Board of Directors Meeting Telephonic Conference Wednesday, May 13, 2020 5:00 PM PRESENTER I. Call to Order President James II. Roll Call Superintendent Wargo III. Flag Salute President James IV. Adjustments to the Agenda President James/Supt. Wargo V. Consent Agenda - Action President James A. Approval of Minutes B. Approval of Claims C. Approval of Financial Board Report VI. Business: Reports, Updates & Discussion A. May Employee of the Month Michael Wargo B. Welcome Back to Willamalane Action Plan Update Kendall Reid C. FY2020 Third Quarter Update Paula Davis D. FY2021-2025 Capital Improvement Plan Update Eric Adams VII. Business: Action Items A. Cost Recovery Temporary Policy Approval Kendall Reid B. Superintendent Contract Renewal Greg James VIII. Other Business A. Board President B. Board Members C. Standing & Special Committees D. Legal Counsel E. Superintendent IX. Adjournment Board & Budget Committee Meeting - Teleconference Wednesday, May 27, 2020 5:30 PM Next Meeting: Option 1 - Join the meeting via cell or telephone 1. Call: (541) 736-4490 2. Enter the Conference ID: 96561, followed by # Option 2 - Join the meeting online Contact Jo Schutte at [email protected] or (541) 736-4002 to receive an email with login info. If you'd like to sign up for public comment, please call in (opt 1) or send an instant message once you are logged into the meeting online (opt 2). AGENDA ITEMS
Transcript
Board of Directors MeetingTelephonic Conference
Wednesday, May 13, 20205:00 PM
PRESENTERI. Call to Order President James
II. Roll Call Superintendent Wargo
III. Flag Salute President James
IV. Adjustments to the Agenda President James/Supt. Wargo
V. Consent Agenda - Action President JamesA. Approval of MinutesB. Approval of ClaimsC. Approval of Financial Board Report
VI. Business: Reports, Updates & DiscussionA. May Employee of the Month Michael WargoB. Welcome Back to Willamalane Action Plan Update Kendall ReidC. FY2020 Third Quarter Update Paula DavisD. FY2021-2025 Capital Improvement Plan Update Eric Adams
VII. Business: Action ItemsA. Cost Recovery Temporary Policy Approval Kendall ReidB. Superintendent Contract Renewal Greg James
VIII. Other BusinessA. Board PresidentB. Board MembersC. Standing & Special CommitteesD. Legal CounselE. Superintendent
Option 1 - Join the meeting via cell or telephone1. Call: (541) 736-44902. Enter the Conference ID: 96561, followed by #
Option 2 - Join the meeting onlineContact Jo Schutte at [email protected] or (541) 736-4002 to receive an email with login info.
If you'd like to sign up for public comment, please call in (opt 1) or send an instant message once you are logged
into the meeting online (opt 2).
AGENDA ITEMS
Board of Directors Regular Meeting Minutes Telephonic/Conference Meeting
Wednesday, April 8, 2020 4:00 PM
I. Call to OrderPresident James called the telephonic meeting to order at 4:01p.m.
II. Roll CallBoard Present: President Greg James, Vice President Denise Bean, Directors Lee Beyer, ReneeJones and Chris Wig.
Staff Present: Superintendent Michael Wargo, Kendall Reid, Paula Davis, Teri Gutierrez, KennyWeigandt, Eric Adams, Chuck Dinsfriend, Tim Rod, Whitney Hoshaw, Kevin Suiter, Caitlin Esping,Brandon Lemcke, Adam Martel, and Jo Schutte (executive assistant/minutes recorder).
Guests Present: Shawn Walker, District legal counsel, and 16 additional listeners that were notidentified.
III. Adjustments to the AgendaSuperintendent Wargo added an action item: VI. Business: Action Items, B. Temporary Policy –XII. Termination and Rehire A. 4. Layoff.
IV. Consent AgendaA. Approval of MinutesB. Approval of ClaimsC. Approval of Financial Report
President James, seconded by Vice President Bean, moved to approve the Consent Agenda as presented. The motion passed unanimously, 5:0.
V. Business: Updates & Discussions
A. Employee of the MonthSuperintendent Wargo announced Tim Rod, Help Desk Technician, as the Employee of theMonth for April 2020. Chuck Dinsfriend, Tim’s supervisor, spoke positively about Tim,especially for all of the work he has done to help staff work remotely due to the COVID-19pandemic.
B. COVID-19 UpdateSuperintendent Wargo gave an update on how the District has responded to the COVID-19pandemic. The information was also included in an action memo in the board packet (refer toattachment A).
C. Superintendent’s Evaluation Timeline UpdateVice President Bean reported that Teri Gutierrez, HR Manager, sent the board a timeline forthe superintendent’s evaluation. They are due back to Teri on Friday, 4/10. Vice PresidentBean thanked Teri for her work preparing the documentation and communication regardingthe superintendent’s evaluation process.
VI. Business: Action items
A. Appointment of Budget Committee MembersPaula Davis, Business Operations Director, presented an action memo to fill five budgetcommittee vacancies. She reported that seven applications were received from Andrew Buck,Gino Grimaldi, Andre Cvitanich, Mark Molina, Eva Schaefer, Raul de la O, and Matt Sorensen.
President James, seconded by Director Beyer, moved to appoint Eva Schaeffer and Matt Sorensen to partial two-year terms from 01/01/2020 through 12/31/2022, and Andrew Buck, Gino Grimaldi, and Mark Molina to full two-year terms from 01/01/2020 through 12/31/2023. The motion passed unanimously, 5:0.
B. Approval of Temporary Policy
See memo
Director Beyer, seconded by Director Wig, moved to authorize the superintendent to effective immediately until revoked or by july 31, 2020 SEE EXACT WORKINGThe motion passed unanimously, 5:0.
VII. Other Business:N/A
VIII. AdjournmentPresident James adjourned the meeting at 4:46 p.m.
Bank Account - Check Details May 1, 2020
Period: Page 1
WILLAMALANE SVR - MASTER Karenv
This report also includes bank accounts that only have balances.
Bank Account: No.: AP, Bank Acc. Posting Group: AP
During a time when we needed innovative thinking, Spenser took on a leadership role to
develop the 5k Your Way program. The program was entirely focused on our patrons, what
they needed, what they could safely do, and the impact it could have on the community.
