4. Operations Committee, July 5, 2006 (any operations committee consent agenda item pulled for discussion will be discussed at the beginning of the committee discussion portion of the agenda, which is item G on this agenda) (Mrs. Robinson)
a.
Reclassification of Funding Source for the
Operations Center Expansion
Project (GG1073)
(AD07-001)
Committee unanimously recommended reclassifying the
funding source for capital project GG1073 Operations Center Expansion – PWUT
from Installment Purchase Debt to General Capital Reserve Unrestricted
Fund Balance.
STAFF REPORT
Operations Committee, July
5, 2006
Reclassification of Funding Source for Capital Project GG1073 Operations Center
Expansion - PWUT (AD07-001)
Consideration of reclassifying funding source for capital project GG1073
Operations Center Expansion – PWUT from Installment Purchase Debt to General
Capital Reserve Unrestricted Fund Balance
Speaker: Scott Fogleman
From: Scott Fogleman,
Budget Director
Prepared by: Stacey Teachey, Sr. Budget and Management Analyst
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
Capital project GG1073 (Operations Center Expansion – PWUT) was approved as part of the FY 2006 Capital Improvements Budget. A total of $565,000 was appropriated to the project with installment purchase debt serving as the funding source.
Town staff continually monitors capital projects and their funding sources to ensure that the most appropriate funding mechanisms have been applied to each project. As the FY 2006 capital improvements budget was being developed, general fund transfer and/or appropriations from general capital reserve fund balance were not the most appropriate funding sources for GG1073. A recent review of this project’s funding sources has led staff to recommend that funding in the amount of $565,000 for this project be reclassified from installment purchase debt to general capital reserve unrestricted fund balance. Minimal mid-year appropriations from general capital reserve unrestricted fund balance and higher interest rates have resulted in more unrestricted general capital reserve fund balance than originally anticipated. Reclassifying the $565,000 installment purchase debt appropriation in GG1073 will eliminate debt for this project and allow the Town to fund it on a pay-as-you-go basis with existing cash.
Fiscal Impact: The requested reclassification of funding sources for GG1073 will eliminate the need to issue $565,000 in installment purchase debt. The net result of the reclassification will be the appropriation of $565,000 from general capital reserve unrestricted fund balance.
Staff Recommendation: Staff recommends reclassifying $565,000 in installment purchase debt appropriated to GG1073 (Operations Center Expansion – PWUT) to general capital reserve unrestricted fund balance.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
b.
Traffic Counts On-Call Services – Selection Of
Consultants (EN07-001)
Committee unanimously recommended approval of Mulkey Engineers & Consultants as
an on-call consultant for traffic count services.
STAFF REPORT
Operations Committee, July 5, 2006
Traffic Counts On-Call
Services – Selection Of Consultants
(EN07-001)
Consideration of approval of Mulkey Engineers & Consultants as an on-call
consultant
Speaker: Tim Bailey
From: Tim Bailey, P.E., Director of Engineering
Prepared by: Wesley Vo,
P.E., Traffic Signal System Supervisor
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
The Town of Cary has solicited and received proposals from seven engineering firms for providing on-call services for traffic counts. This project will provide resources for the Town of Cary to conduct traffic counts as part of the Town’s on-going effort to identify traffic patterns and optional congestion and/or safety mitigation opportunities. The seven firms that submitted proposals are listed below.
1. Mulkey Engineers & Consultants
2. Ramey Kemp & Associates, Inc.
3. Wilbur Smith Associates (Raleigh Office)
4. Martin Alexiou Bryson (MAB)
5. SEPI Engineering Group, Inc.
6. ARCADIS G&M of NC, Inc.
7. Taylor Wiseman & Taylor
Each firm was ranked on many different criteria. It was necessary that the applicant show a firm grasp of the Highway Capacity Manual (Special Reports 209) requirements, MUTCD procedures and peak hour volume counts. Prior experience conducting traffic studies for the Town of Cary and for the NCDOT was noted. The firm work load was analyzed along with the project approach, quality assurance, anticipated schedule and estimated costs. A sample contract was submitted by each company showing the Town’s hold harmless requirement along with the insurance requirements necessary to work for the Town.
A four member task force reviewed each firm by the previously mentioned criteria, and a ranking was given for each category for each firm. The highest ranking was a 5 and the lowest ranking was a 1. A total score was developed for each proposal by compiling the rankings.
Based on the information presented in the proposal, the task force determined that: Mulkey Engineers & Consultants has the lowest cost as well as the understanding of the scope of services required for this project.
Fiscal Impact: $30,000 has been budgeted in the FY 2007 contracted services account of the Engineering Department for this purpose. Funds will be expended only as needed for this purpose and will not exceed $30,000 in FY 2007.
