HomeMy WebLinkAbout2006-10-23 Parks PacketMAPLEWOOD PARKS AND RECREATION COMMISSION
MONDAY,
OCTOBER 23, 2006
MAPLEWOOD CITY HALL
MAPLEWOOD ROOM
7 P.M.
AGENDA
7:00 pm 1.
Call to Order
*7:01 pm 2.
Approval of Agenda
'7:02 pm 3.
Approval of Minutes
a. September 18, 2006
7.0 5.m. 4.
p
Gladstone Redevelopment Update
7:35p.m. 5.
2007 Maplewood Community Center Goals
7:55 pm 6.
Commissioners' Comments
8:05 pm 7.
Director's Comments
a. Sleepless in Seattle
b. Wakefield Fishing Success
8:15 pm 8.
Adjournment
Items that need formal commission action
MAPLEWOOD PARKS AND RECREATION COMMISSION
MONDAY, SEPTEMBER 18, 2006
MAPLEWOOD CITY HALL
• MINUTES
1. CALL TO ORDER
Chairperson Fischer called the meeting to order at 7:10 p.m.
Commissioners Present: Commissioners Craig Brannon, Don Christianson, Peter
Fischer, Peter Frank, Michele Gran, Carolyn Peterson, Bruce Roman
Commissioners Absent: Commissioners Gaoly Yang, Tom Gerskermann
Staff: Bruce Anderson, Parks and Recreation Director
Ann Hutchinson, Nature Center Lead Naturalist
Visitors: Greg Copeland, Interim City Manager
Will Rossbach, City Council Member
Char Wasiluk, Chairperson, Historical Commission
2. APPROVAL OF AGENDA
A motion was made by Commissioner Brannon, seconded by Commissioner Peterson, to
approve the agenda as submitted. The motion passed, 7 ayes, 0 nays.
3. APPROVAL OF MINUTES
• A motion was made by Commissioner Frank, seconded by Commissioner Christianson, to
approve the August 21, 2006 meeting minutes as presented. The motion passed, 7 ayes, 0
nays.
4. 2007 BUDGET OVERVIEW
Interim City Manager Copeland attended the meeting at the request of Chairperson Peter
Fischer to address the 2007 budget proposal. Mr. Copeland indicated that one of his
priorities in 2007 is to diversify revenues for the city. He said he has proposed to implement
an electric franchise tax which would spread revenue sources over a number of new
entities. He also expressed his concern regarding the community center failure to pay for
operating costs.
The commission asked Mr. Copeland a number of questions regarding the 2007 budget
impacts. Commissioner Frank indicated his strong concern over the elimination of a
recreation supervisor position. Chairperson Fischer expressed concern regarding short-
term decisions that would have potentially long-term impact, specifically regarding park
maintenance and lack of coordination between open space and parks.
Mr. Copeland indicated that the focus for the parks and recreation department in 2007
should be on the Maplewood Community Center.
5. MAPLEWOOD COMMUNITY CENTER STATISTICS
Director Anderson reviewed a memorandum dated September 8 regarding Maplewood
Community Center statistics and provided background information. He reviewed the
operating deficit of ten comparable revenue facilities in the metropolitan area as well as
outstate Minnesota. The operating deficit for public community center facilities range from a
low of $100,000 for the Maplewood Community Center to a high of over $850,000 for the
city of Eden Prairie. Staff indicated that this would remain a priority and the commission will
become more involved in establishing an in-depth marketing plan for 2007.
6. COMMISSIONERS' COMMENTS
Commissioner Christianson indicated that he has enjoyed past park tours and city tours and
wants the tours to be continued. Commissioners Brannon and Gran had no comment.
Chairperson Fischer asked the status of the Gladstone Savanna master plan process. Staff
indicated that a schematic will be prepared for the commission to review at their October
meeting. Commissioner Peterson outlined the upcoming cemetery tour by the Maplewood
Historical Society. Commissioner Frank reported N.E.S.A.'s willingness to be involved in
providing financial support for maintenance of the Hazelwood soccer fields. Commissioner
Roman said he is enjoying the commission meetings and he would "continue to speak up at
future meetings."
7. DIRECTOR'S REPORT
Director Anderson reviewed the monthly update and indicated that the city has received an
award of excellence for the Applewood Park design. He further indicated that the Gladstone
schematic project would be a priority within the next three weeks. Lastly Mr. Anderson
indicated that the city council had awarded the community center catering contract to five
firms for 2007.
8. ADJOURNMENT
The meeting was adjourned by consensus at 9:35 p.m.
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MEMORANDUM
• TO: Parks and Recreation Commission
FROM: Bruce Anderson, Parks and Recreation Director
DATE: October 18,.2006 for the October 23 Parks & Recreation Commission Meeting
SUBJECT: Gladstone Redevelopment Update
INTRODUCTION
Enclosed is a memorandum from senior planner Tom Ekstrand outlining modifications and updates as
requested by the city council on the Gladstone master plan. The council met with staff representatives
on Monday, October 16, to review the status of the Gladstone master plan.
The city council made it very clear that it is their desire to complete the master plan before proceeding
to any greater level of detail.
BACKGROUND
As part of the update process, staff developed a schematic concept plan for the Gladstone Savanna
along with a phase four cost estimate. The council made it clear that they did not concur with all of the
schematic concepts and desired that the master planning process be delayed until the overall master
. plan is adopted by the city council. They further indicated that the park master plan would then need
to reflect the written statements in the master plan.
The city council has indicated that only natural improvements should be allowed in the Gladstone
Savanna and that Flicek Park should have limited changes. They further stated that any changes to
Flicek Park would be enacted by the council based on recommendations of the Parks and Recreation
Commission and park planning staff.
I have included a copy of the preliminary schematic concept plan for your review and feedback. It is
my understanding that staff intends to provide a "final draft" of the overall master plan on Monday,
November 6. Following that, staff will request clarification regarding any future improvements for the
Gladstone Savanna. I would like to include your comments as a commission in that initial review as
well.
RECOMMENDATION
Staff recommends that the commission provide any feedback and/or update regarding the Gladstone
master plan and the Gladstone schematic concept plan.
kphlschematic concept plan.gladstone redev.mem
Enclosure
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•
MEMORANDUM
TO: Greg Copeland, Interim City Manager
FROM: Tom Ekstrand, Senior Planner
SUBJECT: Council Guidance for the Gladstone Neighborhood
Redevelopment Plan
DATE: October 16, 2006
INTRODUCTION
On June 26, July 10 and July 12, 2006, the city council discussed the draft
Gladstone Neighborhood Redevelopment Master Plan. The mayor and city council
went through the items outlined in Chuck Ahl's June 20, 2006 spreadsheet
(attached) which summarized the comments he received previously from the mayor
and city council regarding the Master Plan.
DISCUSSION
The following is a summary of the city council's final guiding decisions to the
is Gladstone Neighborhood Master Plan (Most of these changes were also noted in the
council's July 12, 2006 resolution to "provide direction and authorization to submit a
livable communities' grant application to the Metropolitan Council.):
Business Retention
Work with Gladstone businesses to encourage them to remain in the neighborhood
after redevelopment begins. Do so by promoting loans and grants available for
business owners.
Development on the Savanna
Do not allow any building development—only natural development with minimal
historic public structures. Improvements to the Savanna should be one of the first
public improvements made in the neighborhood Efforts should be made to explore
conservation easements or other legal forms to protect this parcel for future
generations and until such protections are in place, no sale of Savanna or park land
shall occur as part of the Gladstone project.
Savanna Improvements
Only natural improvements should be allowed. This includes savanna restoration as
a natural open space.
U
Flicek Park Improvements •
Make limited changes to Flicek Park. Any changes to F/icek Park will be enacted by
the council based upon recommendations of the parks commission and park -
planning staff.
Culvert / Bebo Improvements
Modify the plan so that it includes other options for a pedestrian/storm water system
in this area including enhanced pedestrian and bicycle safety at the roundabout and
trail intersections. The bebo should be considered optional for consideration later
and is not specifically included as part of the overall project plan.
Density
The allowed density shall be a maximum of 650 housing units. This can only be
achieved based on a system of to -be -established density bonuses and project goals.
The minimum density established shall be based upon the existing land -use and
zoning within the area. The density bonuses and project goals shall focus on
providing credits to developments which provide increased Senior Housing, Senior
Assisted Living Housing, Accessible Senior Housing, Underground Parking and
green building construction as the primary target focus points.
Building Height Issues
In general, lower buildings are required when they are closer to the street. They can •
go higher as the building mass is further set back, up to four stories.
Building Setback, Massing and Scale Issues
Identical to building height criteria—buildings with greater mass should be set further
back to be less imposing from street view. Care should be taken to "blend" the scale
of the new buildings with the existing.
Power Line Burial
Support for the burial of power lines at a reduced cost or alternative financing
methods.
Eminent Domain
There is no support for the use of eminent domain to achieve project goals.
Level of Public Improvements–Frost Avenue Improvement
The likely investment will range to a maximum of $14 million to $15 million in public
installed improvements, although efforts shall be explored to have the developers
install as much of the infrastructure as practical. The goals shall include reduction or
removal from the Master Plan in the amount of center median along Frost Avenue, •
using trees to create a colonnade along Frost Avenue and making Frost Avenue
narrower by use of restriping. Limited use of irrigation systems is encouraged.
2
Use of Tax Increment Financing
The goals of the project shall be to limit or eliminate the use of Tax Increment
Financing. The Phase I – Gladstone project improvements shall be explored with a
goal of using zero Tax Increment Financing. The direction shall be to explore
altemative financing through grants and development contributions through
assessment and project payments.
Level of Public Improvements—Rondabout at East Shore Drive
The Roundabout at Frost Avenue and East Shore Drive should be explored further to
see if other altematives might be more effective. The priority for improvements shall
be Savanna upgrades.
Phase I of the Gladstone project shall focus improvements on the western end of the
project area and shall include improvement to the transportation and drainage
components of the project. This shall include exploration of improvements to bus
service within the area, the installation of improvements to facilitate the construction
of bus shelters, a possible roundabout at Frost Avenue and East Shore Drive,
improvements to the TH 61 and Frost intersection, area trail connections and
improvements, the existing Frost Avenue bridge and the drainage improvements on
the western end of the project, along with possible Savanna improvements. The
value of these improvements is hereby authorized up to a maximum of $2.5 million.
The City Engineer is hereby directed to prepare a feasibility analysis of a project to
• this amount.
Garden City Concept
This was an earlier concept that was generated from neighborhood workshops. This
was later dropped as a development concept since it was not found to be financially
feasible.
Development Strategies
The council decided to wait for developers to drive the redevelopment efforts in
Gladstone. This is happening presently with the Phase I development efforts with
the pending proposal by DABAR Companies, Inc. who are proposing to redevelop
the St. Paul Tourist Cabins property with seniors housing.
Land Acquisition
The council decided not to buy-out property owners for land assemblage.
Housing Issues
Priorities of the Master Plan should be the creation of sustainable development or
green -building practices. The development of senior -accessible housing is also a
top priority.
•
3
Revisions to the Master Plan
I spoke to Brad Scheib of the Hoisington Koegler Group, Inc., the city's planning
consultant on the Gladstone redevelopment study, about revisions to the
Redevelopment Plan now that the council has decided on the plan changes they
want. Mr. Scheib said that his firm has begun work on the plan changes based on
the council's resolution for the LCG grant. He will be reviewing these changes with
staff prior to finalizing the plan document in the next week or so. Staff will then
forward them to the council.
P:GLADSTONE\Master Plan Changes Summary 10 06
Attachment:
1. Gladstone Neighborhood Redevelopment Plan
2. Gladstone -Council -Comments Spreadsheet
4
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0/13/2006 14:18 FAI 6517482508 RC PARKS & REC.
Resolution
Hoard of
J?amsafl Coun Commzssioners
Presented By, Commissioner Wedell Date March 23, 1993 40.
Attention:
Budgeting and 1kccounting
Greg Mack, Director, Parks and Recreation
Page 2 of 2
Q002
93-201
Land acquired for park and open space purposes shall be used
solely for that purpose. Conversion of park and open space
land to other public or private uses will not be considered
unless no other reasonable alternative exists, or said
property was determined to be surplus at the time of
acquisition. Where in the interest of the public and no other
reasonable alternative exists, park and open space land may be
converted to another use provided such land and recreational
facilities are replaced in an equivalent amount, in a
comparable location and of similar quality.
RAMSEY COUNTY BOARD OF COMMISSIONERS
Hal Norgard, Chairman
YEA NAY OTHER
D ne Ahrens
X
+ i Finley
X
y Hunt
X
Hal Norgard
X
Warren Schaber
X
Brenda Thomas
X
Dick Wedell
X
Hal Norgard, Chairman
Kr
r • "�
•M ;
Hal Norgard, Chairman
1.0/13/2006 14:18 FAX 6517482508 RC PARKS & REC.
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PARK REDEVELOPMENT PLANNING PROCESS
The park redevelopment planning process is an aid to planning and redevelopment of
Maplewood parks. Each project is looked upon individually and, therefore, cannot always e
put into a specific methodology.
A. Initiation
1. Recommendation of project to the Park and Recreation Commission by staff,
commissioners, and/or community.
2. Park and Recreation Commission approves staff recommendation to include the
project in the five-year Capital Improvement Plan (CIP).
3. CIP approved by City Manager and City Council.
4. Conduct a community meeting for initial input and involvement. Notify city council and
neighborhood residents.
B. Survey
1. Park and Recreation Commission recommends surveying the neighborhood area and
suggests several items to be included in the survey.
2. Survey prepared by staff and distributed either by mail or hand delivery (dependent
on cost.)
3. Data compiled by either staff or Park and Recreation Commissioners and reviewed
by Commission.
4. Results of survey to the City Council.
C. Architect Hiring
Evaluate the need for hiring an architect.
2. Park and Recreation Commission recommends to City Council hiring of an architect.
3. Staff interviews architects and makes recommendation to Park and Recreation
Commission, who also may interview the finalist.
4. Council approves contract with architect.
5. Staff gives architect survey information and maps, topos, and any other information
that may be available from the city.
6. Architect prepares concepts based on information (usually three concepts.)
7. Concepts shared with Park and Recreation Commission.
D. Public Hearings 0
1. Staff arranges for use of facilities for informational hearing for the community, either
in a school or city -owned facility.
2. Invitation is sent out to community and City Council inviting them to the meeting.
3. Architect, Park and Recreation Commission, and staff meet with community to
present concepts and receive input and reactions from the community.
4. Minutes are prepared from the public hearing for future reference. Copies of minutes
are to be sent to the City Council.
5. Architect reviews public meeting with Park and Recreation Commission. If there are
changes, he makes them and returns to Park and Recreation Commission for further
discussion.
E. Final Plans
1. Park and Recreation Commission views final plans with architect.
2. Commission notifies public of presentation of final park plan.
3. Architect proceeds to prepare bids and specifications
F. Bids
1. City publishes bids and opens bids with architect and contractors.
2. If time permits, bids are reviewed by Park and Recreation Commission or go directly
to the City Council for approval.
3. Contracts signed and letter to proceed given by architect to successful bidder.
G. Final Stage
1. Preconstruction meeting with successful bidder, architect and staff.
2. Plans are available for public review in the Parks and Recreation office.
3. The project proceeds and is supervised by the architect and city staff.
kh\park planning.parksIrm Of
• 2007 Maplewood Community Center Goals
Community Center Memberships
Member Base - The MCC has a strong membership base; we are going to be
using our members to help market and sell the MCC. Members who refer a new
member will receive a free month membership for each member they recruit and
also enter a drawing for a grand prize.
Corporate Memberships - Currently we have 10 corporations who receive
discounts based on the number of employees they have as members. This totals
446 memberships. We are going to continue this program and expand on it by
approaching other area corporations.
Insurance Fitness Discounts — Many people have the ability through their
insurance provider to have up to $20-40 a month reimbursed for their
membership for working out 8 times a month. For some members this is a 100%
savings. We currently are working with Medica, Blue Cross Blue Shield of MN
and UCare. We have been working to bring in Health Partners and Silver
Sneakers programs and will continue to pursue those options.
Slow Use Memberships - We are pursuing the idea for offering slow time
memberships. We will offer a discounted membership with limited use of the
facility. Members would only be allowed to access the facility during specific
hours Monday- Friday. We are looking at 10:00am-3:00pm but are gathering
more information on MCC slow use times.
Welcome Back- We are going to set up a program for past MCC member. We
will market to past members through direct mail and offer them no initial fee to
rejoin the MCC.
Retention- MCC staff will be contacting members who cancel their monthly
membership or don't renew their annual membership to find out why members
are leaving. We will complete a report with the information and then establish
goals to increase our retention.
Associations — We will be approaching homeowner associations and apartment
managers to create partnership/package for dual marketing opportunities. This
could be an opportunity for associations and apartments to offer an incentive for
possible buyer/renter and also sale of MCC memberships.
•
Get Moving Days- During "Get moving Days" we will invite members and
possibly the whole community to bring in friends and family members at no
additional charge. We will invite them for free MCC access, daily fitness is
orientations, program opportunities and other special events. Non-members
would be able to join at a special rate for this day only. We will also be looking at
getting a sponsor for this event.
Try Before You Buy- We currently offer a program in which potential members
who would like to try out the MCC for some time before joining may do so by
paying either the daily admission or group fitness and receive a card for up to ten
visits in one year to be deducted from their initial fee and annual membership
dues. We are going to market this program throughout the community.
Birthday Specials- Send special birthday notices to members with MCC
coupons
Continued Retention Programs- To thank our members and keep them
involved and enjoying their community center we will be continuing to offer the
following programs. A happy member is a loyal member.
* 12 Days of Fitness- Last year we had a very successful member -retention
program to encourage MCC to use the facility and stay active. During the
12 days of fitness which takes place in December before the holidays, for
each day a member works out they are able to enter into a drawing for a
weekend ski trip or free month membership. This was a great program
and the members loved it. •
* Active Rewards/Promote it- We offer free sample items for members to try
out. Items vary from lotions to power drinks and bars.
* Annual Pancake breakfast- We will continue to thank our members with
our Annual Pancake breakfast. The 2006 event is schedule for October
151h 9:00-12:00. We expect to serve almost 500 people.
Community Center Weddings
Wedding Fair — We will hold a wedding fair in February 2007 in coordination with
dresses, our five caterers, jewelers, D.J., photographers, and bakeries. Second
aspect of this is anyone that books the hall for 2007 at the wedding fair will
receive a discounted rate on the room rental. In addition to holding a wedding
fair, we will also be attending local wedding fairs. Along with selling vendors
booth space will sell ad space in a special wedding coupon book.
Bridal Shops / Jewelers- Partner with wedding dress stores and jewelers for
advertising. If they bring in a receipt of purchase from these locations they get a
discount on hall rental 0
2
U
•
Caterers- Use the caterers as active marketers — if they refer someone to our
hall they get a discounted rate on the commission percentage, and the person
gets a discount on hall rental.
Churches- Partnering with local churches — if they refer someone they get
money back to the church. We will also be placing an ad in local churches to
promote the MCC
Community Center Daytime Banquet Usage
Marketing- We will increase marketing to local companies and firms in
Maplewood for meeting space through direct mailings. We will utilize our new
catering options for drop off and box lunches for meetings and gatherings; we are
now more marketable to smaller daytime lunch groups. Advertise in local
business and meeting guides that serve the metro area and state.
Large Events- Contact MRPA, churches, schools, and other large corporations
with an ability to utilize the banquet hall, gymnasium, and theater. Within this
aspect we should be more feasible because of our catering options.
Community Center Theatre
House Groups- We will be work with our existing contracted companies to
update contracts, increase our percentage per show, coordinating summer
camps and utilizing the theater during slow times
Joint marketing- Join up with the house groups to market theatre events for the
2007 season. The more we advertise, the more people pay attention.
Weddings- Utilize the theater for weddings, especially during the summer when
we have low use of theater.
Large Events- Work with large conferences and events to use the theatre and
banquet for their conference, training or meeting.
Church Groups- Approach area church groups about using the theatre for their
special event or speakers.
3
Community Center Groups & Lock -ins 0
Previous Groups- Information will be sent to all previous school and church
lock -ins as well as a personal phone call to maintain their interest in our facility.
Marketing- Advertising and flyers will also be increased in 2007 to incorporate
new ideas and areas in groups as well as lock -ins.
Schools- We will approach schools to see if they could look to the MCC as a
location for their school dance. Another idea being considered is offering Friday
night school dances to the area schools. Themes like a sock hop or back to the
80's could be used to encourage schools to participate.
E-mail Blast- We will be sending an email blast to Parks and Recreation
Departments in early 2007 to increase awareness of our groups and lock in
programs and encourage Park and Recreation professionals to look to the MCC
as a location for their summer/ camp field trip.
Marketing - A new group and lock -in flyer will be circulated to all school districts
in the nearby areas. We will be developing promotional ideas to entice new and
existing clients. Possibly offering a 5% discount for groups reserving more than
one date within a 6 -month timeframe will be looked at to generate multiple
reservations from new and existing clients or offering a free service for multiple
reservations, i.e., free 1 -hour room rental or free 1 -hour slide rental.
Fundraising- Opportunities will be looked at and developed for church groups,
Boy Scouts, Girl Scouts, and any other non profit organization. This would be a
partnership with the non-profit group reservation. For example we can have a
"Troop 421 Night" and the groups could earn $.25-1.00 per daily admission for
their youth organization as a fundraising opportunity. This would encourage more
non-profit groups to come to the Maplewood Community Center and earn money
for their organization at the same time.
Child Care Centers- We will be contacting area childcare centers to encourage
long-term group usage and possibly swim lesson opportunities. This way area
centers can offer swim lessons to their participants.
Kidgits - Partner with Maplewood Kidgits or other kids clubs for special events to
come to our facility.
Research & Development -We will continue to research other areas pertaining
to groups and lock -ins to increase the revenue brought in by these programs.
One idea is developing a special after-hours group for middle schools as an end
of the year party for their graduating class.
4
Agenda Item D2
MEMORANDUM
TO: Greg Copeland, Interim City Manager
FROM: Bruce K. Anderson, Parks and Recreation Director
DATE: September 29, 2006
SUBJECT: M.C.C. 2007 Work Plan
I have appreciated the input and candid conversations we TO YOU ON NUMEROUS OCCASIONS,
the Maplewood Community Center. AS I HAVE STATE
THE MAPLEWOOD COMMUNITY CENTER WILL EXPERIENCE aSEN or u derrstand ng was to proITIVE CASH vide FOR
9h
2007 AS WE DISCUSSED. This is a new council priority, p
service levels at a fair or reduced market rate to ensureot only yourself, selfffbut cbearly everyone. You have majority of the
indicated that this ,positive cash flow is a priority for n y Y
city council. I WILL DELIVER THAT GOAL.
ty center staff that we will continue our past
I have made it eminently clear to each of the coming, customer service, membership retention as well
focus for 2007 and beyond in the areas of marketing, c
as identifying new revenues streams for the community center. We have clearly taken major steps in
the past months to prove our commitment.
The first is the increase from one caterer to five caterers, which will provide us greater opportunity to
to commission percentage increases from our
serve our clientele and increase our revenue due
caterers and increased options.
hough the
The second area that we have modified is having a sole
provider, hould be ashigh as 40 percent which ch is
has not yet approved, it appears that the percentage increas
an increase of 15% over our existing contract.
The third area in the past month that we have broughtline is the
nue for 2007 Communitas Classical
Academy, which will generate over $15,000 in increased
revThe fourth is our first full two-day conference which he revenue streams at enerated over ,000the in new community center. hese are
just examples of how we will continue to grow ou
The focus for 2007 will be as follows:
1. Membership increase and retention of existing memberships
2. Increased use of the banquet and theater areas including:
a. weddings
b. theater
c. increased food/banquet revenues
3. Increased daytime usage from outside groups
• 4. Conferences/new businesses
5. Increased group sales to promotions and marketing through schools, churches and other
existing businesses
In specific terms, we will have a net increase of 225 membership packages for 2007 over 2006, based
on a blended average membership rate of $350 to generate an additional $79,000.
1 have attached a copy of the September monthly printout that shows that we have already increased
total monthly revenue for September by $7,000 with three days to go and memberships actually
increased during September by over $10,000 with 400 new members or 240 new membership
packages. I will provide final figures on Monday. This is our highest ever monthly sales. It should be
noted that this was accomplished during September when the pool was closed due to expanded
marketing efforts (see attached.)
It is important to understand that the proposed increased revenue of $80,000 is a net increase in
membership packages of 225, which is actually an increase of approximately 725 based on the
anticipated 500 membership packages not being renewed which is approximately 20%.
The two major reasons that members do not re -up is lack of usage and personal financial budgetary
priorities. We are developing an expanded program to increase retention as well. During the next
month we will be developing specific marketing objectives as to how this will be accomplished through
a combination of programs, membership monitoring and increased mailings.
The second area is to increase wedding, theater and banquet revenues by $30,000. This would be
accomplished by a three -pronged approach:
a. We had 25 wedding bookings in 2006. We will increase this to 40 booked weddings for a net
increase of over 50%. Weddings currently generate a positive cash flow of $1,500 per
wedding. This will generate net revenue of $22,500. This will be accomplished through
increased marketing at wedding fairs and utilizing our five caterers to solicit increased
business through their contacts. 0
b. The theater contracts will be increased by 10% which will generate an additional $3,000.
c. Given the fact that we have five new caterers, we will increase banquet business by $5,000
which will be equivalent to ten new net events.
The third area proposed for expanding is daytime usage of the community center to include two new
conferences similar to the Minnesota Recreation and Parks Association/Department of Natural
Resources event focusing on the private, nonprofit sector. Based on our past experience, the
anticipated revenue from a two-day conference is $3,000 to $5,000. We are anticipating $6,000 to
$10,000 of new revenue for this event.
Total increased revenue is $120,000. This will be on top of our already ambitious 2007 revenue
budget of $2,080,000.
I have committed to increased revenues above the 2007 budget of $120,000. As I have stated, our
revenue has increased every year and this will be a significant increase.
In addition to the items as listed, we also propose the following:
a. Communitas Classical Academy $12,000
b. N.I.A. conference registration $2,000
c. Advertising and sponsorship $5,000
d. Recreation program rentals $25,000
This will be an additional $44,000 in revenue.
K
•
E
The expenditures of the 2007 budget reflect the reduction of $43,000 in expenditures for daytime
maintenance and a manager -on -duty position. One of our major expenses is utilities. We are currently
working with Excel Energy to do an additional energy audit to determine how we can reduce our utility
costs which are $300,000. A ten percent reduction would be a $30,000 cost savings.
Additional items that we feel could be considered by the council are as follows:
1. Five percent membership increase would generate $50,000
2. Consideration of hiring an outside commission salesperson that could increase weddings and
bookings beyond the projected numbers with a 33% commission ratio.
3. Increasing school lock -ins for senior parties - $3,000 to $5,000
IN CONCLUSION I will be providing detailed goals and objectives with individuals who will be
accountable for reaching goals and objectives for Parks and Recreation Commission review on
Monday, October 16. This report will have greater detail and provide specific expectations for each of
the aforementioned goals.
I hereby publicly state that the Maplewood Community Center will show a positive cash flow as
contrasted to operating and maintenance expenditures in 2007 and take total responsibility for
accomplishing that objective.
3
MEMORANDUM
TO: Interim City Manager Greg Copeland •
Mayor Diana Longrie
Councilmember Kathleen Juenemann
Councilmember Will Rossbach
Councilmember Rebecca Cave
Councilmember Erik Hjelle
Finance Director Dan Faust
FROM: Bruce K. Anderson, Par s and
it ct
DATE: September 8, 2006 for the e
er 1 ity C ncil M eting
SUBJECT: Maplewood Community Center�5 ics
INTRODUCTION
On October 15, 2006, the Maplewood Community Center will celebrate its 12 -year anniversary. It has
been my pleasure to have served as the director of parks and recreation since July 1994. One of my
first tasks was to finalize the community center construction and coordinate the grand opening on
October 15 complete with fireworks, a visit from Minnesota Twins' manager Tom Kelly, all day theater
entertainment and food provided for thousands of Maplewood visitors.