Spenser took an idea and flushed out all of the logistics to make it happen. In the process,
he and David Kieffer facilitated incredible collaboration across multiple departments to pull
it all off. With support from Community Engagement, IT, Rec Programming, and the Adult
Activity Center, this program was able to get 189 registrations, raise more than $1,200 for
the senior meals program, and it gave us the opportunity to get positive media hits.
Spenser is a person who gets things done. When he looked at this opportunity, there was
no clear path to make the program happen. So, he blazed his own trail, sought the right
partnerships to make it happen, then he acted as the cheerleader to get it "to the finish
line." It engaged patrons and employees of all ability levels at a time when we all needed a
boost. I'm so thankful to have Spenser on our team and can't wait to collaborate with him
on more innovative programs.
COVID-19: Recovery and Reopening PlanningMay 13, 2020
Recovery planning
Situation Analysis
Guidelines are outlined.
We have initial plans and guidelines provided by our guiding agencies and
public health officials. We can now begin a first phase of reopening plans.
We need to be agile in our planning and projections, knowing that restrictions
and timelines could change at any time.
We will not be going back to life as normal, and physical distancing will be a
reality for a long time. With this, we can provide both regular and alternative
programming to continue to serve the community.
Path to recovery
This matrix outlines patron
experience and community needs
alongside the role Willamalane
serves in each phase. The
recovery and reopening begins in
the “Restart” phase.
It’s important to note that the
final phase of this is a new
normal, not returning completely
to a pre-crisis normal.
What can wedo now?
We can start proactively planning for reopening. We need to prepare for situations in advance to secure the correct equipment, rearrange facilities and programs, and create systems. Right now, our biggest goal is to create plans that are agile and adaptable.
How the Willamalane values will guide us: • Respectful – Take special care of vulnerable populations and be
mindful of differing views about reopening and heightened stress.
• Engaged – Motivate staff to come back engaged and ready to work. Patrons also need to remain engaged and eager to interact again.
• Collaborative – Collaboration is key to a successful rollout. This means with other agencies, local and state-wide, working with our public health partners and trusted organizations, and working collaboratively within Willamalane.
• Safety – This is a top concern. With forward planning, we can ensure the safety of our patrons and staff.
Welcome back to Willamalane Committee
To effectively plan for reopening, Michael Wargo formed the Welcome Back to Willamalane Committee. This committee will be led by Kendall Reid and will include the following staff members:
Team Areas of focus Team lead Additional membersStaff protocols HR-related policies, training, and
considerationsTeri G. Teri G, Jason E, IT, Finance
Marketing & communication
Patron-facing communication, providing staff with talking points, media communication
Whitney H. Jodie D, Dune E, Kevin Suiter, Bryan B, Kenny W.
Legislative affairsand agency communication
Local health authority, Team Springfield, ORPA, local park agencies, City of Eugene/Springfield group, Smith Dawson Andrews, legislators
Kenny W. Michael W, Whitney H
Facility modifications
Line management, ordering supplies, etc.
Daniel S. Facilities, Events, CommunityEngagement, IT, Kevin S.
Internal communication
Employee reengagement, training, resources, etc.
Teri G. Teri G, Whitney H, IT, Jason E, Kevin S, Jo S.
Sanitation Keeping facilities safe and creating recommendations, connecting with other districts
Daniel S. TBD
RSD Identifying a plan for each program/facility and potential reopening plans with current guidelines
Kendall R. Tracy K, David K, Ryan T, Kenny W, Brandon L
Parks Park recommendations, implementation for additional measures
Eric A. TBD
RAFT Time tracking, staff dollars, expenses, RAFT integration etc. Related to reimbursement
Kenny W. RAFT team
Technology Telework, active net, registration, alternative worksites & workflow, etc.
Chuck D. Tim R., Rachelle O.
Program initiation teams
These teams will be specific to new or reopening programs as they are planned and kicked off
Program manager or supervisor
This may include: HR staff recall, Training, Facilities, Sanitation, Communication, Marketing/Promotion, Technology, Funding
Program Initiation Teams and Approach
Start your planEach program area expert will thoroughly review their programs. Doing this due diligence will allow us to act fast and solidify communications to patrons. These initial plans will be transformed into procedures, timelines, FAQs, talking points, and marketing as we come up to relaunching each program and facility, as it is safe to do so.
Include details like:• What it’s going to take to reopen or launch the
prioritized program.• Identify what materials, policies, and changes
are needed to open safely and what questions remain open.
• Identify what staffing needs may looks like.
Guidelines for reopening
Overview Federal and Oregon initial plans.
Broad federal guidelines were released late last week and breaks a reopening strategy
into three phases. Oregon has an initial reaction to the federal guidelines with
nuances to specific activities and service areas.
Many other public health and sector specific work groups and organizations have
come together to provide additional recommendations.
Local andindustrycollaboration
COVID-19 response meetings
• Team Springfield
• Lane County Public Health PIO updates
• ORPA Admin Call
• Local path to recovery: City of Eugene, Eugene YMCA, River Road Park & Rec
• Governor's Regional Solutions Team
• Sisters, Albany and WPRD information share
• Willamalane Park Foundation
• Sports Advisory Council Meeting with Travel Lane County
2. Individuals with serious underlying health conditions,
including high blood pressure, chronic lung disease, diabetes,
obesity, asthma, and those whose immune system is
compromised such as by chemotherapy for cancer and other
conditions requiring such therapy.
Vulnerable individuals are
recommended to stay home
at least through phase one,
even if they feel well. These
community members still
need access to some
services, to remain healthy
and connected. We will take
special care to make
accommodations or design
programs with this in mind.
Patron Experience
Patron motivations and community needs will include:
• Affordability• Scholarships, reduced prices, payment plans, or other savings.
• Entertainment and community • Providing ways get patrons active and out of the house, including
restarting and creating new programs and events.
• Options to keep patrons who stay at home entertained and engaged through new programs, events, and continued recreation content.
• Access to basic services• Meals, childcare, and other facility-specific services.
AdditionalConsiderations
Recommendations across all phases of reopening.
Through all phases of reopening, there are precautions and recommendations for
both individuals and employers to take into account.
Individu
als Cold/flu season
hygieneIncreased sanitizationFace coverings
Employ
ers Physical distancing
and protective equipmentTemperature checksSanitization Protocols for symptomatic people & contact tracing
WillamalaneConsiderations
Employers also should consider:
• Policies for public areas, contact tracing, vulnerable populations, and sanitation.
