JCPRD Legacy Plan Appendix

Appendix Johnson County Park & Recreation District

Legacy Plan - Appendix Johnson County, Kansas | August 2015

05

Appendix

The material and data which informed this framework may serve as a benchmark for future planning efforts.

5.01 Resolution 2015-05 with Appendix

04-09

5.02 Data Collection Submittal

10-60

5.03 Market Analysis

61-98

5.04 CIP Budget Workbook

99-126

5.05 Modes of Care Example

127-155

5.06 Benchmark County Precedents

156-157

5.07 Regional Maintenance Facilities

158-159

5.08 Meadowbrook Open House Input

160-161

* Community Survey Data available upon request

BOARD OF PARK AND RECREATION COMMISSIONERS RESOLUTION NO. 2015-05 JOHNSON COUNTY PARK AND RECREATION DISTRICT LEGACY PLAN WHEREAS, the Johnson County Park and Recreation District (JCPRD) was created through petition by the citizens of Johnson County and, by state statute given County-wide purpose and responsibility; and WHEREAS, JCPRD has dedicated itself to enhancing the quality of life in Johnson County by providing highquality parks, services and recreation programs; and WHEREAS, in pursuit of that mission, the JCPRD Board of Park and Recreation Commissioners (JCPRD Board) contracted with SWT Design of St. Louis, Missouri, to develop a long-range strategic plan, known as the Legacy Plan, to meet the future park and recreational needs of Johnson County residents; and WHEREAS, JCPRD engaged in a process that resulted in an analysis of existing conditions throughout the County and formulated goals to serve as a guide for park and recreation facilities over the next 15 years; and WHEREAS, JCPRD included numerous private and public sector stakeholders in the process in an effort to construct an integrated comprehensive plan consistent with the growth and development goals of the entire Johnson County community; and WHEREAS, JCPRD sought and received public input, through a variety of channels, in the development of the plan; and WHEREAS, persons desiring to be heard in support or opposition of the proposals of the Legacy Plan were afforded such opportunity and given careful consideration; and WHEREAS, the JCPRD Board acknowledges that adjustments to the plan may be made at any time as necessary or desirable in order to address current and future needs, opportunities, and financial considerations; and WHEREAS, the JCPRD Board acknowledges that individual board member(s) may, while supporting the overall direction of the plan, favor or have reservations about certain aspects of the plan, and those priorities and concerns can be found in the Appendix under "Board Members Thoughts"; and WHEREAS, on August 13, 2015, the Board of County Commissioners approved a .75 mill increase to JCPRD’s tax levy, intended as a revenue source to fund the Legacy Plan, as approved through the annual budget.

NOW, THEREFORE, BE IT RESOLVED that the Board of Park and Recreation Commissioners of the Johnson County Park and Recreation District does hereby approve and adopt the Johnson County Park and Recreation District Legacy Plan as the official strategic plan to guide JCPRD’s delivery of parks and recreation services through the year 2030; and BE IT ALSO RESOLVED that the Board of Park and Recreation Commissioners recognizes the Board of County Commissioners’ budgetary authority; that the JCPRD Board will provide an annual status update to the BOCC on the.75 mill increase approved for the plan related to the projects that have already taken place; and further that the JCPRD Board will submit a capital budget with the proposed projects scheduled for the subsequent year to the BOCC on an annual basis for consideration and approval, and also that an appendix be added to the Legacy Plan to allow Board members to provide comments related to the plan, with comments accepted up to the next Regular Board Meeting on September 23, 2015.

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APPENDIX TO RESOLUTION NO. 2015-05 Statement by Board Member Michael Pirner September 23, 2015 One not need to have been a resident for Johnson County for very long to understand the positive impact the Johnson County Park & Recreation District has on our community. In my particular case, having been a Johnson County resident my entire life, I have personally witnessed how intertwined our award-winning Park & Recreation District is with the people of Johnson County and how that relationship has strengthened over the 60 years of JCPRD’s existence. In short, the residents of Johnson County have come to expect a healthy park district, and with the tax dollars they dedicate towards it, that expectation is certainly reasonable - and it is the responsibility of JCPRD to preserve that proud tradition of quality parks and recreation.

It is for those reasons that the master plan is aptly named “The Legacy Plan” - for, in my view, it achieves its core goal – “to provide a framework for JCPRD to continue that legacy forward.” It is because the Legacy Plan achieves that core goal that I felt comfortable in voting to approve the plan at our regular board meeting in August of 2015. The Legacy Plan is largely comprised of sensible near-term recommendations on how to preserve our current parks and how to develop and open new parks in the future. Within each section, the priorities it outlines are sensible and appropriate – maintenance of our new parks first, followed by an emphasis on development of our Streamway Trail System, and then the opening of new parks and possibly new facilities. These recommendations make up the bulk of the plan – up to page 183. However, though I felt comfortable in providing my vote for the overall plan due to the aforementioned recommendations, I did have significant reservations to the size and scope of the plan as outlined in the funding sections on pages 184 and thereafter. In addition, I have specific thoughts that I believe future parks boards should keep in mind as they consider how to manage and grow our wonderful park system. I will describe these thoughts in more detail below, and it is my hope that current and future parks boards and county commissions seriously consider these viewpoints.

Most of my reservations are focused specifically on the level of spending and increased taxation that is recommended to “fully fund” the plan – nearly $100 million in additional tax dollars beyond the increase which was just approved. This would necessitate a further increase in our mill levy and a 60% increase in JCPRD’s budget from where we were just this year. I do not believe the citizens of Johnson County are demanding the level of growth as envisioned by this level of funding, nor do I believe they have indicated they support the tax increases that would be necessary to implement it.

While I have no objection to “master planning” up to the current funding levels and perhaps a modest amount beyond that, I believe that the additional $100 million envisioned to fully fund the Legacy Plan was a reach and bordered on irresponsible. Digging deeper into where that additional $100 million is recommended to be allocated, most of it is dedicated towards the development of large “regional” parks, such as at Big Bull Creek and Cedar Niles. It has long been my contention that JCPRD can have a vibrant, healthy, well-maintained park system that meets and exceeds the expectation of the public without the massive growth as envisioned by the creation of additional large new “regional” parks.

While I do believe it is sensible and appropriate to explore small and modest openings to these parks, I do not feel there is any evidence to suggest that the public is demanding that these new parks be opened to the degree that the Legacy Plan envisions with the level of funding outlined. If anything, the

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Johnson County Park and Recreation District Board of Park and Recreation Commissioners APPENDIX TO RESOLUTION NO. 2015-05

evidence I have seen suggests the opposite, as the county’s own survey indicated the public was highly satisfied (well above 80% approval) with the current park system and there was not any kind of strong support for mill levy increases to expand the park system. Such statistics seem to support modest approaches to growth and that perhaps the Legacy Plan should have been more limited in scope.

That is why I believe, as we pursue the opening of Big Bull Creek and Cedar Niles, that we should focus on limited openings that involve an expansion of the Streamway Trail system, with parking lot access and restroom facilities. I am also open to specific, inexpensive, creative ideas such as a campground or other similar “light” usage, but I would recommend restraint beyond that. Furthermore, as a conservationist, I believe there is nothing wrong with preserving large amounts of acreage for pure “green space”, accessible only by foot or bike trail, preserving the rest as it is now. I believe this limited, conservative approach is in line with the expectations of the public.

Beyond the level of funding, I also have specific thoughts that I wish the Legacy Plan had included, but I believe that are worth considering: 1. As Johnson County has grown over the past few decades, more and more green space is being eliminated in favor of development of various uses, from retail to apartments to corporate offices to large sports complexes, with a “if we build it, they will come” mentality. These developments, which are increasing in recent years, are often funded with local tax dollars through incentives such as TIFs and other government “handouts. ” As these decisions are made, there is often no voice for whether the continual seizure of green space – whether it be farm land or otherwise – is appropriate. In some cases, it may be, but in my view, the Johnson County Parks & Recreation District should, as part of its core mission, be an advocate for conservation, or at least a “voice in the room”, as it will. Our system of government is based on checks and balances and at the very least, JCPRD could serve as such a check and balance when development, particularly that which is incentivized by other units of government, would further eliminate green space, 2. I would advocate for a new, creative strategy for how JCPRD could perhaps manage the deer population issue that rose to great controversy a few years ago. Specifically, I would recommend a “trial” relocation program that would be aggressively marketed and partially or fully funded through donations by wildlife advocates, with the funding being accessible when the problem arises in the future. The solution chosen previously may have been necessary due to the urgency of the moment but it also resulted in great division within our community, and it is a solution I believe would be avoidable in the future with a long term strategy that focused on relocation, at least partially funded through donations. Not only would this bring about a peaceful resolution to a contentious issue, it could possibly serve as a model for similar circumstances around the country where the demands of a growing community clash with that of the wildlife of the area.

3. As JCPRD expands and grows its range of services, there will be circumstances where we risk competing with private enterprise providing the same service. This can occur in the area of gymnastics, swimming, fitness and the like – and sometimes, we risk crossing the line into what is appropriate for a government-funded entity to provide. While it is up to each specific board to have a policy in regards to this, given that boards change gradually over time, I would have liked to see the Legacy Plan recommend where that “line” should be, and specifically recommend areas that perhaps JCPRD should not get involved with – not only because that need is already met by the private sector, but also because it

Appendix Page 2 of 4

Johnson County Park and Recreation District Board of Park and Recreation Commissioners APPENDIX TO RESOLUTION NO. 2015-05

would inappropriate for the JCPRD to compete with private entities providing those services to the general public at a competitive rate.

In closing, I want to reiterate my belief that the Legacy Plan, when broadly considered, serves as a quality guide and basis by which current and future boards should both maintain and grow the Johnson County Parks & Recreation District. I hope my additional reservations, thoughts, and recommendations serve as a quality supplement to the plan, and I appreciate the board’s indulgence in allowing my thoughts to be considered as an official part of the Appendix.

Thank you, Michael Pirner, Board Member & Treasurer

Statement by Board Members Chris Carroll & Paul Snider September 23, 2015 To Future JCPRD Commissioners and Interested Citizens: It’s been an honor to serve the last few years as Commissioners of the Johnson County Parks & Recreation District and we greatly look forward to continued service in the coming years. Johnson Countians are fortunate to have a world-class parks and recreation system.

Even though we’ve grown up and raised families in Johnson County, we were unaware how deeply connected the District is to the overall well-being of the county and the many programs and services the District provides. Thousands upon thousands utilize our parks and programs each year. Parks are as important to a community as quality education, investment in infrastructure and robust commerce.

The quality of our parks doesn’t happen by chance. It improves and evolves over time thanks to the forethought and attention of county leaders decades ago to today. And it certainly doesn’t happen without a dedicated, hardworking staff.

In the last three years, the District has had a lot activity. We’ve welcomed a new executive director, opened or dedicated several new parks, prepared to create a new park at Meadowbrook, agreed to provide programs and manage King Louie, approved funding to open phases of two regional parks, agreed to welcome the Johnson County Museum under the District umbrella and commissioned and approved this Legacy Plan.

The journey to develop the Legacy Plan afforded the District Board, the Johnson County BOCC, staff and the community an opportunity to evaluate where we’ve been and where we want to go. By all accounts, everyone involved in the process recognized the benefits the District provides and sought ways to ensure the District continues to play a key role in the development of Johnson County.

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Johnson County Park and Recreation District Board of Park and Recreation Commissioners APPENDIX TO RESOLUTION NO. 2015-05

The BOCC saw the benefit of sustained funding for the District and voted to provide enhanced funding to support completion of the Legacy Plan. We thank the BOCC for their leadership on this important issue and know the District Board will utilize and invest new resources wisely.

The issue boards often grapple with is how best and when to invest public money. In the current environment, enhanced funding is required for many community needs. Governments generally are desiring more resources, while there is a growing part of the population that objects to new funding or many that simply cannot afford more investment. Those perspectives and realities need to be weighed as future District expenditures are considered.

While the District continues to stand out nationally, many of our parks and facilities are in significant need of repair and reinvestment. We believe it’s prudent and necessary to direct the majority of increased revenues to fixing, maintaining and overall improving our existing parks. These parks are the foundation of our system and are currently enjoyed by residents throughout the county.

After reinvestment in our parks and programs, our next focus area should be our trail system. Citizen surveys show significant support for enhanced trails and the connectivity they will bring to the county.

Lastly, if funds remain, we believe the Board should be cautious about opening new parks, beyond what is already approved, until there is ample population density to support new developments.

Each Board will have the opportunity to weigh community needs and resources and decide what is best for the County. We appreciate the opportunity to share our thoughts for the benefit of future leaders.

Johnson County is one of the marquee communities in the country because of its diverse and continued investments in pursuit of enhanced quality of life. Investment in parks, and in the District specifically, greatly contribute to the quality of life our families, friends and neighbors enjoy.

Thank you for the opportunity to serve.

Respectfully,

Paul Snider and Chris Carroll Park and Recreation Commissioners

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Data Collection Draft Submittal: 12/15/2014

DATA COLLECTION

LEGACY FRAMEWORK

Data Collection Data Collection Draft Submittal: 12/15/2014

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01 02 03 04

PAGES

Baseline Information Existing Park + Facility Tour District Maps |Kick-off Meeting

PAGES

Workshops Board of Park + Recreation Commissioners Advisory Committee

[omitted from deliverable]

04-21

PAGES

22-48

PAGES

49-51

Stakeholder Feedback JCPRD | JoCo |Cities | Community Leaders

Public Engagement Open Houses| Online | In-Park

data collection submittal | 3

1.02 Workshops

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A. Board of Park and Recreation Commissioners Commissioners: George J. Schlagel, Chair Paul W. Snider, Vice Chair Nancy Wallerstein, Secretary Michael Pirner, Treasurer Steven L. Baru, Assistant Secretary Chris Carroll, Assistant Treasurer Leslee Rivarola, Board Member Steven C. Klika, BOCC Member

Common Themes 01 Strengths • Proactive and dedicated staff • Parkland: quantity and maintenance quality • Trails • Programs and facilities • Community outreach and support • Partnerships and special events • Daycare • Recognition as a top 5-10 parks district • Enterprise and separate funding 02 Weaknesses • Funding and Resources • Tension: internal and with County • Lack of parkland in NE JoCo • Social media presence – promotion as “full county” services • Public knowledge / recognition of JCPRD parks and facilities • Staff tenure / experience • Long-term parks and trails maintenance

03 Opportunities • Additional funding: taxes, mill levy increase, grants, new facilities • Partnerships: corporate, schools, municipalities, JoCo Government • County leaders: Recreation Summit • Maintain communication with the citizens • Provide diversity in programs 04 Threats • Complacency • Competition • Politics • Fiscal and internal process constraints

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Board of Park + Recreation Commissioners Workshop Johnson County Park and Recreation District Strategic Plan MAP 2020 Update Stakeholder Workshop June 9, 2014 1. Introductions (5:45 -5:50) • •

SWT Design / Indigo Design / VRS Design / Ballard*King & Associates Board of Park and recreation Commissioners

2. Project Approach (5:50-5:55) • • • •

Team Approach Mission and Vision Build on MAP 2020 Document Project Focus Areas a. Community Needs Assessment / Public and Stakeholder Input b. Programs and Service Analysis / Prioritization of Demands and Needs c. Partnerships / Organizational Benchmarking Comparisons d. Land Acquisition and Resource Protection / Implementation and Funding

3. Schedule (5:55-6:00) •

Review / Discuss Overall Project Schedule

4. Workshop •

(6:00-7:00)

Workshop Discussion with Board of Park and Recreation Commissioners:

a. JCPRD “Strengths / Weaknesses / Opportunities / Threats” Analysis

Evaluation of internal and external factors impacting the future of JCPRD and its role in

Johnson County parks & recreation. b. Future Role of JCPRD

Based on SWOT discussion what are your thoughts regarding the future structure and role of JCPRD?

What should be the priorities as we look to the future of JCPRD? c. Role of the Board of Commissioners

What is the role of the Board in creating this vision for JCPRD, and how will the Board participate in

implementing the vision created?

5. Next Steps / Wrap Up •

•

Stakeholder Discussions a. Johnson County and JCPRD Stakeholders b. Outside Agencies and Partners Public Meetings #1 – Dates to be determined

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(7:00-7:15)

Discussion as to the future involvement of the board as stakeholders in the process. First opportunity, but certainly welcome to engage as much as they like in other meetings or future engagement with the board only.

• •

Project Approach • Team Approach – open dialogue, open discussion, etc. (community, staff, consulting team) • Mission & Vision of Park District • Building off of the strengths of the Map 2020 Plan • Focusing on community needs and public input

a. Survey Discussion

b. Series of workshops to develop survey tool • Program & Service Analysis – Benchmarks • Partnerships – who are they, how are they functioning • Land Acquisition & Protection • Implementation

• • • • • • • •

Schedule Discussion • Data Collection

a. Stakeholder Meetings

b. Public Engagement • Needs Assessment • Draft Recommendations

a. Re-engage public • Final Strategic Plan Update Workshop: • SWOT Analysis • JCPRD Future • Role of the Board Strengths (internally focused) • Enterprise Fund • Top 5-10 Districts in Nation • Community Values • Dedicated Staff • Support of Community in Priorities • Well Run & Organized • Well Maintained Parks • Great Programs • Good Programming • Diverse Programming • Leader in Day Care w/in the County • Facilities • Trails • Stream-way • Large Acreage • Bank of Park Land • Local special interest group partnership • KC Corporate Challenge • Separate Funding • Willingness to meet the needs of the community • Solution based organization (Parks taking leadership) Weaknesses (internally focused) • Funding Support • Social Media • Not Enough Money • Lack of park land in Northeast Johnson County • Tension between parks department and recreation department

Long term finances “We” v. “They” with County (level of independence with the agency, but they are part of the county which has to be recognized) – more on a staff level with the parks & recreation level and their report to the park & recreation board of commissioners – another example would be the health care system. Some may view as a strength.

Bike Paths – asphalt/dedicated/connectivity Lack of awareness of district facilities and trails Not enough resources Long term maintenance issues Parks taken for granted (by public) Not many new employees w/ diverse experience Tenured staff – which is both a positive as well Promoting as a full county service

Opportunities (externally focused) • Bed tax • Mill levy increase • Corporate partnership • Working closely w/ schools • Recreation Summit – • Create innovative opportunities w/ other county departments • Diversify programs • More partnerships • Better relationship w/ county government • Opportunities for grants • Find out what citizens want for parks • New funding tied to new facilities • Partnerships w/ the local communities and parks and recreation agencies • Vision & Mission Statement – re-examine Threats (externally focused) • Complacency • Competing Interest • Anti-tax sentiment • Budget constraints • Process constraining Progress JCPRD Future • Structure & Role to serve Johnson County • Priorities for the next 10-15 years

a. Develop park land

b. Custodianship of the museum

c. Extreme sports

d. More young people involved in golfing

e. Priority soccer fields

f. Overnight camping

g. Sell what we don’t need

h. Exercise & eating

i. Development of rectangles/triangles

j. Provide wetland mitigation

k. Provide red-belly snake mitigation

l. More water opportunities (fishing/boating)

m. Developing County Extension Program – evolving that under parks Role of the Board • Role in creating the 15-year vision for JCPRD • Role in Implementing the vision data collection submittal | 7

Workshop Material The Board of Park and Recreation Commissioners created the following material through their participation in the workshop:

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data collection submittal | 9

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B. Working Committee and Advisory Group JCORD Working Committee: Jill Geller, Executive Director of Parks & Recreation Dan Field, Superintendent of Safety and Outdoor Education and Park Police Chief Kelby Hellwig, Senior Park Manager Becky Jones, Finance Manager Randy Knight, Community Relations Manager Bill Maasen, Superintendent of Parks & Golf Courses Bill McGowan, Outdoor Education Manager Cliff Middleton, Planning & Development Manager Rhonda Pollard, Superintendent of Recreation Shannon Sonnier, Sports & Facilities South Manager Legacy Framework Advisory Group: Nancy Wallerstein, JCPRD Board of Park and Recreation Commissioners Chris Iliff, Johnson County Planning Commission Jim Hix, Former Overland Park Councilman Sean Cairns, Urban Trails Co. Elaine Giessel, League of Women Voters, Sierra Club Linda Lehrbaum, KC Wildlands Chris Engel, Assistant City Manager, City of Merriam Greg Ruether, Director of Park Services, City of Overland Park Danni Livingston, Manager Planning & Design Group, Johnson County Facilities Management Dean Palos, Director of Planning, Johnson County Planning and Codes Kent Lage, Urban Services Engineer, Johnson County Public Works Jim Wilson, Landscape Architect, JCPRD Matt Garrett, Biologist, JCPRD Terry Anderson, Park Police Captain, JCPRD Brian Daniel, Sertoma Chris Carroll, JCPRD Board of Park and Recreation Commissioners

Common Themes 01 Strengths • Reputation and Creditability • Estabished Programs / Functions and Institutional Knowledge • Workforce / Personnel • Existing Facilities and Green Space • Organizational Abilities and Values • Breadth of Organization: Diversity of Services, Facilities, and Programs • Partnerships / Relationships jcprd legacy plan | 12

02 Weaknesses • Maintenance Challenges • Development Challenges • Lack of Autonomy • Political Limitations • Coordination with City and County • Competition • Community Confusion regarding JCPRD Identify • Limitations within JCPRD Staffing • Gaps in Services and Practices • Presence in Northeast Johnson County • Organizational Structure and Direction • Challenges Resulting from Size of Organization and User Base 03 Opportunities • Partnerships and Collaboration • Develop Undeveloped Park Land • Acquire Additional Park Land / Expand Services • Adjust Practices to Become More Nimble as an Organization: Better Serve Community • Increase and Diversify JCPRD “Reach” as County Grows • Reshape Public Message of Parks and Recreation Functions • Prioritize Health and Wellness • Manage and Promote Resilient Sites • Trail Development – Community Interest 04 Threats • Political Climate / County Level Regulations and Practices • Funding Issues • Loss of Greenspace • Competition • Environmental Concerns • Stress on Existing Resources • Limited Vision • Community Support / Coordination • Trends with County Development / Available Workforce 05 Priorities • Develop and Open Parks • Secure Additional Long Term Funding • Trail Development • Preservation • NE Johnson County Presence • Maintenance • Acquire Land for Future • Become More Diverse • Increase Communication / Partnerships – Internal County, Municipal, Private, etc.

• Add Staff • Add Programs / Facilities data collection submittal | 13

Advisory Committee Workshop Johnson County Park and Recreation District Strategic Plan MAP 2020 Update Stakeholder Workshop September 23, 2014 1. Meeting Summary The Advisory Committee met for the first time on Tuesday September 23, 2014 at the JCPRD Administrative Building in Shawnee Mission Park in a joint meeting with the Working Committee. Within the overall Johnson County Park & Recreation District strategic update planning process, the Advisory Committee will function as engaged participants, sounding board, and community liaisons and resources. The meeting included a review Advisory Committee roles, meeting schedule, and strategic planning progress.

The meeting also contained a workshop in which attendants participated in a S.W.O.T. Analysis exercise and identified key priorities for the future of Johnson County Park & Recreation District.

Below is a summary of meeting attendees and the input received during the S.W.O.T. Analysis workshop.

2. S.W.O.T This exercise is a structured planning tool which evaluates the strengths, weaknesses, opportunities and threats of or related to an organization. The discussion generated by these four analysis elements identifies internal and external helpful and harmful factors which will inform future strategic recommendations.

The responses represent the exact wording of stakeholder feedback given but have been organized by the planning team by theme. Notes from the planning team are shown in brackets.

Strengths Reputation and Credibility • Community recognition of value of green space, parks, trails • Safe Parks • Reputation for quality programs, facilities • Good Reputation • Locally appreciated; nationally acclaimed • Credible/trusted provider (i.e. govt.)

• Credibility of the park district • Historically – strong community support for parks, trails and recreation • Users generally have a positive perception of the park and rec system in JoCo • Community support • Respect within the community • Accredited Agency Established Programs/Functions and Institutional Knowledge • Already here • Programs • Map 2020 • Childcare • Highly developed parks and programs; able to learn and glean from our previous experience • Provider of open space • Natural resource management • Fitness programs, resources • Outdoor education • System • In depth institutional knowledge Workforce /Personnel • Quality of staff • Qualified staff • Talented, dedicated staff • Enthusiastic work force • Quality and loyalty of JCPRD personnel • Very passionate and committed staff • Park police who engage with patrons and create a high sense of confidence/safety • Knowledgeable, engaged staff • Creative and dedicated staff

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Existing Facilities and Greenspace • Strengths providing large regional parks • Quality of facilities • Large scale landscape • Land ownership throughout the county • Trails (2) • Excellent bike/hike trails • Well-maintained parks • Green space • Nature • Streamway trails • Assets (parkland) already in inventory • Lots of land acquired in last 20 years • Great supply of land for future development • Large land mass • Natural Areas • Streamways and stream buffering (storm water benefits) • Open Space • Linear Trail system • Undeveloped land • Quantity and quality of current real estate holdings • Streamway trail development • Streamway Trails • Diverse natural areas (woods, prairie, forest) Organizational Abilities and Values • County-wide reach • County-wide • Desire to be better • Stewardship • Creativity • Vision • Emphasis on total wellness; (mind, body, soul) • Ability to tax • Large reach of influence • Resource Management • The vision to acquire lands Breadth of Organization: Diversity Services, Facilities and Programs • Something for everyone • Variety of recreation facilities • Diverse Resources • Diversified offerings • All types of trails • Diverse recreation both passive and active • Diversity of programs Partnerships/Relationships • Variety of Partnerships • Coordination with cities • “Teamness” with other departments • Assist cities with funding trails • Work well with other agencies and providers • Partnerships • Committed and empowered partner organization • Partnerships • Enterprise fund and programs • Largest Provider of After-school day care • Innovative programs • Good public-private partnerships (e.g. Football & soccer @ Heritage park)

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Weaknesses Maintenance Challenges • Future Park Land maintenance • Inadequate maintenance budgets • Improvements vs. maintenance • Aging facilities • Aging infrastructure (2) • Structures that are falling apart • Road maintenance • Over use of some resources Developmental Challenges • Funding • $$$ • No money to develop • Lack of funding • Limited funding • Limited funding • Insufficient funding • Not enough funding • Lack of funding for operations and Park Development • Lack of $$ • Inadequate funding to develop new and maintain existing parks/facilities • Finite $ with infinite needs Lack of Autonomy • Not Quite independent appointed board • Limited control of own funding • Inability to add staff as needed Political Limitations • Lack of funding and support from the BOCC • Politics make strange bedfellows • JCPRD/JoCo BOCC relationships • Lack of BOCC support • Divided board- lead by politics • County commissioners; political limitations Coordination with City and County • Better communication on plans for park land near adjacent municipalities • Park developments don’t fit within current city/county ordinances • Public transit for park users Competition • Competition between divisions • Many competitors in market • Can be perceived as threat by other P&R’s Community Confusion regarding JCPRD Identity • Confusion between county P&R and City P&R’s • Confusion of JCPRD & City “Property” • Lack of Community understanding of breadth of JCPRD Limitations within JCPRD Staffing • No internal plumbing, HVAC …. & Expertise • Aging staff – loss of knowledge • Need more diversity on JCPRD board and staff • Overall volunteer management • Little room for staff advancement • Inadequate staffing levels • Lagging on diversity of staff jcprd legacy plan | 16

Gaps in Services and Practices • Communicating with Hispanic community • Invasive Species • Addressing climate change Presence in Northeast Johnson County • Northeast JoCo is landlocked and has little park room • Lack of facilities in N.E. JoCo • Lack of green space in N.E. JoCo Organizational Structure and Direction • Funding mechanisms • Fuzzy vision for future • Unified direction Challenges Resulting from Size of Organization and User Base • Wide offerings could lead to far different experiences by public (i.e. good + bad) • Growing population with growing demands • Inability to satisfy everyone (e.g. Dog owners) • Big county (sprawl) • Large organization; hard to change swiftly with the market/ times • Communication can be difficult as we’re spread out throughout entire county

Opportunities Partnerships and Collaboration • Partnerships • Continued public/private partnerships to build • Partnerships on trail development • Partnering with cities to stretch $$ • Additional partnership opportunities (public + private) • More partnerships • Continued partnerships • Opportunity to collaborate with county departments • Corporate partnerships! Esp. for funding • Partnerships on fitness and wellness • Collaborations with non-parks entities (i.e. Water One) stormwater • Good working relations with cities.

Develop Undeveloped Park Land • Development opportunities • Development of parks • Undeveloped property • Parkland available and awaiting development • Undeveloped Park land – blank slate in many cases • Undeveloped parkland • Open all the future park land!

• Opportunities – open land Acquire Additional Park Land/ Expand Services • Land purchase • Acquiring new parks • Opportunity: still lots of open land • Overnight guests camping/cabins Adjust Practices to Become More Nimble as an Organization: Better Serve Community • Quickly address the needs of the community • Opportunity technology • Use of Technology to interact with the public [provides more ways to reach out data collection submittal | 17

Increase and Diversify JCPRD “Reach” as County Grows • Rapidly growing population • Growing County • Added parks and recreation programs and facilities will reach more residents • Increased community involvement • Extend services to northeast part of county • Reaching more diverse groups in our community • Shifting demographics engage retired population; new markets!

• Aging population that wants more parks and recreation Reshape Public Message of P+R Functions • Public support • Silent majority • Shifting mindset of public about parks and recreation (from a “park” to a necessity) • Untold story - value • New vision with newer and fresh look at master plan Prioritize Health and Wellness • Wellness emphasis • Room for growth in “wellness” arena • Growing interest in well-being.

• JCPRD facilitation of company wellness programs • Health + wellness community wide Manage and Promote Resilient Sites • Education on issues related to park function: climate change, biodiversity, land management • Convert large scale prairie restorations • Huge conservation opportunity with undeveloped lands (pollinators, climate change, water) • Greenways as water quality treatment • Opportunity for increased biodiversity • Serve as model for native and sustainable management • Increased environmental awareness by the public[was initially recorded under: threat] • Adapt parks to climate change now vs. later [was initially recorded under: threat] Trail Development - Community Interest • Trail connectivity • Growing interest in walking, biking, & hiking • Great bike trails Threats Political Climate / County Level Regulations and Practices • Politics • Politics • Political climate • Lack of support from politicians • Vocal minority • Shift in political atmosphere to reduce government support for amenities • County politics • BOCC • Cooperation with BOCC • County intervention • County take-over • Changing boards – changing priorities for parks use • Ever changing Regulatory Rules, unfunded mandates • Lack of specific code to allow enforcement of trail closure Funding Issues • Threat: difficult financing • Decrease in funding jcprd legacy plan | 18

• • • • • •

Lack of funding Budget cuts Decline in funding from mortgage reg. fees at the county.

Diminishing funding along with increasing costs Funding Funding issues within school district for fee-based education programs

Loss of Greenspace • Loss of open space • Selling of parkland • Selling of parkland • Board wanting to sell land Competition • Competition for services • Cities duplication of JCPRD services • Duplication of services • Competing demands for services • Other providers Environmental Concerns • Bio-threats: climate change, invasive species, management of diversity of biota • Invasive • Biological issues – invasive • Air quality • Invasive plants and animals • Water quality • Overuse of sensitive park canals • Water quality degradation with increased urbanization Stress on Existing Resources • Aging park equipment and infrastructure – maintains quality • Over use of resources Limited Vision • Lack of “freedom” to grow the parks • Unwillingness to experiment with new ways of providing recreation experiences Community Support/Coordination • Edgerton’s frustration with lack of development of Bull Creek Park • Antiquated community thinking • Community/Leadership opposition to additional taxes • No-tax folks • Lack public participation • Exclusion from the knowledge plans of community • Use of Technology to interact with the public [loss of personal contact with park users] Trends within County Development/ Available Workforce • More privatization of fitness and rec. programs • Development housing – loss of buffer • [Lack of ] Qualified work force

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3. Identification of Priorities Each member of the Advisory Committee and Working Group was asked to write three priorities for the future of Johnson County Park & Recreation District. The priorities are meant speak to the immediate future, the next 10-15 years, which is the range of time that will be considered in the strategic planning process. Items were to be listed in no particular order. The summary below represents a word for word transcription of priority sets put forward by meeting attendees.

1. “Emphasization” of importance of P&R to your well-being 2. Clearly defining City and County roles in P&R 3. Park land Development.

1. Secure Additional Long-Term Funding 2. Trail Development 3. Address diversity and special needs 1. Develop natural Surface Trails at Cedar Niles 2. Develop Oak Ridge House 3. Interior M.U.P. Connection 1. Develop existing park land 2. Funding increase 3. Increase communication with other agencies 1. Maximize the quality of every facility 2. Don’t know enough to recommend 2 & 3 1. Develop the undeveloped parkland 2. Fund defined maintenance 3. Don’t forget northeast JoCo. 1. Develop existing parkland 2. Continued expansion of Streamway Parks 3. More funding 1. Protect, conserve, restore large masses of greenspace (native) 2. Keep passive recreation a high priority (hike, etc.)

3. Continue to nurture partnerships 1. Additional Funds 2. Open Parks 3. Add Staff 1. Better Relationship and/or partnership with J.C. Facilities Dept.

2. Open Park Land 3. N.E. Program presence 1. Preserve open green space for future 2. Maintain current developed aging facilities 3. Increase funding.

1. New Funding 2. Open Future park land 3. Repair what we have 1. Developing Open Space 2. Leadership in Trails/Land preservation 3. Funding 1. Purchase land for future 2. Develop existing land jcprd legacy plan | 20

3. Repair/ Improve infrastructure 1. Acquire land (access) 2. Develop it (parks) 3. Maintain it 1. Develop existing Parks 2. Complete bike trail system 3. More partnerships with cities and private sector 1. Increased funding for Park acquisition and Development 2. Increased funding for operation staging infrastructure 3. Protect and enhance nature, natural resource and education 1. Become more diverse.

2. Increase funding.

3. Increase Green space 1. Move all facility maintenance to tax funding 2. Provide Camping Services in JoCo 3. Open new parks and trails 1. Adequate, stable funding for sustainable growth and program 2. JCPRD Board that is well-educated and devoted to sustainable park system (non-political).

3. More focus on undeveloped green space and trail connectivity three-owl county.

1. Educate about the value of open space.

2. Adequate Funding 3. Continue partnerships and cooperation with cities and county 1. Maintenance and replacement of aging infrastructure 2. Development of new parks/trails 3. Added program/facility opportunities 4. Next Steps Following the review of the Advisory Committee notes-- shown above in their “raw� form of word-forword transcription a summary of the meeting will be shared with the Advisory Committee and Working Group.

The format in which the S.W.O.T. Analysis is summarized will follow the direction from this review; potential formats include the raw form above, an edited summary of the points shared (consolidated, potentially less politically pointed bullet points), or an executive summary that is formed by the themes identified in italics. The number of responses submitted for each theme can be noted to represent the level of support for each item. Likewise, priorities identified by the attendees can be shared as workshop note transcriptions or consolidated and summarized by theme, again with frequency of mentions recorded.

Strengths, weaknesses, opportunities, threats and priorities identified by the Advisory Committee and-- in an earlier workshop-- by the JCPRD Board of Park and Recreation Commissioners, will be understood within the context of public and stakeholder feedback as a comprehensive community vision. Additional stakeholder outreach is being planned to obtain feedback from diverse members of the Johnson County community. The planning team will construct the framework of the community vision using a summary of themes identified from the public and stakeholder outreach. This framework will serve as a filter through which JCPRD and Johnson County conditions, practices, and trends will be evaluated to inform draft recommendations for the strategic vision of Johnson County Park & Recreation District.

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jcprd legacy plan | 22

1.03 Stakeholder

Feedback

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A. Summary of Internal JCPRD Feedback Stakeholders: Park, Golf Course & Streamway Operations Recreation Operations Park Safety and Outdoor Education Operations Administrative Services

Common Themes Messaging JCPRD to Community | Recreation Operations + Administrative Services • Communicate true value of JCPRD in terms of impact to community • Cross-branding opportunities within the parks system Safety Concerns | Recreation Operations + Park Safety and Outdoor Education Operations • • • •

Access for emergency responders must be considered in trail and park development Appropriate safety measures to address risks of proposed programs should be planned Security of existing facilities can be improved: gates, key card access Overnight camping will pose new safety challenges: alcohol use/abuse; sex crimes expected to escalate • Develop parks + facilities maintenance plan to maintain safe environment JCPRD Organization Structure | Park Operations + Recreation Operations + Administrative Services • Efficient cooperation limited by separate park and recreation operations • Park maintenance efficiencies may benefit from hybrid centralization • Enterprise operation: fees can create obstacles to participation Operational Requirements: Personnel and Physical Needs | All Stakeholder Groups • Staff and resources are needed to address deffered maintenance • Staff and resources will be needed to accommodate future development and native restoration efforts Need for Improved Internal Coordination and Practices | All Stakeholder Groups • Establishment of formal operational processes can improve productivity • Standards and guidelines will maximize development + operation efforts • Redefined budget practices + scope of staff positions will inform planning Opportunity to Further Engage Technology | Park Operations + Park Safety/Outdoor Ed. + Administration Services • Increase operational functions within JCPRD: monitor, communicate • Improve level of service to user: safety features, amenities jcprd legacy plan | 24

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

JCPRD has the ability to offer services, events, programs and facilities which other agencies cannot provide.

Existing role includes: • High level, well maintained, safe parks • Large regional parks and trail system • Quality staff + programming, including: introductory youth sports, competitive swimming, outdoor education Potential, future role of JCPRD may include: • New features: greenhouses, community gardens, introductory golf courses, recreation lake, prairie center • Increased focus on resilient landscapes within parks: restore and preserve native landscapes including prairies • Expanded programs: year round swim instruction, increased focus cultural arts, additional open gym time • Additional enterprise programs: adventure/extreme sports: climbing centers, skate parks; birthday parties, programming for preschool age children and stay-at-home parents • Nature sports: water-skiing and jet-skiing, overnight camping; hunting discouraged from a safety standpoint

02 The evolution of Johnson County Park and Recreation and your expectations for the future.

JCPRD history and development • JCPRD originated as a “park district” and was expanded to include recreation • The role of park police has evolved to include a wide-range of duties that compliment the public safety mission • In 2004, planning & development staff shifted from park development to planning park maintenance projects • JCPRD has not had an increase in funding since 2008; in that time, maintenance costs have been increasing; Trends in parks and recreation landscape of Johnson County: • Parks and recreation functions increasing in popularity: off-leash areas, concerts, multi-generational programs • Parks and recreation functions decreasing in popularity: diving, water polo, • Constant decline in usage of JCPRD sports facilities: across all sports • Parks and recreation functions which are evolving: 50+ is a growing population that needs to be redefined • Increasing environmental concerns including aquatic invasives, emerald ash borer, and climate change • Increasing competition in the area of recreational programming and events; public and private sector Expectations for the future: • Acknowledge diversity in Johnson County and evolve to serve changing community needs • Develop undeveloped parkland; use signature elements to differentiate JCPRD facilities from local offerings • As staff expands, build a diverse team; including: diverse capabilities, backgrounds, areas of expertise • Optimize use of existing JCPRD parks and facilities through programming and proper maintenance • Increased priority on natural resource management, restoration and preservation of resilient native landscapes • Pursue opportunities to grow Heritage History Lab program as demand for outdoor education program grows • Serve growing populations and interests: engage aging population, meet growing interest in soccer • Improved operational strategies: expand efforts to pursue grant funding; active, real-time outreach to public • Planning for development will consider functional demands that will be placed on JCPRD by future parkland

03 The past and current partnerships between JCPRD and various organizations and municipalities.

• • • • •

Partnership with volunteers from the community: monitor invasives Partnerships with private sports leagues: use of JCPRD facilities JCPRD very aware of competition; overlap of programming may be addressed with increased communication Contract labor relationships, including: sound/lighting systems and trash pickup at Theatre in the Park Programming partnerships in non-JCPRD facilities: functional; some scheduling and branding issues

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners.