During the past 12 years the community center has served as host to five million visits and current)
has between 7,000 and 7,800 members and 2,400 to 2,800 membership packagesy •
.
The community center has experienced significant changes and improvements over the past 12 years
including expansion of the fitness facility, offering of free fitness classes, new fitness equipment,
expanded hours of operation, new lockers, new carpeting, new pool equipment, improved
landscaping, cutting-edge programs and private/public partnerships ranging from Suzanne's Cuisine
to Sister Rosalind's massage services.
Enclosed is a variety of information which highlights in statistical and in graphic form membership
rates, percentage increases, impact of the new fitness insurance program, group fitness class
participation, child care participation, monthly membership attendance and more. In addition I have
provided comparisons of public community centers in the metro area both from a rate perspective and
tax subsidy.
In conclusion, I believe the facts speak for themselves. We are doing a marvelous job of managing
the M.C.C.
BACKGROUND
The Maplewood Community Center is currently the seventh largest membership facility in the state of
Minnesota and in reality we are arguably second if you don't count the large corporations and go by
the actual individual buildings according to the Minneapolis/St. Paul Business Journal. The community
center has increased its revenue each year for the past 12 years. This is a business model that any
private and/or public agency would certainly be proud of.
In addition to the statistical background regarding membership,
so
information comparing our rates for both public and private facilities to provide the councilwithavided
better understanding of where we stand. As can be noted, we are on the "low end."
• I would like to call your attention to the survey and budget results from nine city finance directors
around the metropolitan area from municipalities that currently have public community centers. The
public tax support ranges from a low of $102,000 for the city of Maplewood to upwards of $840,000
for the community center in the city of Eden Prairie.
The objective for the community center from day one has been to be self-supporting for the operation
and maintenance costs from membership, user and related revenue fees. The community center has
generated 90 -plus percent and in 2004 generated over 100 percent of the stated goal.
It has become clear in the past two months that the city council's priority is for the community center
to become self-sufficient and ultimately to show a positive cash flow on an annual basis. This has
been our goal in the past and given the heightened interest by the council, will remain our number one
focus and/or priority. To that end we have already expanded our food and beverage service providers
from one to five. It should be noted that we have been recognized at the state level as the first public
agency to receive a"percentage of food and beverage and now (nine years later) this is becoming
standard practice across the state. In addition, we are expanding and continuing our marketing efforts
to increase daytime and weekday usage. An example of this is our recent contracts with a local
church for Sunday morning and Wednesday evening services and the new Communitas Classical
Academy that is utilizing the community center on a daily basis.
I would like to request direction from the council on the following issues:
How do you define "economic success?
a. Revenue exceeds operations and maintenance costs
b. Revenue exceeds operations and maintenance costs and large repairs, i.e., pool ceiling
painting
c. Revenue exceeds a & b and capital expenses as well.
2. Use of P.A.C. dollars related to M.C.C. expenditures (I look at the M.C.C. as a large indoor park.)
3. Should our rates be comparable to other public agencies or assuming you desire us to operate as
a "for profit business" more in line with rates in the private sector?
4. If revenues are your major focus, I would reallocate existing dollars within the parks and
recreation budget to address any revenue shortfalls ... would this be an acceptable resolution?
I believe that as we continue to manage expenditures and increase opportunities for revenue
enhancement, the community center will continue to be, as it has for the past 12 years, the premier
model in the state of Minnesota for community center operations, revenue generation and superior
management.
I look forward to reviewing these statistics and data with you in depth in the coming weeks.
kphlstatistics cc.mcc
• Enclosures
C: Parks &Recreation Commission
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BUSINESS JOURNAL
,p25 List-
Fitness Centers
MINNEAPOLISM. PAUL BUSINESS JOURNAL I twincities.biziournalLcom
March 31, 20D5
Metro -area fitness centers ranked by number of metro area individuals with.membership privileges Research+by Jera Peterson
Rank
Mmneapohs, MN 55402 (6 1)
2005
Name
Rank
Address, phone
Thomas Brinsko
Life Time Fltness`
1 1
6442 City West Parkway
Eden Prairie, MN 55344 (952) 947-0000
aerobia .
Northwest Athletic Club
2 2
5525 Cedar Lake Road
St Paul
YMCA of Greater St Paul
SL Louis Park, MN 55416 (952) 546-5474
q
Minneapolis, MN 55413 (612) 465-0450
YMCA of Metropolitan Minneapolis
3 3
30 S Ninth St
2 371-8700
Certified fitness
Professionals'
Employees'
Varies - Bikes, elliptinis, rowers, weights, Indoor and NP AembkA yoga, Rlates, karate, step
$49.95 outdoor pools, racquetball, squash, gyms, NP aerobics, self-defense, group cycling,
studios 17 kickboxing, dance
110,000 Varies 8ikea el ipucals, rowers, weights, indoor and 429
$79 outdoor pools, racquetball, squash and 1.500
tennis courts 9
70,239 $79 Bikes, elliplicals, rowers, weights, indoor and 5�3 _
$55 outdoor pooh, gyms, studios, stair climbers, 3.342
climbing wall 12
Aerobics, yoga, Rletes, karate, slap
aerobics, self-defense, group cycling,
kickboxing, pre/post natal
Aerobics, yoga, Rletes, karate, step '
aerobics, group cycling, kickboxing, body
Top local executive
Headquarters
Owner or parent company
Bahram Akradi
_Eden Prairie
Publicly ciwned
Chuck Pappas,
Denver
The Wellbridoe Co.
Maplewood, MN:
Jewish Community Ctr., St Paul Area 7,162 $100 Bikes, ellipticats, rowers,weight machines, 20 Aerobics, yoga Rktea karate, step Dori Denelle
8 g 1375 St Paul Ave. $42 indoor pool, racquetball, gyms, studios, stair lr aerobics, sell defense, group cycling St Paul
St Paul MN 55116 (651) 698-0751 climbers free weights, treadmills, tennis 1 kickboxing, tai chi NP
Flagship Athletic Club
Mmneapohs, MN 55402 (6 1)
61,314
$79
Bikes, elliptipis, rowers, weights, Indoor and 514
Aerobics, yoga, Rlatas, karate, step
Thomas Brinsko
4
YMCA Of Greater St Paul
2125 E Hennepin Ave
aerobia .
$55
outdoor pools gyms stud os, star dmbers 3.107
1
aerobes, group cycling, kckboxing, body
body flow
St Paul
YMCA of Greater St Paul
Bikes, 10 rowers, weights, indoor and �_
outdoor racquetball, gyms, studios, stair 140
q
Minneapolis, MN 55413 (612) 465-0450
19,000
$79
climbing wall 5
Bikes, elliptcals, rowers, weights, indoor pool, 135
pump,
Aerobics, yoga, Rlates, karate, step
Becky Roloff
5
YWCA of Minneapolis
Mail
S 1130 Nicollet M
Williston Fitness Center
1010 14509 Minnetonka Drive
�$47 .
gyms, exercise studios, saunas, stair 324
3
aerobics, group cycling, kickboxing, body
Minneapolis
NA
Kelly O'Dea
Minnetonka
City of. Minnetonka
Minneapolis, 55403 (612) 332-0501 -
_
climbers, whirlpools
pump
Calhoun Beach Club
Dekoteh! Sport &Fitness'
9,200
$199
Bikes, eiiipt cels, rowers, weights, indoor and 25
outdoor racquetball, squash, gyms, 185
Aero, yoga, Pilaus, step aerobics,
Aerobics,
group cycling, kickboxing
Tad Dunsworth
Prior Lake
6
f
) 2100 Trail of Dreams
pool,
climbers, treadmills, tennis courts 1
$43
pool,
studios, stair climbers 1
The Marsh: A Center for Balance and Fitness
Shakopee Mdewakanton Sioux
$650
Prior Lake 55372 (952) 44b 9400
7,750
$75
BOes, aitipticela rowers, weights, indoor pool, .24
- Aerobics, yoga, Rlates, karate, step
Linda Crosson _
Maplewood Community Center
-
7 55109 (651) 249-2100
chi, body pump, aquatic classes
$3q
recquetbell, gyms, studios, stair climbers, 143
treadm0ls 1
aerobics, self-defense, group cycling,
kickboxing, swimming lessons
Maplewood
City of Maplewood
Maplewood, MN:
Jewish Community Ctr., St Paul Area 7,162 $100 Bikes, ellipticats, rowers,weight machines, 20 Aerobics, yoga Rktea karate, step Dori Denelle
8 g 1375 St Paul Ave. $42 indoor pool, racquetball, gyms, studios, stair lr aerobics, sell defense, group cycling St Paul
St Paul MN 55116 (651) 698-0751 climbers free weights, treadmills, tennis 1 kickboxing, tai chi NP
Flagship Athletic Club
5,000 _
Varies
Bikes, ellipticals, rowers, weights, indoor and 24
outdoor racquetball, squash & tennis 100
Aerobia, yoga, Pdates, karate, step
aerobia, group cycling, kickboxing, step
Chuck Pappas
Denver
9 S 755 Prairie Cerder Drive
Eden Prairie, MN 55344 (952) 941-2000
Varies
pools,
courts, stair climbers treadmills, running tick 1
aerobia .
The Wellbridge Co.
Sabes Jewish Community Center
4,000
$50
Bikes, 10 rowers, weights, indoor and �_
outdoor racquetball, gyms, studios, stair 140
Aerobics, yoga, Rlates, karate, step
aerobics, group cycling
Stuart Wachs
5t Louis Park
4330 S. Cedar Lake Road
St Lours Park, MN 55416 (952) 381-3400
. Varies
pool,
climbers treadmills, outdoor pool 1
NP
Williston Fitness Center
1010 14509 Minnetonka Drive
4,000
NP
NA
Bikes, ellipticals, rowers, weights, indoor pool, 8
gym, shudus, stair climbers, treadntills, tonne s
Aerobics, yoga, Raise, karate step
aerobia, self-defense, kickboxing
Kelly O'Dea
Minnetonka
City of. Minnetonka
Minnetonka, MN 55345 (952) 939-8370
- courts, child care arae, whirlpools 1
Calhoun Beach Club
3,950
Varies
Bikes, ellipticals, rowers, weights, indoor and 50
outdoor racquetball, studios, stair 107
Aerobia yoga Rides, karate, step
aerobics, group cycling, kickboxing
Chuck Pappas
Denver
12 T! 2925 Dean Parkway
Minneapolis ar 55416 (612) 927-9951
Varies
pool,
climbers, treadmills, tennis courts 1
The Wellbridge Co.
The Marsh: A Center for Balance and Fitness
2,500
$650
- Bikes, elliptiais, rowers, weights, indoor pool, 40
stair climbers, treadmills, running 205
Aerobics, yoga, fenPikce, tae kwon do, step
aerobes, self defense group cycling to
Ruth MiStrnnetonka r _
Minnetonka
13 $ 15000 Minnetonka Blvd.
Minnetonka, to 55345 (952) 935-2202
g93
studios,
trsck, pro shop, child care area, whidpooks 1
chi, body pump, aquatic classes
Ruth Stricker
Seagate Fitness Center
1280 Disc Drive
14
2,370
NA
NA
Bikes, e0iptials, rowers, weights, stair 8
climbers, free weights, walldng path,outdoor NP
Aerobia, yoga, Rlstes, group cycling,
strength.tmining, personal training,
Bob Whitmore
Scotts Valley,Calif.
Seagate Technology
N
Shakopee, MN 55379 (952) 40212868
basketball and volleyball 2
m. ooing cluha
SOuthview Athletic Club
2,350
$199
• Bikes, elliptimis, rowers, weights, indoor pool, 20
racquetball, stair climbers, treadmills, 45
Aerobics, yoga, Pikatea karate, step
aerobics, kickboxing, sketch, body blast
Scott Richardson
West St Paul
15 Ni 260 Marie Ave. E
West St Paul, MN 55118 (651) 450-1660
$43
gyms,
running track, pro shop, child care 1
Richardson Fitness Inc
YWCA of St Paul Health & Fitness Center
1,850
$100
Bikes, elliptials, rowers, weights, Indoor pool, 78
studios, stair climbers, free weights, 78
Aerobia yoga, Pilatesefense, karate, step
a, self dehnse, group cycling,
aerobia,
William Collins
St Paul
16 1! 375 Selby Ave
St Paul, MN 55102 (651) 225-9922
NP
treadmills, pm shop, child are 1
kickboxing, spinning
NA
Medtronic Wellness Centers
1,624
NA
Bikes, ellipticais, rowers, weight machines, 6
Aerobia, yoga, Plates, step aerobia,
kickboxing
Gen Barron
Minneapolis
17 U 710 Medtronic Parkway
$15
stair climbers, free weights, treadmills 8
9
Medtronic Inc
Fridley, MN 55432 (763) 505-3201
1 Fitness Crossroad
2912 Pentagon Drive
1,200
Varies
$4625
Bikes, ellipiials, rowers, weight machines, 12
sWdiorry star climbers free -weights, 25
Aerobia yoga, karate, step aerobics,
kickboxing, group cycling
NP
St Anthony
Fitness Crossroad
8
St Anthony, MN 55418 (612) 788-1100
treadmills, pro shop child care 1
The University Club of St Paul
' 420 Summit Ave.
18
1,200
$350
$85
Bike machines, elliptials, weight machines, 9
free weights, treadmills, outdoor pod, tennis NP
NP
John Rupp
St Paul
NP
U
St Paul, MN 55102 (651) 222-1751
courts 1
Sweatsh0 Health Clubs
a 167 Snelling Ave. N.
20 P
1,000 '
NP
Vanes
Bikes, elliptiaLv, weghts, exercise studios, 35
stair climbers, treadmills, pro shop childcare 455
Aerobics, yoga Pilates, step aerobia,
group cycling, kidrboxing, personal
training, Pilmes training
Gavle Winegar
St Paul
Sweatshop
St Paul, MN 55104. (651) 546-8418
eras 7
private
Ford Motor Co. Fitness Center
River Blvd.
889
NP
NP
Bikes, ellipticais, rowers, weights, exercise 6
studios, stair dimbers, free weights, 6_
Yoga step aerobia, self-defense
kickboxing, tae kwon do, boot amp,
Carolyn Rathbun
St Louis Park
'Park
21 21 966 Mississippi
treadmills 1
running club
Nicollet Healthsource
St Paul, MN 55116 (651) 696-0564
.
Curvess
450
$75
Free weights 1
Circuit training, message, acupuncture
Holly O'Neil
Waco, Texas
22 21 5603 Queen Ave. S.
$39
7
1
Curves International
Richfield, MN 55423 (612) 861-9561
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,NNUAL
Resident
Youth/Senior
Couple/Dual
Family/Household
Non-resident
Youth/Senior
Sr. Household
Adult
Couple/Dual
Family/Household
MONTHLY
Resident
MCC Membership Rate His
INCREASE INCREASE INCREASE IN
1994 1996 1998 2000
85.00 $ 100.00 $ 125.00 $ 140.00 $
165.00 $ 175.00 $ 200.00 $ 225.00 $
150.00 $ 195.00 $ 220.00 $ 250.00 $
250.00 $ 295.00 $ 325.00 $ 360.00 $
95.00 $ 125.00 $ 150.00 $ 165.00 $
185.00 $ 200.00 $ 225.00 $ 250.00 $
250.00 $ 295.00 $ 320.00 $ 360.00 $
350.00 $ 395.00 $ 425.00 $ 475.00 $
Youth/Senior -P -
Sr. Household $ -
Adult $
ouple/Dual $
amily/Household $ -
Non-resident
Youth/Senior
Sr. Household
Adult
Couple/Dual
Family/Household
DAILY ADMISSION
Resident
Youth/Senior
Adult
Family
Non-resident
Youth/Senior
Adult
Familv
is
?EASE INCREASE INCREASE INCREASE
002 2004 2005 2006
175.00 $ 225.00 $ 225.00 $ 288.00
257.00 $ 350.00 $ 350.00 $ 372.00
300.00$ 350.00 $ 350.00 $ 408.00
$ - $ 425.00 $ 492.00
450.00 $ 500.00 $ 500.00 $ 612.00
200.00 $ 350.00 $ 350.00 $ 312.00
300.00 $ 375.00 $ 375.00 $ 408.00
400.00 $ 450.00 $ 450.00 $ 540.00
_ $ - $ 525.00 $ 600.00
550.00 $ 600.00 1 $ 600.00 $ 672.00
$ - $
10.00
$
15.00
$
18.00
$ - $
15.00
$
20.00
$
24.00
$ - $
20.00
$
25.00
$
30.00
$ - $
30.00
$
35.00
$
43.00
51.00
$ - $
15.00
$
20.00
$
24.00
$ - $
20.00
$
25.00
$
30.00
$ - $
30.00
$
35.00
$
42.00
$ - $
50.00
$
-
$
-
- $
40.00
$
45.00
$
55.00
20.00
$
20.00
$
24.00
30.00
$
30.00
$
31.00
33.00
$
33.00
$
34.00
-
$
40.00
$
41.00
45.00
$
45.00
$
51.00
25.00
$
25.00
$
26.00
34.00
$
34.00
$
34.00
45.00
$
45.00
$
45.00
-
$
50.00
$
50.00
55.00
$
55.00
$
56.00
2.25
3.00
_
$
$
$
3.00
4.00
-
$
$
$
3.50
5.00
12.00
$
$
$
4.00
6.00
14.00
$
$
$
4.00
6.00
14.00
$
$
$
5.00
7.00
16.00
$
$
$
5.00
7.00
16.00
$
$
$
5.00
7.00
16.00
3.25
4.00
_
$
$
4.00
5.00
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$
$
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7.00
16.00
$
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18.00
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8.00
18.00
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1 $
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9.00
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9.00
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Maplewood Community Center 0
p Y
Membership Rate Increase Worksheet
Ilb
0
2005 Rate
Formula
2006 Rate
% Increase
ANNUAL
Resident
Youth/Senior
20
70%
24.00
17
Sr. Household
30
90%
31.00
3
Adult
33
Base
34.00
3
Couple / Duel
40
120%
41.00
2
Family
45
150%
51.00
12
Non-resident
Youth/Senior
25
Resident + 10%
26.00
4
Sr. Household 34
34.00
0
Adult 45
45.00
0
Couple / Duel 50
50.00
0
Family 55
56.00
2
MONTHLY
Resident
Youth/Senior
225
Monthly x 12
288.00
22
Sr. Household 300
372.00
19
Adult 350
408.00
14
Couple / Duel 425
492.00
14
Family 500
612.00
18
Non-resident
Youth/Senior
250
Monthly x 12
312.00
20
Sr. Household 375
408.00
8
Adult 450
540.00
17
Couple / Duel 525
600.00
13
Family 600
672.00
11
Avera a Membership
Increased
10
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Maplewood Community Center
Initial Fee Increase Worksheet
2005 Rate
2006 Rate
% Increase
ANNUAL
Resident
Youth/Senior
50
75.00
33
Sr. Household
75
75.00
0
Adult
75
75.00
0
Couple / Duel
75
75.00
0
Family
75
75.00
0
Non-resident
Youth/Senior
50
75.00
33
Sr. Household
75
75.00
0
Adult
75
75.00
0
—Couple / Duel
75
75.00
0
Family
75
75.00
0
MONTHLY
Resident
Youth/Senior
36
75.00
52
Sr. Household
48
75.00
36
Adult
60
75.00
20
Couple / Duel
70
75.00
7
Family
86
75.00
Decreased
Non-resident
Youth/Senior
48
75.00
36
Sr. Household
60
75.00
20
Adult
84
75.00
Decreased
—Couple / Duel
90
75.00
Decreased
Family
110
75.00
Decreased
Average Initial Fee Increased
7%
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0 Maplewood Community Center
Membership
• The Maplewood Community Center opened to the public on October 15, 1994. Since
then the community center has over 400,000 visitors each year to our facility. We
have between 7,000-7,800 members and 2,400-2,800 packages.
The Maplewood Community Center offers two types of memberships.
* Annual - The annual membership is paid in full at the beginning of the
agreement. This entitles the member to twelve months of full use of the
facility. This membership has the advantage of "freezing" for up to six
months, a benefit enjoyed by those leaving for either the summer or winter
months.
* Monthly - The monthly membership is an automatic withdrawal taken either
from a checking or savings account. This membership has the advantage of
being able to be cancelled at any time with a two week written notice.
In addition we also offer three health fitness discounts through insurance
companies. Blue Cross Blue Shield of Minnesota, UCare and Medica have chosen
our facility as one of their sites. We currently have approximately 600 members
enrolled in these programs rewarding our patrons that work out consistently with
$20 per month toward their membership payment. This has been a huge selling
• point with new and potential members!
As a member of the community center participants receive many wonderful benefits
with include the following;
* Access to Fitness Center, Running Track, Open Gym , Open Swim
* FREE group fitness classes
* FREE Childcare for family memberships
* FREE racquetball
* FREE guest passes each year (4 per membership)
* Welcoming, Friendly and Safe environment
* FREE fitness Orientations
* Family Friendly Fitness Facility
* FREE open gym at Carver and Edgerton Gymnasiums
* Early Registration for swim lessons
* High quality and well maintained facility
* FREE Daily locker use
* Central Location
* Great Staff
* Yearly Member Appreciation Pancake Breakfast
* New and innovate programs
* Discount on Banquet Rentals
* Discount on programs, birthday parties and theatre events
* Well-trained and certified staff
Admissions
We have always been a membership based facility; however, we can not over look
the impact of our daily users. Currently in 2006, our year to date totals is over
14,000 non members. Listed below is a break down of these users.
Resident
Adult 1,822
Family 562
Senior
105
Youth
3.592
Total
61081
Non -Resident
Adult
2,511
Family
1,154
Senior
80
Youth
4,280
Total
81025
To help market the MCC and bring in new daily users we have donate two family
daily admission passes to various organization. So far this year we have reach out to
over 60 different organizations. These organizations mention us in their news
articles and event flyer, which has reached approximately over 15,000 people. Here
is a list of some of the types of organizations;
• schools
• churches
• benefit fundraisers
• associations
0 community services organizations
C,
•
r�
•
•
Snack Bar
The community center's snack bars bring in between $70,000-$80,000 in revenue in
addition to that we make another $8,000-$9,000 in revenue from vending machines.
We are currently in process of negotiating a 5 year contract with Coke or Pepsi to
include a signing bonus of approximately $10,000, a marketing budget of
approximately $3,500 per year, a new menu board and a new refrigerator.
The community center's snack bar area is always looking to have healthier options
available. Typically the healthier items don't sale as well. Some items available are:
• Bagels and cream cheese.
• Fresh fruit.
• Muffins and cinnamon rolls.
• Sugar free beverages
Gymnasium
The Maplewood Community Center balances recreational time for our members to
participate in basketball, volleyball, floor hockey, open baseball, softball, and football
throwing, and on requested basis we offer badminton. During other times we hold
adult and youth basketball and volleyball leagues for Maplewood Parks and
Recreation and 3M. In addition to open time and league time we offer programs
through the Parks and Recreation which include: Karate, Tumbling, Pre-school
sports spectacular, Gymnastics, and others. We have also been the home of many
camps and clinics including: Clyde Turner basketball, Club ADIDAS Select, and the
Timberwolves & Lynx camps for 8 years. We strive to keep a balanced atmosphere
that meets the expectations of our members as well as create a revenue generating
facility.
Fitness
The Maplewood Community Center offers a nice variety of cuttingedge
classes on our group fitness schedule. We have over eighty g fitness
for
members to choose from. This is more than most fitness f c facilities offeclassrs The
community center keeps abreast as to the latest and greatest in the industry. We
offer the latest while staying clear of fads.
All of our instructors are nationally certified in many various formats. We provide
ongoing training by bringing in certifying organizations and expert trainers in all the
various formats we offer. In addition, many of the instructors take their own time
and spend their own money to attend other workshops and trainings around town.
Last April, five instructors took a trip to Chicago to attend the national Idea
conference in order to advance their skills. In the last year alone, we brought in
trainers and offered the following to our fitness staff:
* Spinning certification and workshops
* Water Fitness training
* Group Fitness certification
* Step and Cardio Dance workshops
In addition, the following are scheduled and/or in the process of being scheduled for
over the next six months:
* Spinning certification and workshops
* Water Fitness workshops
* Active Older Adult certification •
* Group Fitness certification
* Yoga and Pilates workshops
Our Group Fitness Class numbers have continued to increase substantially over the
years. In October of 2004, we started to offer our Group Fitness Classes as part of
the MCC membership. This created quite a boom in our attendance. From 2004 to
2005 we experienced a 70% increase in the number of participants attending our
classes. Ever since, we have been experiencing a steady 20% to 30% growth in
Group Fitness Class attendance. Our members love the fact that these are included
in the membership and keep us competitive with other fitness centers and YMCA's.
Every year we facilitate the "MyAthlon" which is a personal fitness challenge. We
give members six categories to choose from to make up their very own personal
challenge. In a traditional triathlon, there are three categories — swimming, biking,
and running. For the MyAthlon, members may choose from those three categories
and also yoga/Pilates, weights, and other cardio type workouts to make up their
tailored challenge. This challenge has significantly grown in numbers over the years
and members continue to look forward to it. The community center also offers
personal training, free fitness orientations and specialized fitness/nutrition classes.
We make an effort to reach our teen population by offering free fitness orientations
to teens age twelve and older. We also offer a 'Teen Fit" group fitness class for
ages nine and up.
w
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r
;'uTy h
t
Banquet Hall
The banquet hall is a big focus for the community center this year. We are looking
at many changes in the area of banquet hall ideas, concepts, and policies in order to
increase the usage and revenue. We have currently entered in an agreement with
five (5) caterers for 2007. The affects of this change will not be fully felt until a
couple years. Our goal in this change is to offer:
* Increase number of events and banquet room revenue
* Reach a larger audience
• * Provide a larger selection of food items with different types of food and
preparations
* Have a broader price point from all inclusive to tailoring to individual requests
Within this change we will also be changing beverage providers — this again will not
be fully felt for a couple years.
In addition to these changes we are focusing on making sure to users have a
fantastic experience at our banquet hall. Some of the ways we are doing this is by
placing a congratulations card from the MCC in their gift card box during their
reception. This card includes:
* Questionnaire on the MCC and our caterers - How are we doing — what can
we do better?
* 15% coupon for an upcoming rental -This can be used by them or transferred
to a friend
* Free one-month trial membership to the MCC.
* Request of companies they used for their event -This information will be
given to potential weddings
We have also updated the webpage to give more information by adding contracts
• and literature on the hall, pictures of wedding setups and designs and direct contact
list of caterers and their contact information.
Theater
•
The Maplewood Community Center has four (4) house groups that we currently
have contracts with. As these contracts expire we are evaluating and updating them
to ensure accurate expectations and follow-through on these aspects. These house
groups include: •
* Heritage Theater Company
* Ashland Productions- New for 2006 we contracted for a drama camp.
* North High Alumni Choir
* 3M Orchestra
We have always focused on these groups and relied on this our main aspect of
revenue. This year we have held them tighter to contract in times they can use the
facility and brought in outside groups as an additional revenue generator.
In 2005, the revenue for theatre rentals was $17,528.50; so far in 2006 we are at
$31,435.00. Our projected revenue for 2006 is $30,500.00. We will far exceed that.
We have also updated the webpage to give more information by making pages more
user friendly, eliminating some steps to have information easily accessible, giving
each house group their own page, each page has their lineup of shows and link to
their webpage and have a mailing list option for theater events.
•
Childcare Area
The Maplewood Community Center has a childcare area for those who are using our
• facility. Our staff is experienced and caring. This service is free to those who have
a Family Membership. All others are required to pay for this service. We have an
average of 600-700 children using our childcare area during the summer months
and an average of 750-850 children during the fall, winter, and spring months.
