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I � � , - 1. . .1 .. . -.�.,- ..., I I 1* ,f "� -��*., ,,:. : , .� ..I;: -1: z.4-. . ROLL 1. CALL : .-:::,%;- . " ! ` � 1 `111` .�:; e i" .* � , ,. :- 1. �� -: - .. . . . - I .�, � - I � . . C, . ' ... . , , . 11 APPROIAL3 ADEN DA ... ' .1 I -1- :: ,:.%..'� I - I , _ ' �. ". ,:_, ." I 1.�11 I � 1. . . � * , I L . I � � . . 1-1 - I � I : :. .. *. I - -.- ,-. 4 5 o, . a .; .. 9 - r w I I -5:00 - .. - .. . . , .. .. . . ..:. . �MAPL ►OOD 2n20 I... ,� .. .. I . - . * . - . . I . , .. ''. � .., , 1, - , � . � : �:�,: - ,.1 - - :_- _ - - . - 1. -�- , . :. , , , .::-,U "-,. . -..: t: �� ..� :5. 1U11ATR .. ._.. I . .1 . ,'. '.. DEPATVIENT UPDATE . � I . .1 �-... "I - R r - w: -, q', %. *. __ ,..r,...-.-:, V . 1 . ,� I 1. "I" , ". . . ,.. . - 6:00 . .11 11 I .. .. .., - .. . .. I � . I I I I . I E JRGAN1 ATt�N UPDATE . I. .. 1-1 ,-,..:.,.-- V1.11 ". I I . 1� � �,".. . - I . -15 .• : 1. . , ": . . . . .. . . 1. COMMUNITY CENTER UPDATE E . .., - I r- , , C I,,: ?• - I :45 , . ::�. . - I I � I . .. .. T 1 R U I _ I � .. �. I. 110 tegislative Update . ;t 5r _ ,�-�,,-�- -, . 1 . .: . . 1. ��'. I . I . ,; . "� - � I . P... . . 2 1. f ocal �overnrr�ent did E�nd.ir , ' * . - . . , � t,.:,. � �. I I . - .. - : ". .. . I I . . . - - , ,_ ��.�- � . ;-_: - . ; I �'. I �, I . I -. . . I I .." % 1. . jy - .. . . :..,., � r. .... I . , : I . -111 .: :. 1. ,, � � -:1. . I . ... -, - I I . , - - . :- , - 1: , , I I I . �` - .. .1 I . . 1 , . fUTURE TOPICS (Prioritized} ... .. . I - I I , .. : . , " ... . . � I I :.�-. �. 11-1�-. . I I -: . . . : .. . I I � . ' �. -., . , I : I I . .. .. V-" � ._ I I � .1, .1 .. .. ' . . ; . - - . . 11 I . � ..''.. . 7 1 WAVER . _': ti I �. - . ,if . -2 . .Employee /C�uncil C.od�e of Ethics .1.1 - 1:,d-11 -. I • : [ 3 J 1. 1. I I - . .: I I . TotaI Quali �Ilana ement Follow-up I I - .., .1 . .I. - . .. g ,. . 1: , _:. . Plat approval - Additionalandscapingegirernents I . ... . 5. �. Metro . fast Pr * tation ;�-n .- , I .. - I I �,��. V I _ - . ' ' ' :Dis ute fesoiuti .. - - -:.'. -1, ,7�.,. !:� .. - I. -.. I.. I I., �. � . :, - I'. - , ''.. p o Center . .. -- -, . � � .. � - -,:.- -:. . . - , , .. .. °� 1 '1-'-.��, I I.. 11 I .. - - I. I... I . .. 1. �.�. I I.. J. �4DJOURNMENT "I .. �.. � ,''. I I I - t, �. 11, .. l 1•' .Background Material for Agenda D. Maplewood 2020 Please see the attached staff report. E. Reorganization Update Please see .attached staff report which was presented to -the City Council in April, 1994. City Manager McGuire will update the Council on the status of each project within the report. F. Water Department Update City Manager McGuire and Public Works Director Ken Haider will provide the Council with an update on the status of the conversion to a wholesale water customer from a retail contract. G. Community Center Update The Parks Department provides the Council with periodic updates on the Community Center operations. Director of Parks &Recreation Bruce Anderson and Community Center Manager Tom Eastman will be make the presentation. H. Other Business 1. Legislative Update City Managaer. McGuire will update the Council on various proposed bills that could affect the City 9 includin Local Government Aid Funding. 2 AGENDA NO. L7 AGENDA REPORT TO: City Manager FROM: Assistant City Manager RE: MAPLEWOOD 2020 DATE: February 21 1 99 5 INTRODUCTION - Maplewood 2020 is a proposed planning process - to plan now for what Y ou want Maplewood to look like in the year 2020. This project was discussed at the Februa ry 6 Council /Manager meeting g. The City Council directed staff to contact Mr. Bill Morris from Decision Resources to speak to the Council at the March 6 Council /Mena er meeting g about the use of a community survey in this Visioning /planning process. Mr. Morris worked with several cities