market and would not reduce use.
o Rental Fees — Due to the exclusive use of facilities the fees for rentals should be set
in the Private Services category for most users.
o License/Lease Fees — For a corporation or business these rates should be
determined based on the Private Services category and the prevailing rates for
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similar facilities in the market. There may be exceptions to this for unique
partnerships with other organizations or agencies.
• The Department fee policy has three definitions of cost. For most agencies, there are only
two categories, direct costs and indirect costs. Folding the fixed cost category into the
indirect cost category should be considered. It should be clearly noted that any capital
expenses by their definition, are indirect costs but should not be listed as such for cost
recovery purposes. The revised definition of direct and indirect costs is noted below.
Direct Costs — Specific expenses, which are incurred by the Department in conducting a
program or operating a facility and could vary based on the number of participants. Costs
associated with the customer's or user's direct experience. These costs typically include
supplies, materials, basic equipment that is unique to the program (under $500), instructors,
officials, special insurance and other expenses that can be directly attributed to the
operation of the program or facility.
Indirect Costs - Departmental expenses, which are not directly incurred by the program or
facility but may be charged to it. They include, but are not limited to, administrative staff,
printing, standard equipment, utilities, maintenance/custodial, recreation supervisory staff
and other costs that are indirectly related to the program or facility.
• The requirement that the fee policy be reviewed every five years, that a benchmark study
be conducted every two years and a third -party fee study be completed every ten years is
excellent. Other considerations include:
o Continue to utilize the Southeast Florida Parks & Recreation Agencies Fee Survey
as part of the benchmark study if it is updated on a 2 to 3-year basis.
o Plan for a small increase (5% to 10%) in most all programs and services at least
every two years to keep up with increases in expenses.
o Ensure that fees are within the market range for similar services in the Tamarac
area.
• The ability to reduce or waive fees for people with financial hardship is an important aspect
of the fee policy but the methodology for determining the extent of the reduction requires
further definition. This should be labeled as a scholarship program that continues to be
administered through the Social Services division for eligibility and the Tamarac Parks and
Recreation Foundation for funding. Other requirements should include.
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•
o A maximum level of scholarship funding for the Department should be determined
and should be shown as an "expense" category in the Department's budget and
scholarship funds from the Foundation should be listed as "income".
o Use should be tracked and there should be a requirement that at least 25% of the
fee be paid by the user. An annual total cap of benefits should be established for
each individual or family in the program.
o Only Community Services, Public/Basic Services and Special Services should be
eligible for the scholarship program.
o A program or service must be offered by Tamarac Parks & Recreation Department
(or a contract provider) to be eligible for a scholarship.
o Scholarships that are funded through outside sources should be handled in the same
manner.
• The flexibility to be able to offer discounts for multiple purchases of services is important
as is the ability to have temporary fee adjustments for marketing purposes as well as
differential pricing. The discount should not be more than 25% of the base fee.
Differential pricing methodology for different population segments (youth, seniors,
military, etc.) is not specified. Specific requirements should include:
o Eligibility requirements by age:
■ Adult — age 18 and over
■ Teen/Student —age 13-17
■ Youth — age 2 to 12
■ Senior — age 55 and over
o Other eligibility categories
■ Military — active duty personnel only, no dependents.
■ Veterans — former active duty personnel, no dependents
■ City employees — permanent staff only, no dependents (this would be
exclusive of Human Resource's health and wellness program).
o Differential pricing should not discount beyond 50% of the resident rate for the
highest base admission rate.
o Program and facility discounts based on volume are acceptable but should never
exceed 25% of the full fee.
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o Youth activities, programs and facility access should be priced lower than for
adults. There should be an approximate 25% to 75% recovery rate (Public/Basic
Services category only).
o Senior activities, programs and facility access should be priced similar to youth.
There should be an approximate 25% to 75% recovery rate (Public/Basic Services
category only). Currently many senior programs are very low fee or are free. There
needs to be a concerted effort to increase fees (and the cost recovery level) for
senior programs and facilities.
• A specific refund policy needs to be identified as part of the fee policy. This should note
the amount of refund possible by time.
o 100% refund up until the first class or the start of the event.
o 75% after the first class for multiple class/events.
o No refund after the 2nd class or event.
• Pavilion rental rates are generally too low for the value and the Private Services Category. •
It is recommended there be a 10% to 15% increase in all the rates each of the next three
years to place the rates where they should be.
Athletic field use and rental rates are another area of concern. The trend nationally is to
require some form of payment (on a per hour, per season, or per participant basis) for youth
and adult sports teams that are utilizing city fields. The Department has agreements with
the sports groups that are recognized in the community but the requirements for field use
seem to vary by the organization. For field use by these groups, there needs to be a
consistent method of determining fees. It is recommended that fees be calculated on a cost
per player, per season basis. There should be a fee for resident players as well as for non-
residents. A fee of $10 per player per season is recommended with increases occurring
each year until it reaches $20 per player (for residents). The non-resident rate should be
25% higher.
In addition, any organization that utilizes Tamarac fields on an on -going basis it is
recommended to require that at least 50% of the participants are from Tamarac.
Long term rentals to organizations that are not recognized by the City, or are outside of
Tamarac, should only be permitted after City recognized organizations have been
accommodated and should only be on a year to year basis. The fees should be established
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on a cost per hour basis utilizing the Private Services criteria for pricing. The same should
be true for any tournaments taking place on City fields.
• Most Parks and Recreation Department organized special events will likely be placed in
the Community Services category range of cost recovery but for events that are provided
by other organizations (even those sponsored by the City), a minimum of 50% of the direct
cost (to the City) of putting on the event should be recouped through fees.
• The existing fee policy deals mostly with recreation and programs with very little mention
of parks and recreation facilities. The following needs to be added to the fee policy:
Outdoor Facilities - need to be sorted into three categories for fee assessment.
Drop -in Outdoor Facilities — drop -in use of basic park amenities should remain free.
Examples would be open park areas, playgrounds, trails, picnic areas, outdoor courts, skate
parks, etc.
Specialized Outdoor Facilities - such as swimming pools, and similar facilities should have
market rates established for use within the Public/Basic Services category. There should
. be a rate differential for youth, adult and senior users.
Rental of Facilities — rentals of specialized facilities should require a fee for use based on
utilizing the Private Services criteria for pricing. All field or facility maintenance fees
required for a rental plus any other amenities not normally associated with the facility will
be charged to the renter.
Indoor Facilities — need to be sorted in three categories for fee assessment.
Drop -in Indoor Facilities - drop -in use of basic indoor facilities such as youth game rooms,
open lounge areas, community gathering spaces and similar areas should not require a fee
for use.
Specialized Indoor Facilities - such as, fitness areas, gyms, pools, etc. should require a fee
for use. Specific cost recovery goals need to be established within the Public/Basic
Services category for each specialized facility to determine the basic fee structure that
needs to be developed. There should be a rate differential for youth, adult and senior users.
Rental of Facilities — rentals of specialized facilities should require a fee for use based on
utilizing the Private Services criteria for pricing. All facility maintenance fees required for
•
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a rental plus any other amenities not normally associated with the facility should be charged
to the renter.
• The resale of goods or concessions should result in at least 125% of the total direct cost of
the item and staff being recovered.