Our childcare hours are based on the aerobic workout schedules so that all who
wish to attend a workout class are able to do so. Our childcare area is open Monday
through Friday in the mornings and Monday through Thursday in the evenings.
Saturday mornings are added for the fall and winter months to ensure that there are
more than enough opportunities to use the Maplewood Community Center's workout
areas with childcare services.
Our goal is to provide quality childcare services
while providing an opportunity for the parents to
enjoy their daily or weekly exercise routine. Our
staff plans activities and crafts for the children to
do while their parents are away. We also have
holiday parties and parades with coloring
contests and theme activities.
The childcare area is very popular and in great demand. There have been times
• where we have had to turn patrons away due to the lack of space to take in any
more children at that particular time. We are in hopes to be able to expand the
childcare in the near future to accommodate the growing number of members who
wish to utilize this area that is part of their Family membership package.
Many parents have commented on our childcare area and staff. A recent thank you
card came stating:
To the MCC Daycare Crew.
Thank you for taking such good care of Maria this summer! Mom is back at work, so well miss our
weekly classes and daycare time with Linda, Carol, and everyone else!
Knowing that your child is in good hands makes all the difference!
Thank you,
Kirsten & Maria Hoffman
Other comments we have received from members include:
* Carol is the best! She is like a Grandmother to each and every child.
* Linda and Carol are great! They take the time to listen to the children and
even do crafts with the children.
• * The St. Patrick's Day childcare parade was a wonderful idea!
* My children love coming here to the childcare. They have met so many new
friends here.
Groups
The Maplewood Community Center has been the
destination for many groups, such as other
churches, scouts, school and other city's park
and recreation programs.
To encourage groups to visit the MCC we offer a
discount off the daily admission rate according
to how far in advance their reservation is placed.
0-13 days
0% discount
14-27 days
20% discount
28+ days
30% discount
The slide may be opened up for groups to use rented if it is not already and for
added fun groups may also rent the Magic Island; an inflatable floating island. The
cost of the slide and Magic Island is $30.00 per hour with a 2 hour minimum on
each. Groups may also rent a room for their group to use for meetings, lunch or
just to celebrate.
We also offer a reoccurring group rate. This is where a smaller group who come
often can use the facilities at their convenience. Our customer service staff keeps
track of every time a member of their group is here. The group is then invoiced
quarterly for their use. We have several groups of this type and it is a good way to
bring in consistent revenue for groups.
RcUc1 ILIy we receives a i nanK you caro with the toll
8/18/06
Dear Mandy,
You might think that what you did was a little thing because you do so much for others all the time. You're so
naturally generous and thoughtful every day that you probably don't realize how rare it is to And people who are
so considerate and so happy to five of themselves as you are.
But what did really meant a lot to me, and I just want to say thank you for being so kind and thoughtful - thank
you for being the wonderful person that you are.
Thank you so much for helping me make the party happen/!
Sincerely,
Nouchie Xiong
Some of other comment we have received from groups include:
* Mandy was wonderful to work with! Thanks!
* The Maplewood Community Center is the best! We'll be back!
* Thank you for a great time. The kids had a blast!
•
•
r�
•
Aquatics
The Maplewood Community Center
has taught approximately 25,000
swim lessons since the Maplewood
Community Center opened its doors
dozen years ago and our program
continues to change with the
changing population. MCC
swimming lessons consist of Red
Cross Levels 1-6, Teen, Adult,
Parent/Child, Tot Swim, and
Preschool 1-4. The Red Cross levels
are commonly found throughout the
aquatic program provider industry.
The Preschool, Tot and Parent/Child swimming lessons were developed and
implemented about 10 years ago as another way to better serve the population of
youths in and around our community. Many aquatic providers do not offer such
specialized classes for specific age groups. Today, we have a greater number of
children participating in our Preschool, Tot, and Parent/Child swimming lessons than
we have in our Red Cross levels each session. By adjusting our schedules each
season we have the ability to adapt to the needs of our members and community.
In addition to swimming lessons we offer a number of other aquatic related
programs here are just some of those progams:
* Snorkeling classes for kids and adults
* Girl Scouts, Juniors, and Brownies Swimming Merit Badge Programs
* Boy Scouts, Webelos, and Cub Scouts Swimming Merit Badge Programs
* Youth Triathlon Training with 7-10 and
11-14 year-old age groups
* Adult Beginner Triathlon Training
* Red Cross Lifeguard Training and
Waterfront Module
* Jr. Guard Training
• Water Safety Aide Training and
volunteer program
* Semi -Private Swim Lessons
* Day Camp Swim Lessons
* Flotation Fridays and school's out
flotation days
Beaches
The Maplewood Community Center has joint powers agreements with the Cities of
Oakdale and Mahtomedi and White Bear Township for beach operations. Along with
the beach operations, we run two two-week sessions of lessons at each beach
throughout the summer and run a concessions
stand for Oakdale at Tanner's Beach. The
community center's net profit is approximately
$30,000 all three beaches.
Tanner's Beach in Oakdale
* Years of operation: 7
* Number of staff required each day: 4
* Season length: 10 weeks - 11 weekends
* Hours of operation: Noon-7pm weekdays and 11am-7pm weekends
* Contract summary: We charged a flat fee of $8,750 in 2006 for running the
beach. MCC pays all staff wages and Oakdale reimburses MCC for the wages
and seasonal safety equipment. The City of Oakdale profits from the sale of
beach swim lessons. The City of Oakdale sets up and takes down the buoys
and ropes at the beginning and end of the season.
* Approximately 12,000 people visited Tanners Beach in 2006
•
Mahtomedi Beach in Mahtomedi ,
* Years of operation: 3
* Number of staff required each day: 3
* Season length: 11 weeks - 12 weekends
* Hours of operation: Noon-7pm every day
* Contract summary: Our contract with them in 2006 was for $22,500. MCC
pays all staffing costs. MCC pays for all safety equipment and guarding
supplies. MCC profits from the sale of swim lessons. There is an L shaped
dock within the swim area which requires additional staffing on busy days
due to visibility concerns. The city of Mahtomedi sets up and takes down the
dock, buoys, and ropes at the beginning and end of the season.
* Approximately 8,000 people visited Mahtomedi Beach in 2006
Bellaire Beach in White Bear Township
* Years of operation: 6
* Number of staff required each day: 2
* Season length: 11 Weeks - 15 weekends (two weekends only at the
beginning and end of the summer)
* Hours of operation: 11:30am-7:30pm every day
* Contract summary: The contract in 2006 was for $18,540. MCC pays all
staffing costs. MCC is reimbursed for the purchase of equipment. MCC
profits from the sale of swim lessons. MCC sets up and takes down the •
beach at the beginning and end of the season.
* Approximately 6,000 people visited Bellaire Beach in 2006
MCC Birthday Program
The Maplewood Community Center offers two party packages and even has a few
optional upgrades you can purchase to make the day even more special.
The Economy Package provides the room and access for 10 people to the pool/gym
area for the whole day. The parent brings in all the party needs: food, beverages,
supplies, etc. (Members: $56.00, Non -Members: $75.00 plus tax)
The Deluxe Package provides the room, access for 10 people to the pool/gym area
for the whole day, 10 round cake, 3 pitchers of pop, paper supplies, grab bag for
each child, and a hostess to set-up and clean-up. (Members: $75.00, Non -
Members: $105.00 plus tax)
The parent can change the cake into a Dairy Queen Ice Cream Cake for $5.00 or
turn the parry into a theme party for $20.00 additional. We even have a moonwalk
• that can be rented for $25.00 per hour.
Comments from our evaluations say it all.
* Great Job! Thanks for being so patient and taking care of everything we
requested. Awesome! !
* Thank you so much. The room was great Mandy and Mindy too!
* Lynnea and Mindy were both great!! Lynnea went above and beyond to
anticipate our every need and be helpful!!
* Great service from Mindy and Cassie!!
* Very nicely done! Thank you Mandy for setting this up.
* It was very successful. Thanks for all your help.
* All staff were very nice — things were well organized. The girls helping with
the party were very nice.
•
MS Bike Tour
The MS Society's Annual 60/30 Bike Tour is held at MCC. We have been hosting this
event for the past 10 years and this year it was moved from the gymnasium to the
banquet room for the addition of a bike expo. This single day event took in $1585 in
2006 and continues to draw from 800 to 1200 participants each year giving the
Maplewood Community Center great exposure. It is a very high profile event that is is
run very well by the MS Society with the assistance of our staff. The close proximity
of our facility to the Gateway Trail and the accommodations we can provide them
with has kept them coming back year after year. They have already reserved the
facility for 2007.
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CITY OF BECKER
Community Center Revenue
DECEMBER 2005
Act Code DEPT Descr
FUND 220 COMMUNITY CENTER
SRC REV 3410 CC - OPERATIONS
220-3410-361 DONATIONS RECEIVED
220-3410-380 MERCHANDISE SALES
220-3410-382 EQUIPMENT RENTAL
220-3410-383 SEASONAL USER FEES
220-3410-384 DAILY USER FEES
220-3410-385 PROGRAM REVENUE
220-3410-387 BUILDING RENTAL
220-3410-388 VENDING
220-3410-390 COMMUNITY DISCOUNTS
220-3410-395 CASH OVER/SHORT
SRC REV 3410 CC - OPERATIONS
SRC REV 3420 CC - POOL
220-3420-384 DAILY USER FEES
220-3420-385 PROGRAM REVENUE
SRC REV 3420 CC - POOL
SRC REV 3430 CC - ASA/STA
220-3430-385 PROGRAM REVENUE
SRC REV 3460 CC - YOUTH SPORTS
220-3460-361 DONATIONS RECEIVED
220-3460-375 BASEBALL
220-3460-376 SOFTBALL
220-3460-377 SOCCER
SRC REV 3460 CC - YOUTH SPORTS
SRC REV 3470 CC - SKATE PARK
220-3470-382 EQUIPMENT RENTAL
220-3470-384 DAILY USER FEES
SRC REV 3470 CC - SKATE PARK
SRC REV 3480 CC - CONCESSIONS
220-3480-380 MERCHANDISE SALES
SRC REV 3490 CC - FREEDOM DAYS
220-3490-361 DONATIONS RECEIVED
220-3490-380 MERCHANDISE SALES
220-3490-399 MISCELLANEOUS
SRC REV 3490 CC - FREEDOM DAYS
SRC REV 3600 MISCELLANEOUS
220-3600-362 INTEREST
220-3600-368 REALIZED GAIN ON
220-3600-369 UNREALIZED GAIN ON
SRC REV 3600 MISCELLANEOUS
SRC REV 3900 OTHER FINANCING SOURCES
220-3900-392 OPERATING TRANSFERS IN
MTD YTD
Amount Amount
09/06/06 4:22 PM
Page 1
Last •
% of Yr YTD
Budget Balance Budget Amount
0.00
2000.00
0.00
-2000.00
0.00%
2000.00
432.33
5499.76
7000.00
1500.24
78.57%
5220.81
99.76
758.79
2000.00
1241.21
37.94%
1086.39
17226.85
148833.79
150000.00
1166.21
99.22%
152112.94
7620.35
75011.55
95000.00
19988.45
78.96%
72026.89
955.74
11419.88
15000.00
3580.12
76.13%
10194.34
4212.58
32953.71
50000.00
17046.29
65.91%
55111.13
463.51
8705.93
15000.00
6294.07
58.04%
10315.69
-3451.00
-20633.00
-30000.00
-9367.00
68.78%
-19238.13
154.22
183.60
0.00
-183.60
0.00%
219.14
27714.34
264734.01
304000.00
39265.99
87.08%
289049.20
645.99
10949.88
15000.00
4050.12
73.00%
12895.55
2044.50
21080.50
25000.00
3919.50
84.32%
19274.47
2690.49
32030.38
40000.00
7969.62
80.08%
32170.02
6201.50
131430.00
145000.00
13570.00
90.64%
152121.15
0.00
5500.00
5000.00
-500.00
110.00%
5500.00
0.00
0.00
15000.00
15000.00
0.00%
17045.00
0.00
0.00
4000.00
4000.00
0.00%
5375.00
0.00
13485.00
10000.00
-3485.00
134.85%
11790.00
0.00
18985.00
34000.00
15015.00
55.84%
39710.00 JW
0.00
736.32
800.00
63.68
92.04%
595.94
0.00
59.22
3200.00
3140.78
1.85%
1545.15
0.00
795.54
4000.00
3204.46
19.89%
2141.09
1701.87
13496.83
20000.00
6503.17
67.48%
11504.83
2000.00
5627.00
3500.00
-2127.00
160.77%
10223.30
0.00
0.00
500.00
500.00
0.00%
1122.00
0.00
713.70
1000.00
286.30
71.37%
925.75
2000.00
6340.70
5000.00
-1340.70
126.81%
12271.05
465.65
5917.64
0.00
-5917.64
0.00%
2815.90
0.00
0.00
0.00
0.00
0.00%
-69.61
-973.46
-973.46
0.00
973.46
0.00%
434.78
-507.81
4944.18
0.00
-4944.18
0.00%
3181.07
0.00
462550.00
462550.00
0.00 100.00%
435192.00
0
CITY OF BECKER
Community Center Revenue
• DECEMBER 2005
Act Code DEPT Descr
FUND 220 COMMUNITY CENTER
•
MTD
YTD
Amount
Amount
39800.39
935306.64
39800.39
935306.64
Budget
1014550.00
1014550.00
09/06/06 4:22 PM
Page 2
Last
% of Yr YTD
Balance Budget Amount
79243.36 92.19% 977340.41
79243.36 92.19% 977340.41
OBJ OBJ Descr
CITY OF BECKER
Community Center Expenditures
DECEMBER 2005
MTD YTD
Amount Amount Budget
09/06/06 4:26 PM
Page 1
Last
% of Yr YTD
Balance Budget Amount
FUND Descr 220 COMMUNITY CENTER
SRC Descr 4450 COMMUNITY CENTER
OBJ Descr 540 OPERATIONS
101 WAGES - DEPARTMENT HEAD
5148.50
56467.46
58000.00
1532.54
97.36%
59000.14
102 WAGES - FULL-TIME
3927.01
33454.69
33000.00
-454.69
101.38%
31321.84
103 WAGES - OTHER
6423.88
80858.38
80000.00
-858.38
101.07%
81598.77
106 MEETINGS
150.00
575.00
1000.00
425.00
57.50%
225.00
121 EMPLOYER PERA
685.93
7977.26
9500.00
1522.74
83.97%
8233.94
122 EMPLOYER FICA
1107.15
12983.69
13100.00
116.31
99.11%
13018.01
131 HEALTH INSURANCE
1375.96
16100.52
18700.00
2599.48
86.10%
16650.60
141 UNEMPLOYMENT COMPENSATION
55.72
127.45
0.00
-127.45
0.00%
0.00
151 WORKERS COMPENSATION
-165.84
2310.16
2000.00
-310.16
115.51%
2088.67
201 OFFICE SUPPLIES
0.00
2785.96
2000.00
-785.96
139.30%
4441.10
202 POSTAGE
75.00
1018.00
2500.00
1482.00
40.72%
2240.55
210 PROGRAM SUPPLIES
53.31
2022.20
5000.00
2977.80
40.44%
2900.75
211 GENERAL OPERATING
-185.06
6015.54
9800.00
3784.46
61.38%
9744.53
212 FUEL/TRANSPORTATION
0.00
678.79
500.00
-178.79
135.76%
386.93
213 UNIFORMS
0.00
1122.65
1150.00
27.35
97.62%
844.45
240 TOOLS/MINOR EQUIP
0.00
0.00
2000.00
2000.00
0.00%
1061.70
291 MDSE FOR RESALE
0.00
2871.96
2500.00
-371.96
114.88%
1809.23
304 LEGAL FEES
0.00
0.00
500.00
500.00
0.00%
0.00
305 CONFERENCES AND TRAINING
0.00
1262.50
1100.00
-162.50
114.77%
456.03
306 CONTRACTED SERVICES
386.05
5369.26
12000.00
6630.74
44.74%
7374.52
310 PROFESSIONAL SERVICES
0.00
0.00
0.00
0.00
0.00%
0.00
317 CREDIT CARD FEES
193.09
2758.83
0.00
-2758.83
0.00%
0.00
321 TELEPHONE
363.76
4497.29
5400.00
902.71
83.28%
4756.65
341 ADVERTISING
6449.51
10948.99
8000.00
-2948.99
136.86%
19478.20
361 INSURANCE
-50.50
10348.50
12500.00
2151.50
82.79%
10282.00
381 UTILITIES
19542.17
147999.57
150000.00
2000.43
98.67%
122626.90
404 REPAIRS & MTCE - EQUIP, VEH
0.00
102.24
10000.00
9897.76
1.02%
1183.39
411 RENTAL EXPENDITURE
0.00
0.00
0.00
0.00
0.00%
0.00
432 UNCOLLECTIBLE CHECKS
0.00
-3.99
0.00
3.99
0.00%
-230.00
433 DUES, LICENSES, SUBSCRIPTIONS
0.00
636.00
750.00
114.00
84.80%
645.00
510 CAPITAL EXPENDITURES
786.13
40366.35
55000.00
14633.65
73.39%
50144.22
OBJ Descr 540 OPERATIONS
46321.77
451655.25
496000.00
44344.75
91.06%
452283.12
OBJ Descr 541 MAINTENANCE
102 WAGES - FULL-TIME
3281.95
40369.71
41000.00
630.29
98.46%
39211.47
103 WAGES - OTHER
1918.14
27985.45
28000.00
14.55
99.95%
26327.57
121 EMPLOYER PERA
207.54
2995.03
3800.00
804.97
78.82%
3232.85
122 EMPLOYER FICA
372.31
5229.15
5300.00
70.85
98.66%
4987.67
131 HEALTH INSURANCE
394.89
4623.78
5000.00
376.22
92.48%
4419.36
151 WORKERS COMPENSATION
-80.16
1175.84
800.00
-375.84
146.98%
580.83
211 GENERAL OPERATING
122.22
3364.16
3500.00
135.84
96.12%
3156.25
212 FUEL/TRANSPORTATION
9.73
127.49
300.00
172.51
42.50%
366.60
213 UNIFORMS
0.00
30.98
0.00
-30.98
0.00%
0.00
225 LANDSCAPING MATERIALS
0.00
0.00
1000.00
1000.00
0.00%
301.38
231 CLEANING SUPPLIES
33.79
7498.83
8000.00
501.17
93.74%
6355.57
232 PAPER PRODUCTS
560.31
8378.92
10000.00
1621.08
83.79%
10538.57
233 LIGHT BULBS
0.00
7350.45
4000.00
-3350.45
183.76%
6064.20
240 TOOLS/MINOR EQUIP
0.00
1021.03
1500.00
478.97
68.07%
46.00
305 CONFERENCES AND TRAINING
0.00
0.00
250.00
250.00
0.00%
0.00
306 CONTRACTED SERVICES
1397.17
18954.58
22000.00
3045.42
86.16%
18199.85
384 REFUSE/SANITATION
0.00
2760.25
3500.00
739.75
78.86%
2471.78
401 REPAIRS & MTCE - BUILDING
121.09
3810.51
7000.00
3189.49
54.44%
13819.55
404 REPAIRS & MTCE - EQUIP, VEH
1029.49
7837.38
15000.00
7162.62
52.25%
19864.57
433 DUES, LICENSES, SUBSCRIPTIONS
0.00
130.00
350.00
220.00
37.14%
110.00
510 CAPITAL EXPENDITURES
40226.00
50433.00
10000.00
-40433.00
504.33%
0.00
OBJ Descr 541 MAINTENANCE
49594.47
194076.54
170300.00
-23776.54
113.96%
160054.07
•
CITY OF BECKER
09/06/06 4:26 PM
Page 2 -
Community Center Expenditures
•
DECEMBER
2005
Last
MTD
YTD
% of
Yr YTD
OBJ OBJ Descr
Amount
Amount
Budget
Balance Budget
Amount
OBJ Descr 542 POOL
102 WAGES -FULL-TIME
3923.86
42275.62
42000.00
-275.62 100.66%
40543.12
103 WAGES -OTHER
4178.16
49988.73
50000.00
11.27
99.98%
52262.08
121 EMPLOYER PERA
214.23
2415.03
2400.00
-15.03 100.63%
2298.78
122 EMPLOYER FICA
525.27
7019.96
7100.00
8500.00
80.04
-.34 113.29%
98.87%
7060.23
8345.40
131 HEALTH INSURANCE
151 WORKERS COMPENSATION
823.17
-67.84
9629.34
1435.16
1100.00
-335.16 130.47%
-335
989.17
210 PROGRAM SUPPLIES
250.00
975.52
1200.00
224.48
81.29%
0.00%
1395.18
8.87
211 GENERAL OPERATING
216 CHEMICALS & FERTILIZER
0.00
1055.71
845.66
11082.23
0.00
11500.00
-845.66
417.77
96.37%
8538.06
240 TOOLS/MINOR EQUIP
0.00
547.15
1000.00
452.85
54.72%
663.23
305 CONFERENCES AND TRAINING
0.00
0.00
400.00
400.00
0.00%
310.13
401 REPAIRS & MTCE - BUILDING
0.00
1348.03
4000.00
2651.97
33.70%
3908.08
404 REPAIRS & MTCE - EQUIP, VEH
673.31
4366.28
5000.00
633.72
87.33%
5238.62
433 DUES, LICENSES, SUBSCRIPTIONS
0.00
932.50
1500.00
567.50
62.17%
212.50
510 CAPITAL EXPENDITURES
0.00
8600.60
4000.00
-4600.60 215.02%
0.00
OBJ Descr 542 POOL
11575.87
141461.81
139700.00
-1761.81 101.26%
131773.45
OBJ Descr 543 ASA/STA
102 WAGES - FULL-TIME
-895.74
30656.69
37000.00
6343.31
82.86%
34298.07
103 WAGES - OTHER
2619.52
43795.42
50000.00
6204.58
87.59%
53017.37
121 EMPLOYER PERA
-99.01
2047.67
3500.00
1452.33
58.50%
2822.95
122 EMPLOYER FICA
-20.62
5695.82
6800.00
1104.18
83.76%
6702.51
131 HEALTH INSURANCE
-25.22
9220.82
12500.00
3279.18
73.77%
11384.50
141 UNEMPLOYMENT COMPENSATION
0.00
0.00
0.00
0.00
0.00%
729.12
151 WORKERS COMPENSATION
-101.00
1528.00
1000.00
-528.00
152.80%
726.67
•
201 OFFICE SUPPLIES
202 POSTAGE
0.00
0.00
0.00
25.00
500.00
0.00
500.00
-25.00
0.00%
0.00%
74.37%
340.44
0.00
5408.72
210 PROGRAM SUPPLIES
161.44
5205.62
7000.00
1794.38
211 GENERAL OPERATING
0.00
53.49
400:00
346.51
105.06
13.37%
96.50%
182.41
3014.47
212 FUEL/TRANSPORTATION
0.00
2894.94
3000.00
0.00
-329.40
0.00%
0.00
213 UNIFORMS
305 CONFERENCES AND TRAINING
0.00
0.00
329.40
0.00
400.00
400.00
0.00%
0.00
306 CONTRACTED SERVICES
0.00
1887.70
3000.00
1112.30
62.92%
2933.54
321 TELEPHONE
0.00
0.00
0.00
0.00
0.00
0.00%
0.00%
0.00
0.00
341 ADVERTISING
0.00
0.00
0.00
157.00
0.00
0.00
-157.00
0.00%
0.00
432 UNCOLLECTIBLE CHECKS
OBJ Descr 543 ASA/STA
1639.37
103497.57
125100.00
21602.43
82.73%
121560.77
OBJ Descr 546 YOUTH SPORTS
0.00
0.00
12000.00
12000.00
0.00%
9208.66
103 WAGES - OTHER
121 EMPLOYER PERA
0.00
0.00
700.00
700.00
0.00%
509.23
122 EMPLOYER FICA
0.00
0.00
950.00
950.00
25.17
0.00%
83.22%
704.48
134.17
151 WORKERS COMPENSATION
-5.17
124.83
150.00
500.00
0.00% /0
0.00
201 OFFICE SUPPLIES
0.00
0.00
0.00
350.00
500.00
200.00
-150.00
175.00%
170.00
202 POSTAGE
211 GENERAL OPERATING
0.00
0.00
400.00
400.00
0.00%
282.95
218 BASEBALL
0.00
579.34
15000.00
14420.66
3.86%
17723.29
221 SOFTBALL
0.00
494.19
4000.00
3505.81
12.35%
4417.08
224 SOCCER
0.00
5716.78
10000.00
4283.22
57.17%
10725.70
240 TOOLS/MINOR EQUIP
0.00
0.00
250.00
250.00
0.00%
147.06
305 CONFERENCES AND TRAINING
0.00
0.00
0.00
0.00
0.00%
0.00
306 CONTRACTED SERVICES
0.00
0.00
0.00
0.00
0.00%
0.00
321 TELEPHONE
0.00
0.00
450.00
450.00
0.00%
409.23
341 ADVERTISING
0.00
0.00
0.00
0.00
0.00%
0.00
OBJ Descr 546 YOUTH SPORTS
-5.17
7265.14
44600.00
37334.86
16.29%
44431.85
OBJ Descr 547 SKATE PARK
103 WAGES -OTHER
0.00
0.00
4500.00
4500.00
0.00%
5249.66
121 EMPLOYER PERA
0.00
0.00
0.00
0.00
0.00%
0.00
CITY OF BECKER
Community Center Expenditures
DECEMBER 2005
OBJ OBJ Descr
122 EMPLOYER FICA
151 WORKERS COMPENSATION
211 GENERAL OPERATING
240 TOOLS/MINOR EQUIP
404 REPAIRS & MTCE - EQUIP, VEH
510 CAPITAL EXPENDITURES
OBJ Descr 547 SKATE PARK
OBJ Descr 548 CONCESSIONS
103 WAGES -OTHER
121 EMPLOYER PERA
122 EMPLOYER FICA
151 WORKERS COMPENSATION
211 GENERAL OPERATING
240 TOOLSIMINOR EQUIP
291 MDSE FOR RESALE
305 CONFERENCES AND TRAINING
404 REPAIRS & MTCE - EQUIP, VEH
433 DUES, LICENSES, SUBSCRIPTIONS
OBJ Descr 548 CONCESSIONS
OBJ Descr 549 FREEDOM DAYS
211 GENERAL OPERATING
291 MDSE FOR RESALE
341 ADVERTISING
411 RENTAL EXPENDITURE
491 PARADE
492 FREEDOM DAY ENTERTAINMENT
496 PRIZES
OBJ Descr 549 FREEDOM DAYS
SRC Descr 4450 COMMUNITY CENTER
SRC Descr 4900 OTHER FINANCING USES
OBJ Descr 491 OTHER FINANCING USES
720 OPERATING TRNSFR OUT -
FUND Descr 220 COMMUNITY CENTER
09/06/06 4:26 PM
Page 3
•
•
•
Last
MTD
YTD
% of
Yr YTD
Amount
Amount
Budget
Balance
Budget
Amount
0.00
0.00
350.00
350.00
0.00%
401.61
-5.67
84.33
50.00
-34.33
168.66%
45.00
0.00
0.00
150.00
150.00
0.00%
434.18
0.00
0.00
0.00
0.00
0.00%
101.17
0.00
0.00
0.00
0.00
0.00%
0.00
0.00
0.00
0.00
0.00
0.00%
0.00
-5.67
84.33
5050.00
4965.67
1.67%
6231.62
16.15
4346.16
0.00
-4346.16
0.00%
4710.83
0.00
4.76
0.00
-4.76
0.00%
1.11
-11.95
332.52
0.00
-332.52
0.00%
355.96
9.00
10.00
0.00
-10.00
0.00%
45.00
235.00
269.43
300.00
30.57
89.81%
84.15
0.00
0.00
0.00
0.00
0.00%
500.86
790.78
9353.00
12500.00
3147.00
74.82%
8856.80
0.00
75.00
200.00
125.00
37.50%
0.00
0.00
0.00
500.00
500.00
0.00%
45.26
0.00
352.50
400.00
47.50
88.13%
282.50
1038.98
14743.37
13900.00
-843.37
106.07%
14882.47
0.00
19.76
250.00
230.24
7.90%
157.37
0.00
0.00
250.00
250.00
0.00%
1010.00
0.00
587.00
900.00
313.00
65.22%
2516.00
0.00
1491.05
1500.00
8.95
99.40%
1926.41
0.00
125.30
1500.00
1374.70
8.35%
1808.48
0.00
11805.37
10000.00
-1805.37
118.05%
11165.00
0.00
370.63
500.00
129.37
74.13%
1053.36
0.00
14399.11
14900.00
500.89
96.64%
19636.62
110159.62
927183.12
1009550.00
82366.88
91.84%
950853.97
-25399.95
8992.05
5000.00
-3992.05
179.84%
-20144.22
84759.67
936175.17
1014550.00
78374.83
92.27%
930709.75
•
•
•
CITY OF BECKER
Community Center Expenditures
DECEMBER 2005
MTD YTD
OBJ OBJ Descr Amount Amount Budget
84759.67 936175.17 1014550.00
I*
•
09/06/06 4:26 PM
Page 4
Last
% of Yr YTD
Balance Budget Amount
78374.83 92.27% 930709.75
CITY OF CHASKA, MINNESOTA
STATEMENT OF NET ASSETS 0
PROPRIETARY FUNDS
DECEMBER 31, 2005
BUSINESS -TYPE ACTIVITIES - ENTERPRISE FUNDS
ASSETS
Current Assets:
Cash And Investments
Restricted Assets:
Cash And Investments With Escrow Agent
Accrued Interest On Investments
Receivables:
Accounts:
Current
Unbilled
Allowance For Uncollectible Accounts
Interest
Due From Other Governments
Interfund Receivable
Lease Receivable
Inventories
Total Current Assets
Noncurrent Assets:
Restricted Cash And Investments
with Escrow Agent
Lease Receivable
Advance To Other Funds
Deferred Charges
Capital Assets:
Land
Buildings
Other Improvements
Furniture & Equipment
Infrastructure
Construction In Progress
Less: Accumulated Depreciation
Total Net Capital Assets
Total Noncurrent Assets
TOTAL ASSETS
COMMUNITY
ELECTRIC WATER CENTER
$ 2,880,077 $ 873,387 $ 852,096
11889,445
65,395
106,883
807,099
36,158
-
(17,639)
(634)
(192)
11,025
-
_
'
-
159,250
1,375,052
-
197,277
778,021
167,616
(7,303,045)
7,723,08M
1,141, 922
1,118,037
2,653,086 _
249,292
240,721
33,618
90,466
5,079,031
17, 047, 742
18, 628, 722
-
-
185,826
1,167, 701
264,947
1,029,920
11,762,465
3,022,209
-
'
-
197,277
(8,446,291)
(3,764,479)
(7,303,045)
9,803,627
16,604,037
12, 829,166
12,456,713
16, 853, 329
12, 829,166
20,179,793
17, 995, 251
13,947,203
38
*I
•
� 0
•
GOVERNMENTAL
ACTIVITIES -
INTERNAL
SERVICE
TURBINE NONMAJOR FUND
GENERATOR
ENTERPRISE TOTALS
$ 647,005
1,498,242
347,994
$ 2,104,023
$ 7,356,588
1,498,242
347,994
$ 2,974,226
39
204,323
2,266,046
'
.
