[0:00] Good evening, and welcome everyone to the Bedford City Council meeting of Tuesday, August 27, 2019. Thank you for being here. Our first item on tonight's agenda is our work session.

[0:12] And in that work session, we're going to get an update on the Boys Ranch Park phase next, specifically the design and business plan review.

[0:19] So I will, I think I'm going to turn that over to the open this up.

[0:30] Sissy, I think, Bert, are you going to talk first?

[0:33] Mr. Mayor, actually.

[0:34] I'm sorry.

[0:35] The Brian's going to talk to me.

[0:36] That's all right.

[0:36] Thank you.

[0:37] I'll get back in the swing of that.

[0:39] I understand.

[0:39] Another opportunity for us to brief you on where we're at with phase next.

[0:44] I did want to say that I've read some things on next door and some comments out there about how,

[0:50] You know, we go to the voters for a bond election and it passes and it seems like there's this big law of no activity happening and I can see why that is given the design process happens behind someone closed doors once you get through that public input process, but I just want the council to know and the public to know that a tremendous amount of work and planning is going into this effort.

[1:12] You know, we have 20 plus staff meeting across the street once a week discussing the design

[1:16] process and where we're at and what it means with our city codes, etc.

[1:20] So there's a tremendous amount of work happening to turn these pretty pictures that are on

[1:25] maps and and and and boards into reality and tonight's another opportunity for us to

[1:30] to brief you on on where we're at.

[1:33] So we want to focus the lion share of our time on the operations of maintenance plan, on

[1:37] the estimates that have been developed by pros consulting, Michael Svets is here to provide

[1:41] an overview of that. So he's going to kick this off. We want to make sure he's got enough time

[1:45] to get through this and you've got enough time to answer and ask any questions that you have

[1:50] with respect to our projections for their operations of the overall part, not just the recreation

[1:55] center, but the overall part itself. We do want to leave 10, maybe 15 minutes at the end here,

[2:01] persistently to give you a very brief overview of where we're at with the actual design. We're only

[2:05] at 15 percent. There's a lot, a lot of a lot of road to drive yet, but we do want to give you

[2:10] please give you an understanding of where we're at.

[2:12] Would you have some initial pictures to show you as well

[2:14] with respect to what this center and part could like

[2:17] and if you look like in the future.

[2:19] So with that, I'll turn it over to Michael Svetz,

[2:21] so we can start walking through operations and maintenance.

[2:27] Mike Svetz, recovering Parks and Recreation Director

[2:30] with Pros Consulting, but also just as to frame this for you

[2:35] is I've also had experience in designing, building,

[2:39] and operating multi-gen centers ranging from 25,000 square feet up to 160,000 square feet.

[2:48] So not only is this information based on the most recent operation plans and the direction

[2:57] in which communities go and operating these kind of have a picture in my head in terms of

[3:02] how successful multi-gen centers operate.

[3:04] So, a couple of things very quickly, a business plan is just that.

[3:10] It is meant to be a guiding document.

[3:12] It is based on a set of projections, based on a set of assumptions.

[3:17] In no way, shape or form is this meant to serve as anything other than a really solid

[3:25] starting point for you.

[3:26] It doesn't mean that as the operations evolved that you wouldn't adjust the policy or

[3:32] just fees in some way, shape, or form.

[3:35] What we're bringing to the table is a lot of experience

[3:38] from across the country in particular in Texas

[3:41] with regards to operating these type of facilities.

[3:46] But the other thing I want to make sure

[3:48] that you recognize is that this is a $65 million investment

[3:52] that your community has approved

[3:54] into not just the facilities, but the park as well.

[3:58] And, you know, sometimes we have a want to try and compare what exists today versus what is going to exist, and it is not an apples to apples comparison.

[4:10] And so as we go through this, recognize that this is a very different park, and this is going to be a very different set of facilities that you are going to offer to your community.

[4:23] So, what I wanted to do is just kind of run through, obviously the business plan is probably

[4:29] close to 100 page document. We're not going to go through every last page tonight, but

[4:34] I tried to boil this down to assumptions as well as then the finances behind that. So,

[4:42] a little bit on the methodology, some of the key components that we want to talk about,

[4:47] the primary service area who we expect to utilize the park kind of day in a day out,

[4:53] the facilities, the pool day in a day out, run through park maintenance, run through

[4:58] the multi-gen center and then be able to kind of summarize it for you at the end.

[5:03] So the methodology I think is really important is to recognize that this is a community

[5:08] project and we're really kind of rooting this in what we call community values model.

[5:12] What we have done, not just what you all have done in terms of going out to the voters,

[5:17] but what we have done back in January and February and March and April and May and June

[5:22] was get a lot of input from the community to really determine what the needs are of the community.

[5:28] That's first and foremost.

[5:30] You're not investing $65 million into something that the community does not intend to use.

[5:35] And so the design of the park, the design of the facilities is really geared towards maximizing the utilization of that investment.

[5:45] The second thing to recognize is that all of this has to be rooted in operational and maintenance best practice standards.

[5:54] Again, 65 million dollar investment and you're going to need to make sure that you're managing it to a best practice level in order to maximize the return on that investment.

[6:04] The finances in revenue, obviously the business plan is very rooted in understanding the operational

[6:11] expenditures, as well as the projected revenue capture associated with it.

[6:16] And then of course governance and organization, it takes people to provide high quality

[6:21] experiences for your community.

[6:24] And so whether it's park maintenance or whether it's facility management and operations,

[6:29] There's going to have to be an investment with regards to the staffing levels necessary in order to support that utilization and that investment.

[6:39] So one thing we wanted to make sure we understood is we have to understand the total cost of ownership going into this project.

[6:47] We recognize that it's a $65 million investment.

[6:51] About 20 million of that is renovating the park in and of itself.

[6:55] The operations in maintenance is the critical component, though, because this is what you

[7:00] approve year over year over year in terms of the operating budget to help support the

[7:06] operations in maintenance of that.

[7:08] If you don't support that operations in maintenance necessary to manage those facilities and

[7:15] parks at a best practice level, that capital investment is infrastructure.

[7:21] We spent a lot of time talking about the infrastructure associated with the park, investment, and the facility investment.

[7:29] That infrastructure has life cycle replacements to it.

[7:33] And they have life cycle replacements schedules to it.

[7:36] And so I always use the analogy that says buy a new car, but don't have enough money to change the oil.

[7:43] How long is that new car going to last you?

[7:46] It's the same concept when we start talking about the infrastructure associated with it.

[7:51] So it's critical to understand the O&M component is very important to recognize, to make sure that you make sure that that capital investment meets the expected life cycle.

[8:04] That could be beneficial.

[8:06] That could be benches.

[8:07] That could be playgrounds.

[8:08] That could be HVAC.

[8:10] All of that is infrastructure, but it takes O&M dollars to manage that to a best practice standard.

[8:16] The operations of maintenance costs, we are looking at park maintenance, we are looking at the multi-gen center operations and we're looking at the outdoor pool component to give you a total understanding of what that operational budget looks like year over a year.

[8:34] And then the cost recovery approach is to recognize that you have revenue and that includes

[8:40] park revenue, park generated revenue, facility, multi-gen center revenue as well as outdoor

[8:47] pool revenue, divide that by all the expenditures with those associated functions and we're

[8:52] coming up with that total cost recovery percentage.

