Parks and Recreation Strategic Master Plan

Transcription

Parks and Recreation Strategic Master Plan
April 2014
The Town of Brownsburg Parks and Recreation Department • www.brownsburgparks.org
Parks and Recreation Strategic Master Plan | DRAFT Report
Acknowledgements
Grant Kleinhenz, Town Manger
Brian Hartsell, Assistant Town Manager
Town Council
Gary Hood, President
Don Spencer, Vice President
Rob Kendall, Member
Dave Richardson, Member
Ashley Hobbs, Member
Park Board
Michael Klitzing, President
Scott Lattimer, Vice President
Joseph Almon, Member
Tracie Morris, Member
Cari Palma, Member
Phil Utterback, Member
Park Staff
Philip Parnin, Director
Travis Tranbarger, Assistant Director
Cynthia Hyatt, Administrative Assistant
Rebecca Holloway, Office Assistant
Michael Hawk, Recreation Superintendent
Lora Lacey, Community Recreation Manager
Kevin Enders, Youth Services Manager
Judi Daniels, Recreation Program Assistant
Andy Wilson, Grounds Superintendent
Kris Myers, Grounds Laborer
Joe Maples, Grounds Laborer
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Town of Brownsburg
Table of Contents
CHAPTER ONE - EXECUTIVE SUMMARY ..............................................1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
INTRODUCTION ...................................................................................... 1
PROJECT PROCESS .................................................................................. 3
GOALS OF THE STRATEGIC MASTER PLAN....................................................... 3
PARK BOARD GOALS FOR LONG-TERM EXCELLENCE ........................................... 4
VISION AND MISSION STATEMENT ................................................................. 5
DEPARTMENT SHORT TERM GOALS ............................................................... 5
CONCLUSION ......................................................................................... 7
CHAPTER TWO - COMMUNITY PROFILE ..............................................8
2.1
2.2
2.3
2.4
2.5
2.6
NATURAL FEATURES AND LANDSCAPE ........................................................... 8
MAN-MADE, HISTORICAL AND CULTURAL ...................................................... 10
SOCIAL AND ECONOMIC FACTORS ............................................................... 12
TRENDS ANALYSIS .................................................................................. 22
SERVICE PROVIDER ANALYSIS .................................................................... 29
BENCHMARK ANALYSIS ............................................................................ 32
CHAPTER THREE - COMMUNITY INPUT ............................................ 37
3.1 GENERAL FINDINGS ................................................................................ 37
3.2 COMMUNITY NEEDS ANALYSIS SURVEY ......................................................... 39
3.3 CROSS TABULATION ANALYSIS ................................................................... 54
CHAPTER FOUR - PARK AND PROGRAM FACILITY DEVELOPMENT .............. 59
4.1
4.2
4.3
4.4
4.5
4.6
4.7
CURRENT PARK NARRATIVE AND CONCEPTS ................................................... 59
ADA ACCESSIBLITY ................................................................................. 70
PARK DESIGN PRINCIPLES ......................................................................... 75
LEVEL OF SERVICE STANDARDS .................................................................. 87
SERVICE AREA MAP ................................................................................. 89
CORE FUNCTIONS .................................................................................. 90
PROPOSED ORGANIZATIONAL CHART ........................................................... 94
CHAPTER FIVE - RECREATION & AQUATIC PRO FORMAS ........................ 95
5.1 RECREATION CENTER .............................................................................. 95
5.2 AQUATIC COMPLEX ................................................................................ 98
CHAPTER SIX - MAINTENANCE COST OF SERVICE ANALYSIS ................... 100
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
MAINTENANCE STANDARDS ..................................................................... 101
CURRENT MAINTENANCE LEVELS .............................................................. 114
MAINTENANCE ZONES BY PARK ................................................................ 115
CREATING THE DOCUMENT ..................................................................... 119
DEVELOPING TIME STANDARDS ................................................................ 119
MAINTENANCE ANALYSIS ........................................................................ 119
SUMMARY OF MAINTENANCE COSTS BY SITE AND LEVEL OF SERVICE ................... 120
SUMMARY BY SITE AND PARK ASSETS ......................................................... 122
BUDGET ALLOCATIONS TO MAINTENANCE ................................................... 123
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6.10
6.11
6.12
6.13
6.14
LABOR COST ANALYSIS......................................................................... 125
EQUIPMENT COST ANALYSIS .................................................................. 127
SUPPLIED COST ANALYSIS ..................................................................... 131
SERVICES COST ANALYSIS ..................................................................... 134
MAINTENANCE FINDINGS ...................................................................... 135
CHAPTER SEVEN - CAPITAL IMPROVEMENT PLAN & FUNDING / REVENUE STRATEGIES
........................................................................................ 136
7.1
7.2
7.3
7.4
FIVE YEAR CAPITAL IMPROVEMENT PLAN .................................................... 136
2014 EQUIPMENT REPLACEMENT LIST ........................................................ 137
RECREATION IMPROVEMENT PLAN ............................................................ 138
FUNDING AND REVENUE STRATEGIES ......................................................... 139
CHAPTER EIGHT - VISION, MISSION PRIORITY AND IMPLEMENTATION ....... 145
8.1
8.2
8.3
8.4
8.5
8.6
8.7
VISION .............................................................................................. 145
MISSION ............................................................................................ 145
FACILITY AND PROGRAM PRIORITY RANKINGS .............................................. 146
COMMUNITY VISION FOR LAND ACQUISITION ................................................ 149
COMMUNITY VISION FOR RECREATION FACILITIES .......................................... 150
COMMUNITY VISION FOR RECREATION PROGRAM SERVICES .............................. 152
COMMUNITY VISION FOR OPERATIONS AND FINANCING ................................... 153
CHAPTER NINE - CONCLUSION ..................................................... 156
APPENDIX 1 – SUMMARY OF MAINTENANCE TASKS .............................. 158
APPENDIX 2 – MAINTENANCE BUDGET INFORMATION........................... 160
APPENDIX 3 – ADA SELF ASSESSMENT FORMS .................................... 164
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CHAPTER ONE - EXECUTIVE SUMMARY
1.1 INTRODUCTION
Today, Brownsburg Parks manages more than 160 acres of park land and open space and offers a variety
of recreational programs, activities, and special events each year. Brownsburg Parks serves over 66,000
people annually through programs, events, facility reservations, playgrounds, trails and visitors to the
park system. Brownsburg Parks directly serves the residents in the corporate limits of the Town of
Brownsburg and also has customers from surrounding area that utilizes the services and programs.
However, only those specifically within Town limits contribute to the park system through property tax.
In 2009, CNN Money Magazine ranked the Town of Brownsburg, located in Hendricks County, as the #1
place to live in Indiana, and #33 best in the Nation. The magazine cited Brownsburg's low crime, strong
economy, and excellent schools as factors for placing Brownsburg at the top.
In order to bring the quality of life up to the community standard, the Town of Brownsburg desired a
Parks and Recreation Strategic Master Plan to guide Parks for the next five (5) years. As this document
functions as both a Strategic Plan and a Master Plan, it is important to define how these two planning
methodologies work cohesively.

A Strategic Plan is a directional document that looks at the long term future of the Town’s Parks
and Recreation System in the context of its changing environment, the needs and desires of its
citizens and its internal operation. Also, a Strategic Plan outlines the Vision and Goals that
Brownsburg Parks is inspiring to achieve. It describes the specific objectives and specific targets
and actions the Town Council and Brownsburg Parks want to accomplish by a certain date.

The Master Plan includes public input into how Town residents use parks and recreation facilities,
what they feel the priority of capital improvements should be for the system for the next five to
ten years. Also, a Master Plan provides an inventory of existing conditions and recommendations
for future parks, recreation facilities and programs, acquisition and development of open space
areas and facilities.
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Town of Brownsburg
1.1.1 HISTORY
The following describes the brief history of Brownsburg Parks over the past 55 years:

In 1958 Arbuckle Acres was leased from Mrs. Ivory Tolle of Lebanon, daughter of Alex H. Arbuckle.
Following the five year lease, the Town made final payment in January 1963. It cost $58,000.
Today Arbuckle Acres is 54 acres.

On July 23, 1959 an official Park Board was established.

In December of 1997 the Town agreed to purchase the Williams family property for $850,000 for
79 acres. The Town issued a bond in April of 1998 and it was backed by the Food & Beverage
Tax and paid it off on April 23, 2004.

On July 23, 1998 the Town also received ownership of Stephens Park from Lincoln Township. This
property must always be maintained as a park. If the Town no longer wishes to maintain it as a
park the property will revert back to Lincoln Township.

In 1999, the Town of Brownsburg hired the first Park Director. This is where the Town established
a true parks and recreation department. Prior to this it was simply parks without any recreation
programming where the grounds superintendent maintained the parks. We are only 13 years old.

In 2007, Brownsburg Parks agreed to exchange land with the Brownsburg Community School
Corporation (BCSC) for their expansion. The property known as Vic Overman Sportsfield Park
10.2 acres was deeded over to BCSC for 15.33 acres located south of Cardinal Elementary School
on Hornaday Road.

In 2004, the Brownsburg Park Board entered into an agreement with the Brownsburg Community
School Corporation to lease the old Lincoln Elementary School building and convert it into the
Community & Recreation Center. From 2005-2009 Brownsburg Parks operated the facility with
approximately 2700 members. From 2005-2007 the staff achieved up to 35% cost recovery. In
2008 and 2009 cost recovery reached over 50%. Brownsburg Parks had negotiated with the
Brownsburg Community School Corporation as deal to continue operating the Community and
Recreation Center. However, the building would require $1.2 million dollars in renovations to
make the facility more efficient and increase the size of the rooms that hosted the highest
revenue generating activities. The Park Board attempted to obtain the support of the Town
Council, but with property tax reform and the economy, the Town Council could not justify their
support. On February 19, 2009 the Park Board decided to close the doors to the facility due to
lacking support from the Town Council to accept the property as a donation from BCSC, as it
required approximately 1.2 million dollars in renovations. So on December 31, 2009 at 5:00 p.m.
the doors of the Community & Recreation Center closed.

In January of 2010, Brownsburg Parks moved into Town Hall and began the process of creating
the 2010 Strategic Business Plan in order to allow the staff to manage the system forward from
this point on. The Business Plan charted the course to better fiscal responsibility, quality events,
and programs through established goals, policy and standards.
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1.2 PROJECT PROCESS
The outcomes, as outlined in this Master Plan, provide guidance for both short-term and long-term goals
in a more financially sustainable and achievable manner. The process of developing the Strategic Parks
and Recreation Master Plan followed a logical planning path, as described below:
Project
Management &
Community /
Stakeholder
Input
Community
Profile
Parks,
Facilities,
Open Space &
Program
Needs Analysis
Operational &
Financial Plan
Parks &
Recreation
Strategic Master
Plan
1.3 GOALS OF THE STRATEGIC MASTER PLAN
The following describes the goals of this plan:

Continue to increase the number of acres per capita to establish a balance of neighborhood and
community parks in underserved areas.

Improve park infrastructure to ensure safe and enjoyable parks and open spaces for residents.

Improve the recreation and amenity standards to support a variety of users and recreational
experiences in the Town.

Update and improve amenities within the park system using design standards that consciously
work to minimize maintenance and efficiently manage the department’s operational budget.

Improve the efficiency of park maintenance operations to allow for the park system to establish
a model of “smart growth”.

Research alternative funding and identify options to help address the unmet needs along with an
adequate level of tax dollar support.

Research the feasibility of new facilities to meet the needs of the community.

Increase core essential services to improve the quality of life for residents.
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Town of Brownsburg
1.4 PARK BOARD GOALS FOR LONG-TERM EXCELLENCE
In 2004, the Parks and Recreation Board increased its numbers to six members. Since its establishment
in 1959, the board has been comprised of four members. Because of the many cooperative efforts with
other community entities, the board has increased its size to include representatives from the school
board and library board. The Park Director and Park Board work cooperatively to improve the quality of
life for citizens of Brownsburg by determining the best possible course of action for the community.
The goals for long-term excellence for the agency includes the following:

A Park Board that fosters cooperation among itself, the Director, other departments, the Town
Manager and Town Council.

A professional staff which is motivated and committed to customer service; whose skills are
competitively compensated and whose achievements are recognized.

An administration that provides good management of resources and follows approved and
adopted plans.

A consistent set of policies regarding patron use of park property and revenue goals that supports
maintenance of facilities and programs.

A park system with an appearance that is a source of pride, whose facilities are clean and whose
maintenance is guided by a financially sound asset management program.

A long-term financial plan that enables careful financial management, accountability for
revenue, accountability for spending public funds and a capital improvements program.

Adequate long-term funding that includes an adequate level of tax support, alternative funding
sources, and partnerships with businesses and private donors.

A park system that develops community pride, is family friendly, provides great customer service,
and is supported by citizen advocacy.

Beneficial government relations through coordination and collaboration with other Town of
Brownsburg departments, other parks departments, civic organizations, the School Corporation,
and not-for-profit entities in order to reduce duplication of services, better coordinate the
provision of infrastructure, and share resources including staff expertise.

A strong commitment to planning that responds to the unmet needs of the community and results
in multi-year plans that can be realistically implemented and funded.

A park system that provides for growth that is commensurate with the growth of the Town of
Brownsburg.
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1.5 VISION AND MISSION STATEMENT
1.5.1 VISION STATMENT
The following vision presents how the Town of Brownsburg Parks desires to be viewed in the future:
“To enhance the quality of life in Brownsburg and further its economic development goals to
create a community of choice to live, work, and play now and for future generations.”
1.5.2 MISSION STATEMENT
The following is the mission for the Town of Brownsburg Parks and Recreation which describes how the
Department will achieve the vision:
“To maximize resources in providing beautiful parks, recreation activities, and facilities to the
Brownsburg community that enhances the residents’ health and promotes economic vitality for
long-term sustainability.”
1.6 DEPARTMENT SHORT TERM GOALS
1.6.1 ADMINISTRATION
 Establish the selection criteria for park foundation board members and call for applications.

Complete the Active Transportation Plan.

Complete the Recreational Trails Program & Safe Routes to Schools trail construction.

Design & Construct a Splash pad in Williams Park.

Complete the 2014-2018 Master Plan.

Continued land acquisition to alleviate the deficit associated with level of service in the Zone
Improvement Plan.

Complete the feasibility studies on a new multi-generational recreation facility.

Complete the design of Cardinal property construction documents.

Design an updated Bundy Lodge exterior and interior.

Each Monday contact 2-4 shelter rentals as part of facility standards and quality control.

Design phases 3 & 5 of the trail along the school campuses.

To raise private dollars for capital projects – initial target of 10%.

Apply for LWCF Grant to assist with developing the cardinal property.

Develop a name for the Cardinal property and park signage.

Develop a project blog for Brownsburg Parks website and provide progress updates.

Complete the 2013 Annual Repor.t

Manage HR issues if they develop in a proactive manner.

Continue budget development through financial planning.

Train Park Board on laserfiche and use as part of board meetings.
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Town of Brownsburg

Review fee ordinance and amend as necessary.

Review policies for relevance and efficiency.

Find applicants to serve on the Impact Fee Review Board and conduct orientation.

Establish project expense tracking in BUCS.
1.6.2 PARKS DIVISION
 Develop an asset management plan for maintenance to increase the life of assets with
appropriate levels of funding and include a perpetual calendar of routine maintenance.

Develop a trail maintenance schedule.

Continue to update and install park signage.

Establish tree sales event & volunteer planting event.

Establish a Staff/task scheduling system for peak season.

Develop a Splash pad construction schedule.

Remove the gazebo at Williams Park and plan for the new 9.11 Memorial.

Plan for the new gazebo in the location identified in the conceptual design for Williams Park.

Refurbish small playground in Williams Park to include an additional amenity and rubber surface
tiles.

Oversee the 9.11 Memorial construction.

Implement the Urban Forestry Management Plan 2014 Action Items.

Repair acts of vandalism within 4 days and graffiti within 24 hours of notice or being reported.

Service all picnic tables prior to peak season (check/replace hardware, sand graffiti/carvings,
nails hammered in, staples removed, and stain if necessary).

Develop a Part-time/Temporary Staff Manual.

Implement a part-time/temporary orientation including safety videos.

Create maps identifying proposed locations for park way-finding signs, research other park
systems that have them for baseline knowledge.
1.6.3 RECREATION DIVISION
 Develop a recreation program plan for 2015-2016.

Acquire a contract extension with BCSC as provider of the B.A.S.E. Program.

Continue to increase the Brownsburg Parks visibility with increased events for the Recreation
Outreach Trailer.

Develop a volunteer program including training and recognition for implementation.

Plan, customize, and implement customer service training for all part-time/temporary staff.

Establish analytics for each program/event for improved decision making.
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
Create and expand offerings in active adult program areas.

Re-establish adult sports offerings to include flag football, volleyball, dodgeball, and basketball.

Establish a graphics plan for the event stage and the mini bus.

Establish electronic sign-in and tracking of the participants of B.A.S.E.

Increase program/sponsorship/event revenue generation 45% in 2014.

Establish qualitative and quantitative evaluations for all programs/events and promote to obtain
10-15% response rate from participants.

Research adult beverage permits to include; contacting other departments to find out process,
paperwork, agreements, regulations, and ordinances. Provide a narrative summary with
recommendation to Director & Asst. Director.

Create a Marketing Plan for events and largest revenue generating programs with measurements
to maximize media avenues and service revenues.
1.7 CONCLUSION
The Town of Brownsburg has strong public support for a well-managed park and recreation system via
the recent citizen survey. The Department is a very sound and well-managed system for the few
individuals involved in managing the system today. The staff is very conscientious about the delivery
of high quality parks, recreation facilities and programs at the most cost effective manner.
The Master Plan outlines a process to help manage the system forward in the most cost effective
manner, while increasing operational revenues to become more sustainable.
The recommendations are attainable but will require strong support by Town Council, Town Manager
and the Park Board. The staff is poised and ready to implement these recommendations listed in the
Master Plan given the support from Town Council. The market is in place to support these
recommendations to build a park and recreation system that everyone can be proud of in Brownsburg.
The goals are sound to achieve a level of cost recovery that will be one of the best in Indiana.
Establishing performance measures to track the results of the implementation of this Master Plan will
be paramount in demonstrating to the Town Council, Park Board and the community the positive effects
that can come from good planning in the managing of parks and recreation services in Brownsburg now
and for the future.
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Town of Brownsburg
CHAPTER TWO - COMMUNITY PROFILE
2.1 NATURAL FEATURES AND LANDSCAPE
Wooded areas, rolling terrain, and streams and creeks characterize much of the undeveloped land in the
Town’s unincorporated growth areas. Local waterways such as White Lick Creek, the East and West forks
of White Lick Creek, the South Branch of Eagle Creek, related flood-plains and wetlands, as well as other
environmental features provide a scenic setting in the Town’s environs that could be threatened by
future growth and development
2.1.1 WOODED AREAS
Several mature wooded areas are located throughout the Town and its planning area on both developed
and underdeveloped land. In some instances, the wooded areas are owned by public agencies such as
Brownsburg Parks; however, the majority of the wooded areas are located throughout residential
neighborhoods within the more rural portions of unincorporated Brown and Lincoln Townships. White
Lick Creek and the School Branch of Eagle Creek form continuous wooded corridors within the central
and eastern portions of the planning area.
2.1.2 FLOODPLAINS AND WETLANDS
The White Lick Creek corridor is the predominant natural feature within Brownsburg and the planning
area. There are also several other creeks, tributaries, and related wetland areas and small lakes
throughout Brown and Lincoln Townships. In addition to these sensitive natural areas, the Environmental
Features figure on the next page illustrates FEMA designated floodways and areas within the 100-year
floodplain that are to remain free of development.
The Indiana Department of Environmental Management (IDEM) does not include any local waterways or
lakes within its 303(d) list of impaired waters. The Town should continue to preserve, protect, and
improve streams, wetlands, lakes and water bodies within the community and ensure the health of its
local waterways. Future developments should protect these environmental features, and wherever
feasible, these features should be included in the overall design of the project.
Where wooded areas adjacent to waterways cannot be preserved, vegetated buffers should be
established to protect local waterways from unmitigated storm water run-off and the potentially
damaging pollutants and erosion associated with run-off. Trail amenities should also be established
within these greenway corridors to serve as an amenity to local residents while also protecting local
waterways.
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9
Town of Brownsburg
2.2 MAN-MADE, HISTORICAL AND CULTURAL
The Town of Brownsburg is located in the heart of Hendricks County, which is the second fastest growing
county in the State of Indiana, and just minutes west of Indianapolis. The Town offers residents the
experience of living in a small town atmosphere within the third largest county in the Indianapolis
metropolitan area.
Adding to the Town of Brownsburg’s allure is the fact that the Town and surrounding area are easily
accessible by ground and air. State Road 267 is Brownsburg’s north/south connection, while I-74 provides
a more direct route into Indianapolis. Major metropolitan areas such as Chicago, Louisville, and
Cincinnati are all less than two hours away.
The Town of Brownsburg is located 6 miles west of Eagle Creek Airport and 16 miles northwest of the
new Indianapolis International Airport. Eagle Creek is a small publicly held airport and offers commuter
service, limited air freight, and maintenance facilities for small private planes and commuter jets. The
Indianapolis International Airport offers connecting flights throughout the continental United States and
world. Brownsburg also has rail access that can benefit light industrial development. The ease of
providing for access to central Indiana via transportation continues to solidify the areas role as one of
the easiest areas to access for shipping and commerce via rail, air and ground transportation, as well as
the low cost of living.
Hendricks County was one of the original thirty counties established in 1816 when Indiana joined the
Union. Due to its location, it was the first to be surveyed. Named after William Hendricks, who was the
governor of Indiana at the time, the State of Indiana officially recognized Hendricks County on December
23, 2013. The development of Brown Township was slow due to swampy conditions and poor drainage
of the soil, and it wasn’t until the 1830’s that Irish immigrants were able to successfully drain the
mosquito invested areas that covered most of the Township.
In 1835, a wealthy landowner subdivided a parcel of land into lots and formed a village in central Brown
Township called Harrisburg. A year late in the spring of 1836, a United States Post Office was established
in the Village of Harrisburg. However, within a month, it was determined that there was already another
community with the same name in Fayette County, and the name was changed to Brownsburg in honor
of James B. Brown. Mr. Brown was an early settler of the area and after which the Township had already
been named.
The village continued to grow as more settlers moved into the area. In 1848, the village was incorporated
as a Town. However, the turmoil of the Civil War caused the Town not to be incorporated, and the
township was split. The new township was named after Abraham Lincoln in 1863, and Brownsburg was
now located in the newly created Lincoln Township.
In 1828, a new road was constructed from Indianapolis to Crawfordsville. The road became a major
transportation artery. In 1867, the railroad was constructed which brought new prosperity to the
community. A grist mill, saw mill, tile factory, grain elevator, canning factory, and brickyard all
flourished. The growth continued for 40 years, until the development of the electric interurban line
began operation from Indianapolis to Crawfordsville. This allowed people to more easily work in
Indianapolis where there were higher wages, and it eventually brought the demise of the new industries
developed by the railroad. The interurban operated until 1938 when construction of better roads and
the increased use of trucks and automobiles finally put it out of business. The population in 1940 was
1,136, only slightly more than in 1870. By 1950, the population had modestly grown to 1,578. However,
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by 1960, the growth had tripled to 4,478. The community tripled in size to roughly over 12,000 people
in 1998. Population estimates for the Town today show 22,300 people.
Transportation has played an integral role in the development of the Town of Brownsburg. The area’s
growth mirrors historical changes in transportation technology and cultural adjustments made to
accommodate each new development.
Adjacent counties are Marion County to the east, Boone County to the north, Montgomery County to the
northeast, Putnam County to the west, and Morgan County to the south. Hendricks County townships
include (in addition to Brown and Lincoln): Center, Clay, Eel River, Franklin, Guilford, Liberty, Marion,
middle, Union and Washington.
CLIMATE
The Town of Brownsburg’s climate is warm during summer when temperatures tend to be in the 70's and
very cold during winter when temperatures tend to be in the 20's.
The warmest month of the year is July with an average maximum temperature of 85.60 degrees
Fahrenheit, while the coldest month of the year is January with an average minimum temperature of
18.50 degrees Fahrenheit.
Temperature variations between night and day tend to be moderate during summer with a difference
that can reach 20 degrees Fahrenheit, and fairly limited during winter with an average difference of 17
degrees Fahrenheit.
The annual average precipitation at Brownsburg is 40.95 Inches. Rainfall in is fairly evenly distributed
throughout the year. The wettest month of the year is July with an average rainfall of 4.42 Inches.
Climate
Brownsburg, IN United States
Rainfall (in.)
40.3
36.5
Snowfall (in.)
16.3
25
Precipitation Days
102
100
Sunny Days
190
205
Avg. July High
85
86.5
Avg. Jan. Low
19.1
20.5
Comfort Index (higher=better)
43
44
UV Index
3.7
4.3
Elevation ft.
892
1,443
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Town of Brownsburg
2.3 SOCIAL AND ECONOMIC FACTORS
The Demographic Analysis provides an understanding of the population within the Town of Brownsburg,
Indiana. This analysis is reflective of the total population, and its key characteristics such as age
segments, income levels, race and ethnicity.
It is important to note that future projections are all based on historical patterns and unforeseen
circumstances during or after the time of the projections could have a significant bearing on the validity
of the final projections.
2.3.1 DEMOGRAPHIC OVERVIEW
The total population of the Town of Brownsburg increased dramatically by approximately 32% in the last
decade from 14,520 in 2000 to 21,285 in 2010. It is projected to continue to increase over the next 15
years to 31,119 in 2027.
The Town of Brownsburg is a family oriented area, 73% of total households are families.
The total number of households in the target area has grown by approximately 32% from 2000 to 2010,
from 5,366 in 2000 to 7,948 in 2010. The Town of Brownsburg is projected to have 11,658 households in
2027.
The Town’s median household ($64,063) and per capita income ($29,970) is considerable higher than
State and National averages. This household income over and above the state and national averages
indicate the presence of disposable income and greater price elasticity.
In 2010, the population of the target area is slightly younger (35.9 years) than the median age of the U.S.
(37.2 years). Though, the Town shows a rapid aging trend with the 55+ population projected to reach
29.8% by 2027.
The gender balance of the Town’s residents is slightly skewed towards females (51.4%), with females
representing 11,465 of the estimated 2012 population.
The estimated 2012 population of the target area is predominantly White Alone (90.9%). Persons of
Hispanic origin are considered to be a part of the White race, and constitute approximately 3.0% of the
total population.
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2.3.2 METHODOLOGY
Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental
Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to
Geographical Information Systems (GIS) and specializing in population projections and market trends.
All data was acquired in February 2013 and reflects actual numbers as reported in the 2000 and 2010
Census and estimates for 2012 and 2017 as obtained by ESRI. Straight line linear regression was utilized
for projected 2022 and 2027 demographics. The Town of Brownsburg geographic boundary was utilized
as the demographic analysis boundary shown in Figure 1.
Figure 1 - Town Boundaries for Brownsburg
RACE AND ETHNICITY DEFINTIONS
The minimum categories for data on race and ethnicity for Federal statistics, program administrative
reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are
not directly comparable with data from the 2000 Census and earlier censuses; caution must be used when
interpreting changes in the racial composition of the US population over time. The latest (Census 2010)
definitions and nomenclature are used within this analysis.
13
Town of Brownsburg

American Indian – This includes a person having origins in any of the original peoples of North
and South America (including Central America), and who maintains tribal affiliation or community
attachment

Asian – This includes a person having origins in any of the original peoples of the Far East,
Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India,
Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam

Black – This includes a person having origins in any of the black racial groups of Africa

Native Hawaiian or Other Pacific Islander – This includes a person having origins in any of the
original peoples of Hawaii, Guam, Samoa, or other Pacific Islands

White – This includes a person having origins in any of the original peoples of Europe, the Middle
East, or North Africa

Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal
Government; this includes a person of Cuban, Mexican, Puerto Rican, Cuban, South or Central
American, or other Spanish culture or origin, regardless of race
2.3.3 TOWN OF BROWNSBURG POPULACE
POPULATION
The Town of Brownsburg has grown at a rapid pace over the last few years. From 2000 to 2010, the
Town’s total population increased by 31.8% or an annual rate of 3.2%. This is considerably more than
national growth averages which were just over 1% annually. Projecting ahead, the growth rate is
expected to continue to increase but at a much slower rate for the next 15 years frame. Based on the
projections through 2025, the service area is expected to have approximately 31,119 residents living
within 11,658 households.
Town of Brownsburg: Total Population
35,000
31,119
30,000
28,094
24,621
25,000
21,285
22,300
20,000
15,000
14,520
Total Population
10,000
5,000
2000
Census
2010
Census
2012
2017
2022
2027
Estimate Projection Projection Projection
Figure 2 - Population Trends
14
AGE SEGMENT
Evaluating the distribution by age segments, the Town is currently skewed between youth, young adult,
families, and senior populations. In 2010, the highest segment by population is the 35-54 with 30.0% and
the lowest is the 18-34 population with 20.1% thus indicating a very wide range of variation between all
the age groups.
Over time, there is projected to be rapidly aging trend with the active adult (55+ population) growing
from 18.3% in 2000 to 29.8% by 2027. This will make it, the single largest age segment while the other
groups are gradually shrinking in size. This echoes, general national trends where the 55+ age group has
been growing as a result of increased life expectancies and the baby boomer population entering that
age group.
Town of Brownsburg: Population by Age Segments
100%
90%
80%
70%
60%
55+
50%
35-54
40%
18-34
30%
<18
20%
10%
0%
2000
Census
2010
2012
2017
2022
2027
Census Estimate Projection Projection Projection
Figure 3 - Population by Major Age Segment
15
Town of Brownsburg
GENDER
The gender distribution for the general populace of the Town is fairly evenly split between the genders.
The female population currently accounts for 51.4% and male totals account for 48.6% of the total
population (Figure 4). This distribution is projected to remain constant throughout the next 15 years.
Town of Brownsburg: Population by Gender
35,000
30,000
15,948
25,000
14,420
20,000
12,633
15,000
10,000
5,000
11,072
Female
11,465
13,676
7,536
10,213
10,840
2010
Census
2012
Estimate
15,174
Male
11,988
6,984
2000
Census
2017
2022
Projection Projection
2027
Projection
Figure 4 - Population by Gender
Recreational trends from the last few years indicate that, on average, Americans participate in a sport
or recreational activity of some kind at a relatively high rate (65%). Female participation rates, however,
are slightly lower than their male counterparts – 61% of females participate at least once per year in a
sport or recreational activity compared to a 69% participation rate of men. According to recreational
trends research performed in the industry over the past twenty years, the top ten recreational activities
for females are currently:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Walking
Aerobics
General exercising
Biking
Jogging
Basketball
Lifting weights
Golf
Swimming
Tennis
The top ten recreational activities for males are:
1.
2.
3.
4.
Golf
Basketball
Walking
Jogging
16
5.
6.
7.
8.
9.
10.
Biking
Lifting weights
Football
Hiking
Fishing
Hunting
While men and women share a desire for six of the top ten recreational activities listed above, men claim
to participate in their favorite activities more often than women in any ninety-day span. With more
women not only comprising a larger portion of the general populace during the mature stages of the
lifecycle, but also participating in recreational activities further into adulthood, a relatively new market
has appeared over the last two decades.
This mature female demographic is opting for less team oriented activities which dominate the female
youth recreational environment, instead shifting more towards a diverse selection of individual
participant activities, as evident in the top ten recreational activities mentioned above.
RACE AND ETHNICITY
From a race standpoint, the Town has a limited diverse landscape. The diversity in the community is
projected to increase with the majority Caucasian population (97.4% in 2000) reducing to 86.4% by 2027
with those belonging to Black increasing the most. Those classified as Asian, Two or More Races and
Some Other Race make up the majority of the rest. See Figure 5.
Town of Brownsburg: Population by Race
100%
90%
80%
70%
Two or More Races
60%
Some Other Race
Pacific Islander
50%
Asian
40%
American Indian
30%
Black Alone
20%
White Alone
10%
0%
2000
Census
2010
Census
2012
2017
2022
2027
Estimate ProjectionProjection Projection
Figure 5 - Population by Race/Ethnicity
17
Town of Brownsburg
PARTICIPATION TRENDS BY RACE/ETHNICITY
Utilizing the Ethnicity Study performed by American Sports Data, Inc., a national leader in sports and
fitness trends, participation rates among recreational and sporting activities were analyzed and applied
to each race/ethnic group.
The White Alone population as a whole participates in a wide range of activities, including both team
and individual sports of a land and water based variety; however, the White Alone populace has an
affinity for outdoor non-traditional sports.
Ethnic minority groups in the United States are strongly regionalized and urbanized, with the exception
of Native Americans, and these trends are projected to continue. Different ethnic groups have different
needs when it comes to recreational activities. Ethnic minority groups, along with Generations X and Y,
are coming in ever-greater contact with Caucasian middle-class baby-boomers with different recreational
habits and preferences. This can be a sensitive subject since many baby-boomers are the last
demographic to have graduated high school in segregated environments, and the generational gap
magnifies numerous ideals and values differences which many baby-boomers are accustomed to. This
trend is projected to increase as more baby-boomers begin to retire, and both the minority and youth
populations continue to increase.
Hispanic and Latino Americans have strong cultural and community traditions with an emphasis placed
on the extended family, many times gathering in large recreational groups where multiple activities
geared towards all age segments of the group may participate. Large group pavilions with picnicking
amenities and multi-purpose fields are integral in the communal pastime shared by many Hispanics.
The Black Alone population has historically been an ethnic group that participates in active team sports,
most notably football, basketball, and baseball. The African-American populace exhibits a strong sense
of neighborhood and local community through large special events and gatherings with extended family
and friends, including family reunions. Outdoor and water based activities, such as, hiking, water skiing,
rafting, and mountain biking, are not much of a factor in the participatory recreational activities.
The Asian population a very different yet distinct ethnic group compared with the three main groups in
the U.S. – Caucasian, African-American, and Hispanic. The Asian population has some similarities to the
Hispanic population, but many seem to shy away from traditional team sports and outdoor and water
based activities.
18
HOUSEHOLDS AND INCOME
The
Town’s
income
characteristics
demonstrate rapid growth
trends.
The median
household income was
$54,494 in 2000 and
$64,063 in 2012 and is
projected to grow to
$82,719 by 2027.
The
median household income
represents the earnings of
all persons age 16 years or
older living together in a
housing unit.
The per
capita income, too, is
projected to increase from
$23,196 in 2000 and
$29,970 in 2012 to $39,001
by 2027 (Figure 6).
Town of Brownsburg: Household Income Characteristics
$120,000
Median
Household
Income
$100,000
Average
Household
Income
$80,000
$60,000
Per Capita
Income
$40,000
$20,000
$2000
Census
2012
Estimate
2017
Projection
2022
Projection
Figure 6 - Income Characteristics
Town of Brownsburg: Comparative Income Characteristics
As seen in Figure 7, the Town of
Brownsburg’s median household and per
capita income is considerable higher than
State and National averages.
This
household income over and above the state
and national averages indicate the
presence of disposable income and greater
price elasticity.
$70,000
$60,000
$50,000
Town of
Brownsburg
$40,000
Indiana
$30,000
$20,000
U.S. A
$10,000
$-
Median
Household
Income
Per Capita
Income
Figure 7 - Comparative Income Characteristics
19
Town of Brownsburg
POVERTY LEVEL
Poverty status is determined by comparing annual income to a set of dollar values called poverty
thresholds that vary by family size, number of children and age of householder. If a family's before tax
money income is less than the dollar value of their threshold, then that family and every individual in it
are considered to be in poverty. For people not living in families, poverty status is determined by
comparing the individual's income to his or her poverty threshold. The Town of Brownsburg’s poverty
level (4.9%) is low for the State of Indiana, average of the State of Indiana is 14.7%, and is the same as
Hendricks County (4.9%).
MAJOR EMPLOYERS
Major employers for the Town are listed in the table below, as well as other major Hendricks County
employers (Source: ESRI).
Name
Location
Hendricks County Employers
Duke Energy Indiana, Inc.
Hendricks Regional Health
Amazon
Q-Edge Corp.
O'Reilly Auto Parts Distribution Center
IU Health West
Brightpoint
Ryder
Home Goods Distribution Center
Harlan Bakeries, Inc.
Dick's Sporting Goods Distribution
Eby Brown Co., LLC.
Engineered Bar Products Div.
Ozburn-Hessey Logistics
Arvin Meritor, Inc.
Hendricks Regional Health
Maplehurst Bakeries, Inc.
ADESA Indianapolis
Con-Way Freight
Avon High School
Plainfield
Plainfield
Plainfield
Plainfield
Plainfield
Brownsburg
Avon
Plainfield
Plainfield
Brownsburg
Avon
Plainfield
Plainfield
Pittsboro
Plainfield
Plainfield
Danville
Brownsburg
Plainfield
Plainfield
Avon
Number of
Employees
1835
1610
1200
700
600
530
500
500
450
400
350
300
250
250
250
250
250
250
250
220
220
UNEMPLOYMENT RATE
The current estimate for unemployment. 4.9% is seen in the table below (Source: ESRI).
Civilian Population 16+ in Labor Force
95.1%
Civilian Employed
Civilian Unemployed
4.9%
20
POPULATION WITH DISABILITY
According to the most recent U.S. Census, the Town has a population with disability of 7.4% with the
majority (54.7%) of them being 65 years of age and older.
Percent of Population with a Disability
92.6%
Population with a disability
Population without a
disability
7.4%
Population with a Disability by Age
Segment
Population Under 5
37.2%
Population 5 to 17 Years
54.7%
Population 18 to 64 Years
6.3%
Population 65 Years and
Older
1.8%
21
Town of Brownsburg
2.4 TRENDS ANALYSIS
Information released by Sports & Fitness Industry Association’s (SFIA) 2012 study of Sports, Fitness, and
Leisure Participation reveals that the most popular sport and recreational activities include, walking,
bowling, treadmill, running/jogging, free weights and bicycling. Most of these activities appeal to both
young and old alike, can be done in most environments, can be enjoyed regardless of level of skill, and
have minimal economic barriers to entry. These popular activities also have appeal because of the social
aspect. For example, although fitness activities are mainly self-directed, people enjoy walking and
biking with other individuals because it can offer a degree of camaraderie.
Walking has remained the most popular activity of the past decade by a large margin. Walking
participation during the last year data was available (2011), reported over 112 million Americans had
walked at least once.
From a traditional team sport standpoint, basketball ranks highest among all sports, with more than 24
million people reportedly participating in 2011. Team sports that experienced significant growth in
participation are lacrosse, rugby, ultimate Frisbee, gymnastics, ice hockey, and beach volleyball– all of
which have experienced double digit growth over the last five years. Most recently, gymnastics, ultimate
Frisbee and lacrosse were the only team sports that underwent growth from 2010 to 2011. Ultimately,
the greatest growth of participation in recreational activities has occurred in activities that have low
barriers to entry, can be undertaken within close proximity to home, and can be completed in a limited
amount of time.
The Sports & Fitness Industry Association (SFIA) Sports, Fitness & Recreational Activities Topline
Participation Report 2012 was utilized to evaluate national sport and fitness participatory trends. SFIA
is the number one source for sport and fitness research. The study is based on online interviews carried
out in January and February 2012 from more than 38,000 individuals and households.
NOTE: In 2012, the Sports & Fitness Industry Association (SFIA) came into existence after a two-year
strategic review and planning process with a refined mission statement-- “To Promote Sports and Fitness
Participation and Industry Vitality”. The SFIA was formerly known as the Sporting Goods Manufacturers
Association (SGMA).
2.4.1 NATIONAL TRENDS ANALYS IS
Basketball, a game originating in the U.S., is actually the most participated in sport among the traditional
“bat and ball” sports with more than 24 million estimated participants. This popularity can be attributed
to the ability to compete with relatively small number of participants, the limited amount of equipment
needed to participate, and the limited space requirements necessary – the last of which make basketball
the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup
game.
As seen in Figure 8, since 2007, lacrosse and other niche sports like rugby have seen strong growth.
Based on survey findings, lacrosse is experiencing continued growth over the last five years (41.9%).
From 2007-2011 Rugby has grown 37.8% overall, but it did see a decrease from 2010-2011 of 9.2%. Other
sports with notable growth in participation over the last five years were ultimate Frisbee (20.6%),
gymnastics (18.6%), ice hockey (15.8%) and beach volleyball (14.8%). From 2010 to 2011, the only team
sports that underwent growth were gymnastics (9.2%), ultimate Frisbee (6.5%) and lacrosse (5.5%).
22
National Participatory Trends;
by Activity - General Sports
2007
2008
2009
2010
2011
Baseball
16,058
15,539
14,429
14,198
13,561
Basketball
25,961
26,108
25,131
25,156
24,790
Cheerleading
3,279
3,192
3,070
3,134
3,049
Football, Flag
N/A
7,310
6,932
6,660
6,325
Football, Tackle
7,939
7,816
7,243
6,850
6,448
Football, Touch
N/A
10,493
9,726
8,663
7,684
Gymnastics
4,066
3,975
3,952
4,418
4,824
Ice Hockey
1,840
1,871
2,018
2,140
2,131
Lacrosse
1,058
1,092
1,162
1,423
1,501
Racquetball
4,229
4,611
4,784
4,603
4,357
Rugby
617
654
720
940
850
Soccer (Indoor)
4,237
4,487
4,825
4,920
4,631
Soccer (Outdoor)
13,708
13,996
13,957
13,883
13,667
Softball (Fast Pitch)
2,345
2,331
2,476
2,513
2,400
Softball (Slow Pitch)
9,485
9,660
9,180
8,477
7,809
Tennis
16,940
17,749
18,546
18,719
17,772
Track and Field
4,691
4,604
4,480
4,383
4,341
Ultimate Frisbee
4,038
4,459
4,636
4,571
4,868
Volleyball (Court)
6,986
7,588
7,737
7,315
6,662
Volleyball (Sand/Beach)
3,878
4,025
4,324
4,752
4,451
NOTE: Participation figures are in 000's for the US population ages 6 and over
Legend:
Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
%
Change
'10-11
-4.5%
-1.5%
-2.7%
-5.0%
-5.9%
-11.3%
9.2%
-0.4%
5.5%
-5.3%
-9.6%
-5.9%
-1.6%
-4.5%
-7.9%
-5.1%
-1.0%
6.5%
-8.9%
-6.3%
Moderate Decrease
(0% to -25%)
%
Change
'09-11
-6.0%
-1.4%
-0.7%
-8.8%
-11.0%
-21.0%
22.1%
5.6%
29.2%
-8.9%
18.1%
-4.0%
-2.1%
-3.1%
-14.9%
-4.2%
-3.1%
5.0%
-13.9%
2.9%
%
Change
'08-11
-12.7%
-5.0%
-4.5%
-13.5%
-17.5%
-26.8%
21.4%
13.9%
37.5%
-5.5%
30.0%
3.2%
-2.4%
3.0%
-19.2%
0.1%
-5.7%
9.2%
-12.2%
10.6%
%
Change
'07-11
-15.5%
-4.5%
-7.0%
N/A
-18.8%
N/A
18.6%
15.8%
41.9%
3.0%
37.8%
9.3%
-0.3%
2.3%
-17.7%
4.9%
-7.5%
20.6%
-4.6%
14.8%
Large Decrease
(less than -25%)
Figure 8-National Sports Participatory Trends
Traditional youth “powerhouse” sports, including outdoor soccer and baseball, have both experienced
declines in participation over the study period; however, the sheer number of participants (13.7 million
and 13.6 million, respectively) demands the continued support of these sports.
The growth in youth team sports is now being driven by America’s 13 and 14 year olds, these are the
peak ages of sports participation for children. Nearly 70% of children (age 6-17) in the U.S. are playing
team sports and three out of four teenagers are now playing at least one team sport according to the
SGMA annual participation study on team sports -- U. S. Trends in Team Sports (2011 edition).
According to the SFIA, only three team sports have had moderate increases in participation since 2010.
They are Gymnastics (up 9.2%), Ultimate Frisbee (up 6.5%), and Lacrosse (up 5.5%). Four traditionally
mainstream team sports experienced single-digit declines in overall participation across the United
States: Tackle Football (down 5.9%), Baseball (down 4.5%), Outdoor Soccer (up 2.8%), and Basketball
(down 1.5%).
23
Town of Brownsburg
2.4.2 AQUATIC ACTIVITY
Swimming is unquestionably a lifetime sport. Participation rates in swimming have remained steady over
the years, although as with most recreational activities, participatory rates have dipped slightly.
However, recreational swimming is the absolute leader in multigenerational appeal with nearly 17 million
estimated participants per year (Figure 9).
by Activity
2000
2007
2008
2009
Aquatic Exercise
9,303
9,757
9,267
8,662
Swimming (Fitness/Competition)
16,144
18,368
19,041
17,443
Legend:
Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
2010
9,231
17,145
%
Change
'09-10
6.6%
-1.7%
Moderate Decrease
(0% to -25%)
%
Change
'08-10
-0.4%
-10.0%
%
Change
'07-10
-5.4%
-6.7%
%
Change
'00-10
-0.8%
6.2%
Large Decrease
(less than -25%)
Figure 9- Aquatic Participatory Trends
Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains
and benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and better
balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients,
and patients with bone or joint problems due to the significant reduction of stress placed on weightbearing joints, bones, muscles, and also the affect that the pressure of the water assists in reducing
swelling of injuries.
24
2.4.3 NATIONAL TRENDS IN G ENERAL FITNESS
National participatory trends in general fitness have experienced strong growth in recent years. Many
of these activities have become popular due to an increased interest among people to improve their
health by engaging in an active lifestyle. These activities have very few barriers to entry, which provides
a variety of activities that are relatively inexpensive to participate in and can be performed by nearly
anyone with no time restrictions. The most popular fitness activity by far is fitness walking, which had
over 112 million participants in 2011. Other leading fitness activities based on number of participants
include treadmill (over 53 million participants), running/jogging (over 50 million participants), and hand
free weights (nearly 47 million participants). From 2007-2011, the activities that are growing most
rapidly are high impact aerobics (increased by 39.6%), group stationary cycling (increased 38.4%), and
the elliptical motion trainer (increased 26.1%). Yoga, running/jogging, step aerobics, and low impact
aerobics have also seen significant growth in recent years (Figure 10).
by Activity - General Fitness
2007
2008
2009
2010
Aerobics (High Impact)
11,287
11,780
12,771
14,567
Aerobics (Low Impact)
22,397
23,283
24,927
26,431
Aerobics (Step)
8,528
9,423
10,551
11,034
Elliptical Motion Trainer
23,586
24,435
25,903
27,319
Fitness Walking
108,740 110,204 110,882 112,082
Free Weights (Barbells)
25,499
25,821
26,595
27,194
Free Weights (Dumbells)
32,371
33,381
35,068
36,566
Free Weights (Hand Weights)
43,821
43,409
44,466
45,928
Pilates Training
9,192
9,039
8,770
8,404
Running/Jogging
41,064
41,097
42,511
46,650
Stair Climbing, Machine
13,521
13,863
13,653
13,269
Stationary Cycling (Group)
6,314
6,504
6,762
7,854
Stationary Cycling (Recumbent)
10,818
11,104
11,299
11,459
Stationary Cycling (Upright)
24,531
24,918
24,916
24,578
Tai Chi
N/A
3,424
3,315
3,193
Treadmill
50,073
49,722
50,395
52,275
Weight/Resistant Machines
39,290
38,844
39,075
39,185
Yoga
N/A
17,758
18,934
20,998
Legend:
Large Increase
(greater than 25%)
Moderate Increase
(0% to 25%)
2011
15,755
25,950
10,273
29,734
112,715
27,056
36,470
46,944
8,507
50,061
13,409
8,738
11,933
24,409
2,975
53,260
39,548
22,107
%
Change
'10-11
8.2%
-1.8%
-6.9%
8.8%
0.6%
-0.5%
-0.3%
2.2%
1.2%
7.3%
1.1%
11.3%
4.1%
-0.7%
-6.8%
1.9%
0.9%
5.3%
Moderate Decrease
(0% to -25%)
Figure 10- General Fitness National Participatory Trends
25
%
Change
'09-11
23.4%
4.1%
-2.6%
14.8%
1.7%
1.7%
4.0%
5.6%
-3.0%
17.8%
-1.8%
29.2%
5.6%
-2.0%
-10.3%
5.7%
1.2%
16.8%
%
Change
'08-11
33.7%
11.5%
9.0%
21.7%
2.3%
4.8%
9.3%
8.1%
-5.9%
21.8%
-3.3%
34.3%
7.5%
-2.0%
-13.1%
7.1%
1.8%
24.5%
Large Decrease
(less than -25%)
%
Change
'07-11
39.6%
15.9%
20.5%
26.1%
3.7%
6.1%
12.66%
7.13%
-7.5%
21.9%
-0.83%
38.4%
10.3%
-0.5%
N/A
6.4%
0.66%
N/A
Town of Brownsburg
2.4.4 NATIONAL TRENDS IN GENERAL RECREATION
Results from the SFIA’s Topline Participation Report demonstrate increased popularity among Americans
in numerous general recreation activities. Much like the general fitness activities, these activities
encourage an active lifestyle, can be performed individually or with a group, and is not limited by time
restraints. The most popular activities in the general recreation category include road bicycling (nearly
40 million participants), freshwater fishing (nearly 39 million participants), day hiking (over 33 million
participants), and golf (over 25 million participants). From 2007-2011, general recreation activities that
have seen the most rapid growth are adventure racing (increased by 72.21%), recreational kayaking
(increased by 44.91%), white water kayaking (increased by 40.35%), and trail running (increased by
27.44%). In-line roller skating and skateboarding have seen a substantial drop in participation, decreasing
by 31.1% and 25.04% respectively from 2007-2011 (Figure 11).
by Activity - General Recreation
2007
2008
2009
Adventure Racing
698
809
1,005
Archery
5,950
6,180
6,368
Bicycling (Mountain)
6,892
7,242
7,367
Bicycling (Road)
38,940
38,527
39,127
Bicycling-BMX
1,887
1,896
1,858
Canoeing
9,797
9,866
9,997
Climbing (Sport/Indoor/Boulder)
4,514
4,642
4,541
Climbing (Traditional/Ice/Mountaineering)
2,062
2,175
2,062
Fishing (Fly)
5,756
5,849
5,755
Fishing (Freshwater)
43,859
42,095
40,646
Fishing (Saltwater)
14,437
14,121
13,054
Golf
29,528
28,571
27,103
Hiking (Day)
29,965
31,238
32,542
Horseback Riding
12,098
11,457
10,286
Kayaking (Recreational)
5,070
5,655
6,226
Kayaking (White Water)
1,207
1,225
1,306
Roller Skating, In-Line
10,814
10,211
8,942
Sailing
3,786
4,006
4,284
Skateboarding
8,429
8,118
7,580
Trail Running
4,216
4,537
4,845
Wakeboarding
3,521
3,532
3,561
Water Skiing
5,918
5,756
5,228
Legend:
Large Increase
(greater than 25%)
2010
1,214
6,323
7,152
39,730
2,090
10,306
4,542
2,017
5,523
39,911
12,056
26,122
32,534
9,782
6,339
1,606
8,128
4,106
7,080
4,985
3,611
4,849
Moderate Increase
(0% to 25%)
2011
1,202
6,471
6,989
39,834
1,958
10,170
4,445
1,904
5,581
38,864
11,896
25,682
33,494
9,335
7,347
1,694
7,451
3,797
6,318
5,373
3,517
4,626
%
Change
'10-11
-0.99%
2.34%
-2.28%
0.26%
-6.32%
-1.32%
-2.14%
-5.60%
1.05%
-2.62%
-1.33%
-1.68%
2.95%
-4.57%
15.90%
5.48%
-8.33%
-7.53%
-10.76%
7.78%
-2.60%
-4.60%
Moderate Decrease
(0% to -25%)
Figure 11- General Recreation National Participatory Trends
26
%
Change
'09-11
19.60%
1.62%
-5.13%
1.81%
5.38%
1.73%
-2.11%
-7.66%
-3.02%
-4.38%
-8.87%
-5.24%
2.93%
-9.25%
18.01%
29.71%
-16.67%
-11.37%
-16.65%
10.90%
-1.24%
-11.51%
%
Change
'08-11
48.58%
4.71%
-3.49%
3.39%
3.27%
3.08%
-4.24%
-12.46%
-4.58%
-7.68%
-15.76%
-10.11%
7.22%
-18.52%
29.92%
38.29%
-27.03%
-5.22%
-22.17%
18.43%
-0.42%
-19.63%
Large Decrease
(less than -25%)
%
Change
'07-11
72.21%
8.76%
1.41%
2.30%
3.76%
3.81%
-1.53%
-7.66%
-3.04%
-11.39%
-17.60%
-13.02%
11.78%
-22.84%
44.91%
40.35%
-31.10%
0.29%
-25.04%
27.44%
-0.11%
-21.83%
2.4.5 LOCAL SPORT AND MARKET POTENTIAL
The following charts show sport and leisure market potential data from ESRI. A Market Potential Data
(MPI) measures the probable demand for a product or service in the target area. The MPI shows the
likelihood that an adult resident of the Town of Brownsburg will participate in certain activities when
compared to the US National average. The National average is 100 therefore numbers below 100 would
represent a lower than average participation rate and numbers above 100 would represent higher than
average participation rate. The Town is compared to the national average in three (3) categories –
general sports by activity, fitness by activity, and money spent on miscellaneous recreation. The Town
of Brownsburg show high market potential index numbers for all categories.
GENERAL SPORTS MARKET POTENTIAL
As seen in the table below, the following sport and leisure trends are most prevalent for residents within
the Town of Brownsburg. Cells highlighted in yellow indicate the top three scoring (four in the case of
a tie) activities based on the purchasing preferences of residents.
Participatory Trends; by Activity General Sports
Participated in Baseball
Participated in Basketball
Participated in Football
Participated in Golf
Participated in Soccer
Participated in Softball
Participated in Tennis
Participated in Volleyball
Town of Brownsburg
(MPI)
118
115
116
136
115
117
118
123
FITNESS MARKET POTENTIAL
Participatory Trends; by Activity Fitness
Participated in Aerobics
Jogging/ Running
Participated in Pilates
Participated in Swimming
Participated in Walking for Exercise
Participated in Weight Lifting
Participated in Yoga
27
Town of Brownsburg
(MPI)
124
130
131
122
117
130
118
Town of Brownsburg
MONEY SPENT ON MISCELLANEOUS RECREATION
Participatory Trends; by Activity - Money Spent on
Miscellaneous Recreation
Spent on High End Sports/Recreation Equipment <$250
Spent on High End Sports/Recreation Equipment >$250
Attend sports event: baseball game
Attend sports event: basketball game (college)
Attend sports event: basketball game (pro)
Attend sports event: football game (college)
Attend sports event: football-Monday night game (pro)
Attend sports event: football-weekend game (pro)
Attend sports event: golf tournament
Attend sports event: ice hockey game
Attend sports event: soccer game
Visited a theme park in last 12 months
Visited Disney World (FL)/12 mo: Magic Kingdom
Visited any Sea World in last 12 months
Visited any Six Flags in last 12 months
Went to zoo in last 12 months
28
Town of Brownsburg
(MPI)
110
131
121
119
119
123
113
136
129
114
121
121
138
124
105
137
2.5 SERVICE PROVIDER ANALYSIS
As part of the Strategic Master Plan, an evaluation of the major direct and indirect competitors in the
Brownsburg area was completed to compare against the activities and programs identified in the market
definition area. This allows the Department to determine price points for future feasibility of a
recreation and or aquatic center as well as program services the Department will be providing. Direct
competitors are those agencies that are public, not-for-profit or private offering the same type of
services, and could also include indirect competitors that compete for a substantial amount of time and
discretionary income of the target markets that the Department is providing services to as well. The
analysis of competition included: location, service offering, pricing, and attraction.
For aquatic facilities, the surrounding areas of Brownsburg have three different sites. Two of which,
Splash Island Indoor and Outdoor, are located in Plainfield on Vestal Road. The other, Gill Family Aquatic
Center, is located in Danville. Avon and Brownsburg do not have aquatic centers in their communities.
Splash Island is a large facility with many amenities including waterslides, children’s interactive play
area, and 6-lane competition pool with a diving well. Although the indoor and outdoor facilities hold
different hours, they have the same prices at:


Resident
o
Adult: $6.25
o
Youth/Senior: $5.25
o
Preschool: $4.25
Non-Resident
o
Adult: $8.75
o
Youth/ Senior: $7.50
o
Preschool: $5.75
Gill Family Aquatic Center has some of the same amenities as Splash Island and is closer to Brownsburg.
The Center also has the option to become a member for an individual or a family. For example:


Resident
o
Day Pass: $5
o
Twilight Pass: $3
o
Single Season Pass: $125
o
Family of 4 Season Pass: $225
Non- Resident
o
Day Pass: $7
o
Twilight Pass: $3.50
o
Single Season Pass: $150
o
Family of 4 Season Pass: $250
For public recreation centers, Danville and Plainfield lead the way again in facilities. They are also the
only two that have facilities in their towns. Plainfield Recreation Center is the same center where their
29
Town of Brownsburg
“Splash Island” is located. They also are associated and do programming with Plainfield Youth Athletic
Center. Plainfield has a common fitness center with many programs for adults and youth. Admission
and membership fees are as follows:


Resident
o
Adult admission: $6.25
o
Adult membership: $314/year
o
Youth admission: $5.25
o
Family membership: $562/year
Non-Resident
o
Adult admission: $8.75
o
Adult membership: $441/year
o
Youth admission: $7.50
o
Family membership: $798/year
Danville Recreation and Fitness Center has the common fitness center just like Plainfield, but it seems
to gear its programs more towards adults with many sport leagues and more fitness classes offered. Their
membership rates are less expensive than Plainfield and are as follows:


Resident
o
Single: $240/year plus $25 fee to join
o
Couple: $450/year plus $40 fee to join
o
Family of 4: $650/year plus $40 fee to join
Non-Resident
o
Single: $250/year plus $25 fee to join
o
Couple: $475/year plus $40 fee to join
o
Family of 4: $700/year plus $40 fee to join
In Brownsburg and the surrounding areas there are many private fitness centers, though there are some
repeats throughout each of the towns. Snap Fitness, Brownsburg Fitness, Curves and Anytime Fitness
were among the popular ones. Though, Curves is geared for women and Snap Fitness and Anytime Fitness
have no preference for their clients. One of the newer facilities, LA Fitness which is located in Avon,
has many amenities including a Juice Bar, Sauna, sports leagues and over 25 fitness classes taught. A
few of the fitness centers also include free tanning with a membership such as Plainfield’s Capital Sports
Wellness Center, Anytime Fitness and Plainfield Gym and Fitness. Also, some have online training and
wellness websites that come with a membership such as Snap Fitness and Anytime Fitness. Plainfield
Gym and Fitness has the least expensive memberships for singles, couples, and families. Though,
Plainfield’s Capitol Sports Wellness Center is close behind in low prices.
30
For athletic complexes and game fields, Avon has 3 different complexes/programs, Plainfield has one
and Brownsburg has a couple of fields with rental ability. Plainfield Youth Athletic Complex is a very
nice sports complex with 4 different core sports programs areas. These include soccer, baseball,
football and cheerleading. Avon has AJAA that provides many programs for youth that includes:
baseball, softball, football, cheerleading, running, volleyball and basketball. Avon’s Town Hall Park
also has an 18-hole Disc Golf Course which is very unique for this area. Avon is the only town that has a
Disc Golf Course. Fusion Soccer Academy is geared towards youth and is located in Avon and
Brownsburg. Between both of the towns there are 12 soccer fields. Brownsburg also has multi-purpose
fields that can be rented at Williams Park and Arbuckle Acres Park along with a sand volleyball court and
ball field. Brownsburg and Danville do not have an athletic complex like Plainfield and Avon.
There are many parks shelters that can be rented in the surrounding areas of Brownsburg. Avon Town
Hall Park provides the most pricing options out of all of the park shelter options. They differentiate
whether the renter is Corporate, Single or Non-profit, while the others just need to know if you are a
town resident or not. All shelters charge more for non-residents, which is a common theme with
facilities, recreation centers and aquatic centers. Among the least expensive shelters was in Danville at
North Park and Ellis Park. It charges $25 and $40 a day respectively for a resident. Some of the more
expensive facilities were in Plainfield at Friendship Gardens to rent out the Gazebo and Franklin and
Swinford Park to rent shelters. Common amenities provided at most shelters are picnic tables, charcoal
grills, restrooms and electricity.
31
Town of Brownsburg
2.6 BENCHMARK ANALYSIS
2.6.1 INTRODUCTION
As part of the Strategic Master Plan, the Town and Consulting Team identified operating metrics to be
benchmarked to comparable industry leading park and recreation systems nationwide. The complexity
in this analysis was ensuring direct comparison through a methodology of statistics and ratios in order to
provide comparable information, as best as possible. The challenge was ensuring that the agencies would
turn around the information in a short timeframe.
It must be noted that the benchmark analysis is only an indicator based on the information provided.
However, every effort was made, in working directly with the benchmark agencies, to obtain the most
credible information and organize the data in a consistent and comparable format. The information
sought was a combination of operating metrics with budgets, staffing, facilities, policies, and acreages.
In some instances, the information was not tracked or not available. The attributes considered in this
benchmark study included:

Population/ Demographics

Size of System (square miles)

Leading System Nationwide
Careful attention was paid to incorporate a mix of systems that are comparable industry leaders and
they include:

Fishers, IN

Westerville, OH

Wentzville, MO
Due to difference in how each system collects, maintains and reports data, variances exist. These
variations have an impact on the per capita and percentage allocations within the budget and hence the
overall comparison must be viewed with this in mind. Also, despite repeated attempts to obtain missing
information, there may be some portions where the data provided by the benchmarked systems was
incomplete.
While it is possible that there may have been changes or updates in the data provided, in order to ensure
consistency in data collection the original figures obtained at that time have been used in the benchmark.
The data was gathered using a variety of sources including reviews of data sent by various agencies, and
information gathered from personnel within the respective departments.
The goal was to evaluate where Brownsburg Park and Recreation is positioned among peer agencies as it
applies to efficiency and effectiveness practices.
32
2.6.2 GENERAL COMPARTIVE OF SYSTEMS
This section provides the total park acres and the total acres maintained It breaks down the total acreage
into a 1,000 basis and a percentage of total park acres basis.
City Area
System
2010
(Sq. Miles)
Brow nsburg Parks and Recreation
Total
Num ber
Pop. per
Population Square Mile
of Parks
Total
Total
Acres
% Acres
Total Park
Maintained
Acres
Park Acres Maintained
to Total
Park Acres
Total
Per 1,000 Trail Miles
Pop.
7.3
21,285
2,916
5
172
136
79%
8.09
7
Fishers Parks and Recreation
33.6
76,794
2,287
18
640
553
86%
8.33
83
Wentzville Parks and Recreation
14.4
29,070
2,019
7
305
240
79%
10.48
1
Westerville Parks and Recreation
12.4
36,120
2,913
50
596
578
97%
16.50
28

Brownsburg has the smallest square miles for its service area and smallest population for 2010
but has the highest number of population per square mile.

Brownsburg has the smallest number of parks and smallest total park acres. Brownsburg and
Fishers park system both have the smallest total park acres per 1,000 population with 8.09 and
8.33 respectively.

Brownsburg also has the one of the fewest trail miles offered (7 miles) followed by Wentzville
with 1 mile.
2.6.3 ANNUAL OPERATING BUD GET AND COST RECOVER Y GOALS
This section covers two parts, the annual operating budget and cost recovery goals. For the annual
operating budget, it was based off of the operational budget and the capital budget. Adding those two
together is the amount of the total budget. The total budget per capita is found by taking the operational
budget and dividing that by the total population.
System
Total
Total
Operational
Capital
Total
Operational Budget
Total
Population
Revenues
Budget
Budget
Budget
Per Capita
Cost Recovery
21,285
$
1,236,356
$
1,584,376
$
192,000
$
1,776,376
$
74.44
70%
76,794
$
1,439,700
$
1,474,300
$
367,000
$
1,841,300
$
19.20
78%
29,070
$
3,366,180
$
4,057,319
$
54,740
$
4,112,059
$
139.57
82%
36,120
$
3,779,202
$
9,111,054
$
432,340
$
9,543,394
$
252.24
40%
Note: For Cost Recovery Some Systems Include Direct and Indirect Cost
System

Cost Recovery Goals
Public Services: 010% of direct and
indirect costs
Merit Services: 2080% of direct and
indirect costs
Private Services: 80100% of the costs
Rental Facility 75%
Recreation Programs
67%
None
70% (less Capital
Outlay)
Community Center
90%
Senior Center 15%
Aquatic Center
(Outdoor Pool) 100%
Brownsburg has the smallest total budget at $1,776,376 followed closely behind by Fishers with
$1,841,300.
33
Town of Brownsburg

Fishers parks and recreation system has the lowest operational budget per capita ($19.20)
followed by Brownsburg with $74.44.

For cost recovery percentages some park systems include direct and indirect costs which would
show the high variances in the percentages among the agencies.
2.6.4 COST TO MAINTAIN PARK SYSTEM
This category assesses the cost to maintain each park system. This figure is obtained by taking the
operational budget and dividing it by the amount of park system acres. This does not take into account
the total amount of acres a park has.
Cost Per Maintained Acre
$15,763
$16,677
$2,666
$11,650
Brownsburg Parks and Recreation
$-
$5,000
$10,000
$15,000
$20,000

Wentzville has the highest cost per maintained acres at $16,677 followed by Westerville with
$15,763. Brownsburg follows closely behind with $11,650 and Fishers with $2,666.

It must be understood, that the data collected for Fishers Parks and Recreation does not
accurately reflect the amount the Town of Fishers allocates towards the maintenance of park
system acres. This is the case, as Fishers has recently moved parks system maintenance to the
department of public works.
34
2.6.5 RECREATION AND AQUAT IC CENTERS
The following chart depicts total sq. ft. of recreation and/or aquatic centers per population. Ideal
service levels are 1.5 sq. ft. per person for recreation centers and 0.5 sq. ft. per person for aquatic
centers.
Total Sq. Ft. of Recreation
System
and/or Aquatic Centers
Sq. Ft. per
Population
Population
-
21,285
0
4,400
76,794
0.06
87,000
29,070
2.99
202,006
36,120
5.59
Note: Some systems may have one or both facilities

Currently, Brownsburg does not have a recreation or an aquatic center.

Wentzville and Westerville park systems exceed the recommended service levels at 2.99 and 5.59
sq. ft. per person respectively.
2.6.6 STAFFING LEVELS
This section shows total FTE for each park system and also, breaks downs FTE per 1,000 population and
per maintained acre.
Total
System
Population
FTE
Total FTE
per 1,000 Pop.
9
21,285
0.42
9
76,794
0.12
13
29,070
0.45
62.5
36,120
1.73
Total
System
FTE
Maintained
Total FTE
Acres
per Maintained Acre
9
136
66.18
9
553
16.27
13
240
54.17
62.5
578
108.13

Westerville operates the most FTE per 1,000 population (1.73) and per maintained acre (108.13).

Brownsburg parks and recreation department operate at 0.42 FTE per 1,000 population and
operated second most FTE per maintained acre at 66.18.
35
Town of Brownsburg
2.6.7 SUPPORTING PLANS
Types of Supporting Plans
System
2008-2012
Greenw ays
Master Plan
2010-2015
Strategic
Business Plan
Parks and
Ritchey Woods
Greenw ay Plan Recreation Master Conservation and
Plan
Management Plan
Parks/Recreation
City
Bicycle/Pedestria
& Open Space
Comprehensive
n Trail Plan
Master Plan
Plan
Pros 2020 Plan
2009-2014 Zone
Improvement Plan
Department
Strategic Plan
Department
Marketing Plan
Promotional Plan
Program
Standards
Department
Marketing Plan
3 New Park
Master Plans
Highland Park
Aquatic Center
Business Plan
2012-2017 Urban
Forestry
Management Plan
Emergency Action
Succession Plan
Plan
Bikew ay/
Walkw ay Plan
Park Management Risk Management
Plan
Plan
Master Plan
2.6.8 OPERATING SOURCES
System
Source of Operating Funds
General Fund Non-Reverting
Food &
(property tax)
Fund
Beverage Tax
General Fund
Parks Sales
Tax
Operating
Revenues
Sponsorships/
Donations
Real Estate &
Personal
Property Tax
General Fund
Surtaxes
Parks &
Recreation
Tax Allocation
36
RR Utility Tax
Penalties &
Interest
Use Tax
Regional Parks
Tax
Recreation
Program Plan
CHAPTER THREE - COMMUNITY INPUT
There was extensive public input and participation in the Parks and Recreation Strategic Master Plan
process from August 2012 to January 2013. More than six focus groups were conducted which included
key leaders as well as the general public (approximately 60 residents) that served as the foundation for
this Strategic Master Plan.
In addition to the focus groups, the public input process included a statistically-valid community-wide
needs assessment survey of Town residents (331 total). These public input processes served as the driving
force for development of the Strategic Master Plan and the recommendations that are outlined in the
plan.
3.1 GENERAL FINDINGS
3.1.1 STRENGTHS OF THE BROWNSBURG PARKS AND RECREATION DEPARTMENT
BUILD ON
 Residents value the accessibility and family friendly atmosphere of Brownsburg parks and
appreciate the many program and recreation opportunities that are available. Citizens
expressed that they see the Parks and Recreation Department as a great strength to
community.
TO
also
also
the
3.1.2 VALUED MOST ABOUT PARKS AND RECREATION SERVICES IN BROWNSBURG
 Citizens value the open space and the many family amenities at the parks. They also enjoy
exercising on the trail system, but would like to see addition natural and paved trails added to
the park system.
3.1.3 GENERAL PERCEPTIONS OF THE PARK AND RECREATION SYSTEM THAT NEED
IMPROVEMENT
 Residents would like to see additional lighting installed on the trails to increase the sense of
security. Also, the citizens desired better communication of programs and events offered by the
Department, as well as increased signage around the parks explaining park rules and shelter
policies. Residents also expressed that the community would like to have a community/aquatic
center in the Town.
3.1.4 KEY OUTCOMES DESIRED FROM THE MASTER PLAN?
 Key outcomes desired by the residents is the development of a community/aquatic center,
continue to grow existing parks, and preserve park land as the Town continues to grow. Other
outcomes included adding new programs and enhancing existing programs, continuing to develop
a connected trail system throughout the Town, as well as finding a home for the 9-11 Memorial.
3.1.5 KEY PROGRAM SERVICES THAT NEED TO B E ADDRESSED
 Residents would like to see a concentrated focus on aquatic programs if an aquatic center is
developed. They would also like to see special need/disability programs offered along with adult
sports and additional after school programs.
37
Town of Brownsburg
3.1.6 RECREATION FACILITIES AND / OR AMENITIES MOST NEEDED
 Overwhelmingly, residents would like to see a community/aquatic center developed. Other
participants suggested additional ball and multi-purpose fields, along with the expansion of the
trails throughout the Town.
3.1.7 OPERATIONAL OR MAINT ENANCE ISSUES THAT NEED TO B E ADDRESSED
 The Brownsburg Parks and Recreation Department needs to add additional staff to assist in the
maintenance of the parks and trail system. The staff needs to address the issues of invasive
plants, trash, and cleanliness of the restrooms. Also, increased security at the parks should be
a priority by adding lights, having police patrol through the parks, and enhancing the signage of
rules and guidelines for park users.
3.1.8 AREAS OF THE SYSTEM IN NEED OF ATTENTION
 Facility development is seen as the primary focus for the Department followed by trail
development.
3.1.9 FUNDING SOURCES THE COMMUNITY WOULD MOST SUPPORT (E.G. BOND ISSUE,
IMPACT FEES, SALES T AX INCREASE, PROPERTY TAX INCREASE, USER FEES)
 Participants feel that the Brownsburg community would support a bond issue for a community
and/or aquatic center.
3.1.10 CHANGES OVER THE NEX T TEN YEARS
 Many of the residents would like to see additional trails in the system along with a
community/aquatic center. Some residents expressed that they would like to see the
Department become a park district which would include the adjacent townships. Also, residents
would like to see additional public input opportunities to involve the community in the
Department’s decision process.
3.1.11 OTHER COMMENTS
 Determine a suitable and worthy location to for the 9-11 Memorial