77,190
920,447
"
_
(2,008)
(20,473)
'
7,292
3,965
14,990
_
_
159,250
'
1,399,107
2 4,055
-
316,624
316,624
_
61,109
1,006,746
"
_
2,833,920
2,448,602
15,265,561
2,981,518
33,584,283
'
33,584,283
26,983,762
'
26,983,762
3,956,245
"
1,303,159
_
1,303,121
'
1,053,829
'
_
364,805
'
_
8,265,839
49,021,334
'
_
229,269
415,095
'
_
2,745,644
5,208,212
'
2,588,495
17,373,169
_
197,277
'
_
(5,705,839)
(25,219,654)
'
_
8,123,408
47,360,238
'
62,925,033
8,123,408
113,187,649
'
65,758,953
10,572,010
128,453,210
2,981,518
(Continued)
39
CITY OF CHASKA. MINNESOTA
STATEMENT OF NET ASSETS •
PROPRIETARY FUNDS
DECEMBER 31, 2005
BUSINESS -TYPE ACTIVITIES - ENTERPRISE FUNDS
Noncurrent Liabilities:
COMMUNITY
36,844
ELECTRIC
WATER
CENTER
LIABILITIES
Revenue Bonds Payable
-
14,000,000
Current Liabilities:
-
46,869
Total Noncurrent Liabilities
Accounts Payable
16,561
157,962
98,847
Contracts Payable
Salaries Payable
-
42,100
3,031
13,981
86,494
40,917
Deposits Payable
93,922
-
15,383
Compensated Absences
55,804
12,934
27,359
Accrued Interest Payable
-
46,485
.
Due To Other Governments
1,214,290
2
16,006
Interfund Payable
24,055
_
Revenue Bonds Payable
-
595,000
.
Unearned Revenue
Total Current Liabilities
-
1,446,732
-
829,395
29,491
314,497
Noncurrent Liabilities:
Compensated Absences
36,844
7,028 30,710
Advance From Other Funds
1,303,159
_
Revenue Bonds Payable
-
14,000,000
Unamortized Premium On Revenue Bonds
-
46,869
Total Noncurrent Liabilities
1,340,003
14,053,897 30,710 •
TOTAL LIABILITIES
2,786,735
14,883,292 345,207
NET ASSETS
Invested in Capital Assets, Net of Related Debt 9,803,627 3,199,547 12,829,166
Restricted _
Unrestricted 7,589,431
(87,588) 772,830
TOTAL NET ASSETS $ 17,393,058 $ 3,111,959 $ 13,601,996
The notes to the financial statements are an integral part of this statement.
•
40
• (Continued)
GOVERNMENTAL
ACTIVITIES -
INTERNAL
TURBINE NONMAJOR SERVICE
GENERATOR ENTERPRISE TOTALS FUND
- 152,243
425,613
- -
89,525
- 33,342
130,340 _
- 35,747
145,052 _
- 33,659
129,756
859,381 -
905,866
- 2014,
1,232,312 _
- 369,920
393,975
725,000 -
1,320,000 -
- 64,006
93,497
1,584,381 690,931
4,865,936
- 36,023
110,605
- 1,232,166
2,535,325
62,415,000
•
76,415,000
925,649 -
9727518
63,3407649 1,268,189
80,033,448
64,925,030 1,959,120
84,899,384
- 8,123,408
33,955,748 _
1,947,963 -
1,947,963
(1,114,040) 489,482
7,650,115 2,981,518
$ 833,923 $ 8,612,890
$ 43,553,826 $ 2,981,518
Adjustment to reflect the consolidation
of Internal service fund activities
related to enterprise funds
91,687
Net assets of business -type activities $ 43,645,513
41
CITY OF CHASKA, MINNESOTA
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS
PROPRIETARY FUNDS
FOR THE YEAR ENDED DECEMBER 31, 2005
OPERATING REVENUES:
Sales
OPERATING EXPENSES:
Production
Distribution I Collections
Administration
Franchise Fees
Depreciation
TOTAL OPERATING EXPENSES
OPERATING INCOME (LOSS)
NON-OPERATING REVENUES:
Investment Earnings
Intergovernmental
Payments
Miscellaneous Refunds And Reimbursements
TOTAL NON-OPERATING REVENUES
NON-OPERATING EXPENSES:
Interest
Issuance Costs & Fiscal Agent Fees
TOTAL NON-OPERATING EXPENSES
INCOME (LOSS) BEFORE CONTRIBUTIONS AND TRANSFERS
CAPITAL CONTRIBUTIONS
TRANSFER IN (OUT)
Transfers In
Transfers Out
Total Transfers In (Out)
CHANGE IN NET ASSETS
NET ASSETS, January 1
NET ASSETS, December 31
BUSINESS -TYPE ACTIVITIES - ENTERPRISE FUNDS
COMMUNITY
ELECTRIC WATER CENTER
$ 20,262,089
$ 1,071,231
$ 2,097,303
(11344,934)
(7,600)
15,290,994
253,910
-
1,264,800
441,940
-
537,329
298,110
2,229,436
1,804,000
-
-
638,959
434,483
659,594
19,536,082
1,428,443
2,889,030
726,007
(357,212)
(791,727)
164,373
37,283
58,998
-
-
108,110
2,922
-
167,295
37,283
167,108
81,534
341,767
-
-
15,132
-
81,534
356,899
-
811,768
(676,828)
(624,619)
293,601 3,900 -
-
943,403
2,900,000
(11344,934)
(7,600)
(212,179)
(1,344,934)
935,803
2,687,821
(239,565)
262,875
2,063,202
17,632,623
2,849,084
11,538,794
$ 17,393,058 $
3,111,959
$ 13,601,996
The notes to the financial statements are an integral part of this statement.
42
C]
•
Change in net assets -
Business type Activities $ 2,571,268
43
GOVERNMENTAL
ACTIVITIES -
OTHER
INTERNAL
TURBINE NONMAJOR
SERVICE
GENERATOR ENTERPRISE
TOTALS
FUND
$ 2,350,330 $ 4,419,892 $
30,200,845
$ 564,303
1;277,455
16,822,359
-
_ 416,111
2,122,851
'
86,146 2,128,423
5,279,444
585,445
_ _
1,804,000
'
775,322
2,508,358
'
86,146 4,597,311
28,537,012
565,445
2,264,184 (177,419)
1,663,833
(21,142)
1,780,337 43,607
2,084,598
77,365
_
108,110
'
81,534 -
81,534
-
2,922
_
. 1,861,871 43,607
2,277,164
77,365
3,000,301 16,842
3,440,'444
-
27,209
42'341
3,027,510 16,842
3,482,785
1,098,545 (160,654)
458,212
56,223
_ 1,853
299,354
'
_ 99,877
3,943,280
-
(405,000) (152,600)
(2,122,313)
(405,000) (52,723)
1,820,967
693,545 (201,524)
2,578,533
56,223
140,378 8,814,414
40,975,293
2,925,295
$ 833,923 $ 8,612,890
$ 43,553,626
$ 2,981,518
Change in net assets -
total Enterprise Funds
$ 2,578,533
Adjustment to reflect the consolidation
of internal service fund activities
related to enterprise funds
(7,265)
Change in net assets -
Business type Activities $ 2,571,268
43
CITY OF CHASKA MINNESOTA
STATEMENT OF CASH FLOWS
PROPRIETARY FUNDS
FOR THE YEAR ENDED DECEMBER 31, 2005
BUSINESS -TYPE ACTIVITIES - ENTERPRISE FUNDS
COMMUNITY
ELECTRIC WATER CENTER
CASH FLOWS FROM OPERATING ACTIVITIES:
Receipts From Customers And Users
Payments To Suppliers
Payments To Employees
Net Cash Provided (Used) By Operating Activities
CASH FLOWS FROM NON -CAPITAL FINANCING
ACTIVITIES:
Transfers From Other Funds
Transfers To Other Funds
Due From Other Funds
Due To Other Funds
Interfund Loans To Other Funds
Interfund Loans From Other Funds
Intergovernmental
Miscellaneous Refunds/Reimbursements
Net Cash Provided (Used) By Non -Capital
Financing Activities
CASH FLOWS FROM CAPITAL AND RELATED
FINANCING ACTIVITIES:
Proceeds From Revenue Bonds
Deferred Issuance Charges
Capital Contributions
Principal Paid On Bonds
Interest And Fiscal Charges
Construction And Acquisition of Capital Assets
Lease Principal Received
Net Cash Provided (Used) By Capital And
Related Financing Activities
CASH FLOWS FROM INVESTING ACTIVITIES:
Interest On Investments
NET INCREASE (DECREASE) IN CASH AND
CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS, January 1
CASH AND CASH EQUIVALENTS, December 31
CASH AND CASH EQUIVALENTS:
Cash And Investments
Restricted Assets -Revenue Bonds:
Cash And Investments
Total Cash And Cash Equivalents
$ 19,672,330 $
1,057,478
$ 2,015,903
(17,842,480)
(965,871)
(1,109,778)
(937,231)
(356,008)
(1,096,524)
892,619
(264,401)
(190,399)
-
943,403
2,900,000
(1,344,934)
(7,600)
(212,179)
16,279
(1,255,848)
(22,685)
_
_
-
108,110
2,922
(2,604,266)
935,803
2,795,931
-
15,132
293,601
3,900
-
(390,000)
(81,534)
(355,224)
(698,673)
(2,004,362)
(2,842,690)
(486,606)
(2,730,554)
(2,842,690)
162,282
37,283
58,998
(2,035,971)
(2,021,869)
(178,160)
4,916,048
2,895,256
1,030,256
$ 2,880,077 $
873,387
S 852,096
$ 2,880,077 $
873,387
$ 852,096
873,387
$ 852,096
$ 2,880,077 $
44
0 �
•
•
SEP -06-2006 11:24 CITY OF SHOREVIEW
IIJg$• ERCENT-INCREASE: 09-06-06 10:59:11
• BW GET WORKSHEET SHOWING PERCENTAGE INCREASE
UNO: 220 Community Center Operations
Resources
34070 ATM commission
34410 Shvw room rental
34420 Community room rent
34430 Meeting ream rent
34431 overnight rental
34434 Private pool party
34435 Birthday prty rental
34440 Pavillion rental
34500 Misc. rental fees
34700 Wave cafe concess
34701 Catering-birthdaypty
5 Catering-m-tingrccm
Comm -Food i Beverage
707 Commission -Alcohol
34710 Merchandise sales
34731 Center/daily pass
34732 Center/coupon book
34733 Center/seasonal
34734 Center/annual
34737 skate park admiss
34750 Locker fees
34760 Vending sales
34765 Video game fees
34785 Building charge
34900 Miscellaneous charge
37100 Earnings on rest
39210 Transfer fr gen fund
39220 Transfer fr spec rev
Total Resources
Expenditures
43800 community center
48800 Loan payments
49900 Transfers out
6514904699 P.02/04
Page: 1
• Total Expenditures
Change In Fund Balance
2,122,365
2,132,125
2,093,125
2,243,625
0
Percent Increase Percent increase
5.2
7.2
5.2
2007 Requested
2,110,055
Level 1
Only
ALL Levels
0
2,246,148
continue increase
3.9
7.2
Over
over
Over
Over
2005
2006
2006
Level All Other
n/a
2006
2006
2006
2006
Actual
Budget
Estimate
1 Only Levels
.0
Total
Budget Estimate
Budget Estimate
2.111,729
1,422
1,500
1,500
1,500
0
1,500
.0
.0
.0
.0
79,296
75,000
75,000
75,000
0
75,000
.0
.0
.0
•0
50,784
60,000
60,000
65,000
0
65,000
8.3
8.3
8.3
8.3
36,044
35,000
35,000
35,000
0
35,000
.0
.0
.0
.0
38,994
38,000
35,000
38,000
0
38,000
.0
8.6
.0
8.6
16,956
17,000
15,000
15,000
0
15,000
-11.8
.0
-11.8
.0
1,430
7,000
2,000
2.000
0
2,000
.0
.0
.0
.0
4,063
4,000
3,500
4,000
0
4.000
.0
14.3
.0
14.3
225
125
125
125
0
125
.0
.0
.0
.0
138,299
135,000
135,000
140,000
0
140,000
3.7
3.7
3.7
3.7
61,496
60,000
$0,000
52,000
0
52,000
-13.3
4.0
•13.3
4.0
2,387
2,500
2,000
2,000
0
2,000
-20.0
,0
-20.0
.0 .
0
0
0
30,000
0
30,000
n/a
n/a
n/a
n/a
0
0
0
28,000
0
28,000
n<a
n/a
n/a
n/a
6,204
7,500
7,000
7,000
0
7,000
-6.7
.0
•6.7
.0
527,308
550,000
525,000
$25,000
0
525,000
-4.5
.0
-4.5
.0
44,143
50,000
47,000
45,000
0
45,000
-10.0
-4.3
-10.0
-4.3
193,378
175.000
185,000
200,000
0
200,000
14.3
8.1
14.3
8.1
564,20$
$75,000
565,000
625,000
0
625,000
8.7
10.6
8.7
10.6
0
0
0
0
0
0
n/a
n/a
n/a
n/a
23,571
28,500
24,000
24,000
0
24,000
-15.8
.0
-15.8
.0
21,475
- 18,000
18,000
18,000
0
1$,000
.0
.0
.0
.0
3,208
3,000
3,000
3,000
0
3,000
•0
.0
.0
.0
81,704
73,000
$3,000
87,000
0
87,000
19.2
4.8
19.2
4-8
1,678
2,000
2,000
2,000
0
2,000
.0
.0
.0
.0
14,040
10,000
10,000
10,000
0
10,000
.0
.0
.0
.0
160,000
160,000
160,000
160,000
0
160,000
.0
.0
.0
.0
50,000
50,000
50,000
50,000
0
50,000
.0
.0
.0
.0
• Total Expenditures
Change In Fund Balance
2,122,365
2,132,125
2,093,125
2,243,625
0
2,243,625
5.2
7.2
5.2
7.2
2,110,055
2,096,251
2,162.225
2,246,748
0
2,246,148
7.2
3.9
7.2
3.9
1,674
0
0'
0
0
0
n/a
n/a
n/a
n/a
0-
100,000
0
100,000
0
100,000
.0
n/a
.0
n/a
2.111,729
2,196,251
2,162,225
2,346,748
0
2,346,748
6.9
8.5
6.9
8.5
10,636
-64,126
•69,100
-103,123
0
-103,123
Total General Fund Revenues $ 31,188,786 S 30,066,273 $ 32,128,436 S 2,062,163 6.9% 1
68 i
�. 4-
200612007 Budget
•���;�
General Fund Fund Revenues
::_;���.
2D05
2006
Percent^_
2004
Adjusted
Proposed
Increase �
' - - � •
Actual
Budget
Budget
Difference
(Decrease).
-
Charges for Services
_
General Government
*�
CAM
725,447
798,826
842,860
44,034
515%
Public Safety
Use alarms
98,106
90,000
90,000
-
0,0%
Bike registration and reports
4,726
-
51000
51000
100.0%
Impound fees
3,173
2,500
3,200
700
28.0%
Total public safety
106,005
92,500
98,200
5,700
6.2%
Recreation
='
Youth Programs
196,816
186,200
201,100
14,900
8.0%
M�
Organized Athletics
234,511
220,050
237,275
17,225
7.8%
Community Center
653,483 •
747,20D
739,500
(7,700)
(1.0%)
2nd Ice Arena
375,289.)
348,000
347,000
(1,000)
(0.3%)
Oak Point Pool
93,546
87,500
92,400
4,900
5.6%
Special Events
21,354
34,625
36,350
1,725
5.0%
Arts
27,925
29,900
34,000
5,100
17.6%
Adult Program
53,094
50500
63,000
12,500
24.8%
Therapeutic Recreation
30,456
16,240
11,660
(4580)
(28.2%)
Park Facilities
Total recreation
83,744
1,770,218
71,040
1,790,255
72,050
1,834.335-
1,010
1.4%
44,080
2.5%
Total Charges for Services
2,601,670
2,681,581
2,775,395
93,814
33%
Fines & Penalties
437,075
375,000
450,000
75,D00
20.0%
Investment Earnings
209,556
-
250,000
250,000
0.0%
!t!
Other Revenue
Special Assessments
19,871
-
-
-
100.0%
IDR Charges
129,268
130,000
130,DOD
-
0.0%
Administrative TIF fee
72.560
15,000
15,000
-
0.0%
Reimbursements
190,690
-
100.0%
Contributions
3,141
-
-
100.0%
Other
I43,747
193,262
I61,000
(32,262)
(16.7%)
Building rental
38,628
-
40,000-
40,000
100.0%
Miscellaneous
2,323
-
-
100.0%
Total Other Revenue
600,228
338,262
346,000
7,738
23%
Other Financing Sources
Transfers in from capital improvements
-
-
215,000
215,000
100.0%
Transfers in from utility funds
200.000
200,000
270,000
70,000
35.0%
Total Other Fins Icing Sources
200,000
200,000
485,000
285,000
142.5%
Total General Fund Revenues $ 31,188,786 S 30,066,273 $ 32,128,436 S 2,062,163 6.9% 1
68 i
•
•
Office of the City Manager
Legislative
Office of the City Manager
Legal Counsel
City Clerk
Communication Services
Finned -
Information Technology
Facilities
Risk Management r J'•�
Customer Service
Human Resourcef
Contingency
Total Office of the City Manager
Community Development
Assessing
Planning/Heritage Preservation
Community Development
Economic Development
Social Services
Total Community Development
Parks and Recreation
Park Administration
Park Maintenance
Parks Capital Outlay
Recreation Administration
Youth Programs
Organized Athletics
Special Events
Arts
Therapeutic Recreation
Adult Recreation
Beaches
Park Facilities
Oak Point Pool
Community Center
Total Parks and Recreation
200612007 Budget
General Fund Expenditures
2005 2006 Percent
2004 Adjusted Proposed Increase
Actual Budget Budget Difference (Decrease)
S 192,481 S
183,440 $
192,240 $
81800
4.8%
346,929
335,090
347,895
12,805
3.8%
541,087
460,000
400,000
(60,000)
(13.0%)
200,544
144,888
259,864
114,97.6
79.4%
354,650
353,850
371,335
17,485
4.9%
438,202
493,992
530,189
36,197
7-3%
1,179,385
1,473,382
1,519,354
45,972
3.1%
3,251,921
3,440,431
3,863,496
423,065
12.3%
538,366
665,992
734,806
68,814
10.3%
388,155
374,997
389,997
15,D00
4.0%
405,254
548,559
584,888
36,329
6.6%•
5.278
104,000
50,000
(54,000)
(51.9%)
7,842,251
8578,621
9,244,064
665,444
7.8%
531,808
577,460
600,559
23,098
4.0%
486,895
478,851
558,849
79,998
16.7%
-
141,649
212,583
70,934
50.1%
107,48I
145,124
122,456
(22,668)
(15.6%)
307,390
335,469
378,792
43,323
12.9%
1,433,575
1,678,553
1,B73.239
194,686
11.6%
251,154
245,271
251,633
6,362
2.6%
1,901,504
11800,399
1,926,615
126,216
7.0%
12,839
42,000
32,600
(9,400)
(22.4%)
92,715
175,954
244,371
68,417
389%
268,163
298,912
296,497
(2,415)
(0.8%)
196,480
231,764
239,845
8,081
35%
93555
107,382
109,620
2,238
2.1%
104,734
111,032
121,390
10,358
9.3%
126,101
137,560
134,556
(3,004)
(2.2%)
207,909
235,584
196,509
(39,075)
(16.6%)
22,917
31,819
29,900
(11919)
(6.0%)
78,999
75,401
81,947
6,546
8.7%
146,177
156,800
155,500
(1,300)
(0.8%)
1,493,738
825,681
814,305
(11,376)
(1.4%)
4,996,983
4,475558
4,635,288
159,730
3.6%
74
Bruce K. Anderson
From: Cathy Shuman [Cathy.Shuman@ci.monticello.mn.us]
Sent: Wednesday, September 06, 2006 8:53 PM •
To: Bruce K. Anderson
Subject: City of Monticello financials
Attachments: 2005 Final Financial Statements-FIN00500.pdf
2005 Final Financial
Statement...
Bruce,
Attached is our audit report for 2005. Let me know if you have further questions.
I did want to note that our Liquor Store contributes about $300,000 to community center
operations and tax levy provides approximately $250,000 for operations.
on the community center in addition to the operations. We also have debt
Cat
Cathy Shuman
Senior Finance Officer
City of Monticello
505 Walnut St, Suite 1
Monticello MN 55362
763-271-3204
763-295-4404 (fax)
cathy.shuman@ci.monticello.mn.us
«2005 Final Financial Statements-FIN005OO.pdf>> i
1
SEP -06-2006 11:24 CITY OF SHOREVIEW
BUD:PERCENT_INCREASE: 09-06-06 10:59:11
• BUDGET WORKSHEET SHOWING PERCENTAGE INCREASE
FUND: 220 Community Center Operations
6514904699 P.02iO4
Page: 1
Percent increase Percent Increase
2007 Requested Level 1 Only All Levels
Continue
increase
Over
over
Over
Over
2005
2006
2006
Level
ALL Other
2006
2006
2006
2006
Actual
Budget
Estimate
1 Only
Levels
Total
Budget Estimate
Budget Estimate
Resources
34070
ATM commission
1,422
1,500
1,500
1,500
0
1,500
.0
.0
.0
.0
34410
Shvw roan rental
79,296
75,000
75,000
75,000
0
75,000
.0
.0
.0
.0
34420
Community room rent
50,784
60,000
60,000
65,000
0
65,000
8.3
8.3
8.3
8.3
34430
Meeting room rent
36,044
35,000
35,000
35,000
0
35,000
.0
.0
.0
.0
34431
overnight rental
38,994
38,000
35,000
38,000
0
38,000
.0
8.6
.0
8.6
34434
Private pool party
16,956
17,000
15,000
15,000
0
15,000
-11.8
.0
-11.8
.0
34435
Birthday prty rental
1,480
2,000
2,000
2,000
0
2,000
.0
.0
.0
.0
34440
PaviLLion rental
4,063
4,000
3,500
4,000
0
4,000
.0
14.3
.0
14.3
34500
Misc. rental fees
225
125
125
125
0
125
.0
.0
.0
.0
34700
Wave cafe concess
138,299
135,000
135,000
140,000
0
140,000
3.7
3.7
3.7
3.7
34701
Catering-birthdaypty
61,496
60,DDO
50,000
52,000
0
52,000
-13.3
4.0
-13.3
4.0
34705
Catering-meetingroom
2,387
2,500
2,000
2,000
0
2,000
-20.0
.0
-20.0
.0
W07ComFFt-Food
& Beverage
0
0
0
30,000
0
30,000
n/a
n/s
n/a
n/a
Commission -Alcohol
0
D
0
28,000
0
28,000
n/a
n/a
n/a
n/a
34710
Merchandise sales
6,204
7,500
7,000
7,000
0
7,000
-6.7
.0
-6.7
.0
34731
Center/daily pass
527,308
550,000
525,000
525,000
0
525,000
-4.5
.0
-4.5
.0
34732
Center/coupon book
44,143
50,000
47,000
45,000
0
45,000
-10.0
-4.3
-10.0
-4.3
34733
Center/seasonal
193,378
175,000
185,000
200,000
0
200,000
14.3
8.1
14.3
8.1
$4734
Center/annual
564,205
575,00D
565,000
625,000
0
625,000
8.7
10.6
8.7
10.6
34737
skate park admiss
0
0
0
0
0
0
n/a
n/a
n/a
n/a
34750
Locker fees
23,571
28,500
24,000
24,000
0
24,000
-15.8
.0
-15.8
.0
34760
Vending sales
21,475
18,000
18,000
18,000
0
18,000
.0
.0
.0
.0
34765
Video game fees
3,208
3,000
3,000
3,000
0
3,000
.0
.0
.0
.0
34785
Building charge
81,704
73,000
83,000
, 87,000
0
87,000
19.2
4.8
19.2
4.8
34900
Miscellaneous Charge
1,678
2,000
2,000
2,000
0
2,000
.0
.0
.0
.0
37100
Earnings on invest
14,040
10,000
10,000
10,000
0
10,000
.0
.0
.0
.0
39210
Transfer fr gen fund
160,000
160,OD0
160,000
160,000
0
160,000
.0
.0
.0
.0
39220
Transfer fr spec rev
50,000
50,000
50,000
50,000
0
50,000
.0
.0
.0
.0
Total Resources
2,122,365
2,132,125
2,093,125
2,243,625
0
2,243,625
5.2
7.2
5.2
7.2
Expenditures
43800
Community center
2,110,055
2,096,251
2,162,225
2,246,748
0
2,246,748
7.2
3.9
7.2
3.9
48800
Loan payments
1,674
0
0
0
0
0
n/a
n/a
n/a
n/a
49900
Transfers out
0
100,000
0
100,000
0
100,000
.0
n/a
.0
n/a
Total Expenditures
2,111,729
2,196,251
2,162,225
2,346,748
0
2,346,748
6.9
8.5
6.9
8.5
-103,123
Change In Fund Balance
10,636
-64,126
-69,100
-103,123
0
SEP -06-2006 11:25 CITY OF SHOREOIEW 6514904699 P.04/04
BUD:PERCENT—I NCREASE_BY-00: 09-06-06 10:59:23 Page: 4
BUDGET WORKSHEET SHOWING PERCENTAGE INCREASE
AT OBJECT 4EVEL •
FUND: 220 Community Center Operations
G/L: 49900 Transfers out
Percent Increase Percent Increase
2007 Requested Level 1 Onty Alt Levels
Continue Increase Over Over Over . Over
2005 2006 2006 Level Alt Other 2006 2006 2006 2006
Actual Budget Estimate 1 Only Levels Total Budget Estimate Budget Estimate
7200 operating Transfers 0 100,000 0 100,000 0 100,000 .0 .0 .0 .0
Total: 0 100,000 0 100 000 0 100,000 .0 .0 ,0 .0
1
•
TOTAL P.04
SEP -06-2006 11:25 CITY OF SHOREVIEW
;Lj&CEN7 INCREASE BY -00: 09-06-06 10:54;E3
BUDGET WORKSHEET SNOWING PERCENTAGE INCREASE
AT OBJECT LEM
'UNP: 220 Community Center Operations
I1L: 49940 Transfers out
6514904699 P-04/04
Page: 4
TOTAL P.04
Percent Increase
Percent Increase
2007 Requested LeveL 1 Only
ALL LeveLs ,
Continue Increase Over Over
Over ' Over
2005 2006
2006 Level All other 2006 2006
2006 2006
ActuaL Budget
Estimate 1 Only Levels Total Budget Estimate
Budget Estimate
7200 Operating Transfers 0 100,000
0 100,000 0 100,000 .0 ,0
.0 ,0
Total: 0 100,000
0 100 000 0 100,000 .0 .0
,0 .0
•
S' L V44
�
t
D u D
TOTAL P.04
Roseville Oval and Skating Center Page 1 of 1
Bruce K. Anderson
From: Chris Miller [chris.miller@ci.roseville.mn.us]
Sent: Wednesday, September 06, 2006 1:05 PM
To: Bruce K. Anderson
Subject: Roseville Oval and Skating Center
Attachments: Memo_Oval_Financials.doc; Memo_Oval_Financials_Supplemental.doc
<<Memo_Oval_Financials.doc>> <<Memo_Oval_Financials_Supplemental.doc>>
Bruce,
With regard to your inquiry on the Oval's finances and in consideration of your timeline, I've attached
two memos that I prepared back in 2005 in conjunction with our Oval Task Force. I think it will provide
a good backdrop on the Oval/arena's financial operations. Please be aware that for operational purposes,
the Oval and our adjacent arena are combined. Hence we do not have distinct and separate financial
data for each.