• Telework when possible.
• A phased return to work and staggering schedules.
• Limited meetings other mass gathering restrictions.
• Minimizing non-essential travel.
• Mask and PPE policies for employees and customers.
Phase Overview
Summary of phases in Oregon
Phases and descriptions• Phase 0 – current state, from Stay at Home
order until Phase 1 begins.
• Phase 1 – some counties can enter starting May 15. Lane County has applied for this reopening. Statewide on May 15 Childcare, summer school, camps, and youth programs with limitations and guidelines can resume.
• Phase 2 – Higher risk activities.
• Phase 3 – Highest-risk activities that will require a reliable treatment or vaccine
Phase overview:ORPA
This matrix outlines specific
park and rec guidelines into
four phases.
Program or Facility Phase 0 Phase 1 Phase 2 Phase 3
Daycare ClosedAllowed with restrictions
Expanded reopening
Increased enrollment
Summer camps ClosedAllowed with restrictions
Expanded reopening
Increased enrollment
Gyms & fitness centers ClosedAllowed with restrictions
Outdoor pools Closed ClosedOpen with considerations Open
Indoor pools ClosedAwaiting gym recommendations
Awaiting gym recommendations Limited reopening
Campgrounds ClosedSome open or restricted Open Open
Boating facilities and ramps Open Open Open Open
RESTART:Phase One
Community & Business Experience• Vulnerable individuals are recommended to
stay home during this phase, even if they feel well.
• Avoid SOCIALIZING in groups of more than 25 people.
• Close COMMON AREAS where people are likely to congregate and interact.
• All individuals WHEN IN PUBLIC (parks, outdoor recreation, shopping) should maximize physical distance from others.
• Minimize non-essential travel.
• Continue telework wherever possible.
• Demonstrate operations are sustainable into next phase.
RESTART:Phase One
Target timeline Phase One • Skate Park: May 15
• Dog Park: May 15
• Les Schwab Sports Park: May 15
• Fitness Center and Bob Keefer Center: June 1
• Group exercise: June 1
• Summer Camps: June 15
RESTART:Phase One • Limited, stable groups with smaller
class sizes
• Adjust staffing ratios with mixed ages
• Consider shared classroom spaces
• Increased sanitization protocols between classes sharing rooms, high-touch surfaces, and toys
• Logging information about children in care and parent/guardian information
• Prioritize care for families in essential infrastructure
State childcare considerations
RESTART:Phase One • Willamalane has initial plans drafted.
• Reduced visitation
• Implement social distancing strategies
• Intensify cleaning and disinfection efforts
• Implement screening procedures upon arrival
• Signage regarding capacity, distancing, masks, and hygiene
• Hand sanitizer stations
• Active monitoring and data collection
• Manage routing of visitors
Gyms and Fitness Center
RESTART:Phase One • Limited capacity for parties arriving together.
• Reinforce the importance of physical distancing.
• Begin with staff monitoring then switch to self-monitoring.
• Keep day-use areas closed that are prone to attracting crowds.
• Prohibit contact sports.
• Increase sanitation of restrooms and areas, or keep closed.
• Arrange common areas to at least 6-ft apart.
• Consider permits for high use areas.
• Increased communications through media and signage about mitigation measures.
Outdoor Protocols
RESTART:Phase Two
What’s ahead…• After 21 days, counties
continuing to meet the prerequisites they may be able to enter Phase 2.
• During this phase, gathering size will increase and some office work will be allowed. Specifics are still in progress and subject to change, based on data collected in Phase 1.
RESTART:Phase Three
What’s ahead…• All large gatherings should be
cancelled or significantly modified through at least September.
• Concerts, conventions, festivals, theaters, and live audience sports won’t be possible until a reliable treatment or prevention is available. It is unknown when that will be.
• Further guidance on large gatherings scheduled for later in the fall will be provided this summer.
RESTART:Phase Two • Reduced enrollment of large camps to
50 or less
• Consider changing ratio of staff tochildren to exceed state guidelines
• Implement social distancing strategies
• Intensify cleaning and disinfectionefforts
• Modify drop off and pick upprocedures
• Implement screening procedures uponarrival
DRAFT: ORPA summer camps protocols
ORPA has released initial
guidelines and protocols.
These are in a draft format
and as updates are released,
these guidelines may
change.
RESTART:Phase Two
• Implement social distancingstrategies
• Intensify cleaning anddisinfection efforts
• Increased parkpatrols/stewardship
• Communicate use guidelinesthrough internet, signage andmedia
DRAFT: ORPA outdoor protocols
These draft ORPA guidelines
apply to:
• Events
• Organized athletic
practices and competitions
• Playgrounds
• Skate parks
• Sports courts
RESTART:Phase Three
Patron experience
• All vulnerable individuals can resumepublic interactions but shouldpractice distancing.
• Low-risk populations should considerminimizing time spent in crowdedenvironments
• All individuals WHEN IN PUBLIC(parks, outdoor recreation, shopping)should maximize physical distancefrom others.
• Mass gatherings sizes increase
• Worksites have unrestricted staffing
• Visitors to nursing homes allowed
• Bars and restaurants can have moreseating
RESTART:Phase Three
Likely phase three changes• Daycare has increased enrollment
• Summer camps have increasedenrollment
• Events have reduced capacityconsiderations
• Movies and concerts allowed withcapacity considerations
• Athletic practices or competitions stillhave capacity considerations
• Contact sports programs and leaguesallowed with capacity considerations
• Indoor pools have limited reopening
ORPA has released initial
guidelines and protocols.
These are in a draft format
and as updates are released,
these guidelines may
change.
RESTART:Phase Three • Increased overall enrollment
• Rotation of smaller groupsindoor/outdoor areas
• Active monitoring and datacollection
• Intensify cleaning and disinfectionefforts
• Staff monitoring andeducating/enforcing
DRAFT: ORPA summer camps protocols
ORPA has released initial
guidelines and protocols.
These are in a draft format
and as updates are released,
these guidelines may
change.
RESTART:Phase Three
• CDC/industry model protocol for opening aquatic facilities followed
• Intensify cleaning and disinfection efforts
• Staff monitoring and educating/enforcing
• NOTE: outdoor pools opened in phase two
DRAFT: ORPA indoor pools limited opening
ORPA has released initial
guidelines and protocols.