Staff Recommendation: Staff recommends Mulkey Engineers & Consultants be awarded the On-Call Traffic Counts contract. This award by Council represents a preliminary determination as to the qualifications of this firm and no legally binding acceptance occurs until the Town has executed a written agreement.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
c. Release of a Utility
Easement (EN07-004)
Committee unanimously recommended releasing an
unneeded utility easement located at
1204 Haddington Drive.
STAFF REPORT
Operations Committee, July
5, 2006
Release of a Utility Easement (EN07-004)
Consideration of a request to release an unneeded utility easement located at
1204 Haddington Drive
Speaker: Tim Bailey
From: Tim Bailey, PE,
Director of Engineering
Prepared by: Karen C. Dumers, Real Estate Technician
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
Staff has a request by a property owner to construct a shed at the rear of their lot in Scottish Hills subdivision. These lots were recorded in 1975 and included part of a ten-foot section of utility easement along the rear of the lot. This ten-foot easement along this property owner’s lot has not previously been used for utility easement purposes and the adjacent properties have already been developed. Staff sees no future need for this ten-foot easement and has no objection to this request.
Fiscal Impact: No fiscal impact
Staff Recommendation: Staff recommends releasing the utility easement along the rear of this lot to allow for the full utilization of this property.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
d.
Request for an Easement on Town Property
(EN07-005)
Committee unanimously recommended approval of a request by Progress Energy for
an easement on Town property located at 1019 Evans Road.
STAFF REPORT
Operations Committee, July 5, 2006
Request for an Easement on
Town Property (EN07-005)
Consideration of a request by Progress Energy for an easement on Town property
located at 1019 Evans Road
Speaker: Tim Bailey
From: Tim Bailey, PE,
Director of Engineering
Prepared by: Mary Beth McRainey, Real Estate Specialist
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
In conjunction with the Evans Road widening project, Progress Energy has to relocate several of their existing power poles. The Town owns property at 1019 Evans Road and the existing power pole needs to be relocated behind the new right of way. The pole will be moved straight back in the northeast corner of the site.
Fiscal Impact: None
Staff Recommendation: Staff recommends granting an easement for power poles to Progress Energy at 1019 Evans.
EASEMENT
NORTH CAROLINA
WAKE COUNTY
THIS EASEMENT made this day of , 20 , from TOWN OF CARY, A NORTH CAROLINA MUNICIPAL CORPORATION, hereinafter referred to as GRANTOR (whether one or more), to CAROLINA POWER & LIGHT COMPANY, a North Carolina public service corporation, d/b/a PROGRESS ENERGY CAROLINAS, INC., hereinafter referred to as PEC
W I T N E S S E T H:
THAT GRANTOR, for and in consideration of the sum of ONE DOLLAR ($1.00) and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, does hereby grant unto PEC, its successors and assigns, the right, privilege, and easement to go in and upon the land of GRANTOR situated in Cary Township of said County and State, described as follows: containing 0.55 acres, more or less, and being the land described in a deed from Joseph C. Brown, et ux to Town of Cary, a North Carolina municipal corporation, dated November 30, 2005 and recorded in Book 11708, page 2655, Wake County Registry, LESS AND EXCEPT any prior out-conveyances, and to construct, maintain, and operate electric and/or communication facilities thereon consisting of poles, cables, wires, guys, anchors, underground conduits, and other pertinent facilities within an easement area thirty (30) feet wide, with the right to do all things necessary, including, but not being limited to, the right: (a) to enter said easement area at all times over the adjacent land to inspect, repair, maintain, and alter said facilities; (b) to keep said easement area cleared of trees, shrubs, undergrowth, buildings, structures, and obstructions; (c) to trim or cut any tree adjacent to said easement area that may, in the opinion of PEC, endanger the overhead facilities or hinder the maintenance, operation, and use of the same; and (d) to install, at angle points of the overhead facilities, guy wires and anchors outside of said easement area. The center line of the facilities shall be the center line of said easement area. PEC shall not install facilities outside of said easement area without obtaining another EASEMENT, except for those facilities that may be installed as set forth in item (d) above.
It is understood and agreed that the easement area herein granted is for the relocation of the existing facilities on the land described above.
TO HAVE AND TO HOLD said rights, privilege, and easement unto PEC, its successors and assigns, forever. IN WITNESS WHEREOF, GRANTOR has caused this EASEMENT to be signed in its name by its duly authorized officials and its official seal to be hereunto affixed, as of the date first above written.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
e. White Oak Interceptor and
Pump Station Elimination, Batchelor Branch Interceptor and Pump Station
Elimination, White Oak Greenway Phase IV Bid Award and Request for Additional
Funds (EN07-007)
Committee unanimously recommended awarding the bid for construction of
the White Oak interceptor and pump station elimination (SW1098), the Batchelor
Branch interceptor and pump station elimination (SW1095) and the White Oak
Greenway Phase IV (PR1057) to J. F. Wilkerson Contracting Company for
$5,886,617. This award by Council
represents a preliminary determination as to the qualifications of this
consulting firm and no legally binding acceptance of this award will occur until
the Lead Agency, the Town of Cary, has executed a legally binding agreement.
