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Agendas/Packets - 2011.04.06 - 40192
2800 Watkins Lake Road • Bldg 97W • Waterford, MI 48328-1917 248.858.0906 • 1.888.00PARKS • DestinationOakland.com 01ZAKLANDCOUNTYPARKS April1, 2011 Oakland County Parks and Recreation Commission Oakland County, Michigan Commissioners: A meeting has been called of the Oakland County Parks and Recreation Commission as follows: PLACE ............................. Oakland County Parks Administration Building 2800 Watkins Lake Rd Waterford, MI 48327 TIME .............................. Wednesday, April 6, 2011 9:00 a.m. PURPOSE .......................... Regular Meeting This meeting has been called in accordance with the authorization of Chairman Gerald Fisher of the Oakland County Parks and Recreation. Sincerely, Gerald A. Fisher Chairman John P. McCulloch Daniel J. Stencil Vice-chairman Executive Officer J. David VanderVeen Secretary Robert Kostin Next Meeting Pecky D. Lewis, Jr. Christine Long Gary R. McGillivray Charles Palmer John Scott Fric S. Wilson .Biel J. Stencil Executive Officer Wednesday, May 4, 2011 at Oakland County Parks Administration Building. 0 ur missio '�E'fo m�rov"l gquaa(i{yo recreational experiences that encourage healthy lifestyles, support economic prosperity and promote the protection of natural resources. Oakland County Parks an( creation Commission Meeting 2800 Watkins Lake Road, Waterford, MI 48328 April 6, 2011 A Action Required Presenter/Phone # 1. Call Meeting to Order G. Fisher/248.514.9814 2. Roll Call " 3. Pledge of Allegiance ------ " 4. Approval of Minutes: March 2, 2011 Regular Meeting Approval K. Kohn/248.858.4606 5. Approval of Agenda Approval G. Fisher/D. Stencil/248.858.4944 6. Public Comments G. Fisher 7. CONSENT AGENDA A. Internal Service Funds Journal Voucher Register for month ending Approval S. Cox/248.858.4612/D. Stencil 2/28/11 (FM 5, FY 11); Payment Register for month ending 2/28/11 (FM 5, FY 11) B. Monthly Financial Statement Executive Summary for month ending Approval S. Cox/D. Stencil 2/28/11 (FM 5, FY 11) C. Purchasing Quarterly Report Receive and File P. Castonia 8. REGULAR AGENDA A. Golf Operations Presentation Informational D. Stencil/S. Wells/L. Gee/ Golf Operations Staff B. Friendship Woods Partnership Proposal Informational D. Stencil S. Wells/248.858.4634 T. Fields/248.858.0914 C. Revised Vogel Residential Lease Approval P. Castonia/248.858.0909 D. Catalpa Oaks Business Plan Approval M. Prowse/248.858.4630 AppzOval Competition Appzov�. zOwse watex Ss 1a p lnlpzmational �. p �g sN°ight pokey iyiAfopzpn� M' D onne llo n lklo °thef Beez ati°nl oats ono 1but °f dBlsDStencilDvoMl'e auz°val 1.Ap9 vafoz t Z.Appzo ability g5S 46411 mental Sustain lnfonnational g TIT tzact 124$� Envizo G°n 1..Dunleavy 431.13�'S Bankpzogram Repan �ngineezing tlai d,Pg igatlOn z pam dpile Gee124S G We spavisbu Lion p Gastonia ands'°tiza Receive an x Sp'�ngield yak �°pics cil planning Session Receive andpile D Sten 1. TS Reppzt it G �ishez ��-� 0�" Y ll� Activity Receive ands e 9 S eb azy �FNI 35 G Fishez N. B 1T update sRep ort G BXecutive pfficez istxati°n °flee. 10. pLDB�S�SS C°��issi°��S ad n exCax°�selg°°� Ew BSSS xh Zfj at tlieYax e1d Oaks 8etivit3 C 11. °v w ed�es�ay � 0�1 at the SPxiv`�� a.m• 4,2 12 etge Aew Sess�O onwecxuesda9>N1ay eetin; 1�eXtRe- 0 OAKLAND COUNTY PARKS AND RECREATION COMMISSION MEETING March 2, 2011 Chairman Fisher called the meeting to order at 9:06 a.m. in the commission room of the Parks Commission's administration office. COMMISSION MEMBERS PRESENT: Gerald Fisher, Robert Kostin, Pecky D. Lewis, Jr., Christine Long, John McCulloch, Gary McGillivray, Charles Palmer, John Scott, Eric Wilson COMMISSION MEMBERS ABSENT: J. David VanderVeen, with notice ALSO PRESENT: Parks and Recreation OC Fiscal Services Michigan Recreation and Park Assoc. The Oakland Press Former Parks Commissioner APPROVAL OF MINUTES: Daniel Stencil, Executive Officer Sue Wells, Manager — Parks & Rec. Operations Mike Donnellon, Chief -Parks Fac., Maint. & Ops. Terry Fields, Chief - Recreation Programs & Services Melissa Prowse, Business Development Rep. Jim Dunleavy, Chief, Parks Ops. & Maint. — N. District Larry Gee, Chief, Parks Ops. & Maint. — S. District Desiree Stanfield, Communications Supervisor Karen Kohn, Supervisor —Administrative Services Sheila Cox, Capital Improvement Coordinator Jeff Phelps, Budget Analyst Linda Walter, President Jonathan Schechter, Reporter Tim Burns Moved by Mr. Kostin, supported by Mr. Wilson to approve the minutes of the regular meeting of February 2, 2011, and the minutes of the public hearing of February 2, 2011, as written. AYES: Fisher, Kostin, Lewis, Long, McCulloch, McGillivray, Palmer, Scott, Wilson (9) NAYS: (0) Motion carried on a voice vote. APPROVAL OF AGENDA: Moved by Mr. Lewis, supported by Mr. Palmer to approve the agenda as presented. AYES: Fisher, Kostin, Lewis, Long, McCulloch, McGillivray, Palmer, Scott, Wilson (9) NAYS: (0) Motion carried on a voice vote. PUBLIC COMMENTS: There were no questions or comments received by the public. 4-1 (Commission Meeting, March 2, 2011) Executive Officer Dan Stencil introduced Jeff Phelps, Budget Analyst from Oakland County Fiscal Services Management and Budget, who will be coming to Parks and Recreation through a re -allocation of staff. Sheila Cox will be moving to the offices at the Executive Office Building. The transition process, including budget shadowing through our current budget review process, is expected to continue through mid -April. CONSENT AGENDA: Moved by Mr. Palmer, supported by Mrs. Long to approve all items under the Consent Agenda as follows: Internal Service Funds Journal Voucher Register for month ending 1/31/11 (FM 4, FY 11); Payment Register for month ending 1/31/11 (FM 4, FY 11); Monthly Financial Statement Executive Summary for month ending 1/31/11 (FM 4, FY 11); and the 2011 Michigan Natural Resources Trust Fund Development Project. AYES: Fisher, Kostin, Lewis, Long, McCulloch, McGillivray, Palmer, Scott, Wilson (9) NAYS: (0) Motion carried on a voice vote. RECOGNITION PRESENTATION — FORMER PARKS COMMISSIONER TIM BURNS: Chairperson Emeritus Lewis presented former parks commissioner Tim Burns with a plaque in recognition of his dedicated service to the residents of Oakland County through his contributions on the Parks Commission. AWARDS PRESENTATION: Michigan Recreation and Park Association President Linda Walter presented the Commission with the Grand Award, the association's highest award, for outstanding leadership, service, education and support of recreation in Michigan, creating recreational opportunities for people of all ages and abilities. Executive Officer Stencil presented Jonathan Schechter of The Oakland Press with the MRPA Media Advocate Award for his support of the Oakland County Parks through his articles and blogs on the trails, plus his advocacy of the Commission's millage awareness efforts in 2010. Other MRPA awards received: • 2010 Best Video Award — for the boardwalk construction project over wetlands at Independence Oaks • Community Service Award to Dennis Rahn and his metal detector group for their assistance in keeping our beaches clean and safe • Community Service Award to the Highland Equestrian Group for its assistance in the acquisition of four acres at Highland Oaks • Community Service Award to the North Oakland Headwaters Land Conservancyfor its assistance in the acquisition of the Upper Bushman Lake parcel at Independence Oaks SOUTH OAKLAND HEALTH DEPARTMENT OFFICE/STORAGE RENT: Moved by Mr. McCulloch, supported by Mr. McGillivray to approve the transfer of funds for the rental of office/storage space in the South Oakland Health Departmentfrom the FY 2011 Operating Budget Contingency to the Administrative Services Rent line item, should it become necessary. AYES: Fisher, Kostin, Lewis, Long, McCulloch, McGillivray, Palmer, Scott, Wilson (9) NAYS: (0) 4-2 (Commission Meeting, March 2, 2011) Motion carried on a voice vote. Staff will provide the Commissioners with a copy of the Memo of Understanding. SPONSORSHIP POLICY REVISION APPROVAL: Moved by Mr. Lewis, supported by Mr. Scott to approve the revised Sponsorship Policy, as presented. Chairman Fisher shared the highlights of the revised policy and noted staff will bring back for Commission approval a list of ideas/proposed sponsors. Once the list is approved, staff will work to negotiate sponsorships. He also shared the provision for an exception to the general procedure for the Executive Officer, with specific requirements to be met. AYES: Fisher, Kostin, Lewis, Long, McCulloch, McGillivray, Palmer, Scott, Wilson (9) NAYS: (0) Motion carried on a voice vote. PLANNING SESSION TOPICS: A revised list of planning session topics was distributed for Commission review and input for priorities. Executive Officer Stencil reviewed how the results from the county -wide needs assessment— maintaining and sustaining current operations at a high level, acquiring and preserving open space, and trails — tie directly to the Commission's adopted Strategic Master Plan. Commissioners were requested to review the list to ensure it is inclusive of everything that should be in the potential planning queue and be prepared to prioritize the topics. For those items that are identified as topics for focused planning sessions, staff was requested to provide as much advance notice as possible to ensure enough time is set aside for appropriate discussion. ACTIVITY REPORT: The Activity Report for January (FM 04 FY 2011) was accepted as filed. EXECUTIVE OFFICER'S REPORT: In addition to the Executive Officer's report filed in the agenda, the following information was noted: ---Staff inquired whether commissioners had received anyfeedbackfrom their constituents on its 2010 Annual Report and noted approximately 1,000 on hand available for groups who would benefit from receiving them. ---Chief of Parks Facilities, Maintenance and Operations Mike Donnellon reported on the progress of the phase I development of Catalpa Oaks, noting a tentative time frame of the week of March 14 to review the preliminary site plan with the City of Southfield planning department staff. ---Representatives from Enbridge Energy will be at the March 15 Planning and Building Committee meeting to provide additional information on the pipeline at Rose Oaks and the proposed donation agreement. ---Representatives from the City of Madison Heights are planning to attend an upcoming Commission meeting to make a presentation with staff on possible levels of involvement with Friendship Woods Park. ---Staff will provide an update to Commission on natural resource management efforts from the last four years. 4-3 (Commission Meeting, March 2, 2011) Commissioner Wilson inquired whether any surveys have been completed on coyotes in the parks. OLD BUSINESS: None NEW BUSINESS: None. Meeting was adjourned at 10:08 p.m. The next Commission meeting will be at 9:00 a.m. on Wednesday, April 6, 2011. ote /C J. David VanderVeen, Secretary Karen S. Kohn CPS/CAP, Recording Secretary OAKLAND COUNTY PARKS AND RECREATION COMMISSION PAYMENT APPROVAL SUMMARY FOR MEETING OF: April 6, 2011 *INTERNAL SERVICE FUNDS JOURNAL VOUCHER REGISTER• February (FM5, 2011) *PAYMENT REGISTER: Voucher Report Period, February (FM5, 2011) TOTAL 669,448.09 313,853.47 $983,301.56 *BACKUP INFORMATION IS AVAILABLE FOR REVIEW. 7A -1 OAKLAND COUNTY PARKS AND RECREATION COMMISSION MONTHLY FINANCIAL STATEMENTS EXECUTIVE SUMMARY FM 5, FY 2011 (FOR MONTH ENDING 2128/11) OPERATING BUDGET - Section A Operating Revenue FY 2011 BUDGET (OVER), UNDER % OF YEAR TO DATE BUDGET BUDGET $25,003,813.00 $10,562,877.09 $14,440,935.91 42.2% Operating Expense $25,003,813.00 $6,372,090.71 $18,631,722.29 25.5% REVENUE OVER/(UNDER) EXPENSES $0.00 $4,190,786.38 ($4,190,786.38) FY 2011 Operating Stabilization Fund earmark $6,250,000 (25% of $25,003,813) FY 2011 to PROJECT TO FY 2013 DATE CAPITAL IMPROVEMENT PROGRAM ESTIMATED EXPENSE BUDGET PLAN - Section B PROJECT COST PAYMENTS* TOTAL $17,196,524.51 $5,628,114.48 *Includes prior fiscal years carry over expenses of $5,390,336.92 PROJECT % OF BALANCE BUDGET $11,568,410.03 32.7% FY 2011 Capital Stabilization Fund earmark $0 (recommend establishing in FY 2012 utilizing the $3 million currently budgeted as "Future Acquisition & Improvements" as the beginning funding source and increase to $5 million) CAPITAL EQUIPMENT BUDGET PLAN - FY 2011 Section C BUDGET TOTAL $18,956.12 YEAR TO DATE EXPENSE (OVER), UNDER % OF PAYMENTS BUDGET BUDGET $0.00 $18,956.12 0.0% 7B-1 SUMMARY of Sections A, B, and C OAKLAND COUNTY PARKS AND RECREATION COMMISSION COMBINED STATEMENT OF OPERATIONS FM5, FY 2011 (FOR MONTH ENDING 2/28/11) 2011 YEAR TO (OVER), % OF REVENUE BUDGET DATE UNDER BUDGET BUDGET ADMINISTRATIVE SERVICES: Millage Tax $12,586,000.00 $9,776,968.02 $2,809,031.98 77.7% Other 272,300.00 (35,728.38) 308,028.38 -13.1% GLEN OAKS GOLF COURSE 1,058,016.00 102,527.46 955,488.54 9.7% LYON OAKS GOLF COURSE 1,188,290,00 120,564.08 1,067,725.92 10.1% RED OAKS GOLF COURSE 413,900.00 23,791.74 390,108.26 5.7% SPRINGFIELD OAKS GOLF COURSE 759,600.00 56,118.25 703,481.75 7.4% WHITE LAKE OAKS GOLF COURSE 884,432.00 64,339.28 820,092.72 7.3% INDEPENDENCE OAKS NATURE CENTER 31,800.00 11,523.67 20,276.33 36.2% ADDISON OAKS 444,780.00 78,585.18 366,194.82 17.7% ADDISON OAKS CONFERENCE CENTER 126,000.00 25,610.25 100,389.75 20.3% GROVELAND OAKS 678,700.00 26,061.38 652,638.62 3.8% HIGHLAND OAKS 3,000.00 275.00 2,725.00 9.2% INDEPENDENCE OAKS 301,622.00 83,526.59 218,095.41 27.7% LYON OAKS 85,000.00 19,911.00 65,089.00 23.4% ORION OAKS 121,000.00 32,294.00 88,706.00 26.7% RED OAKS DOG PARK 42,100.00 13,178.00 28,922.00 31.3% ROSE OAKS 2,000.00 9,464.00 (7,464.00) 473.2% SPRINGFIELD OAKS ACTIVITY CENTER/PARK 60,874.00 42,152.50 18,721.50 69.2% WATERFORD OAKS ACTIVITY CENTER/PARK 45,649.00 20,386.65 25,262.35 44.7% RECREATION PROGRAMS & SERVICES 435,390.00 61,484.00 373,906.00 14.1% CATALPA OAKS 10,000.00 1,440.00 8,560.00 14.4% RED OAKS WATERPARK 948,680,00 16,672.76 932,007.24 1.8% WATERFORD OAKS BMX COMPLEX 21,780.00 513.00 21,267.00 2.4% WATERFORD OAKS TOBOGGAN COMPLEX 11,000.00 3,426.00 7,574.60 31.1% WATERFORD OAKS WATERPARK 820,100,00 7,792.66 812,307.34 1.0% NON -OPERATING PLANNED USE OF BALANCE 3,651,800.00 0.00 3,651,800.00 N/A TOTAL REVENUE $25,003,813.00 $10,562,877.09 $14,440,935.9 442.2% EXPENSES ADMINISTRATIVE SERVICES $6,012,790.00 $1,808,436.12 $4,204,353.88 30.1% FISCAL SERVICES ADMINISTRATION 154,010.00 44,943.47 109,066.53 29.2% FISCAL SERVICES PARKS & REC 274,659.00 84,774.72 189,884.28 30.9% GLEN OAKS GOLF COURSE 1,147,642.00 383,520.62 764,121.38 33.4% LYON OAKS GOLF COURSE 2,038,833.00 458,386.08 1,580,446.92 22.5% RED OAKS GOLF COURSE 696,381.00 201,005.46 495,375.54 28.9% SPRINGFIELD OAKS GOLF COURSE 894,827.00 220,955.45 673,871.55 24.7% WHITE LAKE OAKS GOLF COURSE 1,125,181.00 262,544.00 862,637.00 23.3% INDEPENDENCE OAKS NATURE CENTER 510,764.00 159,311.87 351,452.13 31.2% ADDISON OAKS 1,522,764.00 382,386.15 1,140,377.85 25.1% ADDISON OAKS CONFERENCE CENTER 244,552.00 59,875.27 184,676.73 24.5% GROVELAND OAKS 1,341,486.00 267,979.39 1,073,506.61 20.0% HIGHLAND OAKS 86,481.00 6,863.35 79,617.65 7.9% INDEPENDENCE OAKS 922,255.00 294,726.04 627,528.96 32.0% LYON OAKS 377,822.00 107,792.98 270,029.02 28.5% ORION OAKS 191,747.00 45,777.51 145,969.49 23.9% RED OAKS DOG PARK 64,526.00 13,405.98 51,120.02 20.8% ROSE OAKS 78,581.00 9,414.01 69,166.99 12.0% SPRINGFIELD OAKS ACTIVITY CENTER/PARK 467,810.00 99,137.37 368,672.63 21.2% WATERFORD OAKS ACTIVITY CENTER/PARK 684,077.00 160,806.34 523,270.66 23.5% RECREATION PROGRAMS & SERVICES 1,256,735.00 329,476.25 927,258.75 26.2% CATALPA OAKS 142,503.00 12,141.70 130,361.30 8.5% RED OAKS WATERPARK 1,272,270.00 239,469.78 1,032,800.22 18.8% WATERFORD OAKS BMX COMPLEX 62,511.00 3,752.86 58,758.14 6.0% WATERFORD OAKS TOBOGGAN COMPLEX 235,279.00 54,486.57 180,792.43 23.2% WATERFORD OAKS WATERPARK 1,101,382.00 202,979.50 898,402.50 18.4% FACILITIES & MAINTENANCE 1,395,945.00 363,860.40 1,032,084.60 26.1% CONTINGENCY/INTERNAL SERVICE CHARGES` 700,000.00 93,881.47 606,118.53 N/A $25,003,813.00 $6,372,090.71 $18,631,722.29 25.5% REVENUE OVER/(UNDER) EXPENSES $0.00 $4,190,786.38 ($4,190,786.38) 2011 2010 2009 2008 ACTUAL REVENUE TO DATE: 42.2% 44.1% 52,9% 601% BUDGET BALANCE: 57.8% 55.9% 47.1% 39.8% ACTUAL EXPENSE TO DATE: 25.5% 24.5% 26.5% 29.3% BUDGET BALANCE: 74.5% 75.5% 73.5% 70.7% Note: FY 2008-2009 percents did not include the non -operating Planned Use of Balance Revenue amounts. FY 2008-2010 Expenses are comparable again as of 5131/10. *CONTINGENCY YTD FIGURE: INTERNAL SERVICE FUNDS PAYMENTS IN TRANSIT. (Page 1 of 3) 713-2 OAKLAND COUNTY PARKS AND RECREATION COMMISSION COMBINED STATEMENT OF OPERATIONS FM 5, FY 2011 (FOR MONTH ENDING 2/28/11) CONTINGENCY: BUDGET AMENDMENTS CONTINGENCY: PENDING OTHER: BUDGET AMENDMENTS OTHER: PENDING (Page 2 of 3) 7B-3 OAKLAND COUNTY PARKS AND RECREATION COMMISSION COMBINED STATEMENT OF OPERATIONS REVENUE AND EXPENSE COMPARISON FM 5, FY 2011 (FOR MONTH ENDING 2128/11) PARK ADMINISTRATIVE SERVICES: ADMINISTRATIVE SERVICES (Inc. Tax Revenue) FISCAL SERVICES ADMINISTRATION FISCAL SERVICES PARKS & REC ADMINISTRATIVE SERVICES SUB -TOTAL GOLF: GLEN OAKS GOLF COURSE LYON OAKS GOLF COURSE RED OAKS GOLF COURSE SPRINGFIELD OAKS GOLF COURSE WHITE LAKE OAKS GOLF COURSE GOLF SUB -TOTAL NATURE: INDEPENDENCE OAKS NATURE CENTER NATURE SUB -TOTAL PARKS: ADDISON OAKS ADDISON OAKS CONFERENCE CENTER GROVELAND OAKS HIGHLAND OAKS INDEPENDENCE OAKS LYON OAKS ORION OAKS RED OAKS DOG PARK ROSE OAKS SPRINGFIELD OAKS ACTIVITY CENTER/PARK WATERFORD OAKS ACTIVITY CENTER/PARK PARKS SUB -TOTAL RECREATION: RECREATION PROGRAMS & SERVICES CATALPA OAKS RED OAKS WATERPARK WATERFORD OAKS BMX COMPLEX WATERFORD OAKS TOBOGGAN COMPLEX WATERFORD OAKS WATERPARK RECREATION SUB -TOTAL FACILITIES & MAINTENANCE: FACILITIES & MAINTENANCE FACILITIES & MAINTENANCE SUB -TOTAL CONTINGENCY/INTERNAL SERVICE CHARGES* TOTAL YEAR TO DATE REVENUE $9,741,239.64 0.00 0.00 9,741,239.64 102,527.46 120,564.08 23,791.74 56,118.25 64,339.28 367,340.81 YEAR TO DATE EXPENSE $1,808,436.12 REVENUE OVER (UNDER) EXP. $7,932,803,52 44,943.47 (44,943.47) 84,774.72 (84,774.72) 1,938,154.31 7,803,085.33 383,520.62 458,386.08 201,005.46 220,955.45 262,544.00 1,526,411.61 (280,993.16) (337,822.00) (177,213.72) (164,837.20) (198,204.72) (1,159, 070.80) 11,523.67 159,311.87 (147,788.20) 11,523.67 159,311.87 (147,788,20) 78,585.18 25,610.25 26,061.38 275.00 83,526.59 19,911.00 32,294.00 13,178.00 9,464.00 42,152.50 20, 386.65 351,444.55 61,484.00 1,440.00 16,672.76 513.00 3,426.00 7,792.66 91,328.42 382,386.15 59,875.27 267,979,39 6,863.35 294, 726.04 107,792.98 45,777.51 13,405.98 9,414.01 99,137.37 160, 806.34 1,448,164.39 329,476.25 12,141.70 239,469.78 3,752.86 54,486.57 202,979.50 842,306.66 (303,800,97) (34,265.02) (241,918.01) (6,588,35) (211,199.45) (87,881.98) (13,483,51) (227.98) 49.99 (56,984,87) (140,419.69) (1,096,719.84) (267,992.25) (10,701.70) (222,797.02) (3,239.86) (51,060.57) (195,186, 84) (750,978.24) 0.00 363,860.40 (363,860.40) 0.00 363,860.40 (363,860.40) 0.00 $10,562,877.09 93,881.47 $6,372,090.71 *CONTINGENCY YTD FIGURE: INTERNAL SERVICE FUNDS PAYMENTS IN TRANSIT. (93,881.47) $4,190,786.38 See the Oakland County website's "Transparency in Government -Monthly Financials" to view the latest monthly Financial Statement detail by each departments' budget units: 1. Log on the www.oakgov.com/fiscal/info pub/monthlyreports.html 2. Click on "View the Monthly Financials and Quarterly Forecast" hyperlink on the bottom of the page 3. Click on "Parks and Recreation" hyperlink within the list 4. Click on each of the Parks and Recreation monthly financial reports you are interested in viewing 5. Or do a search for "Monthly Financials" (Page 3 of 3) 713-4 Oakland County Parks and Recreation Commission Capital Improvement Program (CIP) Plan Report FM 5, FY 2011 As of 2/28/11 Summary Total for All Parks 2/28/2010 Contract(s) Estimated FY 2010 FY 2011 Net New Estimated Amount Contract(s) Awd., Pre & Enc. Project Park Project Cost Adjustment Adiustment Adjustment Project Cost Paid Retainer Balance' Balance Future Acquisition & Improvements 3,000,000.00 0.00 0.00 0.00 3,000,000.00 0.00 0.00 0.00 Addison Oaks (A) 2,210,000.00 0.00 0.00 0.00 2,210,000.00 (1,692.80) 0.00 0.00 3,000,000.00 2,208,307.20 Catalpa Oaks Glen Oaks 1,395,000.00 0.00 0.00 0.00 1,395,000.00 (54,141.50) 0.00 0.00 1,340,858.50 Groveland Oaks 0,00 120,000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Highland Oaks (B) 369,000.00 0.00 0.00 0.00 120,000.00 (13,562,50) 0.00 0.00 106,437.50 Independence Oaks (C) 3,996,000.00 2,000.00 22,832.00 24,832.00 369,000.00 4,020,832.00 (12,954.80) (2,947,893.10) 0.00 0.00 0.00 356,045.20 Lyon Oaks (D) 143,476.97 0.00 0.00 0.00 143,476.97 (26,437.97) 0.00 0.00 0.00 1,072,938.90 117,039.00 Orion Oaks Red Oaks (E) 140,000,00 0.00 0.00 0.00 140,000.00 (10,302.51) 0.00 0.00 129,697.49 Rose Oaks (F) 1,513,628.00 22,680.48 (29,881.03) (7,200.55) 1,506,427.45 (918,873.31) 0.00 0.00 587,554.14 Springfield Oaks 732,000.00 230,000.00 0.00 0.00 0.00 0.00 732,000.00 0.00 0.00 0.00 732,000.00 Waterford Oaks (G) 1,609,999.57 110,638.45 0.00 380.00 0.00 111,018A5 230,000,00 1,721,018.02 (11,237.97) (1,631,018.02) 0.00 0.00 0.00 218,762.03 White Lake Oaks 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 90,000.00 Contingency 1,737,419.97 (135,318.93) 6,669.03 (128,649.90) 1,608,770.07 0.00 0.00 0.00 0.00 0.00 1,608,770.07 Capital Improvement Program Grand Total $17,196,524.51 $0.00 $0.00 $0.00 $17,196,524.51 ($5,628,114.48) $0.00 $0.00 $11 568 410 03 (A) State Grant $844,800 (B) State Grant $28,160 (C) State Grant $945,000 (D) State Grant $35,200 (E) State Grant $94,160 (F) State Grant $150,480 (G) Federal Grant $190,000/Private Grant $250,000 Grand Total of (possible) grants and donations included in Estimated Project Cost = $2,537,800 Dollar Column Explanation: 2/28/10 Estimated Proiect Cost is the sum of the current year's Budget columns "Project Cost Estimate" figure, the "Adjusted to Project Cost" figure, and the "Proposed New Projects" figure for the projects still open (any "Project Balance" funds for projects closed to fixed assets at the end of the prior fiscal year have been added to the contingency). FY 2010 Adiustment is the net of any adjustments made from/to contingency and individual projects in March - September of the prior fiscal year (the current fiscal year's perpetual budget started with figures as of 2/28). FY 2011 Adiustment is the net of any adjustments made from/to contingency and individual projects during the current fiscal year. Net Adiustment is the sum of "FY 2010 Adjustment" and "FY 2011 Adjustment" figures. New Estimated Proiect Cost is the sum of "2/28/10 Estimated Project Cost", "FY 2010 Adjustment" and "FY 2011 Adjustment" (or "Net Adjustment") figures. Amount Paid is the cost of the project expensed as of the report date. This amount includes the "Contract(s) Retainer" dollars. Contract(s) Retainer is the amount of retainage withheld from a contract payment and may be in an interest bearing account set-up via the O.C. Treasurer's office. The amount is not part of the "Project Balance" calculation because it is already included in the "Amount Paid" figure. Contract(s) Awd., Pre & Enc. Balance is the sum of the Pre -encumbered and Encumbered dollars for the contracts that have been awarded and for outstanding Requisitions and Purchase Orders. Project Balance is the amount of available dollars remaining on a project that have not been paid or encumbered. Pre -Encumbered & Encumbered charges are NIA at this time, figures are based on large contracts. Note: Fund Equity's Operating Budget Stabilizaton Fund Earmark for FY 2011 is $6,250,000 (25 % of $25,003,813). 7B-5 Summary Page 1 of 2 ton CofiRisso°t d ReoYeat plan eP \n their ks an l�fPl Gomn tsston,and is ds fogrzyn Oakian aG olo emeFM 5 f 7 A rks e parks and mpketed o r\Po ecasts featttsome °f GaP p s ° Oka for Alf Pa rtment, and t roI is ores PetsPeCt' ans ate deJe\oP Summary rO Recreation dell 6 and 0 Gomnits�°o e detailed P k\and GOunty Oft the patkn w Prolect the d part , tstoarevisdob ages tea\hies ss\on. and the 03 eNe ta\ Proleotsnt plan -Is UP ate Prioeefitit\on a d by JaC by needs an Fecteatifon G°n n' of cape G\p Budget k that eGt scope s dictate va\ of the parks and s h eat Plan m°ved a gre a\\ expense ss u\fry o \ col uP <o led lafter n in pro \ng is a O°mP ak\and GO m en b� f 4 c\aced aretn9 be Pus nttia aGk °tree and teceivin9 the aPP e Prolect is fe\�a\ `ed9eQ e not p nil , e remain reh unty oevl ther ban hed b c on th plan lG\Pl ens of O °orr to tin nd °osts \n Others may sou ntJ th a Gen that tan, gudgetes to the dt+ a bud9eta esct\ptions unavat\ab\e. titNin9 a funding xt fiscal YePanskerred f budget do\\a<s usedto t pro9 setvic \s no ect d is iden e ne s s l us vemen vid,p \ent s $fre Pfound of fund\n9 fonNatd WRhout4ltst ne fisca\yearned and the �tng budget fuad orti The process ro t\ 4r0 gud9et P Ga4ital \m4 d eJfiafer Y The G st e5t11 s \u ate m d from o t is c\o Tema budget P \an ReP Note. Th Oer' Ise\y esed budge\n ftme a{z\tefozfwe s° <o va tolect to °�e d at rol is to tie fom d, the P e t Is a the adoP ding G\P en udeo is aP be dot does ff a dicate aPP i Jot a P exPe are ole compote clo cee utiGitn9 i ear en SIYx d in at th ne at fo rases °t is et \s ated r fisca y od , s and incffoects may not es not n d ustn ents, e fa ca\ Yeare \rap Whe try G\P teP°h \s t P\an and the Prt° at monthly P\an <eP for ptolects these Ptol p\an dget a l d the t b 9 on the G\P Eudget et do\\ars, bu At the en °on the Ptol fisca\ Year a m ears adopted budge \nntng f'sCat Ye these m°ntris n°lusroof'comm\ssionets' roled, bull d of P tpon nd depre°t . of ch neW ne fisca\ y re Year PtoleGtsl ca\curate the beg enCy aGCOunt Jot Board t tan. The Pis canoe\\e et aGOount the beg'nntng ea led Jf On'the W ed Jura ate to c0nttn9 erPetual bo�9nit\ rie PTOseGenera\ b_edgef ljcG P n Rep°tt is c{ea c\ude anY unJund NeW ProleCts f g de to or JtOm the \ teP°h' Glp is a P ecordedl . ed Psse to the C\P Ontof 1, e s. d ldO n°t in fisca\Yeah talents ma ears month y The n Paid an etapproPr\ate nsferred f s \ year e fo Wing stso e ice d fie nguTe and the l nNard anY adT\dsl, the Outtent fiscal Y baccount to t r balances a tta 11X t1 a neW o{ates th a funding ostP°ne ect Gosh Garry {0 ca\ year fu ce to dget dO its t 1pla On` col t4 trissetsV e ce1Adlus dotP t tOrnr er fhe pnor f\sue\page lnet ne W at ded Encumbered 8a\an bu cal yea n Rep ects can tmen \rag OJ eaoh T s mOPk\1W GIP fisc2\ Y Sed to F\xed " figure, the to b °f n each PatK is l r e beg\ran fts°a\Yea and °ur< Were clo f Esti mate through SeQ co\umn o Gonttac cea the neW e I on P trot eels that roleGt Gen Ptole°ts'tri of Mate c d. stment tainet ,and to centra °n\yea Proi ca\ yea , p thetop e m0f sOT a\ y�nttn9ency \1Cdn ctslsl Re Su ntnary Page. t. �e ete Prior dr9ets„lprfi9U e (Or e °rma tolec s l aN page ount paid' , tt cot{eGt\Y and a\so the {eport- 2 the bu GosY pa9 eareach P umm m e th\y s5mat. ted . th%Iee GOetP got J\s Is JIqu es °ntep port gut ea h ProleGt.the SummarYoi each Pare sJp ca\ Year mon Budgel) . G. ReGO t from tri racy pa9 riot Yea uted {Ot s{etted to the bOttotn the beg 'nnt 9 Ws: OPerating catried e the GOr t'ea h p<oleO�{ePs then °fI Oo a s have tt{o<matitona�d figures t0 ecteation as foln°\uded in the 6 Garry J°r� act p a\anOe spa9e cO\ t pn1GOfNt6bu\an inforn orlon f Parks and tolelt Wouf de ermtnod 7 The "p that each Pao t and O0opted gud9et P Oak\and coumafnteoan \es othe�'Se eked. S Jet\f U date the G erifY the pdoP Tleffotton for system la e\tnes), un term\ned not deP{eC 9 CO on and ect gutdef\nea d ReOfeem0 Pet unft gs othetW\se de ce0OTv land is i2ec ct\e tol rks us uoo Ex ort t0. m p?) P of the Fa $10,p00 l ca\ year' t.ton type)' rat Plan rep \ \mPtoVementddt to the net GIP Prolect \\e\ end Of each fts On the c\assrfica o et ManaAertfe Gaptta fna,t iN a sho\d Jot -a Ps$ets atthntor\ed is depending Program Pr 1 1 proleGt afmum thr Sed to Fixe S rs\ ins 5 to 50 yea roVernent be be 34. p0O}. leyc m s be ab\e Obb d ciud tlen a 5e�arate Capital Imp e 2 of 2 . Pro1e listing's to naN pa9 A ProleC t Priority gum ITEM 7C PURCHASING QUARTERLY REPORT Phil Castonia, Business Development Representative for Internal Services, will be present to answer questions on the Fiscal Year 2011 Second Quarter Purchasing Report. 