in a project like this. He will make a short presentation and handle questions from the Council. The City Council also directed staff to research how Other cities Organized this ro'ect. p 1 Two cities were contacted for information: Roseville and. Burnsville. BACKQROUND Roseville During the summer of 1992, the City of Roseville undertook Vista 2000 - Creating Rosevii.le's Tomorrow Today. The purpose was to create a vision for 21 st century Roseville, to help set long -term goals, and to help work Out strategies for reachin g g them. Roseville identifies their process as a resident- driven process they solicited the involvement of individual residents. Two city -wide forums were conducted to give residents, business owners, elected officials, civic groups and education s a rou g p chance to participate in the vision for Roseville. Bill Morris was involved with these forums. In addition, residents were given the opportunity to mail in their comments on postage paid postcards. 1, As a result of the forums, six categories were created: Economic Development, Environment, Housing, Leisure, Public Safety and Transportation. Approximately 50 people applied to work on study groups. The Council appointed all of them, and they were. assigned to the committee of their choice. These groups met for several months and produced a vision and goals to guide Roseville to reach the goals. In April, 1993, each study group made a presentation at a Community Forum. It was handled by a facilitator, Mr. Carl Neu. The City Council adopted that final document in the summer of 1993. The estimated cost of the project was $30,000. The process lasted about one year. The City Council uses the goals and vision statements when they approve budgets, capital projects, future land use plans, and future public policy. In addition, the recommendations are utilized by the Planning Commission. Roseville staffinembers said that two of the major outcomes of the process were to meet and work with new faces in the community that became involved for the first time during this project, and the results of the process were used to update their comprehensive plan. Burnsville In 1988, the City of Burnsville conducted their first visioning process, and it was structured much like Roseville's .1.993 program. As a follow -up, Burnsville's most recent visioning project began in July, 1993 and was named Partnerships For Tomorrow. Their process used organizations rather than targeting individual residents, and it was a bit more. involved. First of all, City staff and Council brainstormed and produced a list of major stakeholders in the community. They were invited to a formal dinner at which the project was introduced, and a time line was et. The mission was "to establish a process that defines a vision for our community and identifies the resources for. implementing that vision through a partnership of individuals and organizations." A second meeting was held for the "partners" that committed to participating in the program. Those partners were the Burnsville Chamber of Commerce, City of Burnsville, Community Action Council, Dakota County, Dakota County Employment and Trainin g Fairview Ridges Hospital, I.S.D. 194, 198, Minnesota Valley YMCA, and the Prince of Peace Church. A Steering Committee was established to facilitate the rest of the Partnerships for Tomorrow process.. In November, 1993, a community survey was conducted by Decision Resources to get residents' ideas about where the City should be in the future. In addition, a presentation to the entire boards of participating partners was made. A facilitator, Mr. Carl Neu, was utilized for this presentation. 