[8:56] So that's kind of the gist, the bigger picture gist is to what we're looking at when we talk

[9:00] about the development of a business plan.

[9:02] From a service area perspective, we've recognized that there is competition, not just within the city of Bedford, but within the school district area, and also outside of that.

[9:15] But we wanted to really kind of focus in on who is going to be your primary user day in and day out, and we've established that to be your school district boundaries.

[9:25] So that is just kind of what is shown on the map.

[9:29] So all of the kind of projections we look at,

[9:31] we're looking at that as your primary user group.

[9:37] As far as your park maintenance operating assumptions,

[9:40] so from a revenue assumptions perspective,

[9:43] there's not a lot of revenue that typically goes into offsetting park maintenance expenditures.

[9:51] So it's primarily going to be rentals, reservations, potentially some special event permitting, athletic fees that you collect any kind of sponsorships and downwind earned income.

[10:04] But those are kind of the primary revenue sources that we would have to look at that said, if you were not building a multi-gen center, and you are not building an outdoor pool.

[10:15] And you were just spending $20 million to renovate the park perspective that these would be the primary sources of revenue that you would look to to offset some level of percentage of the maintenance expenditures.

[10:30] And again, I'll hammer the point home. We have and should establish best practice maintenance standards.

[10:38] So, what does this mean?

[10:40] Every asset in that park has specific tasks that are necessary in order to manage maintained

[10:48] any of those assets.

[10:50] But then there's frequencies that go along with that.

[10:53] So how often do you cut the grass?

[10:55] How often do you clean restrooms?

[10:57] How often do you manage and maintain athletic fields?

[11:00] How often do you do to manage and maintain such things as a picnic shelter, special event

[11:08] areas. All of that is provided as a guide in the business plan. Projected Park Maintenance

[11:15] staffing levels, we have approximately three full-time as well as a bevy of part-time employees

[11:21] that should be dedicated to managing and maintaining this investment seven days a week,

[11:28] pretty much 365 days a year, and the $20 million investment that you're making in it.

[11:36] So, from a financial plan perspective, this is approximately the amount of money that you spend today managing and maintaining

[11:45] Bois Ranch Park, just shy of $400,000.

[11:51] What we're projecting in terms of Park Revenue is just shy of $100,000.

[11:58] And all of the revenue here is more spelled out in the business plan, but it's based on your

[12:05] current fee schedule. So if you were to change those fees in one way, one direction or another,

[12:10] you potentially could have less indoor or more revenue. From an operation budget, we're kind

[12:18] of looking at moving the dial from about 380,000 up to about 600,000. Again, recognize that

[12:27] it's a higher level of management and maintenance and operations, but you're building basically

[12:33] building a brand new park and you want to start off on the right foot to make sure that it

[12:38] is managed and maintained so that it's cleaned and in repair and that $20 million investment

[12:45] makes it to its expected lifecycle schedules. As far as the Proforma goes, I know that this kind

[12:52] of came up in June, but just to give you an understanding, if you were just building the park,

[12:58] You're looking at about a 16 to 17% cost recovery based on the revenue that is projected to come in through the reservations earned income and so on and so forth to offset the operations and maintenance cost of about $600,000 a year.

[13:16] How does that compare to what you're investing today versus what we're projecting that you invest in annually?

[13:24] It's about $220,000 greater in your current park maintenance budget for Bedford Boys Ranch

[13:33] above and beyond what you're spending today.

[13:37] Again, the personnel side of the equation, the resources side of the equation, managing all

[13:45] those assets to a best practice level, it's about $220,000 more than you're currently

[13:51] spending today.

[13:54] From a multi-gen center perspective, the operational assumptions, we're looking at the facility

[14:01] to be open about 103 and a half hours a week.

[14:05] So there's a hundred and sixty eight hours in a week. You're going to be open about 60% of every hour of every week.

[14:14] Obviously you would have some holiday hours that you may close or you may have shortened hours.

[14:20] But in essence, this is what you would be looking at from about 52 to weeks a year.

[14:26] This is different than than what you're currently using.

[14:29] You're operating today right now.

[14:30] I think you open it about 7am, but when you build a multi-gen center, and you have the fitness

[14:36] component that you are going to have in it, you're going to want to provide your residents

[14:41] or some of your residency opportunity to, quote unquote, get a workout in before they

[14:46] go to work.

[14:48] It's also critically important to recognize that those morning hours by offering those mean

[14:54] that you have less people trying to use the facility during prime time, which is for...

[15:01] So, if you shortened and you wanted to open later in the morning, you can expect that many more people trying to use the facility and in particular use your fitness center between those primetime hours, which could potentially lead to some overcrowding issues. Primetime is primetime for that exact reason. It's when the most people are available to use it, or when they most people will choose to use it after work.

[15:30] Gymnasium and aquatic schedules will be different than the 103.5 hours simply because you will

[15:38] program those spaces, whether they be sports programs, whether they be camps, whether they

[15:43] be swim lessons, you will not have open swim available during every potential hour of every

[15:51] square foot of water and you won't have every square foot of your gymnasium open to the public

[15:57] every 103.5 hours per week. You will program those and so just as you do today you end up with separate pool schedules and separate gymnasium schedules.

[16:09] Your membership in the daily admission pretty much includes unlimited use of the facility during the operating hours.

[16:18] Typically, you build in benefits such as priority registration for programs.

[16:24] Most group exercise programs are included in the price of the membership.

[16:28] This is different than the old days, where we charge separately for our membership and then charge for programs.

[16:36] The private sector has really moved in the direction and you can see this everywhere,

[16:41] where you pay for our membership or you pay for a daily admission,

[16:44] and you get your group exercise programs included.

[16:49] And so this is again, this is a change in kind of a best practice way of operating

[16:54] these multi-gen centers run by communities.

[16:57] Childwatches also included in the price of a membership and just to be very clear about

[17:04] what childwatches and what childwatches not, it's not daycare.

[17:07] It's typically available for kids to 12 and the maximum amount of time, then which the

[17:15] per any child can be in child watches about two hours.

[17:19] The other caveat is, is the person who leaves that person that child in child watch has to

[17:25] remain in the facility.

[17:27] So we're not dropping off and going somewhere else.

[17:31] This is intended for mom and dad who want to come in and get a half hour to an hour,

[17:36] maybe an hour and a half work out and go into a group exercise program and that you have

[17:41] basically built in babysitting into your facility for the convenience of those parents

[17:47] who want to use of facility but can't get a babysitter for an hour and a half at a six

[17:53] o'clock on Wednesday. Full-time projected staffing levels for the entire facility is about

[18:01] 16. Seven of those positions exist today within your operational budget between the

[18:08] Brake, Splash and the Senior Center. So you would be adding in nine additional employees,

[18:15] full-time employees. Those are the Parks and Recreation Director, a Recreation Center customer

[18:22] service supervisor basically somebody to manage the front desk and the the bookkeeping

[18:28] associated with the facility and Aquatics Coordinator because you're obviously expanding

[18:34] Aquatics to being a seasonal offering for you to a 12-month operation as well as and then

[18:42] your double and down when you have your indoor and outdoor pool seasons during the summer.