Create additional volunteer opportunities to build advocacy

Establish more public input opportunities to involve community members to help define priorities
for the Department
38
3.2 COMMUNITY NEEDS ANALYSIS SURVEY
Leisure Vision conducted a Community Interest and Opinion Survey in September of 2012. The purpose
of the survey was to help determine the way Brownsburg Parks prepares for the future in the development
of programs, services and facilities.
The Consulting Team worked extensively with officials in the development of the survey questionnaire.
This work allowed the survey to be tailored to issues of strategic importance to effectively plan the
future system.
The survey was administered by mail and phone. The goal was to obtain a total of at least 300 completed
surveys. This goal was exceeded, with 331 surveys having been completed. The level of confidence is
95% with a margin of error of +/-5.4%. The following pages summarize major survey findings.
3.2.1 ALL BROWNSBURG PARK S HOUSEHOLDS HAVE VISITED DURING THE PAST 12
MONTHS
Of the households that visited Brownsburg parks during the past 12 months, 80% indicated they had
visited Arbuckle Acres Park. Other parks visited include: Williams Park (78%), B&O Trail (36%),
Cardinal-Delaware Property (21%), Veterans Memorial Park (15%), and Stephens Park (7%).
Q4. ALL Brownsburg Parks Households Have Visited During the
Past 12 Months
by percentage of respondents (multiple choices could be made)
80%
Arbuckle Acres Park
78%
Williams Park
36%
B&O Trail
21%
Cardinal-Delaw are Property
15%
Veterans Memorial Park
Stephens Park
7%
None
8%
0%
20%
Source: Leisure Vision/ETC Institute (November 2012)
39
40%
60%
80%
100%
Town of Brownsburg
3.2.2 OVERALL CONDITION OF ALL BROWNSBURG PARK VISITED
Thirty-four percent (34%) of
households indicated the
Q4a. Overall Condition of ALL Brownsburg Parks Visited
by percentage of respondents w ho indicated they visited parks in the past 12 months
overall condition of
Brownsburg parks as
“excellent”, while 56% rated
the condition as “good”. Of
Excellent
the remaining households, 9%
34%
indicated the parks were
“fair” and 1% gave a “poor”
rating.
Good
56%
Poor
1%
Fair
9%
3.2.3 ALL PROGRAMS OR ACTIVITI ES OFFERED BY THE TOWN OF BROWNSBURG PARKS
THAT HOUSEHOLDS HAVE PARTICIPATED IN DURING THE PAS T 12 MONTHS
Of the 64% of households that
Source: ETC Institute (2011)
indicated they had
Q5. ALL Programs or Activities Offered by the Town of
participated in programs or
Brownsburg Parks That Households Have Participated in During
activities offered by
the Past 12 Months
Brownsburg Parks during the
by 64% of respondents w ho indicated they participated in programs/activities (multiple choices could be made)
Source:
(2011)
past 12 months, 38%
Fourth ofETC
JulyInstitute
Parade and
Firew orks
38%
Fourth of July Extravaganza
28%
participated in the 4th of July
Christmas Under the Stars Parade
24%
Summer Concert Series
parade and fireworks.
21%
Festival of the Arts
15%
Twenty-eight percent (28%)
Easter Egg Hunt
12%
Learn to Sw im Programs
8%
attended the 4th of July
Fun Run/Walks
5%
Extravaganza, while 24%
Father/Daughter Dance
5%
Family Hay Rides
5%
participated in the Christmas
Sports Camps
5%
Under the Stars Parade. Other
Nature Programs
3%
Adventure Camp
3%
programs or activities in which
Senior Card Club
2%
households participated
Race Across Hendricks County
2%
Mother/Son Adventure
1%
include: Summer Concert
None
36%
Series (21%), Festival of the
0%
20%
40%
60%
80%
100%
Arts (15%), and Easter Egg
Hunt (12%).
40
3.2.4 NUMBER OF PROGRAMS/ACTIVITIES IN WHICH H OUSEHOLDS HAVE PARTICIPATED
IN THE PAST 12 MONTHS
Of the 64% of households that
Q5a. Number of Programs/Activities in Which Households Have
indicated they had
Participated in the Past 12 Months
by 64% of respondents w ho indicated they participated in programs/activities
participated in programs or
activities, 40% indicated they
participated in one program
One
40%
or activity in the past 12
months. Other levels of
participation are as follows:
two to three
programs/activities (40%),
four to six
Two to three
40%
programs/activities (17%),
seven to ten
Eleven or more
2%
programs/activities (1%), and
Seven to ten
eleven or more
Four to six
1%
17%
programs/activities (2%).
3.2.5 THREE PRIMARY REASONS WHY HOUSEHOLDS HAV E PARTICIPATED IN
BROWNSBURG PARKS REC REATION PROGRAMS OR ACTIVITIES
Respondents were asked to
give three primary reasons
Q5b. THREE Primary Reasons Why Households Have
for participating in
Participated in Brownsburg Parks Recreation Programs or
Brownsburg Parks Recreation
Activities
programs or activities. Fiftyby percentage of respondents (three choices w ere allow ed)
eight percent (58%) indicated
Location of the program f acility
58%
“location of the program
Times the program is of f ered
29%
facility”, while 29% indicated
Dates the program is of f ered
28%
“times the program is
offered”. Other reasons
Friends participate in the program
26%
households have participated
Quality of the program f acility
23%
in programs / activities
Fees charged f or the class
19%
include: dates the program is
Nowhere else to go f or the serv ice
9%
offered (28%), friends
participate in the program
Quality of instructors/coaches
7%
(26%), quality of the program
Other
8%
facility (23%), and fees
0%
20%
40%
60%
80%
100%
charged for the class (19%).
41
Town of Brownsburg
3.2.6 OVERALL QUALITY OF RECREATION PROGRAMS O R ACTIVITIES IN WHICH
HOUSEHOLD HAS PARTIC IPATED
One-third (34%) of
Q5c. Overall Quality of Recreation Programs or Activities in
Which Household Has Participated
overall quality of recreation
programs or activities in
which they have
participated was
“excellent”. Fifty-seven
percent (57%) indicated the
quality was “good”, while 8%
indicated the programs were
“fair” and 1% gave a “poor”
rating.
by percentage of respondents w ho indicated they participated in programs or activities
Excellent
34%
Good
57%
Fair
8%
Poor
1%
3.2.7 ALL WAYS HOUSEHOLDS HAVE LEARNED ABOUT B ROWNSBURG PARKS’ PRO GRAMS
AND ACTIVITIES DURING THE PAST 12 MONTHS
Sixty-seven percent (67%) of
Q6. ALL Ways Household Has Learned About Brownsburg
households indicated they
Parks’ Programs and Activities During the Past 12 Months
learned about park
by percentage of households (multiple choices could be made)
programs and activities
during the past 12 months
Brow
nsburg
Parks
Brochure
67%
Source:
ETC
Institute
(2011)
through the Brownsburg
From friends and neighbors
34%
Parks Brochure. Other
New spaper
30%
ways households learned
Brow nsburg Parks Website
25%
New sletters
include: from friends and
23%
Social media (Facebook)
12%
neighbors (34%), newspaper
Fliers at Recreation facilities
12%
(30%), Brownsburg Park
School fliers/new sletters
9%
Website (25%), newsletters
Conversations w ith staff
2%
(23%), and social media
Radio
2%
(e.g. Facebook) (12%).
1%
Television
13%
Other
0%
20%
42
40%
60%
80%
100%
3.2.8 ALL PARKS OR FACILITIES HOUSEHOLDS HAVE USED FOR INDO OR AND OUTDOOR
RECREATION ACTIVITIES DURING THE PAST 12 MONTHS
Forty percent (40%) of
Q7. ALL Parks or Facilities Households Have Used for Indoor
have used Indianapolis parks
and Outdoor Recreation Activities During the Past 12 Months
(e.g. Eagle Creek) over the
by percentage of households (multiple choices could be made)
past 12 months. Other park
or facilities households have
Indianapolis Parks (e.g. Eagle Creek)
40%
used include: Indiana State
Indiana State Parks
37%
Parks (37%), Hendricks
Hendricks County Parks and Recreation
34%
County Parks and Recreation
(34%), Plainfield Recreation
Plainfield Recreation and Aquatic Center
28%
and Aquatic Center (28%),
Private Fitness Clubs
28%
and private fitness clubs
Avon YMCA
15%
(28%).
Danville Aquatic Center
Other
0%
9%
7%
20%
40%
60%
80%
100%
3.2.9 ALL POTENTIAL SPACES AND AMENITIES HOUSEHOLDS WOULD USE IF DEVELOPED
AT THE CARDINAL PROPERTY
Seventy-one percent (71%) of
Q8. ALL Potential Spaces and Amenities Households Would Use
if Developed at the Cardinal Property
would use restrooms if
developed at the Cardinal
Property. Other potential
spaces and amenities
households would use
include: walking and biking
loop trail (64%), B&O
Trailhead (with parking)
(57%), spray-pad (above
ground water play) area
(49%), playground (48%), and
picnic shelter buildings (47%).
Restrooms
71%
64%
Walking & biking loop trail
57%
B & O Trailhead (w ith parking)
49%
Spray-pad (above ground w ater play) area
48%
Playground
47%
Picnic Shelter buildings
Off-Leash Dog Park
30%
Sports fields
29%
Community garden space
Space for floral gardens
0%
43
15%
13%
20%
40%
60%
80%
100%
Town of Brownsburg
3.2.10 FOUR AMENITIES HOUSEHOLDS WOULD U SE THE MOST
Based on the sum of their top
four choices, the potential
Q9. FOUR Amenities Households Would Use the Most
amenities households would
by percentage of respondents w ho selected the item as one of their top four choices
use the most if developed at
the Cardinal Property are:
Walking & Biking loop trail
54%
walking and biking loop trail
Restrooms
50%
(54%), restrooms (50%), B&O
B&O Trailhead (w ith parking)
47%
Trailhead (with parking)
Playground
41%
(47%), playground (41%), and
Spray-pad (above ground w ater play) area
39%
spray-pad area (39%).
Picnic Shelter buildings
30%
25%
Off-Leash Dog Park
18%
Sports fields
6%
5%
13%
None
0%
20%
40%
Most Often
3rd Most Often
60%
80%
100%
2nd Most Often
4th Most Often
3.2.11 ALL PARKS AND RECREATION FACILITIES HOUSEHOLDS HAVE A NEED FOR
Sixty-six percent (66%) of
Q10. Parks and Recreation Facilities That Households Have a
Need For
need for walking and biking
trails in Brownsburg. Other
parks and recreation
Walking and biking trails
66%
Nature center and trails
63%
facilities for which
Indoor sw imming pools/leisure pool
57%
Outdoor sw imming pools/w ater parks
55%
households have a need
Large community parks
54%
Source:
ETC
Institute
(2011)
Indoor fitness and exercise facilities
54%
Indoor running/w alking track
49%
include: nature center and
Playground equipment
47%
Greenspace and natural areas
46%
trails (63%), indoor swimming
Small neighborhood parks
46%
Spray-pad (above ground w ater play)
43%
pools/leisure pool (57%),
Multigenerational recreation center
40%
Indoor lap lanes for exercise sw imming
38%
outdoor swimming
Golf course
30%
Off-leash dog park
29%
Outdoor basketball courts
26%
pools/water parks (55%),
Indoor basketball/volleyball courts
24%
Outdoor tennis courts
22%
large community parks (54%),
Mountain bike park
21%
Youth soccer fields
21%
and indoor fitness and
Disc golf
20%
Youth baseball fields
14%
exercise facilities (54%).
Youth football fields
12%
Youth softball fields
Adult softball fields
Skateboarding park
Other
10%
10%
8%
3%
0%
44
20%
40%
60%
80%
100%
3.2.12 HOW WELL PARKS
HOUSEHOLDS
Seventy-four percent (74%) of
households indicated that
youth baseball fields meet
their needs by 75% or more.
Other parks and recreation
facilities with similar met
needs include: playground
equipment (74%), youth soccer
fields (73%), large community
parks (72%), youth softball
fields (68%), outdoor
basketball courts (67%), and
youth football fields (66%).
AND
R ECREATION
FACILITIES
MEET
THE
NEEDS
OF
Q10a. How Well Parks and Recreation Facilities Meet the
Needs of Households
by percentage of respondents w ho have a need for facilities
44%
30%
17%
7%2%
38%
36%
9% 1% 16%
39%
34%
13%
6% 8%
Youth soccer fields
35%
37%
17%
5% 6%
47%
21%
24%
6%3%
40%
27%
18%
6% 9%
37%
29%
21%
8% 5%
34%
28%
18%
15%
5%
31%
27%
23%
11%
9%
19%
30%
37%
13% 2%
17%
25%
33%
15%
10%
11%
21%
32%
25%
12%
18%
4%
18%
14%
46%
Golf course
13% 3%
30%
47%
Adult softball fields 7%
15%
5% 8%
11%
61%
Disc golf
15%
57%
Indoor fitness and exercise facilities 9% 8% 11%
8% 8%
22%
30%
31%
9% 6%
14%
20%
51%
17%
71%
Skateboarding park 8% 4%
8% 3% 14%
23%
52%
Mountain bike park
15%
67%
Indoor lap lanes for exercise sw imming 6%2% 11%
15%
70%
Indoor running/w alking track 5%3% 7%
79%
Outdoor sw imming pools/w ater parks 5%2%6% 8%
16%
73%
Multigenerational recreation center 3%3%5%
79%
Off-leash dog park 4% 8% 9%
1%
4% 11%
82%
Spray-pad (above ground w ater play)2%
11%
11%
22%
56%
Other
0%
20%
100% Meets Needs
25% Meets Needs
40%
60%
75% Meets Needs
0% Meets Needs
80%
100%
50% Meets Needs
3.2.13 FOUR PARKS AND RECREATION FACILITIES THA T ARE MOST IMPORTANT TO
HOUSEHOLDS
four choices, the parks and
Q11. FOUR Parks and Recreation Facilities That Are Most
recreation facilities that are
Important to Households
most important to households
are: walking and biking trails
36%
36%
Outdoor sw imming pools/w ater parks
23%
(36%), outdoor swimming
23%
22%
Spray-pad (above ground w ater play)
pools/water parks (36%),
20%
19%
Off-leash dog park
17%
Indoor running/w alking track
indoor fitness and exercise
16%
13%
13%
Indoor lap lanes for exercise sw imming
facilities (23%), indoor
11%
11%
swimming pools/leisure pool
9%
7%
Golf course
7%
Youth soccer fields
(23%), and spray-pad area
5%
Disc golf
4%
Mountain bike park
(22%).
4%
Other
Skateboarding park
None chosen
4%
3%
3%
3%
2%
2%
2%
1%
0%
45
17%
20%
40%
Most Important
3rd Most Important
60%
2nd Most Important
4th Most Important
80%
100%
Town of Brownsburg
3.2.14 SPORTS AND RECREATIO N PROGRAMS THAT HOUSEHOLDS HAVE A NEED FOR
Nearly half (49%) of
Q12. Sports and Recreation Programs That Households Have a
Need For
need for adult fitness and
wellness programs in
Brownsburg. Other sports
Adult fitness and w ellness programs
49%
Community special events
42%
and recreation programs for
Nature programs and exhibits
35%
which households have a
Water fitness programs
34%
Youth Learn to Sw im programs
28%
need include: community
Youth sports programs
28%
Trips to special attractions and events
23%
special events (42%), nature
Adult sports programs
22%
Gymnastics and tumbling programs
22%
programs and exhibits (35%),
Youth summer camp programs
21%
Preschool programs/early childhood
20%
water fitness programs
Outdoor challenge programs
20%
Youth art, dance, performing arts
20%
(34%), youth learn to swim
Golf leagues
19%
Cycling programs
18%
programs (28%), youth sports
Youth fitness and w ellness programs
18%
Tennis lessons and leagues
17%
programs (28%), and trips to
Golf lessons/clinics
17%
Before
and
after
school
programs
16%
special attractions and
Senior programs
16%
Marial arts programs
15%
events (23%).
14%
11%
Adult art, dance, performing arts
Programs for people w ith disabilities
0%
20%
40%
60%
80%
100%
3.2.15 HOW WELL SPORTS AND RECREATION PROGRAMS MEET THE NEEDS OF
HOUSEHOLDS
Sixty-one percent (61%) of
Q12a. How Well Sports and Recreation Programs Meet the
households indicated that
Needs of Households
youth sports programs meet
by percentage of respondents w ho have a need for programs
their needs by 75% or more.
23%
38%
24%
11% 5%
Other sports and recreation
30%
14%
19%
19%
19%
11%
33%
31%
19%
7%
programs with similar met
23%
16%
29%
23%
10%
18%
18%
34%
10%
20%
Before and after school programs
needs include: youth learn
11%
23%
40%
16%
10%
8%
15%
21%
24%
32%
to swim programs (44%),
17%
22%
31%
25%
Trips to special attractions and events 5%
27%
31%
24%
Youth fitness and w ellness programs 7% 11%
community special events
17%
21%
45%
Programs for people w ith disabilities 7% 10%
5%
11%
26%
24%
34%
Senior programs
(44%), preschool
23%
32%
30%
Youth art, dance, performing arts 8% 7%
37%
35%
Adult sports programs 10% 5% 14%
programs/early childhood
34%
29%
26%
Nature programs and exhibits 2% 10%
19%
59%
Water fitness programs 6% 5% 10%
(39%), before and after
21%
30%
38%
Adult fitness and w ellness programs 5% 7%
9% 2% 13%
27%
49%
school programs (36%), and
20%
24%
46%
Cycling programs 2% 7%
9%
16%
66%
Golf lessons/clinics 9%
youth summer camp
18%
63%
Adult art, dance, performing arts 3%5% 11%
18%
67%
Golf leagues 2%6% 8%
programs (34%).
22%
18%
53%
Outdoor challenge programs 2%5%
2%
Tennis lessons and leagues 2%
0%
17%
19%
20%
100% Meets Needs
25% Meets Needs
46
60%
40%
60%
75% Meets Needs
0% Meets Needs
80%
50% Meets Needs
100%
3.2.16 FOUR TYPES OF PROGRA MS THAT ARE MOST IMP ORTANT TO HOUSEHOLDS
four choices, the types of
Q13. FOUR Types of Programs That Are Most Important to
programs that are most important
Households
to households are: adult fitness
and wellness programs (37%),
37%
Adult fitness and w ellness programs
20%
water fitness programs (20%),
19%
18%
community special events (19%),
15%
15%
12%
youth learn to swim programs
11%
11%
Senior programs
(18%) , and nature programs and
10%
Cycling programs
9%
exhibits (15%).
9%
Golf lessons/clinics
Golf leagues
Youth fitness and w ellness programs
Programs for people w ith disabilities
None chosen
8%
8%
8%
8%
7%
7%
7%
7%
7%
6%
5%
0%
22%
20%
40%
Most Important
3rd Most Important
60%
80%
100%
2nd Most Important
4th Most Important
3.2.17 SATISFACTION WITH PA RKS AND RECREATION SERVICES PROVIDED BY
BROWNSBURG PARKS
Eighty-five percent (85%) of
households indicated they are
Q14. Satisfaction With Parks and Recreation Services
either “very satisfied” (45%) or
Provided by Brownsburg Parks
“somewhat satisfied” (40%) with
by percentage of respondents
the maintenance of Brownsburg
1%
45%
11% 3%
40%
parks. Other services with
Maintenance of parks
37%
21%
7%1%
34%
Number of Tow n parks
similar satisfaction levels include:
2%
26%
44%
2%
27%
Customer assistance by staff at facilities
3%
25%
41%
2%
29%
Customer assistance by staff over the phone
number of town parks (37% “very
23%
34%
11% 3%
30%
Quality of outdoor athletic fields
22%
32%
14% 4%
29%
Information about Tow n programs & fac.
satisfied”, 34% “somewhat
22%
43%
8% 3%
23%
Number of Tow n baseball/softball fields
22%
40%
7% 3%
29%
Ease of registering for programs
satisfied”), customer assistance
3%
20%
49%
8%
19%
Rental of parks, gyms, or meeting rooms
19%
34%
11% 5%
31%
User friendliness of Tow n w ebsite
by staff at facilities (26% “very
19%
47%
9% 4%
21%
Number of Tow n soccer fields
19%
39%
10% 3%
29%
Tow n special events
7%
18%
25%
21%
30%
Number of w alking/biking trails
16%
44%
11% 2%
26%
Fees charged for recreation programs
satisfied”), customer assistance
5%
13%
46%
12%
24%
Tow n youth programs
7%
40%
22%
19%
Number of nature conservation areas 12%
by staff over the phone (25%
5%
57%
15%
Quality of programs & fac. for adults 55+ years 11% 12%
7%
50%
20%
16%
Tow n adult programs 8%
“very satisfied”, 29% “somewhat
0%
20%
40%
60%
80%
100%
satisfied”), and quality of
Very satisfied
Somew hat satisfied
Neutral
Somew hat dissatisfied
outdoor athletic fields (23% “very
Very dissatisfied
satisfied”).
47
Town of Brownsburg
3.2.18 THREE PARKS AND RECR EATION SERVICES THAT SHOULD RECEIVE THE MOST
ATTENTION OVER THE NEXT TWO YEARS
three choices, the parks and
Q15. THREE Parks and Recreation Services That Should
recreation services that
Receive the Most Attention Over the Next TWO Years
households indicated should
receive the most attention over
the next two years are:
number of walking/biking trails
(31%), maintenance of parks
(24%), town special events
(20%), and number of nature
conservation areas (17%).
by percentage of respondents w ho selected the item as one of their top three choices
Number of w alking/biking trails
Maintenance of parks
Tow n special events
Number of nature conservation areas
Tow n adult programs
Tow n youth programs
Number of Tow n parks
Information about Tow n programs & fac.
Quality of programs & fac. for adults 55+ years
Quality of outdoor athletic fields
Fees charged for recreation programs
User friendliness of Tow n w ebsite
Number of Tow n soccer fields
Number of Tow n baseball/softball fields
Ease of registering for programs
Rental of parks, gyms, or meeting rooms
Customer assistance by staff over the phone
Customer assistance by staff at facilities
None chosen
31%
24%
20%
17%
16%
15%
14%
13%
10%
8%
8%
7%
5%
4%
3%
3%
2%
2%
26%
0%
20%
40%
60%
80%
100%
Most Important
2nd Most Important
3rd Most Important
3.2.19 SUPPORT FOR CERTAIN IMPROVEMENTS TO THE PARKS AND RECREATION SYSTEM
Eighty percent (80%) of households indicated they are either “very supportive” (54%) or “somewhat
supportive” (26%) of developing new walking/biking trails and connecting existing trails. Other
potential improvements with
similar levels of support
include: developing new
Q16. Support for Certain Improvements to the Parks and
Recreation System
outdoor swimming/aquatic
center pool (56% “very
supportive”, 16% “somewhat
54%
26%
14% 7%
Develop new w alking/biking trails/connect existing
supportive”), acquiring open
56%
16%
18%
10%
Develop new outdoor sw imming/aquatic center pool
space for passive activities (47%
47%
25%
18%
10%
Acquire open space for passive activities
43%
19%
22%
17%
Develop
a
new
indoor
sw
imming
pool
“very supportive”, 25%
40%
24%
22%
14%
Develop a new multigenerational rec center
“somewhat supportive”),
38%
34%
21%
7%
Upgrade existing neighborhood & comm. parks
developing a new indoor
29%
16%
25%
30%
Develop a dog park
swimming pool (43% “very
27%
26%
37%
10%
Upgrade existing youth/adult athletic fields
24%
28%
30%
18%
Acquire open space for active activities
19%
24%
39%
18%
Develop new youth sports fields
supportive”), and developing a
18%
40%
31%
Develop new adult softball fields 11%
new multigenerational
33%
66%
2%
Other
recreation center (40% “very
0%
20%
40%
60%
80%
100%
Very supportive Somew hat supportive
Not sure
Not supportive
supportive”).
48
3.2.20 THREE IMPROVEMENTS THAT ARE MOST IMPORTANT TO HOUSEHOLDS
three choices, improvements to
Q17. THREE Improvements That Are Most Important to
the parks and recreation system
Households
that are most important to
by percentage of respondents w ho selected the item as one of their top three choices
households are: developing
new outdoor swimming/aquatic
Develop new outdoor sw imming/aquatic center pool
44%
Develop new w alking/biking trails/connect existing
39%
center pool (44%), developing
Develop a new indoor sw imming pool
32%
new walking/biking trails and
Develop a new multigenerational rec center
29%
Acquire open space for passive activities
27%
connecting existing trails (39%),
Upgrade existing neighborhood & comm. parks
24%
developing a new indoor
Develop a dog park
19%
swimming pool (32%), and
Acquire open space for active activities
10%
Upgrade existing youth/adult athletic fields
9%
developing a new
Develop new youth sports fields
5%
multigenerational recreation
Develop new adult softball fields
4%
5%
Other
center (29%).
None chosen
0%
14%
20%
40%
60%
80%
100%
Most Important
2nd Most Important
3rd Most Important
3.2.21 ALL POTENTIAL INDOOR PROGRAMMING SPACES HOUSEH OLDS WOULD USE
Fifty-six percent (56%) of
Q18. ALL Potential Indoor Programming Spaces Households
households indicated they would
Would Use
use a walking and running track,
while 53% would use a fitness
area. Other potential indoor
Walking and running track
56%
programming spaces that
Fitness area
53%
Leisure pool
52%
households would use include:
Aerobics/fitness/dance class space
48%
leisure pool (52%),
Lanes for lap sw imming
40%
Space for meetings, parties, banquets
36%
aerobics/fitness/dance class
Rock climbing/bouldering w all
29%
space (48%), lanes for lap
Warm w ater for therapeutic purposes
29%
Arts and crafts room
27%
swimming (40%), space for
Performing arts theatre
24%
meetings, parties, and banquets
Multi-court gymnasium/field house
23%
Indoor sports fields
21%
(36%), rock climbing/bouldering
Senior program area
19%
wall (29%), and warm water for
Preschool program space
17%
Performing arts rehearsal facilities
12%
therapeutic purposes (29%).
10%
Classroom space
Other
2%
0%
49
20%
40%
60%
80%
100%
Town of Brownsburg
3.2.22 FOUR INDOOR SPACE S HOUSEHOLDS WOULD U SE MOST OFTEN
four choices, the indoor spaces
Q19. FOUR Indoor Spaces Households Would Use Most Often
households would use most
often include: leisure pool
(44%), walking and running
Leisure pool
44%
track (38%), fitness area (37%),
Walking and running track
38%
Fitness
area
37%
aerobics/fitness/dance class
Aerobics/fitness/dance class space
32%
Lanes for lap sw imming
25%
space (32%), and lanes for lap
Warm w ater for therapeutic purposes
17%
swimming (25%).
Rock climbing/bouldering w all
16%
Senior program area
Performing arts theatre
Space for meetings, parties, banquets
Arts and crafts room
Indoor sports fields
Multi-court gymnasium/field house
Preschool program space
Performing arts rehearsal facilities
Classroom space
Other
None chosen
14%
13%
12%
12%
11%
11%
9%
4%
2%
2%
0%
14%
20%
40%
Most often
3rd most often
60%
80%
100%
2nd most often
4th most often
3.2.23 HOW OFTEN HOUSEHOLDS WOULD VISIT A NEW RECREA TION CENTER
Forty-four percent (44%) of
Q20. How Often Households Would Visit a New Recreation
Center
would visit a new recreation
center in Brownsburg several
times per week. Seventeen
Several times/wk.
44%
percent (17%) would visit once
per week, while 19% would
visit a few times per month.
Of the remaining households,
Never
9%
6% would visit monthly, 5%
would visit less than once per
Less than once/mo.
month, and 9% indicated they
5%
would never visit a new
Monthly
recreation center.
Once per week
6%
17%
Few times/month
19%
50
3.2.24 HOW THE COST FOR OPERATING A NEW RECREATION CENTER SHOULD BE PAID
FOR
Forty-four percent (44%) of
households indicated that the
Q21: How the Cost for Operating a New Recreation Center
Should be Paid For
cost for operating a new
recreation center should be paid
for with a majority of user fees,
Majority taxes
while 37% indicated it should be
37%
paid for with a majority of
taxes. Of the remaining
households, 17% indicated the
cost should be paid for 100%
100% taxes
2%
through fees, and 2% indicated
that it should be paid for 100%
through taxes.
100% fees
17%
Majority user fees
44%
3.2.25 MAXIMUM AMOUNT OF AD DITIONAL TAX REVENUE HOUSEHOLDS ARE WILLI NG
TO PAY TO IMPROVE THE BROWNSBURG P ARKS SYSTEM
Twenty percent (20%) of
Q22: Maximum Amount of Additional Tax Revenue Households
Are Willing to Pay to Improve the Brownsburg Parks System
willing to pay $9 or more per
month to improve the
Brownsburg Parks System.
Other levels of support for
additional tax revenue include:
$7 to $8 per month (16%), $5 to
$6 per month (26%), and $3 to
$4 per month (19%). Nineteen
percent (19%) of households
indicated they would not be
willing to pay additional tax
revenue to improve the
Brownsburg Parks System.
$7 - $8 per month
16%
$9 or more/mo.
20%
$5 - $6 per month
26%
Nothing
19%
$3 - $4 per month
19%
51
Town of Brownsburg
3.2.26 HOW RESPONDENTS WOULD VOTE FOR A TAX INC REASE TO FUND
CONSTRUCTION OF AN INDOOR RECREATION CENTER
Forty-two percent (42%) of
Q23: How Respondents Would Vote for a Tax Increase to Fund
Construction of an Indoor Recreation Center
would vote in favor of a tax
increase to fund construction of
an indoor recreation center,
Vote in favor
while 22% indicated they might
42%
vote in favor of a tax increase.
Of the remaining households,
16% indicated they were not
sure how they would vote, and
20% would vote against a tax
Might vote in favor
increase.
22%
Vote against
20%
Not sure
16%
3.2.27 SATISFACTION
WITH
OV ERALL
VALUE
HOUSEHOLD
RECEIVES
FROM
BROWNSBURG PARKS
Sixty-eight percent (68%) of
Q24: Satisfaction With Overall Value Household Receives From
Brownsburg Parks
either very satisfied (24%) or
somewhat satisfied (44%) with
the overall value their
household receives from
Very satisfied
Brownsburg parks. Of the
24%
remaining households, 20%
Somewhat satisfied
indicated a “neutral” rating,
44%
while 11% are somewhat
Very dissatisfied
dissatisfied and 1% are very
1%
dissatisfied.
Somewhat dissatisfied
11%
Neutral
20%
52
3.2.28 DEMOGRAPHICS
Q1. Number of People in Household
Q2. Age of All Persons Living In Household
One
11%
Under age 5
10%
Five or m ore
14%
Ages 65+
10%
Ages 55-64
8%
Ages 5-9
10%
Ages 45-54
11%
Ages 10-14
7%
Four
24%
Two
31%
Ages 15-19
7%
Ages 35-44
17%
Ages 20-24
3%
Three
20%
Ages 25-34
17%
Q3. Does Respondent Own a Business Within the Town of
Brownsburg?
Q25. Demographics: Age of Respondent
No
88%
Ages 65+
16%
Under age 35
27%
Ages 55-64
12%
Ages 45-54
18%
Ages 35-44
27%
Yes
12%
Q27. Demographics: How Long Respondent Has Lived in the
Town of Brownsburg
Q26. Demographics: Gender
30+ years
16%
5 years or less
29%
26 to 30 years
5%
Female
Source: ETC
Institute (2011)
55%
Male
45%
16 to 20 years
7%
6 to 10 years
24%
53
21 to 25 years
5%
11 to 15 years
14%
Town of Brownsburg
3.3 CROSS TABULATION ANALYSIS
As part of the statistically-valid survey analysis, the cross-tabulation results on age segment were
reviewed on key questions. The following are key findings based on this analysis by age segment:
FOUR AMENITIES HOUSEHOLDS WOULD USE THE MOST ON DEVELOPED CARDINAL PROPERTY
 Based on the sum of their top four choices, the potential amenities households would use the
most if developed at the Cardinal Property are:
o
Walking and biking loop trail 54%
o
Restrooms 50%
o
B&O Trailhead (with parking) 47%
o
Playground (41%)
If the Cardinal Property is developed, which
FOUR amenities would you or members of
your household use the most?
Walking & biking loop trail
Restrooms
B & O Trailhead (with Parking)
Playground
Spray pad (above-ground water play) area
Picnic shelter buildings
Off-leash dog park
Sports fields
Not provided
Age of Respondents
Overall
53.8%
49.5%
46.5%
40.5%
39.3%
29.9%
24.8%
17.8%
13.3%
6.3%
4.8%
54
Under 35 35 to 44
56.8%
43.2%
52.3%
58.0%
56.8%
22.7%
40.9%
15.9%
4.5%
10.2%
4.5%
54.9%
54.9%
42.9%
54.9%
59.3%
29.7%
17.6%
30.8%
6.6%
3.3%
4.4%
45 to 54
55 to 64
65+
65.5%
53.4%
55.2%
20.7%
15.5%
34.5%
34.5%
19.0%
8.6%
3.4%
6.9%
53.7%
46.3%
51.2%
24.4%
22.0%
34.1%
17.1%
7.3%
19.5%
12.2%
7.3%
34.0%
49.1%
30.2%
20.8%
15.1%
34.0%
5.7%
5.7%
39.6%
3.8%
1.9%
FOUR PARKS AND RECREATION FACILITIES THAT ARE MOST IMPORTANT TO HOUSEHOLDS
 Based on the sum of their top four choices, the parks and recreation facilities that are most
important to households are:
o
Walking and biking trails 36%
o
Outdoor swimming pools/water parks 36%
o
Indoor fitness and exercise facilities 23%
o
Indoor swimming pools/leisure pool 23%
o
Spray-pad area 22%
Which FOUR of the facilities from the list are
most important to your household?
Outdoor swimming pools/ water parks
Indoor swimming pools/ leisure pool
Spray pad (above ground water play)
Off-leash dog park
Not provided
Indoor running/ walking track
Indoor lap lanes for exercise swimming
Green space and natural areas
Youth soccer fields
Golf course
Disc golf
Mountain bike park
Other
Indoor basketball/ volleyball courts
Skateboarding park
55
Overall
36.3%
36.0%
23.3%
23.3%
21.8%
20.5%
18.7%
16.9%
16.6%
15.7%
13.0%
12.7%
11.5%
11.2%
8.8%
6.9%
6.9%
4.5%
3.9%
3.6%
3.6%
3.3%
3.0%
2.7%
2.4%
2.1%
1.5%
1.2%
Age of Respondents
Under 35 35 to 44 45 to 54 55 to 64
33.0%
35.2%
48.3%
34.1%
38.6%
52.7%
43.1%
19.5%
20.5%
35.2%
22.4%
17.1%
12.5%
24.2%
36.2%
39.0%
39.8%
31.9%
8.6%
2.4%
36.4%
25.3%
10.3%
4.9%
35.2%
11.0%
24.1%
12.2%
6.8%
13.2%
8.6%
22.0%
2.3%
11.0%
34.5%
26.8%
15.9%
13.2%
17.2%
26.8%
13.6%
12.1%
10.3%
14.6%
11.4%
12.1%
20.7%
17.1%
14.8%
8.8%
10.3%
14.6%
13.6%
7.7%
12.1%
12.2%
4.5%
2.2%
19.0%
14.6%
9.1%
14.3%
1.7%
0.0%
11.4%
6.6%
3.4%
4.9%
9.1%
4.4%
5.2%
0.0%
4.5%
3.3%
3.4%
7.3%
6.8%
4.4%
1.7%
2.4%
3.4%
5.5%
1.7%
0.0%
3.4%
3.3%
3.4%
2.4%
4.5%
3.3%
3.4%
0.0%
3.4%
2.2%
5.2%
0.0%
3.4%
2.2%
5.2%
0.0%
3.4%
3.3%
1.7%
0.0%
1.1%
1.1%
3.4%
0.0%
2.3%
2.2%
0.0%
0.0%
65+
32.1%
7.5%
13.2%
13.2%
3.8%
9.4%
3.8%
45.3%
22.6%
9.4%
15.1%
3.8%
9.4%
11.3%
11.3%
1.9%
5.7%
0.0%
1.9%
0.0%
5.7%
3.8%
1.9%
1.9%
0.0%
0.0%
1.9%
0.0%
Town of Brownsburg
SPORT AND REC. PROGRAMS MOST IMPORTANT TO HOUSEHOLDS
 Based on the sum of their top four choices, the types of programs that are most important to
households are:
o
Adult fitness and wellness programs 37%
o
Water fitness programs 20%
o
Community special events 19%
o
Youth learn to swim programs 18%
Which FOUR types of programs from the list
are most important to your household?
Adult fitness and wellness programs
Not provided
Youth learn to swim programs
Preschool programs/ early childhood
Senior programs
Cycling programs
Golf lessons/ clinics
before and after school programs
Golf leagues
Martial arts programs
Youth fitness and wellness programs
Programs for people with disabilities
Overall
36.9%
21.5%
19.6%
18.7%
18.4%
15.4%
14.8%
11.8%
11.2%
10.6%
9.7%
9.4%
9.1%
8.5%
8.5%
8.2%
7.6%
7.3%
7.3%
6.9%
6.9%
6.6%
5.7%
5.4%
56
Age of Respondents
Under 35 35 to 44 45 to 54 55 to 64
29.5%
27.5%
51.7%
46.3%
15.9%
19.8%
17.2%
26.8%
15.9%
22.0%
20.7%
31.7%
19.3%
19.8%
25.9%
19.5%
35.2%
28.6%
3.4%
2.4%
13.6%
9.9%
22.4%
24.4%
22.7%
27.5%
5.2%
0.0%
4.5%
6.6%
15.5%
17.1%
23.9%
13.2%
3.4%
0.0%
0.0%
1.1%
5.2%
19.5%
5.7%
7.7%
19.0%
12.2%
6.8%
20.9%
6.9%
2.4%
14.8%
9.9%
12.1%
0.0%
11.4%
15.4%
5.2%
2.4%
9.1%
9.9%
6.9%
12.2%
13.6%
4.4%
13.8%
7.3%
9.1%
13.2%
3.4%
2.4%
8.0%
3.3%
12.1%
9.8%
10.2%
2.2%
5.2%
17.1%
9.1%
6.6%
12.1%
4.9%
11.4%
12.1%
1.7%
2.4%
9.1%
8.8%
6.9%
2.4%
6.8%
8.8%
5.2%
2.4%
5.7%
6.6%
1.7%
7.3%
65+
41.5%
34.0%
11.3%
7.5%
1.9%
13.2%
1.9%
24.5%
3.8%
43.4%
7.5%
1.9%
1.9%
0.0%
3.8%
0.0%
3.8%
5.7%
5.7%
0.0%
0.0%
1.9%
1.9%
5.7%
THREE IMPROVEMENTS THAT ARE MOST IMPORTANT TO HOUSEHOLDS
 Based on the sum of their top three choices, improvements to the system that are most important
to households are:
o
Developing new outdoor swimming/aquatic center pool 44%
o
Developing new walking/biking trails and connecting existing trails 39%
o
Developing a new indoor swimming pool 32%
Which THREE of these items are MOST
IMPORTANT to your household for the Town
of Brownsburg to develop?
Develop a new outdoor swimming/ aquatic
center pool
Develop new walking/ biking trails and
connect to existing trails
Develop a new indoor swimming pool
Develop a new multigenerational recreation
center
Acquire open space for passive activities, i.e.
trails, picnicking, etc.
Upgrade existing neighborhood and
community parks
Develop a dog park
Not provided
Acquire open space for active activities, i.e.
developing soccer, baseball, softball fields,
etc.
Upgrade existing youth and adult athletic
fields
Develop new youth sports fields, i.e.
baseball, soccer, etc.
Other
Develop new adult softball fields
57
Age of Respondents
Overall
Under 35 35 to 44
45 to 54
55 to 64
65+
43.8%
46.6%
60.4%
46.6%
34.1%
15.1%
39.3%
36.4%
42.9%
53.4%
34.1%
26.4%
32.0%
34.1%
39.6%
34.5%
24.4%
18.9%
29.0%
22.7%
34.1%
34.5%
26.8%
26.4%
26.6%
27.3%
20.9%
27.6%
41.5%
22.6%
24.2%
26.1%
27.5%
27.6%
22.0%
13.2%
19.3%
13.6%
37.5%
3.4%
11.0%
5.5%
22.4%
6.9%
12.2%
22.0%
5.7%
45.3%
9.7%
9.1%
18.7%
3.4%
9.8%
1.9%
8.8%
9.1%
12.1%
6.9%
4.9%
7.5%
5.4%
8.0%
7.7%
3.4%
4.9%
0.0%
4.8%
3.9%
10.2%
6.8%
1.1%
4.4%
5.2%
5.2%
2.4%
0.0%
3.8%
0.0%
Town of Brownsburg
HOW COMMUNITY MEMBERS WOULD VOTE FOR A TAX INCREASE
Nearly sixty-five percent (65%) would vote in favor or might vote in favor for a tax increase that was used
to fund different types of recreation programming
How community members would vote for a
tax increase that was used to fund different
types of recreation programming
Vote In Favor
Might Vote in Favor
Not Sure
Vote Against
Age of Respondents
Overall
42.0%
22.4%
16.0%
19.6%
Under 35 35 to 44
54.5%
19.3%
14.8%
11.4%
54.9%
23.1%
12.1%
9.9%
45 to 54
55 to 64
65+
39.7%
25.9%
8.6%
25.9%
29.3%
26.8%
12.2%
31.7%
11.3%
18.9%
35.8%
34.0%
MAXIMUM AMOUNT OF ADDITIONAL TAX REVENUE HOUSEHOLDS ARE WILLING TO PAY
 Twenty percent (20%) of households indicated they are willing to pay $9 or more per month to
improve the Brownsburg Parks System

Other levels of support include: $7 to $8 per month (16%), $5 to $6 per month (26%)
Additional tax willing to pay to pay to
improve Brownsburg Parks system
$9 or more per month
$7 - $8 per month
$5 - $6 per month
$3 - $4 per month
Nothing
Overall
20.5%
15.7%
26.0%
18.7%
19.0%
Age of Respondents
Under 35 35 to 44 45 to 54 55 to 64
26.1%
27.5%
24.1%
7.3%
15.9%
19.8%
17.2%
12.2%
26.1%
31.9%
25.9%
29.3%
19.3%
11.0%
10.3%
26.8%
12.5%
9.9%
22.4%
24.4%
58
65+
5.7%
9.4%
13.2%
34.0%
37.7%
CHAPTER FOUR - PARK AND PROGRAM FACILITY DEVELOPMENT
4.1 CURRENT PARK NARRATIVE AND CONCEPTS
The following outlines the parks managed by the Town, as well as strengths, weaknesses, and
opportunities of each location. Lastly, the most recent concept plan is outlined for each park. Below
are general observations and comments on the Town of Brownsburg’s parks.

Parks have consistent maintenance standard being implemented throughout the system

Improved signage to get to parks and signage in the parks are needed

Existing trails in the Town are not marked as trails with signs

Consider classifying parks as neighborhood parks, community parks and special use parks to
include on signage

Loop trails and existing trails need to have mile markers along the trail

Trails need to be classified as loop, linear B&O Trail, off street trail, and nature trails

The Town should consider a lease management agreement with Lincoln Township on the
management of Lincoln Park site and make improvements to the site so that it can be used in a
more productive manner

An Urban Forestry Management Plan has been adopted and is currently being implemented
throughout the park system.
4.1.1 ARBUCKLE ACRES
Location: 200 N. Green Street
Classification: Community Park
Arbuckle Acres is the oldest park in Brownsburg. The original 38 acre tract was purchased in 1958 from
Mattie Tolle who had inherited the property from her father, Alex H. Arbuckle. At Mrs. Tolle's request
the park was named in honor of her father. Today the park boasts beautiful mature shade trees on its
68 acres. The park's triangular shape is defined on the south edge with an active rail line, which offers
an excellent landmark for locating the park directly off State Road 267. Amenities include a baseball
complex, lighted basketball and tennis courts, 1.3 miles of trails with eight-foot wide asphalt paths, and
a playground shielded with a canopy of trees. A large open area is home for several recreational
activities, practices, and organized events. Three of seven shelters in the park are located next to White
Lick Creek. Unique photo spots in Arbuckle Acres include the walking bridge and Carmony Fountain.
STRENGTHS
 Second largest park in the system

Oldest and most recognized park in the system

Amenities serve a wide level of users

Lower trail system and bridge over the creek is well done

All Shelters have been upgraded and enhanced in the park

Shelter 3 replaced with pavilion and enhanced with a patio and seating
59
Town of Brownsburg

Special event site for many activities held by Brownsburg Parks and other organizations in the
Town

Electrical in the center lawn upgraded to better serve events

New water plant constructed and old water plant removed

Parking lot improvement just completed next to Bundy Lodge with a pathway to restrooms and
playground are

New water fountains with dog bowls

Resurfaced Basketball and Tennis Courts including a tennis practice wall and pickle ball lines
WEAKNESSES
 Parking area next to the railroad tracks is in need of improvement

Front entrance redesign is needed to become more pedestrian friendly

Walkway located along the street is too narrow and should be made a trail

Bundy Lodge needs to be updated both exterior and interior

Updated maintenance facility is needed

More security is needed because of blind spots in the park

Enhanced roadway signs are needed

A turn lane and/or fan land is needed to access into the park
OPPORTUNITIES FOR ENHANCEMENT
 Need an updated master plan to transform the space including the recently acquired St. Malachy
property adjacent to the Park along Green Street

Relocate baseball diamonds and create a new facility or reconfigure for larger diamonds to
accommodate the intermediate 50/70 division.

