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PARKS & RECREATION BOARD 2013/09/17 Packet PARKS AND RECREATION BOARD TUESDAY, SEPTEMBER 17, 2013 6:30PM at CITY HALL LAKE FOREST, ILLINOIS AGENDA I. CALL TO ORDER & ROLL CALL II. APPROVAL OF MINUTES A. Approval of the July 16, 2013 Parks and Recreation Board Meeting B. Approval of the August 28, 2013 Committee of the Whole Parks and Recreation Board Meeting III. OPPORTUNITIES FOR THE PUBLIC TO ADDRESS THE BOARD ON ITEMS NOT LISTED ON THE AGENDA IV. DEERPATH GOLF COURSE A. State of the Industry Report-KemperSports, Inc. B. Year to Date Fiscal and Operations Report-Rick Walrath C. Kemper Agreement for 2014 Golf Season-Jeff Wait D. Proposed FY15 Golf Fees (2014 Season)- Jeff Wait E. Deep Well Research Report & Recommendation-KemperSports, Inc. V. ANNUAL SPECIAL FACILITY FEE RECOMMENDATIONS FOR FY15—Presented by Jeff Wait, Superintendent of Special Facilities A. Lakefront FY15 Proposed Fees B. Lake Forest Fitness Center FY15 Proposed Fees VI. WILDLIFE DISCOVERY CENTER USE AGREEMENT—Presented by Rob Carmichael, Program Manager VII. ADOPTION OF NORTH SUBURBAN SPECIAL RECREATION ASSOCIATION’S CAPITAL PLAN—Presented by Craig Culp, Executive Director VIII. DIRECTORS REPORT A. Northcroft Tennis Courts-Status Update B. Upcoming Events & Meetings C. Other Department & Community News IX. COMMENTS BY BOARD MEMBERS X. ADJOURNMENT The City of Lake Forest  Parks and Recreation Board  Meeting Minutes  July 16, 2013    I. Call to Order  The Parks and Recreation Board Meeting were called to order by Chairman Volkmann at  6:30p.m. The following were present:      Board Members: Mr. David Brush      Mr. Steve Hill      Mr. Dan Jasica       Ms. Lauren Turelli      Mr. Curt Volkmann, Chairman      Mr. Skoo Walker      Mr. Wil Dixon, Student Member    Staff:  Ms. Mary Van Arsdale, Director of Parks and Recreation         Mr. Chuck Myers, Superintendent of Parks & Forestry      Ms. Sally Swarthout, Superintendent of Recreation       Mr. Jeff Wait, Superintendent of Special Facilities      Ms. Tricia Schwall, Administrative Assistant    Special Guest: Mr.  Mike Adelman, Fourth Ward Alderman    Chairman Volkmann welcomed Student Member Dixon.    II. Approval of Minutes  The meeting minutes of the June 18, 2013 Park & Recreation Board meeting were  presented.      Board Member Jasica moved for approval of the minutes and Board Member Turelli  seconded.  The Board meeting minutes of the June 18, 2013 meeting were then  unanimously approved.    III. Opportunities For The Public To Address The Board On Items Not Listed On The Agenda  There were no comments.    IV. Bid Approvals   Approval of Recreation Seasonal Brochure Bid – Superintendent Wait provided an  overview of the bidding process and shared that there were 3 vendors that  submitted bids.  Of the 3 vendors John Swift Co., Inc. was the lowest bidder at  $27,762.  He stated that the Recreation Department has previously worked with this  printer and is familiar with their work.   Board Member Jasica asked about the  additional 4‐page amount.  Superintendent Wait responded that this charge is if the  Rec department staff needed to add an additional four pages to the brochure.  This  is usually done in the summer brochure to highlight the camps or if staff found it  necessary to feature new programs or services.    Requested Action:  Approval to award the Recreation Department’s 2014 seasonal  brochure printing services to J.W. Swift Printing Company for the base bid amount  of $27,762 and additional 4 page incremental cost of $377 per brochure, if needed.    A motion was made by Board Member Jasica to award the Recreation  Department’s 2014 brochure printing services to J.W. Swift Printing Company for  the base bid amount of $27,762 and additional 4 page incremental cost of $377  per brochure, if needed.  The motion was seconded by Board Member Hill.  The  motion passed.     Approval of Tree Planting Bid – Superintendent Myers gave an overview of the  Annual Tree Planting Contract.  He shared with the board that the City’s forestry  section typically plants 200 trees a year; however, with the increase of tree  removals resulting from Emerald Ash Borer (EAB) staff anticipates planting  approximately 400 2”‐3” trees in FY ’14.  There were 3 vendors that submitted bids  and Guy Scopelliti Landscape was the low bidder and has experience working in  Lake Forest. They have satisfactorily performed with other City projects in recent  years.  Board Member Jasica asked for clarification on the size of the trees that  would be planted.  Superintendent Myers responded that they would only be  planting trees in the 2.1” to 3” range.    Requested Action:  Approval of a one year contract to Guy Scopelliti Landscape for  the planting of trees on City streets, parks and City‐owned properties not to  exceed $40,000.    A motion was made by Board Member Turelli to award a one year contract to Guy  Scopelliti Landscape for the planting of trees on City streets, parks and City‐owned  properties not to exceed $40,000.  The motion was seconded by Board Member  Brush.  The motion unanimously passed.     Approval of Annual Holiday Tree Light Bid – Superintendent Myers gave an  overview of the Installation of Holiday Lights in the Central Business District (CBD)  and Waukegan & Everett Road Berm Contract.  He shared that the City’s annual tree  lighting program is approaching its 30th year and that the CBD is lit with over  120,000 lights every year and Waukegan & Everett Road Berm have thousands of  lights.  There were three vendors that submitted bids and MacFarlane Douglass &  Co. was the low bidder.  MacFarlane Douglass has not worked for the City before;  however, references were checks with favorable results.  A small discussion ensued  regarding the process of the holiday tree lighting.  Board Member Hill asked why we  were going with MacFarlane Douglass with only a $320 difference between them  and the vendor we used last year.  Superintendent Myers explained that unless the  references on MacFarlane Douglass came back unfavorable or The City could  identify a concern with using their services, legally The City should award the bid to  the lowest bidder.    Requested Action:  Approval of a two year contract in the amount of $36,000 to  MacFarlane Douglass & Co. to provide the installation of holiday lightwws in the  Central Business District (CBD) and Waukegan and Everett Road berm (located at  the southwest corner).      A motion was made by Board Member Jasica to award a two year contract in the  amount of $36,000 to MacFarlane Douglass & Co. to provide the installation of  holiday lights in the Central Business District (CBD) and Waukegan and Everett  Road berm (located at the southwest corner).  The motion was seconded by Board  Member Walker.  The motion was opposed by Board Member Hill.  The motion  passed.    V. Approval of Park Board Meeting Schedule & Format Change  Director Van Arsdale proposed a change in the FY ’13‐14 Park Board meeting format and  schedule. The proposed schedule reflects an alternating televised action meeting and a  Committee‐of‐the‐Whole discussion meeting. Director Van Arsdale reviewed the discussion  that took place last month and sought Park Board action to approve the schedule format  that would take effect in August, 2013.    Requested Action:  Adoption of the Revised Parks and Recreation FY14 Meeting Schedule  and Format.      A motion was made by Board Member Brush to adopt the revised Parks & Recreation FY14  Meeting Schedule.  The motion was seconded by Board Member Jasica.  The motion  passed.    VI. Spotlight:  Environmental Collaborative  Chairman Volkmann gave a presentation on the Lake Forest Collaborative for Environmental  Leadership. He explained the genesis of its formation and the stakeholders involved. He  discussed the statement of purpose, goals, and current areas of focus, including re‐greening  Lake Forest, ravine restoration and “Water. Where does it come from, where does it go?”  education series.   At the end of Chairman Volkmann’s presentation he gave information as  to how residents may get involved.   A short conversation ensued regarding the Water  education series happening this Thursday, July 18th at 7:00 at Gorton.      VII. Director’s Report     Friends Foundation:  Festival & Fireworks  i. Festival & Fireworks was held on July 4th and event was again well attended  and a great evening. Financials will not be known until later this fall.   Golf Course Safety Concerns  i. A petition of over 100 names had been received by City staff wanting the  City to take a look at the entrance to Deerpath Golf Course.  The City looked  at this a couple of years ago and added some signage along Deerpath  making motorists aware of the entrance to the golf course.  The same  committee will be taking another look at it this year to determine what  other course of action can be taken to make the intersection safer.   Forest Park Project Update  i. Groundbreaking Ceremony will be held on Saturday, August 3rd at 9:30am  ii. Family Fun Fest will be held Sunday, August 25th 11am‐1pm   iii. Infrastructure replacement is starting the week following Labor Day       Upcoming Programs and Events  i. Tuesday, July 23rd – NSSRA Gator Softball Tournament at Waveland Park at  6:30 p.m., all are invited  ii. Thursday, July 25th – Concert in the Square & Auto Show  iii. Friday, July 26th – Member Event at Deerpath Golf Course and   North Shore Cup at the Lakefront  iv. Sign up for the Lake Forest Day Run on August 7th   Other  i. Looking at options for surface replacement of the path at Triangle Park.  Staff has met with stakeholders of Historic Preservation, Lake Forest Library,  Lake Forest College and Lake Forest Garden Club.    VIII. Comments by Board Members  There were no comments.    IX. Adjournment  Board Member Hill moved to adjourn the meeting.  Board Member Jasica seconded.  The  meeting was adjourned at 7:16 p.m.          Respectfully Submitted            Tricia Schwall        Administrative Assistant    The City of Lake Forest  Parks and Recreation Board  Committee of the Whole  Meeting Minutes  August 28, 2013  I. Call to Order  The Parks and Recreation Board Meeting was called to order by Chairman Volkmann at  6:30p.m. The following were present:      Board Members: Mr. David Brush      Mr. Dan Jasica        Mr. Charlie Kohlmeyer      Ms. Lauren Turelli      Mr. Curt Volkmann, Chairman      Mr. Skoo Walker      Mr. Wil Dixon, Student Member    Staff:  Ms. Mary Van Arsdale, Director of Parks and Recreation         Mr. Chuck Myers, Superintendent of Parks & Forestry      Ms. Sally Swarthout, Superintendent of Recreation       Mr. Jeff Wait, Superintendent of Special Facilities      Mr. Robert Carmichael, Program Manager, Wildlife Discovery Center      Mr. Joe Mobile, Program Manager, ECE/Cultural Arts/Special Events      Ms. Tricia Schwall, Administrative Assistant    Special Guest: Mr.  Mike Adelman, Fourth Ward Alderman      Ms. Alexandra Horsch, Managing Partner, 10‐S Court Solutions    Director Van Arsdale reminded the group about the Committee of the Whole format.  She  also noted that no action was being sought tonight, only feedback and group discussion.  II. Parks Memorial Policy  Superintendent Myers presented the Parks Memorial Policy to the board.  He noted that  memorials have been around for a long time and standardization of the process is needed.   This policy is for all parks except Forest Park.  He gave them an overview of the standards,  procedures, criteria and conditions of the policy.  He went over the pricing of the memorials  and the associated costs with installation and maintenance.  He also noted that there is a  database of the memorials and plans to create maps of where future donations could be  placed at each park.      A discussion ensued regarding several elements of the policy including the costs associated  with the maintenance and if that is being covered by the cost of the memorial, the  difference in price and maintenance of the beach benches, and whether the policy should  also include other recreation properties such as the golf course.   A short discussion  followed regarding the difference between this policy and the policy for Forest Park.  Park  Board member suggestions will be utilized to revise the draft memorial policy and it will be  brought back to the board for further review and adoption later this fall.  III. Northcroft Tennis Court Project  Superintendent Myers introduced Alex Horsch from 10‐S Court Solutions.  Mr. Myers shared  with the group the different layers of surfacing of a tennis court.  He also went through the  different options available to bring the courts back to an acceptable level; repair and  resurfacing, Dobbs Tennis System, new asphalt slip and full replacement of asphalt surface.   He explained in detail how the Dobbs Tennis System works.  The system has only been  installed in the north at one place just recently.  There is a 10‐year unlimited warranty.   Board Member Brush asked about the variation of temperatures in the north.  Mr. Myers &  Ms. Horsch discussed the freezing and thawing affects and Ms. Horsch reiterated the 10‐ year warranty.   Mr. Myers then went on to discuss the other improvements that need to  happen at Northcroft including new nets, posts, fencing, and practice board.  There will also  be some tree and shrub removal to help with shading.  He also shared that the drainage has  already been improved and that will help with puddling.  Mr. Myers then shared with the  board the different options and the costs associated with each of them and the repairs that  have been done to the other parks tennis courts.    Chairman Volkmann asked what how often the courts would have to be resurfaced if they  were surfaced with the Dobbs System.  Ms. Horsch replied that they should be resurfaced  every five years as with any other system.  She then explained a little more in detail the  resurfacing process.   Chairman Volkmann stated that we should look into doing a repair and  resurface this year and in about 5 years after Belvidere School has tested the surface in the  north go ahead and look into the Dobbs System again.   Mr. Myers agreed with that  statement.      Director Van Arsdale shared that Board Member Hill had sent an email to her with several  questions regarding the Dobbs System.  Mr. Myers explained the timing on the repair &  resurface in comparison to the Dobbs System, new asphalt slip, or full replacement.  Mr.  Myers also added that if they went with the repair and resurface that there would be an  opportunity to use the rest of the monies from the CIP to resurface Deerpath tennis courts  as well.  Board Member Walker questioned when the main wear and tear on the courts was.   Mr. Myers responded that it is in the winter months.  Board Member Walker asked about  covering the courts in the winter months to help prolong the life.  Ms. Horsch responded  that most of the damage is done at the sub‐stratus level and that would not be protected by  covering the courts.  A short discussion followed regarding covering the courts.    Director Van Arsdale asked for any direction from the board to be able to move forward.   Chairman Volkmann shared that he was on board with the repair and resurfacing and  including Deerpath if we could.  A conversation followed regarding the timing of the  resurfacing. A clarification was shared that the repair option could use different vendors for  the individual components, none of which exceed the $20,000 required bid thresh hold,  however, the court improvement project in total was over $20,000 and had been identified  in the City’s Capital Improvement Plan. This created some confusion over the necessary  approval process and was discussed by staff and board members. Board Member Jasica  stated his concern with the voting on an item while in a Committee of the Whole meeting  when it was not noted in the agenda that there would be action taken at this meeting.  A  discussion followed regarding the timing if staff could not move forward from this meeting.   Board Member Turelli shared that she was in agreement with Board Member Jasica  regarding the voting at a Committee of the Whole meeting, however she did state that she  feels that this resurfacing has already been discussed in the CIP meeting for FY ’14 so staff  should be able to move forward without board action if under $20,000.  Board Member  Brush agreed that if it were not for the discussion regarding the new Dobbs System that this  would not have even been brought up at this meeting, and staff could have just moved  forward on it; therefore he felt that staff should just be able to move forward without a  vote.  Board Member Walker agreed also.  A discussion followed regarding whether or not  this item should be voted on in this meeting.  Director Van Arsdale noted that she wanted all  of the Park Board members to be comfortable with the Committee of the Whole meetings  and the commitment to transparency. She noted that since the agenda did not reflect any  action for this item that no vote should be taken that night and that staff will bring the  tennis court capital item back for further discussion and action at an upcoming televised  Park Board meeting.     IV. Resident & Non‐Resident Fee Policy for Stirling Hall  Manager Joe Mobile gave a brief overview of the Stirling Hall programs and shared some of  their struggles in the growth of the center and moving it forward.  