7C - 1 Purchasing Activity Jan 1, 2011 - Mar 31, 2011 Parks Estimated Bid Event Bid Due Awarded Vendor PO / Purchase Order Contract (NTE) Contract Usage Finalized Start Date # Date Description Award Date Contract Amount Not to Exceed Amount of Multi Buyer (Yes or No) Number amounts Department Contracts Name City State 10/06/10 1588/1624 10/23 Perennials, Shrubs and Trees McHutchison's Wayne NJ 02/08/11 003111 $ 20,000.00 $ 20,000.00 EJT Yes 10/06/10 1588 10/23 Perennials, Shrubs and Trees Schichtels Nursery Springville NY 02/09/11 003108 $ 10,000.00 $ 10,000.00 EJT Yes 10/06/10 1588 10/23 Perennials, Shrubs and Trees Wildtype Design Mason MI 02/09/11 003110 $ 10,000.00 $ 10,000.00 EJT Yes 10/06/10 1588 10/23 Perennials, Shrubs and Trees Surface Nursery Gresham OR 02/09/11 003112 $ 10,000.00 $ 10,000.00 EJT Yes 11/03/10 1631 11/29 Fleet & Equipment Lubricants Eastern Oil Pontiac MI 01/01/11 003084 1 $ 50,000.001 $ 3,500.00 SNG Yes 11/24/10 1644 12/16 CAN AM 800 ATV Leaders Marine Kalamazoo MI 01/14/11 162731 1 $ 13,356.121 $ 13,356.12 JED Yes 12/03/10 1660 12/21 Automatic Pool Vacuum Aqua Product, Inc Louisville KY 01/04/11 1 161889 1 $ 4,120.551 $ 4,120.55 JED Yes 7C-2 Item NA GOLF OPERATIONS PRESENTATION Staff will make a presentation on the golf operational efficiencies, cost reductions, and initiatives undertaken since 2006 and, most recently, with the implementation of the Strategic Master Plan. MM FRIENDSHIP WOODS PARTNERSHIP PROPOSAL Staff has been meeting with City of Madison Heights staff regarding the Oakland County Parks and Recreation Commission's potential use of the existing Friendship Woods Nature Center building and park property as a potential recreation outreach center through a partnership agreement. Enclosed is a preliminary evaluation by staff with a recommendation for the Commission to consider a Level One partnership based upon 2010 programming and using current staff resources. RM FRIENDSHIP WOODS NATURE CENTER PARTNERSHIP PROPOSAL Process Oakland County Parks staff met with City of Madison Heights staff regarding a potential partnership with Friendship Woods Nature Center during the last year. Participating: Oakland County Parks and Recreation Dan Stencil, Executive Officer Sue Wells, Mgr-P & R Operations Larry Gee, Chief, Pks. Ops. & Maint.-N. District Terry Fields, Chief of Recreational Services Mike Donnellon, Chief, Pks. Fac. Maint. & Devel. Melissa Prowse, Business Development Rep. The following items were reviewed: City of Madison Heights Jon Austin, City Manager Ben Myers, Deputy City Manager Jenny Martin, Recreation Supervisor 1. Philosophy of a regional facility vs. a community facility 2. Identify programmatic needs as well as maintenance needs 3. Possible levels of operation involvement that could be provided by the county 4. Focus on the park as a whole, not just the center Components of why staff should evaluate Friendship Woods: Unique Opportunity: o Proximity — Friendship Woods offers 37 acres of natural area, 1.3 miles of paved trails, and approximately 2,400 sq. ft. of public meeting and exhibits space immediately adjacent to an existing county park with revenue generating facilities. o Location — It is located in the Historic Urban Core close to transportation corridors and population centers adjacent to Red Oaks County Park. o Resources - We cannot currently duplicate or have at Red Oaks County Park (waterpark, dog park, golf course, and youth soccer complex) Asset — The facility already exists and has a demonstrated use/value as a community nature center. We have the opportunity to test the value of the facility as a regional facility to our organization before committing OPCR resources Availability — There is an expressed interest by the City to enter into a partnership that could result in cost savings (for the City) while maintaining/increasing service to the region and community. (See attached letter of support.) Potential Value to OCPR (based on Strategic Master Plan): • Awareness — to expand OCPR's presence in southeast Oakland County; to direct attention/cross market to OCPR resources across the county • Gateway Experiences — to host introductory recreational experiences close to population centers that can increase attendance at other OCPR facilities (cross promotion) • Marketing/Promotions — to create recreational packages, programs and special events that direct users to revenue -producing facilities • Programming — core services, special events, and outreach • Introduction to outdoor experiences 8B-2 LEVEL ONE - OUTREACH Event Based/No-cost Partnership Use Level One would continue programming opportunities at a regional level. ESTIMATED BUDGET: Revenues $ 2,000 Expenditures $15,000 • Recreation Outreach Programs would utilize current staff (approximately 16 programs a year) • Re -allocate current resources and staff for these programs • Follow the adopted OCPRC Recreation Program Plan • Examples: Campfire Nights, GO! ("Get Outdoors") Programs, Nature Programs 8B-3 LEVEL TWO — RENTING Annual Agreement/MOU Level Two would be to rent the facility from the City of Madison Heights. ESTIMATED BUDGET: Revenues $ 4,000 Expenditures $73,000 Volunteers can operate building during open hours and for walk ins. PROGRAMS • Small special events • Outreach programs (16 — 24/year) • Outdoor adventure series • Home base — camp(s) • Contractual programs DAYS/HOURS OF OPERATIONS • Four days/week • Hours of operation would be driven by program BUILDING NEEDS • Computer • Phone • Office supplies STAFF • Two Seasonal Program Specialists • Volunteers • Recreation Supervisor's time to oversee staff and volunteers (pro -rated hours) MARKETING/PROMOTION • In -kind sponsorship ($1,000 — $2,000) MAINTENANCE (City of Madison Heights' responsibility) • Trails (2,700 linear feet; in need of repair) • Existing parking lot (In need of repair; $66,000) • Utilities • Snow removal • Displays • Custodial/cleaning MISCELLANEOUS EXPENSES • Recreation supplies 8B-4 LEVEL THREE — FULL LEASE Three -to -Five-year Renewable ESTIMATED BUDGET: Revenues $ 31,000 Expenditures $102,354 REVENUES STAFFING • Vehicle Permits • Park Supervisor (.5 of salary) • Programs • Seasonal Program Specialists • Sponsors Supervision • Parks Helpers MASTER PLAN • Program Leaders • Volunteers • Develop with regional and county -wide input PROGRAMS • Outreach • Interpretive nature • Special Events BUILDING/GROUNDS MAINTENANCE • Computer • Phone • Office Supplies • Signage • Utilities o Water o Heat o Electric • Snow Removal • Mowing — Red Oaks Golf Course staff • Rubbish Removal • Small Tools MARKETING/PROMOTION • In -kind sponsorship ($1,000 — $2,000) CIP/MAJOR MAINTENANCE NATURAL RESOURCES MGT • Ash Removal • Invasive Species Removal • Volunteer Work Days • Park Access - Single vehicle access; two neighborhood pedestrian entrances only • Park Sign - $15,000 investment • Parking Lot Expansion — (100 spaces @ $2,200/space = $220,000 + 10% engineering costs + 10% fees/permits = $264,000 investment STAFF RECOMMENDATION Upon evaluation and consideration of the potential value-added opportunities this partnership may provide and the maintenance and operational expenses of the facility, at this time staff recommends commission approval to implement a Level One Partnership with the City of Madison Heights for the remainder of FY2011 and FY2012. This partnership will provide staff the opportunity to explore the potential of operating this facility as a regional park facility by providing a programmatic presence in the region with minimal expenditures. Level One — We would re -allocate current staff and resources; minimal additional costs. This would be evaluated during the FY 2013 process (December 2011/January 2012). If Level Two or Three is the Commission's direction, things to consider are: 1. Staff will have to re -appropriate funds from contingency and/or reprioritize programs, major maintenance and operations. 2. A significant investment will be required to upgrade the facility to Oakland County Parks and Recreation standards. 3. Address the potential perception of "taking over" a financially challenged local recreation facility. 4. A comprehensive business plan would need to be developed. t 00ay [-DRAFT Madison Heights Friendship Woods Park Budget Estimates Description LEVEL LEVEL LEVEL Revenues Revenue Charges for Services Rental Facilities Special Contracts Annual Passes 1 (500 Annual) Grand - T--o t aV—R- -e—v e n- u-- e- s $2,090.90 $10,000.00 $14,000.00 $2,000.00 $4,000.001 $24,000.00 Expenditures Personnel —Salaries Salaries Regular Summer Help - ------ Overtime F $15,00-- - — 0.00 $25-,-000--.00 $15,000.00 "5,006—.06--�- 0- 77,354.00 --f—ring—e-Bendits Fringe Benefits $15,000.001 $73,000,0-01$102,354.00 i Included Operating Expenses Contractual Services Building Maint..Charges ---Phone, Electrical Service$4,040.00 Computer, Office, etc. Trails/Nat. $4,040.00 $1,000.00 �4, &0 0 —0I —$ "06 . 00 000.00 $200.00 $15,000.00 $5—,000.0-0 $4,500.00 $2,000.00 $3,000.00 Equipment- Maintenance Equipment Rental General _Rental -g—r - mAin Grounds Maintenance Miscellaneous ----Security Expense water/Sewage Charges i $0.001 $9,040.00 $35,740.00 Commodities Custodial Supplies --- - _ -.-- -- --- --i --- --- --- ! $1,-000 0-0Expendable Equipment - - - --- -- - -- _-. r - - - - ---- - -- -- - - - $10,000.00 $10000.00- -- Recreation Supplies --- - -- - $5,000.00 $10,000.00 Small Tools $500.00 $1,000.00 - --- - Depreciation - - $0.00 -- - --- $15,500.00I - $22,000.00 - - - --- Rent Office SpaceSubiect to Negotiations - --- -- - -- + L Marketing - - - -- - - - - - -- - -- - - - --- $2,000.00 $2,000.00 i —- - Internal Services -- - - ----- - Drain Equipment---- _ Info Tech Development ---- -- - - Insurance Fund - -, $0.00 $0.00 $0.00 Grand Total Expenditures + $15,000.001 $99,540.00 $162,094.00 I Major Maint Subject to Negotiations - -- - - --- Trails 17,000.00 Parking __--_--_-- -- -- _ -- - - - i ---- $220,000.00 - -- -- -- -- - --- ---------------- ----- - ----- -------------- - --- $237 000.00 , CIP- Park Development ------ ---- --- ---- New Parking Lot $264,000.00 ity Ftall MiturA.cirial Dikes c !j p^Ir'm ns o is o f,_p 2a rrE 300 W. Thirteen Mile Road 801 Ajax Drive 3 113 3rush Slreet 280 W Thirteen Mile Roac Madison Heights MI !18071 Madison Heights, MI 48071 roiad;soo Heights. Mil 48071 lviadison heights, NI 48071 _-_____-- _--_-__-----__----- wwwmadison-heighisorg - March 29, 2011 Daniel J. Stencil Executive Officer Oakland County Parks & Recreation (OCPR) 2800 Watkins Lake Road Waterford, MI 48328 Re: Friendship Woods Dear Mr. Stencil: This letter is to reiterate the City's support for an agreement between the City and OCPR under which OCPR would assume limited use to full operation of Friendship Woods. We understand that for this concept to be viable two conditions would need to be met: (1) an agreed -upon division of operational and financial responsibilities; and (2) an understanding by the City that OCPR would seek to expand the facility into more of a recreation outreach facility that would serve as a regional attraction. As you know, our respective staffs have held a number of working meetings to adequately address the operational and financial issues that can be foreseen at this time. The City also understands and commits to 50% support of agreed -upon, necessary capital repairs and improvements over $5,000, as contemplated under a Level Three Partnership in your Staff Recommendation. We look forward to working with you toward a mutually acceptable agreement that will benefit both the City and OCPR, and allow the continued operation of the best recreational "jewel" in south Oakland County. Sincerely yours, t FP ' Jon RE Austin City,._MIanager c: City Council Gary R. McGillivray, County Commissioner Benjamin I. Myers, Deputy City Manager Jenny Martin, Recreation Supervisor File 8B-9 Area Code (248) _ _— City Assessor ...... ........ ..................... 583-0820 Fire Department ....... ....... ................ _...._... 588-3605 Natu e Center .. _ _ . _ ........_ 585-0100 City Clerk ........... .......... ..... ...... ................ 583-0826 43rd District Court .... .......... ............ ......... 583-1800 Police Department . ........ 585-2100 City Manager ..... ........... .........................583-0829 Housing Commission....... ......... __........... 583-0843 Purchasing._ .... ._ .. ....... ...... ... ...... 837-2602 Community Development. .... ...................583-0831 Human Resources... ..-.... .............. 583-0828 Recreation. _ _-_._. 589-2294 Department of Public Services ............. _.589-2294 Library ........ _ __... _ ._....... __ ._ 588-7763 Senior C'dzen Activity Center _- _ 545-3464 Finarce ..._...-_...._..._ . ... ..... .. ........... _583-0846 Mayor & City Council.... ____. __.... ... ... 583-0829 Water & Treasurer _ ............ _._...... __ . 583-0845 ^, + Red Oaks County Park IN U • a h •MAL ` i� II• T29600 John R Road Madison Heights, MI 48071 }R. �ff Oil Park Features Existing Cart Path �I ,�: �t a+►.Ti ,� , r�� - .,�' � , '1 1: _ qll `;�)�i�_� aria ■'1 fly � ,I �. -' i� � ' � ��.; � f.+• ' • • ,� � lA'91 i t j N• �Y, - �� 7���4 i �■■■ ■�� •a � .a —: s '` :., � � � ram; +�v-t� .� '.'ram, 4 .t"• S V � g 1 14' c 9b4 b rr ; s E .v f • 4� k ■ K n,,brY S44� i i }}Proposed Trails '7���Y1���'*' __ � - 1 ._ __ „'1 �J } . r a IY'� a' L fry", I�M� 7� 9'"��'i ,..,I�. � � .- !�,�•�' � Proposed Boardwalk Proposed Floating Platform m NEW w ! LG L„f`a ••� yoil Nobill r1 i �, o�+e 3 • b 5 , Les 5�fiel 441�„�. - Boundary Y ' t - i •+ 7• �,° l► ��Fl"'CFF!'y��e,T�'1�4'F'!i�' "f 1'1ie�'- Entrance/A Park ii� '1.-aiw'8 -'n',,,"�: T's��y[•��'i P. � I ' �• y • mow. YOUTH SOCCER .:__ - I a'' �-y r• �X �'1�E �`' • tiff", -��py4'� .1"i'a+Q�Tiri�' Ali R` -r *kr'd Y}.•e All Zlr ky �•,1.--LLO r� K f'RI JA . ` r " 10"Wrj t+ r' Item #8C REVISED VOGEL RESIDENTIAL LEASE The Oakland County Parks and Recreation Commission currently leases its residential properties within the parks system according to the Residential Property Lease Policy adopted in 2009. The attached lease agreement has been prepared by Oakland County Corporation Counsel, with staff input, and offers the option of renewals. Staff recommends adopting the attached resolution in support of the lease agreement, which will be forwarded to the Oakland County Board of Commissioners for approval. This effort ties into the Oakland County Parks and Recreation Commission's Strategic Master Plan to standardize its business practices and generate operating revenues. 8C - 1 RESOLUTION RESIDENTIAL LEASE-WATERFORD OAKS WHEREAS, the County of Oakland is the owner of Waterford Oaks County Park; and WHEREAS, a 1,392-square foot house, identified as 1580 Scott Lake Road, is located on the grounds of Waterford Oaks County Park; and WHEREAS, it is the desire of the Oakland County Parks and Recreation Commission to lease said house located at 1580 Scott Lake Road to Adam Vogel, Nick Oliver, Mike Trevino, and Robert Filarekki for a period commencing March 1, 2011 through December 31, 2015; and WHEREAS, under the terms and conditions of the attached Lease Agreement Adam Vogel, Nick Oliver, Mike Trevino and Robert Filarekki will pay rent as follows: March 1, 2011 — December 31, 2011 $900.00 January 1, 2012 — December 31, 2012 $918.00 January 1, 2013 — December 31, 2012 $936.00 January 1, 2014 — December 31, 2013 $955.00 January 1, 2015 — December 31, 2015 $974.00 each month and pay all utility costs; and WHEREAS, the Departments of Facilities Management and Corporation Counsel have reviewed and/or prepared all necessary documents related to the attached lease agreement; and WHEREAS, it is the recommendation of the Oakland County Parks and Recreation Commission and the Department of Facilities Management that the Oakland County Board of Commissioners accept and approve the terms and conditions of the attached Lease Agreement. NOW THEREFORE BE IT RESOLVED that the Oakland County Board of Commissioners hereby approves and authorizes the attached Lease Agreement between the County of Oakland and Adam Vogel, Nick Oliver, Mike Trevino and Robert Filarekki. BE IT FURTHER RESOLVED that the rent amount received be deposited in the Oakland County Parks and Recreation Rental House Revenue fund line item. BE IT FURTHER RESOLVED that the County of Oakland Board of Commissioners hereby directs its Chairperson or his designee to execute the attached Lease Agreement and all other related documents between the County of Oakland and Adam Vogel, Nick Oliver, Mike Trevino and Robert Filarekki, which may be required. Moved by _ Supported by Date: 8C-2 RESIDENTIAL LEASE AGREEMENT NOTICE: MICHIGAN LAW ESTABLISHES RIGHTS AND OBLIGATIONS FOR PARTIES TO RENTAL AGREEMENTS. THIS AGREEMENT IS REQUIRED TO COMPLY WITH THE TRUTH IN RENTING ACT. IF YOU HAVE A QUESTION ABOUT THE INTERPRETATION OR LEGALITY OF A PROVISION OF THIS AGREEMENT, YOU MAY WANT TO SEEK ASSISTANCE FROM A LAWYER OR OTHER QUALIFIED PERSON. This Lease Agreement ("Lease") is entered into on March 1, 2011, between the County of Oakland, 1200 North Telegraph, Pontiac, MI 48341 ("Landlord") and Adam Vogel, Nick Oliver, Mike Trevino and Robert Filarekki, 1580 Scott Lake Road, Waterford, Michigan 48328 ("Tenant") according to the terms and conditions set forth below. 1. Premises. The Tenant leases fiom Landlord approximately one thousand three hundred ninety two (1,392) square feet of the real property located at 1580 Scott Lake Road, Waterford, Michigan 48328 ("Premises"), together with any furnishings, fixtures, personal property, and appurtenances furnished by Landlord for Tenant's use. 2. Term. The term of this Lease shall begin on March 1, 2011 and end on December 31, 2015. Tenant shall receive possession of the Premises upon execution of the Lease. 3. Rent. 3.1 Tenant shall pay Landlord, by check or money order, the following rent on or before the first day of each month during the term of this Lease: March 1, 2011 — December 31, 2011 $900.00 per month January 1, 2012 — December 31, 2012 $918.00 per month January 1, 2013 — December 31, 2013 $936.00 per month January 1, 2014 — December 31, 2014 $955.00 per month January 1, 2015 — December 31, 2015 $974.00 per month 3.2 Tenant shall pay the first monthly installment when Tenant executes this Lease. The first monthly installment shall be pro -rated for such month, if the Lease is executed on another day than the first day of the month. Tenant shall pay Landlord a late fee of $25 for each monthly installment not received by Landlord within five days of its due date. This increase shall be considered additional rent and shall compensate Landlord for costs incurred because of late payments. Landlord's right to collect this additional rent shall be in addition to Landlord's right to take action under other provisions of this Lease for Tenant's default in paying rent. The Tenant shall pay all additional rent to Landlord promptly after the due date of the delinquent installment. All rent paid after the due date and payments to cover checks that have been returned for insufficient funds must be paid at the place designated for payment, by cashier's check, certified check, or money order. 3.3. The rent payment shall be delivered to Landlord at the following address: Oakland County Parks and Recreation, Waterford Oaks Park Supervisor, 2800 Watkins Lake Road, Waterford, MI 48328 or another address designated by Landlord in writing. 3.4. During the term of this Lease, the Tenant shall procure and maintain comprehensive personal liability or tenant's form insurance coverage in the minimum amount of One Hundred Thousand Dollars ($100,000.00). The Tenant shall also provide the Landlord with a certificate of insurance coverage listing the County of Oakland and its employees, officers, and elected and appointed officials as additional insureds. 4. Use of Premises. 4.1. The Tenant shall use the Premises for private residential purposes only. No persons shall occupy the Premises for more than fourteen (14) days during the term of this Lease without the prior written approval of the Landlord. 4.2. The Tenant shall have the use of six (6) parking spaces at the Premises (one space for each tenant and two spaces for guests). If Tenant needs more than six (6) parking spaces at the Premises, they must obtain permission from the Landlord or park off the Premises. 4.3. Tenant shall not do any of the following or allow another person to do any of the following: 4.3.1. Create any excessive noise or public nuisance; 4.3.2. Do anything to the Premises or its surroundings that may be hazardous or that will cause Landlord's insurance to be cancelled or premiums to increase; 4.3.3. Deface or damage any part of the Premises; 4.3.4. Change the locks or install any additional locks or bolts without Landlord's prior written consent; 4.3.5. Place a waterbed or other heavy article on the Premises without Landlord's prior written consent; 4.3.6. Install any equipment or appliances that, in Landlord's opinion, would cause an unsafe conditions on or around the Premises; 4.3.7. Accumulate refuse on or around the Premises that might pose a health hazard to Tenant or to Tenant's neighbors; 4.3.8. Permit any flammable liquids or explosives to be kept on or around the Premises; 4.3.9. Bring any animals on the Premises without Landlord's prior written consent; and 4.3.10. Bring any animals near or in the greenhouses located near the Premises. 5. Use of Illegal Substances. Tenant shall not violate or knowingly allow another person to violate federal, state; or local laws regarding the use of controlled substances or the use of alcohol by minors in or around the Premises. When aware of a violation of this section, Landlord will file a formal police report. 6. Condition of Premises. Tenant acknowledges that no representations about the condition of the Premises or promises to alter or to improve the Premises before or during the term of the Lease have been made except as stated in the Lease. 7. Maintenance, Repairs, and Damage to Premises. 7.1. Throughout the term of the Lease, Tenant shall maintain the Premises in good condition and shall allow no waste of the Premises or any utilities. Tenant shall be liable for any damage to the Premises or to Landlord's other property that is caused by the acts or omissions of Tenant or Tenant's guests. Tenant shall pay, on Landlord's demand, to replace any broken window glass on the Premises or any lost or broken keys. 7.2. Landlord shall be responsible for snow removal and lawn services for the Premises. 7.3. Landlord shall provide repair and maintenance for the Premises. Tenant shall notify Landlord when there is a need for repairs to the Premises. 7.4. Landlord shall install smoke -detection devices for the Premises along with batteries to operate the devices. Tenant must regularly test the devices to ensure that they are operational and if not notify Landlord iminediately. Tenant must never remove batteries from smoke -detection device, except when necessary to replace the batteries. Decorations and Alterations to Premises. Other than hanging decorations on the walls with nails or other materials approved by landlord, Tenant shall not alter or decorate the Premises without prior written consent from Landlord. Landlord's consent to a particular decoration or alteration shall not be deemed consent to future decorations or alterations. Tenant shall not remove any furnishings Landlord furnishes to Tenant, drive nails into the woodwork, or use any adhesive material on the walls without prior written consent from Landlord. 9. Assignment and Sublease of Premises. Tenant shall not assign or sublease the Premises or any portion thereof. 10. Access to the Premises. Tenant shall allow Landlord and Landlord's agents reasonable access to the Premises to inspect, repair, alter, or improve the Premises. Tenant shall also allow insurance carriers and representatives, fire department inspectors, police, or local health authorities to inspect the Premises to the extent permitted by law. Tenant shall allow Landlord or Landlord's agents to show the Premises to prospective Tenants at reasonable times during the sixty (60) days before the term of the Lease expires and to prospective purchasers on reasonable notice to Tenant. 11. Vacation or Abandonment of the Premises. If Tenant removes substantially all Tenant's property fiom the Premises, Landlord may immediately enter and redecorate the Premises without abatement of rent; and these acts shall not affect Tenant's obligations under this Lease. If Tenant abandons the Premises before the Lease expires, all rent for the remainder of the term of the Lease shall immediately become due. 12. Property Loss or Damage. To the extent permitted by law, Landlord and Landlord's agents shall not be liable for any damage to property or loss of property that is caused by theft or casualty on the Premises. Landlord recommends that Tenant obtain insurance to protect Tenant's personal property against such loss or damage. 13. Damage or Destruction of the Premises. If a casualty partially destroys the Premises but they can be restored to a tenantable condition within thirty (30) days, Landlord shall repair the Premises with reasonable dispatch; however, Landlord's obligation to repair the Premises shall be limited to the amount of insurance proceeds actually received by Landlord. Tenant's obligation to pay rent shall be suspended while the Premises are untenantable. If a casualty damages the Premises to the extent that they cannot be restored to a habitable condition within thirty (30) days, either Party may terminate this Lease by giving the other party written notice within fifteen (15) days after the casualty. Landlord shall not be liable for any reasonable delay or for providing housing for Tenant during repairs. 