Hope this helps.
Christopher K. Miller
Finance Director & Interim City Manager
City of Roseville, MN
Ph. 651-792-7031
0
9/6/2006
�r
Memo
To: Oval Task Force
From: Chris Miller, Finance Director
Date: February 28, 2005
Re: Review of the Oval's Financial performance
Overview
Earlier this year,the City Council created a task force to review the Oval's long-term viability.
To facilitate this process, a review of the Oval's financial operations has been made. The
information presented below is divided into three sections. The first section looks at the
comprehensive feasibility study conducted in 1992 which projected financial outcomes. The
second is a review of the Oval's operations for fiscal years 1994 and 1995. These two years are
of particular significance as they represent the limited number of years for which independent
financial data was tracked separate from other parks and recreation functions, and for which the
Oval was fully operational. Finally, the third section deals with the Skating Center (Oval and
Arena combined) operations for the period 2000-2003. While data for 2004 is readily available,
it does not include a full season of Oval operations therefore the numbers are not comparative.
• At the conclusion of the memo, four factors are identified that heavily determine the Skating
Center's long-term financial viability.
Section 1 - Oval Feasibility Study
In 1992, the City Council hired the firm of Independent Consulting Engineers, Inc., to prepare a
site selection and revenue/management study for the Oval. Based upon the study, the
recommended site was the current location adjacent to the existing ice arena. The
recommendation was based on the financial merits as well as facility coordination/management
reasons.
The revenue/management portion of the study made several recommendations with regard to the
Oval's operations, including staffing levels and potential revenue sources. The Study did cite the
lack of comparable facilities to draw experiences from, which likely necessitated a fair amount
of estimation as to the Oval's participant levels and operating costs. To compensate, the Study
noted that the financial pro -forma was generally conservative in nature. However, history would
demonstrate that despite a conservative pro -forma, actual financial performance was
significantly worse than projected.
0
The Feasibility Study identified the following revenue sources: •
a) Speedskating competitions and training sessions from five (5) competitive clubs
comprised of approximately 165 members; and seven (7) novice clubs comprised of
approximately 470 members
b) Area high school usage comprised of an estimate ten (10) separate high schools offering
girls interscholastic league competitions and practices
c) Youth and adult hockey, figure skating, and instructional classes on a per session basis
d) Bandy competitions and practices including international, national, and regional teams
e) Bandy competitions and practices from thirty-nine (39) identified local area bandy
teams
f) Boot hockey, broomball, public skating, parties, and school system rentals
g) In-line skating, roller hockey, walking and running groups
h) Concessions, pro shop, advertising, sponsorships, room rentals, ticket sales to
competitions
Based upon anticipated utilization, expected fee amounts, and estimated operating costs, the
Study projected the following financial results:
Proiected Exnenditures
Expenditures
Projected Revenues
Year 2
Revenues
Year 1
Year 2
Year 3
Ice rental
$ 150,050
$ 162,855
$ 177,660
Dry floor
10,000
10,500
11,025
Skate rental
5,000
5,250,
5,513 ,
Skate sharpening
2,000
2,100
2,205
Advertising
10,000
10,000
10,000
Sponsorships
10,000
10,000
10,000
Concessions
30,000
31,500
33,075
Pro shop
20,000
21,000
22,050
Meeting room
5,000
5,250
5,513
Total Revenues $ 242,050
$ 258,455
$ 277,041
Proiected Exnenditures
Expenditures
Year 1
Year 2
Year 3
Salaries and wages
$ 70,000
$ 75,190
$ 77,445
Benefits
18,000
18,798
19,361
Insurance
5,000
5,150
5,305
Maintenance
4,000
4,120
4,244
Supplies
3,000
3,090
3,183
Administration
4,000
4,120
4,244
Marketing
3,000
3,090
3,183
Pro shop
10,000
10,500
11,025
Concessions
12,000
12,600
13,230
Utilities
36,000
37,080
38,192
Other
2,000
2,060
2,122
Total Expenditures
$ 167,000
$ 175,798
$181,534
2
• As these tables demonstrate, the Oval's projected financial operations were expected to generate
a cash-flow surplus of $75,000 — 95,000 annually during the first three years. Presumably, it was
based upon this projection that the City decided to use an internal loan (to be repaid at $75,000
annually) to help finance the construction of the Oval.
Conspicuously absent from the pro -forma is the inclusion of any depreciation. The Oval, at a
construction cost of $3 million and a projected useful life of 15-20 years would incur
depreciation charges of $150,000 - 200,000 annually. It's uncertain as to why this cost was not
accounted for, but it is presumed that a non -Oval funding source was identified to cover major
repairs and renovations.
•
•
3
Section 2 - 1994 & 1995 Oval Financial Operations
The following tables summarize the
Oval's operations for 1994 and 1995 as compared to the •
Feasibility Study's pro -forma.
1994 Revenues
Revenues
Projected
194 Actual
Difference
Ice rental
$ 150,050
$ 93,128
$ (56,922)
Dry floor
10,000
7,592
(2,408)
Skate rental
5,000
7,198
2,198
Skate sharpening
2,000
1,677
(323)
Advertising
10,000
-
(10,000)
Sponsorships
10,000
11,050
1,050
Concessions
30,000
32,950
2,108
Pro shop
20,000
4,514
(15,486)
Meeting room
5,000
-
(5,000)
Admissions
-
732
732
Commissions
-
1,595
1,595
Miscellaneous
-
635
635
Total Revenues
$ 242,050
$ 160,229
$ (81,821)
1994 Expenditures
Expenditures
Projected
'94 Actual
Difference •
Salaries & wages
$ 70,000
$ 150,895
$ 80,895
Benefits
18,000
-
(18,000)
Insurance
5,000
3,500
(1,500)
Maintenance
4,000
7,915
3,915
Supplies
3,000
(48,489)
(51,489)
Administration
4,000
24,656
20,656
Marketing
3,000
4,905
1,905
Pro shop
10,000
25,707
15,707
Concessions
12,000
12,000
-
Utilities
36,000
90,768
54,768
Training
-
1,223
1,223
Depreciation
-
201,303
201,303
Interest on loan
-
67,500
67,500
Interest expense
-
262,557
262,557
Miscellaneous
2,000
25,707
23,297
Total Expenditures
$ 167,000
$ 829,738
$ 662,738
Net from operations
$75,050
(669,509)
(594,459)
•
E
Net from operations $ 82,657 (457,438) (374,781)
•
5
1995 Revenues
Revenues
Projected 195 Actual Difference
Ice rental
$ 162,855 $107,840
$
(55,015)
Dry floor
10,500
21,854
7,099
11,354
1,849
Skate rental
Skate sharpening
5,250,
2,100
2,036
(64)
Advertising
10,000
10,000
-
28,000
(10,000)
18,000
Sponsorships
Concessions
31,500
38,950
7,450
Pro shop
21,000
2,093
(18,907)
Meeting room
5,250
-
4,887
(5,250)
4,887
Admissions
694
694
Commissions
-
-
6,334
6,334
Miscellaneous
Total Revenues
$ 258,455 $ 219,788 $ (22,262)
1995 Expenditures
Expenditures
Projected
195 Actual
Difference
Salaries & wages
$ 75,190
$153,788
-
$ 78,598
(18,798)
Benefits
18,798
5,150
12,500
7,350
Insurance
Maintenance
45120
5,423
1,303
Supplies
•
3,090
4,120
9,791
12,435
6,701
8,315
Administration
Marketing
3,090
9,019
5,929
Pro shop
10,500
24,848
14,348
Concessions
12,600
37,080
12,000
72,909
(600)
35,829
Utilities
Training
-
1,275
1,275
Depreciation
-
204,956
204,956
Interest on loan
-
75,000
75,000
Interest expense
-
2,060
68,853
14,428
68,853
12,368
Miscellaneous
Total Expenditures $ 175,798
$ 677,226
$ 501,428
Net from operations $ 82,657 (457,438) (374,781)
•
5
During its first two full years of operations, the Oval failed to meet revenue projections by a
substantial margin. Total revenues were short by 33% and 15% in 1994 and 1995 respectively. •
Of particular note were the ice rental revenues which fell short by 38% in 1994 and 34% in 1995.
Based upon these results, one can tentatively conclude that either: 1) the level of participation
and/or participants' willingness to pay was substantially overstated, and/or 2) the Oval season
during these two years were dramatically impacted by poor weather conditions.
The first two years of operating expenditures, like actual revenues, were substantially different
than originally projected. From a cash-flow perspective (ignoring depreciation and interest), the
Oval expenditures in 1994 were $131,000 or 79% higher than expected. In 1995 expenditures
were $152,000 or 87% higher. The primary reason for this result appears to be related to the
Oval's two highest operating costs; personnel and utilities. Both operating inputs were
approximately double the projected amounts.
The net result of the actual operations (cash flow only), was that the Oval lost a combined
$246,000 in its first two years of operations. Add in the customary accounting charges of
depreciation and interest expense and the combined loss for 1994.and 1995 rises to $1,126,000.
By 1996, it was (or should have been) transparently clear that the Oval was in poor financial
health. Not only was it failing to cover its own costs, but it was also failing to repay the internal
loan used to finance the construction of the Oval (the loan was eventually forgiven), and was
unable to generate any surplus monies to pay for the eventual repair and/or renovations needed in
the future.
In 1996, the City, for financial reporting purposes, combined the operations of the Oval with the •
Ice Arena to form the Roseville Skating Center. However, internally, the City continued to track
costs separately for one additional year. In 1996, the Oval experienced an operating loss (cash-
flow only) of $96,000 for a combined 3 -year total of $342,000.
Section 3 - 2000-2003 Skating Center Financial Operations
Since 1997, the City has for financial tracking and reporting purposes combined the operations
of the Oval, Ice Area, and Banquet Center (added in 1998) into one comprehensive facility.
Despite various attempts to improve the Center's financial condition, it remains in the same
position as it was 10 years ago — unable to cover its own operating costs, and unable to generate
surplus monies for future repairs and renovations.
During 2000-2003 (the last year for which a full season of Oval operations was realized), the
Skating Center generated an average annual operating loss (cash-flow only) of approximately
$175,000. This has necessitated the use of other parks & recreation revenues as well as property
taxes. During this time period, operating revenues have increased by approximately 9% annually
with expenditures increasing at 4% annually. While this is a positive trend reflecting changes in
management decisions, it has also been made possible in part due to delayed maintenance and
renovation on the Skating Center facility.
•
0
• Final Comments
From 1993-2003 the Oval, and eventually the Skating Center, experienced operating losses
(cash-flow only) of approximately $1.5 million. From 1993-1999, the City relied upon other
recreation -type revenues and Recreation Fund reserves to cover the losses. Since 2000, the City
has also relied upon property taxes to support operations.
The Oval's long-term financial viability is heavily dependent on four factors. They include:
1) Participant levels
2) Participant fee amounts
3) Personnel operating costs
4) Utility operating costs
Ice rental, which is derived from items #1 and #2, provides 60% of the Skating Center's
revenues. No other revenue source provides more than 5%. On the expenditure side, personnel
and utility costs account for 75% of the Skating Center's costs. No other cost category exceeds
5%. If the Oval is to remain viable for the foreseeable future, it is imperative that the City
stabilize these four factors.
To summarize; to remain viable and sustainable the Oval (Skating Center) needs to have a cash
infusion, above and beyond current revenues generated by the facility itself, of $250,000
annually. Of this amount, approximately $150,000 is needed to support current operations, and
$100,000 is needed for future repairs/renovations. In addition, if the City intends on
• replacing/renovating the Skating Center and its components near the end of its useful life (i.e.
prior to mechanical or structural failures), a one-time infusion of cash of approximately $500,000
will likely be needed in the next 5-7 years. This is in addition to any monies that are needed to
repair/replace the existing refrigeration unit that is currently failing.
7
Memo
To: Oval Task Force
From: Chris Miller, Finance Director
Date: March 10, 2005
Re: Supplemental Financial Information on the Oval & Skating Center
The following is some supplemental financial information regarding the Oval/Skating Center
that should address the inquiries raised at the last Task Force Meeting.
Q: What is the approximate percentage of gas and electric energy costs for the Oval and
Arena?
A: The total annual energy costs for the entire facility averages $185,000 annually, of which
approximately $85,000 or 45% is attributable to the Oval.
Q: What is the approximate percentage of revenues for the Oval and Arena?
A: The total annual revenues for the entire facility averages $900,000, of which approximately
p Y
$210,000 or 23% is attributable to the Oval.
Q: How does the Oval's (Skating Center) budget compare to the total Parks & Recreation
Budget and the overall City Budget?
A: For 2005, the Skating Center, which includes the Oval, Arena, and Banquet Center, has an
annual budget of $998,000. This compares to a total Parks & Recreation Budget of $3,690,365;
and a citywide budget of $32,684,430.
Q: If we eliminate the Oval portion of the facility, what are the shut-down/tear-down costs
and what are the expected net savings?
A: Shutting down or "moth -balling" the Oval would save the City the variable costs such as
utilities, chemicals, and part-time/seasonal workers. However, the Oval's fixed costs which
include a portion of the full-time regular staff of the Skating Center, insurance, etc. would still
remain. Roughly one-third to one-half of the fixed costs would be eliminated. In total it is
estimated that approximately $25,000 - 50,000 in net savings would be realized if the Oval was
shut down.
0
This assumes that the facility remains standing. If the facility was demolished and replaced with
• either a parking lot or open space, a one-time cost of approximately $250,000 would be incurred.
•
•
Even without the Oval, an annual contribution of approximately $75,000 in property tax dollars
(or other revenue source) would be needed to sustain the Arena and Banquet Center.
Finally, demolishing the Oval may disrupt some of the economic and operational synergies that
exist between the various components of the Skating Center and the larger Parks & Recreation
System (think about the "Economies of Scale" principle — in reverse). This may result in
unforeseen financial impacts. While it's fair to expect that new synergies will eventually
emerge, they will take time to develop.
2
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City of Eagan
Community Center
Responsible Manager: Jul! Johnson, Director of Parks & Recreation
REVENUE SUMMARY
EXPENDITURE SUMMARY
Expenditure
Actual
2004
2004
2005
2006
2007
$ 721,483
$ 813,998
Actual
Actual
Budget
Estimate
4304
Personal trainers
4,282
30,257
37,500
47,400
4305
Equipment rental
5,602
7,080
3,000
15,000
4310
Park program revenue
74,483
22,216
15,400
15,500
4312
Concessions sales
28,637
38,994
33,900
73,000
4314
Merchandise sales
2,910
2,502
3,700
4,000
4316
Group sales
69,413
63,202
98,800
78,600
4318
Daily admissions
67,450
70,064
78,100
73,000
4321
Memberships
352,657
501,259
706,600
688,500
4323
Vending
6,148
5,675
6,000
7,500
4324
Room rentals
131,269
188,473
249,900
260,000
4326
Facility rentals
6,221
1,221
1,500
4,500
4328
Contract revenue
47,139
44,112
57,000
85,000
4621
ECVB rent
7,333
3,621
9,000
10,300
4610
Interest income
22,292
37,777
20,000
825,836
1,016,453
1,320,400
1,362, 300
Transfer in -antenna lease revenue
190,856
300,220
141,000
225,800
Total revenues
1,016,692
1,316,673
1,461,400
1,588,100
EXPENDITURE SUMMARY
Expenditure
Actual
2004
Actual
2005
Budget
2006
Proposed
2W7
p Services
$ 721,483
$ 813,998
$ 905,000
952,200
Parts and Supplies
48,616
56,983
82,100
75,900
Services and Other Charges
194,903
282,346
287,200
324,500
Capital pubay
31,442
11,895
34,500
80,200
Merchandise for Resale
20,248
30,651
31,000
30,800
Reserve for Rerien21 & Replacement
-
120,800
121,600
124,500
Total
$1,016,692
$1,316,673
$1,461,400
$1,588,100
Page 1 of 1,
KathyPeck Hall
From:
Bruce K. Anderson
Sent:
Thursday, September 07, 2006 2:59 PM
To:
Kathy Peck Hall
Subject: FW: Community Center Info
Bruce K. Anderson
Director of Parks and Recreation
City of Maplewood
1830 County Rd B
Maplewood, MN 55109
651.249.2102
bruce.k.andersonCDci maplewood mmus
Visit the City of Maplewood at www.ci.mW1ewood.mn.us
From: Jim Knutson [mailto:jknutson@ci.maple-grove.mn.us]
Sent: Thursday, September 07, 2006 2:52 PM •
To: Bruce K. Anderson
Subject: Community Center Info
Bruce,
For the City of Maple Grove, the 2006 General Fund budget includes a transfer of $399,000 to the operations of the
Community Center. This transfer does not cover depreciation or debt service (the community center currently does
not have any debt).
In the past, the City (general fund) has transferred money ($250,000) to the Community Center fund for large repairs.
If you need additional information, please let me know.
Thanks.
/im Knutson
Finance Director
City of Maple Grove
763-494-6321 direct
763-494-6419fax
9/7/2006
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CITY OF MAPLEWOOD, MINNESOTA
GENERAL FUND (101)
STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE
A Move Human Resource to Executive ($228,700).
B Adjust for moving Park Maintenance ($981,610) and Nature Center ($194,770) to Public Works.
2006
% CHANGE
INCREASE
2005
ORIGINAL
2006
2007
OVER LAST
OVER LAST
ACTUAL
BUDGET
RE -EST.
BUDGET
BUDGET
BUDGET
Revenues:
Taxes - current property
$9,157,645
$10,118,210
$10,036,080
$9,931,080
-1.8%
-$187,130
Taxes - electric franchise
0
0
0
959,350
N/A
959,350
Taxes - other
218,930
175,830
243,830
181,940
3.5%
6,110
Special assessments
56,998
37,000
34,610
34,530
-6.7%
-2,470
Licenses and permits
1,575,557
1,550,230
1,383,790
1,413,810
-8.8%
-136,420
Fines and forfeits
184,084
226,030
206,210
206,210
-8.8%
-19,820
Intergovernmental
897,779
983,660
871,685
1,180,570
20.0%
196,910
Charges for services
3,276,884
3,419,480
3,398,070
3,401,460
-0.5%
-18,020
Miscellaneous
280,627
229,310
258,790
223,530
-2.5%
-5,780
Total revenues
15,648,504
16,739,750
16,533,065
17,532,480
4.7%
792,730
Expenditures:
Community Development
1,238,779
1,374,770
1,344,720
1,481,660
7.8%
106,890
Executive
1,213,138
1,287,120
1,485,550
1,498,390 A
16.4%
211,270
Finance
644,657
665,880
655,570
690,870
3.8%
24,990
Fire
1,611,607
1,618,400
1,591,680
1,577,550
-2.5%
-40,850
Human Resource
359,553
381,290
371,320
0 A
-100.0%
-381,290
Legislative
117,887
151,370
146,090
151,480
0.1%
110
Parks and Recreation
1,592,944
1,561,990
1,525,930
369,520 B
-76.3%
-1,192,470
Police
6,483,191
6,793,010
6,665,650
7,126,855
4.9%
333,845
Public Works
2,049,580
2,225,220
2,204,370
3,432,190 B
54.2%
1,206,970
Records, Elections and Licenses
692,833
760.010
788,020
758,300
-0.2%
-1,710
Total expenditures
16,004,169
16,819,060
16,778,900
17,086,815
1.6%
267,755
Excess (deficit) of revenues over
expenditures
(355,665)
(79,310)
(245,835)
445,665
-661.9%
524,975
Other financing sources (uses):
Operating transfers in (out):
Public Safety Comm System Fund
0
0
(40,517)
0
N/A
0
Total other financing sources (uses)
0
0
(40,517)
0
N/A
0
Net change in fund balance
(355,665)
(79,310)
(286,352)
445,665
-661.9%
524,975
Fund balance - January 1
6,333,553
5,906,733
5,977,888
5,691,536
-3.6%
-215,197
Fund balance - December 31
$5,977,888
$5,827,423
$5,691,536
$6,137,201
5.3%$3$3®778
Fund balance/revenues
38.2%
34.8%
34.4%
35.0%
Fund balance/expenditures
37.4%
34.6%
33.9%
35.9%
A Move Human Resource to Executive ($228,700).
B Adjust for moving Park Maintenance ($981,610) and Nature Center ($194,770) to Public Works.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
EXPENDITURE SUMMARY - ALL BUDGETARY FUNDS
Operating Budget
Ambulance Service
Charitable Gambling Tax
Community Center
Enhanced 911 Service
Environmental Utility
Fleet Management
General
Information Technology
Police Services Fund
Recreation Programs
Recycling Program
Sanitary Sewer
Street Light Utility
Total Operating Budget
Capital Improvements Budget
Capital Improvement Projects
Fire Truck Replacement
Legacy Village Tax Abatement District
Open Space
Park Development
Public Improvement Projects
Police Safety Communication System
Redevelopment
Tax Increment Economic Development District #1-5
Tax Increment Housing District#1-1
Tax Increment Housing District #1-2
Tax Increment Housing District#1-3
Tax Increment Housing District #1-4
Tax Increment Housing District #1-5
Tax Increment Housing District #1-6
Tax Increment Housing District #1-7
Tax Increment Housing District #1-8
Water Availability Charge - No. St. Paul
Water Availability Charge - St. Paul
Total Capital Budget
Debt Service Budget
Debt Service Fund
Grand Total
PERCENT •
2006 2007 OVER(UNDER)
BUDGET BUDGET 2006 BUDGET
1,764,550
2,103,790
19.2%
53,730
40,050
-25.5%
2,286,410
2,870,010
25.5%
24,770
70,150
183.2%
1,108,620
1,257, 830
13.5%
581,880
720,370
23.8%
16,819,060
17,086,815
1.6%
745,750
680,100
-8.8%
53,130
51,570
-2.9%
881,950
798,270
-9.5%
396,810
405,920
2.3%
3,702,650
3,889,940
5.1%
179,310
182,540
1.8%
28,598,620 30,157,355 5.5%
138,220
20,040
-85.5%
280,380
20
-100.0%
70
120
71.4% •
230
230
0.0%
450,000
500,920
11.3%
0
0
N/A
Boo
0
-100.0%
60
60
0.0%
22,700
26,430
16.4%
170
430
152.9%
170
430
152.9%
160
440
175.0%
47,870
30,490
-36.3%
39,630
25,290
-36.2%
94,050
60,310
-35.9%
170
19,920
11617.6%
19,830
66,020
232.9%
40
140
250.0%
810
970
19.8%
1,095,360 752,260 -31.3%
6,192,400 6,576,290 6.2%
$35,886,380 37,485,905 4.5%
0
Operations:
General Fund
Community Center Fund
Recreation Programs Fund
Operations Total
Capital Improvements:
C.I.P. Fund
Fire Truck Replacement Fund
Park Development Fund
• Capital Improvements Total
Debt Service:
Debt Service Fund
TAX LEVY FOR 2006-2007
Totals -All Funds
Revised Totals
$11,089,570 $11,399,280
Change
Proposed
2006
2007
Levy
Lev
$ 10,738,190
$ 10,630,720
$39,000
$483,650
$312,380
$284,910
Totals -All Funds
Revised Totals
$11,089,570 $11,399,280
Change
$0
Amount
Percent
$0
($107,470)
-1.0%
$444,650
1140.1%
($27,470)
-8.8%
$309,710
2.8%
$0
$0
$0
N/A
$0
$0
$0
N/A
$0
$0
$0
N/A
$0
$0
$0
N/A
$3,016,800
$14,106,370
$14,106,370
$3,140,800
$14,540,080
$15,522,014
Revised Totals $14,106,370 (f5,715,80:7)
PAEXCEL\BUDMISC\2007 BUDGET\07TAXESTF
•
$124,000 4.1%
$433,710 3.1%
$1,415,644 10.0%
$1,609,437 11.4%
11 -Sep -06
2007 BUDGET - REVISONS SINCE 5-28-06 11 -Sep -06
RECREATION PROGRAMS FUND
IMPACT •
GENERAL FUND
ON TAX
EXPENDITURES LEVY
Reduce legal fees for service
(50,000)
Reduce building Inspection fees for service !.