Budget and Revenue Analysis
• Beyond fees and charges the vast majority of recreation programs and services are funded
through the City's general fund. For 2017 (budgeted amount) this amounted to
approximately $3.3 million (for just recreation/aquatics which does not include social
services or transportation).
• Strong consideration should be given to establishing an Administration budget category
where most department staff overhead and indirect expenses can be accounted for. These
expenses can be isolated but still be assigned to indirect expenses for fee setting purposes.
• Consideration should also be given to separating out the Caporella Fitness Center budget
from the Aquatic Center budget as these two facilities, although at the same location, need
to be tracked separately as cost centers. •
• The Department needs to be committed to determining true cost recovery for all budget
areas. While the individual budget accounts (Recreation, Aquatics, Social Services and
Transportation) should be the basis for determining basic cost recovery numbers, capital
costs should be excluded (as should the new Administrative budget). New figures for basic
cost recovery should then calculated. After this, the costs for maintenance and custodial
need to be shown "below the line" for an adjusted cost recovery number. Assigning a
percentage of the new Administrative budget could also be shown in the same manner.
• The Department's Event/Activity Worksheet (a sample worksheet can be found in the
Appendix) is a great tool to identify fees for specific programs and activities but the
methodology needs to be improved.
o It is important that fees are based on the minimum number of registrants/users not
the average or maximum number.
o The cost recovery ratio must be based on the resident rate, not the non-resident rate.
o The form should separate expenses by Direct and Indirect categories.
o For on -going programs and activities, the worksheet should be updated each year.
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o Consider using a percentage multiplier to cover indirect costs for most programs.
A 25% to 50% number is recommended.
o At the end of the program or activity a program report should be completed to
determine the actual cost recovery percentage compared with the initial worksheet.
• Evaluating program costs with a goal of optimizing operational and staffing efficiencies
where possible will be essential to control the rise in costs.
• In order to better track cost recovery rates the following steps are necessary.
o Establish an Administrative budget (see above).
o Separate the Fitness Center budget from the Aquatic Center budget.
o Establish formal sub budgets within each existing budget to better represent cost
centers. These sub budgets should include basic program areas as well as facilities.
• o Link revenue sources to expenditure budgets to develop direct cost recovery
comparisons. This may best be accomplished in part through the expanded use of
the Rec-Trac software system.
o Empower supervisors to manage and track the budgets that are under their areas of
responsibility.
• It will be important to recognize that as costs rise (especially for staff), that fees will need
to be adjusted on an annual basis to meet the cost recovery goals that have been established.
With anticipated significant increases in the minimum wage on the state and national level
in the coming years, this will make the situation even more difficult.
• While the Department currently utilizes a number of performance measures for recreation
programs and services (programs offered, numbers of registrants/users, program hours,
cost per hour, expense/revenue comparisons, percentage of program attendance to capacity,
customer satisfaction, and cost recovery), there are additional measures that should be
added. This includes:
o Total numbers of people served.
o Resident/non-resident ratios.
•
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o Revenue and expenses per user/person.
o Program cancellation rates (should be close to 20%).
o Membership retention rates (for membership to the fitness center).
Instructor Agreements
• The determination of how instructors are compensated should be based on the following
criteria.
o Programs that are strong revenue generators should ideally have instructors paid on
an hourly or per class basis as this provides the greatest direct revenue for the
Department.
o For programs that have limited revenue potential or specialized instructors it is
possible to split gross revenues with the instructor. For any split in revenue, the
Department must collect and account for all revenues, and then send payment to
the contractor/vendor.
o Currently the Department has a split with 80% of the revenue going to the instructor •
and 20% to the City. This needs to be changed to a minimum of a 70%/30% split
and ideally should be 600/o/40%. Existing contracts at the 80%/20% should be
honored but any future agreements should be at the higher rate for the Department.
The split of revenues should not include the portion of fees associated with the non-
resident mark-up.
All contract agreements should be for no more than two years and the terms of the contract
should be reviewed and updated each year. The employment agreements themselves are
fine and for contract instructors there is the requirement for insurance and background
checks which should continue.
• A determination of what programs and services will be offered directly by the recreation
staff and which will be contracted to other individuals or organizations must be determined.
Increasingly recreation departments are turning to contracted services or the outright rental
of facilities to other providers to broaden programming and limit the role of in-house
employees.
Before determining which programs, and services to contract or have provided by others,
an assessment of the specific pros and cons of such a move needs to be completed. A major
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aspect of this analysis should be to determine the financial impacts and quality of the
services that will be provided. Key questions to be asked include:
o Will this be the most cost effective method to obtain the program, service or
function?
o Does the Department have the knowledge and equipment to provide the program,
service or function?
o Will the quality of the program, service or function suffer if it is contracted to other
organizations?
o Are there other more qualified organizations that should provide the program,
service or function?
o Is the service, program or function only available from a contract provider?
o Are the safety and liability risks too high to provide the program or service in
house?
• Other
• The Department does a good job of making sure that there are formal use agreements in
place for all outside vendors, contractors, and facility users. These agreements stipulate
the fees that will be charged. It is critical that these efforts continue in the future. These
agreements should be reviewed and updated at least every two years.
• The Department has an existing sponsorship program for recreation programs and services
in place but this should be expanded to include facilities as well.
• The Parks and Recreation Department should develop a well -conceived plan for the
delivery of recreation services to the citizens of Tamarac for the next 5 to 10 years. This
plan should take into consideration the cost recovery goals that will be established as well.
This needs to include a significant number of programs and services offered in the Special
Services and Private Services categories.
• The Department should conduct a lifecycle analysis for major activities where program
registrations by interest area are tracked and reviewed on a seasonal basis. Programs
should be slotted into the following categories:
o New —programs in the start-up phase that are just starting to build in popularity.
•
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o Mature — programs that have consistent high levels of registrations and are still
growing in popularity.
o Old— programs that are seeing a decline in popularity.
Ideally programming should be evenly split between the three categories to ensure a well-
rounded and robust set of program offerings.
Transportation fees need to be addressed as part of the overall fee policy but it is recognized
that the factors and requirements for setting fees are different than recreation services.
Over the last three years the Transportation Division has seen a slight decrease in the cost
recovery level from 25% to 22.1%. It will be important that the Division set long term
goals for cost recovery that take into consideration increasing costs but also reflect the
service nature of the program. It is recognized that Broward County states that the City
cannot charge more than 50% of what the County charges for the route system. This only
applies to the City's route system.
Since the Division has three distinct programs (Transit, Para -Transit and Express Shuttle)
where possible, expenses and revenues should be tracked by these three areas. Having •
three separate budget accounts could help with this process. Due to the nature of the three
programs and their different roles in serving the community, there will need to be different
cost recovery targets. For Transit there should be an expectation for higher cost recovery
and as a result higher fees for use. The current rate of 50 cents a trip is very low and needs
to be increased in steps over the coming years. For Para -Transit, where the primary goal
is serving individuals with financial and physical limitations, there should be a low-cost
recovery goal and it will be more difficult to raise fees significantly over the next 3 to 5
years. Express Shuttle is more of an optional service and as result should be expected to
have a cost recovery that is as high or higher than Transit itself. This will likely require
systematic increases in fees in the coming years. For transit programs that provide
specialized travel for parks and recreation programs or other events and activities that take
place outside the city, the full cost of service (direct and indirect) should be recovered from
the fees that are charged for the program.