He shared some of the  issues they have been having such as recognition of the center, retention of students year  round and cancelled classes due to low enrollment.  He noted they have a new center  director – Andy Hunt which is going to be helpful.  To address these issues they would like to  redefine residency to include Lake Bluff.  Staff is also looking to lower the non‐resident fees.   Mr. Mobile believes that making some of these changes would help attract grants and be  able to attract new students.  Chairman Volkmann asked if there was any evidence that  others are going to other studios because of Stirling’s high fees.  Mr. Mobile replied that it is  not that we are too expensive, but stated some students take a semester off due to the  cost.  He feels that our resident fees are very competitive.  He explained that some of the  other studios charge a membership fee that helps to offset the need a non‐resident fee.   With this membership all students receive other benefits including discounts to art stores  and museums.  We do not offer that.    Board Member Walker asked if we keep metrics on why people leave.  Mr. Mobile replied  no but it has been mentioned to him that the high non‐resident cost is one reason.  Board  Member Walker then asked why we can’t do a membership.  Mr. Mobile responded that we  do not have in Lake Forest some of the typical and desirable “add‐ons” such as museums.   Board Member Brush asked if we include Lake Bluff as residents to Stirling Hall would that  cause a conflict with the Rec Center.  Mr. Mobile responded that he felt that Stirling Hall  was such a unique center that it would not cause issues.  Also, it would really be geared  toward Lake Bluff not having a comparable program.  Board Member Kohlmeyer questioned  the resident vs. non‐resident fees as that they seemed inaccurate.  Mr. Mobile said he look  into the numbers and make corrections as needed.  Board Member Jasica asked if these  changes would be built into the fee schedule.  Mr. Mobile replied yes.  No action was taken.  Staff will bring this topic back for further board consideration after further research and  revisions are made.    V. Resident & Non‐Resident Fee Policy for Wildlife Discovery Center  Manager Rob Carmichael gave a brief overview of the Wildlife Discovery Center.  He shared  that there is a decline in youth registration over the past 1‐5 years.  He would like to create  the idea of WDC being a regional center by defining “residents” as those residing in Lake  County and “non‐residents” defined as those living outside Lake County. Lake Forest  residents would still receive first priority into programs and classes. He indicated this new  residency definition would mirror the other tenants at Elawa Farm as that the original vision  for Elawa was to make it a facility with unique and broad appeal in the entire area. A  conversation followed regarding the cost analysis that was presented.  Board Member  Turelli asked why Lake Bluff residents do not participate that much.  Mr. Carmichael  responded they are trying to get more awareness within Lake Bluff.  Mr. Carmichael  addressed Board Member Hill’s concerns that were emailed to him.  These concerns  included if becoming a regional facility is critical for success or just a nice to have.  Mr.  Carmichael responded that is not necessarily critical at this point however looking long  range it could be.   What would be the negative impacts?  Rob indicated the perception from  Lake Forest taxpayers may be the negative impact.  Would a Lake Forest resident ever get  bumped by a participant from another community?  Staff indicated no. What would be the  result in 5 years and how does that affect the vision?  Data still needs to get collected for  that.     Chairman Volkmann asked how staff would market this change.  Mr. Carmichael stated that  he would like to get the center more in line with other facilities such as the Forest Preserve.   He thinks if they can move forward into this, it would get WDC in a better position for  grants.  Director Van Arsdale added that the costs associated with WDC and somewhat with  Stirling Hall including using a specialized staff, travel time to school programs, animal care,  etc.  WDC is very dependent on donors and would like to strengthen participation numbers  to be able to rely on that revenue.    Board Member Brush asked if they did grow  registration is there enough space available.  Mr. Carmichael said yes.  Chairman Volkmann  asked if the costs would go up if they expanded.  Mr. Carmichael responded no, the fees  cover the costs.  Board Member Turelli asked if Middlefork residents ever called with  concerns of the amount of activity at WDC.  Mr. Carmichael responded not often.  A  discussion regarding fees for residents vs. non‐residents ensued.    Chairman Volkmann  asked if Mr. Carmichael would put together some examples of how Lake Forest residents  would get priority over other Lake County residents and share it with the board at the next  meeting. Board member Jasica indicated he felt there was a need for an “over‐arching”  policy that identified the triggers for justifying a deviation in residency definition and that  Stirling and WDC are similar and should be incorporated under this new policy. No action  was taken. Staff will bring this topic back for further board consideration after further  research and revisions are made.    VI. Deerpath Golf Course Update  Superintendent Wait shared that staff is going to recommend finishing out the third year  with the Kemper Agreement.  Chairman Volkmann commented that he did not feel that  they have kept up their end of the agreement to grow revenue.  He noted that they were  brought on board to drive rounds up and he hasn’t seen any changes.  He also suggested  that before we let them finish out their third year of the contract that the board has a  meeting with them to discuss what their plans are going forward.  Board Member Walker  commented that golf is down everywhere.  Director Van Arsdale shared that area golf  course are experiencing greater losses than Deerpath, but the subsidy is still a concern that  has not been eliminated.  A conversation followed regarding the memberships and daily  fees.      Director Van Arsdale gave an overview of the safety of the golf course entrance.  She shared  that the Traffic Safety Committee, headed by the Police Chief, is looking into the situation.   She also noted that there have not been any accidents from leaving the golf course but  there have been a few of cars that have been involved in accidents waiting to turn into the  entrance from Deerpath.  Some suggestions have included putting in a turn lane, removing  some of the trees/bushes along Deerpath, adding flashing warning light along Deerpath.   This is being vetted with the Golf Advisory committee on Thursday, August 29th.  Board  Member Kohlmeyer suggested looking at widening the curve on Deerpath eastbound to give  cars an area to go around cars that are waiting to turn in.  A conversation followed regarding  the entrance.    Director Van Arsdale gave a brief overview of the Deep Well Research and indicated that  Kemper’s report supported the concept of adding a deep well.  She noted that this would be  discussed in more depth at an upcoming meeting.    VII. Future Meeting Agenda Items   Golf Course Advisory Committee  i. Proposed fees at a joint meeting with the Park Board   Capital Improvement  i. Staff is working on what will be looked at for the next 5 years  ii. Encourage the board to look at areas around the City that may be in need of  work to be added to the CIP.   Friends Foundation  i. Have several items they are looking for to do for projects including  1. In/out boat service at the beach, artificial turf field at Deerpath  Park, ice rink with chiller coils at West Park, etc.  ii. Would like to have a joint retreat with the Park Board to discuss some of the  items that could possibly be down together   Construction started at Forest Park    VIII. Director’s Report   Parks crew has repaired the turf damage from Lake Forest days.  St. Mary’s football  has been moved to South Park.    Parks crew is installing a playground at Gorton Community Center   Boat basin readings will be done after Labor Day   September 14th is the Great Lakes Beach Clean‐up Volunteer Day at McCormick   Hospira will be doing an Employee Clean‐up day which will be August 29th at  Northcroft Park   Raging Kitchen will be open through October   Family Camp out will take place at the beach on September 7th.    IX. Comments by Board Members  There were no comments.    X. Adjournment  The meeting was adjourned at 8:54 p.m.          Respectfully Submitted            Tricia Schwall        Administrative Assistant    SUBJECT: State of the Golf Industry    PRESENTED BY: RICK WALRATH, GENERAL MANAGER, 847‐810‐3889    PURPOSE AND ACTION REQUESTED: This is informational only.     BACKGROUND/DISCUSSION:     Rick Walrath, Deerpath Golf Course’s General Manager, will provide a verbal presentation on the state  of the golf industry highlighting National, Regional and Deerpath Golf Course trends.     RECOMMENDED PARK BOARD ACTION:     No action is required.       SUBJECT: Deerpath Golf Course Year to Date Fiscal and Operations Report    PRESENTED BY: RICK WALRATH, GENERAL MANAGER, 847‐810‐3889    PURPOSE AND ACTION REQUESTED: This is informational only.     BACKGROUND/DISCUSSION:     Rick Walrath, Deerpath Golf Course’s General Manager, will provide a verbal presentation on the  unaudited Year to Date Fiscal and Operations performance of Deerpath Golf Course through August 31  of Fiscal Year 2014.     RECOMMENDED PARK BOARD ACTION:     No action is required.       SUBJECT: KemperSports Management Contract    PRESENTED BY: Jeffrey Wait, Superintendent of Special Facilities, 847‐810‐3930    PURPOSE AND ACTION REQUESTED: Approval to continue KemperSports Management’s contract for  the 2014 golf season.     BACKGROUND/DISCUSSION:     The City of Lake Forest and KemperSports Management (KemperSports) entered into an agreement in  December of 2011 for KemperSports to provide Deerpath Golf Course an Operational Manager to  provide the day‐to‐day oversight of the Clubhouse and to advise and assist City staff with improving  Deerpath’s financial condition. In accordance with this agreement, Article 2, Section 2.2(B), by  September 6, 2013 the City of Lake Forest must notify KemperSports of the City’s intent to continue to  utilize KemperSports service for the proceeding golf season.     The City of Lake Forest’s Parks & Recreation Department feels it is in Deerpath’s best interest to  continue utilizing KemperSports services for the 2014 golf season. In the two years since KemperSports  has been overseeing the course, solid steps have been implemented to correct Deerpath’s financial  foundation. A new point‐of‐sale system was installed, the golf shop was renovated, new golf  merchandise vendors were introduced, third party booking vendors to fill under‐utilized tee times were  established, and the annual marketing plan was developed.     RECOMMENDED PARK BOARD ACTION:     Approval to recommend to City Council the continuation of KemperSports Management’s services for  the 2014 golf season, ending on April 30, 2015, in accordance with the contract.      Subject:    FY2015 Golf Fee Recommendations    Presented by: Jeffrey Wait, Superintendent of Special Facilities, 847‐810‐3930    PURPOSE AND ACTION REQUESTED: Staff is seeking approval of its recommendations for Golf Fees for  Fiscal Year 2015 or the 2014 golf season.     BACKGROUND/DISCUSSION:  Attached is the proposed fee structure for Deerpath Golf Course for  FY2015.     When considering fee increases, Staff compares Deerpath’s rates against its main competitor‐ Lake Bluff  Golf Club. Currently, Deerpath is the higher of the two; however, a major consideration when comparing  is the subsidy Lake Bluff Golf Club receives from the Park District. For the past several years it has  received substantial subsidies from the Park District as compared to the smaller subsidy Deerpath has  received. Staff’s goal when proposing fee recommendations is to operate a successful golf operation  that is no longer dependent on subsidies from the City. Staff is recommending these increases to offset  increased expenses in the areas of turf maintenance, utilities, supplies and personnel.    Staff and the Special Facilities sub‐committee of the Park Board met on September 10, 2013 with the  Golf Advisory and KemperSports Management and the recommendations below reflect the consensus of  the group.      STAFF RECOMMENDATION:    Staff recommends the following:     MEMBERSHIP FEES: Last year, with significant input from the Golf Advisory and Park Board,  Resident and Non‐resident Seasonal memberships were offered at their 2012 levels if the  membership was purchased before February 15, 2013. After this date membership rates  increased 3%.  Since memberships have already increased 3% after February 15, 2013, Staff is  proposing the following:    o No increase on Resident seasonal memberships if the membership is purchased prior to  February 15, 2014. After this date, membership fees will increase by 3%. If a member  purchased their season membership prior to February 15, 2013 but missed the February  15, 2014 deadline they would incur a 6% increase in membership.     o No increase to Non‐resident seasonal memberships. The Golf Advisory and members of  the Park Board were concerned Non‐resident rates were too far askew of Resident  Seasonal rate. They felt that rather than decrease Non‐resident rates, freezing the rate  until the differential is more defined was appropriate.  However, Non‐residents who  purchased their seasonal membership at the 2012 rate (purchased before February 15,  2013) will see an increase of 3% as this increase was approved last year.    o Add value to a seasonal membership if it is paid before the February 15, 2014 deadline  by continuing to offer a one‐time 25% discount card on any Golf Shop purchase. This  program was well received as a majority of them utilized the coupon.      GREENS/CART FEES AND OTHER FEES: Based on the competitive analysis, Deerpath is the  highest or the second highest in the majority of fee categories of surveyed courses. Staff is  recommending not increasing greens/cart, range, locker and other miscellaneous fees. In  addition, permanent tee time fees and the revised program policy implemented last year will  not change.    BUDGET/FISCAL IMPACT:  Staff anticipates membership levels will remain at their current levels for FY15. Staff also expects the  purchasing pattern to remain the same (2014 season pass will be purchased in the same month as the  2013 season) creating a positive revenue differential of approximately $16,560. This is not the only  revenue growth for FY15. Staff and KemperSports, during their preparation of the full FY15 budget will  analyze other revenue categories for growth based on regional and National golf industry trends,  focusing on increasing rounds and fine tuning the dynamic pricing methodology via the point‐of‐sale  system as well as expanding merchandise sales opportunities. Staff will also scrutinize expenditure more  closely to help Deerpath reach it overall goal of financial independence.     RECOMMENDED BOARD ACTION: Approval of FY2015 Deerpath Golf Course fees, effective when sales  begin for the 2014 golf season, anticipated in January 2014.    