Small amphitheater for the site to host music in the parks and special events should be considered

Consideration should be given to a spray pad

Consideration should be given to creating an outdoor gathering space to be used year round
including an ice skating rink for holiday season and winter

Improve park signage in the park and consider one-way traffic through the park

Make improvements to the trail including ADA accessible

Enhance parking along the railroad tracks with landscaping and natural prairie grasses as
screening

Develop an interpretive teaching area down along the stream area next to one of the shelters

Make an improved front entrance design

Widen the sidewalk along the road way and improve by making it 10 to 12 feet

Add a universal fully accessible playground in the park

Add security cameras in the parks
60

Remove outdated park furniture not being used in the park

Add improved parking along the railroad tracks

Name the trail in the park
MOST RECENT CONCEPT DIAGRAM (THIS IS ONLY CONCEPTUAL AND DESIGNS ARE SUBJECT TO
CHANGE)
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Town of Brownsburg
4.1.2 WILLIAMS PARK
Location: 940 S. Locust Lane
Classification: Community Park
The entrance to Williams Park is showcased with the Gazebo Pavilion. Ornate detailing makes the beauty
of the three interconnected gazebos a top choice for wedding ceremonies. Williams Park is home to
well-known Blast-Off Playground, a large wooden play structure. This themed structure was conceived
by Brownsburg school children and their vision was fulfilled with the assistance of more than 2,500
volunteers working to assemble the structure. Williams Park is the largest park with 77 acres. Maple
Ridge Trail is a .79-mile crushed stone nature trail that has several offshoots of secondary trails in the
wooded area that runs along White Lick Creek. Amenities at Williams Park include six shelters, an
additional playground, basketball courts, open space, and a paved .78-mile track around the perimeter
of the park. Below is the most recent concept plan.
STRENGTHS
 Largest park in the system

Picnic shelters and restrooms in the park

Loop trail in the park

Gazebo is a strength but located in the wrong area of the park

Maple Ridge Trail and Nature area is a great asset for the park

The appeal of Blast-off playground
WEAKNESSES
 8’ foot loop trail is too narrow and needs to be made wider to 10 to 12 feet

Gazebo location is difficult to have special ceremonies located so close the entrance and the
road

A plan is needed to replace the Leather’s Playground “Blast-off” in the next five years

Sand volleyball court are not used and should be removed

Picnic shelters need to be closer to playground areas and restrooms

Road is very narrow and many people drive off the road and it creates ruts alongside of the road

Nature trail is not designed to National Park Service specifications which would add a lot of value
and safety to the trail

Needs to have electricity in the park to be used for special events

Improved signage to the park is needed

An environmental assessment is needed to protect the forested section and solve some erosion
problems
62
 Park needs an updated master plan and a new theme

Replace Blast off playground with a universal fully accessible playground

Remove the Gazebo and replace it in another area of the park with formal gardens to add value
to the amenity

Create a “fit to play center” in the park

Consider a water play feature in the park by and near the picnic facility

Restrooms need to be upgraded

Add interpretive trail signage and redesign the secondary arterial trails to make it more
enjoyable and safe in certain areas of the park

Consider paving parts of Maple Ridge Trail

Trail foliage needs to be trimmed back according to adopted Maintenance Standards

Add electricity to the park to support more special events in the park

Widen the walking trail to 10’ to 12’

Widen the park road to a standard street road

Create a center piece attraction in the park

Create sidewalks to trails, to shelters, to restrooms and to playgrounds in the park that feel
connected

Add a centerpiece in place of the gazebo near the entrance
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Town of Brownsburg
CHANGE)
64
4.1.3 VETERANS MEMORIAL AT WILLIAMS PARK
Location: 940 S. Locust Lane
Classification: Neighborhood Park
Located at the north entrance of Williams Park, this garden is dedicated to all men and women who have
served in the military. The beautifully landscaped garden surrounds a memorial brick pathway that
encircles a granite monument remembering United States veterans. Signage highlights the major wars
and the effects each one has had on our country. Memorial bricks identify veterans by name, branch of
military they served, and their service dates. Memorial bricks can be purchased through the Parks
Department Administrative Office.
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Town of Brownsburg
4.1.4 STEPHENS PARK
Location: 610 S. Stephens Road
Classification: Neighborhood Park
Stephens Park is one of Brownsburg's best-kept secrets. It is a four acre neighborhood park with one
picnic shelter, swings, and a playground structure, making it seem more like a private park. This park is
in close proximity to Williams Park.
STRENGTHS
 Nice size neighborhood park

Shelter available with small parking lot in the park

Park was well maintained
WEAKNESSES
 Lack of signage to the park from the road

Poor visibility from the street

No real park design for the park

Lack of a good parking lot and sidewalk to the shelter

No theme for the park
 Needs a master plan for the parks site

Could be a site for a small dog park

An opportunity exists to purchase the vacant lot to the east of the park as an access point off of
Green Street

Shelter needs to be upgraded with sidewalks

Improve and pave parking lot

Improved signage along the street and in the park is needed

Adding amenities for active adults could drive more visitors to the park

Enhance the playground with additional features

Consider adding restrooms
66
CHANGE)
67
Town of Brownsburg
4.1.5 CARDINAL-DELAWARE PROPERTY
Location: 2000 S. Hornaday Road
Classification: (Open Space)
This property was acquired through a trade of properties with the Brownsburg Community School
Corporation. The 14-plus acres is on Hornaday Road next to the B & O Trail. Undeveloped at this time,
the open green space is used for informal recreation.
STRENGTHS
 Location next to the elementary school and close to a trail along the street next to the park

Nice open piece of property (15 acres) to address a few of the unmet needs identified by the
community in the survey
WEAKNESSES
 Not very good ingress and egress into the site

Lack of parking exists now

Too close to a neighborhood to light the site for sports games

Lack of utilities to the site for restrooms
 Needs a master plan for the site

Could include an adult multi-purpose field for rugby, adult soccer, flag football, and lacrosse

Needs to have parking and restrooms

Need to include in the design access route to the B&O railroad and could act as a trailhead site

Site needs to be graded

Thornburg Parkway extension to Hornaday Road

Consideration should be given to dedicating a section for a dog park
68
CHANGE)
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Town of Brownsburg
4.2 ADA ACCESSIBLITY
The Brownsburg Community School Corporation (BCSC) prides itself on providing outstanding school
facilities for special needs children. The school system is specifically set up to provide for the unique
needs individuals have, and it draws people to the area from all over. Because of this program, a good
number of Brownsburg’s families consist of someone with special needs. The Brownsburg Parks standards
for providing services and facilities accessible for special needs residents should be improved to equal
that of the BCSC.
Because Brownsburg Parks is in the early stages of development as a Parks and Recreation Service
Provider, it is challenging to identify and obtain funding to be more accessible. The facilities within the
parks, however, have been available for many years. Since 2008 Brownsburg Parks has added accessible
sidewalks to seven shelters, increased handicap parking spaces, paved around baseball diamond number
one for the Brownsburg Little League Baseball Challenger Division, created Maple Ridge Trail as a crushed
stone accessible trail, added several accessible picnic tables and benches, and completed selfassessments as part of the Town of Brownsburg ADA Transition Plan (See Appendix 3).
As new trails, facilities, programs, marketing materials, and other elements are added to and provided
by the Brownsburg Parks continual evaluations should be completed to ensure no barriers are being
created. To assist with the evaluation, representatives of special needs and minorities should be asked
for feedback on the effectiveness of Brownsburg Parks. It is recommended that Brownsburg Parks
establish an ADA Advisory Board to work with staff on all capital improvement projects and strongly
consider adding a special recreation professional to staff.
70
4.2.1 ADA PUBLIC NOTICE
28 CFR PART 35, Section 35.106 of the Title II Americans with Disabilities Act (ADA) requires a public
entity to disseminate sufficient information to applicants, participants, beneficiaries, and other
interested persons to inform them of the rights and protections afforded by the ADA and this regulation.
Methods of providing this information include, for example, the publication of information in handbooks,
manuals, and pamphlets that are distributed to the public to describe a public entity's programs and
activities; the display of informative posters in service centers and other public places; or the broadcast
of information by television or radio. In providing the notice, a public entity must comply with the
requirements for effective communication in {35.160. The preamble to that section gives guidance on
how to effectively communicate with individuals with disabilities. The current version of the Town of
Brownsburg ADA Transition Plan is posted on the Town’s website and is also available at the Town’s
Planning and Building Office and Public Library.
The public will continue to be able to view and make comments about the ADA Transition Plan on a
perpetual basis, as this plan is considered to be part of a continuous improvement process. The Town
will update the plan and its associated improvement project lists annually to reflect completed
improvement projects, barrier removals, or additions and/or changes suggested by the public, as
appropriate. The Town of Brownsburg provided an opportunity for the public to view and comment on
this ADA Transition Plan. Public comments were received on September 26, 2013 and October 24, 2013
at the Town Hall, during the regularly scheduled Town Council meetings, which were fully accessible.
Additionally, the Town of Brownsburg provided the ADA Transition Plan for public review on the Town’s
website, at the Town’s Planning and Building Office and at the Brownsburg Public Library.
The Town of Brownsburg’s formal ADA Public Notice is below.
NOTICE UNDER THE AMERICANS WITH DISABILITIES ACT
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 ("ADA"),
the Town of Brownsburg will not discriminate against qualified individuals with disabilities on the basis
of disability in its services, programs, or activities.
Employment: The Town of Brownsburg does not discriminate on the basis of disability in its hiring or
employment practices and complies with all regulations promulgated by the U.S. Equal Employment
Opportunity Commission under title I of the ADA.
Effective Communication: The Town of Brownsburg will generally, upon request, provide appropriate
aids and services leading to effective communication for qualified persons with disabilities so they can
participate equally in the Town of Brownsburg’s programs, services, and activities, including qualified
sign language interpreters, documents in Braille, and other ways of making information and
communications accessible to people who have speech, hearing, or vision impairments.
Modifications to Policies and Procedures: The Town of Brownsburg will make all reasonable
modifications to policies and programs to ensure that people with disabilities have an equal opportunity
to enjoy all of its programs, services, and activities. For example, individuals with service animals are
welcomed in the Town of Brownsburg offices, even where pets are generally prohibited.
Anyone who requires an auxiliary aid or service for effective communication, or a modification of policies
or procedures to participate in a program, service, or activity of the Town of Brownsburg, should contact
the office of the Building Commissioner, Jack Swalley, (317) 852- 1128, 61 N. Green Street, as soon as
possible but no later than 48 hours before the scheduled event.
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Town of Brownsburg
The ADA does not require the Town of Brownsburg to take any action that would fundamentally alter the
nature of its programs or services, or impose an undue financial or administrative burden.
Complaints that a program, service, or activity of The Town of Brownsburg is not accessible to persons
with disabilities should be directed to the Building Commissioner, Jack Swalley, (317) 852-1128, 61 N.
Green Street.
The Town of Brownsburg will not place a surcharge on a particular individual with a disability or any
group of individuals with disabilities to cover the cost of providing auxiliary aids/services or reasonable
modifications of policy, such as retrieving items from locations that are open to the public but are not
accessible to persons who use wheelchairs.
DESIGNATION OF AN ADA COORDINATOR
Public entities with 50 or more employees are required to designate at least one responsible employee
to coordinate ADA compliance. The ADA Coordinator’s role for the Town of Brownsburg includes:

Monitoring compliance with the ADA and investigating complaints of violations,

Serving as a resource to the public to assist with questions and concerns about disability
discrimination, and

Serving as a resource to other internal Town staff so any questions from the public can be
answered quickly and consistently.
The Town’s Building Commissioner has been designated the ADA Coordinator and is in charge of overall
compliance with the ADA. The contact info for the Town of Brownsburg’s ADA Coordinator is below:
Jack Swalley, Building Commissioner
Town of Brownsburg, Indiana
61 N. Green Street
Brownsburg, IN 46112
Phone: 317-852-1128
Email: [email protected]
GENERAL PROCEDURE
The Town of Brownsburg has implemented a process for the public to file requests for reasonable
accommodation and grievances as pertaining to ADA accessibility. The process is intended to promote
effective communication regarding any ADA issues brought before the Town. Brownsburg is committed
to appropriately addressing any public concerns or requests regarding ADA compliance of its facilities to
ensure that filing of a formal grievance is not required.
72
REQUEST FOR REASONABLE ACCOMMODATION
The Request for Reasonable Accommodation Form should be completed by anyone who has an ADA
concern or need in regards to one of the Town’s programs, services or facilities. The contact information
of the person making the request should be included as well as a description of why the accommodation
is needed.
The completed Request for Reasonable Accommodation Form should be submitted to:
Town of Brownsburg, Indiana
61 N. Green Street
Brownsburg, IN 46112
Phone: 317-852-1128
Email: [email protected]
The ADA Coordinator will respond to the individual requesting the accommodation within fifteen (15)
calendar days of receiving the written request. If the ADA Coordinator’s response does not satisfactorily
resolve the issue, the individual may file a formal grievance. The Town of Brownsburg shall keep records
of all requests for accommodation received by the ADA Coordinator for a period of three years.
FILING AN ADA GRIEVANCE
The Town of Brownsburg established a formal Grievance Procedure to meet the requirements of the ADA.
The procedure may be utilized by anyone filing a complaint that alleges discrimination on the basis of a
disability relating to a Town program, service or facility.
GRIEVANCE PROCEDURE UNDER THE AMERICANS WITH DISABILITIES ACT
This Grievance Procedure is established to meet the requirements of the Americans with Disabilities Act
of 1990 ("ADA"). It may be used by anyone who wishes to file a complaint alleging discrimination on the
basis of disability in the provision of services, activities, programs, or benefits by the Town of
Brownsburg. The Town's Personnel Policy governs employment related complaints of disability
discrimination.
The complaint should be in writing and contain information about the alleged discrimination such as
name, address, phone number of complainant and location, date, and description of the problem.
Alternative means of filing complaints, such as personal interviews or a tape recording of the complaint,
will be made available for persons with disabilities upon request.
The complaint should be submitted by the grievant and/or his/her designee as soon as possible but no
later than 60 calendar days after the alleged violation to:
Town Hall
Planning & Building Department
61 N. Green Street Brownsburg IN 46112
Within 15 calendar days after receipt of the complaint, Jack Swalley, Building Commissioner or his
designee will meet with the complainant to discuss the complaint and the possible resolutions. Within
15 calendar days of the meeting, Jack Swalley, Building Commissioner or his designee will respond in
writing, and where appropriate, in a format accessible to the complainant, such as large print, Braille,
or audio tape. The response will explain the position of the Town of Brownsburg and offer options for
substantive resolution of the complaint.
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Town of Brownsburg
If the response by Jack Swalley, Building Commissioner or his designee does not satisfactorily resolve the
issue, the complainant and/or his/her designee may appeal the decision within 15 calendar days after
receipt of the response to the Town Manager or his designee.
Within 15 calendar days after receipt of the appeal, the Town Manager or his designee will meet with
the complainant to discuss the complaint and possible resolutions. Within 15 calendar days after the
meeting, the Town Manager or his designee will respond in writing, and, where appropriate, in a format
accessible to the complainant, with a final resolution of the complaint.
All written complaints received by Jack Swalley, Building Commissioner or his designee, appeals to the
Town Manager or his designee, and responses from these two offices will be retained by the Town of
Brownsburg for at least three years.
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4.3 PARK DESIGN PRINCIPLES
In developing design principles for parks it is important that each park be programmed, planned, and
designed to meet the needs of its service area and classification within the overall park and recreation
system. The term programming, when used in the context of planning and developing parkland, refers
to a list of uses and facilities and does not always include staff-managed recreation programs. The
program for a site can include such elements as ball fields, spray parks, shelters, restrooms, game courts,
trails, natural resource stewardship, open meadows, nature preserves, or interpretive areas. These types
of amenities are categorized as lead or support amenities. The needs of the population of the park it is
intended to serve should be considered and accommodated at each type of park.
Park Design Principles in this document should apply to existing and future parks needing Master Plans.
Every park, regardless of type, needs to have an established set of outcomes. Park planners /designers
design to those outcomes, including operational and maintenance costs associated with the design
outcomes.
Each park classification category serves a specific purpose, and the features and facilities in the park
must be designed for the number of age segments the park is intended to serve, the desired length of
stay deemed appropriate, and the uses it has been assigned. Recreation needs and services require
different design standards based on the age segments that make up the community that will be using the
park. A varying number of age segments will be accommodated with the park program depending on the
classification of the park. The age segments are:











Ages
Ages
Ages
Ages
Ages
Ages
Ages
Ages
Ages
Ages
Ages
2-5
6-8
9-12
13-17
18-24
25-34
35-44
45-54
55-64
65-75
76+
4.3.1 DEFINITIONS USED IN THE PARK DESIGN PRIN CIPLES
Land Usage: The percentage of space identified for either passive use or active use in a park. A park
master plan should follow land usage recommendations.
Programming: Can include active or passive (i.e, none). Active means it is organized and planned with
pre-registration by the user. Examples of active programming include sports leagues, day camps, and
aquatics. Passive programming is self-directed by the user at their own pace. Examples of passive
programming include playground usage, picnicking, Disc golf, reading, or walking the dog.
Maintenance Standards: Three maintenance levels are generally defined. The difference between levels
is frequency of maintenance as determined by funding availability. Maintenance Standards have these
general characteristics.

Level 1 Maintenance – High profile areas where the entire area is visible to foot traffic such as
entrances to community centers, signature facilities, and areas where funding permits a higher
level of maintenance. Example of maintenance activities include: Mowing and edging twice per
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Town of Brownsburg
week, 95 percent turf coverage at start of season with 5 percent weeds and 0 percent bare area,
edging once per week, tree pruning cycle once annually, litter pickup twice per week.

Level 2 Maintenance – Moderate to heavy use typical of most parks. Example maintenance
activities include: Mowing and edging once per week, 88 percent turf coverage at start of season
with 8 percent weeds and 4 percent bare area, tree pruning cycle every seven years, litter pickup
once per week.

Level 3 Maintenance – Typical for low usage parks or when funding is limited. Example
maintenance activities include: Mowing and edging every 10 days, 80 percent turf coverage at
start of season with 20 percent weeds, edging once per week or every 2 weeks in off-season,
tree pruning cycle every 10 years, litter pickup every other week.
In areas where turf does not impact quality of experience (i.e., dog parks) or non-landscaped
open space areas, demand-based maintenance is provided according to funding availability.
Park/Facility Classifications: Includes Neighborhood Park, Community Park, Regional Park, Sports
Complex Facility, Special Use Park/Facility, Greenbelts/Trails/Paseos, and Open Space/Natural Area.
Revenue Facilities: These include facilities that charge to play on them in the form of an access fee,
player fee, team fee, or permit fee. These could include pools, golf courses, tennis courts, recreation
centers, sport field complexes, concession facilities, hospitality centers, reservable shelters, outdoor or
indoor theatre space, and special event spaces.
Signature Facility/Amenity: This is an enhanced facility or amenity which is viewed by community as
deserving of special recognition due to its design, location, function, natural resources, etc.
Design Principles for each park classification follow.
4.3.2 NEIGHBORHOOD PARK
A neighborhood park should be three to 10 acres; however, some Neighborhood Parks are determined by
use and facilities offered and not by size alone. The service radius for a neighborhood park is one half
mile or six blocks. Neighborhood Parks should have safe pedestrian access for surrounding residents;
parking may or may not be included but if included accounts for less than ten cars and provides for ADA
access. Neighborhood Parks serve the recreational and social focus of the adjoining neighborhoods and
contribute to a distinct neighborhood identity.

Size of park: Three to 10 acres (usable area measured). Preferred size is eight acres

Service radius: 0.5 mile radius

Site Selection: On a local or collector street. If near an arterial street, provide natural or artificial
barrier. Where possible, next to a school. Encourage location to link subdivisions and linked by
trails to other parks

Length of stay: One hour experience or less

Amenities: One signature amenity (e.g. major playground, spray ground park, sport court,
gazebo); no restrooms unless necessary for signature amenity; may include one non-programmed
sports field; playgrounds for ages 2-5 and 5-12 with some shaded elements; no reservable
shelters; loop trails; one type of sport court; no non-producing/unused amenities; benches, small
picnic shelters next to play areas. Amenities are ADA compliant
76

Landscape Design: Appropriate design to enhance the park theme/use/experience

Revenue facilities: none

Land usage: 85 percent active/15 percent passive

Programming: Typically none, but a signature amenity may be included which is programmed

Maintenance Standards: Provide the highest level maintenance with available funding. Seek a
goal of Level 2 maintenance standards. Some amenities may require Level 1 maintenance

Signage: Directional signage and facility/amenity regulations to enhance user experience

Parking: Design should include widened on-street parking area adjacent to park. Goal is to
maximize usable park space. As necessary, provide 5-10 spaces within park including handicap
spaces. Traffic calming devices encouraged next to park

Lighting: Security or amenity only. Lighting on dual system with 50 percent of lights off at a set
time and 50 percent on all night for security

Naming: Consistent with the Town’s ordinances for naming of parks, or may be named after a
prominent or historic person, event, or natural landmark

Other: Customized to demographics of neighborhood; safety design meets established CPTED
standards; integrated color scheme throughout
4.3.3 COMMUNITY PARK
Community Parks are intended to be accessible to multiple neighborhoods and should focus on meeting
community-based recreational needs, as well as preserving unique landscapes and open spaces.
Community Parks are generally larger in scale than neighborhood parks, but smaller than regional parks
and are designed typically for residents who live within a three mile radius. When possible, the park
may be developed adjacent to a school. Community Parks provide recreational opportunities for the
entire family and often contain facilities for specific recreational purposes: athletic fields, swimming
pool, tennis courts, extreme sports amenity, recreation center, loop trails, picnic areas, reservable
picnic shelters, sports courts, permanent restrooms, large turfed and landscaped areas and a playground
or spray ground. Passive outdoor recreation activities such as meditation, quiet reflection, and wildlife
watching also take place at Community Parks.
Community Parks generally range from 20 to 100 acres depending on the community. Community Parks
serve a larger area – radius of one to three miles and contain more recreation amenities than a
Neighborhood Park.

Size of park: 20 to 60 acres normally. Can be up to 100 acres (usable area measured).

Service radius: One to three mile radius

Site Selection: On two collector streets minimum and preferably one arterial street. If near
arterial street, provide natural or artificial barrier. Minimal number of residences abutting site.
Preference is streets on four sides, or three sides with school or municipal use on fourth side.
Encourage trail linkage to other parks

Length of stay: Two to three hours experience
77
Town of Brownsburg

Amenities: Four signature amenities at a minimum: (e.g., trails, sports fields, large shelters/
pavilions, community playground for ages 2-5 and 5-12 with some shaded elements, recreation
center, pool or family aquatic center, sports courts, water feature); public restrooms, ample
parking, and security lighting. Amenities are ADA compliant. Sport Fields and Sport Complexes
are typical at this park.

Revenue facilities: One or more (e.g. pool, sports complex, pavilion)

Land usage: 65 percent active and 35 percent passive

Programming: Minimum of four essential program services (e.g. sports, day camps, aquatics)


Parking: Sufficient to support the amenities; occupies no more than 10 percent of the park.
Design should include widened on-street parking area adjacent to park. Goal is to maximize
usable park space. Traffic calming devices encouraged within and next to the park

Lighting: Amenity lighting includes sport field light standards. Security lighting on dual system
with 50 percent of lights off at a set time and 50 percent on all night for security

Signage: Directional signage and facility/amenity regulations to enhance user experience. May
include kiosks in easily identified areas of the facility

Landscape Design: Appropriate design to enhance the park theme/use/experience. Enhanced
landscaping at park entrances and throughout park

Naming: Consistent with the Town’s naming right ordinance, may be named after a prominent or
historic person, event, or natural landmark

Other: Strong appeal to surrounding neighborhoods; integrated color scheme throughout the
park; partnerships developed with support groups, schools and other organizations; loop trail
connectivity; linked to Regional Park, trail or recreation facility; safety design meets established
CPTED standards. Telephone/Cable TV conduit.
4.3.4 REGIONAL PARK
A regional park serves a large area of several communities, residents within a town, city or county, or
across multiple counties. Depending on activities within a regional park, users may travel as many as 60
miles for a visit. Regional parks include recreational opportunities such as soccer, softball, golf, boating,
camping, conservation-wildlife viewing and fishing. Although regional parks usually have a combination
of passive areas and active facilities, they are likely to be predominantly natural resource-based parks.
A common size for a regional park is 100 to 1,000 acres but some parks can be 2,000 to 5,000 acres in
size. A regional park focuses on activities and natural features not included in most types of parks and
often based on a specific scenic or recreational opportunity. Facilities could include those found in a
Community Park and have specialized amenities such as an art center, amphitheater, boating facility,
golf course, or natural area with interpretive trails. Regional parks can and should promote tourism and
economic development. Regional parks can enhance the economic vitality and identity of the entire
region. Eagle Creek Park is a regional park.

Size of park: 100 to 1,000 acres
78

Service radius: Three mile or greater radius

Site Selection: Prefer location which can preserve natural resources on-site such as wetlands,
streams, and other geographic features or sites with significant cultural or historic features.
Significantly large parcel of land. Access from public roads capable of handling anticipated
traffic.

Length of stay: All day experience

Amenities: 10 to 12 amenities to create a signature facility (e.g. golf course, tennis complex,
sports complex, lake, regional playground, 3+ reservable picnic shelters, camping, outdoor
recreation/extreme sports, recreation center, pool, gardens, trails, zoo, specialty facilities);
public restrooms, concessions, restaurant, ample parking, special event site. Sport Fields and
Sport Complexes are typical at this park.

Revenue facilities: More than two; park designed to produce revenue to offset operational costs

Land usage: Up to 50 percent active/50 percent passive

Programming: More than four recreation experiences per age segment with at least four core
programs provided


Parking: Sufficient for all amenities. Traffic calming devices encouraged within and next to park


Signage: Directional signage and facility/amenity regulations to enhance user experience, May

landscaping at park entrances and throughout park

Naming: Consistent with the Town’s naming ordinance, may be named after a prominent or

Other: Safety design may meet CPTED safety standards; integrated color scheme throughout the
park; linked to major trails systems, public transportation available, concessions, food and retail
sales available, dedicated site managers on duty. Telephone/Cable TV conduit.
4.3.5 SPORTS COMPLEX
Sports complexes at Community Parks, Regional Parks, and stand-alone Sports Complexes are developed
to provide four to 16 fields or courts in one setting. A sports complex may also support extreme sports
facilities, such as BMX and skateboarding. Sports Complexes can be single focused or multi-focused and
can include indoor or outdoor facilities to serve the needs of both youth and adults. Outdoor fields should
be lighted to maximize value and productivity of the complex. Agencies developing sports complexes
focus on meeting the needs of residents while also attracting sport tournaments for economic purposes
to the community.
Sport field design includes appropriate field distances for each sport’s governing body and support
amenities designed to produce revenue to offset operational costs.
79
Town of Brownsburg
Signature sports complexes include enhanced amenities such as artificial turf, multipurpose field benches
and bleachers, scoreboards, amplified sound, scorer’s booths, etc. Enhanced amenities would be
identified through discussion between Town and Schools and or sports associations and dependent upon
adequate funding.

Size of park: Preferably 40 or more acres for stand-alone complexes

Service radius: Determined by community demand

Site Selection: Stand-alone sports complexes are strategically located on or near arterial streets.
Refer to community or regional Park sections if sport complex located within a park. Preference
is streets on four sides, or three sides with school or municipal use on fourth side.

Length of stay: Two to three hours experience for single activities. Can be all day for tournaments
or special events

Amenities: Four to sixteen fields or sports courts in one setting; public restrooms, ample parking,
turf types appropriate for the facility and anticipated usage, and field lighting. Amenities are
ADA compliant.

Revenue facilities: Four or more (e.g. fields, concession stand, picnic pavilion)

Land usage: 95 percent active and 5 percent passive

Programming: Focus on active programming of all amenities

Maintenance Standards: Provide the highest level maintenance with available funding. Plan for
Level 1 and sometimes 2 level of maintenance standards at signature facility

Parking: Sufficient to support the amenities. Traffic calming devices encouraged within and next
to park


Signage: Directional signage and facility/amenity regulations to enhance user experience. May

landscaping at entrances and throughout complex

Naming: Consistent with the Town’s naming ordinance, may be named after a prominent or

Other: Integrated color scheme throughout the park; safety design meets established CPTED
standards. Telephone/Cable TV conduit.
80
4.3.6 SPECIAL USE PARK/FAC ILITY
Special Use facilities are those spaces that don’t fall within a typical park classification. A major
difference between a Special Use facility and other parks is that they usually serve a single purpose
whereas other park classifications are designed to offer multiple recreation opportunities. It is possible
for a Special Use facility to be located inside another park. Special Use facilities generally fall into three
categories:
Historic/Cultural/Social Sites – unique local resources offering historical, educational, and cultural
opportunities. Examples include historic downtown areas, commercial zones, plaza parks,
performing arts parks, arboretums, display gardens, performing arts facilities, indoor theaters,
churches, and amphitheaters. Frequently these are located in Community or Regional Parks
Golf Courses – Nine and 18-hole complexes with ancillary facilities such as club houses, driving
ranges, program space and learning centers. These facilities are highly maintained and support a
wide age level of males and females. Programs are targeted for daily use play, tournaments,
leagues, clinics and special events. Operational costs come from daily play, season pass holders,
concessions, driving range fees, earned income opportunities and sale of pro shop items
Indoor Recreation Facilities – specialized or single purpose facilities. Examples include community
centers, senior centers and community theaters. Frequently these are located in Community or
Regional Parks
Outdoor Recreation Facilities – Examples include aquatic parks, disk golf, skateboard, BMX, and
dog parks, which may be located in a park

Size of park: Depends upon facilities and activities included. Their diverse character makes it
impossible to apply acreage standards

Service radius: Depends upon facilities and activities included. Typically serves special user
groups while a few serve the entire population

Site Selection: Given the variety of potential uses, no specific standards are defined for site
selection. As with all park types, the site itself should be located where it is appropriate for its
use.

Length of stay: varies by facility

Amenities: varies by facility

Revenue facilities: Due to nature of certain facilities, revenue may be required for construction
and/or annual maintenance. This should be determined at a policy level before the facility is
planned and constructed

Land usage: varies by facility

Programming: varies by facility

goal of Level 2 maintenance standards. Some amenities (i.e., rose gardens) will require Level 1
maintenance

Parking: On-street or off-street parking is provided as appropriate. Design should include
widened on-street parking area adjacent to park. Goal is to maximize usable park space. As
81
Town of Brownsburg
necessary, provide five to 10 spaces within park including handicap spaces. Traffic calming
devices encouraged next to park

Lighting: Security or amenity only. Lighting on dual system with 50 percent of lights off at a set
time and 50 percent on all night for security

Signage: Directional signage and facility/amenity regulations to enhance user experience

Landscape Design: Appropriate design to enhance the park theme/use/experience

Naming: Follows Town ordinance for naming or may be named after a prominent or historic
person, event, or natural landmark

Other: Integrated color scheme throughout the park; safety design meets established CPTED
standards. Telephone/Cable TV conduit as appropriate.
4.3.7 GREENBELTS/TRAILS/PA SEOS
Greenbelts/Trails/Paseos are recognized for their ability to connect people and place and often include
either paved or natural trails. Trails can also be loop trails in parks. Linking neighborhoods, parks,
recreation facilities, attractions, and natural areas with a multi-use trail fulfills two guiding principles
simultaneously: protecting natural areas along river and open space areas and providing people with a
way to access and enjoy them. Multi-use trails also offer a safe, alternative form of transportation;
provide substantial health benefits, habitat enhancements for plants and wildlife, and unique
opportunities for outdoor education and cultural interpretation.

Size: Typically at least 30-foot width of unencumbered land for a Greenbelt or Paseo. May include
a trail to support walk, bike, run, equestrian type activities. Typically an urban trail is 10-foot
wide to support pedestrian and bicycle uses. In open space areas, trails include 2-feet of
decomposed granite on both sides of the trail for walkers, bicyclists. Trails incorporate signage
to designate where a user is located and where the trials connect in the Town.
Equestrian uses can occur in both urban and open space settings by adding 10 more feet of space
to separate equestrian usage from pedestrian/bike usage. In urban settings, equestrian use
includes five foot of decomposed granite plus a five foot landscaped separation from the
pedestrian/bike trail. In open space settings, equestrian use includes five foot of harrowed soil
plus a five foot natural separation from the pedestrian/bike trail

Site Selection: Located consistent with approved Trails Master Plan

Amenities: Parking and restrooms at major trailheads. May include small parks along the trail

Maintenance standards: Demand based maintenance with available funding

Lighting: Security lighting at trailheads and high use areas. Lighting on dual system with 50
percent of lights off at a set time and 50 percent on all night for security

Signage: Mileage markers at half mile intervals. Interpretive kiosks as deemed appropriate

Landscape Design: Coordinated planting scheme in urban areas. Limited or no planting in open
space areas

Other: Connectivity to parks or other Town attractions and facilities is desirable
82
4.3.8 OPEN SPACE/NATURAL AREA
Open Space/Natural Areas are undeveloped but may include natural or paved trails. Grasslands under
power line corridors are one example; creek areas are another. Open Space contain natural resources
that can be managed for recreation and natural resource conservation values such as a desire to protect
wildlife habitat, water quality and endangered species. Open Space also can provide opportunities for
nature based, unstructured, low-impact recreational opportunities such as walking and nature viewing.

Amenities: May include paved or natural trails, wildlife viewing areas, mountain biking, disc golf,
interpretation and education facilities

Maintenance standards: Demand-based maintenance with available funding. Biological
management practices observed.

Lighting: None

Signage: Interpretive kiosks as deemed appropriate

Landscape Design: Generally none. Some areas may include landscaping, such as entryways or
around buildings. In these situations, sustainable design is appropriate.
4.3.9 SPORT FIELD AMENITIE S
Basic sport field amenities provided by the Town are listed below.
BASEBALL FIELD AMENITIES - YOUTH SIZE

Field size: Preferred: 225-foot outfield fence with 10-foot warning track with 4-foot high
outfield fence. Alternate: 215-foot outfield fence with 8-foot high outfield fence.

Baselines and infield: 60-foot and 70-foot skinned baseline w/ base sleeves w/ grass infield.
Ball field mix extends from backstop down sidelines to fence opening at end of dugout. Home
plate included. Bases specified by Town and provided by user groups.

Permanent backstop. 2-foot high concrete block w/ safety padding and 18-foot vertical fence
(black vinyl coated chain link).

Fencing: 8-foot high fence (black vinyl coated chain link) from backstop to end of skinned
infield. On 225-foot field, 4-foot high sideline and outfield fence (black vinyl coated chain link).
On 215-foot field, outfield fence increases to 8-foot high. Yellow safety top on outfield fence.
Foul poles at outfield fence. 12-foot wide dual-gate opening on one sideline fence for field
maintenance equipment access.

Concrete block bin: 6-foot by 6-foot for ball field mix located adjacent to 12-foot fence opening.

Dugout: 21-foot by 7-foot including 15-foot long players bench with backrest. 8-foot high
fencing around dugout. Dugout opens onto field at home base side of dugout. 2-foot safety wing
fencing inside dugout to prevent foul ball entry. Slatted roof over dugout.

Raised pitching mound with two pitching rubbers (46-foot and 50-foot to home plate).
Equipment installed by Town maintenance staff.

Interior warm up/practice pitching mound along sideline fences backing up to outfield fence
(46-foot distance from pitching rubber to plate). Slats or padding in fence to maintain fence
longevity.

Three row bleachers (21-foot long) on concrete pad both baselines.
83
Town of Brownsburg

12-foot by 8-foot concrete pad for storage box. Equipment storage unit funded by user group –
approved and installed by Town maintenance staff on same side as field mix bin.

Conduit and pull boxes from power source to backstop, and from backstop to outfield field for
future scoreboard. Scoreboard/controller provided by user group.

Field lighting at community and regional parks.

Concrete behind dugouts and in dugouts connected to park walkways on all fields.

Quick disconnect for water behind pitcher’s mound.
BASEBALL FIELD AMENITIES – ADULT SIZE

Field size: 320-foot down the foul line and 385-foot in center field. Includes 10-foot warning
track,

Baselines and infield: 90-foot skinned baseline w/ base sleeves w/ grass infield. Ball field mix
extends from backstop down sidelines to fence opening at end of dugout. Home plate included.
Bases specified by Town and provided by user groups.


infield. 4-foot high sideline and outfield fence (black vinyl coated chain link). Yellow safety top
on outfield fence. Foul poles at outfield fence. 12-foot wide dual-gate opening on one sideline
fence for field maintenance equipment access.



Raised pitching mound with pitching rubbers 60-foot, 6-inches to home plate). Equipment
installed by Town maintenance staff.

Interior warm up/practice pitching mound along sideline fences near outfield fence (60-foot,
6-inches to home plate). Slats or padding in fence to maintain fence longevity.






SOFTBALL FIELD AMENITIES – YOUTH SIZE

Field size: Preferred: 225-foot outfield fence with 10-foot warning track with 4-foot high
outfield fence. Alternate: 215-foot outfield fence with 8-foot high outfield fence.
84

Baselines and infield: 50-foot and 60-foot baseline w/ base sleeves on completely skinned
infield. Home plate included. Bases specified by Town and provided by user groups.


infield. On 225-foot field, 4-foot high sideline and outfield fence (black vinyl coated chain link).
On 215-foot field, outfield fence increases to 8-foot high. Yellow safety top on outfield fence.
Foul poles at outfield fence. 12-foot wide dual-gate opening on one sideline fence for field
maintenance equipment access.



No pitching mound. Three pitching rubbers (30-foot/35-foot/40-foot to home plate). Equipment
installed by Town maintenance staff.

Interior warm up/practice pitching area along sideline fences backing up to outfield fence (30foot/35-foot/40-foot to home plate distance from pitching rubber to plate). Slats or padding in
fence to maintain fence longevity.







Bomber system for watering infield preferred.
SOFTBALL FIELD AMENITIES – ADULT SIZE

Field size: 300-foot outfield fence with 10-foot warning track and 8-foot high outfield fence.

Baselines and infield: 60-foot/ 65-foot/ 70-foot/ 80-foot baseline w/ base sleeves on skinned
infield. Home plate included. Bases specified by Town and provided by user groups.


infield. 8-foot high sideline and outfield fence (black vinyl coated chain link). Foul poles at
outfield fence. 12-foot wide dual-gate opening on one sideline fence for field maintenance
equipment access.

85
Town of Brownsburg


No pitching mound. Two pitching rubbers (50-foot /54-foot to home plate). Equipment installed
by Town maintenance staff.







Bomber system for watering infield preferred.
MULTIPURPOSE FIELDS (SOCCER/FOOTBALL/LACROSSE/FIELD HOCKEY)

Field size: Regulation field – 360-foot by 240-foot. Limited space field– 210-foot by 150-foot.
25-foot buffer on same plane as field with no obstructions or drainage fixtures. Buffer applies
to both field sizes.

Goals: Portable, with size specified by user group and provided by Town.

No bleachers or players benches.

RESTROOM/CONCESSION BUILDING

Restroom: typically installed at 1 per 20 acres of Community Park, Regional Park, or Sports
Complex. Minimum of one restroom at parks with programmed fields.