• • • •

Explore opportunities for revenue generation with private-public partnerships, including leases Consider contracting out select maintenance task for resource efficiencies: cost savings and staff time Connect with outside agencies to partner on native area restoration and management Expand corporate and philanthropic outreach

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A.01 Park, Golf Course & Streamway Operations Stakeholders: Park Managers Specialized Park Services Planning & Development Staff Golf Superintendents & Managers Parks & Golf Course Staff JCPRD Field Biologist

Common Themes JCPRD Organization Structure • Currently, decentralized maintenance facilities: consider operational advantage of centralizing select activities • New park development may prompt certain centralizations: mechanic; central shop + smaller satellite shops • Potential compromise between centralized and decentralized park organization is a regional structure • Funding structure: parks operate out of individual budgets; some generate revenue; shelter fees fund recreation • Structure of two distinct departments, parks and recreation, allows for certain functions to fall through gap • Due to lack of recreation funded maintenance staff, recreation facility maintenance falls on park funded staff Operational Requirements: Personnel and Physical Needs • Deffered maintenance concerns including: park and facility infrastructure, shelters, trails, Midland parking lot, Roeland Park aquatic dome, beaches and beach houses • Fleet maintenance and equipment replacement • Skilled trade staff: for example, mechanic; successional planning for skilled trade: example, carpenter • Staffing challenge: skilled trade gap in labor force: shop classes have been eliminated from most high schools • Maintenance position dedicated to the care of facilities • General construction employees • An individual whose exclusive role will be to evaluate upcoming (next 5 years) maintenance projects • Small, dedicated natural resource staff and funding source for prairie restoration Need for Improved Internal Coordination and Practices • Absence of formal service request: impedes efficiencies; services not accounted for in cost recovery of facility • Potential for centralized ordering; would require standardization; currently: dog waste bags, large equipment • Take advantage of purchasing power through county contacts • More clearly defined staff roles and most impactful planned use of skilled staff; current roles may be inefficient • District-wide O+M planning/guidelines; level of maintenance/care standards; asphalt maintenance program • Better define responsibility of park budget: capital improvement budget operating outside of typical scope • Absence of sinking funds impeded maintenance budget practices and may encourage deffered maintenance Opportunity to Further Engage Technology • Benchmarking + performance monitoring: system of assessing/evaluating park condition against standards • Consider Wi-Fi as an amenity in select parks/areas; improved internet access in staff areas for communication jcprd legacy plan | 26

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

• Playground inspections • Plumbing • Welding • Chemical applicators • Mechanical • Universal trail assessment Potential, future role of JCPRD may include: • Greenhouse: could grow appropriate plant material and use an an educational component; may not be financially viable due to cots to heat and low cost of purchasing annuals • Community gardens: opportunity for partnership with Johnson County; consider NE part of county especially; elsewhere, re-imagine trend to serve suburban community • Restore native landscapes to promote ecosystem services; example, propagate milkweed for monarchs • Carve a niche in the golf market: introduce players to the game; short course less expensive + quicker to play • Par 3 course at Tomahawk; more needed at Tomahawk than Heritage (as suggested in MAP2020)

02 The evolution of Recreation Operations, and expectations for the future.

Recent JCPRD budget history • CIP dollars have been reduced since 2008 from $200,000 to $150,000; $25,000 used to fund recreation • Maintenance costs have been increasing; deffered maintenance costs more than preventative care in longterm Current functions of Park, Golf Course & Streamway operations within JCPRD • Consistent, long-term area planning: replace roads in sections; understand permits/regulations/approval • JCPRD facility custodial staff (more staff members than all of parks staff) Changes within Park, Golf & Streamway operations • Prior to 2004, planning for park maintenance was the responsibility of individual park mangers • In 2004, planning & development staff shifted from park development to planning park maintenance projects • Pro: central “big picture” thinking; Con: parks staff does not report to planning & development staff Trends in parks and recreation landscape of Johnson County: • Significant competition in golf course market • Aquatic invasives will soon cause major maintenance concerns • Heavy use and demand for off-leash areas: consider fee and key card access; invested users treat area with care Expectations for the future: • Expand and maintain existing natural resource inventory (current focus: documentation of ash trees) • Grassland management plan: remove invasives, wildlife management, prescribed fire • Develop undeveloped parkland • Diversify capabilities: hire new staff and train in best practices • Use signature elements to encourage participation at Heritage + Tomahawk golf courses vs. rely on low price As future parks and trails are developed, the following key items must be considered: • Additional maintenance equipment will be needed • Phasing plan tied to staffing • Planning & development staff will focus on development; manpower will be needed to plan maintenance work • Accessibility of trails for use by maintenance and construction equipment and trucks 03 The past and current partnerships between JCPRD and various organizations and municipalities.

•

Volunteers assist in tracking invasive species in parkland; may be sacrificing control for reduced labor costs

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners.

• • •

Agricultural and cell tower leases: source of revenue Consider contracting out certain maintenance tasks to free up skilled staff: for example, mowing at the theatre Consider contracting out maintenance tasks for recreation facilities: HVAC, plumbing, electrical work

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A.02 Recreation Operations Stakeholders: Recreation Department Leadership

50+ Manger and Specialists

Sports Fields Staff & Managers

50+ and Fine Arts Staff

Sports & Facilities Managers

JCPRD Theatre Staff

Sports & Facilities Staff

(Theatre Advisory Board also represented)

Registration Staff Kansas City Blazers

Common Themes Messaging JCPRD to Community • Beyond marketing program in catalogue, tell the story of the value that JCPRD provides to community • Targeted outreach and strategies; example: follow-up with participants regarding related programming • Rethink/rebrand identity of certain sectors: grow swimming beyond a country club sport/ redefine 50+ Safety Concerns • General JCPRD facilities maintenance plan needed to ensure safe environments • Improve safety within theatre parking lot with additional lighting and adjustment to vehicle flow: one gate JCPRD Organization Structure • Enterprise operation: must operate on 70/30 self-sufficiency; fees can create obstacles to participation • There are challenges and a perceived rift between parks and recreation sides of JCPRD • In need of business perspective/ market research; short term actions come at expense of long term success Operational Requirements: Personnel and Physical Needs • Aging facilities with deffered maintenance needs; level of facility impacts use and sucess of programs/ leagues • Beach house at Shawnee Mission needs significant improvement • Improvements at Theatre in the Park: cast/crew parking; changeable entrance sign; stage cover; rebuild walls • Appropriately funded new facilities: not necessarily a senior or community center • Lack of central location for 50+ and Fine Arts is a challenge • JoCo lacks high level, dedicated indoor competition pool facility: could serve additional uses; “Want” vs. Need • Appropriate level of funding needed for additional full-time staff; current staff stretched to the limit • 50+ and Fine Arts staffing challenges: evening and weekend availability • Seasonal, dedicated maintenance staff position for Theatre in the Park, April-September • Fee structure: must be evaluated for appropriateness to community and revenue generation ability • Operational hours may need to adjust: evening hours for 50+ programming to serve working seniors Need for Improved Internal Coordination • Must bring the right people to the table to determine appropriate use of limited funding for maximum impact jcprd legacy plan | 28

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

Existing strengths of the District include: • Quality personnel: dedicated staff, market leadership and innovation • Quality programming, including: child services, 50+, competitive swimming (self-sufficient) Prior to investing in significant facility updates or development, evaluate appropriate level of future investment: • Roeland Park Pool: currently loses money; value as community service; consider location within community • Kansas City Blazers, future of program requires further discussion; consider larger, local recreation landscape Potential, future role of JCPRD may include: • Expansion of existing role: year round swim instruction; expanded cultural arts program; open gym • Additional enterprise programs: adventure/extreme sports: climbing centers, skate parks; birthday parties, programming for preschool age children and stay-at-home parents

02 The evolution of Recreation Operations, and expectations for the future.

Specific functions of recreation are operating out of the district norm, these programs include: • Although 50+ and Fine Arts are fee-driven program, some salaries within these programs are tax supported • Addition of New Century Fieldhouse and diversion of resources created some animosity.

• Kansas City Blazers not looking for growth: currently at capacity Trends in recreation landscape of Johnson County: • Acknowledge diversity in Johnson County and evolve to serve changing community needs • Diving and water polo are decreasing in popularity • Constant decline in usage of JCPRD sports facilities: across all sports • 50+ is a growing population; for JCPRD to remain a leader in sector, must evolve approach to this demographic • Desire for locations/programs which can serve an entire family (has been a key driver for community centers) • Concerts are growing in popularity • Olathe will continue to expand programming at new community center; venturing into 50+ programming Expectations for the future: • As staff expands, build a diverse team; including: diverse capabilities, backgrounds, areas of expertise • New Century to remain youth focused; Okun Field House to become more adult focused (alcohol sales) • King Louie Building could provide space for 50+ and/or Fine Arts programming Opportunities to optimize use JCPRD Facilities: • Maximize value and use of gathering spaces within JCPRD facilities and parks: seminars and interpretation • Okun Field House: 5 elementary schools located within 3 miles of facility; opportunity for afterschool events • Indoor facility usage high between 4:30-9:30; explore ways to activate/use/rent space in non-evening hours • Shelter by theatre: rented 5-10/40 show nights/year; consider: cater dinner, back stage BBQ, additional uses

03 The past and current partnerships between JCPRD and various organizations and municipalities.

• • • • • •

Soccer and football at Heritage park are good partnerships; explore possibility for sharing of expenses JCPRD very aware of competition; overlap of programming may be addressed with increased communication Programming partnerships in non-JCPRD facilities: functional; some scheduling and branding issues 50+ partnerships include: local churches, Prairie Village Community Center, JoCo Sunset Building in Olathe Roeland Park Community Center: city and county value relationship; big investment decisions upcoming No desire to change contract relationships at Theatre in the Park: rent sound/lighting system; trash pickup

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners.

Explore Revenue Potential of Private-Public Partnerships • Opportunities to lease JCPRD-owned properties as a revenue generator; expand current practice • Consider best model for facilties such as adventure/extreme sports facilities: potential for private partnership

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A.03 Park Safety + Outdoor Education Stakeholders: JCPRD Park Police Officers JCPRD Park Police Leadership Ernie Miller Nature Center Team (Staff & Managers)

Common Themes Safety concerns: • Overnight camping will pose new safety challenges: alcohol use/abuse; sex crimes expected to escalate • Areas difficult to observe: SMP observation tower and parking lots which are not adequately lit • Access to undeveloped property/vacant housing is an issue; ATV’s often needed to patrol/police property • Trail safety: unpaved, naturalized trails difficult to access in emergency; additional signage needed on trails.

• Electronic card system preferred: keys are inherently compromised; prioritize buildings with most value Operational Requirements: Personnel and Physical Needs • Additional parklands will bring additional safety staffing and connectivity needs • Sub-stations will be needed to serve future parks • Park Police staffing challenges: specific fit needed, scheduling issues, 2 yr. training period, high initial turnover • Mid-America complex needs gates; do not wait for an incident: gates at Mid-Century installed after AC theft • Nature Center amphitheater: small, trail by stage, deteriorating structure; potential location west side property • Indoor facility space for Heritage History Lab at Oak Ridge: restrooms, lunch area, and space for bad weather Need for Improved Internal Coordination • Special events and rentals: police are not always notified of shelter rentals. Efficient/consistent system needed.

• Determine metric to calculate new officers needed for future parks; considered in planning for development Opportunity to Further Engage Technology • Security cameras (wireless) in parking lots and entrances: deter crime and determine identity; potential for remote surveillance (to supplement patrol) • Incorporate technology in some way to increase safety and orientation on trails • Trail phones: trail meters are marked but it is hard to call for help since many park areas do not get cell service • Consider electronic/higher-tech gates: manual gates are time consuming jcprd legacy plan | 30

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

High quality trail provider • Paved and unpaved trails: the appeal of unpaved trails is that they are wild; unique offering and outdoor use.

Interpretive Services •

JCPRD Police services: Living History, wildlife talks, outdoor recreation demonstrations, preschool programs, impromptu talks

Formal and informal discussions of the services JCPRD can provide the county which are unique to the districts ability as a county-wide parks and recreation organization have revealed several proposed concepts for future offers.

From a safety standpoint: • • •

Recreation Lake: water-skiing and jet-skiing are allowable Hunting should not be allowed in a park setting; more appropriate for a state property Overnight camping will bring new sets of significant concerns but should not be completely ruled out.

From an interpretive/education standpoint: • • •

A prairie center, specifically at the Kansas wildlife preserve (state property within Johnson County) would be a great opportunity for nature and Hunting should not be allowed in a park setting Overnight camping will bring new sets of significant concerns but should not be completely ruled out.

02 The evolution of Park Safety and Outdoor Education Operations, and expectations for the future.

The responsibilities of the park police have evolved to include a wide-range of duties that compliment the law enforcement and public safety mission (visibility acts as deterrence), including: • Visitor services • Resource protection • Cultural and environmental education and outdoor recreation opportunities Existing role within Johnson County: • • •

Public perception of JCPRD Park Police is similar to that of park rangers Police on foot, by vehicle, boats and bike; Designated bike patrol officer and safety aid: primarily on paved trails Very specific relationship with certain residents as police responsible for safety of immediate property: there are renters in all parks besides Kill Creek and Shawnee Mission Park.

Expectations for the future: • •

Park Safety and Outdoor Education departments expected to grow as cities continue to grow.

• Gardner/ Edgerton area expected to grow as Olathe has: significant and fairly rapid growth Heritage History Lab is maxed out on reservations; Need expected to continue to grow: Oak Ridge could be a great location for programming

03 The past and current partnerships between JCPRD and various organizations and municipalities.

• •

Good relationship with county sheriff and city police with strong mutual agreements Dispatch through county sheriff’s office and all police departments on the same CAT (communication) systems

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners.

If overnight camping becomes a new offering of the district, JCPRD may consider seeking new partners.

• •

Campsite management group (professional, private organization) Another option is a “camp host” program similar to system used in certain national and state parks. In this type of program campsite fees or reduced or waived in exchange for certain duties including welcoming guests, explaining rules and guidelines, checking for appropriate registration, communicating with park police and in some cases light maintenance or custodial duties.

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A.04 Administrative Services

Stakeholders: Human Resources Personnel Finances Personnel Information Technology Personnel

Corporate & Community Wellness Manager and Coordinators Administrative Staff

Community Relations Personnel

Common Themes Messaging JCPRD to Community • Cross-branding opportunities within the parks system: advertise JCPRD park from within another park JCPRD Organization Structure • Efficiencies of large organization: consider centralized purchasing including coordination with Johnson County • Desire to consider appropriateness of funding structures. Questions include, “should all services which are enterprise funded truly be enterprise funded?”

Operational Requirements: Personnel and Physical Needs • Need for physical space: some need for offices/working areas; primary need for small break out session, equipment and file storage areas.

• Expand diversity of staff • Successional planning needed to maintain strength of JCPRD: high quality employees • Struggle to find staff • Need to consider all staffing needs that would be required for new parks development and any/all expanded offerings.

Need for Improved Internal Coordination • Internal marketing to expose all staff to ongoing and new JCPRD services and volunteer opportunities • Formal work orders and help requests are not present. Productivity, planning and efficiency could be improved if established.

• The desire for central control for documents distributed, consistent messaging, branding and social media as well the desire for less rigid protocol for outreach through social media (to provide more active, real-time, on-line presence) were both present within the administrative services departments.

Opportunity to Further Engage Technology • Utilize skills of new technological age employees • Efficiencies and communications within JCPRD: interface with job applicants and employees; software (Consider: Oracle, CLASS) • Online program registration and community outreach • Determine and provide appropriate level of technology in parks and facilities

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

•

JCPRD has ability to offer services, events, programs and facilities which other organizations to not have the capacity to provide.

Strengths of the district include: jcprd legacy plan | 32

• • • • •

Accessible, professional staff that the public is comfortable with Quality programming Safe facilities and parks Large parks Connecting trails between cities; high quality trails

02 The evolution of JCPRD Administrative Services, and your expectations for the future.

• • •

JCPRD originated as a “park district” and was expanded to include recreation.

Municipal sales tax has increased but JCPRD has not had an increase in funding since 2008 The number of special events hosted by non-JCPRD local organizations has grown. JCPRD must provide service other organizations are not capable of providing.

Expectations for future include: • • • •

Engage aging population Serving growing interest in soccer Expand efforts to pursue grant funding Active, real-time outreach to public

03 The past and current partnerships between JCPRD and various organizations and municipalities.

• • • •

Cross-branding with Johnson County is confusing to public.

JCPRD needs separate identity from Johnson County and municipal parks and recreation departments within the county.

Connections to community organizations (as well as public) could be improved with JCPRD-wide social media content calendar (may include ability to schedule content release) Partnerships with philanthropic organizations have been consistent but to maintain JCPRD will need to continue to evolve outreach and offerings. Desire to stay in the lead, necessary to innovate to stay relevant.

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners.

• • •

Co-branding opportunities Strengthen “Friends of JCPRD” Expand corporate challenge outreach beyond older, established companies; connect with younger demographic data collection submittal | 33

B. Summary of Johnson County Departmental Feedback Stakeholders: Human & Community Services

Infrastructure

County Manager’s Office

Planning and Codes

Museum

Public Works / Stormwater

Health and Environment

Transit

MED-ACT

Airport Commission

Developmental Supports Human Services Central Services Facilities Management Sheriff’s Office

Common Themes The perceived trend for the role of JCPRD in county wide parks and recreation is it is consistent to growing over the past four years.

The strengths of JCPRD are its staff and its relationship with the Johnson County community.

The existing relationships between JCPRD and other Johnson County Departments are not as strong as they could be, and this may be leading to inefficiencies, missed opportunities, and duplication of internal services.

There is a desire to build and grow relationships and partnerships between Johnson County departments and JCPRD. Johnson County is continuing to grow and become more diverse. A focus of JCPRD’s evolution should include park and programming development to address all sectors of the Johnson County demographic.

Development of the current parkland should be a priority along with maintaining current resources.

JCPRD should be focused on services for the greater Johnson County community, and recognize the needs and opportunities present. jcprd legacy plan | 34

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

B.01 Human & Community Services • JCPRD has a great reputation and provides quality services • JCPRD has dedicated and passionate staff • The public does not understand the difference between city and county parks, but not sure if that is necessary • Accreditation shows commitment to best practices • HPO training is a strength • Before and after school care is a key role of JCPRD • 50 plus programming is a key role of JCPRD • JCPRD has a great reputation and public support • Perceived current trend for the role of JCPRD in county wide parks and recreation: • Static by consistent (0-1 years) • Static by consistent (4+ years) • Growing (4+ years) B.02 Central Services • JCPRD’s unique core services cannot be provide at a municipal level • The public does not understand the difference between various park and recreation service providers: JCPRD, municipalities, Blue Valley, etc.

• is an important resource for the residents of Johnson County • Strengths of JCPRD are that they are “top notch” and always on the “cutting edge” • Perceived current trend for the role of JCPRD in county wide parks and recreation: Growing (4+ years) B.03 Infrastructure • JCPRD is an important resource for the residents of Johnson County • Strengths of JCPRD are that they are “top notch” and always on the “cutting edge” • Perceived current trend for the role of JCPRD in county wide parks and recreation: • Static by consistent (2-4 years) • Growing (4+ years)

02 The changes to parks and recreation within Johnson County, and your expectations for the future.

B.01 Human & Community Services • Positive change has been the acquisition of parkland by JCPRD • Developments in NE Johnson County provide opportunities for greater JCPRD presence • Anticipate steady growth placing more demands to have parks developed and additional programming • Discussion of museum, library, and/or JCPRD merger; lukewarm internal response without details • See evolution of JCPRD to include development and programming for a growing demographic of elderly, low income, and minority status communities.

• Anticipate continued political pressure to do more with fewer tax resources (county wide) • Need for transportation and affordable day care are not being fully addressed within Johnson County B.02 Central Services • County is always in a growth role • Focus on integration with nature at the work place • Enhance cultural presence; parks and recreation can be a huge part of this effort • Develop land over time while maintaining current assets B.03 Infrastructure • Need for an increase in level of transit to parks and facilities • Engage unincorporated Johnson County / townships in planning and services

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• •

Anticipate need to increase enterprise to reduce mill levy support Growing need for adequate resources to maintain level of service and develop new parks

03 The past and current partnerships between JCPRD and various Johnson County Departments.

B.01 Human & Community Services • Recent improvements in coordination between JCPRD and Johnson County - opportunity to build and grow • Program partnership with Park Police - Museum • No overall strong partnership with JCPRD, but many discussions - Museum • Strong partner in Community Health Assessment - Health and Environment • Current partnership to place warning sirens within parks - MED-ACT • Partners for 20 years including Special Olympics, programs, and trips - Developmental Supports B.02 Central Services • Growing partnership and comfort level with Facilities Management • Landscape Architecture staff supports Facilities; Facilities provides construction budget assistance to JCPRD • ADA audit program is now tracking parks and recreation B.03 Infrastructure • • •

Existing strong partnership with Planning / Development / Codes No partnership in place with public works for the purchase of streamway No partnership in place for stormwater or coordination of trail and park access

04 Goals/ desires for future relationship and partnerships between JCPRD and Johnson County.

B.01 Human & Community Services • Continue communication and coordination • JCPRD involvement in branding and central services will reduce overlap and gain efficiencies • There are still boundaries between JCPRD and Johnson County departments where there should not be • Opportunity for partnership at King Louie facility • Opportunity for partnerships and programming with multiple departments centered on health and wellness • Funding available through partnerships including departments with grant writers on staff • Provide location identification markers within parks and along trails • Storm shelters within parks may receive FEMA funding • Destination inclusive playground • Expanded programming and events for special populations • Improved coordination at staff level between JCPRD and other Johnson County departments • Provide continuing eduction and technology courses • Sculpture Park • JCPRD would benefit from participating fully in county initiatives; previous strong resistance is changing • Current partnership to place warning sirens within parks - MED-ACT • Partners for 20 years including Special Olympics, programs, and trips - Developmental Supports B.02 Central Services • Continued growth of partnership and seek collaboration on major design and construction projects • Future expansion of Facilities “roof” program to include parks facilities

jcprd legacy plan | 36

•

Staff, partnerships, and programs are long term relationships that can grow and evolve

B.03 Infrastructure • Include unincorporated Johnson County / Townships in future planning • Connectivity of parks and facilities with Johnson County transportation improvements • Parkland dedication fees • Stormwater management strategic plan and BMPs • Trail routing and park access coordination • Opportunities for partnerships with Public Works and Stormwater

data collection submittal | 37

C. Summary of Municipality Feedback Main Focus Areas per Municipality C.01 City of Shawnee • Actively pursuing development of community center • Would like to avoid duplication of recreational services • Current focus is on trails and new park development: Eastsand Plant and Riverside Park • No current partnerships on programming with JCPRD • Existing partnership with JCPRD: County uses municipal facility to provide programming city cannot provide • Opinion of JCPRD role: large regional parks and trails, including trail and park development and land acquisition; 50+ travel programs; day care and OST program C.02 City of Leawood • Does not rely on JCPRD for programming, services, facilities; no desire to do so in future • Leawood’s main effort: new activity center • Additional, primary efforts include: trails and land acquisition and new park development; desire for additional parkland north of the city • Ironwoods Park master plan includes an amphitheater • Expect to build community center within 10 years • Would like to avoid duplication of recreational services • Interest in better understanding how JCPRD determines appropriate recreational programming to offer C.03 City of DeSoto • Appreciate JCPRD programming • Residents would love to see development of Reike Lake and Killcreek Trail Corridor • Potential partnership opportunity with JCPRD: better develop fine arts programming DeSoto Arts Council • Interest in additional practices fields C.04 City of Gardner • Appreciate JCPRD focus on regional parks • Trail development and JCPRD trail connections with Gardner: top priority • Concern about duplication of recreation programs in the long-run • Long-term interest in developing a community center • Partnership with JCPRD: have begun to partner on some programming at New Century field house • Opinion of JCPRD role: after-school program, regional tournaments at New Century, partner on 50+ programming C.05 City of Mission • No recreation relationship exists with JCPRD • Mission runs an active program with special needs population- very proud of it • JCPRD role: trail development has been good • Opportunity to partner with JCPRD: Turkey Creek trail is the next big project and municipality would need help C.06 City of Lenexa • JCPRD role: trail corridor continuation; senior programming; after school program • Sports fields but not many leagues; desire for more sports fields • Interested in developing a community center • Partnership with JCPRD: Lenexa built first segment of K-10 trail; larger vision

jcprd legacy plan | 38

C.07 Prairie Village • Trail connections are a huge interest • Want to build community center • Programming for all ages: desire to attract young families to Prairie Village • Practice fields for local teams C.08 City of Roeland Park • Future use of Roeland Park: benefit to Roeland Park community and to JCPRD • RP is open to JCPRD ideas to increase revenue generation • Discussion of NE JoCo County Approach: “Centers of Excellence” • Community Center: will get Google fiber • Future partnership: programming; if library goes away: tech center • Cross-promotion and communication desirable C.09 City of Westwood • No true recreation programming • City has purchased an old church: JCPRD could run programming out of church; senior or daycare programs desired • City also provides services to Westwood Hills and Mission Woods • Interest in increased JCPRD programming • Immediate focus will be on study of existing parks and available property: Entercom property at 50th and Belinder will be available soon C.10 City of Spring Hill • Appreciate JCPRD programming • Trail connections: desired trail connections include one north to Olathe and east to Heritage Park • Soccer fields: currently looking for soccer space • Park development: new park west side of Spring Hill Lake • Expand parkland with golf • Spring Hill is a growing community: new elementary school C.11 Springhill Recreation Commission • Only JCPRD program community participates in: 50+ • Commission runs all other programming: baseball and basketball must travel to other municipalities for games C.12 City of Fairway • Opinion of role of JCPRD: large parks and connecting trails; coordinate communication between cities • Interested in access to trail system • JCPRD partnership opportunity: Shawnee Indian Site; state owned in city limits; city would like to run but need help with land purchase C.13 City of Olathe • Opinion of role of JCPRD: large destination parks, sports facilities • Recreation programs should go back to local control • Would prefer JCPRD to stay away from competition/tournament fields • Need to update some existing trails: could JCPRD develop a “CARS” (“County Arterial Roads System) type program for trails?

C.14 City of Overland Park • Good partnership with JCPRD without an issue of duplication of services • Appreciate Coffee Creek Trail development and JCPRD foresight to acquire land • Desire to better understand maintenance and operations requirements of streamway trails • Opinion of JCPRD role: county focus should be on large regional parks and connectivity; county leadership for coordination of funding initiatives

data collection submittal | 39

• • •

Recreation centers should be left to the municipalities JCPRD partnership: JCPRD 50+ programming uses Overland Park facility Potential JCPRD partnership: mutual interest in land south of Overland Park; city can acquire property; underserved population in south east corner of the county • Would not want Heritage Park to compete with Rose garden as a demonstration farmstead; city and county should communicate prior to development C.15 City of Merriam • Appreciate JCPRD services within city • JCPRD takes the lead in recreational programming; City focuses on seniors and youth • JCPRD partnership: Turkey Creek Festival at Antioch Park • Interested in increasing trail connectivity: would like to connect Turkey Creek Trail to Overland Park trail; need JCPRD assistance; Shawnee Trail connection • Desire to join Merriam community center and pool facility • Cultural diversity within the community is significant and growing C.16 City of Edgerton • Bigger discussion needed with Gardner and Edgerton regarding fields at Big Bull Creek Park • Extremely interested in JCPRD recreational services and programming in their city: sports camps, clinics, after school programs; would need to be free to participants for now • City runs free break week programming and other youth programming • City runs active senior programming: would like to partner with JCPRD • Strong desire for Big Bull to be developed: tax payers are funding JCPRD without perceived payoff • Potential for an inter-modal area within BBCP (private partnership opportunity) and to sell wetland development acres • Trail development: currently no streamway connection C.17 Westwood Hills • JCPRD strength: large park land, nature programs, story hike at Antioch • Desire for future JCPRD role: more programming to connect children (especially lower income) with nature; baby boomer 50+ programming • JCPRD should continue to provide locations and facilities for youth sports • NE JoCo and Westwood Hills in particular have less of a JCPRD presence than majority of county: nearly no direct relationship with JCPRD • Westwood Hills has no parks and recreation staff; No overlaps in services with JCPRD • Some WH residents benefit from JCPRD supported programming at the Sylvester Powell or Matt Ross recreation centers • Residents cannot afford private clubs so there is an unmet need • Westwood Hills has strong traditions utilizing city “Green,” no expectation to change; during non-events space is passive; contract maintenance out and no desire to change • City has no availability to expand passive or active green space • In future, would like to see stronger relationship between NE JoCo and county to support city programming at city owned parks and facilities; transportation support for programming would be valued.

• If possible: JCPRD buys land and operates directly in NE JoCo; this model may not be more successful than programming out of city-owned facilities

jcprd legacy plan | 40

data collection submittal | 41

D. Summary of JCPRD Partners Feedback Stakeholders: Sports Clubs and Leagues Sports Management Associates 3&2 Baseball Club Heartland Soccer BVRC Challenger Sports Heart of America Volleyball Recreation Organizations Kansas City Outdoor Club Kansas City Flying Disc Club Johnson County Sailing EarthRiders

Community Services Boy Scouts of America SERTOMA Jewish Community Center Ecological Services Kansas Wildlands Regional Planning Agencies Greater Kansas City Interfaith Council United Community Services Mid-America Regional Council School Districts De Soto School District

Common Themes D.01 Sports Clubs and Leagues • Hold JCPRD and staff in high regard • Participation is growing • Always a need for practice and competition fields / artificial turf fields • Concern about the condition of some JCPRD fields and facilities D.02 Recreation Organizations • Very happy and appreciative of partnership with JCPRD • Looking to expand partnership and be more involved with JCPRD D.03 Community Services • Not as engaged with JCPRD on regular basis • Would like to expand relationship in most cases • SERTOMA is unique in this group D.04 Ecological Services • Strong partnership and respect for JCPRD • Looking for ways to expand partnership D.05 Regional Planning Agencies • Focus on the growing diversity and changing demographic in JoCo • See JCPRD as a partner and leader in these efforts D.06 School Districts • Appreciate OST services • Acknowledge budget constraints are county-wide and are looking for partnerships jcprd legacy plan | 42

01 The role of JCPRD in providing park and recreation services to the Johnson County community.

D.01 Sports Clubs and Leagues • JCPRD is regional parks •

JCPRD is early development programming, a feeder to competitive organizations

•

JCPRD is large regional destination parks and open space

•

JCPRD is primarily parks and open space, trail and trail connections to between cities

•

JCPRD needs to improve quality of facilities. They have been surpassed by locally run private clubs

•

JCPRD strengths are hight profile visibility, good communication with the public, and wide variety of programming

•

Development and exploitation of large facilities (Okun and New Century)

•

JCPRD strength is their programming and large facilities available at reasonable cost for youth involvement in competitive sports

•

JCPRD staff is exceptional to work with

•

Perceived current trend for the role of JCPRD in county wide parks and recreation: • Growing (4+ years) •

Growing (4+ years)

•

Growing (25 years)

•

Growing (as long as in existence)

D.02 Recreation Organizations • JCPRD has done a good job doing what they do •

JCPRD has a vision and a plan and are making smart decisions to get them where they want to be

•

JCPRD strength is their staff

D.03 Community Services • JCPRD has a great reputation and provides quality services •

JCPRD has dedicated and passionate staff

•

The public does not understand the difference between city and county parks, but not sure if that is necessary

•

Accreditation shows commitment to best practices

•

HPO training is a strength

•

Before and after school care is a key role of JCPRD

•

50 plus programming is a key role of JCPRD

•

JCPRD has a great reputation and public support

•

Perceived current trend for the role of JCPRD in county wide parks and recreation: • Growing (2-4 years) • Static by consistent (4+ years) • Growing (4+ years)

D.04 Ecological Services • JCPRD is a good partner D.05 Regional Planning Agencies • JCPRD strength is their visibility in the community

data collection submittal | 43

•

JCPRD appears to have more concern for community involvement with the greater metropolitan community

•

JCPRD can coordination cities and systems

D.06 School Districts • JCPRD provides before school and after school care •

JCPRD offers a variety of programs and services

•

Perceived current trend for the role of JCPRD in county wide parks and recreation: • Growing (4+ years)

02 The evolution of your recreation services and programming, and your expectations for the future.

D.01 Sports Clubs and Leagues • Growth in soccer •

Growth of lacrosse and rugby

•

Overlaps in programs: •

flag football

• •

youth baseball soccer camps and clinics

•

3&2 : growth,but competition from municipal leagues, other organizations, and other sports

•

Heartland: largest soccer in region; second highest per capita

•

Heartland: growth from 400 teams in 2004 to 1200 now

•

Heartland: realize they overuse the fields

•

BVRC: Volleyball is growing fast

•

BVRC: provides soccer camps and clinics

•

BVRC: provides football practice fields only

•

Challenger: has diversified from just summer soccer camps; now provide year round.

•

Challenger: looking for a partner to relocate headquarters and build a soccer complex

•

Heart of America: has transformed from adult organization to a junior club organization

D.02 Recreation Organizations • KCFDC - 10%-15% growth per year (400 members) •

KCFDC - Course in SMP and one in development for Heritage

•

EarthRiders: Mountain bikers and natural surface singletrack trail users have become more aware and respectful of damage they cause when using trails

•

EarthRiders: would like to see their organization grow

•

Earthriders: bring volunteers to offset and support JCPRD maintenance

D.03 Community Services • Cub Scouts are going through dramatic changes including increased camping •

Frustration because in some locations BSA has been priced out of the market

D.05 Regional Planning Agencies • KC Interfaith Council: we expect the current trends in growth, diversity, and need to increase

jcprd legacy plan | 44

•

MARC: major programs: • • • •

Regional Bikeways Plan Community Improvement Program Explore KC Trail use counters and pedestrian uses

D.06 School Districts • DeSoto SD: continue to add people to our school district and be additive for students •

DeSoto SD: decline in funding is the trend and they are looking for partners

03 The past and current partnerships between JCPRD and your organization D.01 Sports Clubs and Leagues • Sports Management Association: Field use for games and practice •

Sports Management Association: partners with JCPRD for use of fields at SMP and Heritage

•

3&2: use practice fields

•

Heartland: use Heritage and pay for maintenance and materials

•

JCPRD run volleyball leagues that give many kids a chance for first contact with the sport

•

JCPRD and HOA are complimentary in services provided

•

Growth of lacrosse and rugby

•

Overlaps in programs: •

flag football

• •

youth baseball soccer camps and clinics

•

3&2 : growth,but competition from municipal leagues, other organizations, and other sports

•

Heartland: largest soccer in region; second highest per capita

•

Heartland: growth from 400 teams in 2004 to 1200 now

•

Heartland: realize they overuse the fields

•

BVRC: Volleyball is growing fast

•

BVRC: provides soccer camps and clinics

•

BVRC: provides football practice fields only

•

Challenger: has diversified from just summer soccer camps; now provide year round.

•

Challenger: looking for a partner to relocate headquarters and build a soccer complex

•

Heart of America: has transformed from adult organization to a junior club organization with over 2,000 members just in the Johnson County area

D.02 Recreation Organizations • KCOC: assist with putting in and maintaining trails at Kill Creek •

KCOC: also use SMP, Antioch Park, Heritage Park and biking trails

•

KCOC: would like to explore this partnership further

•

KCFDC - partnership with course in Shawnee Mission Park

data collection submittal | 45

•

KCFDC: partnership with Corporate Challenge

•

JC Sailing Club: partner for use of the lake at Shawnee Mission Park as clubs home and offer a “come sail with us” day in the park and teach classes on sailing

•

EarthRiders: JCPRD has done a great job working with us to protect public resources

•

EarthRiders: good working relationship with JCPRD; volunteers perform most of the work

D.03 Community Services • BSA: Shawnee Mission Park has been the location of large scout events in the past •

SERTOMA: has a long standing partnership with JCPRD

•

SERTOMA: In the past 6-7 years this relationship has declined and there has been recent disappointment with the partnership

D.04 Ecological Services • JCPRD assisted with funding for Wildlands in Johnson County •

Bring resources and volunteer labor

•

Partners at the prairie in Ernie Miller

•

Have worked on Ogg Road Prairie

D.05 Regional Planning Agencies • JCPRD partnered with UCS in early 2000’s planning effort •

UCS partners with Health and Human Services

•

MARC: JCPRD is involved with the JoCo trails coordination committee

•

KC Interfaith Council: we expect the current trends in growth, diversity, and need to increase

04 Goals/ desires for future relationship and partnerships between JCPRD and community partners?

D.01 Sports Clubs and Leagues • Updates the Heritage Park football: concessions, restrooms, bleachers, parking and walks •

Need additional outdoor space for all sports

•

Sports Management Association: has potential funding for partnerships

•

Concern that JCPRD leases fields to private tournament organizations at sub-market rates

•

All teams need practice fields

•

Systematically replace all natural turf soccer fields at Heritage with artificial turf for larger tournament play

•

Maintain one premier natural turf field that is used less to keep in good shape

•

JCPRD could be a unifying force politically promoting health and wellness initiatives

•

Develop artificial turf multi-sport facilities that can be used by soccer, football, lacrosse, and field hockey.

•

Embrace local experts to help raise the level of player and coach education

•

If JCPRD had better fields they could outsource the league to us and we could run a first class soccer league

•

We would love to partner on an artificial turf field complex

•

Would like to see JCPRD keep providing and promoting physical and outdoor activities for the community

•

HOA: we hope to continue the close relationship in using the JCPRD facilities in the future

•

Continued availability of the large facilities for the growth of the sport of volleyball

jcprd legacy plan | 46

•

If feasible and justifiable, another large facility in the county would be great

D.02 Recreation Organizations • Use social media to attract younger participants and cross market activities •

Develop undeveloped lands

•

Provide a variety of uses and paved / unpaved trails

•

Also members of the Astronomical Society of Kansas City and are moving an observatory to Hillsdale; looking for partners

•

Youth programming with KCFDC

•

JC Sailing Club needs identified: • new ramp at SMP lake • storage for winter season • extended rental season • lower lake for regular repair and maintenance (3-5 years) • rehab sand access area • weather station at marine tied to weather underground • use of dog park

•

Keep on keepin’ on - they’re doing a great job

•

Would like to see the paved multi-use trail system continue to expand and improve

•

Continued mutually-beneficial work and cooperation

•

Honesty, i don’t know that it can get much better than it is at the moment

D.03 Community Services • BSA: locations for events to provide activities that individual units cannot do on their own •

BSA: need locations with storm shelters

•

BSA: would like to develop a stronger relationship with JCPRD

•

BSA has a district wide service project day that could be a partnership with JCPRD

•

SERTOMA: there is still a desire to partner with and raise money for JCPRD; JCPRD is still the main beneficiary of SERTOMA fundraising

•

JCPRD needs signature branding events: multiple partners and longevity for continued growth

D.04 Ecological Services • Address invasive species •

Identify and protect remnants in parks

•

Exploring grants to JCPRD is a good partner

•

Help protect pollinators

•

Would like to see JCPRD manage Prairie Center adjacent to Cedar Niles

•

Explore funding opportunities - grants

• Blue River headwater protection D.05 Regional Planning Agencies • UCS is working on a plan to address changing demographics in Johnson County •

Nonprofit partnerships are import for providing services

data collection submittal | 47

•

As Johnson County and the metropolitan area becomes more diverse, there will be a greater need for accessibility and relevance

•

Priority for Interfaith Council would be to establish a relationship which would allow programs to be more accessible to citizens of Johnson County

•

MARC: would like to see JCPRD lead Regional Bikeway Plan in K-10 corridor

•

MARC: JCPRD can be a leader in the Bio-Diversity Recovering Program

D.06 School Districts • More facilities through a financial partnership that can be shared between school district and county

jcprd legacy plan | 48

A. Public Open House and Online Input 01 In the past year which JCPRD parks and facilities have you visited? Approximately how often do you visit these parks and facilities? Why do you visit these parks and facilities?

• • •

Only developed parks and facilities not mentioned were: Mill Creek Activity Center and Sunflower Nature Park Most respondents who noted how often the visit parks and facilities ranged from several times a week to monthly Great variety in why people visit parks and facilities: • Paved and Natural Trails: walk, run, and bike • Mountain Bike Trails • Golf • Disc Golf • Dog Parks • Special Events • Trips • Athletic Fields; FCCJC, softball, baseball, soccer • Volleyball • Aquatics • Meal on Wheels delivery • Lakes – fish, sit and watch water • Playgrounds • Theater in the Park • Picnic • Education • Outdoor activities with kids • Bird Watching • Photography

02 In the past year which JCPRD recreational/educational programming has you and/or your family participated in? Do you know if these programs or activities were available through other public or private recreation providers?

Why did you select to participate in or attend these programs through JCRPD? •

•

What programs: • Volleyball • Softball • Roeland Park Swim Club - Stingrays • Roeland Park Swim Lessons • Blazers Masters Swimming • Ernie Miller walks and stories • 50+ hikes; day, regional and extended travel trips • Youth gymnastics Why JCPRD over other options: • KC Blazer Masters Swimming (JCPRD) - JCRPD generally is conveniently located in northern

JoCo. During the last few years, the masters swimming program has struggled to keep coaches,

had POOR communications about schedule variations, and often had programmed times with NO JCPRD staff including nearly 3 weeks this summer in lanes rented at Prairie Village pool. This is lost revenue for JCPRD and is driving away participant who want coached workouts.

data collection submittal | 49

• Master’s Swimming-public. There are other Master’s programs, but I chose JCPRD because of the group of swimmers, 1.5 hour workouts, location and ability to configure the pool multiple ways • Masters Swimming. This program is available at other private fitness centers. I participate through JCPRD because of the quality of the other swimmers and the coach provided.

03

What would be your top 3-5 priorities for the future of JCPRD? Why? How soon do you believe these priorities should be acted upon?

•

Priorities: • New Park Development (next 1-2 years) • Development of the Oak Ridge Mack House • Homestead Country Club partner with Prairie Village to maintain green space • New 50 m. indoor pool ( no dome) • 4th of July fireworks (fireworks anytime) • Connect people with the local ecosystem • Paved trails and trail maintenance / Connectivity • Natural surface and mountain bike trails (next 1-2 years) • Maintenance in existing parks and facilities • Education • Cyclocross area • Farmers Market / Community Gardens • Parks / facilities south of 435 • Splashpad / water play • Enforce dog park rules – especially in parking lots • Acquire land in larger allotments with parts to be kept wild • Develop more natural surface mountain bike trails • A second “New Century” in west or north part of county • Upgrade athletic fields / soccer complex • Nature Play / Destination Playground • Bicycle programming / events • Nature conservation / permaculture principals • Roeland Park renovations or new aquatic center (next 5 years) • Health of monarch butterflys

04 Please provide any thoughts regarding the current or future role of JCPRD in Johnson County parks and recreation, or specific JCPRD parks, facilities, programming, and events.

• • • • • • •

Keep in mind varying and changing needs in different parts of the community as a demographics adjust through time JCRPD has poorly managed its aquatics programming over the last few years. They are driving away customers and despite actively notifying JCRPD, they have been very slow to respond With an aging NE area demographic we will need more senior programming and coordination with city and retirement facilities. Transportation becomes a primary concern for this group Have done a great job so far / very happy with current parks Build and unite communities Improve communication for aquatic activities; make facility rental easier Inclusive / adaptive recreation programs are absent in our community – JCPRD has excellent resources and is uniquely positioned to be leaders in special recreation

jcprd legacy plan | 50

B. In-Park Public Engagement

Public Outreach Events B.01 Cars in the Park – Shawnee Mission Park 9.27.14 • • • • •

Would like a better trail to walk around SMP Lake. South side is hard.

Midland Drive cyclists are very dangerous conflict with cars. Need to widen road and make better access to SMP. Happy that JCPRD owns property at SW corner of SMP. Needs better signage at entry to SMP to direct to correct drive lanes.

Love the county trails, use then often.