FACILITYREGULAR/UNLIMITEDCOMBO SENIORLIMITED PLAY(WEEKDAY ONLY)JUNIORLIMITED PLUS20 ROUNDSDeerfield Park District $1,265 N/A $860 $1,021 $557Glencoe Golf Club No Memberships No Memberships No Memberships No Memberships No MembershipsHighland Park - City of Highland Park No Memberships No Memberships No Memberships No Memberships No MembershipsSunset Valley - Park District of Highland Park $1,240 N/A N/A $860 $520Wilmette Park District $1,310 N/A $1,275 N/A $350 / $665Winnetka Park District $1025* $1,595 $650 $725 $650Lake Bluff Park District $1,210 $2,055 $760 $910 $610Wheeling Park District N/A N/A N/A N/A $495Northbrook Park District N/A N/A N/A N/A N/ABefore / After February 15Before / After February 15Before / After February 15Before / After February 15Before / After February 15Before / After February 15Deerpath 2014 Season Membership fee $1,318 / $1,358 $2,286 / $2,355 $783 / $806 $979 / $1,008 $588 / $606 $834 / $859* Cap of 75 rounds FACILITYREGULAR/UNLIMITEDCOMBO SENIORLIMITED PLAY(WEEKDAY ONLY)JUNIORLIMITED PLUS20 ROUNDSDeerfield Park District $1,581 N/A $1,075 $1,265 $696Glencoe Golf Club No Memberships No Memberships No Memberships No Memberships No MembershipsHighland Park - City of Highland Park No Memberships No Memberships No Memberships No Memberships No MembershipsSunset Valley - Park District of Highland Park $1,555 N/A N/A $1,030 $575Wilmette Park District $1,995 N/A N/A N/A $470 - $885Winnetka Park District $1,300 $2,015 $900 $1,200 $900Lake Bluff Park District $1,515 $2,575 $965 $1,015 N/AWheeling Park District N/A N/A N/A N/A N/ANorthbrook Park District N/A N/A N/A N/A N/ABefore / After February 15Before / After February 15Before / After February 15Before / After February 15Before / After February 15Before / After February 15Deerpath 2014 Season Membership fee $1,794 $2,629 $1,095 $1,107 $653 $873 * Cap of 75 rounds NON-RESIDENTRESIDENTFY15 GOLF COMPARATIVE - MEMBERSHIP FEESPage 1 of 1 WEEKEND18 HOLESWEEKEND9 HOLESWEEKDAY18 HOLESWEEKDAY9 HOLESSENIORTWILIGHT WEEKDAYTWILIGHT WEEKEND9 HOLES 18 HOLESSINGLE 9 HOLESSINGLE 18 HOLESPULL CARTSLOCKERSHDCP SERVICEDeerfield Park District $49 $32 $41 $27 $34 $27 $32 $13 $19 $13 $19 $5Glencoe Golf Club $49 N/A $41 $26 $21/ $25 $26/$23/$28 $32 / $23 $10 $16 $10 $16 $4 / $6Highland Park - City of Highland Park $46 $25 $30 $17 $36 $21 $31 $12 $18 $12 $18 $5 Sunset Valley - Park District of Highland Park $41 N/A $36 $24 $27 $24 $30 $12 $17 $12 $17 $75 Wilmette Park District $47 N/A $42 $25 N/A $26 $25/12 $10 $15 $10 $15 $5 Winnetka Park District (Discount card) $51 12** $44 12** $32 $31/$21 $35/$25 NA $20 $17 $20 $4 & $6Lake Bluff Park District $47 $27 $37 $22 $32 $22 / $11 $27 / $16 $12 $18 $12 $18 $5 Wheeling Park District $55 $29 $35 $21 $17 $30 $41 $10 $16 $10 $16 $5Northbrook Park District $41 $21 $33 $17 $29 $25 NA $10 $18 $10 $18 $6**- Par 3 CourseDeerpath 2013 Fee $50 $32 $42 $28 $36 $37 $39 $13 $19 $13 $19 $4 - $5Deerpath 2014 Proposed Fee - Maximium Rate $50 $32 $42 $28 $36 $37 $39 $13 $19 $13 $19 $4 - $5WEEKEND18 HOLESWEEKEND9 HOLESWEEKDAY18 HOLESWEEKDAY9 HOLESSENIORTWILIGHT WEEKDAYTWILIGHT WEEKEND9 HOLES 18 HOLESSINGLE 9 HOLESSINGLE 18 HOLESPULL CARTSLOCKERSHDCP SERVICEDeerfield Park District $55 $35 $47 $30 $40 $30 $35 $13 $19 $13 $19 $5Glencoe Golf Club $49 N/A $41 $26 $21 / $25 $26/$23/$28 $32 / $23 $10 $16 $10 $16 $4 / $6Highland Park - City of Highland Park $57 $28 $39 $20$39$26 $41 $12 $18 $12 $18 $5Sunset Valley - Park District of Highland Park $45 N/A $38 $27 $29 $27 $33 $12 $17 $12 $17 $75 Wilmette Park District $49 N/A $45 $26 N/A $26 / $17 $29 / $18 $10 $15 $10 $15 $5 Winnetka Park District (No discount card) $51 12** $44 12** 32 $31 / $21 N/A NA $20 $17 $20 $4 / $6Lake Bluff Park District $49 $29 $39 $24 $34 $22 / $11 $29/ $16 $12 $18 $12 $18 $5 Wheeling Park District $64 $31 $55 $28 $950 $25 NA $10 $17 $10 $17 $5Northbrook Park District $49 $25 $39 $21 $35 $29 N/A $10 $18 $10 $18 $6**-Par 3 CourseDeerpath 2013 Fee $54 $34 $49 $33 $40 $39 $41 $13 $19 $13 $19 $4 - $5 $90 / $100 $34 Deerpath 2014 Proposed Fee - Maximium Rate $54 $34 $49 $33 $40 $39 $41 $13 $19 $13 $19 $4 - $5 $90 / $100 $34FACILITYGREEN FEESCART FEESFY15 GOLF COMPARATIVE - DAILY FEESRESIDENTNON-RESIDENTGREEN FEESCART FEESFACILITYPage 1 of 1 SUBJECT: Deep Well Research Report and Recommendation    PRESENTED BY: MIKE WILLIAMS, KEMPERSPORTS MANAGEMENT,   REGIONAL OPERATIONS EXECUTIVE    PURPOSE AND ACTION REQUESTED: Staff has provided a copy of the Deep Well Report provided by  KemperSports, Inc. Staff is seeking Park Board endorsement of their recommendation and request s that  City Council give further consideration to adding a deep well at Deerpath Golf Course.    BACKGROUND/DISCUSSION:     Mike Williams will present the finding of Dan Cunningham’s, KemperSports Management’s Vice‐ President of Development and Construction report on a possible deep well for turf irrigation at  Deerpath Golf Course. Dan’s report is enclosed in your packet, which is consistent with the preliminary  research conducted by City staff in 2012.     RECOMMENDED PARK BOARD ACTION: Staff is seeking Park Board endorsement of the  recommendation provided in the KemperSports, Inc.  Deep Well Research Report and request s that City  Council give further consideration to adding a deep well at Deerpath Golf Course.        Subject: Lakefront Permit Fees for Fiscal Year 2015    Presented by: Jeffrey Wait, Superintendent of Special Facilities, 847‐810‐3930    PURPOSE AND ACTION REQUESTED: Staff is seeking approval of the Lakefront Permit Fees for Fiscal Year 2015.  This annual approval is necessary to prepare annual budgets for Lakefront operations.    BACKGROUND/DISCUSSION:  Attached is the proposed fee structure for lakefront permit fees for FY2015. Staff  is recommending a slight increase to the majority of permits to offset increased utilities, supplies and personnel  expenses.    BUDGET/FISCAL IMPACT:  Staff anticipates a positive revenue differential of $2,852 over FY2014 with this  increase.    STAFF RECOMMENDATION:    Staff is recommending the following changes to the current fee structure:     A 2.5% increase in resident and non‐resident permit fee categories with the following exceptions.     o Staff recommends no changes to the Nanny and Senior Caregiver Parking Pass ($85) as well as  the Daily Resident Guest and Non‐resident Beach Access Fees ($10).     o This is the final year of a three year effort to bring the Senior Resident rates for Seasonal and  Year‐round Boat Storage to reflect the 25% discount given to seniors. The yearly storage would  increase from $1,234 to $1,447 or a 15% increase. The seasonal storage rate would increase  from $865 to $979 or a 12% increase. All future increases will be based on a 25% discount off  the resident rate.    o No change to the Non‐resident Daily Watercraft Launch Fee of $60. This fee was new last year  and 15 passes were sold this summer.     Staff requests keeping non‐resident daily pass use restrictions in place to protect the heaviest  used boating times for Lake Forest residents. Non‐resident passes will only be sold Monday  through Friday, excluding weekends and holidays.     o Staff recommends decreasing the non‐resident rate fees, excluding Daily Non‐resident  Watercraft Launch, Compound Storage and Parking Fees. Currently non‐resident fees are  significantly higher than resident fees (378% to 598%). Staff recommend setting the non‐ resident fee differential at 3 times the resident rate. This would be a different structure than  other Recreation Department fees as that Forest Park is a unique facility and requires a  premium without being too punitive.     o Staff will also be retitling Winter Sailboat Storage as it is listed incorrectly on the Finance’s  Recreation Fee Spreadsheet. It should be titled “Year round Sailboat Rack Storage” staff will also  adjusted the fees for Senior and Non‐resident storage based on the suggested differential ($489  and $1,956 respectively).          RECOMMENDED PARK BOARD ACTION:     Staff is recommending the Park Board approve the proposed fee structure for FY2015 as presented and direct  staff to seek City Council approval.    All fee increases would go into effect February 1, 2014.  CITY RESIDENT WEEKDAYRESIDENT WEEKENDNON‐RESIDENT WEEKDAYNON‐RESIDENT WEEKENDRESTRICTIONSLake Forest$38 $38 $60 N/A No NR daily launch on weekends or holidays.Highland ParkN/A N/A N/A N/A NO DAILY LAUNCH during FY2014.EvanstonN/A N/A N/A N/A NO DAILY LAUNCH.WilmetteN/A N/A N/A N/AA trailer in fee is offered to customers who wish to launch on the beach adjacent to the "sailing beach", but this fee does not allow for the use of the sailing beach. The fee includes a "Lakefront ParkingDecal". R = $ 148. NR = $ 294.Winnetkasee below. see below. see below. see below. see below.Pier$15 $35 $30 $70 N/ABeach$5 $15 $10 $30 N/AGlencoeN/A N/A N/A N/ADo not allow daily launches of any kind. "If you would like to use your boat here, you have to store it here in the summer."Waukegan$20 $20 $20 $20 N/ANORTH SHORE DAILY LAUNCHING RATE COMPARISON CITY RES NR RES NR RES NREvanston$260 $320 $360 $490 $250 $500Wilmette$433 $614 $581 $772 N/A N/AWinnetka$240 $360 $265 $375 $325 $750Glencoe$400 $610 $600 $855 N/A N/AHighland ParkN/A N/A N/A N/A N/A N/AWaukeganN/A N/A N/A N/A $200 $200SEASONALCOMPOUND COMPOUNDLake Forest FY15$410 $2,417 $1,273 $4,814 $424 $2,692YEAR ROUNDCOMPOUND COMPOUNDLake Forest FY15$503 N/A $1,882 $5,666 N/A N/ARACK SAND RAMPNORTH SHORE LAUNCHING RATE COMPARISON Watercraft Ramp Launch Resident$394 $410 $424 67 $28,408 $435 $11 $29,145 $737Watercraft Ramp Launch 2nd Watercraft$197 $205 $212 12 $2,544 $217 $5 $2,604 $60Watercraft Ramp Launch ½ season$197 $205 $212 4 $848 $217 $5 $868 $20Watercraft Ramp Launch Resident Senior$301 $313 $318 12 $3,816 $326 $8 $3,912 $96Watercraft Ramp Launch 2nd Watercraft / ½ season$150 $156 $159 $0 $163 $4 $0 $0Watercraft Ramp Launch Non-Resident$2,501 $2,601 $2,692 3 $8,076 $2,759 $67 $8,277 $201Year Round Compound Storage Resident$1,748 $1,818 $1,882 11 $20,702 $1,929 $47 $21,219 $517Year Round Compound Storage Resident Senior$851 $1,107 $1,235 7 $8,645$1,447$212 $10,129 $1,484Year Round Compound Storage Non-Resident$5,263 $5,474 $5,666 0 $0$5,787$121 $0 $0Seasonal Compound Storage Resident$1,183 $1,230 $1,273 3 $3,819 $1,305 $32 $3,915 $96Seasonal Compound Storage Resident Senior$620 $806 $865 3 $2,595$979$114 $2,937 $342Seasonal Compound Storage Non-Resident$4,472 $4,651 $4,814 0 $0$3,915-$899 $0 $0Year Round Watercraft Rack Storage Resident$668 9 $6,012$652-$16 $5,868 -$144Year Round Watercraft Rack Storage Resident Senior$668 4 $2,672$489-$179 $1,956 -$716Year Round Watercraft Rack Storage Non-Resident$2,004 0 $0$1,956-$48 $0 $0Seasonal Watercraft Rack Resident$394 $410 $410 14 $5,740$410$0 $5,740 $0Seasonal Watercraft Rack Resident Senior$301 $313 $313 1 $313$307-$6 $307 -$6Seasonal Watercraft Rack Non-Resident$2,324 $2,417 $2,417 0 $0$1,230-$1,187 $0 $0South Beach Parking Permit Resident $114 $119 $123 11 $1,353 $126 $3 $1,386 $33South Beach Parking Permit Res Senior $85 $89 $92 31 $2,852 $94 $2 $2,914 $62South Beach Parking Permit Non-Res $1,404 $1,460 $1,511 2 $3,022 $1,549 $38 $3,098 $76South Beach Parking Permit Empl/Retiree$78 $85 $88 1 $88 $90 $2 $90 $2Extra Vehicle Decal Resident - Center Aisle$119 $123 31 $3,813 $126 $3 $3,906 $93Extra Vehicle Decal Resident Senior- Center Aisle$89 $92 5 $460 $94 $2 $470 $10Extra Vehicle Decal Non-resident - Center Aisle$1,460 $1,511 0 $0 $1,549 $38 $0 $0Daily Boat Launch$36 $37 $38 82 $3,116$38$0 $3,116 $0Daily Boat Launch Non-resident$0 $60 15 $900$60$0 $900 $0Resident Guest Daily Parking Pass$10 $10 $10 278 $2,891$10$0 $2,780 -$111Nanny Parking Pass$85 $85 $85 35 $2,975$85$0 $2,975 $0Senior Caregiver Parking Pass$85 $85 $85 $0$85$0 $0 $0Non-resident beach fee weekend/holiday$10 $10 $10 1434 $14,340 $10 $0 $14,340 $0$130,000 $132,852 $2,852FY14 RevenueFY2013 FY2014Lakefront Permit Fees Revenue GrowthLAKE FOREST PARKS & RECREATION DEPARTMENTIncremental differencePermits SoldFY2012DifferenceFY2015 w/ 2.5% IncreaseFY2015 revenue SUBJECT: Lake Forest Fitness Center Recommended Fees for FY2015    PRESENTED BY: JEFF WAIT, SUPERINTENDENT OF SPECIAL FACILITIES, 847‐810‐3930    PURPOSE AND ACTION REQUESTED: Staff is seeking approval of the Fitness Center’s FY2015 fees. This  annual approval is necessary to prepare annual budgets for the fitness center.    BACKGROUND/DISCUSSION:     Attached is the proposed fee structure for fitness center membership types for FY2015 as well as a  comparison of the local competition rates versus the City’s. As the comparative chart Exhibit 1 indicates,  the proposed increase keeps our resident rate slightly below the resident rate of our main competition,  Lake Bluff, and well below the private clubs such as Lake Forest Health & Fitness and Lifetime Athletic.  Staff is recommending this increase to keep pace with increased utilities, supplies and personnel  expenses.    The Fitness Center’s memberships fluctuate considerably throughout the year. With varying anniversary  dates, extensions due to medical reason or “holds” for snow birds, this creates a difficulty in  determining annual membership totals. As a result, staff takes a conservative approach for revenue  growth by assuming membership levels will remain the same throughout the year based on membership  totals in September.     STAFF RECOMMENDATION:    Staff recommends the following:     Increase all resident and non‐resident membership fees by 2.5%, Exhibit 3, with the exception of  the Senior Individual and Couple rates as well as All‐inclusive Group Exercise passes.     o The senior membership fees will continue to reflect a 25% discount from seniors receive  for other programs and services offered within the Department.   o All‐inclusive passes has seen more interest than anticipated and Staff would like one  additional year at its current rate ($279 for residents and $620 for non‐residents) to  maintain the positive momentum.     BUDGET/FISCAL IMPACT:    Staff anticipates a positive revenue differential of $15,566 over FY2014 due to increase in membership  rates. All fees will become effective May 1, 2015    RECOMMENDED PARK BOARD ACTION:    Staff is recommending the Park Board approve the proposed fee structure for FY2015 as presented  and direct Staff to seek City Council approval.  FY14FY14FY14FY152%2.5%3%2%2.5%3%$353 $360 $362 $364 $551 $562 $565 $568 $265 $270 $272 $273resident$423 $431 $434 $436 $662 $675 $679 $682 $317 $324 $325 $327non‐resident6‐Month$243 $248 $249 $250 $441 $450 $452 $454 $182 $186 $187 $188resident$314 $320 $322 $323 $553 $564 $567 $570 $235 $240 $241 $243non‐resident3‐Month$181 $185 $186 $186 $270 $275 $277 $278 $136 $138 $139 $140resident$217 $221 $222 $224 $324 $330 $332 $334 $163 $166 $167 $168non‐residentFY14FY14FY142%2.5%3%2%2.5%3%2%2.5%3%$772 $787 $791 $795 $269 $274 $276 $277 $178 $182 $182 $183resident$925 $944 $948 $953 $323 $329 $331 $333 $212 $216 $217 $218non‐resident6‐Month$662 $675 $679 $682 N/A N/A N/A N/A N/A N/A N/A N/Aresident$816 $832 $836 $840 N/A N/A N/A N/A N/A N/A N/A N/Anon‐resident3‐Month$357 $364 $366 $368 N/A N/A N/A N/A N/A N/A N/A N/A$430 $439 $441 $443 N/A N/A N/A N/A N/A N/A N/A N/AFY14FY15FY14FY15$413 $422 $423 $426resident Member$279 $279 0%$497 $506 $509 $511non‐resident Non‐Member$620 $620 0%6‐Month$331 $337 $339 $341resident$415 $423 $425 $427non‐resident3‐Month$203 $207 $208 $209resident$243 $248 $249 $250non‐resident$50$50Annual PaymentFamily Annual PaymentFY15FY15All Access PassNo Change for FY15Senior Couple LAKE FOREST FITNESS CENTERExhibit #3 ‐ Membership Rate AnalysisMatineenon‐residentCoupleIndividualSeniorresidentFY15Enrollment FeeAnnual PaymentFY15FY15Student25% discount off of Individaul25% discount off of Couple Fitness Center Individual Couple Family SeniorSenior CoupleStudent MatineeLimited hours 10am‐4pmOther feesPark District of Highland Park Resident$540 $936 $1,152 $468 $888 $300 N/A $300Non‐resident$660 $1,176 $1,332 $588 $1,080 $348 N/A $420Month to Month Membership $59 Residents and $69 Non‐ResidentsLake Bluff PDResident$362 $706 $1,039 $280 $532 $258 N/A$50 Enrollment FeeNon‐resident$578 $1,127 $1,659 $449 $853 $409 N/ALake Forest Health & Fitness$1,344 $2,328 N/A N/A N/A N/A N/AEnrollment $100 per personLifeTime Atheltic$1,140 $2,256 N/A N/A N/A N/A N/AEnroll ‐ $99 Admin ‐ $75LA Fitness$25 ‐ $35 per monthN/A N/A N/A N/A N/A N/A$99 ‐ $349 depending on membership option$450 N/A $975 $225 $500 N/A N/A$350 * $750 *$225 ** $500 **City of Lake ForestEnrollment feeResident$353 $551 $772 $253 $388 $269 $178$50Non‐resident$423 $662 $925 $303 $462 $323 $212$50City of Lake ForestEnrollment feeProposed FY15Resident$362 $565 $791 $271 $424 $276 $182$50Non‐resident$434 $679 $948 $325 $509 $331 $217$50FITNESS CENTER MEMBERSHIP COMPARISON ‐ FY15Exhibit # 1Lake Forest College Individual resident rate $353 $362 242 $85,426 $87,562 $2,136 Individual resident rate - 6 months $243 $249 6 $1,458 $1,494 $36 Individual resident rate - 3 months $181 $186 5 $905 $928 $23 Individual non-resident rate $423 $434 16 $6,768 $6,937 $169 Individual non-resident rate - 6 months $314 $322 $0 $0 $0 Individual non-resident rate - 3 months $217 $222 $0 $0 $0 Couple resident rate $551 $565 272 $149,872 $153,619 $3,747 Couple resident rate - 6 months $441 $452 1 $441 $452 $11 Couple resident rate - 3 month $270 $277 1 $270 $277 $7 Couple non-resident rate $662 $679 10 $6,620 $6,786 $166 Couple non-resident rate - 6 months $553 $567 0 $0 $0 $0 Couple non-resident rate - 3 months $324 $332 0 $0 $0 $0 Family resident rate $772 $791 351 $270,972 $277,746 $6,774 Family resident rate - 6 months $662 $679 0 $0 $0 $0 Family resident rate - 3 months $357 $366 0 $0 $0 $0 Family non-resident rate $925 $948 2 $1,850 $1,896 $46 Family non-resident rate - 6 months $816 $836 0 $0 $0 $0 Family non-resident rate - 3 months $430 $441 0 $0 $0 $0 Senior resident rate $265 $271 81 $21,465 $21,981 $516 Senior resident rate - 6 months $182 $187 4 $728 $747 $19 Senior resident rate - 3 months $136 $139 0 $0 $0 $0 Senior non-resident rate $317 $325 3 $951 $976 $25 Senior non-resident rate - 6 months $235 $241 5 $1,175 $1,207 $32 Senior non-resident rate - 3 months $163 $167 0 $0 $0 $0 Senior couple resident rate $413 $424 98 $40,474 $41,511 $1,037 Senior couple resident rate - 6 months $331 $339 1 $331 $339 $8 Senior couple resident rate - 3 months $203 $208 0 $0 $0 $0 Senior couple non-resident rate $497 $509 5 $2,485 $2,545 $60 Senior couple non-resident rate - 6 months $415 $425 0 $0 $0 $0 Senior couple non-resident rate - 3 months $243 $249 0 $0 $0 $0 Student resident rate $269 $276 44 $11,836 $12,132 $296 Student non-resident rate $323 $331 3 $969 $993 $24 Matinee resident rate $178 $182 86 $15,308 $15,691 $383 Matinee non-resident rate $212 $217 10 $2,120 $2,173 $53 All-inclusive - Member (Addl' to the base)$279 $279 34 $9,486 $9,486 $0 All-inclusive - Non-member (Addl' to the base)$620 $620 2 $1,240 $1,240 $0 1282 $633,150 $648,716 $15,566 New member enrollment fee - resident $50 New member enrollment fee - non-resident $50 Exhibit #2 - Revenue Growth LAKE FOREST PARKS & RECREATION DEPARTMENT Fitness Membership Fees Incremental difference @ 2.5% TOTAL FY 2014 FY2015 Memberships FY2014 Revenue Proposed FY2015 @ 2.5% FY2015 Revenue @ 2.5% SUBJECT: Approval of Use Agreement for the Wildlife Discovery Center PRESENTED BY: Rob Carmichael, Program Manager, 810-3663 PURPOSE AND ACTION REQUESTED: Staff recommends approving a long term Use Agreement for the space designated for the Wildlife Discovery Center (WDC) located within the Elawa Farm Buildings,1401 Middlefork Drive, Lake Forest, IL. This Use Agreement was prepared with direction from the Office of the City Manager, Holland & Knight and the Elawa Commission, and similar agreements will be required for all organizations seeking long-term dedicated space at the Elawa Farm Buildings. The WDC is the first of such organizations to bring their agreement forward for approval. A copy of the Use Agreement is enclosed. BACKGROUND/DISCUSSION: The Wildlife Discovery Center was established in 1997 and was housed at the Recreation Center. With the acquisition of the Elawa Farm Buildings, the Wildlife Discovery Center relocated to this site in November 2002. At that time The City and WDC entered into a 20 year use agreement for approximately 1,858 square feet of space (which later was determined to be 1,414.71 square feet) with payment beginning in FY2005 on an annual payment of $6,659 plus utilities. WDC relocated a portion of its space from the visitors’ center to the workshop in 2009 thereby altering its current square footage of leasable space to 2,234.26 square feet. Also during these years, Elawa Farm was renovated and multiple organizations began to use the space. As operations began to flourish, it became evident that it would be necessary to memorialize the parameters of use and clearly designate spaces and expenses attributable to each user that was fair and equitable. The City also set the terms to have users of the property cover all costs related to the property. As a result, The City enlisted Bruce Reid who established a square footage rate that would be applied universally to each long term user of the space, such as the WDC, and the WDC’s facility costs in 2010 were then increased. The attached Use Agreement provides the terms and conditions for key use aspects including, but not limited to: Use of Premises Floor Plans Storage Cabinets and Storage Areas Use of Common Areas Outdoor Display Areas Access Allowances Premise Fees Facility Conditions And other such general terms such as insurance, default, indemnification, etc. The benefits of a long-term Use Agreement are multiple as that is provides stability for program development, ease of fiscal planning on an annual basis, clarity of responsibilities to the facility and associated grounds, and a clear cost framework for seeking outside support or grants.  