These are in a draft format
and as updates are released,
these guidelines may
change.
RESTART:Phase Three
• Mitigation measures in place
• Staff monitoring andeducating/enforcing
• Increased sanitation
DRAFT: ORPA outdoor protocols
Outdoor protocols and
activities allowed may include:
• Events (with restrictions)
• Outdoor pools
• Contact sports programs
and leagues
Agenda Memo TO: Board of Directors FROM: Paula Davis, Business Operations Director DATE: May 5, 2020 SUBJECT: 3rd Quarter Financial Update
TOPIC: Following is the financial summary dated March 31, 2020.
DISCUSSION: General Fund Fiscal year 2020 (FY20) is from July 1, 2019 through June 30, 2020. For the period of nine months, ending in March 2020, 75% of the budget year has commenced. Excluding seasonal or cyclical activity variances, 75% subsidy use is reflective for nine months’ activity.
Revenue-General Current year levied taxes collected are $9,411,948 (95.0%) of FY20 budget compared to are $9,243,573 (97.4%) of FY19 for the same period. Prior year levied taxes collected are $381,541 (165.9%) of FY20 compared to $345,283 (150.1%) of FY19. Other General Fund non-departmental revenue (interest earning) is $59,385 (91.4%) of FY20 compared to $61,706 (205.7%) of FY19.
Administrative Services Division Subsidy use in the second quarter is $1,423,373 (69.1%) compared to $1,370,370 (69.5%) from the same period last year. Rental properties revenue is lower than last year due to the vacant Memorial Building projected revenue loss of $36,000. This is being offset by SDIS member longevity credit of $7,628 and SDIS claim reimbursement. Caselle and HCM system implementation will be completed in early FY21. The budget allocation of $114,250 for these projects will be unspent and carried forward to next year.
FY19 FY20 Difference Actual Revenue $55,369 $44,475 ($10,894) Yearly Budgeted Revenue $83,911 $73,612 ($10,299) Percentage Met 66.0% 60.4%
FY19 FY20 Difference Actual Expenses $1,425,739 $1,467,849 $42,110 Yearly Budgeted Expense $2,054,864 $2,132,936 $78,072 Percentage Met 69.4% 68.8%
Recreation Services Division Subsidy use in the second quarter is $1,914,897 (65.72%) compared to $1,823,905 (52.2%) from same
period last year. March 2020 revenue is below budget due to the closures of facilities and refunds for programs in response to COVID19. District is projecting a weekly revenue loss of $86k.
FY19 FY20 Difference Actual Revenue $3,290,679 $2,905,214 ($385,465) Yearly Budgeted Revenue $4,020,107 $4,476,529 $456,422 Percentage Met 81.9% 64.9%
FY19 FY20 Difference Actual Expenses $5,114,581 $4,820,112 ($294,469) Yearly Budgeted Expense $7,513,175 $7,390,044 ($123,131) Percentage Met 68.1% 65.22%
Parks, Planning and Facilities Division Subsidy use in the third quarter is $3,637,923 (69.0%) compared to $2,810,734 (66.4%) from the same period last year. Revenue includes proceeds from FEMA reimbursement for February 2019 winter storm of $47,540 and sales of equipment at Lane County auction of $18,441. Funds from the auction sale was used to replace two equipment trails at Park Services.
FY19 FY20 Difference Actual Revenue $60,988 $85,096 $24,108 Yearly Budgeted Revenue $27,251 $68,600 $41,349 Percentage Met 223.8% 124.1%
FY19 FY20 Difference Actual Expenses $2,871,722 $3,723,019 $851,297 Yearly Budgeted Expense $4,260,331 $5,336,607 $1,076,276 Percentage Met 67.4% 69.8%
Compliance Items Bank reconciliations have been completed for January 2020. February and March bank reconciliations will be completed by June delay do to response for COVID19. Quarterly payroll reports and State transit taxes filed on 4/27/2020.
Summary Overall the organization is operating consistent to budget expectations. Unfavorable variances will be monitored for corrective action.
REQUESTED ACTION: None, discussion only.
ATTACHMENTS: None
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Agenda Memo (Discussion)
TO: Board of Directors FROM: Eric Adams – Planning, Parks and Facilities Director DATE: May 13, 2020 SUBJECT: Draft Five-year Capital Improvements Plan Update (FY2021 – FY2025)
TOPIC
The Board of Directors is scheduled to review this year’s update to the District’s five-year Capital Improvements Program (CIP).
DISCUSSION
In preparation for the first meeting of the Budget Committee on May 27, 2020, the following is a summary of the proposed additions and modifications to the prior five-year Capital Improvement Plan, as denoted by the highlighted items on Attachments I and II. A fuller discussion of the overall plan will be presented to the Budget Committee. At this time, the Board of Directors is asked to provide feedback on whether any modifications should be made to the draft allocations.
Building & Construction Fund
• Dorris House Roof Replacement Grant Match ($25,000) – Staff are preparing anapplication for the Preserve Oregon grant from the State Historic Preservation Office thatrequests funding to pay for replacement of the Dorris House roof. Total project cost isestimated at $50,000. The funds allocated through this line item would satisfy the matchrequired for the grant.
• District-wide Security Systems Upgrade ($63,000) – Security systems at the District’sfacilities are soon to be outdated due to the forthcoming transition to 5G-basedcommunications platforms. Funds allocated for this line item will be used to upgrade thosesystems at each of the District’s facilities.
• Splash! Roof Replacement ($265,000) – The roof at Splash! is nearing the end of itsfunctional life. Funds for a complete replacement are allocated over two fiscal years, withthe anticipation that the project would begin at the end of Fiscal Year 2023 and becompleted in Fiscal Year 2024.
• Splash! Administrative Office Conversion ($15,000) – For some time now, there has notbeen adequate office space at Splash! for supervisors stationed at the facility. This frequentlyresults in the need to hold confidential conversations in portions of the facility that are notideal for such topics. Funds allocated for this item would be used to remodel an existing
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administrative and storage areas to create two new offices.
• Willamalane Adult Activity Center Trash Compactor ($55,000) – Refuse collection at theAdult Activity Center is currently facilitated by two outdoor dumpsters that are placed at thenorthwest corner of the building, visible from the parking area. This presents less than idealaesthetics for patrons, and routinely creates a safety issue from people attempting to accessthe dumpsters for various unsafe and unauthorized activities. These funds would be utilizedto install a compactor, similar in size to the one at Bob Keefer Center, thereby mitigatingthese issues as well as reducing currently garbage disposal costs. Installation of a compactoris expected to pay for itself within three to five years based on current tonnage rates.