2 In January, 1 994, steering committee members- and volunteers (a total of 67 people) were trained in facilitating group's who are visi g g p oning. These trained people met with community members such as neighborhood groups, service g g p , groups, and churches to ask them to describe how they would like Burnsville to look like in the future. In -wide forums were i • d not city-wide a conducted for residents who di pa March, 1994, two ci rticipate in partner groups. It was cable cast an • p d small groups in the audience were formed for the visioning process. In April, a public forum (Prioritization Community orum was con ' y ) ducted to identify themes and priorities from all of the information athered at the co ' g mmun ty forums, the group visioning, and the community .survey. Mr. Carp Neu was used for this step which generated. six categories: neighborhoods, safe youth, environment safety, Y o merit.,: development and transportation. Citizen were recruited to work on committees to research each one of the six categories. In May, each committee began meeting. Their responsibility was to create vision p y eate a vision . statement and a measurable action plan for the area. The committees met through August at which time each committee roduced an action la p plan. The plans were written with the help of City staff. In September, the volunteer committee members and the steering committee mittee met to review the draft report. Volunteers were also recognized at this meeting. Th . g g e report is finalized, and the final report was presented and: adopted b the partner ' p y p e organizations. The entire process took over one year, and the cost has been estimated at $25,000. The City was the agency that staffed the ro'ect through completion. p J g ompletion. The project monitoring 'is now being handled by the school district. Each "partner" ' organization is expected to help in monitoring the implementation of the ro ram. p g 3 MEMORANDUM To.: FROM: RE: DATE: Mayor and City Council City Manager REORGANIZATION April 4, 1994 INTRODUCTION AGENDA NO. F One of the goals that the Council established for 1994 was to review the City's organizational structure. Considerable time has been devoted to assessing the current structure and what changes would make it more efficient and better meet future needs. BACKGROUND The City's current organizational structure consists of an assistant city manager and nine functional areas; City Clerk, Community Development, Emergency Management, Finance, Human Resources, Legal, Parks &Recreation, Public Safety and Public Works. (See Exhibit A), DISCUSSION Although the entire organizational structure was reviewed and over twenty potential changes were examined in depth (Exhibit B), only a few are being recommended. They are: 1. Combine the sewer utility with the newly created water utility and place it in the Public Works department. The billing procedure will also be part of Public Works, but it will have a close working relationship with the Finance department. Financial Impact: None Service Impact: User convenience will be enhanced because of having all aspects of water and sewer in one department. It will also relieve congestion at the City Clerk's counter. 2. Move the Community Cen #er to the Parks &Recreation department and restructure the Parks &Recreation department so that the Park Director will be directly responsible for park development, park maintenance, open space, and the Nature Center. The Community Center Manager will report to the Parks &Recreation Director and will be responsible for all recreation and programming activities including the Community Center, Financial Impact: There will be considerable savings by combining the programming activities. Service Impact: The actual programs will remain the same, but all registrations and questions will be handled at the Community Center making it more convenient for the users. 