HomeMy WebLinkAboutPackets - Council Packets (894) AGENDA
ORO VALLEY TOWN COUNCIL
STUDY SESSION
APRIL 9, 2007
ORO VALLEY TOWN COUNCIL CHAMBERS
11000 N. LA CANADA DRIVE
STUDY SESSION - AT OR AFTER 5:30 PM
CALL TO ORDER
ROLL CALL
1. REVIEW AND DISCUSSION OF NARANJA TOWN SITE COST
ESTIMATES AND FUNDING
ADJOURNMENT
POSTED: 04 04 07
3:30 p.m.
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The Town of Oro Valley complies with the Americans with Disabilities Act (ADA). If any person
with a disability needs any type of accommodation, please notify the Town Clerk's Office at
(520)229-4700.
TOWN OF ORO VALLEY
COUNCIL COMMUNICATION MEETING DATE: APRIL 9, 2007
TO: HONORABLE MAYOR & COUNCIL
FROM: AINSLEY ANNE REEDER, PARKS AND RECREATION DIRECTOR
SUBJECT: STUDY SESSION — REVIEW AND DISCUSSION OF NARANJA TOWN SITE COST
ESTIMATES AND FUNDING
BACKGROUND:
On March 7, 2007, Town Council accepted the Naranja Town Site Programming and Concept Design
Final Report. Additional information was requested regarding the breakdown of costs for the
construction of the site, additional phasing options, and associated revenue potential.
SUMMARY:
Follow-Up Questions
The follow-up information below is provided in response to Town Council questions from the March
7, 2007 meeting.
1) Information regarding revenue production for various amenities has been provided. Ken Ballard,
of Ballard King and Associates will be in attendance to discuss in further detail the sustainability
of individual amenities.
2) An excerpt from the Webb Management Services Report is attached. This report describes the
anticipated uses — and related revenue - for indoor and outdoor arts facilities as shown in the
Master Plan.
3) A breakdown of construction costs for individual units (such as a soccer field or a ramada) for
outdoor recreational elements is attached. Additionally, construction costs for the sub-sets of
larger components, such as the earthwork, the aquatics area, and the music pavilion, have been
provided. Optional construction packages have also been outlined with associated costs. David
Bums and David Wald-Hopkins of Bums Wald-Hopkins Architects will be in attendance to
discuss this information in further detail.
Public Outreach
Linda Welter Cohen and Mary Davis from Caliber Communications will provide a presentation on a
typical public education campaign.
Examples from Other Jurisdictions
Tucson Parks and Recreation Director Fred Gray will share examples of park development projects he
has been involved in, including the approach and process used by those jurisdictions.
Attachments:
1) Recreation Amenities versus Revenue Production
2) Estimate of Revenue and Expense Potential
3) Outdoor Recreation Amenities versus Revenue Production
4) Estimate of Revenue &Expense Potential—Outdoor
5) Webb Management Services: Pro-forma Operating Budget Information
6) Naranja—"Unit Costs" for Fields/Courts/Miscellaneous Site Facilities
7) Components of Cost
8) Options—Construction Packages
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Ainsley Anne Reel er, Parks and Recreation Director
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Je - - Watson, Assistant Town Manager
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David Andrews, Town Manager
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report
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Town of OValley
Performingties
Feasibility
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Bus nines Plan
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October 2004 •
{
operating
pro -forma
budget notes
Introduction
We have developed a pro-forma operating budget for recommended new facilities in
Oro Valley. Following is a description of the format and structure of the pro-forma,
and then a detailed review of assumptions and results. The key step in developing
the pro-forma has been estimating activity in the building. While the resulting
program of events is not an exact forecast of activity, it does provide a basis for
projecting earned revenues, expenses and attendance.
The pro-forma projects performance in a base year of operations, usually the second
year after opening. This should be considered a"live" model, one that can be
adjusted based on changing circumstances and assumptions. It is fundamentally a
tool to help prepare for the operation of new indoor and outdoor facilities.