• Willamalane Adult Activity Center Heat Loop Replacement ($30,000) – Water supply linesthat circulate hot water throughout the building from the boiler have begun to fail. Staffaddress these on a case-by-case basis, but complete replacement of the lines isrecommended as soon as possible.
• Willamalane Park Swim Center Administrative Office Conversion ($12,000) – These fundswould be utilized to create new administrative office space at Willamalane Park SwimCenter, for reasons similar to those noted above for Splash!.
• Willamalane Park Swim Center Gas Fired Boiler Engineering ($20,000) – The two boilersthat currently supply hot water throughout the facility are aging and nearing the end of theiroperational life. Inherent degradation of heating efficiencies has increased operational costsand generated more emissions than would result from a modern system. It is necessary tofirst conduct an engineering study to determine the appropriate configuration and scope ofthe replacement project.
• Willamalane Park Swim Center Lap Pool Filter Replacement ($165,000) – Water qualitystandards that must be maintained at our pools are currently achieved through the use oftraditional sand-filter systems, which must be maintained through regular replacement ofthe filter media. Although effective, these filters do not perform at peak efficiencies, andresult in comparatively higher energy, chemical, and labor costs than newer availabletechnologies. Funds for this project would be used to replace the existing system with aregenerative media filter that requires less labor to maintain. The new system would beeligible for up to 70 percent project cost reimbursement from the Energy Trust of Oregondue to increased operational efficiencies. Funds for this project would be split betweenFiscal Years 2021 and 2022.
• Willamalane Park Swim Center Lap Pool Filter Replacement ($133,000) – Similar to theroof at Splash!, the membrane cover of the roof at Willamalane Park Swim Center is nearingthe end of its operational life. Funds for this allocation would be used to replace it with acomparable membrane with a life expectancy of 25-30 years. For budgeting purposes, andgiven the time of year when roofing work is easiest to complete, funds are split betweenFiscal Years 2023 and 2024.
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• District-wide Natural Area Restoration ($25,000) – For Fiscal Years 2022 and 2023, priorallocations for this line item have been reduced from $50,000 to $25,000 annually. Thisadjustment will be off-set by additional grant funds recently awarded by the Bureau of LandManagement for hazardous fuels reduction work.
• Park Redevelopment – LGGP Grant Matching Funds ($250,000) – Several of the Disrict’sexisting neighborhood parks are approaching conditions that merit the full replacement andupgrade of play equipment and picnic shelters. These funds have been set aside as match fora future grant award from Oregon State Park’s Local Government Grant Program. Staff willdetermine which park or parks to address through these funds based on an ongoingcondition assessment.
System Development Charge Fund
• System Development Charge Methodology Update ($100,000) – The prior allocation for thisline item has been increased from $25,000 to $100,000 based on feedback from comparablejurisdictions that have recently completed methodology updates.
• Natural Area Acquisition ($300,000) – Several near- to long-term opportunities exist for theDistrict to acquire additional acreage adjacent to natural areas, which would enhance itsability to provide exceptional park and recreation experiences. A specific purchase has notbeen identified at this time. However, it is anticipated that by 2024, the District may havesecured its next bond measure and be in a position to successfully negotiate purchase ofadditional property.
• Comprehensive Plan Update ($40,000) – Funds for this line item have been increased from$20,000 to $40,000. A major update to the Comprehensive Plan is mandated by policy everyten years.
• Dorris Ranch Master Plan Improvements ($150,000) – These funds would be utilized toconstruct new trails identified as part of Phase 1 of the recently updated Dorris RanchMaster Plan. Trails would provide connectivity between the Middle Fork Path and the “NewProperty” (aka Allen Property). Additional improvements contemplated through the masterplan are anticipated through securing funds from a future bond measure.
• Pierce Property Park Development LGGP Grant Matching Funds ($250,000) – With theanticipated start of development of Marcola Meadows within the next year, the need todevelop this new neighborhood park becomes essential. These funds have been allocated tomatch a corresponding grant award from Oregon State Park’s Local Government GrantProgram.
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ACTION REQUESTED
The Board of Directors is requested to review the proposed 5-year CIP and provide direction to staff as to any recommended changes. If needed, Staff will incorporate any modifications and then present the proposed five-year plan to the Budget Committee for its review and concurrence prior to formal approval by the Board of Directors at its June 2020 meeting.
TO: Willamalane Board of Directors FROM: Kendall Reid DATE: 5/13/20 SUBJECT: Cost Recovery
Purpose: The purpose of this memo is to request a temporary suspension of the current Cost Recovery guidelines either until mass gathering restrictions are lifted or December 31, 2020, whichever comes first. During this time, the Willamalane Superintendent or Recreational Services Director will approve Cost Recovery.
Overview: The Cost Recovery Model was originally prepared as a measure to develop a methodology for determining the appropriate percentage of cost recovery for current and future services. This model provides guidance for determining which facilities and services should be fee based, and provides a method to ensure that current services are priced at a level commensurate with the Board’s objective for cost recovery.
However, due to the modifications and restrictions associated with COVID-19, our ability to meet the current guidelines for our recreation programs will be impacted. In an effort to meet the needs of our community while operating within the guidelines set forth for social distancing, we ask that you temporarily suspend the current Cost Recovery guidelines.
Request: A temporary suspension of the current Cost Recovery guidelines either until mass gathering restrictions are lifted or December 31, 2020, whichever comes first. During this time, the Willamalane Superintendent or Recreational Services Director will approve program plans.
Superintendent’s Monthly Board Report
TO: Board of Directors
FROM: Michael Wargo
DATE: May 13, 2020
SUBJECT: April Superintendent’s Report
SUPERINTENDENT’S OFFICE
COVID 19 - April continued to provide an unprecedented challenge for the district and staff. As outlined in the Human Resources section, the district was forced to make difficult cost saving decisions regarding the reduction of staff. Willamalane had a total of 421 employees on the payroll on March 12, which was then reduced to 141, and is now down to 82. Additionally hiring and major purchasing freezes have been enacted which have significantly reduced operating costs. I have been inspired by all our staff and how they have either accepted the reduction or risen to the challenge and filled in to support our critical operations. We have received a string of good information regarding a phased approach to opening. We are in regular communication with state, county and city officials as well as ORPA, Bend and Tualatin Parks and Recreation leaders, and city of Eugene and River Road Park District. Staff is working diligently on our “Welcome Back to Willamalane” strategic plan led by Recreation Services Director, Kendall Reid. I am confident that we are developing a conservative, safe approach to reopening, with patron and staff safety being of paramount importance, while being compliant with all state executive orders.