B.02 Whimsical Woods – Ernie Miller Park 10.11.14 • • • • • • • • • • •

Would like to see trail development @ Cedar Niles, and nature play areas Would like to see development of cross-country trail @ Rieke Lake Would like to see a painted line on the streamway trails or a dedicated bike trail. Too many bike/pedestrian conflicts.

Parks are clean – doing a good job.

Mostly use Antioch Park.

Would like to see more dog parks.

Would like a huge spray park.

Could look at hike-to camp sites (lean-to facility) that could be rented. Or adopted camp sites and trail sections (like highway program) to keep them clean and maintained. Example at Finger Lakes area and Adirondack Trail.

Need better developed trail systems, especially in the parks, with various lengths and well-marked so you know how far and how challenging the trail is to walk. Look at Kensington, MI. More reserve-able shelters.

More paved trails for older folks in all parks.

B.03 Spooktacular Event – Roeland Park Community Center 10.18.14 • • •

More trails.

More published information about special events.

Enjoy “play days” @ Roeland Park CC, especially small size of groups, not crowded.

B.04 Senior Fest - Ritz-Charles 10.23.14 • • • • • • • •

Likes small trail loops Love the parks in general Uses SMP every morning for drive with coffee Need more equine trails!

Land at Woodland and Harrel in Olathe (7 AC) should be a park.

Supports swimming pools and community centers Improve restrooms at Stoll Park More bike trails!

data collection submittal | 51

MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Section II – Demographic Summary & Market Review Ballard*King & Associates (B*K) as part of a larger project team, has been tasked with assisting in the development of a master plan for the Johnson County Park & Recreation District.

The following is a summary of the basic demographic characteristics of the identified service areas along with recreation and leisure participation standards as produced by the National Sporting Goods Association, also included in participation information produced by the National Endowment of the Arts.

Service Areas: The goal of the master plan for the Johnson County Park & Recreation District is to provide guidance for the next 15 years. The Primary Service Area that has been identified is the boundaries of Johnson County proper. It is however, acknowledged that many of the parks and recreation facilities in the current inventory are more regional in nature and as such there are individuals from outside Johnson County using the facilities and programs.

Primary Service Areas are usually defined by the distance people will travel on a regular basis (a minimum of once a week) to utilize a facility or its programs. Use by individuals outside of this area will be much more limited and will focus more on special activities or events (tournaments, etc.).

Service areas can vary in size with the types of components that are included in a facility. A center with active elements (pool, weight cardiovascular equipment area, gym, track, etc.) will generally have a larger service area than a more passively oriented facility. Specialized facilities such as a sports field house, ice arena or large competitive aquatic venue will have even larger service areas that make them more of a regional destination.

Service areas can also be based upon a facility’s proximity to major thoroughfares. Other factors impacting the use as it relates to driving distance are the presence of alternative service providers in the service area. Alternative service providers can have an impact upon membership, daily admissions and the associated penetration rates for programs and services.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Service Area Comparison Chart: Johnson County Population: 2010 Census1 2014 Estimate 2019 Estimate Households: 2010 Census 2014 Estimate 2019 Estimate Families: 2010 Census 2014 Estimate 2019 Estimate Average Household Size: 2010 Census 2014 Estimate 2019 Estimate Ethnicity (2014 Estimate): Hispanic White Black American Indian Asian Pacific Islander Other Multiple Median Age: 2010 Census 2014 Estimate 2019 Estimate Median Income: 2014 Estimate 2019 Estimate Household Budget Expenditures2: Housing Entertainment & Recreation

1 2

544,179 562,750 592,125 212,882 220,833 232,754 145,262 150,063 157,676 2.53 2.52 2.52 8.0% 84.4% 5.0% 0.4% 4.5% 0.1% 2.8% 2.7% 36.4 37.1 37.7 $77,013 $90,270 140 141

Between the 2000 and 2010 Census the population of the County increased by a total of 20.6%.

This information is placed on an index with a reference point being the National average of 100.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Age and Income: The median age and household income levels are compared with the national number as both of these factors are primary determiners of participation in recreation activities.

The lower the median age, the higher the participation rates are for most activities. The level of participation also increases as the median income level goes up.

Table A – Median Age: 2010 Census 36.4 36.0 37.1

Johnson County State of Kansas Nationally

2014 Projection 2019 Projection 37.1 37.7 36.4 37.0 37.7 38.2

Chart A – Median Age:

38.2

38.5 37.7

38 37.1

37.5 Age

37 36.5 36 35.5 35 34.5 2010

2013 Primary Service Area

Kansas

2018 National

The median age in the Primary Service Area and the State of Kansas is below the National number. When developing parks and recreation master plans and facilities the lower median age points to the presence of families with children, which are primary users of parks and recreation facilities and programs. With that information in mind it must also be remembered that there are retirees and Baby Boomers in the Primary Service Area. That segment of the population continues to stay active longer, which makes them a significant market for programming and another key user of parks and recreation facilities.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Map A – Median Age by Census Tracts

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Table B – Median Household Income: 2014 Projection $77,013 $51,292 $52,076

Johnson County State of Kansas Nationally

2019 Projection $90,270 $59,611 $59,599

Chart B – Median Household Income:

$100,000 $90,000 Median HH Income

$80,000 $59,599

$70,000 $52,076

$60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2014

Primary Service Area

2019 Kansas

National

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Based upon 2014 projections for median household income the following narrative can be provided the service areas: In the Primary Service Area the percentage of households with median income over $50,000 per year is 69.9% compared to 52.2% on a national level. Furthermore, the percentage of the households in the service area with median income less than $25,000 per year is 11.6% compared to a level of 23.8% nationally.

The median household income for the State of Kansas is less than the National number while the income level is the Primary Service Area is greater. This higher median household income needs to be balanced with the overall cost of living for the service area. However, this higher median household income points to the ability to pay for parks and recreation programs and facilities.

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Map B – Median Household Income by Census Tract

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In addition to taking a look at Median Age and Median Income, it is important to examine Household Budget Expenditures. In particular looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation can provide a snap shot into the cost of living and spending patterns in the services areas. The table below looks at that information and compares the service areas.

Table C – Household Budget Expenditures3: Johnson County Housing Shelter Utilities, Fuel, Public Service Entertainment & Recreation

SPI 140 142 134 141

Average Amount Spent $29,352.31 $22,727.21 $6,625.10 $4,562.49

Percent 30.5% 23.6% 6.9% 4.7%

State of Kansas Housing Shelter Utilities, Fuel, Public Service Entertainment & Recreation

SPI 92 91 96 97

Average Amount Spent $19,340.48 $14,583.22 $4,757.27 $3,127.13

Percent 29.7% 22.4% 7.3% 4.8%

SPI:

Spending Potential Index as compared to the National number of 100.

Average Amount Spent:

The average amount spent per household.

Percent:

Percent of the total 100% of household expenditures.

Note: Shelter along with Utilities, Fuel, Public Service are a portion of the Housing percentage.

3

Consumer Spending data are derived from the 2004 and 2005 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI forecasts for 2012 and 2018.

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Chart C – Household Budget Expenditures Spending Potential Index:

160 140

SPI Number

120

100

100

100

100

100 80 60 40 20 0 Housing

Shelter Primary Service Area

Utilities, Fuel, Public Service Kansas

Entertainment & Recreation

National

Chart C, illustrates the Household Budget Expenditures Spending Potential Index in the service areas. There is a great deal of consistency between the Median Household Income and the SPI for Household Budget Expenditures. The SPI for the State of Kansas is lower than the National number while the SPI in the Primary Service Area is greater.

This information needs to be taken into account when developing fee structure and setting cost recovery goals for parks, programs and recreation facilities.

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Recreation Expenditures Spending Potential Index: Finally, through the demographic provider that B*K utilizes for the market analysis portion of the report, we are able to examine the overall propensity for households to spend dollars on recreation activities. The following comparisons are possible.

Table D – Recreation Expenditures Spending Potential Index4: Johnson County Fees for Participant Sports Fees for Recreational Lessons Social, Recreation, Club Membership Exercise Equipment/Game Tables Bicycles Camping Equipment Hunting & Fishing Equipment Water Sports Equipment Other Sports Equipment

SPI 151 152 152 123 150 81 133 137 127

Average Spent $177.54 $181.69 $254.20 $91.84 $43.71 $13.37 $54.50 $8.68 $9.92

State of Kansas Fees for Participant Sports Fees for Recreational Lessons Social, Recreation, Club Membership Exercise Equipment/Game Tables Bicycles Camping Equipment Hunting & Fishing Equipment Water Sports Equipment Other Sports Equipment

SPI 89 87 90 80 89 57 103 97 103

Average Spent $104.84 $103.82 $150.23 $60.14 $25.94 $9.34 $42.20 $6.12 $8.00

Average Amount Spent: The average amount spent for the service or item in a year.

SPI:

Spending potential index as compared to the national number of 100.

4

Consumer Spending data are derived from the 2006 and 2007 Consumer Expenditure Surveys, Bureau of Labor Statistics.

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Chart D – Recreation Spending Potential Index:

Recreation SPI Number

160 140 120

100

100

100

100

100

100

100

100

100

100 80 60 40 20 0

Primary Service Area

Kansas

National

The Spending Potential Index for Recreation in the State of Kansas is lower than the National number in most categories while the Index in the Primary Service Area is greater than the National number in all but one.

It is also important to note that these dollars are currently being spent, so the identification of alternative service providers and the ability of another facility to capture a portion of these dollars will be important.

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Map C – Entertainment & Recreation Spending Potential Index by Census Tract

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Map D – Primary Service Area Map:

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Population Distribution by Age: Utilizing census information for the Primary Service Area, the following comparisons are possible.

Table E – 2014 Primary Service Area Age Distribution (ESRI estimates)

Ages -5 5-17 18-24 25-44 45-54 55-64 65-74 75+

Population 38,088 105,428 45,593 154,876 79,527 69,592 40,277 29,369

% of Total 6.8% 18.8% 8.1% 27.5% 14.1% 12.4% 7.2% 5.2%

Nat. Population 6.3% 16.9% 10.2% 26.2% 13.7% 12.7% 8.2% 6.1%

Difference +0.5% +1.9% -2.1% +1.3% +0.4% -0.3% -1.0% -0.9%

Population:

2014 census estimates in the different age groups in the Primary Service Area.

% of Total:

Percentage of the Primary Service Area/population in the age group.

National Population:

Percentage of the national population in the age group.

Difference:

Percentage difference between the Primary Service Area population and the national population.

Chart E – 2014 Primary Service Area Age Group Distribution

Percentage of Population

30

26.2

25 20

16.9 13.7

15

12.7

10.2 10

8.2

6.3

6.1

5 0 -5

5-17 yrs

18-24

25-44

Primary Service Area

45-54

55-64

65-74

75+

National

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The demographic makeup of the Primary Service Area, when compared to the characteristics of the national population, indicates that there are some differences with an equal or larger population in the -5, 5-17, 25-44 and 45-54 age groups and a smaller population in the 18-24, 5564, 65-74 and 75+ age groups. The largest positive variance is in the 5-17 age group with +1.9%, while the greatest negative variance is in the 18-24 age group with -2.1%.

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Population Distribution Comparison by Age: Utilizing census information from the Primary Service Area, the following comparisons are possible.

Table F – 2014 Primary Service Area Population Estimates (U.S. Census Information and ESRI)

Ages

2010 Census

-5 5-17 18-24 25-44 45-54 55-64 65-74 75+

39,180 104,176 38,896 157,272 81,839 63,494 31,156 28,166

2014 Projection 38,088 105,428 45,593 154,876 79,527 69,592 40,277 29,369

2019 Projection 40,554 110,339 46,038 161,129 76,722 73,696 50,365 33,282

Percent Change +3.5% +5.9% +18.4% _+2.5% -6.3% +16.1% +61.7% +18.2%

Percent Change Nat’l +3.1% -0.5% -1.1% +5.3% -9.1% +16.5% +44.2% +17.7%

Population

Chart F – Primary Service Area Population Growth

180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 -5

5-17 yr

18-24 2010

25-44 2014

45-54

55-64

65-74

75+

2019

Table-F, illustrates the growth or decline in age group numbers from the 2010 census until the year 2019. It is projected that all of the age categories will see an increase in population, except that of the 45-54 age category. It must be remembered that the population of the United States as a whole is aging and it is not unusual to find negative growth numbers in the younger age groups and significant net gains in the 45 plus age groupings in communities which are relatively stable in their population numbers.

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Below is listed the distribution of the population by race and ethnicity for the Primary Service Area for 2014 population projections. Those numbers were developed from 2010 Census Data.

Table G – Primary Service Area Ethnic Population and Median Age 2014 (Source – U.S. Census Bureau and ESRI)

Ethnicity Hispanic

Total Population 45,080

Median Age

% of Population 8.0%

25.5

% of KS Population 11.6%

Table H – Primary Service Area Population by Race and Median Age 2014 (Source – U.S. Census Bureau and ESRI)

Race White Black American Indian Asian Pacific Islander Other Multiple

Total Population 475,050 28,126 2,302 25,595 319 15,974 15,384

Median Age

% of Population

39.3 30.6 33.9 33.5 28.7 26.9 15.7

84.4% 5.0% 0.4% 4.5% 0.1% 2.8% 2.7%

2014 Primary Service Area Total Population:

% of KS Population 82.7% 6.0% 1.0% 2.6% 0.1% 4.2% 3.3%

562,750 Residents

Chart G – Primary Service Area Non-White Population by Race

0.4% 5.0% 4.5% 2.7% 2.8% 0.10%

Black

American Indian

Asian

Pacific Islander

Other

Multiple

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Map E – Population Diversity Index by Census Tract

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Map E – Population Density by Census Tract

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Tapestry Segmentation Tapestry segmentation represents the 4th generation of market segmentation systems that began 30 years ago. The 65-segment Tapestry Segmentation system classifies U.S. neighborhoods based on their socioeconomic and demographic compositions. While the demographic landscape of the U.S. has change significantly since the 2000 Census the tapestry segmentation has remained stable as neighborhoods have evolved.

The value of including this information for the Johnson County is that it allows the organization to better understand the consumers/constituents in their service areas and supply them with the right products and services.

The tapestry segmentation system classifies U.S. neighborhoods into 65 distinctive market segments. Neighborhoods are sorted by more than 60 attributes including; income, employment, home value, housing types, education, household composition, age and other key determinates of consumer behavior.

The following pages and tables outline the top 5 tapestry segments in each of the service areas and provides a brief description of each. This information combined with the key indicators and demographic analysis of each service area help further describe the markets that Johnson County looks to serve with programs, services and special events.

For comparison purposes the following are the top 10 Tapestry segments, along with percentage in the United States: 1.

2.

3.

4.

5.

Up & Coming Families (12) Midland Crow (26) Green Acres (17) Salt of the Earth (25) Southern Satellites (42)

6. Midlife Junction (33) 7. Sophisticated Squires (06) 8. Exurbanites (07) 9. Rustbelt Traditions (32) 10. Boomburbs (04)

4.1% 3.2% 3.1% 2.7% 2.6% 15.7% 2.5% 2.5% 2.5% 2.4% 2.4% 12.3%

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Table I – Primary Service Area Tapestry Segment Comparison (ESRI estimates)

Boomburbs (04) Up & Coming Families (12) Aspiring Young Families (28) Suburban Splendor (02) Exurbanites (07)

Primary Service Area Cumulative Percent Percent 19.1% 19.1% 8.2% 27.3% 7.2% 34.5% 6.9% 41.4% 6.9% 48.3%

U.S. Households Cumulative Percent Percent 2.4% 2.4% 4.1% 6.5% 2.3% 8.8% 1.7% 10.5% 2.5% 13.0%

Boomburbs (04) – These communities are home to busy, affluent young families and is the fastest growing market in the U.S. It is also home to one of the highest concentrations of young families with children. The median age is 33.8 years and one-fifth of the residents are between 35-44 years of age. Most of the residents are white. For exercise these residents play tennis and golf, lift weights and jog.

Up & Coming Families (12) – This segment is Tapestry’s 2nd highest household growth market.

A mix of Generation Xers and Baby Boomers this segment is the youngest of Tapestry’s affluent family markets. Residents of these neighborhoods are young, affluent families with younger children. Most of the residents are white; however, diversity is increasing as the segment grows.

Aspiring Young Families (28) – Most of the residents in these neighborhoods are young, startup families, married couples with or without children and single parents. Approximately 2/3 of the households are families, 27% are single person and 9% are shared. The median age is 30.4 years and nearly 20% of the residents are in their 20s.

Suburban Splendor (02) – These residents are families who live in growing neighborhoods and married couple families with and without children comprise 8 in 10 of these households. The median age is 41.4 years and half of the population is aged 35-64 years. These residents are primarily white. These residents keep fit by working out weekly at a club or exercising on a treadmill or station bike at home.

Exurbanites (07) – These residents prefer an affluent lifestyle in open spaces beyond the urban fringe; 40% are empty nesters, another 32% are married couples with children still living at home and ½ of the householders are aged between 45-64 years. Their median age of 45.1 years places them directly between paying for children’s college expenses and caring for elderly parents. Most of the residents are white. They are very physically active; they lift weights, practice yoga and jog to stay fit.

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Sports Participation Numbers: In addition to analyzing the demographic realities of the service areas, it is possible to project possible participation in recreation and sport activities.

Participation Numbers: On an annual basis the National Sporting Goods Association (NSGA) conducts an in-depth study and survey of how Americans spend their leisure time. This information provides the data necessary to overlay rate of participation onto the Primary Service Area to determine market potential.

B*K takes the national average and combines that with participation percentages of the Primary Service Area based upon age distribution, median income, region and National number. Those four percentages are then averaged together to create a unique participation percentage for the service area. This participation percentage when applied to the population of the Primary Service Area then provides an idea of the market potential for various activities.

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Community Recreation Related Activities Participation: These activities are typical components of an active community recreation center.

Table J – Recreation Activity Participation Rates for the Primary Service Area Indoor Activities Aerobics Exercise w/ Equipment Gymnastics Hockey (ice) Volleyball Weight Lifting Workout @ Clubs Wrestling Yoga

Age 15.3% 18.1% 1.9% 1.2% 3.6% 10.7% 11.6% 1.1% 8.9%

Income 17.6% 21.3% 1.8% 1.4% 4.2% 14.4% 15.0% 1.2% 9.8%

Region 16.0% 22.8% 2.0% 1.1% 4.2% 13.6% 11.9% 1.4% 8.9%

Nation 15.3% 18.4% 1.8% 1.2% 3.5% 10.9% 11.8% 1.1% 9.0%

Average 16.0% 20.2% 1.9% 1.2% 3.9% 12.4% 12.6% 1.2% 9.1%

Outdoor Activities Archery (target) Baseball Camping Fishing (fresh water) Football (tackle) Golf Hiking Hunting w/ Bow Arrow Hunting w/ Firearms Kayaking Lacrosse Mtn-Biking (off-road) Skateboarding Soccer Softball Target Shooting Tennis

Age 2.9% 4.2% 13.8% 9.5% 2.7% 6.6% 13.8% 2.0% 5.6% 2.8% 1.0% 1.9% 1.8% 4.7% 3.5% 6.6% 4.4%

Income 4.8% 4.8% 17.7% 10.7% 3.0% 8.5% 15.9% 3.0% 6.9% 2.9% 0.9% 1.8% 2.1% 4.7% 4.1% 7.7% 5.1%

Region 4.1% 6.1% 19.3% 17.7% 2.6% 9.8% 14.9% 2.9% 10.1% 2.2% 0.6% 1.8% 1.7% 4.9% 4.3% 10.4% 3.8%

Nation 2.9% 4.1% 13.6% 9.4% 2.6% 6.6% 13.7% 2.0% 5.7% 2.8% 1.0% 1.8% 1.7% 4.5% 3.5% 6.6% 4.4%

Average 3.7% 4.8% 16.1% 11.8% 2.7% 7.9% 14.6% 2.5% 7.1% 2.7% 0.9% 1.8% 1.8% 4.7% 3.9% 7.8% 4.4%

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In / Outdoor Activities Basketball Bicycle Riding Cheerleading Exercise Walking Running/Jogging Swimming

Age 9.1% 12.7% 1.3% 33.2% 14.6% 16.2%

Income 8.8% 13.3% 1.6% 35.4% 16.7% 18.9%

Region 10.8% 13.7% 1.8% 36.6% 16.9% 16.6%

Nation 8.9% 12.4% 1.2% 33.4% 14.6% 15.8%

Average 9.4% 13.0% 1.5% 34.7% 15.7% 16.9%

Did Not Participate

Age 21.7%

Income 18.3%

Region 19.3%

Nation 21.8%

Average 20.3%

Age:

Participation based on individuals ages 7 & Up of the Primary Service Area.

Income:

Participation based on the 2013 estimated median household income in the Primary Service Area.

Region:

Participation based on regional statistics (West South Central).

National:

Participation based on national statistics.

Average:

Average of the four columns.

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Anticipated Participation Numbers by Activity: Utilizing the average percentage from Table-J above plus the 2010 census information and census estimates for 2014 and 2019 (over age 7) the following comparisons can be made.

Table K – Participation Rates Primary Service Area Indoor Activity

Average

2010 Part.

2014 Part.

2019 Part.

Difference

16.0% 20.2% 1.9% 1.2% 3.9% 12.4% 12.6% 1.2% 9.1%

78,417 98,525 9,185 6,001 18,890 60,639 61,484 5,855 44,712

81,575 102,493 9,555 6,243 19,651 63,081 63,960 6,091 46,513

87,392 109,801 10,236 6,688 21,052 67,579 68,521 6,525 49,829

8,975 11,276 1,051 687 2,162 6,940 7,037 670 5,117

Outdoor Activity

Average

2010 Part.

2014 Part.

2019 Part.

Difference

Archery (target) Baseball Camping Fishing (fresh water) Football (tackle) Golf Hiking Hunting w/ Bow Arrow Hunting w/ Firearms Kayaking Lacrosse Mtn-Biking (off-road) Skateboarding Soccer Softball Target Shooting Tennis

3.7% 4.8% 16.1% 11.8% 2.7% 7.9% 14.6% 2.5% 7.1% 2.7% 0.9% 1.8% 1.8% 4.7% 3.9% 7.8% 4.4%

17,983 23,489 78,755 57,843 13,344 38,434 71,212 12,072 34,575 13,102 4,292 8,871 8,888 22,972 18,867 38,252 21,633

18,707 24,435 81,927 60,173 13,882 39,982 74,080 12,558 35,968 13,629 4,465 9,228 9,246 23,897 19,627 39,793 22,504

20,041 26,177 87,768 64,463 14,872 42,833 79,362 13,454 38,532 14,601 4,783 9,886 9,905 25,601 21,026 42,630 24,109

2,058 2,688 9,013 6,620 1,527 4,399 8,150 1,382 3,957 1,499 491 1,015 1,017 2,629 2,159 4,378 2,476

Aerobics Exercise w/ Equipment Gymnastics Hockey (ice) Volleyball Weight Lifting Workout @ Clubs Wrestling Yoga

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

In / Outdoor Activities Basketball Bicycle Riding Cheerleading Exercise Walking Running/Jogging Swimming

Did Not Participate

*

Average

2010 Part.

2014 Part.

2019 Part.

Difference

9.4% 13.0% 1.5% 34.7% 15.7% 16.9%

45,925 63,655 7,194 169,422 76,787 82,444

47,775 66,219 7,483 176,245 79,880 85,765

51,181 70,940 8,017 188,812 85,575 91,880

5,256 7,285 823 19,390 8,788 9,436

Average

2010 Part.

2014 Part.

2019 Part.

Difference

20.3%

99,110

103,101

110,453

11,343

Note: The estimated participation numbers indicated above are for potential programs and facilities that could take place within a parks and recreation system. It should also be noted that the “Did Not Participate� statistics refers to all 51 activities outlined in the NSGA 2013 Survey Instrument.

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Participation by Ethnicity and Race: Participation in sports activities is also tracked by ethnicity and race. The table below compares the overall rate of participation nationally with the rate for Hispanics and African Americans. Utilizing information provided by the National Sporting Goods Association's 2013 survey, the following comparisons are possible.

Table L – Comparison of National, African American and Hispanic Participation Rates Indoor Activity

Primary Service Area

National Participation

Aerobics Exercise w/ Equipment Gymnastics Hockey (ice) Volleyball Weight Lifting Workout @ Clubs Wrestling Yoga

16.0% 20.2% 1.9% 1.2% 3.9% 12.4% 12.6% 1.2% 9.1%

15.7% 18.4% 2.0% 1.0% 3.6% 10.9% 12.3% 1.0% 8.0%

Outdoor Activity

Primary Service Area

National Participation

Archery (target) Baseball Camping Fishing (fresh water) Football (tackle) Golf Hiking Hunting w/ Bow Arrow Hunting w/ Firearms Kayaking Lacrosse Mtn-Biking (off-road) Skateboarding Soccer Softball Target Shooting Tennis

3.7% 4.8% 16.1% 11.8% 2.7% 7.9% 14.6% 2.5% 7.1% 2.7% 0.9% 1.8% 1.8% 4.7% 3.9% 7.8% 4.4%

2.9% 4.2% 13.6% 9.4% 2.8% 6.6% 14.8% 2.0% 5.7% 2.8% 1.0% 1.9% 1.9% 4.8% 3.7% 6.6% 4.8%

African American Participation 15.6% 14.7% 1.3% 0.6% 3.2% 10.1% 8.2% 1.8% 7.8%

Hispanic Participation

African American Participation 1.3% 2.9% 4.3% 3.8% 6.5% 2.6% 2.5% 0.6% 1.7% 1.2% 1.1% 0.7% 1.6% 2.4% 3.0% 3.0% 2.6%

Hispanic Participation

12.2% 15.5% 3.3% 1.4% 5.0% 9.2% 9.7% 2.3% 7.3%

1.9% 4.9% 8.1% 5.6% 3.7% 3.8% 9.8% 1.5% 2.2% 2.4% 1.7% 2.2% 1.9% 7.6% 4.0% 5.4% 4.4%

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

In / Outdoor Activities

Basketball Bicycle Riding Cheerleading Exercise Walking Running/Jogging Swimming

Primary Service Area

National Participation

9.4% 13.0% 1.5% 34.7% 15.7% 16.9%

9.0% 13.8% 1.2% 35.8% 14.0% 17.0%

African American Participation 13.2% 8.0% 1.4% 28.7% 15.2% 5.8%

*

Hispanic Participation 11.6% 11.3% 2.3% 28.1% 15.3% 10.9%

Primary Service Part:

The unique participation percentage developed for the Primary Service Area.

National Rate:

The national percentage of individuals who participate in the given activity.

African American Rate: The percentage of African Americans who participate in the given activity.

Hispanic Rate:

The percentage of Hispanics who participate in the given activity.

Based upon the fact that there is not a significant (greater than 10%) Hispanic or Black population in Johnson County the numbers above become less relevant. However, it needs to be remembered that the Johnson County continues to grow and grow in diversity. As the diversity of the County increases in these demographic characteristics and others it will be important to shift program focus to capture market share.

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Summary of Sports Participation: The following chart summarizes participation in both indoor and outdoor activities utilizing information from the 2013 National Sporting Goods Association survey.

Table M – Sports Participation Summary Sport Exercise Walking Exercising w/ Equipment Swimming Aerobic Exercising Running/Jogging Camping Hiking Bicycle Riding Workout @ Club Weightlifting Fishing (fresh water) Yoga Basketball Target Shooting Golf Hunting w/ Firearms Soccer Tennis Baseball Volleyball Softball Archery (target) Kayaking Football (tackle) Hunting w/ Bow & Arrow Mtn Biking (off road) Gymnastics Skateboarding Cheerleading Hockey (ice) Wrestling Lacrosse Nat’l Rank: Nat’l Participation: Primary Service Rank: Primary Service %: 5

Nat’l Rank5 1 2 3 4 5 6 7 8 10 11 12 13 14 16 17 18 20 21 23 24 25 30 31 32 37 38 39 40 45 47 48 49

Nat’l Participation (in millions) 96.3 53.1 45.5 44.1 42.0 39.3 39.3 35.6 34.1 31.3 27.0 25.9 25.5 19.0 18.9 16.3 12.9 12.6 11.7 10.1 10.0 8.3 8.1 7.5 5.6 5.2 5.1 5.0 3.5 3.4 3.1 2.8

Primary Service Rank 1 2 3 5 6 4 7 8 9 10 11 13 12 15 14 16 18 19 17 20 20 22 23 23 25 27 26 27 29 30 30 32

Primary Service Area Percentage Part.

34.7% 20.2% 16.9% 16.0% 15.7% 16.1% 14.6% 13.0% 12.6% 12.4% 11.8% 9.1% 9.4% 7.8% 7.9% 7.1% 4.7% 4.4% 4.8% 3.9% 3.9% 3.7% 2.7% 2.7% 2.5% 1.8% 1.9% 1.8% 1.5% 1.2% 1.2% 0.9%

Popularity of sport based on national survey.

Percent of population that participate in this sport on national survey.

The rank of the activity within the Primary Service Area.

Ranking of activities based upon average from Table-O.

This rank is based upon the 51 activities reported on by NSGA in their 2013 survey instrument.

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In addition to examining the participation numbers for various indoor activities through the NSGA 2013 Survey and the Spending Potential Index for Entertainment & Recreation, B*K can access information about Sports & Leisure Market Potential. The following information illustrates participation rates for adults in various activities in the Primary Service Area.

Table N – Market Potential Index for Adult Participation in Activities Adults participated in: Aerobics Archery Baseball Basketball Bicycling (mountain) Canoeing/Kayaking Fishing (fresh water) Football Frisbee Golf Hiking Hunting (rifle) Hunting (shotgun) Ice Skating Jogging/Running Pilates Soccer Softball Swimming Target Shooting Tennis Volleyball Walking for Exercise Weight Lifting Yoga Expected # of Adults:

Expected Number of Adults 46,287 10,094 18,791 35,313 20,973 25,859 50,270 21,174 22,345 51,305 52,992 16,092 14,680 12,900 69,011 14,588 18,062 15,156 80,746 20,043 22,540 15,958 134,691 55,933 38,481

Percent of Population 11.0% 2.4% 4.5% 8.4% 5.0% 6.2% 12.0% 5.1% 5.3% 12.2% 12.6% 3.8% 3.5% 3.1% 16.5% 3.5% 4.3% 3.6% 19.3% 4.8% 5.4% 3.8% 32.1% 13.3% 9.2%

MPI 124 87 100 101 125 115 97 101 116 130 127 83 87 120 129 125 115 106 122 106 126 107 115 126 128

Percent of Population:

Number of adults, 18 years of age and older, participating in the activity in the Primary Service Area.

Percent of the service area that participates in the activity.

MPI:

Market potential index as compared to the national number of 100.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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This table indicates that the overall propensity for adults to participate in the various activities listed is lower than the national number of 100 in only 4 instances. In many instances when a participation number is lower than the National number it can be attributed to a lack of facilities or an inability to pay for facilities and programs.

Note: Information is only available for adult sports participation from this source.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Below are listed those sports activities that would often take place either in an indoor community recreation facility, aquatic facility, or in close proximity to, and the percentage of growth or decline that each has experienced nationally over the last 10 years (2004-2013).

Table O – National Activity Trend (in millions) Indoor Activities Yoga6 Wrestling7 Aerobic Exercising Hockey (ice) Gymnastics Weight Lifting Workout @ Club Exercising w/ Equipment Volleyball

2004 Participation 6.3 1.3 29.5 2.4 3.9 26.2 31.8 52.2 10.8

2013 Participation 25.9 3.1 44.1 3.5 5.1 31.3 34.1 53.1 10.1

Percent Change +311.1% +138.5% +49.5% +45.8% +30.8% +19.5% +7.2% +1.7% -6.5%

Outdoor Activities Lacrosse Archery (target) Hiking Kayaking Tennis Target Shooting (live amo) Hunting w/ Bow & Arrow Soccer Football (tackle) Canoeing Hunting w/ Firearms Softball Golf Fishing (fresh water) Baseball Camping (Vaca/Overnight) Mountain Biking Skateboarding

2004 Participation 1.2 5.3 28.3 5.9 9.6 19.2 5.8 13.3 8.2 7.5 19.5 12.5 24.5 36.3 15.9 55.3 8.0 10.3

2013 Participation 2.8 8.3 39.4 8.1 12.6 19.0 5.7 12.8 7.5 6.7 16.3 10.0 18.9 27.0 11.7 39.3 5.2 5.0

Percent Change +138.5% +56.6% +39.2% +37.3% +31.3% -1.0% -1.7% -3.8% -8.5% -10.7% -16.4% -20.0% -22.9% -25.6% -26.4% -28.9% -35.0% -51.5%

6 7

Since 2007 growth rate.

Since 2007 growth rate.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

Indoor/Outdoor Running/Jogging Exercise Walking Basketball Bicycle Riding Cheerleading Swimming

2004 Participation 24.7 84.7 27.8 40.3 4.1 53.4

2013 Participation 42.0 96.3 25.5 35.6 3.5 45.5

*

Percent Change +70.0% +13.7% -8.3% -11.7% -14.6% -14.8%

2013 Participation:

The number of participants per year in the activity (in millions) in the United States.

2004 Participation:

The number of participants per year in the activity (in millions) in the United States.

Percent Change:

The percent change in the level of participation from 2004 to 2013.

For the past 10+ years Exercising Walking, Exercise w/ Equipment and Swimming have been in the top 3-4 activities. It is the opinion of B*K that this trend will continue, due to the fact that these activities touch all age groups.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Non-Sport Participation Statistics: It is recognized that most community centers are more than just sports oriented facilities. Participation in a wide variety of passive activities and cultural pursuits is common and essential to a well-rounded center. This information is useful in determining some of the program participation and revenue in the operations section of the report.

While there is not an abundance of information available for participation in these types of activities as compared to sport activities, there are statistics that can be utilized to help determine the market for cultural arts activities and events.

There are many ways to measure a nation’s cultural vitality. One way is to chart the public’s involvement with arts events and other activities over time. The NEA’s Survey of Public Participation in the Arts remains the largest periodic study of arts participation in the United States, and it is conducted in partnership with the U.S. Census Bureau. The large number of survey respondents – similar in make-up to the total U.S. adult population – permits a statistical snapshot of American’s engagement with the arts by frequency and activity type. The survey has taken place five times since 1982, allowing researchers to compare the trends not only for the total adult population, but also for demographic subgroups.8

8

National Endowment for the Arts, Arts Participation 2008 Highlights from a National Survey.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Table P – Percentage of U.S. Adult Population Attending Arts Performances: 1982-2008

Jazz Classical Music Opera Musical Plays Non-Musical Plays Ballet

1982 9.6% 13.0% 3.0% 18.6% 11.9% 4.2%

1992 10.6% 12.5% 3.3% 17.4% 13.5% 4.7%

2002 10.8% 11.6% 3.2% 17.1% 12.3% 3.9%

2008 7.8% 9.3% 2.1% 16.7% 9.4% 2.9%

Rate of Change 2002-2008 1982-2008 -28% -19% -20% -29% -34% -30% -2% -10% -24% -21% -26% -31%

Smaller percentages of adults attended performing arts events than in previous years.   

Opera and jazz participation significantly decreased for the first time, with attendance rates falling below what they were in 1982.

Classical music attendance continued to decline – at a 29% rate since 1982 – with the steepest drop occurring from 2002 to 2008 Only musical play saw no statistically significant change in attendance since 2002.

Table Q – Percentage of U.S. Adult Population Attending Art Museums, Parks and Festivals: 1982-2008

Art Museums/Galleries Parks/Historical Buildings Craft/Visual Arts Festivals

Rate of Change 2002-2008 1982-2008 -14% +3%

1982 22.1%

1992 26.7%

2002 26.5%

2008 22.7%

37.0%

34.5%

31.6%

24.9%

-21%

-33%

39.0%

40.7%

33.4%

24.5%

-27%

-37%

Attendance for the most popular types of arts events – such as museums and craft fairs – also declined.  

After topping 26% in 1992 and 2002, the art museum attendance rate slipped to 23 percent in 2008 – comparable to the 1982 level.

The proportion of the U.S. adults touring parks or historical buildings has diminished by one-third since 1982.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Table R – Median Age of Arts Attendees: 1982-2008

U.S. Adults, Average Jazz Classical Music Opera Musicals Non-Musical Plays Ballet Art Museums

1982 39 29 40 43 39 39 37 36

1992 41 37 44 44 42 42 40 39

2002 43 43 47 47 44 44 44 44

2008 45 46 49 48 45 47 46 43

Rate of Change 2002-2008 1982-2008 +2 +6 +4 +17 +2 +9 +1 +5 +1 +6 +3 +8 +2 +9 -1 +7

Long-term trends suggest fundamental shifts in the relationship between age and arts attendance.    

Performing arts attendees are increasingly older than the average U.S. adult.

Jazz concert-goers are no longer the youngest group of arts participants.

Since 1982, young adult (18-24 year old) attendance rates have declined significantly for jazz, classical music, ballet, and non-musical plays.

From 2002 to 2008, however, 45-54 year olds – historically a large component of arts audiences – showed the steepest declines in attendance for most arts events.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Table S – Percentage of U.S. Adult Population Performing or Creating Art: 1992-2008

Performing: Jazz Classical Music Opera Choir/Chorus Musical Plays Non-Musical Plays Dance Making: Painting/Drawing Pottery/Ceramics Weaving/Sewing Photography Creative Writing

Rate of Change 2002-2008 1982-2008

1992

2002

2008

1.7% 4.2% 1.1% 6.3% 3.8% 1.6% 8.1%

1.3% 1.8% 0.7% 4.8% 2.4% 1.4% 4.3%

1.3% 3.0% 0.4% 5.2% 0.9% 0.8% 2.1%

+0.0% +1.2% -0.3% +0.4% -1.5% -0.6% -2.2%

-0.4% -1.2% -0.7% -1.1% -2.9% -0.8% -6.0%

9.6% 8.4% 24.8% 11.6% 7.4%

8.6% 6.9% 16.0% 11.5% 7.0%

9.0% 6.0% 13.1% 14.7% 6.9%

+0.4% -0.9% -2.9% +3.2% -0.1%

-0.6% -2.4% -11.7% +3.1% -0.5%

Adults generally are creating or performing at lower rates – despite opportunities for displaying their work line.    

Only photography increased from 1992 to 2008 – reflecting, perhaps, greater access through digital media.

The proportion of U.S. adults doing creative writing has hovered around 7.0 percent.

The rate of classical music performance slipped from 1992 to 2002 then grew over the next six years.

The adult participation rate for weaving or sewing was almost twice as great in 1992 as in 2008. Yet this activity remains one of the most popular forms of art creation.

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MARKET ANALYSIS Johnson County Park & Recreation District Legacy Plan

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Table T – Percentage of U.S. Adult Population Viewing or Listening to Art Broadcasts or Recordings, 2008 (online media included)

Jazz Classical Music Latin or Salsa Music Opera Musical Plays Non-Musical Plays Dance Programs about the visual arts Programs about books/writers

Percentage 14.2% 17.8% 14.9% 4.9% 7.9% 6.8% 8.0% 15.0% 15.0%

Millions of Adults 31.9 40.0 33.5 11.0 17.8 15.3 18.0 33.7 33.7

As in previous years, more Americans view or listen to broadcasts and recordings of arts events than attend them live.   

The sole exception is live theater, which still attracts more adults than broadcasts or recordings of plays or musicals (online media included).

Classical music broadcasts or recordings attract the greatest number of adult listeners, followed by Latin or salsa music.

33.7 million Americans listened to or watched programs or recordings about books.