[18:47] A fitness supervisor, a facility maintenance supervisor dedicated to this almost 76,000 square foot

[18:55] facility and custodians, cleaning, cleaning, cleaning, I cannot emphasize enough the need to

[19:02] keep a facility clean. And the key component is not just what you do during the day, but

[19:10] it's really hard when you have that level of utilization in any kind of facility to make

[19:15] sure that when you clean it, when do you clean it, you clean it after hours. And so basically

[19:20] you're talking about supplementing custodial operations during a day with nighttime cleaning as well.

[19:27] One key thing to recognize and I think this is something to just build in for when this facility opens.

[19:35] We did this way, way, way back 20, some years ago and I think even Mike had mentioned this this

[19:40] evening, the great vine is doing this next week, the week after Labor Day, they're closing their

[19:47] facility down for an entire week. And all they're doing is repair, maintenance, deep cleaning.

[19:53] It's a great time to do it. It's when life's in transition, kids go back to school,

[20:00] and you enter your quote unquote indoor busy season with a facility that feels as if it's brand new and

[20:09] cleaned from top to bottom. It's just something that's really, really difficult to do

[20:13] when you're operating a facility 103 hours a week, it's worth the investment and it's worth the

[20:21] investment in the in the capital investment that you're making in the facility. So from a financial

[20:26] plan perspective, this is what you're spending today at the Brack, the Senior Center, and Splash,

[20:35] it's close to 1. just over 1.5 million dollars for the operations of those facilities today.

[20:43] And as I mentioned before, you have seven existing full-time employees into these operations

[20:51] as well.

[20:52] Your revenue capture is just under $700,000.

[20:56] So your current cost recovery of splash, senior center, rec center, is about 45% today.

[21:06] So, your net general fund subsidy today is just shy of $900,000.

[21:15] As far as the projected membership fees go, now this is based on the competition analysis.

[21:22] This is based on your community's desire to make sure that the facilities are affordable.

[21:29] And this is also based on some of the other best practice that we see.

[21:33] these are based on monthly fees. Again, it's hard to compare apples to apples because what's

[21:39] offered today is nothing compared to what you're going to offer in a couple of years when this

[21:44] facility opens. But these are the projected membership fees and they're actually not that far off

[21:50] of what you're currently offering today. As far as your revenue goes, we're looking at a revenue capture

[21:58] of about $1.9 million projected over the course every year.

[22:03] And of that, we're projecting 54 or 55 percent of that to be directly related to membership

[22:11] fees, passes, and so on and so forth.

[22:14] I mentioned back in January, simply that I think you're a typical target for a cost recovery.

[22:20] If you're looking for 100 percent cost recovery, which I know is not your stated goal,

[22:27] But if you were looking for a hundred percent cost recovery, you typically would be in the neighborhood of 65 to 70 percent of your revenue coming from membership and passes.

[22:38] If you rely on too much other revenue, what that in turn does is means you're trying to generate revenue through programs and rentals, which in turn means that that space is not available for your membership to use.

[22:54] because you're over-programming the facility, which really means at the end of the day what you end up doing is you end up having very little open gym time, very little open swim time,

[23:07] and what's most available to folks use day in the day out is just the fitness center and just the indoor walking track.

[23:15] As far as your operating budget goes, we're looking at about 2.5 million, about 74% of that is made up of personnel.

[23:25] And I would have to go so far as to say that more of your personnel is part-time employees than full-time employees.

[23:35] And, or at least 50-50, it's a very different way that most other departments in government operate.

[23:44] Most, every other department in government operates with full-time employees, recreation facilities, parks, tend to lean very heavily on part-time employees.

[23:57] And so that is built into this equation as well.

[24:01] When we look at the overall performer, we're looking at about a 77% cost recovery based on the assumptions that have been laid out here,

[24:12] but are more detailed in the business plan,

[24:15] which means that you're general funds,

[24:18] so that subsidy is less than $600,000 a year.

[24:22] You're currently operating at a general fund

[24:25] subsidy of over $800,000 a year.

[24:31] So comparing your current versus your projected,

[24:35] you are looking at moving from a total cost recovery

[24:38] of 45% to a total cost recovery of 77%

[24:43] And what does that mean in total dollars and cents, that means the general fund subsidy that is going to support the multi-gen center and the outdoor pool is about $260,000 less than what you're projecting for your spending today.

[25:05] So, overall, when we look at your current operations against your future, for the park, for the multi-gen

[25:15] center, for the pool, taking into account the $100,000 revenue that you would expect to capture through

[25:23] park revenue, you're expecting to decrease your general fund subsidy by about $137,000 annually.

[25:35] And if there's a problem with that projection that can look at it and say, you know what,

[25:40] I would expect that you would operate at no more of a general fund subsidy than you are today.

[25:49] And I think that's really, really important to recognize.

[25:52] Not only will you operate at no more than a general fund subsidy today,

[25:58] The number of people in this community that use the park and the facility is going to be substantially more than what are using the park and the facilities today.

[26:16] Questions, concerns, comments, suggestions.

[26:20] All right, well, thank you very much for that.

[26:22] I did spend time going through the entire attachment that you sent us.

[26:27] So this really helps to kind of consolidate and point to the critical elements of that entire package of information and a more succinct way, so thank you for

[26:39] boiling it down to this presentation.

[26:41] So that was quite helpful. Let me see if anybody has any questions.

[26:47] But he's clicking a button yet.

[26:57] I will just go with the fact that today I don't see it there.

[27:01] Councilman Fisher. Thank you, Mayor. So, when you look at the

[27:07] multi-generational, multi-generational center revenue and the passes, how

[27:13] conservative are you looking at that? I mean are you assuming that every

[27:17] citizen in the city member is going to bypass me? No, it spelled out pretty

[27:21] succinctly in terms of the number of passes that. So if you look at this,

[27:30] this

[27:30] So how many of each of these?

[27:34] We would expect that not any more than 20% of your community would actually be members of the Recreation Center.

[27:44] Best practice is about 22 to 25%.

[27:48] Now, you may end up with a number of individuals, and I've experienced this where you build a facility like this,

[27:57] and people are either really, really anxious to be a quote unquote member, or they wanted to do

[28:04] the daily admission to try it out. And just depending upon where people are added in terms of where

[28:11] they find the value, you will end up with either 20 percent, 20 to 25 percent of your community being

[28:19] members, and then typically another 10 to 15, maybe 30 percent up to 30 percent of your community,

[28:25] using it as as part of a daily admission.

[28:29] I think you will see a lot of people use your facility

[28:33] from a daily admission perspective in particular during the summer

[28:37] when you have your outdoor pool.

[28:41] So, it may not be the way to phrase it,

[28:43] but this could be a worst case scenario.

[28:46] Very conservative budgets, and then I'm assuming

[28:49] on your best practice maintenance standards

[28:51] that you're you're factoring in, that you're mowing this once a week, that you're overseeding twice a year, you're fertilizing twice a year air rating.

[29:01] Yeah, I mean all those things have to be done and whatever else, but you know, so that's, I mean, I was just trying to figure out how.

[29:09] These weren't like a conservative on revenue and really trying to dial in the expenditures exactly.

[29:15] The one thing I will say is you will have a lot of novelty and newness associated with the

[29:21] park utilization and in particular the center utilization.