14. Utilities and Services for Premises. Tenant is responsible for the costs of utilities and services for the Premises for the term of this Lease including but not limited to the following: (a) garbage removal; (b) water and sewer; (c) gas; (d) electricity; (e) ice removal, including salting the driveway and any walks surrounding the Premises or on the Premises; and (f) telephones. 15. Termination of Lease. 15.1. Tenant may terminate this Lease for any reason upon thirty (30) days written notice to Landlord. 15.2. Upon termination of this Lease, Tenant shall surrender possession of the Premises to the Landlord in the condition they were in when they were delivered to Tenant, except for normal wear and tear. Tenant shall also return all keys to the Premises to Landlord. 15.3. Landlord may terminate this Lease for any reason upon ninety (90) days written notice to Tenant. 16. Default of Lease and Landlord's Remedies. 17.1 If Tenant defaults on any obligations under this Lease or misrepresents any information in the application for this lease, landlord may, on written notice to Tenant, terminate the Lease and enter the Premises as permitted by law; Tenant and any other occupants shall surrender the Premises to Landlord by the date stated in the notice. If Landlord terminates the Lease, Landlord may recover Landlord's expenses for enforcing Landlord's rights under the Lease and applicable law, including court costs and attorney fees, from Tenant, as permitted by statute; and rent for the rest of the term of the Lease shall immediately become due. Tenant may not be liable for the total accelerated amount because of Landlord's obligation to minimize damages, and either party may ask a court to determine the actual amount owed, if any. If Tenant fails to pay rent or any other sums when due to Landlord, Landlord serves a notice of default on Tenant as required by law, and Tenant fails to remit the amounts due before the notice period expires, the amount of court costs and attorney fees incurred by Landlord in enforcing Landlord's remedies and allowed by statute shall be added to the amount of the arrearage. 17.2 It is a violation of this Lease if Tenant, a member of Tenant's household, or any other person under Tenant's control unlawfully manufactures, delivers, possesses with intent to deliver, or possesses a controlled substance as defined by Michigan law anywhere on the Premises or surrounding the Premises. Pursuant to Michigan law, if Tenant violates this provision Landlord may serve a written demand for possession for termination of this Lease giving Tenant 24 hours' notice of the Lease termination and demand for possession. Tenant acknowledges that an order of eviction/writ of restitution may be issued by the court immediately after the entry of a judgment for possession. Tenant's initials: 17. Hold Over. Tenant may, with Landlord's permission, continue to occupy the Premises after the term of this Lease expires without renewing this Lease or signing another Lease for the Premises. Such tenancy shall be on a month -to -month basis and subject to the provisions of this Lease except that the monthly rent shall increase by ten (10) percent from the rent for the last month of the term of the Lease, and Landlord may increase rent on thirty (30) days' notice to Tenant. 18. Notices. Any notices under this Lease shall be in writing and delivered to the recipient personally or by first class mail fully prepaid at the following locations: Tenant: Adam Vogel, Nick Oliver, Mike Trevino, Robert Filarekki 1580 Scott Lake Road Waterford, MI 48328 Landlord: Oakland County Department of Facilities Management Property Management One Public Works Drive, Bldg. 95W Waterford,,MI 48328 and Oakland County Parks and Recreation Executive Officer 2800 Watkins Lake Road, Bldg. 97W Waterford, MI 48328 Unless otherwise required by law, the date of service shall be the date of hand delivery or the mailing date. 19. Modifications. No modifications of this Lease shall be binding unless they are in writing and signed by Landlord and Tenant. 20. Whole Agreement. This Lease sets forth the entire agreement between Landlord and Tenant. There are no verbal or written agreements that are not contained in this Lease between the parties. 21. BindingEffect. ffect. This Lease shall bind and benefit the parties to the Lease and their heirs, personal representatives, successors, and permitted assigns. 22. Severability. If any provision of this Lease is invalid, unlawful, or unenforceable to any extent, the rest of the Lease and the application of the provision to the persons or circumstances other than those for which it is invalid, unlawful, or unenforceable are not affected. 23. Time of the Essence. Time shall be deemed to be of the essence in the performance of this Lease. 24. Effective Date. This Lease is effective on the date stated in Section 2. TENANT Date Date Date Date LANDLORD Date DISCLOSURE OF INFORMATION ON LEAD -BASED PAINT AND/OR LEAD -BASED PAINT HAZARDS Lead Warning Statement Housing built before 1978 may contain lead -based paint. Lead from paint, paint chips, and dust can pose health hazards if not managed properly. Lead exposure is especially harmful to young children and pregnant women. Before renting pre 1978 housing, landlords must disclose the presence of lead based paint and/or lead -based paint hazards in the dwelling. Tenants must also receive a federally approved pamphlet on lead poisoning prevention. Landlord's Disclosure (a) Presence of lead -based paint hazards and/or lead -based paint (check (i) or (ii) below): (i) Known lead -based paint and/or lead -based paint hazards are present in the premises (explain). (ii) _Landlord has no knowledge of lead -based paint and/or lead -based paint hazards in the premises. (b) Records and reports available: (check (i) or (ii) below): (i) Landlord has provided the Tenant with all available records and reports pertaining to lead -based paint and/or lead -based paint hazards in the premises (list documents below) (ii) _Landlord has no reports or records pertaining to lead -based paint and/or lead - based paint hazards in the premises. Tenant's Acknowledgment (initial) (c) Tenant has received copies of all information listed above, if it is available. (d) `Tenant has received the pamphlet Protect Your Family from Lead in Your Honze. (e) Tenant has (check (i) or (ii) below): (i) _ received a 10-day opportunity (or mutually agreed upon period) to conduct a risk assessment or inspection for the presence of lead -based paint and/or lead -based paint hazards; or (ii) waived the opportunity to conduct a risk assessment or inspection for the presence of lead -based paint and/or lead -based paint hazards. Certification of Accuracy The Parties have reviewed the information above and certify, to the best of their knowledge, that the information they have provided is true and accurate. TENANT LANDLORD Date Date 011111T.-IM CATALPA OAKS BUSINESS PLAN Enclosed separately is the final draft of the Business Plan for Catalpa Oaks. The business plan has been updated from the February meeting including layout, graphics and attachments. The business plan also includes an updated budget for the park for FY2011 and FY2012 including operating and CIP expense estimates as well as potential revenue estimates. Staff will be available to answer any questions. :M Item #8E KING OF DARKNESS NIGHT JUMP WATER SKI COMPETITION APPROVAL FOR THE USE OF MOTORIZED BOATS ON STEWART LAKE AND THE SALE OF BEER For the second year, Skiers Pier and Malibu Boats will be hosting the King of Darkness Night Jump Water Ski Competition at Groveland Oaks County Park. The event will be Friday, June 24t" and Saturday, June 25 on Stewart Lake and the surrounding beach areas. Staff will show a brief video from last year's event to familiarize new Commissioners with the competition. Attached is the press release being circulated by Skiers Pier, which provides some additional details about the event. Staff and Skiers Pier are requesting Commission approval for two items in conjunction with the event. 1. Approval for the use of motorized boats on the lake, both during the event and for the week leading up to the event (for placement of the course, ramp, etc.). Park rules require special Commission approval for this use. 2. Approval for the sale and distribution of beer at the event. Sponsors for the event have grown substantially from last year, as larger corporations see the potential marketing benefits from being a part of this growing event. One of this year's sponsors is Labatt Blue Light. A portion of their sponsorship is cash for the prize purse and the payment of the "wrap" for the pull boat for the event. Another portion of their sponsorship is the donation of beer for sale at the event. Skiers Pier and Labatt are working with The Rainbow Connection to be the beneficiary of proceeds from the beer sales. The Rainbow Connection will pull the permit from the Michigan Liquor Control Commission allowing for legal sale of beer at the two-day event — they have done this at other events, including the Quake on the Lake, and are familiar with the process and requirements. Staff and Skiers Pier are again working with the Oakland County Sheriff's Office to provide deputies for this year's event. The number of deputies on patrol at the event will be increased this year due to the sale of beer. (Note that beer is always allowed to be brought in by spectators and campers for their own consumption. The difference this year is the organized sale of beer). In accordance with the Consumption of Alcohol Policy, Commission approval is required for the use of alcohol at park functions held publicly by organizations in reserved sections of a park. A representative from Skiers Pier will be on hand to answer questions. 8E - 1 r VMAftAr--,WAtERF0RD, MI lers'Pimer Contact: PJ McMillan, Skiers Pier: (248) 674-8800 �. .SKiERSPiER.C®M 2011 KING OF DARKNESS NIGHT JUMP FOR IMMEDIATE RELEASE America's premier professional night jump water ski competition, King of Darkness 2011, will arrive in Southeastern Michigan June 24-25, 2011 at Groveland Oaks County Park (14555 Dixie Highway, Holly). Professional water ski jumpers from around the globe (this year adding top women jumpers to the mix) will take to the water to qualify for a chance to win their share of $35,000 in prize money. Sponsors for this year's event include: Labatt Blue, Malibu Boats, Hungry Howies, Skiers Pier, Connelly Skis, HO Skis, Boaters Insurance, Indmar, Tahoe Boats, Hall Financial and Eagle Trailers. The event is presented in partnership with Oakland County Parks and Recreation. Skiers will be flying more than 230 feet through the air at speeds exceeding 75 miles per hour, all under the lights in a high-energy, crowd -pleasing format. Skiers will be pulled behind the top -of -the -line 2011 Malibu Response LXI with a Corvette LS3 motor, custom built for the King of Darkness event. "Based on past experience putting on pro water ski events, a night event lit by flood lights is more exciting and unique than a daytime event. Fans will feel like they're a part of the action and will get a chance to interact with the athletes" said PJ McMillan, event organizer. The event gives world -class athletes a venue to showcase their breathtaking talents while promoting the sport and the healthy, high-energy lifestyle that goes along with it. Event -goers will also have a chance to see world -ranked wake boarders Chris Laske and Mike Dowdy perform between rounds. "The goal is to keep the crowd entertained during the jumpers' down time for an evening of non-stop action," said McMillan. The King of Darkness will be a three-hour extreme water sports event like nothing else in southeast Michigan. "We are excited to again be partnering with Oakland County Parks and Recreation to put on the King of Darkness event," said McMillan. Stewart Lake at Groveland Oaks County Park (www.destinationoakland.com) is the perfect location for this event, with ideal small lake size and large spectator areas, and a location just off I-75. The park hosts several large events each year (including a 41h of July fireworks show) and has parking and facilities to accommodate large crowds. - more - "Skiers Pier is proud to sponsor of the King of Darkness Night Jump," said Ron Koenig, Skiers Pier Owner. "We are all about supporting the sports around which our business is centered, and this type of event is the best way to capture new athletes and encourage and motivate those already addicted to water sports." Tentative Event Schedule: Friday Night, June 24: Seeding for skiers, live music, food/drink, vendors, sponsor booths — Gates at 5:00, competition starts at 7:30. Saturday Night, June 25: Main competition, live music, food/drink, vendors, sponsor booths - Gates at 5:00, competition starts at 7:30. 8E-3 Item #8F ENVIRONMENTAL SUSTAINABILITY POLICY DRAFT Based on the Strategic Master Plan, Oakland County Parks and Recreation's efforts to participate in the county's OakGreen program, and its desire to be leaders in environmental stewardship, staff has drafted an Environmental Sustainability Policy for Oakland County Parks and Recreation Commission. The goal of the policy is to define existing practices and identify its efforts to incorporate sustainable practices wherever feasible into all aspects of future project development including master planning, business plan development, design, construction, purchasing, programming and operations. The policy will act as a guide for staff and the Commission in making decisions about energy conservation, water quality, recycling, fuel, turf management, purchasing, natural resources stewardship and facility design/ construction. This policy is being brought as an informational item to allow the Commission an opportunity to determine how best to proceed and provide input. This item has been listed as one for a potential planning session topic, if the Commission would like to discuss the policy (and its implications) in more detail. 8F - 1 Oakland County Parks and Recreation Commission Environmental Sustainability Policy DRAFT Purpose To define the existing practices of environmental stewardship and identify the responsibility by the Oakland County Parks and Recreation Commission (OCPRC) to incorporate sustainable practices into all aspects of future project development, including: master planning; business plan development; design; construction; purchasing; programming; and operations. The OCPRC 10-Year Strategic Master Plan calls for a "focus on going green where the Commission can" and sets goals of ensuring environmental sustainability. Oakland County Parks and Recreation aims to foster a parks system that: - Moves toward the reduction of the use of non-renewable resources. - Moves toward the reduction of solid waste production through recycling and purchasing practices. - Moves toward pollution prevention through the reduction of air, soil and water pollution. - Creates healthy indoor and outdoor environments. - Protects and enhances natural eco-systems and cycles. - Actively seeks current research and information related related to sustainability practices that may be implemented at OCPR. - Promotes the importance of sustainable design and environmental protection to park users and county residents through comprehensive educational efforts. - Serves as a model agency for sustainable design and environmental stewardship. - Enhances opportunities for grants and alternative funding related to the environment, energy efficiency and conservation. - Considers sustainability in purchasing and budgeting processes. Definitions Sustainable Design — the philosophy of designing physical objects, the built environment and services to comply with the principles of economic, social, and ecological sustainability. Capital Improvement Program — Any new facility providing recreational opportunities over $10,000, including but not limited to buildings, permanent structures, etc. Carbon Footprint — The actions of a business, it operations and employees that generate carbon emissions coupled with associated sustainable practices that offset carbon emission. Carbon Sequestration —The process by which carbon sinks remove carbon dioxide (CO2) from the atmosphere. This can be done naturally by soil and plants, or artificially, by removing carbon dioxide from coal-fired power plant emissions. Major Maintenance — Park and facility maintenance projects over $10,000 that help maintain park infrastructure. 8F-2 Master Plan — A long-range plan for the future development and programming of a facility/park that considers park elements, natural and cultural resources management and general design concerns in context with the communities' master plan and overarching regional and county planning. Business Plan —A formal statement of business goals and how they are attainable with a long-range plan that encompasses the cost and sustainability of a facility or program. Project Design & Implementation Process — An eight -step process taught by schools of higher learning and used by OCPRC Staff to effectively and efficiently design, budget and implement park maintenance and capital projects to meet the needs of the county residents. Green Procurement — Meeting procurement needs for goods and services not based solely on a cost -benefit analysis, but with a view to maximizing net benefits for the County and the wider world (with consideration for environmental, economic and social impact). Michigan Turfgrass Environmental Stewardship Certification — A program developed by Michigan State University to advance the environmental stewardship of the turfgrass industry and recognize environmental achievements. No -Mow Zones — Areas allowed to vegetate naturally. No -mow zones provide buffers in riparian areas to filter pollutants before they enter the water as well as provide wildlife habitat. Guidelines Energy Conservation Oakland County Parks and Recreation has adopted the principles and guidelines established in the Oakland County Facilities Management's Energy Management Procedures. Some of the guiding principles from the county procedures include the following: - All OCPRC operated buildings and facilities will be managed in the most energy efficient manner without endangering public health and safety. This will be achieved through acting upon the recommendations of energy audits. Energy consumption will be tracked and monitored by OCPRC. - Upon the implementation of an Energy Management System (EMS) update, energy consumption will be tracked and monitored by OCPRC. - OCPRC will continue to identify energy efficiency improvement measures to the greatest extent possible, undertaking all necessary steps to seek appropriate funding for implementation. - OCPRC will promote the use of cost-effective renewable and non -depleting resources, wherever possible, both in new construction projects and existing buildings and facilities. - OCPRC will follow and exceed established guidelines for the conservation of electricity and natural gas at existing facilities based upon the County Executive's Energy Management Procedures. E:3;M OCPRC will continually monitor energy consumption costs to effectively obtain the best market value, in collaboration with the buying power of Oakland County Facilities Management and Operations. Water Quality and Storm Water Management Oakland County Parks and Recreation Commission will adhere to all state, federal and local regulations regarding storm water management and water quality protection. OCPRC will strive to exceed these regulations wherever possible. OCPRC is committed to educating the public and park users on the importance of storm water management and protection of water resources through various communications and interpretive efforts wherever appropriate. OCPRC will implement storm water management best practices and low -impact design during the master planning, design and construction of new parks and facilities, and maintenance of existing facilities. OCPRC will continue compliance with the county's Phase II Storm Water Pollution Prevention Permit by maintaining pollution prevention plans for park facilities, using best management practices for preventive fleet maintenance, and herbicide applications, and continued training of staff. Recycling OCPRC will continue to promote recycling where it is currently practiced throughout the parks system, and will work towards the implementation of an integrated, system -wide recycling program to further reduce our contributions to landfills and to promote the environmental benefits of recycling to park users and county residents. OCPRC is committed to educating the public, park users and staff on the importance and benefits of recycling. Staff will also develop an office recycling and resource reduction education programs to encourage staff to reduce, reuse and recycle on a daily basis. Fuel/Oil OCPRC recognizes the hazards of petroleum products to employee health, safety, the economy and the environment, and therefore will seek, whenever feasible, to move towards the use of safer and more environmentally sensitive "bio" products developed from renewable resources. Bio-products provide savings in compliance with environmental laws and hazardous spills. OCPRC will continue to use, wherever possible, bio-fuels and bio-lubricants in place of conventional products. Staff will work to conserve gas by carpooling and eliminating unnecessary travel where appropriate. In addition, OCPRC promotes non -motorized transportation when operations allows. Turf Management Staff will analyze no -mow zones throughout the parks and continue to expand this program, providing for more natural areas within the parks and allowing for a reduction in fuel and emissions from unnecessary mowing of park property. No mow zones also serve as a method for improving the quality of stormwater runoff. OCPRC will use integrated pest management in grounds maintenance wherever possible to reduce the use of pesticides and fertilizers and will continue to comply with all aspects of the parks system's Michigan Turfgrass Environmental Stewardship certification. OCPRC is committed to educating the public and park users on the importance of this practice. OCPRC will move towards the use of organic soil management in appropriate locations such as playgrounds and dog parks whenever feasible. OCPRC will analyze irrigation schedules to reduce irrigation whenever feasible. OCPRC will work with Michigan State University Extension to adopt turf grass maintenance standards throughout the parks system. Purchasing/Procurement OCPRC will work with Oakland County Purchasing Division to create, to the extent possible, a policy or procedures for the incorporation of sustainable and environmentally sensitive products and services into the RFP process. OCPRC will make every possible effort to solicit and purchase "green" products whenever feasible, and will encourage vendors to adhere to the goals and objectives identified in this policy. In addition, OCPRC will utilize the green vendor database on the Oakgreen website as a reference for local green vendors. Natural Resources Stewardship OCPRC recognizes that publicly owned natural areas fulfill critical ecological roles including maintaining water quality, providing wildlife habitat connectivity, stabilizing soil, providing floodwater retention and reducing the county's overall carbon footprint. Appropriate stewardship of remaining natural areas can be vital to the health, safety, and quality of life of Oakland County residents. OCPRC natural resources management will continue to focus on a science -based, ecosystem approach that maintains the ecological function of park natural areas, ensures the environmental health of local communities, and contributes to the ecological connectivity and sustainability of regional green infrastructure. Ecological inventories, removal of invasive species, control of deer densities, application of prescribed burns, and reintroduction of native plants are among the suite of land management tools applied to achieving natural resource stewardship goals. Sustainable Design OCPRC will consider sustainable design in planning, design and construction processes with a goal of incorporating the triple bottom line into development projects prior to project implementation. OCPR will use the following criteria to evaluate the feasibility of incorporating sustainable design features into OCPRC capital improvement and major maintenance projects: - Consistency with project objectives - Available funding (budgetary, grants, partnerships/sponsorships) - Interpretive/educational opportunities - Development and implementation costs - Potential economic benefit (cost savings) Sustainable design principles for Oakland County Parks and Recreation Commission: • Design to minimize life cycle costs, including the use of materials that will maximize durability and longevity. • Use resources efficiently by designing facilities that exceed code minimums, including minimizing energy use and maximizing use of naturally occurring elements of wind, water, solar and earth. • Use environmentally preferable products, including, (but not limited to) those without toxic ingredients and those which contain recycled content. • Create healthy indoor and outdoor environments for staff and park users. • Minimize adverse impacts that site development may have upon natural and built systems. • Design facilities to be adaptable for future inclusion new technology as it becomes available and as funding is secured for such adaptations. OCPRC staff will work with consultants to develop appropriate language for RFPs to ensure that contracted consultants are qualified to support the objectives of this policy. Project Management and Business Development staff will be responsible for monitoring the fiscal and budgetary impacts of the policy and managing available funding sources. Public Outreach and Education — Green Initiatives Team OCPRC will utilize current communication and outreach channels to share information on the environmental goals and objectives outlined in this policy. OCPRC is committed to educate the public, park users and employees on the importance of this policy . Based on recommendations provided in the OCPRC 10-year Strategic Master Plan, in 2008 OCPRC established a "Green Initiatives Team" composed of cross -departmental employees that meet regularly to evaluate OCPRC's green efforts. The team provides recommendations on initiatives to enhance energy efficiency and environmental sustainability throughout the parks system. In addition, the Green Initiatives Team also works collaboratively with other departments to share resources and ideas and champion the Environmental Sustainability Policy. Regular updates and annual reports are provided to the Commission on topics of interest and related projects and initiatives. mm Collaboration OCPRC will continue to utilize the knowledge and experience of existing county departments and higher education institutions to study, design, measure and monitor the elements of this policy. Evaluation OCPRC will annually evaluate the success of the Environmental Sustainability Policy and report associated initiatives, projects and cost savings. This evaluation will be led by the Business Development Unit and the Green Initiatives Team. As facilities are maintained or created, OCPRC will evaluate and report on sustainable considerations including, but not limited to, return on investment, budget, payback, longevity, etc. 8F-7 Item #8G WETLAND MITIGATION BANK PROJECT Staff has been working with the MDNRE (now the MDEQ) on a pre -proposal for a wetland mitigation bank program. These programs are being encouraged statewide by the MDEQ as a way to quickly and easily provide the sale of wetland mitigation credits while simultaneously creating and maintaining high -quality wetland habitat. Two attached documents explain the project. The first is the participation proposal to the DNRE, and the second is a pre -proposal for a project identified at Addison Oaks. In summary, staff would like to create an RFQ to find a qualified "bank sponsor" to create a minimum of ten acres of new, high -quality wetland habitat in the southern portion of Addison Oaks (what is currently old farm field with failing drainage tiles). The bank sponsor would be responsible for creating the wetlands (with OCPRC oversight and participation) and the sale of the wetland mitigation credits. The bank sponsor would also monitor the wetlands until performance standards for the bank are met, per MDNRE requirements. At the end of the program, OCPRC will implement a long-term management plan for the newly created wetlands and manage according to park and state standards. The creation of wetlands on park property is not a new concept. In 2007 OCPRC worked with the Road Commission for Oakland County to utilize Lyon Oaks as a wetland mitigation site, creating 13 acres of wetland habitat at the park. This project has been highly successful, and a scenic, high -quality wetland habitat is now functioning at the park, with little expenditure by OCPRC. This project is still in the DEQ monitoring phase, but all monitoring results have been within proper guidelines and staff and DEQ staff are pleased with the site's development. As part of the 2010 Michigan Natural Resources Trust Fund grant awarded last December, a wildlife viewing platform is scheduled to be installed to overlook the scenic vista created by this wetland mitigation proj ect. As this project is developed, staff will estimate costs associated with project management and long -tern maintenance. The RFQ will be developed to require bidders to specify potential revenue income to OCPRC as part of the sale of wetland credits, hopefully creating a new revenue stream for the parks. Staff has been working with Risk Management, Purchasing and Corporation Counsel on this concept. Staff has also been in contact with two reputable organizations who are interested in bidding on this project. 