Concession Building: Provided when three or more fields exist at a Community Park or Regional
Park. Owned by Town. Rental agreement required for user group use of facility, which includes
cost of building depreciation, building upkeep, and utilities. Building includes shelving,
electrical, three-partition sink with hot water, and separate sink for hand washing. Facility built
to health code requirements. Equipment supplied by user group.
86
4.4 LEVEL OF SERVICE STANDARDS
Level of Service Standards are guidelines that define service areas based on population that support
investment decisions related to parks, facilities and amenities. Level of Service Standards can and will
change over time as the program lifecycles change and demographics of a community change.
PROS evaluated park facility standards using a combination of resources. These resources included:
National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates
reported by the Sporting Goods Manufacturers Association as it applies to activities that occur in the
United States and the Brownsburg area, community and stakeholder input, findings from the prioritized
needs assessment report and general observations. This information allowed standards to be customized
to the Town of Brownsburg (Figure 12).
These standards should be viewed as a guide. The standards are to be coupled with conventional wisdom
and judgment related to the particular situation and needs of the community. By applying these facility
standards to the population of Brownsburg, gaps and surpluses in park and facility/amenity types are
revealed. As one can see there are many needs to be met in the Town of Brownsburg to meet the needs
of the community now and in the future. The standards outlined are not aggressive, but are conservative.
The Elected officials and key leaders in the community must look at these standards from an economic
perspective as they are in competition with other communities in Hendricks County who have successfully
positioned themselves. These other communities have invested in their park and recreation system
extensively over the last ten years to attract more residents and businesses to build their tax base to
support infrastructure needs of their community beyond schools.
Brownsburg has been nationally-recognized as a livable community based on many national publications,
but to remain parks, trails and recreation facilities need to be a priority for the future.
87
Town of Brownsburg
PARKS:
Current 2012 Inventory - Developed Facilities
Park Type
Total
Brownsburg Combined Current Service Level based
Inventory Inventory
upon population
2012 Facility Standards
Recommended Service
Levels;
Revised for Local Service
2017 Town of Brownsburg Facility Standards
Meet Standard/
Need Exists
Additonal Facilities/
Amenities Needed
Meet Standard/
Need Exists
Additonal Facilities/
Amenities Needed
Neighborhood Parks (Acres) 2 - 10 acres
3
3
0.1
acres per
1,000
1
acres per
1,000
Need Exists
19 Acre(s)
Need Exists
21 Acre(s)
Community Parks (Acres) 10 - 100 acres
132
132
6
acres per
1,000
9
acres per
1,000
Need Exists
68 Acre(s)
Need Exists
89 Acre(s)
37
37
2
acres per
1,000
1
acres per
1,000 Meets Standard
172
172
8
acres per
1,000
11
acres per
1,000
Playgrounds
5
5
1 structure per
4,460
1 structure per
Outdoor Pool
-
-
1
n/a
1
15
15
1,487
1 structure per
4.35
4.35
0.2
miles per
1,000
0.4
Baseball Fields
5
5
1
field per
4,460
Softball Fields
-
-
1
field per
n/a
Soccer Fields
-
-
1
field per
Multipurpose Fields
3
3
1
Outdoor Basketball Courts
4
4
Tennis Courts
2
Off Leash Areas
-
Skateparks
Aquatic Center/Indoor Pool (Square Feet)
Trail & Open Space Areas
Total Park Acres
Need Exists
- Acre(s)
73 Acre(s)
Meets Standard
- Acre(s)
Need Exists
99 Acre(s)
- Structures(s)
Need Exists
0.5 Structures(s)
1 Site(s)
Need Exists
OUTDOOR AMENITIES:
Shelters
Walking, Nature, Bike and/or Exercise Trail
1 structure per
site per
30,000
Need Exists
1 Site(s)
- Structures(s) Meets Standard
- Structures(s)
miles per
1,000
Need Exists
5 Mile(s)
Need Exists
5 Mile(s)
1
field per
4,000
Need Exists
1 Field(s)
Need Exists
1 Field(s)
1
field per
4,000
Need Exists
6 Field(s)
Need Exists
6 Field(s)
n/a
1
field per
4,000
Need Exists
6 Field(s)
Need Exists
6 Field(s)
field per
7,433
1
field per
- Field(s)
Meets Standard
- Field(s)
1
court per
5,575
1
court per
2
1
court per
11,150
1
-
1
site per
n/a
1
-
-
1
site per
n/a
-
-
0.5
SF per
1.5
SF per
Recreation/Fitness Center Space
(Square Feet)
Estimated Population - 2012
Estimated Population - 2017
site per
2,500
Need Exists
5 Court(s)
Need Exists
6 Court(s)
court per
6,000
Need Exists
2 Court(s)
Need Exists
2 Court(s)
site per
30,000
Need Exists
1 Site(s)
Need Exists
1 Site(s)
1
site per
- Site(s)
Need Exists
0.5 Site(s)
person
0.5
SF per
person
Need Exists
11,150 Square Feet
Need Exists
12,311 Square Feet
person
1.5
SF per
person
Need Exists
33,450 Square Feet
Need Exists
36,932 Square Feet
22,300
24,621
Figure 12 - Park / Facility Level of Service Standards
88
4.5 SERVICE AREA MAP
89
Town of Brownsburg
4.6 CORE FUNCTIONS
The following are the Town of Brownsburg’s Department of Parks and Recreation core functions:

Land Management

Program Management
As part of the Strategic Master Plan, a service classification model for Brownsburg Park and Recreation
Department was developed. The process included a workshop with staff and the Park Board. This
exercise assessed what each group deemed a core essential service, important service and value added
service based on agreed upon criteria.
The Consulting Team also provided recommendations based on experiences with other public agencies.
Following this exercise, a final workshop with the Park Board and Director was conducted to finalize each
of these services classifications.
The goal is for the staff to move in the direction of how services are to be provided and delivered based
on the final recommendations, which will require the staff to be trained on how to move in the new
direction on each change and how to price and manage services differently. The goal is to operate in a
more efficient and effective manner for the system as a whole. The following outlines the
recommendations.
4.6.1 FUNCTIONS
Core Services:

Core Essential

Important

Value added
LAND MANAGEMENT FUNCTION
Staff
Park Board
PROS
Recommendation
Park Maintenance
Core Essential
Core Essential
Core Essential
Development &
Management of Trails
Core Essential
Core Essential
Core Essential
Important
Important
Important
Playgrounds
Core Essential
Core Essential
Core Essential
Shelters (NonReservable)
Core Essential
Core Essential
Core Essential
Service
Little League Sports
Fields
90
Staff
Park Board
PROS
Recommendation
Important
Important
Important
Forest Management
Core Essential
Core Essential
Core Essential
Tennis Courts
Core Essential
Core Essential
Core Essential
Value Added
Important
Important
Core Essential
Core Essential
Core Essential
Core Essential
Important
Important
Park Benches/
Infrastructure
Core Essential
Core Essential
Core Essential
Basketball Courts
Core Essential
Core Essential
Core Essential
Maintenance of Park
Restroom
Core Essential
Core Essential
Core Essential
Important
Important
Value Added
Portable Stage
Core Essential
Value Added
Value Added
Bounce House
Core Essential
Value Added
Value Added
Concessions
Value Added
Value Added
Value Added
Bundy Lodge
Important
Important
Important
Mountain Bike Trails
Important
Important
Important
Value Added
Value Added
Value Added
Important
Important
Important
Service
Shelters – Reservable
Dog Park
Spray Grounds
Landscaping/ Formal
Natural
Eaton Hall Rentals
Reception Hall
Civic Meeting Rooms
91
Town of Brownsburg
PROGRAM MANAGEMENT FUNCTION
Staff
Park Board
PROS
Recommendation
Important
Important
Important
Value Added
Value Added
Value Added
Value Added
Value Added
Value Added
Value Added
Value Added
Value Added
Important
Important
Important
Value Added
Important
Important
Important
Important
Important
Value Added
Value Added
Value Added
Value Added
Value Added
Value Added
Super Hero Dash
Value Added
Value Added
Value added
Tennis Lessons
Value Added
Value Added
Value Added
Instructional Sports
Value Added
Value Added
Value Added
10 & Under Tennis
Value Added
Value Added
Value Added
Adult Sport Programs
Value Added
Value Added
Value Added
Important
Important
Important
Value Added
Value Added
Value Added
Services
Aquatic Learn To
Swim
Open Swim
Swim-In Movie
Parents Night Out
Mother/Son Luau
Movie on the Front
Lawn
Father/Daughter
Dance
Instructional Fitness
Classes
Pickle Ball
Nature Educational
Programs
Youth Sports
Instructional Programs
(Tennis, Soccer,
Basketball)
92
Staff
Park Board
PROS
Recommendation
Senior Trips
Value Added
Value Added
Value Added
Family Sports Trips
Value Added
Value Added
Value Added
Teen Adventure Trips
Value Added
Value Added
Value Added
Core Essentials
Important
Important
Special Events
(Christmas Parade,
Ornament Contest)
Important
Important
Important
Special Events (Easter
Egg Hunt)
Important
Important
Important
Value Added
Value Added
Important
Important
Value Added
Value Added
Value Added
Value Added
Value Added
Important
Important
Important
Services
Senior Programs
Special Events
(Community Yard
Sale, Health &
Wellness Fair)
Summer Camps
Hay Rides
After School Programs
93
Town of Brownsburg
4.7 PROPOSED ORGANIZATIONAL CHART
The following organizational chart is proposed for the 2014 budget year.
94
CHAPTER FIVE - RECREATION & AQUATIC PRO FORMAS
5.1 RECREATION CENTER
5.1.1 ASSUMPTIONS
Recreation Center will be approximately 65,000 square feet. The space and square footage breakdown
is as follows:
Square
Footage
Aquatic Center
13,000
Gymnasium
16,500
Multipurpose Room
3,500
Kitchen
1,000
Walking/Running Track
5,000
Weight/Cardiovascular Equipment
Space
4,000
Group Exercise Rooms
3,000
Child Care Area
1,000
Party/Classrooms (2)
500
Lobby/Lounge Space
2,000
Vending

100
Office Space
2,000
Locker Rooms
3,400
Restrooms
1,000
Additional Storage Space
9,000
Total Programmed Area
65,000
The recreation center will operate approximately:
o
360 days per year
o
105 hours per week with proposed operating hours of

Monday–Saturday: 6am-10pm

Sunday: 12noon – 9pm

Memberships will be priced so as to achieve a median market price point.

Resident Discount on memberships will be approximately 15-20%
95
Town of Brownsburg

A comprehensive user fee based recreation program will be offered at the facility for all ages:
Core programming will be:
o
Aquatics
o
Fitness
o
Youth Sports
o
Adult Sports

Components of the facility will be available to rent for private use. Pool will be only available
for rental after hours.

Concessions/Vending will be contracted with Town keeping 50% of revenue

Facility will require the following staffing levels:
o
Center Manager – FT
o
Business/Marketing Manager - FT
o
Customer Service Manager – FT
o
5 Maintenance Workers, including one supervisor – FT
o
Recreation Program Supervisor – FT
o
2 Aquatic Supervisors – FT
o
Rental Coordinator – approximately ¾ time
o
Part time staffing for front desk, fitness area, gymnasium, aquatics, programming, child
care, etc.

Child Care will be offered for users of the facility at a 2 hour per visit maximum stay.

Facility will be cleaned after hours each day by custodial staff.
5.1.2 REVENUES & EXPENDITU RES
BASELINE: REVENUES AND EXPENDITURES
SERVICE TITLE
Passes
Administration
Building Maintenance
Building Services
Recreation Programs and Passes
Fitness
Aquatics
Gymnasium
Rentals
Child Care
Vendateria
Total
Revenues
$1,231,350.00
$0.00
$0.00
$0.00
$32,980.00
$286,337.60
$114,000.00
$91,500.00
$91,100.00
$17,000.00
$10,000.00
$1,874,267.60
96
Expenditures
$101,700.00
$774,196.70
$151,410.00
$174,229.25
$138,317.00
$378,105.92
$461,552.54
$38,384.00
$46,006.88
$33,268.72
$5,700.00
$2,302,871.01
Revenues
Over (Under)
Expenditures
$1,129,650.00
($774,196.70)
($151,410.00)
($174,229.25)
($105,337.00)
($91,768.32)
($347,552.54)
$53,116.00
$45,093.13
($16,268.72)
$4,300.00
($428,603.41)
Cost
Recovery Percent
1211%
0%
0%
0%
24%
76%
25%
238%
198%
51%
175%
81%
5.1.3 SIX YEAR PRO FORMA
Revenues
Passes
Administration
Building Services
Recreation Programs
Fitness
Aquatics
Gymnasium
Rentals
Child Care
Concession and Vending
Total
Expenditures
Passes
Administration
Building Services
Recreation Programs
Fitness
Aquatics
Gymnasium
Rentals
Child Care
Concession and Vending
Total
Total Cost Recovery
1th Year
2nd Year
3rd Year
4th Year
5th Year
6th Year
$1,231,350.00 $1,268,290.50 $1,306,339.22 $1,345,529.39 $1,385,895.27 $1,427,472.13
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$32,980.00
$33,969.40
$34,988.48
$36,038.14
$37,119.28
$38,232.86
$286,337.60 $294,927.73 $303,775.56 $312,888.83 $322,275.49 $331,943.76
$114,000.00 $117,420.00 $120,942.60 $124,570.88 $128,308.00 $132,157.24
$91,500.00
$94,245.00
$97,072.35
$99,984.52 $102,984.06 $106,073.58
$91,100.00
$93,833.00
$96,647.99
$99,547.43 $102,533.85 $105,609.87
$17,000.00
$17,510.00
$18,035.30
$18,576.36
$19,133.65
$19,707.66
$10,000.00
$10,300.00
$10,609.00
$10,927.27
$11,255.09
$11,592.74
$1,874,267.60 $1,930,495.63 $1,988,410.50 $2,048,062.81 $2,109,504.70 $2,172,789.84
1th Year
2nd Year
3rd Year
4th Year
5th Year
6th Year
$101,700.00 $101,700.00 $101,700.00 $101,700.00 $101,700.00 $101,700.00
$774,196.70 $795,146.50 $816,928.74 $839,576.56 $863,124.40 $887,608.09
$151,410.00 $152,921.40 $154,487.11 $156,109.11 $157,789.46 $159,530.31
$174,229.25 $174,961.25 $175,718.03 $176,500.45 $177,309.38 $178,145.76
$138,317.00 $140,298.52 $142,351.50 $144,478.57 $146,682.44 $148,965.95
$378,105.92 $387,983.02 $398,253.56 $408,933.22 $420,038.31 $431,585.81
$461,552.54 $466,335.04 $471,298.42 $476,449.59 $481,795.75 $487,344.36
$38,384.00
$38,854.00
$39,341.90
$39,848.39
$40,374.18
$40,920.02
$46,006.88
$46,556.88
$47,127.38
$47,719.15
$48,333.00
$48,969.77
$33,268.72
$33,298.72
$33,329.62
$33,361.45
$33,394.23
$33,427.99
$5,700.00
$5,878.00
$6,061.62
$6,251.04
$6,446.45
$6,648.03
$2,302,871.01 $2,343,933.33 $2,386,597.87 $2,430,927.51 $2,476,987.60 $2,524,846.09
81%
82%
97
83%
84%
85%
86%
Town of Brownsburg
5.2 AQUATIC COMPLEX
5.2.1 ASSUMPTIONS
 Aquatic Complex amenities will include
o
4 Lap Lanes
o
Double Water Slide
o
Lazy River
o
Drop Slides
o
Floatables
o
Harbor Themed Shallow Water Play area with play features
o
Shaded Wading Areas
o
Water Spray Features
o
Ample Deck Space

The summer swim season will be 77 days (Memorial Day weekend through 1st weekend in August
and then weekends only through Labor Day)

Pool will operate approximately 70 hours per week.

Maximum bather capacity for pool is 1400

Primary functions of Aquatic Facility will be:
o
Informal Recreational Swimming
o
Special Events
o
After Hour Rentals

All formal aquatic programming including learn to swim lessons, water exercise classes,
recreation summer swim team, and specialty programs will be conducted at the Brownsburg
Recreation Center.

Summer Season Passes will be priced so as to achieve a median market price point.

A minimum of three special events will be held at the pool each summer swim season.

A part-time summer pool manager and a part time assistant manager will be required to oversee
the operation.

Approximately 8,300 lifeguard hours will be required to guard the pool during the course of the
summer season.

Approximately 1350 man hours will be required to operate the admissions area of the facility

Pool will be marketed to groups for after-hour rentals on Saturday and Sunday evenings.

Concessions/Vending will be contracted with Town keeping 50% of revenue

Concession income is not expected to be a significant source of income as personal food and nonalcoholic beverages will be permitted.
98
5.2.2 REVENUES & EXPENDITU RES
BASELINE: REVENUES AND EXPENDITURES
SERVICE TITLE
Revenues
Passes
Natatorium
Concessions
Total
$212,825.00
$10,500.00
$4,000.00
$227,325.00
SERVICE TITLE
Revenues
Replacement Endowment
Expenditures
$314,298.63
$9,957.00
$2,280.00
$326,535.63
Expenditures
$48,155.00
Total
Revenues
Over (Under)
Expenditures
($101,473.63)
$543.00
$1,720.00
($99,210.63)
68%
105%
175%
70%
Revenues
Over (Under)
Expenditures
Cost
Recovery Percent
$48,155.00
$0.00
$48,155.00
Cost
Recovery Percent
$0.00
N/A
N/A
N/A
$48,155.00
5.2.3 SIX YEAR PRO FORMA
Revenues
Passes
Programs & Services
Concessions
Total
Expenditures
1th Year
2nd Year
3rd Year
4th Year
5th Year
6th Year
$212,825.00
$10,500.00
$4,000.00
$227,325.00
$219,209.75
$10,815.00
$4,120.00
$234,144.75
$225,786.04
$11,139.45
$4,243.60
$241,169.09
$232,559.62
$11,473.63
$4,370.91
$248,404.17
$239,536.41
$11,817.84
$4,502.04
$255,856.29
$246,722.50
$12,172.38
$4,637.10
$263,531.98
1th Year
2nd Year
3rd Year
4th Year
5th Year
6th Year
Passes
Programs & Services
Concessions
Total
$314,298.63
$9,957.00
$2,280.00
$326,535.63
$323,727.59
$10,255.71
$2,351.20
$336,334.50
$333,439.41
$10,563.38
$2,424.65
$346,427.44
$343,442.60
$10,880.28
$2,500.42
$356,823.30
$353,745.87
$11,206.69
$2,578.58
$367,531.14
$364,358.25
$11,542.89
$2,659.21
$378,560.35
Total Cost Recovery
70%
70%
70%
70%
70%
70%
99
Town of Brownsburg
CHAPTER SIX - MAINTENANCE COST OF SERVICE ANALYSIS
The maintenance cost analysis is based on the Town of Brownsburg, Parks and Recreation Business Plan
dated October 2010 and the requested 2013 Parks and Recreation Department budget. The maintenance
standards from the Business Plan are used to analyze the cost of maintenance the Department assets and
are applied to the request 2013 Department budget.
The analysis includes the following facilities:

Arbuckle Park

Stephens Park

Williams Park

Veteran Memorial

Cardinal-Delaware Fields

Town Hall grounds

Fire Headquarter grounds
This maintenance cost analysis is designed to support the stated Business Plan goals and strategies. This
analysis will assist the Department management in predicting labor needs, identifying the proper
resources to fill those needs, and establishing a staffing structure that holds up to system growth.
The development of this document was accomplished through a review of the available Parks and
Recreation Department information provided to document the financial and personnel resources
required. The analysis presents a comprehensive approach to maintenance operations by park
component, the cost to operate each component to meet the desired outcomes. Analysis of available
information was performed and translated into a maintenance management model developed by PROS.
100
6.1 MAINTENANCE STANDARDS
Based on data collected during site visits, maintenance standards for Brownsburg Parks and Recreation
(BPRD) were developed in both qualitative and quantitative formats, organized by three Levels of
Service. Maintenance standards can change by season and month depending on the type of park area
level of use. Standards will be calculated by time and equipment proposed for all parks in the system.
This format provides guidance in terms of understanding the required work activities and elements in a
descriptive manner that then can be quantified numerically. Following are descriptions of the levels of
service and both qualitative and quantitative maintenance standards as proposed for all parks in the
system.
6.1.1 LEVEL ONE MAINTENANCE STANDARDS AND DEFI NITIONS FOR PARKS
 Turf Maintenance – high profile areas (small areas, entire area visible to foot traffic)
o
Mowing will occur 2 times/week
o
Mowing heights

2 ½ “ during warm season (day time highs consistently above 75 degrees)
o
Edging of all turf perimeters will occur 1 time/week
o
95% turf coverage
o
3% weed infestation for existing areas (all efforts should be made to keep new areas 100%
weed free)
o
2% bare area
o
Remove grass clippings if visible
o
Aerate 1 time/year (additionally if needed)
o
Inspect thatch layer regularly and remove as needed
o
Test soil and water annually

o
Additional testing will occur if deemed necessary
Soil moisture will be consistent

No wet areas

No dry areas

Firm enough for foot and mower traffic

Apply wetting agents to assist in uniform soil moisture

Hand water as needed
o
Inspect daily for insects, disease, and stress and respond to outbreaks within 24 hours
o
Fertilize (3) times per year
o
Top dress/over seed once a year
101
Town of Brownsburg





Tree and Shrub Maintenance
o
Prune/trim trees and shrubs as dictated by species twice annually during spring and fall
o
Remove sucker growth annually
o
Test soil annually to insure application of appropriate nutrients as needed
o
Apply fertilizer to plant species according to their optimum requirements as needed or
yearly
o
Inspect regularly for insects and diseases. Respond to outbreaks within 48 hours
o
Place 2” of organic mulch around each tree within a minimum 18” ring
o
Place 2” of organic mulch around shrub beds to minimize weed growth
o
Remove hazardous limbs and plants immediately upon discovery
o
Remove dead trees and plant material immediately unless located within an
environmental area
o
Remove or treat invasive plants within 5 days of discovery
o
Flower bed maintenance done yearly
o
Fertilize once a year
o
Pond maintenance done yearly and inspect weekly
o
Water features maintained weekly
o
Invasive plant removal annually
Storm Cleanup
o
Inspect drain covers at least twice monthly, before rain and immediately after flooding
o
Remove debris and organic materials from drain covers immediately
o
Maintain water inlet height at 100% of design standard
Irrigation Systems
o
Inspect irrigation systems at least once per month or computer monitors as necessary
o
Initiate repairs to non-functioning systems within 24 hours of discovery
o
Back flow testing done annually
Litter Control
o
Pick up litter and empty containers at least once daily or as needed
o
Remove leaves and organic debris once a week or as necessary
Playground Maintenance
o
Audit each playground to insure compliance with the current version of ASTM
Performance Standard F1487 and the Consumer Product Safety Commission “Handbook
for Public Playground Safety”
102



o
Complete low-frequency playground inspections at least bi-monthly or as required. All
low-frequency inspections are to be completed by a Certified Playground Safety
Inspector (CPSI). Complete safety-related repairs immediately, and initiate other repairs
within 48 hours of discovery
o
Complete high-frequency inspections at least weekly
o
Grooming surface three times weekly, nine months a year
Hard Surface Maintenance
o
Remove debris and glass immediately upon discovery
o
Remove sand, dirt, and organic debris from walks and hard court surfaces weekly
o
Remove trip hazards from pedestrian areas immediately upon discovery
o
Paint fading or indistinct instructional / directional signs annually
o
Blow grass clippings after mowing around hard surfaces
o
Remove grass growing in cracks as needed
Outdoor Court Maintenance
o
Inspect tennis and basketball courts at least once monthly. Complete all repairs within
48 hours of discovery
o
Repaint lines at least once each year
o
Replace basketball nets when frayed, broken, or removed
o
Maintain basketball goal posts, backboards, rims, tennis net posts, fencing, and hardware
to original design specifications
Trail Maintenance
o
Inspect hard and soft surface trails at least once monthly
o
Remove dirt, sand, and organic debris from hard surfaces at least once weekly
o
Remove organic debris from soft surfaces at least once weekly
o
Maintain a uniform 3-4” depth of compacted material on soft surface trails at all times
o
Graffiti removed weekly
o
Remove overhanging branches within 84” of the trail surface at least twice annually
o
Mechanically or chemically control growth 24” on either side of the trails
o
Inspect signs, benches, and other site amenities at least once monthly. Complete repairs
within 10 days of discovery
o
Inspect and make necessary repairs to lighting systems at least once monthly
o
Repair / replace bulbs to maintain lighting levels to design specifications at all times
103
Town of Brownsburg


Site Amenity Maintenance
o
Inspect benches, trash containers, picnic tables and grills, bicycle racks, flag poles,
drinking fountains, and other site amenities at least monthly. Complete repairs within
24 hours of discovery
o
Cleaning, scrub and power wash of amenities twice yearly
o
Athletic fields grounds maintenance (Baseball, Soccer, Softball and Rugby)
o
Fields that are dedicated to softball, baseball, soccer and rugby only
o
Use mower capable of “striping” the turf
o
Mowing will occur twice weekly
o
Mowing heights

2” during cool season (day time highs consistently below 75 degrees)
o
Edging of field perimeters will occur twice monthly
o
95% turf coverage at the start of every season
o
80% turf coverage after play begins
o
5% weed infestation
o
0% bare area at the start of every season
o
15% bare and weak areas will be acceptable after play begins
o
Apply pre-germinated seed to heavily worn areas after every tournament
o
o
Aerate 3 times annually
o
Spot aerate high use areas as needed
o
o

o

No wet areas

No dry areas



o
o
Fertilize monthly
104
o



Fence and Gate Maintenance
o
Inspect fences, gates, and bollards at least twice annually. Complete safety-related
repairs immediately. Complete other repairs within 48 hours of discovery
o
Annually free fence of debris
Sign Maintenance
o
Inspect sign lettering, surfaces, and posts at least once monthly
o
Repair / replace signs to maintain design and safety standards within 24 hours of
discovery
o
Clean signs twice a year
o
Cut back plant material annually or more if needed
Pest Control
o



In accordance with the Department’s Integrated Pest Management Program (IPM),
problem areas are inspected monthly and remedied immediately upon discovery
Vandalism and Graffiti Removal
o

Aerate and over seed yearly
Initiate repairs immediately upon discovery. Document and photograph damage as
necessary
Picnic Shelters
o
Reserved units cleaned and litter removed prior to and after each reservation
o
Minor repairs are made immediately upon discovery
o
Non-reserved units are cleaned weekly by power washing, or as necessary
Lighting Security/Area
o
Foot-candle levels will be maintained to preserve original design
o
Inspect once monthly
o
Repairs/bulb replacement will be completed within 24 hours of discovery
Aquatic Center Standards, when a pool is developed
o
Vacuum pool weekly
o
Manually check water chemistry every two hours of operation
o
Check water electronically on a continuous basis
o
Water checked for temperature, chlorine, and pH
o
Check flow rates every 2 hours of operation
o
Water checked for clarity on a continuous basis
o
Clean concrete areas daily
o
Repaint pool tank every two years
105
Town of Brownsburg


o
Pressure wash concrete areas weekly
o
Clean restrooms two times daily
o
Inspect facility and associated equipment daily
o
Maintain all equipment per manufacturers suggestions
o
Inspect sand filter annually
Broken Equipment Standard
o
Broken equipment shall be repaired immediately, as staff is capable and parts are
available when noticed or reported
o
If staff is not able to repair, the broken equipment will be signed and roped off with
emergency tape indicating that the amenity is broken, not to be used, and if and when
it will be repaired
Lifecycle Replacement
o


The Town has developed a lifecycle replacement program that must be built into the
Capital Improvement Program based on contractor and product specifications
Concession Standards (outdoor) when developed in the future
o
Concession facilities cleaned, wiped down, and sanitized before opening
o
Electrical appliances checked for compliance and repaired if damaged
o
Lights checked and repaired as needed
o
Concession operating permits secured before opening
o
Appliances cleaned thoroughly before opening
o
Prices for concessions will be posted
o
Cash registers tested to ensure they work properly
o
Circuit breakers tested prior to opening
o
Cleaning and sanitization supplies on hand before opening
o
Pick up debris daily
Closing Concession Standards (outdoor)
o
Equipment cleaned thoroughly
o
Supplies removed and discarded
o
Electricity should be turned off
o
Refrigerators and cables turned off and sealed
o
Facility floors, sinks, and counters cleaned thoroughly
o
Hoses cleaned and drained
o
Kitchen cleaned thoroughly
o
Inspections of standards will occur monthly
106

Open Space Standard
o
Maintain natural appearance to open space areas
o
Remove trees and branches that pose a hazard to the users of the area
o
Respond to disease and insect outbreaks within 24 hours of identification
o
Inspect areas monthly
o
Remove and clean dump sites within 48 hours of identification
o
Post and maintain appropriate signage for each individual area
o
Implement strategies to assist in reducing the stand of non-native invasive plants by 5%
annually
o
No large branches or debris will be allowed in parks and along perimeters
6.1.2 LEVEL TWO MAINTENANC E STANDARDS FOR PARKS
Maintenance standards can change by season and month depending on the park and level of use.
Standards will be calculated by time and equipment needed to develop the required operation budgets.
The difference between Level 1 and Level 2 standards is the frequency rate.

Turf Maintenance
o
Mowing will occur once weekly
o
Mowing heights

2½ ” during cool season (day time highs consistently below 75 degrees)
o
Edging of all turf perimeters will occur weekly during season and every 2 weeks in offseason
o
88% turf coverage
o
8% weed infestation
o
4% bare area will be acceptable after play begins
o
o
Aerate once annually in low use areas
o
Aerate twice annually in high use areas (additional if needed)
o
o

o

No wet areas

No dry areas

107
Town of Brownsburg







o
Inspect weekly for insects, disease, and stress, and respond to outbreaks within 24 hours
o
Fertilize twice yearly
Tree and Shrub Maintenance
o
Prune/trim trees and shrubs as dictated by species at least once annually
o
Apply fertilizer to plant species only if plant health dictates
o
Remove sucker growth as needed
o
Inspect regularly for insects and diseases. Respond to outbreaks within 48 hours
o
Place 2” of organic mulch around each tree within a minimum 18” ring
o
Place 2” of organic mulch around shrub beds to minimize weed growth
o
Remove hazardous limbs and plants immediately upon discovery
o
Remove dead trees and plant material within 30 days of discovery
o
Remove or treat invasive plants yearly
Storm Cleanup
o
Inspect drain covers at least once monthly and immediately after flooding occurs
o
Remove debris and organic materials from drain covers within every other month
o
Inspect and clean drains before forecasted storms begin
o
Maintain water inlet height at 100% of design standard
o
Invasive plant removal once a year or as needed
o
Drain system maintenance done once a year
Irrigation Systems
o
Inspect irrigation systems a minimum of once per month and as necessary
o
Initiate repairs to non-functioning systems within 48 hours of discovery
o
Annual back flow inspection done yearly
Litter Control
o
Pick up litter and empty containers at least every other day or as needed
o
Remove leaves and organic debris once a week
Playground Maintenance
o
Audit each playground to insure compliance with the current version of ASTM
Performance Standard F1487 and the Consumer Product Safety Commission “Handbook
for Public Playground Safety”
108




o
Complete low-frequency playground inspections at least bi-monthly or as required. All
low-frequency inspections are to be completed by a Certified Playground Safety
Inspector (CPSI). Complete safety-related repairs immediately and initiate other repairs
within 48 hours of discovery
o
Complete high-frequency inspections at least weekly
o
Grooming surface two times weekly
Hard Surface Maintenance
o
Remove debris and glass immediately upon discovery
o
Remove sand, dirt, and organic debris from walks, lots, and hard surfaces every 30 days
o
Remove trip hazards from pedestrian areas immediately upon discovery
o
Paint fading or indistinct instructional/directional signs every other year
o
Remove grass in the cracks monthly
Outdoor Court Maintenance
o
Inspect basketball courts at least once monthly. Complete repairs within 10 days of
discovery
o
Repaint lines at least once every 2 years
o
Replace basketball nets within 10 days when frayed, broken, or removed
o
Maintain basketball goal posts, backboards, rims, fencing, and hardware to original
design specifications. Complete repairs within 10 days of discovery
Trail Maintenance
o
Inspect hard and soft surface trails at least once monthly
o
Remove dirt, sand, and organic debris from hard surfaces at least once monthly
o
Remove organic debris from soft surfaces at least once monthly
o
Maintain a uniform 2-4” depth of compacted material on soft surface trails
o
Mechanically or chemically control growth 24” on either side of the trails
o
Remove overhanging branches within 84” of the trail surface at least once annually
o
Inspect signs, benches, and other site amenities at least once monthly. Complete repairs
within 10 days of discovery
Site Amenity Maintenance
o
Inspect benches, trash containers, picnic tables, grills, bicycle racks, drinking fountains,
and other site amenities at least monthly. Complete repairs within 5 days of discovery
o
Cleaning and washing annually
o
109
Town of Brownsburg




Athletic Field Grounds Maintenance (baseball, soccer, softball, and rugby)
o
Fields that are dedicated to soccer, baseball, softball and rugby only
o
Mowing will occur twice weekly
o
Mowing heights

2 ½“ during cool season (day time highs consistently below 75 degrees)

3” during warm season (day time highs consistently above 75 degrees)
o
Edging of all field perimeters will occur once monthly
o
80% turf coverage at the start of every season
o
65% turf coverage after play begins
o
20% weed infestation
o
5% bare area at the start of every season
o
15% bare and weak areas will be acceptable after play begins
o
o
Aerate once annually
o
o


o
No wet areas
o
No dry areas
o
o
Inspect weekly for insects, disease, and stress, and respond to outbreaks within 24 hours
Fence and Gate Maintenance
o
Inspect fences, gates, and bollards at least once annually. Complete safety-related
repairs immediately, and complete other repairs within 5 days of discovery
o
Clean debris annually
Sign Maintenance
o
Inspect sign lettering, surfaces, and posts at least once every 3 months
o
Repair/replace signs to maintain design and safety standards within 5 days of discovery
o
Clean sign once a year
Pest Control
o
In accordance with the Department’s Integrated Pest Management Program (IPM),
inspect problem areas monthly and remedy immediately upon discovery
110

Vandalism and Graffiti Removal
o


Initiate repairs immediately upon discovery. Document and photograph damage as
necessary
Picnic Shelters
o
Reserved units cleaned and litter removed prior to and after each reservation
o
Minor repairs are made immediately upon discovery
o
Non-reserved units are cleaned bi-weekly, or as necessary
Lighting Security/Area
o
Inspect quarterly
o
Repairs/bulb replacement will be completed within 72 hours of discovery
6.1.3 LEVEL THREE MAINTENANCE STANDARDS FOR PA RKS
Maintenance Standards can change by season and month depending on the type of park and level of use.
Standards will be calculated by time and equipment needed to develop required operation budgets.

Turf Maintenance (dog parks)
o
Mowing will occur once every 10 days
o
Mowing heights

2½” during cool season (day time highs consistently below 75 degrees)
o
50% turf coverage
o
Up to 50% weed coverage for existing
o
Up to 20% bare area
o
Safety of hazard only action
6.1.4 MAINTENANCE ITEMS FO R WATER PARKS
The Department shall establish and implement a maintenance program to assure safe and enjoyable
water park conditions.
MINIMUM STANDARD
The Department shall establish and administer programs for all areas of the water parks. These shall be
maintained in good condition in conformance with the Department’s minimum standards. The policies
that will govern minimum standards for maintenance operations include but not are limited to:

Customer Service
o
Safety and directional signs are properly positioned
o
Entrance is clearly visible with appropriately placed road signs to access the water park
o
Entrance is well landscaped with a “Welcome To” sign in place
o
Parking lot is clean and well maintained
o
Parking lot has designated handicapped slots
111
Town of Brownsburg

o
Area surrounding water park is neatly groomed and landscaped
o
Maintenance building is neat and clean
Buildings and structures
o
Bathhouse and restrooms floors should be disinfected daily
o
Pool decks should be rinsed daily
o
Buildings and structures shall be maintained in good repair at all times in a fashion which
is consistent with fire and safety codes and regulations.
o
Tools, supplies and equipment will be organized in an orderly fashion
o
Chemical storage shall be reported to the Department on an annual basis as part of SARA
III reporting requirements. All chemicals shall be stored in a fashion consistent with
local/state storage recommendations

Restrooms shall be checked at least hourly on a daily basis and maintained in a manner to provide
clean and sanitary facilities. Soap, towels, toilet issue, etc., shall be provided in adequate
quantities at all times.