[29:25] So if you see that your revenue numbers are higher in the first year, you have to make a common

[29:31] sense assumption that they're going to drop off.

[29:34] You will end up with your first year of operations is not going to be normal because people are

[29:41] be very excited about this, they're going to want to participate and then as a year goes

[29:46] by, you'll really find out who your quote-unquote regular's are versus who your infrequent

[29:51] visitors are.

[29:53] Thank you.

[29:57] That's only name I see on my screen, so I think Mayor Portente.

[30:06] So, Dean, you need to ask a bunch of questions to give you time, Mr. Wells. First of all, I want to say thank you to staff for bringing this. This is quite useful in any encouragement to continue to bring this subject regularly is encouraged.

[30:23] So

[30:26] your revenue model, you're saying $45 for a monthly pass for a family,

[30:36] you're saying $25

[30:37] for a adult individual for a monthly pass.

[30:43] So we're saying $300 a year to join, essentially.

[30:50] So as you've done surveys around the country and locally and whatnot,

[30:56] I mean, does it take into account competition in the area?

[31:01] Yes.

[31:01] Right.

[31:02] Yes.

[31:02] That is, we have an entire section in the business plan related to the competition that is within the school district area.

[31:12] You know, there is likely some individuals that will continue to use, you know, the 24-hour fitness is the YMCA's, even, you know, North Richland Hills.

[31:24] But that's also why we're being relatively conservative.

[31:29] I will just say this as blatantly as I can.

[31:33] The success of your facility is going to be very much driven by the success of your employees

[31:41] and their ability to have an extreme high level of customer service, a high level of consistency

[31:50] of delivering that customer service.

[31:52] a high and what I mean consistency, it's not just giving people what they want, it's about being consistent in terms of understanding and enforcing rules and regulations associated with it.

[32:07] Do diligence associated with people sneaking in and that's going to happen is going to be really important.

[32:14] But at the end of the day, that level of customer service, though it may impact that person

[32:21] that's trying to sneak in, it preserves the value of the membership and the daily admission

[32:26] of the people that actually paid to get in.

[32:29] And as soon as you road at that level of due diligence and customer service, you completely

[32:36] can throw your financial model up a little bit.

[32:38] So you're saying based on these models, you believe that there will be some depletion and revenues

[32:44] over time. No, I think that you will have membership? Yeah, I think no, I think what you want

[32:50] to strive for is an 85 and 80 to 85 percent membership potential. If you are able to establish

[32:58] that as a performance measure and measure that over time, you will be able to meet these

[33:03] revenue projection. So that 15% that you're not able to retain delutes the overall revenue

[33:14] number going forward, doesn't it? Yes and no. I think the other thing that you have to

[33:18] remember is that your costs are going to continue to go up. So the last thing that you

[33:23] can do is look at this as a business but make a decision that says you're going to keep

[33:28] membership rates flat. And so a typical build-in of

[33:33] swimming. I disagree the last thing you can do is look at this as a business. I think we

[33:37] have to look at this as a business. So just taking your words. No, no, no, you have to look at

[33:42] this as a business. Yes, you absolutely do. Okay. And so you typically want to have an 85% membership

[33:49] attention. So you're seeing us recovering that that reduction of retained members, we're

[33:57] recover that loss of revenue by increasing our fees. Partly by increasing your fees, but what you

[34:03] will always end up having people move in and out of, there's always going to be that. Okay, so

[34:09] it's just the transient nature correct residents. Correct. People leaving, people no longer

[34:14] using it, new people moving in, new people joining. Yes, I recognize that your population isn't

[34:21] going to grow significantly, and at some point your membership market will be established.

[34:29] But we don't inject that to be except 5, 10 years down the road.

[34:34] And I appreciate your statement about the quality of service.

[34:37] Is there anything that can impact these projections, revenue wise?

[34:43] Is there anything forcing or unforeseen?

[34:47] Well, a great recession.

[34:49] If we, if we, a great recession could impact the revenue, not sure, but I also think that the

[34:54] one thing that we did see during a great recession is as people spent more locally than they

[35:00] did on trade applications and things along those lines. The things that can impact your

[35:06] membership and your revenue model the most are customer service and clean and having the place in repair.

[35:13] If you end up going to a gym, and you see three, four, five machines that have out of order signs on them,

[35:22] which means now all these people are pushed into less machines to use.

[35:26] It takes longer for them to get a workout in.

[35:31] That those kind of, that is, that's what I mean about operating to a best practice.

[35:36] So in the revenue model where we're talking about the price for the memberships and the passes and whatnot,

[35:43] How comparable is that to other facilities around us?

[35:49] I hear you a valuable.

[35:51] You know, I think that from other facilities around you,

[35:56] I always look at it and say, what can your market bear?

[36:00] Okay, as opposed to saying,

[36:02] compare yourself to color or apex or north-richland hills.

[36:07] It's who you have in your service market.

[36:10] the community value, and this was expressed a lot, your community value of being conservative and not wanting to spend a lot of money impacts those fees.

[36:25] I will offer this, and I think this is important for folks to recognize, is that we're done with this business plan, we're done,

[36:32] But when you get to construction, you get to opening that facility, you get a year or two

[36:37] down, we're available to help work through resetting this, we're available to help to reset

[36:47] and re-look at things, and that's an extension of this work that we're doing here now.

[36:53] That's not a contract, a new contract or a change or that's our commitment as a firm is we want

[37:00] you to be successful.

[37:01] Well, so does that mean to say that you did not serve a other city's facilities around us

[37:08] and compared them to this right model?

[37:10] We looked at what was in your service area from a competition perspective, and we wanted

[37:17] to make sure that we recognized what other, like, and there's not a lot of a wide-up

[37:22] point, we could be cost-disadvantaged here, correct if we're not careful, and we made

[37:30] Well we did make sure that you're not the highest

[37:34] game in town or you're not the lowest.

[37:37] Okay, that's where I'm going with some of this.

[37:44] So the revenues you're projecting in your

[37:46] pro-forma, you're assuming day one, year one.

[37:55] Yes, when we get that capacity and revenue.

[37:59] That's, we go from zero to whatever your

[38:03] figure was in your section. It may be higher than this year for the year.

[38:07] There's zero to two million dollars. Yes.

[38:13] You don't perceive that there's like a ramp up period or something for people to kind of

[38:17] come on more gradually.

[38:21] Because you've experienced it for the life of this.

[38:24] No pun intended with all of your pools, but it's with my experience that if you have a community that has

[38:30] past a bond election that wants you to do this and wants you to invest $65 million in

[38:37] this facility that there's a huge desire and a need for this and that was expressed exponentially

[38:46] in the survey work and the community needs work.

[38:50] Your main drivers of this facility from a revenue perspective are the fitness component,

[38:55] the indoor track and your pools and in particular indoor pools. And that is those

[39:01] are your main revenue drivers and that is the highest priorities that the

[39:05] community had expressed. And so I based on what I have seen in terms of what is

[39:11] being designed and I know Sissy's going to go through that in a little bit.

[39:15] Your designing facility should meet your communities needs.