3. Establish the position of Public Safety Administrative Assistant. This will be accomplished upon the retirement of one of the captains. This individual will be in charge of all administrative detail in the Police Department including purchasing, budget, and supervising all Police department clerical staff. The remaining captain position will supervise all police- related activities. Both positions will report directly to the Public Safety Director. Financial Impact: Difference in salaries. 46 Sewer and water permits will be moved from the City Clerk to Public Works, Financial Impact: None Service Impact: It will be more convenient and less confusing to the users if all related activities are in one department. 5. Contractor licenses and permits will remain in the City Clerk's department. However, the counter personnel in Community Development will be trained to :issue permits when they are being purchased as part of other applications. 6. Building Maintenance should be consolidated under and report to the new Building Maintenance Supervisor.. Financial Impact: None Service Impact: Service will be enhanced because of the greater flexibility when assisting work. S 7. in addition it is recommended that the following be considered at a future time. - - Centralized filing. This will be .part of the City Clerks department. The plan, including costs, will be developed for the next budget cycle. The Emergency Management department will become . part of Public Safety when the current EM director vacates the p osition, The position of Public Information Officer should be created if the City decides not to.. renew the current franchise .agreement for cable tv. This position would be responsible for cable tv, Maglewood in M_,a etc, - The relationship between the Fire Marshal and Community Development, the need for a full time Fire Chief, and other fire related questions need to be addressed. A copy of the organizational chart. showing the first six items implemented is attached as Exhibit C. CITY MAPLEWOOD ORGANIZATION CHART CITIZENS CITX COUNCIL POLI HUMAN COMMUNITY PLANNING CIVIL RELATIONS DESIGN C014MISSI01 SERVICE 'COMMISSION REVIEW. COMMISSION BOARD EMERGENCY LEGAL MANAGEMENT ] CITY ASSISTANT CITY MANAGER . MANAGER MGMT. INFO. SYSTEMS RECEPTIONIST HUMAN PARKS & PUBLIC FINANCE CLERK'S RESOURCES OURCES RECREATION WORKS 1 E OFFICE Ir - I LABOR RECREATION ENGINEERING FINANCIAL RECORDS LICENSING RELATIONS PROGRAMS STREET INSURANCE ELECTIONS BENEFITS PARK I .MAINTENANCE I BUDGET I OFFICIAL RECORDS ADMIN. MAINTENANCE. UTILITY ADMINISTRATION DEPUTY REGISTRAR CLASS. & PARK MAINTENANCE CASH MANAGEMENT COMP. DEVELOPMENT VEHICLE DEBT ADMINISTRATION HIRING NATURE MAINTENANCE ACCOUNTS PAYABLE/ EMPLOYEE CENTER UTILITY RECEIVABLE RELATIONS SPECIAL BILLING PAYROLL FACILITIES CAPITAL CITY IMPROVEMENT PLANS NEWSLETTER COMMUNITY CENTER BLDG. MAI NT . HOUSING & REDEVELOPMENT AUTHORITY PUBLIC SAFETY POLICE FIRE PREVENTION P ARAMEDICS ANIMAL CONTROL DI SPATCHING PARK & RECREATION COMMISSION COMMUNITY I DEVELOPMENT PLANNING ZONING BUILDING INSPECTIONS ENVIRONMENTAL HEALTH. HOUSING RECYCLING � ::: • d o� /ea/s� 1 NAM E FIRE PREVENTION PARK MAINTENANCE COMMUNITY CENTER CONTRACTOR LICENSE/ PERMITS UTILITY BILLING, ANIMAL CONTROL ENVIRON. HEALTH M.I.S. CITY NEWS LETTER EMERGENCY MGMTO DEPUTY REGISTRAR HUMAN RESOURCES CITY CLERK LEGAL CENTRAL FILING ENGINEERING SERVICES ASSESSMENTS PAYROLL FOOD LICENSE WATER &. SEWER PERMITS FROM PUBLIC SAFETY PARKS & REC. ASST. CITY MANAGER CITY CLERK CITY CLERK PUBLIC SAFETY COMMUNITY DEV, ASST. CITY MANAGER PARKS & REC. EMERGENCY MGMT. CITY CLERK HUMAN RESOURCES CITY CLERK CONTRACTUAL N/A PUBLIC WORKS CITY CLERK FINANCE CITY CLERK TO COMMUNITY DEVEL. PUBLIC WORKS PARKS & REC. COMMUNITY DEVEL. FINANCE COMMUNITY DEVEL. CITY CLERK OR PUBIC SAFETY FINANCE CITY CLERK PUBLIC SAFETY FINANCE CITY MANAGER CITY MANAGER EMPLOYEE CITY CLERK COMMUNITY