2  BUDGET/FISCAL IMPACT: The WDC shall pay a fee for its use of the occupied premises and storage area as set forth in Exhibit X. The total square footage of the Occupied Premises is 2,234.26. The fee shall be payable in Twelve (12) equal monthly installments, with an annual escalation equal to the annual increase in the Chicago Area Consumer Price Index. This Premise Fee would be a component of annual budgets and will be paid for from operational revenues from the Recreation Fund 220. The term of the Use Agreement will run from May 1, 2013 through April 30, 2024, after which time it would automatically renew annually. This evening staff is seeking approval of a 20 year Use Agreement with the WDC and the amount of $24,974.55 for the first year. RECOMMENDED PARK BOARD ACTION: Recommend to City Council approval of the Wildlife Discovery Center Use Agreement for the term of May 1, 2013 through April 30, 2024, including its first year amount of $24,974.55. 1 ELAWA FARM WILDLIFE DISCOVERY CENTER USE AGREEMENT This Use Agreement (the "Agreement"), made by and between The City of Lake Forest (the “City”) and its Wildlife Discovery Center department (“WDC”), is intended to memorialize the parameters of use of the Property, as defined below, and is subject to the following terms and conditions: I. Background. A. The City owns certain property known as Elawa Farm (the "Property"), located at 1401 Middlefork Drive, Illinois on the property legally described in Exhibit A attached hereto. The City seeks to make the Property available for use by governmental and related public service organizations within or related to the City, and to have the users of the Property cover all costs relating to the Property. B. The Property is comprised of two buildings that may be made available for use, to-wit: the "Main Building," and the "West Building," whose floor plans are generally depicted on Exhibit B-1 attached hereto (collectively the Main Building and the West Building are referred to as the "Elawa Farm Buildings." C. WDC is interested in using certain rooms and other facilities within the Elawa Farm Buildings to provide a location to conduct its daily operations and occasional special programs. D. The City and WDC have determined that it is in the best interests of the parties, as well as the residents and individuals served by the parties, for WDC to make use of certain portions of the Elawa Farm Buildings to conduct its daily operations and as otherwise authorized by this Agreement. E. The City and WDC originally entered into a 20 year use agreement on November 21, 2002, for approximately 1,858 square feet of space in the Elawa Farm Buildings, (which later was determined to be 1,414.71 square feet) with payments beginning in FY2005 on an annual payment of $6,659 plus utilities. WDC relocated a portion of its space from the visitors' center to the workshop in 2009 thereby altering its current square footage of leasable space. The space used by WDC pursuant to prior agreements is marked for informational purposes on Exhibits B-1 and B-3. II. Use of the Premises. A. Granting Clause. In consideration of the obligation of WDC to pay the Premises Fee, as hereinafter provided, and in consideration of the other terms, covenants, and conditions hereof, the City authorizes WDC to use, 2 and WDC accepts for use from the City, those portions of the Elawa Farm Buildings depicted on Exhibit B-1 and hereinafter referred to as the “Occupied Premises,” to use and to occupy for the Term identified in Section IV of this Agreement, subject to the terms, covenants and conditions of this Agreement. B. Acceptance of Premises. WDC shall accept the Occupied Premises in their condition as of the Effective Date, subject to all applicable laws, ordinances, regulations, covenants and restrictions. The City has made no representation or warranty as to the suitability of the Occupied Premises for the conduct of WDC's operations, and WDC waives any implied warranty that the Occupied Premises are suitable for WDC's intended purposes. In no event shall the City have any obligation for any defects in the Occupied Premises in existence prior to the Effective Date of this Agreement. The taking of possession of the Occupied Premises shall be conclusive evidence that WDC accepts the Occupied Premises and that the Occupied Premises were in good condition at the time possession was taken. C. Alteration of the Occupied Premises. WDC may not permanently alter the Occupied Premises without the prior written consent of the City; provided, however, that alterations that will allow WDC to restore the Occupied Premises to their pre-existing condition prior to the end of the Term of this Agreement may be undertaken without advanced approval of the City. D. Storage Cabinets. WDC has the exclusive right to use the existing storage cabinets located within and upon the Occupied Premises. WDC may, at its sole discretion, allow other entities affiliated with Elawa Farm to use space in such storage cabinets. E. Inspection and Access. The City and its agents, representatives, and contractors may enter the Occupied Premises at any reasonable time to inspect the Occupied Premises, to access the Electrical and Mechanical Room within the Elawa Farm Buildings as needed, to make such repairs as may be required or permitted pursuant to this Agreement, and for any other business purpose. The City may grant easements, make public dedications, designate common areas, and create restrictions on or about the Property, provided that no such easement, dedication, designation, or restriction materially interferes with WDC's use or occupancy of the Occupied Premises. At the City's request, WDC shall execute such instruments as may be necessary for such easements, dedications, designations, or restrictions. F. Surrender. Upon termination of the Term or earlier termination of WDC's right of possession, WDC shall surrender the Occupied Premises to the City in the same condition as received, broom clean. Any alterations made to the Occupied Premises and property not so removed by WDC as 3 permitted or required herein shall be deemed abandoned and may be stored, removed, and disposed of by the City at WDC's expense, and WDC waives all claims against the City for any damages resulting from the City's retention and disposition of such property. All obligations of WDC hereunder not fully performed as of the termination of the Term shall survive the termination of the Term, including without limitation, indemnity obligations, payment obligations, and obligations concerning the condition and repair of the Occupied Premises. G. Early Voting. The parties agree that, for purposes of early voting, WDC maintains a leasehold interest in the Occupied Premises, and such Occupied Premises shall not constitute a "public building" under 10 ILCS 5/19A-21. H. Restricted Access. WDC shall have exclusive access to the Occupied Premises. Because the Occupied Premises will be used to house animals, no other users of Elawa or personnel not specifically authorized by WDC shall be allowed access to the Occupied Premises. III. Additional Usage. A. Use of Additional Rooms. In addition to the Occupied Premises, there exist within the Elawa Farm Buildings certain additional rooms (the "Additional Rooms") that the City may make available from time to time for persons to utilize such Additional Rooms for a discrete use. The City may charge a fee for any such use. WDC agrees that it will follow the City's established policies and procedures for the reservation and use of any such rooms. B. Use of Common Areas. WDC will have nonexclusive use of the bathrooms, parking lot, hallways, and other common areas, as well as the outdoor areas (the “Common Areas”) of the Property. C. Outdoor Display Area. In addition to the Occupied Premises, there exists an area immediately west of the West Building where wildlife is currently displayed by WDC in cages and other enclosed areas as depicted on Exhibit B-2 (the “Outdoor Display Area"). WDC may continue to use the existing wildlife cages and enclosures depicted on Exhibit B-2 for the display and keeping of animals. WDC agrees that it will follow the City’s established policies and procedures for the use of, and any future expansion or alterations to, the Outdoor Display Area or attendant improvements. D. Storage Area. WDC shall have the right to use that portion of the basement of the Main Building depicted on the attached Exhibit B-3 (the "Storage Area") as well as the right to install and maintain storage units, such as storage cabinets, refrigerators, freezers, and shelving (the "Storage 4 Units") in the Storage Area to store supplies associated with its mission. WDC shall be responsible for securing the Storage Area in the manner it deems appropriate, and so long as such security measures do not affect areas outside, or access to, the Storage Area. WDC must submit plans for any Storage Units in the Storage Area to the City, which plans will be subject to approval by the City, prior to the establishment of any Storage Units. At the conclusion of the Term of this Agreement, the City, in its sole discretion, may choose either: 1) to retain any Storage Units, and such Storage Units shall be deemed the property of the City, or 2) to require WDC to remove any Storage Units at the expense of WDC within thirty (30) days. The supplies maintained in the Storage Area may remain throughout the course of the Term. The City is not responsible for WDC property that is lost, stolen or damaged while stored in the Storage Area. WDC may not store any material that is explosive, flammable, or that otherwise may present a hazard to the Elawa Farm Buildings or their occupants. E. Access. 1. The City will provide nonexclusive keys to WDC for entry into the Elawa Farm Buildings and for the Additional Rooms if needed during authorized periods for use of the Additional Rooms (a "Use Period"). 2. The City will provide WDC rights of ingress and egress for the purpose of gaining access for the use of the Occupied Premises, Additional Rooms, Common Areas, and Storage Area, on and over the pathways, sidewalks, driveways, parking lots, student loading areas, or other means of access to the Elawa Farm Buildings, whenever WDC has the right to use any areas of the Property under the terms of this Agreement. F. Signage. WDC may erect a sign on the Property identifying the Elawa Farm Buildings as a place of its operations. Any such sign and its establishment must comply fully with Chapter 36 of the City Code, and shall be further subject to the review and approval of the City as owner of the Property, which approval shall not be unreasonably withheld. To the extent any signs contemplated under this Paragraph III.E are in violation of Chapter 36 of the City Code, WDC must obtain appropriate variances through the City's standard process. G. Allotted Areas for Indoor Animals & Freezers. WDC will be allowed to house animals in the Occupied Premises. Food for the animals, including feeder insects and refrigerated and/or frozen food items, may be kept in the Occupied Premises or the Storage Area. 5 IV. Term; Termination. The term of this Agreement will run from May 1, 2013 through April 30, 2024 (the "Initial Term"). Upon the expiration of the Intitial Term, this Agreement shall be automatically renewed annually for an additional year (the "Renewal Term"), unless either party notifies the other in writing of its desire to terminate this Agreement not less than 180 days before the commencement of a Renewal Term. The Premises Fee shall be renegotiated for each Renewal Term to reflect any reasonable increases in the City’s actual operating expenses. Either party may, in its sole discretion, terminate this Agreement at any time upon six months prior written notice to the other party. WDC shall be entitled to a pro rata refund of the Premises Fee (as hereinafter defined) paid for the year in which the termination takes place. The pro-rata refund shall be reimbursed to WDC within 30 days after termination of the Agreement, and shall be calculated based on the amount of the Premises Fee for the year in question times a fraction, the numerator of which is the number of days remaining in the current year under the Agreement, and the denominator of which is 365. V. Premises Fee. A. Premises Fee. WDC shall pay a fee in consideration of its use of the Occupied Premises and Storage Area (the “Premises Fee”) as set-forth in Exhibit C. The fee shall be payable in Twelve (12) equal monthly installments, with an annual escalation equal to the annual increase in the Chicago Area Consumer Price Index. The parties intend to assess the need for, amount of, and means for funding an appropriate sinking fund for long-term capital and replacement costs relating to the Elawa Farm Buildings and the Property (the “Sinking Fund”) which may incorporate the partnership of community support (i.e. foundation groups). The Sinking Fund may be addressed as part of a separate agreement or an amendment to this Agreement B. Use Period Fee. To the extent that WDC reserves any Use Period for any other part of the Property, WDC agrees to pay the standard rate for such Use Period as the City charges from time-to-time to public bodies. WDC and the City agree that, for any Use Period reserved in accordance with this Agreement, the City may charge a higher Use Period Fee to non- public bodies, but it may not charge a lower Use Period Fee to a non- public body than the City charges to WDC; provided, however, that: (i) the City may charge differential Use Period Fees for different portions of the Property; and (ii) the City may impose a lesser Use Period Fee for any Use Period relating to any portion of the Property that is not reserved for use within seven (7) days of such Use Period. 6 VI. Facility Conditions. A. WDC Responsibilities. 1. General. WDC agrees to keep clean and in good order, condition and repair the Occupied Premises, Additional Rooms, Common Areas, and the Storage Area during WDC’s period of use. WDC shall be responsible for all repairs to the Occupied Premises, Additional Rooms, Common Areas, and the Storage Area due to damage caused by the actions or omissions of WDC, its agents, guests, employees, or any of its Assignees. 2. Grant Related. The parties acknowledge that the WDC is the recipient of an Illinois Department of Resources C2000 grant (the "Grant") that affects portions of the Property including the Outdoor Display Area and the area depicted on Exhibit B-4 (the "Middlefork Trail Area"). The WDC has the right and obligation to undertake all activities in the Outdoor Display Area and the Middlefork Trail Area required under the Grant. B. City Responsibilities. 