Reduce City Manager wages & benefits rcq
(45,000)
(45,000)
Cut temporary help wages for HR
U (3,780)
Cut HR Director position (1.0 FTE)`
(147,210 )
�,l �
Cut IT Technician position/reduce IT internal charges tw V3
Cut Public Safety Communications Manager eff. 6-1
�►�&V33 4(46,290
54,410)
Cut two new sergeant positions
(226,420)
Add back two current patrol officers
171,745
Add firefighter/paramedic (0.37 FTE)
25,420
Cut paramedic coordinator
(4,590)
Add EMS director
6,210
Increase pay for district chiefs
Cut deputy fire chief l2jA5t*
2,690
Cut part-time bldg. custodian
(119,650)
Reclassify fire marshal as assistant chief &Ikt.k
7,520
Cut temporary help wages at Nature Center
(7,230)
Cut temporary help wages for open space mgmt (5,380)
Move pt office specialist from Nature Ctr.to code enfmt� ►.11�se�-(25,650)
Public Works Bldg. maintenance projects
47,200
City Hall Bldg. maintenance projects
44,800
TOTAL
(475,025) (746,770)
RECREATION PROGRAMS FUND
Cut IT Technician position/reduce IT internal charges
(2,680)
Cut Rec Program Supervisor -new hire (1.0 FTE) rrh., ww dC iA vI
(46,920)
TOTAL
(49,600) (50,820)
SANITARY SEWER FUND
Cut IT Technician position/reduce IT internal charges
(530)
COMMUNITY CENTER OPERATIONS FUND
Cut 1T Technician position/reduce IT internal charges
(4,030)
Cut part-time customer service associate
(10,570)
Cut part-time bldg. custodian
(33,100)
Bldg. maintenance projects
504,040
Less proceeds from equipment certificate
(200,000)
TOTAL
ENVIRONMENTAL UTILITY FUND
256,340 262,380
Cut IT Technician position/reduce IT internal charges
(380)
Eliminate OT for naturalist
(2,130)
RECYCLING PROGRAM FUND
Cut IT Technician position/reduce IT internal charges
(40)
AMBULANCE SERVICE FUND
Cut IT Technician position/reduce IT internal charges
(490)
Add firefighter/paramedic (0.63 FTE)
43,270
Cut paramedic coordinator
(95,640)
Add EMS director
129,290
INFORMATION TECHNOLOGY FUND (incl above)
Cut IT Technician position (1.0 FTE)
(54,440)
TOTAL IMPACT ON TAX LEVY
(535,210)
P:IEXCELIBUDMISC12007 BUDGET12007 BUDGET REVISIONS
ESTIMATED 2007 TAX INCREASE ON HOMES
(a)Tax levy increase of 3.1 % less 4% due to tax base changes
(b)Tax levy increase of 10.0% less 4% due to tax base changes
(c)Tax levy increase of 11.4% less 4% due to tax base changes
(d)Median value home. The payable 2007 value is $220,100.
P:\FINANCE\EXCEL\BUDMISC\2007 BUDGET REVISIONS\TAX ON HOMES 07A
DATE:
•
11 -Sep -06
2006
2007
2007
2007
2006PAYABLE
CITY
CITY
CITY
CITY
HOME
TAXES
VAULE
ACTUAL
ESTIMATE(a)
ESTIMATE(b)
ESTiMATE(c)
100,000
341
338
361
363
150,000512'
300,000
1,024
,
•
1,090
400,000
1,365
(a)Tax levy increase of 3.1 % less 4% due to tax base changes
(b)Tax levy increase of 10.0% less 4% due to tax base changes
(c)Tax levy increase of 11.4% less 4% due to tax base changes
(d)Median value home. The payable 2007 value is $220,100.
P:\FINANCE\EXCEL\BUDMISC\2007 BUDGET REVISIONS\TAX ON HOMES 07A
DATE:
•
11 -Sep -06
AGENDA
CITY COUNCILIMANAGER WORKSHOP
Monday, September 18, 2006
Maplewood Room, City Hall
5:00 P.M.
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. NEW BUSINESS
1. Parks and Recreation Department 2007 Budget
E. ADJOURNMENT
•
•
•
CITY OF MAPLEWOOD
PARKS AND RECREATION DEPARTMENT
ORGANIZATION CHART
Parks and
Recreation
Director
Administrative
Assistant
Community
Center
Manager
Events 8
Assistant to
Parks and
Recreation
Director
Operations
Recreation
Supervisor
Supervisors
Night
Supervisor
Marketing
Specialist
Aquatics
Supervisor
Member
Office
Specialist
Services
Fitness
Coordinator
Activities
Coordinator
PARKS AND RECREATION DEPARTMENT
Administration
7%
Recreation
Programs
20%
BUDGET 2007
Total By Program
Personal
Servir-
519
Other Charges_
<1%
Ice Arena
Operations
<1%
Total By Classification
Community
Center
72%
Commodities
6%
Capital Outlay
and Depreciation
7%
tractual
— Services
35%
•
is
0
• CITY OF MAPLEWOOD, MINNESOTA
PARKS AND RECREATION DEPARTMENT
EXPENDITURE SUMMARY
Number of Employees (FTE) 38.37 35.21 35.64 22.45 -37.0%
in 5.0
C
4.0
3.0
Expenditures
2.0
1.0
0.0
2004 ACTUAL 2005 ACTUAL 2006 ORIGINAL
BUDGET 2007 BUDGET
iw 40.00
LL 30.00
Employees 20.00
10.00
0.00
0
BUDGET 2007 BUDGET
2006
PERCENT
2004
2005
ORIGINAL
2007
OVER(UNDER)
Total By Program
ACTUAL
ACTUAL
BUDGET
BUDGET
2006 BUDGET
Administration
$266,766
$316,819
$286,240
$283,210
-1.1%
Community Center
2,110,490
2,249,641
2,286,410
2,822,710
23.5%
Ice Arena Operations
26,976
10,890
29,200
29,200
0.0%
Nature Center
260,194
245,547
259,720
0
-100.0%
Open Space Management
76,884
71,083
62,300
0
-100.0%
Park Maintenance
927,374
948,605
957,530
0
-100.0%
Recreation Programs
730,277
750,548
881,950
798,270
-9.5%
Totals
4,398,961
4,593,133
4,763,350
3,933,390
-17.4%
Total By Classification
Personal Services
2,602,336
2,756,246
2,814,310
2,018,130
-28.3%
Commodities
351,387
350,726
356,300
257,500
-27.7%
Contractual Services
1,151,699
1,212,991
1,316,020
1,383,830
5.2%
Capital Outlay and Depreciation
291,215
266,006
267,600
261,510
-2.3%
Other Charges
2,324
7,164
9,120
12,420
36.2%
Totals
4,398,961
4,593,133
4,763,350
3,933,390
-17.4%
Total By Fund
Community Center
2,110,490
2,249,641
2,286,410
2,822,710
23.5%
Environmental Utility
0
0
33,000
0
General Fund
1,558,194
1,592,944
1,561,990
312,410
-80.0%
Recreation Programs
730,277
750,548
881,950
798,270
-9.5%
Totals
$4,398,961
$4,593,133
$4,763,350
$3,933,390
-17.4%
Number of Employees (FTE) 38.37 35.21 35.64 22.45 -37.0%
in 5.0
C
4.0
3.0
Expenditures
2.0
1.0
0.0
2004 ACTUAL 2005 ACTUAL 2006 ORIGINAL
BUDGET 2007 BUDGET
iw 40.00
LL 30.00
Employees 20.00
10.00
0.00
0
BUDGET 2007 BUDGET
CITY OF MAPLEWOOD •
PARKS AND RECREATION DEPARTMENT
MISSION STATEMENT
To provide a community environment for all citizens to participate in and enjoy cultural
and recreational activities on an equitable basis
2007 OBJECTIVES
1. Complete the development of Legacy Village sculpture park, focusing on the
landscape development and creation of an art council to acquire and manage public
sculptures.
2. Finalize the Gladstone final design concepts including development of master plans
for the open space, Gloster Park and Flicek Park.
3. Work in close concert with the Maplewood Community Center staff to ensure that
revenues meet and/or exceed 2007 operating expenses.
4. Complete the Priory Preserve restoration to include trail development, fern bog
restoration, floating boardwalks and removal of non-native species. 0
5. Review status of under-utilized public park lands including but not limited to sale or
development.
6. Complete the three capital improvement projects as outlined for Lions Park, Joy
Park and Beaver Lake corridor.
0
•
0
•
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: ADMINISTRATION
DEPARTMENT:
PARKS & RECREATION
PROGRAM MISSION
To provide effective and accountable administrative services to the Parks
and Recreation Department.
INPUTS
2004
2005
2006 2007
Actual
Actual
Budget Budget
Direct Expenditures
Personal Services
$207,905
$231,307
$230,810 $233,160
Commodities
8,157
7,608
5,550 5,520
Contractual Services
44,504
77,904
49,880 44,530
Capital Outlay
6,200
0
0 0
Total
$266,766
$316,819
$286,240 $283,210
Percent Change
5.4%
18.8%
-9.7% (1.1)%
Staff Hours
No. of Employees (FTE)
2.34
2.45
2.45 2.20
BUDGET COMMENTS
The administration budget is essentially
the same as 2006. However, the personal services costs for
2007 include only 10% of the marketing/public
relations specialist compared to 35% in the 2006 budget
based upon an analysis of time spent to mid -2006.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: ADMINISTRATION DEPARTMENT: PARKS & RECREATION
2004 2005 2006 2007
Actual Actual Estimate Estimate
OUTPUTSIWORKLOAD
Number of staff reports 27 34 32 30
submitted to the city council
Number of staff meetings 31 28 40 32
Number of ongoing staff 4 8 8 g
training programs
EFFECTIVENESS INDICATORS
Percentage of
recommendations adopted by 95% 95% 90% 88%
city council
COMMENTS
Staff reports submitted to the city council does not reflect recommendations from the Parks and
Recreation commission meetings.
Staff training is a critical part of the department and there is an average of eight staff training programs
attended by employees within the Parks and Recreation Department.
•
0
n
LJ
•
•
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: COMMUNITY CENTER DEPARTMENT: PARKS & RECREATION
OPERATIONS
PROGRAM MISSION
To serve the indoor recreation, entertainment and hospitality needs of families, businesses and groups in
the northeast metropolitan area.
INPUTS 2004 2005 2006 2007
Actual Actual Budget Budget
Direct Expenditures
Personal Services $1,158,285 $1,243,401 $1,265,530 $1,345,090
Commodities 1. 180,443 184,705 182,410 187,180
Contractual Services 501,867 558,032 561,770 1,017,090
Depreciation 267,595 257,136 267,600 261,510
Other Charges 2,300 6,367 9,100 11,840
Total $2,110,490 $2,2495641 $2,286,410 $2,822,710
Percent Change (2.6)% 6.6% 1.6% 23.5%
Staff Hours
No. of Employees (FTE) 19.64 16.00 16.72 16.88
BUDGET COMMENTS
The increase in personal services is due to pay rate changes, increased benefit costs along with
increased programs. The community center has reduced the marketing/public relations specialist
allocation from 31 % in 2006 to 10% in 2007. This has been offset by an increase in the hours for several
part-time positions. Contractual services have increased significantly due to building
maintenance/repairs (+$130,740) and extraordinary major building repair items (+$316,860). The
extraordinary items are gym floor repairs ($116,860) and replacement of the pool area
dehumidification/heating unit ($200,000)
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: COMMUNITY CENTER
OPERATIONS
2004
Actual
DEPARTMENT: PARKS & RECREATION
2005 2006 2007
Actual Estimate Estima
OUTPUTS/WORKLOAD
Number of community center 7,800 7,750 7,800 7,900
memberships
Number of aquatic lessons 2,554 2,656 2,850 2,800
Number of room reservations 992 1,037 1,200 1,320
Number of group fitness 21,451 36,416 40,000 45,000
participants
Number of childcare 7,010 8,472 9,000 10,000
participants
EFFECTIVENESS INDICATORS
Rank in Business Journal's 8th 7th 7m 7th
"Top 25 Fitness Centers"
Voted Best Fitness Center by yes yes yes yes
Lillie News
Percentage of swim
participants rating services 97% 97% 97% 97%
satisfactory or better
Percentage of members with 0% 14% 20% 25%
fitness discount
Average revenue per wedding $1,493 $1,490 $1,540 $1,700
Number of events covered by 19 13 20 25
charitable gambling
COMMENTS
The Fitness Discount program is the reimbursement program in which insurance companies will pay
adult members up to $20 per month if they work out at least eight times per month. The reimbursements
are sent to the community center and then their membership account is credited. This benefit was
started in January 2005 with Blue Cross Blue Shield. In March 2006, UCare was added.
The events covered through charitable gambling funds include outside rentals and city held events.
Currently, all city related events are covered 50% by charitable gambling and the remaining amount is
covered by the department hosting the event.
Regarding the Business Journal's "Top 25 Fitness Centers", fitness centers ranked 1-6 have more than
one location.
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CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: ICE ARENA OPERATIONS
DEPARTMENT: PARKS & RECREATION
PROGRAM MISSION
To provide a nine-month, indoor skating venue for Maplewood and School District 622 residents at the
Tartan Ice Arena located in Oakdale, Minnesota.
INPUTS 2004
2005 2006 2007
Actual
Actual Budget Budget
Direct Expenditures
Contractual Services $26,976
$10,890 $29,200 $29,200
Total $26,976
$10,890 $29,200 $29,200
Percent Change (29.6)%
(59.6)% 168.1% 0.0%
Staff Hours
No. of Employees (FTE) 0
0 0 0
BUDGET COMMENTS
This budget is for city payments to Independent School
District 622 for a portion of the costs for the
operation and maintenance of the Tartan Ice Arena.
The City of Oakdale and the school district also
finance the ice arena.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: ICE ARENA OPERATIONS DEPARTMENT: PARKS & RECREATION
2004 2005 2006 2007
Actual Actual Estimate Estimate
OUTPUTS/WORKLOAD
Number of actual ice hours 2,110 2,194 2,200 2,300
sold
Number of monthly board
meetings attended by City 16 6 10 8
Council liaison and/or Parks
and Recreation Director
EFFECTIVENESS INDICATORS
Facility utilization rate 33% 42% 58% 66%
COMMENTS
The city is a one-third owner of Tartan Ice Arena. The City Council provides two liaisons to the joint
powers board for Tartan Ice Arena. The joint powers board is working towards having fewer meetings
and schedule them on a more regular basis in the future. The board was meeting twice monthly and they
are now scheduled to meet every two months.
The facility utilization rate defines the positive impact in usage the new compressor system has on
operations.
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CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: NATURE CENTER
DEPARTMENT: PARKS & RECREATION
PROGRAM MISSION
To enhance awareness and understanding of the land, water and wildlife resources; to empower the
community to become stewards of the environment.
INPUTS 2004 2005 2006 200,
c
DiActual Actual Bud et Buda,
' t
reExpenditures
Personal Services
$214,866
$206,389
$211,280
Commodities
11,045
18,352
16,310
Contractual Services
34,303
20,806
32,130
Capital Outlay
0
0
0
Other Charges
(20)
0
0
Total
$260,194
$245,547
$259,720
Percent Change
6.4%
-5.6%
5.8%
Staff Hours
No. of Employees (FTE)
3.03
3.4
3.4
BUDGET COMMENTS
This program will be moved to the Public Works Department
in 2007.
$0
0
0
0
0
$ 0
(100.0)%
C#7
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: NATURE CENTER
2004
Actual
DEPARTMENT:
2005
Actual
PARKS & RECREATION
2006 2007
Estimate Estimate
OUTPUTs/WORK LOAD
Environmental education
programs held at the Nature 294 242 250 245
Center & Preserves
Number of households in
neighborhood targeted for 85 623 500 500
buckthorn removal
EFFECTIVENESS INDICATORS
Total number of program 22,000 19,649 19,000 19,000
participants and visitors
Cubic yards of buckthorn 50 70 140 150
removed from target area
Percentage of participants
who are Maplewood citizens
that has attended a 50% 38% 40% 40%
neighborhood wilds or
landscape seminar.
COMMENTS
The nature center's number one focus is public education and enhancement of Maplewood's urban
environment. Scheduled community programs include adult seminars, neighborhood outreaches such as
National Night Out, family programs, school outreaches, preschool, scout, birthday parties, etc. Most
programs last 1 '/ to 2 hours and may include anywhere from 10 to 70 participants.
Citywide buckthorn removal program has increased in participation and removal annually. The nature
center loaned weed wrenches to 57 residents in 2005 and continue to do so this year.
Maplewood residents are targeted with our Native Landscaping seminars, our demonstration gardens
and sustainable backyard ideas as much as possible with special events like the Monarch Garden Party,
garden tours, pruning workshops and rainwater garden classes.
Visitors are given information on programs and classes offered at the nature center. Many visitors return
with their family and friends to attend programs and classes.
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CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: OPEN SPACE
DEPARTMENT:
PARKS & RECREATION
MANAGEMENT
PROGRAM MISSION
To provide for the preservation and conservation of
ecological systems/natural resources and open
space within the city.
INPUTS
2004
2005
2006 2007
Actual
Actual
Budget Budget
Direct Expenditures
Personal Services
$44,383
$46,269
$30,340
$0
Commodities
6,986
7,321
5,490
0
Contractual Services
25,515
17,493
26,470
0
Capital Outlay
0
0
0
0
Total
$76,884
$71,083
$62,300 $
0
Percent Change
8.1%
(7.5)%
(12.4)% (100.0)%
Staff Hours
No. of Employees (FTE)
.7
.7
.4
0
rBDGET COMMENTS
s program will be moved to the Public Works Department in 2007.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: OPEN SPACE
MANAGEMENT
2004
Actual
DEPARTMENT: PARKS & RECREATION
2005
Actual
2006 2007
Estimate Estimate
OUTPUTSIWORK LOAD
Master plans completed 2 0 2 2
Planting projects completed 2 3 1 2
Acres of sites receiving active 40 36 50 40
management
Miles of trail developed and/or 5 5 6 7
maintained
EFFECTIVENESS INDICATORS
Percentage of participants in
master plan meetings 90% N/A 75% 90%
satisfied with process and
plan
Percentage survival of new 80% 80% 85% 85%
plants by end of season
EFFICIENCY MEASURES
Acres managed per employee 270 270 270 270
COMMENTS
Site analyses have been completed for 12 of the 14 preserves. Master plans have been completed for
four sites.
Planting projects vary greatly from year to year. In 2005, 20 acres at Prairie Farm were overseeded and
Kohlman Creek rain basins were seeded. In 2006, the entry garden at Priory Preserve will be planted.
2007 projects will include overseeding at the Priory Preserve and planting a buffer at Jim's Prairie
Preserve.
Active management includes buckthorn removal, mowing, brush cutting, overseeding, and herbiciding.
There are sections of paved or limerock trail at five preserves. Trails are mowed at four sites. Remaining
sites have foot paths that are not maintained.
Participants were pleased with the process and plans developed in 2004 for Priory and Applewood
Preserves. Satisfaction may decrease in 2006 when Gladstone Savanna master plan is completed due
to controversy over neighborhood development.
Plantings in the preserve receive very little care which limits survival to 80%-85%.
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CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: PARK MAINTENANCE
DEPARTMENT:
PARKS & RECREATION
PROGRAM MISSION
To preserve and maintain the parks, preserves and
campus grounds in a
safe, clean and attractive
condition for our city residents and visitors.
INPUTS 2004
2005
2006 2007
Actual
Actual
Budget Budget
Direct Expenditures
Personal Services $526,599
$559,620
$576,500
$0
Commodities 76,284
74,318
80,020
0
Contractual Services 307,071
305,797
301,010
0
Capital Outlay 17,420
8,870
0
0
Total $927,374
$948,605
$957,530 $
0
Percent Change 0.0%
2.3%
0.9% (100.0)%
Staff Hours
No. of Employees (FTE) 8
8
8
0
BUDGET COMMENTS
This program will be moved to the Public Works Department in 2007.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: PARK MAINTENANCE
DEPARTMENT:
PARKS & RECREATION
2004
2005
2006
2007
Actual
Actual
Estimate
Estimate
OUTPUTS/WORKLOAD
Number of acres mowed
271
245
240
250
Number of times athletic
fields maintained
1,900
1,900
1,800
1,900
Number of work orders for
removal of graffiti
27
30
42
50
EFFECTIVENESS INDICATORS
Percent of citizens rating the
appearance of parks and
recreation activities as good
88%
*
g5%
85%
or excellent
Percent of citizens rating the
safety of parks and recreation
85%
80%
75%
facilities as good or excellent
COMMENTS
The major priority for park maintenance is to keep the parks well maintained. A conscious effort is being
made to reduce mowing acreage annually with the creation of more natural areas.
The athletic field markings have remained at a very steady, consistent level over the past four years. The
numbers remain the same, but the types of fields that are being maintained and marked is quite different.
In prior years, the maintenance and marking of baseball fields was a priority, as contrasted with soccer
and lacrosse fields in the last two and future years.
The park maintenance division has a standard policy to remove all graffiti within 24 -hours of being
reported. This includes evenings and weekends. There have been increases in graffiti and vandalism to
parks but it is still a minor issue.
The park maintenance division received one of the highest rankings not only locally, but nationally, for
the appearance of the city's parks. This includes the issue of safety as well. The one concern
experienced by staff is that although our parks are extremely safe, there is a continual fight with the
"perception" that danger lurks around each tree or piece of playground equipment.
* Indicates data not available
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CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: RECREATION PROGRAMS DEPARTMENT: PARKS & RECREATION
PROGRAM MISSION
To provide a variety of leisure time and recreational programs year-round for all ages.
INPUTS 2004 2005 2006 2007
Actual Actual Budget Budget
Direct Expenditures
Personal Services $450,298 $469,260 $499,850 $439,880
Commodities 68,472 58,422 66,520 64,800
Contractual Services 211,463 222,069 315,560 293,010
Other Charges 44 797 20 580
Total $730,277 $750,548 $881,950 $798,270
Percent Change 3.8% 2.8% 17.5% (9.5)%
Staff Hours
No. of Employees (FTE) 4.66 4.66 4.67 3.37
BUDGET COMMENTS
The decrease in the 2007 budget will allow the property tax levy to decrease from $312,380 in 2006 to
$284,910 in 2007. The -personal services decrease is due to a reduction of staff. Contractual services
have decreased from the 2006 budget due to a decrease in internal I.T. charges (-$7,330) and due to
program reductions.
CITY OF MAPLEWOOD, MINNESOTA
2007 BUDGET
PROGRAM: RECREATION PROGRAMS
DEPARTMENT:
PARKS & RECREATION
2004
2005
2006
2007
Actual
Actual
Estimate
Estimate
OUTPUTSIWORK LOAD
Total number of teens
enrolled
248
280
330
420
Adult softball, # of teams
96
99
90
95
Fall soccer teams
87
67
75
67
Basketball teams
152
134
130
130
T -ball teams
31
29
24
30
Youth volleyball teams
25
41
30
40
Spring soccer teams
8
12
10
10
Senior High Basketball teams
29
32
49
60
# of day camp participants
1,560
1,850
2,100
2,180
EFFECTIVENESS INDICATORS
Percent of non -Caucasian
employees & volunteers
5%
5%
7%
9%
Percent of program
evaluations rated satisfactory
90%
95%
95%
95%
or better
Percent of programs formally
evaluated
80%
80%
90%
100%
COMMENTS
Teen programs and athletic programs conducted by the department are projected as areas of growth
Special event trips, athletic leagues, drama programs and junior leadership opportunities will be
expanded in 2007.
Youth fall soccer participation has remained relatively consistent over the past four years with
participation in spring soccer declining.
Youth basketball has 130 teams with over 2000 participants which has become the second largest youth
athletic program.
Youth volleyball continues to grow each year and 40 teams are anticipated in the leagues in 2007.
Senior High basketball is a large program held on Sunday evenings to meet the needs of high school
students for participation in a structured/organized league. There are currently 60 teams in this league—
one of the largest in the metro area.
Summer youth day camp offers educational, recreational, fitness and health, special events to over 2000
participants in a twelve week period.
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CITY OF MAPLEWOOD, MINNESOTA
RECREATION PROGRAMS FUND (206)
STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE
Total expenditures
Excess (deficit) of revenues
over expenditures
Fund balance - January 1
Fund balance - December 31
Fund balance/expenditures
r�
730,277 750,548 881,950 815,640 798,270
(13,692)
4,070
10,475
(9,622)
(54.,580)
54,578
(30,100)
853
2006
($9,622)
$853
ACCT
($29,247)
2004
2005
ORIGINAL
2006
2007
NO.
ACTUAL
ACTUAL
BUDGET
RE -EST.
BUDGET
Taxes:
3011
Taxes - current.
$231,152
$272,965
$294,110
$294,110
$265,180
Interoovemmental Revenue:
3523
State homestead market value credit
8,345
7,434
7,400
7,610
13,550
Charges for Services:
3641
Recreation program fees
450,312
450,930
491,200
450,930
515,025
3646
Gate receipts
3,524
3,260
3,020
3,930
3,020
3649
Miscellaneous
240
303
50
240
50
Miscellaneous Revenue:
• 3801
Investment earnings
411
0
1,090
20
0
3803
Donations & contributions
750
0
1,800
0
2,000
3809
Miscellaneous
0
(47)
0
0
0
3872
Rentals - room
21,851
26,178
28,700
28,700
28,700
Total revenues
716,585
761,023
827,370
785,540
827,525
Total expenditures
Excess (deficit) of revenues
over expenditures
Fund balance - January 1
Fund balance - December 31
Fund balance/expenditures
r�
730,277 750,548 881,950 815,640 798,270
(13,692)
4,070
10,475
(9,622)
(54.,580)
54,578
(30,100)
853
29,255
(29,247)
($9,622)
$853
($2)
($29,247)
$8
-1.3%
0.1%
0.0%
-3.6%
0.0%
CITY OF MAPLEWOOD, MINNESOTA
COMMUNITY CENTER OPERATIONS FUND (602)
STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN FUND EQUITY
2006 •
PROG 2004 2005 ORIGINAL 2006 2007
NO. ACTUAL ACTUAL BUDGET RE -EST. BUDGET
OnPratinn rnvwnuPe,
001
Memberships and daily fees
$1,048,409
$1,141,084
$1,151,490
$1,174,340
$1,210,840
002
Concessions
279,763
271,366
314,400
299,400
303,300
003
Marketing
0
0
0
210
250
021
Theater fees
48,117
28,173
48,000
52,100
56,000
022
Banquet room fees
139,894
117,939
150,000
133,000
147,000
023
Day care fees
212
146
310
150
150
024
Craft room
29,323
21,872
36,150
34,200
35,050
025
Program fees
124,304
132,806
150,000
145,000
155,000
061
Pool fees
6,115
6,747
5,300
5,300
6,100
062
Gym fees
20,333
18,756
23,000
23,000
20,000
063
Multi-purpose room fees
9,924
8,957
11,010
11,250
11,400
064
Exercise fees
42,386
34,855
31,000
27,600
28,000
065
Massage room
37,548
37,805
42,000
41,000
40,000
066
Oakdale aquatics
21,906
23,209
26,000
23,750
24,250
067
White Bear Township aquatics
16,500
18,000
18,000
18,540
19,100
068
Mahtomedi aquatics
19,000
22,000
22,000
22,500
23,200
068
Total revenues
1,843,734
1,883,715
2,028,660
2,011,340
2,079,640
Other revenues (expenses):
Ooeratino expenses:
Property tax revenue
001
Office
496,573
478,147
477,070
477,070
543,850
002
Admission desk/concessions
142,732
143,892
135,400
135,400
127,670
003
Marketing
0
58,054
59,360
59,360
47,260
021
Theater
22,263
23,527
35,560
35,560
30,770
022
Banquet room
15,109
10,582
12,280
12,280
6,600
023
Day care
30,580
32,675
31,790
31,790
31,800
024
Craft room
18,518
9,282
14,690
14,690
10,460
025
Programs
36,996
45,111
37,190
37,190
36,100
061
Pool
231,502
232,913
256,390
256,390
270,810
062
Gym
7,611
6,039
9,260
9,260
7,980
063
Multi-purpose room
205
198
340
340
340
064
Exercise programs
89,080
134,127
145,110
145,110
153,990
065
Massage room
27,268
30,456
26,520
26,520
26,940
066
Oakdale aquatics
14,334
15,033
15,450
15,450
15,520
067
White Bear Township aquatics
12,185
11,643
11,170
11,170
11,800
068
Mahtomedi aquatics
8,912
12,539
12,380
12,380
12,970
614
Building maintenance
686,727
741,920
729,750
759,700
897,640
Total expenses
1,840 595
1,986,138
2,009 710
2,039,660
2,232 500
Operating Income (loss) before
depreciation
3,139
(102,423)
18,950
(28,320)
(152,860)
Other revenues (expenses):
Property tax revenue
168,822
8,289
38,460
39,330
2,880
Intergovernmental - state aid
6,090
0
0
950
0
Miscellaneous revenues (expenses)
856
2,042
0
790
0
Depreciation
(267,595)
(257,136)
(267,600)
(261,510)
(261,510)
Extraordinary Item
0
0
0
(96,320)
(316,860)
Loss on disposal of fixed assets
(177,641)
0
0
0
0
Interest on interfund loans
_2,481)
(5,946)
(9,100)
(6,570)
(11,840)
Total other revenues (expenses)
X71,949)
(252,751)
(238,240)
(323,330)
(587,330)
Net loss
(268,810)
(355,174)
(219,290)
(351,650)
(740,190)
Transfer In from Electric Franchise
Tax Fund
0
0
0
0
549,030
Fund equity - January 1
9,556 461
9,287,651
9 015 511
8,932,477
8,580,827
Fund equity - December 31
$9,287,651
$8,932,477
$8,796,221
$8,580,827
$8,389,667
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• CITY OF MAPLEWOOD, MINNESOTA
COMMUNITY CENTER OPERATIONS FUND (602)
STATEMENT OF SOURCES AND APPLICATIONS OF CASH
0
2004
ACTUAL
2005
ACTUAL
2006
ORIGINAL
BUDGET
2006
RE -EST.