DEVEL. PUBLIC WORKS OR FINANCE HUMAN RESOURCES COMMUNITY DEVEL. PUBLIC WORKS �X�, C CITY OF MAPLEWOOD ORGANIZATION CHART ciTizENs CITY COUNCIL POLICE HUMAN CaM�WNITY �I�l� RELATIONS DESIGN PLANNING SERVICE COIM1ISSION REYtEH COMMISSION COMIII SSION BOARD HOUSING i PARK i REDEVELOPMENT .RECREATION AU7NORI ?Y COMMISSION PU6lIC SAFETY POLICE FIRE PREVENTION PARAMEDICS AN I MAl COI�ITROL DISPATCHING COMMUNITY I DEVELOPMENT PLANNING ZONING BUIIDIN.G INSPECTIONS ENVIRONMENTAL HEALTH HOUSING RECYCLING I -- - --- - EMERGENCY LEGAL MANAGEMENT . - -- CITY ASSISTANT CITY MANAGER MANAGER BUILDING MAINTENANCE RECEPTIOMLST IRIMAW RESOURCES � PARKS 8� RECREATION PUBLIC `IORKS FINANCE CLERKS OFFICE PERSONNEL MANAGEMENT RECREATION PROGRAMS ENGINEERING STREET FINANCIAL RECORDS INSURAN UTILITY INFORMATION SYSTEMS PARK MAINTENANCE BUDGET, BILLINGS LICENSLNG MAINTENAMCE UTILITY ADMINISTRATZ ON ELECTIONS PARK DEVELOPMENT MAINTEHANCE VEHICLE CASH MANAGEMENT DE6T ADMINIST�RATTON OFFICIAL RECORQS DEPUTY REGISTRAR .NATURE MAINTENANCE ACCOUNTS PAYA6lE/ CENTER RECEIVABLE SPECIAL PAYROLL � FACILITI 'CAP ITAL :CITY IMPROVEMENT PLANS NEI�SLETTER , HOUSING i PARK i REDEVELOPMENT .RECREATION AU7NORI ?Y COMMISSION PU6lIC SAFETY POLICE FIRE PREVENTION PARAMEDICS AN I MAl COI�ITROL DISPATCHING COMMUNITY I DEVELOPMENT PLANNING ZONING BUIIDIN.G INSPECTIONS ENVIRONMENTAL HEALTH HOUSING RECYCLING I AGENDA NO. G ME1VI0 IJM To: Michael A. McGuire, City e g From Bruce K. Anderson, Directo j ecr Lion Subj :. Maplewood Community Cen a p Date February 27, 1995 For The March 6, 1995 City Council/Manager er Meetin � g g Introduction The Maplewood Community Center has been op en for eve months. The p of thin re p prp report i s to update the City Manager and C Council on the status of the Maplewood Communit Cen r City p y to . I have developed the following format, which I hope to utilize in a consistent manner so that the City Council will be able to compare and contrast issues in the future. The Community Ce n ter ter remains the major focus of our department and has changed ed si canal the role and function of g Y each of our star members. The Community Center is still in a g rowth mode and I believe it will take one to two years before we are fully staffed and have the myriad ad of operational issues re- solved. My overall sense is that we have managed to address the major operational issues fairly J p y well, but there are still questions unanswered regarding day -to-day policies and financial obli g a- tions. Background OPERATIONS The day -to -day operations of the Community enter are managed b Tom Eastman Y g y .The major issue that has confronted our staff during the past few months has been maintenance. The Cit recently retained Paul Schlingman as Building Maintenance Supervisor after the position was vacant for approximately two months. Under Paul's direction, we have already ade m J or strides and hope to have the Community Center fully staffed by April 1, 1995. We c u rrently have four vacancies in the Maintenance Division. It is important to understand that the Community Center is being "operated" on a day-to-day basis Y Y by part -time staff. We believe this is a cost effective and efficient means, which will untimatel provide the full -time staff an opportunity to develop long -range business laps, focus on member - p ship recruitment and develop expanded revenue areas to ensure that the facility s o eratin in a Y p g self- supporting manner. We currently have ei ht temporary employees and have recently in g_ Y p rY y cor - porated a Training Program for our Customer Service Representatives to become Managers on duty when full -time staff is not available. One area that is sometimes overlooked is that the Community Center is operating seven days a week, sixteen hours a day, which expands to nineteen to twenty hours a day on weekends for weddings and special bookings. Over_ ations ; Report Card Daily operations ........... B- Maintenance ................ C- Policy Development ..... B- FINANCIAL JV Enclosed is a copy of the quarterly report prepared by Finance Director Dan Faust. He will be p reparing his second quarter report for City Council review which will be inclusive of Febru ary 28, 1995. This report will provide a more accurate picture of our financial _status for 1995. Bein g self-supporting self -su ortin is the number one priority of the Community Center. The City Council has clearly expressed their desire and objective to have the facility remain self- supporting as an Enterprise Fund. This is a lofty objective. Staff will have a better handle on expenditures and revenue. projections by June 1. Community Centers traditionally generate 2/3 of their revenue durin g the six month .period from October through March, while the expenditures remain con sistent throughout the twelve month period. Financial Report Card _�..,�. Economic Forecasting ...... C+ Economic Reality ................ .....B- Membership Recruitment, ........B+ PROGRAM DEVELOPMENT The Communit y Center has provided our department with a myriad of opportunities for increased program development. The March Maplewood In Motion identifies over sixty new recreation and leisure -time p rorams that are being offered for the first time. In addition to the recreation pro- gram increase, we have also developed a Spring Entertainment Series which we hope to serve as a profit center in the ensuing months. The usage of the Community Center, particularly the exercise area, gymnasium and theatre, has exceeded our. expectations. we have developed four, Suggestion Boxes, which are strategically placed throughout the Community Center that provide excellent program and operational feedback from our members. Program, Report Card Program Development.... ...... ..............................B Community Center Usage, ......., 6 4, 0.0 0 6 6.0 .. . ..............A- Maplewood Community Center Publications...... ... B- ISS During the next two months, we will be focusing on the following issues: 1. Hiring additional maintenance staff for the night shift and peak evening/weekend user periods. 2. Monitor our revenues and expenditures to include modification of our Business Plan to reflect the City Council's desire to function as a self- supporting enterprise. 3. Resolve the pool ozone system, tile safety and towel storage issues to ensure that the water is clear, clean, and pool is safe and "user - friendly ". 4. Develop a Marketing Program to increase membership levels by 10% in the next four months. 5. Market. and promote the Spring ntertainment Series to ensure customer satisfacti n� g o and financial viability. 6. Continue the development of Focus Groups to resolve o erational issues that have p p e been identified. 76 Clarification of staffs role in establishing Maplewood Communit Center fee struct r g p y. u e. :Recommendation Continue with the bi- monthly reporting to City Council on status of Maplewood Community Center. The - major emphasis for the May Report should be to review the financial status of the Maplewood Community Center to include a modified Business Plan for the remainder of 1995. AGENDA AGENDA REPORT TO: City Manager FROM: Finance Director �� RE: COMMUNITY CENTER 1 130.94 INCOME STATEMENT DATE: December 12, 1994 The resolution adopting budget policies for the community center provided that the income statement. be plated on the Council agenda every three months for. public discussion. Attached is a copy of this resolution and a copy of the income statement for the period ended 11- 30 -94. The income statement indicates that for November there was a net loss of $32,351. This comperes with anet - loss of $28,770for