Water Park (when developed)
o
Check the operation of the recirculation pump and motor daily
o
Check the operation of the disinfectant and pH chemical feeder daily
o
Check the filter operation, read the pressure gauges, and backwash, if necessary daily
o
For all closed filters, manually release the air daily
o
Skimmer strainer baskets must be cleaned daily
o
Clean the bottom of the pool and manually skim debris from the surface daily
o
Measure and record the chlorine or bromine residual and the pH at least twice a day

The staff shall keep true, accurate, and complete records of water park maintenance, chemical
applications, and safety inspections

Planters (All areas planted with ornamental plants, and having a definable border)

o
Planters shall be maintained free of trash and debris such as (e.g., paper, drinking cans,
bottles, fallen limbs and leaves, and etc.)
o
Planters shall be maintained free of weeds or grass by mechanical, manual or chemical
means
o
Plant material (e.g., trees, shrubbery and ground covering) in planters shall be trimmed
for protection from wind, insect damage, and appearance
o
Various planting areas throughout the facility will be cultivated, weeded, pruned, and
fertilized regularly, with at least 2 replanting programs for annuals scheduled yearly
Irrigation (All equipment required to irrigate all areas of the property)
o
Repair or replace all heads, valves, control equipment, wiring and pipe as needed to
maintain the proper operation of the irrigation system on an ongoing basis
112



Fences (All fences, chain links, walls, or barbed wire on or within boundaries of the property)
o
Repair all broken or damaged fencing as necessary
o
Immediately repair or replace all fences, gates and locking devices as needed for the
protection of the water park
Parking, Sidewalks and Hardscape
o
All sidewalks, patios, and concrete paths must be kept edged. Edging around valve
boxes, meter boxes, backflow preventers, etc., shall be done as needed to ensure there
is no obstruction of play or maintenance from growth around these areas
o
Any change in the physical characteristics of the water park or the modification of any
portion of the grounds or structures, shall only be undertaken with the direct approval
of the Department
o
Trash and refuse shall be collected daily and removed from the property as necessary to
ensure minimal problems from refuse odors, insects, etc.
Park Amenities and Slides
o
All slides are inspected on a daily basis for problems. Slides are waxed on a yearly basis
o
All in-park amenities are inspected daily and repaired as need
o
Sand in play areas are raked daily as it applies to play areas and volleyball areas
o
Picnic areas washed down daily prior to visitors the water park and tables inspected for
repairs
o
Lazy river painted and repaired yearly as needed
o
Park pool painted and striped on a yearly basis
o
All tubes are inspected weekly
6.1.5 DOG PARKS MAINTENANC E (WHEN DEVELOPED)
 Mow park at least once a week at 3 inches

Pick up trash on a daily basis in parking lots

Clean restroom at least once a week

Inspect signage on how to use the park properly

Move dog areas every two weeks to keep areas from getting beat down

Grade parking lot on a monthly basis or as needed

Inspect fencing on a weekly basis

Inspect safety lighting on a weekly basis
113
Town of Brownsburg
6.2 CURRENT MAINTENANCE LEVELS
The analysis presents maintenance cost in three levels. Level Two maintenance standards are based on
the current Department operations for most activities. Some of the Departments current activities are
at Level One and Level Three, thus the cost analysis is related to the 2013 requested budget shown in
Appendix 2, but does not exactly match the requested budget amounts. Man-hours were applied to each
element summarized to identify estimated man-hour requirements. These man-hour estimates
established the base-line to determine labor costs by maintenance task and asset in the park. The
current levels of service are shown in Figure 15.
Sites
Arbuckle Park
Stephens Park
Williams Park
Current Maintenance Level
Most area Level 3 and Level 2 with some Level
1 at entrance and beds
All Level 2
Most Level 2 with entrance area Level 1 (8.2%)
Maple Ridge Trail
Veteran Memorial Level 1
Level 2
Town Hall
Level 1
Fire Headquarter
Level 1
B&O
Level 1
Stage
Level 1
Figure 13 - Levels of Service by Site
114
6.3 MAINTENANCE ZONES BY PARK
6.3.1 CARDINAL PROPERTY
115
Town of Brownsburg
6.3.2 STEPHENS PARK
116
6.3.3 WILLIAMS PARK
117
Town of Brownsburg
6.3.4 ARBUCKLE PARK
118
6.4 CREATING THE DOCUMEN T
PROS staff created a document that could hold all of the collected data, calculate hours per task based
on varying frequencies, total needed staff hours by park service level, as well as generated reports that
looked at the park as a whole and not just individual facilities.
See Appendix 1 for a comprehensive list of tasks.
6.5 DEVELOPING TIME STANDARDS
In addition to documenting time standards it was also important to understand the amount of work that
a standard employee could accomplish in a standard day or year. A full-time position is considered to
be 1,850 available hours per year. Those paid hours include vacation time, sick time, break periods,
transportation time, meeting time, etc. The four season staff is assumed to work for 20 weeks for 40
hours per week.
The following section of the report presents the findings of the data collection and analysis, focusing on
organizing the information into a quantifiable format. This plan can be used by the Department as a
decision-making tool as well as a management tool for implementing and monitoring recommendations.
This report is organized to present the following elements:

Maintenance Tasks

Labor Summary

Equipment Summary

Supplies and Services Summary

Maintenance Cost Summary

Appendices
6.6 MAINTENANCE ANALYSIS
A Microsoft Excel maintenance model was developed to enter data, analyze work, and report the
maintenance activities.
The maintenance activities are by grouped major asset and include labor costs, materials and equipment
costs for each task. The sites entered into the maintenance model are:

Arbuckle Park

Stephens Park

Williams Park

Veteran Memorial


Town Hall Grounds

Fire Headquarters Grounds
119
Town of Brownsburg
The park site inventory used in this analysis is shown in Figure 16.
Park
Maintenance Urban Forest Flower Beds
Arbuckle Park
31 Acre
17 Acre
2,200 Sq Ft
Stephens Park
3.2 Acre
1.3 Acre
Williams Park
31 Acre
35.5 Acre
2,600 Sq Ft
Veteran Memorial
1 Acre
5,370 Sq Ft
15 Acre
Town Hall
1 Acre
Fire Headquarter
0.5 Acre
B&O
Stage
Totals
82.7 Acres 53.8 Acres 10,170 Sq Ft
Shelters
8 Shelters
1 Shelters
6 Shelters
Play Area
0.5 Acre
0.1 Acre
1 Acre
Paved Trail
5,500 Feet
4,100 Feet
Trail-Crushed Sports
Stone
Fields
0.5 Fields
2,900 Feet
Gazebos
Restrooms
1 Facilities
Grounds
Maintenance
1 Unit
2 Facilities
0.25 Acre
0.50 Acre
1 Unit
3 Facilities
0.75 Acres
2 Fields
4 Fields
9,600 Feet
15 Shelters
1.6 Acres
19,200 Feet
2,900 Feet
6.5 Fields
Figure 14 - Park Site Inventory
Thirty-eight (38) maintenance tasks are identified in the model and are shown in Appendix 1. Each is
task has a name, a task type, the number of hours to complete, the frequency, the number of time the
task is performed in one year, the total annual hours.
6.7 SUMMARY OF MAINTENANCE COSTS BY SITE AND LEVEL OF SERVICE
The position costs, materials costs, and equipment costs are calculated for each maintenance tasks. The
position costs are based on the job titles and Town of Brownsburg 2013 proposed budgeted salaries for
the personnel performing the task. The materials costs are based on the cost per units and the annual
number of units used during a year. The equipment costs are based on the asset value and the estimated
useful life of each asset in hours. The fuel costs are included in the supplies costs.
120
A summary chart depicting the total resource allocation is presented in Figure 17 along with the
associated costs.
LEVEL ONE
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Labor
$207,728.34
$23,516.51
$212,770.04
$9,122.71
$35,562.82
$1,545.25
$772.63
$5,912.12
$1,376.00
Equipment
$3,123.10
$133.77
$3,480.79
$4,501.37
$489.72
$30.86
$15.43
$77.66
$29.80
Supplies
$22,635.40
$1,761.34
$34,266.58
$2,314.19
$7,875.06
$380.63
$190.32
$6,963.96
$2,323.43
Services
$26,520.08
$2,740.18
$28,055.52
$4,338.10
$6,405.29
$358.38
$179.19
$1,389.91
$343.19
Estimated
Costs
$260,006.91
$28,151.80
$278,572.93
$20,276.38
$50,332.89
$2,315.13
$1,157.57
$14,343.66
$4,072.42
Totals
$498,306.42
$11,882.51
$78,710.92
$70,329.84
$659,229.69
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Labor
$106,317.24
$11,167.74
$115,210.73
$8,199.87
$21,062.26
$784.95
$392.48
$2,919.57
$1,376.00
Equipment
$1,638.13
$72.06
$1,832.15
$2,282.87
$281.29
$17.41
$8.71
$38.57
$29.80
Supplies
$14,365.90
$1,017.36
$21,510.96
$2,745.97
$5,108.93
$232.32
$116.16
$3,478.97
$2,323.43
Services
$15,004.91
$1,328.17
$16,955.55
$7,495.60
$3,466.74
$179.64
$89.82
$686.38
$343.19
Estimated
Costs
$137,326.18
$13,585.34
$155,509.39
$20,724.31
$29,919.22
$1,214.32
$607.16
$7,123.49
$4,072.42
Totals
$267,430.83
$6,200.99
$50,900.00
$45,550.00
$370,081.83
Labor
$59,352.62
$6,221.42
$63,346.82
$4,391.86
$15,238.98
$603.13
$301.57
$1,386.79
$688.00
Equipment
$1,211.17
$50.34
$1,353.24
$1,765.16
$211.45
$13.20
$6.60
$18.80
$14.90
Supplies
$7,870.04
$593.03
$13,327.48
$1,109.77
$3,227.56
$142.99
$71.49
$1,735.88
$1,161.72
Services
$8,529.84
$819.44
$9,679.15
$2,128.39
$2,592.68
$138.53
$69.26
$326.03
$171.59
Estimated
Costs
$76,963.67
$7,684.24
$87,706.69
$9,395.17
$21,270.68
$897.85
$448.92
$3,467.50
$2,036.21
$151,531.20
$4,644.87
$29,239.94
$24,454.92
$209,870.94
LEVEL TWO
LEVEL THREE
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Totals
Figure 15 - Maintenance Summary by Site and Service Level
121
$157,970.19
$29,531.23
122
$79,778.55
$16,779.38
Figure 16 - Maintenance Costs by Site, Asset Category and Service Level
Totals
$62,886.57
$8,807.61
Park
Turf
Maintenance Maintenance
Arbuckle Park
$23,572.96
$3,300.69
Stephens Park
$2,433.34
$340.60
Williams Park
$23,572.96
$3,305.52
Maple Ridge Trail
$0.00
$0.00
Veteran Memorial
$760.42
$106.33
$11,406.27
$1,594.96
Town Hall
$760.42
$106.33
Fire Headquarter
$380.21
$53.17
B&O
$0.00
$0.00
Stage
$0.00
$0.00
LEVEL THREE
Totals
Park
Turf
Arbuckle Park
$29,904.90
$6,288.18
Stephens Park
$3,086.96
$648.88
Williams Park
$29,904.90
$6,297.23
Veteran Memorial
$964.67
$202.58
$14,470.11
$3,038.65
Town Hall
$964.67
$202.58
Fire Headquarter
$482.34
$101.29
B&O
$0.00
$0.00
Stage
$0.00
$0.00
LEVEL TWO
Totals
Park
Turf
Arbuckle Park
$59,214.94
$11,066.86
Stephens Park
$6,112.51
$1,141.97
Williams Park
$59,214.94
$11,083.75
Veteran Memorial
$1,910.16
$356.49
$28,652.39
$5,347.42
Town Hall
$1,910.16
$356.49
Fire Headquarter
$955.08
$178.25
B&O
$0.00
$0.00
Stage
$0.00
$0.00
LEVEL ONE
$8,256.93
Flowerbed
Maintenance
$1,678.00
$0.00
$1,983.09
$0.00
$4,595.84
$0.00
$0.00
$0.00
$0.00
$0.00
$24,078.11
Flowerbed
Maintenance
$4,775.99
$0.00
$5,644.36
$13,657.76
$0.00
$0.00
$0.00
$0.00
$0.00
$18,344.46
Flowerbed
Maintenance
$3,752.00
$0.00
$4,434.18
$10,158.28
$0.00
$0.00
$0.00
$0.00
$0.00
$63,298.40
Shelters
$33,759.15
$4,219.89
$25,319.36
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$126,596.81
Shelters
$67,518.30
$8,439.79
$50,638.72
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$274,293.09
Shelters
$146,289.65
$18,286.21
$109,717.23
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$8,823.19
$6,935.00 $1,047.47
TrailCrushed
Stone
$0.00
$0.00
$1,047.47
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$14,246.97 $2,364.41
Play Area
Paved Trail
$2,757.25
$1,986.59
$551.45
$0.00
$5,514.49
$1,480.91
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,467.50
$0.00
$0.00
$19,009.96
TrailCrushed
Stone
$0.00
$0.00
$2,364.41
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$28,687.32 $4,332.98
Play Area
Paved Trail
$5,940.61
$4,081.16
$1,188.12
$0.00
$11,881.22
$3,042.32
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$7,123.49
$0.00
$0.00
$37,779.28
Play Area
Paved Trail
$11,806.03
$8,217.72
$2,361.21
$0.00
$23,612.05
$6,125.94
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00 $14,343.66
$0.00
$0.00
TrailCrushed
Stone
$0.00
$0.00
$4,332.98
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$12,679.82
Sports
Fields
$975.37
$0.00
$0.00
$0.00
$3,901.48
$7,802.97
$0.00
$0.00
$0.00
$0.00
$19,019.74
Sports
Fields
$1,463.06
$0.00
$0.00
$5,852.23
$11,704.45
$0.00
$0.00
$0.00
$0.00
$25,359.65
Sports
Fields
$1,950.74
$0.00
$0.00
$7,802.97
$15,605.94
$0.00
$0.00
$0.00
$0.00
$1,841.59
Urban
Forestry
$570.87
$45.13
$1,194.51
$0.00
$1.78
$26.64
$1.78
$0.89
$0.00
$0.00
$3,300.63
Urban
Forestry
$1,023.77
$80.85
$2,142.05
$3.08
$46.26
$3.08
$1.54
$0.00
$0.00
$4,451.81
Urban
Forestry
$1,378.77
$109.16
$2,885.28
$4.49
$67.38
$4.49
$2.25
$0.00
$0.00
$44,900.15
$44,900.15
$8,471.78
$22,361.39
Gazebos
Restrooms
$0.00
$7,453.80
$0.00
$0.00
$8,471.78 $14,907.60
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$12,297.25
Gazebos
Restrooms
$0.00 $14,966.72
$0.00
$0.00
$12,297.25 $29,933.43
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$25,869.65
Gazebos
Restrooms
$0.00 $14,966.72
$0.00
$0.00
$25,869.65 $29,933.43
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,424.97
Snow
Removal
$909.00
$93.83
$909.00
$0.00
$29.32
$439.84
$29.32
$14.66
$0.00
$0.00
$3,637.46
Snow
Removal
$1,363.50
$140.75
$1,363.50
$43.98
$659.76
$43.98
$21.99
$0.00
$0.00
$3,637.46
Snow
Removal
$1,363.50
$140.75
$1,363.50
$43.98
$659.76
$43.98
$21.99
$0.00
$0.00
$659,229.69
$370,081.83
$2,036.21
$209,870.94
Stage
Estimated Costs
$0.00
$76,963.67
$0.00
$7,684.24
$0.00
$87,706.69
$0.00
$0.00
$0.00
$9,395.17
$0.00
$21,270.68
$0.00
$897.85
$0.00
$448.92
$0.00
$3,467.50
$2,036.21
$2,036.21
$4,072.42
Stage
Estimated Costs
$0.00
$137,326.18
$0.00
$13,585.34
$0.00
$155,509.39
$0.00
$20,724.31
$0.00
$29,919.22
$0.00
$1,214.32
$0.00
$607.16
$0.00
$7,123.49
$4,072.42
$4,072.42
$4,072.42
Stage
Estimated Costs
$0.00
$260,006.91
$0.00
$28,151.80
$0.00
$278,572.93
$0.00
$20,276.38
$0.00
$50,332.89
$0.00
$2,315.13
$0.00
$1,157.57
$0.00
$14,343.66
$4,072.42
$4,072.42
Town of Brownsburg
6.8 SUMMARY BY SITE AND PARK ASSETS
The maintenance costs by site and major asset are presented below in Figure 18.
6.9 BUDGET ALLOCATIONS TO MAINTENANCE
The 2013 requested budget amounts were allocated to maintenance activities by line item. Percentage
allocations were based on the application of the expense to maintenance activities and review by
Department staff. The maintenance allocations are shown in Figures 19, 20, and 21.
Description
101 Account
General
280 Account
211 Account
Food &
Non-reverting
Beverage
2012 Budget
101 Account
General
280 Account
211 Account
2013
Food &
Non-reverting
Request
Beverage
Salary and Wages
113 Park Director Pay
(101)
116 Board/Sec. Pay
(101)
118 Recreation Coordinator (101)
119 Recreation Superintendent (101)
120 Park Labor
(101)
121 Program Staff
(211)
122 Seasonal Labor (101, 280)
123 Overtime Pay
(101)
124 Administrative. Asst. (101)
125 Eaton Hall Staff (101)
127 Longevity
Subtotal - Salary and Wages
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$
116,911.00
$
$
30,720.00
1,400.00
$
$ 15,000.00
40,000.00
$0.00 $
189,031.00 $
$0.00 $
$0.00 $
$0.00 $
14,460.87 $
31,072
9,353 $
$0.00
$54,885.75
$243,916.75
- $
$0.00
$0.00
$0.00
$0.00
$131,911.00
$0.00
$30,720.00
$1,400.00
$0.00
$0.00
$40,000.00
15,000.00
$204,031.00
1,147.50
8,400
1,200
$15,608.37
$39,472.00
$10,552.88
$0.00
$10,747.50
$65,633.25
$0.00
$25,747.50
$269,664.25
Employee Benefits
130 FICA/Medicare (101/211/280)
131 Health Insurance (101)
132 PERF (101)
Subtotal - Employee Benefits
$0.00
$0.00
$0.00
-
$
$
$
Other Personal Services
$0.00
$0.00
Subtotal - Other Personal Services
TOTAL - PERSONAL SERVICES
$0.00
$0.00
$0.00
$0.00
$0.00
Office Supplies
221 Postage (280)
223 Office Supplies (101)
Subtotal - Office Supplies
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Operating Supplies
201 Program Supplies (211)
202 Facility Supplies (211)
203 Sports Supplies (211)
204 Staff Shirts (211)
206 Concession Supplies (211)
207 Special Event Supplies (211/280)
224 Other Supplies (211)
225 Eaton Hall Supplies (101)
246 Recreation Supplies (211)
Subtotal - Operating Supplies
$0.00
$0.00 $
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,500.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
2,500
$0.00
$2,500.00
$0.00
$0.00
$0.00
$0.00
$0.00
$12,300.00
$1,500.00
$8,000.00
$11,000.00
$15,600.00
$0.00
$48,400.00
$0.00
$0.00
$2,500.00
Repair and Maintenance Supplies
226 Fuel (101)
228 Janitorial Supplies (101)
230 Stone/Sand/Mulch (101,280)
239 Maintennce Supplies (280)
296 Lawncare Supplies (101)
Subtotal -Repair & Maint. Supplies
$0.00
$0.00
$0.00
$12,300.00
$1,500.00
$8,000.00
$11,000.00
$15,600.00
$0.00
$0.00
$48,400.00
Other Supples
219 US Flags (101)
291 Hardware (101)
292 Signs (280)
294 First Aid Supplies (211)
Other
$0.00 $
$0.00
$0.00 $
$0.00 $
$0.00
$0.00
200
$200.00
$0.00
$7,800.00
$5,000.00
$0.00
7,800
5,000
Subtotal - Other Supplies
$0.00
$0.00
$0.00
$0.00
$13,000.00
$0.00
$0.00
$13,000.00
TOTAL - SUPPLIES
$0.00
$0.00
$0.00
$0.00
$63,900.00
$0.00
$0.00
$63,900.00
Figure 17 - Budget Allocations to Maintenance, Part 1
123
Town of Brownsburg
101 Account
General
Description
280 Account
211 Account
Food &
Non-reverting
Beverage
2012 Budget
101 Account
General
280 Account
211 Account
2013
Food &
Non-reverting
Request
Beverage
Professional Services
301 Program Services (211)
303 Backgrnd Checks/Drug Test (101,211)
304 Program Services
305 Scholarship (211)
309 Consulting Fees
311 Engineering Fees (280)
312 Attorney Fees (280)
313 Mtgs/Conference/Training (211)
340 Bus Trip Expenses
(211)
347 Aquatic Instructors (211)
348 Instructors/Officials (211)
390 Eaton Hall
394 Tree Trimming
Subtotal - Professional Services
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$400.00
$400.00
$0.00
$0.00
$0.00
$0.00
$3,200.00
$0.00
$0.00
$0.00
$0.00
$8,500.00
$12,100.00
$0.00
$450.00
$0.00
$1,800.00
$2,250.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,200.00
$8,500.00
$0.00
$12,100.00
$0.00
$0.00
$0.00
$450.00
$0.00
$1,800.00
$0.00
$2,250.00
$0.00
Communication and Transportation
323 Travel Expenses (211)
324 Telephone (101)
326 Cell Phones (101)
Subtotal - Communication & Transportation
$0.00
$0.00
$0.00
$0.00
Printing and Advertising
331 Advertising/Promotional (211)
332 Legal Notices (211)
$0.00
$0.00
Subtotal - Printing & Advertising
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,000.00
$5,000.00
$2,000.00
$5,000.00
$0.00
$7,000.00
$0.00
$0.00
$0.00
$0.00
$7,000.00
Insurance
340 Insurance/Deductibles (101)
Subtotal - Insurance
Utility Services
350 Stormwater (101)
351 Electricity (101)
353 Heat (101)
354 Water (101)
355 Scavenger Service (101)
$0.00
$0.00
$0.00
$0.00
$0.00
Subtotal - Utility Services
$0.00
$0.00
$0.00
$0.00
Repairs and Maintenance
317 Veteran's Park (211)
349 Landscaping Service (211)
360 Computers/Software
361 Building Maintenance (211)
362 Equipment Repair (101)
363 Vehicle Repairs (101)
364 Computer/Software (211)
Subtotal - Repairs & Maintenance
$0.00
$0.00
$0.00
$0.00
$0.00
Rentals
318 Christmas Decoration Lease (211)
374 Uniform Cleaning/Rental (101,211)
Subtotal - Rentals
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$4,200.00
$4,200.00
$0.00
$4,200.00
$0.00
$0.00
$4,200.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Debt Service
$0.00
386 Debt Payment (280)
392 Contingency Expenses
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Oher Services and Charges
314 Unemployment (211)
316 Misc. Other Services (211,280)
319 Veterans Park Maintenance
341 Refunds (211)
342 Sales Tax (211)
343 Refunds (211)
366 Security System Monitoring (211)
395 Credit Card Fees (211)
398 Subscription & Dues (211)
$0.00
$20,000.00
$0.00
$0.00
$20,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Subtotal - Other Services & Charges
$0.00
$0.00
$0.00
$0.00
$20,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
$20,000.00
TOTAL - OTHER SERVICES AND CHARGES
$0.00
$0.00
$0.00
$0.00
$45,550.00
$0.00
$0.00
$45,550.00
$0.00
$0.00
$0.00
124
Description
101 Account
General
280 Account
211 Account
Food &
Non-reverting
Beverage
2012 Budget
101 Account
General
280 Account
211 Account
2013
Food &
Non-reverting
Request
Beverage
Land
410 Park Land Acuqisition 2008 (280)
$0.00
Subtotal - Land
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Buildings
$0.00
$0.00
400 Equipment/Furniture
Subtotal - Buildings
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$50,000.00
$0.00
$50,000.00
$50,000.00
$50,000.00
$45,000.00
$0.00
$45,000.00
Improvements Other Than Buildings
492 Improvements to Parks (101)
492 Park Property Improvements
$0.00
Subtotal - Improvements Other Than Buildings
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Machinery and Equipment
440 Vehicle
441 Playground Equipment (101)
442 Miscellaneous Capital
491 Tractor& Mower (101,280)
Subtotal - Tractor & Mower
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$57,000.00
$0.00
$57,000.00
$0.00
$45,000.00
$102,000.00
$57,000.00
Other Capital Outlays
$0.00
$0.00
$0.00
Subtotal - Other Capital Outlays
TOTAL - OTHER CAPITAL OUTLAYS
$0.00
$0.00
$0.00
$0.00
$57,000.00
$0.00
$95,000.00
$152,000.00
GRAND TOTAL
$0.00
$0.00
$0.00
$0.00
$410,366.75
$0.00
$120,747.50
$531,114.25
6.10 LABOR COST ANALYSIS
The labor cost analysis is based on the site inventory and maintenance tasks shown in Appendix 1. Based
on the estimated time to performance each task and an average hourly rate labor, the labor cost was
estimated as shown in Figure 22.
125
126
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Totals
LEVEL THREE
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Totals
LEVEL TWO
Arbuckle Park
Stephens Park
Williams Park
Veteran Memorial
Town Hall
Fire Headquarter
B&O
Stage
Totals
LEVEL ONE
Park
Turf
Flowerbed
Maintenance Maintenance Maintenance
$16,145.05
$1,885.55
$283.80
$1,666.59
$194.64
$0.00
$16,145.05
$1,885.55
$335.40
$520.81
$60.82
$692.73
$7,812.12
$912.36
$0.00
$520.81
$60.82
$0.00
$260.40
$30.41
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$43,070.82
$5,030.17
$1,311.93
Park
Turf
Flowerbed
$19,798.31
$3,535.41
$1,135.20
$2,043.70
$364.95
$0.00
$19,798.31
$3,535.41
$1,341.60
$638.66
$114.05
$2,770.92
$9,579.83
$1,710.68
$0.00
$638.66
$114.05
$0.00
$319.33
$57.02
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$52,816.78
$9,431.57
$5,247.72
Park
Turf
Flowerbed
$40,303.70
$6,599.44
$567.60
$4,160.38
$681.23
$0.00
$40,303.70
$6,599.44
$670.80
$1,300.12
$212.89
$1,385.46
$19,501.79
$3,193.28
$0.00
$1,300.12
$212.89
$0.00
$650.06
$106.44
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$107,519.87
$17,605.59
$2,623.86
Shelters
$30,547.20
$3,818.40
$22,910.40
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$57,276.00
Shelters
$61,094.40
$7,636.80
$45,820.80
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$114,552.00
Shelters
$132,371.20
$16,546.40
$99,278.40
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$248,196.00
Play Area
$2,365.00
$473.00
$4,730.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$7,568.00
Play Area
$5,095.50
$1,019.10
$10,191.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$16,305.60
Play Area
$10,126.50
$2,025.30
$20,253.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$32,404.80
Paved Trail
$794.52
$0.00
$592.28
$0.00
$0.00
$0.00
$0.00
$1,386.79
$0.00
$1,386.79
Paved Trail
$1,672.67
$0.00
$1,246.90
$0.00
$0.00
$0.00
$0.00
$2,919.57
$0.00
$5,839.13
Paved Trail
$3,387.15
$0.00
$2,524.97
$0.00
$0.00
$0.00
$0.00
$5,912.12
$0.00
$5,912.12
TrailCrushed
Stone
$0.00
$0.00
$418.93
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$418.93
TrailCrushed
Stone
$0.00
$0.00
$881.95
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$881.95
TrailCrushed
Stone
$0.00
$0.00
$1,785.95
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,785.95
Sports
Fields
$774.00
$0.00
$0.00
$3,096.00
$6,192.00
$0.00
$0.00
$0.00
$0.00
$10,062.00
Sports
Fields
$1,161.00
$0.00
$0.00
$4,644.00
$9,288.00
$0.00
$0.00
$0.00
$0.00
$15,093.00
Sports
Fields
$1,548.00
$0.00
$0.00
$6,192.00
$12,384.00
$0.00
$0.00
$0.00
$0.00
$20,124.00
Urban
Forestry
$0.00
$0.00
$62.32
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$62.32
Urban
Forestry
$0.00
$0.00
$108.21
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$108.21
Urban
Forestry
$0.00
$0.00
$157.63
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$157.63
Gazebos
$0.00
$0.00
$3,818.40
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,818.40
Gazebos
$0.00
$0.00
$7,636.80
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$7,636.80
Gazebos
$0.00
$0.00
$16,546.40
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$16,546.40
Restrooms
$5,891.00
$0.00
$11,782.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$17,673.00
Restrooms
$11,825.00
$0.00
$23,650.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$35,475.00
Restrooms
$11,825.00
$0.00
$23,650.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$35,475.00
Snow
Removal
$666.50
$68.80
$666.50
$21.50
$322.50
$21.50
$10.75
$0.00
$0.00
$1,778.05
Snow
Removal
$999.75
$103.20
$999.75
$32.25
$483.75
$32.25
$16.13
$0.00
$0.00
$2,667.08
Snow
Removal
$999.75
$103.20
$999.75
$32.25
$483.75
$32.25
$16.13
$0.00
$0.00
$2,667.08
$688.00
$0.00
Stage
$1,376.00
$1,376.00
Stage
Estimated
Costs
$59,352.62
$6,221.42
$63,346.82
$4,391.86
$15,238.98
$603.13
$301.57
$1,386.79
$688.00
$149,456.41
Estimated
Costs
$106,317.24
$11,167.74
$115,210.73
$8,199.87
$21,062.26
$784.95
$392.48
$2,919.57
$1,376.00
$267,430.83
Estimated Costs
$207,728.34
$23,516.51
$212,770.04
$9,122.71
$35,562.82
$1,545.25
$772.63
$5,912.12
$1,376.00
$1,376.00
$0.00
$491,018.30
Stage
Town of Brownsburg
Figure 20 - Labor Cost by Site, Asset and Level of Service
6.11 EQUIPMENT COST ANALYSIS
The equipment cost analysis is based on the Department’s equipment inventory. Based on the estimated
useful lives, a cost per hour of equipment was developed and shown in Figure 23.
Year
2002
1999
1994
2005
Targeted Estimated
Replacement Cost Comments
Date
4 F350 Ford Pump truck 2012
2012 55,000.00
1 3/4 ton Chevy truck
2011 36,000.00
1 CASE backhoe 480E
2012 80,000.00
1 Dodge Durango
2013 36,000.00
1 4600 John Deere tractor
2014 38,000.00
1 4600 John Deere tractor
2013 38,000.00
1 10' batwingmower
mower 2012 15,000.00
2012 15,000.00
1 5' Land Pride bush hog
3,000.00 As needed/depends on use
1 5' grader box
1 5' yard rake
1 5' aerator
1 5' tiller
1 6' grass over-seeder
1 6' Dixie Chopper
2012 10,000.00
1 6' Dixie Chopper
2013 10,000.00
1 5' Dixie Chopper
2014 9,000.00
1 16' Cornprotrailer
trailer 4,000.00 As needed/depends on use 4,000.00 As needed/depends on use
1 16' Circle-Ctrailer
trailer 3,000.00 As needed/depends on use
1 12' homemade
trailer
trailer
2 4'x4' Gator
2012 13,000.00
1 5' Road broom
1 8' homemade trash trailer
1,000.00 As needed/depends
use
on use
1 8' truck salt spreader
8,000.00 As needed/depends
use
on use
1 5' yard roller
500.00 As needed/depends on use
Rakes
As needed/depends on use
Shovels
Bolt cutters
Jacks
Wrenches
Air compressor
Weedeaters
Blowers
Drills
Saws
Generator
Welder
Quantity Make/Model/Description
Blade sharpener
Chain sharpener
Desk
Computer
Refridgerator
File cabinets
FAX machine
Figure 21 - Equipment Inventory
127
Estimated Estimated
Useful
Cost Per
Life (Years) Hour
10
$2.75
20
$0.90
20
$2.00
10
$1.80
15
$1.27
15
$1.27
15
$0.50
15
$0.10
15
$0.03
15
$0.05
15
$0.05
15
$0.08
15
$0.33
15
$0.33
15
$0.33
15
$0.30
15
$0.13
15
$0.10
15
$0.07
15
$0.43
15
$0.12
15
$0.03
15
$0.27
15
$0.02
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
15
$0.07
20
$0.08
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Town of Brownsburg
This equipment cost per hour is next allocated to the maintenance tasks as shown in Figure 24. Figure
25 shows the application of the hourly to costs to the estimated hours.
Maintenance Task
Turf Mowing - Spring and Summer
Turf Mowing - Fringe
Turf Trimout - Spring and Summer
Turf Trimout - Fringe
Weed removal
Aerate
Assets Infrastructure Inspections
Turf Fertilization
Small Trees or Shrubs Maintenance
Trim trees along parking lots
Trim trees along Trails
Trim trees
Clean curb area and open drains from parking
Irrigation repairs
Irrigation inspection
Litter Removal - Peak
Litter Removal - Non Peak
Play Equipment Inspection
Play Equipment Compliance Assessment
Backpack blowing
Inspect parking lot
Parking Cleaning/Power washing
BASKETBALL FULL
TENNIS
Litter Pick-up along Trail
Inspect trails
Patch potholes along trails
Sports Field
Clean restrooms and restroom areas-Peak
Clean restrooms and restroom areas-Off Peak
Clean picnic pads
Average
Average
Average
Hourly
Hourly
Hourly
Cost Per
Cost
Allocation Equipment
Cost
Allocation Equipment Cost
Allocation
Hour
Equipment
Mowers
$0.31333
100% Truck
$1.86250
5% Trailer
$0.30000
5%
$0.42
Mowers
$0.31333
100% Truck
$1.86250
5% Trailer
$0.30000
5%
$0.42
Mowers
$0.31333
100% Truck
$1.86250
5% Trailer
$0.30000
5%
$0.42
Mowers
$0.31333
100% Truck
$1.86250
5% Trailer
$0.30000
5%
$0.42
4'x4' Gator
$0.43333
25%
$0.11
5' aerator
$0.05000
100%
$0.05
Truck
$1.86250
5%
$0.09
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
25%
$0.11
4'x4' Gator
$0.43333
25%
$0.11
Truck
$1.86250
5%
$0.09
Truck
$1.86250
5%
$0.09
4'x4' Gator
$0.43333
25%
$0.11
Truck
$1.86250
5%
$0.09
4'x4' Gator
$0.43333
25%
$0.11
Truck
$1.86250
5%
$0.09
Truck
$1.86250
5%
$0.09
4'x4' Gator
$0.43333
25%
$0.11
4'x4' Gator
$0.43333
100%
$0.43
4'x4' Gator
$0.43333
100%
$0.43
Truck
$1.86250
5%
$0.09
Truck
$1.86250
5%
$0.09
Truck
$1.86250
5%
$0.09
Truck
$1.86250
5%
$0.09
Figure 22 - Equipment Allocation to Maintenance Task
128
Work Program
Parent Asset
Routine/Scheduled
Activity
Turf Mowing - Spring and
Summer
Turf Trimout - Spring and
Summer
Weed removal
Aerate
Assets Infrastructure
Inspections
Turf Fertilization
Small Trees or Shrubs
Maintenance
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Trees
Trim trees along parking lots Urban
Urban
Trim trees
Urban
Routine/Scheduled
Trees
Routine/Scheduled
Routine/Scheduled
Turf
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Aerate
Trim
Trim
Weed
Aerate
Preventative
Routine/Scheduled
Fertilize
TYPE
Equipment Equipment Equipment
Hours Level 1 Hours Level 2 Hours Level 3 Cost Level 1 Cost Level 2 Cost Level 3
Park
Park
16
4
8
2
4
3
$7.34
$1.84
$3.67
$0.92
$1.84
$1.38
Park
Park
Turf
Turf
8
2
12
0.5
4
1
6
0.5
3
3
3
0.5
$3.67
$0.92
$1.30
$0.03
$1.84
$0.46
$0.65
$0.03
$1.38
$1.38
$0.33
$0.03
Park
Turf
13
1.5
6.5
1
3
0.5
$1.21
$0.65
$0.61
$0.43
$0.28
$0.22
Park
0.5
0.5
0.25
$0.22
$0.22
$0.11
0
6
0.5
0
3
0.25
0
2
0.165
$0.00
$2.60
$0.22
$0.00
$1.30
$0.11
$0.00
$0.87
$0.07
3.866171003 3.866171003 1.933085501
$1.68
$1.68
$0.84
Routine/Scheduled
Trouble Call/Repair
Preventative
Routine/Scheduled
Routine/Scheduled
Litter
Litter
Limb Removal
Clean curb area and open
drains from parking
Irrigation repairs
Urban
Park
Park
Park
Park
Park
0
6
4
28
4
0
4
2
12
2
0
2
3
11
2
$0.00
$2.60
$1.73
$3.03
$0.43
$0.00
$1.73
$0.87
$1.30
$0.22
$0.00
$0.87
$1.30
$1.19
$0.22
Preventative
Play Areas
Play Area
52
26
12
$4.84
$2.42
$1.12
Preventative
Play Areas
Play Equipment Compliance
Assessment
Play Area
3
3
2
$0.28
$0.28
$0.19
Routine/Scheduled
Play Areas
Play Area Maintenance
Play Area
416
208
96
$38.74
$19.37
$8.94
Routine/Scheduled
Hardsurface
Backpack blowing
Trail
6.5
3
1
$0.70
$0.33
$0.11
Routine/Scheduled
Hardsurface
Trail
13
6.5
3
$1.21
$0.61
$0.28
Routine/Scheduled
Hardsurface
Inspect parking lot
Parking Cleaning/Power
washing
Trail
3
1.5
1
$0.33
$0.16
$0.11
Preventative
BASKETBALL FULL
COURTS
0
0
0
$0.00
$0.00
$0.00
Preventative
TENNIS
COURTS
0
0
0
$0.00
$0.00
$0.00
Routine/Scheduled
Pathways
Trail
6
3
1.5
$0.65
$0.33
$0.16
Preventative
Pathways
Maintain/Inspect Trails
Trail
6
3
1.5
$2.60
$1.30
$0.65
Trouble Call/Repair
Pathways
Trail
6
3
1.5
$2.60
$1.30
$0.65
Sports Field
Clean restrooms and
restroom areas-Peak
Clean restrooms and
restroom areas-Off Peak
FIELDS
72
54
36
$6.71
$5.03
$3.35
Restroom
220
220
110
$20.49
$20.49
$10.24
Restroom
55
55
27
$5.12
$5.12
$2.51
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Trouble Call/Repair
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Gazebo
Park and Fields
Flowerbeds
Stage
Shelter
Shelter
Gazebo Maintenance
Snow Removal
Maintenance Flowerbeds
Stage Setup and Removal
Clean Grills
Pressure Wash
Gazebos
Snow
Beds
Stage
Shelters
Shelters
416
0.75
6
32
39
33.8
208
0.75
12
32
18
15.6
208
0.5
3
16
9
7.8
$38.74
$1.40
$0.83
$29.80
$0.85
$0.73
$19.37
$1.40
$0.42
$29.80
$0.39
$0.34
$19.37
$0.93
$0.33
$14.90
$0.20
$0.17
Routine/Scheduled
Shelter
Clean and Maintain Shelters Shelters
312
144
72
$29.06
$13.41
$6.71
Figure 23 - Equipment Costs Applied to Maintenance Task
129
130
Park
Maintenance
$307.80
Arbuckle Park
$31.77
Stephens Park
$307.80
Williams Park
$9.93
Veteran Memorial
$148.94
$9.93
Town Hall
$4.96
Fire Headquarter
$0.00
B&O
$0.00
Stage
$821.14
Totals
LEVEL THREE
Park
Maintenance
$366.51
Arbuckle Park
$37.83
Stephens Park
$366.51
Williams Park
$11.82
Veteran Memorial
$177.35
$11.82
Town Hall
$5.91
Fire Headquarter
$0.00
B&O
$0.00
Stage
$977.76
Totals
LEVEL TWO
Park
Maintenance
$712.88
Arbuckle Park
$73.59
Stephens Park
$712.88
Williams Park
$23.00
Veteran Memorial
$344.94
$23.00
Town Hall
$11.50
Fire Headquarter
$0.00
B&O
$0.00
Stage
$1,901.77
Totals
LEVEL ONE
Turf
Maintenance
$17.57
$1.81
$17.57
$0.57
$8.50
$0.57
$0.28
$0.00
$0.00
$46.86
Turf
Maintenance
$34.36
$3.55
$34.36
$1.11
$16.63
$1.11
$0.55
$0.00
$0.00
$91.66
Turf
Maintenance
$61.23
$6.32
$61.23
$1.98
$29.63
$1.98
$0.99
$0.00
$0.00
$163.33
Flowerbed
Maintenance
$715.00
$0.00
$845.00
$1,745.25
$0.00
$0.00
$0.00
$0.00
$0.00
$3,305.25
Flowerbed
Maintenance
$924.00
$0.00
$1,092.00
$2,255.40
$0.00
$0.00
$0.00
$0.00
$0.00
$4,271.40
Flowerbed
Maintenance
$1,826.00
$0.00
$2,158.00
$4,457.10
$0.00
$0.00
$0.00
$0.00
$0.00
$8,441.10
Shelters Play Area Paved Trail
$10.77
$5.12
$56.55
$0.00
$1.02
$7.07
$8.03
$10.24
$42.41
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$18.80
$0.00
$0.00
$0.00
$0.00
$0.00
$18.80
$16.39
$106.04
$22.10
$11.04
$113.10
$0.00
$2.21
$14.14
$16.47
$22.07
$84.83
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$38.57
$0.00
$0.00
$0.00
$0.00
$0.00
$38.57
$35.31
$212.07
$44.49
$21.93
$245.06
$0.00
$4.39
$30.63
$33.17
$43.86
$183.79
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$77.66
$0.00
$0.00
$0.00
$0.00
$0.00
$77.66
$70.18
$459.49
TrailCrushed
Stone
$0.00
$0.00
$5.68
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$5.68
TrailCrushed
Stone
$0.00
$0.00
$11.65
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$11.65
TrailCrushed
Stone
$0.00
$0.00
$23.46
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$23.46
Sports
Fields
$1.68
$0.00
$0.00
$6.71
$13.41
$0.00
$0.00
$0.00
$0.00
$21.79
Sports
Fields
$2.51
$0.00
$0.00
$10.06
$20.12
$0.00
$0.00
$0.00
$0.00
$32.69
Sports
Fields
$3.35
$0.00
$0.00
$13.41
$26.82
$0.00
$0.00
$0.00
$0.00
$43.58
Urban
Forestry
$55.05
$5.68
$55.05
$1.78
$26.64
$1.78
$0.89
$0.00
$0.00
$146.86
Urban
Forestry
$95.59
$9.87
$95.59
$3.08
$46.26
$3.08
$1.54
$0.00
$0.00
$255.02
Urban
Forestry
$139.25
$14.37
$139.25
$4.49
$67.38
$4.49
$2.25
$0.00
$0.00
$371.49
Gazebos
$0.00
$0.00
$7.07
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$7.07
Gazebos
$0.00
$0.00
$14.14
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$14.14
Gazebos
$0.00
$0.00
$30.63
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$30.63
Restrooms
$12.76
$0.00
$25.52
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$38.27
Restrooms
$25.61
$0.00
$51.22
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$76.83
Restrooms
$25.61
$0.00
$51.22
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$76.83
Snow
Removal
$28.87
$2.98
$28.87
$0.93
$13.97
$0.93
$0.47
$0.00
$0.00
$77.01
Snow
Removal
$43.30
$4.47
$43.30
$1.40
$20.95
$1.40
$0.70
$0.00
$0.00
$115.52
Snow
Removal
$43.30
$4.47
$43.30
$1.40
$20.95
$1.40
$0.70
$0.00
$0.00
$115.52
Estimated Costs
$1,211.17
$50.34
$1,353.24
$1,765.16
$211.45
$13.20
$6.60
$18.80
$14.90
$14.90
$4,611.17
$0.00
Stage
Estimated Costs
$1,638.13
$72.06
$1,832.15
$2,282.87
$281.29
$17.41
$8.71
$38.57
$29.80
$29.80
$6,132.62
$0.00
Stage
Estimated Costs
$3,123.10
$133.77
$3,480.79
$4,501.37
$489.72
$30.86
$15.43
$77.66
$29.80
$29.80
$11,775.05
$0.00
Stage
Town of Brownsburg
The total equipment costs are shown in Figure 26 by site, asset, and level of service.
Figure 24 - Equipment Costs Applied to Maintenance Task
6.12 SUPPLIED COST ANALYSIS
The supplies cost analysis is based on the Department’s budget allocations to Maintenance Tasks as shown
in Figure 27 and labors hours from the maintenance tasks in Appendix 1. The supply cost per Level of
Service was developed based on the difference in proportional labor hours between Levels of Service.
The supply cost per task and Level of Service is shown in Figure 28. The fuel costs from the Equipment
analysis is also shown in Figure 28.
Maintenance Task
Weed removal
Aerate
Turf Fertilization
Trim trees
Limb Removal
Irrigation repairs
Backpack blowing
Inspect parking lot
BASKETBALL FULL
TENNIS
Sports Field
Gazebo Maintenance
Snow Removal
Clean Grills
Pressure Wash
Clean and Maintain Shelters
Total
Budget Amounts Allocated
TYPE
Park
Park
Park
Park
Turf
Turf
Park
Turf
Park
Urban
Urban
Urban
Urban
Park
Park
Park
Park
Park
Play Area
Play Area
Play Area
Trail
Trail
Trail
COURTS
COURTS
Trail
Trail
Trail
FIELDS
Restroom
Restroom
Gazebos
Snow
Beds
Stage
Shelters
Shelters
Shelters
Facility
Janitorial Stone/Sand Maintennce Lawncare
Supplies
Supplies
/Mulch
Supplies
Supplies
(211)
(101)
(101,280)
(280)
(101)
0%
0%
0%
0%
15%
0%
0%
0%
0%
0%
0%
0%
0%
0%
15%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
30%
0%
0%
25%
0%
5%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
5%
0%
0%
0%
0%
0%
0%
0%
0%
20%
0%
0%
0%
0%
0%
0%
0%
0%
0%
5%
0%
0%
0%
0%
5%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
75%
5%
0%
0%
0%
0%
5%
0%
0%
0%
0%
0%
15%
67%
60%
0%
5%
0%
33%
25%
0%
5%
0%
0%
0%
0%
25%
0%
0%
0%
0%
5%
0%
0%
0%
0%
5%
15%
0%
0%
0%
5%
0%
0%
15%
0%
5%
0%
0%
0%
0%
5%
0%
0%
0%
0%
0%
0%
100%
100%
100%
100%
100%
$
2,500 $
1,500 $ 8,000 $
11,000 $ 15,600
Figure 25 - Supplies Cost Analysis
131
Town of Brownsburg
Maintenance Task
Weed removal
Aerate
Turf Fertilization
Trim trees
Limb Removal
Irrigation repairs
Backpack blowing
Inspect parking lot
BASKETBALL FULL
TENNIS
Sports Field
Gazebo Maintenance
Snow Removal
Clean Grills
Pressure Wash
Total
TYPE
Park
Park
Park
Park
Turf
Turf
Park
Turf
Park
Urban
Urban
Urban
Urban
Park
Park
Park
Park
Park
Play Area
Play Area
Play Area
Trail
Trail
Trail
COURTS
COURTS
Trail
Trail
Trail
FIELDS
Restroom
Restroom
Gazebos
Snow
Beds
Stage
Shelters
Shelters
Shelters
Cost Level Cost Level Cost Level Cost Level 1 Cost Level 2 Cost Level 3
1
2
3
with Fuel with Fuel
with Fuel
$4,680.00 $2,340.00 $1,170.00 $6,453.43 $3,226.72
$1,613.36
$0.00
$0.00
$0.00
$443.36
$221.68
$332.52
$4,680.00 $2,340.00 $1,755.00 $5,566.72 $2,783.36
$2,087.52
$0.00
$0.00
$0.00
$221.68
$110.84
$332.52
$0.00
$0.00
$0.00
$332.52
$166.26
$83.13
$0.00
$0.00
$0.00
$55.42
$55.42
$55.42
$0.00
$0.00
$0.00
$72.05
$36.02
$16.63
$7,020.00 $4,680.00 $2,340.00 $7,186.26 $4,790.84
$2,395.42
$2,780.00 $2,780.00 $1,390.00 $2,835.42 $2,835.42
$1,417.71
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$665.04
$332.52
$221.68
$0.00
$0.00
$0.00
$55.42
$27.71
$18.29
$780.00
$780.00
$390.00 $1,208.52 $1,208.52
$604.26
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,300.00 $2,200.00 $1,100.00 $3,965.04 $2,643.36
$1,321.68
$0.00
$0.00
$0.00
$443.36
$221.68
$332.52
$1,283.33
$550.00
$504.17 $2,059.21
$882.52
$808.98
$1,100.00
$550.00
$550.00 $1,210.84
$605.42
$605.42
$0.00
$0.00
$0.00
$288.18
$144.09
$66.50
$0.00
$0.00
$0.00
$16.63
$16.63
$11.08
$0.00
$0.00
$0.00 $2,305.46 $1,152.73
$532.03
$0.00
$0.00
$0.00
$180.11
$83.13
$27.71
$0.00
$0.00
$0.00
$72.05
$36.02
$16.63
$0.00
$0.00
$0.00
$83.13
$41.56
$27.71
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$166.26
$83.13
$41.56
$13,100.00 $6,550.00 $3,275.00 $13,765.04 $6,882.52
$3,441.26
$1,100.00
$550.00
$275.00 $1,765.04
$882.52
$441.26
$3,120.00 $2,340.00 $1,560.00 $3,519.02 $2,639.27
$1,759.51
$3,125.00 $3,125.00 $1,562.50 $4,344.24 $4,344.24
$2,172.12
$1,750.00 $1,750.00
$859.09 $2,054.81 $2,054.81
$1,008.72
$5,500.00 $2,750.00 $2,750.00 $7,805.46 $3,902.73
$3,902.73
$550.00
$550.00
$366.67
$633.13
$633.13
$422.09
$1,445.00 $2,890.00
$722.50 $1,611.26 $3,222.52
$805.63
$550.00
$550.00
$275.00 $2,323.43 $2,323.43
$1,161.72
$1,679.17
$775.00
$387.50 $1,895.30
$874.76
$437.38
$1,191.67
$550.00
$275.00 $1,378.99
$636.45
$318.23
$0.00
$0.00
$0.00 $1,729.10
$798.05
$399.02
$58,734.17 $38,600.00 $21,507.42 $78,710.92 $50,900.00 $29,239.94
Figure 26 - Supplies Cost Per Tasks
132
Figure 27 - Supplies Summary
133
Park
Turf
Flowerbed
Maintenance Maintenance Maintenance Shelters Play Area
Arbuckle Park
$3,324.48
$949.86
$174.28
$615.80
$190.51
Stephens Park
$343.17
$98.05
$0.00
$76.98
$38.10
Williams Park
$3,324.48
$949.86
$205.96
$461.85
$381.01
Veteran Memorial
$107.24
$30.64
$425.39
$0.00
$0.00
$1,608.62
$459.61
$0.00
$0.00
$0.00
Town Hall
$107.24
$30.64
$0.00
$0.00
$0.00
Fire Headquarter
$53.62
$15.32
$0.00
$0.00
$0.00
B&O
$0.00
$0.00
$0.00
$0.00
$0.00
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
Totals
$8,868.84
$2,533.97
$805.63 $1,154.63
$609.62
LEVEL THREE
Park
Turf
Flowerbed
Arbuckle Park
$5,085.58
$1,878.94
$697.10 $1,231.60
$410.45
Stephens Park
$524.96
$193.95
$0.00
$153.95
$82.09
Williams Park
$5,085.58
$1,878.94
$823.85
$923.70
$820.91
Veteran Memorial
$164.05
$60.61
$1,701.57
$0.00
$0.00
$2,460.76
$909.16
$0.00
$0.00
$0.00
Town Hall
$164.05
$60.61
$0.00
$0.00
$0.00
Fire Headquarter
$82.03
$30.31
$0.00
$0.00
$0.00
B&O
$0.00
$0.00
$0.00
$0.00
$0.00
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
Totals
$13,567.01
$5,012.52
$3,222.52 $2,309.26 $1,313.45
Paved
Trail
$994.51
$0.00
$741.36
$0.00
$0.00
$0.00
$0.00
$1,735.88
$0.00
$3,471.75
Paved
Trail
$1,993.16
$0.00
$1,485.81
$0.00
$0.00
$0.00
$0.00
$3,478.97
$0.00
$6,957.95
Park
Turf
Flowerbed
Paved
Trail
Arbuckle Park
$8,723.14
$2,839.18
$348.55 $2,668.47
$815.71 $3,989.77
Stephens Park
$900.45
$293.08
$0.00
$333.56
$163.14
$0.00
Williams Park
$8,723.14
$2,839.18
$411.92 $2,001.35 $1,631.42 $2,974.19
Veteran Memorial
$281.39
$91.59
$850.78
$0.00
$0.00
$0.00
$4,220.88
$1,373.80
$0.00
$0.00
$0.00
$0.00
Town Hall
$281.39
$91.59
$0.00
$0.00
$0.00
$0.00
Fire Headquarter
$140.70
$45.79
$0.00
$0.00
$0.00
$0.00
B&O
$0.00
$0.00
$0.00
$0.00
$0.00 $6,963.96
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Totals
$23,271.10
$7,574.20
$1,611.26 $5,003.39 $2,610.27 $13,927.93
$16,031.62
LEVEL TWO
LEVEL ONE
TrailCrushed
Stone
$0.00
$0.00
$524.38
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$524.38
TrailCrushed
Stone
$0.00
$0.00
$1,050.94
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,050.94
TrailCrushed
Stone
$0.00
$0.00
$2,103.70
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,103.70
Sports
Fields
$135.35
$0.00
$0.00
$541.39
$1,082.78
$0.00
$0.00
$0.00
$0.00
$1,759.51
Sports
Fields
$203.02
$0.00
$0.00
$812.08
$1,624.16
$0.00
$0.00
$0.00
$0.00
$2,639.27
Sports
Fields
$270.69
$0.00
$0.00
$1,082.78
$2,165.55
$0.00
$0.00
$0.00
$0.00
$3,519.02
Urban
Snow
Forestry
Gazebos Restrooms Removal
$266.76
$0.00
$1,060.28
$158.22
$20.40
$0.00
$0.00
$16.33
$557.07 $3,902.73
$2,120.56
$158.22
$0.00
$0.00
$0.00
$5.10
$0.00
$0.00
$0.00
$76.56
$0.00
$0.00
$0.00
$5.10
$0.00
$0.00
$0.00
$2.55
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$844.23 $3,902.73
$3,180.84
$422.09
Urban
Snow
Forestry
$495.70
$0.00
$2,133.01
$237.33
$37.91
$0.00
$0.00
$24.50
$1,035.14 $3,902.73
$4,266.03
$237.33
$0.00
$0.00
$0.00
$7.66
$0.00
$0.00
$0.00
$114.84
$0.00
$0.00
$0.00
$7.66
$0.00
$0.00
$0.00
$3.83
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,568.75 $3,902.73
$6,399.04
$633.13
Urban
Snow
Forestry
$609.53
$0.00
$2,133.01
$237.33
$46.61
$0.00
$0.00
$24.50
$1,272.84 $7,805.46
$4,266.03
$237.33
$0.00
$0.00
$0.00
$7.66
$0.00
$0.00
$0.00
$114.84
$0.00
$0.00
$0.00
$7.66
$0.00
$0.00
$0.00
$3.83
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,928.98 $7,805.46
$6,399.04
$633.13
$1,161.72
$1,161.72
Stage
$2,323.43
$2,323.43
Stage
$2,323.43
$2,323.43
Stage
Estimated
Costs
$7,870.04
$593.03
$13,327.48
$1,109.77
$3,227.56
$142.99
$71.49
$1,735.88
$1,161.72
$29,239.94
Estimated
Costs
$14,365.90
$1,017.36
$21,510.96
$2,745.97
$5,108.93
$232.32
$116.16
$3,478.97
$2,323.43
$50,900.00
Estimated
Costs
$22,635.40
$1,761.34
$34,266.58
$2,314.19
$7,875.06
$380.63
$190.32
$6,963.96
$2,323.43
$78,710.92
The total supply costs are shown in Figure 29 by site, asset, and level of service.
134
Figure 28 - Services Cost Analysis
Flowerbed
Turf
Park
$504.92
$447.72
$3,795.63
Arbuckle Park
$0.00
$46.10
$391.81
Stephens Park
$596.73
$452.54
$3,795.63
Williams Park
$1,732.47
$14.30
$122.44
Veteran Memorial
$0.00
$214.49
$1,836.60
$0.00
$14.30
$122.44
Town Hall
$0.00
$7.15
$61.22
Fire Headquarter
$0.00
$0.00
$0.00
B&O
$0.00
$0.00
$0.00
Stage
$2,834.12
$1,196.60
$10,125.76
Totals
LEVEL THREE
Flowerbed
Turf
Park
$2,019.69
839.47
$4,654.50 $
Arbuckle Park
$0.00
86.43
$480.46 $
Stephens Park
$2,386.91
848.52
$4,654.50 $
Williams Park
$6,929.88
26.81
$150.15 $
Veteran Memorial
$0.00
402.17
$2,252.18 $
$0.00
26.81
$150.15 $
Town Hall
$0.00
13.41
$75.07 $
Fire Headquarter
$0.00
$0.00 $
B&O
$0.00
$0.00 $
Stage
$11,336.47
$2,243.63
$12,416.99
Totals
LEVEL TWO
Flowerbed
Turf
Park
$1,009.84
$1,567.02
$9,475.22
Arbuckle Park
$0.00
$161.34
$978.09
Stephens Park
$1,193.45
$1,583.91
$9,475.22
Williams Park
$3,464.94
$50.05
$305.65
Veteran Memorial
$0.00
$750.73
$4,584.79
$0.00
$50.05
$305.65
Town Hall
$0.00
$25.02
$152.83
Fire Headquarter
$0.00
$0.00
$0.00
B&O
$0.00
$0.00
$0.00
Stage
$5,668.24
$4,188.11
$25,277.45
Totals
LEVEL ONE
Shelters Play Area
$196.62
$2,539.60
$39.32
$317.45
$393.24
$1,904.70
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$4,761.74 $629.18
Shelters Play Area
$423.62
$5,079.19
$84.72
$634.90
$847.25
$3,809.39
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$9,523.48 $1,355.59
Shelters Play Area
$841.88
$11,004.91
$168.38
$1,375.61
$8,253.69 $1,683.77
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$20,634.21 $2,694.03
Paved
Trail
$186.79
$0.00
$139.24
$0.00
$0.00
$0.00
$0.00
$326.03
$0.00
$652.06
Paved
Trail
$393.24
$0.00
$293.14
$0.00
$0.00
$0.00
$0.00
$686.38
$0.00
$1,372.75
Paved
Trail
$796.30
$0.00
$593.61
$0.00
$0.00
$0.00
$0.00
$1,389.91
$0.00
$2,779.83
TrailCrushed
Stone
$0.00
$0.00
$98.49
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$98.49
TrailCrushed
Stone
$0.00
$0.00
$419.87
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$419.87
TrailCrushed
Stone
$0.00
$0.00
$419.87
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$419.87
Sports
Fields
$64.35
$0.00
$0.00
$257.39
$514.78
$0.00
$0.00
$0.00
$0.00
$836.52
Sports
Fields
$96.52
$0.00
$0.00
$386.09
$772.17
$0.00
$0.00
$0.00
$0.00
$1,254.78
Sports
Fields
$128.70
$0.00
$0.00
$514.78
$1,029.57
$0.00
$0.00
$0.00
$0.00
$1,673.04
Urban
Forestry
$249.05
$19.05
$520.08
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$788.18
Urban
Forestry
$432.47
$33.07
$903.10
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,368.64
Gazebos
$0.00
$0.00
$743.58
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$743.58
Gazebos
$0.00
$0.00
$743.58
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$743.58
Urban
Gazebos
Forestry
$0.00
$629.98
$0.00
$48.18
$1,315.55 $1,487.15
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,993.71 $1,487.15
Snow
Removal
Restrooms
$55.41
$489.76
$5.72
$0.00
$55.41
$979.52
$1.79
$0.00
$26.81
$0.00
$1.79
$0.00
$0.89
$0.00
$0.00
$0.00
$0.00
$0.00
$147.82
$1,469.28
Snow
Removal
Restrooms
$83.12
$983.09
$8.58
$0.00
$83.12
$1,966.18
$2.68
$0.00
$40.22
$0.00
$2.68
$0.00
$1.34
$0.00
$0.00
$0.00
$0.00
$0.00
$221.73
$2,949.28
Snow
Removal
Restrooms
$83.12
$983.09
$8.58
$0.00
$83.12
$1,966.18
$2.68
$0.00
$40.22
$0.00
$2.68
$0.00
$1.34
$0.00
$0.00
$0.00
$0.00
$0.00
$221.73
$2,949.28
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$171.59
$171.59
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$343.19
$343.19
Stage
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$343.19
$343.19
Estimated
Costs
$8,529.84
$819.44
$9,679.15
$2,128.39
$2,592.68
$138.53
$69.26
$326.03
$171.59
$24,454.92
Estimated
Costs
$15,004.91
$1,328.17
$16,955.55
$7,495.60
$3,466.74
$179.64
$89.82
$686.38
$343.19
$45,550.00
Estimated
Costs
$26,520.08
$2,740.18
$28,055.52
$4,338.10
$6,405.29
$358.38
$179.19
$1,389.91
$343.19
$70,329.84
Town of Brownsburg
6.13 SERVICES COST ANALYSIS
The Services cost analysis is based on the Department’s budget and prorated to tasks based on the labor
hours per tasks. The Department’s budget for services was applied to Level of Service 2. Levels of
Service 1 and 3 were adjusted proportionally per the labor hour requirements for each task. The Services
allocations are shown in Figure 30.
6.14 MAINTENANCE FINDINGS
The findings and key issues that must be addressed in this analysis include the following:

The Department should review the maintenance tasks used in the analysis to establish
Department maintenance standard by park maintenance zone

Levels of services should be established by asset category for each maintenance site.

The equipment inventory should be updated annually.
135
Town of Brownsburg
CHAPTER SEVEN - CAPITAL IMPROVEMENT PLAN & FUNDING / REVENUE
STRATEGIES
7.1 FIVE YEAR CAPITAL IMPROVEMENT PLAN
Project Year
2014
2014
2014
2014
2014
2014
2014
2014
2014
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2016
2016
2016
2016
2016
2016
2016
2016
2017
2017
2017
2016
2018
2018
Project Name
2014
2015
4600 John Deere tractor - Replacement
$45,000
Brownsburg Trail Study Project Phases 1,2,4,6,7
$451,000
4x4 Gator - Replacement
$13,000
Design construction documents for Cardinal Property
$82,000
Design and update Bundy Lodge
$60,000
Design phases 3 & 5 of the trail along the school campus
$79,000
6' Dixie Chopper - Replacement
$10,000
Design and construct splash pad - Williams Park
$450,000
Add signs to trail system (2 miles)
$50,000
4600 John Deere tractor - Replacement
$50,000
2002 F350 Ford Pump Truck - Replacement
$55,000
1994 CASE backhoe 480E - Replacement
$80,000
New Gazebo at Williams Park
$150,000
Conduct environmental assessment of Williams Park (wooded area)
$60,000
Construct maintenance building - Arbuckle Acres
$800,000
2005 Dodge Durango - Replacement
$36,000
Repave Arbuckle Trail
$50,000
Repave Lower Arbuckle road
$50,000
Design walkways from Green St. to playground - Arbuckle Acres
$10,000
Add signs to trail system (2 miles)
$50,000
Widen & Improve Trail - Williams Park
$20,000
Repave Arbuckle Trail
New Gazebo
Construct walkways from Green St. to playground - Arbuckle Acres
Phase one of White Lick Greenway
$100,000
Replace (2) 6' Dixie Choppers
Develop sports field park with BLLB
$1,000,000
Improve front entrance to Arbuckle Acres
$20,000
Design/Construct a section/phase of White Lick Greenway
Replace Ford Superduty
Replace oldest trailer
Develop site & construct Rec. Center
Repave Williams Park Road and Parking
Improvements to Stephens Park
Total By Yearly Column
2016
2017
2018
Total
$18,000
$200,000
$180,000
$45,000
$451,000
$13,000
$82,000
$60,000
$79,000
$10,000
$450,000
$50,000
$50,000
$55,000
$80,000
$150,000
$60,000
$800,000
$36,000
$50,000
$50,000
$10,000
$50,000
$220,000
$500,000
$150,000
$100,000
$1,100,000
$26,000
$11,000,000
$220,000
$1,100,000
$528,000
$11,000
$16,000,000
$200,000
$198,000
$1,240,000 $2,531,000 $12,276,000 $17,077,000
$860,000
$33,984,000
136
$200,000
$500,000
$150,000
$100,000
$1,000,000
$26,000
$10,000,000
$200,000
$100,000
$1,000,000
$48,000
$11,000
$16,000,000
$480,000
7.2 2014 EQUIPMENT REPLACEMENT LIST
Parks Department Equipment Replacement List
2/1/2014
Targeted
Replacement
Date
2014
2015
2015
2015
2015
2015
2008
2016
2016
2016
2017
2018
2019
2020
2021
2022
2023
2028
Comments
Estimated
Cost
Make/Model/Description
1999 - 3/4 ton Chevy truck
1994 - CASE backhoe 480E
1996 - 4600 John Deere tractor
10' batwing mower (pull behind)
4X4 Gator - no roll frame
2002 F350 Ford Pump truck
72" Dixie Chopper
2005 - Dodge Durango
1997 - 4600 John Deere tractor
60" Dixie Chopper
72" Dixie Chopper
66" Dixie Chopper
2010 Ford F350 Superduty
2011 Ford F350
2012 Ford F 250
4X4 Gator - Roll bar
Mini Bus
Event Stage
5' Land Pride bush hog
5' grader box
5' yard rake
5' aerator
5' tiller
6' grass over-seeder
16' Cornpro trailer
16' Circle-C trailer
12' homemade trailer
5' Road broom
8' homemade trash trailer
8' truck salt spreader
5' yard roller
Rakes
Shovels
Bolt cutters
Jacks
Wrenches
Air compressor
Weedeaters
Blowers
Drills
Saws
Generator
Welder
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
36,000
80,000
38,000
15,000
13,000
55,000
12,000
36,000
38,000
12,000
12,000
12,000
45,000
45,000
40,000
15,000
45,000
TBD
3,000
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Town of Brownsburg
7.3 RECREATION IMPROVEMENT PLAN
Project Year
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2014
2015
2015
2015
2015
2015
2015
2015
2015
2015
2015
2016
2016
2016
2017
2017
2018
Project Name
Adult Summer Soccer League
Adult drop-in basketball
Increase active adult programming with 1-3 new programs
Add new activities to the Recreation Outreach Trailer offerings
Purchase new Outdoor Tent for increased recognition at events
Obtain contract extension for B.A.S.E.
Mile Markers on loop trails
Establish new qualitative and quantitative evaluations for programs
Develop 2015-2017 Recreation Plan
Design mini bus graphics
Flag Football League on St. Malachy Property
Develop Volunteer Program
Fall Indoor Volleyball
Fall Indoor Basketball
Design stage graphics
Create Outdoor Education area by White Lick Creek in Arbuckle
Implement stage graphics for Summer Concert Series
Increase sponsorship of programs
Increase fundraising for scholarships for participants
Conduct first Volunteer Program Recognition Banquet
Add a new Special Event
Conduct Community Program Needs Assessment
Develop a formalized Recreation Marketing Plan
Complete RFP for BASE Program if contract extension is not granted
Implement Semi-Annual Recreation Guide
Increase sponsorship of programs
Increase fundraising for scholarships for participants
Update 2015-2017 Recreation Plan
Develop 2018-2020 Recreation Plan
Begin Planning Brownsburg Parks 20 Years Celebration
Conduct Community Programs Needs Assessment
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7.4 FUNDING AND REVENUE STRATEGIES
Park and Recreation systems across the United States today have learned to develop a clear
understanding of how to manage revenue options to support parks and recreation services in a
municipality based on the limited availability of tax dollars. Park and Recreation systems no longer rely
on taxes as their sole revenue option but have developed new sources of revenue options to help support
capital and operational needs.
A growing number of municipalities have developed policies on pricing of services, cost recovery rates
and partnership agreements for programs and facilities provided to the community. They also have
developed strong partnerships that are fair and equitable in the delivery of services based on whom
receives the service, for what purpose, for what benefit and for what costs. In addition, agencies have
learned to use parks and recreation facilities, amenities, programs and events to create economic
development as it applies to keeping property values high around parks and along trails through increased
maintenance, adding sports facilities and events to drive tournaments into the region that create hotel
room nights and increase expenditures in restaurants and retail areas. They have learned to recognize
that people will drive into their community for good recreation facilities such as sports complexes, pools,
and for special events if presented correctly and are well managed.
In the Town of Brownsburg, these policies and management practices are not in place and should be
considered for the future. PROS is outlining several options for the Town to consider as outlined below.
In any event PROS feels that some if not all of these sources should be considered as an option to support
the capital and operational needs of the Town as outlined in the Business Plan.
7.4.1 FUNDING SOURCES FOR CAPITAL IMPROVEMENT DOLLARS AND OPERATIO NS
The following financial options outline opportunities for the Town to consider in supporting the
recommended capital improvements outlined in the Master Plan as well as operational costs associated
with managing the system for the future. Many of these funding sources may not be allowed for first
class cities or have never been used by first class cities and should be pursued through legislative means
should the Town see the value in pursuing these funding sources.
General Obligation Bond: A general obligation bond is a municipal bond secured by a taxing authority
such as the Town of Brownsburg to improve public assets that benefits the municipal agency involved
that oversee the parks and recreation facilities. The Town of Brownsburg has not done a General
Obligation Bond for parks and recreation facilities for a very long time and based on the values that the
community holds for parks and recreation facilities it should be considered to promote economic
sustainability and livability in Brownsburg.
General Obligation Bonds should be considered for the park and recreation facility projects; such as, a
recreation center or a sports complex. Improvements to parks should also be covered by these funding
sources because there is very little operational revenues associated with these parks to draw from and
these park improvements are in need of upgrades and renovations limiting the uses of other revenue
sources. These parks help frame the Town’s image and benefit a wide age segment of users and updating
these parks will benefit the community as a whole and stabilize these neighborhoods. Over the last 10
years across the United States over 90% of park and recreation bond issues have passed in cities when
offered to the community to vote to support the community needs for parks and recreation. This is
according to Trust for Public Lands research.
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Town of Brownsburg
Governmental Funding Programs: A variety of funding sources are available from federal and state
government for park-related projects. For example, the Land and Water Conservation Fund funding
program has been reinstated for 2010 levels at 150 million and can provide capital funds to state and
local governments to acquire, develop, and improve outdoor recreation areas. Federal Community
Development Block Grant (CDBG) funds are used to support open space related improvements including
redevelopment and new development of parks and recreation facilities. Transportation Enhancement
Funds available through SAFETELU, the current federal transportation bill, can be used for trail and
related green space development, AmeriCorps Grants can be used to fund support for park maintenance.
SAFETULU Funds as well as Safe Routes To School Funds should be pursued for the trail improvements
outlined in the plan. SAFETULU monies require a 20% match by the Town and Safe Routes to School Funds
require no match by the Town.
CDBG (Community Development Block Grants) funds are used by many cities to enhance parks. These
funds should be used to support the re-development of major facilities based on its location in the Town
and what it will do to enhance the neighborhood and schools surrounding the park which is the purpose
for CDBG monies
AmeriCorps Grants should be pursued by the Parks Division to support park maintenance and cleanup of
drainage areas where trails are located and small neighborhood parks in the Town.
Federal Housing Grants can also help support parks near federal housing areas and should be pursued if
appropriate.
If applying for these grants is an issue, the Town staff should seek out a grant writer to write application.
Recreation Impact Fees: The Town has implemented recreation impact fees. The current deficiencies
in park land and trail standards are currently being alleviated. This will allow for use of funds collected
from 2009-2014. The Zone Improvement Plan has been updated with funds being collected that should
help support the Department’s capital improvements for playgrounds, shelters, restrooms, land, trails,
and tennis courts. Impact fees generally provide some capital funds but rarely are they sufficient to
provide full funding of large projects.
Internal Park Improvement Fund: This funding source is created from a percentage of the overall park
admissions to attractions such as sport complexes or special events in the park and would allow a
percentage usually in the 3-5% of gross revenues as be dedicate to the park for existing and future capital
improvements. This funding source is used for sports complexes, aquatic parks, campgrounds, and fee
based parks. This type of user fee generally does not require voter approval but is set up in a dedicated
fund to support the existing attraction for future maintenance and improvements.
Tax Allocation or Tax Increment District: Commonly used for financing redevelopment projects. A Tax
Allocation District (TAD) involves the issuance of tax-exempt bonds to pay front-end infrastructure and
eligible development costs in partnership with private developers. As redevelopment occurs in the Town,
the “tax increment” resulting from redevelopment projects is used to retire the debt issued to fund the
eligible redevelopment costs. The public portion of the redevelopment project funds itself using the
additional taxes generated by the project. TADs can be used to fund park improvements and development
as an essential infrastructure cost. These funds would work well in the downtown redevelopment and in
trail development the Town has proposed. The city of Valparaiso Indiana has used this funding source
extensively for their redevelopment of the downtown area and has made a huge impact on the image
and impact to parks and business in the downtown area.
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Developer Cash-in-Lieu of meeting the Open Space Requirement: Ordinances requiring the dedication
of open space within developments to meet the park and recreation needs of the new residents often
have provisions allowing cash contribution to substitute for the land requirement.
Facility Authority: A Facility Authority is sometimes used by park and recreation agencies to improve a
specific park or develop a specific improvement such as a stadium, large recreation center, large aquatic
center, or sports venue for competitive events. Repayment of bonds to fund the project usually comes
from a sales tax in the form of food and beverage. A facility Authority could oversee improvements for
the large facilities; such as, aquatic center and sports fields appropriate. The Town could seek out a
private developer to design build the facility for the Town with the Town paying back these costs over a
20 year period. The Facility Authority would include representation from the schools, the Town and
private developers.
Utility Lease Fee: Utility lease fees have been used to support parks in the form of utility companies
supporting a park from utility easements, storm water runoff and paying for development rights below
the ground. This funding source is derived from fees on property owners based on measures such as the
amount of impervious surfacing as well as fees from utility companies having access through the park. It
is used by many cities to acquire and develop greenways and other open space resources that provide
improvements in the park or development of trails. Improvements can include trails, drainage areas, and
retention ponds that serve multiple purposes such as recreation, environmental protection, and storm
water management. This could be a source for the utilities to make a contribution to support the parks
and trails in the future.
Transient Occupancy Tax: This funding source is used by many cities to fund improvements to parks
from hotels that benefit from the parks and Transient Occupancy Taxes are typically set at 3-5% on the
value of a hotel room a 1% sales tax that can be dedicated for park and recreation improvement purposes.
Because of the value that parks could provide in the way of events, sports, entertainment and cultural
events hotels in the area that benefit could be set up with a portion of their occupancy funds going to
support park and recreation related improvements. This funding source should be implemented
progressively as the Town increases the number of events it sponsors. Tracking the economic value back
to the hotels is important to build trust with the Hotel business community. This tax is similar to the
Town’s Food and Beverage Tax for Parks and Recreation.
Food and Beverage Tax: This 1% tax is currently used by Brownsburg. These dollars can come from the
local community as well as visitors to the Town to helps pay for a bond to finance future park and
recreation related improvements. Food and Beverage Taxes are very well accepted in most Midwest
communities.
Accumulated Building Funds: The Park Board, under Indiana code 36-10-3 can establish a Cumulative
Building fund for the Parks and Recreation Department. These funds can provide money for building,
remodeling and repairing park and recreation facilities. In addition the Park Board can purchase land
with the funds for park and recreation purposes. The Cumulative Building Fund must be proposed by the
Park Board and then approved by the Town Council in order to levy the tax. The Cumulative Building
Fund can provide capital funds that are best utilized for improvements to existing park and recreation
amenities and facilities in the system.
Capital Improvement Fee: A capital improvement fee can be added to an admission fee to a recreation
facility or park attraction to help pay back the cost of developing the facility or attraction. This fee is
usually applied to golf courses, aquatic facilities, recreation centers, stadiums, amphitheaters, and
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Town of Brownsburg
special use facilities such as sports complexes. The funds generated can be used either to pay back the
cost of the capital improvement on a revenue bond that was used to develop the facility. Capital
improvement fees normally are $5 per person for playing on the improved site or can be collected as a
parking fee.
Lease Back: Lease backs are a source of capital funding in which a private sector entity such as a
development company buys the land or leases the park land and develops a facility such as a park,
recreation attraction, recreation center, pool, or sports complex; and leases the facility back to the
municipality to pay off the capital costs over a 30 to 40 year period. This approach takes advantage of
the efficiencies of private sector development while relieving the burden on the municipality to raise
upfront capital funds. This funding source is typically used for recreation and aquatic type facilities,
stadiums, civic buildings, and fire stations.
7.4.2 FUNDING SOURCES FOR OPERATIONAL DOLLARS
Land Leases/Concessions: Land leases and concessions are public/private partnerships in which the
municipality provides land or space for private commercial operations that enhance the park and
recreational experience in exchange for payments to help reduce operating costs. They can range from
vending machines to food service operations to full management of recreation attractions.
Admission to the Park: Many park and recreation systems in the United States have admission fees on
a per car, per bike and per person basis to access a park that can be used to help support operational
costs. Car costs range from $3 to $5 a car and $2 dollars a bicycle or $2 dollars a person. As a smaller
community this may not be appropriate for Brownsburg at the present time but may be considered in the
future. This fee may be useful for large events and festivals that have the capability to be set up as a
fee based park at least on weekends.
Parking Fee: Many parks that do not charge an admission fee will charge a parking fee. Parking rates
range from $3 to $4 dollars a day. This funding source could work for helping to support special events,
festivals and tournaments.
User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the costs of
services provided by the Department in operating a park, a recreation facility or in delivering programs
and services. In Brownsburg, prior to 2010, residents highly undervalued recreation programs. A
perception of “value” has been instilled in the community by Brownsburg Parks staff for what benefits
the Town is providing to the user. As the Department continues to develop new programs, all future fees
will be charged based on cost recovery goals in the Pricing Policy. The fees for the parks and/or core
recreation services are based on the level of exclusivity the user receives compared to the general
taxpayer. From the 2010 Business Plan, it is recommended that user fees for programs be charged at
market rate for services to create value and operational revenue for the Parks and Recreation
Departments. Since 2010, the Department revenues demonstrate this model is acceptable to the
Brownsburg Parks customers. For services where the Town feels that they cannot move forward on
adequate user fees to obtain the required cost recovery, consideration of contracting with a not-forprofit and/or private company to help offset service costs should be pursued. This would save the Town
dollars in their operational budgets while still ensuring the community receives the service to keep the
quality of life at a high standard.
Corporate Naming Rights: In this arrangement, corporations invest in the right to name an event,
facility, or product within a park in exchange for an annual fee, typically over a ten-year period. The
cost of the naming right is based on the impression points the facility or event will receive from the
142
newspapers, TV, websites, and visitors or users to the park. Naming rights for park and recreation
facilities are typically attached to sports complexes, amphitheaters, recreation centers, aquatic
facilities, stadiums, and events. Naming rights are a good use of outside revenue for parks, recreation
facilities or special attractions in the Town.
Corporate Sponsorships: Corporations can also underwrite a portion or all of the cost of an event,
program, or activity based on their name being associated with the service. Sponsorships typically are
title sponsors, presenting sponsors, associate sponsors, product sponsors, or in-kind sponsors. Many
agencies seek corporate support for these types of activities.
Advertising sales on sports complexes, scoreboards, gym floors, trash cans, playgrounds, in locker rooms,
at dog parks, along trails, flower pots, and as part of special events held in the Town to help support
operational costs have been an acceptable practice in parks and recreation systems for a long time and
should be considered for the Town to support operational costs.
Maintenance Endowment Fund: This is a fund dedicated exclusively for a park’s maintenance, funded
by a percentage of user fees from programs, events, and rentals.
Park Revolving Fund: This is a dedicated fund to be used for park purposes only that is replenished on
an ongoing basis from various funding sources such as grants, sponsorships, advertising, program user
fees and rental fees within the park. The Town has established a revolving fund supported by all of the
funding sources identified in this section.
Permit Fees: This fee is incorporated for exclusive reservation for picnic shelters, sports fields, special
events and provided by the Town, and competition tournaments held in the Town by other organizations.
Permit fees include a base fee for all direct and indirect costs for the Town to provide the space on an
exclusive basis plus a percentage of the gross for major special events and tournaments held on Town
owned permitted facilities. The Town has established the use of permit fees supported by all of the
funding sources identified in this section. Alcohol permits should be explored and if determined
worthwhile, added to these permits which would generate more dollars for the Town for these special
use areas. These dollars could be applied to the Park Revolving Fund to help support park improvements.
7.4.3 PRIVATE FUNDING SOUR CES
Business/Citizen Donations: Individual donations from corporations and citizens can be sought to support
specific improvements and amenities. The Town might consider trying to raise the money privately for
the development of major facilities.
Private Foundation Funds: Nonprofit community foundations can be strong sources of support for the
Department and should be pursued for specific park and recreation amenities. The Department does not
have a parks foundation and it should consider developing one for the future or working under a
community foundation in the Town to support park related programs and improvements.
Nonprofit Organizations: Nonprofit organizations can provide support for green space and parks in
various ways. Examples include:

Conservancy or Friends Organization: This type of nonprofit is devoted to supporting a specific
park. These Park Conservancy’s or Friends Groups are a major funding source for parks in the
United States and should be considered for Brownsburg parks and recreation facilities.