BUSINESS OPERATIONS
The Business Operations Division provides oversight and consultation to District programs for Financial, Human Resources and Information Technology. As a strategic partner we serve as a support program to the other departments.
Finance – Department continues to navigate telecommuting challenges and find alternative ways to work around the high volume of paper by sending electronic invoices via email, temporarily instituting email approvals with proper back up, and closely monitoring electronic approvals for timely distribution of accounts payable. These processes will meet our audit transparency and approval requirements. The District’s FY20 Interim Audit is being conducted virtually and the team has been working on pulling, scanning and submitting the requested files electronically. We have completed the first phase of our Caselle integration and will begin working on the next phase. FY21 Budget is being finalized and the budget committee meeting has been advertised and scheduled for May 27th. Payroll’s load increased significantly due to the COVID-19: creating leave codes, monitoring and balancing proper time keeping entries, processing layoff and furloughs.
Human Resources – The HR department continues to navigate the hurdles and barriers brought by the COIV-19 pandemic. Learning to make important, risky and impactful decisions and create new processes
with minimal and changing information has developed an amazing resiliency with the HR Team. April was nothing like what we planned for or expected, but we are grateful for the lessons we have learned.
April 7, 2020 was the end of a two week notice for 280 part-time non bargaining unit employees. April 17, 2020 was the end of a 3-day furlough notice to 58 full and part-time bargaining unit staff and 1 full-time confidential HR staff person. Processing those employee changes and providing as much support and information to laid off and furloughed staff was HR’s top priority. Processing all the unemployment verifications has impacted the workloads of our two HR assistants, and they have managed it with grace and timeliness. Right on the heels of the staff reduction is the planning for re-opening and return to work logistics. We know employees will be coming back to a different Willamalane and we want to prepare them for the transition and new guidelines and protocols. The HR team has also been focused on the impact of the pandemic on mental and emotional health. Our Training and Operations Analyst, is working on virtual leadership forums that address grief and resiliency, and we are looking to create surveys to gather feedback on reopening and lessons we’ve learned throughout this difficult time.
Information Technology – April was a continuation and expansion of the department’s support of the district response to the COVID-19 pandemic. The helpdesk ticket volume has remained at an all-time high. Much of the tickets can be attributed to staffing changes and support of remote work from home challenges. The IT team also continued to move forward with some of the major projects: Caselle network preparation, DRaaS (cloud back up system) which will be completed May 8th, upgrade to Internet Service Provider (new ISP is LS Networks, delivering over 10x the previous service at 500mb), completing the cutover to all the VPN circuits, email, phone and internet access, and increasing the internal speed capabilities of our newly upgraded network infrastructure to 10g. Began work on re-opening procedures in ActiveNet and started file encryption project to improve data security. Other key accomplishments for April include:
• Service Ticket stats: Opened 237 tickets, closed 234 tickets, 197 staff hours• KnowBe4 Phish-prone percentage rose to nearly double previous month at 8.5%. This is due to
the increase of COVID-19 related phishing exploits received.• Handled staffing changes for over 300 accounts, including deactivation of accounts, email,
phones, and handling the return of assigned computer and telephone equipment.
RECREATION FACILITIES AND PROGRAMMING TOPICS
Aquatics: The Aquatics department furloughed 14 staff and their last official day was Friday, April 17. Most had already elected to stay home due to the COVID -19 pandemic. For the few that were still working, aquatics supervisors collected all keys and deactivated door access codes. The Aquatic supervisory team will be in the office once a week on Fridays. Staff will continue to follow strict social distancing protocols while in the office.
On days other than Friday, Kory and Rajeana will continue to collaborate with Mert M. on daily facility checks in order to make sure the systems are still functioning within acceptable ranges (Chlorine, Ph, alkalinity, water flow, UV, etc.). These systems cannot be turned off (even with nobody in the facility), and need daily checks in order to ensure proper function.
Team aquatics has been producing a daily aquatic newsletter that contains district updates, daily news,
things to do to pass your time during quarantine, and anything else fun and relevant for current and former staff.
Currently we are working on a multi-level plan that will enable us to have our staff re-certified as quickly as possible once we are able to bring Aquatics staff back to work. All of our staff certifications (it is required to be lifeguard certified and we have about 65) will expire in May. Without certifications we cannot reopen. We are creating a plan that will address this recertification process once staff are allowed to return. This is approximately a 40 hour class to recertify our staff once these certifications expire. Certifications expire May 23rd.
With the understanding that any type of reopening will be a step by step and layered approach, we are also working on multiple plans for reopening facilities that includes limited hours, changing programs at facilities, and breaks between programs to allow decontamination. These multi-layered plans account for many different scenarios including, but not limited to: economic downturn, the financial impact the COVID-19 pandemic had on the Aquatic department, and continued social distancing guidelines.
FY20 March Revenue - $18,946 FY20 March Expenditures - $127,073 Why didn’t
FY20 March Revenue - $2,684 FY20 March Expenditures - $0
FY20 March Revenue - $7,560 FY20 March Expenditures - $15,308
FY20 March Revenue - $1,797 FY20 March Expenditures - $1,910
FY20 March Revenue - $2,035 FY20 March Expenditures - $2,878
FY20 March Revenue - $9,629 FY20 March Expenditures - $35,362
FY20 Revenue - $700,587
• Aquatic Department:FY19 March Revenue - $104,614FY19 March Expenditures - $112,768
• Rentals:FY19 March Revenue - $9,494FY19 March Expenditures - $0
• Swim Lessons:FY19 March Revenue - $11,534FY19 March Expenditures - $2,400
• Concessions:FY19 March Revenue - $11,479FY19 March Expenditures - $1,777
• Water Fitness:FY19 March Revenue - $5,094FY19 March Expenditures - $1,098
• General Admissions:FY19 March Revenue - $65,603FY19 March Expenditures - $23,718
Social Media Summary - April The social media landscape has changed dramatically with discussion of COVID-19 and adjacent topics dominating the landscape. Users, stuck indoors and looking for connection, are turning to social media to keep in touch with friends and local business at very high rates.