The Transit Division has solid figures on the number of riders, trips, etc. but they should
be expected to expand the performance measures from the current level much like
Recreation.
• It is understood that Social Services programming has virtually no revenue potential and
as a result these activities need to be classified in the new Community Services cost
recovery category. Despite the fact that there are very few revenue possibilities, tracking
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expenses by each program or service should still be done and there should be the
appropriate performance measures in place as well.
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Section V — Implementation Strategy
Based on the findings of the Tamarac Comprehensive Fee Study, the following is the
recommended implementation strategy as developed by Ballard*King & Associates. Ultimately,
the plan will need to be accepted by the Parks and Recreation Department, and adopted by the City
of Tamarac's administrative staff and elected officials. It also must be recognized that this
implementation strategy will require staff time to implement. Each of the strategy tasks are listed
in a summary form. For more detailed information, refer to the original description in the body of
this report.
Short Term (1-2 years)
This list of short term strategies that should be accomplished within the next two years.
Commit to the goal of increasing revenues through fees and charges with an increase of
the cost recovery level of the Department and the Recreation and Aquatic budget areas in
particular.
• Endorse the existing fees and charges timeline that requires the following:
o Director to review the fees and charges policy every year. •
o Update the policy every five years.
o Conduct a benchmark study of other providers every two years.
o A third party professional fee study is conducted every ten years.
• Make the existing fees and charges policy more comprehensive by adding the following:
o A basic fee philosophy
o Establishing general cost recovery goals for the Department.
o Developing more precise fee setting criteria for specific services
o Establishing differential pricing methodology.
• Add an introductory statement to the policy and establish the following overall goals:
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o Recreation - increase the cost recovery level from the current 25% to 50% over a
period of 5-10 years (using the current methodology for determining cost recovery).
is
o Aquatics — increase the cost recovery level from 14% to 20%.
o Transportation — increase the cost recovery to between 30% to 35%.
o Social Services — no change.
• Add a Community Services cost recovery category and change the cost recovery
percentages by level of service.
o Community Services 0% to 25% of all direct costs
o Public/Basic Services 25% to 75% of all direct costs
o Special Services 75% to 100% of all direct costs and 0% to 50% of
identified indirect costs.
o Private Services 100% minimum of all direct costs and 50% to 100%
of identified indirect costs.
• Update the classification of fees to include:
o Non -Resident Fees — a rate differential based on an approximate 25% percentage
increase.
o Rental Fees — the fees for rentals should be set in the Private Services category for
most users.
o License/Lease Fees — rates should be determined based on the Private Services
category and the prevailing rates for similar facilities in the market.
• Fold the fixed cost category into the indirect cost category and finalize the definitions of
direct and indirect costs.
• Plan for a small increase (5% to 10%) in most all programs and services at least every two
years to keep up with increases in expenses.
• The scholarship program should be revamped to include:
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Implementation Strategy
City of Tamarac
Comprehensive Fee Study •
o A maximum level of scholarship funding for the Department.
o Requirement that at least 25% of the fee be paid by the user with an annual total
cap of benefits per household.
o Community Services, Public/Basic Services and Special Services are eligible.
o A program or service must be offered by Tamarac Parks & Recreation Department
(or a contract provider) to be eligible.
• Differential pricing methodology should be updated to include:
o Eligibility requirements by age.
o Eligibility for military, veterans, and city employees.
o Not discounting beyond 50% of the resident rate.
o Discounts based on volume should never exceed 25% of the full fee.
o Youth activities, programs and facility access should have an approximate 25% to •
75% recovery rate (Public/Basic Services category only).
o Senior activities, programs and facility access should be priced similar to youth.
• A specific refund policy needs to be identified. This should note the amount of refund
possible by time.
• Pavilion rental rates are increased by 10% to 15% each of the next three years.
• Athletic field use and rental rates are increased to $10 per player per season with increases
occurring each year until it reaches $20 per player (for residents). The non-resident rate
should be 25% higher.
• Update the fee policy to include outdoor and indoor parks and recreation facilities.
• Update the Event/Activity Worksheet to include:
o Fees based on the minimum number of registrants/users.
o Cost recovery ratio based on the resident rate.
$ALLARD*K[NG Page 88
& ASSOCIATES LTD
Implementation Strategy
City of Tamarac
• Comprehensive Fee Study
•
o Separate expenses by Direct and Indirect categories.
o For on -going programs and activities, the worksheet should be updated each year.
o Use a 25% to 50% multiplier to cover indirect costs.
o A program report is completed at the end of each program.
• Increase the number of performance measures for recreation programs and services to
include:
o Total numbers of people served.
o Resident/non-resident ratios.
o Revenue and expenses per user/person.
o Program cancellation rates.
o Membership retention rates.
Long Term (3-4 years)
There are a number of short term strategies that will need to be addressed in the 3 to 4 year time
frame.
• To better track cost recovery rates complete the following:
o Establish an Administrative budget.
o Separate the Fitness Center budget from the Aquatic Center budget.
o Establish formal sub budgets within each existing budget.
o Link revenue sources to expenditure budgets to develop direct cost recovery
comparisons.
• Commit to determining true cost recovery for all budget areas by making the following
changes:
bIR&
BALLARD*KING
A S S 0 C I ,A 'r E S L T D
Page 89
Implementation Strategy
City of Tamarac
Comprehensive Fee Study
o Capital costs are excluded.
o Show the costs for maintenance and custodial "below the line" for an adjusted cost
recovery number.
o Assign a percentage of the new Administrative budget across existing budget
accounts "below the line".
• Determine what programs and services will be offered directly by the recreation staff and
which will be contracted to other individuals or organizations.
• Evaluate how instructors are compensated.
o Hourly or per class.
o Split gross revenues with the instructor.
o Revenue splits are changed to a minimum of a 70%/30% split and ideally
60%/40%.
• Formal use agreements are in place for all outside vendors, contractors, and facility users.
These agreements are reviewed and updated at least every two years.
• Update the existing sponsorship program to include facilities.
• Develop a well -conceived plan for the delivery of recreation services to the citizens of
Tamarac for the next 5 to 10 years.
• Conduct a lifecycle analysis for major activities.
• The Transportation Division sets long term goals for cost recovery as a whole and for the
three distinct programs of Transit, Para -Transit and Express Shuttle. Establish three
separate budget accounts.
• Social Services programming tracks expenses by each program or service and appropriate
performance measures are established.