[39:19] Nicely. Do you, with respect to your firm and yourself, what other communities

[39:24] around us. Have you great. Great line. Is it? Do you do Northwich

[39:28] Schools or Keller or any of those folks? I would. Great line. Yeah. We've

[39:33] a great one. We've done stages. Was it not? I'm sorry. Was great

[39:37] line done in stages. It was done in stages. Correct. We have done probably

[39:44] close to 100 different business plans for these type of facilities over the

[39:49] 25 years minimum and all of them are all of them the only thing I can say is that I think

[39:58] we try to error on the side of being conservative. So based on your experience based on your

[40:05] history that's the basis with which that you derive this model correct to revenue the expenditure

[40:11] right. Okay based on your volumous experiences. Correct. Did you ever miss those models? No.

[40:19] You've never missed those models. No.

[40:23] All right. Thanks, sir. Appreciate it. Yeah, you're welcome. Thank you, Mayor Pratt.

[40:27] Tim Boydor, did somebody else click because I don't have any signals up here? Good, good.

[40:33] Ruth, want to go? Well, I did, but the good thing about letting Councilman Boydor go

[40:40] There's a question for cover.

[40:44] Thank you.

[40:47] Sorry.

[40:48] It's okay.

[40:48] Go ahead.

[40:49] Turn your mic the phone off.

[40:51] Is the microphone off?

[40:52] What do you think, please?

[40:53] What do you think?

[40:54] What do you think?

[40:56] Brent.

[40:58] So we're prepared to do all of this.

[41:02] You know, it's a huge difference of what we've done in the past.

[41:07] So you know.

[41:11] I don't know if I would call a huge difference.

[41:14] It's certainly going to be a much nicer amenity than we have to do.

[41:16] We have much more well-rounded amenity.

[41:19] We're operating a splash today.

[41:21] Next, this one's going to be relatively the same size.

[41:24] I guess so.

[41:25] For me, I've never seen it all spelled out like what is required for a park

[41:29] and it just seems ominous, you know, like seeding twice a year.

[41:34] I can't do that with a little patch of grass over in my house.

[41:37] It's just sort of stunning to me that we are going to take that on.

[41:42] Well, as Mr. Spets said, we're doing a lot of it already.

[41:45] OK. Right? I mean, he shared that.

[41:48] We're spending $1.5 million in that park today.

[41:50] So we're doing a lot of what he's talking about, but it's...

[41:54] I can't stress enough what he said at the beginning with respect to...

[41:57] It's going to have to be the city, our staff,

[42:01] that are going to make that building successful in that park successful.

[42:04] it will fail or succeed based on the service that we provide as a staff and we're doing it today

[42:11] but it's got to continue and then it's and we've got to keep our mind on that revenue

[42:16] you know in terms of the the program that we offer the program that we offer that's outside of the

[42:20] memberships you know outside of the daily the daily passes that gets old but yeah I think for some

[42:27] of might be daunting but I think for a lot of the staff in the audience right now they're pretty

[42:30] They're not excited about the opportunity they're going to have to run this new facility in this new park.

[42:38] And I had one question.

[42:40] Now we're planning to close the park for two years.

[42:43] Have you ever had that situation where the city closed for two years and then tried to rebuild the population?

[42:51] I don't think the key component from a revenue projection perspective is, yes, you will certainly have to work very, very hard through the branding efforts and the marketing efforts to bring people back.

[43:10] But I think that there, just like anything that is brand new, you have a wonderful opportunity

[43:19] because your voters have already expressed an interest by voting yes and wanting to spend

[43:27] $65 million on this.

[43:29] So I have a feeling that that time won't be able to go by fast enough for your community

[43:35] to be able to come back and use this park at a level that you can't even imagine of what people

[43:43] are using it based on what people are using it today.

[43:46] Thank you.

[43:48] Thank you.

[43:49] Councilwoman Savel.

[43:50] One more question from Mayor Pertem Boyger.

[43:52] Thank you, Mayor.

[43:53] I apologize.

[43:54] City Manager boss Hart.

[43:57] For the benefit of the audience and for my benefit.

[44:01] How frequently are we going to be having discussions going forward about the progress staff

[44:06] is making on this project?

[44:09] Will there, will you be coming to us every month giving us progress support or discussing specific

[44:16] things with respect to the development process here?

[44:21] Mr. Mayor, Council Member Boyer, yes, at some level, yes, we need to continue to update you

[44:26] on our progress.

[44:27] I think it's valuable to be having these conversations.

[44:30] in public because especially now as we're getting further away from when voters approve this

[44:37] I think they need I think we need to be hearing where we're at on this project and having a

[44:44] even if it's a brief conversation about let's talk about where we're at and then

[44:48] kind of progress from making I think it will help everyone to have that I'm not sure I want to commit to a

[44:52] number given that we need to we got to have something to share with you right there's got to be sure enough

[44:56] Thank you for the question because it reminds me

[45:00] So this is going to get up here in the moment and share where we're working on.

[45:02] And I apologize for taking that. That's okay. But she's going to get up in the moment and share where we're at.

[45:05] It's starting to show you some of the first photos of what the inside of the building actually might look like.

[45:10] Cool, draft photos, 15% design. So doesn't, not to say it's going to look exactly like at the photos she's about to show you.

[45:18] But as those photos continue to get refined, we take those out into the public.

[45:21] The public, so the public sees them, which tells them, yes, there's work happening in this progress happening on the development of this.

[45:27] Is there any benefit, I'm just thinking out loud, is there any benefit in as far as you

[45:33] have a city manager report on the council meetings that you can give us updates there as

[45:38] well?

[45:38] Yeah, definitely.

[45:39] Do they sent?

[45:39] There's something then.

[45:41] I mean, on a frequent basis.

[45:43] There's got to be something median up to update you on, but yeah, definitely.

[45:45] We want to keep you informed of what we're doing in the public.

[45:48] No question.

[45:49] Even if there's an update of, there's no update at this moment, I think that's helpful to

[45:53] some degree.

[45:54] All right, just a thought.

[45:55] Thank you.

[45:55] Thank you very much. Again, like I said, I really appreciate you condensing that

[46:02] Women is documented into this presentation, so that was very helpful. So, Sissy, you're up next.

[46:12] I think

[46:14] Okay

[46:15] So I'm gonna

[46:18] On the

[46:20] Cities website today, there is the agenda item on the parks website, but tonight so that the audience has colored drawings I'm passing out for them

[46:29] and those will be available on the website in the morning.

[46:32] The council also has copies at their packet.

[46:36] Apologize that you don't have them,

[46:38] but they were done about 11 o'clock Sunday night.

[46:41] So the team is rapidly trying to put these together for you.

[46:46] And so you want to update,

[46:48] I'll give you a brief update that came out

[46:50] as of this morning.

[46:51] So our Geotechnical Consultant,

[46:53] this is kind of enough side.

[46:54] I don't think a Mr. Moss art knows some of this,

[46:57] But our Geotechnical Consultant CMJ has been authorized to proceed in our two tenets on stage and turn the arts guild in Northwest Arts has been notified that we were out there.

[47:11] We're doing minor case with the Public Works Department and the other franchise utilities, so they will be out there doing our geotechnical testing in the next couple of weeks.

[47:20] So you'll see a boring rig out there, taking our borings.

[47:25] So within the next couple of weeks, we'll have our geotechnical information back to us.

[47:29] So we can proceed forth with our next phase of design.