1. Maintenance Responsibilities. The City shall be responsible for routine repair and maintenance of (i) the Common Areas, (ii) the structural portions of the Occupied Premises and the Elawa Farm Buildings, (iii) the exterior walls of the Occupied Premises and the Elawa Farm Buildings, (iv) the roof of the Elawa Farm Buildings, and (v) the basic plumbing, electrical, fire and carbon monoxide detectors, mechanical and heating, ventilating, and air-conditioning systems serving the Occupied Premises. In addition, the City shall be responsible for (i) cleaning the Common Areas; (ii) providing removal of snow and ice that accumulate around any sidewalks and driveways adjacent to the Elawa Farm Buildings; and (iii) providing scavenger services and any necessary extermination services to the Elawa Farm Buildings. 2. Repair of City Damaged Property. If the Occupied Premises or portions of the Elawa Farm Buildings that impact the use of the Occupied Premises are not maintained, or other equipment owned by WDC is damaged, due to the actions or omissions of the City or its employees, the City shall remedy the maintenance issue or repair the damage. The City shall provide WDC with reasonable prior notice advising WDC of the dates and times that workers will enter the Elawa Farm Buildings and/or Occupied Premises to address such maintenance or repair issues, if such maintenance or repair is expected to occur during a scheduled use of WDC or is 7 expected to affect the interior of or access to the Occupied Premises. In addition, the City agrees to take all necessary safety precautions in connection with any repairs that may impact the health and safety of WDC’s employees or invitees. The City shall remedy the maintenance issue or repair the damage within 30 days after receiving written notice from WDC, or within 72 hours if WDC is not able to use the Occupied Premises due to such maintenance or repair issue. If, however, the repairs cannot reasonably be made within a 30 day period, the City shall, within 30 days after receiving notice, commence the repair and continue to diligently proceed with the repair until it is completed. If WDC reasonably determines that the health and safety of its employees or invitees are at risk, it may declare a default in accordance with Section VI.D of this Agreement and seek remedy pursuant to that Section. C. Alternate Space. If the Occupied Premises are inaccessible or unusable by WDC through no fault of WDC, the City shall work with WDC to find immediate appropriate and similar alternate space acceptable to WDC at no additional cost located on the Property. If such approved alternate space is not provided, WDC shall be entitled to a pro rata refund of the Premises Fee paid for the year, which is calculated and paid in the manner provided in Section IV of this Agreement. D. Untenantability Damage to Occupied Premises or Elawa Farm Buildings. If the Occupied Premises or the Elawa Farm Buildings are made untenantable by fire or casualty, either party may elect to terminate this Agreement by providing 30 days notice to the other party, at which time this Agreement shall automatically terminate and WDC shall be entitled to a pro rata refund of the Annual Rent, which is calculated and paid in the manner provided in Section IV of this Agreement. If the Elawa Farm Buildings becomes untenantable pursuant to this Section VI.D, and neither party elects to terminate the Agreement, the City shall commence the repair, restoration, or rehabilitation of the Occupied Premises and the Elawa Farm Buildings within 120 days after it is rendered untenantable, in which event the Agreement shall not terminate but the Premises Fee shall be abated on a pro rata basis while the Occupied Premises and/or the Elawa Farm Buildings is untenantable unless alternate and equivalent space is provided. If the City elects to repair, restore or rehabilitate the Occupied Premises and/or the Elawa Farm Buildings and does not substantially complete the work within one year, WDC may terminate this Agreement upon 30 days notice of termination and WDC shall be entitled to a pro rata refund of any Annual Rent paid for such year, which will be calculated and paid in the manner provided in Section IV of this Agreement. 8 E. Suspension of Use. In the event of an emergency, safety issue, or failure to maintain insurance, or any other condition that constitutes a substantial threat to the health or safety of WDC, its employees, invitees, or others, WDC may immediately notify the City and thereafter suspend activities hereunder until such condition has been remedied to WDC’s reasonable satisfaction in accordance with this Agreement. If WDC suspends use of the Occupied Premises under this Section, WDC shall be entitled to a pro rata reimbursement of the Premises Fee paid for such year, and WDC shall only be responsible for payment when the Occupied Premises, or appropriate alternate space provided by the City at no additional cost to WDC, and accepted by WDC, is made available. If the City does not concur that the conditions warrant a suspension of use by WDC, the City may elect to terminate this Agreement upon 30 days notice unless WDC terminates such suspension. VI. General Terms. A. Insurance. Each party, at its sole cost and expense, shall keep in full force and effect at all times during the Term of this Agreement general occurrence-based public liability insurance, including contractual liability coverages, bodily injury liability, property damage liability and such other types of insurance in such amounts and with such companies or self- insurance pools as are reasonably acceptable to the other party, but, in any event, no less than a combined single limit of $2,000,000.00 for each occurrence, covering its activities in the Property and under this Agreement (including activities of Assignees). Such insurance shall be evidenced by copies of the policies and/or certificates of insurance, naming the other party as an additional insured and providing that the insurance may not be modified, terminated, cancelled or non-renewed without at least 30 days advanced written notice by certified mail, return receipt requested, to the other party. The parties may each carry such casualty insurance as each deems appropriate to protect against any loss to real or personal property relating to the Elawa Farm Buildings, and neither party shall have any claim for such property loss against the other's property casualty insurance (as opposed to liability insurance). The parties acknowledge that WDC and the City may be covered under the same insurance policies. B. Indemnification. In the event of third-party claims against any of the parties arising from this Agreement: (i) The City will indemnify and hold harmless WDC from and for any and all liability, personal injuries, property damage, claims, causes of action, damages, losses, and other obligations (including without limitation payment of attorneys' fees, as applicable) to the extent caused by the acts or omissions of the City, or its officers, 9 officials, employees, agents, attorneys, representatives, or contractors. (ii) WDC will indemnify and hold harmless the City from and for any and all liability, personal injuries, property damage, claims, causes of action, damages, losses, and other obligations (including without limitation payment of attorneys' fees, as applicable) to the extent caused by the acts or omissions of WDC, or its officers, officials, employees, agents, attorneys, representatives, or contractors. C. No Waiver of Tort Immunity Defenses. Nothing contained in any provision of this Agreement, is intended to constitute nor shall constitute a waiver of the defenses available to the parties under the Illinois Local Governmental and Governmental Employees Tort Immunity Act, with respect to claims by third parties. D. Assignment. No party may assign any rights or duties under this Agreement without the prior express written consent of the other party; except that WDC may allow third parties to use the Occupied Premises for special events so long as such uses do not impact other Elawa users, without prior City approval. WDC will follow established reservation policies for any such users and may charge a fee to any such third party users. No such assignment will affect WDC's responsibilities in relation to the City that arise under this Agreement. E. Successors. This Agreement shall be binding upon the successors of the parties’ respective governing boards. F. No Third Party Beneficiaries. No claim as a third-party beneficiary under this Agreement by any person, firm, or corporation shall be made, or be valid, against the City or WDC. G. Entire Agreement. This Agreement shall constitute the entire agreement of the parties with respect to the matters contained in this Agreement and this Agreement supersedes any and all prior agreements and understandings, whether written or oral, formal or informal. H. Default and Termination. In the event that one party believes the other to be in default under this Agreement, the non-defaulting party acting through its chief administrator, shall notify the defaulting party in writing and allow the defaulting party 30 days from the date of receipt of notice to cure the default (or such longer period as the non-defaulting party may agree in writing). If the default is not then cured, the non-defaulting party may terminate the Agreement by serving written notice on the defaulting party and termination of the Agreement shall take effect seven days after receipt of the notice by the party in default. If the Agreement is 10 terminated without fault of WDC, WDC shall be entitled to a pro rata refund of the Annual Rent paid for the year when the termination takes place, which is calculated and paid in the manner provided in Section IV of this Agreement. I. Notices. Any notice or communication permitted or required under this Agreement shall be in writing and shall become effective on the day of mailing thereof by first class mail, registered or certified mail, postage prepaid or by a national overnight courier, addressed: If to WDC, to: Mr. Jeff Wait Supt. of Special Facilities 400 Hastings Road Lake Forest, IL 60045 If to the City, to: City of Lake Forest 220 E. Deerpath Lake Forest, IL 60045 Attn: City Manager J. Amendments. This Agreement may not be amended except by means of a written document signed by authorized representatives of both of the parties. K. Condition of Property; No Warranties. WDC acknowledges that it is familiar with the condition of the Property. WDC further agrees to accept the Property "as is" and without any warranty of fitness for any purpose. L. Authority to Execute. The parties warrant and represent that the persons executing this Agreement on their behalf have been properly authorized to do so. M. Governing Law. This Agreement shall be governed and construed in accordance with the laws of the State of Illinois. N. Provisions Severable. If any term, covenant, condition, or provision of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remainder of the provisions shall remain in full force and effect and shall in no way be affected, impaired, or invalidated. O. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall constitute an original, but altogether shall constitute one and the same Agreement. 11 P. Effective Date. This Agreement shall be deemed dated and become effective on the date the last of the parties signs as set forth below the signature of their duly authorized representatives. Q. No Interpretation Against Drafter. This Agreement has been negotiated by all Parties and shall not be construed against any Party as the drafter of this Agreement. CITY WDC The City of Lake Forest The City of Lake Forest Parks and Recreation Department Signature:__________________________ Signature:___________________________ Printed Name: _____________________ Printed Name: _______________________ Title:______________________________ Title:_______________________________ Date:______________________________ Date:_______________________________ ATTEST: ATTEST: Signature:__________________________ Signature:___________________________ 9/1/13 12 EXHIBIT A Legal Description of the Property LOT 76 IN MIDDLEFORK FARM SUBDIVISION, BEING A SUBDIVISION OF PARTS OF THE SOUTH HALF OF SECTION 30 AND THE NORTH HALF OF SECTION 31, TOWNSHIP 44 NORTH, RANGE 12 EAST OF THE THIRD PRINCIPAL MERIDIAN AND THE SOUTH EAST QUARTER OF SECTION 25, TOWNSHIP 44 NORTH, RANGE 11 EAST OF THE THIRD PRINCIPAL MERIDIAN, IN THE CITY OF LAKE FOREST, LAKE COUNTY, ILLINOIS. More commonly known as 1401 W. Middlefork Drive. Lot 76 consists of approximately 16 acres Exhibit B‐1:  Elawa Farm Buildings20266Notes:  1.   Rooms shaded in                    = Occupied Premises2.27 28WDC Classroom/Public Exhibit AreaWDC MainPublic Exhibit HallWDC Grass Is Rattling PublicExhibit Hall30= Rooms occupied by WDC under prior agreements (informational purposes only)History of Leased Spaces for WDC:2003:  18, 19, 20, 21/22/232007:  6, 20, 22, 26/27/282010:  6,20, 26/27/28, 30West BuildingMainBuilding Exhibit B‐3:  Storage Area DepictionMain Building Basement Floor Plan35’16’7’6’Stairway to main floor= General location occupied by WDC under prior agreements (informational purposes only)= Storage Area Exhibit B‐2:   Outdoor Display AreaOutdoor Wildlife ExhibitsPer Master Plan Exhibit B‐4:  Middlefork Trail Area SUBJECT: APPROVAL OF THE NORTH SUBURBAN SPECIAL RECREATION ASSOCIATION (NSSRA) CAPITAL  AND FACILITY ACQUISITION PLAN    PRESENTED BY: CRAIG CULP, NSSRA EXECUTIVE DIRECTOR and MARY VAN ARSDALE, DIRECTOR OF  PARKS AND RECREATION, 810‐3918    PURPOSE AND ACTION REQUESTED: Staff seeks Park Board approval of the North Suburban Special  Recreation Association’s Capital and Facility Acquisition Plan that will be updated on an annual basis as  part of NSSRA’s budgeting process. The endorsement of the plan does not commit The City to any future  actions related to the sale of the current NSSRA facility or acquisition of a future new facility. Both the  sale and future acquisition will require action specific to them at an appropriate time when details and  research are provided. Informational materials related to this topic were first shared at the March 2013  Park Board meeting but endorsement of the plan was not sought at that time.     BACKGROUND/DISCUSSION: The Park Board heard a presentation by NSSRA Executive Director Culp in  March 2013 on the enclosed Capital and Facility and Acquisition Plan. Since that date some refinements  have occurred to the plan and the final version is enclosed in today’s meeting packet. The purpose of  the March presentation was to begin to create the awareness of the background leading up to the need  for a Capital and Facility Acquisition Plan and the anticipated steps that may evolve over the upcoming  years. The following is a brief recap of the background presented at that time.    NSSRA is an intergovernmental partnership of ten park districts, one village and two cities, including the  City of Lake Forest. The 2012 budget reflected revenues of $2.5M and the agency employs 21 full‐time  staff and over 500 part‐time employees.  The Association provides year‐round recreation and leisure  opportunities for children, teens, adults and seniors with disabilities. Individuals with physical, cognitive,  emotional, social and other disabilities residing in the northern suburbs are eligible to participate. NSSRA  provides our Parks & Recreation Department staff with training, guidance, help with modifications of  rules and other areas of adaptation. When deemed necessary, the Association also provides extra staff,  sign language interpreters, behavior management support, disability awareness, mobility training and  other adaptive assistance. In 2012, 45 Lake Forest families enrolled in 356 program spaces over a wide  variety of programs from camps, to ELA day care and sports, to name a few.    NSSRA currently owns a facility in Northbrook, Illinois that serves as its administrative office (houses a  full‐time staff of 21) and provides a single meeting room and minimal storage space. The 1973 facility  has been home to NSSRA since 2001 and is located within an industrial park. The building is not  accessible according to the current Americans with Disabilities Act standards. In addition, there are  other deficiencies that led to the concern that the facility no longer meets the critical needs of the  organization. As a result, in 2009, Williams Architects conducted an existing conditions report and  worked with staff to develop a space needs analysis.  In 2010, NSSRA started a strategic planning  process that resulted in the NSSRA 2011‐2014 Strategic Plan. One of the critical initiatives of the  Strategic Plan was to research and secure a permanent location for NSSRA. Extensive deficiencies and  the associated capital expense prompted the NSSRA Board of Directors to direct staff to develop a  Capital and Facility Acquisition Plan. The enclosed Capital and Facilities Acquisition Plan is the  culmination of this work and it was adopted by the NSSRA Board of Directors at its February 2013  meeting.    This comprehensive and concise document will guide NSSRA in the upcoming years to successfully  accomplish the goal of acquiring a new permanent facility with a partner agency. The research that was  completed takes into account a number of assumptions when calculating cost estimates and identifies  the need for NSSRA to fund this plan starting in 2014. The 2014 start date will allow NSSRA to be best  positioned to relocate with a partner agency when the right opportunity presents itself. The anticipated  horizon for accomplishing the goal is 2018 and will require additional capital funds from each of its  partner agencies, including the City of Lake Forest. Lake Forest’s average annual cost for a new facility is  $14,492. See page 10 of the plan.     