BALLARD*MNG
& ASSOCIATES
LTD
Page 90
•
•
Appendix
City of Tamarac
• Comprehensive Fee Study
Section VI — Appendix
Parks and Recreation Event/Activity Worksheet Example
Benchmark Surveys
Benchmark Survey Back Up Information
•
Page 91
BALLARD*NG
NIKI
& ASSOCIATES ATES LTD
Parks and Recreation Activity/Event Planning Form
Title of Activity/Event
Facility
Start Date/End Date
Day(s) of Week/Time
Registration/Class/Event Fee
Summer Camp 2011
Tamarac Park Anticipated Attendance 375
June 20-August 12, 2011
Monday -Friday
Anticipated Revenue
Projected Participation
Non
Fees
Anticipated
Non -Resident
Resident
Resident Resident
Charge
Charge
Revenue
Seniors
$ _
Adults
$ _
Children
100
275
$635.00
$530.00
$ 191,000.00
Ticket Sales $ _
Concession Sales $
Donations $ _
Sponsorships $
Other $ _
Total Anticipated Activity/Event Revenue $ 191,000.00
Staff Time Supervisor
Supervisor
Supervisor
Full Time Employees
Full Time Employees
Full Time Employees
Full Time Employees
Full Time Employees
Part Time Employees
Part Time Employees
Part Time Employees
Part Time Employees
Part Time Employees,
Part Time Employees
Temporary Employees
Temporary Employees
Temporary Employees
Temporary Employees
Temporary Employees
Other Departments
Other Departments
Number
of Employees
1
1
1
1
1
8
10
13
10
1
1
Hours - Before,
During & After
373
492
200
180
180
334
334
334
334
414
240
Rate + Benefits
40% FT and
20% PT
$ 42.00 $
$ 29.40 $
$ 25.20 $
$ 15.60 $
$ 15.60 $
$ 11.50 $
$ 9.50 $
$ 8.50 $
$ 7.50 $
$ 11.00 $
$ 24.62 $
Anticipated
Salaries
15,666.00
14,464.80
5,040.00
2,808.00
2,808.00
30,728.00
31,730.00
36,907.00
25,050.00
4,554.00
5,908.80
C,
intP
Instructors (Outsourced, paid instructors or trainers per activity/event) $ 2,000.00
•Advertising (Ads, Flyers, Color Copies, Banners, Mailouts, Postage) $ 500.00
Equipment (Balls, Nets, Training Equipment, Exercise Equipment) $ 4,000.00
Uniforms (Coaches, Players, includes hats, and protective gear) $ 3,200.00
Decorations (Flowers, Centerpieces, Balloons, Plants, Props) S -
Food & Beverage (Includes Popcorn, SnowCone, Cotton Candy, Ice) $ 3,000.00
Entertainment (DJ, MC, Magician, Clown, Face Paint, Animals, Rides) $ 19,500.00
Equipment Rental (Stage, Tables, Chairs, Tent, Restrooms, Lighting, barricades) $ 17,000.00
Supplies (Invites, Tickets, Programs, Utensils, Paper Goods, Tablecloths, Prizes, etc.) $ 500.00
Transportation $ -
Professional Services (Photographer, Videographer, Game Officials) $
Utilities (Water, Electric) $ -
Permits, License, Insurance, Security $ 3,000.00
Other $ -
M
TnTAI_ CITY SUBSIDY OR REVENUE GENERATED S (37,3b4.bU
(PERCENT OF PROGRAM FEE RECOVERY 84%1
•
0
b
BALLARD *FJNG
k& ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
Recreation Programs and Facilities
Fee Analysis
Benchmark Study
The City of Tamarac Parks and Recreation Department is in the process of completing a
comprehensive fee analysis for recreation programs and facilities. As part of this process,
Tamarac has hired Ballard*King & Associates to complete the fee study. We would like you to
answer the following questions regarding your city and your fee policy. Please respond by
Friday, August 5, 2016. Your quick response to this survey would be much appreciated. We
will be happy to share the results of the information that is gathered from this survey.
Please return the survey to: Ken Ballard
Project Manager
Ballard*King & Associates
2743 Ravenhill Circle
Highlands Ranch, CO 80126
OR — Scan and email to: ken@ballardking.com
If you have any questions please contact: Ken Ballard 303-470-8661
City: Boynton Beach
Contact: Wally Majors
Title: Recreation & Parks Director
Address: 100 E. Boynton Beach Blvd.
Phone: 561-742-6255
Email: Majorsw@bbfl.us
Baltard*King and Associates is committed to comprehensive planning and operations constdting services, providing for the
effective and efficient use of avrnluhle resources to develop and operate sports, recreation and Fvelluess, fat ilitica.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * 13KA(4 ballardking.com
.7
•
•
0
•
bBiAaUJA1RD*YJNG
l� & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
1. Please provide some basic information about your community.
Current population 72,0000
Service area population (if larger) approx.. 100,000
What percentage of your parks and recreation facilities and program clientele would you
estimate are non-residents of your community? 35%
Age classification (what best describes your community)
Young Families
Middle Age X
Senior
Income classification (what best describes your community)
Lower Income
Middle Income X
High Income
2. Please note the facilities that your agency currently operates.
,,,Facjjity
Number
Description
Community/Recreation Center
7
Art, Senior, Tennis, Civic, two
general recreation, and one we
use for program registration,
classes and commemorative
events.
Indoor pool
Outdoor pool
1
Ballard*King and Associates is c•onnnitted to comprehensive planning and operations consulting services, providing for the
effective and efficient ase of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * MA@ballardking.com
b
BALLARD*KING
I� & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
3. Please note the programs that your agency currently provides.
Programs
Yes
No
Youth Sports
X
Adult Sports
X
Fitness/Wellness
X
Cultural Arts
X
Education
X
Aquatics
X
Youth After School/Camps
X
General Interest
X
Special Needs
X
Special Events
X
Outdoor Rec./Education
X
Seniors
X
Teens
X
4. Please indicate your current full-time staffing levels by position in recreation
programming and facilities operation. Please attach a department organizational chart
to this survey. Providing for FY 16/17
1 Director
1 Superintendent
1 Administrator
1 Events and Program Manager
1 Recreation & Assessment Specialist
1 Parks & Rec. Crew Leader
1Pool Supervisor
1 Recreation Supervisor III
4 Recreation Supervisors
2 Administrative Associates
4 Recreation Specialists
1 Parks Maintenance Worker
1 Ocean Rescue Chief
is
•
Ballard*King and Associates is committed to comprehensive planning and operations consulting services. providing for the •
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA@ballardking.com
B *MNG
T,T.AR�
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Recreation Facility Planning and Operation Consultants
2 Ocean Rescue Lifeguards
5. Does your agency have a formal fee policy/philosophy? Y (Revenue Policy Manual)
If so please include a copy with this survey
What are your cost recovery mandates (programs, facilities, rentals, etc.)?
Described in the Revenue Policy Manual
How often is the fee policy updated?
As needed
How do you figure non-resident fees (set formula increase, dollar amount, etc.)?
25% above resident fees
0 What do you consider to be direct costs?
Instructor fees, supplies/equipment specifically related to the program/activity
What do you consider to be in -direct costs?
Electric/Utilities, FT staff not directly involved with the program/activity
6. What types of budget issues has your agency faced in the last 5 years? Have you had to
change your fee policy to generate more revenue?
Last 5 years have not been that bad. We haven't been able to increase our budget, but
also have not made any reductions. Consequently, no changes to our fee policy have
been necessary.
• Ballard*King and Associates i.c committed to comprehensive planning and operations con.calting service.%, providing for the
effective and ellicient rose of available revonrces to develop and operate sports, recreation and wellne sv facilities.
2743 F. Ravenhill Circle *High lands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA(ePballardking.com
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�l & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
7. What percentage of your recreation programs are offered by parks and recreation staff
either as employees or contractors and what percentage is provided by outside
organizations?
80% recreation staff — 20% by outside organizations
8. What performance measures does your city utilize to track cost recovery data
(cost/revenue comparisons by program or facility, program rill rates, program
cancellation rates, facility capacity analysis, etc.)?