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Year # Escalation Rate

1

2

3 5%

4 5%

5 5%

6 5%

7 5%

8 5%

9 5%

10 5%

11 5%

12 5%

13 5%

14 5%

15 5%

15 5%

Summary by Legacy Element

Legacy Element

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

Regional Parks

$ 81,529,620 $ 126,505,827 $ 8,439,159 $ 5,767,239 $ 3,029,489 $ 3,773,239 $ 2,956,989 $ 4,192,239 $ 2,787,739 $ 4,432,239 $ 6,143,239 $ 4,158,239 $ 7,158,239 $ 9,192,989 $ 8,403,239 $ 6,443,604 $ 4,651,739 $ 9,670,631

Trails and Connectivity

$ 57,783,620 $ 93,523,595 $ 1,369,150 $ 1,934,250 $ 3,834,470 $ 1,260,000 $ 3,364,750 $ 3,453,000 $ 2,108,000 $ 4,963,500 $ 4,526,000 $ 5,286,000 $ 6,383,500 $ 2,657,000 $ 3,651,000 $ 4,600,000 $ 8,393,000 $ 17,448,444

Recreation

$ 20,678,015 $ 30,727,276 $ 1,298,480 $ 996,960 $ 1,750,000 $ 2,550,000 $ ‐ $ 1,500,000 $ 2,900,000 $ ‐ $ 365,000 $ 4,000,000 $ 255,000 $ 1,906,075 $ 1,506,500 $ 1,650,000 $ ‐ $ ‐

Connection with Nature Stewardship

$ 8,620,000 $ 14,049,289 $ 80,000 $ 50,000 $ 226,000 $ 53,500 $ 53,500 $ 458,500 $ 528,500 $ 2,482,000 $ 1,857,000 $ 107,000 $ 107,000 $ 107,000 $ 160,500 $ 1,285,500 $ 1,064,000 $ 2,211,980 $ 51,323,008 $ 75,085,852 $ 3,419,730 $ 3,423,829 $ 3,213,890 $ 4,784,297 $ 6,373,530 $ 3,201,500 $ 4,733,232 $ 2,763,500 $ 2,798,500 $ 2,763,500 $ 2,783,500 $ 2,748,500 $ 2,783,500 $ 2,748,500 $ 2,783,500 $ 5,786,697 Budget Totals $ 219,934,263 $ 339,891,840 $ 14,606,519 $ 12,172,278 $ 12,053,849 $ 12,421,036 $ 12,748,769 $ 12,805,239 $ 13,057,471 $ 14,641,239 $ 15,689,739 $ 16,314,739 $ 16,687,239 $ 16,611,564 $ 16,504,739 $ 16,727,604 $ 16,892,239 $ 35,117,752

Anticipated Funding Totals difference

$ 352,473,714 $ 12,581,874

$ 34,924,829 $ (192,923)

Summary by Cost Type

Cost Type New Development

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

47%

47%

60%

47%

52%

52%

38%

32%

18%

61%

43%

51%

42%

60%

42%

39%

62%

62%

$ 60,589,298 $ 88,698,131 $ 4,579,139 $ 4,785,778 $ 3,768,379 $ 5,021,286 $ 6,585,519 $ 4,048,489 $ 5,420,721 $ 3,000,489 $ 3,035,489 $ 3,000,489 $ 3,075,489 $ 4,691,564 $ 3,020,489 $ 3,535,489 $ 3,020,489 $ 6,279,380

Percent of Capital Investment Total Operations

2017 (2015 dollars)

$ 103,382,370 $ 160,465,763 $ 8,704,150 $ 5,688,750 $ 6,293,970 $ 6,457,000 $ 4,861,750 $ 4,125,000 $ 2,405,000 $ 8,920,000 $ 6,672,500 $ 8,267,500 $ 7,015,000 $ 9,980,750 $ 6,960,000 $ 6,529,000 $ 10,502,000 $ 21,832,904

Percent of Capital Investment Total Maintenance and Replacement

2016 (2015 dollars)

28%

26%

31%

39%

31%

40%

52%

32%

42%

20%

19%

18%

18%

28%

18%

21%

18%

18%

$ 17,768,500 $ 28,291,707 $ 235,500 $ 552,750 $ 1,356,000 $ 942,750 $ 1,261,500 $ 1,076,750 $ 1,076,750 $ 1,285,750 $ 1,236,750 $ 1,236,750 $ 1,316,750 $ 1,379,250 $ 1,362,750 $ 1,508,750 $ 1,939,750 $ 4,032,601

Percent of Capital Investment Total

8%

8%

2%

5%

11%

8%

10%

8%

8%

9%

8%

8%

8%

8%

8%

9%

11%

11%

$ 38,194,095 $ 62,436,240 $ 1,087,730 $ 1,145,000 $ 635,500 $ ‐ $ 40,000 $ 3,555,000 $ 4,155,000 $ 1,435,000 $ 4,745,000 $ 3,810,000 $ 5,280,000 $ 560,000 $ 5,161,500 $ 5,154,365 $ 1,430,000 $ 2,972,867

Reinvestment Percent of Capital Investment Total

17%

18%

7%

9%

5%

0%

0%

28%

32%

10%

30%

23%

32%

3%

31%

31%

8%

8%

Anticipated Funding Totals $ 352,473,714 $ 34,924,829 Budget Totals $ 219,934,263 $ 339,891,840 $ 14,606,519 $ 12,172,278 $ 12,053,849 $ 12,421,036 $ 12,748,769 $ 12,805,239 $ 13,057,471 $ 14,641,239 $ 15,689,739 $ 16,314,739 $ 16,687,239 $ 16,611,564 $ 16,504,739 $ 16,727,604 $ 16,892,239 $ 35,117,752 Difference $ 12,581,874 $ (192,923)

Capital Spending by Element by Location

Regional Parks Undeveloped Parkland Future Big Bull Creek Park Future Camp Branch Park Cedar Niles Future Park Property Meadowbrook Future Park Property Rieke Lake Future Park Property Sunflower Ordnance Works Parkland Acquisitions Parkland Operations Undeveloped Parkland SUBTOTAL Percent of CIP Total

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 8,845,000 $ 5,920,000 $ 8,759,750 $ 5,450,000 $ 6,210,000 $ 1,920,000 $ 3,000,000 $ 14,313,250 $ 54,418,000 25%

$ 11,823,080 $ 9,962,168 $ 14,421,584 $ 6,140,325 $ 8,698,173 $ 3,979,663 $ 5,477,362 $ 22,376,736 $ 82,879,091 38%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ 120,000 $ ‐ $ ‐ $ 4,950,000 $ 1,500,000 $ ‐ $ ‐ $ 315,750 $ 6,885,750 3%

$ 2,250,000 $ 120,000 $ ‐ $ ‐ $ 1,260,000 $ ‐ $ ‐ $ 532,500 $ 4,162,500 2%

$ 1,250,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 933,750 $ 2,183,750 1%

$ 2,725,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 838,000 $ 3,563,000 2%

$ ‐ $ ‐ $ 1,575,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,131,750 $ 2,706,750 1%

$ ‐ $ ‐ $ 750,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 972,000 $ 1,722,000 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 972,000 $ 972,000 0%

$ ‐ $ 1,535,000 $ ‐ $ ‐ $ 1,450,000 $ ‐ $ ‐ $ 1,052,000 $ 4,037,000 2%

$ 500,000 $ 1,265,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,038,000 $ 3,303,000 2%

$ ‐ $ ‐ $ 2,100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,038,000 $ 3,138,000 1%

$ ‐ $ 750,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,118,000 $ 1,868,000 1%

$ 1,000,000 $ 750,000 $ 1,834,750 $ ‐ $ 2,000,000 $ ‐ $ 2,000,000 $ 1,038,000 $ 8,622,750 4%

$ 1,000,000 $ ‐ $ 1,000,000 $ 500,000 $ ‐ $ ‐ $ 1,000,000 $ 1,038,000 $ 4,538,000 2%

$ ‐ $ 1,500,000 $ 500,000 $ ‐ $ ‐ $ 120,000 $ ‐ $ 1,184,000 $ 3,304,000 2%

$ ‐ $ ‐ $ 500,000 $ ‐ $ ‐ $ 1,800,000 $ ‐ $ 1,111,500 $ 3,411,500 2%

$ ‐ $ ‐ $ 1,039,464 $ ‐ $ ‐ $ 3,742,071 $ ‐ $ 2,310,729 $ 7,092,263 3%

Regional Parks Existing Parks + Golf Courses Antioch Park Golf Courses Heritage Park Kill Creek Park Mildale Farm Shawnee Mission Park Thomas S. Stoll Memorial Park Sunflower Nature Park Planning, Operations, and Debt Exist. Parks + Golf Courses SUBTOTAL Percent of CIP Total

Trails and Connectivity Big Bull Creek Streamway Camp Branch Future Park Streamway Cedar Creek Streamway Coffee Creek / Blue River Streamway Kill Creek Streamway Little Bull Creek Streamway Rock Creek Streamway Turkey Creek Streamway Connections Trail Operations Trails and Connectivity SUBTOTAL Percent of CIP Total

Recreation + Cultural Resources Heritage Park Sports Complex Meadowbrook Community Center Mid‐America Sports Complex Mid‐America West Sports Complex Okun Fieldhouse Rec. + Cultural Resources SUBTOTAL Percent of CIP Total

Connection with Nature Ernie Miller Park + Nature Center Oakridge Farm TimberRidge Adventure Center Destination Playground/ Facility Planning and Operations Connection with Nature SUBTOTAL Percent of CIP Total

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 165,000 $ 5,274,365 $ 3,427,670 $ 3,567,000 $ 150,000 $ 8,834,000 $ 1,350,000 $ 175,000 $ 4,168,585 $ 27,111,620 12%

$ 258,133 $ 9,172,973 $ 4,805,398 $ 5,732,892 $ 201,014 $ 14,866,014 $ 1,945,857 $ 329,989 $ 6,314,466 $ 43,626,736 20%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 6,840,000 $ 3,432,920 $ 9,546,000 $ 13,177,750 $ 4,113,970 $ 15,243,000 $ 540,000 $ 780,000 $ 2,338,980 $ 1,771,000 $ 57,783,620 26%

$ 10,524,618 $ 5,717,967 $ 16,056,756 $ 22,203,418 $ 5,746,757 $ 25,035,513 $ 723,652 $ 1,033,788 $ 3,531,923 $ 2,949,204 $ 93,523,595 43%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 5,400,000 $ 5,765,000 $ 4,117,575 $ 4,561,960 $ 833,480 $ 20,678,015 9%

$ 7,659,513 $ 7,199,217 $ 7,736,829 $ 6,883,635 $ 1,248,082 $ 30,727,276 14%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 925,000 $ 1,500,000 $ 2,185,000 $ 2,500,000 $ 1,510,000 $ 8,620,000 4%

$ 1,603,825 $ 2,189,800 $ 3,988,924 $ 3,785,980 $ 2,480,760 $ 14,049,289 6%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ ‐ $ ‐ $ 437,170 $ 72,000 $ ‐ $ 769,000 $ ‐ $ ‐ $ 275,239 $ 1,553,409 1%

$ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ 299,500 $ ‐ $ ‐ $ 305,239 $ 1,604,739 1%

$ ‐ $ ‐ $ 490,500 $ 80,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 275,239 $ 845,739 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 210,239 $ 210,239 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 250,239 $ 250,239 0%

$ 40,000 $ ‐ $ 750,000 $ 165,000 $ 150,000 $ ‐ $ 1,050,000 $ ‐ $ 315,239 $ 2,470,239 1%

$ 75,000 $ ‐ $ 1,100,000 $ ‐ $ ‐ $ 350,500 $ ‐ $ ‐ $ 290,239 $ 1,815,739 1%

$ ‐ $ 40,000 $ ‐ $ ‐ $ ‐ $ 80,000 $ ‐ $ ‐ $ 275,239 $ 395,239 0%

$ ‐ $ 400,000 $ ‐ $ ‐ $ ‐ $ 2,150,000 $ ‐ $ ‐ $ 290,239 $ 2,840,239 1%

$ ‐ $ ‐ $ ‐ $ 750,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 270,239 $ 1,020,239 0%

$ ‐ $ 4,000,000 $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ ‐ $ 290,239 $ 5,290,239 2%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 300,000 $ ‐ $ 270,239 $ 570,239 0%

$ ‐ $ ‐ $ 650,000 $ ‐ $ ‐ $ 2,750,000 $ ‐ $ 175,000 $ 290,239 $ 3,865,239 2%

$ 50,000 $ 834,365 $ ‐ $ 1,000,000 $ ‐ $ 985,000 $ ‐ $ ‐ $ 270,239 $ 3,139,604 1%

$ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ 450,000 $ ‐ $ ‐ $ 290,239 $ 1,240,239 1%

$ ‐ $ ‐ $ ‐ $ 1,039,464 $ ‐ $ 935,518 $ ‐ $ ‐ $ 603,386 $ 2,578,368 1%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ ‐ $ 297,150 $ ‐ $ 582,000 $ 330,000 $ ‐ $ ‐ $ ‐ $ 160,000 $ ‐ $ 1,369,150 1%

$ ‐ $ 789,770 $ 65,000 $ 275,000 $ 100,000 $ ‐ $ ‐ $ ‐ $ 628,980 $ 75,500 $ 1,934,250 1%

$ ‐ $ ‐ $ 2,335,000 $ 225,000 $ 1,233,970 $ ‐ $ ‐ $ ‐ $ ‐ $ 40,500 $ 3,834,470 2%

$ ‐ $ ‐ $ ‐ $ 1,182,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 78,000 $ 1,260,000 1%

$ ‐ $ 426,000 $ 450,000 $ 418,750 $ ‐ $ 1,512,000 $ ‐ $ 180,000 $ 300,000 $ 78,000 $ 3,364,750 2%

$ 1,164,000 $ ‐ $ ‐ $ 1,041,000 $ ‐ $ ‐ $ 540,000 $ 600,000 $ 30,000 $ 78,000 $ 3,453,000 2%

$ ‐ $ ‐ $ ‐ $ 1,050,000 $ 950,000 $ ‐ $ ‐ $ ‐ $ 30,000 $ 78,000 $ 2,108,000 1%

$ 1,126,000 $ ‐ $ ‐ $ 600,000 $ ‐ $ 3,084,000 $ ‐ $ ‐ $ ‐ $ 153,500 $ 4,963,500 2%

$ 2,367,500 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,040,000 $ ‐ $ ‐ $ ‐ $ 118,500 $ 4,526,000 2%

$ 1,282,500 $ ‐ $ 525,000 $ ‐ $ 500,000 $ 2,800,000 $ ‐ $ ‐ $ 60,000 $ 118,500 $ 5,286,000 2%

$ 900,000 $ ‐ $ 825,000 $ 1,000,000 $ 1,000,000 $ 2,480,000 $ ‐ $ ‐ $ 60,000 $ 118,500 $ 6,383,500 3%

$ ‐ $ ‐ $ 1,746,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 650,000 $ 261,000 $ 2,657,000 1%

$ ‐ $ ‐ $ ‐ $ 2,460,000 $ ‐ $ 1,000,000 $ ‐ $ ‐ $ ‐ $ 191,000 $ 3,651,000 2%

$ ‐ $ ‐ $ 1,800,000 $ 822,000 $ ‐ $ 1,427,000 $ ‐ $ ‐ $ 360,000 $ 191,000 $ 4,600,000 2%

$ ‐ $ 1,920,000 $ 1,800,000 $ 3,522,000 $ ‐ $ 900,000 $ ‐ $ ‐ $ 60,000 $ 191,000 $ 8,393,000 4%

$ ‐ $ 3,991,542 $ 3,742,071 $ 7,321,985 $ ‐ $ 1,871,035 $ ‐ $ ‐ $ 124,736 $ 397,075 $ 17,448,444 8%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ ‐ $ 765,000 $ ‐ $ 200,000 $ 333,480 $ 1,298,480 1%

$ ‐ $ 200,000 $ ‐ $ 796,960 $ ‐ $ 996,960 0%

$ 500,000 $ 1,250,000 $ ‐ $ ‐ $ ‐ $ 1,750,000 1%

$ ‐ $ 2,550,000 $ ‐ $ ‐ $ ‐ $ 2,550,000 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0%

$ 1,500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,500,000 1%

$ 2,900,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,900,000 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0%

$ ‐ $ ‐ $ ‐ $ 365,000 $ ‐ $ 365,000 0%

$ ‐ $ 1,000,000 $ ‐ $ 3,000,000 $ ‐ $ 4,000,000 2%

$ ‐ $ ‐ $ 55,000 $ 200,000 $ ‐ $ 255,000 0%

$ ‐ $ ‐ $ 1,406,075 $ ‐ $ 500,000 $ 1,906,075 1%

$ ‐ $ ‐ $ 1,506,500 $ ‐ $ ‐ $ 1,506,500 1%

$ 500,000 $ ‐ $ 1,150,000 $ ‐ $ ‐ $ 1,650,000 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ 0%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ ‐ $ ‐ $ 80,000 $ ‐ $ ‐ $ 80,000 0%

$ 50,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 226,000 $ 226,000 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 53,500 $ 53,500 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 53,500 $ 53,500 0%

$ 275,000 $ ‐ $ 130,000 $ ‐ $ 53,500 $ 458,500 0%

$ 100,000 $ 375,000 $ ‐ $ ‐ $ 53,500 $ 528,500 0%

$ ‐ $ 1,125,000 $ ‐ $ 1,250,000 $ 107,000 $ 2,482,000 1%

$ ‐ $ ‐ $ 500,000 $ 1,250,000 $ 107,000 $ 1,857,000 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ 107,000 $ 107,000 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 107,000 $ 107,000 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 107,000 $ 107,000 0%

$ ‐ $ ‐ $ ‐ $ ‐ $ 160,500 $ 160,500 0%

$ ‐ $ ‐ $ 1,125,000 $ ‐ $ 160,500 $ 1,285,500 1%

$ 500,000 $ ‐ $ 350,000 $ ‐ $ 214,000 $ 1,064,000 0%

$ 1,039,464 $ ‐ $ 727,625 $ ‐ $ 444,891 $ 2,211,980 1%

Stewardship Antioch Park Ernie Miller Park + Nature Center Golf Courses Heritage Park Kill Creek Park Shawnee Mission Park Thomas S. Stoll Memorial Park Mill Creek Streamway Mid America West Sports Complex Mildale Farm Mill Creek Activity Center New Century Fieldhouse Okun Fieldhouse Planning, Operations, and Equipment Stewardship SUBTOTAL Percent of CIP Total

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

$ 128,000 $ 242,500 $ 1,737,450 $ 4,010,160 $ 86,000 $ 2,305,232 $ 360,000 $ 169,500 $ 865,550 $ 417,300 $ 530,585 $ 220,000 $ 1,023,375 $ 39,227,356 $ 51,323,008 23%

$ 137,629 $ 255,019 $ 2,167,993 $ 5,172,273 $ 109,760 $ 2,744,499 $ 463,282 $ 216,330 $ 1,049,526 $ 503,758 $ 613,068 $ 280,782 $ 1,300,645 $ 60,071,288 $ 75,085,852 34%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(Escalated)

$ 98,000 $ 235,000 $ 330,000 $ ‐ $ ‐ $ 236,800 $ ‐ $ ‐ $ ‐ $ ‐ $ 179,825 $ ‐ $ ‐ $ 2,340,105 $ 3,419,730 2%

$ ‐ $ 7,500 $ 330,650 $ ‐ $ ‐ $ 655,560 $ 30,000 $ ‐ $ ‐ $ ‐ $ 134,750 $ ‐ $ ‐ $ 2,265,369 $ 3,423,829 2%

$ 30,000 $ ‐ $ ‐ $ 95,500 $ ‐ $ 266,000 $ ‐ $ ‐ $ 381,775 $ 60,000 $ ‐ $ ‐ $ ‐ $ 2,380,615 $ 3,213,890 1%

$ ‐ $ ‐ $ ‐ $ 1,028,500 $ ‐ $ 675,300 $ 75,000 $ ‐ $ 381,775 $ 357,300 $ ‐ $ ‐ $ 90,000 $ 2,176,422 $ 4,784,297 2%

$ ‐ $ ‐ $ 445,000 $ 1,800,000 $ 86,000 $ 146,800 $ 42,000 $ 169,500 $ ‐ $ ‐ $ 216,010 $ 220,000 $ 933,375 $ 2,314,845 $ 6,373,530 3%

$ ‐ $ ‐ $ ‐ $ 210,000 $ ‐ $ ‐ $ 213,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,778,500 $ 3,201,500 1%

$ ‐ $ ‐ $ 631,800 $ 876,160 $ ‐ $ 324,772 $ ‐ $ ‐ $ 102,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,798,500 $ 4,733,232 2%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,763,500 $ 2,763,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,798,500 $ 2,798,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,763,500 $ 2,763,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,783,500 $ 2,783,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,748,500 $ 2,748,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,783,500 $ 2,783,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,748,500 $ 2,748,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,783,500 $ 2,783,500 1%

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,786,697 $ 5,786,697 3%

Year # Escalation Rate

1 5%

3 5%

2 5%

4 5%

5 5%

6 5%

7 5%

8 5%

9 5%

10 5%

11 5%

12 5%

13 5%

14 5%

15 5%

Summary by Legacy Element

Legacy Element

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Regional Parks

$

81,529,620 $

126,505,827 $

8,861,117 $

6,358,381 $

3,507,012 $

4,586,396 $

3,773,951 $

5,618,001 $

3,922,629 $

6,548,436 $

9,530,180 $

6,773,333 $ 12,243,018 $ 16,509,287 $ 15,845,560 $ 12,757,895 $

Trails and Connectivity

$

57,783,620 $

93,523,595 $

1,437,608 $

2,132,511 $

4,438,878 $

1,531,538 $

4,294,368 $

4,627,350 $

2,966,168 $

7,333,350 $

7,021,312 $

8,610,337 $ 10,917,951 $

4,771,590 $

6,884,505 $

9,107,685 $ 17,448,444

Recreation

$

20,678,015 $

30,727,276 $

1,363,404 $

1,099,148 $

2,025,844 $

3,099,541 $

- $

2,010,143 $

4,080,591 $

- $

566,235 $

6,515,579 $

436,137 $

3,423,037 $

2,840,730 $

3,266,887 $

-

Connection with Nature Stewardship

$

8,620,000 $

14,049,289 $

84,000 $

55,125 $

261,623 $

65,030 $

68,281 $

614,434 $

743,653 $

3,667,044 $

2,880,816 $

174,292 $

183,006 $

192,157 $

302,647 $

2,545,202 $

2,211,980

$ Budget Totals $

51,323,008 $ 219,934,263 $

Anticipated Funding Totals difference

$ $

9,670,631

75,085,852 $ 3,590,717 $ 3,774,771 $ 3,720,479 $ 5,815,343 $ 8,134,419 $ 4,290,316 $ 6,660,133 $ 4,082,948 $ 4,341,392 $ 4,501,450 $ 4,760,730 $ 4,935,911 $ 5,248,704 $ 5,441,842 $ 5,786,697 339,891,840 $ 15,336,845 $ 13,419,936 $ 13,953,837 $ 15,097,847 $ 16,271,019 $ 17,160,245 $ 18,373,173 $ 21,631,778 $ 24,339,935 $ 26,574,991 $ 28,540,842 $ 29,831,982 $ 31,122,147 $ 33,119,512 $ 35,117,752 352,473,714 $ 12,581,874 $

9,330,778 $ 15,631,680 $ 16,413,264 $ 17,641,127 $ 18,523,183 $ 19,449,342 $ 20,421,809 $ 22,870,025 $ 26,061,445 $ 27,364,517 $ 28,732,743 $ 30,169,380 $ 31,677,849 $ 33,261,742 $ 34,924,829 142,230 $ 555,702 $ (192,923) 337,398 $ (6,006,067) $ 2,211,743 $ 2,459,427 $ 2,543,280 $ 2,252,164 $ 2,289,097 $ 2,048,636 $ 1,238,247 $ 1,721,510 $ 789,527 $ 191,902 $

Summary by Cost Type

Cost Type New Development

$

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

103,382,370 $

Percent of Capital Investment Total Maintenance and Replacement

47% $

Reinvestment

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

9,139,358 $

7,286,057 $

47%

4,808,096 $

5,276,320 $

11%

1,262,363 $

7%

735,671 $

9%

- $

5%

51,051 $

0%

4,764,040 $

0%

5,846,502 $

28%

2,120,149 $

32%

7,361,052 $

10%

6,206,089 $

30%

9,030,592 $

23%

32%

18%

2,987,222 $

8%

1,005,680 $

4,032,601

9%

11%

9,732,778 $ 10,205,290 $

3%

6,279,380

21%

2,569,668 $

8%

62%

7,000,026 $

18%

2,476,935 $

8%

39%

5,695,582 $

28%

2,252,089 $

8%

42%

8,425,375 $

18%

2,014,535 $

8%

60%

5,260,130 $

18%

1,918,605 $

9%

42%

4,887,480 $

19%

1,899,638 $

8%

51%

4,709,040 $

20%

1,515,095 $

8%

43%

4,433,089 $

42%

1,442,948 $

10%

61%

7,627,499 $

32%

1,610,029 $

8%

18%

5,425,362 $

52%

1,145,919 $

3,384,077 $ 13,178,903 $ 10,351,238 $ 13,466,886 $ 11,998,031 $ 17,923,993 $ 13,124,118 $ 12,926,973 $ 21,832,904

32%

8,404,976 $

40%

1,569,740 $

5,527,895 $

38%

6,103,405 $

31%

609,407 $

6,204,962 $

52%

4,362,370 $

5%

1,142,117 $

7,848,524 $

52%

39%

247,275 $

18%

$ 219,934,263 $ $

6,271,847 $

2%

62,436,240 $

17%

Anticipated Funding Totals Budget Totals $ Difference

2021 (Escalated)

8%

38,194,095 $

Percent of Capital Investment Total

2020 (Escalated)

31%

28,291,707 $

8% $

2019 (Escalated)

26%

17,768,500 $

Percent of Capital Investment Total

2018 (Escalated)

60%

88,698,131 $

28% $

2017 (Escalated)

47%

60,589,298 $

Percent of Capital Investment Total Operations

160,465,763 $

2016 (Escalated)

31%

2,972,867

31%

8%

352,473,714 $ 9,330,778 $ 15,631,680 $ 16,413,264 $ 17,641,127 $ 18,523,183 $ 19,449,342 $ 20,421,809 $ 22,870,025 $ 26,061,445 $ 27,364,517 $ 28,732,743 $ 30,169,380 $ 31,677,849 $ 33,261,742 $ 34,924,829 339,891,840 $ 15,336,845 $ 13,419,936 $ 13,953,837 $ 15,097,847 $ 16,271,019 $ 17,160,245 $ 18,373,173 $ 21,631,778 $ 24,339,935 $ 26,574,991 $ 28,540,842 $ 29,831,982 $ 31,122,147 $ 33,119,512 $ 35,117,752 12,581,874 $ (6,006,067) $ 2,211,743 $ 2,459,427 $ 2,543,280 $ 2,252,164 $ 2,289,097 $ 2,048,636 $ 1,238,247 $ 1,721,510 $ (192,923) 789,527 $ 191,902 $ 337,398 $ 555,702 $ 142,230 $

Capital Spending by Element by Location

Regional Parks Undeveloped Parkland Future Big Bull Creek Park Future Camp Branch Park Cedar Niles Future Park Property Meadowbrook Future Park Property Rieke Lake Future Park Property Sunflower Ordnance Works Parkland Acquisitions Parkland Operations Undeveloped Parkland SUBTOTAL Percent of CIP Total

$ $ $ $ $ $ $ $ $

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

8,845,000 5,920,000 8,759,750 5,450,000 6,210,000 1,920,000 3,000,000 14,313,250 54,418,000 25%

$ $ $ $ $ $ $ $ $

11,823,080 9,962,168 14,421,584 6,140,325 8,698,173 3,979,663 5,477,362 22,376,736 82,879,091 38%

$ $ $ $ $ $ $ $ $

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

126,000 5,197,500 1,575,000 331,538 7,230,038 3%

$ $ $ $ $ $ $ $ $

2,480,625 132,300 1,389,150 587,081 4,589,156 2%

$ $ $ $ $ $ $ $ $

1,447,031 1,080,932 2,527,964 1%

$ $ $ $ $ $ $ $ $

3,312,255 1,018,594 4,330,849 2%

$ $ $ $ $ $ $ $ $

2,010,143 1,444,432 3,454,575 2%

$ $ $ $ $ $ $ $ $

1,005,072 1,302,573 2,307,645 1%

$ $ $ $ $ $ $ $ $

1,367,702 1,367,702 1%

$ $ $ $ $ $ $ $ $

2,267,894 2,142,310 1,554,283 5,964,488 3%

$ $ $ $ $ $ $ $ $

775,664 1,962,430 775,664 1,610,279 5,124,037 2%

$ $ $ $ $ $ $ $ $

3,420,679 1,690,793 5,111,471 2%

$ $ $ $ $ $ $ $ $

1,282,755 1,912,159 3,194,914 1%

$ 1,795,856 $ 1,346,892 $ 3,294,947 $ $ 3,591,713 $ $ 3,591,713 $ 1,864,099 $ 15,485,220 7%

$ $ $ $ $ $ $ $ $

1,885,649 1,885,649 942,825 1,885,649 1,957,304 8,557,076 4%

$ $ $ $ $ $ $ $ $

2,969,897 989,966 237,592 2,344,239 6,541,694 3%

$ $ $ $ $ $ $ $ $

1,039,464 3,742,071 2,310,729 7,092,263 3%

Regional Parks Existing Parks + Golf Courses Antioch Park Golf Courses Heritage Park Kill Creek Park Mildale Farm Shawnee Mission Park Thomas S. Stoll Memorial Park Sunflower Nature Park Planning, Operations, and Debt Exist. Parks + Golf Courses SUBTOTAL Percent of CIP Total

$ $ $ $ $ $ $ $ $ $

Trails and Connectivity Big Bull Creek Streamway Camp Branch Future Park Streamway Cedar Creek Streamway Coffee Creek / Blue River Streamway Kill Creek Streamway Little Bull Creek Streamway Rock Creek Streamway Turkey Creek Streamway Connections Trail Operations Trails and Connectivity SUBTOTAL Percent of CIP Total

$ $ $ $ $ $ $ $ $ $ $

Recreation + Cultural Resources Heritage Park Sports Complex Meadowbrook Community Center Mid-America Sports Complex Mid-America West Sports Complex Okun Fieldhouse Rec. + Cultural Resources SUBTOTAL Percent of CIP Total

$ $ $ $ $ $

Connection with Nature Ernie Miller Park + Nature Center Oakridge Farm TimberRidge Adventure Center Destination Playground/ Facility Planning and Operations Connection with Nature SUBTOTAL Percent of CIP Total

$ $ $ $ $ $

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

165,000 5,274,365 3,427,670 3,567,000 150,000 8,834,000 1,350,000 175,000 4,168,585 27,111,620 12%

$ $ $ $ $ $ $ $ $ $

258,133 9,172,973 4,805,398 5,732,892 201,014 14,866,014 1,945,857 329,989 6,314,466 43,626,736 20%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

6,840,000 3,432,920 9,546,000 13,177,750 4,113,970 15,243,000 540,000 780,000 2,338,980 1,771,000 57,783,620 26%

$ $ $ $ $ $ $ $ $ $ $

10,524,618 5,717,967 16,056,756 22,203,418 5,746,757 25,035,513 723,652 1,033,788 3,531,923 2,949,204 93,523,595 43%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

5,400,000 5,765,000 4,117,575 4,561,960 833,480 20,678,015 9%

$ $ $ $ $ $

7,659,513 7,199,217 7,736,829 6,883,635 1,248,082 30,727,276 14%

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

925,000 1,500,000 2,185,000 2,500,000 1,510,000 8,620,000 4%

$ $ $ $ $ $

1,603,825 2,189,800 3,988,924 3,785,980 2,480,760 14,049,289 6%

$ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $

$ $ $ $ $ $

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

459,029 75,600 807,450 289,001 1,631,079 1%

$ $ $ $ $ $ $ $ $ $

1,102,500 330,199 336,526 1,769,225 1%

$ $ $ $ $ $ $ $ $ $

567,815 92,610 318,624 979,049 0%

$ $ $ $ $ $ $ $ $ $

255,547 255,547 0%

$ $ $ $ $ $ $ $ $ $

319,375 319,375 0%

$ $ $ $ $ $ $ $ $ $

53,604 1,005,072 221,116 201,014 1,407,100 422,450 3,310,357 2%

$ $ $ $ $ $ $ $ $ $

105,533 1,547,810 493,189 408,395 2,554,927 1%

$ $ $ $ $ $ $ $ $ $

59,098 118,196 406,653 583,948 0%

$ $ $ $ $ $ $ $ $ $

620,531 3,335,356 450,256 4,406,143 2%

$ $ $ $ $ $ $ $ $ $

1,221,671 440,191 1,661,862 1%

$ $ $ $ $ $ $ $ $ $

6,841,357 1,710,339 496,407 9,048,104 4%

$ $ $ $ $ $ $ $ $ $

538,757 485,310 1,024,067 0%

$ $ $ $ $ $ $ $ $ $

1,225,672 5,185,535 329,989 547,289 7,288,485 3%

$ $ $ $ $ $ $ $ $ $

98,997 1,651,986 1,979,932 1,950,233 535,055 6,216,201 3%

$ $ $ $ $ $ $ $ $ $

1,039,464 935,518 603,386 2,578,368 1%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

312,008 611,100 346,500 168,000 1,437,608 1%

$ $ $ $ $ $ $ $ $ $ $

870,721 71,663 303,188 110,250 693,450 83,239 2,132,511 1%

$ $ $ $ $ $ $ $ $ $ $

2,703,054 260,466 1,428,475 46,884 4,438,878 2%

$ $ $ $ $ $ $ $ $ $ $

1,436,728 94,809 1,531,538 1%

$ $ $ $ $ $ $ $ $ $ $

543,696 574,327 534,443 1,929,738 229,731 382,884 99,550 4,294,368 2%

$ $ $ $ $ $ $ $ $ $ $

1,559,871 1,395,040 723,652 804,057 40,203 104,527 4,627,350 2%

$ $ $ $ $ $ $ $ $ $ $

1,477,455 1,336,745 42,213 109,754 2,966,168 1%

$ $ $ $ $ $ $ $ $ $ $

1,663,615 886,473 4,556,473 226,789 7,333,350 3%

$ $ $ $ $ $ $ $ $ $ $

3,672,770 3,164,710 183,832 7,021,312 3%

$ $ $ $ $ $ $ $ $ $ $

2,089,057 855,170 814,447 4,560,905 97,734 193,024 8,610,337 4%

$ 1,539,305 $ $ 1,411,030 $ 1,710,339 $ 1,710,339 $ 4,241,642 $ $ $ 102,620 $ 202,675 $ 10,917,951 5%

$ $ $ $ $ $ $ $ $ $ $

3,135,565 1,167,307 468,719 4,771,590 2%

$ $ $ $ $ $ $ $ $ $ $

4,638,697 1,885,649 360,159 6,884,505 3%

$ $ $ $ $ $ $ $ $ $ $

3,563,877 1,627,504 2,825,362 712,775 378,167 9,107,685 4%

$ $ 3,991,542 $ 3,742,071 $ 7,321,985 $ $ 1,871,035 $ $ $ 124,736 $ 397,075 $ 17,448,444 8%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

803,250 210,000 350,154 1,363,404 1%

$ $ $ $ $ $

220,500 878,648 1,099,148 0%

$ $ $ $ $ $

578,813 1,447,031 2,025,844 1%

$ $ $ $ $ $

3,099,541 3,099,541 1%

$ $ $ $ $ $

0%

$ $ $ $ $ $

2,010,143 2,010,143 1%

$ $ $ $ $ $

4,080,591 4,080,591 2%

$ $ $ $ $ $

0%

$ $ $ $ $ $

566,235 566,235 0%

$ $ $ $ $ $

1,628,895 4,886,684 6,515,579 3%

$ $ $ $ $ $

94,069 342,068 436,137 0%

$ $ $ $ $ $

2,525,109 897,928 3,423,037 2%

$ $ $ $ $ $

2,840,730 2,840,730 1%

$ $ $ $ $ $

989,966 2,276,921 3,266,887 1%

$ $ $ $ $ $

0%

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

84,000 84,000 0%

$ $ $ $ $ $

55,125 55,125 0%

$ $ $ $ $ $

261,623 261,623 0%

$ $ $ $ $ $

65,030 65,030 0%

$ $ $ $ $ $

68,281 68,281 0%

$ $ $ $ $ $

368,526 174,212 71,695 614,434 0%

$ $ $ $ $ $

140,710 527,663 75,280 743,653 0%

$ $ $ $ $ $

1,662,137 1,846,819 158,088 3,667,044 2%

$ $ $ $ $ $

775,664 1,939,160 165,992 2,880,816 1%

$ $ $ $ $ $

174,292 174,292 0%

$ $ $ $ $ $

183,006 183,006 0%

$ $ $ $ $ $

192,157 192,157 0%

$ $ $ $ $ $

302,647 302,647 0%

$ $ $ $ $ $

2,227,423 317,779 2,545,202 1%

$ $ $ $ $ $

1,039,464 727,625 444,891 2,211,980 1%

Stewardship Antioch Park Ernie Miller Park + Nature Center Golf Courses Heritage Park Kill Creek Park Shawnee Mission Park Thomas S. Stoll Memorial Park Mill Creek Streamway Mid America West Sports Complex Mildale Farm Mill Creek Activity Center New Century Fieldhouse Okun Fieldhouse Planning, Operations, and Equipment Stewardship SUBTOTAL Percent of CIP Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total Capital Investments

Total Capital Investments

(2015 dollars)

(Escalated)

128,000 242,500 1,737,450 4,010,160 86,000 2,305,232 360,000 169,500 865,550 417,300 530,585 220,000 1,023,375 39,227,356 51,323,008 23%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

137,629 255,019 2,167,993 5,172,273 109,760 2,744,499 463,282 216,330 1,049,526 503,758 613,068 280,782 1,300,645 60,071,288 75,085,852 34%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

102,900 246,750 346,500 248,640 188,816 2,457,110 3,590,717 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

8,269 364,542 722,755 33,075 148,562 2,497,569 3,774,771 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

34,729 110,553 307,928 441,952 69,458 2,755,859 3,720,479 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,250,148 820,831 91,163 464,050 434,300 109,396 2,645,455 5,815,343 3%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

567,945 2,297,307 109,760 187,358 53,604 216,330 275,690 280,782 1,191,249 2,954,394 8,134,419 4%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

281,420 285,440 3,723,456 4,290,316 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

889,006 1,232,845 456,987 143,524 3,937,771 6,660,133 3%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4,082,948 4,082,948 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4,341,392 4,341,392 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4,501,450 4,501,450 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4,760,730 4,760,730 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4,935,911 4,935,911 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

5,248,704 5,248,704 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

5,441,842 5,441,842 2%

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

5,786,697 5,786,697 3%

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 01: Open Undeveloped Parkland Rieke Lake Future Park Property Property Phase 1b Development Phase 2a Development Future Phases

$ 2,760,000 $ 1,450,000 $ 2,000,000 Total $ 6,210,000

$ 2,964,150 $ 1,500,000 $ 1,260,000 $ 2,142,310 $ 1,450,000 $ 3,591,713 $ 2,000,000 $ 8,698,173 $ 1,500,000 $ 1,260,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,450,000 $ ‐ $ ‐ $ ‐ $ 2,000,000 $ ‐ $ ‐ $ ‐

Big Bull Creek Future Park Master Plan Phase 1a Implementation Phase 1b Implementation Phase 2 Implementation (Maintenance is majority) Park Police Substation Future Phases (includes Destination Pavilion)

$ 120,000 $ 126,000 $ 120,000 $ 2,250,000 $ 2,480,625 $ 2,250,000 $ 1,250,000 $ 1,447,031 $ 1,250,000 $ 2,725,000 $ 3,312,255 $ 2,725,000 $ 500,000 $ 500,000 $ 775,664 $ 2,000,000 $ 3,681,505 $ 1,000,000 $ 1,000,000 Total $ 8,845,000 $ 11,823,080 $ 120,000 $ 2,250,000 $ 1,250,000 $ 2,725,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ ‐ $ 1,000,000 $ 1,000,000 $ ‐ $ ‐

Meadowbrook Future Park Property Master Plan Park Development Future Phase

$ 200,000 $ 4,750,000 $ 500,000 Total $ 5,450,000

$ 210,000 $ 200,000 $ 4,987,500 $ 4,750,000 $ 942,825 $ 500,000 $ 6,140,325 $ 4,950,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ ‐

Cedar Niles Future Park Property Future Park Phase 1a Implementation Phase 1b Implementation Phase 2a Implementation

$ 2,325,000 $ 3,015,215 $ 1,575,000 $ 750,000 $ 2,600,000 $ 4,196,343 $ 500,000 $ 2,100,000 $ 3,834,750 $ 7,210,026 $ 1,834,750 $ 1,000,000 $ 500,000 $ 500,000 Total $ 8,759,750 $ 14,421,584 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,575,000 $ 750,000 $ ‐ $ ‐ $ 500,000 $ 2,100,000 $ ‐ $ 1,834,750 $ 1,000,000 $ 500,000 $ 500,000

Camp Branch Future Park Future Park Master Plan Phase 1a Implementation Phase 1b Implementation (Includes Destination Pavilion) Phase 2a Implementation

$ 120,000 $ 2,800,000 $ 1,500,000 $ 1,500,000 Total $ 5,920,000

$ 132,300 $ 120,000 $ 4,230,324 $ 1,535,000 $ 1,265,000 $ 2,629,647 $ 750,000 $ 750,000 $ 2,969,897 $ 1,500,000 $ 9,962,168 $ ‐ $ 120,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,535,000 $ 1,265,000 $ ‐ $ 750,000 $ 750,000 $ ‐ $ 1,500,000 $ ‐

Sunflower Ordnance Site Master Plan Phase 1a Implementation

$ 120,000 $ 1,800,000

$ 237,592 $ 3,742,071

$ 120,000 $ 1,800,000

Total $ 1,920,000 $ 3,979,663 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 120,000 $ 1,800,000

Additional Staffing for Opening Parks Planning and Design

$ 1,200,000

$ 1,812,599 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000

Total $ 1,200,000 $ 1,812,599 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 ACTION TOTAL $ 38,304,750 $ 56,837,593 $ 6,650,000 $ 3,710,000 $ 1,330,000 $ 2,805,000 $ 1,655,000 $ 830,000 $ 80,000 $ 3,065,000 $ 2,345,000 $ 2,180,000 $ 830,000 $ 5,664,750 $ 2,580,000 $ 2,200,000 $ 2,380,000

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 03: Invest In Existing Parks and Facilities Updated Master Plans and Studies Master Plan Updates Preliminary Studies

$ 510,000 $ 505,000 Total $ 1,015,000

$ 828,398 $ ‐ $ 30,000 $ ‐ $ 40,000 $ 40,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 722,580 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 60,000 $ 60,000 $ 60,000 $ 1,550,978 $ 65,000 $ 95,000 $ 65,000 $ ‐ $ 40,000 $ 105,000 $ 80,000 $ 65,000 $ 80,000 $ 60,000 $ 80,000 $ 60,000 $ 80,000 $ 60,000 $ 80,000

Antioch Park Stream Improvements Below Lake Existing Maitnenance Demo and Fuel Storage Removal Complete Rose Garden Improvements

$ 75,000 $ 40,000 $ 50,000

$ 105,533 $ 53,604 $ 98,997

$ 75,000 $ 40,000

Total $ 165,000

$ 50,000 $ 258,133 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,000 $ 75,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 50,000 $ ‐

$ 490,500 $ 302,920 $ 884,250 $ 650,000 $ 1,100,000 Total $ 3,427,670

$ 490,500 $ 567,815 $ 318,066 $ 302,920 $ 1,146,034 $ 134,250 $ 750,000 $ 650,000 $ 1,225,672 $ 1,547,810 $ 1,100,000 $ 4,805,398 $ 437,170 $ ‐ $ 490,500 $ ‐ $ ‐ $ 750,000 $ 1,100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 650,000 $ ‐ $ ‐

Heritage Park Park Police Substation Shelter 9‐10 Improvements, Restroom and Electrical Lake Shelter and Marina Improvements Destination Pavilion South Loop Trail (2 miles)

Shawnee Mission Park Off Leash Area ‐ Restroom Building Marina Drop‐off and Parking Improvements 79th Street and Shelter 1 Parking Improvements Multi‐use Area Improvements Relocated Archery Range with Adequate Parking South Park Multi Use Trail (2.25 miles) Destination Pavilion Relocation of Recreation and Registration Admin.