Format and Structure
Operating projections for proposed facilities are presented on seven pages. The first
page is a summary of assumptions used in the estimates, rental rates for
performance and rehearsal spaces and activity profiles for each of these spaces. The
second page identifies earned revenues for each component of the project, including
presenting income, rentals, concessions, user fees, and surcharges. The third page
includes detailed expenses for the administration, operation and occupancy of the
facilities, as well as the result of operations. The fourth page is a summary and
estimate of staffing requirements for new indoor and outdoor facilities. The fifth
page is a review of possible scenarios for the funding of operations. The sixth page
summarizes the financial impacts of new facilities on GOVAC given their potential
role as presenter and programmer in indoor and outdoor facilities. And the last page
presents a summary of activity and performance with charts and graphs.
Project Assumptions
Project assumptions include the capacity of the performance spaces and the gross
floor area of the project. Rental rates for various spaces have been established at
different levels based on the type of user. These rates would likely be split further to
reflect time of the day, time of the week, or perhaps time of the year. In fact, some
users may negotiate a flat fee or a percentage of gross revenues in lieu of rent. But
for the purposes of this exercise, and in order not to over-complicate the issue, we
1
use daily rates that reflect the type of user. For non-performance days, rents are
50% of the performance day fee.
There are three levels of rent, for resident organizations, non-profit programs and
commercial programs. There are non-profit arts groups in and around Oro Valley
that should qualify for resident status through some form of application process.
For purposes of this analysis, we have left the definition of resident organizations as
inclusive as possible.
Forecasts of Use
We have identified specific users for indoor and outdoor facilities based on previous
discussions and surveys of their potential needs. We have also estimated non-
specific use of various spaces by other types of user, recognizing that arts groups,
community groups, and regional presenters will emerge to take advantage of the
opportunities created by new facilities. The level of use represented by these non-
specific users is necessarily conservative.
•
We have proposed that GOVAC be the presenter of live and film events in both the
indoor and outdoor facilities. A presenter seeks out arts and entertainment
programs, books them into a facility, promotes them in the community and bears at
least some of the risk associated with the event. We feel that this is an appropriate
element of activating new facilities as a means to maximize the use and utility of the
halls, to promote the development of local talent, and to attract culturally significant
programs to the area. There is no rent collected on these presented events, either
live or film.
Attendance levels are forecasted for each event, which allows us to project additional
revenue sources (e.g.: concessions) on a per-capita basis. We have projected that 2/3
of available seats will be sold on all events. This is an appropriately conservative
attendance level given our experience with similar facilities. Gross revenues for
specific events are based on the number of events, capacity sold, attendance, and
average ticket prices. The gross revenue figure is used to compute other income
categories, such as a proposed ticket surcharge.
Earned Revenues
Revenues for each project component start with presenting revenues that are based
on activity estimates on the first page of the pro-forma. Rental income from the
theaters is taken directly from the activity summary. We have also added rental
activity from a 5,000 square foot exhibit space, classrooms of 2,000 square feet and
practice rooms covering 1,000 square feet.
We are also estimating that the facility develops and executes a series of programs.
This estimate, tested with the Parks and Recreation Division and their program
experience, is based on use of particular areas of the building.
Hospitality income in the facility could be significant. We have projected 10 catered
receptions for 200 people paying $20 per person with a 25% profit margin. Revenues
2
from concessions are projected per-attendee basis, using conservative estimates
on a
of
revenues taken from comparable facilities on a net basis.
Ticket office revenues are critical foroperation the o eration of all new facilities. A per-ticket
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charge to
users is based on charges at comparable facilities. User fees are also
the use of stagehands, the rent of technical equipment, event security,
applied for g
custodial
services, and front of house services. Rates have been set at reasonable
levels to ensure that local groups are not priced out of the building.
A ticket surcharge proposed urchar e is to offset operating expenses, a frequent practice for
performing
arts facilities. The surcharge is employed on all ticketed events, and is
payable by ticket buyers.
Operating Expenses
Expense budgets are broken down by Program Expenses, Administrative Services,
Office, Theater Operations and Building Services. Each department budget
Ticketp
includes the salary and benefits of full and part-time staff. These positions are
summarized on Page 4 of the pro-forma.
Program expenses are calculated as a percentage of program revenues, suggesting a
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small but positive direct contribution from these activities.
Administrative expenses include personnel, professional services, insurance, travel
p
and entertainment, telephone, and other supplies and services.
Ticket office expenses will cover full-time and part-time staff as well as a series of
hard costs, from ticket printing to maintenance of the ticket office computer system.