Willamalane continued to shift programming to its digital channels this month. Fitness, community, park, and family content all performed strong and we were able to provide a variety of content for our community. Overall, engagement metrics continue to increase since the launch of the digital programming content on March 18. We’ve seen:
• Facebook: 412.5% increase in posts, 472% increase in reach, 461% increase in engaged users.• Twitter: 625% increase in posts, 116% increase in likes, 443% increase in retweets.• Instagram: 742% increase in posts, 647% increase in reach, 570% increase in engagement.
Our shift to digital programming through Willamalane at Home and Power of Parks campaign earned national recognition. Community Engagement presented this district-wide collaboration and the results in a webinar to over 3,000 people from park districts across the country. Some screenshots of the presentation are included below. The full webinar can be found here.
Public Relations – April Between March 27 and April 17, Willamalane tracked 10 stories and mentions. Of these, three were secured through proactive media outreach. The recent coverage is all related to COVID-19. The homeless shelter at the Memorial Building, safe use of parks, the mobile pantry at Bob Keefer Center, and the recent furloughs make up most of the coverage this month. Willamalane issued two releases, one about volunteer mask creation and the other about furloughs. All coverage (includes mentions and full articles)
• Springfield Homeless Shelter Delays Opening, KEZI, March 27. • Rain Doesn’t Dampen Need to Visit Local Parks, The Register-Guard, March 30. • Kudos to the cooks: Parade at Two Rivers-Dos Rios Elementary celebrates ‘lunch heroes,” The Register-
Guard, March 31. • No Business Exists in a Vacuum, The Register-Guard, April 7. • FOOD for Lane County mobile pantry serving Oakridge, Cottage Grove, Springfield, Eugene, KMTR, April
8. • Willamalane Volunteer Program: Sewing/Crocheting Masks and Surgical Scrub Hats, KVRM, April 10. • FOOD for Lane County expands mobile food pantry as community needs grow, The Register-Guard,
April 13. • Food For Lane County Expands Mobile Service To Cottage Grove, Cottage Grove Sentinel, April 13. • Willamalane furloughs 59 employees due to COVID-19 financial challenges, KMTR, April 16. • Willamalane furloughs 59 employees due to COVID-19, KEZI, April 16.
Notable coverage: Rain Doesn’t Dampen Need to Visit Local Parks, The Register-Guard, March 30. This article highlights people getting outdoors safely during the COVID-19 shutdown and outbreak. The article interviews several residents visiting Dorris Ranch. Willamalane is not mentioned, but the article focuses on this park and all the images were taken in the park as well. It was not proactively secured, but is a great article during this time.
FOOD for Lane County expands mobile food pantry as community needs grow, The Register-Guard, April 13. This article is focused around FOOD for Lane County's effort to expand pantry access during a growing time of need. Willamalane is one of the highlighted locations, and images from Hops the Bunny appear within the story. Willamalane is mentioned as an essential partner in providing additional mobile pantry access.
Resource Development Revenue Report Note: The CE annual revenue total is still considerably lower than FY19 at this period because of payments that were issued to 1PASS destination partners. Here’s a summary as to why our revenue is lower than last fiscal year. In FY19, we paid approximately $115,000 to Destination Partners for the 1PASS program. These were paid as an operating expense (came from “contract labor” GL). In FY20, Business Operations requested that we pay our Destination Partners from the 1PASS revenue GL rather than the operating expense GL. In FY20, we sold more passes than last year and therefore owed a larger sum to Destination Partners. We paid $166,299.22 to our partners, and all of that came from the Community Engagement revenue. Therefore, our revenue is lower, but our expenses are also lower. In March we secured about $3,500 of new revenue. Given how we’re trending, we expect to exceed our sponsorships and donations goal of $89,000. The report below reflects collected revenue from our Resource Development efforts for FY20.
“Willamalane Park and Recreation District and the NAACP Eugene-Springfield
have partnered with FOOD for Lane County to make the mobile pantry possible”
Early Childhood & Youth Programs:
ECYP Leadership staff contacted all sixteen BU staff that were affected by the COVID-19 furloughs. Staff were very understanding of the District’s need for issuing furloughs and expressed gratitude towards the District’s ability to continue covering benefits. At this time, ECYP department will continue to utilize exempt staff for the planning and operations of the department until other decisions prevent them from doing so.
Summer programming plans are currently being developed in anticipation of a May 13th registration date. Due to COVID-19, ECYP department is anticipating a large decrease in summer program enrollment and factoring in the possibility of all summer programming being cancelled. At this time, the future of programming for the department is unclear but staff will be working on multiple strategic plans in order to be ready for all scenarios.
• EC&YP Department:FY19 March Revenue- $112,995.88 FY20 March Revenue - $67,151.39 FY19 March Expenditures - $140,812.4 FY20 March Expenditures - $124,063.55
• Youth Programs:FY19 March Revenue- $86,121.06 FY20 March Revenue - $56,012.86 FY19 March Expenditures - $68,820.26 FY20 March Expenditures – $62,423.49
o Decrease in revenue due to COVID-19 refunds issued for March and Spring Break Camp.• Early Childhood Programs:
FY19 March Revenue- $26,874.82 FY20 March Revenue - $11,138.53 FY19 March Expenditures - $23,332.50 FY20 March Expenditures - $20,098.78
o Decrease in revenue due to COVID-19 refunds issued for March preschool programs• Inclusion Services:
FY19 March Revenue- $0 FY20 March Revenue - $0 FY19 March Expenditures - $12,683.63 FY20 March Expenditures – $3,314.87
o Decrease in expenditures in personnel services due to changes in staffing for inclusionservices.
Recreation Programming Department:
March financials reflect a substantial portion of programmatic refunds from our current public shut down, shown in extremely low revenue numbers; refunds are processed directly from program revenues. Significant numbers to call out include: a) negative athletics revenue number due to large refunds for Middle School Sports; b) all fitness memberships have been paused, and prorated membership fees refunded; c) continued expenditures for sub-departments due to retained staffing for projects and staffing payouts upon layoff. Additional refunds will be documented in the financial report for April, reflecting the date that SPS announced the full closure of schools for the year.