2007
BUDGET
270,350
Net income (loss)
($268,810)
($355,174)
($219,290)
($351,650)
($740,190)
Add depreciation
267,595
257,136
267,600
261,510
261,510
Increase In deferred revenue
0
0
0
0
0
Decrease in current assets
0
11,545
0
0
0
Equipment certificate proceeds
0
0
0
0
200,000
Increase in other liabilities
0
149,164
0
0
0
Transfers in
0
0
0
0
549,030
Non cash activity:
(419,799)
223,050
0
D
D
Disposal of fixed assets
177,641
0
(418,699)
0
Total
176,426
62 671
48,310
(90,140)
270,350
Applications of cash:
Purchase of fixed assets
37,272
52,406
0
0
47,300
Decrease In deferred revenue
24,527
10,265
0
0
0
Increase In current assets
7,886
0
0
0
0
Decrease in other liabilities
106,985
0
0
329,659
0
Total
176,670
62,671
0
329,659
47,300
Net increase (decrease) in cash
(244)
0
48,310
(419,799)
223,050
Cash balance - January 1
1,344
1,100
(279,880)
1,100
(418,699)
Cash balance - December 31
$1,100
$1,100
($231,570)
($418,699)
($195,649)
Cash belancetworking capital
-0.2%
-0.2%
Working capital:
Current assets
Cash and investments
1,100
1,100
Other assets
31,687
20,142
Current liabilities
Due to other funds
(190,980)
(329,659)
Other liabilities
(316,104)
(316,325)
Net total
($474,297)
($624,742)
0
MEMORANDUM
TO: Parks and Recreation Commission
40 Greg Copeland, Interim City Manager
FROM: Bruce K. Anderson, Parks and Recreation Director
DATE: October 19, 2006 for the October 23 Parks and Recreation Commission Meeting
SUBJECT: Monthly Update—September 2006
The following items are provided to the Interim City Manager and Parks and Recreation Commission
to provide an overview of our day-to-day operations. The items are informational and not intended for
formal City Council or Parks and Recreation Commission action.
1. M.R.P.A. State Natural Resource Section
Our department hosted the State Natural Resource Section conference on Wednesday and
Thursday, September 20-21. The meeting was held at the Maplewood Community Center and
attended by over 100 individuals on a statewide basis. This was our first attempt at coordinating a
two-day conference session and it proved to be not only financially successful, but also from a
professional enrichment perspective as well.
2. Highways 5 and 120 Task Force Meeting
I have included minutes from the last 5 and 120 task force meeting which has been discussing the
future land designation or use for the property located at Highways 5 and 120. This property is
• located directly north of the Priory. I have been actively involved in the environmental park
concept. This project will be forwarded with a recommendation to city council on October 23.
3. Break Dancing
Without going into this issue at great length, our department was involved in a break dancing
program that was to be co -hosted by Redeeming Love Church. After getting more information
regarding the event and the numbers of potential attendees, it was determined that the community
center was not an ideal location. Staff then worked at some length to find an alternative site for the
program. The reason I am sharing this issue with the commission is to let you know the power of
the Internet. The event was changed on Thursday after having been promoted as a community
center event on a two-day notice to a Salvation Army site in Brooklyn Park. The event went off as
scheduled with no difficulties or hitches due to the ability to communicate with young people via
the Internet and specifically use of "My Space." It was certainly an interesting process, not only
changing the location of the event, but more as it drew to a positive conclusion the ability to
communicate with literally tens of thousands of young people by the use of the Internet with a few
short keystrokes.
4. Dan Faust Retirement
City finance director Dan Faust will be retiring on October 31. Dan's knowledge, expertise and
leadership are irreplaceable. The city has gone through a significant senior management transition
during the past five months with five senior management employees having left the employment of
the city.
5. Liquor R.F.P.
• The city went out for formal proposals for a new liquor provider for the Maplewood Community
Center. We opened formal proposals on Thursday, September 28 and received two proposals.
City staff is currently reviewing those proposals and will be providing a recommendation to the city
council at their first meeting in November.
6. Met Council Grant
I have been involved in the application and presentation of a Met Council grant for livable �s
communities. We made a formal presentation to a subcommittee of the Met Council along with
Mayor Diana Longrie on Friday, October 6. The grant is proposed for over $2 million and would
provide a tremendous "jump start" for the Gladstone redevelopment project. If you have not driven
past the St. Paul Tourist Cabins site during the past month, I recommend you do that to see the
changes that are taking place at this location. The city should find out in mid November whether
we are successful with our grant application; we are currently still in the running.
7. 2006 N.R.P.A. Congress
I had the opportunity to attend the national congress in Seattle the week of October 9-13. 1 attend
the national congress on an every -other -year basis and am continually amazed at the incredible
impact the parks and recreation field has on cities, counties, states and of course our country. I will
provide a brief update to the commission regarding the important programs and/or issues that are
relevant to the city of Maplewood.
kph/906.mu.comm
2
•
Agenda Item L1
• AGENDA REPORT
TO: Greg Copeland, Interim City Manager
FROM: Charles Ahl, Public Works Director/City Engineer
SUBJECT: Trunk Highway 5 —120 MnDOT Property Usage Study, City Project 03-20
Task Force Report and Authorization to Proceed with Study of Marshlands
Proposal
DATE: October 16, 2006
INTRODUCTION
On August 14, 2006, a report on the task force groups working on the various proposals for the use of the
MnDOT property at TH 5 and TH 120 (Century Ave) was presented to the City Council as an information
item. On August 28, 2006, the City Council directed the sending of a letter to School District 622 indicating
that the City of Maplewood, similar to the City of Oakdale, does not support the relocation of their bus
garage into Maplewood. The Task Force groups have concluded their work and it is proposed to
consolidate the work and proceed with analysis of the single Marshlands Proposal.
Background
The excess right of way on the western side of TH 120, at the intersection with TH 5, has been under
discussion for six years regarding the possibility of relocating the ISD #622 bus maintenance facility from
downtown North St. Paul to this site. An environmental group, including representatives from Hill — Murray
• Schools expressed interest/concern with site proposals. In July 2005 each of these groups made a
presentation to the City Council on their proposal. On January 23, 2006, the City Council heard a
presentation from ISD #622 on the bus garage proposal. On March, 13, 2006 a public hearing was held to
receive local input on the Marshland Environmental Concept Plans. The Council directed that a Task
Force of representatives from all the interest groups convene to identify issues and alternatives. The Task
Force was charged with reporting to the Council with information by October 2006.
Task Force Reports (reprinted from August 14th report)
The Task Force determined that the approach to be used was to establish four work groups to study the
various issues and then report back to the total Task Force. The four groups identified were:
1. Alternative Sites: charged with looking for alternative locations for the bus garage facility
2. Transportation: charged with looking at the transportation issues with all proposals
3. Marshlands: charged with identifying if the Marshlands proposal is a viable alternative
4. Wetlands: charged with further development of the wetland jurisdictions on the site
Following are excerpts from the recent Task Forces reports:
a. Alternative Sites Task Force:
Patty Reed, ISD #622 and Scott Duddeck, N.St.Paul and ISD #622 Board Member,
presented information on the study of the area looking for alternative sites. The Task Force
reviewed 60 alternative locations within a 3 mile radius of the MnDOT property. Criteria for
the property included 5-6 acres. They reviewed each of the parcels and did not find
anything that would work for the bus garage facility either for cost, environmental or
development related issues. Scott also distributed a letter from the city of Oakdale
indicating they do not support a bus garage facility within their boundaries. Following some
Agenda Item L1
questions on the Task Force study, it was indicated that the Task Force needed to prepare •
an explanation about the existing site regarding expansion capabilities and site restrictions.
Patty noted that financial issues push the decision. The district is spending extra funds for
busing due to the inability to operate the entire fleet. They wish to have an additional 36
buses brought back in-house for operating efficiency. The current building needs $0.5
million to refurbish and it would still be an outdated, non -conforming facility. Further
explanation will be provided on why enlarging the current site is very difficult.
b. Transportation Task Force:
Scott Duddeck distributed maps showing 4 possible roadway options within the sites. Scott
provided the following comments on each alternative:
#4 — has too much wetland impact and was dismissed as not feasible
#3 — does not work for Hill -Murray due to restrictions on expansion
#2 — does not work for Monastery as it splits Parcel A which is designated for future
uses for the Monastery
#1 - while still having impacts on adjacent parcels, is the least offensive
Chuck AN discussed how it is good transportation planning to provide a connection from
Hill -Murray School and the development plans for the Monastery site to the north to the
signal at TH 5 — 120. MnDOT does not have funds designated for any improvements to TH
120 for the next 25 years. Ramsey County is also struggling for funds and is not likely to
expand Larpenteur for a similar period of time. Given this situation, a connection to the
north seems the only reasonable approach to solving the area transportation issues.
c. Marshlands Coalition Task Force:
Joe Peschges, Hill -Murray, presented a report on the Task Force's investigation. The group
has worked to define the need for fields. A rough cost estimate to develop the area is
around $3.0 million. No final funding scenario has been developed. Once funding needs
and field issues are resolved a governance model will be prepared along with maintenance
ideas. It was noted that there is good support for the Environmental Education Park.
[New information is attached on this Task Force.]
d. Wetlands Task Force:
Ron Cockreil, Maplewood Resident, and Tom Petersen, Ramsey County SWCD, presented
information on their meetings and information from MnDOT on the site. It was concluded
that this could be a good site for wetland restoration. A TEP Panel report evaluated the
wetlands at the site and reviewed the wetland reports of Svoboda and SEH. The panel
questioned some of the conclusions regarding 'incidental wetland' status and had some
concerns with the wetland boundaries noted in the report. Additionally, the panel indicated
concern with MnDOT's stockpile operations and reported on the need for improved
protection at the site for current operations. The panel was not able to make a final
determination of what wetlands have jurisdictional protection and that additional information
is needed on some of the wetlands. Finally, it was noted that the US Army Corp of
Engineers (ACOE) feels that they would have jurisdiction over wetlands at the site.
A lengthy discussion ensued about the impact of the ACOE. It was noted that MnDOT is
responsible for jurisdiction of the wetlands while they own the property, but that the ACOE
could add additional restrictions. If the property goes to local ownership (i.e. Maplewood,
ISD #622 or private) then Ramsey Washington Metro Watershed District would have
wetland jurisdiction along with ACOE. All agencies follow the same rules and laws as
defined by the Wetland Conservation Act (WCA), and it was agreed that the ACOE might
add further restrictions. All wetland respondents concurred that the most restrictive
requirements will need to apply to the site. It was decided that no decisions on the final
Agenda Item L1
wetland issues can be made until a proposed plan is submitted for permitting. Sarma
• Straumanis, MnDOT, indicated that all groups should assume a worst case scenario for
wetland replacement in their project planning.
e. MnDOT position Letter (copy attached)
A letter from Chris Roy was reviewed by the Task Force. It was noted that it provided the
conditions for the use of the site, but there was a question about the current MnDOT
operations. Chuck AN noted that while MnDOT has always worked to meet local
requirements, that the City does not have authority to enforce it's ordinances on MnDOT.
MnDOT does however need to meet all laws and regulations relating to wetland operations
and it appears their current operations may be in violation of some wetland regulations.
DISCUSSION
The Bus Garage Proposal was worked on by ISD #622 and the City of North St. Paul in cooperation with
MnDOT for nearly 6 years. Over the years, the proposals have ranged from just a Bus Garage to a
combination facility with a full relocation of the North St. Paul Public Works Facility, a MnDOT Electric
Facilities Office/Warehouse and the Bus Garage. The combination facility came with a request from North
St. Paul to annex this portion of Maplewood into North St. Paul. The requests by North St. Paul and ISD
#622 have been rejected by previous Councils. The August 28th letter of Council finding on this issue
should now allow other proposals to proceed. Each of the Task Force Groups developed position
statements as follows:
Position Statements
a. Transportation Task Force —
A number of alternatives have been studied that provide access through the site to
• Larpenteur Avenue. Neither the Priory nor Hill -Murray are prepared to support any
alternatives that involve financial support or property dedication from their agencies. This
is a future development issue that should be referred to those site development concerns.
The Priory has prepared a transportation study (copy attached) that indicates that their
proposed development will not change the functional ratings of the local intersections
during the next 5 year period. The study needs to be questioned in that it concludes that a
five-year planning period is appropriate when the City is charged with land -use planning
for a 20+ year period, and that because the development does not change the functional
operation rating of the intersections that their site development should not be a part of a
regional transportation solution. The staff conclusion is that this issue is best left to be
debated as part of any future submittals on the Priory site. The options are open as part of
the MnDOT site, but should not preclude other studies.
b. Alternative Sites —
The City of Maplewood Council has determined that this site is not appropriate for use as
a bus garage facility. Consideration of alternatives will be referred to the ISD #622 School
Board.
c. Marshlands Proposal —
This proposal seems to have support from various groups who are interested in the
balifield and environmental features provided by the site plan. An estimated cost of $3.0
million has been developed. This Task Force needs an additional 12 to 18 months to
develop financial support and commitments for this proposal.
0
Agenda Item L1
d. Wetland Creation — •
The wetlands issues for this site are significant and complex. The Army Corps of
Engineers will have jurisdication along with provisions of the Wetland Conservation Act.
The site is very appropriate for wetland mitigation. Final determinations on the wetland
values and boundaries are dependent upon final site plans submitted for the property.
Further analysis is best done in combination with other proposals and potentially could be
supportive of the Marshlands Proposal.
Proposal to Proceed
At this point, the site's operation by MnDOT continues to be a concern for area residents and
environmental concerns. If the City Council takes no action, the site will likely continue to be used by
MnDOT for maintenance operations for many years. They have indicated as such. The Marshlands
proposal provides for the potential of numerous parties to raise funds for a variety of uses on the site with
environmental components at the forefront. This appears to be the most realistic and best solution for this
property. It is likely that some City funding is needed to continue participation in the project. An initial
authorization of $30,000 from the Environmental Utility Fund's 2007 operating budget would allow the
Director of Public Works funding to continue work on the process and have some expertise available to
participate in developing solutions. A report on progress would be prepared for the City Council no later
than October 2007.
RECOMMENDATION
It is recommended that the City Council direct that Maplewood is in support of consideration of the
Marshlands Proposal for the MnDOT property at TH 5 and TH 120 and authorize up to $30,000 for the •
Director of Public Works to use to explore this option with a provision that an update on the progress of
exploring this option be presented to the City Council no later than October 2007.
Attachments:
1. MnDOT Letter
2. Priory Traffic Study
3. Letter to ISD #622
4. Marshlands Task Force Report
is
0 June 24, 2006
City of Maplewood
Maplewood MN, 55109
Dear Council:
Several recent newspaper articles have focused on the Minnesota Department of Transportation (Mn/DOT) property
at the intersection of TH 5 and TH 120, within the City of Maplewood. These articles advanced a misconception that
Mn/DOT has "offered" this property for redevelopment. I would like to take the opportunity to clarify the status of
the Mn/DOT property at the intersection of TH 5 and TH 120. While the original purpose for this property, the
construction of an interchange is no longer intended, Mn/DOT has and will continue to utilize a portion of this
property for materials storage. The remaining portion of the site is valuable to Mn/DOT for its potential as a site to
restore and create wetlands as replacement for wetland impacts in the Metropolitan District.
Mn/DOT has discussed and is willing to continue discussions regarding alternative uses on this property. These
discussions have been and continue to be subject to the following conditions:
1. Any alternative use must maintain a 5 acre Mn/DOT materials storage area. (Either at this site or an equally
convenient alternate site with no additional cost to the State).
2. Wetland credits must be made available to Mn/DOT in an amount commensurate with any lost opportunity
for wetland replacement at this site.
3. The City of Maplewood must not object to the alternative use.
Independent School District 622 has worked cooperatively and at length with the Mn/DOT Metro District regarding
• their plans for a portion of this site. They have fully met the first two conditions, and their plans have several
additional transportation advantages. Mn/DOT is favorably disposed toward the ISD 622 proposal.
The Hill Murray proposal has not yet met any of these conditions. In addition their proposal precludes a road
connection through the property, thereby removing an opportunity to alleviate the traffic congestion at the intersection
of TH 120 and Larpenteur. Also the utilization of the entire parcel for sports fields results in considerably more
wetland impact. Development of a City of Maplewood proposal for sports fields at this site will also face these same
issues (less of course condition #3).
Mn/DOT remains willing to work with the City of Maplewood regarding all proposed alternative uses for this
property. However, we do not wish to unduly raise your expectations. If no proposal can meet all three conditions
above, Mn/DOT will continue to use the property for maintenance and other transportation uses.
Sincerely,
Chris Roy
North Metro Area Manager
Metro District
0
Wenck File #1778-01
Prepared for:
SAINT PAUL'S MONASTERY
Prepared by:
WENCK ASSOCIATES, INC.
1800 Pioneer Creek Center
P.O. Box 249
Maple Plain, Minnesota 55359-0249
(763) 479-4200
TA177M1\Report\177"1 Report finaLdoc
Traffic Impact Study �
for Saint Paul's
Monastery
Maplewood, MN
September 27, 2006
-`44AWenck
•
•
•
Table of Contents
1.0 PURPOSE AND BACKGROUND.................................................................................1-1
2.0 EXISTING CONDITIONS.............................................................................................2-1
3.0 TRAFFIC FORECASTS................................................................................................ 3-1
4.0 TRAFFIC ANALYSES................................................................................................... 4-1
5.0 CONCLUSIONS AND RECOMMENDATIONS........................................................ 5-1
FIGURES
1 PROJECT LOCATION AND STUDY INTERSECTIONS
• 2 CURRENT DEVELOPMENT PLAN
3 TRIP DISTRIBUTION
4 AM, MIDDAY AND PM WEEKDAY EXISTING, 2011 NO -BUILD AND 2011 -
BUILD PEAK HOUR VOLUMES
5 AM, MIDDAY AND PM WEEKDAY EXISTING, 2011 NO -BUILD AND 2011 -
BUILD PEAK HOUR LEVELS OF SERVICE
•
1.0 Purpose and Background
The purpose of this study is to evaluate the traffic impacts of the proposed redevelopment of a
portion of the existing St. Paul's Monastery site in Maplewood, MN. The following principal
traffic question is addressed in this study:
Would adequate traffic operations be provided at the Larpenteur Avenue/Century Avenue
(TH 120) intersection upon full completion of the proposed redevelopment?
The proposed project site is located within the City of Maplewood. The project site is located in
the northwest quadrant of the Larpenteur Avenue/Century Avenue intersection as shown in
Figure 1.
The proposed project consists of constructing 50 new townhouses, a new 20,000 square foot
monastery building, and 40 new senior apartments. The existing monastery building will remain
and will be converted into a family shelter facility. The existing daycare facility located in the
northwest portion of the site will not be modified.
Full completion of the proposed development is expected to occur by 2010. See Figure 2 for the
current development plan.
1-1 is
•
0
106. NI EL all
Iz�, X100FX .r
OAKDALE
2000 ?0?.26,05?
APPROXIMATE SCALE
� I
0 3000'
TRAFFIC STUDY FIGURE 1
Wenck FOR SAINT PAUL'S
PROJECT LOCATION AND
wenck Associates, 1800 Pioneer Creek Center MONASTERY
Environmental Engineers Maple Plain, MN 55359 ANALYSIS INTERSECTION
+ SITE PIAN J
It
xa�
N
APPROXIMATE SCALE
0 250'
TRAFFIC STUDY FIGURE 2
f Wenck FOR SAINT PAUL'S
Wenck Associates, Inc. 1800 Pioneer Creek Center MONASTERY CURRENT DEVELOPMENT PLAN
Environmental Engineers Maple Plain, MN 55359 11 11
•
•
0
•
2,0 Existing Conditions
The proposed site currently consists of a monastery
ibuilding
Century Avenue on the easa separate t.
facility.
The
site is bounded by Larpenteur Avenue on the south and
Existing geometrics and traffic control at the subject intersection are as follows:
Larpenteur Avenue/Century Avenue (TH 120) (signalized): At this location, Larpenteur Avenue
intersects with Century Avenue, forming a T -intersection. One through lane with a dedicated
right turn lane is provided in the southbound approach and one through lane with a dedicated left
turn lane is provided in the northbound approach. The northbound left turn operates with
permissive and protected signal phasing. Dedicated right and left turn lanes are provided on the
eastbound approach. The speed limit for both Larpenteur Avenue and Century Avenue is 40
mph on all approaches.
Weekday AM, Midday and PM peak hour turn movement data was collected on September 12,
2006. Existing intersection and signal operations were closely observed on September 12, 18
and 19, 2006.
The main issue observed in the field was the eastbound Larpenteur queue
long school let outth shortly ,
2
p.m. when Hill Murray high school let out. During the 15 minute pe
riodhe
queue length extended beyond the existing monastery driveway on Larpenteur. This queue
length only occurred a few times each time After thistly minute penode queue was le to the queue lengths greatly
etely clear the
intersection on one green light
cycle.
reduced in length.
During the later p.m. peak the eastbound queues were significant at times but not as long as
occurred when school let out. During the a.m. peak hour no problems were observed.
2-1
•
3.0 Traffic Forecasts
Forecasting Scenarios
To effectively address the traffic question presented at the beginning of this report, traffic
forecasts were completed for 2011. It is standard practice to analyze traffic conditions for the
year after full completion of the proposed development. Specifically, Weekday AM, Midday
and PM peak hour traffic volumes were developed for the subject intersection. Analysis for the
subject intersection includes the following three scenarios:
• 2006 Existing
• 2011 No -Build
• 2011 Build
The following methodology was used to develop traffic volumes for the above scenarios:
• 2006 Existing. Weekday AM, Midday and PM peak hour traffic volumes for this •
scenario were established based on peak period traffic counts.
• 2011 No -Build. To account for natural background traffic growth, existing volumes at
the subject intersection were increased at a rate of 2 percent per year for 5 years. This
growth factor was established based on review of historic traffic volume maps.
2011 Build. Volumes due to the proposed development were added to the 2011 No -Build
volumes to establish 2011 Build volumes.
Trip Generation
Weekday a.m. and p.m. peak hour trip generation for the proposed development were estimated
based on data provided by the monastery and data presented in the Institute of Transportation
Engineers' (ITE) Trip Generation, Seventh Edition. The resultant trip generation is shown in Table
1.
3-1 0
• Table 1
Typical Weekday P.M. Peak Hour Trip Generation
Use
Size
Units
A. M. Peak Hour
Tris
Midday Peak Hour
Tris
P.M. Peak Hour
Trips
In
Out
In Out
In
Out
Townhouses
50
Dwelling units
4
18
17 9
17
9
Senior Apartments
40
Dwelling units
1
2
2 2
2
2
New Monastery
20,000
Square feet
3
3
3 3
3
3
Family Shelter
-
-
115
25
25 115
15
15
123
1 48
47 129
37
1 29
Trip Distribution Percentages
Trip distribution percentages for the subject development trips were established based on the nearby
roadway network, existing and expected future traffic patterns, and location of the subject
developments in relation to major attractions and population concentrations. The trip distribution
percentages are shown in Figure 3.
Traffic Volumes
Accounting for existing volumes and background growth, the total weekday AM, Midday and
PM peak hour volumes for the 2006 Existing, 2011 No -Build and 2011 Build scenarios are
• presented in Figure 4.
0 3-2
fi Wenck TRAFFIC STUDY
FOR SAINT PAUL'S
Wenck Associates, Inc. 1800 Pioneer Creek Center MONASTERY
Environmental Engineers Maple Plain, MN 55359 11
APPROXIMATE SCALE
0 3nnn,
FIGURE 3
TRIP DISTRIBUTION
•
0
0
•
•
AM Peak Hour
lP c1
teur Ave. 411
1 631 --JIT
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N
2000
MI
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r
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iteur Ave.
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11i
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r Ave.
221 /2W,'M6 —T
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N
moe
2mt SURD F�=
No t;rkLE )00D=
*1T
TRAFFIC STUDY
L Wenck FOR SAINT PAUL'S
• wends Associates, Imo. 1900 Pioneer Creek CenW MONASTERY
Environmental Engineers Maple Plain, MN 55359
N
T
FIGURE 4
WEEKDAY PEAK HOUR
TRAFFIC VOLUMES
4.0 Traffic Analyses
The question presented earlier is addressed next.
Would adequate traffic operations be provided at the Larpenteur Avenue/Century Avenue
(TH 120) intersection upon full completion of the proposed redevelopment?
Level of Service
To address this question, Weekday AM, Midday and PM peak hour capacity analyses, were completed
for the 2006 Existing, 2011 No -Build and 2011 Build scenarios.
Capacity analysis results are presented in terms of level of service (LOS), which ranges from A to F.
LOS A represents the best intersection operation, with very little delay for each vehicle using the
intersection. LOS F represents the worst intersection operation with excessive delay. Results of the
capacity analyses are presented in Figure 5.
As shown in Figure 5, all movements operate at LOS C or better during all time periods and forecast •
scenarios. Therefore, the proposed development does not change the LOS of any movement at this
intersection. From a level of service standpoint, the proposed development does not result in any
traffic operations issues at this intersection.
Oueue Lengths
As described earlier, the only existing queuing issue occurs on eastbound Larpenteur Avenue
during the 15 minute period after Hill Murray high school students are released. This queue
temporarily impacts operations at the existing monastery driveway on Larpenteur Avenue. As
shown in the site plan, the new access point will be moved approximately 250 feet west of the
existing location, thereby reducing the potential queue length impacts.
A review of queue lengths using SimTraffic showed small increases between existing and future
conditions. Based on this review and the relocation of the site access, we do not anticipate any
significant queuing issues at this intersection.
If needed in the future, the eastbound signal timing could be extended during the midday peak
hour to help with the queue lengths that occur after school ends. No geometric changes are
needed to accommodate the existing or future queue lengths.