BUDGET/FISCAL IMPACT: Prior to the development of the Capital and Facility Acquisition Plan, capital  expenses were reflected as a line item in the operations budget of the organization. The expenses  typically included items such as technology equipment, HVAC replacement and vehicles. Funding for  NSSRA expenses come from three sources which include member agency contributions (MAC), program  fees and outside support (such as North Suburban Special Recreation Foundation, grants and  donations). Contributions from the member agencies (MAC) are made proportionately based on  community population and EAV. Contributions by The City of Lake Forest, is collected through our  special recreation tax levy.     The total estimated cost for a new NSSRA facility has been revised to $4,681.531 (see plan page 7). The  Capital and Facilities Acquisition Plan calls for a separate and distinct capital fund specifically for the  accumulation of funds. Partner Agencies will contribute 69% ($3,217,531), anticipated sale of facility  11% ($500,000), NSSRA Fund balance allocation 4% ($194,000) and outside sources, including the  NSSRF, supporters and program users of NSSRA, will fund the remaining 16% ($770,000). On page 13 of  the plan you will find the capital needs itemized over the next 10 years and projects the new facility  costs over 25 years. You will see that it is estimated that The City of Lake Forest’s portion will average  $14,492 per year or $362,294 for the 25‐year total. Staff has also attached The City’s 5‐year Special  Recreation Fund Forecast and you will note that our special recreation tax levy has the capacity to fund  all existing special recreation needs as well as the additional annual capital costs for the new facility.    Staff felt it was important to bring this Capital and Facility Acquisition Plan forward for formal Park  Board action to demonstrate support of the concept of investigating the opportunities for a new facility  and ensuring a capital fund is begun should the future opportunity arise. The future process for  acquiring a new facility and selling the existing facility is a complex process. This will not happen quickly  or without further discussion, but we felt it important to verify the City of Lake Forest support so that  NSSRA can successfully accomplish their goal in order to serve our special needs constituents into the  future.    Executive Director Culp and Director Van Arsdale look forward to discussing the plan in more detail and  answering any questions you may have.    RECOMMENDED ACTION: Staff seeks Park Board approval of the North Suburban Special Recreation  Association’s Capital and Facility Acquisition Plan that will be updated on an annual basis as part of  NSSRA’s budgeting process.                THE CITY OF LAKE FOREST FIVE YEAR FUND BALANCE FORECAST SPECIAL RECREATION LEVY FUND Fund 224 ACTUAL PROJECTED BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY 2012 FY 2013 FY 2014 FY2014 FY 2015 FY 2016 FY 2017 FY 2018 158,945$ 232,043$ 252,498$ 252,498$ 297,273$ 260,292$ 223,464$ 183,658$ 345,305$ 345,655$ 359,354$ 372,878$ 365,463$ 373,503$ 382,841$ 393,560$ - - - - - - - Interest 1,326 1,423 - 1,136 2,230 2,603 3,352 3,673 346,631 347,078 359,354 374,014 367,693 376,106 386,193 397,233 Regular Salaries 44,524 45,370 45,370 46,504 47,667 48,859 50,080 NSSRA Contribution/Other*221,622 230,634 230,634 237,553 244,680 252,020 259,581 Capital Improvements 45,000 - 40,000 40,000 30,000 30,000 NSSRA Facility Placeholder*30,000 13,872 13,872 13,872 13,872 13,872 Playground Improv Placeholder 20,000 ADA Transition Audit - ADA Companion Fees 15,477 8,350 8,350 8,601 8,859 9,124 9,398 273,533 326,623 334,354 298,789 350,134 360,144 366,149 363,774 Title II ADA Modifications 75,000 30,450 54,540 52,790 59,850 50,250 232,043$ 252,498$ 202,498$ 297,273$ 260,292$ 223,464$ 183,658$ 166,868$ * Formula calculated by EAV/Population Fund Balance 4/30 Total Expenditures Total Revenue Fund Balance 5/1 Property Tax Levy Miscellaneous 9/11/13     On  behalf  of  Northern  Suburban  Special  Recreation  Association,  I  have  included   a  recent  copy  of  our  Capital  and  Facility  Acquisition  Plan  for  your  review.   NSSRA’s  2011-­‐2014  Strategic  Plan  has  guided  staff  to  research  the  best   possible  way  to  accomplish  the  goal,  to  secure  the  most  suitable   permanent  location  for  NSSRA  with  a  partner  agency.    Staff’s  research  has   focused  on  the  facility  needs  of  the  agency  and  the  need  for  a  capital   plan.  NSSRA  conducted  a  study  to  evaluate  the  long  term  viability  of  their   current  building.    Extensive  deficiencies  in  the  building  confirmed  the   need  to  secure  a  new  location  for  the  agency.    According  to  NSSRA’s   needs,  staff  has  developed  a  capital  plan  that  addresses  the  capital  needs   of  the  agency.    Prior  to  this  plan,  NSSRA’s  capital  costs  have  been  funded   through  the  operational  budget.  The  Capital  and  Facility  Acquisition  Plan   (attached)  details  the  deficiencies  of  NSSRA’s  current  building,  identifies   the  specific  baseline  needs  for  a  future  location  and  presents  a  realistic   capital  plan  to  be  funded.     This  Capital  and  Facility  Acquisition  Plan  details  the  research  and  findings   that  will  guide  NSSRA  to  successfully  accomplish  this  goal.    The  research   takes  into  account  a  number  of  assumptions  when  calculating  cost   estimates  because  the  goal  to  relocate  with  a  partner  agency  will  require   time  until  the  right  opportunity  with  a  partner  becomes  reality.    NSSRA’s   goal  is  to  raise  $770,000  of  the  costs  from  outside  sources  including   grants  and  donations  from  NSSRF,  supporters  and  users  of  NSSRA   through  a  capital  campaign.    As  detailed  in  the  plan,  the  anticipated   horizon  for  accomplishing  the  goal  is  2018  with  an  estimated  cost  of   $4,681,531  and  the  need  to  finance  $2,540,000.   The  Capital  and  Facility  Acquisition  Plan  demonstrates  the  need  for   NSSRA  to  fund  this  plan  starting  in  2014  to  accomplish  this  strategic  goal.       Partner  agencies  will  see  the  first  Capital  Plan  funding  request  as  part  of   the  NSSRA  budget  proposal  for  fiscal/calendar  year  2014.         Craig  Culp   Executive  Director   Northern Suburban Special Recreation Association NSSRA Mission:To enrich the lives of people with disabilities in our partner communities through quality recreation services. Northern Suburban Special Recreation Association (NSSRA) formed in 1970 as the first special recreation association in Illinois and among the first of its kind in the country. NSSRA provides and facilitates recreation programs for more than 1,500 children, teens and adults with physical, developmental, emotional or other disabilities. NSSRA has over 800 recreation, sport, cultural, social, and leisure offerings available throughout the year, creating new experiences, opportunities for skill development, leisure time, and perhaps most importantly, friendship. NSSRA is an intergovernmental partnership of ten park districts, two cities and one village in the northern suburbs of Chicago including the Park Districts of Deerfield, Glencoe, Glenview, Highland Park, Kenilworth, Lake Bluff, Northbrook, Northfield, Wilmette and Winnetka, the cities of Highwood and Lake Forest and the Village of Riverwoods.Funding for NSSRA comes from three sources which include partner agency contributions, program fees and outside support from Northern Suburban Special Recreation Foundation (NSSRF), grants and donations. Contributions from the partner agencies are made proportionately based on community size and collected through a property tax levy issued by each partner. In calendar years 2009 – 2012, NSSRA’s fiscal responsibility has enabled the agency to grow its fund balance while keeping the partner agency contributions in line with the Consumer Price Index (CPI). NSSRA Vision:To be leaders in recreation by providing innovative and exceptional services for people with disabilities. NSSRA Facility Acquisition Plan 3 Introduction Existing Facility Deficiencies Space Needs Analysis Estimated Costs and Funding of New Facility Facility Operations Cost Projections New Facility Benefits Required Process to Acquire New Facility NSSRA 10 Year Capital Plan Estimate Supporting Information Funding Sources for NSSRA NSSRA Fund Balance Performance (2009 - 2012) NSSRA Five Year Operational Budget Projections (2013 - 2017) NSSRA Program Participation (2009 - 2012) Table of Contents 4 5 6 7 11 12 13 13 16 17 18 19 NSSRA Facility Acquisition Plan 4 IntroductionIn 2010, NSSRA started a strategic planning process that resulted in the NSSRA 2011-2014 Strategic Plan. One of the initiatives of the Strategic Plan is to research and secure the most suitable permanent location for NSSRA. In response to this initiative, NSSRA Board of Directors and staff initiated a study to evaluate the long term viability of the current facility. Extensive deficiencies in the facility prompted a directive from the NSSRA board in the form of a goal, to secure the most suitable permanent location for NSSRA with a partner agency.As a result of this goal, NSSRA staff, Facility Committee and Board of Directors developed this plan for the acquisition of a new NSSRA facility. Throughout the planning process, key considerations included:• NSSRA must address existing and future facility needs.• The plan must be financially conservative and efficient.• The process must provide for partner agency involvement.The recommended plan for the acquisition of a new NSSRA facility is contained in the remainder of this document. Key points include:• Locate with one of the 13 partner agencies in the northern suburbs of Chicago.• Address the substantial needs of private meeting space, safety issues, adequate space to conduct business, centralize training and provide some additional space for programming.• Continue NSSRA’s model to secure the majority of programming space in its partner agencies’ facilities.• Review acquisition opportunities as they arise and update overall plan status on an annual basis.This plan has been reviewed and accepted by the NSSRA Board of Directors.The desired outcome for NSSRA is to secure a permanent location with a partner agency that will provide NSSRA with a long term solution that is fully accessible and incorporates private meeting space for families and staff; adequate office space; on site storage; safe pick-up and drop-off for participants; and multi-use programming and training space. In addition, the facility will be in a safe, recreation setting that is centrally located within the 13 partner communities. Most importantly, this new facility will provide a needed location for participants and their families to feel welcome and have a sense of belonging. This facility will promote increased opportunities for participants to socialize, develop skills and engage in new experiences that will allow them to live life to its fullest. NSSRA Facility Acquisition Plan 5 Existing Facility Deficiencies No Private Space for Families and Staff to InteractIn order for NSSRA to adequately serve its participants and families, staff must meet with families to discuss detailed information about the participants needs. Often these meetings include sensitive, personal and confidential information. Currently, there is only one main meeting space at the NSSRA facility, which is not a private meeting space. Several of the NSSRA offices have multiple staff occupying them, leaving no room for private group meetings or confidential phone conversations with families. Unsafe Location in an Industrial ParkThe current NSSRA facility is located deep in an industrial park. During the day and early evening, the roads surrounding the facility are heavily traveled by semi-trucks and industrial vehicles. Later in the evening, the industrial park is desolate and dark, potentially putting staff and participants at risk for a dangerous situation. No Safe Pick Up/Drop Off for ParticipantsDue to the design of the NSSRA parking lot, there is no turnabout drive or designated area for families or NSSRA buses to safely drop-off and pick-up participants. Not AccessibleThe NSSRA facility is not accessible according to the current Americans with Disabilities Act (ADA) standards. Several of the hallways and doorways are narrow, making it difficult for those with physical disabilities to easily navigate the building. The facility also has two separate doors at the entrance, neither of which is equipped with accessible or automatic entry. Lack of Training and Meeting SpaceNSSRA trains more than 500 part-time staff annually and provides approximately 125 trainings to full-time and part-time staff throughout the year. NSSRA currently uses Partner Agency facilities to host trainings of 15 staff or more. No Programming SpaceNo recreation programs are held at the NSSRA facility. Due to zoning ordinances, NSSRA is prohibited from conducting these programs on premise. As a result of this ordinance there is also no space suited for recreation programs. Insufficient Amount of Office Space for NSSRA Staff Six full-time staff shares three offices (two per an 80 sq. ft. office). These staff are not able to have conversations on the phone or in person about private, sensitive or confidential disability related subjects. In addition, working in a small office space with another staff is often distracting and full of interruptions which negatively impacts productivity. Lack of Storage SpaceThere is a tremendous lack of storage space at the NSSRA facility resulting in more than $4,000 annually in offsite commercial storage costs. The offsite storage requires numerous hours of lost staff time traveling to and from the storage facility to gather supplies and equipment for programs. No Room for Future Growth There is currently no room for growth of the NSSRA staff with the facility in its current state. All offices are currently occupied and some offices have multiple staff sharing the space. During the summer months, the facility is overfilled with an increased number of summer leadership staff, interns and supplies occupying any open space that is available. Pending Capital ImprovementsNSSRA moved into its current facility in 2001. Williams Architects conducted an existing conditions report in 2009 that found in excess of $400,000 in capital improvements throughout the facility. NSSRA Facility Acquisition Plan 6 Space Needs AnalysisNSSRA staff and Williams Architects identified the space required to address NSSRA’s needs for the future through a space needs analysis. The analysis concluded the need for a 15,000 sq. ft. facility as compared to the current 8,370 sq. ft. facility. The space requirements below represent a baseline of need that any new facility must minimally meet. New Facility (15,000 sq. ft.)Offices (4,000 sq. ft.)Programming/Training (3,300 sq. ft.)Meeting/Conference (3,350 sq. ft.)Common Area/Storage (4,350 sq. ft.) Current Facility (8,370 sq. ft.)Offices (3,124 sq. ft.)Programming/Training (0 sq. ft.)Meeting/Conference (2,023 sq. ft.)Common Area/Storage (3,223 sq. ft.) Space Needs Analysis Details for New Facility Offices (4,000 sq. ft.)• 27 offices for current staff needs, interns and two offices for future expansion Programming/Training (3,300 sq. ft.)• Program/training rooms • Storage area• Program kitchen• Kitchen storage Meeting/Conference (3,350 sq. ft.)• Office work room• Copy room• Staff lunchroom• Conference room 1 (6-8 individuals)• Conference room 2 (10-16 individuals)• Board room (up to 32 individuals)• IT room• Washrooms Common Area/Storage (4,350 sq. ft.)• Vestibule with bus waiting• Lobby• Washrooms: Men, Women, Family• Main storage room • Mechanical rooms• Elevator NSSRA Facility Acquisition Plan 7 Estimated Costs and Funding of New FacilityIn creating the Capital and Facility Acquisition Plan, NSSRA estimated new facility construction and land acquisition costs of $3,850,000 (without interest). Taking into account a 20 year bond issuance that includes interest costs of $831,531, the total estimated cost for the new facility is $4,681,531. NSSRA’s goal is to have $770,000 of the costs of the new facility supported from outside sources including NSSRF, grants, and donations through a capital campaign targeting all supporters and users of NSSRA. Partner agencies and NSSRA will fund the remaining costs through partner agency contributions, 20 year bond issuance, NSSRA fund balance allocation and sale of current NSSRA building.The following is a detailed explanation and corresponding tables that demonstrate the estimated costs and funding sources for a new facility for the next 25 years assuming an acquisition date in 2018. Partner Agency Contributions for New Facility: $3,217,531 1. Partner Agency Contributions 2014 – 2018: $616,000Based on the estimated acquisition date of 2018, the Capital and Facility Acquisition Plan will require partner agencies to contribute $123,200 annually until a new facility is acquired. These funds will be reserved in a capital account to be applied to the purchase of a new facility. 2. 