Cost/revenue comparison by program and/or facility
9. What are the greatest challenges that you have with your current fee policy?
Some parts of our community are primarily low income residents. The challenge is when
we have the same programs offered at different facilities (example summer camp and
after school). The patrons in the low income area struggle to pay fees for these programs,
and without scholarships, many would not be able to afford the registration fees.
0
Ballard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the •
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKACCballardking.com
Coconut Creek
1 Please provide some basic information about your community.
Current Population: 59,302
• % of clientele that are non-residents: 30%
Age classification that describes community: we have all (Young Families, middle Age & Seniors)
Income classification: Middle Income
2 Please note the facilities that your agency currently operates
Community Center - Gymnasium, Fitness Center, Senior Center. We offer athletic leagues, fitness
programs, cultural programs, recreation activities and programs.
Recreation Complex - Gymnasium, Fitness Center, Teen Center. We offer athletic leagues, fitness
programs, cultural programs, recreation activities and programs.
Sabal Pines Park — Manage and oversee all city parks.
3 Please note the programs that your agency currently provides
Yes we provide Youth Sports; Adult Sports; Fitness/Wellness; Cultural Arts; Youth After School/Camps;
General Interests; Special Needs; Special Events; Outdoor Rec./Education; Seniors; and Teens.
4. Attached is an organizational chart.
5.FEE POLICY
Non-resident Rate Structure
If the resident rate for a program is less than $20.00; the non-resident rate is $5.00 more.
Ex: $15.00 resident/$20.00 non-resident
If the resident rate for a program is $20.00 or more; the non-resident rate is $10.00 more.
Example: $20.00 resident/$30.00 non-resident
PROGRAM FEES
Step 1
• Home many times does the program meet multiplied by the amount of time the class is held
Example: A program runs for 6 weeks and the class is one hour in length.
(6 week program x 1 hour=6 hours of program time)
• Include a % hour of set-up/break-down time for each day the program meets?
Example: 6 week program x % hour for set-up/breakdown= 3 hours of set-up /breakdown
Calculate the hourly rate of staff by the amount of time the program meets (6 + 3=9)
Example: $18.00 (hourly rate) x 9= $162.00 (personnel cost)
Step 2
Cost of supplies needed for the program: $300.00
• Staffing cost $162.00 + supply cost $300.00= $462.00
Step 3
Maximum # of participants: Example 12
Staff & Supply Cost/Maximum # of participants Example: $462.00/12=$38.5 round to $40.00
• Add a $5.00 processing fee: $45.00
Coconut Creek resident rate $45.00/non-resident rate $55.00
TEAM FEES •
Step 1
• # of regular season games x time for each game Example: 30 games x 1 hour each=30 hours
• # of playoff games x time for each game: Example: 4 playoff game x 1 hour each=4 hours
• Championship game x time for each game: Example 1 game x 1 hour each = 1 hour
• # of days the league is run x % hour for set-up breakdown time= 17 days x .5= 8.5 hours
• Total of 43.5 hours x $18.00 hourly rate=$783.00
Step 2
• Cost of referees for the league: Example: Adult basketball referee $28.00 per game; use 2
referees per game $56.00. $56.00 x 35 games=$1,960.00
• Cost of trophies/giveaway items: Example: $200.00
Step 3
Staff fee $783.00 + Referees $1,960.00 + Trophy/giveaway $200.00=$2,943.00
Step 4
$2,943.00 / by the maximum # of teams (6 teams)=$490.50
Step 5
Add a $5.00 processing fee: $495.00
After a determined date, fee will increase $50.00
Direct Costs: Supplies directed required for the program; referee services
Indirect Costs: Staffing
• Mandated Cost Recovery: Room Rentals
6. What types of budget issues has your agency faced in the last 5 years? Our playgrounds and
surfaces took a hit but are now being looked at and replaced. Fitness is becoming a challenge because
more fitness locations are opening in close proximity. Have you had to change your fee policy to
generate more revenue? Yes, we removed fees from ordinance to give more flexibility. We also raised
our Summer Day Camp fees.
7. What percentage of your recreation programs are offered by parks and recreation staff?
Recreation provide about 80% of the programing and Special Activity Instructors about 20%.
8. What performance measures does your City utilize to track recovery data? We complete a quarterly
Subcard and complete a monthly report.
9. What are the greatest challenges that you have with your current fee policy?
Getting sport card fees from the non-residents in our volunteer youth athletic leagues. Also balancing
costs of recreation programs where we don't overcharge fees to recover staff costs.
0
•
B T LARD * 14CTNG
br Il & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
Recreation Programs and Facilities
Fee Analysis
Benchmark Study
The City of Tamarac Parks and Recreation Department
comprehensive fee analysis for recreation programs and
Tamarac has hired Ballard*King & Associates to complete
answer the following questions regarding your city and X
Friday, August 5, 2016. Your quick response to this ;sup`
will be happy to share the results of the information thats'
Please return the survey to: Ken Ballard
Project Manage
Ballard*King &
2743 Ravenhill ,
CO
OR — Scan and email to:
If you have any questions lease contact:
City:
Title:
Address:
Phone:
is in the process of completing a
facilities. As part of this process,
th ,e study. We would like you to
ee policy. Please respond by
eye ouId be much appreciated. We
atfired from this survey.
61
Email:`
Bcrllard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient rrse of available resources to develop and operate sports, recreation and wellness facilities.
2743 B. Ravenhill Circle * Highlands Ranch, CO 80126 x (303) 470-8661 a= www.ballardkina.com - BKA@ballardking.com
br
BALLA-RD*IQNG
Il & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
1. Please provide some basic information about your community.
Current population
Service area population (if larger)
What percentage of your parks and recreation facili
estimate are non-residents of your community?
Age classification (what best describes
Young Families
Middle Age
Senior
Income classification (what be describes
Lower Incomep
Middle Inc(
High Income W,
2. Please note the
id program clientele would you
0
Facility
Number
Description
Commumt /Recreat es C "nERNE
G
y oor ooly -,.. "Je
`V�%
Wilb,
,., EI
BallctrdxKing and Associates is committed to comprehensive planning and operations consulting services. providing for the
effective and efficient ttse of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle x Highlands Ranch, CO 80126 * (303) 470-8661 - www.ballardking.com x BKA ccballardkin-.coin
•
•
•
•
•
b
BALLARD*IQNG
I� & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
3. Please note the programs that your agency currently provides.
Programs
Y s
No
Youth Sports
Adult Sports
Fitness/Wellness
Cultural Arts
l%
Education
wo
/ x
�; ..%
Aquatics
Youth After School/Cam ,§j
,,.
General Interest
Special Needs
Special Events
j, J
Outdoor Rec./Education
Teens10
'/%
4. Please indicate ' r curreYit full-tim� taffing leyifs by position in recreation
programming and 1,bi.ties o ration. Pl ; g attach a department organizational chart
�i, ,. ,
to this survev/�r�.i�//iii%�,,..�_
Ballard*King and Associates is committed to comprehensive planting and operations consulting services, proriding.for tlne-��
effective and cJ(uient use of available resources to develop and operate sports, recreation and wellnessJacilities.
