05/26/1988 - City Council SpecialSPECIAL CITY COUNCIL MEETING
Eagan, Minnesota
Thursday
May 26, 1988
6:30 p.m.
Council Chambers I. ROLL CALL
II. JOINT MEETING WITH APC TO DISCUSS ORDINANCE
AMENDMENTS AND DEVELOPMENT STRATEGIES
Lunch Room III. JOINT MEETING WITH APRC TO DISCUSS
A. Blackhawk Park
B. Community Center
C. Future Athletic Site
D. Unisys Trail
IV. OTHER BUSINESS
V. ADJOURNMENT
MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
CHAIRMAN PAWLENTY AND ALL MEMBERS OF THE ADVISORY PLANNING
COMMISSION
CHAIRMAN CARROLL AND ALL MEMBERS OF THE ADVISORY PARKS AND
RECREATION COMMISSION
FROM: CITY ADMINISTRATOR HEDGES
DATE: MAY 24, 1988
SUBJECT: SPECIAL CITY COUNCIL MEETING SCHEDULED FOR MAY 26, 1988
JOINT MEETING WITH APC
The City Administrator's office has learned today that the consulting firm
of Short Elliot and Hendrickson will not be ready to present a status report
to the City Council and Planning Commission regarding the master transporta-
tion plan. Our Director of Public Works was under the impression that SEH
would be far enough along to present findings and anticipated improvement
needs at this special workshop session, however, SEH has asked for an
extension of time and is planning to present the data at the June 24
Planning Commission meeting and July 5 City Council meeting. It will be
determined at those meetings whether a joint meeting of the City Council and
Planning Commission is needed later in July. Attached for the City Council
and Planning Commission is a copy of a memorandum prepared by SEH that
provides a summary of the Eagan Comprehensive Transportation Plan.
Since this hour was scheduled for both the Planning Commission and City
Council, the two bodies will meet and use this time to discuss various
ordinance amendments that are being considered by the City Council that will
enhance the quality of community development and change some development
strategies.
JOINT MEETING WITH THE APRC
Attached for City Council and APRC review is a packet of information pre-
pared by the Director of Parks and Recreation. The main focus of the
meeting is to discuss progress on the community center, however, other items
have been added to allow input and direction by the City Council such as the
Blackhawk Road access, future athletic site update and the Unisys trail
alignment.
OTHER BUSINESS
Since the City Administrator covered his list of additional items at the
Monday, May 23 meeting, there is no Other Business anticipated for the
meeting on Thursday.
ice4
City Administrator
cc:
Ken Vraa
Dale Runkle
SPECIAL CITY COUNCIL MEETING
Eagan, Minnesota
Thursday
May 26, 1988
6:30 p.m.
Council Chambers I. ROLL CALL
II. JOINT MEETING WITH APC TO DISCUSS ORDINANCE
AMENDMENTS AND DEVELOPMENT STRATEGIES
Lunch Room III. JOINT MEETING WITH APRC TO DISCUSS
A. Blackhawk Park
B. Community Center
C. Future Athletic Site
D. Unisys Trail
IV. OTHER BUSINESS
V. ADJOURNMENT
MEMO TO: HONORABLE MAYOR & CITY COUNCILMEMBERS
CHAIRMAN PAWLENTY AND ALL MEMBERS OF THE ADVISORY PLANNING
COMMISSION
CHAIRMAN CARROLL AND ALL MEMBERS OF THE ADVISORY PARKS AND
RECREATION COMMISSION
FROM: CITY ADMINISTRATOR HEDGES
DATE: MAY 24, 1988
SUBJECT: SPECIAL CITY COUNCIL MEETING SCHEDULED FOR MAY 26, 1988
JOINT MEETING WITH APC
The City Administrator's office has learned today that the consulting firm
of Short Elliot and Hendrickson will not be ready to present a status report
to the City Council and Planning Commission regarding the master transporta-
tion plan. Our Director of Public Works was under the impression that SEH
would be far enough along to present findings and anticipated improvement
needs at this special workshop session, however, SEH has asked for an
extension of time and is planning to present the data at the June 24
Planning Commission meeting and July 5 City Council meeting. It will be
determined at those meetings whether a joint meeting of the City Council and
Planning Commission is needed later in July. Attached for the City Council
and Planning Commission is a copy of a memorandum prepared by SEH that
provides a summary of the Eagan Comprehensive Transportation Plan.