We are assuming the involvement of an outside ticketing service.
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O eratin costs relate to the physical operation of the facility, covering house staff,
Operating
supplies for technical staff, and security. Most of these stagehands and front-of-
house charges are a pass-through from the revenue page, reflecting the charge to
users.
Building Services includes utilities, estimated on a cost per square foot basis given
occupancy costs of other facilities in Oro Valley and comparable performing arts
p y
facilities.
The annual funding requirements for the Center, shown as the result of operations,
is the difference between earned revenues and total operating expenses. We also
indicate the percentage of expenses covered by earned revenues.
Staffing
Staffing estimates have been developed on the basis of current staffing levels and
comparable performing arts facilities. Compensation levels have been reviewed with
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staff from comparable organizations. Benefit levels vary from 5% for part-time staff
to 25% for full-time staff.
3
Funding
Page 5 of the pro-forma suggests how operations of the recommended facilities might
be supported. In the first scenario, we forecast the size of endowment needed to
support the entire annual funding requirement, based on a conservative 5% payout
rate. That amount is $7 million.
In the second scenario, we forecast the level of annual fundraising required to
support that deficit. If it costs $.15 to raise a dollar (given that the organization's
investment in development is limited) and the funding requirement is $357,000 in
the base year that means that the organization must raise $421,000 a year to
sustain operations.
In the third scenario, we suggest multiple sources of funding, namely annual City
investment of funds of$150,000 and a fixed endowment of$2,000,000 (with a 5%
pay-out). This then suggests the need for additional annual fundraising of$124,000
to raise the balance of$107,000 plus fundraising costs.
GOVAC Imp acts
Page 6 shows a series of incremental revenues and expenses accruing to GOVAC in
conjunction with their role as presenter and programmer in new indoor and outdoor
facilities. There are the box office proceeds and sponsorship sales associated with the
presentation of events at both the Performance Enclosure and the Studio Theater.
And there are some new revenues from programs developed and executed by
GOVAC staff which are in addition to programs run by the Town as Operator of
these facilities.
On the expense side, there are the direct costs of presenting, including artist fees
and direct promotion costs. Likewise, there are direct program costs, including fees
for instructors. And finally there are additional overheads, including a new staff
position to coordinate these efforts and some additional office expenses.
Overall, the pro-forma shows that new facilities recover a reasonable portion of
operating expenses with earned income. We would hope that over a period of years
these annual funding requirements might be incrementally reduced as the level of
activity is increased and operating efficiencies are pursued.
4
ATTACHMENT #6
' Oro Valley Performing Arts Facilities Pro forma Operating Budget
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RentableComponents Capacity Gross S.F. Daily Base Rental Rates Resident Non-profit Commercial
Enclosure Capacity 1,500 Performance Enclosure Performance Day $1,500 52.250 $3:000
Studio Theater Capacity 400 Performance Enclosure Preparation Day $750 $1.125 $1,500
Rehearsal Room Square Footage 1,600 Studio Theater Performance Day $400 $30(.) $800
Exhibit Space 5,000 Studio Theater Preparation Day $200 $300 $400
Classrooms 2,000
Practice Rooms 1,000 Hourly Rental Rates for Rehearsal Space Resident Non-profit Commercial
Total Enclosure Gross Square Footage 20,000 Performance $20 530 $45
Total Indoor Gross Square Footage 60,000
Rental
Performance Enclosure Activity Performances Event Days Prep Days Total %Sold Attendance Ave Tix Gross Income
Resident Arts Organizations 17 15 10 25 67% 17,085 $20 $341,700 $30,000
Local Nonprofit Organizations12 10 5 15 67% 12,060 $20 $241,200 $28,125
Regional Schools10 8 4 12 67% 10,050 $10 $100,500. 522,50
_
GOVAC Presents Live 10 10 10 67% 10,050 $25 $251,250
GOVAC Presents Film 12 6 6 50% 9,000J $5 $45,000
Commercial Renters 5 5 3 8 67% 5,025 $20 $100,500 $19,500
Business/Private Rentals _ 3 3 3 67% 3,015 $- $9,000
+
Civic Events 3 3 3 67% 3,015 $-
Total 72 60 22 82 69,300 $1,080,150 $109,125
Rental
Studio Theater Activity Performances Event Days Prep Days Total %Sold Attendance Ave Tix Gross Income
Resident Arts Organizations 65 60 30 90 67% 17,420 $15 $261,300 $30,000
Local Nonprofit Organizations 45 40 20 60 67% 12,060 $15 $180,900 $30,000
Regional Schools 10 8 6 14 67% 2,680 $10 $26,800 $6,600
GOVAC Presents Live 12 10 5 15 67% 3,216 $20 $64,320
GOVAC Presents Film 12 6 6 50% 2,400 $5 $12,000
GOVAC-produced Programs 10 10 50 60 50% 2,000 $5 $10,000
_
Facility-produced Programs 10 10 50 60 50% 2,000 $5 $10,000_
Regional Theater Presenters 4 4 2 6 67% 1,072_ $20 $21,440 $4,000
Commercial Renters 5 5 3 8 67% 1,340 $20 $26,800 $19,500
Business Rentals 5� 5 5 67% 1,340 $- $15,000
Civic Events 3 3 3 67% 804 $-
.