2743 E. Ravenhill Circle Highlands Ranch, CO 80126 w (303) 470-8661 1, www.ballardking.com x BKA@ballardking.com
1
RMIA"*KING
l� & ASSOCIATES LTD •
Recreation Facility Planning and Operation Consultants
5. Does your agency have a formal fee policy/philosophy?
If so please include a copy with this survey
What are your cost recovery mandates (programs, facilities, rentals, etc.)?
How often is the fee policy updated?
-7
How do you figure non-resident fees (
What do you consider to be c
'Q;�L
6. What types f budget
change yourfee policy
1-11!� >Je_CUC" v�__
dollar ainoW, etc.)?
V
h
`
agency N.
m the last 5 years? Haveou had to �k .
ore revenue?
-1 cfl
\� ,ate ILI, 7:Llk �_
Baltard*King and Associates is committed to comprehensive planting and operations consulting services, providing,for the
effective and efficient use of arailahle resources to develop and operate sports, recreation and wellness facilities. •
2743 E. Ravenhill Circle Highlands Ranch, CO 80126 c (303) 470-8661 x www.ballardking.com K BKA0( ballardking.coni
•
0
BALLARD*IQNG �1 & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
7. What percentage of your recreation programs are offered by parks and recreation staff
either as employees or contractors and what percentage is provided by outside
organizations?
8. What performance measures does your city
(cost/revenue comparisons by program or fa
cancellation rates, facility capacity analysis, etc.)?
9. What are the greatest challenges that you
track cost recovery data
;ram fill rates, program
current
Ballard -King and Associates is committecl to comprehensive planting and operations consulting services, providing for the
• effective and efficient use of available resources to develop and operate sports, recreation and svelbtess facilities.
2743 E. Ravenhill Circle Highlands Ranch, CO 8012G (303) 410-866 l ww4v.ballardking.com :� BKA ct'ballardking.cont
b
BALLARD * YJNG
l� & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
Recreation Programs and Facilities
Fee Analysis
Benchmark Study
The City of Tamarac Parks and Recreation Department is in the process of completing a
comprehensive fee analysis for recreation programs and facilities. As part of this process,
Tamarac has hired Ballard*King & Associates to complete the fee study. We would like you to
answer the following questions regarding your city and your fee policy. Please respond by
Friday, August 19, 2016. Your quick response to this survey would be much appreciated. We
will be happy to share the results of the information that is gathered from this survey.
Please return the survey to:
Ken Ballard
Project Manager
Ballard*King & Associates
2743 Ravenhill Circle
Highlands Ranch, CO 80126
OR — Scan and email to: ken@ballardking.com
If you have any questions please contact: Ken Ballard 303-470-8661
City: Port Orange
Contact: Peter Ferreira
Title: Assistant Director
Address: 4655 City Center Circle
Port Orange, FL 32129
Phone: 386-506-5864
Email: PFerreira@port-orange.org
Ballard*King and Associates is committed to comprehensive plmntinq and operations consulting services, providin,q]br the
effect/ve and effic lent use of available resources to develop arc/operate spurts, rec recninn and welhu.cs foci/hies.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKACCballardking.eom
•
•
•
br
B►AT.T.ARD*KING
• �l & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
1. Please provide some basic information about your community.
Current population Roughly 60,000
Service area population (if larger)
What percentage of your parks and recreation facilities and program clientele would you
estimate are non-residents of your community? Less than 5%
Age classification (what best describes your community)
Young Families
Middle Age Pretty good mix of all three
Senior
Income classification (what best describes your community)
Lower Income
Middle Income X
High Income
2. Please note the facilities that your agency currently operates.
Facility
Number
Description
Community/Recreation Center
2
Gymnasium utilized for multi-
use and an adult/senior center
Indoor pool
0
Outdoor pool
0
• Ballard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.bzillardking.com * BKA@ballardking.com
b
BALLARD*KING
& ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
3. Please note the proErams that Your agency currently provides.
Programs
Yes
No
Youth Sports
X
Adult Sports
X
Fitness/Wellness
X
Cultural Arts
X
Education
Aquatics
Youth After School/Camps
X
General Interest
Special Needs
X
Special Events
X
Outdoor Rec./Education
Seniors
X
Teens
4. Please indicate your current full-time staffing levels by position in recreation
programming and facilities operation. Please attach a department organizational chart
to this survey.
• Athletic Superintendent
• Athletic Supervisor
• Special Event Supervisor
• Special Event Coordinator
• Athletic Coordinator
• Athletic Specialist
• Program Specialist
• Part Time Program Leader
5. Does your agency have a formal fee policy/philosophy? YES
If so, please include a copy with this survey
•
Ballard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the •
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA@ballardking.com
BALLARD*KING
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h & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
What are your cost recovery mandates (programs, facilities, rentals, etc.)?
Cost recovery is not mandated but we try to operate as close to 100% for most of our
programs/rentals.
How often is the fee policy updated?
Annually
How do you figure non-resident fees (set formula increase, dollar amount, etc.)?
We just recently eliminated non-resident fees
What do you consider to be direct costs?
What do you consider to be in -direct costs?
6. What types of budget issues has your agency faced in the last 5 years? Have you had to
change your fee policy to generate more revenue?
7. What percentage of your recreation programs are offered by parks and recreation staff
either as employees or contractors and what percentage is provided by outside
organizations?
90% of our programs are internal with only 10% being provided by outside
organizations.
• Bullard *King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA@ballardking.com
br
*KING
�l & ASSOCIATES LTD •
Recreation Facility Planning and Operation Consultants
8. What performance measures does your city utilize to track cost recovery data
(cost/revenue comparisons by program or facility, program fill rates, program
cancellation rates, facility capacity analysis, etc.)?
9. What are the greatest challenges that you have with your current fee policy?
Trying to cover costs while remaining fairly inexpensive for our residents and still being
able to provide a quality product.
is
Ballard*King and Associates is conunitted to comprehensive Planning and operations consulting services, providing fir the •
effective and efficient use of available resources to develop and operate .sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardkin8.com * BKA@ballardking.com
•
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BALLARD*IQNG
�l & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
Recreation Programs and Facilities
Fee Analysis
Benchmark Study
The City of Tamarac Parks and Recreation Department is in the process of completing a
comprehensive fee analysis for recreation programs and facilities. As part of this process,
Tamarac has hired Ballard*King & Associates to complete the fee study. We would like you to
answer the following questions regarding your city and your fee policy. Please respond by
Friday, August 19, 2016. Your quick response to this survey would be much appreciated. We
will be happy to share the results of the information that is gathered from this survey.
Please return the survey to:
Ken Ballard
Project Manager
Ballard*King & Associates
2743 Ravenhill Circle
Highlands Ranch, CO 80126
OR — Scan and email to: ken@ballardking.com
If you have any questions please contact: Ken Ballard 303-470-8661
City: City of Rocky Mount Parks and Recreation Department
Contact: Kelvin Yarrell
Title: Director
Address: PO Box 1180
Rocky Mount, NC 27801
Phone: 252-972-1154
Email: kelvin.yarrell@rockymountnc.gov
Ballard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports. recreation and wellness facilities.