8G - 1 Wetland Mitigation Bank Pre -Proposal Prepared by Donna Folland, Project Advisor for Conservation Planning April 1, 2011 Legal Identification of the Bank Sponsor The Michigan Department of Natural Resources and Environment (MDNRE) Wetland Mitigation Banking Rules' define the "Bank Sponsor" as "a person who independently or in cooperation with another person is responsible for the establishment, operation, and long-term management of a wetland bank (R 281.951(b)). The role of "Bank Sponsor" will be shared Oakland County Parks and Recreation Commission (OCPR) (as landowner and long-term steward) and a qualified and experienced wetland mitigation banker (who will be selected by OCPR to establish and operate the bank). See below for details on responsibilities. Other partners who will participate in this project include Oakland County Water Resources Commissioner and Clinton River Watershed Council. Bank Location and Size Addison Oaks County Park is located at 1480 West Romeo Road in Addison Township in Northeast Oakland County. Addison Oaks is a scenic 1,139-acre park in northeast Oakland County with two lakes and spring -fed ponds. Activities at the park include swimming, boating, picnicking, fishing and camping. The park also has a sandy beach with concession and row and pedal boat rentals and features a conference center that is used frequently for weddings, banquets and business meetings. Addison Oaks extensive trail system has 11 miles of trail open for hiking, which includes the 2.5 mile paved Buhl Lake Trail; 6.4 miles of trail open for equestrian use; and 6.8 miles of challenging single-track mountain bike trail. The site of the proposed wetland mitigation bank pilot project is in the southwest area of the 1,139-acre park. The area is fairly distant from the active use areas of the park and is mainly used as part of the park's equestrian trail network. Site Description FOCUS AREA 1: The proposed area that will contain the wetland mitigation bank pilot project has been identified as a 94-acre area that is the southernmost part of the Park. GIS data indicates that this area has 30 acres of hydric soils and less than two acres of wetland (according to National Wetlands Inventory (NWI)). See attached Focus Area 1 map. FOCUS AREA 2: If needed, there may be additional areas available for banking within a second area, located to the north of Focus Area 1. GIS data indicates that this 206-acre area has 134 acres of hydric soils and 10 acres of wetland (NWI). See attached Focus Area 2 map. 1 Wetland Mitigation Banking rules per section 30319 of Act No. 451 of the Public Acts of 1994, as amended, being §324.30319 of the Michigan Compiled Laws. Web Link: http://www.state.mi.us/orr/emi/admincode.asp?AdminCode=Single&Admin Num=28100951&Dpt=EQ&RngHigh= 8G - 2=AKLAND k, i CA '_N► The proposed bank location is in the Stony Creek subwatershed of the Clinton River watershed. The pre - settlement vegetation throughout is Black Oak Barren. This area currently consists of old field and tree rows. Conceptual Design The overarching goal is to establish a model program for public/private partnership to establish successful wetland mitigation banks with available credits to further the EPA goals of prioritizing banking as the preferred mitigation methodZ. We propose to meet that goal by partnering with a private wetland mitigation banker to develop a successful wetland mitigation bank on public land that meets vegetative and hydrologic performance criteria for the wetland mitigation bank site in order to make the mitigation bank functional through availability of approved credits. The wetland mitigation bank will provide a minimum of 10 acres of new wetland, which may comprise multiple sites of one acre or more, within the Focus Areas in Addison Oaks (R 281.954 (7)). This project will meet OCPR park management goals by replacing marginal habitat (that had significant challenges associate with altered hydrology and invasive species) with a wetland system with significant green infrastructure, recreational and educational value (R 281.954 (6)). By increasing the amount of viable functional wetland in the watershed, we will also meet defined resource management needs of the Paint/Stony Creek Subwatershed Management Plana and Clinton River Area of Concern Remedial Action Plano (R 281.955(2)(f); R 281.956(2)(b)). Our first step is the development of a Request for Proposals (RFP) that will lead to selection of a wetland mitigation banker to partner with OCPR on this project. The responsibilities of the banking partner (Wetland Banker) will include: ✓ Develop Banking Agreement Proposal in partnership with OCPR ✓ Provide financial assurances as required by MDNRE (R 281.955(n)) ✓ Provide financing to implement the project ✓ Conductor contract for wetland delineation and vegetation surveys of the site ✓ Develop Site Plan, in partnership with OCPR staff ✓ Develop long-term management, in partnership with OCPR staff, per MDNRE requirements (R 281.959 (2)) and submit with Banking Agreement Proposal ✓ Obtain all necessary permits (R 281.955(4)) ✓ Construct bank ✓ Manage the approval and subsequent sale of wetland mitigation credits (R 281.957) ✓ Monitor the bank's wetlands until performance standards for the full establishment of the bank are met, per MDNRE requirements (R 281.957 (1)) 2 Web Link to EPA wetland mitigation rules: http://www.epa.gov/owow I<eep/wetlands/wetlandsmitigation/index.html 3 Web Link to Paint/Stony Subwatershed Plan: http://www.crwc.org/watershed/subwatersheds/stonypaintcreeks. html#stonypa intdocs 4 Web Link to Clinton River AOC Remedial Action Plan: http://www.epa.gov/glnpo/aoc/clintriv.htmi 8G - 3=AKLAND C ✓ If project is discontinued after construction has begun, assure that the site will be restored to pre-existing condition or better at banker's expense The responsibilities of OCPR will include: ✓ Cooperate with Wetland Banker to develop Banking Agreement Proposal ✓ Cooperate with Wetland Banker to develop Long -Term Management Plan (R 281.959(2)) ✓ As the long-term management entity, sign the Banking Agreement (R 281.959(3) and R 281.955 (2)(1)) ✓ Provide property ownership documentation as required by MDNRE (R 281.955(2)(a-c)) ✓ Notify all affected units of government and adjacent property owners and take reasonable steps to address objections and copy MDNRE on all comments and resolution actions (R 281.955 (3)) ✓ Plan for trails and other recreational amenities in adjacent areas of Park that function in harmony with the wetlands created by the project ✓ Grant a wetland conservation easement over new wetland areas to MDNRE (R 281.959 (1)) ✓ Monitor wetlands after the MDNRE monitoring requirements have expired (OCPR may wish to contract with the Wetland Banker or other wetland consultant for continued monitoring) ✓ Implement the long-term management plan Permission for MDNRE to Enter Site Letter will be attached. Requirements of Governmental Agencies The proposed wetland mitigation bank will not be used to meet requirements of local, state, or federal agencies. 8G-4 N—A `���-'-��7D7�� Michigan Department of Natural Resources and Environment (DNRE) Wetland Mitigation Bank Pilot Program PROJECT SUMMARY Oakland County Parks & Recreation (OCPR) Updated September 20, 2010 OCPR currently manages 6,700 acres of parkland in 13 parks in Oakland County. Roughly 70% of OCPR parkland is designated as undeveloped natural resource base land. The undeveloped park areas are public treasures that require sound stewardship based on the most current scientific principles of restoration ecology. OCPR's natural resource management program is distinct from the maintenance of parks as facilities and is specifically targeted toward ecological management of the land. By participating in DNRE's Wetland Mitigation Bank Pilot Program, OCPR will further management objectives that have been established through the Parks and Recreation Strategic Plan, completed in May 2008. To implement the Plan, OCPR has identified five Strategic Park Initiatives, including a "Natural Resources and Environment Recreational Initiative". Additionally, the Strategic Plan in its strategies for land acquisition and management identified the need to "Establish wetland mitigation opportunities in cooperation with developers, land conservancies, CVT's, state and county agencies." OCPR has already completed a successful program to mitigate wetlands in our Lyon Oaks County Park. OCPR partnered with the Road Commission for Oakland County to propose, design and construct a 13- acre wetland mitigation project within the park. The site at Lyon Oaks had previously been used as pasture and cropland prior to acquisition by the parks system. The field, which had lain fallow for more than 15 years was effectively drained by a ditch running off site and had begun to host invasive species, primarily reed canary grass. The partnership with the RCOC allowed for the restoration of a 13-acre wetland complex consisting of emergent and wet meadow types and a surrounding 7-acre prairie buffer, while fulfilling MDNRE permit requirements of the RCOC for the mitigation of wetland impacts associated with road widening efforts across the county. This wetland mitigation site now serves as an educational amenity within the park that is readily accessible to the public and incorporates a trail and interpretive signage. For OCPR, this has been a successful project as it replaces marginal habitat (that had significant challenges associate with altered hydrology and invasive species) with a wetland system with significant recreational and educational value due to its location within Lyon Oaks' 469 acre nature preserve. Site Selection OCPR has tentatively chosen the 1139-acre Addison Oaks County Park as the location for the Wetland Mitigation Bank Pilot Project. The area within Addison Oaks under review consists of old field, wooded tree rows and equestrian trails. GIS review of this 300-acre area indicates the presence of hydric soils (163 acres). National Wetland Inventory (NWI) data for the area indicates the presence of 12 acres of existing palustrine habitat. Additionally, staff has noticed the presence of damp soil conditions and ephemeral streams in the area. Implementation of the project at this site will re-establish quality 8G-5 0 wetland and wildlife habitat in an important green infrastructure hub and provide an opportunity for further trail development and public education. Partners Private Banking Partner —The development of private public partnership to fund and establish a wetland mitigation bank is a key element to the success of the project. OCPR staff is currently working to develop the business model for working with an experienced wetland mitigation banker to develop the bank. Successful creation of a model for public/private partnerships for wetland mitigation banking will be shared with interested communities and agencies and the professional community. Oakland County Planning & Economic Development Services (OCPEDS) will be invited to be a partner in this project. OCPEDS has led the County in the development of a science and community -based Oakland County Green Infrastructure Vision. This Vision, completed in October 2009, was created in cooperation with the Natural Areas Advisory Group (NAAG) that is facilitated by OCPEDS. Access to NAAG through our partnership with OCPEDS would help facilitate access to a diverse array of partners, including local parks departments and local land conservancies. Partnership with OCPEDS could potentially provide important assistance in collecting geographic data, planning potential wetland banking locations and identifying local partners. Oakland County Water Resources Commissioner's Office (WRC) has responsibility for many aspects of the hydrology of Oakland County, including management of the extensive system of dams controlling lake levels throughout the County. They also conduct watershed -based public educational programs. The participation of WRC on at least an advisory level will be desirable. Local Partners will be identified when the location of the mitigation bank is determined. Local partners may include the CVT, watershed council, land conservancy or local parks agency. Participation in any local watershed -based planning effort will also be necessary. National Partners may be needed to advise if the mitigation bank is located within one of the more urbanized areas of Oakland County. Specifically the Trust for Public Land may be engaged based on their extensive experience with development of urban parks and the restoration of natural resource on former industrial sites. Measures of Success We propose establishment of clear goals and metrics to evaluate the success of the OCPR's participation in the Wetland Mitigation Bank Pilot Program. The overarching goal is to establish a model program for public/private partnership to establish successful Wetland Mitigation Banks with available credits to further the EPA goals of prioritizing banking as the preferred mitigation method (as set forth in the April 2008 Federal Mitigation Final Rule). Currently, there are very few mitigation banks with credits available for purchase in Michigan. Therefore, the primary measure of success will be creation of a program to more effectively develop and manage mitigation banks in Michigan through public/private partnerships that will boost the economy and provide public amenities. Since Oakland County is at the convergence 2010 09 20 OUR Wetland Bank Summary DF.doc 8G-6 7 of five watersheds, and the headwaters of several major rivers in Michigan, establishing a Wetland Bank in this location will have far reaching effects. Other more specific goals may include: Mitigation Bank Development Goals • Establish the Bank, including Agreement and Construction within the timeline set forth in order to model an expedited program for future public/private partnerships in Michigan. • Meet vegetative and hydrologic performance criteria for the wetland mitigation bank site as set forth in the MDNRE Wetland Banking Agreement Performance Criteria in order to make the Mitigation Bank functional through availability of approved credits. • Provide high quality wetland mitigation for unavoidable wetland impacts Habitat Goals • Amphibian community species count increase • Floristic Quality Index (FQI) increase, indicating increase in floral diversity • Documentation of establishment and/or population increase in indicator species of plants and animals • Eradication of invasive species • Restoration of native plant communities Watershed Goals • Increased acreage of functional wetlands (increasing stormwater storage, sediment filtering, and erosion control) • Increased acreage of permanently conserved wetlands and associated uplands • Decrease in numerous small, isolated on site mitigation sites that often fail or are not constructed. Community Goals • Contribution to success in meeting goals of community and watershed -based projects, such as Great Lakes Restoration Initiative and Non -point Source Program funded projects • Creation of an amenity for the urban and suburban population of Oakland County by designing the wetland bank to encourage public access and viewing while protecting the resource • Delivery of educational programs to inform public about the value of wetlands and water resources and relationship to Great Lakes ecosystem 2010 09 20 OUR Wetland Bank Summary DF.doc 8G -7 • Creation of a model for public/private partnerships for wetland mitigation banking that will be shared with other communities and agencies via the OCPR website (www.destinationoakland.com) and professional presentations. Contact for OCPR Donna Folland Project Advisor for Conservation Planning Oakland County Parks & Recreation 2800 Watkins Lake Road Waterford, MI 48328 Email: follandd@oakgov.com Phone (Mobile): (248) 736-1649 2010 09 20 OUR Wetland Bank Summary DF.doc N. MW Item #8H Springfield Oaks Davisburg Dam Repair — Design & Engineering Through the periodic inspections of park facilities, staff has identified and budgeted $10,000 in the FY2011 Grounds Maintenance line item for the design and engineering of spillway repairs on the existing Davisburg Dam. Currently, this spillway is eroded and requires attention. This dam is owned by Oakland County and managed by the Parks and Recreation Commission, which creates the primary east -west Davisburg Road connection. Therefore staff met with Soils, Materials & Engineering (current county contract) to determine the recommended spillway repairs and budget for the following fiscal year. Upon inspection by engineers and staff, there were other areas that required attention that, if left unaddressed, may cause future concerns or issues. These items include ground water seepage and small sink holes etc., that are located on the outfall side of the dam. As a proactive approach, staff pursued a proposal to complete the necessary engineering analysis and profile of the dam and determine if there are concerns/issues other than the eroding spillway. This not -to -exceed proposal of $18,000 includes review state dam safety reports, site inspection, geotechnical field exploration, structural analysis, report and recommendations with priority and conceptual budgets. An additional $3,500 will be required to amend the existing topographical survey with a lake bottom survey by Giffels-Webster Engineers (GWE). Given the history of the dam, the past repairs, OCPR's responsibility for the dam and the location of a primary east -west road connection, staff recommends commission approval to transfer $11,500 from the FY2011 Operating Budget Contingency to complete the above analysis of the dam for a total budgeted amount of $21,500. This report will assist staff and commission with future grant funding, project support and partnerships. Staff will update the commission with the report and findings. 8H-1 ITEM #81 PLANNING SESSION TOPICS AND PRIORITIZATION The planning session topics and presentations proposed at the March 2 Commission meeting have been placed in chronological order. With Commission further input on priority, these topics and will be included in upcoming Commission meeting agendas as separate agenda items or included in the Executive Officer's Report. Please provide input into any preferred changes to staff's recommendations. �ec�eat\on t parks en atxo� P, ny r Gak0nd Cou �scuss\°SIP —ri l op\c D gta'� e y-e°utNe S,lml' t e\o\)ed a ISM, s dev sed ha n, pC° op�° n lr;+t�atrvesss on onsrder ot�°�`entall`1 1 va fi pr c`! JOT Go e� ra\ 9re� ec`lc\rn9 a \Ie ener9`1 addressm9 g rams, ie, \s, altern Live Prog d bio��e thOds. Gom�\Ss\ 312g PrOWse Metrss en 00\114 dy `Kathle Onne\\on Mike D tal sensibricants an tor&on me p12.1� v\roamer' Policy VOW reen Cons and F\s S�stainabiltt`1 and g an ge FY2p�1 d staff goa \ and m a missro an •Deve\oP meet Gon' � fiscal SUstainability nc i\ vvle N \\s S'e.\a COY �o� Phe P b\,dgets t0 and ob1ectives S�IPI adopted in May •ReseNes plan � fission ter mm Master P\an Strate9i en g\OxN \\mPlen� •Strategic Mas &Tect e�°� o� in aM\J {Or 2g4$ ear Plan t tified fNe rnal •14 � has idea \an• •Sta tatron O'� P irnPvrban Retreat .Vwva \ gesOurces & EnvironR` Stainability .Fiscal S&Fitness ur rep0� Ord •P nua RePo� is o ausstO�� Prsen�,t�°n Meeting Gom is \te�`i\nlo pr°lecte°5e� ti°n Rep° pe FCa oe 2011 Ppri\ 20, 2�11 Meeting GoR,nission Dan Stenci\ ` n Noy pr jo oWse Melissa or May Meetrng Go�irnission iannin9 SoPics 033A AA .xis ata�pp."rA�`9enda�o $� _ 2 p:��p p\an e entthl a\\ th ms e need to id rogta 's, P \dentiifiest. s l\ac�Gt�e�d Goun� `°`1 G� Dan Noyes `eMeat'ona`o stied in Oavate et` &P\`Watt°r °}�to °° OC�EDS & °uccent\`1MDNR,!a ,Ae�ed�e,JotCt`ulaaA PattAe�s• NcMP' °ties wi\\ b aPsi and t sources byest use• o0l t\v e tt, idea h it a o at\on and e eGCON u�itts o� d ens`ve Reoteat\on a a�n\ to them, be be\Pre, o°nso\td \e tn9 then COmpteh P ie at\on ocd`na h�\e COOP toN .\nfot o,jet0e xtto G°e�ot\sw `nve g o\\ab°Tatma ter P\tins ../ �°e eeanednM Pa of nw °�entetteut\anp n9 ve\oP1`.asidne asee Meeting ,ox scion •DeottUntt\es #x ` \th the rec \eX, sta rn to nt�e\\on h gh Pt`Of x,N - use G° tc�\tute Ptog�aative Pants, t\ce Da D\ttet Ernst Ote �ensNe ho for �owets, gusa sa PtOwse a °OmPte enaitutes i dot M&s tedesea d s\\ob ed an oPP°�mer �°Ote lot tte a\so Pt feet i`�vo\v ogtat�nimg groups. .Nas \ vo\un t\on Pt ouituta e Gteenh°use ubstant\a nd teGrea dietent lan of th i\l o�\Cu\ture� s\ness P\an s rogram�' a ab\ed' and busyness p ram thatw for program Bu se!6\Ov \s deve\Od h tou\tut ket a a gatewa`1 eenhoue OC Partners M te.,4 �tat\ve. ' ic, in �o""_' 11 June VD Meeting � Pg C en \a \tem"lo Ptann�n9�oP'� 0 33A11.x\s pata�OP'CP�`9enda�� $\ . 3 *in 2005, the Oakland County Trails Advisory Council (OTAC) was established and envisioned a 350-mile trail loop throughout OC. *Staff will present an overview of the County -wide Trails OakRoutes master plan and the need for Stephanie Loria Commission Meeting July, 2011 System/OakRoutes designated funding. Mike Boyd Staff Report *Staff will also provide an overview of trails within the county parks and our focus on expanding trail opportunities, especially wetland areas. *This plan will complement the planning initiatives ientified in the SMP. Concept Plan Process, *This is our agency's five-year Recreation Jon Noyes August 2011 2012 Recreation Master Master Plan required for state and federal grant Dan Stencil Commission Meeting Plan eligibility. Desiree Stanfield Final Plan Completed *Comprehensive recreation inventories will be February 2012 one of the foundation planning tools for this endeavor. *in SMP, earned income opportunities are to be pursued/ evaluated with grant funding as a Dan Stencil Grant Funding primary alternative Melissa Prowse TBD September, 2011 Development Plan *Staff will develop a concept Donna Folland *Consideration will be given to how grant funding affects funds for future development •SMP identified priority for underachieving facilities to be evaluated and re -purposed to generate increased revenue and reduce Re -purpose Wint Nature Center and Interpretive expenses. *Staff will also propose mobilization of Terry Fields Tim Nowicki Commission Meeting October, 2011 Programming interpretive and outdoor recreation programs Lynn Conover Staff Report/Info county -wide. •SMP identifies increased educational opportunities regarding the environmental and natural areas. DA$Data\DATA\Agenda\2011\Planning Topics 033111.xls 81- 4 band P40.Sitlon �Plarnlcriteria es an accluisit nog goal of 8�0 ten year period .SMP ide rtefen space °Ver the green acres of g the county s g reliminary will sharand identify p .StaffcounW Wide infrastructure plan ofunit1es acguisit on °pp he Dog Park MasterlBus1ness (Plan Dan Stencil Jon Noyes ��eiOCPEDS Sue \Nel1s Stepllanle bwse 'Melissa Pro November, Zti11 Comm;ssion Meetm9 December, 2�11 Bue olt o Commission Rp is o rej e Stanfield auadran four locations Q stencil osal to have t. tho ougha,es with hl kc s Meissa pro`Nse .Pu wide on maom Comrission seN M co ote counts top d income t,{ied in the Billboard traffic eame Plan was Idention E1ectronicPlan and enera.fogram Business rovidm rech nine core S Prasta means of p s throug to all age group sef0ces as. d velopment of a e opp°rtun�ty, t .As an earned ►n� ~a ks and their relatNely low popularlty of does por ROI. as the ourselves a ossible capital ,vest ng to position arks with p .00P is try of dog p to cover all four regional providee dog parks addition of thre f OC. of County -wide Expansions ecial Events 'Signature p and Programs Natural Resources ,Management Plan (errY Fields & RPS Staff Meeti ng Comrnjssio�Mfo IStaif Rep program also as Ident►fied the s ec;al events- staff .SMP of two signatures and services m;n;mum Progra Ian Recreation n .Our dates o Ve1oo a Bird wilt rovide u a need to de plan with the Brittany .SMP indicated nagement b. diversity- Jon Noyes rehensjVe ma nnellon d improve comp maintain an is Mike D° tools to e nat►ve plan 11 departmen yes for ORe-;ntroduc leting an °v entat�on strateg .Staff is comp lem . S ind.