Greenway Foundations: Greenway foundations focus on developing and maintaining trails and
green corridors on a town-wide basis. The Town could seek land leases along their trails as a
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Town of Brownsburg
funding source, in addition to selling miles of trails to community corporations and nonprofits in
Brownsburg. The development rights along the trails can also be sold to local utilities for water,
sewer, fiber optic, and cable lines on a per mile basis to support development and management
of these corridors.
7.4.4 VOLUNTEER SOURCES
Adopt-a- Area of a Park: In this approach local neighborhood groups or businesses make a volunteer
commitment to maintaining a specific area of a park. Adopt-a- area of a Park arrangements are
particularly well-suited for the Department.
Adopt-a-Trail: This is similar to Adopt-a-Park but involves sponsorship of a segment of a trail (e.g., one
mile) for maintenance purposes.
Community Service Workers: Community service workers are assigned by the court to pay off some of
their sentence through maintenance activities in parks, such as picking up litter, removing graffiti, and
assisting in painting or fix up activities. Most workers are assigned 30 to 60 hours of work. This would
seem to be a good opportunity for the parks to work with the sheriff’s department on using community
service workers.
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CHAPTER EIGHT - VISION, MISSION PRIORITY AND IMPLEMENTATION
8.1 VISION
The following vision presents how Brownsburg Parks desires to be viewed in the future:
“To enhance the quality of life in Brownsburg and further its economic development goals to
create a community of choice to live, work, and play now and for future generations.”
8.2 MISSION
The following is the mission of the Town of Brownsburg Parks and Recreation which describes how the
Department will achieve the vision:
“To maximize resources in providing beautiful parks, recreation activities, and facilities to the
Brownsburg community that enhances the residents’ health and promote economic vitality for
long-term sustainability.”
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Town of Brownsburg
8.3 FACILITY AND PROGRAM PRIORITY RANKINGS
The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility /
amenity needs and recreation program needs for the community served by the Town of Brownsburg Parks
and Recreation Department.
This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the
statistically valid Community Survey, which asked residents of Brownsburg to list unmet needs and rank
their importance. Qualitative data includes resident feedback obtained in community input and
demographics and trends.
A weighted scoring system was used to determine the priorities for parks and recreation facilities /
amenities and recreation programs. For instance, as noted below, a weighted value of 3 for the Unmet
Desires means that out of a total of 100%, unmet needs make up 30% of the total score. Similarly,
importance-ranking makes up 30% too while Consultant Evaluation makes up 40% of the total score, thus
totaling 100%.
This scoring system considers the following:


Community Survey
o
Unmet needs for facilities and recreation programs – This is used as a factor from the
total number of households mentioning whether they have a need for a facility / program
and the extent to which their need for facilities and recreation programs has been met.
Survey participants were asked to identify this for 26 different facilities / amenities and
20 recreation programs.
o
Importance ranking for facilities and recreation programs – This is used as a factor from
the importance allocated to a facility or program by the community. Each respondent
was asked to identify the top four most important facilities and recreation programs.
Consultant Evaluation
o
Factor derived from the consultant’s evaluation of program and facility priority based on
survey results, demographics, trends and overall community input.
The weighted scores were as follows:

60% from the statistically-valid community survey results

40% from consultant evaluation using demographic and trends data, community focus groups and
public meetings and levels of service.
These weighted scores were then summed to provide an overall score and priority ranking for the system
as a whole. The results of the priority ranking were tabulated into three categories: High Priority (top
third), Medium Priority (middle third), and Low Priority (bottom third).
The combined total of the weighted scores for Community Unmet Needs, Community Importance, and
Consultant Evaluation is the total score based on which the Facility / Amenity and Program Priority is
determined.
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8.3.1 FACILITY / AMENITY PRIORITY RANKINGS
As seen in Figure 29, outdoor swimming pools/water parks, indoor swimming pools/leisure pool, spray
pad (above-ground water play), indoor fitness and exercise facilities, and walking and biking trials were
the top five priorities for the community.
Brownsburg
Facility/Amenity Priority Rankings
Outdoor swimming pools / water parks
Indoor swimming pools / leisure pool
Spray pad (above-ground water play)
Indoor running / walking track
Off-leash dog parks
Indoor lap lanes for exercise swimming
Golf course
Disc Golf
Mountain bike park
Indoor basketball / volleyball courts
Skateboarding parks
Youth soccer fields
Overall
Ranking
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
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25
26
Figure 29 - Facility/Amenity Priority Rankings
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Town of Brownsburg
8.3.2 PROGRAM PRIORITY RANKINGS
As seen in Figure 30, adult fitness and wellness programs, water fitness programs, community special
events, adult sports programs, and cycling programs comprised the top five priorities for the community.
Brownsburg
Program Priority Rankings
Adult fitness and wellness programs
Cycling programs
Senior programs
Youth Learn to Swim programs
Golf leagues
Pre-School programs / Early Childhood
Martial arts programs
Youth fitness and wellness programs
Golf lessons / clinics
Programs for people with disabilities
Figure 30 - Program Priority Rankings
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Overall
Ranking
1
2
3
4
5
6
7
8
9
10
11
12
13
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15
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17
18
19
20
8.4 COMMUNITY VISION FOR LAND ACQUISITION
“Our vision for park lands and open space is to acquire the appropriate level of park type experiences
to meet the equity of access levels desired by the community for neighborhood parks, community parks,
connected trails and sports fields in the Town.”
8.4.1 GOAL
Acquire 8 + acres per 1,000 residents with a balance of neighborhood and community parks, as well as
connected trails.
STRATEGIES & TACTICS
 Acquire and develop neighborhood and community parks in underserved areas of the Town as a
first priority with neighborhood parks as a second priority

o
Acquire and develop a balance of community parks over the next 10 years in underserved
areas of the Town as well as in Lincoln and Brown Townships
o
Acquire and develop 2 signature community parks over the next 10 years in underserved
areas of the Town
Explore Developing, with Brownsburg Community School Corporation (BCSC), recreation sports
facilities that incorporate the Town’s needs with the School District’s needs while meeting an
economic sports tourism goal for the Town
o


Develop with Brownsburg Schools Board and Administration a joint school sports facilities
strategy that incorporate recreation amenities on school sites or in a future park site
that would benefit youth and the community as a whole
Adopt parkland and trail standards as outlined in the Strategic Business Plan to meet existing and
future population needs of Brownsburg for the next 10 years
o
Seek out additional dedicated funding sources for park land acquisition to obtain the
appropriate levels of property for parks and a connected trails system
o
Implement a tax referendum to support a bond issue to acquire park land and recreation
improvements to meet the growing needs of the Town
o
Provide greater park access through the development of a connected trails system on
both sides of I-74
o
Continue to implement the land acquisition policy and criteria to meet the land standards
desired based on land standards adopted by the Park Board and Town Council
Update Williams and Arbuckle Parks with the new site concepts, engineered construction
documents and adding updated amenities based on the unmet needs identified in the communitywide survey
o
Add new park amenities to serve a wider age segment and an update playground at
Williams Park with universal fully accessible playground
o
Update parking, roads, restrooms, signage, path to the interior of park, path to the look
trail and add a pedestrian friendly entrance to Arbuckle Park
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Town of Brownsburg
o


Provide more multi-functional sports fields where fields can be added on existing park
property
Continue implementing the maintenance and horticulture standards for parks and where
applicable design to these standards
o
Manage operations with a cost of service program for park maintenance and horticulture
standards to determine what level of park maintenance the Town can support
o
Implement park design standards and tie them to maintenance standards in parks
o
Develop horticulture standards for the community as it applies to street trees, roadways,
and the Downtown area of Brownsburg
Protect the natural areas in the Town
o
Map critical natural areas in the parks and begin working with conservation partners
o
Work with Town planners to preserve sensitive areas from development
o
Identify funding from conservation agencies to acquire natural and sensitive areas in the
Town
8.5 COMMUNITY VISION FOR RECREATION FACILITIES
“Our vision for recreation facilities in Brownsburg is to provide for the needs of the all residents based
on the unmet needs identified in the public survey results that support the existing and future
populations of the Town.”
8.5.1 GOAL
Meet the recreation and amenity standards outlined in the Strategic Master Plan to support a variety of
users and experiences in the Town.
 As aggressively as possible through adequate Town support, build recreation facilities to meet
the community’s expectations for indoor and outdoor recreation facilities
o
Design multifunctional facilities for sports groups to support soccer, baseball, softball,
lacrosse, basketball, football needs for youth and adults in the Town
o
Balance local needs with a regional focus that produce a positive economic impact and
can support the economic development goals for the Town
o
Develop an indoor multi-generational facility for people of all ages that incorporates
aquatics, gyms, fitness-related facilities, program spaces, meeting spaces, Active Adults
(seniors), teen spaces and creates a community gathering space for the Town
o
Develop an interactive outdoor nature-oriented facility to build
recreation/adventure and nature education programs for youth and adults
o
Incorporate a feasibility study and business plan for each recreation facility developed
to determine true cost to build, finance, operate and incorporate appropriate level of
user fees to offset operations of the facilities developed
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outdoor


Customize design of parks and recreational facilities to create a sense of the place that is
representative of the community of Brownsburg
o
Establish themes for recreation facilities based on the values of the Town
o
Design facilities to cover operational costs as much as possible
o
Develop a sports tourism strategy to coincide with recreational facility design
o
Design space and facilities to support regional special events to bring the community
together
o
Seek to develop public/private partnerships with developers to build special-use
facilities in the community where funding is not available to do it solely with Town funds
Develop and update the capacity demand assessment of available sports facilities, gyms and
courts within the school district to determine availability if any within existing school facilities
and with the expected growth of Brownsburg so as to not to develop any unnecessary spaces to
serve the recreation needs of residents in the Town
o



Incorporate a capacity demand assessment with the School District facilities for sports
groups to determine the level of availability needed by type of sport in the Town and
determine the future needs based on population growth
Incorporate program spaces for active adults, senior/retiree services, community meeting and
program space in any new recreational facilities developed
o
Work and partner with arts and life skill development related groups on the development
of specific program space in any new recreation facility developed
o
Develop partnerships with all special interest groups for special designed program space
to cover operational costs
o
Develop additional adult program space that includes meeting areas for the community
Develop a partnership program plan for all recreation facilities developed
o
Develop specific program plans for aquatic facilities, community centers, sports
complexes, and special-use facilities with special interest groups and other public
recreation providers in the Town
o
Partner with other service providers such as sports groups or senior citizen provider to
provide operational and capital costs for any new recreation facility where appropriate
o
Develop a pricing policy to support operational costs and cost recovery goals to build
equity and fairness into operational use by special interest groups
Add core program staff to program recreation facilities if developed
o
Add specifically trained staff in the special types of programs to be provided of any
recreation facility that developed
o
Incorporate contract instructors and operators for all special-use facilities when created
151
Town of Brownsburg

Develop a trail system that connects major attractions in the Town, parks, schools, and the
community to build a connected system and promotes wellness and fitness in the Town
o
Work with B & O trail group to build access to Town residents on existing and future trails
o
Develop specific fundraising strategies for development of trails in the Town including
seeking grants to fund the acquisition and development of the Town’s system
o
Develop a parks foundation to generate matching monies for trails in the Town
o
Work with developers to design trail connections into developments to support the
linkages needed for a connected system
8.6 COMMUNITY VISION FOR RECREATION PROGRAM SERVICES
“Our vision for recreation program services in Brownsburg is to develop a set of core recreation services
that support the recreation needs and facilities developed in the Town while complementing other
providers in the most cost-effective manner possible.”
8.6.1 GOAL
Establish eight (8) core service programs over a 10-year period.
 Continue to develop core programs in fitness and wellness, special events, youth after school
and summer related programs, outdoor adventure / nature education, aquatics, seniors, and
youth and adult sports


o
Determine level of unmet need in the Town for each core program area and prioritize
which programs to develop first
o
Tie core programs to core facilities to maximize their use
o
Implement the pricing policy for core programs to support operational costs and the cost
recovery goals
o
Develop at least one or two new core programs each year over the next five years to
develop a program base to support any new recreation facility developed
Develop a recreation program plan for the Town that is outlined for the current year and a year
in advance
o
Develop a recreation program plan with other service providers in the Town
o
Track age segments served and add new programs where groups are left out
o
Develop key special events around competition, food, art and entertainment
Continue to implement and periodically update the program standards for all programs provided
by the Town
o
Incorporate education and recreation into development standards for all programs
o
Teach and train fulltime, part-time, seasonal and contract staff on program standards
and customer service
o
Continue to conduct regular service audits as part of quality control
152
o


Investigate new technologies for improved data on program participation, program
finances, and risk management
Develop and Incorporate a volunteer program to support the business operations and develop
advocacy for programs, recreation facilities, and parks
o
Develop a volunteer policy and training manual
o
Recruit volunteers to support special events and programs in the Town
o
Track volunteer hours to demonstrate how they contribute to the efficiency in operations
Continue to develop and implement the marketing plan, brand, and communication strategy for
parks and recreation in the Town
o
Continue to look for ways to improve the online registration system for convenient
access to services
o
Develop a promotional plan to let residents know what programs are available and build
on the existing program guide
o
Continue to develop promotional efforts in using the best technology available to
promote the services available including a more effective Website, use of social
networks, radio, and on-line links to other agencies
o
Hire or contract with someone to manage the marketing and promotional requirements
of the park and recreation system
8.7 COMMUNITY VISION FOR OPERATIONS AND FINANCING
“Our vision for operations and financing of Brownsburg Parks will be to maximize every available
financial resource to meet the expectations of residents of the community for parks and recreation
services.”
8.7.1 GOAL
Create a well-funded sustainable park system to meet the community’s expectations for parks,
recreation facilities and programs and implement the funding strategies outlined in the Strategic Master
Plan.
 Investigate and develop two (2) more dedicated funding sources for parks and recreation in the
Town
o
Work with elected officials to seek dedicated funding sources for land acquisition, facility
development, operations and staffing needs
o
Aggressively acquire park land to build to the acreage level per 1,000 residents and begin
using the impact fees for development
o
Update the Zone Improvement Plan and recreation impact fee as needed to support the
growth of Brownsburg
o
Develop an earned income policy to go after other revenues to support operational and
capital needs
153
Town of Brownsburg





Seek a bond issue to support the development of the system in the next 10 years
o
Seek voter support for a bond issue for park and recreation development
o
Seek someone to help the Town manage the campaign for parks and recreation in the
community
o
Develop a bond steering committee to develop and promote the bond issue
Continue to update policies and procedures to manage the system forward
o
Develop a purchasing policy, earned income policy, and naming rights policy, to support
operational and capital costs
o
Tie all policies to the Strategic Master Plan, as well as the comprehensive plan of the
Town
Seek public/private partnerships in the development of the park and recreation system
o
Consider public/private partnerships in the development of sports complexes, recreation
centers, aquatic facilities and trails
o
Leverage developer impact fees to support park acquisition and allow for funds to be
used for development of parks and beautification of the Town
o
Seek private funding for key projects in the system that are desired by the community
through effective fund raising and grant opportunities
o
Develop a park foundation to raise match money for grants and needed recreation
facilities in the Town
Seek to combine Lincoln and Brown Townships into a Park District/Territory as a unified funding
source for parks and recreation development in the community
o
Seek Town Council support to incorporate these two funding sources to build and operate
the park and recreation system similar to what has occurred in fire and library services
o
Develop a multi-generational center with the combined funding sources as the first
priority
o
Develop sports fields or an aquatic center as the second priority
o
Develop trails as the third priority
Develop a balanced system of park and recreation professional staffing to maintain and manage
the system to the expectations of the community and create a high level of appreciation and
respect for the Brownsburg Parks
o
Develop appropriate levels of park maintenance, recreation and program staff for the
future based on agreed to management standards
o
Investigate privatizing some of the park maintenance to manage the smart growth and
limit overhead
o
Add in all training and equipment requirements to develop the system appropriately and
safely
154
o

Develop appropriate levels of work space to support park and recreation staff needs
including an effective maintenance facility
Develop technology needs for the Department
o
Investigate and implement a work order system for park maintenance
o
Incorporate a mobile website that is user friendly and can perform program/site audits
o
Develop a lifecycle management plan for assets owned by the Town to manage them for
the future with appropriate levels of capital funding
155
Town of Brownsburg
CHAPTER NINE - CONCLUSION
Based on the analysis and discussions with the Town Council, Park Board and staff, the following
recommendations and conclusions should be incorporated into implementing this Strategic Master Plan
for the Department in the next five years.

The Department needs the endorsement and adoption of the Strategic Master Plan to move the
Department forward for the next five years from the Park Board and Town Council

The Department needs for the Park Board and Town Council to adopt the policies outlined in the
Strategic Master Plan report to help manage the Department in a proactive manner versus a
reactive manner

Several key staff positions will need to be hired in the near future to support implementing the
Strategic Master Plan which will take the Town Manager and Town Council approval. These
include a marketing position, a grounds maintenance position and a part-time trails coordinator

Acquire the needed land for future parks, trails, and Zone Improvement Plan amenities to use
the impact fee dollars being collected for development

Seek voter support for a bond issue to support the development of a Recreation Community
Center, additional trails, improvements to existing parks and equipment to meet the needs of
the community. This will require the development of Citizens Committee to be formed to inform
residents of the issue and benefits associated with creating a up-to-date park and recreation
system

Seek the support of Lincoln and Brown Townships to support the development of a well-designed
and managed park and recreation system that can serve their needs as well as the needs of the
Town residents in the future

The Department needs to develop a feasibility study for the development of the Recreation
Center in the first year of this plan to accurately calculate the costs and operating revenues
based on a set concept and philosophy

The Department needs to program the spaces on the newly acquired St. Malachy property in the
interim until a permanent facility is in place

Additional core recreation programs need to be added to the system in the future to reach more
age segments not being served by current recreation service providers

Update site master plans for Arbuckle, Williams, Stephens and Cardinal Parks and engineer
construction documents
The Town of Brownsburg has strong public support for a well-managed park and recreation system via
the recent citizen survey. The Department is a very sound and well-managed system for the few
individuals involved in managing the system today. The staff is very conscientious about the delivery
of high quality parks, recreation facilities and programs at the most cost effective manner.
156
The Strategic Master Plan outlines the direction to help manage the system forward in the most cost
effective manner while increasing revenues to become more sustainable.
The recommendations are attainable but will require strong support by Town Council, Town Manager
and the Park Board. The staff is poised and ready to implement these recommendations listed in the
Strategic Master Plan given the support from Town Council. The market is in place to support these
recommendations to build a park and recreation system that everyone can be proud of in Brownsburg.
The goals are sound to achieve a level of cost recovery that will be one of the best in Indiana.
Establishing performance measures to track the results of the implementation of this Strategic Master
Plan will be paramount in demonstrating to Town Council, the Park Board and the community the
positive effects that can come from a good Strategic Master Plan conscious of business planning in the
managing of parks and recreation services in Brownsburg now and for the future.
157
Town of Brownsburg
APPENDIX 1 – SUMMARY OF MAINTENANCE TASKS
Work Program
Parent Asset
Standard
Unit
Hours Descripti
per Unit
on
Ageny Frequency
Agency Times
Per Year
Level 1
Frequency
Routine/Scheduled
Activity
Summer
Summer
Weed removal
Aerate
Inspections
Turf Fertilization
Maintenance
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Trees
Trim trees
0.00 Acre
0.50 Acre
0.50 Acre
Every 7 Years
Every 7 Years
Every 7 Years
0 1/year
0 1/month
0 1/year
Routine/Scheduled
Trees
3.87 Acre
1/year
1 1/year
0.00 Drain
0.50 Acre
0.25 Acre
0.50 Acre
0.25 Acre
Bi-weekly
as needed
1/week
2/week
1/week
Routine/Scheduled
Routine/Scheduled
Turf
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Aerate
Trim
Trim
Weed
Aerate
Preventative
Routine/Scheduled
Fertilize
32 1/week
8 Bi-weekly
16 1/18 days
4 1/24 days
8
6
0.25 Acre
0.25 Acre
0.50 Acre
0.50 Acre
Bi-weekly
1/month
1/week
12 1/week
7 1/week
52 2/month
1/year
32 Bi-weekly
8 Bi-weekly
24 2/month
1 1/year
16 1/month
4 1/month
12 1/month
1 1/year
12
12
6
1
0.25 Each
0.50 Acre
1/week
1/year
52 1/week
1 3/year
52 biweekly
3 2/year
26 1/month
2 1/year
12
1
0.50 Acre
Every 7 Years
0 1/year
1 1/2years
0.5
0.5 1/3years
6 1/quarter
0.5 1/3year
0.33
4
0.33
1 0.5/year
0.5
Preventative
Play Areas
0.50 location 1/week
52 2/week
Preventative
Play Areas
Assessment
0.50 location 1/month
12 bi-monthly
Routine/Scheduled
Play Areas
1/week
52 2/week
Routine/Scheduled
Hardsurface
Backpack blowing
1/week
52 Bi-weekly
Routine/Scheduled
Hardsurface
Hardsurface
Inspect parking lot
washing
1/week
Routine/Scheduled
4.00 location
1,000
0.25 Feet
1,000
0.25 Feet
1,000
0.25 Feet
1/month
Preventative
BASKETBALL FULL
0.00 court
Bi-weekly
Preventative
TENNIS
0.00 court
1,000
0.50 Feet
1,000
0.50 Feet
1,000
0.50 Feet
Bi-weekly
Preventative
Pathways
Trouble Call/Repair
Pathways
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Level 3
Times
Per Year
16 2/week
8 1/week
Litter
Litter
Level 3
Frequency
1/week
1/month
Routine/Scheduled
Trouble Call/Repair
Preventative
Routine/Scheduled
Routine/Scheduled
Pathways
Level 2
Times
Per Year
0.50 Acre
0.50 Acre
Limb Removal
drains from parking
Irrigation repairs
Routine/Scheduled
Level 1
Times
Level 2
Per Year Frequency
Sports Field
Clean restrooms and
restroom areas-Peak
Clean restrooms and
2.00 field
26 2/month
12 as needed
52 2/month
43 1/daily
30 1/week
1 1/year
1 1/2years
12 Bi-monthly
1 1/2years
1 1/year
24 2/month
12 as needed
16 1/month
56 3/week
16 Bi-monthly
104 1/week
6 bi-monthly
104 1/week
24 1/quarter
8 as needed
8 1/month
24 1/week
8 Bi-monthly
8
4
12
22
8
52 2/month
24
6 1/quarter
4
52 2/month
24
26 1/month
12 1/quarter
4
52 1/week
52 Bi-weekly
26 1/month
12
12 1/month
12 bi-monthly
6 1/quarter
4
26 1/month
12 Bi-monthly
6
26 1/month
12 Bi-monthly
6
1/month
6 2/month
12 1/month
6 Bi-monthly
3
1/month
6 2/month
12 1/month
6 Bi-monthly
3
1/month
6 2/month
12 1/month
6 Bi-monthly
3
1/week
36 1/10 days
0.50 Each
1/month
0.25 Each
1/month
104 2/day
52 1/daily
27 Bi-weekly
18
440 2/day
440 1/daily
220
220 1/daily
220 3/week
108
Routine/Scheduled
Trouble Call/Repair
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Routine/Scheduled
Gazebo
Park and Fields
Flowerbeds
Stage
Shelter
Shelter
Gazebo Maintenance
Snow Removal
Clean Grills
Pressure Wash
8.00 Each
0.25 Each
0.50 100 Sq Ft
4.00 Each
0.75 Each
0.65 Each
1/month
1/month
1/week
1/quarter
1/week
1/week
52 1/week
3 1/month
24 Bi-weekly
8 1/quarter
52 1/week
52 1/week
52 Bi-monthly
3 1/month
12 1/week
8 1/quarter
52 2/month
52 2/month
26 Bi-monthly
3 1/quarter
24 1/month
8 2/year
24 1/month
24 1/month
26
2
6
4
12
12
Routine/Scheduled
Shelter
6.00 Each
1/week
52 1/week
52 2/month
24 1/month
12
158
PROSID
Work Program
Parent Asset
221 Routine/Scheduled
Turf
999 Aerate
Trim
Trim
Weed
Aerate
232 Preventative
Fertilize
Trees
Trees
Activity
Summer
Summer
Weed removal
Aerate
Inspections
Turf Fertilization
Maintenance
Average
Hourly
Labor
Rate
TYPE
Hours Level 1 Hours Level 2 Hours Level 3
Maintenance Activities
Labor Cost
Level 1
Labor Cost
Level 2
Labor Cost
Level 3
$15.21 Park
$15.21 Park
16
4
8
2
4
3
$243.30
$60.82
$121.65
$30.41
$60.82
$45.62
$15.21 Park
$15.21 Park
$15.21 Turf
$15.21 Turf
8
2
12
0.5
4
1
6
0.5
3
3
3
0.5
$121.65
$30.41
$182.47
$7.60
$60.82
$15.21
$91.24
$7.60
$45.62
$45.62
$45.62
$7.60
$15.21 Park
$15.21 Turf
13
1.5
6.5
1
3
0.5
$197.68
$22.81
$98.84
$15.21
$45.62
$7.60
$15.21 Park
0.5
0.5
0.25
$7.60
$7.60
$3.80
Trim trees
$15.21 Urban
$15.21 Urban
$15.21 Urban
0
6
0.5
0
3
0.25
0
2
0.165
$0.00
$91.24
$7.60
$0.00
$45.62
$3.80
$0.00
$30.41
$2.51
$15.21 Urban
$58.79
$58.79
$29.39
$15.21 Park
$15.21 Park
$15.21 Park
$15.21 Park
$15.21 Park
0
6
4
28
4
0
4
2
12
2
0
2
3
11
2
$0.00
$91.24
$60.82
$425.77
$60.82
$0.00
$60.82
$30.41
$182.47
$30.41
$0.00
$30.41
$45.62
$167.27
$30.41
12 Preventative
routine/comprehensive
inspections with repair as
2 needed
96 needed
$2,236.00
$1,118.00
$516.00
$129.00
$129.00
$86.00
3.866171003 3.866171003 1.933085501 needed
311 Trouble Call/Repair
312 Preventative
Litter
Litter
Limb Removal
drains from parking
Irrigation repairs
233 Preventative
Play Areas
$43.00 Play Area
52
26
234 Preventative
Play Areas
Assessment
$43.00 Play Area
3
3
Play Areas
$43.00 Play Area
416
208
$17,888.00
$8,944.00
$4,128.00
Hardsurface
Backpack blowing
$15.21 Trail
6.5
3
1
$98.84
$45.62
$15.21
Hardsurface
13
6.5
3
$197.68
$98.84
$45.62
Hardsurface
Inspect parking lot
washing
$15.21 Trail
$15.21 Trail
3
1.5
1
$45.62
$22.81
$15.21
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
255 Preventative
BASKETBALL FULL
$15.21 COURTS
0
0
259 Preventative
TENNIS
$15.21 COURTS
0
0
routine inspection/repair
and replace nets,repaint
0 lines,as needed
routine
inspection(replace
0 nets,repair fence,as
Pathways
$15.21 Trail
6
3
1.5
$91.24
$45.62
$22.81
314 Preventative
Pathways
$15.21 Trail
6
3
1.5
$91.24
$45.62
$22.81
Pathways
$15.21 Trail
6
3
1.5
$91.24
$45.62
$22.81
Sports Field
Clean restrooms and
restroom areas-Peak
Clean restrooms and
$43.00 FIELDS
mow to maintain turf at
2.5"4"(+fertl,aerate,overseed,
36 as schedule)
72
54
$3,096.00
$2,322.00
$1,548.00
$43.00 Restroom
220
220
110
$9,460.00
$9,460.00
$4,730.00
$43.00 Restroom
55
55
27
$2,365.00
$2,365.00
$1,161.00
$17,888.00
$32.25
$258.00
$1,376.00
$1,677.00
$1,453.40
$8,944.00
$32.25
$516.00
$1,376.00
$774.00
$670.80
$8,944.00
$21.50
$129.00
$688.00
$387.00
$335.40
$13,416.00
$6,192.00
$3,096.00
Gazebo
Park and Fields
Flowerbeds
Stage
Shelter
Shelter
Gazebo Maintenance
Snow Removal
Clean Grills
Pressure Wash
$43.00 Gazebos
$43.00 Snow
$43.00 Beds
$43.00 Stage
$43.00 Shelters
$43.00 Shelters
416
0.75
6
32
39
33.8
208
0.75
12
32
18
15.6
Shelter
$43.00 Shelters
312
144
159
routine inspection/repair
and replace nets,repaint
208 lines,as needed
0.5 Trouble Call/Repair
3 Routine Maintenance
16 Routine Maintenance
9
7.8
72
Town of Brownsburg
APPENDIX 2 – MAINTENANCE BUDGET INFORMATION
Budget
Personal Services
2012 Budget
Description
101 Account
General
2013 Budget Request
280 Account
211 Account
Food &
Non-reverting
Beverage
101 Account
2012 Budget
General
280 Account
211 Account
2013
Food &
Non-reverting
Request
Beverage
Percent
Change
Salary and Wages
113 Park Director Pay
(101)
116 Board/Sec. Pay
(101)
118 Recreation Coordinator (101)
119 Recreation Superintendent (101)
120 Park Labor
(101)
121 Program Staff
(211)
122 Seasonal Labor (101, 280)
123 Overtime Pay
(101)
124 Administrative. Asst. (101)
125 Eaton Hall Staff (101)
127 Longevity
Subtotal - Salary and Wages
$16,000.00
$296,185.00
$17,139.00
$30,720.00
$2,000.00
$15,000.00
$65,200.00
$15,000.00
$16,640.00
$7,160.00
$385,844.00
$80,200.00
$15,000.00
$0.00
$16,000.00
$0.00
$0.00
$326,185.00
$82,339.00
$30,720.00
$2,000.00
$0.00
$16,640.00
$7,160.00
$481,044.00
$16,000.00
$312,042.00
$17,563.00
$44,880.00
$2,000.00
$15,150.00
$65,200.00
$15,150.00
$80,350.00
$15,150.00
$9,000.00
$7,835.00
$409,320.00
$0.00
N/A
$16,000.00
0.00%
$0.00
N/A
$0.00
N/A
$342,342.00
4.95%
$82,763.00
0.51%
$44,880.00 46.09%
$2,000.00
0.00%
$0.00
N/A
$9,000.00 -45.91%
$7,835.00
9.43%
$504,820.00
4.94%
Employee Benefits
130 FICA/Medicare (101/211/280)
131 Health Insurance (101)
132 PERF (101)
Subtotal - Employee Benefits
$29,517.00
$95,696.00
$25,191.00
$6,135.30
$8,412.00
$1,237.50
$1,147.50
$8,412.00
$1,237.50
$36,799.80
$112,520.00
$27,666.00
$31,312.98
$84,768.00
$25,743.47
$6,146.78
$8,412.00
$1,249.88
$1,158.98
$8,412.00
$1,249.88
$38,618.73
$101,592.00
$28,243.22
$150,404.00
$15,784.80
$10,797.00
$176,985.80
$141,824.45
$15,808.65
$10,820.85
$168,453.95
4.94%
-9.71%
2.09%
-4.82%
Other Personal Services
$0.00
$0.00
Subtotal - Other Personal Services
TOTAL - PERSONAL SERVICES
N/A
N/A
$0.00
$536,248.00
$95,984.80
$25,797.00
$658,029.80
$551,144.45
$96,158.65
$25,970.85
$673,273.95
2.32%
160
Office Supplies
221 Postage (280)
223 Office Supplies (101)
Subtotal - Office Supplies
$0.00
$3,800.00
$8,000.00
$3,800.00
$8,000.00
$0.00
$2,500.00
$0.00
$0.00
$0.00
$10,000.00
$0.00
$2,800.00
$0.00
$24,500.00
$15,300.00
$45,300.00
$0.00
$8,000.00
$3,800.00
$0.00
$2,900.00
$3,000.00
$11,800.00
$2,900.00
$3,000.00
$3,000.00 -62.50%
$2,900.00 -23.68%
$0.00
N/A
$0.00
$5,900.00
-50.00%
$22,000.00
$0.00
$3,000.00
$1,500.00
$500.00
$22,000.00
$0.00
$1,200.00
$0.00
-10.20%
-100.00%
-50.00%
150.00%
-58.33%
-4.35%
N/A
-57.14%
N/A
$50,200.00
-17.16%
$14,500.00
$2,500.00
$10,000.00
$15,000.00
$12,000.00
3.57%
66.67%
25.00%
36.36%
13.21%
$54,000.00
19.73%
Operating Supplies
201 Program Supplies (211)
202 Facility Supplies (211)
203 Sports Supplies (211)
204 Staff Shirts (211)
206 Concession Supplies (211)
207 Special Event Supplies (211/280)
225 Eaton Hall Supplies (101)
246 Recreation Supplies (211)
Subtotal - Operating Supplies
$24,500.00
$2,500.00
$6,000.00
$600.00
$1,200.00
$23,000.00
$0.00
$2,800.00
$0.00
$6,000.00
$600.00
$1,200.00
$13,000.00
$0.00
$22,000.00
$0.00
$12,000.00
$3,000.00
$1,500.00
$500.00
$10,000.00
$1,200.00
$60,600.00
$13,200.00
$14,000.00
$1,500.00
$8,000.00
$11,000.00
$10,600.00
$14,500.00
$2,500.00
$10,000.00
$15,000.00
$12,000.00
$45,100.00
$54,000.00
$600.00
$0.00
$7,800.00
$5,000.00
$575.00
$0.00
$200.00
$9,500.00
$0.00
$37,000.00
$0.00
Repair and Maintenance Supplies
226 Fuel (101)
228 Janitorial Supplies (101)
230 Stone/Sand/Mulch (101,280)
239 Maintennce Supplies (280)
296 Lawncare Supplies (101)
$14,000.00
$1,500.00
$8,000.00
$11,000.00
$10,600.00
Subtotal -Repair & Maint. Supplies
$45,100.00
$0.00
$0.00
$0.00
$0.00
Other Supples
219 US Flags (101)
291 Hardware (101)
292 Signs (280)
294 First Aid Supplies (211)
Other
$600.00
$7,800.00
$0.00
$500.00
$75.00
Subtotal - Other Supplies
$8,900.00
$75.00
$5,000.00
$13,975.00
$11,635.00
$100.00
$40,000.00
TOTAL - SUPPLIES
$73,100.00
$53,375.00
$5,000.00
$131,475.00
$81,735.00
$40,100.00
$40,000.00
$5,000.00
161
$40,000.00
$100.00
$1,935.00
$200.00 -66.67%
$0.00
N/A
$9,500.00 21.79%
$40,000.00 700.00%
$100.00 -82.61%
N/A
$49,800.00 256.35%
$159,900.00
21.62%
Town of Brownsburg
Professional Services
301 Program Services (211)
303 Backgrnd Checks/Drug Test (101,211)
304 Program Services
305 Scholarship (211)
309 Consulting Fees
311 Engineering Fees (280)
312 Attorney Fees (280)
313 Mtgs/Conference/Training (211)
340 Bus Trip Expenses
(211)
347 Aquatic Instructors (211)
348 Instructors/Officials (211)
390 Eaton Hall
394 Tree Trimming
Subtotal - Professional Services
$0.00
$400.00
$0.00
$0.00
$0.00
$0.00
$5,400.00
$12,000.00
$49,000.00
$26,500.00
$4,000.00
$8,500.00
$0.00
$1,100.00
$12,000.00
$0.00
$400.00
$50,000.00
$100,000.00
$20,000.00
$3,900.00
$0.00
$32,000.00
$3,500.00
$105,800.00
$52,500.00
$170,000.00
$0.00
$0.00
$4,900.00
$3,000.00
$4,900.00
$3,000.00
331 Advertising/Promotional (211)
332 Legal Notices (211)
$40,000.00
$250.00
$38,000.00
$0.00
Subtotal - Printing & Advertising
$40,250.00
$38,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$5,400.00
$12,000.00
$49,000.00
$26,500.00
$4,000.00
$8,500.00
$600.00
$0.00
$3,500.00
$15,000.00
$0.00
$0.00
$0.00
$5,600.00
$115,000.00
$135,000.00
$20,000.00
$5,600.00
$10,000.00
$32,000.00
$4,000.00
$4,000.00
$8,500.00
$105,800.00
$18,700.00
$70,100.00
$0.00
$0.00
$4,900.00
$0.00
$0.00
$5,484.00
$3,000.00
$4,900.00
$5,484.00
$3,000.00
$40,000.00
$250.00
$250.00
$40,250.00
$250.00
$45,000.00
$0.00
$45,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$5,000.00
$0.00
$6,000.00
$1,000.00
$9,000.00
$270,000.00
$0.00
N/A
$4,100.00 925.00%
N/A
$0.00
N/A
N/A
$135,000.00
N/A
$20,000.00
N/A
$11,200.00 107.41%
$10,000.00 -16.67%
$32,000.00 -34.69%
$4,000.00 -84.91%
$4,000.00
0.00%
$8,500.00
0.00%
$358,800.00 239.13%
Communication and Transportation
323 Travel Expenses (211)
324 Telephone (101)
326 Cell Phones (101)
Subtotal - Communication & Transportation
$0.00
N/A
N/A
11.92%
$0.00
$3,000.00
$0.00
$5,484.00
$8,484.00
5.00%
0.00%
$42,000.00
$0.00
$42,000.00
$250.00
$42,250.00
$0.00
$0.00
$0.00 -100.00%
$0.00 -100.00%
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
73.14%
Printing and Advertising
$42,000.00
4.97%
Insurance
340 Insurance/Deductibles (101)
Subtotal - Insurance
$45,000.00
$45,000.00
Utility Services
350 Stormwater (101)
351 Electricity (101)
353 Heat (101)
354 Water (101)
355 Scavenger Service (101)
Subtotal - Utility Services
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
317 Veteran's Park (211)
349 Landscaping Service (211)
360 Computers/Software
361 Building Maintenance (211)
362 Equipment Repair (101)
363 Vehicle Repairs (101)
364 Computer/Software (211)
$0.00
$5,000.00
$1,000.00
$0.00
$0.00
$0.00
$10,500.00
Subtotal - Repairs & Maintenance
$5,000.00
$26,500.00
N/A
N/A
N/A
N/A
N/A
N/A
Repairs and Maintenance
$15,000.00
$9,000.00
$15,000.00
$17,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$26,000.00
$5,000.00
$6,000.00
$16,000.00
$9,000.00
$1,000.00
N/A
$15,000.00 200.00%
N/A
$0.00
N/A
$0.00
N/A
$0.00
N/A
$0.00
N/A
$31,000.00 520.00%
Rentals
318 Christmas Decoration Lease (211)
374 Uniform Cleaning/Rental (101,211)
Subtotal - Rentals
$0.00
$0.00
$0.00
$0.00
$4,200.00
$4,200.00
$4,400.00
$4,400.00
N/A
4.76%
$0.00
$4,200.00
$4,400.00
$4,400.00
4.76%
$294,000.00
$0.00
$0.00
N/A
N/A
N/A
N/A
N/A
N/A
$294,000.00
$0.00
$0.00
$0.00
$255,000.00
$356,000.00
$0.00
$0.00
$0.00
$611,000.00
$0.00
$20,000.00
$2,000.00
$4,000.00
$1,000.00
$0.00
$20,000.00
$2,000.00
$4,200.00
$0.00
$0.00
$0.00
Debt Service
386 Debt Payment (280)
392 Contingency Expenses
$0.00
$0.00
$0.00
$255,000.00
$356,000.00
$0.00
$611,000.00
#DIV/0!
Oher Services and Charges
314 Unemployment (211)
316 Misc. Other Services (211,280)
319 Veterans Park Maintenance
341 Refunds (211)
342 Sales Tax (211)
343 Refunds (211)
366 Security System Monitoring (211)
395 Credit Card Fees (211)
398 Subscription & Dues (211)
$0.00
$20,000.00
$2,000.00
$4,000.00
$1,000.00
$1,000.00
$0.00
$1,000.00
$6,000.00
$0.00
$20,000.00
$4,000.00
$1,000.00
$6,000.00
$8,000.00
$1,000.00
$3,000.00
$1,000.00
$8,000.00
$1,000.00
Subtotal - Other Services & Charges
$36,000.00
$12,000.00
$0.00
$36,000.00
$22,000.00
$17,250.00
TOTAL - OTHER SERVICES AND CHARGES
$241,150.00
$132,000.00
$490,000.00
$241,150.00
$56,834.00
$148,350.00
162
$4,000.00
$1,000.00
$5,000.00
$1,250.00
$0.00
$0.00
$5,000.00
$1,250.00
$39,250.00
N/A
0.00%
-100.00%
0.00%
0.00%
N/A
N/A
-37.50%
25.00%
9.03%
$890,000.00 $1,095,184.00 354.15%
Land
410 Park Land Acuqisition 2008 (280)
Subtotal - Land
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
N/A
$0.00
Buildings
$0.00
$0.00
400 Equipment/Furniture
Subtotal - Buildings
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
N/A
N/A
$0.00
Improvements Other Than Buildings
492 Improvements to Parks (101)
492 Park Property Improvements
$0.00
$0.00
$0.00
$0.00
Subtotal - Improvements Other Than Buildings
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$36,000.00
$40,000.00
$45,000.00
$50,000.00
$0.00
$0.00
$0.00
$40,000.00
$36,000.00
$0.00
$76,000.00
$0.00
$60,000.00
$100,000.00
$60,000.00
N/A
N/A
Machinery and Equipment
440 Vehicle
441 Playground Equipment (101)
442 Miscellaneous Capital
491 Tractor& Mower (101,280)
492 Improvements to Parks
Subtotal - Tractor & Mower
$57,000.00
$57,000.00
$36,000.00
$135,000.00
$57,000.00
$57,000.00
$40,000.00
$36,000.00
$160,000.00
N/A
N/A
N/A
5.26%
N/A
$136,000.00 138.60%
Other Capital Outlays
N/A
N/A
Subtotal - Other Capital Outlays
TOTAL - OTHER CAPITAL OUTLAYS
$57,000.00
$36,000.00
GRAND TOTAL
$907,498.00
$317,359.80
163
$135,000.00
$57,000.00
$40,000.00
$655,797.00 $1,087,654.80
$729,713.45
$36,000.00
$160,000.00
$136,000.00 138.60%
$320,608.65 $1,115,970.85 $2,064,357.95
Town of Brownsburg
APPENDIX 3 – ADA SELF ASSESSMENT FORMS
164

Parks and Recreation Strategic Master Plan

Transcription

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