2743 E. Ravenhill Circle Highlands Ranch, CO 80126 (303) 470-8661 * www.ballardking.com BKACn'ballardkinL-
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BALLARD*KING
�l & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
1. Please provide some basic information about your community.
Current population 57,000
Service area population (if larger) 110,000
What percentage of your parks and recreation facilities and program clientele would you
estimate are non-residents of your community? 25_
Age classification (what best describes your community)
Young Families
Middle Age X
Senior X
Income classification (what best describes your community)
Lower Income X
Middle Income
High Income
2. Please note the facilities that your agency currently operates.
AVA
Number
Description
Community/Recreation Center
2
Indoor pool
1
Outdoor pool
1
Senior Center
1
Gym
I
Sports Complex
1
I I -baseball, 8-soccer and
football stadium
Lake
1
Disc Golf Courses
4
7 Miles of Trail
1
Art Center
1
Science Center
1
Theatre
2
Amusement Park
I
Tennis Complex
1
10 courts
Dog Park
1
9-acre dog park
Ballard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
•
•
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA@ballardking.com
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*KING
. I1 & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
3. Please note the programs that your agency currently provides.
Programs
Yes
No
Youth Sports
X
Adult Sports
X
Fitness/Wellness
X
Cultural Arts
X
Education
X
Aquatics
X
Youth After School/Camps
X
General Interest
X
Special Needs
X
Special Events
X
Outdoor Rec./Education
X
Seniors
X
Teens
X
4. Please indicate your current full-time staffing levels by position in recreation
programming and facilities operation. Please attach a department organizational chart
to this survey.
39-Recreation staff and 26-Parks Operations staff
5. Does your agency have a formal fee policy/philosophy? _Yes
If so, please include a copy with this survey
• &llard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.com * BKA@ballardking.com
B D *KING
�l & ASSOCIATES LTD •
Recreation Facility Planning and Operation Consultants
What are your cost recovery mandates (programs, facilities, rentals, etc.)?
We do not have a cost recovery mandate. We strive for 30% cost recovery rate.
How often is the fee policy updated?
We have a fee policy that is reviewed and update annual during our budget process.
How do you figure non-resident fees (set formula increase, dollar amount, etc.)?
Council mandated non resident fee will be charged appropriately for all services provided
at an additional 50% of fee assessed to city residents.
What do you consider to be direct costs?
Examples of direct cost for our programs include: •
What do you consider to be in -direct costs?
6. What types of budget issues has your agency faced in the last 5 years? Have you had to
change your fee policy to generate more revenue?
We have not faced budget issues that has forced our agency to alter fees. We annually
review and recommend fee changes.
7. What percentage of your recreation programs are offered by parks and recreation staff
either as employees or contractors and what percentage is provided by outside
organizations?
We offer 90% of our programs by parks and recreation staff. Less than 10% of programs
are offered through contracted services or outside organizations.
Ballard*King and Associates is committed to comprehensive planning and operations consulting services. providing for the •
effective and efficient nse of availabte resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballardking.coni * BKA@ballardking.coni
*KING
br
I* �l & ASSOCIATES LTD
Recreation Facility Planning and Operation Consultants
8. What performance measures does your city utilize to track cost recovery data
(cost/revenue comparisons by program or facility, program fill rates, program
cancellation rates, facility capacity analysis, etc.)?
We use year to year data comparisons to track our department's division performances.
They are review and compared on a monthly basis and discussed in staff meeting. We
have adopted a saying, "keep the things that work, get rid of the things that do not." This
has allowed us to focus on improving our customer service.
9. What are the greatest challenges that you have with your current fee policy?
Our greatest challenges with our current fee policy is the non-resident rate. It has
significantly impacted the number of non-residents that participate with our summer
camp. We also have been trying to implement a new fee for any equipment requested by
outside agencies and other city departments.
•
• liallard*King and Associates is committed to comprehensive planning and operations consulting services, providing for the
effective and efficient use of available resources to develop and operate sports, recreation and wellness facilities.
2743 E. Ravenhill Circle * Highlands Ranch, CO 80126 * (303) 470-8661 * www.ballirdking.com * BKA@ballardking.com
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Superintendent
Vacant
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Supervisor
Janet Hull
Sr. Staff Assistant
Connie Young
Customer Service
Representative
Nadine Pagnotta
Sr. Recreation
Programmer
Dan Laurie
Colette Okamoto
Recreation Programmer
Emana Power
Melissa Read
Andrew Saint -Remy
Vacant
Facilities Attendant
Robert Henry
Nora Short
PARKS AND RECREATION
FISCAL YEAR 2017
PROPOSED
Director
Wayne K. Tobey
Assistant Director
Danielle DeBarros
Superintendent
Philip Randazzo
Supervisor
Jacqui Pomerantz
Customer Service
Representative
Gary McCleod
Tair McCloud
Sr. Fitness Specialist
Chelsi Mundy
Fitness Specialist
Renee Cohen
Roger Cowan
Tim Martilotto
Jessica Roark
Tim Walbert
Fitness Specialist PIT
Kelvin Greenleaf
• Summer Recreation Leaders (17)
(Seasonal 8 weeks)
Sr. Staff Assistant
Kari Knudsen
Supervisor
Bruno Battel
Sr. Park Ranger
Nicholas Williams
Park Ranger
Darrell Clevenger
Donald Groschel
John Lovecchio
Tom Maloney
Navindra Singh
Park Ranger PIT
Marcus Mark
Dario Quintanilla
Special Events Planner
Antoinette Shreffler
Special Events Assistant
Heather Hughes
Superintendent
Lenore Thomas
I
Sr. Staff Assistant
Jaimie Korstjens
I
Supervisor
Enrique Castro
Customer Service
Representative
Ester Edouard
Sr. Recreation Programmer
Yancey Durham
Joy Mastrocola
Recreation Programmer
Angela Alvarez
Debra Browning
Philip Randazzo, Jr.
Josh Salter
Recreation Attendant PIT
Cherise Carberry
Michael Pluchino
Lead Facilities Attendant
Anthony Farruggia
Facilities Attendant
Andrew Anzelmo
Thomas Campbell
Vaughn Huie
Summer Recreation Leaders (13)
(Seasonal 8 weeks)
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PARKS AND RECREATION FEE SCHEDULE RECOMMENDATIONS - 2017
Temp. Reso. #13004 —
Exhibit B
Fees are shown as Resident/Non-Resident where applicable.
Room Rentals:
Room Rentals fees based on increases of 5% in each of the next three (3) years for the Community
Center Ballroom and gymnasiums. For all other meeting rooms, a 10% increase in FY 18, 5% in FY 19 and
5% in FY 20. Comparatives from Broward County keep us in the middle of the range. Non-resident rates
based upon a 25% increase over resident rate. Refundable Clean Up Deposits will remain unchanged.
Current Proposed
FY 18 FY 19 FY 20
Ballroom (3 Hours) c360 $378/$473 $397/$496 $417/$521
Additional Hours $i 0moo $125/$150 $130/$160 $135/$170
Coconut or Palm $22 $44 $24/$30 $25/$31 $26/$33
Coco/Palm, Citrus and
Mango Rooms
$36/$60
$40/$50
$42/$53
$44/$55
Gym (TPK and TCC)
Sporting Event
$48478
$50/$63
$53/$66
$56/$70
Non -Sporting (3 hours)
$' 0J$510
$378/$473
$397/$496
$417/$521
Additional Hours
ci24
$125/$150
$130/$160
$135/$170
Clean Up Deposits
Ballroom
$500
$500
$500
$500
Coco/Palm, Citrus and
Mango Rooms
$150
$150
$150
$150
Gym (TPK and TCC)
$300
$300
$300
$300
Extended Hours
Staff Charge
$60/hr.