O November operating revenues were $66,960 vNiiich was $ and 38% higher than October. Most of the increase . was in revenues from memberships and daily fees which increased by $15,256. November operating expenses were $114,212 which was $36,09 and 46 % higher than :October. Most of the increase was in maintenance expenses which increased by $29,779. This was due primarily to the receipt of the first bills for utilities which covered approximately two months. Depending on the weather, utilities expense for December should be approximately $13,000 less than November utilities expense of $27,000 which covered two months. November non - operating revenues included an $8,000 donation from Coca -Cola and a rebate of $7,013 from NSP for installation of an energy efficient air conditioning chiller. The second page of the November financial statement indicates cash flow for the Community Center Operations Fund. During November, cash receipts exceeded disbursements by $33,929. This caused the balance. for the fund to increase to $161,249. p:\AGN1cc1nc • f AGENDA AGENDA REPORT TO: City Manager FROM: Finance Director �� RE: COMMUNITY CENTER 1 130.94 INCOME STATEMENT DATE: December 12, 1994 The resolution adopting budget policies for the community center provided that the income statement. be plated on the Council agenda every three months for. public discussion. Attached is a copy of this resolution and a copy of the income statement for the period ended 11- 30 -94. The income statement indicates that for November there was a net loss of $32,351. This comperes with anet - loss of $28,770for O November operating revenues were $66,960 vNiiich was $ and 38% higher than October. Most of the increase . was in revenues from memberships and daily fees which increased by $15,256. November operating expenses were $114,212 which was $36,09 and 46 % higher than :October. Most of the increase was in maintenance expenses which increased by $29,779. This was due primarily to the receipt of the first bills for utilities which covered approximately two months. Depending on the weather, utilities expense for December should be approximately $13,000 less than November utilities expense of $27,000 which covered two months. November non - operating revenues included an $8,000 donation from Coca -Cola and a rebate of $7,013 from NSP for installation of an energy efficient air conditioning chiller. The second page of the November financial statement indicates cash flow for the Community Center Operations Fund. During November, cash receipts exceeded disbursements by $33,929. This caused the balance. for the fund to increase to $161,249. p:\AGN1cc1nc Ayes: Ailenspach• Bastian. Carlson and Koppen Nays: Rossbach St: DGE7 P LK vR v n. City Manager McGuire explained that the proposed policy allows the Community . c er t �Oe es to with e "bottom ling" philosophy. The total revenue and expenditures are not impo important is the net income. Mayor 8astien indicated that the a�� on Counci revis g ' quarterly provision that the Community Center income statement be p eV1,�p� QQSOlution Ho. 94 -09- fot discussion.. Fol lowingsome discussion, Mayor B astian moved that r X01 be adoated to forma lize this Community ;enterAt>erationS �olicv snd adoat an initial ne Income wma budget,foor 1 Them otion was seconded by Councilmember Koppen and , was app RESOLUTION P �T�ONS ND ADOPT ON OF INIO1 CENTER TIA 884 BUDGET O WHEREAS, it is the intent of the City of Maplewood to operate the Community Center as a business, and WHEREAS, it is important that management have the flexibility to incur expenses as needed so that customers can be properly served, and WHEREAS, the Finance Department will prepare and distribute a monthly income statement jo monitor the financial transactions for the Community Center operations* that the annual