Since this hour was scheduled for both the Planning Commission and City
Council, the two bodies will meet and use this time to discuss various
ordinance amendments that are being considered by the City Council that will
enhance the quality of community development and change some development
strategies.
JOINT MEETING WITH THE APRC
Attached for City Council and APRC review is a packet of information pre-
pared by the Director of Parks and Recreation. The main focus of the
meeting is to discuss progress on the community center, however, other items
have been added to allow input and direction by the City Council such as the
Blackhawk Road access, future athletic site update and the Unisys trail
alignment.
OTHER BUSINESS
Since the City Administrator covered his list of additional items at the
Monday, May 23 meeting, there is no Other Business anticipated for the
meeting on Thursday.
icelA
City Administrator
cc:
Ken Vraa
Dale Runkle
MEMORANDUM
ENGINEERS ■ ARCHITECTS ■ PLANNERS
222 EAST LITTLE CANADA ROAD, ST PAUL, MINNESOTA 55117 612 484-0272
MEMORANDUM
TO: CITY OF EAGAN
CITY COUNCIL AND PLANNING COMMISSION MEMBERS
FROM: BOB BYERS, SHORT-ELLIOTT-HENDRICKSON, INC.
DATE: MAY 20, 1988
SUBJECT: EAGAN COMPREHENSIVE TRANSPORTATION PLAN
BACKGROUND
A joint transportation forecasting study was initiated in late
1987 between Dakota County and the cities of Eagan, Inver Grove
Heights and Apple Valley. Its primary purpose is to evaluate
future land use development trends and to assess the traffic
impacts from this development.
WHY NEEDED:
The need for the study resulted from the current rapid pace of
development and the need to evaluate the required roadway
improvements to support this development. The City and the
County were interested in establishing a process where regional
and local site specific impacts could be reviewed and improve-
ments could be coordinated between jurisdictions.
UNIQUE APPROACH:
This study is somewhat unique due to its comprehensive nature and
the procedures which are being used to analyze future growth.
The individual land use plans of all communities within Dakota
County have been included. The process has the ability to track
accumulative site impacts over time as phased development or
multiple projects occur.
A microcomputer planning package is being used to provide the
tools necessary to evaluate individual site and total transporta-
tion system needs. It has the ability to compare the effects of
alternative land use plans and can be used in the on-going
evaluation of the City's comprehensive land use plan. Results of
the process can be used to evaluate potential plan amendments and
can provide the basis for later detailed traffic operations
studies.
SHORT ELLIOTT
HENDRICKSON INC.
ST PAUL,
MINNESOTA
1
CHIPPEWA FALLS,
WISCONSIN
THE TRANSPORTATION PLANNING PROCESS
PROCESS STEPS:
The planning process involves four major steps:
- Trip Generation
- Travel Distribution
- Traffic Assignment
- Roadway Operations Evaluations
Trip Generation involves estimating how many trips occur on a
daily average from existing and future developments. In order to
computerize this information, Eagan was divided into a number of
Traffic Analysis Zones (TAZs). The TAZ boundaries are shown an
the attached exhibit.
Travel Distribution is the process of estimating where trips from
each TAZ will go. The location of employment opportunities,
shopping/retail services and residential dwellings are the most
important factors in this determination.
Traffic Assignment is the tabulation of trips between zones on
the roadway system. Typically, these traffic volumes are
compared to the existing average daily traffic counts made
periodically by the City and the County. Due to limitations of
the computerized process, not every street in Eagan's system is
included. Generally local residential streets are combined since
they are typically low volume roads. An attached exhibit shows
the Eagan computer roadway network.