Committee also recommended an appropriation of
$149,503 from sewer development fee fund balance to the construction account of
the White Oak Interceptor and Pump Station Elimination project (SW1098) and
$308,601 of sewer development fee fund balance to the construction account of
the Batchelor Branch Interceptor and Pump Station Elimination Project (SW1095).
For ease of project administration,
the $1,950,000 currently budgeted in the SW1095 Batchelor Branch interceptor and
pump station elimination project should be transferred into the SW1098 White Oak
interceptor and pump station elimination project. Upon combining these projects
into SW1098, the name for this project should be changed to White Oak and
Batchelor Branch interceptor and pump station elimination. Lastly, the $458,107
in sewer development fee fund balance within the utility capital reserve fund
should be appropriated to the construction account of the newly combined SW1098
White Oak and Batchelor Branch interceptor and pump station elimination
project.
Updated 7/7/2006
STAFF REPORT
Operations Committee, July 5, 2006
White Oak Interceptor and
Pump Station Elimination, Batchelor Branch Interceptor and Pump Station
Elimination, White Oak Greenway Phase IV Bid Award and Request for Additional
Funds (EN07-007)
Consideration of bid award for White Oak interceptor and pump station
elimination, Batchelor Branch interceptor and pump station elimination, and
White Oak Greenway Phase IV and consideration of additional funds for the
interceptor and pump station eliminations
Speaker: Tim Bailey
From: Tim Bailey, PE,
Director of Engineering
Prepared by: Jarrod A. Buchanan, E.I. Engineer
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
The Town of Cary Engineering Department received bids on Wednesday, June 21, 2006 for the construction of the White Oak interceptor and pump station elimination, the Batchelor Branch interceptor and pump station elimination and the construction of Phase IV of the White Oak Creek greenway. While these projects are accounted for and tracked independently, they all take place within the same geographical region. The White Oak interceptor and pump station elimination project (SW1098) runs from the existing White Oak pump station to the intersection of White Oak Creek and Batchelor Branch. The Batchelor Branch interceptor and pump station elimination project runs from the existing Fieldstone pump station located off of Branton Drive in the Overlook subdivision to the intersection of Batchelor Branch and White Oak Creek. The White Oak Creek Greenway Phase IV (PR1057) project runs from NC 55 to Green Level Church Road.
Staff opted to bid construction for these projects together in an effort to obtain better pricing and to remain in compliance with Clean Water Management Trust fund grant stipulations which place controls over the alignment of both the sewer and greenway elements of the White Oak projects.
The Engineering Department prepared design drawings and contract specifications and is responsible for project management of the utility related portions of the construction. The Parks and Recreation Department coordinated with Mark Robinson and Associates for design of the greenway and is responsible for the greenway portion of the work.
The White Oak interceptor and pump station elimination portion of this work (SW1098) provides for the installation of 7,800 linear feet of 24-inch gravity sewer main, 2,500 linear feet of 36-inch gravity sewer main, 60 linear feet of 36-inch boring and jacking, associated manholes and other appurtenances. This sewer main will span from the existing White Oak Pump Station to the intersection of White Oak Creek and Batchelor Branch where it will tie into the Batchelor Branch Interceptor.
The Batchelor Branch interceptor and pump station elimination segment of the work (SW 1095) provides for the installation of 2,500 linear feet of 36-inch gravity sewer main, 763 linear feet of 48-inch boring and jacking, associated manholes and other appurtenances. This sewer main will span from Green Level West Road south to the intersection of Batchelor Branch and White Oak Creek where it will tie into the White Oak interceptor and then run east to Green Level Church Road.
Both of these sewer mains will work in conjunction with the West Cary Pump Station, which is presently under construction, and the Northern Force Main to serve as Cary’s westernmost wastewater collection point. The mains will convey wastewater flows to the Durham County Water Reclamation Facility until the proposed Western Wake Regional Water Reclamation Facility is in service.
The White Oak Creek greenway portion of the project provides for the construction of 11,600 linear feet of paved greenway and boardwalk from NC 55 to Green Level Church Road.
The engineer’s estimated cost for construction of all elements of the utility and greenway work was $4,118,704. The tabulation of bids received is shown in Table 1.