-dualll-ed imp tJanuarY, 2p12 Meeting j Meeting March, 2g12 Comrniss1On ISto Report 11\Planning T°Pits 033111.x1s p_\��ata\DATA�9enda�0 $` ^ 5 oAXanr`ri9IoP`os ��3111 X\s ACTIVITY REPORT February 2011 (FM5, FY2011) ADDISON OAKS PARK Campers Day Use (*) Day Campers *ADDISON OAKS CONFERENCE CENTER CATALPA OAKS PARK Day Use GROVELAND OAKS PARK Campers Day Use Day Campers HIGHLAND OAKS PARK Day Use INDEPENDENCE OAKS PARK Day Use Day Campers Overnight Youth Group Campers LYON OAKS Day Use Dog Park ORION OAKS PARK Day Use Dog Park RED OAKS PARK Dog Park ROSE OAKS PARK Day Use SPRINGFIELD OAKS ACTIVITY CENTER Day Use 4-H Fair *Banquet Facilities WATERFORD OAKS Activity Center - non banquet *Banquet Facilities - Activity Center Day Use TOTAL CAMPERS TOTAL DAY USE TOTAL DAY CAMPERS TOTAL OVERNIGHT YOUTH GROUP CAMPERS TOTAL DOG PARK TOTAL4-H FAIR TOTAL ACTIVITY CENTER -NON BANQUET *Not included in program totals -only in combined totals. In-house events are counted in facility totals. 0 342 0 974 650 0 0 0 160 15,079 0 0 60 1,951 4,004 2,130 0 232 126 0 1,257 586 200 204 0 15,375 0 0 4,081 0 586 1of4 0 0 0-100.0% 0 0 1,133 16.3% 2,714 317.5% 0 0 0 0 0 0 212 32.5% 9,649 -36.0% 0 0 0 0 90 50.0% 2,918 49.6% 2,171 -45.8% 3,632 70.5% 497 0 243 4.7% 144 14.3% 0 0 1,425 13.4% 530 -9.6% 0-100.0% 204 0.0% 0 0 0-100.0% 0 0 0 0 7,047 72.7% 0 0 530 -9.6% 5,800 7,850 2,636 2,283 0 0 10,173 10,309 11,293 22,004 0 0 0 0 0 0 2,495 1,355 64,066 73,135 0 0 381 483 2,925 9,632 20,442 22,343 9,016 13,790 23,413 32,273 0 3,293 2,977 2,627 1,467 549 0 0 7,636 3,640 1,975 3,282 2,058 405 1,847 1,020 5,800 7,850 98,721 126,395 0 0 381 483 43,855 57,909 0 0 1,975 3,282 94.8% 0 0 0 45.7% 14.2% 0 26.8% 229.3 % 9.3% 53.0% 37.8% -62.6% 0 -52.3% 66.2 % -80.3% -44.8% 35.3% 28.0% 0 26.8% 32.0% 0 66.2% 3/31/2011 ACTIVITY REPORT .. 4N4 ID February 2011 (FM5, FY2011) GLEN OAKS Rounds Played - 18 Hole Equivalent 0 0 0 2,127 2,837 33.4% *Banquet Facilities 1,250 1,548 23.8% 11,813 13,375 13.2% **Grill Room (**Not included in totals) 0 0 0 526 974 85.2% LYON OAKS Rounds Played - 18 Hole Equivalent 0 0 0 1,910 3,106 62.75v. Driving range 0 0 0 633 870 37.4% *Banquet Facilities 651 925 42.1% 6,250 3,866 -38.1% **Grill Room (**Not included in totals) 0 0 0 3,247 2,242 -31.0% RED OAKS Rounds Played -18 hole Equivalent 0 0 0 0 1,196 0 SPRINGFIELD OAKS Rounds Played -18 Hole Equivalent 0 0 0 2,237 2,607 16.5% **Grill Room (**Not included in totals) 0 0 0 670 1,032 54.0% WHITE LAKE OAKS Rounds Played - 18 Hole Equivalent 0 0 0 2,081 2,315 11.3% *Banquet Facilities 378 245 -35.2% 5,014 2,472 -50.7% **Grill Room (**Not included in totals) 0 0 0 373 514 37.8% TOTAL ROUNDS PLAYED - 18 HOLE EQUIVALENT 0 0 0 8,354 12,061 44.4% TOTAL DRIVING RANGE 0 0 0 633 870 37.4% *Not included in program totals -only in combined totals. In-house events are counted in facility totals. 2 of 4 3/31/2011 ACTIVITY REPORT MOBILE RECREATION Bleachers 0 150 0 159 457 187.4% Inflatables 0 0 0 2,400 3,455 44.0% Bus 540 495 -8.3% 4,230 2,970 -29.8% Climbing Wall/Tower 0 0 0 1,800 2,100 16.7% Dunk Tank 0 0 0 0 0 0 Inline Skate Mobile/Hockey Mobile 0 0 0 0 0 0 Puppet 0 0 0 850 1,020 20.0% Show Mobile 0 0 0 23 21 -8.7% Adventure Sport Mobile 40 480 1100.0% 360 2,320 544.4% Tents 0 0 0 0 0 0 Camps 0 0 0 0 0 0 Miscellaneous 1 0 -100.0% 4 24 500.0% WATERFORD OAKS BMX 0 0 0 0 0 WATERFORD OAKS COURT GAMES COMPLEX 0 0 0 712 408 -42.7% WATERFORD OAKS FRIDGE 0 0 0 0 0 0 WATERFORD OAKS LOOKOUT LODGE 0 64 0 910 965 6.0% WATERFORD OAKS WATERPARK 0 0 0 0 0 0 RED OAKS WATERPARK 0 0 0 0 0 0 THERAPEUTIC EVENTS* 284 444 56.3% 1,660 2,900 74.7% SENIOR EVENTS 0 0 0 0 0 0 TOTAL MOBILE RECREATION VISITS 581 1,125 93.6% 9,826 12,367 25.9% TOTAL FACILITIES AND SPECIAL EVENTS 284 508 78.9% 3,282 4,273 30.2% *Not included in program totals -only in combined totals. In-house events are counted in facility totals. 3 of 4 3/31/2011 ACTIVITY REPORT February 2011 (FM5, FY2011) r ENVIRONMENTAL PROGRAM - INDEPENDENCE OAKS Nature Center 1,233 1,028 -16.6% 5,700 6,785 19.0% Outreach Visits 840 393 -53.2% 2,143 1,462 -31.8% **Trail Usage (**Not included in totals) 10,385 6,466 -37.7% 45,903 44,270 -3.6% ENVIRONMENTAL PROGRAM - LYON OAKS Nature Center 162 135 -16.7% 956 437 -54.3% Outreach Visits 216 0 -100.0% 216 0 -100.0% **Trail Usage (**Not included in totals) 67 97 44.8% 3,135 3,231 3.1% TOTAL NATURE CENTERS 1,395 1,163 -16.6% 6,656 7,222 8.5% TOTAL OUTREACH VISITS 1,056 393 -62.8% 2,359 1,462 -38.0% DAY USE PARKS 20,042 7,577 -62.2% 150,732 195,919 30.0% GOLF COURSES / Driving Range 0 0 0 8,987 12,931 43.9% RECREATION, FACILITIES AND SPECIAL EVENTS 865 1,633 88.8% 13,108 16,640 26.9% NATURE INTERPRETIVE SERVICES 2,451 1,556 -36.5% 9,015 8,684 -3.7% BANQUET FACILITIES 4,710 5,276 12.0% 42,944 34,067 -20.7% GRAND TOTALS 28,068 16,042 -42.8% 224,786 268,241 19.3% *Not included in program totals -only in combined totals. In-house events are counted in facility totals. 4 of 4 3/31/2011 Item #9B IT UPDATE Phil Gastonia, Business Development Representative for Internal Services will present a status update on the Information Technology Roadmap for Parks and Recreation. ITEM #9C EXECUTIVE OFFICER'S REPORT Through continuing efforts in working with alternative energy sources, staff authorized a fixed rate of $5.39 per MCF for natural gas through Lakeshore Energy. There has been a 60 cent increase in natural gas prices since gas accounts have been established. This has resulted in a savings of $39,000 (April 2010 through March 2011) for the last contract year, with an estimated savings this year (April 2011 through March 2012) of $13,348 gas savings system -wide. 2. Catalpa Oaks Development Project Update: Staff has been meeting with Barton Malow Design weekly to refine the conceptual site plan and design to be submitted to the City of Southfield's Planning Department for Administrative Review. After confirming the phase I program elements of size of rooms, restroom fixtures and playground elements and city requirement items, staff and designers needed to refine modify site conceptual layout. Attached is the Phase I Site Plan for your review. With the refinement of the design and engineering, staff continually refines the budget. Highlights are: • The conceptual budget of $854,300 for the restroom/concession facility, pavilion and playground now includes a larger 5-12 year old playground and a 2-5 year old playground, separated by the pavilion, while maintaining open views to each structure. This conceptual budget has been increased approximately $100,000 to reflect this change. For budgetary reasons, these playgrounds may be part of the bid process as an Alternate Bid item. • Due to the site plan requirements, an additional $75,000 will be required to connect Greenfield Road to the park with 10' wide pathway and provide a cross connection driveway between the two exiting parking lots. The cross connection driveway and accessible parking spaces were part of the original conceptual Parking Lot Budget of $514,700. • Per the Environmental Sustainability Policy, staff and consultants are considering use of a Geothermal system for the Restroom/Concession building. Tentatively, this consideration is approximately $23,000 more than a conventional HVAC system with a ten-year return on investment. Staff and consultants feel that these budgetary estimates are conservative and a savings may be realized through the competitive bidding process. Due to these refinements, staff anticipate meeting with the City of Southfield planning department during the week of April 4, 2011. In addition, a Request for Qualifications will be released sometime during the week of April 4, 2011 to expedite the procurement process. With the refinement of project scope and budget, staff have renegotiated Barton Malow Design's contract to a fixed fee of $125,000. This represents a $50,000 savings from the original contract and will complete their services for Phase I of this developmental project. 9C-1 3. Red Oaks Golf Course Access: Due to site conditions, the previously reported project will now affect public access to the golf course and its operation. Staff have been reassured that access will be provided to the site with a temporary ingress and egress driveway. 4. Attached for your information is a list of upcoming events and programs for April. 5. Golf Show Summary: More than 32,000 visitors were in attendance at the Suburban Collection Showplace (formerly the Novi Expo Center) Annual Golf Show held over the first weekend in March. Although the overall attendance figures for the show were down this year, golf course personnel collected more than 500 email addresses for the golf database, the highest total ever collected by parks employees at any event or show. We experienced a tremendous response rate to our email blast promoting a 25% golf coupon, thus bringing a steady stream of county residents stopping by our booth for their coupon while expressing their excitement over the upcoming season. We also received extremely high praise from the guests regarding our new golf video, which showcases each of our golf courses, along with a few special events held throughout the year, including adaptive golf and junior golf programs. We offered a brochure display with literature for all parks and upcoming programs and fielded several inquiries regarding those parks and events. We also promoted and have since received back multiple applications for several upcoming golf programs including the Chili Open, Senior Scramble Series and putting and pitching clinics. Overall, the golf show was a huge success in promoting not only the county golf courses, but all of the county parks. 6. Groupon offer for Red Oaks Golf Course on 3114111: Groupon is a free local online service that offers a multiple of highly discounted coupons ranging from food to services to entertainment and is offered for purchase with a credit card for one day only. We can only, use one word to describe the response to our coupon offer for Red Oaks Golf Course on the Groupon website — amazing! We reached the minimum number of 50 Groupons sold by 6:40 a.m., and by 2 p.m., we had more than 1,400 purchased at $10.00 each. We easily reached our cut-off mark of 2,000 sold by early evening resulting in $20,000 worth of golf was sold prior to the beginning of the season! Out of the 351 Groupons sold online last year, we experienced a return rate of 61 % of the pre -paid coupons being redeemed before the expiration rate. That equates to each $10 Groupon being redeemed at a rate of $16.40. If our return rate mirrors 2010, we anticipate 1,220 Groupons being redeemed this season at the same rate of $16.40 per coupon. 7. As requested at the March 2 commission meeting, attached is a report on coyotes and how they may be addressed in natural resources management. 8. Staff has received notification that registration is now open to attendees of the 2011 Special Park Districts Forum. The forum is being hosted by the Northern Virginia Regional Park Authority September 25 — 28. This year's forum has been laid out in several themes; attendees will be able to choose from the following: Nature/Environment; Organizational Issues; Park Management; History; and Recreational Opportunities. Please contact Karen Kohn at 248.858.4606 ASAP to let her know if you plan to attend. ti lj 9. Enbridge Update: At the Dec. 15, 2010 meeting, the Commission adopted a resolution accepting a $41,000 donation from Enbridge Energy. The Planning and Building Committee, our liaison committee, considered this matter at its Feb. 8, 2011 meeting, raising several issues. Representatives of Enbridge Energy have provided the attached written response for committee review. Staff will provide an update when further information is available. 10. As a follow up to the commission's inquiry about grant procedure requirements for the Board of Commissioners, please see the attached information regarding processes and requirements for the Board of Commissioners and the Michigan Natural Resources Trust Fund. 11. Attached for your information is the Executive Summary of the Strategic Plan Implementation Manual staff will be using as a tool for tracking continued implementation of the strategic plan, compliance with DNR requirements, and application for national accreditation. Staff will be reporting periodic successes in the Executive Officer's Report; an attached synopsis between golf and the national standards is provided for your information. 12. The Oakland County Trails Advisory Council has published its 2010 Annual Report. Copies are available for downloading at: http://www. destinationoakland. com/parksandtrails/`trailsoakroutes/Pages/`TrailsAdvisoryCoun cil.asR-, or you can request a hard copy of the 47-page document through Karen Kohn. 13. Oakland County Parks and Recreation is once again partnering with County Executive L. Brooks Patterson's Count Your Steps Program. Third and fourth graders are encouraged to wear a pedometer to track their daily steps, get outdoors and eat healthier. For a reward, the parks system donated 1,800 individual waterpark passes. 9C-3 Friday, April 1 Saturday, April 3 Wednesday, April 6 Saturday, April 9 Wednesday, April 13 Saturday, April 16 Wednesday, April 20 Wednesday, April 27 Friday, April 29 Friday, April 22 Catalpa Oaks — Leagues Upcoming Events — April 2011 Adaptive Recreation Royal Oak Social — individuals with Developmental Sports -ability: open gym/activities for kids with disabilities. Boys & Girls Club — Royal Oak Disabilities Junior Disabled Spoi-ts Team — Southfield Sports -ability: open gym/activities for kids with disabilities. Boys & Girls Club — Royal Oak Junior Disabled Sports Team — Southfield Sports -ability: open gym/activities for kids with disabilities. Boys & Girls Club — Royal Oak Junior Disabled Sports Team — Southfield Junior Sports Team - Southfield TGIF - Social for individuals with Developmental Disabilities Upcomine Events — Apri12010 South District Marshmallow Drop — Catalpa April — June (soccer) SOCS — Monday, Tuesday, Wednesday, Thursday, Friday, Saturday and Sunday SPSC — Sunday April - August Southfield Parks and Recreation — Softball Southfield Youth - Baseball SOCS — South Oakland County Soccer SPSC — Stay and Play Social Club COYOTES/NATURAL RESOURCE MANAGEMENT Coyotes are found throughout Michigan and have dispersed into southern Michigan without assistance from the DNR. Coyotes are found in rural to urban areas and are quite common but extremely good at remaining unnoticed by humans, even while living in close proximity. Their presence in subdivisions and urban or suburban areas, while surprising to many folks, is a result of increasing populations (both coyote and human) and encroachment of human environments into their natural habitat (from development of rural areas). People are most likely to see coyotes during their breeding period, which occurs in Michigan from mid -January into March. Due to heightened observations during the winter months, the public may perceive an increase in local coyote populations. Coyotes rarely attack humans. Bites from snakes, rodents, and domestic dogs are a far greater possibility than coyote bites, according to public health authorities. It is in the best interest of both coyotes and humans if coyotes retain their instinctive fear of people. Coyotes that are fed become accustomed to people and present a human safety risk. People should never intentionally feed or attempt to tame coyotes. The following important points can help minimize potential conflicts with coyotes and would represent the central focus of any public education and awareness materials produced by OCPR: ■ Never approach or touch a coyote ■ Never intentionally feed a coyote ■ Eliminate all outside food sources, especially pet foods ■ Do not allow pets to roam free when coyotes are present; consider keeping pets indoors or accompany them outside ■ Do not run from a coyote; when you encounter a coyote, shout or throw something in its direction ■ Report aggressive, fearless coyotes immediately Park management practices which minimize human -coyote conflicts: ■ Ensure secure fencing in dog parks ■ Enforce leash rules on all park property ■ Post public education materials containing above information ■ Use of wildlife cameras to assess and document nuisance levels of coyote activity ■ Contracted trapping OCPR park managers have established contacts and/or active contracts with the following agencies for quick response in the event that nuisance coyote or coyote depredation problems arise: Assistance Entity Service Provisions Michigan Department of Natural Resources - SE MI Wildlife Management Unit Rules & regulations; recommended management practices Oakland County Animal Control Assistance with wildlife bite incidents only Nuisance Wildlife Control Contractor: Critter Control of Rochester Hills Trapping &removal services* Coyote may be taken on private property by a property owner or designee all year if they are doing or about to do damage on private property. A license or written permit is not needed per MDNRE Regulations. Enbridge Energy, Limited Partnership Dana L. Gerard Enbridge Pipelines (Lakehead) L.L.C. Paralegal 1409 Hammond Avenue, 2"' Floor Law Department Superior, WI 54880 Office: (715) 398-4572 Fax: (832) 325-5479 dana.gerard@enbridge.com March 31, 2011 Department of Corporation Counsel Attn: Ms. Jody Hall 1200 N. Telegraph Road, Bldg. 14 East Courthouse West Wing Extension, 3rd Floor Pontiac, Michigan 48341 VIA E-mail only RE: Oakland County Pipeline Maintenance Emergency Questions and Answers Dear Ms. Hall: Attached herewith please find Enbridge's responses to various questions posed by Commissioner Potts with respect to Line 6B. If you have any questions, please contact Jim Watts at 715-398-4741. Thank you. Sincerely, C��~Z1/ Dana Gerard Attachment March 31, 2011 EN " 1. What is the size, length, age, and condition of the pipeline in Oakland County and Rose Oaks Park? Line 6B is a 293-mile-long, 30-inch diameter pipeline that traverses approximately 32 miles of northern Oakland County, including 0.67 miles of Rose Oak Park. Enbridge is in the process of inspecting and maintaining Line 6B as part of its routine integrity program. 2. What is the carrying capacity and usage of the pipeline and other pertinent facts about the pipeline's function? Line 6B provides crude oil supply to Michigan, Ohio and eastern Canadian refinery markets, including several local refineries that produce gasoline and other petroleum products consumed locally. Line 6B is designed to transport up to 290,000 barrels per day. 3. The service and maintenance history for the pipeline in Oakland County, who conducts the service and maintenance and a brief summary of the service and maintenance? Inspection and maintenance is an ongoing program with any pipeline, and Line 6B is no different. This preventive maintenance program is conducted and/or overseen by Enbridge personnel and its qualified contractors and driven by: 1. Comprehensive federal pipeline safety laws and regulations; 2. A host of international and national technical standards and practices; and, 3. Enbridge's written Operating and Maintenance Procedures that detail inspection, tests, repair methods and other maintenance regimes. The preventive maintenance program is extensive and can best be summarized by a review of either Enbridge's website (www.enbridgeus.com); the federal pipeline regulator website (www.phmsa.aov); or an industry association website (www.pipeline101.org). Enbridge's written procedures and compliance with the federal regulations are overseen by the designated federal agency with regulatory jurisdiction (PHMSA) through their periodic on -site audits, inspection of maintenance records and audits of Enbridge programs. The service and maintenance history for Line 6B includes: — Regular low -flying aerial patrols of the right-of-way approximately every two weeks; — Checks of the cathodic protection system that is designed to prevent external corrosion; — Checks and inspections of the operating condition of pressure sensors, valves and other facilities; — Round-the-clock computer monitoring and control of the pipeline system, except when the line is shut down for various planned maintenance or deliveries; — An integrity verification program with the use of sophisticated internal inspection instruments along the entire Line 6B (although the federal regulations only require such inspections in designated high consequence areas or HCAs). — Inspection, maintenance, and repair of the line if the results of the internal inspection show early signs of corrosion or a feature; — Recently completed internal inspections in 2007 and 2009 and another round of internal inspections with corrosion and crack detection capabilities in late 2010 and early 2011 (some preliminary results of the recent in -line inspection tool runs are in with the full report due in the next few months). Current data from internal inspections led to a repair program that has been ongoing since 2009. March 31, 2011 ENBRIDGE" Repairs are prioritized based on regulations and standards that guide a severity ranking and also consider the location of the feature (for example, the severity and the potential consequence of the feature is considered when developing the repair program). Enbridge expanded on its investigative excavation and repair program based on the 2007/2009 internal inspection results with the goal of completing that program by late March 2011 by implementing the following repair methods: — Coating repair following inspection, or — Installing a permanent repair sleeve, or — Welding in a new segment of pipe either in place of, or adjacent to, an existing segment 4. The plans for service, maintenance, and replacement of the pipeline in Oakland County? Enbridge has an ongoing integrity management program that falls under the federal regulatory jurisdiction of the Department of Transportation's Pipeline and Hazardous Materials Safety Administration (PHMSA). In addition to regularly scheduled field and equipment inspections, this program includes regular internal inspections of the pipeline using sophisticated tools known as "smart pigs." While the federal rules require such internal inspections (or alternative assessment) in areas designated by the federal regulator as "high consequence", Enbridge has conducted a number of internal inspections all along this pipeline, regardless of whether the segment is a high consequence area. In response to the results of these inspections, Enbridge has recently completed a number of integrity digs in Oakland County and elsewhere and is developing the long-term plan and schedule for further repairs and/or pipeline segment replacement. We expect this longer term plan to be completed later this year. 5. The history and explanation including -remedial actions for the Kalamazoo, Michigan spill and plans for future clean up? The cause of this incident remains under investigation by the National Transportation Safety Board and Department of Transportation's PHMSA. The agencies require Enbridge to refrain from commenting on any aspects of the investigation until the government's investigation is complete. Enbridge has taken full responsibility for cleanup and restoration of the area affected by the incident and has already begun the transition to a long-term remediation program. Enbridge will continue to work with the affected communities to keep them informed of cleanup activities, and we will continue give area residents an opportunity to meet with Enbridge representatives at the community center located in Marshall, Mich. Within days of the incident, Enbridge had ramped up to 2,000 trained workers for the response. We met the EPA's Sept. 27 deadline for clean-up of the source area and Talmadge Creek, and we received EPA's sign off for the cleanup of submerged oil in targeted areas on Oct. 24, one week ahead of schedule. With the onset of winter, Enbridge's cleanup and response transitioned to a scaled -back focus on environmentally sensitive wetland and bank areas that were previously inaccessible. Early spring work has begun and efforts to remove oil will continue; the size of the work force will be determined based upon the scope of work. The health and safety of area residents who were impacted by the release have been our top priorities since the release occurred. More information is available at http://response.enbridaeus.com/response/. Enbridge continues to work closely with Michigan DNRE and U.S. EPA, the lead agencies, in restoring this site and developing and implementing plans for long-term remediation. 2 March 31, 2011 6. Plans and preparation for disaster in Oakland County and Rose Oaks Park? Extensive measures have been taken to prevent another release on this pipeline system. Line 613 has been inspected and tested. Additionally, Enbridge launched a supplemental public outreach program with the goal of raising public awareness, preventing excavation damage and raising emergency responder awareness of what to do if a release or something abnormal is suspected. Prevention of releases through maintenance and inspection of Line 613 is an ongoing effort. In addition to a comprehensive preventative maintenance program, Enbridge is using the most technologically advanced internal inspection devices to identify features and quickly complete required actions to confirm, mitigate, repair or replace the pipe segment containing the feature. While our resources should be focused on prevention, we still have an obligation to be prepared in the unlikely event of a release on our system. Enbridge's Michigan response resources include: ■ 51 Employees ■ 11 Enbridge offices or pipeline maintenance shops ■ Pipeline maintenance responsibility from the Marshall, Mich. PLM with supplemental support from Bay City, Mich. and Sarnia, Ont. ■ Enbridge emergency response resources are strategically positioned across the pipeline system and they include: ■ Personnel, equipment and decontamination trailers; ■ Boats, buoys, boom, anchors, sorbents, winter equipment; ■ Command posts; ■ Safety items and personal protective equipment; ■ Communications equipment; and ■ Heavy equipment (excavators, trucks, etc.). ■ We also have access to pre -identified cooperative and specialized spill response contractors and containment equipment throughout our pipeline system. We have and will continue to communicate with local emergency responders and, at the request of local response agencies, can conduct emergency response planning meetings or exercises in Oakland County. 