budget for the Community Center NOW THEREFORE BEIT RESOLVED, .Operations Fund consist solely of a planned ne t income amount, and BE IT FURTHER RESOLVED, that the Community Center income . statement be placed on the Council. agenda quarterly for discussion, and BE IT FURTHER RESOLVED that City management staff shall have the flexibility to incur expenses as needed so that customers can be properly served, and BE IT RESOLVED, that the budgeted 1994 net income for the Community. Center Operations Fund be set at $1.5,810. Ayes: All � INEURANCE FOR OPEN MEETIN_G _LAW Mayor Bastian o ed nat z in �e ^�� +� be obtained for the est ?rust for oxen meeting haw deten end was approved The motion was seconded by Co uncilmember Koppen Ayes: All 4 69.0% 121.0% 0.0% 63.1% 197.9% 33.0% 65.0% 105.6% 4.9% 59.26 54.3% 68.66 - 561.0% N/A N/A N/A N/A 0.0% N/A N/A - 800.7% - 530.7% N/A - 495.1% N/A - 495.1% C: City Council, City Manager, Park and Recreation Director, Community Center Manager Operating Expenses: CITY OF MAPLEWOOD,. MINNESOTA 001 ,4 28,643 Cwnuni ty Center Operattons ;Fund 105 002 Statement of Revenues, Expense and Changes in Retained Earnings 021 Theater November 30, 1994 6 . Banquet room 757 757 1 023 Percent FROG. 11 November YTD Senior l ounge of Actual N0. I.r_r__r.- _w__+.�rrwrw__r_�s Actual Actual ii►.�_�___rr Estimate w_r______r to Estimate rr___�__�..r�_ ___. �____ r___. n_______ r_ Operating Revenues: r__-r_r�- �rrr_r� 1 4,350 4 001 Memberships and daily fees S 48,913 82 276,900 29.8% 002 Concessions 8 16 12 136.0% 021 Theater fees (90) (90) 4 -2.0% 022 Banquet room fees 4 6,251 7 80. 023 Day care fees 694 1 0 N/A 061 Pool fees 866 3 10 062 Gym fees 343 742 1 46.4% 063 Multi- purpose room fees 2, 270 3 8 34.4% 064 Exercise fees 818 1,625 10,200 15.9% 0 Total 66 960 115 429 331,950 34.8% 69.0% 121.0% 0.0% 63.1% 197.9% 33.0% 65.0% 105.6% 4.9% 59.26 54.3% 68.66 - 561.0% N/A N/A N/A N/A 0.0% N/A N/A - 800.7% - 530.7% N/A - 495.1% N/A - 495.1% C: City Council, City Manager, Park and Recreation Director, Community Center Manager Operating Expenses: 001 Office 28,643 72 105 002 Admi ssion desk /concessions 19,380 31,931 26,400 021 Theater 0 0 6 022 Banquet room 757 757 1 023 Day care 3 11 5 024 Senior l ounge 0 66 200 061 Pool 11,448 28 44,020 062 Gym 1 4,350 4 063 Multi - purpose room 54 54 1 064 Exercise programs 6 7,109 12,000 Maintenance 41 58 107 Total 114 215 314,140 Operating income (loss) before other revenues (expenses) (47,252) (99 17,810 Other revenues (expenses): Interest on investments 266 846 0 Donations 8 8 0 Miscellaneous revenues 7,013 7 0 Depreciation 0 0 0 Contingency 0 0 (2,000) I nvestment management f ees (63) (136) 0 Miscel expenses (315) (245) 0 Net Total 14 16 (2 Income (loss) before operating transfers (32,351) (83 15,810 Operating transfers in:: From Charitable Gambling Fund 0 5,625 0 Net income (loss) (32,351) (78,281) 15 Retained earnings - beginning (45,930) 0 0 Retained earnings - ending S (18 s =xtssessss (78 s�casaasts= 15,810 sssssss =ass 69.0% 121.0% 0.0% 63.1% 197.9% 33.0% 65.0% 105.6% 4.9% 59.26 54.3% 68.66 - 561.0% N/A N/A N/A N/A 0.0% N/A N/A - 800.7% - 530.7% N/A - 495.1% N/A - 495.1% C: City Council, City Manager, Park and Recreation Director, Community Center Manager CITY OF MAPLEWOOD, MINNESOTA Community Center Operations Fund Statement of Sources and Applications of Cash November 30 1994 Percent November YTD of Actual Actual Actual Estimate to Estimate Sources of cash: Net income (loss) Add depreciation Deferred revenue Increase in liabilities Total Applications of cash: Purchase of fixed assets Net increase (decrease) in cash Beginning cash balance Ending cash balance 3 (32,351) (78,281) 15 - 495.1% 0 0 0 N/A 26 172 0 NSA 39 67 0 N/A 33,929 161,249 15,810 1019.9% 0 p 0 N/A 33 161,249 15 1019.9% 127 0 0 N/A S 161,249 161,249 1.5 1019.9%