Table 1: Bid Tabulation
|
Contractor |
Total Bid |
|
J. F. Wilkerson Contracting Co., Inc. |
$5,886,617.00 |
|
Thalle Construction Company, Inc. |
$6,156,997.00 |
|
Park Construction Corporation |
$6,552,318.96 |
Fiscal Impact:
Funding
Funding for the utility segments of the project is budgeted in the White Oak Interceptor and Pump Station Elimination Project (SW1098) and the Batchelor Branch Interceptor and Pump Station Elimination Project (SW1095). Based on the low bid of $5,886,617 noted in Table 1, staff estimates that a total of $458,107 in additional funding is necessary to complete the utility segments of the construction. $149,506 of this figure is necessary to meet construction needs affiliated with SW1098, while $308,601 is necessary to meet construction needs associated with SW1095. Table 2 (below) provides details regarding construction appropriations to date and available balances.
It is also important to note that staff may need to request additional funds in the near future as bids are accepted for the next phase of the Batchelor Branch interceptor and pump station elimination project (SW1095). The next phase of this project will continue sewer lines from Green Level West to the southern end of the USA baseball site ending at the Fairfield pump station. Design is 50% complete for this work. Staff estimates construction will begin in 2007.
Funding for the greenway segment of the work is budgeted within the White Oak Greenway – Phases III, IV, V Project (PR1057). A total of $3,580,200 has been budgeted for construction with a current available balance of $2,842,969. Phase III, greenway construction from Davis Drive to NC55, was completed in 2002. The bid discussed in this staff report is for Phase IV which extends the greenway from NC 55 to Green Level Church Road. Staff estimates that the entire $2,020,010 necessary for the Phase IV segment of the White Oak Greenway can be funded from the available construction balance within PR1057.
Upon completion of Phase IV, approximately $822,959 will remain as available construction funds within PR1057. These funds will be used to construct Phase V of the White Oak project which includes the greenway section from Bond Park into the MacArthur Park subdivision. With the completion of Phase V, the White Oak Creek Greenway will extend a distance of five miles from Bond Park to Green Level Church Road. The last remaining segment will be the construction of a pedestrian crossing to over the CSX Rail line from the MacArthur Park subdivision to Davis Drive Park. Staff is currently working through design issues related to this crossing. Construction of this crossing may require future funding as well.
Table 2: Funding to Date and Identified Needs
|
Work Description |
Appropriations to Date |
Available Balance as of 6/19/2006 |
Funding Required to Complete Project |
Additional Funding Needed/ |
|
Construction SW1098 |
$1,751,000 |
$1,751,000 |
$1,900,506 |
$149,506 Sewer Development Fee fund balance |
|
Construction SW1095 |
$1,657,500 |
$1,657,500 |
$1,966,101 |
$308,601 Sewer Development Fee fund balance |
|
Utility Totals |
$3,408,500 |
$3,408,500 |
$3,866,607 |
$458,107 |
|
|
|
|
|
|
|
Construction PR 1057 |
$3,580,200 |
$2,842,969 |
$2,020,010 |
$0 |
|
Greenway Totals |
$3,580,200 |
$2,842,969 |
$2,020,010, |
$0 |
|
Grand Totals |
$6,988,700 |
$6,251,469 |
$5,886,617 |
$458,107 |
Operating Impact
Short term operating impacts include providing staff for construction administration and project management for the gravity interceptors and greenway construction. It is expected that the White Oak interceptor portion of the project and the segment of Batchelor Branch west of the intersection of Batchelor Branch and White Oak Creek will be complete and operational in June 2007. The next phase of the Batchelor Branch interceptor running from the intersection of White Oak Creek and Batchelor Branch to Green Level West Road is anticipated to be complete and operational by September 2007. The final segment of the Batchelor Branch interceptor running north of Green Level West Road to the Fieldstone pump station is not expected to be complete and operational until early 2008. The White Oak Creek greenway is expected to be operational in September 2007. Longer term operating impacts include operation and maintenance by Public Works and Utilities staff.
Staff Recommendation: Staff recommends awarding the bid for construction of the White Oak interceptor and pump station elimination (SW1098), the Batchelor Branch interceptor and pump station elimination (SW1095) and the White Oak Greenway Phase IV (PR1057) to J. F. Wilkerson Contracting Company for $5,886,617. This award by Council represents a preliminary determination as to the qualification of the bidder. No legally binding acceptance of the bid or offer will occur until the Town has executed a written agreement.
Staff
also recommends an appropriation of $149,503 from sewer development fee fund
balance to the construction account of the White Oak Interceptor and Pump
Station Elimination project (SW1098) and $308,601 of sewer development fee fund
balance to the construction account of the Batchelor Branch Interceptor and Pump
Station Elimination Project (SW1095).
For ease of project administration, staff also recommends that the $1,950,000 currently budgeted in the SW1095 Batchelor Branch interceptor and pump station elimination project be transferred into the SW1098 White Oak interceptor and pump station elimination project. Upon combining these projects into SW1098, the name for this project should be changed to White Oak and Batchelor Branch interceptor and pump station elimination.