[47:32] So our tenants have been notified, the senior center, we'll get notified.

[47:36] Everyone will be notified, we're working with our sports franchise utilities to let them know

[47:41] so we don't interfere with their league plays.

[47:44] So each one person will be notified is that works out so we don't go out and bore through

[47:49] those lead plays, but we're working with all of our tenants and our leagues through that.

[47:54] But in the next week or two, we'll be out there with a drink of machine going through doing that.

[47:59] So, but we're both on stage and our arts community have been already notified.

[48:04] Be an email and we perceive notice back that they have gotten that.

[48:07] So, just to give you a brief update, I wanted to take some time and we've gotten some big boards to help and Dawn's going to help me.

[48:15] As Mr. Boss Hart said, we actually have about 45 people on our development and view committee of staff that sit and work every other week and we meet and the core member of parks permit meets daily actually on this project to get this through the finish line.

[48:31] So, with that I'll start with the site plan. Our site plan has right now that's been done by half has three baseball fields, a special event field.

[48:41] So, these are our baseball fields.

[48:44] This is the special event field that has ticked the billions.

[48:48] We have a new restroom here, new restroom up in the gossetions,

[48:52] stand, future playground, multi-purpose fields, are existing.

[48:57] This is existing the billion in the restroom today.

[49:00] And this is a future playground.

[49:02] And we also have, this is the multi-genre center,

[49:07] and out the report and this is our existing playground today and then we've added some

[49:12] parking alone here for the existing playground. So that's the site plan and let's

[49:20] pass that so that can you see it with that. It is exactly the same. I just wanted the

[49:31] public to be able to see it at a bigger vision, but if the next phase of design, which is a

[49:37] 30% will start seeing some typical sections, our grading and drainage come in, and in fact

[49:43] we've already started working on the grading and drainage, dawn and his crews and I met actually

[49:49] to talk about the concession stand and how that's actually going to look and feel what's

[49:53] going to be inside it. You know, are we going to run our own concessions? What's going to be in

[49:58] at the restroom layout for that building, the MEP and lighting for that building, so we're already

[50:04] moving into next phase, which y'all haven't seen yet, but we're already moving forward

[50:09] every day towards that.

[50:11] We're looking at landscape architecture and 30% plans.

[50:15] So now as we move into our multi-gen facility, if you look at your color drawings, everyone

[50:22] has.

[50:23] We have purple, which is there are two basketball goals, and then we have an outdoor that's

[50:29] a separate basketball court, and then if you look at the 10, which is the fitness areas on

[50:36] the floor one, and then our child play area, we have our indoor aquatics, we have party rooms,

[50:43] which are next to that, and then we have our changing area, which is blue.

[50:47] The green is all the administration area that light yellow is our banquet area or multi-purpose areas

[50:56] And then we have an out separate building up north on the the top of your drawing

[51:02] Which is the separate building for if for the outdoor facility for the pool

[51:07] Which are changing areas and then the LA other thing that's major to talk about is we do have a place for the pool table for the seniors for anyone who came

[51:17] that's down the senior lounge, because I know that's been talked about when do you have

[51:21] a game lounge. On the second building, second drawing, the upstairs lounge, second floor,

[51:28] or they call it the mezzanine. We have a track and fitness area. You'll be able to overlook

[51:33] into the game or into the gym. If you're on the fitness or you're overlooking to the pool,

[51:41] or you can go upstairs and go on to the upper track from that. And from that, we'll show

[51:46] some nice pictures for the first time and let me make a point because somebody's already

[51:51] asked this question it is not a white building this is just a white slate because we don't

[51:59] know what colors we don't know what materials at this point we're at 15% design so the people

[52:03] are all white too so just don't have any idea what anything's gonna look like so you're

[52:12] Looking as you come into the lobby, you're looking at the indoor pool, you're looking at the track,

[52:17] you're looking at the fitness area.

[52:19] And then our next picture is actually as you come in,

[52:22] you're going to look at the seating area and the upper level of the track.

[52:27] So this level of the track right here is actually the issue come up,

[52:31] the stairs, and you're looking out.

[52:34] You can see outdoor, this is the outdoor area of the gym,

[52:39] And that's the outdoor stairs, so you're looking out into the park here or you're looking

[52:44] down where you would come in and register.

[52:46] These are the ones that can come from a store, which will be sitting and you come in and

[52:50] check in or this is the Danny area here and this is the course of the indoor aquatic

[52:56] area.

[52:57] So that kind of gives you an idea of where all you can see.

[53:00] So in our last photo is actually, oh no, we have two more, sorry about that.

[53:09] Out of door pool,

[53:13] now here's an idea of why we're still at 15% design.

[53:18] WTI went and designed the pool.

[53:21] WTI went and designed our building and have worked together to design the site plan.

[53:28] Then we merged them all together into our CAD.

[53:32] And here's an egg problem that we said to talk about.

[53:35] We're going to have a meeting every Friday and we talk.

[53:38] That's great, in fact, Wendy and Mike and all of us at meet on the regular basis on

[53:44] priorities.

[53:45] When you come out this course right here, if you think about it, we're going to walk right

[53:49] into that flash pad landing pad.

[53:51] It's not going to work for us.

[53:53] Okay, I can see the table, check it or hit, that doesn't work, doesn't disable, no.

[53:58] So, you can see they designed all in isolation.

[54:01] That's why we're still at 15% designed.

[54:04] These are not construction drawings, so we're all going to have to work things out.

[54:07] So, that's why these are construction drawings.

[54:11] These are still schematic design level drawings.

[54:13] At 30% we work through this and then at 60% we work through it.

[54:18] 90%.

[54:19] As a city, we're used to seeing things and Ms. Culver,

[54:22] you're using seeing things either at a site plan level

[54:25] that these things aren't even even shown

[54:27] or you're using seeing things at a hundred percent design

[54:30] when they come to either P&Z or Council.

[54:32] So, as a city, we have a unique opportunity

[54:35] to work through these and put on our own paths.

[54:38] And as a staff of 40, 45 people is a group.

[54:41] We work through all these technical issues behind.

[54:44] I know, and we will try and bring things to you,

[54:47] but we try and take care of these technical things.

[54:49] We meet with the fire department, the police department,

[54:52] every department, our grants department to work through grants.

[54:56] We work through a lot of things.

[54:57] We take a lot of phone calls from our citizens

[54:59] and try and work in their request.

[55:01] These are just, this is just one issue I wanted to bring forth to your attention of things that we work through to try and bring forth to you the best product into the day.

[55:11] So the last thing I wanted to bring to you, one of the questions that was asked is, this tool is very much the same size as our pool we have today.

[55:21] So the answer to that question.

[55:23] So the last one is our gym.

[55:26] This gym has been designed so that our better flyers can still fly.

[55:30] It's a two story gym, and it will be able to be subdivided in half, and you can see the

[55:37] track walking around it.

[55:38] So with that, I'll have to have to answer any questions.

[55:42] Thank you, Sissy.

[55:44] Again for that.

[55:44] Sorry, everyone.

[55:46] We're running through those pictures and sharing with the audience.