4-1 0
0
I•
AM Peak Hour
Ave.
c/ctc --�
A/A/A
Midday Peak Hour
Ave.
c/c/c
AWA
as
N
N
21N Mw
I�
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t �' �I
W �1 �I 0117— MMM NY�Y� �� I�V/�VM
PM Peak Hour I
Mi.
enteur Ave. 4
c/c/c -�
A/A/A —�
0
N
T
N
N
Q T
t �
mit-,=
NO acaF Xan= U
FIGURE 5
TRAFFIC STUDY
We n ck FOR SAINT PAUL'S WEEKDAY PEAK HOUR
Envko== Enggiia�s apple Pte, MN 55359 w 11 MONASTERY LEVEL OF SERVICE
5.0 Conclusions and Recommendations
Based on the information presented in this report, we have established the following conclusions:
• The proposed redevelopment plan will generate 171 weekday a.m. peak hour trips, 66
midday peak hour trips, and 176 p.m. peak hour trips.
• As shown in Figure 5, all movements operate at LOS C or better during all time periods
and forecast scenarios. Therefore, the proposed development does not change the LOS of
any movement at this intersection. From a level of service standpoint, the proposed
development does not result in any traffic operations issues at this intersection.
• Based on our review and the relocation of the site access, we do not anticipate any
significant queuing issues at this intersection. If needed in the future, the eastbound
signal timing could be extended during the midday peak hour to help with the queue
lengths that occur after school ends. No geometric changes are needed to accommodate
the existing or future queue lengths.
• Overall, we are confident that the Larpenteur Avenue/CenturyAvenue intersection coon can
adequately accommodate the proposed development with the existing geometrics and
signal control.
5-1 0
•
August 28, 2006
Members of School Board
Independent School District No. 622
2520 E 12th Avenue
North St. Paul, MN 55109
RE: Proposed Bus Garage Facility Relocation
Dear School Board Members:
We, the members of the Maplewood City Council, would like to acknowledge our full support for
the operations and financial planning of Independent School District No. 622. We have common
goals in the development of our communities and strongly agree on the programs needed for the
betterment of our youth within our area.
The Maplewood City Council has reviewed a number of proposals that your staff in cooperation
with the City of North St. Paul and MnDOT have developed over the past years for relocating your
bus garage facility to property within Maplewood. After careful consideration of each of these
proposals, we must inform you that it does not appear to us to be a reasonable request that your
facility be relocated within the city limits of Maplewood. We are currently struggling with issues
surrounding a bus facility on our western city limits. Given our knowledge of those impacts on
area residents along with the impacts on the environmental features at the TH 5 — TH 120 site, it
is our conclusion that a bus garage facility at this location is not supported by this Council and we
encourage you to abandon your efforts at this location. We intend to pursue other concepts that
include environmental features and wetland enhancement.
Thank you for your consideration. We look forward to our continued efforts in developing youth
programs in our community.
Sincerely,
CITY OF MAPLEWOOD
Mayor Longrie and the Maplewood City Council Members
0
Report to City of Maplewood
September 29, 2006
Marshland Coalition Taskforce
Coalition Taskforce members represent:
■ City of Maplewood
■ City of Oakdale
■ Maplewood Citizens / Environmental Concerns
■ Hill -Murray School
■ East Side Soccer Association
■ Oakdale Athletic Association
Purpose of Coalition
To provide greater detail about "The Marshland" proposal that was submitted to the
Maplewood City Council on March 13, 2006, so that the City Council will have enough
information to take action on the proposal by October, 2006.
Specifically, more detail was requested in the following areas:
■ Property development (number/kinds of fields, roads, park amenities,
wetlands impact, etc.)
■ Funding (How would the development of the property be funded?)
■ Governance (How would the property / fields be governed?)
■ Maintenance (Who will maintain the fields / park?)
Property development
There is unanimous agreement by the taskforce that the concept of an
environmental education park would be a great asset for Maplewood and the
surrounding community. Along with an educational environmental park,
connecting trails, and wetland protection and enhancement will be priorities in the
development of the property.
Environmental Park
The concept for this component of the Marshlands includes outdoor classrooms
with natural science displays, opportunities to study ecosystems and ecological
concepts in a natural wetland; walking trails connecting to established trails, all
open to students from schools in the greater community, as well as adults wishing
to use the park.
Athletic fields - Defining the need
Cities of Oakdale, OAA, Eastside Soccer, Hill -Murray School and North St. Paul
have shortages of fields. It has also been noted that there are large numbers of
Maplewood youth who participate in programs sponsored and conducted by these
organizations. 0
• Research indicates that this geographic area has a low number of athletic fields
compared to the number recommended by national reports.
There are additional needs for young adult leagues, including some for minority
populations such as Somali and Hmong. These groups want to form leagues but
are presently unable to secure fields for play. Field sizes and types
(soccer/baseball/etc.) have not been finalized. Demographics are being explored
and surveys will be sent to further show the need for additional fields for this
area.
Funding
Cost estimates are rough at this time. Total project (park and fields) could
be in the range of $3MM.
Currently each participant must commit to a level of funding and private sources
need to be explored. There has been no specific dollar amount committed by any
of the municipalities or represented organizations at this time. This will be
addressed in the next phase if the project receives approval from the City
Council. Letters of support for the project have been given are a part of the
original proposal submitted to the City Council.
It is possible that some entities might contribute toward the environmental park
but not toward the athletic fields. This is considered a key element. No final
scenario has been developed.
Governance
No final recommendations at this point.
It was stated that the Maplewood City Council might prefer the following:
Governance with the city of Maplewood during the construction. After
construction, the City could then determine how it would continue with the
governance.
Maintenance
Not addressed yet, but it is estimated that the cost per field per year with irrigation
would be in the range of $8,000 - $10,000. Total costs would be determined by
the number of fields as well as the costs related to the environmental park.
Ongoing Taskforce Activities:
1. Meeting scheduled with 3M to discuss the project with the invitation to
participate in the development the Marshlands project.
2. Meetings to be scheduled with Oakdale and other interested participants to
determine their levels of financial commitment to the project.
3. Invitations being extended to others, specifically to ISD #622 to participate in
the project since their students would benefit from both the environmental park
• as well as any athletic fields that may be developed.
Marshlands Proposal Update for the Maplewood •
P P p wood City Council
October 12, 2006
This update should be considered an addendum to the September 29, 2006 Report that was
submitted to the City of Maplewood
Ongoing Taskforce Activities:
A meeting was held with Alex Grillo, VP at 3M re: the Marshland Coalition
Proposal.
A copy of the talking points for the meeting is attached to this report, labeled
"Summary for 3M. "
The discussion was met with a positive response. Obviously no formal
commitment could be made by 3M at that meeting. They are open to further
investigation but they would first need to know that the City of Maplewood is in
agreement with wanting to explore this proposal. If the City of Maplewood is
interested in moving forward with this concept, 3M is open to giving serious
consideration to partnering with others to further investigate the viability of
making the proposal a reality.
2. A meeting was held with the city manager of Oakdale. Oakdale continues to
support the proposal and is willing to commit to it financially. 0
3. A meeting is scheduled in November with Superintendent Phillips at ISD #622 to
discuss the proposal and to solicit support for the environmental education park
for science studies in the schools. Students in ISD #622 would benefit from the
educational park as well as any athletic fields that may be developed.
Needs of the Taskforce
Approval from the City Council of Maplewood to move forward on developing this
proposal.
If the City Council approves, then the following steps could be taken:
Enhancement of the taskforce membership, expanding membership to include
representatives from 3M, ISD #622 and Ramsey County.
This group would work to develop a final recommendation for the City Council
on the Marshlands Proposal project. The timeline for this study could take up to
one year. Emphasis would be on further delineation of the specifics of the
proposal. (Design, wetland impact, costs, funding, governance, long term
maintenance, etc.)
0
MnDOT Property Coalition Meeting Minutes
• Trunk Highway 5 —120
September 26, 2006
Maplewood City Hall
In attendance: Tina Carstens, , Sister Mary Cousteau, Sister Catherine Schoenecker, Ron
Cockriel, Larry Holmberg, Bruce Anderson, Joe Peschges, Greg Juenemann, Chris Roy, Paul
Holmes, David Fisher, Lois Knutson
1. Introductions were made of those in attendance.
2. The minutes of the July 18, 2006 meeting were accepted with no revisions.
3. Each of the four Task Forces gave the following reports:
a. Wetlands Task Force:
Ron Cockreil, Maplewood Resident, reported that he and Tom Petersen of the
Ramsey County Soil and Water Conservation District had met with several
neighbors in the area. The consensus was that a higher value should be given to
the wetlands at that location. The neighbors feel that best practices are not
currently in place at the site.
Different studies have different rules and definitions of what constitutes a
wetland. The Army Corps of Engineers will be the oversight agency, along with
• the local government agency submitting the plans. Final determinations on the
wetland values and boundaries are dependent upon final site plans submitted for
the property.
Chris Roy, MnDOT, reported that the site is currently being used for maintenance
and storage purposes. If the property were to be used for one of the proposed
uses, MnDOT has 3 criteria that will need to be met.
1. MnDOT will need a site for maintenance activities. They would
accept either land set aside at that site or at an equally suitable
site.
2. City acceptance and approval of the proposed project are
required.
3. Wetland Credits - Wetland mitigation would need to be found
as near the project site as possible. (There are very few sites
left in Ramsey County.) MnDOT would bank most, if not all, of
the wetland credits.
b. Marshlands Coalition Task Force:
Joe Peschges, Hill -Murray, reported that there are 4 major issues that need to be
addressed : property development, funding, governance, and maintenance.
Funding is the key aspect right now to the City of Maplewood. An estimated cost
of $3 million has been determined for this project which includes ball fields and
environmental features. The committee is trying to put together a coalition of
funders. Some potential members of the coalition are 3M, the City of Oakdale,
and ISD 622. In the near future, committee members will be meeting with these
iand other groups to try to determine who is committed to the proposal and how
much they might be willing to contribute. This task force needs an additional 12
to 18 months to develop financial support and commitments for this proposal. •
c. Alternative Sites Task Force
The Maplewood City Council has determined that a bus garage is not an
acceptable alternative for this site.
d. Transportation Task Force:
Paul Holmes, Pope Architects, presented a draft copy of the Traffic Impact Study
for Saint Paul's Monastery. The purpose of the study was to evaluate the traffic
impacts of the proposed redevelopment of a portion of the existing St. Paul's
Monastery site in Maplewood. The proposed project consists of 50 new
townhouses, a new 20,000 square foot monastery building, and 40 new senior
apartments. The existing monastery building will remain and will be converted
into a family shelter facility. The existing daycare facility located in the northwest
portion of the site will not be modified. The traffic study concluded that the
Larpenteur Avenue/Century Avenue intersection can adequately accommodate
the proposed development with the existing geometrics and signal control.
Therefore no extended road system will be needed.
4. MnDOT position
MnDOT needs 5 to 8 acres to operate their storage and maintenance operations. 5
acres are needed for the actual operations, plus additional land for a buffer area.
5. NEXT STEPS
a. Should the Task Force Groups be combined into one? Bruce Anderson, City of •
Maplewood felt that the 4 separate reports should come together as one
proposal.
b. Brief Update to Council on October gth. A one page summary from each group
should be submitted to Chuck by Friday, September 30th so that it can be
included with the agenda report.
c. Report to Council on October 23`d. Final written positions due to Chuck by
October 13th
0
Bruce K. Anderson
From: Mike Polehna [Mike. Polehna@co.washington. mn.us]
Sent: Monday, October 16, 2006 9:36 AM
To: Bruce K. Anderson; Rick Walsh
Cc: James Luger; John Elholm; Peter Mott
Subject: Re: Wakefield and Ravine lakes
Rick,
Thank you for the information! The pier at CGR is extremely popular
and I -have watched numerous 'young anglers catch a lot of sunfish. They were having a
ball!
Mike
Mike Polehna, CPRP
Parks Manager
Washington County Parks
1515 Keats Ave. N.
Lake Elmo, MN 55042
Ph: 651-430-8375
Fax: 651-430-8369
mike.polehna@co.washington.mn.us
www.co.washington.mn.us
>>> "Rick Walsh <Rick.Walsh@dnr.state.mn.us> 10/11/06 2:43 PM »>
Bruce & Mike,
I'm in the process of touching base with local agency folks who manage lakes/parks where
we did fish surveys this past summer. Ravine Lake and Wakefield Lake were two of the
lakes that we surveyed the first summer of the Fishing In the Neighborhood program five
years ago, and did repeat netting on both in 2006. We try to do these netting surveys at
least once every five or six years.
Both lakes seem to have followed similar paths in the past five years.'
In 2001 both were dominated by black bullheads and green sunfish (both species tolerant of
poor water quality and winterkill conditions). We stocked bluegill and black crappie in
both lakes in 2002 and 2003, and have done periodic bluegill stocking of both between 2004
and 2006, plus Wakefield got some more crappies in 2005. We usually taper off on panfish
stocking after a year or two since they are prolific and don't really need stocking unless
there has been a winterkill"(which neither lake has since 2001). The panfish flourished
in both lakes ans the angler survey we did in 2003 found folks catching very nice crappies
in both lakes, and also some decent size bluegills. In Ravine Lake we have also stocked
walleye and largemouth bass. In Wakefield we stocked northern pike, and largemouth bass
have become abundantalthoughwe didn't stock them. Adult white bass have been stocked
the past three years into Ravine
The 2006 netting results found that bluegill are abundant in both lakes with respectable
average size. Crappies are common in both (more so in Ravine), but the nice ones people
were catching a few years ago have given way to typical small crappies. Both have
moderately abundant largemouth bass populations with fish up to 16 inches or so, and
plenty
of small fish from natural reproduction. We got a moderate number of
walleyes in Ravine with fish up to 22 inches. We didn't get any northern pike from
Wakefield, which was disappointing, but may have been due to the extremely warm water (85
degree) the week we were there.
With water that warm, it wouldn't surprise me that northern pike were in pretty much an
immobile state trying to stay in any cool water there was, and if the fish don't move
around we don't get them in the nets.
We also got no white bass in Ravine. I'm not sure if we'll continue to stock these or not
- I'm thinking not.
In both lakes the black bullhead population was down quite a bit from
1
2001 — probably due to the stocking of fish like walleyes, bass, and northern pike. Both
lakes also had much clearer water. 5lfeeooat Ravine. 1, clarity at both a
Imprrovedclaritytmay befrelatedhto
year it was 4.5 at Wakefield and
the lower bullhead abundance - maybe. I looked at some clarity data from PCA that was
collected monthly (or more often) for both lakes going back at least eight years. For
both lakes, 2005 was the first year that May and June clarity exceeded 2 meters (about six
feet) since 1998. Data for Ravine only went back to 1998, but goes back to 1979 for
Wakefield.
Wakefield
did have May/June clarity exceeding 2 meters from 1994 to 1996, but was below 2 meters
from 1997 until 2005. The high clarity readings I`got in July/August of 2006 are
consistent with an improving clarity trend.
Although clearer water is certainly a good thing and a common lake management goal, it
does have a "consequence" related to fish and
fishing Clearer water means more submerged plant growth. This was
very obvious on both lakes were the extent of vegetation matted at the surface was far
greater in 2006 than in 2001. This hampers shorefishingear that gets anglers to the
e tot. Luckily for Ravine, a fishing pier went in this y
weed edge. [Bruce, if you're interested in looking into the options for getting a pier at
Wakefield, let me know. I may have some funding leads.] Another consequence of increased
vegetation is a greater likelihood of winterkill. All the decaying vegetationunderthe
ice really uses 'up oxygen. My gut sense is that Ravine will not winterkill because it has
the constant spring flow and water levels are normal to high. For Wakefield, I'm not so
sure. Water level is low so there's less water volume to start with. If it does
winterkill, it's not the end of the world since it is easy to re-establish all the fish
now. It would just mean poor fishing in 2007. If it
species that are doing well there n
the use of winter aeration to prevent future
does winterkill, we could also discuss
winterkill.
Sorry about this truning into such a long e-mail. Let me know if you have any questions
or comments, or if you have any feed back from anglers that you can pass along.
Rick Walsh
MN DNR Fisheries
Fishing In the Neighborhood Program
1200 Warner Rd.
St. Paul, MN 55106
ph (651)772-7949 fax (651)772-7974
e-mail rick.walsh@dnr.state.mn.us
visit the FiN Webpage at
http://www.dnr.state.mn.us/fishing/fin
2
•
Neighborhood Preserve Program —1993-2006
Accomplishments to Date
uisition
1. In 1993, residents passed a referendum 54:46 to spend $5 million to acquire open space.
2. From 1993-2004 sites were acquired through purchase, easement (Trout Brook), or donation (Joy Park).
3. The Maplewood Neighborhood Preserve system has 14 preserves, including Maplewood Nature Center
and Jim's Prairie. The sites comprise a total of 316 acres and range in size from 5 acres to 46 acres.
4. Boundaries have been marked at all sites. Neighborhood Preserve Signs have been posted at 13 sites.
5. Major clean-ups have been completed on most sites.
6. Approximately $178,000 remains in acquisition fund. Staff would like to use these funds to purchase
land adjacent to existing Neighborhood Preserves.
7.
Plann
1. Site Analyses have been completed for 12 sites. (Analyses were not done for Maplewood Nature Center
and Jim's Prairie since there are previous records for those sites.)
2. Interim Management Plans have been created for 11 sites. These were written by staff and approved
by Open Space Task Force. These plans set forth management strategies for each preserve until the
preserve's Master Plans is developed and adopted.
3. Master Plans have been completed for 4 sites: Beaver Creek (2002), Joy Park (2003), Priory (2004),
Applewood (2004). The plan for Gladstone Savanna is in progress. Master Plans are developed through
a public process and outline recreation permitted, trail system, restoration and management activities.
One or two master plans are created each year.
Restoration and Mana
1. Prairie seeding has been done on 5 sites: Prairie Farm — 20 acres, Fall 2002; Trout Brook — 3 acres,
2001; Kohlman Creek —1 acre, 2005; Priory and Gladstone Savanna — small areas have been hand -
seeded.
2. Prairie gardens or plantings have been done at 2 preserves: Prairie Farm (2003), Joy Park (2004).
3. Invasive trees and shrubs (buckthorn, Siberian elm, etc.) have been removed at 8 sites (work ongoing):
Priory, Nature Center, Joy Park, Gladstone Savanna, Prairie Farm, Applewood, Jim's Prairie, Kohlman
Creek.
4. Prescribed burns to enhance native vegetation have been done on 8 sites: Priory, Nature Center, Joy
Park, Gladstone, Prairie Farm, Kohlman Creek, Trout Brook, Jim's Prairie
5. Herbaceous weed management (knapweed, reed canary, thistle, etc.): has been done on 8 sites: Priory,
Nature Center, Gladstone Savanna, Prairie Farm, Applewood, Kohlman Creek, Trout Brook, Jim's
Prairie.
6. Stream bank stabilization has been done at Kohlman Creek
7. Deer Management (bow hunts) was conducted in 2000, 2001, 2004, and 2005 at the Priory. In addition,
bow hunts have been done at Maplewood Nature Center and Applewood Preserve.
0
Acreage and Trails
1. The Neighborhood Preserves are intended primarily for hiking and experiencing nature. A few sites
have been selected to have paved trails. These were selected due to adjacent uses, need for a sidewalk,
being part of local or regional trail system. 0
1. The paved trails at Prairie Farm and Kohlman Creek are relatively short sections.
2. At Joy Park and Applewood, the playground areas will have paved trails, while the preserve will have
graded mowed trails.
3. Footpaths are ungraded trails on the site that currently do not receive maintenance.
Volunteer Program
1 . Maplewood Nature Center staff coordinate the preserves volunteer program.
2. Open Space Technical Advisory Task Force was established in 1997. It includes 6 volunteers and 2
staff members. These citizens advise staff on technical issues related to managing the preserves.
3. Volunteer Monitors have monitored 7 sites.
4. Century College Service Learning program brings biology and ecology classes to the preserves for
outdoor service projects, such as buckthorn removal and streambank restoration. We have 12 sessions
annually.
5. Buckthorn service learning programs have been done at the Priory with elementary and middle school
children, clearing over 2 acres of buckthorn seedlings and saplings.
6. Eagle Scouts have done 6 projects at the preserves (not including Nature Center). These are: Prairie
Farm — planting and fence; Applewood — buckthorn; Joy Park — planting, Carver — clean-up; several
sites — bluebird houses. In addition, scouts have done smaller projects at the preserves.
7. Maplewood's Bluebird Trail includes 38 boxes at 8 sites. Each box is monitored weekly by volunteers
from late March through August.
Existing Trails
Trail Surface Planned
for each site
# Acres
on site
Paved
Lime
Mowed
Footpath
None
Hard Surface Trail
Prairie Farm
23
✓
Beaver Creek
9
✓
Kohlman Creek
10
✓
✓
Gladstone
23
.�
Limerock
Nature Center
40
✓
✓
Graded, mowed trail
Applewood2
30
✓
✓
✓
Priory
46
✓
✓
Joy Park2
39
✓
✓
Trout Brook
(easement not owner)
7
✓
Spoon Lake
39
✓
Carver
27
✓
Foot path or no trail
Fisher's Corner
18
Hidden Marsh
6
Jim's Prairie
5
1. The paved trails at Prairie Farm and Kohlman Creek are relatively short sections.
2. At Joy Park and Applewood, the playground areas will have paved trails, while the preserve will have
graded mowed trails.
3. Footpaths are ungraded trails on the site that currently do not receive maintenance.
Volunteer Program
1 . Maplewood Nature Center staff coordinate the preserves volunteer program.
2. Open Space Technical Advisory Task Force was established in 1997. It includes 6 volunteers and 2
staff members. These citizens advise staff on technical issues related to managing the preserves.
3. Volunteer Monitors have monitored 7 sites.
4. Century College Service Learning program brings biology and ecology classes to the preserves for
outdoor service projects, such as buckthorn removal and streambank restoration. We have 12 sessions
annually.
5. Buckthorn service learning programs have been done at the Priory with elementary and middle school
children, clearing over 2 acres of buckthorn seedlings and saplings.
6. Eagle Scouts have done 6 projects at the preserves (not including Nature Center). These are: Prairie
Farm — planting and fence; Applewood — buckthorn; Joy Park — planting, Carver — clean-up; several
sites — bluebird houses. In addition, scouts have done smaller projects at the preserves.
7. Maplewood's Bluebird Trail includes 38 boxes at 8 sites. Each box is monitored weekly by volunteers
from late March through August.
Neighborhood Preserves
Primary Projects for 2006 -- Status Report
1. Brochure. Text and graphics were completed in Spring. Marketing person is doing layout. Will be
printed by end of year.
2. Burns. Spring burns were done at Jim's Prairie and Trout Brook Preserve.
3. Gladstone Savanna. Staff and task force members spent many hours in public meetings and
planning meetings. Staff implementation team has gotten up and running and has met twice this year.
4. Priory.
a. Buckthorn. Contractor is just about finished cutting and treating buckthorn. Piles will be
burned this fall or winter.
b. Thistle. Volunteers pulled thistle in Summer and Fall
c. Trails/Entry/Parking. Specifications have been prepared. It is possible trails will be installed
this fall. Entry and parking areas will be done in 2007.
d. Acquisition. Ginny and Ann met with people from the Monastery to discuss possible
purchase of parcel on south side of Larpenteur. The sister's are not ready to sell. Hill Murray
Note — Ginny has been involved in many other projects that are not at the preserves and are not part of her
rain garden responsibilities, including:
1. Educational programs with Nature Center related to native landscaping and wetlands.
2. Ariticles for Nature Center newsletter and City News.
3. Wetland series and planting shoreline buffer at Sherwood Park.
4. Campus plan implementation including plantings along White Bear Avenue.
5. Development of wetland ordinance (on-going).
6. Stormpond restoration at Maple Hills Drive.
has also expressed an interest in the parcel.
e.
Deer removal is scheduled for fall.
f.
Reed canary control was initiated.
5.
Jim's Prairie.
a.
Spring burn done.
b.
Reed canary grass management done.
c.
Some brush cutting done.
6.
Farm.
The wetland is in good shape. Ginny and Prairie Restorations developed strategy for getting
remainder
of site into shape:
a.
fall — mow (City pays)
b.
late fall — light herbicide application (no charge), Round -up on cool -season grass areas,
Transline on goldenrod areas
c.
Spring 2007 — burn site (city pays)
d.
Spring 2007 — overseed site (no charge)
e.
2007 — mow site and possible spot spray (City pays)
7.
Kohlman Creek.
a.
Staff, RWMWD, and volunteers continued streambank restoration.
b.
Prairie seeding was mowed once.
c.
Contractor began buckthorn removal in September.
8.
Monitoring Program. Volunteers monitored 7 sites this year.
9.
Bluebird Trail. Volunteers monitored bluebird boxes at 5 sites this year.
Note — Ginny has been involved in many other projects that are not at the preserves and are not part of her
rain garden responsibilities, including:
1. Educational programs with Nature Center related to native landscaping and wetlands.
2. Ariticles for Nature Center newsletter and City News.
3. Wetland series and planting shoreline buffer at Sherwood Park.
4. Campus plan implementation including plantings along White Bear Avenue.
5. Development of wetland ordinance (on-going).
6. Stormpond restoration at Maple Hills Drive.
I•
0
Carver kids` take a trek
To the editoir
Maplewood Parks and Recreation and Carver. Me ;
mentarg- School have, teamed up to promote physi-
c ,activity as a way; of life anciK tain,nr ter
tflb gxade students. a .Ca '�e�r o, e 4 rc4ppViqus,..
of their health and nutrition.; l {
• The`fifth grade .class, at Carver elementary School
will be `c"bnducting a virtual "trek": across` the
United Statesdeparting from Maplewood, Min
nesota' and walking to New :Vbik,` New�York..This
accomplishment equates to a total of 1,284 miles.
Each ,student will receive a pedometer on Sept.
_48-teAtep -track of =the number -of -sieps that they
take;each day- "A tracking .record will be recorded
weekly: as the entire team. moves closer to the goal
of .New York. On'°the journey they will. virtual
travel through Wisconsin, Chicago, Indiana, Ohio,
Pennsylvania; ,New, Jersey- and on to New. York...
Incentive gifts will be received when they reach
selected cities to keep the, participants motivated
on their journey.. .
Maplewood. Parks ;and Recreation and Carver Eie-,
mentary School hope °the kids in this program. will
continue to take strides each day toward greater
:health and fitness. This project was one step in a
lifetime' of health "'choices ' that. each will have. to
make.. . .
We have been encouraged .by .the change in atti-
tude regarding 'fitness as well as the improvement`
inphysical ability
Good 4ck Fifth Graders!
41
Pau4ne Staples .
Assistant to the, Parks Director
Maplewood Parks and Recreation
Department`
LJ
October 6, 2006
Dear Parks & Recreation Commissioners:
The Maplewood city council has scheduled a special meeting to address the Gladstone
redevelopment project on Monday, October 16. As I will be presenting a major portion of the
presentation regarding the Gladstone Savanna open space design and first phase cost estimates, I
believe it would be best if we reschedule our next commission meeting to Monday, October 23.
The major focus of the meeting will be to review the Maplewood Community Center 2007 work plan.
Enclosed is a copy of a memorandum that I sent to the city council on September 29 and discussed
with them on October 2. Prior to the meeting on the 23`d I will "flush out" the proposed work plan with
the specific individuals accountable and how we will achieve these specific goals.
I appreciate your flexibility to reschedule this meeting. The meeting will be held at 7 p.m. in the
Maplewood Room. In addition, I will be out of the office the week of October 9-13 attending the
National Park & Recreation conference. I will be calling into the office on a regular basis should you
have any questions.
Sincerely,
Bruce K. Anderson
Director of Parks and Recreation
bruce.k.anderson@ci.maplewood.mn.us
kph\l 006.061tr.comm
Enclosure
•