20 Year Bond Issue 2019 – 2038: $2,601,531On page 9 is the Estimated Debt Service after Call Provision table from Eric Anderson of BMO Capital Markets. This table demonstrates the costs of a 20 year bond issuance by NSSRA for $2,540,000. A call provision is embedded that allows use of funds from the sale of the building and capital funds collected from outside sources to be applied toward the payment of bonds at year eight. Please note the list of assumptions pertaining to the bond issuance. • An estimated all-inclusive interest rate of 3.95% is being used • $2,540,000 is financed • In year eight of the bond issuance, the call provision is utilized with $770,000 going toward bond payoff coming from the sale of the building ($500,000) and the remaining amount of funding from outside sources ($270,000) o The current NSSRA building will be sold after acquisition of the new facility. Proceeds from the sale ($500,000) will be reserved and applied to bonds at call in year eight of bond issuance. o Funds raised after the acquisition of the new facility through a capital campaign and from NSSRF for the new facility ($270,000) will be applied to bonds at call in year eight of bond issuance. 3. Explanation of Why $2,540,000 of the Facility Cost will be Financed Through a 20 Year Bond Starting in 2019:Initial Estimated Facility Costs (without interest): $3,850,000Cash Available for Purchase of Facility in 2018*: $1,310,000*Amount Financed Through 20 Year Bond Issuance: $2,540,000 *Source of Funds Available for Purchase in 2018:NSSRA Partner Capital Contribution 2014 – 2018 ($123,200/year x 5 years) $ 616,000NSSRA Fund Balance Allocation $ 194,000NSSRF Capital Donation in 2018 $ 250,000Private Family Donation in 2018 $ 250,000 Total Cash toward Facility in 2018 $1,310,000 NSSRA Facility Acquisition Plan 8 NSSRA Fund Balance Allocation: $194,000NSSRA will reserve $194,000 from its fund balance into a capital account specifically for the purchase of the new facility. Outside Funding: $770,000NSSRA’s goal is to have $770,000 of the new facility costs supported from outside sources including NSSRF, grants and donations from supporters and users of NSSRA. A capital campaign will be conducted for approximately two years from the point at which a new facility is secured until shortly after NSSRA has moved into the new facility. Eric Anderson of BMO Capital Markets provided the bond issue table on page 9 which demonstrates specifically how the $770,000 could be worked into the payment of the new facility over the next 25 years. He suggests in 2018 when the bonds are issued that support collected from outside sources ($500,000 estimated) is used toward the purchase of the new facility. At year eight of the bond issuance the call provision is utilized at which time support collected after the bond issue ($270,000 estimated) go toward bond payoff. Sale of Current Building: $500,000The current NSSRA building will be sold after acquisition of a new facility. An appraisal report on NSSRA’s building in Northbrook was conducted by Lorenz and Associates that estimated the value of the building at $680,000. Staff is conservatively estimating that $500,000 from the sale of the building will go toward the new facility. Eric Anderson of BMO Capital Markets recommends that $500,000 be applied toward the purchase of the new facility at year eight of the bond issuance at which time the call provision is utilized in the amount of $500,000 going toward bond payoff. Total Estimated Funding for New Facility With interest, the total estimated funding for the new facility is $4,681,531. Partner Agency Contribution $3,217,531 NSSRA Fund Balance Allocation $ 194,000 Outside Funding $ 770,000 Sale of Current Building $ 500,000 $4,681,531 Year Partner   Agency   Contribution   NSSRA  Fund   Balance   Allocation Outside   Funding Sale  of   Current   Building Total  Funding   Per  Year FY  14 123,200$                -­‐$                                -­‐$                      -­‐$                      123,200$               FY  15 123,200$                -­‐$                                -­‐$                      -­‐$                      123,200$               FY  16 123,200$                -­‐$                                -­‐$                      -­‐$                      123,200$               FY  17 123,200$                -­‐$                                -­‐$                      -­‐$                      123,200$               FY  18 123,200$                194,000$                500,000$      -­‐$                      817,200$               FY  19 182,073$                -­‐$                                -­‐$                      -­‐$                      182,073$               FY  20 185,882$                -­‐$                                -­‐$                      -­‐$                      185,882$               FY  21 184,482$                -­‐$                                -­‐$                      -­‐$                      184,482$               FY  22 182,782$                -­‐$                                -­‐$                      -­‐$                      182,782$               FY  23 185,722$                -­‐$                                -­‐$                      -­‐$                      185,722$               FY  24 183,296$                -­‐$                                -­‐$                      -­‐$                      183,296$               FY  25 185,566$                -­‐$                                -­‐$                      -­‐$                      185,566$               FY  26 182,420$                -­‐$                                270,000$      500,000$      952,420$               FY  27 154,023$                -­‐$                                -­‐$                      -­‐$                      154,023$               FY  28 155,536$                -­‐$                                -­‐$                      -­‐$                      155,536$               FY  29 156,730$                -­‐$                                -­‐$                      -­‐$                      156,730$               FY  30 157,541$                -­‐$                                -­‐$                      -­‐$                      157,541$               FY  31 153,029$                -­‐$                                -­‐$                      -­‐$                      153,029$               FY  32 158,180$                -­‐$                                -­‐$                      -­‐$                      158,180$               FY  33 152,602$                -­‐$                                -­‐$                      -­‐$                      152,602$               FY  34 41,672$                    -­‐$                                -­‐$                      -­‐$                      41,672$                 FY  35 -­‐$                                -­‐$                                -­‐$                      -­‐$                      -­‐$                             FY  36 -­‐$                                -­‐$                                -­‐$                      -­‐$                      -­‐$                             FY  37 -­‐$                                -­‐$                                -­‐$                      -­‐$                      -­‐$                             FY  38 -­‐$                                -­‐$                                -­‐$                      -­‐$                      -­‐$                             Total  Funding 3,217,531$          194,000$                770,000$      500,000$      4,681,531$       New Facility Funding Sources FY 2014 - FY 2038 NSSRA Facility Acquisition Plan 9 NSSRA Facility Acquisition Plan 10YearNew  Facility  CostCity  of  HighwoodDeerfield  Park  DistrictGlencoe  Park  DistrictGlenview  Park  DistrictKenilworth  Park  DistrictLake  Bluff  Park  DistrictCity  of  Lake  ForestNorthbrook  Park  DistrictNorthfield  Park  DistrictPark  District  of  Highland  ParkVillage  of  RiverwoodsWilmette  Park  DistrictWinnetka  Park  DistrictTotal  Per  YearFY  14123,200$              1,922$              9,363$                    5,482$                          25,010$                  1,725$                    4,189$                    13,872$                18,234$                  3,031$                    15,917$                  2,168$                    13,724$                  8,562$                    123,200$              FY  15123,200$              1,922$              9,363$                    5,482$                          25,010$                  1,725$                    4,189$                    13,872$                18,234$                  3,031$                    15,917$                  2,168$                    13,724$                  8,562$                    123,200$              FY  16123,200$              1,922$              9,363$                    5,482$                          25,010$                  1,725$                    4,189$                    13,872$                18,234$                  3,031$                    15,917$                  2,168$                    13,724$                  8,562$                    123,200$              FY  17123,200$              1,922$              9,363$                    5,482$                          25,010$                  1,725$                    4,189$                    13,872$                18,234$                  3,031$                    15,917$                  2,168$                    13,724$                  8,562$                    123,200$              FY  18123,200$              1,922$              9,363$                    5,482$                          25,010$                  1,725$                    4,189$                    13,872$                18,234$                  3,031$                    15,917$                  2,168$                    13,724$                  8,562$                    123,200$              FY  19182,073$              2,840$              13,838$                  8,102$                          36,961$                  2,549$                    6,190$                    20,501$                26,947$                  4,479$                    23,524$                  3,204$                    20,283$                  12,654$                  182,073$              FY  20185,882$              2,900$              14,127$                  8,272$                          37,734$                  2,602$                    6,320$                    20,930$                27,510$                  4,573$                    24,016$                  3,272$                    20,707$                  12,919$                  185,882$              FY  21184,482$              2,878$              14,021$                  8,209$                          37,450$                  2,583$                    6,272$                    20,773$                27,303$                  4,538$                    23,835$                  3,247$                    20,551$                  12,821$                  184,482$              FY  22182,782$              2,851$              13,891$                  8,134$                          37,105$                  2,559$                    6,215$                    20,581$                27,052$                  4,496$                    23,615$                  3,217$                    20,362$                  12,703$                  182,782$              FY  23185,722$              2,897$              14,115$                  8,265$                          37,701$                  2,600$                    6,315$                    20,912$                27,487$                  4,569$                    23,995$                  3,269$                    20,689$                  12,908$                  185,722$              FY  24183,296$              2,859$              13,930$                  8,157$                          37,209$                  2,566$                    6,232$                    20,639$                27,128$                  4,509$                    23,682$                  3,226$                    20,419$                  12,739$                  183,296$              FY  25185,566$              2,895$              14,103$                  8,258$                          37,670$                  2,598$                    6,309$                    20,895$                27,464$                  4,565$                    23,975$                  3,266$                    20,672$                  12,897$                  185,566$              FY  26182,420$              2,846$              13,864$                  8,118$                          37,031$                  2,554$                    6,202$                    20,540$                26,998$                  4,488$                    23,569$                  3,211$                    20,322$                  12,678$                  182,420$              FY  27154,023$              2,403$              11,706$                  6,854$                          31,267$                  2,156$                    5,237$                    17,343$                22,795$                  3,789$                    19,900$                  2,711$                    17,158$                  10,705$                  154,023$              FY  28155,536$              2,426$              11,821$                  6,921$                          31,574$                  2,177$                    5,288$                    17,513$                23,019$                  3,826$                    20,095$                  2,737$                    17,327$                  10,810$                  155,536$              FY  29156,730$              2,445$              11,911$                  6,974$                          31,816$                  2,194$                    5,329$                    17,648$                23,196$                  3,856$                    20,249$                  2,758$                    17,460$                  10,893$                  156,730$              FY  30157,541$              2,458$              11,973$                  7,011$                          31,981$                  2,206$                    5,356$                    17,739$                23,316$                  3,876$                    20,354$                  2,773$                    17,550$                  10,949$                  157,541$              FY  31153,029$              2,387$              11,630$                  6,810$                          31,065$                  2,142$                    5,203$                    17,231$                22,648$                  3,765$                    19,771$                  2,693$                    17,047$                  10,635$                  153,029$              FY  32158,180$              2,468$              12,022$                  7,039$                          32,110$                  2,215$                    5,378$                    17,811$                23,411$                  3,891$                    20,437$                  2,784$                    17,621$                  10,993$                  158,180$              FY  33152,602$              2,381$              11,598$                  6,791$                          30,978$                  2,136$                    5,188$                    17,183$                22,585$                  3,754$                    19,716$                  2,686$                    17,000$                  10,606$                  152,602$              FY  3441,672$                  650$                    3,167$                    1,854$                          8,459$                    583$                          1,417$                    4,692$                  6,167$                    1,025$                    5,384$                    733$                          4,642$                    2,896$                    41,672$                FY  35-­‐$                            -­‐$                      -­‐$                            -­‐$                                -­‐$                            -­‐$                            -­‐$                            -­‐$                          -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            FY  36-­‐$                            -­‐$                      -­‐$                            -­‐$                                -­‐$                            -­‐$                            -­‐$                            -­‐$                          -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            FY  37-­‐$                            -­‐$                      -­‐$                            -­‐$                                -­‐$                            -­‐$                            -­‐$                            -­‐$                          -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            FY  38-­‐$                            -­‐$                      -­‐$                            -­‐$                                -­‐$                            -­‐$                            -­‐$                            -­‐$                          -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            -­‐$                            Partner  Total3,217,531$      50,193$          244,532$              143,180$                  653,159$              45,045$                109,396$              362,294$          476,195$              79,151$                415,705$              