[55:49] Thank you for that and

[55:53] Any council have questions

[55:56] Okay, council

[55:58] Cogan will go with you because I don't see that on my screen. I'm sorry. I forgot to go through my slides because I was playing in Vanna

[56:04] Well, it better up there. It would better up there than did on the screen

[56:07] I have all the same ones up there. Sorry about that. All right. Thank you, man

[56:11] So see thank you for this presentation. I love seeing these schematics and actually getting some kind of idea

[56:17] I'm not a real space, so I can look at it over in an aerial model and it doesn't do

[56:23] me much good.

[56:24] I like seeing the 3D models, seeing kind of conceptual, how it's going to be laid out.

[56:29] I do have a question.

[56:30] I see here as people enter the building, we have a courtyard and there's a door to the senior

[56:36] center.

[56:37] Now, our seniors are going to be able to go through that door.

[56:39] That door is right now not the main entrance to the building, that is a secondary exit to

[56:45] building that door can be used for nights for, like, say, we rent off for weddings and things

[56:52] and that courtyard that is not intended to be the primary entrance.

[56:56] Because I know one of the main concerns that seniors had was that obviously they wouldn't

[57:01] have some handicapped parking up close and then they wouldn't, you know, obviously a quick

[57:04] route.

[57:05] But a way it looks like they're going to have to go through the foyer around the corner and

[57:08] then into their lounge.

[57:10] So it's a real short couple of feet.

[57:13] But yeah.

[57:13] What do you mean by couple of feet?

[57:14] How much are you talking?

[57:15] I don't have an exact number, right now remember we're still at 15 per cent.

[57:20] Of course.

[57:22] I mean right now, but that door is not a door that is open during the day primarily.

[57:28] I see a lot of that first month you're going to get a lot of complaints.

[57:32] I can see that right there.

[57:33] It's an operational issue.

[57:35] If that's the way the Mr. Tanayak wants to operate the building that can be operated that way.

[57:39] Mr. Mayor.

[57:41] So let me have a comment to that.

[57:42] So that's a question that relates directly back to the presentation you just received, respect

[57:47] the Mr. Svetz, and the operations of maintenance of the building, right? At this point

[57:52] in time, we don't plan to staff that door, which means it can be open during the day for traffic.

[57:59] We can make the decision to staff the door, which is just as the cost. So it's a great

[58:03] question that relates back to how we operate the building over the long term.

[58:08] Absolutely. And I saw on there, with a section, will this be closed off? Because I know the hours of operation that we put in there, and this might be a question for Mike as well.

[58:18] But our hours of operation for the senior lounge was only till 5 o'clock. I think it said, are we closing that section off?

[58:24] No, okay.

[58:25] Now the entire building is open, the entire lounge and everything else.

[58:29] Everything is open. The in fact the seniors have an entire range of the entire building.

[58:34] All 76,000 square feet.

[58:36] Okay.

[58:39] Yes, that was a mistake. Okay. All right. Yeah, because I was a little concerned because I'm right now

[58:44] They have programming that goes well into the 7 o'clock 630. Oh, no, they in Brian and I have talked that he will program

[58:53] Whatever rooms are available for whatever seniors are needed throughout the day. We're the programming. Yes

[58:59] You went to the and evening. Okay, so it you may see seniors over in another part of the building in the evening

[59:09] Okay. That is a misconception that the seniors only have that area.

[59:15] Okay. I'm glad you clarify that. I just again wanted to double check because I saw that door and that was the first thing that

[59:22] came to mind.

[59:23] We put that door in one for the seniors, but two also for rental capabilities that you can have weddings coming there.

[59:31] You can have special events coming there. You can segregate that. Yes, it is a convenience for the seniors too.

[59:38] It wasn't request by the seniors, but it's an operational issue too.

[59:43] So at the end of the day, it is a covered area. It's a courtyard, so you could have weddings there.

[59:47] You could have, you know, anyone come there, the chamber come there and they could have a separate

[59:53] entrance without going through another event. You're going to be a roll down door to where you could have just that area for space.

[1:00:00] Special events for rentals. So there is a lot of flexibility for this.

[1:00:05] Yes, it was intended to have a lot of flexibility into the building. So if you wanted to segregate it and have that area for rentals, that that could be segregated off at night.

[1:00:14] And that would be the rental area at night. So there's a lot of flexibility built into the building with having that door there.

[1:00:21] That works. Thank you, Susie.

[1:00:23] Yes.

[1:00:23] Thank you, Councilman Coggin.

[1:00:25] Mayor Pro Temboyter.

[1:00:26] Yes, sir.

[1:00:26] Thank you, Mayor.

[1:00:27] Sissy, first of all, I want to say thank you for coming back before us.

[1:00:30] This is great to see this.

[1:00:34] The last time we looked at site plans, we were giving you some direction as far as how to

[1:00:40] proceed.

[1:00:41] We were given three or four models.

[1:00:43] The scaled down model, this is different than that because we've been able to add some

[1:00:48] functionality back.

[1:00:49] Can we talk about what functionality we've added back into this site plan?

[1:00:54] functionality as far as baseball fields, more parking spaces, left parking spaces, what else

[1:01:01] is different in this site plan I guess? This site plan has the 275 foot baseball fields.

[1:01:07] We've added, the parking with, to me, the parking looks different at the, uh, wrecks

[1:01:14] in there. Is it different? It's slanted. Okay. So, what has been done is to try and aim

[1:01:20] parking straight to the drop-off as it convenience and customer service. Before it was not

[1:01:27] to wear a customer would know to add to come straight to the drop-off. So we've also added one

[1:01:35] of the concerns we heard from the seniors is there was not enough parking right next to the building.

[1:01:40] So parking has been added right next to the building if you will see to the south.

[1:01:44] They're

[1:01:54] kind of southwest.

[1:01:55] Yes.

[1:01:55] So this area of the south west has been added as a re-affirmeding with the senior.

[1:02:01] So that area, Mr. Boydor, has been added of parking.

[1:02:05] So the parking different down south kind of?

[1:02:08] Yes. So another thing we did was add the parking south.

[1:02:12] That was something upon meeting with both the parks and rec staff and talking with half.

[1:02:18] We added the parking to the south and that plagued future playground to the south.

[1:02:22] That will allow us to have additional revenue by adding that are existing.

[1:02:29] One of the things we didn't feel had been done was to consider our existing assets.

[1:02:34] We have a huge pavilion there that is done with a lot of rentals today.

[1:02:39] We wanted to take advantage of that by adding in more parking there and add an existing

[1:02:45] new playground there.

[1:02:46] we believe by adding that combination of close-in parking with a new playground there that will

[1:02:52] drive the revenue by adding those amenities there. So that was added there and then I'm assuming

[1:03:00] the restroom concessions by the ballfield is there because the ballfield's weren't very correct.

[1:03:05] And so we also added the restroom, we wanted to make sure that restroom area that was south of

[1:03:10] the special events area and then there's a couple of new shade structures to the east of

[1:03:16] special events area are defined. And I recognize we're at 15% and then the

[1:03:22] entrance is changed from force bridge. Yes, the entrance is changed in line to

[1:03:27] the signal. We've removed all of the retaining walls other than one and we

[1:03:34] believe even that has been done. We have added some circles of what we

[1:03:41] believe will help us with some special events by working through the special

[1:03:45] events in windy and her group by south of the pavilion if you look by the multi-generational

[1:03:52] center. So those we worked with the fire department and windy's group to try and bring

[1:03:59] some special events areas on the west side. So we try to take special events area and spread

[1:04:04] them out across the park as well as the rest rooms and make sure that those areas were spread

[1:04:10] out among the parks so that there were areas for performances. So we believe we could have

[1:04:14] or other areas and those outside?