Quarry Property Master Plan (From CIP budget item) Quarry Property Development Hutton Property Master Plan (From CIP budget item) Hutton Property Development Continued Master Plan Implementaiton Debt Payments for Park Police Building

$ 275,500 $ 387,656 $ 294,000 $ 308,700 $ 299,500 $ 330,199 $ 475,000 $ 498,750 $ 75,000 $ 105,533 $ 1,305,000 $ 2,553,640 $ 650,000 $ 1,008,363 $ 450,000 $ 935,518 $ 40,000 $ 59,098 $ 1,500,000 $ 2,326,992 $ 40,000 $ 59,098 $ 1,430,000 $ 2,696,478 $ 2,000,000 $ 3,595,989 $ 3,153,585 $ 4,763,488 Total $ 11,987,585 $ 19,629,503

$ 275,500 $ 294,000 $ 299,500 $ 475,000 $ 75,000 $ 320,000 $ 985,000 $ 650,000 $ 450,000 $ 40,000 $ 1,500,000 $ 40,000 $ 1,430,000 $ 1,000,000 $ 1,000,000 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 979,239 $ 509,739 $ 210,239 $ 210,239 $ 210,239 $ 210,239 $ 560,739 $ 290,239 $ 2,360,239 $ 210,239 $ 1,210,239 $ 210,239 $ 2,960,239 $ 1,195,239 $ 660,239

Stoll Memorial Park North Fields Conversion to Soccer Shelter and Restroom at Off Leash Area

$ 1,050,000 $ 300,000 Total $ 1,350,000

$ 1,407,100 $ 1,050,000 $ 538,757 $ 300,000 $ 1,945,857 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,050,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐ $ ‐

Sunflower Nature Park Parking relocation and trail connection

$ 175,000

Total $ 175,000

$ 329,989

$ 175,000

$ 329,989 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 175,000 $ ‐ $ ‐

Kill Creek Park Kill Creek Park Shelter 1 Restroom Improvements Update Master Plan (From CIP budget item) Park Police Substation Beachhouse Renovation to Destination Pavilion Complete Multiuse Loop Trail at South End of Park (1.25 miles) Park Visitors Center Heritage and Environmental Walk

$ 237,000 $ 80,000 $ 500,000 $ 1,000,000 $ 750,000 $ 500,000 $ 500,000

$ 296,716 $ 72,000 $ 92,610 $ 80,000 $ 1,039,464 $ 1,979,932 $ 1,221,671 $ 551,250 $ 500,000 $ 551,250 $ 500,000

$ 165,000 $ 500,000 $ 1,000,000 $ 750,000

Total $ 3,567,000 $ 5,732,892 $ 72,000 $ 1,000,000 $ 80,000 $ ‐ $ ‐ $ 165,000 $ ‐ $ ‐ $ ‐ $ 750,000 $ ‐ $ ‐ $ ‐ $ 1,000,000 $ 500,000

Mildale Farm Pier and Arbor Development

$ 150,000 $ ‐

$ 201,014 $ ‐

$ 150,000

Total $ 150,000

$ 201,014 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 834,365 $ 4,000,000 $ 440,000 Total $ 5,274,365

$ 1,651,986 $ 834,365 $ 6,841,357 $ 4,000,000 $ 679,630 $ 40,000 $ 400,000 $ 9,172,973 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,000 $ 400,000 $ ‐ $ 4,000,000 $ ‐ $ ‐ $ 834,365 $ ‐

Golf Courses Heritage Park Golf Cart Storage Building Renovate Course ‐ Par 3 / Foot Golf Addition and Irrigation Heritage Golf Course #16 Island Green

ACTION TOTAL $ 27,111,620 $ 43,626,736 $ 1,553,409 $ 1,604,739 $ 845,739 $ 210,239 $ 250,239 $ 2,470,239 $ 1,815,739 $ 395,239 $ 2,840,239 $ 1,020,239 $ 5,290,239 $ 570,239 $ 3,865,239 $ 3,139,604 $ 1,240,239

Action 05: Strategic Acquisition of Additional Parkland Acquisition of Additional Parkland Parkland Acquisiton

$ 3,000,000

$ 5,477,362

$ 2,000,000 $ 1,000,000

Total $ 3,000,000 $ 5,477,362 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,000,000 $ 1,000,000 $ ‐ $ ‐ ACTION TOTAL $ 3,000,000 $ 5,477,362 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,000,000 $ 1,000,000 $ ‐ $ ‐ $ ‐

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2028

2029

2030

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

$ 80,250 $ 105,000 $ 17,250 $ 75,000 $ 17,250 $ 125,000 $ 17,250

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 55,250 $ 75,000 $ 55,250 $ 18,750

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 75,000 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 80,250 $ 105,000 $ 17,250 $ 82,500 $ 17,250 $ 125,000 $ 17,250 $ 82,500 $ 17,250 $ 75,000 $ 17,250 $ 10,000 $ 5,000

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 50,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 182,000 $ 198,000 $ 198,000 $ 278,000 $ 198,000 $ 198,000 $ 278,000 $ 264,000 $ 264,000 $ 344,000 $ 264,000 $ 264,000 $ 410,000

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 452,500

$ 1,031,500

Action 02 (from stewardship): Establish Maintenance Regions + Staffing for District Growth Parks Maintenance / Staff Park Maintenance need beyond anticipated General Fund Growth Additional Park Maintenance Personnel‐ Rieke Lake Future Park Property Additional Park Opereations ‐ Rieke Lake Future Park Property Additional Park Maintenance Personnel ‐ Big Bull Creek Additional Park Operations‐ Big Bull Creek Additional Park Maintenance Personnel ‐ Meadowbrook Additional Park Operations ‐ Meadowbrook Additional Park Maintenance Personnel ‐ Cedar Niles Future Park Property Additional Park Operations ‐ Cedar Niles Future Park Property Additional Park Maintenance Personnel ‐ Camp Branch Future Park Additional Park Operations ‐ Camp Branch Future Park Park Maintenance Vehicles Park Maintenance Equipment Park Maintenance Vehicles Park Maintenance Equipment Social Media Coordinator

$ 1,203,750 $ 1,818,264 $ 1,521,000 $ 2,322,337 $ 279,500 $ 414,624 $ 1,057,500 $ 1,673,863 $ 299,250 $ 440,533 $ 1,625,000 $ 2,563,124 $ 299,250 $ 440,533 $ 832,500 $ 1,375,482 $ 227,750 $ 361,273 $ 825,000 $ 1,359,890 $ 227,750 $ 361,273 $ 176,000 $ 254,617 $ 77,500 $ 117,704 $ 18,000 $ 21,879 $ 27,500 $ 33,426 $ 680,000 $ 1,058,325 Total $ 9,377,250 $ 14,617,146

$ 80,250 $ 80,250 $ 80,250 $ 51,000 $ 105,000 $ 105,000 $ 55,250 $ 17,250 $ 75,000 $ 92,250 $ 125,000 $ 92,250

$ 38,500

$ 18,750

$ 27,500 $ 18,000 $ 27,500 $ 30,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 169,750 $ 270,500 $ 655,750 $ 560,000 $ 773,750 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 694,000 $ 701,500

Park Police Park Police Personnel 1 Park Police Operations 1 Park Police Personnel 2 Park Police Operations 2 Park Police Personnel 3 Park Police Operations 3 Park Police Personnel 4 Park Police Operations 4 Park Police Personnel 5 Park Police Operations 5 Park Police Vehicles

$ 802,500 $ 187,500 $ 749,000 $ 175,000 $ 695,500 $ 162,500 $ 374,500 $ 87,500 $ 107,000 $ 25,000 $ 370,000 Total $ 3,736,000

$ 1,212,176 $ 53,500 $ 283,219 $ 12,500 $ 1,156,001 $ 270,094 $ 1,097,017 $ 256,312 $ 675,755 $ 157,887 $ 217,149 $ 50,736 $ 570,646 $ 5,946,990 $ 66,000

ACTION TOTAL $ 13,113,250 $ 20,564,136

$ 235,750

$ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 853,750

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 758,000

$ 53,500 $ 12,500 $ 53,500 $ 12,500 $ 53,500 $ 12,500

$ 1,051,750

$ 892,000

$ 892,000

$ 972,000

$ 958,000

$ 958,000

$ 1,038,000

$ 958,000

$ 958,000

$ 1,104,000

$ 330,000

Grand Total $ 81,529,620 $ 126,505,827 $ 8,439,159 $ 5,767,239 $ 3,029,489 $ 3,773,239 $ 2,956,989 $ 4,192,239 $ 2,787,739 $ 4,432,239 $ 6,143,239 $ 4,158,239 $ 7,158,239 $ 9,192,989 $ 8,403,239 $ 6,443,604 $ 4,651,739

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Action 01: Open Undeveloped Parkland Rieke Lake Future Park Property Property Phase 1b Development Phase 2a Development Future Phases

$ 2,760,000 $ 1,450,000 $ 2,000,000 Total $ 6,210,000

$ 2,964,150 $ 1,575,000 $ 1,389,150 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,142,310 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,142,310 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ ‐ $ ‐ $ ‐ $ 8,698,173 $ 1,575,000 $ 1,389,150 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,142,310 $ ‐ $ ‐ $ ‐ $ 3,591,713 $ ‐ $ ‐ $ ‐

Big Bull Creek Future Park Master Plan Phase 1a Implementation Phase 1b Implementation Phase 2 Implementation (Maintenance is majority) Park Police Substation Future Phases (includes Destination Pavilion)

$ 120,000 $ 126,000 $ 2,250,000 $ 2,480,625 $ 1,250,000 $ 1,447,031 $ 2,725,000 $ 3,312,255 $ 500,000 $ 775,664 $ 2,000,000 $ 3,681,505 Total $ 8,845,000 $ 11,823,080

$ 126,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 126,000

$ ‐ $ 2,480,625 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,480,625

$ ‐ $ ‐ $ 1,447,031 $ ‐ $ ‐ $ ‐ $ 1,447,031

$ ‐ $ ‐ $ ‐ $ 3,312,255 $ ‐ $ ‐ $ 3,312,255

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ 775,664 $ ‐ $ 775,664

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,795,856 $ 1,795,856

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,885,649 $ 1,885,649

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 200,000 $ 4,750,000 $ 500,000 Total $ 5,450,000

$ 210,000 $ 4,987,500 $ 942,825 $ 6,140,325

$ 210,000 $ 4,987,500 $ ‐ $ 5,197,500

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 942,825 $ 942,825

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ 2,325,000 $ 3,015,215 $ 2,600,000 $ 4,196,343 $ 3,834,750 $ 7,210,026 Total $ 8,759,750 $ 14,421,584

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ 2,010,143 $ ‐ $ ‐ $ 2,010,143

$ 1,005,072 $ ‐ $ ‐ $ 1,005,072

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 775,664 $ ‐ $ 775,664

$ ‐ $ 3,420,679 $ ‐ $ 3,420,679

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 3,294,947 $ 3,294,947

$ ‐ $ ‐ $ 1,885,649 $ 1,885,649

$ ‐ $ ‐ $ 989,966 $ 989,966

$ ‐ $ ‐ $ 1,039,464 $ 1,039,464

$ 120,000 $ 2,800,000 $ 1,500,000 $ 1,500,000 Total $ 5,920,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 132,300 $ ‐ $ ‐ $ ‐ $ 132,300

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 2,267,894 $ ‐ $ ‐ $ 2,267,894

$ ‐ $ 1,962,430 $ ‐ $ ‐ $ 1,962,430

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 1,282,755 $ ‐ $ 1,282,755

$ ‐ $ ‐ $ 1,346,892 $ ‐ $ 1,346,892

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 2,969,897 $ 2,969,897

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Meadowbrook Future Park Property Master Plan Park Development Future Phase

Cedar Niles Future Park Property Future Park Phase 1a Implementation Phase 1b Implementation Phase 2a Implementation

Camp Branch Future Park Future Park Master Plan Phase 1a Implementation Phase 1b Implementation (Includes Destination Pavilion) Phase 2a Implementation

$ 132,300 $ 4,230,324 $ 2,629,647 $ 2,969,897 $ 9,962,168

Sunflower Ordnance Site Master Plan Phase 1a Implementation

$ 120,000 $ 1,800,000

$ 237,592 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 237,592 $ ‐ $ 3,742,071 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,742,071

Total $ 1,920,000 $ 3,979,663

Additional Staffing for Opening Parks Planning and Design

$ 1,200,000

$ ‐ $ 237,592 $ 3,742,071

$ 1,812,599 $ 84,000 $ 88,200 $ 92,610 $ 97,241 $ 102,103 $ 107,208 $ 112,568 $ 118,196 $ 124,106 $ 130,312 $ 136,827 $ 143,669 $ 150,852 $ 158,395 $ 166,314

Total $ 1,200,000 $ 1,812,599 $ 84,000 $ 88,200 $ 92,610 $ 97,241 $ 102,103 $ 107,208 $ 112,568 $ 118,196 $ 124,106 $ 130,312 $ 136,827 $ 143,669 $ 150,852 $ 158,395 $ 166,314 ACTION TOTAL $ 38,304,750 $ 56,837,593 $ 6,982,500 $ 4,090,275 $ 1,539,641 $ 3,409,495 $ 2,112,246 $ 1,112,279 $ 112,568 $ 4,528,401 $ 3,637,865 $ 3,550,990 $ 1,419,582 $ 10,173,077 $ 4,864,975 $ 4,355,850 $ 4,947,849

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Action 03: Invest In Existing Parks and Facilities Updated Master Plans and Studies Master Plan Updates Preliminary Studies

$ 510,000 $ 505,000 Total $ 1,015,000

$ 828,398 $ ‐ $ 33,075 $ ‐ $ ‐ $ 51,051 $ 53,604 $ 112,568 $ ‐ $ 124,106 $ ‐ $ 136,827 $ ‐ $ 150,852 $ ‐ $ 166,314 $ 722,580 $ 68,250 $ 71,663 $ 75,246 $ ‐ $ ‐ $ 87,106 $ ‐ $ 96,035 $ ‐ $ 97,734 $ ‐ $ 107,751 $ ‐ $ 118,796 $ ‐ $ 1,550,978 $ 68,250 $ 104,738 $ 75,246 $ ‐ $ 51,051 $ 140,710 $ 112,568 $ 96,035 $ 124,106 $ 97,734 $ 136,827 $ 107,751 $ 150,852 $ 118,796 $ 166,314

$ 75,000 $ 40,000 $ 50,000

$ 105,533 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 105,533 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 53,604 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 53,604 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 98,997 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 98,997 $ ‐

Total $ 165,000

$ 258,133 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 53,604 $ 105,533 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 98,997 $ ‐

$ 490,500 $ 302,920 $ 884,250 $ 650,000 $ 1,100,000 Total $ 3,427,670

$ 567,815 $ 318,066 $ 1,146,034 $ 1,225,672 $ 1,547,810 $ 4,805,398

$ ‐ $ 318,066 $ 140,963 $ ‐ $ ‐ $ 459,029

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 567,815 $ ‐ $ ‐ $ ‐ $ ‐ $ 567,815

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 1,005,072 $ ‐ $ ‐ $ 1,005,072

$ ‐ $ ‐ $ ‐ $ ‐ $ 1,547,810 $ 1,547,810

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 1,225,672 $ ‐ $ 1,225,672

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 275,500 $ 387,656 $ 294,000 $ 308,700 $ 299,500 $ 330,199 $ 475,000 $ 498,750 $ 75,000 $ 105,533 $ 1,305,000 $ 2,553,640 $ 650,000 $ 1,008,363 $ 450,000 $ 935,518 $ 40,000 $ 59,098 $ 1,500,000 $ 2,326,992 $ 40,000 $ 59,098 $ 1,430,000 $ 2,696,478 $ 2,000,000 $ 3,595,989 $ 3,153,585 $ 4,763,488 Total $ 11,987,585 $ 19,629,503

$ ‐ $ 308,700 $ ‐ $ 498,750 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 220,751 $ 1,028,201

$ ‐ $ ‐ $ 330,199 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 231,788 $ 561,987

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 243,378 $ 243,378

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 255,547 $ 255,547

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 268,324 $ 268,324

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 281,740 $ 281,740

$ 387,656 $ ‐ $ ‐ $ ‐ $ 105,533 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 295,827 $ 789,016

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 59,098 $ ‐ $ 59,098 $ ‐ $ ‐ $ 310,619 $ 428,815

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,008,363 $ ‐ $ ‐ $ 2,326,992 $ ‐ $ ‐ $ ‐ $ 326,150 $ 3,661,505

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 342,457 $ 342,457

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,710,339 $ 359,580 $ 2,069,919

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 377,559 $ 377,559

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 603,408 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,696,478 $ 1,885,649 $ 396,437 $ 5,581,972

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,950,233 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 416,259 $ 2,366,491

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 935,518 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 437,072 $ 1,372,589

Antioch Park Stream Improvements Below Lake Existing Maitnenance Demo and Fuel Storage Removal Complete Rose Garden Improvements

Heritage Park Park Police Substation Shelter 9‐10 Improvements, Restroom and Electrical Lake Shelter and Marina Improvements Destination Pavilion South Loop Trail (2 miles)

Shawnee Mission Park Off Leash Area ‐ Restroom Building Marina Drop‐off and Parking Improvements 79th Street and Shelter 1 Parking Improvements Multi‐use Area Improvements Relocated Archery Range with Adequate Parking South Park Multi Use Trail (2.25 miles) Destination Pavilion Relocation of Recreation and Registration Admin.

Quarry Property Master Plan (From CIP budget item) Quarry Property Development Hutton Property Master Plan (From CIP budget item) Hutton Property Development Continued Master Plan Implementaiton Debt Payments for Park Police Building

Stoll Memorial Park North Fields Conversion to Soccer Shelter and Restroom at Off Leash Area

$ 1,050,000 $ 300,000 Total $ 1,350,000

$ 1,407,100 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,407,100 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 538,757 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 538,757 $ ‐ $ ‐ $ ‐ $ 1,945,857 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,407,100 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 538,757 $ ‐ $ ‐ $ ‐

$ 175,000

$ 329,989 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 329,989 $ ‐ $ ‐

Total $ 175,000

$ 329,989 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 329,989 $ ‐ $ ‐

Sunflower Nature Park Parking relocation and trail connection

Kill Creek Park Kill Creek Park Shelter 1 Restroom Improvements Update Master Plan (From CIP budget item) Park Police Substation Beachhouse Renovation to Destination Pavilion Complete Multiuse Loop Trail at South End of Park (1.25 miles) Park Visitors Center Heritage and Environmental Walk

$ 237,000 $ 80,000 $ 500,000 $ 1,000,000 $ 750,000 $ 500,000 $ 500,000

$ 296,716 $ 92,610 $ 1,039,464 $ 1,979,932 $ 1,221,671 $ 551,250 $ 551,250

$ 75,600 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 551,250 $ 551,250

$ ‐ $ 92,610 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 221,116 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ 1,221,671 $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 1,979,932 $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 1,039,464 $ ‐ $ ‐ $ ‐ $ ‐

Total $ 3,567,000 $ 5,732,892 $ 75,600 $ 1,102,500 $ 92,610 $ ‐ $ ‐ $ 221,116 $ ‐ $ ‐ $ ‐ $ 1,221,671 $ ‐ $ ‐ $ ‐ $ 1,979,932 $ 1,039,464

Mildale Farm Pier and Arbor Development

$ 150,000 $ ‐

$ 201,014 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 201,014 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 150,000

$ 201,014 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 201,014 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 834,365 $ 4,000,000 $ 440,000 Total $ 5,274,365

$ 1,651,986 $ 6,841,357 $ 679,630 $ 9,172,973

Golf Courses Heritage Park Golf Cart Storage Building Renovate Course ‐ Par 3 / Foot Golf Addition and Irrigation Heritage Golf Course #16 Island Green

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 59,098 $ 59,098

$ ‐ $ ‐ $ 620,531 $ 620,531

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 6,841,357 $ ‐ $ 6,841,357

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ 1,651,986 $ ‐ $ ‐ $ 1,651,986

$ ‐ $ ‐ $ ‐ $ ‐

ACTION TOTAL $ 27,111,620 $ 43,626,736 $ 1,631,079 $ 1,769,225 $ 979,049 $ 255,547 $ 319,375 $ 3,310,357 $ 2,554,927 $ 583,948 $ 4,406,143 $ 1,661,862 $ 9,048,104 $ 1,024,067 $ 7,288,485 $ 6,216,201 $ 2,578,368

Action 05: Strategic Acquisition of Additional Parkland Acquisition of Additional Parkland Parkland Acquisiton

$ 3,000,000

$ 5,477,362 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ 1,885,649 $ ‐ $ ‐

Total $ 3,000,000 $ 5,477,362 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ 1,885,649 $ ‐ $ ‐ ACTION TOTAL $ 3,000,000 $ 5,477,362 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ 1,885,649 $ ‐ $ ‐

LEGACY: Regional Parks

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

$ 1,203,750 $ 1,818,264 $ 1,521,000 $ 2,322,337 $ 279,500 $ 414,624 $ 1,057,500 $ 1,673,863 $ 299,250 $ 440,533 $ 1,625,000 $ 2,563,124 $ 299,250 $ 440,533 $ 832,500 $ 1,375,482 $ 227,750 $ 361,273 $ 825,000 $ 1,359,890 $ 227,750 $ 361,273 $ 176,000 $ 254,617 $ 77,500 $ 117,704 $ 18,000 $ 21,879 $ 27,500 $ 33,426 $ 680,000 $ 1,058,325 Total $ 9,377,250 $ 14,617,146

$ 84,263 $ 53,550 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,425 $ ‐ $ ‐ $ ‐ $ ‐ $ 178,238

$ 88,476 $ 115,763 $ 60,913 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 33,075 $ 298,226

$ 92,899 $ 121,551 $ 19,969 $ 86,822 $ 106,791 $ 144,703 $ 106,791 $ ‐ $ ‐ $ ‐ $ ‐ $ 21,705 $ ‐ $ ‐ $ ‐ $ 57,881 $ 759,113

$ 97,544 $ 127,628 $ 20,967 $ 91,163 $ 20,967 $ 151,938 $ 20,967 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 33,426 $ 21,879 $ 33,426 $ 60,775 $ 680,684

$ 102,422 $ 134,010 $ 22,016 $ 105,293 $ 22,016 $ 159,535 $ 22,016 $ 95,721 $ 70,515 $ 95,721 $ 70,515 $ 23,930 $ ‐ $ ‐ $ ‐ $ 63,814 $ 987,523

$ 107,543 $ 140,710 $ 23,117 $ 110,558 $ 23,117 $ 167,512 $ 23,117 $ 100,507 $ 23,117 $ 100,507 $ 23,117 $ 13,401 $ 6,700 $ ‐ $ ‐ $ 67,005 $ 930,026

$ 112,920 $ 147,746 $ 24,272 $ 116,086 $ 24,272 $ 175,888 $ 24,272 $ 105,533 $ 24,272 $ 105,533 $ 24,272 $ 14,071 $ 7,036 $ ‐ $ ‐ $ 70,355 $ 976,528

$ 118,566 $ 155,133 $ 25,486 $ 121,890 $ 25,486 $ 184,682 $ 25,486 $ 110,809 $ 25,486 $ 110,809 $ 25,486 $ 14,775 $ 7,387 $ ‐ $ ‐ $ 73,873 $ 1,025,354

$ 124,494 $ 162,889 $ 26,760 $ 127,985 $ 26,760 $ 193,916 $ 26,760 $ 116,350 $ 26,760 $ 116,350 $ 26,760 $ 15,513 $ 7,757 $ ‐ $ ‐ $ 77,566 $ 1,076,622

$ 130,719 $ 171,034 $ 28,098 $ 134,384 $ 28,098 $ 203,612 $ 28,098 $ 122,167 $ 28,098 $ 122,167 $ 28,098 $ 16,289 $ 8,144 $ ‐ $ ‐ $ 81,445 $ 1,130,453

$ 137,255 $ 179,586 $ 29,503 $ 141,103 $ 29,503 $ 213,792 $ 29,503 $ 128,275 $ 29,503 $ 128,275 $ 29,503 $ 17,103 $ 8,552 $ ‐ $ ‐ $ 85,517 $ 1,186,976

$ 144,117 $ 188,565 $ 30,979 $ 148,158 $ 30,979 $ 224,482 $ 30,979 $ 134,689 $ 30,979 $ 134,689 $ 30,979 $ 17,959 $ 8,979 $ ‐ $ ‐ $ 89,793 $ 1,246,324

$ 151,323 $ 197,993 $ 32,527 $ 155,566 $ 32,527 $ 235,706 $ 32,527 $ 141,424 $ 32,527 $ 141,424 $ 32,527 $ 18,856 $ 9,428 $ ‐ $ ‐ $ 94,282 $ 1,308,641

$ 158,890 $ 207,893 $ 34,154 $ 163,344 $ 34,154 $ 247,491 $ 34,154 $ 148,495 $ 34,154 $ 148,495 $ 34,154 $ 19,799 $ 9,900 $ ‐ $ ‐ $ 98,997 $ 1,374,073

$ 166,834 $ 218,287 $ 35,862 $ 171,512 $ 35,862 $ 259,866 $ 35,862 $ 171,512 $ 35,862 $ 155,920 $ 35,862 $ 20,789 $ 10,395 $ ‐ $ ‐ $ 103,946 $ 1,458,368

$ 802,500 $ 187,500 $ 749,000 $ 175,000 $ 695,500 $ 162,500 $ 374,500 $ 87,500 $ 107,000 $ 25,000 $ 370,000 Total $ 3,736,000

$ 1,212,176 $ 283,219 $ 1,156,001 $ 270,094 $ 1,097,017 $ 256,312 $ 675,755 $ 157,887 $ 217,149 $ 50,736 $ 570,646 $ 5,946,990

$ 56,175 $ 13,125 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 69,300

$ 58,984 $ 13,781 $ 58,984 $ 13,781 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 55,125 $ 200,655

$ 61,933 $ 14,470 $ 61,933 $ 14,470 $ 61,933 $ 14,470 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 229,210

$ 65,030 $ 15,194 $ 65,030 $ 15,194 $ 65,030 $ 15,194 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 240,670

$ 68,281 $ 15,954 $ 68,281 $ 15,954 $ 68,281 $ 15,954 $ ‐ $ ‐ $ ‐ $ ‐ $ 102,103 $ 354,806

$ 71,695 $ 16,751 $ 71,695 $ 16,751 $ 71,695 $ 16,751 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 265,339

$ 75,280 $ 17,589 $ 75,280 $ 17,589 $ 75,280 $ 17,589 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 278,606

$ 79,044 $ 18,468 $ 79,044 $ 18,468 $ 79,044 $ 18,468 $ ‐ $ ‐ $ ‐ $ ‐ $ 118,196 $ 410,733

$ 82,996 $ 19,392 $ 82,996 $ 19,392 $ 82,996 $ 19,392 $ 82,996 $ 19,392 $ ‐ $ ‐ $ ‐ $ 409,551

$ 87,146 $ 20,361 $ 87,146 $ 20,361 $ 87,146 $ 20,361 $ 87,146 $ 20,361 $ ‐ $ ‐ $ ‐ $ 430,028

$ 91,503 $ 21,379 $ 91,503 $ 21,379 $ 91,503 $ 21,379 $ 91,503 $ 21,379 $ ‐ $ ‐ $ 136,827 $ 588,357

$ 96,078 $ 22,448 $ 96,078 $ 22,448 $ 96,078 $ 22,448 $ 96,078 $ 22,448 $ ‐ $ ‐ $ ‐ $ 474,106

$ 100,882 $ 23,571 $ 100,882 $ 23,571 $ 100,882 $ 23,571 $ 100,882 $ 23,571 $ ‐ $ ‐ $ ‐ $ 497,811

$ 105,926 $ 24,749 $ 105,926 $ 24,749 $ 105,926 $ 24,749 $ 105,926 $ 24,749 $ 105,926 $ 24,749 $ 158,395 $ 811,772

$ 111,223 $ 25,987 $ 111,223 $ 25,987 $ 111,223 $ 25,987 $ 111,223 $ 25,987 $ 111,223 $ 25,987 $ ‐ $ 686,046

ACTION TOTAL $ 13,113,250 $ 20,564,136

$ 247,538

$ 498,881

$ 988,322

$ 921,354

$ 1,342,329

$ 1,195,365

$ 1,255,134

$ 1,436,087

$ 1,486,172

$ 1,560,481

$ 1,775,332

$ 1,720,430

$ 1,806,452

$ 2,185,844

$ 2,144,414

Action 02 (from stewardship): Establish Maintenance Regions + Staffing for District Growth Parks Maintenance / Staff Park Maintenance need beyond anticipated General Fund Growth Additional Park Maintenance Personnel‐ Rieke Lake Future Park Property Additional Park Opereations ‐ Rieke Lake Future Park Property Additional Park Maintenance Personnel ‐ Big Bull Creek Additional Park Operations‐ Big Bull Creek Additional Park Maintenance Personnel ‐ Meadowbrook Additional Park Operations ‐ Meadowbrook Additional Park Maintenance Personnel ‐ Cedar Niles Future Park Property Additional Park Operations ‐ Cedar Niles Future Park Property Additional Park Maintenance Personnel ‐ Camp Branch Future Park Additional Park Operations ‐ Camp Branch Future Park Park Maintenance Vehicles Park Maintenance Equipment Park Maintenance Vehicles Park Maintenance Equipment Social Media Coordinator

Park Police Park Police Personnel 1 Park Police Operations 1 Park Police Personnel 2 Park Police Operations 2 Park Police Personnel 3 Park Police Operations 3 Park Police Personnel 4 Park Police Operations 4 Park Police Personnel 5 Park Police Operations 5 Park Police Vehicles

Grand Total $ 81,529,620 $ 126,505,827 $ 8,861,117 $ 6,358,381 $ 3,507,012 $ 4,586,396 $ 3,773,951 $ 5,618,001 $ 3,922,629 $ 6,548,436 $ 9,530,180 $ 6,773,333 $ 12,243,018 $ 16,509,287 $ 15,845,560 $ 12,757,895 $ 9,670,631

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 01: Prioritize Streamway Land Acquisition Kill Creek Streamway (6 miles / 17.5 acres) 135th St. to 143rd St. (0.6 miles / 17.5 acres)

$ 210,000 $ 220,500 $ 210,000

Total $ 210,000 $ 220,500 $ 210,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Cedar Creek Streamway (3 miles / 145.5 acres) Kansas River to K‐10 (3 miles / 145.5 acres)

$ 1,746,000

Total $ 1,746,000

$ 3,135,565 $ 1,746,000 $ 3,135,565 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,746,000 $ ‐ $ ‐ $ ‐

Coffee Creek Streamway (12.6 miles / 611 acres) Blue River Mission Road to 163 Terrace (0.95 miles / 46 acres) Wilderness Valley to Hwy 69 (2.7 miles / 131 acres) Coffee Creek Hwy 69 to Switzer Rd. (1.25 miles / 60.5 acres) Future Camp Branch Park Blue River to Camp Branch Future Park Park (1 mile / 48.5 acres) Camp Branch Future Park Park to Stillwell Community Park (3.2 mi/155 acres) Wolf Creek Fork to Overland Park Arboretium / Kemp Farm (1 mile / 48.5 acres) Kemp Farm to Pflumm Rd. (2.5 miles / 121 acres)

$ 500,000 $ 563,653 $ 1,572,000 $ 2,842,860

$ 275,000 $ 225,000 $ 1,000,000

$ 726,000 $ 972,909

$ 572,000

$ 726,000

$ 582,000 $ 611,100 $ 582,000 $ 1,860,000 $ 3,507,307

$ 1,860,000

$ 582,000 $ 707,425 $ 582,000 $ 1,452,000 $ 3,018,604 $ 1,452,000 Total $ 7,274,000 $ 12,223,859 $ 582,000 $ 275,000 $ 225,000 $ 582,000 $ ‐ $ 726,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ 1,860,000 $ 572,000 $ 1,452,000

Big Bull Creek Streamway (3.5 miles / 170 acres) Big Bull Creek Park to 183rd St. (2 miles / 97 acres) 183rd St. to 175th St. (1.5 miles / 73 acres)

$ 1,164,000 $ 876,000 Total $ 2,040,000

$ 1,559,871 $ 1,164,000 $ 1,294,251 $ 876,000 $ 2,854,122 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,164,000 $ ‐ $ 876,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Little Bull Creek Streamway (5 miles / 242.5 acres) Little Bull Creek County Line to 199th (3 miles / 145.5 acres) 199th to I‐35 (3.5 miles / 170 acres) I‐35 to New Century Fieldhouse (1.5 miles / 73 acres) Bain Creek Fork to S. Hedge Lane Parcel (2.3 miles / 111.5 acres) S. Hedge Lane Parcel to Nottington Creek (2.6 miles / 126 acres)

$ 1,746,000 $ 2,040,000 $ 867,000 $ 1,338,000 $ 1,512,000 Total $ 7,503,000

$ 2,579,637 $ 3,164,710 $ 1,716,601

$ 1,746,000 $ 2,040,000 $ 867,000

$ 1,976,835 $ 1,338,000 $ 1,929,738 $ 1,512,000 $ 11,367,521 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,512,000 $ ‐ $ ‐ $ 3,084,000 $ 2,040,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 867,000 $ ‐

ACTION TOTAL $ 18,773,000 $ 29,801,567 $ 792,000 $ 275,000 $ 225,000 $ 582,000

$ 1,512,000

$ 1,890,000

$ ‐

$ 3,960,000

$ 2,040,000

$ ‐

$ 1,000,000

$ 1,746,000

$ 1,860,000

$ 1,439,000

$ 1,452,000

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 02: Continue Steady Development of Streamway Trails Streamway Trails within Existing Park Lands Cedar Niles Future Park Property ‐ Cedar Creek Streamway Trail (4 miles) Heritage Park ‐ Coffee Creek Streamway Trail (1 mile) Big Bull Creek ‐ Big Bull Streamway Trail (4.5 miles) Camp Branch Future Park ‐ North of 175th St. (0.6 miles) ‐ Phase 1 Camp Branch Future Park ‐ South of 175th St. (1.4 miles) ‐ Phase 2

$ 2,400,000 $ 2,774,717 $ 65,000 $ 2,335,000 $ 600,000 $ 729,304 $ 600,000 $ 2,700,000 $ 4,269,597 $ 250,000 $ 1,167,500 $ 1,282,500 $ 257,150 $ 270,008 $ 257,150 $ 829,770 $ 912,721 $ 40,000 $ 789,770 Total $ 6,786,920 $ 8,956,346 $ 297,150 $ 854,770 $ 2,335,000 $ 600,000 $ ‐ $ ‐ $ ‐ $ 250,000 $ 1,167,500 $ 1,282,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Kill Creek Streamway Infill N. of Kill Creek Park (2.15 miles) 135th to 143rd St. (1.5 miles)

$ 1,353,970 $ 950,000 Total $ 2,303,970

$ 1,554,475 $ 120,000 $ 1,233,970 $ 1,336,745 $ 950,000 $ 2,891,220 $ 120,000 $ ‐ $ 1,233,970 $ ‐ $ ‐ $ ‐ $ 950,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 1,800,000

$ 3,563,877 $ 1,800,000 $ 3,563,877 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,800,000 $ ‐

Cedar Creek Streamway Kansas River to K10 (3 miles)

Total $ 1,800,000

Coffee Creek / Blue River Streamway Blue River Mission Road to 163 Ter. (Wilderness Valley) (0.95 mi.)

Wilderness Valley to Hwy 69 (2.7 miles) Coffee Creek Hwy 69 to Switzer Rd. (2.5 miles) Future Camp Branch Park Blue River to Camp Branch Future Park Park (1 mile) Camp Branch Future Park Park to Stilwell Community Park (3.2 miles)

$ 553,750 $ 726,842 $ 1,620,000 $ 3,367,864 $ 1,050,000

$ 238,750 $ 315,000 $ 1,620,000

$ 1,477,455

$ 1,050,000

$ 426,000 $ 543,696 $ 426,000 $ 1,920,000 $ 3,991,542 $ 1,920,000 Total $ 5,569,750 $ 10,107,399 $ ‐ $ ‐ $ ‐ $ ‐ $ 664,750 $ 315,000 $ 1,050,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,540,000

Big Bull Creek Streamway Big Bull Creek Park to 183rd St. (2 miles) 183rd St. to 175th St. (1.5 miles)

$ 1,200,000 $ 900,000 Total $ 2,100,000

$ 1,861,594 $ 1,200,000 $ 1,539,305 $ 900,000 $ 3,400,899 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,200,000 $ ‐ $ 900,000 $ ‐ $ ‐ $ ‐ $ ‐

Little Bull Creek Streamway Little Bull Creek County Line to 199th (3 miles) 199th to I‐35 (3.5 miles) I‐35 to New Century Fieldhouse (1.5 miles) Bain Creek Fork to S. Hedge Lane Parcel (2.3 miles) S. Hedge Lane Parcel to Nottington Creek (2.6 miles)

$ 1,800,000 $ 2,100,000 $ 900,000 $ 1,380,000 $ 1,560,000 Total $ 7,740,000

$ 2,932,010 $ 3,591,713 $ 1,871,035

$ 1,800,000 $ 2,100,000 $ 900,000

$ 2,278,824 $ 1,000,000 $ 380,000 $ 2,994,411 $ 1,000,000 $ 560,000 $ 13,667,993 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,800,000 $ 2,480,000 $ ‐ $ 1,000,000 $ 560,000 $ 900,000

Trailhead Development Verhaege Park Access Point South Hedge Lane Future Trailhead Development ($300,000)

$ 628,980 $ 693,450 $ 628,980 $ ‐ $ 350,000 $ 628,550 $ 350,000 $ 900,000 $ 1,515,621 $ 300,000 $ 300,000 $ 300,000 Total $ 1,878,980 $ 2,837,621 $ ‐ $ 628,980 $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 650,000 $ ‐ $ 300,000 $ ‐

ACTION TOTAL $ 28,179,620 $ 45,425,356 $ 417,150

$ 1,483,750

$ 3,568,970 $ 600,000 $ 964,750 $ 315,000

$ 2,000,000 $ 250,000

$ 2,367,500

$ 4,082,500

$ 3,380,000 $ 650,000

$ 1,000,000

$ 2,660,000

$ 4,440,000

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 03: Continue to Leverage Partnerships for Connectivity Turkey Creek Streamway Trail (with Mission) Metcalf Ave. to Lamar Ave. (1 mile) 75th St. to 87th St. (2 miles)

$ 180,000 $ 229,731 $ 180,000 $ 600,000 $ 804,057 $ 600,000 Total $ 780,000 $ 1,033,788 $ ‐ $ ‐ $ ‐ $ ‐ $ 180,000 $ 600,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Rock Creek Streamway Trail (with Mission, Fairway, + Mission Hills) Johnson/Roeland Dr. to State Line (3 miles)

$ 540,000 $ 723,652

$ 540,000

Total $ 540,000 $ 723,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 540,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Kill Creek Streamway Trail (with Gardner) West Branch to 167th St. (Quail Meadow Park) (5 miles) A/D 167th St. to Madison St. (0.7 miles) A/D

$ 1,500,000 $ 2,524,787 $ 500,000 $ 1,000,000 $ 100,000 $ 110,250 $ 100,000 Total $ 1,600,000 $ 2,635,037 $ ‐ $ 100,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐

Cedar Creek Streamway Trail (with Olathe) Cedar Niles Future Park Property to EMNC (1.5 miles / 73 acres) A/D K10 to Cedar‐Niles Property (6 miles) Lake Olathe to Cedar Lake (2.3 miles Acquisition / 4.5 miles Development)

$ 450,000 $ 574,327 $ 1,800,000 $ 3,742,071 $ 1,350,000 $ 2,266,200

Total $ 3,600,000

$ 6,582,597

$ 450,000 $ 1,800,000 $ 525,000 $ 825,000 $ ‐

$ ‐

$ ‐

$ ‐ $ 450,000

$ ‐

$ ‐

$ ‐

$ ‐ $ 525,000 $ 825,000

$ ‐

$ ‐

$ ‐

$ 1,800,000

Coffee Creek Streamway (with Overland Park) Blue River State Line to Mission Road (Acquisition 1.8 miles / Development 2 miles) Coffee Creek Heritage Park to Ridgeview Rd (2 miles acquisition and development) Wolf Creek Fork to Overland Park Arboretum and Kemper Farm (1 mile) Arboretum and Farm (1.5 miles) Kemper Farm to Pflumm Rd. (2.5 miles)

$ 600,000 $ 886,473 $ 600,000

$ 600,000

$ 1,131,389

$ 180,000 $ 229,731 $ 250,000 $ 494,983 $ 450,000 $ 935,518 Total $ 2,080,000 $ 3,678,094

$ 600,000 $ 180,000 $ 250,000 $ ‐

$ ‐

$ ‐

$ ‐ $ 180,000

$ ‐

$ ‐ $ 600,000

$ ‐

$ ‐

$ ‐

$ 450,000 $ ‐ $ 600,000 $ 250,000 $ 450,000

Meadowlane Trail (with Olathe) Meadowlane Trail

$ 160,000 $ 168,000 $ 160,000

Total $ 160,000 $ 168,000 $ 160,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ACTION TOTAL $ 8,760,000 $ 14,821,167 $ 160,000 $ 100,000

$ ‐

$ ‐ $ 810,000

$ 1,140,000

$ ‐ $ 600,000

$ ‐

$ 1,025,000

$ 1,825,000

$ ‐ $ 600,000 $ 250,000

$ 2,250,000

Action 04: Internal Park Trail Systems and Connectivity Connectivity Annual allowance for community connections ($30,000/connection)

$ 300,000 $ 526,302

$ 30,000 $ 30,000

$ 60,000 $ 60,000

$ 60,000 $ 60,000

Total $ 300,000 $ 526,302 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000 $ 30,000 $ ‐ $ ‐ $ 60,000 $ 60,000 $ ‐ $ ‐ $ 60,000 $ 60,000 ACTION TOTAL $ 300,000 $ 526,302