$60/hr.
$60/hr.
$60/hr.
PARKS AND RECREATION FEE SCHEDULE RECOMMENDATIONS - 2017
Shelter Rentals: •
Shelter Rentals based upon a three (3) year adjustment with a 15% increase in year one (1) and a 10%
increase in each of years two (2) and three (3). Non-resident fees will be based upon 25% increase from
resident rate. All fees will have a 6% sales tax added on. A $50 refundable cleanup deposit will remain
as is. Shelter fees were last revised in 2007.
Current
Proposed
FY 18
FY 19
FY 20
Small
Weekday R/NR - $2
$23/$29
$25/$31
$28/$35
Weekend R/NR - $2
$29/$36
$32/$40
$35/$44
Medium
Weekday R/NR - $
$35/$44
$39/$49
$43/$54
Weekend R/NR - $4
$46/$58
$51/$64
$56/$70
Large
Weekday R/NR - $5
$63/$79
$69/$86
$76/$95
Weekend R/NR - $65$75
$75/$94
$83/$103
$91/$114
Sunset Point Combo
Weekday R/NR - $66/$89
$76/$95
$84/$105
$92/$115
(Shelters 2 and 3)
Weekend R/NR - $7
$82/$103
$90/$113
$99/$124
Athletic Field Rentals:
Athletic Field Rentals will be based upon a three (3) year adjustment with a 20% increase in year one (1) •
with a 10% increase in years two (2) and three (3). Current rates do not include a non-resident rate, but
proposed fees will include a non-resident rate. Non-resident fees will be based upon a 25% increase
from resident rate. Current fees reflect use of lights and without lights. Due to inconsistencies as to
when it gets dark throughout the year, we are proposing that we go to a Daytime rental and a
Primetime Rental. Daytime would be from 8:00 am — 6:00 pm and Primetime 6:00 pm —10:00 pm.
These fees were last revised in 2007.
Current
Proposed
FY 18
FY 19
FY 20
Baseball/Softball Daytime -
$
$22/$27/hr.
$24/$30/hr.
$26/$33/hr.
Primetime -
c,�
$28/$35/hr.
$31/$39/hr.
$34/$42/hr.
Field Prep. -
$44
$20
$25
$30
Football/Soccer (Grass) Daytime -
$18/19F:
$22/$27/hr.
$24/$30/hr.
$26/$33/hr.
(Turf) Daytime -
$48/hF.
$27/$34/hr.
$30/$38/hr.
$34/$43/hr.
(Grass) Primetime -
c'�
$28/$35/hr.
$31/$39/hr.
$34/$43/hr.
(Turf) Primetime -
$33/$41/hr.
$36/$45/hr.
$40/$50/hr.
Field Prep FB
$444
$175
$175
$175
Field Prep Soc.
$4,L5
$125
$125
$125
C7
PARKS AND RECREATION FEE SCHEDULE RECOMMENDATIONS - 2017
0 Instructional Classes:
Currently the City takes 100% of registration fees and pays out 80% to instructor and maintains 20%.
Adjustments will show a 5% increase in amount City will maintain in years one (1) and three (3) to cover
related administrative costs.
Current Proposed
FY 18 FY 19 FY 20
Instructor/City split 80, 20% 75%/25% 75%/25% 70%/30%
Camps/Fast Trackids/Senior Program:
Summer— Summer camp proposed fees are based on a 5% increase in years one (1) and three (3). Non-
resident rate is based on the same percentage increases as the resident rate (5% in years 1 and 3). 2nd
child discount is 10%.
Current
Proposed
FY 18
FY 19
FY 20
5-12 yrs. old 1S` child $611/$740
$640/$777
$640/$777
$672/$816
2nd child $568j$688
$576/$700
$576/$700
$605/$734
. 13-14 yrs. old 1't child $639�$756
$662/$794
$662/$794
$695/$832
2nd child $54 703
$596/$715
$596/$715
$625/$749
Spring/Winter Break — Both the Winter and Spring Camps are proposed to increase by $5 in year one, $5
in year two and a $10 increase in year three. Fees were last adjusted in FY 17.
Current Proposed
FY 18 FY 19 FY 20
Spring Camp r" $130/$155 $135/$160 $145/$170
Winter Camp $140/$165 $145/$170 $155/$180
Fast Trackids — Proposed fees for the Fast Trackids Program will show an increase of $5/month for years
one (1) and three (3). Fees last adjusted in FY 17.
Current Proposed
FY 18 FY 19 FY 20
Program Fee Per Month Vt child �' ^� ^moo $145/$175 $145/$170 $150/$185
2nd child c1244 $125/$149 $125/$149 $130/$154
0
PARKS AND RECREATION FEE SCHEDULE RECOMMENDATIONS - 2017
Senior Program — Proposed fees will total a $5 increase over the next three (3) years. The number of
classes and activities offered to participants make this program a great value! The increase in cost to
offer program necessitate a minimal increase. The current fee was set in 2014.
Current Proposed
FY 18 FY 19 FY 20
Senior Program Annual Membership $30/49 $32/$42 $34/$44 $35/$45
Aquatic/Fitness Center:
Pool Admission — Proposed fees are based on an increase of $.25 per year over the next three (3) years.
Comparatives throughout Broward County show that these increases will keep the City of Tamarac in
the middle of the range. Admission fees last adjusted in 2012.
Current Proposed
FY 18 FY 19 FY 20
Child $2.059 $2.25/$2.75 $2.50/$3.00 $2.75/$3.25
Adult $9.2S/$3.7-S $3.50/$4.00 $3.75/$4.25 $4.00/$4.50
Sr/Stud/Mil t'.' $2.50/$3.00 $2.75/$3.25 $3.00/$3.50
Fitness Center — We are not recommending any increase in the Fitness Center membership fee. Current
fees do not include a non-resident fee.
Current
Adult $150/yr.; $85/6 mos.; $45/3 mos.
Sen/Mil/Vets $135/yr.; $75/6 mos.; $40/3 mos.
Teen 13-17 $95/yr.
•
•
0
PARKS AND RECREATION FEE SCHEDULE RECOMMENDATIONS - 2017
Transportation:
Fixed Route — The City is limited as to what it can charge the riders of our fixed route transit system. By
agreement, the City cannot charge any more than half of what the County's fixed route base fee is.
Currently, the County charges $2.00 per one-way trip. Proposed fees will include a $.25 increase per
one-way trip in year one (1). These fees do not distinguish between resident and non-resident. Per
agreement, staff will need to provide formal notice to the BC Contract Administrator of any fare change,
hold a public hearing and receive written approval from Broward County.
Current Proposed
FY 18 FY 19 FY 20
Fixed Route $-W $.75 $.75 $.75
Para -Transit — We are not recommending any increase in the Para -Transit membership fee.
Current
6 months $40
3 months $30
Equipment Rental:
Showmobile — Rental of the showmobile will include delivery, setup, breakdown and pickup of
• showmobile by City staff. Rental location must be in Broward County.
Current Proposed
N/A Rental $250/day - non-profit/municipality
N/A Delivery/Setup/breakdown - $300
•