Lastly, staff requests the appropriation of $458,107 in sewer development fee fund balance within the utility capital reserve fund to the construction account of the newly combined SW1098 White Oak and Batchelor Branch interceptor and pump station elimination project.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
f.
Recognition of Federal Funds
(PD07-001)
Committee unanimously recommended recognition of
$36,400 received through the federal Equitable
Sharing Program and the expenditure of those funds for police equipment.
STAFF REPORT
Operations Committee, July
5, 2006
Recognition of Federal Funds (PD07-001)
Consideration of the recognition of funds received through the federal Equitable
Sharing Program and the expenditure of those funds for police equipment
Speaker: Chief Scott Cunningham
From: Scott Cunningham,
Police Chief
Prepared by: Captain Don Corr
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
Equitable Sharing is a program administered by the United States Department of the Treasury. The purpose of this program is to share federally forfeited property with participating federal, state, and local law enforcement agencies. Any of these agencies that directly participate in an investigation or prosecution that results in a federal forfeiture by a Treasury fund participating agency may request an equitable share of the net proceeds of the forfeiture. By federal law the shared funds must be used to increase or supplement the resources of the receiving law enforcement agency. The Cary Police Department proposes to spend $36,400 in funds received from this program in 2006 to purchase the following equipment.
Fiscal Impact: The only ongoing operational impacts associated with the items requested are future maintenance and repair expenses.
Staff Recommendation: Staff recommends recognition of $36,400 in federal funding received through the Equitable Sharing Program and subsequent appropriation of these funds to the police department’s small equipment account for purchase of recommended equipment.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
g.
Middle Creek School Park – Joint Use Agreements
(PR07-01)
Committee unanimously
recommended approval of joint use agreements with Wake County Board of Education
for the Middle Creek Park Complex and
for the Auxiliary Gymnasium, Middle Creek Park Community Center, outdoor
basketball courts, tennis courts, and parking areas.
STAFF REPORT
Operations Committee, July
5, 2006
Middle Creek School Park – Joint Use Agreements (PR07-01)
Consideration of joint use agreements with Wake County Board of Education for
the Middle Creek Park Complex and for the Auxiliary Gymnasium, Middle Creek Park
Community Center, outdoor basketball courts, tennis courts, and parking areas
Speaker: Dwayne Jones
From: Mary Henderson,
Director of Parks Recreation and Cultural Resources
Prepared by: Dwayne Jones, Recreation Manager
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
In 1999, the Town of Cary and Wake County Public School System (WCPSS) partnered in the acquisition of approximately 175 acres in south Cary that resulted in the development of Middle Creek High School and the adjacent Middle Creek Park. As a result of phase 1 design and development, the Middle Creek Community Center and tennis courts opened in October 2001 and Middle Creek Softball complex opened in 2002. The first students to arrive at the school were relocated from Athens Drive High School for the 2001-2002 school year. The following year, 2002-2003, was the first school year for Middle Creek High School students.
The concept of this partnership was to purchase property and develop facilities that would benefit both the school and the Town by economizing in the use of shared areas. Wake County Parks and Recreation assisted in funding of the Master Plan for the site. Throughout the design process there were opportunities to collaborate on shared facilities that would in the long run benefit both sides. This concept forced both agencies to think creatively and deviate from the typical design without compromising the goals of the facilities. This resulted in a design that improved the ability for shared use between the Town and WCPSS. By using this design philosophy the agencies were able to build less and save green space by planning for joint use of certain areas. Some examples include relocating the school auxiliary gym adjacent to the community center gym; upgrading and increasing the school’s program tennis courts; incorporating the schools program softball field into the design of the Town’s softball complex; and construction of shared parking areas.
Over the last 5 years staff has been working diligently with WCPSS staff to develop the terms and conditions of the Joint Use Agreement. In the meantime the facility has been operating smoothly with school and Town staff working together to make the project a success. This will continue to be a critical ingredient to ensure the success of the Joint Use Agreement.
By building together and sharing facilities, the Middle Creek School project resulted in cost savings to WCPSS and the Town. In several cases WCPSS also benefited in improved level of service for joint use areas. There is an additional cost savings to the WCPSS per the recommended agreement as the Town is providing routine maintenance to the school’s auxiliary gym and tennis courts and the softball field used by the school. In exchange, the Town receives coordinated use of the gym and courts when they are not being used by the school. Below is a summary of the major components of the agreement.