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 30,000 $ 30,000

$ ‐

$ ‐

$ 60,000 $ 60,000

$ ‐

$ ‐

$ 60,000 $ 60,000

$ 975,000 $ 1,535,807 $ 37,500 $ 37,500 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 77,000 $ 103,410 $ 38,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 590,000 $ 1,090,241 $ 37,500 $ 129,000 $ 219,746 $ 38,000 Total $ 1,771,000 $ 2,949,204 $ ‐ $ 75,500 $ 40,500 $ 78,000 $ 78,000 $ 78,000 $ 78,000 $ 153,500

$ 75,000 $ 3,000 $ 37,500 $ 3,000 $ 118,500

$ 75,000 $ 3,000 $ 37,500 $ 3,000 $ 118,500

$ 75,000 $ 3,000 $ 110,000 $ 73,000 $ 261,000

$ 75,000 $ 3,000 $ 110,000 $ 3,000 $ 191,000

$ 75,000 $ 3,000 $ 110,000 $ 3,000 $ 191,000

Action 02 (from stewardship): Establish Maintenance Regions + Staffing for District Growth Parks Maintenance / Staff Additional Trails Maintenance Personnel ‐ Trails 1 Additional Trails Operations ‐ Trails 1 (includes equip. in first year) Additional Trails Maintenence Personnel ‐ Trails 2 Additional Trails Operations ‐ Trails 2 (includes equip. in first year)

ACTION TOTAL $ 1,771,000

$ 75,000 $ 3,000 $ 37,500 $ 3,000 $ 118,500

$ 75,000 $ 3,000 $ 110,000 $ 3,000 $ 191,000

$ 2,949,204

$ ‐

$ 75,500 $ 40,500 $ 78,000 $ 78,000 $ 78,000 $ 78,000 $ 153,500 $ 118,500 $ 118,500 $ 118,500 $ 261,000 $ 191,000 $ 191,000 $ 191,000

Grand Total $ 57,783,620 $ 93,523,595

$ 1,369,150

$ 1,934,250

$ 3,834,470

$ 1,260,000

$ 3,364,750

$ 3,453,000

$ 2,108,000

$ 4,963,500

$ 4,526,000

$ 5,286,000

$ 6,383,500

$ 2,657,000

$ 3,651,000

$ 4,600,000

$ 8,393,000

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Action 01: Prioritize Streamway Land Acquisition Kill Creek Streamway (6 miles / 17.5 acres) 135th St. to 143rd St. (0.6 miles / 17.5 acres)

$ 210,000 $ 220,500 $ 220,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 210,000 $ 220,500 $ 220,500

Cedar Creek Streamway (3 miles / 145.5 acres) Kansas River to K‐10 (3 miles / 145.5 acres)

$ 1,746,000

Total $ 1,746,000

$ 3,135,565 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,135,565 $ ‐ $ ‐ $ ‐ $ 3,135,565 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,135,565 $ ‐ $ ‐ $ ‐

Coffee Creek Streamway (12.6 miles / 611 acres) Blue River Mission Road to 163 Terrace (0.95 miles / 46 acres) Wilderness Valley to Hwy 69 (2.7 miles / 131 acres) Coffee Creek Hwy 69 to Switzer Rd. (1.25 miles / 60.5 acres) Future Camp Branch Park Blue River to Camp Branch Future Park Park (1 mile / 48.5 acres) Camp Branch Future Park Park to Stillwell Community Park (3.2 mi/155 acres) Wolf Creek Fork to Overland Park Arboretium / Kemp Farm (1 mile / 48.5 acres) Kemp Farm to Pflumm Rd. (2.5 miles / 121 acres)

$ 500,000 $ 563,653 $ ‐ $ 303,188 $ 260,466 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,572,000 $ 2,842,860 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,710,339 $ ‐ $ ‐ $ 1,132,521 $ ‐ $ 726,000 $ 972,909 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 972,909 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 582,000 $ 611,100 $ 611,100 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,860,000 $ 3,507,307 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,507,307 $ ‐ $ ‐ $ 582,000 $ 707,425 $ ‐ $ ‐ $ ‐ $ 707,425 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,452,000 $ 3,018,604 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,018,604 Total $ 7,274,000 $ 12,223,859 $ 611,100 $ 303,188 $ 260,466 $ 707,425 $ ‐ $ 972,909 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,710,339 $ ‐ $ 3,507,307 $ 1,132,521 $ 3,018,604

Big Bull Creek Streamway (3.5 miles / 170 acres) Big Bull Creek Park to 183rd St. (2 miles / 97 acres) 183rd St. to 175th St. (1.5 miles / 73 acres)

$ 1,164,000 $ 876,000 Total $ 2,040,000

$ 1,559,871 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,559,871 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,294,251 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,294,251 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,854,122 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,559,871 $ ‐ $ 1,294,251 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 1,746,000 $ 2,040,000 $ 867,000

$ 2,579,637 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,579,637 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,164,710 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,164,710 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,716,601 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,716,601 $ ‐

$ 1,338,000 $ 1,512,000 Total $ 7,503,000

$ 1,976,835 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,976,835 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,929,738 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,929,738 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 11,367,521 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,929,738 $ ‐ $ ‐ $ 4,556,473 $ 3,164,710 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,716,601 $ ‐

Little Bull Creek Streamway (5 miles / 242.5 acres) Little Bull Creek County Line to 199th (3 miles / 145.5 acres) 199th to I‐35 (3.5 miles / 170 acres) I‐35 to New Century Fieldhouse (1.5 miles / 73 acres) Bain Creek Fork to S. Hedge Lane Parcel (2.3 miles / 111.5 acres) S. Hedge Lane Parcel to Nottington Creek (2.6 miles / 126 acres)

ACTION TOTAL $ 18,773,000 $ 29,801,567 $ 831,600 $ 303,188 $ 260,466 $ 707,425

$ 1,929,738

$ 2,532,781

$ ‐

$ 5,850,724

$ 3,164,710

$ ‐

$ 1,710,339

$ 3,135,565

$ 3,507,307

$ 2,849,122

$ 3,018,604

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

$ ‐ $ ‐ $ ‐ $ 270,008 $ 42,000 $ 312,008

$ 71,663 $ ‐ $ ‐ $ ‐ $ 870,721 $ 942,384

$ 2,703,054 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,703,054

$ ‐ $ 729,304 $ ‐ $ ‐ $ ‐ $ 729,304

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 369,364 $ ‐ $ ‐ $ 369,364

$ ‐ $ ‐ $ 1,811,176 $ ‐ $ ‐ $ 1,811,176

$ ‐ $ ‐ $ 2,089,057 $ ‐ $ ‐ $ 2,089,057

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Action 02: Continue Steady Development of Streamway Trails Streamway Trails within Existing Park Lands Cedar Niles Future Park Property ‐ Cedar Creek Streamway Trail (4 miles) Heritage Park ‐ Coffee Creek Streamway Trail (1 mile) Big Bull Creek ‐ Big Bull Streamway Trail (4.5 miles) Camp Branch Future Park ‐ North of 175th St. (0.6 miles) ‐ Phase 1 Camp Branch Future Park ‐ South of 175th St. (1.4 miles) ‐ Phase 2

$ 2,400,000 $ 2,774,717 $ 600,000 $ 729,304 $ 2,700,000 $ 4,269,597 $ 257,150 $ 270,008 $ 829,770 $ 912,721 Total $ 6,786,920 $ 8,956,346

Kill Creek Streamway Infill N. of Kill Creek Park (2.15 miles) 135th to 143rd St. (1.5 miles)

$ 1,353,970 $ 950,000 Total $ 2,303,970

$ 1,554,475 $ 126,000 $ ‐ $ 1,428,475 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,336,745 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,336,745 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,891,220 $ 126,000 $ ‐ $ 1,428,475 $ ‐ $ ‐ $ ‐ $ 1,336,745 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 1,800,000

$ 3,563,877 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,563,877 $ ‐ $ 3,563,877 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,563,877 $ ‐

Cedar Creek Streamway Kansas River to K10 (3 miles)

Total $ 1,800,000

Coffee Creek / Blue River Streamway Blue River Mission Road to 163 Ter. (Wilderness Valley) (0.95 mi.)

Wilderness Valley to Hwy 69 (2.7 miles) Coffee Creek Hwy 69 to Switzer Rd. (2.5 miles) Future Camp Branch Park Blue River to Camp Branch Future Park Park (1 mile) Camp Branch Future Park Park to Stilwell Community Park (3.2 miles)

$ 553,750 $ 726,842 $ ‐ $ ‐ $ ‐ $ ‐ $ 304,712 $ 422,130 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,620,000 $ 3,367,864 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,367,864 $ 1,050,000

$ 1,477,455 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,477,455 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 426,000 $ 543,696 $ ‐ $ ‐ $ ‐ $ ‐ $ 543,696 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,920,000 $ 3,991,542 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,991,542 Total $ 5,569,750 $ 10,107,399 $ ‐ $ ‐ $ ‐ $ ‐ $ 848,408 $ 422,130 $ 1,477,455 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 7,359,406

Big Bull Creek Streamway Big Bull Creek Park to 183rd St. (2 miles) 183rd St. to 175th St. (1.5 miles)

$ 1,200,000 $ 900,000 Total $ 2,100,000

$ 1,861,594 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,861,594 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,539,305 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,539,305 $ ‐ $ ‐ $ ‐ $ ‐ $ 3,400,899 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,861,594 $ ‐ $ 1,539,305 $ ‐ $ ‐ $ ‐ $ ‐

$ 1,800,000 $ 2,100,000 $ 900,000

$ 2,932,010 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,932,010 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,591,713 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,871,035 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,871,035

$ 1,380,000 $ 1,560,000 Total $ 7,740,000

$ 2,278,824 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,628,895 $ 649,929 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,994,411 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,885,649 $ 1,108,762 $ ‐ $ 13,667,993 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 4,560,905 $ 4,241,642 $ ‐ $ 1,885,649 $ 1,108,762 $ 1,871,035

Little Bull Creek Streamway Little Bull Creek County Line to 199th (3 miles) 199th to I‐35 (3.5 miles) I‐35 to New Century Fieldhouse (1.5 miles) Bain Creek Fork to S. Hedge Lane Parcel (2.3 miles) S. Hedge Lane Parcel to Nottington Creek (2.6 miles)

Trailhead Development Verhaege Park Access Point South Hedge Lane Future Trailhead Development ($300,000)

$ 628,980 $ 693,450 $ 350,000 $ 628,550 $ 900,000 $ 1,515,621 Total $ 1,878,980 $ 2,837,621

$ ‐ $ ‐ $ ‐ $ ‐

$ 693,450 $ ‐ $ ‐ $ 693,450

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

ACTION TOTAL $ 28,179,620 $ 45,425,356 $ 438,008

$ 1,635,834

$ 4,131,529 $ 729,304

$ ‐ $ ‐ $ 382,884 $ 382,884

$ ‐ $ ‐ $ ‐ $ ‐

$ 1,231,293 $ 422,130

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 628,550 $ 538,757 $ 1,167,307

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 593,979 $ 593,979

$ ‐ $ ‐ $ ‐ $ ‐

$ 2,814,201 $ 369,364

$ 3,672,770

$ 6,649,962

$ 5,780,947

$ 1,167,307

$ 1,885,649

$ 5,266,618

$ 9,230,441

LEGACY: Trails and Connectivity

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Action 03: Continue to Leverage Partnerships for Connectivity Turkey Creek Streamway Trail (with Mission) Metcalf Ave. to Lamar Ave. (1 mile) 75th St. to 87th St. (2 miles)

$ 180,000 $ 229,731 $ ‐ $ ‐ $ ‐ $ ‐ $ 229,731 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000 $ 804,057 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 804,057 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 780,000 $ 1,033,788 $ ‐ $ ‐ $ ‐ $ ‐ $ 229,731 $ 804,057 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Rock Creek Streamway Trail (with Mission, Fairway, + Mission Hills) Johnson/Roeland Dr. to State Line (3 miles)

$ 540,000 $ 723,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 723,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 540,000 $ 723,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 723,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Kill Creek Streamway Trail (with Gardner) West Branch to 167th St. (Quail Meadow Park) (5 miles) A/D 167th St. to Madison St. (0.7 miles) A/D

$ 1,500,000 $ 2,524,787 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 814,447 $ 1,710,339 $ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 110,250 $ ‐ $ 110,250 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 1,600,000 $ 2,635,037 $ ‐ $ 110,250 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 814,447 $ 1,710,339 $ ‐ $ ‐ $ ‐ $ ‐

Cedar Creek Streamway Trail (with Olathe) Cedar Niles Future Park Property to EMNC (1.5 miles / 73 acres) A/D K10 to Cedar‐Niles Property (6 miles) Lake Olathe to Cedar Lake (2.3 miles Acquisition / 4.5 miles Development)

$ 450,000 $ 574,327 $ ‐ $ ‐ $ ‐ $ ‐ $ 574,327 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,800,000 $ 3,742,071 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 3,742,071 $ 1,350,000 $ 2,266,200 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 855,170 $ 1,411,030 $ ‐ $ ‐ $ ‐ $ ‐

Total $ 3,600,000

$ 6,582,597

$ ‐

$ ‐

$ ‐

$ ‐ $ 574,327

$ ‐

$ ‐

$ ‐

$ ‐ $ 855,170

$ 1,411,030

$ ‐

$ ‐

$ ‐

$ 3,742,071

Coffee Creek Streamway (with Overland Park) Blue River State Line to Mission Road (Acquisition 1.8 miles / Development 2 miles) Coffee Creek Heritage Park to Ridgeview Rd (2 miles acquisition and development) Wolf Creek Fork to Overland Park Arboretum and Kemper Farm (1 mile) Arboretum and Farm (1.5 miles) Kemper Farm to Pflumm Rd. (2.5 miles)

$ 600,000 $ 886,473 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 886,473 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 600,000

$ 1,131,389 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,131,389 $ ‐ $ ‐

$ 180,000 $ 229,731 $ ‐ $ ‐ $ ‐ $ ‐ $ 250,000 $ 494,983 $ ‐ $ ‐ $ ‐ $ ‐ $ 450,000 $ 935,518 $ ‐ $ ‐ $ ‐ $ ‐ Total $ 2,080,000 $ 3,678,094 $ ‐ $ ‐ $ ‐ $ ‐

$ 229,731 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 229,731 $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 886,473 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,131,389

$ ‐ $ 494,983 $ ‐ $ 494,983

$ ‐ $ ‐ $ 935,518 $ 935,518

Meadowlane Trail (with Olathe) Meadowlane Trail

$ 160,000 $ 168,000 $ 168,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 160,000 $ 168,000 $ 168,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ ACTION TOTAL $ 8,760,000 $ 14,821,167 $ 168,000 $ 110,250

$ ‐

$ ‐

$ 1,033,788

$ 1,527,709

$ ‐ $ 886,473

$ ‐

$ 1,669,617

$ 3,121,369

$ ‐

$ 1,131,389 $ 494,983

$ 4,677,588

Action 04: Internal Park Trail Systems and Connectivity Connectivity Annual allowance for community connections ($30,000/connection)

$ 300,000 $ 526,302 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,203 $ 42,213 $ ‐ $ ‐ $ 97,734 $ 102,620 $ ‐ $ ‐ $ 118,796 $ 124,736

Total $ 300,000 $ 526,302 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 40,203 $ 42,213 $ ‐ $ ‐ $ 97,734 $ 102,620 $ ‐ $ ‐ $ 118,796 $ 124,736 ACTION TOTAL $ 300,000 $ 526,302

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 40,203 $ 42,213

$ ‐

$ ‐

$ 97,734 $ 102,620

$ ‐

$ ‐ $ 118,796 $ 124,736

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 41,344 $ 41,895 $ ‐ $ ‐ $ 83,239

$ 43,411 $ 3,473 $ ‐ $ ‐ $ 46,884

$ 91,163 $ 3,647 $ ‐ $ ‐ $ 94,809

$ 95,721 $ 3,829 $ ‐ $ ‐ $ 99,550

$ 100,507 $ 4,020 $ ‐ $ ‐ $ 104,527

$ 110,809 $ 4,432 $ 55,405 $ 56,143 $ 226,789

$ 116,350 $ 4,654 $ 58,175 $ 4,654 $ 183,832

$ 122,167 $ 4,887 $ 61,084 $ 4,887 $ 193,024

$ 134,689 $ 5,388 $ 197,544 $ 131,098 $ 468,719

$ 141,424 $ 5,657 $ 207,421 $ 5,657 $ 360,159

$ 2,949,204

$ ‐

$ 83,239 $ 46,884 $ 94,809 $ 99,550 $ 104,527 $ 109,754 $ 226,789 $ 183,832 $ 193,024 $ 202,675 $ 468,719 $ 360,159 $ 378,167 $ 397,075

Grand Total $ 57,783,620 $ 93,523,595

$ 1,437,608

$ 2,132,511

Action 02 (from stewardship): Establish Maintenance Regions + Staffing for District Growth Parks Maintenance / Staff Additional Trails Maintenance Personnel ‐ Trails 1 Additional Trails Operations ‐ Trails 1 (includes equip. in first year) Additional Trails Maintenence Personnel ‐ Trails 2 Additional Trails Operations ‐ Trails 2 (includes equip. in first year)

$ 975,000 $ 1,535,807 $ 77,000 $ 103,410 $ 590,000 $ 1,090,241 $ 129,000 $ 219,746 Total $ 1,771,000 $ 2,949,204

ACTION TOTAL $ 1,771,000

$ 4,438,878

$ 1,531,538

$ 4,294,368

$ 4,627,350

$ 105,533 $ 4,221 $ ‐ $ ‐ $ 109,754

$ 2,966,168

$ 7,333,350

$ 7,021,312

$ 8,610,337

$ 128,275 $ 5,131 $ 64,138 $ 5,131 $ 202,675

$ 10,917,951

$ 4,771,590

$ 6,884,505

$ 148,495 $ 5,940 $ 217,792 $ 5,940 $ 378,167

$ 9,107,685

$ 155,920 $ 6,237 $ 228,682 $ 6,237 $ 397,075

$ 17,448,444

LEGACY: Recreation + Cultural Resources

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 02: Expanded Services Mid America West Sports Complex Sports Complex New Maintenance Shop Okun Fire Alarm and Surveillance System Complex Improvements: Fields and Support Facilities Playground with Shade Structure Improved Vehicular Circulation and Additional Access Okun Pre Activity Space Improvements

$ 996,960 $ 333,480 $ 3,140,000 $ 200,000 $ 225,000 $ 500,000

Total $ 5,395,440

$ 1,088,648 $ 200,000 $ 796,960 $ 350,154 $ 333,480 $ 5,103,870 $ 342,068 $ 349,049 $ 897,928

$ 140,000 $ 3,000,000 $ 200,000 $ 225,000 $ 500,000

$ 8,131,717 $ 533,480 $ 796,960 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 365,000 $ 3,000,000 $ 200,000 $ 500,000 $ ‐ $ ‐ $ ‐

Mid‐America Sports Complex Renovate Six (6) Ball Fields Convert Six (6) Ball Fields to Multi‐Use Fields

$ 2,656,500 $ 1,461,075

Total $ 4,117,575

$ 5,117,652 $ 2,619,177

$ 1,506,500 $ 1,150,000 $ 55,000 $ 1,406,075

$ 7,736,829 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 55,000 $ 1,406,075 $ 1,506,500 $ 1,150,000 $ ‐

Meadowbrook Future Park Property Community Center

$ 5,765,000

Total $ 5,765,000

$ 7,199,217 $ 765,000 $ 200,000 $ 1,250,000 $ 2,550,000

$ 1,000,000

$ 7,199,217 $ 765,000 $ 200,000 $ 1,250,000 $ 2,550,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Heritage Park Sports Complex Football Improvements Soccer Improvements Phase 1 Softball Complex Renovation ‐ Multiuse Fields

$ 500,000 $ 4,400,000 $ 500,000

Total $ 5,400,000 ACTION TOTAL $ 20,678,015.00

Grand Total $ 20,678,015.00

$ 500,000

$ 578,813 $ 6,090,735 $ 989,966

$ 1,500,000 $ 2,900,000 $ 500,000

$ 7,659,513 $ ‐ $ ‐ $ 500,000 $ ‐ $ ‐ $ 1,500,000 $ 2,900,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 500,000 $ ‐ $ 30,727,276.04

$ 1,298,480.00

$ 996,960.00

$ 1,750,000.00

$ 2,550,000.00 $ ‐

$ 30,727,276.04 $ 1,298,480.00 $ 996,960.00 $ 1,750,000.00 $ 2,550,000.00 $ ‐

$ 1,500,000.00

$ 2,900,000.00 $ ‐

$ 1,500,000.00 $ 2,900,000.00 $ ‐

$ 365,000.00

$ 4,000,000.00

$ 255,000.00

$ 1,906,075.00

$ 1,506,500.00

$ 1,650,000.00 $ ‐

$ 365,000.00 $ 4,000,000.00 $ 255,000.00 $ 1,906,075.00 $ 1,506,500.00 $ 1,650,000.00 $ ‐

LEGACY: Recreation + Cultural Resources

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

$ 996,960 $ 333,480 $ 3,140,000 $ 200,000 $ 225,000 $ 500,000

$ 1,088,648 $ 350,154 $ 5,103,870 $ 342,068 $ 349,049 $ 897,928

$ 210,000 $ 350,154 $ ‐ $ ‐ $ ‐ $ ‐

$ 878,648 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 217,186 $ ‐ $ 349,049 $ ‐

$ ‐ $ ‐ $ 4,886,684 $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 342,068 $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 897,928

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Action 02: Expanded Services Mid America West Sports Complex Sports Complex New Maintenance Shop Okun Fire Alarm and Surveillance System Complex Improvements: Fields and Support Facilities Playground with Shade Structure Improved Vehicular Circulation and Additional Access Okun Pre Activity Space Improvements

Total $ 5,395,440

$ 8,131,717 $ 560,154 $ 878,648 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 566,235 $ 4,886,684 $ 342,068 $ 897,928 $ ‐ $ ‐ $ ‐

$ 2,656,500 $ 1,461,075

$ 5,117,652 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,840,730 $ 2,276,921 $ ‐ $ 2,619,177 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 94,069 $ 2,525,109 $ ‐ $ ‐ $ ‐

Total $ 4,117,575

$ 7,736,829 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 94,069 $ 2,525,109 $ 2,840,730 $ 2,276,921 $ ‐

Mid‐America Sports Complex Renovate Six (6) Ball Fields Convert Six (6) Ball Fields to Multi‐Use Fields

Meadowbrook Future Park Property Community Center

$ 5,765,000

$ 7,199,217 $ 803,250 $ 220,500 $ 1,447,031 $ 3,099,541 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,628,895 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 5,765,000

$ 7,199,217 $ 803,250 $ 220,500 $ 1,447,031 $ 3,099,541 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,628,895 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 500,000 $ 4,400,000 $ 500,000

$ 578,813 $ ‐ $ ‐ $ 578,813 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 6,090,735 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,010,143 $ 4,080,591 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 989,966 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 989,966 $ ‐

Total $ 5,400,000

$ 7,659,513 $ ‐ $ ‐ $ 578,813 $ ‐ $ ‐ $ 2,010,143 $ 4,080,591 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 989,966 $ ‐

Heritage Park Sports Complex Football Improvements Soccer Improvements Phase 1 Softball Complex Renovation ‐ Multiuse Fields

ACTION TOTAL $ 20,678,015.00

Grand Total $ 20,678,015.00

$ 30,727,276.04

$ 1,363,404.00

$ 1,099,148.40

$ 2,025,843.75

$ 3,099,540.94 $ ‐

$ 30,727,276.04 $ 1,363,404 $ 1,099,148 $ 2,025,844 $ 3,099,541 $ ‐

$ 2,010,143.46

$ 4,080,591.23 $ ‐

$ 2,010,143 $ 4,080,591 $ ‐

$ 566,234.80

$ 6,515,578.51

$ 436,136.54

$ 3,423,036.85

$ 2,840,730.43

$ 3,266,887.14 $ ‐

$ 566,235 $ 6,515,579 $ 436,137 $ 3,423,037 $ 2,840,730 $ 3,266,887 $ ‐

LEGACY: Connection with Nature

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Total $ 150,000.00 $ ‐

$ ‐

$ 150,000 $ 150,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 51,000 $ 2,500 $ 51,000 $ 2,500

$ 51,000 $ 2,500 $ 51,000 $ 2,500

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 51,000 $ 2,500 $ 51,000 $ 2,500

$ 51,000 $ 2,500 $ 51,000 $ 2,500

$ 51,000 $ 2,500 $ 51,000 $ 2,500 $ 51,000 $ 2,500

$ 51,000 $ 2,500 $ 51,000 $ 2,500 $ 51,000 $ 2,500

$ 51,000 $ 2,500 $ 51,000 $ 2,500 $ 51,000 $ 2,500 $ 51,000 $ 2,500

Action 01: Park Police Integration into Parks and Facilities Natural Resource Mangement Plan Update Update 2009 Resource Management Plan

$ 150,000

Additional Natural Respource Management Staff Additional Natural Resource Management Staff ‐ Kill Creek Park (1 FTE) Additional Natural Resource Management Operations ‐ Kill Creek Park (1 FTE) Additional Natural Resource Management Staff ‐ Heritage Park (1 FTE) Additional Natural Resource Management Operation ‐ Heritage Park (1 FTE) Additional Natural Resource Management Staff ‐ Big Bull Creek Park (1 FTE) Additional Natural Resource Management Operations ‐ Big Bull Creek Park (1 FTE) Additional Natural Resource Management Staff ‐ Meadwobrook Park (1 FTE) Additional Natural Resource Management Operations Meadowbrook Park (1 FTE)

$ 663,000 $ 55,000 $ 408,000 $ 20,000 $ 153,000 $ 7,500 $ 51,000 $ 2,500

$ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 25,000 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 51,000 $ 2,500

Total $ 1,360,000.00 $ ‐

$ ‐

$ 76,000.00 $ 53,500.00 $ 53,500.00 $ 53,500.00 $ 53,500.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 160,500.00 $ 160,500.00 $ 214,000.00

ACTION TOTAL $ 1,510,000.00 $ ‐

$ ‐

$ 226,000.00 $ 53,500.00 $ 53,500.00 $ 53,500.00 $ 53,500.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 160,500.00 $ 160,500.00 $ 214,000.00

Action 02: Enhancement of Outdoor Education TimberRidge Adventure Center Update Maser Plan (From CIP budget item) Lake Access and Challenge Course Improvements Building Expansion Overnight Accomodations

$ 80,000 $ 80,000 $ 130,000 $ 500,000 $ 1,475,000 Total $ 2,185,000.00 $ 80,000.00 $ ‐

$ 130,000 $ 500,000 $ ‐

$ ‐

$ ‐

$ 130,000.00 $ ‐

$ ‐

$ 500,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ 1,125,000 $ 350,000 $ 1,125,000.00 $ 350,000.00

Ernie Miller Nature Center Master Plan Update Master Plan (From CIP budget item) Park Improvements, Amphitheater, Pond, Boardwalk Building Expansion for Animal Care and Education Additional Parking and Improved Vehicular Circulation

$ 50,000 $ 275,000 $ 500,000 $ 100,000 Total $ 925,000.00 $ ‐

$ 50,000 $ 275,000 $ 500,000 $ 50,000.00 $ ‐

$ ‐

$ ‐

$ 100,000 $ 275,000.00 $ 100,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 500,000.00

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Oakridge Farm Oakridge Farm Improvements Phase 1a Oakridge Farm Improvements Phase 1b

$ 375,000 $ 1,125,000 Total $ 1,500,000.00 $ ‐

$ 375,000 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 1,125,000 $ 375,000.00 $ 1,125,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 1,250,000.00 $ 1,250,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

ACTION TOTAL $ 7,110,000 $ 80,000.00 $ 50,000.00 $ ‐

$ ‐

$ ‐

$ 405,000.00 $ 475,000.00 $ 2,375,000.00 $ 1,750,000.00 $ ‐

$ ‐

$ ‐

$ ‐

$ 1,125,000.00 $ 850,000.00

Destination Playground/ Day Camp / Children's Services Facility Develop Playground/ Facility

$ 1,250,000.00 $ 1,250,000.00

$ 2,500,000

Total $ 2,500,000 $ ‐

Grand Total $ 8,620,000 $ 80,000.00 $ 50,000.00 $ 226,000.00 $ 53,500.00 $ 53,500.00 $ 458,500.00 $ 528,500.00 $ 2,482,000.00 $ 1,857,000.00 $ 107,000.00 $ 107,000.00 $ 107,000.00 $ 160,500.00 $ 1,285,500.00 $ 1,064,000.00

LEGACY: Connection with Nature

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

Action 01: Park Police Integration into Parks and Facilities Natural Resource Mangement Plan Update Update 2009 Resource Management Plan

$ 150,000

$ 173,644 $ ‐ $ ‐ $ 173,644 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 150,000.00 $ 173,643.75 $ ‐

$ ‐

$ 173,644

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 61,991 $ 3,039 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 65,090 $ 3,191 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 68,345 $ 3,350 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 71,762 $ 3,518 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 75,350 $ 3,694 $ 75,350 $ 3,694 $ ‐ $ ‐ $ ‐ $ ‐

$ 79,118 $ 3,878 $ 79,118 $ 3,878 $ ‐ $ ‐ $ ‐ $ ‐

$ 83,074 $ 4,072 $ 83,074 $ 4,072 $ ‐ $ ‐ $ ‐ $ ‐

$ 87,227 $ 4,276 $ 87,227 $ 4,276 $ ‐ $ ‐ $ ‐ $ ‐

$ 91,589 $ 4,490 $ 91,589 $ 4,490 $ ‐ $ ‐ $ ‐ $ ‐

$ 96,168 $ 4,714 $ 96,168 $ 4,714 $ 96,168 $ 4,714 $ ‐ $ ‐

$ 100,977 $ 4,950 $ 100,977 $ 4,950 $ 100,977 $ 4,950 $ ‐ $ ‐

$ 106,025 $ 5,197 $ 106,025 $ 5,197 $ 106,025 $ 5,197 $ 106,025 $ 5,197

Additional Natural Respource Management Staff Additional Natural Resource Management Staff ‐ Kill Creek Park (1 FTE) Additional Natural Resource Management Operations ‐ Kill Creek Park (1 FTE) Additional Natural Resource Management Staff ‐ Heritage Park (1 FTE) Additional Natural Resource Management Operation ‐ Heritage Park (1 FTE) Additional Natural Resource Management Staff ‐ Big Bull Creek Park (1 FTE) Additional Natural Resource Management Operations ‐ Big Bull Creek Park (1 FTE) Additional Natural Resource Management Staff ‐ Meadwobrook Park (1 FTE) Additional Natural Resource Management Operations Meadowbrook Park (1 FTE)

$ 663,000 $ 55,000 $ 408,000 $ 20,000 $ 153,000 $ 7,500 $ 51,000 $ 2,500

$ 1,045,755 $ 77,309 $ 719,528 $ 35,271 $ 303,170 $ 14,861 $ 106,025 $ 5,197

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 59,039 $ 28,941 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Total $ 1,360,000.00

$ 2,307,115.99

$ ‐

$ ‐

$ 87,980 $ 65,030 $ 68,281 $ 71,695 $ 75,280 $ 158,088 $ 165,992 $ 174,292 $ 183,006 $ 192,157 $ 302,647 $ 317,779 $ 444,891

ACTION TOTAL $ 1,510,000.00

$ 2,480,759.74

$ ‐

$ ‐

$ 261,623 $ 65,030 $ 68,281 $ 71,695 $ 75,280 $ 158,088 $ 165,992 $ 174,292 $ 183,006 $ 192,157 $ 302,647 $ 317,779 $ 444,890.63

$ 84,000 $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 174,212 $ ‐ $ ‐

$ 84,000 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ 55,125 $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐

$ 55,125 $ ‐

$ ‐

Action 02: Enhancement of Outdoor Education TimberRidge Adventure Center Update Maser Plan (From CIP budget item) Lake Access and Challenge Course Improvements Building Expansion Overnight Accomodations

$ 80,000 $ 84,000 $ 130,000 $ 174,212 $ 500,000 $ 775,664 $ 1,475,000 $ 2,955,048

Total $ 2,185,000.00

$ 3,988,924.45

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 775,664 $ ‐

$ 174,212 $ ‐

$ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 368,526 $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐

$ 368,526 $ 140,710 $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 2,227,423

$ ‐ $ ‐ $ ‐ $ 727,625

$ 775,664 $ ‐

$ ‐

$ ‐

$ ‐

$ 2,227,423 $ 727,625

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 1,039,464 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 1,039,464

Ernie Miller Nature Center Master Plan Update Master Plan (From CIP budget item) Park Improvements, Amphitheater, Pond, Boardwalk Building Expansion for Animal Care and Education Additional Parking and Improved Vehicular Circulation

$ 50,000 $ 55,125 $ 275,000 $ 368,526 $ 500,000 $ 1,039,464 $ 100,000 $ 140,710

Total $ 925,000.00

$ 1,603,825.43

$ ‐ $ ‐ $ ‐ $ 140,710

Oakridge Farm Oakridge Farm Improvements Phase 1a Oakridge Farm Improvements Phase 1b

$ 375,000 $ 1,125,000

Total $ 1,500,000.00

$ 527,663 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 527,663 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,662,137 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,662,137 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,189,800.03

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 527,663 $ 1,662,137 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 3,785,980 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Total $ 2,500,000 $ 3,785,980 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 1,846,819 $ 1,939,160 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ 1,846,819 $ 1,939,160 $ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

ACTION TOTAL $ 7,110,000 $ 11,568,529 $ 84,000 $ 55,125 $ ‐

$ ‐

$ ‐

$ 542,739 $ 668,373 $ 3,508,957 $ 2,714,824 $ ‐

$ ‐

$ ‐

$ ‐

$ 2,227,423 $ 1,767,089

Destination Playground/ Day Camp / Children's Services Facility Develop Playground/ Facility

$ 2,500,000

Grand Total $ 8,620,000 $ 14,049,289 $ 84,000 $ 55,125 $ 261,623 $ 65,030 $ 68,281 $ 614,434 $ 743,653 $ 3,667,044 $ 2,880,816 $ 174,292 $ 183,006 $ 192,157 $ 302,647 $ 2,545,202 $ 2,211,980

LEGACY: Stewardship

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

Action 01: Deferred Maintenance and Replacement Pavement Maintenance Roads and Paving Ogg Road Improvements Mid America West Sports Complex Parking Lot Renovation Phase 1 Mid America West Sports Complex Parking Lot Renovation Phase 2 Road and Parking Pavement Maintenance and Repairs ‐ Annual Allowances Additional Road and Parking Pavement Maintenance and Repairs Trails and Walkways Shawnee Mission Park ‐ South Lake Trail Improvements Trail and Walkway Pavement Maintenance and Repairs ‐ Annual Allowances Additional Trail and Walkway Pavement and Repairs

ADA General ADA Improvements

Shelter Renovation / Replacement SMP 2 ‐ Renovation (L) SMP 9 ‐ Replacement (M) SMP 5 ‐ Replacement (M) 30 year shelter Replacement Schedule (2 /year)

Playground Replacement Playground Replacement SMP‐10 Playground Replacement SMP‐08 Playground safety surface & Dodgetown schoolhouse Playground Replacement HP‐3 Playground Replacement KCP‐4 Playground Replacement (1) NW Trails Playground Replacement (2) Stoll MAWSC Playground Improvements ‐ SEE PARKS AND FACILITIES MASC Playground Improvements 15 year playground replacement schedule (1/year)

Off Leash Areas (Dog Parks) SMP Off Leash Area walkway Improvements HP Off Leash Area and Pond Improvements

Vehicles and Equipment Equipment Replacement Vehicle Replacement Rec Maintenance equipment

General Maintenance Site repairs and renovations Building repairs and equipment replacement Additional road, trail & facility maintenance/repairs Bridge Inspections Dam Inspections

Antioch Park Tennis Court Resurfacing (2 Courts) Oak Savanah Evaluation and Action Plan

Heritage Park Dredge Heritage Lake Heritage Soccer Concession Bldg. replacement

Ernie Miller Park + Nature Center Invasive Plant Removal Replace Ernie Miller Pedestrian Bridge

$ 589,000 $ 646,223 $ 60,000 $ 529,000 $ 381,775 $ 381,775 $ 441,952 $ 381,775 $ 464,050 $ 13,338,031 $ 20,716,242 $ 788,240 $ 649,504 $ 576,750 $ 598,750 $ 694,779 $ 119,750 $ 119,750 $ 119,750 $ 176,800 $ 6,950,000 $ 598,750 Total $ 23,014,881

$ ‐ $ 381,775 $ 657,057 $ 666,480 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 119,750 $ 119,750

$ 185,640 $ 176,800 $ 10,690,535 $ 390,000 $ 390,000 $ 390,000 $ 390,000 $ 390,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 694,779 $ 119,750 $ 119,750 $ 119,750 $ 119,750 $ 119,750

$ 34,534,201 $ 1,654,540 $ 1,808,004 $ 1,588,025 $ 1,668,332 $ 1,295,980 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000

$ 860,000 $ 1,177,812 $ 110,000 $ 110,000 $ 110,000 $ 30,000 $ 110,000 $ 60,000 $ 45,000 $ 45,000 $ 45,000 $ 45,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 Total $ 860,000 $ 1,177,812 $ 110,000 $ 110,000 $ 110,000 $ 30,000 $ 110,000 $ 60,000 $ 45,000 $ 45,000 $ 45,000 $ 45,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000

$ 97,300 $ 80,000 $ 106,800

$ 97,300 $ 186,800 $ 146,800 $ 2,000,000 Total $ 2,430,900

$ 118,269 $ 222,426 $ 187,358 $ 3,371,116

$ 140,000 $ 96,000 $ 98,000 $ 86,000 $ 86,000 $ 86,000 $ 165,000 $ ‐ $ 102,000 $ 1,000,000 Total $ 1,859,000

$ 170,171 $ 111,132 $ 102,900 $ 98,000 $ 104,534 $ 109,760 $ 94,815 $ 211,772 $ ‐ $ 143,524 $ 1,685,558

$ 96,560 $ 110,000 Total $ 206,560

$ 106,457 $ 147,411

$ 1,544,000 $ 1,194,000 $ 268,000 Total $ 3,006,000

$ 2,318,108 $ 112,000 $ 100,000 $ 104,000 $ 110,000 $ 118,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,809,334 $ 60,000 $ 78,000 $ 82,000 $ 84,000 $ 90,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 410,966 $ 28,000 $ 30,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000

$ 4,781,490 $ 4,231,585 $ 598,750 $ 135,000 $ 165,000 Total $ 9,911,825

$ 7,386,471 $ 6,564,560 $ 694,779 $ 203,917 $ 249,232

$ 146,800

$ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 3,899,169 $ ‐ $ ‐ $ 80,000 $ 204,100 $ 146,800 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000

$ 140,000 $ 96,000 $ 86,000 $ 86,000 $ 86,000 $ 75,000

$ 90,000

$ 102,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 2,734,165 $ 98,000 $ 86,000 $ 96,000 $ 301,000 $ 86,000 $ 190,000 $ 202,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000

$ 96,560

$ 110,000 $ 253,868 $ ‐ $ 96,560 $ ‐ $ ‐ $ ‐ $ 110,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 4,538,408 $ 200,000 $ 178,000 $ 216,000 $ 194,000 $ 243,000 $ 180,000 $ 215,000 $ 180,000 $ 215,000 $ 180,000 $ 215,000 $ 180,000 $ 215,000 $ 180,000 $ 215,000

$ 256,298 $ 216,317 $ 119,750 $ 9,000 $ 11,000 $ 15,098,960 $ 612,365

$ 256,298 $ 216,317 $ 119,750 $ 9,000 $ 11,000 $ 612,365

$ 256,298 $ 216,317 $ 119,750 $ 9,000 $ 11,000 $ 612,365

$ 256,298 $ 216,317 $ 119,750 $ 9,000 $ 11,000 $ 612,365

$ 256,298 $ 216,317 $ 119,750 $ 9,000 $ 11,000 $ 612,365

$ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 315,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000 $ 685,000

$ 30,000 $ 34,729 $ 30,000 $ ‐ $ ‐ Total $ 30,000 $ 34,729 $ ‐ $ ‐ $ 30,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 95,500 $ 942,500 $ 1,800,000 $ 2,838,000 $ 3,553,475 $ 976,160 $ 1,366,855 $ 100,000 $ 876,160 Total $ 3,814,160 $ 4,920,329 $ ‐ $ ‐ $ 95,500 $ 942,500 $ 1,800,000 $ 100,000 $ 876,160 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 7,500 $ 7,500 $ 8,269 $ 235,000 $ 246,750 $ 235,000 Total $ 242,500 $ 255,019 $ 235,000 $ 7,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

LEGACY: Stewardship Shawnee Mission Park SMP Observation Tower Improvements Tennis Court Construction (3 courts)

Thomas S. Stoll Memorial Park Multi‐use Fields A & B Improvements North Parking Overlay

Mildale Farm Expand shop

Golf Courses Replace THGC Cart Bridge HPGC Cart Path Renovation THGC Cart Path Renovation Golf Course Equipment

Mill Creek Activity Center MCAC Fire Sprinkler Renovation Mill Creek Activity Center Lighting Improvements Mill Creek Activity Center HVAC Replacement

New Century Fieldhouse New Century Fieldhouse artificial turf replacement

Okun Fieldhouse Okun Building Fire Sprinkler System Replacement Okun Court Flooring Replacement

Streamway Trails Replace Mill Creek Pedestrian Bridge (Parkwoods)

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

(2015 dollars)

(Escalated)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

$ 421,200 $ 354,772 Total $ 775,972

2026 (2015 dollars)

2027

2028

2029

2030

(2015 dollars)

(2015 dollars)

(2015 dollars)

(2015 dollars)