Total 181 161 166 327 46,332 $613,560 $105,100
•
(Totals 253 221 188 409 115,632 $1,693,710 $214,225 I
4-hour Rentals Rental Rate Revenue
Rehearsal Space '
Resident Organizations 200 200 $4,000
Community Users 100 100 $3,000
Commercial Users 50 50 $2,250
Total 350 '350 $9,250
Webb Management Services,Inc. 1 10/8/2004
ATTACHMENT #7
' Oro Valley Performing Arts Facilities Pro forma Operating Budget
O"1
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REVENUES Reference
Rental Income Performance Enclosure Page 1 $109,125
Studio Theater Page 1 $105,100
Rehearsal Room Page 1 $9,250
Area Daily Rental Rentals
Exhibit Space 5,000 gsf $500 10 $5,000
Classrooms 2,000 gsf $200 25 $5,000
Practice Rooms 1,000 gsf $100 50 $5,000 $238,475
Program Days Attendance Fees
Program Revenues Studio Theater 60 10,000 $1.50 $15,000
Rehearsal Room 100 5,000 $1.50 $7,500
Classrooms 150 7,500 $1.50 $11,250
Practice Rooms 100 2,500 $1.50 $3,750
Program-related Ticket Sales From Page 1 $10,000 $47,500
Events Net/Event
Hospitality Income Catered Events 10 $1,000 $10,000
Net/Attender Frequency
Concessions $0.35 75% $12,162 $22,162
%of Gross Frequency
User Fees Ticket Office 3% 90% $45,730
Technical Staff Charge Charge/Use Day Frequency
Performance Enclosure $300 80% $19,680
Studio Theater ' $125 80% $32,700
Extra Equipment Rental Ave ChargelPerf Frequency
Performance Enclosure $200 60% $8,640
Studio Theater $200 60% $21,720
House Staff Ave Charge/Pert Frequency
Performance Enclosure $200 80% $11,520
Studio Theater $75 80% $10,860
Event Security Ave ChargelPerf Frequency
Performance Enclosure $300 80% $15,600
Custodial Charge/Pert Frequency
Performance Enclosure $150 80% $8,640
Studio Theater $75 80% $10,860 $185,950
%of Gross Receipts
Ticket Surcharge 5% $1,693,710 $84,686
TOTAL EARNED INCOME $578,773
•
Webb Management Services, Inc. 2 10/8/2004
Oro Valley Performing Arts Facilities Pro forma Operating Budget
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%of Program Fees
Direct Program Expenses Studio Theater 50% $7,500
Rehearsal Room 60% $4,500
Classrooms 70% $7,875
Practice Rooms 80% $3,000 $22,875
Administration Personnel Page 4 $195,500
Insurance&Bonding $40,000
Advertising $20,000
Banking Charges $7,500
Printing&Publications $19,000
Office Equipment/Systems $15,000
Office Supplies/Services $12,500
Legal/Accounting/Professional Services/Temp Hire $25,000
Fundraising Overheads $7,500
Travel and Conferences $2,500
Professional Development/Recruiting $2,500
Telephone $17,500
Miscellaneous $10,000 $374,500
Ticket Office Personnel Page 4 $76,750
Network Maintenance $2,500
Miscellaneous $1,500
Cost/Attender
Postage $0.14 $6,486
Ticket Printing $0.03 $1,390
Supplies $0.05 $2,317
Ticketing Service(net) $0.04 $1,853 $92,796
Facility Operations Personnel . Page 4 $137,500
Technical Staff Cost/Use Day
Performance Enclosure $300 $24,600
Studio Theater $125 $40,875
House Staff Cost/Event
Performance Enclosure $200 $14,400
Studio Theater $75 $13,575
Event Security Cost/Event
Performance Enclosure $300 $21,600
Event Cleaning Cost/Event f
Performance Enclosure $150 $10,800
Studio Theater $75 $13,575 $276,925
Cost/GSF GSF
Building Services Indoor Utilities $1.50 60,000 $90,000
Outdoor Utilities $0.30 20,000 $6,000
Indoor Repairs and Maint $0.50 60,000 $30,000