7. Readiness status of plan including prevention efforts to avert accidental or catastrophic problems? The safety of people who live and work near our pipeline is a top priority. As part of our compliance with federal pipeline safety laws and regulations, we have prepared an Emergency Response Plan submitted to and approved by PHMSA. Enbridge's Operating and Maintenance Procedures, as well as other compliance obligations are regularly verified by PHMSA for compliance. Enbridge has also prepared and is implementing a supplemental Integrity Verification Plan for Line 6B that exceeds industry standards and federal regulations. This plan and the actions Enbridge is undertaking are regularly reviewed by PHMSA, both at their regional offices in Kansas City and during frequent on -site inspections by their field inspectors. Prevention efforts include our ongoing integrity management program, ongoing pipeline maintenance and monitoring programs, as well as 24-hour monitoring by our control center'. 1 More information on pipeline control centers is available on the www.pipelinel0l.org informational website. March 31, 2011 ENDRIDGE" Enbridge's Emergency Response Plan and Procedures are constantly updated and submitted to appropriate regulators for review. Moreover, Enbridge emergency response resources are strategically positioned across the pipeline system and include all of the resources that are listed in the response to Question #6. 8. Interrelationships and coordination with local policy and emergency officials? Enbridge has a public awareness program that exceeds federal regulatory requirements. We do a comprehensive annual mailing to emergency and public officials along our pipeline systems. In addition, Enbridge annually participates in a series of public awareness meetings with local excavators and emergency response officials. in fact, such a meeting took place in Troy on March 1, 2011. These meetings include a thorough presentation on safety and emergency response procedures for Enbridge pipelines in the area. In addition to these meetings, our annual mailing to local emergency response officials provides them with information and contact numbers. We also have an emergency drill program and we invite local emergency responders periodically to conduct joint drills and table top exercises around our pipeline systems (examples below). If you have suggestions about coordinating these activities with local emergency responders, we would appreciate receiving those comments in order to improve implementation of these exercises Types of regular training include (varied styles — classroom, participatory, demonstration): — Pipeline operating practices and procedures (including emergency response) — Safety procedures — Selection and use of personnel protective equipment — Product hazards and risk assessment techniques — Basic first aid skills — Initiating notifications — Incident Command Structure organization during an emergency Types of exercises include the following: — Table Tops — Product on water exercises — Dry land exercises — Tank fire exercises — Work on ice exercises — Unannounced exercises — Full scale exercises — Cooperative exercises with external (non-Enbridge) responders — Evacuation drills 4 OAKLAND COUNTY BOARD OF COMMISSIONERS GRANT PROCEDURES Attached is a summary of the Oakland County Board of Commissioners Grant Procedures, including the processes for applying for and accepting grants. Per the Grant Procedures, each grant application must go through the Fiscal Services "Grant Review Process," and the Chairperson of the Board is generally the signatory for every grant application and grant agreement/contract entered into by the County or any County Department. There is no minimum dollar limit at which an applying department can take responsibility for signing grant applications and grant agreements as the Chairperson is the only person authorized to enter into "contracts" with outside entities. This is also true for grants that are for in -kind services such as educational resources or volunteer fieldwork — these too must be signed by the Board Chairperson. OCPRC has, on some occasions, applied for and accepted small grants for in -kind services without receiving BOC approvals and signatures. Moving forward, and in order to comply with BOC Grant Procedures, ALL grant applications and agreements (regardless of dollar amount, scope and timeline) must go through the Grant Review process and be signed by the Board Chairperson. Fiscal Services is, however, aware that some grants have short timeframes from notification to application deadline. In these instances, Fiscal Services staff will work with the applicant department to get the necessary approvals and signatures in an expedited fashion (or to possibly finish the "Grant Review Process" once the application is submitted if time doesn't allow for this process to occur prior to the grant deadline). Grant Application Process Step 1: Upon notification of grant opportunity, operating department immediately notifies the grant administrator. OCPR staff make informational presentation to OCPR Commission to determine interest in grant opportunity. Step 2: Grant Administrator will notify Financial Planning Unit of fiscal Services re: grant application. Fiscal Services staff, including financial analyst, Grant Administrator, Grant Accounting Supervisor and Grant Writer, will offer assistance to operating department in completion. Step 3: Operating department provides Grant Administrator with electronic copies of completed grant application as well as other documentation required by Fiscal Services. Grant Administrator forwards copies of application to Corporation Counsel, Personnel, Facilities Management, and Risk Management. Grant Administrator retains the Management and Budget copy. OCPR staff present application to OCPR Commission for approval. Commission passes resolution requesting Board Chairperson signature on application. Step 4: Reviewing departments (listed in Step 3) review the grant application and report comments, via e-mail, to applying department, the applying department's financial analyst, Grant Administrator, Board of Commissioners' Program Analyst and department's liaison committee coordinator. When possible, reviewing departments work to resolve issues of concern. Note: Although the review of the grant application will not stop an application from being submitted to a grantor agency, this review is extremely important. Typically the assurances included in a grant application will become part of the grant agreement, should an award be made. Therefore, unless concerns raised at the application review can be addressed prior to the contract acceptance, Administration may recommend that a grant be rejected. It is incumbent for all applying departments to work with the reviewing departments and pay particular attention to the comments of those departments before submitting a grant application. Step S Fiscal Services will prepare a report, addressed to the Board Chairperson, providing basic information regarding the grant application. Fiscal Services forwards report, grant application, and any reviewer comments to the Board Chairperson. Copies of package are provided to applying department, applying department's liaison committee, Finance Committee, Personnel Committee (if applicable), and the Grant Administrator. Step 6 (May be conducted simultaneously) a. Board Chairperson signs application after receiving Fiscal Services report b. Applying department's liaison committee, Finance Committee and Personnel Committee (if applicable) receive and file the Fiscal Services report (no formal committee action required). c. Operating department sends grant application to the grantor agency Grant Acceptance Process Step 1 Upon notification from the grantor agency of grant award, the operating department will provide the Grant Administrator with four (4) copies of the grant agreement (or an electronic version, if available) and all appropriate paperwork required by Fiscal Services. Note: as soon as contract material arrives, department should forward the information to Fiscal Services. Step 2 Grant Administrator provides copies of grant agreement to Corporation Counsel, Personnel, Facilities Management and Risk Management. Grant Administrator retains the Management and Budget copy. Step 3 Reviewing departments (listed in step #2) review the grant package and report comments, via e-mail, to the operating department with a copy to the Grant Administrator and the Board of Commissioners. Step 4 Fiscal Services prepares the grant acceptance package, which includes a resolution for the department's liaison committee, grant agreement, and comments from the review departments. Step 5 The Fiscal Services Division has the grant acceptance resolution and package placed on the department's liaison committee agenda, the Finance Committee agenda, and the Personnel Committee agenda (if applicable). Step 6 During the week of committee meetings, the department liaison committee will consider the grant acceptance resolution, the Finance Committee will consider the related Fiscal Note, and the Personnel Committee will consider the Personnel Report (if applicable). Step 7 Upon approval of all committees, grant acceptance resolution package is forwarded to the full Board of Commissioners. Step 8 Board of Commissioners adopts Grant Acceptance Resolution including attached Fiscal Note (and Personnel Report) Step 9 Board Chairperson signs Grant Agreement Step 10 Operating Department: a. Sends grant contract to grantor agency b. Sends copy of final grant package to Grant Administrator Michigan Natural Resources Trust Fund Application Process Due to requirements by the Michigan Department of Natural Resources, the Trust Fund grant application process requires additional time and consideration to complete the application package. Unlike many grant applications, the Trust Fund requires a resolution for application, which requires the application to go through the full Board of Commissioners approval process. The Trust Fund also requires that a Public Hearing be held for the grant project prior to the application being submitted, which adds additional time to the application process. Below is the staff timeline for the 2011 Trust Fund application (which is not being submitted). Staff prefers to build in an additional month to this process to ensure that all approvals are received and that the application is signed well before the mail date for the application. December 2010 Introduce scope and concept for grant to Conunission for approval (Staff recognizes that this step was unable to be completed as planned this year) . January 10, 2011 Submit application and all corresponding documentation to Fiscal Services for Grant Review January 18, 2011 Draft notice of public hearing, submit to newspaper January 25, 2011 Run date for notice of public hearing January 26, 2011 Submit application information for inclusion in Agenda packets February 2, 2011 Public hearing; Commission approval of application February 22, 2011 Send completed application and grant review sign -off to Planning and Building and Finance Committees March 1, 2011 Planning and Building Committee Approval March 3, 2011 Finance Committee Approval March 18, 2011 Provide original application to BOC for Chairman's signature March 24, 2011 BOC approval, resolution and signature March 31, 2011 Completed application mail date April 1, 2011 Post marls DUE date August 1, 2011 Application supplemental information due (more detailed summary of project, responses to DNR questions/concerns) December 2011 Award notification STRATEGIC PLAN IMPLEMENTATION MANUAL The Strategic Plan Implementation Manual will provide a "one -stop -shop" for: • Documenting accomplishments * Describing the organizational benefit of current efforts • Indicating a timeline for - 0 continued implementation of the strategic plan 0 compliance with DNR requirements Q application for national accreditation CAPRA National \ Accreditation Standards J 2008 Strategic Plan Strategies and Tactics The Strategic Plan Implementation Manual sections will be placed on-line (in draft form) as they are completed. Regular updates will appear in the Executive Officer's Report (EOR) under the heading: Strategic Park Initiatives and National Accreditation. The Strategic Plan Implementation Manual is a framework for organizing the implementation of the strategies and tactics prescribed in Oakland County Parks and Recreation's 2008 Strategic Plan. It will be useful in documenting the work that has been accomplished to date, describing the organizational benefit from current planning efforts and detailing the approach that staff will be taking to continue the process of implementation. It is a collaborative document and is developed in consultation with staff from the entire Parks and Recreation organizational structure. Structure of the Manual The Implementation Manual is organized into four sections: ✓ Strategic Plan and Evaluation Standards ✓ System -Wide Implementation ✓ Park Planning ✓ Park and Recreation Development and Management CHAPTER SUMMARIES SECTION I: STRATEGIC PLAN AND EVALUATION STANDARDS 1. Parks and Recreation Strategic Plan: This introductory chapter introduces the 2008 Strategic Plan and summarizes the strategies presented in the Plan, grouping them under the four major vision and goals for 1) Land Acquisition and Management; 2) Recreational Facilities; 3) Recreational Programs and Services; and 4) Operational and Financial Sustainability. 2. Strategic Park Initiatives : The Strategic Park Initiatives were created as a way of merging the priorities put forth by the 2008 Strategic Plan with the recreational needs expressed by the public through surveys. The resulting initiatives are: 1) Urban Recreation; 2) Rural Recreation; 3) Natural Resources and Environment; 4) Healthy Living; and 5) Sustainability. The ultimate purpose of the Strategic Park Initiatives is communication with the public that clarifies the intent of our work, documents our successes and indicates the direction we will take in the future. Our reports to the public are expressed as progress on these five initiatives, as exemplified by the 2010 Annual Report. 3. CAPRA, DNR, and Other Standards: OCPR is a multi -disciplinary agency, with staff bringing expertise from a variety of fields, each with its own professional standards. This chapter provides an outline of the CAPRA national accreditation standards and references professional standards and practices within this context. It also provides a summary of the requirements of the Michigan Department of Natural Resources (DNR) for the development of the 5-year Parks and Recreation Master Plan. Referenced standards include those provided by the National Association of Recreation Resource Planners (NARRP) and others. SPIM 201103 29 Summary DF =AKLAND 4. Measures of Success: Development of specific processes and products are mandated by the 2008 Strategic Plan as adopted by the Parks Commission. This chapter offers a checklist of these products and also those required by the Commission for Accreditation of Park and Recreation Agencies (CAPRA) for national accreditation and by Michigan Department of Natural Resources (DNR) for the parks and recreation master plan. A timeline encompassing the 10-year timeframe of the Strategic Plan with benchmarks is included. SECTION II: SYSTEM -WIDE IMPLEMENTATION 5. Organizational Sustainability This chapter outlines the authority and structure of OCPR as required by CAPRA Standards and the DNR Guidelines. Additionally, this chapter provides a process to establish and measure goals and objectives that aide in the fulfillment of the mission statement. This chapter also provides a process and structure for the development of policies, rules and regulations, and operational procedures. The chapter's appendix compiles the products and results that have already been accomplished and/or adopted by OCPR. Human Resources The Strategic Plan mandates the establishment of a staff organizational structure that furthers a shared purpose and vision and specifies the interrelationships within the organization. The purpose of this chapter is to provide the resources and guidance to ensure such a structure is established and maintained. This chapter provides a process for the development and application of effective personnel policies that also meet CAPRA Standards and address the DNR Guidelines. The chapter's appendix compiles the products and results that have already been accomplished and/or adopted by OCPR. Financial Sustainability OCPR's 2008 Strategic Plan mandates certain actions that are intended to increase revenue to OCPR and decrease dependence on tax revenues. Additionally, CAPRA requires documentation of legal compliance and the effective and ethical management of OCPR's finances. This chapter provides a framework for tracking our fulfillment of the requirements of both the Strategic Plan and CAPRA. The chapter's appendix compiles the products and results that have already been accomplished and/or adopted by OCPR. Public Safety CAPRA requires documentation of the effective and ethical management of public safety and law enforcement within areas and facilities managed by OCPR. This chapter provides a framework for tracking our fulfillment of the requirements of CAPRA. The chapter's appendix compiles the products and results that have already been accomplished and/or adopted by OCPR. 9. Risk Management CAPRA requires documentation of effective and ethical risk management for OCPR areas, facilities and activities. This chapter provides a framework for tracking our fulfillment of the requirements of CAPRA. The chapter's appendix compiles the products and results that have already been accomplished and/or adopted by OCPR. SPIM 201103 29 Summary DF =AKLAND 10. Partnership and Collaboration A partnership policy was adopted in 2009 as required by the Strategic Plan. In addition, it is required by CAPRA standards that policies and practices be established for the cooperative use and maintenance of facilities and program operations. It is also required by CAPRA standards and the DNR guidelines to establish and maintain working relationships with local, regional, state and federal agencies as well as non -governmental service providers and school districts. This chapter provides a protocol for the evaluation and development of strategic partnerships. It includes implementation guidelines and templates to coordinate, measure, and track the success of each partnership. 11. Information Systems New technology should be evaluated and sustainably leveraged to increase operational efficiency; collect and analyze information to support objective decision -making; provide exemplary customer service; and foster collaboration between intra-departmental units and regional recreation agencies. This chapter will provide a framework that demonstrates how technology projects identified within the Parks and Recreation Technology Roadmap adopted in April 2008 will be applied to support strategic plan implementation objectives. 12. Marketing and Public Communication The Strategic Plan mandates a comprehensive marketing strategy to maximize the use and enhance the awareness and revenue of facilities, programs and services. Additionally, CAPRA Standards and DNR Guidelines require the establishment of a community relations plan and a public input process. This chapter provides a process and structure for the development of marketing plans and the community relations plan. It also outlines the various public input processes that are utilized by OCPR. SECTION III: PARK PLANNING 13. Master Plans Updated park -specific master plans are required by the Strategic Plan. In addition, an updated system -wide Parks and Recreation Master Plan is required by DNR in orderto retain eligibility to apply for Michigan Natural Resource Trust Fund (MNRTF) grants. This chapter provides a process and structure for developing both system -wide and park -specific master plans. 14. Business Plans Facility -specific business plans are a requirement of the Strategic Plan and are needed in order to plan for increased cost-effectiveness and efficiency of both existing and new facilities. This chapter provides a process and structure for business plan development. 15. Grants Management OCPR needs to look at a diversity of grant -funding resources in order to increase grant revenue for projects and acquisitions. Our readiness for grant applications depends on a good understanding of the goals of grant funders and having project plans in place in advance. It also requires the development of a working relationship with grant agency staff prior to application. An additional challenge is the handling of a variety of reporting requirements from different agencies that will come with success in obtaining grant funding. This chapter provides a protocol SPIM 201103 29 Summary DF= AKLAND for planning and seeking grant funding and for remaining in compliance with funder requirements. Templates for planning and tracking are provided. 16. Proiect Selection and Evaluation A clear process for project selection is needed to guide OCPR and its decision -makers in choosing which projects to invest in and which to reject or refer. The Process includes clear guidelines for staff to make an early determination of project suitability and provides a template to present projects to decision -makers in a consistent manner. Finally, it provides decision - makers with a checklist to evaluate a potential project on its merits as a component of OCPR's overall mission and strategy. SECTION IV: PARK AND RECREATION DEVELOPMENT AND MANAGEMENT 17. Land Acquisition This chapter develops a strategy for planning and implementing acquisition of new land for parks in Oakland County by evaluating county -wide data to identify potential acquisition targets. It provides protocols and templates for investigating parcels of land that were identified using this strategy or by other means. The chapter also provides templates for evaluation of existing site conditions. The process of evaluating the merits of the potential acquisition project once the collection of data is complete is covered under the previous chapter— Project Selection and Evaluation. A detailed procedure for implementing the acquisition, including due diligence requirements, completes the chapter. 18. Natural Resources Chapter Summary under development 19. Trails Chapter Summary under development 20. Historical and Cultural Resources Chapter Summary under development 21. Recreational Programs and Services Chapter Summary under development 22. Operations and Maintenance Chapter Summary under development 23. Capital Improvements and Maior Maintenance Chapter Summary under development GLOSSARY: Section under development SPIM 201103 29 Summary DF=AKLAND Catalpa Oaks County Park BUSE',ness F-Tan Oakland County Parks and Recreation Commission April 2011 Ok,KLAND uv"ff 1. Executive Summary 1 2. Mission & Description 3 3. Current Park Use and Design 5 - 4. Marketing Plan 7 5. SWOT Analysis 9 6. Park Operations and Maintenance 11 7. Business Strategy 13 1. Facility Identification 13 2. Phased Development Plan 21 S. Financial/Budget 29 Attachment A: Phased Development Plan Chart Attachment B: Sports Fields Market Analysis Maps Attachment C: Catalpa Oaks Budget Estimates Attachment D: Design Concept Drawings Executive Summary Upon acquisition of Catalpa Oaks County Park in 2007, Oakland ; County Parks and Recreation (OCPR) has developed a Master Plan ' 4; for development of the park as a regional recreation facility, in line with OCPR's mission and strategic park initiatives. Staff has proposed a phased approach to the development of Catalpa Oaks, The Oakland County both to meet immediate needs at the park, and to spread the costs Parks and Recreation Commission is dedicated associated with development over several .fiscal years. Grant 1 to providing quality funding and other alternative sources .of revenue will also be recreation experiences sought to offset these costs and provide for optimized use of the j that encourage healthy park. lifestyles, support economic prosperity, and The development of Catalpa Oaks County Park ties in with each of promote the protection of the 5 strategic park initiatives below, demonstrating the need to natural resources. develop the site in accordance with the approved Master Plan. Urban Recreation —Addressing the challenges and opportunities in creating access to recreation in urban environments: The development of Catalpa Oaks will enhance the ability of the facility to provide access to field sports to residents in the surrounding communities. The site will also be better equipped to host community special events, serve as an urban trailhead and provide unique program opportunities for all county residents. Rural Recreation — Promoting access to recreational opportunities tied to the landscape of rural Oakland County: Catalpa Oaks will support the Rural Recreation Initiative by serving as a bus stop for the OC Express, providing transportation to Rural Recreation opportunities for the more urbanized areas of the county. The park will also serve as a "gateway" by hosting programs that introduce residents to the variety of recreation opportunities that OCPR offers. Natural Resources and Environment — Promoting access to high quality natural areas through the stewardship of Oakland County's Green Infrastructure Vision: The site improvements at Catalpa Oaks will accommodate several best management practices and will also focus on environmental sustainability. The Commons multipurpose building will be able to serve as an educational site, featuring displays on green infrastructure, park stewardship and conservation. ALAND Co ci'po Ooks 6ushess Pion —April 2011 0 ' Pc,ge 1 i Healthy Living — Promoting the role of recreation in support of Oakland County Quality of Life and the active lifestyles of residents Phase I: Basic Services and visitors: Catalpa Oaks will encourage healthy living through Restroom/concession programs offered at the site, including the site's main use as a building sports complex. The site has already hosted a Healthy Families -utility connections event, which was very well received by the surrounding -Above-ground field communities. irrigation I -Playground Sustainability — Implementing environmental, social and fiscal Phase II: Field practices that will help ensure OCPR-s long-term viability: In later Improvements phases of park development, green alternatives will be considered -underground irrigation as part of the design process and will be selected based on the -Parking lot estimated return on investment. Green practices will also be Gradeandseedturf considered in the design so that future green improvements could -Install gravel trail and sledding hill be considered without compromising the original design and -Install site amenities construction. Commons Multipurpose recreation Oakland County Parks and Recreation recognizes the many benefits