Page 333 - NRH FY20 Approved Budget

DEPARTMENT / DIVISION FUND
PARKS & RECREATION – ADMINISTRATION AQUATIC PARK
PROGRAM NAME
ADMINISTRATION
DESCRIPTION / MISSION
The Administration Division is charged with the overall management and leadership of NRH2O Family Water Park in a safe,
clean, guest-friendly environment. This division examines the entire operation from the guests perspective and seeks to improve
this experience, under the premise that a guest who is taken care of and has a good experience will be a loyal guest. This activity
specifically concentrates on the total park revenue versus expenses, maintaining a positive cash flow with which to operate. This
activity plays an important role in the continuing development of the park from attraction selection and design, to actual
construction and commissioning of projects. This activity also ensures that all other activities are performing in a team-oriented
environment and that communication exists to keep NRH2O, “Exceeding Expectations”.

GOALS
• To keep NRH2O guest friendly by examining overall operations looking for ways to improve the guest experience. (Preserve
Positive City Image)
• To maximize park revenues by managing NRH2O as an entrepreneurial, enterprise-oriented facility. (Financial Stability)
• To minimize park expenses by continuously examining the operation of the park taking advantage of opportunities to lower
costs or combine costs within operation activities. (Financial Stability)
• To retain NRH2O’s successful risk management program. (Safety and Security)
• To continue to maximize economic viability and impact on local economy of NRH2O through market pricing and efficient
management. (Preserve Positive City Image)
• To participate in the development of NRH2O’s Master Plan implementation. (Quality Community Development and
Revitalization)
OBJECTIVES
• Continuously monitor NRH2O’s presence on the Internet, noting discussions and sentiment towards the park.
• Sustain park cost recovery percentage at over 100 percent.
• Review all incident reports and hold weekly safety meetings during operating season.
• Continuously monitor and evaluate external changes that may have an impact on the park’s reputation or foundations for
operations.
• Monitor and evaluate Strategic Plan implementation strategies on an ongoing basis ensuring harmonization exists between the
plan and actual park strategies.

2017-18 2018-19 2019-20
PERFORMANCE MEASURES ACTUAL REVISED ESTIMATED
Goal: Safety and Security
# Of weekly safety meetings 12 12 12
# Of weather suspensions 12 7 7
Goal: Financial Stability
# Of park operating days (general admission) 102 102 102
Total # of days with precipitation detected 26 23 23
% Of change in cost recovery from prior year -81.00% +207.00% +3.00%
% Of change in operating income -126.00% +260.00% +17.00%
Amount of park operating expenses $3,344,031.00 $3,580,239.00 $3,567,846.00
Amount of park operating revenues $3,826,626.00 $4,362,509.00 $4,502,000.00
Cost recovery -1.14 1.22 1.26
Amount of operating income -$482,565.00 $782,270.00 $934,154.00
Goal: Positive City Image
Guest survey score (out of a possible 10) 9.50 9.40 9.40

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