$ 90,000 $ 331,200 $ 30,000 $ 324,772 $ 996,824 $ ‐ $ 30,000 $ 90,000 $ 331,200 $ ‐ $ ‐ $ 324,772 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 506,762 $ 490,062

$ 30,000 $ 42,000 $ 123,000 $ 195,000 $ 251,511 $ ‐ $ ‐ Total $ 195,000 $ 251,511 $ ‐ $ 30,000 $ ‐ $ ‐ $ 42,000 $ 123,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 417,300 Total $ 417,300

$ 503,758

$ 60,000 $ 357,300 $ 503,758 $ ‐ $ ‐ $ 60,000 $ 357,300 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 280,000 $ 862,180 $ 545,270 $ 50,000 Total $ 1,737,450

$ 294,000 $ 280,000 $ 1,091,293 $ 305,650 $ 723,231 $ 50,000 $ 59,470 $ 25,000

$ 179,825 $ 134,750 $ 216,010 Total $ 530,585

$ 188,816 $ 179,825 $ 148,562 $ 134,750 $ 275,690

$ 220,000 Total $ 220,000

$ 280,782

$ 220,000 $ 336,530 $ 200,000 $ 295,270 $ 25,000 $ 2,167,993 $ 330,000 $ 330,650 $ ‐ $ ‐ $ 445,000 $ ‐ $ 631,800 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 216,010 $ 613,068 $ 179,825 $ 134,750 $ ‐ $ ‐ $ 216,010 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 220,000 $ 280,782 $ ‐ $ ‐ $ ‐ $ ‐ $ 220,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 40,000 $ 387,785 $ 427,785 $ 543,543 $ 595,590 $ 757,102 $ 50,000 $ 545,590 Total $ 1,023,375 $ 1,300,645 $ ‐ $ ‐ $ ‐ $ 90,000 $ 933,375 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 169,500 Total $ 169,500

$ 169,500 $ 216,330 $ ‐ $ ‐ $ ‐ $ ‐ $ 169,500 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 216,330

ACTION TOTAL $ 50,445,008 $ 73,777,569 $ 3,419,730 $ 3,423,829 $ 2,977,890 $ 4,730,797 $ 6,320,030 $ 3,148,000 $ 4,679,732 $ 2,710,000 $ 2,745,000 $ 2,710,000 $ 2,730,000 $ 2,695,000 $ 2,730,000 $ 2,695,000 $ 2,730,000

Action 05: Implement District‐Wide Improvements/Ops. Design Standards and Centralized Purchasing Update Parks and Facilities Maintenance Manual

$ 150,000 Total $ 150,000

$ 173,644

$ 150,000 $ 173,644 $ ‐ $ ‐ $ 150,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

ACTION TOTAL $ 150,000

$ 173,644

$ ‐

$ ‐

$ 150,000

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Action 06: Establish Facilities Maintenace Additional Maintenance Staff ‐ Facilities (1 FTE) Additional Maintenance Operations ‐ Facilities (1 FTE)

$ 663,000 $ 1,045,755 $ 65,000 $ 88,885 Total $ 728,000 $ 1,134,640 $ ‐ ACTION TOTAL $ 728,000

$ 1,134,640 $ ‐

$ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 35,000 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ ‐ $ 86,000 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ 53,500 $ ‐

$ 86,000

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

$ 53,500

Grand Total $ 51,323,008 $ 75,085,852 $ 3,419,730 $ 3,423,829 $ 3,213,890 $ 4,784,297 $ 6,373,530 $ 3,201,500 $ 4,733,232 $ 2,763,500 $ 2,798,500 $ 2,763,500 $ 2,783,500 $ 2,748,500 $ 2,783,500 $ 2,748,500 $ 2,783,500

LEGACY: Stewardship

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

$ 63,000 $ ‐ $ ‐ $ 827,652 $ 125,738

$ 583,223 $ ‐ $ ‐ $ 716,078 $ 132,024

$ ‐ $ 441,952 $ ‐ $ 667,660 $ 138,626

$ ‐ $ ‐ $ 464,050 $ 798,657 $ 145,557

$ ‐ $ ‐ $ ‐ $ 850,616 $ 152,835

$ ‐ $ ‐ $ ‐ $ 1,340,096 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,407,100 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,477,455 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,551,328 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,628,895 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,710,339 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,795,856 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,885,649 $ ‐

$ ‐ $ ‐ $ ‐ $ 1,979,932 $ ‐

$ ‐ $ ‐ $ ‐ $ 2,078,928 $ ‐

Action 01: Deferred Maintenance and Replacement Pavement Maintenance Roads and Paving Ogg Road Improvements Mid America West Sports Complex Parking Lot Renovation Phase 1 Mid America West Sports Complex Parking Lot Renovation Phase 2 Road and Parking Pavement Maintenance and Repairs ‐ Annual Allowances Additional Road and Parking Pavement Maintenance and Repairs Trails and Walkways Shawnee Mission Park ‐ South Lake Trail Improvements Trail and Walkway Pavement Maintenance and Repairs ‐ Annual Allowances Additional Trail and Walkway Pavement and Repairs

ADA General ADA Improvements

Shelter Renovation / Replacement SMP 2 ‐ Renovation (L) SMP 9 ‐ Replacement (M) SMP 5 ‐ Replacement (M) 30 year shelter Replacement Schedule (2 /year)

Playground Replacement Playground Replacement SMP‐10 Playground Replacement SMP‐08 Playground safety surface & Dodgetown schoolhouse Playground Replacement HP‐3 Playground Replacement KCP‐4 Playground Replacement (1) NW Trails Playground Replacement (2) Stoll MAWSC Playground Improvements ‐ SEE PARKS AND FACILITIES MASC Playground Improvements 15 year playground replacement schedule (1/year)

Off Leash Areas (Dog Parks) SMP Off Leash Area walkway Improvements HP Off Leash Area and Pond Improvements

Vehicles and Equipment Equipment Replacement Vehicle Replacement Rec Maintenance equipment

General Maintenance Site repairs and renovations Building repairs and equipment replacement Additional road, trail & facility maintenance/repairs Bridge Inspections Dam Inspections

Antioch Park Tennis Court Resurfacing (2 Courts) Oak Savanah Evaluation and Action Plan

Heritage Park Dredge Heritage Lake Heritage Soccer Concession Bldg. replacement

Ernie Miller Park + Nature Center Invasive Plant Removal Replace Ernie Miller Pedestrian Bridge

$ 589,000 $ 646,223 $ 381,775 $ 441,952 $ 381,775 $ 464,050 $ 13,338,031 $ 20,716,242 $ 598,750 $ 694,779 $ 176,800 $ 6,950,000 $ 598,750 Total $ 23,014,881

$ 185,640 $ 185,640 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 10,690,535 $ 409,500 $ 429,975 $ 451,474 $ 474,047 $ 497,750 $ 670,048 $ 703,550 $ 738,728 $ 775,664 $ 814,447 $ 855,170 $ 897,928 $ 942,825 $ 989,966 $ 1,039,464 $ 694,779 $ 125,738 $ 132,024 $ 138,626 $ 145,557 $ 152,835 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 34,534,201 $ 1,737,267 $ 1,993,324 $ 1,838,337 $ 2,027,868 $ 1,654,035 $ 2,010,143 $ 2,110,651 $ 2,216,183 $ 2,326,992 $ 2,443,342 $ 2,565,509 $ 2,693,784 $ 2,828,474 $ 2,969,897 $ 3,118,392

$ 860,000 $ 1,177,812 $ 115,500 $ 121,275 $ 127,339 $ 36,465 $ 140,391 $ 80,406 $ 63,320 $ 66,485 $ 69,810 $ 73,300 $ 51,310 $ 53,876 $ 56,569 $ 59,398 $ 62,368 Total $ 860,000 $ 1,177,812 $ 115,500 $ 121,275 $ 127,339 $ 36,465 $ 140,391 $ 80,406 $ 63,320 $ 66,485 $ 69,810 $ 73,300 $ 51,310 $ 53,876 $ 56,569 $ 59,398 $ 62,368

$ 97,300 $ 186,800 $ 146,800 $ 2,000,000 Total $ 2,430,900

$ 118,269 $ 222,426 $ 187,358 $ 3,371,116

$ ‐ $ ‐ $ ‐ $ ‐ $ 3,899,169 $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 92,610 $ ‐ $ ‐ $ 92,610

$ 118,269 $ 129,816 $ ‐ $ ‐ $ 248,085

$ ‐ $ ‐ $ 187,358 $ ‐ $ 187,358

$ ‐ $ ‐ $ ‐ $ 268,019 $ 268,019

$ ‐ $ ‐ $ ‐ $ 281,420 $ 281,420

$ ‐ $ ‐ $ ‐ $ 295,491 $ 295,491

$ ‐ $ ‐ $ ‐ $ 310,266 $ 310,266

$ ‐ $ ‐ $ ‐ $ 325,779 $ 325,779

$ ‐ $ ‐ $ ‐ $ 342,068 $ 342,068

$ ‐ $ ‐ $ ‐ $ 359,171 $ 359,171

$ ‐ $ ‐ $ ‐ $ 377,130 $ 377,130

$ ‐ $ ‐ $ ‐ $ 395,986 $ 395,986

$ ‐ $ ‐ $ ‐ $ 415,786 $ 415,786

$ 140,000 $ 96,000 $ 98,000 $ 86,000 $ 86,000 $ 86,000 $ 165,000 $ ‐ $ 102,000 $ 1,000,000 Total $ 1,859,000

$ 170,171 $ 111,132 $ 102,900 $ 104,534 $ 109,760 $ 94,815 $ 211,772 $ ‐ $ 143,524 $ 1,685,558

$ ‐ $ ‐ $ 102,900 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 2,734,165 $ 102,900

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 94,815 $ ‐ $ ‐ $ ‐ $ ‐ $ 94,815

$ ‐ $ 111,132 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 111,132

$ 170,171 $ ‐ $ ‐ $ 104,534 $ ‐ $ ‐ $ 91,163 $ ‐ $ ‐ $ ‐ $ 365,867

$ ‐ $ ‐ $ ‐ $ ‐ $ 109,760 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 109,760

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 120,609 $ ‐ $ ‐ $ 134,010 $ 254,618

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 143,524 $ 140,710 $ 284,234

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 147,746 $ 147,746

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 155,133 $ 155,133

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 162,889 $ 162,889

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 171,034 $ 171,034

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 179,586 $ 179,586

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 188,565 $ 188,565

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 197,993 $ 197,993

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 207,893 $ 207,893

$ 96,560 $ 110,000 Total $ 206,560

$ 106,457 $ ‐ $ 147,411 $ ‐

$ 1,544,000 $ 1,194,000 $ 268,000 Total $ 3,006,000

$ 2,318,108 $ 117,600 $ 110,250 $ 120,393 $ 133,706 $ 150,601 $ 134,010 $ 140,710 $ 147,746 $ 155,133 $ 162,889 $ 171,034 $ 179,586 $ 188,565 $ 197,993 $ 207,893 $ 1,809,334 $ 63,000 $ 85,995 $ 94,925 $ 102,103 $ 114,865 $ 107,208 $ 112,568 $ 118,196 $ 124,106 $ 130,312 $ 136,827 $ 143,669 $ 150,852 $ 158,395 $ 166,314 $ 410,966 $ 29,400 $ ‐ $ 34,729 $ ‐ $ 44,670 $ ‐ $ 49,249 $ ‐ $ 54,296 $ ‐ $ 59,862 $ ‐ $ 65,998 $ ‐ $ 72,762

$ 4,781,490 $ 4,231,585 $ 598,750 $ 135,000 $ 165,000 Total $ 9,911,825

$ 7,386,471 $ 6,564,560 $ 694,779 $ 203,917 $ 249,232

$ 106,457 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 147,411 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 253,868 $ ‐ $ 106,457 $ ‐ $ ‐ $ ‐ $ 147,411 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 4,538,408 $ 210,000 $ 196,245 $ 250,047 $ 235,808 $ 310,136 $ 241,217 $ 302,527 $ 265,942 $ 333,536 $ 293,201 $ 367,723 $ 323,254 $ 405,415 $ 356,388 $ 446,970

$ 269,113 $ 227,133 $ 125,738 $ 9,450 $ 11,550 $ 15,098,960 $ 642,983

$ 282,569 $ 238,489 $ 132,024 $ 9,923 $ 12,128 $ 675,132

$ 296,697 $ 250,414 $ 138,626 $ 10,419 $ 12,734 $ 708,889

$ 311,532 $ 262,935 $ 145,557 $ 10,940 $ 13,371 $ 744,333

$ 327,108 $ 276,081 $ 152,835 $ 11,487 $ 14,039 $ 781,550

$ 469,033 $ 422,130 $ ‐ $ 12,061 $ 14,741 $ 917,966

$ 492,485 $ 443,237 $ ‐ $ 12,664 $ 15,478 $ 963,864

$ 517,109 $ 465,398 $ ‐ $ 13,297 $ 16,252 $ 1,012,057

$ 542,965 $ 488,668 $ ‐ $ 13,962 $ 17,065 $ 1,062,660

$ 570,113 $ 513,102 $ ‐ $ 14,660 $ 17,918 $ 1,115,793

$ 598,619 $ 538,757 $ ‐ $ 15,393 $ 18,814 $ 1,171,582

$ 628,550 $ 565,695 $ ‐ $ 16,163 $ 19,754 $ 1,230,162

$ 659,977 $ 593,979 $ ‐ $ 16,971 $ 20,742 $ 1,291,670

$ 692,976 $ 623,678 $ ‐ $ 17,819 $ 21,779 $ 1,356,253

$ 727,625 $ 654,862 $ ‐ $ 18,710 $ 22,868 $ 1,424,066

$ 30,000 $ 34,729 $ ‐ $ ‐ $ 34,729 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 30,000 $ 34,729 $ ‐ $ ‐ $ 34,729 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 2,838,000 $ 3,553,475 $ ‐ $ ‐ $ 110,553 $ 1,145,615 $ 2,297,307 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 976,160 $ 1,366,855 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 134,010 $ 1,232,845 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 3,814,160 $ 4,920,329 $ ‐ $ ‐ $ 110,553 $ 1,145,615 $ 2,297,307 $ 134,010 $ 1,232,845 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 7,500 $ 8,269 $ ‐ $ 8,269 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 235,000 $ 246,750 $ 246,750 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 242,500 $ 255,019 $ 246,750 $ 8,269 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

LEGACY: Stewardship Shawnee Mission Park SMP Observation Tower Improvements Tennis Court Construction (3 courts)

Thomas S. Stoll Memorial Park Multi‐use Fields A & B Improvements North Parking Overlay

Mildale Farm Expand shop

Golf Courses Replace THGC Cart Bridge HPGC Cart Path Renovation THGC Cart Path Renovation Golf Course Equipment

Mill Creek Activity Center MCAC Fire Sprinkler Renovation Mill Creek Activity Center Lighting Improvements Mill Creek Activity Center HVAC Replacement

New Century Fieldhouse New Century Fieldhouse artificial turf replacement

Okun Fieldhouse Okun Building Fire Sprinkler System Replacement Okun Court Flooring Replacement

Streamway Trails Replace Mill Creek Pedestrian Bridge (Parkwoods)

Total Capital Investment

Total Capital Investment

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

(2015 dollars)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

(Escalated)

$ 421,200 $ 354,772 Total $ 775,972

$ 506,762 $ ‐ $ 490,062 $ ‐

$ ‐ $ 104,186 $ 402,576 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 33,075 $ ‐ $ ‐ $ ‐ $ ‐ $ 456,987 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 996,824 $ ‐ $ 33,075 $ 104,186 $ 402,576 $ ‐ $ ‐ $ 456,987 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 195,000 $ 251,511 $ ‐ $ 33,075 $ ‐ $ ‐ $ 53,604 $ 164,832 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 195,000 $ 251,511 $ ‐ $ 33,075 $ ‐ $ ‐ $ 53,604 $ 164,832 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 417,300 Total $ 417,300

$ 503,758 $ ‐

$ ‐ $ 69,458 $ 434,300 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 503,758 $ ‐ $ ‐ $ 69,458 $ 434,300 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 280,000 $ 862,180 $ 545,270 $ 50,000 Total $ 1,737,450

$ 294,000 $ 1,091,293 $ 723,231 $ 59,470

$ 179,825 $ 134,750 $ 216,010 Total $ 530,585

$ 188,816 $ 188,816 $ ‐ $ ‐ $ 148,562 $ ‐ $ 148,562 $ ‐ $ 275,690 $ ‐ $ ‐ $ ‐

$ 220,000 Total $ 220,000

$ 280,782 $ ‐

$ 294,000 $ ‐ $ 52,500 $ ‐ $ 2,167,993 $ 346,500

$ ‐ $ 336,979 $ ‐ $ 27,563 $ 364,542

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 280,782 $ 255,256 $ 31,907 $ 567,945

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ 473,532 $ 415,475 $ ‐ $ 889,006

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 613,068 $ 188,816 $ 148,562 $ ‐ $ ‐

$ ‐ $ ‐ $ 275,690 $ 275,690

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ 280,782 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 280,782 $ ‐ $ ‐ $ ‐ $ ‐ $ 280,782 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 427,785 $ 543,543 $ ‐ $ ‐ $ ‐ $ 48,620 $ 494,923 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 595,590 $ 757,102 $ ‐ $ ‐ $ ‐ $ 60,775 $ 696,326 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ 1,023,375 $ 1,300,645 $ ‐ $ ‐ $ ‐ $ 109,396 $ 1,191,249 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 169,500 Total $ 169,500

$ 216,330 $ ‐

$ ‐ $ ‐ $ ‐ $ 216,330 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 216,330 $ ‐ $ ‐ $ ‐ $ ‐ $ 216,330 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

ACTION TOTAL $ 50,445,008 $ 73,777,569 $ 3,590,717 $ 3,774,771 $ 3,447,280 $ 5,750,313 $ 8,066,138 $ 4,218,621 $ 6,584,853 $ 4,003,904 $ 4,258,396 $ 4,414,304 $ 4,669,226 $ 4,839,833 $ 5,147,822 $ 5,335,916 $ 5,675,474

Action 05: Implement District‐Wide Improvements/Ops. Design Standards and Centralized Purchasing Update Parks and Facilities Maintenance Manual

$ 150,000 Total $ 150,000 ACTION TOTAL $ 150,000

$ 173,644 $ ‐

$ ‐ $ 173,644 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 173,644 $ ‐ $ ‐ $ 173,644 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 173,644

$ ‐

$ ‐

$ 173,644

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Action 06: Establish Facilities Maintenace Additional Maintenance Staff ‐ Facilities (1 FTE) Additional Maintenance Operations ‐ Facilities (1 FTE)

$ 663,000 $ 1,045,755 $ ‐ $ ‐ $ 59,039 $ 61,991 $ 65,090 $ 68,345 $ 71,762 $ 75,350 $ 79,118 $ 83,074 $ 87,227 $ 91,589 $ 96,168 $ 100,977 $ 106,025 $ 65,000 $ 88,885 $ ‐ $ ‐ $ 40,517 $ 3,039 $ 3,191 $ 3,350 $ 3,518 $ 3,694 $ 3,878 $ 4,072 $ 4,276 $ 4,490 $ 4,714 $ 4,950 $ 5,197 Total $ 728,000 $ 1,134,640 $ ‐ $ ‐ $ 99,556 $ 65,030 $ 68,281 $ 71,695 $ 75,280 $ 79,044 $ 82,996 $ 87,146 $ 91,503 $ 96,078 $ 100,882 $ 105,926 $ 111,223 ACTION TOTAL $ 728,000

$ 1,134,640 $ ‐

$ ‐

$ 99,556

$ 65,030

$ 68,281

$ 71,695

$ 75,280

$ 79,044

$ 82,996

$ 87,146

$ 91,503

$ 96,078

$ 100,882

$ 105,926

$ 111,223

Grand Total $ 51,323,008 $ 75,085,852 $ 3,590,717 $ 3,774,771 $ 3,720,479 $ 5,815,343 $ 8,134,419 $ 4,290,316 $ 6,660,133 $ 4,082,948 $ 4,341,392 $ 4,501,450 $ 4,760,730 $ 4,935,911 $ 5,248,704 $ 5,441,842 $ 5,786,697

JCPRD STRATEGIC PLAN FUNDING 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Annual Addl Funds Available 9,187,134 9,330,778 15,631,680 16,413,264 17,641,127 18,523,183 19,449,342 20,421,809 22,870,025 26,061,445 27,364,517 28,732,743 30,169,380 31,677,849 33,261,742 34,924,829 352,473,714 Inc Mill Levy 6,314,246 6,314,246 12,464,321 13,087,537 13,741,913 14,429,009 15,150,460 15,907,983 16,703,382 17,538,551 18,415,478 19,336,252 20,303,065 21,318,218 22,384,129 23,503,335 250,597,878 Current CIP Funds 2,872,888 3,016,532 3,167,359 3,325,727 3,492,013 3,666,614 3,849,945 4,042,442 4,244,564 4,456,792 4,679,632 4,913,613 5,159,294 5,417,259 5,688,122 5,972,528 65,092,436 Add'l Funds Available due to Debt Payoff 407,200.00 427,560.00 448,938.00 471,384.90 1,922,079.15 4,066,102.10 4,269,407.21 4,482,877.57 4,707,021.45 4,942,372.52 5,189,491.14 5,448,965.70 36,783,400 Debt Funds Become Available 50% for Maintain Existing 50% for New Development

407,200

1,427,125 2,047,919

4,665,389 7,815,840 8,206,632 8,820,563 9,261,592 9,724,671 10,210,905 11,435,012 13,030,723 13,682,259 14,366,372 15,084,690 15,838,925 16,630,871 17,462,415 4,665,389 7,815,840 8,206,632 8,820,563 9,261,592 9,724,671 10,210,905 11,435,012 13,030,723 13,682,259 14,366,372 15,084,690 15,838,925 16,630,871 17,462,415

Operations: additional positions; escalation in current salary (covered by 4% rate?); annual growth + cost incr

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05 1.05

1.0

0.75

1.41

8,418,994 8,839,943.70 9,281,940.89 9,746,037.93 10,233,339.83 10,745,006.82 11,282,257.16 11,846,370.02 12,438,688.52 13,060,622.94 13,713,654.09 14,399,336.79 15,119,303.63 15,875,268.82 16,669,032.26 181,669,797

6,314,245.50 6,629,957.78 6,961,455.66 7,309,528.45 7,675,004.87 8,058,755.11 8,461,692.87 8,884,777.51 9,329,016.39 9,795,467.21 10,285,240.57 10,799,502.60 11,339,477.73 11,906,451.61 12,501,774.19 136,252,348.03

11,870,781.54 12,464,320.62 13,087,536.65 13,741,913.48 14,429,009.15 15,150,459.61 15,907,982.59 16,703,381.72 17,538,550.81 18,415,478.35 19,336,252.27 20,303,064.88 21,318,218.12 22,384,129.03 23,503,335.48 256,154,414.30

Current 2015‐ Previous 2015‐ 2020 CIP Costs 2020 CIP Costs Legacy Costs

Debt Service on Park Police Building COPs

$1,051,195

Total Capital Investment

2015

2016

$1,051,195

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

Total Capital Investment

2030

210,239 210,239 210,239 210,239 210,239

$1,051,195 2016‐2020 CIP

$0

Overall Totals DEBT SERVICE TOTAL

$1,051,195

$0

$0

$1,051,195

$0

$210,239

$210,239

$210,239

$210,239

$210,239

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$1,051,195

$1,051,195

$0

$210,239

$210,239

$210,239

$210,239

$210,239

$0

$0

$0

$0

$0

$0

$0

$0

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$1,051,195

Costing Notes

Modes of Care and Maintenance Standards Sample The following pages provide a sample Modes of Care standards matrix for landscape and hardscape, and standards for building care for reference by JCPRD. Along with the standards we have included a sample Modes of Care cost calculator spreadsheets for several of the maintenance tasks. These spreadsheets demonstrating how maintenance costs can be developed per task at each mode to determine the appropriate level of care, assess the impact of added/reduced area for a task, or evaluate the impact of change in funding and staffing. Similar spreadsheets can be created for each maintenance task using modes and applicable costs defined by JCPRD.

The sample Modes of Care attached is based on three levels of maintenance, and does not include a more for natural areas or undeveloped areas which JCPRD would include as part of the Natural Resource Management program.

Mode One – State of the art maintenance applied to a high quality, diverse landscape. Level of maintenance usually associated with high use areas such as ornamental beds, pavilions, competitive sports fields, park buildings or facilities, or other high visibility areas.

Mode Two – High Level Maintenance associated with well‐developed park areas with reasonably high visitation.

Mode Three – Moderate level maintenance associated with locations of moderate to low levels of development, moderate to low levels of visitation, or because of budget restrictions, can’t afford a higher intensity of maintenance.

JCPRD Legacy Plan

Modes of Care - Sample

MODE ONE

MODE TWO

MODE THREE

“State of the art maintenance applied to a high quality, diverse landscape. Usually associated with high use areas such as ornamental beds, pavilions, competitive sports fields, park buildings and facilities, or other high visibility areas.”

“High Level Maintenance—associated with well-developed park areas with reasonably high visitation often associated with community or neighborhood parks with programmable facilities.”

“Moderate Level Maintenance—associated with locations with moderate to low levels of development, moderate to low levels of visitation, or with agencies that, because of budget restrictions, can‘t afford a higher intensity of maintenance.”

Revenues offset extra maintenance TURF AREAS

ATHLETIC FIELDS

Some revenue, high use general parks

Neighborhood parks, natural areas.

Grass height maintained according to species and Mowed at least once every 5-7 working days.

Mowed at least once every 10 working days. variety of grass.

Mowed at least once every five working days but Aeration as required but, not less than two times Normally not aerated unless turf quality indicates may be as often as once every three working days. per year. a need or in anticipation of an application of fertilizer.

Aeration as required, not less than four times per Reseeding or sodding when bare spots are Reseeding or resodding done only when major year. present. bare spots occur.

Reseeding or sodding as needed.

Weed control practiced when weeds present Weed control measures normally used when 50 visible problem or when weeds represent five percent of small areas is weed infested or general percent of the turf surface. turf quality is 15 percent or more of the surface area.

Ensure that positive drainage is always met.

Regrade and fill all low spots.

Weed control should be practiced so that no more than one percent of the surface has weeds present.

Native grass areas to be managed and contain intrepretation signs.

Ensure that positive drainage is always met.

Regrade and fill all low spots.

Some pre-emergent products may be utilized at this level.

Premier athletic fields used primarily for scheduled games and camps.

Fields are usually irrigated, fenced, lighted and features amenities such as scoreboards, public address systems, concessions and restrooms.

Athletic fields used for practices, pick-up play and Game use is allowed 7 days per week with no camps. limits on number of games per day.

May include irrigation, scoreboards, restrooms, Fields are not closed due to inclement weather. concession or lights, but if so, fields are generally non-premier level tournaments (state, regional, national tournaments).

Game use may be restricted to a maximum number of games per week or season to allow for turf recovery.

Games may also be limited to a maximum number of games per day. Fields are closed if unplayable due to inclement weather.

Aggressive turf maintenance, sod damaged areas as needed.

Specialized mowing equipment, i.e., reel mowers, may be used.

Game use is allowed 7 days per week but a maximum number of games per day are established.

Fields are closed if unplayable due to inclement weather.

Native grass areas to be mowed or burned at least on an annual basis.

Ensure that positive drainage is always met.

Regrade and fill all low spots.

Low growing grasses may not be mowed. High grasses may receive periodic mowing to aid public use or reduce fire danger.

Native grass areas to be mowed or burned annually.

No field preparation such as marking foul or inbound lines. Field prep may also be done by user groups.

Mowing conducted every 10 days or whenever rest of the park is mowed.

Aggressive turf maintenance, repair damaged areas by overseeding.

Mowing may occur every 5-7 days during turf growth periods, every 10 days during other periods.

Mowing may occur every 3-5 days during turf growth periods. Special uses areas cut shorter.

Fields to be fenced off to allow resting from public use.

FERTILIZATION

Adequate fertilization applied to plant species according to their optimum requirements.

Adequate fertilization level to ensure that all plant materials are healthy and growing vigorously.

Application rates should ensure an even supply of nutrients for the entire year.

Nitrogen, phosphorus, and potassium percentages should follow the county extension service.

Trees, shrubs, and flowers should be fertilized according to their individual requirements of nutrients for optimum growth.

Amounts depend on species, length of growing season, soils and rainfall.

Distribution should ensure an even supply of nutrients for the entire year.

Unusually long or short growing seasons may modify the chart slightly.

Consider top-dressing new turf areas with organic materials during aeration to lower the use of chemical fertilizers.

Trees, shrubs and flowers should receive fertilizer levels to ensure optimum growth.

Consider top-dressing new turf areas with organic materials during aeration to lower the use of chemical fertilizers.

Applied only when turf vigor seems to be low.

Low level application done on a once per year basis.

Nirtogen, phosphorus and potassium percentage should follow local recommendations from the County Extension Service.

1

JCPRD Legacy Plan

Modes of Care - Sample

MODE ONE DISEASE AND INSECT CONTROL

Control program may use any of the three philosophies:

MODE TWO

MODE THREE

Usually done when disease or insects are inflicting Done only on epidemic or serious complaint noticeable damage, reducing vigor of plant materials basis. or could be considered a bother to the public.

Preventative; a scheduled chemical or cultural Some preventive measures may be utilized such program designed to prevent damage from Day as systematic chemical treatments.

One to provide appropriate soil composition as per Plant Health Care (PHC) recommendations.

Control measures may be put into effect when the health or survival of the plant material is threatened to where public's comfort is concerned.

Corrective; application of chemical or mechanical Cultural prevention of disease problems can controls designed to eliminate observed problems. reduce time spent in this category.

Integrated pest management; withholding any controls until such time as pests demonstrate damage to plant materials or become a demonstrated irritant in the case of flies, mosquitoes, gnats, etc.

Some minor problems may be tolerated at this level.

At this maintenance level the controlling objective is to not have the public notice any problems. It is anticipated at Mode I that problems will either be prevented or observed at a very early stage and corrected immediately.

IRRIGATION

Sprinkler irrigated. Electric, automatic commonly Dependent on rainfall. Rely on natural rainfall used. Some manual systems could be considered with the possible addition of portable irrigation adequate under plentiful rainfall circumstances and during periods of drought. adequate staffing.

Location received adaquate annual rainfall to eliminate irrigation for Mode Three turf areas.

Frequency of use follows rainfall, temperature seasonal length and demands of plants.

Where irrigation is automated, a demand schedule is programmed.

Dependent on climate.

Check all irrigation zones weekly for coverage and leaks.

Where manual servicing is required, two to three Seasons with rainfall above 25 inches a year times per week operation would be the norm. should rely on natural rainfall with the possible addition of portable irrigation during periods of drought.

Dry seasons below 25 inches normally have some form of supplemental irrigation.

FLORAL PLANTINGS

Normally extensive or unusual floral plantings are part of the design. These may include ground level beds, planters or hanging baskets.

Some sort of floral plantings present.

These areas may require a Mode One or Two level of care until grow-in is achieved.

Often multiple plantings are scheduled, usually at Normally no more complex than two rotations of Only perennials or flowering trees or shrubs. least two blooming cycles per year. bloom per year.

Some designs may call for a more frequent Care cycle usually at least once per week except These areas should be planted with low rotation of bloom. watering may be more frequent. maintenance/aggressive perennials.

Maximum care of watering, dead-heading, Health and vigor dictate cycle of fertilization and Six inspections per growing season for weed mulching, fertilizing, disease control, disbudding, disease control. control and deadheading. and weeding is necessary.

Weeding flowers and shrubs is done a minimum Beds essentially kept weed free.

Wildflower areas to be mowed or burned of once per week. The desired standard is annually. essentially weed free.

Maintain and inspect all edgings. Where appropriate, utilize steel edging to improve aesthetics and reduce long-term maintenance costs.

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JCPRD Legacy Plan

WOODY PLANTS

AQUATIC PLANTS

Modes of Care - Sample

MODE ONE

MODE TWO

MODE THREE

Every tree and shrub will be inspected to determine the need for maintenance pruning on an annual basis.

Mature trees may require deadwood pruning annually, while younger trees may require corrective pruning to provide training for good form.

Every tree and shrub will be inspected to determine the need for maintenance pruning on a n annual basis.

Mature trees may require deadwood pruning annually, while younger treesmay require corrective pruning to provide training for good form.

Tree and shrubs will be inspected every two to three years to determine the need for maintenance pruning.

Mature trees may require hazard limb pruning annually, while younger trees may require corrective pruning to provide training for good form.

Pruning frequency and timing for shrubs will be dictated largely by individual plant characteristics (for example, pruning flowering shrubs just after flowering is completed.)

Pruning frequency and timing for shrubs will be dictated largely by individual plant characteristics ( for example, pruning flowering shrubs just after flowering is completed.)

Pruning frequency and timing for shrubs will be dictated largely by individual plant characteristics (for example, pruning flowering shrubs just after flowering is completed.)

Healthy rooting environments will be maintained with regular applications of organic mulch where design and site allow.

Additional plant needs will be met to insure optimum growing conditions.

A healthy ecosystem will be maintained by removing invasive plants.

Drip irrigation should be used in mulched beds and for high profile individual trees and shrubs.

Healthy rooting environments will be maintained with regular applications of organic mulch where design and site allow.

Additional plant needs will be met to insure optimum growing conditions.

A healthy ecosystem will be maintained by removing invasive plants.

Healthy rooting environments will be maintained with regular applications of organic mulch where design and site allow.

Additional plant needs will be met to insure optimum growing conditions.

A healthy ecosystem will be maintained by removing invasive plants.

Shoreline and water edge conditions are to be maintained as an ornamental garden.

Shoreline and water edge conditions should be maintained two times per month during the growing season.

Shoreline erosion or invasive plants should be corrected immediately.

Shoreline plant material consisting of nonornamental species maintained annually for weed control.

Usually done at least once per season, unless species planted dictate more frequent attention.

When required for health or reasonable appearance, primarily due to damage by weather.

Plants to be dead-headed, weeded, and controlled on a weekly basis.

Shoreline erosion or invasive plants should be corrected immediately.

PRUNING

Frequency dictated primarily by species and variety of tress and shrubs.

Length of growing season and design concept also Sculptured hedges or high growth species may a controlling factor, as are clipped hedges versus dictate a more frequent requirement than most natural style. trees and shrubs in natural growth style plantings.

PLAYGROUNDS

Timing usually scheduled to coincide with low demand periods or to take advantage of special growing characteristics such as pruning after flowering.

Safety or damage from weather may dictate actual work schedule.

Large modular play equipment or groups of smaller modular equipment that is usually located within a large park that attracts high visitation.

Single modular play equipment that is usually located within a neighborhood park that attracts visitors within a limited area.

Individual pieces of play equipment that is usually located in a neighborhood park that attracts visitors within a limited area.

Play equipment consists of specialized features that require daily inspections during high use periods and a minimum of monthly inspections during low use periods.

Play equipment consists of specialized features that require inspections once every 5 days during high use periods and a minimum of monthly inspections during low use periods.

Play equipment consists of specialized features that require inspections once every 10 days during high use periods and a minimum of monthly inspections during low use periods.

Surfacing may include poured-in-place or rubber Surfacing is mostly mulch with a few execptions tiles instead of mulch. for accessibility issues.

Amenities may include drinking fountains, picnic Amenities may include drinking fountains and areas for individuals and groups, and restrooms. picnic areas for individuals.

RESTROOMS / SHELTERS

With most tree and shrub species this would not be more frequent than once every two or three years.

No poured-in-place or rubber tiles surfacing.

Not always a part of the design but, where When present should be maintained at least once When present, serviced a minimum of five times required will normally receive no less than once per per day as long as they are open to public use. per week, seldom more than once each day. day servicing.

High use areas may dictate two servicings or more per day.

Especially high traffic areas may require multiple servicing or a person assigned as an attendant.

Servicing period should ensure an adequate supply of paper and that restrooms are reasonably clean and free from bad odors.

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JCPRD Legacy Plan

Modes of Care - Sample MODE ONE

SURFACES

MODE TWO

Sweeping, cleaning and washing of surfaces needs Should be cleaned, repaired, repainted or to be done so that at no time does an accumulation replaced when appearance has noticeably of sand, dirt and leaves distract from the looks or deteriorated. safety of the area.

Repainting or restaining of structures should occur when weather or wear deteriorates the appearance of the covering.

Oiling of wood surfaces should occur at a minimum of four times per year.

MODE THREE Cleaned on complaint basis.

Repainting or restaining of structures should PASER surface rating of no less than a ‘5’. occur over a set period of years, ranging from 3-5 years.

Stains to surfaces should be taken off within 5-10 Visible distress may include slight to moderate working days. ravelling (loss of fines) and traffic wear.

Stains to surfaces should be taken off within five Graffiti should be washed off or painted over the Longitudinal cracks may exceed 1/2” due to working days. next 24 hours of report. reflection and paving joints.

Graffiti should be washed off or painted over the PASER surface rating of no less than a ‘7’.

Transverse cracking (open 1/2”) spaced ten feet next working day after application. or more apart, slight ravelling and secondary cracks.

PASER surface rating of no less than an ’8”.

Very slight or no ravelling, and the surface might Slight to moderate flushing or polishing with show some traffic wear. occasional patching in good condition.

No longitudinal cracks except reflection of paving Longitudinal cracks (open 1/4”) due to reflection In all cases, the pavement should be in sound joints. or paving joints. structural condition with a need for a sealcoat or nonstructural overlay.

None or occasional transverse cracks, widely Transverse cracks (open 1/4”) spaced 10 feet or spaced (40’ or greater). more apart, little or slight crack ravelling.

All cracks sealed or tight (open 1/4” or less).

Applies to new construction areas, recent overlays, recent sealcoats, or new road mixes.

No patches or very few patches in excellent condition.

Maintain with routine crack filling.

Little or no maintenance should be required.

PAVED SURFACES AND ROADWAYS

PASER surface rating of no less than an ’8'.

PASER surface rating of no less than a ‘7’.

No longitudinal cracks except reflection of paving Very slight or no ravelling, and the surface might joints. show some traffic wear.

LIGHTING

PASER surface rating of no less than a ‘5’.

Visible distress may include slight to moderate ravelling (loss of fines) and traffic wear.

None or occasional transverse cracks, widely spaced (40’ or greater).

All cracks sealed or tight (open 1/4” or less).

Longitudinal cracks (open 1/4”) due to reflection Longitudinal cracks may exceed 1/2” due to or paving joints. reflection and paving joints.

Transverse cracks (open 1/4”) spaced 10 feet or Transverse cracking (open 1/2”) spaced ten feet more apart, little or slight crack ravelling. or more apart, slight ravelling and secondary cracks.

Applies to new construction areas, recent overlays, recent sealcoats, or new road mixes.

Little or no maintenance should be required.

No patches or very few patches in excellent condition.

Maintain with routine crack filling.

Maintenance should preserve the original design.

Slight to moderate flushing or polishing with occasional patching in good condition.

In all cases, the pavement should be in sound structural condition with a need for a sealcoat or nonstructural overlay.

Replacement or repair of fixtures within 7 days of Replacement or repair of fixtures within 3 days of observation or reported as not working. observation or reported as not working.

Bulb replacement should be done to Damaged systems should be repaired quickly as accommodate efficient use of equipment. they are discovered.

Bulb replacement should be done during the first working day after the outage is reported.

UNDERGROUND UTILITIES

REPAIRS

Sewers cleaned at least once a season.

Any problems or back-ups should be attended to immediately.

Inlets and manhole covers should be in optimum condition.

Any structural problems with an inlet or displaced manhole cover should be repaired/replaced immediately.

Repairs to all elements of the design should be done immediately upon discovery provided replacement parts and technicians are available to accomplish the job.

Should be done whenever safety or function is in Sewers cleaned at least twice a year.

Any problems or back-ups should be attended to question. immediately.

Inlets and manhole covers should be in good condition.

Any structural problems with an inlet or displaced manhole cover should be repaired/replaced within a week of initial problem.

Should be done whenever safety, function or bad Should be done whenever safety or function is in appearance is in question. question.

When disruption to the public might be major and the repair not critical, repairs may be postponed to time period which is least disruptive.

4

JCPRD Legacy Plan

Modes of Care - Sample MODE ONE

LITTER CONTROL

SNOW REMOVAL

Minimum of once per day,seven days per week.

MODE TWO Minimum of once per day, five days per week.

Two-four times per week or less.

Special events, tournaments, may dictate 2-3 times per day service.

Extremely high visitation may increase the frequency.

Receptacles should be plentiful enough to hold all trash generated between servicing without normally overflowing.

Decorative containers may be used and are repaired as required.

Recycling containers are used in medium to high traffic areas.

Off-site movement of trash dependent on size of No recycling containers are used. containers and use by public.

Containers are serviced annually during the nonHigh use may dictate once per day cleaning or peak periods. more.

Containers are serviced or replaced when damaged.

Snow removal starts the same day as accumulations of ½-inch are present.

Snow removed by 5:00 pm of the day following snowfall.

Recycling containers are used in high traffic areas.

At no time will snow be permitted to cover Sand or gravel or snow melt may be utilized to transportation or parking surfaces longer than noon reduce ice accumulation. of the day after the snow stops.

Applications of snow melting compound and/or snow or gravel are appropriate to reduce the danger of injury due to falls.

SPECIAL EVENTS

MODE THREE

Snow removal done based on local law requirements by generally accomplished by the day following snowfall.

Some crosswalks or surfaces may not be cleared at all.

Some surfaces may not be cleared at all.

Impacted turf areas should be watered up to the Impacted turf areas should be watered up to the Pre-event maintenance of facilities to include day of set-up. day of set-up. litter pick-up, clean restrooms, check on working order of reserved amenities.

After event clean-up, irrigation of site to begin After event, irrigation of site to begin immediately. immediately.

Aeration of turf to occur post-event.

Pre-event maintenance crew should ensure the reserved facility is clean with all litter picked up, and all reserved amenities are available and in working order (benches, tables, etc.) prior to the day of the event.