Commons building of maintaining Catalpa Oaks as a regional sports complex. (grant -funded) However, site amenities and programming in addition to those for -Pave looped trail and team sports will help to make Catalpa Oaks a regional park facility accessible route to sledding hill with multiple uses, including special events and programs, camps, -create amphitheatre trail recreation, winter recreation, nature and environmental adjacent to Commons education interpretation, and adaptive recreation programs. j Phase IV: Potential Maintenance Building Phased Development Approach -Multiuse maintenance building An original design concept based on the park master plan was presented to the Commission in July of 2010 with a cost estimate between $4 and $6 million. OCPRC was, and remains, unable to fund the entire development of the park site as outlined in the master plan at this time. Because of this, staff has reevaluated the development of the park based on the most critical need and highest potential for revenue generation at the site. The following phases (and preliminary cost estimates) are being proposed as a part of this business plan. A full breakdown of each phase can be found in ATTACHMENT A, and the business concepts for each phase begin on page 15. =AKYLA Catalpa Ooks Business Plan —April 2011 111 ®+W: 1 1 Page 2 MRSSEo m ---:- - Descr ® oTl Mission The mission of the Oakland County parks and Recreation Commission is to provide quality recreation experiences that encourage healthy lifestyles, support economic prosperity and promote the protection of natural resources. The operation of Catalpa Oaks as a multi -use recreational complex supports all aspects of the OCPRC mission. Active recreation such as field sports, fitness trails and play equipment will directly facilitate the pursuit of active, healthy lifestyles for Oakland County residents. The upkeep and maintenance of the 25-acre site as a quality park facility will support the continued economic growth of the neighboring communities as well as ensure that the property is maintained as open green space. This green space contributes directly to the environmental quality of southeast Michigan by assisting with storm water retention and soil erosion control, and assisting in mitigating the effects of the urban heat island effect. Description (Please see the Catalpa Oaks Master Plan for a full description and history of the park site.) Catalpa Oaks County Park is located at 27725 Greenfield Road in Southfield. The 25-acre park is at the southwest corner of Greenfield and Catalpa roads, adjacent to the Oakland County Health Department's Southfield office. The main activities on the site currently include youth and adult soccer, softball and baseball. There is also a walking path worn into the berm around the perimeter of the park which is heavily used by neighborhood residents for fitness and dog -walking. The site contains a 160-car parking lot along its northern boundary. Oakland County Parks and Recreation has also used the park to host several programs and special events since acquiring the park in 2008. The design concept supports these regional recreation opportunities while integrating best practices that not only support the sustainability of the park but offer the potential of creating future funding opportunities. Cala!pc Ocks Business Pion - A!xll 2011 - A Catalpa tree at Catalpa Oaks =AKLAN Page 3 wAKCA ® W : i i ► The Barton-Malow design offers the secondary benefit of creating a theme that promotes the marketing and branding of the park. The proposed theme for the park is "Eco-Modern" — providing modern facilities and amenities, while maintaining a focus on being environmentally sensitive and implementing best practices wherever possible (and educating park users about our efforts to be environmentally responsible). - Preliminary design sketches highlight the "Eco-Modern" theme of the park. Ca?alpo Ooks Business Pon — April 2011 Pcge 4 ' 1 k Use t Design The park currently has three main uses: sports fields for practice and games, open space for passive recreation, and hosting special events. Field Use The sports fields at Catalpa Oaks are currently used by both private soccer clubs and the city of Southfield. OCPRC schedules blocks of time for field use on a seasonal basis. The organizations reserving those blocks handle individual field scheduling. Fields are currently rented and utilized by: Southfield Parks and Recreation (Softball): Southfield Parks and Recreation currently utilizes the softball field Monday — Thursday evenings, April - August. In lieu of payment for field use, the City of Southfield provides for waste removal for the entire park site and lines the baseball and softball fields. Southfield Youth Baseball: Southfield youth baseball utilizes the baseball diamond in the months of March — July, Monday — Friday, 5:00 p.m. — dusk. They also use the field on Saturdays from 9 a.m. — 2 p.m. A partner organization of Southfield Parks and Recreation, the organization is not charged for field use, and payment is considered as in -kind services from the City of Southfield as previously noted. South Oakland County Soccer (Youth soccer): Formerly the Berkley Youth Soccer Organization, South Oakland County Soccer (SOCS) provides youth soccer in the southern potion of the county. The mission of SOCS is to teach and provide soccer and good sportsmanship to children 18 and under. SOCS has approximately 55 teams in 11 divisions each season and currently uses Catalpa Oaks as its home field. SOCS is not currently charged for their use of the fields, which is Monday — Friday, 5 p.m. — dusk, and Saturday 8 a.m. — dusk, April — November. In lieu of payment for field usage, SOCS provides services to OCPRC including lining the fields and walking the fields daily to check for holes or hazards and pick up trash. ama Caidpa Ocks Business Hon -- Ap11201 1 w " `LAN Page 6 , , ' N I - Catalpa Oaks provides a prime setting for special events and programs. AKLAND 1 ':' Stay and Play Social Club (Adult soccer): The Stay and Play Social Club utilizes the soccer fields on Sundays, April — October. The club is a "diverse network of friends, young professionals and active individuals;' providing sports teams, tournaments, trips and special events for young adults over the age of 21. The club pays $18/hour to OCPRC for their use of the fields. Massive Use Local residents utilize the park as open space for dog -walking and fitness walking on the worn pathway around the perimeter of the park. Patrons also use the fields for non -organized practice and pick-up games. Local track and cross-country teams also use the park for workouts and dual meets. A minimum of 10% of the operational hours of the park will be set aside for passive recreation purposes (not programmed or rented). Special Events and Programs Beginning in 2010, OCPR has hosted several special events at Catalpa Oaks, including: Marshmallow Drop — Held in April, this event attracted more than 3,500 visitors to Catalpa Oaks to watch marshmallows (redeemable for prizes) drop to the fields from a helicopter. SOCS Celebration — In May OCPR partnered with SOCS to host their annual celebration, bringing together 3,500 kids and families from all of SOCS programs and teams for a day of soccer -filled fun. Kites Over Catalpa — Held in June and attended by 300 people, the Kites Over Catalpa event provided opportunities to watch kite demonstrations by the Windjammers, as well as lessons on kite - flying, crafts, games and food. Healthy Family Fun Night — In June OCPR hosted this evening event with fun and educational activities for families. Attended by 300 people, the event featured music, healthy snacks, information booths, inflatables and exercise and fitness demonstrations. Concerts — Four concerts (two family and two youth) were held in June and August, providing free entertainment to park guests. Events scheduled for 2011 include Kites over Catalpa, an amateur backyard BBQ competition, Walk Michigan and a summer concert series in June, July and August. Catalpa Oaks Counly Park -- April 2011 Page 6 4. Marketing Catalpa Oaks will, in general, be marketed as a host site for programs, sports and special events. The park will be known for the types of events and programs that are implemented at the site, 1. survey of current users and each program or event will require different marketing (leagues, parents, strategies based on the target audience. players, passive users) 2. Competitive Analysis The park will also potentially become a destination for winter 3. Define Target Markets recreation, including a sledding hill, ice-skating rink and warming 4 promotional and Communications Mix station. As the phased development of the park is implemented 5. Trends - Local, state and and additional site amenities are added in future years, marketing National of the park will be revisited based upon these new offerings. Market Analysis and Trends - Youth Soccer Soccer is the top team sport in North America in terms of participation, with almost 30 million registered players in the US and Canada. Approximately 5 million of these players are youth. Data from the National Sporting Goods Association indicates that soccer is a growing sport, with the most rapid growth being in youth soccer, specifically kids age 7 and under. in the last decade female participation has grown substantially, with girls entering the sport at a more rapid pace than boys. It has been noted that much of soccer's success is found in its simplicity and low-cost to participate. The sport also doesn't spotlight individual mistakes and encourages teamwork. (Inside Sporting Goods, 2006) Target Market The target market for Catalpa Oaks County Park (as with all OCPRC parks) is all residents of Oakland County. However, it is estimated that due to the size of the park and its current specific use as a sports complex, the majority of visitors to catalpa Oaks (excluding guests to special events) are residents of the surrounding 9 communities. Ca'alpo Ocla Eus;ness Pwn- P,p!iI 2C11 &AKj�1Pace 7 �N�D =AK+LAND ■ 1 V.-.- 1 1 Based on information provided by the youth soccer organizations that currently utilize the site, it is estimated that nearly 45,000 people (both children and adults) per year visit Catalpa Oaks specifically to utilize the sports fields. A Approximately 300,000 people live within a 5-mile radius of the park. The vision for Catalpa Oaks is to serve as a multi -use recreational complex for the residents of Oakland County. As noted above, the target market for the park will fluctuate depending on what programs or events OCPR is hosting at the site. Competitive !analysis There are multiple soccer and sports facilities (both indoor and outdoor) in the metro -Detroit area.- ATTACHMENT B contains 3 maps showing surrounding sports fields, recreational businesses and key regional facilities. Within 10 miles of Catalpa Oaks there are 244 soccer fields, 366 baseball/softball fields, 3 indoor regional sports complexes, and 3 indoor/outdoor regional sports complexes. Despite the large number of existing fields, Catalpa Oaks has always been a very popular and well utilized location for outdoor soccer — especially youth soccer. There are more than a dozen youth soccer leagues (representing nearly 700 teams) in southern Oakland County affiliated with the Michigan State Youth Soccer Association. Because of the number of teams, and the active use of Catalpa, staff has determined that improvements to Catalpa Oaks to make the park a more valuable outdoor soccer complex will only create more of a draw to the park. Coiclha Oaks Business Plan — April 2011 Poge 3 Analysh's In April 2010, staff conducted a S.W.O.T .analysis to assess the park's Strengths, Weaknesses, Opportunities and Threats. This analysis will help guide staff efforts in the implementation of the business plan and the development of the park. Strengths Location — access to transportation and main roads PR — good visibility Access to residents — park is in a dense area of the county Partnership with Health Department OCPR staff — innovative and creative No current facility — clean slate for design and development Low maintenance Weaknesses Lack of infrastructure (irrigation, electricity) Parking — not ideal for large-scale events and tournaments Security — Park is not secure (locked), threat of vancalism Cost Recovery — how will we generate additional revenue? Opportunities Health Department— restroom, office and meeting space access New partnerships Sheriff presence at Health Department building Interpretation/Education South -end programming at an OCPR facility Threats Budget/Millage Public perception — changes to park, potential new fee structure Lack of staffing Conflict between local residents CaVID0 Oeks Business PICn—April 201 1 &AKN Pace 9 1 1 CcicllDa Oars Gush less Plan— April 2011 Pcge 10 6. Park Gperations & Maintenance Current daily operation of the park is minimal and requires inspection, portable restroom cleaning, and litter clean-up. These daily tasks are generally performed by part-time seasonal staff. On a weekly basis the park supervisor or groundskeeper also inspect the park and schedule any necessary maintenance activities. The grounds are maintained on a contractual basis with a private contractor responsible for mowing and line trimming. Trash is collected weekly by the city of Southfield, who also currently drags and lines the ball fields on a weekly basis. The portable toilets are emptied on a weekly basis by a contractor, paid for by OCPR. On a seasonal basis, OCPR maintenance mechanics move, repair and repaint goal posts, bleachers and trash receptacles. An OCPR groundskeeper also seasonally aerates the fields, controls weeds, mulches tree bases and plants and maintains flower beds with the assistance of part-time seasonal staff. Field turf is fertilized biannually, and fields are top dressed and seeded as needed. In the winter months OCPR removes snow as needed and uses the park as a collection site for its Christmas tree recycling program. There is currently no staff consistently on site at Catalpa Oaks. However, designated staff and/or equipment and supplies will be occupying space in the Health Department starting in the spring of 2011, creating a stronger OCPR presence at the park. As noted above, Catalpa Oaks utilizes staff from other parks, including a park supervisor, maintenance mechanic and groundskeeper. CaIC1111DO Ools Bus ness P'on — Ap,N 2011 Page 11 - Operations staff currently perform routine maintenance at the park, including field aeration, weed control and bed maintenance. Q►/`1LAND Coloba Oaks Business Plait - Ai_ i it 2011 Puce 12 `77 G B.,ju-Skness Strategy Due to its relative small size and its location within a residential neighborhood, it is not practical to charge vehicle access fees at Catalpa Oaks. The business strategy for the sustainable development and operation of the park will be based on facility rental (fields, concessions, rooms, and buildings), equipment rental, concessions, sales/merchandising, grants and sponsorships. Basic vs. Value Added Experiences: "Basic" recreational experiences at Catalpa Oaks will include the proposed perimeter trail, playground, sledding hill and use of the ball fields (when not scheduled for team use). "Value Added" experiences, which are the primary drivers of the Catalpa Oaks Business Strategy, included recreation programs and special events, concessions, facility rental and field use for team sports. Regional draw to Catalpa Oaks focuses on these value added experiences. It is possible that the use of the facility as an urban trail -head could provide basic recreational opportunities that could draw residents from the surrounding communities. Facility Identification In order to facilitate the development of a comprehensive business H plan, it is necessary to divide the park into a series of facilities with corresponding recreational units, business opportunities, functional goals and resource allocation targets. Catalpa Oaks, despite its 1. Recreation Fields relative small size, is envisioned to host 4 facilities: (1) Recreation 2• Maintenance services Fields, (2) Maintenance Services, (3) Parking, and (4) Pavilion — 3. Parking Catalpa Commons. Below is a description of each facility, as 4, Catalpa Commons proposed in the Master Plan. A proposal for phased development (and business concepts associated with each phase) of park facilities and amenities follows the facility descriptions. CO"VID0 Ooks Business talon- AID0 201 1 -A" 'LAN :-1, Mk Pooe 13 Proposed Units within the Recreational Fields: A. Ball Diamond • Configuration — Softball/Baseball B. Youth Soccer Area • Configuration — (4 fields) U-6, U-8, U-10, U-12 C. Adult Soccer Area • Configuration — (4 fields) U-10, U-12, High School D. Perimeter Green • Perimeter berm with looped trail (multi -use asphalt) E. Sledding Hill • Universally accessible mowed hill Business Concept. RECREATION FIELDS The Recreation Fields at Catalpa Oaks County Park provide basic recreational experiences through trail and picnic opportunities and access to sports fields (when not scheduled for team use). Value added experiences are creaeted at the Recreation Fields through field rental and recreation programs and special events. The following business concept for the Recreatoin Fields is based in large part on the fees that could be charged for value-added experiences. Field rental fees for sports teams and sports organizations will be determined to create earned income opportunities for the facility. As park amenities are developed, rental packages will be put together based on game schedules and may include game blocks, practice field access times and access to the concession booth, storage, pavilions and meeting space. OMAO" KL ND Ccicl;Da Oaks Business P1a,i—Apri!2011 Page 14 — The most important factor in the viability of charging field rental fees is field quality. According to Corporation Counsel, when OCPRC charges a fee for use, there is added liability due to the implication that we are delivering a "product or service" that has a value and in turn expectations of quality and safety. Irrigation is one of the primary factors in determining turf quality, and is why a temporary irrigation method is proposed for Phase I of the park's development. Entrance fees may be charged to attend special events and other outreach programs at the park. However, access to the Catalpa site is "uncontrolled," which makes the use of entrance fees difficult for special events and those programs that don't require registration. Sponsorships may offer significant opportunities to reduce the cost of programs and for larger events concessions can be a viable means of generating revenue. Fasdlity #2: CENTRAL PARKING Proposed Units within the Central Parking Facility: A. Paved Parking • Accessible Asphalt parking lot (150 —180 spaces) B. Park Entrance/Cueing Access • Design creates access, orientation and impacts park theme (branding and way -finding) • Design accommodates cueing and peak access issues associated with sports "drop-off and pick-up" C. Best Practice Demonstration Area (Storm Water Mgmt.) • Design, material selection and construction practices demonstrate a strategic and sustainable use Business Concept — CENTRAL PARKING The Catalpa Oaks Parking Area, like the Maintenance Services facility, supports the recreational opportunities created by the other Catalpa Oaks facilities but it may also offer both basic and value- added recreation based on its design and operation. Potential opportunities to offset the costs of maintaining the parking facility include: • Summer Camps: The parking area hard surface could create significant opportunities to host accessible activities including, but not limited to: group games, inline skating, floor hockey, broom ball, hand -cycle relays, push -cart races, rump scooters and basketball. Ca10'p0 Ocks Business P;cn-A,»i12011 -AKLAN Face 15 � ► T : 1 - Potential uses for parking area at Catalpa Oaks - Design rendering of improved parking lot wAKLAND i ' ® Special Events: Catalpa Oaks is well -placed to host special events. The parking lot, together with that of the Health Department, would support the use of the park's green space for special events. A portion of the cost of the operation of the parking lot could be attributed to those events. The Catalpa parking area could also be the host of special events itself by providing a hard surface that could accommodate, for example, a 3 on 3 basketball tournament, tennis exhibition, local art fair or community carnival. (Note: sponsorships and concessions would be the primary revenue drivers for small special events in the parking area; visitor parking would be accommodated by the Health Department. • Recreation "Commuter Lot": The Catalpa parking area facility may also support recreational opportunities in the local community and other County Parks by serving as: a bus stop for the Recreation Express, a Summer Camp drop-off location, an urban trailhead, and as a shuttle parking area for special events in the surrounding area. (Note: Operational cost for the parking lot could be attributed to programmatic events according to participation, or the parking area would serve to decrease costs per visit/use by increasing park usership). Calaipa Oaks Business Flan —April 20111 rage 16 Proposed Units within the Commons Facility: A. Restroom Service Building • 40'x60' building; modern, sustainable design • Male/female flush toilet facilities • Family restrooms (2) to accommodate families and special needs • Concession counter area (12'x12') with sink, counters and storage B. Multi -use Recreation Building • Restrooms (male/female/family) • Multipurpose (flexible) recreation space • Basic, non-commercial prep kitchen • Modern, sustainable design C. Rental Shelter(s) • 30'x40' picnic shelter (themed to match buildings) D. Commons Amenities • Picnic tables, grills, benches, drinking fountain E. Playground • Accessible detached play elements integrated into landscape forms, handscape and other amenities of the commons • Two play packages (age 2-5 and 6-12), themed to match buildings, semi -custom F. Amphitheater • 60-seat amphitheater built into landscape • Considerations for easy accommodation of OCPR mobile units ]Business Concept; PAVILION — CATALPA COMMONS - The Commons The business concept for the Commons at Catalpa Oaks focuses on the support of field sport competitions, community special events and recreational programs. The Commons building will function as the keystone of the park, providing a large central gathering space to host educational displays, programs and rental use, as well as facilitating OCPRC programs and events such as summer camps, adult fitness, school programs and indoor archery. Ca'calpo Oaks Business Plcn - Ap iA 2011 Pace 17 - A multipurpose recreation space at Catalpa will serve many functions for recreation and community activities [COAMTY PARKS] Field Sport Competitions: In order to create regional (multi - community) draw, the sports fields have been designed to maximize the number of games that can be hosted at the site. The Recreational Commons supports this use through the provision of basic services (restrooms, water and concessions) but creates additional earned income opportunities through possible storage, meeting and event space and kitchen rental which can benefit both the sports teams and OCPRC. The cost of developing, maintaining and operating the Recreational Commons should be considered in the determination of field rental pricing as it will be part of the pricing "packages" that will be available to sports teams/leagues/organizations. Community Special Events: A key component of the Catalpa Oaks Master Plan was noting the benefit of Catalpa Oaks in hosting special events that can draw from the surrounding communities. Considering the parking at Catalpa Oaks together with that of the Health Department the 300 parking spaces could regularly support the hosting of special events that would serve about 1000 guests. If grass parking was included this number could top out at 1800. Regardless of the size of the special event, the Recreational Commons would provide critical access to food, water, shelter, and restrooms; but because of the location of Catalpa Oaks and the lack of site control, it is difficult to charge for access to special events and in turn difficult to recover the cost for the support services provided by the Commons. Private Events: If designed strategically, the Catalpa Commons will also serve as a site for private events, including birthday parties, weddings, and ethnic and cultural celebrations. The pricing for private event rental will be separated from the packages created for recreational field use as this use of the building may or may not require usage of the sports fields. Recreational Programs: Both through the provision of basic services (restrooms, water, food, and shelter) and the value added opportunities created though meeting spaces, a kitchen, site amenities, and the installation of interpretive displays, the Commons would support the development of summer camps, the Recreation Express Bus Stop, and year round recreational programming. COIOlha Oaks Business Plan- April 20111 Pege 18 The business concept for the Commons at Catalpa Oaks focuses on the support of field sport competitions, community special events and recreational programs. The Commons building will function as the keystone of the park, providing a large central gathering space to host educational displays, programs and rental use, as well as facilitating OCPRC programs and events such as summer camps, adult fitness, school programs and indoor archery. The Commons would create a site for OCPR to host therapeutic recreation programs currently hosted off -site, such as goal ball and wheelchair basketball. Recreation Program staff have indicated a potential use of the building for indoor camping as part of a "first timer" program. The building may also be designed to accommodate indoor use of OCPR's climbing tower and/or inflatables. As green and sustainable design elements are added to the building with additional grant funding, the Commons will also become a space for natural resource education and demonstration, and could host interpretive and educational programs. Fe�cflfty #4: MAINTENANCE SERVICES Proposed Units within the Maintenance Services Facility: A. Maintenance Yard (Low -priority, contingent upon funding) • Configuration —1.4 acres, concrete and asphalt surfacing B. Multi -use Maintenance Building (Low -priority, contingent upon funding) • Employee services — Restrooms, office & meeting space Business Concept: MAINTENANCE FACILITY The development of a maintenance facility at Catalpa Oaks will begin with a partnership with the Health Department for use of the existing building adjacent to the park for storage, maintenance areas, restrooms and staff office/meeting space. Depending on the success of this relationship, this may be the extent of maintenance operations at the park. If it is determined that a separate maintenance yard and/or building are needed, this option will be pursued based available funding. - A multipurpose recreation space at Catalpa would allow OCPRC to host therapeutic recreation programs within its own park facility. Ca�a'lDa Ooks Bus'ness P,cn-kp!