After the most recent furloughs, the four remaining staff in the department are all working remotely. Supervisors are absorbing programming and projects from furloughed coordinators. Our focus has been
on programming that can generate participation and engagement from the public, primarily virtually/online. Some examples are continued filmed and live-streamed fitness classes, the rollout of a virtual 5k (#5kyourway), a Willamalane park scavenger hunt, and E-gaming options.
• Recreation Programming Department: FY19 March Revenue - $77,210 FY20 March Revenue - $4,154 FY19 March Expenditures - $43,277 FY20 March Expenditures - $31,955
• Adult Rec
FY19 March Revenue - $5,638 FY20 March Revenue – $3,058 FY19 March Expenditures - $7,086 FY20 March Expenditures - $6,866
• Athletics
FY19 March Revenue - $37,576 FY20 March Revenue – ($1,671) FY19 March Expenditures - $12,225 FY20 March Expenditures - $8,825
• Fitness
FY19 March Revenue - $19,406 FY20 March Revenue - $877 FY19 March Expenditures - $11,628 FY20 March Expenditures - $8,661
• Youth & Family Rec
FY19 March Revenue - $14,590 FY20 March Revenue - $1,890 FY19 March Expenditures - $12,338 FY20 March Expenditures - $7,603
• Recreation Programming Department YTD Comparables: (not including 0500 General codes)
Special Events & Program Operations: The Special Events and Program Operations department has been impacted this month with the onset of the COVID-19 crisis. As of April 17, 2020 we have a projected rental revenue loss of $76,066. All rental cancellations have been completed through May 30, 2020. Department staff are working primarily from home and taking care of cancellations, refunds, online trainings, and documenting processes. Volunteer opportunities have been suspended throughout the District. Adult Activity Center Staff are continuing to support the Senior Meals program and serving 500 meals per week at the curb-side lunch program.
PLANNING, PARKS AND FACILITIES TOPICS Planning & Development FY20 CIP Projects Many of the Fiscal Year 2020 Capital Improvement Plan projects that had been scheduled to start this spring have been temporarily delayed while the District continues to assess the financial impacts from COVID-19. These include annual priorities identified for accessibility improvements; upgrades at Eastgate Woodlands to the parking area, kiosk, and trail system signage; landscaping improvements at all four facilities; and additional access road maintenance at Thurston Hills Natural Area. It is anticipated that funds for these projects will be carried over to FY21, pending confirmation of the need to reallocate funds in order to support District operations.
Georgia Pacific Natural Area – Temporary Equestrian Use Initiation of an equestrian use pilot project at Georgia Pacific Natural Area is progressing as planned. Staff have finalized a signage plan and trail map, and vegetation is being cleared along the north side of the Middle Fork Path to allow room for equestrian travel to and from Clearwater Park. Installation of signage will begin in the first part of May. Educational signage will be supported by online content on the District’s website, as well as a survey to assess user experience and provide feedback to the District throughout the duration of the three-month trial period. Natural Resources Staff have received notification from the Bureau of Land Management that a third round of funding has been awarded to the District as part of a regional wildland fire fuels management program. The additional $84,000, which increases the funds awarded through this program to the District to a total of $226,500 over the last three years, will be available to conduct mechanical vegetation management in parks and natural areas. High priority sites will continue to be Thurston Hills Natural Area, Dorris Ranch, Eastgate Woodlands, Georgia Pacific Natural Area, and McKenzie Weyerhaeuser Natural Area. Park Ranger Due to the COVID-19 public health crisis and corresponding economic impacts, the District has temporarily delayed hiring a new Park Ranger. It is not yet clear when this position will be filled. In the meantime, existing staff are responding to the needs of this position as time and resources allow. Recreation Facilities, Operations and Maintenance Bob Keefer Center and Willamalane Adult Activity Center Facilities staffing has been substantially limited by recent furloughs and layoffs. We have kept up basic operations at our facilities, including cleaning every other day, as well as addressing maintenance failures and performing preventative maintenance. Staff completed a tile re-grouting and sealing project at Bob Keefer Center, and extracted carpets and furniture at both the Bob Keefer Center and Adult Activity Center. Staff have also been assisting with the GROW project, constructing and delivering garden boxes to the people of Springfield. Aquatics Facilities, Operations and Maintenance Willamalane Park Swim Center The facility is currently closed due to COVID-19 restrictions. Staff have been focusing on tasks that would normally be completed during our Fall closure. Staff have completed 190’ of concrete expansion joints, repaired and patched areas of the deck, rebuilt the high dive fulcrum, grouted tile in the locker rooms, and modified the pool premier grating to help with water conservation. Splash! at Lively Park Painting of Splash! facility is under way. Staff have been scraping paint, caulking battens, and priming and painting the building exterior. By performing the paining in house, the district is saving $72,000. Staff swapped out a faulty LED light over the water with one that can be accessed from the pool deck. A permanent barricade was formed in the boiler room to prevent a potential leak from damaging our pool circulation pumps. Aquatic Maintenance staff created the branding tool that was used on the GROW project boxes.
Parks – Landscape and Grounds • Staff performed regular trash collection at all park sites. • Staff have been mowing daily at sites throughout the district to prepare parks for the Spring
flush. • Irrigation Specialist finished installing main line at Bluebelle Park and is still working on the
laterals. • Staff addressed camps and campers along West D and the Middle Fork Path near Dorris Ranch. • Staff spent 3 hours on vandalism repairs.
Parks – Structures
• Structures staff addressed signage needs related to the COVID-19 situation, ordered updated signage to be installed in parks, and installed those signs.
• Staff removed graffiti at the Willamalane Skate Park and Mill Race Path. • Staff replaced light fixtures at Bob Keefer Center. • Staff completed logistical preparation for installation of a life jacket station at Clearwater Park. • Staff painted new siding on storage shelter at Bob Artz Park. • Staff reviewed local soil percolation test procedures as part of a project to improve the drainage
of the Douglas Gardens Park play structure surface. • Staff responded to a report of a break-in at the Douglas Gardens Park restroom building. A
police report was filed and building was secured. • Staff spent 10 hours on vandalism repairs. • Staff worked on CAPRA projects. • Program Manager completed assessment of department’s essential needs/responsibilities and
developed recommendations on how to meet those needs adhering to criteria related to COVID-19 and budgetary impact.
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