Pre-event maintenance crew to set-up, pick up litter, empty trash, clean restrooms and pavilions, and ensure all reserved amenities are available and in working order (benches, tables, etc.) up to and including the day of the event.

Post-event maintenance begins immediately following the completion of the event.

Allow turf to reach its tolerable height just prior to the event and cut immediately following the event.

SPECIAL FEATURES

Features such as benches, picnic tables, trash, Should be maintained for safety, function and high Minimum allowable maintenance for features signs, fountains, drinking fountains, sculpture, quality appearance as per established design. present with function and safety in mind. speaker systems, structural art, flag poles or parking and crowd control devices may be part of the integral design.

Maintenance requirements can vary drastically, but for this mode it should be of the highest possible order.

NATURE AND FITNESS Nature/Fitness Trails with year round high multi- Nature/Fitness Trails with moderate visitation use visitation. during peak periods.

TRAILS Usually located within linear parks or greenbelts that are a minimum of 3 miles in length.

Trails are usually designed in a loop format and are not used for transportation.

Trail may also be used as alternative transportation routes.

Trail shoulders mowed every 10 days.

Visitors begin and end at approximately the same Visitors begin and end at approximately the same location. location.

Trail may be mowed 4-5 times per year.

No mowing.

Trail surface is usually gravel or paved.

Specialty trails such as mountain bike trails, may have a natural surface and requires pruning/trimming 1-2 times per year.

Trail canopy to be maintained at a height of 8-ft and a minimum width of 3-ft.

Special features may include specialty signage, drinking fountains and restrooms.

INSPECTIONS

Nature/Fitness Trails with high visitation during peak periods.

Trails are usually designed in a loop format and are not used for transportation.

Open spaces around trail may be mowed 1-2 times per year and/or maintained through prescribed burning.

Trail surface is usually natural, but may be gravel.

• Inspections of this area should be done daily by • Inspection by some staff member at least once the Park Foreman position. a day when regular staff is scheduled.

Prescribed burning practiced in most cases.

Trail surface is usually natural, but may be gravel.

Once per week.

5

JCPRD Legacy Plan

Modes of Care - Sample

Maintenance Standards for Buildings Recognizing that the Modes of Care used to develop the maintenance standards pertain exclusively to landscape and hardscape issues, it is recommended to develop Building Maintenance Standards. These standards are the established level at which the structure should be maintained to ensure maximum, overall economy consistent with its functional requirement. In this example, buildings or structures should not be allowed to exist at levels beyond a Mode Three unless the structure is scheduled for replacement or extensive renovation.

FOUNDATIONS Mode One        

No termites or insect infestations.

Concrete free of spalling leaks, cracks, and exposed reinforcing.

No warping, checking, splitting, broken, and damp wooden members.

Exposed masonry units have no cracked or open joints, leaks, cracked, or spalling elements.

Bolts and fasteners in place and secure.

Vents free from rust and corrosion, holes or rotten fabric, clogged or blocked openings, loose or missing. hardware, and securely attached.

Ground surfaces free of debris and trash.

Quarterly inspection to insure conformance.

Mode Two       

No termites or insect infestations Concrete and masonry free of leaks and cracks.

No broken or damp wood members.

Bolt fasteners secure.

Vents free from rust, holes, loose hardware.

Ground surface free of debris and trash.

Semi-annual inspection to insure conformance.

Mode Three    

No termites or insect infestations Concrete, masonry, and wooden units free of leaks and dampness.

Bolt fasteners secure.

Vents free holes.

Sample Maintenance Standards for Buildings

Page 1 of 8

JCPRD Legacy Plan

Modes of Care - Sample

EXTERIOR WALLS Mode One     

Masonry units free of cracks and spalling, eroded or sandy joints, cracked units, stains, leaks.

Wood has no warping and cracking, rot and termites, stains, loose and missing fastenings, leaks.

Metal free of rust and pittings, loose, missing, or broken fastenings, holes, and punctures. Repaint when film is less than 3 mils in thickness.

Repainting scheduled on a three-to-five year cyclic basis or as required by climatic conditions.

Quarterly inspection to insure conformance.

Mode Two     

Masonry units free of cracks, stains, leaks.

Wood free of leaks, termites and insect infestations, missing fastenings.

Metal has no rust and pitting. Repaint when film is less than 2 mils in thickness.

Replace missing or broken fastenings.

Repainting scheduled on a five-to-seven year cyclic basis or as required by climatic conditions.

Semi-annual inspection to insure conformance.

Mode Three   

Metal painted for protection.

Repainting scheduled on a seven-to-ten year cyclic basis.

Annual inspection to insure conformance.

INTERIOR WALLS AND CEILINGS Mode One      

Free from leaks, cracks, decay and insect infestations, stains, and scuff marks, loose. fastenings.

Paints and coverings free from abrasions, puncture, tears, fading and stains, and adhesive failures.

Repainting on a one-to-three year cyclic basis.

Metal surfaces polished.

Horizontal and vertical surfaces dust and grime free.

Quarterly inspection to insure conformance.

Mode Two     

Free from leaks, decay and insect infestations, stains.

Paints and coverings free from abrasions, puncture, tears.

Repainting on a two-to-four year cyclic basis.

Surfaces dust and grime free.

Semi-annual inspection to insure conformance.

Sample Maintenance Standards for Buildings

Page 2 of 8

JCPRD Legacy Plan

Modes of Care - Sample

Mode Three   

No leaks, termites and insect infestations.

Repaint on a three-to-five year cyclic basis.

Annual inspection to insure conformance.

DOORS AND WINDOWS Mode One       

Wood sash, doors, and trim have no splits, rot, cracks, loose or tight fits.

Metal sash and doors free from rust and corrosion, warping, and loose or tight fits.

Screens free from loose, broken, or missing hardware; no rust or corrosion; no holes in fabric or wire; no wood rot, stain, or cracks and breaks.

No loose, broken, or missing hardware; free from rust and corrosion; movement free and unhampered.

Glass clean and free of broken or cracked elements. Glazing compound secure, none missing.

Venetian blinds, draperies, and so forth, clean; free of spots and tears; no broken or loose fastenings; cords free of frayed or broken strands.

Daily inspection to insure conformance.

Mode Two      

No cracks, rust, or corrosion in wood and metal elements.

No holes in screens; no broken or missing hardware; no loose or tight fits.

Hardware secure; no broken or missing elements.

Glass clean and no more than 10 percent broken elements.

Venetian blinds, draperies, and so forth, clean and no tears or broken fastenings.

Bi-weekly inspection to insure conformance.

Mode Three     

No cracks in wood and metal sash, doors, and trim.

Screens free of holes and hardware secure.

No more than 20 percent broken elements.

Venetian blinds, draperies, and so forth, clean.

Quarterly inspection to insure conformance.

Sample Maintenance Standards for Buildings

Page 3 of 8

JCPRD Legacy Plan

Modes of Care - Sample

FLOORS Mode One   





Carpet and rugs free of raveling, cuts and tears, fading and discoloration, loose anchorage, insect damage; vacuumed free of dust and dirt.

Resilient floors show no evidence of cracking, chipping, breading, scratches, tears, uneven and loose bonding; free of moisture; waxed and buffed.

Wood free from sagging, splintering, loose, warped, rotten or scratched elements, stains, discoloration, and moisture; waxed and buffed. No termites or insect infestations.

All areas free of loose, damaged, or missing bases, binding strips and thresholds, projecting nails, bolts or screws, slippery furnaces, loose or missing nosings or treads.

Daily inspection to insure conformance.

Mode Two   





Carpet and rugs free of cuts and tears, loose anchorage, insects, dust and dirt.

Resilient floors show no evidence of cracking, chipping, breaking, scratches, tears, uneven and loose bonding; free of moisture; buffed.

Wood free from sagging, splintering, loose, warped, rotten or scratched elements, stains, discoloration, and moisture; waxed and buffed. No termites or insect infestations.

All areas free of loose, damaged, or missing bases, binding strips and thresholds, projecting nails, bolts or screws, slippery furnaces, loose or missing nosings or treads.

Semi-weekly inspection to insure conformance.

Mode Three     

Carpet and rugs free of cuts and tears, loose anchorage, dust and dirt.

Resilient floors free of uneven and loose bonding; free of moisture; buffed.

Wood free from rotten or loose elements, moisture, termites. No dirt and dust; buffed.

No loose base strips, projecting nails or fastenings; loose nosings or treads.

Weekly inspection to insure conformance.

Sample Maintenance Standards for Buildings

Page 4 of 8

JCPRD Legacy Plan

Modes of Care - Sample

GUTTERS, DOWNSPOUTS, AND ROOF DRAINS Mode One       

Free of rust and corrosion, breaks or leaks.

Aligned and fastened.

Open and clear of leaves and dust, dirt accumulation.

Wire guards provided and in place.

Splash blocks in place, connection to storm sewer secure.

Repainting scheduled on a three-to-five year cyclic basis.

Quarterly inspection to insure conformance.

Mode Two      

Free of rust and corrosion, breaks or leaks.

Securely fastened.

Clear of obstructions.

Splash blocks in place.

Repainting scheduled on a five-to-seven year cyclic basis.

Semi-annual inspection to insure conformance.

Mode Three     

Free of breaks or leaks.

Securely fastened.

Clear of obstructions.

Repainting scheduled on a seven-to-ten year cyclic basis.

Annual inspection to insure conformance.

ROOFS Mode One      

Metal free of broken seams, rust or corrosion, holes and open joins, loose, broken, or missing fastenings.

Wood shingles, tile, or slate free from warped, broken, split, curled, and loose or missing elements.

Built-up roofs free from cracks, exposed coatings, blistered, curled, or buckled felts.

Watertight and free of water ponding.

Flashing free from rust, corrosion, open joints, loose, and missing fastenings.

Quarterly inspection to insure conformance.

Mode Two    

Metal free of broken seams, rust or corrosion, holes and open joins, loose, broken, or missing fastenings.

Wood shingles, tile, or slate free from warped, broken, split, curled, and loose or missing elements.

Built-up roofs free from cracks, exposed coatings, blistered, curled, or buckled felts.

Watertight and free of water ponding.

Sample Maintenance Standards for Buildings

Page 5 of 8

JCPRD Legacy Plan  

Modes of Care - Sample

Flashing free from rust, corrosion, open joints, loose, and missing fastenings.

Semi-annual inspection to insure conformance.

Mode Three      

Built-up roofs free from cracks, exposed coatings, blistered, curled, or buckled felts.

Metal free of broken seams, rust or corrosion, holes and open joints, loose, broken, or missing fastenings.

Wood shingles, tile, or slate free from warped, broken, split, curled, and loose or missing elements.

Watertight and free of water ponding.

Flashing free from rust, corrosion, open joints, loose, and missing fastenings.

Annual inspection to insure conformance.

HEATING, VENTILATING, AND AIR CONDITIONING Mode One      



Air filter clear of dust, grease, and lint deposits or cleaned and replaced as necessary to maintain maximum efficiency of unit.

System mechanical elements free of dust, dirt, soot, grease deposits, lubricant drippings, rust and corrosion, chemical fumes, and loose, broken, or missing parts.

Wiring and electrical free of loose connections, frayed, or worn braid, improperly sized or defective fuses.

Exposed piping has no clogged, rusted, corroded, or leaking parts. Valves, traps, and strainers clear of scale and leaks.

Ducts free from soot, dirt, grease, loose connections, joints, and seams.

Boiler standards according to Heating, Ventilating and Air Conditioning Guide, American Society of Heating and Ventilating Engineers. Annual inspections made by state inspector.

Monthly inspection to insure conformance.

Mode Two      



Air filter clear of dust, grease, and lint deposits or cleaned and replaced as necessary to maintain maximum efficiency of unit.

System mechanical elements free of dust, dirt, soot, grease deposits, lubricant drippings, rust and corrosion, chemical fumes, and loose, broken, or missing parts.

Wiring and electrical free of loose connections, frayed, or worn braid, improperly sized or defective fuses.

Exposed piping has no clogged, rusted, corroded, or leaking parts. Valves, traps, and strainers clear of scale and leaks.

Ducts free from soot, dirt, grease, loose connections, joints, and seams.

Boiler standards according to Heating, Ventilating and Air Conditioning Guide, American Society of Heating and Ventilating Engineers. Annual inspections made by state inspector.

Semi-annual inspection to insure conformance, except for item #1.

Sample Maintenance Standards for Buildings

Page 6 of 8

JCPRD Legacy Plan

Modes of Care - Sample

Mode Three       



Air filter clear of dust, grease, and lint deposits or cleaned and replaced as necessary to maintain maximum efficiency of unit.

System mechanical elements free of dust, dirt, soot, grease deposits, lubricant drippings, rust and corrosion, chemical fumes, and loose, broken, or missing parts.

Wiring and electrical free of loose connections, frayed, or worn braid, improperly sized or defective fuses.

Exposed piping has no clogged, rusted, corroded, or leaking parts. Valves, traps, and strainers clear of scale and leaks.

Ducts free from soot, dirt, grease, loose connections, joints, and seams.

Boiler standards according to Heating, Ventilating and Air Conditioning Guide, American Society of Heating and Ventilating Engineers. Annual inspections made by state inspector.

Annual inspection to insure conformance, except for item #1.

INTERIOR PLUMBING Mode One     

Free of leaks, breaks, corrosion, stoppages, odors, and gases.

Insulation sealed and free of moisture.

Valves, checks, traps, operational, free of leaks, corrosion, incrustation, and obstructions.

Fixtures free of cracks in china, chips in porcelain, odors, stains.

Daily inspection to insure conformance.

Mode Two     

Free of leaks, breaks, corrosion, stoppages, odors, and gases.

Insulation free of moisture.

Valves, checks, traps, operational, free of leaks, corrosion, incrustation, and obstructions.

Fixtures free of cracks in china, chips in porcelain, odors, stains.

Semi-weekly inspection to insure conformance.

Mode Three    

Free of leaks, breaks, corrosion, stoppages, odors, and gases.

Valves, checks, traps, operational, free of leaks, corrosion, incrustation, and obstructions.

Fixtures free of cracks in china, chips in porcelain, odors, stains.

Weekly inspection to insure conformance.

Sample Maintenance Standards for Buildings

Page 7 of 8

JCPRD Legacy Plan

Modes of Care - Sample

INTERIOR ELECTRICAL Mode One   

According to National Electrical Code 1995, NFPA No. 70, ASA C1-1995.

Quarterly inspection to insure conformance.

Breaker boxes and fuse panels labeled and identified by circuit.

Mode Two   

According to National Electrical Code 1995, NFPA No. 70, ASA C1-1995.

Semi-annual inspection to insure conformance.

Breaker boxes and fuse panels labeled and identified by circuit.

Mode Three   

According to National Electrical Code 1995, NFPA No. 70, ASA C1-1995.

Annual inspection to insure conformance.

Breaker boxes and fuse panels labeled and identified by circuit.

BUILDING LIGHTING Mode One 

  

Illumination units free of dirt and dust and secure. No cracked or broken luminaries and fixture parts, exposed wiring, broken or missing pullcords, loose socket connections.

Fluorescent units free of flickering and loud humming lamps.

No burned out lamps.

Daily inspection to insure conformance.

Mode Two 

  

Illumination units free of dirt and dust and secure. No cracked or broken luminaries and fixture parts, exposed wiring, broken or missing pullcords, loose socket connections.

Fluorescent units free of flickering and loud humming lamps.

No burned out lamps.

Semi-weekly inspection to insure conformance.

Mode Three   

Illumination units free of exposed wiring, loose socket connections; no broken luminaries or fixture parts.

No burned out lamps.

Weekly inspection to insure conformance.

Sample Maintenance Standards for Buildings

Page 8 of 8

Landscape Mode 1 Cost per 1,500 sq ft bed *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Irrigation

Fertilizer Annual Flowers Hand Weeding

Frequency/Year

Twice/week May-Sept 6 times per year or as needed

30

Cost of one labor-hour

Labor Unit Cost Description of Hours per 1500 Task /1500 sq ft Apply water using hoses or water tanks

Apply water soluable product Plant in Spring.

Once per Approx 500 year.

1 plants Remove weeds Weekly, Maywith hand or Oct 27 trowel 6

Total Labor Hours Cost/Year

0.25

$4.49

$134.70

0.25

$4.49

$26.94

1

$17.95

$17.95

0.25

$4.49

$121.23

0.25

$4.49

$58.37

0.25

$4.49

$8.98

Material Cost

Total Total Material Cost/Year/ Cost/Year 1500 sq ft

$0.00

$134.70

$1.00

$6.00

$32.94

$200.00

$200.00

$217.95

$0.00

$121.23

$7.00

$91.00

$149.37

$20.00

$40.00

$48.98

$0.00

$22.45

$10.00

$32.45

Chemical Weed Control

Bi-Weekly May-Oct

13

Mulching

Twice per year

2

Apply nonselective herbicide and pre-emergence Apply shredded bark by hand 3" thickness

As needed

5

Pruning needs dictated by variety

0.25

$4.49

$22.45

5

Apply with 2 gal sprayer

0.25

$4.49

$22.45

Summer deadheading

As needed Bi-Weekly May-Oct or as needed

Remove spent 12 blooms & foliage

0.25

$4.49

$53.88

$0.00

$53.88

Spring & Fall Bed Cleanup

Twice per year

2

Cut back perennials, rake, rototill, etc‌

0.25

$4.49

$8.98

$0.00

$8.98

30

Litter control, sweeping‌

0.25

$4.49

$134.70

$0.00

$134.70

1

$17.95

$35.90

$15.00

$30.00

$65.90

0.25

$4.49

$4.49

$50.00

$50.00

$54.49

$85.29

$651.02

$295.00

$427.00

$1,078.02

Pruning Disease & Pest Control

General Clean- Twice/week up May-Sept

Plant Repairs & Replacemet

As needed

2

Repair vandalism and replace losses

Fall Bulb Planting

As needed

1

Manual planting.

150 bulbs

Total

$2.00

Landscape Mode 2 Cost per 1,500 sq ft bed *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Irrigation

Twice/week May-Sept

Fertilizer

As needed

Annual Flowers

Once per year.

Labor Unit Cost Description Hours per 1500 of Task /1500 sq ft

Apply water using hoses 30 or water tanks Apply water soluble 3 product Plant in Spring.

Approx 150 1 plants

Remove Weekly, Mayweeds with Oct 25 hand or trowel Apply nonselective herbicide and Chemical Bi-Weekly preWeed Control May-Oct 13 emergence Apply shredded bark Twice per by hand 3" Mulching year 2 thickness Pruning needs dictated by Pruning As needed 3 variety Hand Weeding

Disease & Pest Control Summer deadheading

As needed Monthly during Summer

Spring & Fall Bed Cleanup

Twice per year

3

4

2

General Clean- As needed, up May-Sept

20

Plant Repairs & Replacement

As needed

2

Fall Bulb Planting

As needed

1

Total

Cost of one labor-hour

Apply with 2 gal sprayer Remove spent blooms & foliage Cut back perennials, rake, rototill, etc‌ Litter control, sweeping‌ Repair vandalism and replace losses Manual planting. 100 bulbs

Total Labor Hours Cost/Year

0.25

$4.49

$134.70

0.25

$4.49

$13.47

1

$17.95

$17.95

0.25

$4.49

$112.25

0.25

$4.49

$58.37

0.25

$4.49

$8.98

0.25

$4.49

$13.47

0.25

$4.49

$13.47

0.25

$4.49

0.25

Material Cost

Total Total Material Cost/Year/ Cost/Year 1500 sq ft

$0.00

$134.70

$1.00

$3.00

$16.47

$60.00

$60.00

$77.95

$0.00

$112.25

$7.00

$91.00

$149.37

$20.00

$40.00

$48.98

$0.00

$13.47

$6.00

$19.47

$17.96

$0.00

$17.96

$4.49

$8.98

$0.00

$8.98

0.25

$4.49

$89.80

$0.00

$89.80

1

$17.95

$35.90

$15.00

$30.00

$65.90

0.25

$4.49

$4.49

$40.00

$40.00

$44.49

$85.29

$529.79

$145.00

$270.00

$799.79

$2.00

Landscape Mode 3 Cost per 1,500 sq ft bed *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Irrigation

As needed in drought conditions

5

Fertilizer

As needed

1

Labor Unit Cost Description Hours per 1500 of Task /1500 sq ft Apply water using hoses or water tanks Apply water soluble product

Remove Weekly, Mayweeds with Oct 25 hand or trowel Apply nonselective herbicide and preChemical Monthly, MayOct 7 emergence Weed Control Apply shredded bark by hand 3" Mulching Annual 1 thickness Pruning needs dictated by Pruning As needed 2 variety

Hand Weeding

Disease & Pest Control

As needed

Summer deadheading

Monthly during Summer

3

Spring & Fall Bed Cleanup

Twice per year

2

1

General Clean- As needed, up May-Sept

20

Plant Repairs & Replacemet

2

Total

As needed

Cost of one labor-hour

Apply with 2 gal sprayer Remove spent blooms & foliage Cut back perennials, rake, rototill, etc‌ Litter control, sweeping‌ Repair vandalism and replace losses

Total Labor Hours Cost/Year

0.25

$4.49

$22.45

0.25

$4.49

$4.49

0.25

$4.49

$112.25

0.25

$4.49

$31.43

0.25

$4.49

$4.49

0.25

$4.49

$8.98

0.25

$4.49

$4.49

0.25

$4.49

0.25

Material Cost

Total Total Material Cost/Year/ Cost/Year 1500 sq ft

$0.00

$22.45

$1.00

$5.49

$0.00

$112.25

$7.00

$49.00

$80.43

$20.00

$20.00

$24.49

$0.00

$8.98

$2.00

$6.49

$13.47

$0.00

$13.47

$4.49

$8.98

$0.00

$8.98

0.25

$4.49

$89.80

$0.00

$89.80

1

$17.95

$35.90

$15.00

$30.00

$65.90

$62.85

$336.73

$45.00

$102.00

$438.73

$1.00

$2.00

Turf Care Mode 1 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Mowing

Cost of one labor-hour

Labor Description Unit Hours of Task Cost/Acre /Acre

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

30

72-inch mower

0.5

$8.98

$269.40

$269.40

Fertilizer

Semi-annual or as needed

2

Broadcast Application

0.5

$17.95

$35.90

$40.00

$80.00

$115.90

Disease/Pest

Semi-annual or as needed

2

Broadcast Application

0.5

$17.95

$35.90

$30.00

$60.00

$95.90

Semi-annual or as needed

2

4

$71.80

$143.60

0.25

$4.49

$8.98

$225.00

$450.00

$458.98

2

$35.90

$35.90

$100.00

$100.00

$135.90

0.5

$8.98

$323.28

$50.00

$50.00

$373.28

0.25

$4.49

$1,347.00

$170.54

$2,199.96

Aeration Restoration Seeding Restoration Sod Irrigation Litter Control Total

2 Bare areas 1 1 hour/week of use 36 Daily during season 300

6-ft. fairway core aerator 150 lbs per field repair 60 sq. yards/acre

15 min per acre

$143.60

$1,347.00 $375.00

$600.00

$2,939.96

Turf Care Mode 2 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Mowing

18

Fertilizer

Annual

1

Disease/Pest

Annual

1

Semi-annual or as needed

2

Aeration Restoration Seeding Irrigation Litter Control Total

Annual 1 1 hour/week of use 36 5-7 days per week 250

Cost of one labor-hour

Labor Description Unit Hours of Task Cost/Acre /Acre 72-inch mower Broadcast Application Spot Treatment 6-ft. fairway core aerator 150 lbs per field

15 min per acre

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

0.5

$8.98

$161.64

0.5

$17.95

$17.95

$40.00

$40.00

$57.95

0.25

$4.49

$4.49

$10.00

$10.00

$14.49

4

$71.80

$143.60

0.25

$4.49

$4.49

$225.00

$225.00

$229.49

0.5

$8.98

$323.28

$50.00

$50.00

$373.28

0.25

$4.49

$1,122.50

$121.18

$1,777.95

$161.64

$143.60

$1,122.50 $275.00

$275.00

$2,102.95

Turf Care Mode 3 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Mowing Fertilizer Disease/Pest Aeration Restoration Seeding Litter Control Total

Frequency/Year

13 Annual or as needed 1 Annual or as needed 1 Annual or as needed 1 Annual or as needed 1 2-3 days per week 110

Cost of one labor-hour

Labor Description Unit Hours of Task Cost/Acre /Acre 72-inch mower Spot Treatment Spot Treatment 6-ft. fairway core aerator 100 lbs per field 15 min per acre

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

0.5

$8.98

$116.74

0.25

$4.49

$4.49

$20.00

$20.00

$24.49

0.25

$4.49

$4.49

$10.00

$10.00

$14.49

4

$71.80

$71.80

0.25

$4.49

$4.49

0.25

$4.49

$493.90

$98.74

$695.91

$116.74

$71.80 $150.00

$150.00

$154.49 $493.90

$150.00

$150.00

$875.91

Mown Savanna Mode 1 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Mow once 4-6 weeks Annual or as needed.

Fertilizer Annual or as needed.

Disease/Pest Restoration Annual or as Seeding needed.

Mowing

Litter Control Hazard Tree Removal Hazard Limb RemovalHigh

5 1 1 1

2-3 times peak use 100 Monthly or as needed

12

Lump Sum

1

Hazard Limb Removal-Low

Lump Sum

1

Prune-High

Lump Sum

1

Prune-Low

Lump Sum

1

Safety Pruning

Lump Sum

1

Removal (Not hazardous)

Lump Sum

1

Lump Sum

1

Mulching Total

Cost of one labor-hour

Labor Description Unit Hours of Task Cost/Acre /Acre 72-inch brush mower Contract basis Contract basis 150 lbs per field 15-min per acre

0.5

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

$8.98

$44.90

$44.90

$53.00

$53.00

$53.00

$25.00

$25.00

$25.00

0.25

$4.49

$4.49

0.25

$4.49

$449.00

$449.00

1

$17.95

$215.40

$215.40

1

$77.00

$77.00

$77.00

1

$49.00

$49.00

$49.00

1

$192.50

$192.50

$192.50

1

$49.00

$49.00

$49.00

1

$49.00

$49.00

$49.00

1

$35.00

$35.00

$35.00

1

$11.00 $576.41

$11.00 $1,209.39

1 hr per acre average As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates

Savannas may also include forestry related costs.

$225.00

$225.00

$225.00

$225.00

$229.49

$11.00 $1,479.29

Mown Savanna Mode 2 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Labor Description Unit Hours of Task Cost/Acre /Acre

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

0.5

$8.98

$44.90

1

72-inch brush mower 150 lbs per field

0.25

$4.49

$4.49

1 time per week

52

15-min per acre

0.25

$4.49

$233.48

$233.48

Monthly or as needed

12

1

$17.95

$215.40

$215.40

Lump Sum

1

1

$77.00

$77.00

$77.00

Hazard Limb Removal-Low

Lump Sum

1

1

$49.00

$49.00

$49.00

Prune-High

Lump Sum

1

1

$192.50

$192.50

$192.50

Prune-Low

Lump Sum

1

1

$49.00

$49.00

$49.00

Safety Pruning

Lump Sum

1

1

$49.00

$49.00

$49.00

Removal (Not hazardous)

Lump Sum

1

1

$35.00

$35.00

$35.00

Lump Sum

1

1

$11.00 $498.41

$11.00 $915.87

$11.00 $1,185.77

Mowing Restoration Seeding Litter Control Hazard Tree Removal Hazard Limb RemovalHigh

Mulching Total

Mow once 4-6 weeks Annual or as needed.

Cost of one labor-hour

5

1 hr per acre average As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates

Savannas may also include forestry related costs.

$44.90 $225.00

$225.00

$225.00

$225.00

$229.49

Unmown Closed Savanna Mode 3 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Litter Control Hazard Tree Removal Hazard Limb RemovalHigh Hazard Limb Removal-Low Removal (Not hazardous) Total

Frequency/Year

Monthly or as needed

12

Monthly or as needed

12

Lump Sum

1

Lump Sum

1

Lump Sum

1

Cost of one labor-hour

Labor Description Unit Hours of Task Cost/Acre /Acre 15-min per acre

Total Total Total Labor Material Material Cost/Year/ Hours Cost/Acre Cost/Year Acre Cost/Year

0.25

$4.49

$53.88

$53.88

1

$17.95

$215.40

$215.40

1

$77.00

$77.00

$77.00

1

$49.00

$49.00

$49.00

1

$35.00 $183.44

$35.00 $430.28

$35.00 $430.28

1 hr per acre average As per tree care cost estimates As per tree care cost estimates As per tree care cost estimates

Savannas may also include forestry related costs.

Restroom Mode 1 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Description of Task

Evaluate and Inspect Replace broken parts, fix leaks, stoppages, etc.

Inspections

Monthly

12

Repairs to structure

As needed

20

Daily peak season, weekly off season

Clean floors, fixtures, walls, stock supplies, graffitti 260 removal

Cleaning Restrooms

Total

Cost of one labor-hour Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Restroom

Labor Hours

Unit Cost

1

$17.95

$215.40

2

$35.90

$718.00

$125.00

$2,500.00

1

$17.95

$4,667.00

$25.00

$6,500.00 $11,167.00

$71.80

$5,600.40

$150.00

$9,000.00 $14,600.40

$215.40

$3,218.00

Restroom Mode 2 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Description of Task

Evaluate and Inspect Replace broken parts, fix leaks, stoppages, etc.

Inspections

Monthly

12

Repairs to structure

As needed

15

Daily peak season, weekly off season

Clean floors, fixtures, walls, stock supplies, graffitti 200 removal

Cleaning Restrooms

Total

Cost of one labor-hour Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Restroom

Labor Hours

Unit Cost

1

$17.95

$215.40

2

$35.90

$538.50

$125.00

$1,875.00

$2,413.50

1

$17.95

$3,590.00

$25.00

$5,000.00

$8,590.00

$71.80

$4,343.90

$150.00

$6,875.00 $11,218.90

$215.40

Restroom Mode 3 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Description of Task

Evaluate and Inspect Replace broken parts, fix leaks, stoppages, etc.

Inspections

Monthly

12

Repairs to structure

As needed

10

Daily peak season, weekly off season

Clean floors, fixtures, walls, stock supplies, graffitti 180 removal

Cleaning Restrooms

Total

Cost of one labor-hour Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Restroom

Labor Hours

Unit Cost

1

$17.95

$215.40

2

$35.90

$359.00

$125.00

$1,250.00

$1,609.00

1

$17.95

$3,231.00

$25.00

$4,500.00

$7,731.00

$71.80

$3,805.40

$150.00

$5,750.00

$9,555.40

$215.40

Park Shelter or Pavilion Mode 1 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Labor Hours

Unit Cost

Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Shelter

1

$17.95

$215.40

As needed

Evaluate and Inspect Replace broken tables, grills, electrical 20 components

2

$35.90

$718.00

$25.00

$500.00

$1,218.00

Daily peak season, weekly off season

Clean floors, tables, grills, graffitti 260 removal

1

$17.95

$4,667.00

$5.00

$1,300.00

$5,967.00

$71.80

$5,600.40

$30.00

$1,800.00

$7,400.40

Inspections

Monthly

Repairs to structure

Cleaning Shelter

Total

Description of Task

Cost of one labor-hour

12

$215.40

Park Shelter or Pavilion Mode 2 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Labor Hours

Unit Cost

Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Shelter

1

$17.95

$215.40

As needed

Evaluate and Inspect Replace broken tables, grills, electrical 15 components

2

$35.90

$538.50

$25.00

$375.00

$913.50

Daily peak season, weekly off season

Clean floors, tables, grills, graffitti 200 removal

1

$17.95

$3,590.00

$5.00

$1,000.00

$4,590.00

$71.80

$4,343.90

$30.00

$1,375.00

$5,718.90

Inspections

Monthly

Repairs to structure

Cleaning Shelter

Total

Description of Task

Cost of one labor-hour

12

$215.40

Park Shelter or Pavilion Mode 3 *13.50/hr. + benefits (33% x $13.50)= $17.95

Duty

Frequency/Year

Labor Hours

Unit Cost

Total Labor Total Total Material Hours Material Cost/Year/ Cost/Unit Cost/Year Cost/Year Shelter

1

$17.95

$215.40

As needed

Evaluate and Inspect Replace broken tables, grills, electrical 10 components

2

$35.90

$359.00

$25.00

$250.00

$609.00

Daily peak season, weekly off season

Clean floors, tables, grills, graffitti 150 removal

1

$17.95

$2,692.50

$5.00

$750.00

$3,442.50

$71.80

$3,266.90

$30.00

$1,000.00

$4,266.90

Inspections

Monthly

Repairs to structure

Cleaning Shelter

Total

Description of Task

Cost of one labor-hour

12

$215.40

Benchmark Counties Precedent Studies

As a leader in parks and recreation, JCPRD has the opportunity to connect with industry peers to learn from one another’s collective experience. When agencies participate in a network in this fashion, each partner has the potential to increase their rate of innovation, problem solving, and improvement. The benchmark counties included as precedent studies were identified based upon one or more of the following criteria: their inclusion in the MAP2020 report, the recommendation of JCPRD or Johnson County, their relevance to the Johnson County Park and Recreation District. The precedent studies describe several key attributes that the benchmark counties possess which may, with further coordination, inform future JCPRD strategies. Targeted peer-to-peer engagement will allow JCPRD to build off the dynamic network that the National Recreation and Park Association has helped to build with programs such as PRORAGIS.

s u m m a r y

Chester, PA (Philadelphia/Wilmington) agency

Chester County Department of Facilities & Parks

key attributes

Camping, Community Support, Nature Education, Technology

county area

760 square miles

population

509,468 (2013)

PRORAGIS user?

Yes

The Chester County Department of Facilities and Parks channels community support through “friends groups” for individual parks and trails. These group contribute financially and through volunteer work to maintain the high quality assets. Although the department features active recreation facilities, an emphasis on outdoor recreation and education is clear in the fee-based programs and interpretive, nature-based spaces provided. The county offers overnight camping for an extended, immersive outdoor experience. Technology furthers the educational agenda through the “Creature Feature,” regular profile of an animal found in the parkland, on the departments website. http://www.chesco.org/parks

appendix

s u m m a r y

Collin, TX (Dallas/Ft. Worth) agency

Collin County Parks & Open Space Program

key attributes

Museum, Natural Resources

county area

886 square miles

population

854,778 (2013)

PRORAGIS user?

No

The culture and heritage of Collin, Texas is celebrated through the farm museum, much like Johnson County’s heritage will be celebrated at the Regional Arts and Heritage Center through the collective work of JCPRD and the Johnson County History Museum. The county department is responsible for providing recommendations to maintain and operate county-owned native prairie properties. As such, Collin County Parks and Open Space natural resource planning may provide a valuable model to JCPRD. http://www.co.collin.tx.us/parks

s u m m a r y

Dakota, MN (Minneapolis/St. Paul) agency

Dakota County Parks

key attributes

Collaboration, Performance Metrics, Trail System

county area

586 square miles

population

408,509 (2013)

PRORAGIS user?

No

Dakota County Parks participates in the Greenway Collaborative (https://www.co.dakota.mn.us/parks/ Planning/Greenways/Pages/default.aspx), an alliance which “... pools county, city, state and other resources to connect city parks, regional parks, rivers, wetlands, open space, existing trails and activity centers in a cohesive system.” As the Johnson County Parks and Recreation District and community partners consider growing the county-wide trail and streamway system though partnerships– and connecting to regional trail systems through even wider-reaching partnerships – the Greenway Collaborative may serve as one model of cooperation. Like Johnson County, Dakota measures county-wide “community indicators. Their use of performance metrics to enhance communication with partners and the public could provide insight into additional relationship-building tactics. https://www.co.dakota.mn.us/parks

s u m m a r y

Dane, WI (Madison) agency

Dane County Parks Division

key attributes

Community Support, Nature Education, Natural Resources, Technology

county area

1,238 square miles

population

509,939 (2013)

PRORAGIS user?

No

A “Friends of Dane County Parks” endowment helps to support the division’s significant conservation efforts. Most notably, the department invites the public to participate in ecosystem management programs, such as aquatic plant harvesting, gypsy moth suppression, and native habitat restoration initiatives.

Through the “Park Advocates” program, citizens contribute a wide range of volunteer services, are offered an engaging educational experience, and build a sense of community ownership over the division’s parks and open spaces. The division expands upon its public engagement efforts with virtual park tours offered on its websites through streaming videos, uploaded via YouTube. https://www.countyofdane.com/lwrd/parks/

legacy plan

Regional Maintenance Facilities Proposed Five Maintenance Zones 1 Maintenance Headquarter: Heritage Park, 16050 Pflumm Rd, Olathe, KS (1,238 acres) 2 3 4 5

Destination Thomas S. Stoll Memorial Park Future Camp Branch Park Camp Branch Glade Stilwell Community Park

Address 12500 W. 119th Street, Overland Park, KS Approx: 4539 W 175th St, Stilwell, KS 5151 W. 175th Street, Stilwell, KS 6402 W 207th St, Stilwell, KS 66013

Travel Distance 5.8 mi 9.3 mi 8.9 mi 11.5 mi

Travel Time 11 mins 15 mins 14 mins 18 mins

Area 79 acres 300 acres 58 acres 55 acres

total area served 1,730 + acres

6 Maintenance Headquarter: Shawnee Mission Park, 7900 Renner Rd, Shawnee, KS (1,600 acres) 7 8 9 10 11

Destination Mid-America Sports Complex Mid-America West Sports Complex Okun Field House Mill Creek Activity Center Mill Creek Streamway

Address 20000 Johnson Drive, Shawnee, KS 66218 20200 Johnson Drive, Shawnee, KS 20200 Johnson Drive, Shawnee, KS 6518 Vista Ave, Shawnee, KS

Travel Distance 4.5 mi 5.3 mi 5.7 mi 3.5 mi

Travel Time 7 mins 9 mins 11 mins 8 mins

Area 70 acres 40 acres

total area served 1,710 + acres

12 Maintenance Headquarter: Kill Creek Park, 11670 Homestead Lane, Olathe, KS (884 acres) 13 14 15 16 17

Destination Sunflower Nature Park Rieke Lake Future Park Property Cedar Niles Future Park Property Ernie Miller Park + Nature Center Kill Creek Streamway Trail

Address 103rd St. & Edgerton Road, De Soto, KS Approx: 9129 Sunflower Rd, De Soto, KS Approx: 26293 W 135th Olathe, KS 909 N. Highway 7, Olathe, KS

Travel Distance 8.1 mi 7.0 mi 7.1 mi 13.2 mi

Travel Time 14 mins 14 mins 11 mins 16 mins

Area 60 acres 465 acres 900 acres 116 acres

total area served 2,425 + acres

18 Maintenance Headquarter: Big Bull Creek Future Park, property borders/surrounds Milldale Farm (1,400 acres) Destination 19 Mildale Farm 20 New Century Field House

Address 35250 W. 199th Street, Edgerton, KS 66021 551 New Century Parkway, New Century, KS

Travel Distance 0 mi 6.7 mi

Travel Time 0 mins 10 mins

Area 22 acres

total area served 1,422 acres

21 Maintenance Headquarter: Meadowbrook Future Park, 9101 Nall Ave, Overland Park, KS 66207 (94 acre) Destination 22 Antioch Park 23 Regional Arts and Heritage Center 24 Roeland Park Community Center

appendix

Address 6501 Antioch Road, Merriam, KS 6740 West 121st Street #100, Leawood, KS 4850 Rosewood Drive, Roeland Park, KS

Travel Distance 6.7 mi 5.0 mi 6.1 mi

Travel Time 15 mins 13 mins 15 mins

Area 44 acres

total area served

138 acres

legacy plan

Community Center and Park Notes Summary – DRAFT Community Center Ideas • • •

Pool (Outdoor) ‐ Pool (Indoor) ‐ No Pool ‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ • • •

Gym (fitness) ‐

Indoor Courts –

o B‐ball,V‐ball Gym (undefined) ‐

16 5 8

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ •

Tennis –

18

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ • • • • • • • • • • • • • • •

Fitness/exercise classes ‐ 13 Kids classes, camps 12 o Nature, art Coffee Shop ‐

10 Pickleball ‐

6 Movies/concerts ‐ 6 Meeting Rooms/Rental ‐ 6 Restaurants ‐

5 Sauna, steam ‐

4 Playground ‐

3 Ping pong ‐

3 Snack shack (families) ‐ 3 Splash Pad/Park ‐ 2 Like other Comm. Centers –2 Shuffleboard ‐

2 25 items mentioned 1 time

35 4 1

Park Ideas •

Trails ‐

37 o Comments re: separation of trails by walking, bikes, children ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

• •

•

Green space, open space ‐ 31 o Pastoral Gardens ‐

15 o Arboretum o Orchards o Koi pond Natives, natural space ‐ 13 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

• •

•

Soccer fields ‐

12 Other sports fields ‐ 12 o Baseball o Football o Lacrosse o Athletic Practice fields, Rec. fields – 10

•

‐‐‐‐‐‐‐‐

No sports fields ‐

Playgrounds –

24 Nature playgrounds ‐ 5 Special needs play areas ‐ 3 o Adaptive o Intergenerational ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

22

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ • • •

• •

Dog parks (off‐leash) ‐ No dog parks ‐

21 4

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ • •

Disc golf ‐ No disc golf ‐

13 3

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ • • • • •

• • • • • • • • • • • • • •

Community gardens ‐ 9 o Incl. greenhouse ‐ 3 Water falls, fountains ‐ 6 Splash Pad ‐

7 Soccer golf ‐

5 Golf ‐

5 o 9‐hole, 3‐hole o Executive o No golf ‐ 1 Fishing ‐

4 Bocce ‐

4 Concerts, music ‐ 4 Ice skating ‐

3 Solar panels ‐

2 Pickleball ‐

2 Chess tables ‐

2 Shelters/gazebo ‐ 2 Fireworks ‐

2 Picnics/BBQ ‐

2 Park Parking ‐

2 Basketball ‐

2 o No basketball ‐ 1 Drones/RC planes ‐ 3 o No drones ‐ 1 16 items mentioned 1 time