*il2Jl i QA LAND T Pace 19 The Catalpa Oaks Maintenance Services facility would not provide either basic or value added recreational experiences but OCPRC will still consider a business concept for its operation as it directly impacts the resources necessary to create recreational opportunities at the other Catalpa facilities. The following represents aspects of the design, construction, operation and maintenance of the Maintenance Services facility that may be considered: • Partnership (lease) Opportunities: The proximity to the Health Department creates opportunities to delay (or forego) the construction of a permanent Maintenance Services facility at Catalpa Oaks. Partnership (lease) ? Opportunities could delay the cost of construction, reduce or eliminate the cost of maintaining a - Design sketch of a potential maintenance facility itself, and provide substantial maintenance building at Catalpa Oaks savings by eliminating the utility costs associated with operating a heated maintenance facility. The decision over when to build an on -site maintenance facility will be determined, in part, by the level of support that can be sustained remotely or through a partnership with the Health Department (estimate annual lease fees are $14,000 for maintenance, storage, office space and meeting room access). • Conservation Measures: If the determination is made to construct an on -site maintenance facility, conservation measures could significantly reduce the cost of operating Catalpa Oaks as a year round recreation destination by reducing energy consumption and creating opportunities for grant funding that can help offset construction costs. ® Like conservation measures, Alternative Energy Production and similar Best Practices may lower the cost of operation through a reduction in energy consumption, increased opportunities for grant funding, and the provision of significant programmatic opportunities by serving as a demonstration project. vA"jLA�N�D Ccic�lpa Cuts Business Plan - A.�_ril 2011 1 Pcge 20 ® Operational Efficiency: The detailed tracking of staff time and transportation costs will be a critical factor in determining if the construction of an on -site maintenance facility could result in significant operational efficiency. Cost savings associated with improved efficiency may help offset the impact of depreciation as a portion of the Catalpa Oaks Operation Budget and result in an improved cost recovery. ® Pricing: The construction of maintenance facilities could also create opportunities to collect rental fees by charging agencies for use of the facility including, but not limited to, indoor/outdoor storage, meeting/office space, and heated maintenance garage bays. In -kind services could be considered in lieu of cash payment. Homeland Security funding opportunities could even be and option if the use of Catalpa facility could provide agency partners with a logistical advantage for critical infrastructure during a catastrophic emergency. Phased Development Plan The following is a proposed phasing for the development of Catalpa Oaks based on: the Master Plan, community need, available budget, OCPRC operational and quality standards, and earned income opportunities (also see phased development plan graphic in ATTACHMENT A). The proposed phases are: (1) Basic Services — This phase would largely consist of construction of the restroom and concession service building, a basic playground, and minor upgrades to the recreation fields, as well as a partnership with the Health Department for maintenance, storage, and office and meeting space. Coia!po Oohs Business P+cn - Ap,:I 201 1 Page 21 �j o (2) Field Improvements — This phase would consist of full grading and seeding of the recreation fields, along with the installation of an underground irrigation system. It would also include installation of park amenities such as shelters, a sledding hill, and a looped trail. If necessary, this phase may also include the design and installation of a new parking lot. (3) The Commons — In this phase OCPRC would construct the main Catalpa Commons multi -purpose recreation building with grand funding (if received), as well as the installation of green improvements to the restroom services building. (4) Full Operations — This phase would consist of actively managing and programming the park to maintain a high -quality facility. Other opportunities such as a maintenance building may be considered if grant funding becomes available. There are no concrete timelines associated with the proposed phases. Each phase will, rather, be dependent on need, budget and grant funding. PHASE 1: BASIC SERVICES — Business Concept I„ In Phase 1 of the development of Catalpa Oaks, the focus is to F , ° •- ? quickly ramp up investment in the park to achieve the basic level improve -basic services of service necessary to provide quality field sport and special by providing restrooms event experiences. This Phase front -loads investment to take all and concessions, a four facilities through their respective first stages of development. j picnic shelter, play The restroom/concession building and utilities will represent the areas and improved bulk of the expense. Earned income opportunities will be limited to sports fields. field rental fees and partnership opportunities associated with the construction of the picnic shelter and site amenities for the Estimate: $1,027,827 Commons. Field irrigation through portable water cannons will be critical to justify turf rental fees and ensure participant safety. wA +LAND 1Ill■ IT i rfl Staff will also invest a significant effort in the research of and application for grants that could help support the development of subsequent phases of development. The estimated budget for Phase I is $1,027,827. OCPRC currently has $1.4 million budgeted in FY2011 for this project. Calclpa Oaks Business Plan — Api it 2011 Poge 22 Potential Earned Income Opportunities Rental: o Field "Turf" Fees o Concession rental during special events o Rental"packages" Partnership: o OTC — Picnic Shelter Construction, Concrete Pads o Trusty — Concrete Pavers, Ornamental Planting/Bed Care o WWAM — Ornamental Planting/Bed Care o OCPRC Greenhouse Volunteers — Plant Material Production o OC Health Department— Restroom, Office and Public Information Kiosk Agreement Direct Sales: o Concessions and merchandising during special events (this would include but not be limited to soccer and basket ball tournaments, dog "fly ball" competitions, Marshmallow Drop, Kite Festival, concerts, and car shows). Sponsorships: o Sponsorships and paid advertisements at special events (this would include but not be limited to soccer and basket ball tournaments, dog "fly ball' competitions, Marshmallow Drop, Kite Festival, concerts, and car shows). Donations: o Plant material o Landscape material o Site amenities (including but not limited to benches, BBQ grills, BBQ Covered Pits) Rental Fees As noted previously, OCPR currently only charges Stay and Play Social Club for field use. All other organizations supply OCPR with in -kind services in trade for field use (including lining the fields, picking up trash, daily walking of fields, and management of the goals). OCPR will continue these partner relationships, but will also be seeking ways to offset cost. Arguably, the value of field use will increase substantially with irrigation and the availability of restrooms, concession space and a rental picnic shelter. Catalpa Oaks Business Plan- April 20,1 i WI�L `N Pocge 23 -A water cannon, similar to the one pictured above, could help increase field quality prior to the addition of underground irrigation. CIA KLAN® e ► MT1, ►� Staff has evaluated field -use fees from multiple local cities, villages and townships within the county. Prices range from $20 - $100 per hour, based on field quality, location and amenities. The average price per hour is $36. Many municipalities have separate rates for leagues or non -profits, or charge differently for youth vs. adult use. OCPR will implement a pricing plan for the 2012 season based on our pricing policy and existing partner relationships. For illustrative purposes, if field users in 2010 were charged $20/hour for field use, OCPR would have brought in nearly $75,000 in revenue. However, OCPRC respects the partnerships that have formed with SOCS and the city of Southfield and sees value in continuing these relationships. OCPRC also recognizes that during these economic times, we do not want to create a hardship for sports leagues, especially youth leagues. Staff will work with organizations currently utilizing the site to create packages for park use, including weekly use of the sports fields, access to the restrooms and picnic shelter, and access to the concession window so that leagues can use the site to generate revenue to help offset the increased cost. It is also important to note that current soccer field use is operating at 2/3 capacity (only four of six fields are in use in a given season) due to the need to "rest" the large fields every other season because of lack of irrigation. Phase I of the phased development plan calls for an above -ground "water cannon" style irrigation system that will greatly improve -the quality of the fields, allowing for all 6 fields to be used throughout the season, therefore adding to the earned income opportunity for the soccer fields at the park. The OCPRC Pricing Policy provides for the creation of pricing that addresses the following: Accessibility, Fairness and Affordability — Fees should be based on benefit received by the service provided and ability to pay. Financial Sustainability - Charges for use or services will assist in the overall funding of OCPRC operations and will be attributed to operations, capital costs and marketing. Efficiency — OCPRC will evaluate how services are delivered and prices charged to ensure effectiveness and efficiency. Calolpa Oaks Bus4,em Plan - April 2011 Poge 2Z Cost Recovery — OCPRC will strive to ensure that revenue generated from activities are redistributed back to that activity to pay for direct and indirect costs, and to the extent possible, future improvements associated with the facility or activity. Specifically, the Pricing Policy outlines that sports leagues should, on some level, pay for improvements to sports fields through the pricing assessed for use. Capacity — OCPRC will implement pricing focused on maximizing capacity of use of recreation facilities and programs. However, a minimum of 10% of operational hours at Catalpa Oaks will be set aside for passive use. PHASE 2: FIELD IMPROVEMENTS— Business Concept Phase Two is a longer phase that may warrant being divided into sub -phases. Site investment will be dominated by the mass grading of the site and incorporation of underground irrigation for the fields as well as potentially improving the parking lot. Earned income opportunities may increase with the addition of a second picnic shelter and the initiation of a rental program. Sponsorships too should increase with increasing field quality and fostering of tournament play, and donations would begin to shape the experience of the park through the addition of amenities in the Commons area. Staff will be working to limit annual expenditures and spread out development costs when possible, including expanding the partnership with the Health Department to provide temporary maintenance facilities. Later in this phase, staff may develop the on - site maintenance yard to respond to the material demands of increased park use. Staff will continue to research and apply for grant funding to facilitate the development of the Catalpa Commons and the green improvements to the detached restroom/concession building. The estimated budget for Phase II is $1,318,100. Potential Earned Income Opportunities Rental: o Field "Turf" Fees o Concession rental during special events o Shelter rental C01a!p0 Ools Business Pic n - AID! a 201 1 w " `LAN Page 25 Partnership: o OTC — Picnic Shelter Construction, Concrete Pads o Trusty —Concrete Pavers, Ornamental Planting/Bed Care o WWAM — Ornamental Planting/Bed Care (Expansion) o OCPRC Greenhouse Volunteers — Plant Material Production o OC Health Department — Restroom, Office and Public Information Kiosk Agreement Direct Sales: o Concessions during special events Sponsorships: o Sponsorships and paid advertisements at special events (this would include but not be limited to soccer and basket ball tournaments, dog "fly ball" competitions, Marshmallow Drop, Kite Festival, concerts, and car shows). Donations: o Plant material (continued) o Landscape material (continued) o Site amenities (including but not limited to benches, BBQ grills, BBQ Covered Pits) (continued) In -Kind Services: o Green system/green improvements design, auditing and evaluation o Excavation and general landscaping PHASE 3: THE COMMONS— Business Concept Phase Three consists largely of the construction of the Recreation B Commons (and the Maintenance Services building, if appropriate, Construct multipurpose to take advantage of construction efficiencies) and the recreation space for implementation of green improvements, landscaping and site programs, special amenities that unite the four facilities into a coherent events and rentals. design/recreational experience. This phase represents both the largest investment in the development of Catalpa Oaks as well as Estimate: $1,478,500 the largest single opportunity to obtain grant support. Once complete this phase will create a significant expansion in earned income opportunities through facility rental, special events, and concessions. The estimated budget for Phase III is $1,478,500, with $1,055,000 being for the multipurpose building. =AKLAND Cotolpa oaks Business Plan— April 2011 Pocge 26 Rental: o Field "Turf" fees o Concession rental during special events o Picnic shelter rental o Storage rental o Commons — Recreational space rental (including but not limited to program areas, meeting room, private parties/events and kitchen space/equipment) Partnership: o OTC — Green improvements to detached restroom building o Trusty — Concrete pavers, ornamental planting/bed care (expansion/modification of Commons site) o WWAM — Ornamental planting/bed care (expansion/modification of Commons site) o OCPRC Greenhouse volunteers — Plant material production (expansion/modification of Commons site) Direct sales: o Concessions and merchandizing during special events Sponsorships: o Sponsorships ad paid advertisements at special events (this would include but not be limited to soccer and basketball tournaments, dog "fly ball" competitions, Marshmallow Drop, Kite Festival, concerts and car shows) o Sponsorships and paid advertisements at programs and events hosted within the Commons (building and complex) o Indoor archery and air rifle program — equipment and indoor management kit (local and national manufacturers) o Alternative energy demonstration — Wind turbines, solar collectors (hot water, hot air, glycol), photovoltaic panels o Green products demonstration (indoor) — cleaning products, furnishings, art installations Donations: o Plant material o Landscape material o Site amenities (including but limited to benches, grills, BBQ covered pits) Catalpa Ocks Business Pion - April 201 1 Page 27 - The design concept for Catalpa outlines the potential for the park to be used as a demonstration site for alternative energy via sponsors and partners.. w A LAND 1 -- 1 1 =AKLAND f ': In -Kind Services: o Green system/green improvements design, auditing and evaluation o Excavation and general landscaping Grants: o MNRTF — Development grant for Catalpa Commons o Section 319 — Non -point source pollution reduction (through education and demonstration) o Others —Alternative energy, conservation etc. PHASE 4: FULL OPERATIONS— ]Business Concep Phase Four will represent the completion of the development envisioned in the 2008 Master Plan and interpreted by Barton- Malow, and brought to life through the strategic allocation of park resources. Art installations, demonstration gardens and interpretive/interactive exhibits will be installed with grant/funding assistance. Staff will continue to fundraise for ongoing monitoring and evaluation of green practices as well as the addition of other green improvements when they become cost effective or supportive of recreational programs. The Master Plan calls for a potential maintenance building and recycling transfer/education station at Catalpa Oaks. Phase 4 would be the completion of these projects if/when funding becomes available. These projects are not a high priority and would be based upon need and available funding. The estimated cost for these structures is $382,200. Coiolpa Oaks Business Plan — April 2011 Pcge 28 El EI © Financial/Budget The amended FY2011 budget for Catalpa Oaks is $142,503. When combined with the capital expenditures projected for the park in the summer of 2011 as part of Phase I development, the estimated expenditures at Catalpa in 2011 are anticipated to be $1,170,330. Please see ATTACHMENT D for a full breakdown of projected revenues and expenditures for Catalpa Oaks for FY2011 and FY2012. GAKLAIND Caia'pa Oaks Business P CI - AID:11 201 1 Pace 29 8ttaclametAN Oaks Phased Development Plan - April 2011 Catalpa phase 1-- Basic services Estimated: $1,027,827 F lds on: irrigate fields with water cannon. e portable goals and bleachers. locate goalswithGPS:econd entry kiosk, benches, waste tacles. specimen trees. n Servicesershi with Health Departmentforenance space (and meeting/restroom access). . E phase 2 — Field improvements Estimated: $1,318,100 Recreation Fields 1, Baseball/Softball: Remove north diamond, reconfi__ �U�e f°r softbaf{ baseba4l. Add fence, backstop, dugouts, scoreboard, bleachers I ng arkin lot as required Basil is mn�overnents top Ian review. by city of Southfield for site P Pavilion — Catalpa Commons 'I. Re5tr00m Service Building: Desi anan, construct basic service buildin . 2, Design/specs for amenities for Commons (via initial design process). 3, Renta_ I� Shelter�; Construct lit rental shelter in partnership w,th OTC and/or community service. 4, install basic playground package. and concrete ed for tur pads. Soccer: Grade and sef install) under round irrieation system,. permanent subsurface field markers. lnstll loJ rail (gmding and gravel bed installation). Use spoils from trail grading to create sledding hill, install sod. Maintenance services and on 1• Maintenance yard: Opt05ac'es)tfenced Health Dept. property with covered storage, secure with fence & lighting. OR Option 2: Construction on OCPRC property (1.5 acres), fence with concrete storage bunkers, asphalt paving, chain -link fence, security. Parking g, Com rehensive desi n and construction of entire parking lot (considerations for cueing, park entrance, storm -water best practices demonstration). 1• Wa findin — install signage, artwork, Planting beds capture 2• install stormwater filtration and cap cistern, 6esY a�aSY1Ce area. Pavilion — Catalpa Commons ct secondary shelter 1• Rental shelter — in partnership with OTC and/or community service. 2, Commons amenities— install picnictabies, grills, benches, drinking fountains, etc. phase 3 — Recreation commons Estimated: $1,478,500 Recreation Fields 1 Soccer: add portable bleachers and concrete pads. 2, perimeter green: ave (asnhaltl looped trail, add picnic tables, utility access hubs, security I 3. Sledding hill: Add accessibl_?v'ne and ra1g utility access hub. DesunattonOakiand.c Phase 4 - Full Operations Estimated: $382,200 Recreation Fields 1Completed) Maintenance Services (potential opportunity Maintenance Services (Complow feted) based on need and funding availability) ng I. Multi use maintenance buineled tint gralow te priority, based on funding, best practices). -------------- Parking (Completed) Parking (Completed) pavilion - Catalpa Commons 1; Restr00m Service Building! install re ant" funded seen im rovements. 2, Recreation Commons:.Constr___ u t 1:ant- funded Recreation Commons building 3 partn� ershios to offset cost Ofsite improvements (art installations, educational displays, planting beds, site furniture). 4. Amphi` r, Create through construction and gradingfor commons. pavilion — Catalpa Commons (Completed) Attachment B Fenton Twp .Fento. Holly TWp Holly Groveland Twp Brandon Twp Oxtord iWp Addison Twp .-Lake -... _Orion -eruce Twp Rameb Armada Twp ' Q�AKLANDRI.-l- TyroneI Twp Rose Twp - '-' Springfield Twp Independence Twp Oakland Twp washington Twp Ray Twp t �I ' ' Orion Twp .. .. z, _. ... I'R�.!'+.< - Palazzo di Bocce Auburn Hills Oakland Extra dnnings University Rochester Township 7 ' Hartland rw p Hi hland Tw g P White Lake 7w p Pontiac Rochester Hills I. - Shelby TwD Macomb rwp Waterford Twp m 10 miles Ultimate Joe Dumars F.ieldhouse CJSa Soccer Arenas 'Milford " - orchard- ® - - Commerce Twp '. Lake ®' -®� Mt -: Villa Bloomfield Hills Troy® Clemens sterling - BrlBhton Twp @ Clinton Twp _ }lelghts - Milford Twp Wolverine Lake ''West % ornfieldTwp Liberty Total Sports Bloomfield J/ Twp Birmingham Total Park of America -- Complex walled , lake Soccer Central % '..® Fraser ` am Q Catalpa Oaks Total Park Madiso i� Macomb Comm College Wrten College Novi CO Farmington Hills Royal Oak Heights PSports Centerrts I Roseville Catalpa Oaks County Park Green Oak Twp .� Lyon TWp South plea Oa� - i. southfiel Huntington Woods tda st Clair 'shores '... Key Regional Facilities on ry rmington Southfield CIVIC Oak Park Hazel Par _ p Eastpolnte U Center Ferndale Joe Dumars �. - -• Fieldl-ouse' .. Northville TwP - .. - _..... B - _ ..: HalpP&' Grosse Y Compuware ® Livonia University tY Woods Pointe ® wPpds Facility Ownership Sports ®Community of Detroit Mercy Qq Arena Rec Center Highland Park Private Northfield Twp Salem TWp - uvonl .� - Redford Hamtrdn® Grosse Pointe Farm: Plymouth wp Twp Detroit B Public Ppmoucn O ® Basketball Warehouse Grmse Pointe Park j College/University Ann Arbor Twp Dearborn Facility Type Heights UM Dearborn Garden GtY Fieldhouse -' Outdoor Supnrior Twp Canton Twp Westland j Dearborn - - Indoor/Outdoor University of Michigan Canton High Sports Velocity Inkster Indoor Ann Admoreh Eastern Michigan Center Wayne _ McNlndale - University . River �P¢ Allen Park Rouge Ypsilanti Van Buren Twp Ecorse Taylor uncoln Park '. Pomulus Taylor Ta y - ' r :l Pittsfield Twp Ypsilanti Twp Sportsplex ,. Southgate Wyandotte.'. 1 IITCIT = 6 miles Oakland County Parks and Recreation sahnc _ Riverview 2800 Watkins Lake Road Waterford, MI York Twp Augusta Twp Sumpter Twp Huron Twp Brownstown Twp 248-858-0906 Grosse Woodhaven TrentonueTwp www.Destination(Dakland.com 10 miles shelbyT-P Waterford Twp Rochester Hills I m -'Au$urnn�{ilrs �' ®— ®�" o Pontiac mr^ ®. '� �'4� �'1, lv, Orchard Lake vlll Bloomfield Hills troy ®Sterling p Ighn 67 /Nest BloomfieldTwp— Bloomfield Twp0. B o ®p a Birmin o mar a add!% Clawson t7 ea �V^ ,, Franklin Bing harY.tnts Beverly Hills warren 0 Farmington Hills IZ, Catalpa Oaks Madison Hei�l}e5 Royal Oak '1;m6' p IIQ C®ntf Park i q 'WT Berkley r - OLathrup Village Q Q Huntington Woods Southfield a 0 an J Farml® Park ° �'>rd' el Park p u e ndale 1 � B CD uvan\'.� 0 HighlandparM ®� Detroit 0 Hag la ck ' � ® aedfop Ore ®— m® Westland Dearborn Helchu Dcarbom Garden City No IM rd a Catalpa Oaks County Park Regional Recreational Opportunities Legend (# within, o miles) ® sports Complex (4) Recreation Center (8) Aquatic Center (7) Athletic Club (14) Ice Arena (5) �D Martial Arts Center (33) Other Recreational Opportunities (53) 1 inch = 3 miles Oakland County Parks and Recreation 2800 Watkins Lake Road Waterford, MI 248-858-0906 www..DestinationCiakla nd.com Auburn Hills _ I • Waterford Twp •' Rochester Hills Pontiac e .e• 10 miles I t r6?.. 0rchard Lake Village/ Bloomfield Hills r ' Troy t y . /_ .. _ . Bloomfield Twp � _'—---`�-- — —` West Bloomfield Twp - t' jfr i Birmingham B Glen Oaks - R County,Paark Beverly Hills - Fr nlytin Bin ^. . u / gm R � Farms o r O Farmi6gtonHills s _..- Catalpa Oaks County Park Berkle Q W ; Village i 1 9 \ Hu 1 Southfield ' s \ 7 Farmington \ 1 x 'Oak Par \ r. Cla,Son :• . , R dl Oak ` County Park ,�Asa • k t7t'd"disbn Heights I' Royal Oak 1 c I^ I y 1 • I . I l r i ntington Woods. r ly , 1 , Ferndale r Hazel Park O llvonla Rcdtortl Twp \� De[roit Sterling Heights Warren Catalpa Oaks County Park Surrounding Oakland County Sport Fields Legend Catalpa Oaks r" Oakland County Parks Educational Facility Municipal Park Private Recreation Area Sport Fields (# within 10 miles, # within 5 miles) Soccer (244, 102) Baseball/Softball Field (366, 173) Multi -purpose Field (61, 48) 1 inch 2 miles Oakland County Parks and Recreation 2800 Watkins Lake Road Waterford, MI 248-858-0906 wmw Destination0akland.com ht Catalpa Oaks County Park Budget Estimates* FY2011 & FY2012 Description FY2011 FY2012 Revenues Revenue Charges for Services Rental Facilities 10,000 25,000" Grand Total Revenues 10,000 25,000 Expenditures Personnel Salaries Salaries Regular 10,623 10,623 Summer Help 11,235 15,100 Overtime 505 0 22,363 25,723 Fringe Benefits Fringe Benefits 5,430 5,921 5,430 5,921 Operating Expenses Contractual Services Building Maintenance Charges 0 530 Electrical Service 200 2,500 Equipment Maintenance 800 800 Equipment Rental 500 300 General Program Administration 0 1,600 Grounds Maintenance 18,300 27,735 Miscellaneous 1,000 1,400 Natural Gas 0 2,500 Security Expense 2,060 1,000 Water and Sewage Charges 0 13,000 22,860 51,365 Commodities Custodial Supplies 800 1,000 Expendable Equipment 500 20,500 Recreation Supplies 1,800 3,000 Small Tools 250 10,500 3,350 35,000 Depreciation Depreciation Park Improvements 74,500 800 Depreciation Buildings 11,000 14,900 85,500 15,700 CIP - Park Development Restroom/Concession Building Utilities Picnic Shelter Playground Site Improvements (required by Southfield) Internal Services Drain Equipment Info Tech Development Insurance Fund Grand Total Expenditures 379,565 346,535 78,000 150,000 73,727 1,027,827 0 500 0 0 3,000 3,100 3,000 3,600 1,170,330 137,309 * This spreadsheet is a compilation of the 2011 Amended Budget, the 2012 County Executive Recommended Budget, revenue projections based on site improvements and estimated development costs for 2011. ** Estimate based on increased field rental rates, concession rental, and picnic shelter rental. As additional park improvements are made, including renovation of the field turf, field rental rates will continue to increase to reflect the added value and to help offset the costs of improvements. Attachme11t D PUPIE 1�1 A E 1-1 El e° dVIVO ta�t� All �1 000 w 10 : a a ',ice.- a „ a AY- :` r t; xx, -_ P OA jilt!