Middle Creek Community Center consists of two meeting rooms, a gymnasium, lobby and office space. The first programs were implemented in October 2001. Since that time programs, participation and facility reservations have continued to grow. From FY03 to FY05 participation has increased 44%, program revenue has increased 49%, and rental revenue has increased 28%. Program participation and facility rental data is provided in the table below as a summary of services for the past three fiscal years.
|
|
FY03 |
FY04 |
FY05 |
|
Number of program hours |
1,328 |
2,044 |
2,408 |
|
Number of Participants |
4,148 |
5,394 |
7,333 |
|
Program Revenue |
$44,452 |
$72,594 |
$86,993 |
|
Number of rentals |
306 |
280 |
330 |
|
Rental Revenue |
$17,552 |
$17,881 |
$24,314 |
In addition, the Town has provided space in the community center for WCPSS to conduct classes, testing, and other student/teacher use. Since the MCHS students arrived in 2002, over 1,600 hours of facility use has been attributed to WCPSS activities, for an average of 400 hours per year.
Fiscal Impact: On-going maintenance costs per the agreement.
Staff Recommendation: Approval of Joint Use Agreements between the Town of Cary and Wake County Board of Education for Town and Board property at Middle Creek School Park.
Both agreements are attached to and incorporated in these minutes as Exhibit.
ACTION: Ms. Dorrel moved to approve the consent agenda; Mrs. Robinson provided the second; council granted unanimous approval.
_________________________
h.
Lazy Daze Consultant Report Recommendations
(PR07-02)
Committee unanimously recommended acceptance of the
consultant’s report with the understanding that action plans will be developed
for specific goals as appropriate.
STAFF REPORT
Operations Committee, July
5, 2006
Lazy Daze Consultant Report Recommendations (PR07-02)
Consideration of recommendations for the Lazy Daze Arts & Crafts Festival
Speaker: Joy Cox
From: Mary G. Henderson,
Director, PRCR
Prepared by: Joy Cox, Festivals Coordinator
Approved by: William B. Coleman, Jr., Town Manager
Approved by: Benjamin T. Shivar, Assistant Town Manager
Introduction: The Lazy Daze Arts & Crafts Festival will mark a milestone in 2006 as it celebrates its 30th annual festival. This festival is the Town of Cary’s single largest special event and as such is a signature event for the Town. In 2005 a study to evaluate the Festival in all aspects – logistics; sponsorships; basic practices, artist issues; downtown merchant relations; and other festival features – was conducted by Holly Mull and Associates of Atlanta, GA. The study included input from the general public, downtown Cary merchants, participating artists and concessionaires, Parks, Recreation and Cultural Resources staff, and the Festivals Committee.
The final report provided a very positive assessment of the Festival’s health, as referenced by Julie Johnston-Tepp who was onsite at the 2005 festival, by saying the Lazy Daze Arts & Crafts Festival “is a high quality festival, as evidenced by the ranking in Sunshine Artist Magazine. Comments of high praise were received from artists, food vendors, and patrons alike. The planning and execution of the festival by the staff, volunteers, and city services departments is excellent.”
In order to look toward the future as the Town of Cary continues to grow and to continue providing the highest quality festival possible, Staff is presenting the following recommendations from the five-year enhancement plan for the Lazy Daze Arts & Crafts Festival which is based on the study completed by Holly Mull & Associates. Staff will bring back specific action plans for select goals at the appropriate time.
A complete copy of the report is below.
Recommendations:
YEAR ONE (2006 – 2007)
Staff recommends development of action plans for the following recommendations:
1. Establish a free standing website for the Lazy Daze Festival
We received a strong recommendation from consultant about the web site. “Every festival we reviewed has its own free standing web site. We strongly recommend that [Lazy Daze] establish its own free standing web site.”
Benefits:
Uses:
2. Increase artist market fees
The artist market fees for Lazy Daze are low by industry standards. The industry standard for a one-day festival is in the high one hundreds. The industry standard for a two-day festival ranges from the mid two hundreds to four hundred dollars. Currently, the festival fees are $125 for Cary residents and $145 for non-residents. The consultant report recommends increasing fees to $175 for Cary residents and $250 for non-residents. Staff recommends that the Festival Committee evaluate artist fees and make a recommendation for increases spanning a three year period using the consultant’s recommendation as a starting point.
3. Increase concessions food fees and reduce the number of food vendors
Based on research on comparable festivals, the recommendation from the consultant is to increase the concessions vendor fees to bring them in line with industry standards. Additionally, the consultant has suggested that the Festival currently has too many food vendors resulting in an unwanted dispersion of patrons across the vendors. By reducing the number of vendors, each group has a better chance of making more money during the day. This will especially benefit the non-profit groups that serve concessions at the Festival. The increase in fees will offset the reduction in number of vendors.
4. Launch an aggressive campaign to sell corporate sponsorships
As noted in the study, the Lazy Daze Festival is missing an exciting opportunity to garner more revenue for the Festival. By actively pursing additional sponsors, the ability for the Festival to enhance Festival offerings and to return more money to the local community through its grants program will be greatly increased. The consultant recommended the following sponsorship levels for the Festival:
|
Presenting |
$10,000 |
|
Gold |
5,000 |
|
Silver |
2,500 |
|
Bronze |
1,000 |
|
Patron |
500 |
5. Identify more media sponsors (including a magazine sponsor)
Identifying a magazine sponsor will provide more exposure for cash sponsors, provide additional exposure for the Festival to keep the name high in the community throughout the year, and lay the groundwork for creating a Lazy Daze Program book in subsequent years.