Outdoor Repairs and Maint $0.20 60,000 $12,000
Equipment Rental $12,500
Service Contracts $10,000
Water&Sewage $5,000
Cleaning/Building Supplies $3,500 $169,000
TOTAL EXPENSES $936,096
TOTAL REVENUES $578,773 •
RESULT OF OPERATIONS $(357,324)
EARNED REVENUES/OPERATING EXPENSES 62% i
Webb Management Services,Inc. 3 10/8/2004
i'
Facilities Pro-forma Operating Budget Oro ValleyPerforming Arts fJ
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Status Base Salary Benefits Total
4dministrative Services $15,000 $75,000
ExecutiveDirector Full-time $60,000
Administrative Assistant Full-time $28,000 $7,000 $35,000
Program Staff Part-time $30,000 $3,000 $33,000
g $10,500 $52,500
Development Marketing and Manager Full-time $42,000
$160,000 $35,500 $195,500
Full-time $35,000 $8,750 $43,750
Ticket Office Box Office Manager
Part-time $30,000 $3,000 $33,000
Ticket Office Staff
$65,000 $11,750 $76,750
. Full-time $45,000 $11,250 $56,250
Theater Operations Technical Director
• Full-time $35,000 $8,750 $43,750
Operations Manager Full-time $30,000 $7,500 $37,500
Custodian
Technical Labor Contract
House Staff Contract
$110,000 $27,500 $137,500
Total
$335,000 $74,750 $409,750
Benefits Level ,
Full-time 25%
Part-time/Contract 10%
4 10/8/2004
Webb Management Services, Inc.
•
Oro Valley Performing Arts Facilities Pro forma Operating Budget
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Reference
Total Earned Revenues (Page 2) $ 578,773
Total Operating Expenses (Page 3) $ 936,096
Earned Revenues/Total Expenses 62%
Annual Funding Requirement $ 357,324
Funding Scenarios
1) Total Pay-out via Endowment Pay-out Rate Endowment Required
5% $7,146,470
2) Annual Private Sector Fundraising
Reference
A. Cost/Dollar Raised Formula $0.15
B.Funding Required Interpolated $421,000
C. Expenses before Fundraising From Top Section $936,096
D.Fundraising Costs (AB) $63,150
E.Total Expenses (C+D) $999,246
F.Total Revenues From Top Section $578,773
G.Annual Fundraising (D) $421,000
H.Final Result (F+G-E) $527
3) Public Private Partnership Scenario '
Annual Operating Funding Requirement $357,324
Part A- Annual City Funding $150,000
Part B- Operating Endowment
Endowment Target $2,000,000
Pay-out Rate 5%
Annual Income $100,000
Part C- Annual Fundraising
Balance To Raise $107,324
Cost/Dollar Raised $0.15
Fundraising Cost $16,099 $124,000
Net Requirement $123,422
Annual Fundraising $124,000
Final Result $578
Webb Management Services, Inc. 5 10/8/2004
Oro Valley Performing Arts Facilities Pro forma Operating Budget
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INCREMENTAL REVENUES
Presenting Revenues #of Events
Live in Performance Enclosure 10 $251,250
Film in Performance Enclosure 12 $45,000
Live in Studio Theater 12 $64,320
Film in Studio Theater 12 $12,000 $372,570
Sponsorship Revenues #of Events Fee/Event
Live in Performance Enclosure 10 $2,000 $20,000
Film in Performance Enclosure12 $500 $6,000
Live in Studio Theater 12 $1,000 $12,000
Film in Studio Theater 12 $250 $3,000 $41,000
GOVAC Program Revenues Program Days Attendance Fees
Studio Theater 60 2,000 $1.50 $3,000
Rehearsal Room 100 5,000 $1.50 $7,500
Classrooms 150 7,500 $1.50 $11,250
Practice Rooms 100 2,500 $1.50 $3,750
Program-related Ticket Sales From Page 1 $10,000 $35,500
Total $449,070
INCREMENTAL EXPENSES