[1:04:18] I'm curious, moving that entrance on forced ridge,

[1:04:22] the monument sign at the current entrance,

[1:04:24] what becomes of that?

[1:04:25] We have not gotten to that level of detail right now,

[1:04:28] we know that.

[1:04:30] Brigadier, thank you so much, I appreciate you.

[1:04:32] Thank you, Mayor Pro Temboyter.

[1:04:35] Councilman Sartar.

[1:04:36] Thank you, Mayor.

[1:04:37] Thank you, Sissy, for your overview.

[1:04:40] I just want to clarify one thing the Councilman Boarder said,

[1:04:42] You mentioned the 275 foot baseball fields.

[1:04:46] That's opposed to what was in the other plan?

[1:04:50] We were looking at smaller fields.

[1:04:53] So I believed on, they were 250.

[1:04:56] 250.

[1:04:57] So now they're 275.

[1:04:59] And just for everyone's benefit, going to 275 allows us

[1:05:03] to have better use of the fields

[1:05:04] because we can have older kids and more games

[1:05:07] and more people visiting our park.

[1:05:09] Yes, sir.

[1:05:11] One thing that was discussed previously was that the north two fields possibly would have a large wall in the outfield is that still in the design or we'd go to something different.

[1:05:21] The walls have been removed.

[1:05:23] Okay. So all the walls and by the base of all fields have been removed now.

[1:05:27] All right. Thank you.

[1:05:28] I just want to clarify that we could use more fields.

[1:05:31] Thank you, Councilman Sarder, Councilman Fisher.

[1:05:36] Thank you, Mayor.

[1:05:36] Thank you, City.

[1:05:37] I know we're at 15 percent and it's still sort of schematic, but it's the parking

[1:05:46] calculations done. I mean, will we see all of this parking? Could we see less

[1:05:50] parking? I am going to try and do with a call I shared parking agreement. I've worked

[1:05:56] with, which I have done technically professionally before. I've worked with a

[1:06:05] What it says is that when certain events in the park are going on and we have in our

[1:06:11] ordinance it says we are allowed to do that, that other events are not performing at

[1:06:16] the same time so we can allow to take a reduction.

[1:06:19] We don't have an exact count today of what we need on site.

[1:06:23] We are over part.

[1:06:24] We know on this site plan.

[1:06:27] So you will see some of this parking probably go away on the final site plan.

[1:06:32] we've wanted to overpark the site before we get to the final site plan, but so that's

[1:06:39] why you see this much parking.

[1:06:42] And the channel improvements will they match?

[1:06:45] I'm assuming they'll match what was existing at the late now with their own legend and

[1:06:50] whatever.

[1:06:50] As far as stone and legend, yes.

[1:06:54] Thank you.

[1:06:55] Thank you, Kalsman Fisher.

[1:06:57] All right.

[1:06:57] Hang on.

[1:06:58] I think I have Councilwoman Colbert.

[1:07:02] Thank you, Mayor.

[1:07:03] Thank you, Susie.

[1:07:04] I'm interested in the new pavilions that, so that's not how it's worded, it is proposed

[1:07:14] covered stages for performance and seating.

[1:07:19] So how would they be covered with what materials?

[1:07:23] We are at 15%, so none of those decisions have been made yet.

[1:07:27] There are many different types of materials that you can cover those civilians with and we will

[1:07:33] make those decisions probably about 60% design.

[1:07:37] So even at 15% moving forward, how do you think you're designing this for what purpose?

[1:07:45] I heard you mentioned bands a few moments ago, and I don't know if that was in relationship

[1:07:49] to these particular covered areas, but it's just going to be a stage or typically they

[1:07:57] are elevated, and we have already met with on-court to look at what type of electricity we need

[1:08:03] for Wendy's needs, and we met with them, and knew what she needed for all of her special

[1:08:09] events. So we know what kind of electricity needs we need. So there will be some kind of

[1:08:14] concrete pad there, and we know what kind of transformers we need, and all of that. So there

[1:08:21] different type of shade structures you can put. So there will be some kind of

[1:08:27] column tubular structure that overholds. Now whether the shade structure has a

[1:08:33] covering of metal or a shade of some kind of fabric, that is all. Some of that

[1:08:39] is aesthetic. Some of that is called some of that is what we decide we want to do

[1:08:46] from a cost life cycle, I've done many different types of those, but we have yet to even get

[1:08:54] into that. We're still at the 15% schematic.

[1:08:59] Well, it also says open seating, so I'm guessing that what you're talking about is just

[1:09:04] blankets on the ground. I mean, my thing, I've always wanted to see an emplicyator where

[1:09:11] You can have outdoor performances, theater performances, and such.

[1:09:15] That's not what this is.

[1:09:16] I recognize that, but could this possibly serve as that for those types of productions?

[1:09:25] When we looked at this, the grade doesn't accommodate that.

[1:09:29] What we talked about if we were going to do something like that is putting it on the hill,

[1:09:35] It's more up in this corner, right?

[1:09:42] Because that is the natural place you would put the seeding for that, which is very much

[1:09:49] how other cities do it.

[1:09:51] Wendy has a portable amphitheater, I mean a portable stage today, and that allows us to

[1:09:57] then I select the ability for our specialty events, and that is the direction that when we

[1:10:06] flexible, flexible seeding.

[1:10:10] Now, most of the events today go with some kind of seeding

[1:10:17] that you can use that space for more things.

[1:10:20] Today, we are special events areas are used by soccer

[1:10:24] for practice when they're not being used for special events.

[1:10:29] So the kids get out there and practice soccer during the afternoon.

[1:10:33] So, you know, five days a week, that's what's happening out in our multi-use fields today.

[1:10:39] We're not having a special event, that's where the current.

[1:10:42] If the desire is to do something other than that, you know, we would need to change direction at this point.

[1:10:49] I understand that there's a desire to have this mobile stage to be pulled around by a tractor or whatever and put it in the accommodating space.

[1:10:59] But one of the things that the community did want was an outdoor

[1:11:05] Amplotype theater and I do believe that in that corner is you just mentioned that it would accommodate such a theater

[1:11:16] Just something to be considered.

[1:11:22] Thank you.

[1:11:25] Thank you.

[1:11:33] I hope everybody recognizes it at 15% and I'll just add one more piece, like I said on

[1:11:37] the Mickeyac, which is the mid-city use activity council and there's always an argument

[1:11:42] of fight about between soccer and baseball and football about finding space in our community

[1:11:47] to practice and to do things and so it's always interesting to attend those meetings and

[1:11:53] hear that debate about, well, can I have this or can we split this or can we move this

[1:11:57] around. So if we can provide a multi-use event space then I think that'll work best.

[1:12:04] So thank you very much for that. All right. So that ends our work session. We'll push the

[1:12:09] executive session to at the end of our meeting and if we can take a three-minute break then we'll

[1:12:16] start the regular session here. So thank you. I said three but usually ends up being five but I'm going

[1:12:21] all of them.

Aug 27, 2019 City Council

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