56,629$                358,433$              223,618$              3,217,531$      NSSRA Partner Funding for New Facility NSSRA Facility Acquisition Plan 11 Facility Operations Cost ProjectionsIn the past four years, NSSRA has incurred annual building operation costs of approximately $46,000 for the 8,370 sq. ft. facility. Operation costs for the new facility are conservatively estimated at approximately $55,000 per year which represents a 20% increase in costs for a 45% increase in space. Assumptions• 45% increase in space• New facility will be more efficient• Decrease in repairs/maintenance Annual Cost Estimates• Utilities $20,082 -Increase utility costs by 45% compared to 2012 total -Increased building efficiency offsets inflation in future years• Operations $35,300 -Repairs/maintenance (40% decrease compared to 2012 total) $10,000 -Cleaning service (45% increase) $15,500 -Trash/alarm/landscaping (45% increase) $ 9,800 Current Facility New Facility 2009 2010 2011 2012 Future Estimate Utilities*8,862 14,125 12,945 13,850 20,082 Operations**31,351 37,200 33,179 32,685 35,300 Total $40,213 $51,325 $46,124 $46,535 $55,382 *Utilities – Electric, water, gas**Operations – Waste removal, Cleaning service, Landscaping, Repairs/maintenance, Fire/alarm. NSSRA Facility Acquisition Plan 12 New Facility Benefits Meeting RoomsAccess to three private meeting rooms in the new building as described in the plan will dramatically affect the manner in which NSSRA is able to conduct its business. Families and participants will be able to discuss private and sometimes difficult information with staff in a private, comfortable meeting room without interruption. These sensitive and confidential meetings typically occur when a family first becomes involved with NSSRA or when behavioral issues arise. This addition provides space to deliver the professional level of services that families and participants expect from NSSRA. Meeting rooms will enhance staff’s ability to accomplish goals by using them regularly to meet with other NSSRA staff, partner agency staff and other community providers. Programming/Training SpaceThe addition of accessible multi-purpose training/programming space and a teaching kitchen in the NSSRA building will improve NSSRA’s all around service delivery. The training space will allow NSSRA to centralize its training sessions, adding efficiency to this critical operation. The dedicated space will provide contingency programming space when unforeseen circumstances at a scheduled facility results in program cancellation. In addition, this dedicated space will allow ongoing programs to be scheduled at the new facility, but will not detract from NSSRA’s need to primarily program in its partner agency facilities throughout the northern suburbs of Chicago. SafetyProviding a drop-off and pick-up area that is not part of the traffic pattern will eliminate a huge safety concern that exists at the current NSSRA building. Locating with a partner agency’s facility will ensure that NSSRA is in a recreation setting as opposed to an industrial park. Families, participants and staff will be safer when picking up and dropping off after hours; as partner agency facilities are commonly open into the evening. Office SpaceAdequate office space for the NSSRA staff will ensure more efficient operations. Each NSSRA staff having their own office will eliminate the distractions of others in the office on the phone or preparing for programs. Adequate office space will also allow staff the flexibility to meet with families without having to find suitable meeting space or to ask their officemate to relocate. Ideally, office space located on one level will promote staff cohesiveness and improve morale. StorageOn site storage in a new facility will save staff time and financial resources. Staff will no longer have to plan trips to and from an offsite storage unit to pick up or drop off supplies needed for programs and events. Giving this time back to staff will allow them the ability to use the time to focus more on quality programming and building family and staff relationships. Having on site storage will also eliminate the additional cost that NSSRA currently incurs to have two offsite storage units year round. New Home with Partner AgencyLocating the NSSRA facility with a Partner Agency, in a park setting and with programmable space, establishes an NSSRA home for participants and families for many years to come. This facility creates a safe place where participants and families can join together with their friends and neighbors to share in times of joy while building lifelong relationships and unforgettable memories. NSSRA Facility Acquisition Plan 13 Required Process to Acquire a New FacilityCoordinating each step in the process of acquiring a new facility and selling the existing facility along with communicating the information contained within this Facility Acquisition Plan to 13 partner agencies is a complex process. It is imperative that the NSSRA Board, staff, and Partner Agency Boards act in a timely fashion to keep the process moving toward successful accomplishment of the goal. Below are specific steps, as required by NSSRA’s Articles of Agreement, for the NSSRA Board of Directors and Partner Agency Boards to accomplish this goal.1. NSSRA staff and Board communicates need and Capital and Facility Acquisition Plan with partner communities, stakeholders and Partner Agency Boards.2. NSSRA staff and Board seek out most suitable permanent location for NSSRA.3. Partner Agency Boards approve and ratify NSSRA Board’s resolution to petition court to sell the building at 3105 MacArthur Blvd., Northbrook.4. NSSRA Board approve contract to acquire new facility. 5. Partner Agency Boards approve contract to acquire new facility.6. NSSRA Board approves contract to sell the building at 3105 MacArthur Blvd., Northbrook.7. Partner Agency Boards approves contract to sell the building at 3105 MacArthur Blvd., Northbrook. NSSRA 10 Year Capital Plan EstimateAs a cooperative agency, NSSRA operates all of its programs in partner agency facilities. As a result, NSSRA only has three areas of capital expenses including vehicles, technology and facility. Northern Suburban Special Recreation Foundation (NSSRF) has committed to funding the purchase of NSSRA’s program vehicles from 2013 - 2023 at an estimated cost of $553,00. A smaller portion of the capital expenses are NSSRA’s technology costs that total $138,000 over 10 years and the current facility costs which include improvements to the existing building and are estimated at $102,000. On page 14 is a summary table of the total estimated NSSRA capital costs for the next 10 years. NSSRA’s Capital Plan will be reviewed and approved by NSSRA’s Board on an annual basis. NSSRA Facility Acquisition Plan 14YearTechnologyVehiclesCurrent  FacilityNew  FacilityTotal  Capital  Expenses  to  be  Funded20145,000$                -­‐$                      -­‐$                      123,200$                $      128,200  20155,000$                25,000$            2,000$              123,200$                $      155,200  201645,000$            -­‐$                      -­‐$                      123,200$                $      168,200  20179,000$                -­‐$                      100,000$        123,200$                $      232,200  20185,000$                -­‐$                      -­‐$                      123,200$                $      128,200  20195,000$                -­‐$                      -­‐$                      182,073$                $      187,073  20205,000$                25,000$            -­‐$                      185,882$                $      215,882  202145,000$            -­‐$                      -­‐$                      184,482$                $      229,482  20229,000$                -­‐$                      -­‐$                      182,782$                $      191,782  20235,000$                -­‐$                      -­‐$                      185,722$                $      190,722  Partner  Total138,000$        50,000$            102,000$        1,536,939$        1,826,939$          City  of  HighwoodDeerfield  Park  DistrictGlencoe  Park  DistrictGlenview  Park  DistrictKenilworth  Park  DistrictLake  Bluff  Park  DistrictCity  of  Lake  ForestNorthbrook  Park  DistrictNorthfield  Park  DistrictPark  District  of  Highland  ParkVillage  of  RiverwoodsWilmette  Park  DistrictWinnetka  Park  DistrictTotal  Per  Year2,000$            9,743$                  5,705$                      26,025$                1,795$                  4,359$                  14,435$              18,974$                3,154$                  16,563$                2,256$                  14,281$                8,910$                  128,200$              2,421$            11,795$                6,906$                      31,506$                2,173$                  5,277$                  17,476$              22,970$                3,818$                  20,052$                2,732$                  17,289$                10,786$                155,200$              2,624$            12,783$                7,485$                      34,145$                2,355$                  5,719$                  18,939$              24,894$                4,138$                  21,731$                2,960$                  18,737$                11,690$                168,200$              3,622$            17,647$                10,333$                  47,137$                3,251$                  7,895$                  26,146$              34,366$                5,712$                  30,000$                4,087$                  25,867$                16,138$                232,200$              2,000$            9,743$                  5,705$                      26,025$                1,795$                  4,359$                  14,435$              18,974$                3,154$                  16,563$                2,256$                  14,281$                8,910$                  128,200$              2,918$            14,218$                8,325$                      37,976$                2,619$                  6,360$                  21,064$              27,687$                4,602$                  24,170$                3,292$                  20,840$                13,002$                187,073$              3,368$            16,407$                9,607$                      43,824$                3,022$                  7,340$                  24,308$              31,950$                5,311$                  27,892$                3,800$                  24,049$                15,004$                215,882$              3,580$            17,441$                10,212$                  46,585$                3,213$                  7,802$                  25,840$              33,963$                5,645$                  29,649$                4,039$                  25,564$                15,949$                229,482$              2,992$            14,575$                8,534$                      38,932$                2,685$                  6,521$                  21,595$              28,384$                4,718$                  24,778$                3,375$                  21,364$                13,329$                191,782$              2,975$            14,495$                8,487$                      38,716$                2,670$                  6,485$                  21,475$              28,227$                4,692$                  24,641$                3,357$                  21,246$                13,255$                190,722$              28,500$        138,847$            81,299$                  370,869$            25,577$                62,116$                205,713$          270,387$            44,943$                236,040$            32,154$              203,521$            126,972$            1,826,939$        10 Year Summary NSSRA Facility Acquisition Plan 15 NSSRA Facility Acquisition Plan 16 Funding Sources for NSSRAFunding for NSSRA comes from three sources: partner agency contributions, program fees and outside support from Northern Suburban Special Recreation Foundation (NSSRF), grants and donations.Contributions from the partner agencies comes from property taxes collected through a tax levy issued by each partner. The Illinois Park District Code and corresponding Municipal Code’s section 5-8 (special recreation levy) enables each partner to assess up to $.04 per $100 of Equalized Assessed Valuation (EAV) specifically for special recreation services. This levy is exempt from the tax cap and is only accessible to agencies that are partners in a Special Recreation Association. NSSRA’s current levy averaged for all 13 partners is 1.3 cents. NSSRA’s philosophy is to offer the same type of recreation experiences for people with disabilities as those available through our partner agency park district and recreation departments. NSSRA is committed to offer these programs and services at the same or similar fee as our partner agencies. However, the average NSSRA program is staffed at a 3:1 ratio with many programs at or near a 1:1 ratio based on ADA requirements, participant need, safety and quality programming. Supplies and special equipment also inflate NSSRA program expenses. Consequently, NSSRA program expenses are higher than partner agency expenses for the similar programs. Because NSSRA is committed to keeping participation fees in line with partner agencies, NSSRA program fees only account for about 20% of total annual revenue.    2009 2010 2011 2012     Actual % of Revenue Actual % of Revenue Actual % of Revenue Actual % of Revenue Revenue                                 Partner Agency Contribution $ 2,510,399 77.09% $ 2,533,835 78.12% $ 2,563,247 75.54% $ 2,585,256 72.25% Program Fees   $ 667,739 20.51% $ 672,393 20.73% $ 718,536 21.18% $ 856,304 23.93% Outside Funding   $ 78,263 2.40% $ 37,202 1.15% $ 111,511 3.29% $ 136,692 3.82% Total Revenue $ 3,256,401 100% $ 3,243,431 100% $ 3,393,294 100% $ 3,578,253 100%   NSSRA Facility Acquisition Plan 17 NSSRA Fund Balance Performance (2009 - 2012)As the budget performance and fund balance history shows, NSSRA has been financially responsible in this difficult economy. There are two major reasons for the demonstrated success in the budget and the increase in the fund balance. First, NSSRA was understaffed for most of 2009 – 2010 which created a substantial reduction in expenses. More importantly, since 2009, the staff has a renewed focus on budget execution by continually monitoring the budget to be as efficient and fiscally conservative as possible. Although, NSSRA’s budget has not grown dramatically since 2009, NSSRA staff has been successful in outperforming the budget resulting in actual expenses being less than budgeted expenses each year. 2009 2010 2011 2012 Budget Actual Budget Actual Budget Actual Budget Actual Revenue  $    3,254,527      $    3,256,401      $    3,411,756      $    3,243,431      $    3,460,278      $    3,393,294      $    3,518,957      $    3,578,253     Expense  $    3,252,618      $    3,078,372      $    3,398,071      $    3,142,882      $    3,621,864      $    3,397,261      $    3,526,976      $    3,493,184    Revenue Less Expense  $                    1,909      $          178,030      $                13,685      $          100,549      $      (161,586)    $                (3,967)    $                (8,019)    $                85,069          2009  2010  2011  2012   Beginning Fund Balance  $          167,279      $          346,622      $          447,170      $          443,203     Change in Fund Balance  $          179,343          $          100,548      $              (3,967)    $              85,069     Ending Fund Balance  $          346,622      $          447,170      $          443,203      $          528,272       NSSRA Facility Acquisition Plan 18 The following table documents the budget projections for NSSRA’s operations during the next five years based on a 3% increase each year. NSSRA’s budget is evaluated on an annual basis by the NSSRA Board of Directors. NSSRA Five Year Operational Budget Projections (2013 - 2017) NSSRA 5 YEAR OPERATIONAL BUDGET PROJECTION 2013 2014 2015 2016 2017 RevenuePartner Agency Contribution $ 2,607,993 $ 2,744,409 $ 2,819,893 $ 2,897,505 $ 2,977,306Grants185,000 190,550 196,267 202,154 208,219Fees819,516 844,101 869,425 895,507 922,372Other Revenue 11,000 11,009 11,018 11,028 8,538Total Revenue $ 3,686,509 $ 3,790,070 $ 3,896,603 $ 4,006,195 $ 4,116,435 ExpensePersonnel & Benefits $ 2,626,604 $ 2,750,922 $ 2,820,080 $ 2,891,044 $ 2,963,865Services793,582 816,615 841,124 865,570 890,733Commodities138,804 142,968 147,257 151,675 156,225Building - Operating 48,310 49,759 51,252 52,790 54,373Capital Expenditures 90,000 45,000 45,000 69,000 0*Total Operating Expense $ 3,697,300 $ 3,805,265 $ 3,904,713 $ 4,030,078 $ 4,065,197Net Surplus (Deficit)$ (10,791)$ (15,196)$ (8,110)$ (23,884)$ 51,238*Capital Expenditures are $0.00 for 2017 because there is no capital vehicle expense. NSSRA Facility Acquisition Plan 19 NSSRA Program Participation (2009 - 2012)Participation in programming has experienced a steady increase in the past four years. NSSRA’s strategic plan (2011 – 2014) has directed staff in the process of addressing the programming needs of our users, while continually striving to provide the best quality and safest programs possible.