6. Create a new logo with tag line for branding
The Festival currently has an old logo that is being used inconsistently. Creating a new logo with a tag line will help build an identity for the Festival. Tag lines should reflect the important impact that Lazy Daze has in the Cary community. Suggested tags include “Giving Back to Cary for 30 Years”. Staff recommends creating a new logo that incorporates the old logo in order to maintain the long standing history of the festival while at the same time updating and reflecting the enormous growth of the event.
7. Change load-in time for the Festival on Friday evening to 6 p.m.
In order to provide better service and additional time for vendors to set-up on the Friday before the Festival, a few extra hours of daylight would make a significant difference to vendors.
Staff recommends additional research for the following recommendations:
·
Adopt an ordinance prohibiting
vending on public or private property during Town Festivals. As reflected in the
study, there are unauthorized vendors on private property in area contiguous to
the festival. As reflected in the consultant’s report “If these…vendors are left
unchecked, they can hurt the image of the festival with participating artists
and create problems for the festival sponsors.” Realizing that service to the
community is one of our highest guiding principles, Staff recommends researching
options including the development of an ordinance that will help address this
issue.
· Create a Beer Garden. Given the myriad of issues that need to be considered when adding a Beer Garden to the Lazy Daze event, Staff recommends deferring this addition to a subsequent year at which time further research can be undertaken.
YEAR TWO (2007-2008)
Staff recommends additional consideration of the following goals:
1. Carefully consider expanding Lazy Daze to two days – Saturday and Sunday
The consultants found based on discussions with approximately 18% of the artists at the 2005 festival that 39.7% wanted to keep festival as is; 6.8% favored expanding to Friday and Saturday; and 53.4% favored expanding to Saturday and Sunday. There was also a large number of artists that feared that the festival would lose its “prestige” value if it became a two day event. This information will be used as a starting point for discussing a potential move to a two-day festival. This decision will need additional research and will involve downtown merchants, churches, and residents.
2. Consider development of a comprehensive staffing plan
The consultants strongly recommended consideration of additional festival staff. Recommendations for responsibilities included handling marketing and sponsorship sales or serving as an administrative assistant to the festival coordinator to assist in managing the administrative work of the festival.
3.
Create a sponsor hospitality
program onsite
This recommendation follows the implementation of the sponsorship plan in year
one. In order to garner and keep high quality sponsors, additional benefits
(such as the hospitality program) need to be included in sponsorship packages.
4.
Expand the festival footprint to
adjacent areas
In order to alleviate crowding at the festival, it is recommended that the
Festival be expanded to adjacent areas to spread vendors out and create a more
open feel. This will be of benefit to the vendors and patrons alike.
Staff recommends implementation of the following recommendations as appropriate:
YEAR THREE (2008-2009)
Create a Lazy Daze program booklet
With the implementation of the sponsorship and hospitality programs, the consultant recommends creating a Lazy Daze program book that can showcase the artists, provide additional opportunity for sponsors (thereby attracting more and higher level sponsors). A high quality program book will elevate the Festival to a new level and can be used as a promotional item prior to the event.
YEAR FOUR (2009-2010)
Create a media party
A media party can provide promotion prior to the festival, provide a special event for sponsors, and create an avenue to forge important relations with the media. It can be a venue for unveiling the year’s featured artist and artwork and a mechanism to provide information about the grants program.
YEAR FIVE (2010 – 2011)
Expand the festival to make use of new Downtown Public Spaces
After the completion of the Downtown Area Plan with the addition of new park spaces and cultural facilities, the opportunities for the Festival to expand physically and programmatically are significant. The recommendation is to use these new spaces to their fullest capacity.
Staff Recommendation: Acceptance of the consultant’s report with the understanding that action plans will be developed for specific goals as appropriate.
February 6, 2006
Joy Cox
Festivals Coordinator
Town of Cary
Parks, Recreation and Cultural Resources Department
316 North Academy
Cary, North Carolina 27513
Dear Joy:
On behalf of Holly Mull & Associates, we are pleased to present our final evaluation report on the Lazy Daze Arts & Crafts Festival.
As part of our review of the festival, HMA made three trips to Cary. The first trip took place prior to the festival to review the festival site and meet with department representatives. The second trip was made to attend the festival to review all aspects of the event and gather information. The last trip included a meeting with the festival advisory committee, the Arts Council and a public hearing to learn what changes the public would like to see to enhance the festival. In addition to these fact-finding trips, Touch Poll was commissioned to conduct a public opinion poll during the 2005 Lazy Daze Arts & Crafts Festival. Their report provided very valuable demographic information about the festival attendees and is included in this final report on the festival.