Presenting Expenses %of Revenues
Live in Performance Enclosure 90% $226,125
Film in Performance Enclosure 80% $36,000
Live in Studio Theater 95% - $61,104
Film in Studio Theater 90% $10,800 $334,029
GOVAC Program Expenses %of Program Fees
Studio Theater 50% $1,500
Rehearsal Room 60% $4,500
Classrooms 70% $7,875
Practice Rooms 80% . $3,000 $16,875
Staff and Overheads
Manager of Events $45,000
Office Expenses $15,000 $60,000
Total $410,904
Net Impact $38,166[
Webb Management Services, Inc. 6 10/8/2004
Oro Valley Performing Arts Facilities Pro forma Operating Budget
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Activity and Attendance Performances Use Days Attendance Rental Activity 4-hour rentals
Performance Enclosure 72 82 69,300 ,Rehearsal Room 350
Studio Theater 181 327 46,332
Earned Revenues
EARNED REVENUES
Space Rental $238,475
Program Revenues $47,500 Sur-charge
15%
Hospitality $22,162 :: Space Rental
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User Fees $185,950 °
tet. '."3`., �yv..,b, t. :>.;
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Sur-charge $84,686 K' - ^
Total User Fees
$578,773 32%
Hospitality Program
4% Revenues
8%
Operating Expenses
OPERATING EXPENSES
Program Expenses $22,875
Building Program
Administration $374,500 Services Expenses
Ticket Office $92,796 18% 2%
Facility Operations $276,925 Administration
i A}L�\Lx -:,%,,'z° 40%
�s ftRy
Building Services $169,000 '`,,Ag,,,,,:,,,,,,.
Total $936,096 I Facility
Operations Ticket Office
30% 10%
$600,000 _
Pi
Earned Income $578,773
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Operating Expenses $(936,096) ; f
Funding Requirement $357,324 $(200,000)
Op Revs/Tot Exp -62% $000,000)
$(600,000)
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Webb Management Services,Inc. 7 10/8/2004
Naranja -"Unit Costs" for Fields/Courts/Miscellaneous Site Facilities
Note: Estimated "unit costs" are for the individual facilities only and do not include items
such as irrigation distribution mains, irrigation pumping facilities, general site
landscaping, slope revegetation and stabilization, park operations and maintenance
facilities, etc. Cost associated with these other necessary improvements will ultimately
need to be pro-rated to the cost of the facilities actually constructed.
Facility Unit Approximate Unit Cost
Little League Baseball Field w/ Lights 1 Field $250,000.00
Fast-Pitch Softball Field w/Lights 1 Field $250,000.00
Slow-Pitch Softball Field w/Lights 1 Field $300,000.00
Full-Size Baseball Field w/Lights 1 Field $300,000.00
Soccer Field w/Lights 1 Field $210,000.00
Multi-Purpose Field w/ Lights 1 Field $210,000.00
Tennis Court w/Lights 1 Court $140,000.00
Basketball Courts w/Lights 1 Court $100,000.00
Volleyball Court w/Lights 1 Court $30,000.00
Rest Room Building 1 Bldg. $215,000.00
Rest Room/Concession Building 1 Bldg. $400,000.00
Group Ramada Building 1 Bldg. $90,000.00
Picnic Ramada Building 1 Bldg. $50,000.00
Dog Park (Excluding Restroom/ Ramadas) 1 Dog Park $150,000.00
BMX Facility 1 BMX Facility $200,000.00
Skate Park 1 Skate Park $1,500,000.00
Large Playground/Play Structure 1 Playground $150,000.00
Small Playground/Play Structure 1 Playground $100,000.00
ATTACHMENT #8
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