We have enjoyed working on this project and meeting the wonderful people in the Town of Cary. We sincerely hope that this report will provide you with the information you need to enhance the festival. Thank you again for the opportunity to conduct this project.
Sincerely,
Holly Mull
President
EVALUATION
• Comparable Festivals
SHORT AND LONG TERM RECOMMENDATIONS
EXHIBITS
The Lazy Daze Arts & Crafts Festival, (LDAF) is located in the Town of Cary, North Carolina. Approximately 60,000 to 75,000 attend this festival annually, and the event always occurs on the 4th Saturday in August. There is one full time employee and 2 part time employees who assist with the production of the festival, with approximately 15 Town of Cary employees who also help in supporting roles during peak busy season. There is a 15 member Festivals Committee, comprised of private citizen volunteers, which makes recommendations and sets the direction of the festival.
The Town of Cary municipal departments, such as Public Works, the Police Department, the Fire Department, etc. also dedicate staff to the project (in-kind) and although monies are accounted for, the festival’s budget does not directly cover those expenses.
Proceeds from the festival go towards community grants to support local non-profit organizations.
LDAF is a high quality festival, and was ranked 30th in the top 200 festivals, per Sunshine Artist Magazine. Comments of high praise were received from artists, food vendors, and patrons alike. The planning and execution of the festival by the staff, volunteers, and municipal services departments is excellent.
The weakest area of the festival is branding and sponsorships. The festival has no identity and there is only one small ongoing cash sponsorship with Pepsi. There is a great opportunity to increase revenue for the festival by launching an aggressive sponsorship program.
The Lazy Daze Arts & Crafts Festival is unique. It is very difficult to find a festival comparable to the quality of the one-day Lazy Daze Arts & Crafts Festival with 400 artists, an attendance of 60,000-70,000 and no alcohol sales. The most comparable festival we found is the Brushy Mountain Apple Festival in North Wilkesboro, NC. This one-day event is 28 years old, has an attendance of 175,000 and 400 artists in a juried show. Another somewhat comparable festival is the Bele Chere Festival in Asheville, North Carolina. Although Bele Chere is a 3-day event with 6 entertainment stages, an artist market and some sporting events, it is a street festival and is produced by the City of Asheville Department of Parks, Recreation and Cultural Affairs. Bele Chere has a staff of five who plan and manage Bele Chere and 5 other major festivals in Asheville, North Carolina. The festival sells beer and has numerous sponsors including Delta Air Lines, Ingles, Purina Dog Food, Saturn, Food Lion, Fisher-Price, Budweiser, Pepsi, Sprint, Haagen-Daz and many others. The other festivals in North Carolina and Georgia examined are 2-4 days, have fewer artists than LDAF and offer alcohol sales. They include the North Carolina Seafood Festival, Oktoberfest, the Sweetwater Festival and the Inman Park Festival. The Sweetwater Festival was selected because it is a one-day street festival in downtown Milledgeville that went from selling no alcohol to selling alcohol and the Inman Park Festival was selected because the festival has sold alcohol for 35 years and has not experienced any public safety problems. The festivals reviewed included the following:
3-day festival
19 years old
2 full time staff
175,000 attendance
50 food vendors
200 juried artists
3 days
20 years old
1 full time staff
75,000 attendance
150 juried artists
Sweet Water Festival, Milledgeville, Georgia
1 day
6 years old
1 fulltime staff
40,000 attendance
100 artists
Inman Park Spring Festival, Atlanta, Georgia
2 1/2 days
35 years old
No staff – all volunteer
70,000 attendance
200 juried artists
Artist Issues/Services
400 participating artists are chosen from approximately 575 application submissions through a jury process and there is a $15 jury fee. A panel of 6 judges picks festival winners; winners are awarded with automatic entry into the next year’s festival and also free booth space (no direct prize money). Out of 400 participating artists, approximately 41% are fine art and 59% are traditional classical craft. Artist booth fees range from $125 for Cary residents to $145 for non-residents for a 10’ x 10’ space. The Festival Committee performs quality control to ensure the artist booth setup and content matches with the artist application. City streets are closed off at 7pm on Friday evening and artist setup begins at 8pm; setup continues through the night and some setup occurs early Saturday morning. An artist demonstration area showcases a few different types of crafts, such as pottery and sculpture, fiber and fabric weaving. The festival provides booth sitting services for the artists.
We had the opportunity to discuss the festival with many of the artists onsite. The majority of artists felt the festival was very well organized and well executed. Most thought the quality of art was very high. The artists sincerely appreciated being able to set up on Friday night. However, the majority want to begin earlier when it is still light. They did not look favorably on having a party on Friday evening since they would be very tired after setting up on Friday and have a very long day on Saturday.
The artist market fees for