An evaluation of roadway operations is the final step in the
planning process. This review examines the available traffic
carrying capacity of the roadway system and identifies areas
which are deficient. These deficient locations are evaluated to
determine what types of mitigating measures and improvements are
required to provide adequate operations. The results of this
step are then used as part of the prioritization of the City's
and County's annual Capital Improvements Programs (CIP).
The Comprehensive Transportation Plan will also include a number
of other components:
- A study of potential mitigating effects of providing
transit services and travel demand strategies such as
car pooling and staggered work hours.
- A financing plan for required roadway improvements
and transit/travel demand strategies.
- A section on policies for the installation of traffic
control devices, signing, and pavement markings.
- A section on general roadway design guidelines.
- Sections including guidelines for the development of
pedestrian walkways and bike trailway networks.
WORK COMPLETED TO DATE:
Most activities to date have been orientated towards calibrating
the computer model so that it can replicate the existing average
daily traffic counts from the City and County. City planning
staff have provided existing land use data and other information
regarding street configurations and typical travel patterns which
were used as inputs to the computer.
After completion of the calibration of the computer model, future
land use information was provided by the staff and added to the
existing developments. We are currently evaluating the impacts
on Eagan's roadway system given the anticipated growth by year
2005. All adjacent communities have also input their land use
expectations and some of this traffic uses streets within Eagan.
STUDY SCHEDULE
We anticipate the following activities to occur over the next few
months:
May - June: Evaluation of Future Roadway
Operations
Late June - Early July: Status Report to City Council
and Planning Commission to
describe findings and anticipated
improvement needs
July:
August:
Refinements to list of required
roadway improvements and other
mitigating measures
Adoption of the Comprehensive
Transportation Plan by City Council
Eagan staff members have been extremely helpful throughout the
study effort. They have been participating on a project review
committee which has been meeting on a monthly basis. As part of
this planning study, the staff will be instructed on the use of
the computer planning model for on-going use in day-to-day
reviews of proposed developments and possible comprehensive plan
revisions. After completion of the plan, Eagan staff will have
access to all the tools which were used during the study.
Dakota County will maintain the complete county -wide computer
model using information provided by the City. Their staff is
available to provide assistance in using the model and with any
trouble shooting of the planning process or with the evaluation
of the results. To facilitate this assistance, there is
considerable interest in establishing an on-going committee of
City and County staff members to periodically review the planning
process inputs and to handle questions regarding its use.
3
1
t
ti
U
�1 3
iea
0
0
t U
O
U
Q
'5'e
8
ismomummimping
—_____
_
AGENDA
JOINT CITY COUNCIL AND ADVISORY PARKS AND RECREATION COMMISSION
THURSDAY, MAY 26, 1988
7:30 P.M.
1. Blackhawk Park - Road Access
2. Community Center
A. Organizational Approach - Focus Teams
B. Architectural Program Review
C. Formation of Citizen Committees - Reaction Committee
D. Philosophical Foundations
1.) Operation Costs
2.) Fees and Charges
3.) Community Room Use and Spirits
4.) Advertising and Donations
E.
F.
G.
Bond Referendum Planning
Revenue Bond and Space Needs
"Brain Storming" and other Good Ideas
3. Long Range Need of City - Site Planning of Civic Center
4. Future Athletic Site - Update and Report
5. Unisys Trail - Pilot Knob Park/Quarry Park
MEMORANDUM
TO: CITY COUNCIL AND ADVISORY PARKS AND RECREATION COMMISSION
FROM: STEVE SULLIVAN, LANDSCAPE ARCHITECT/PARKS PLANNER
DATE: MAY 23, 1988
RE: BLACKHAWK PARK - SOUTH ACCESS ROAD
BACKGROUND
The Council and Commission has previously reviewed the southerly primary
access to Blackhawk Park at several past meetings. The access was again
reviewed in conjunction with the zoning and preliminary plat of Blackhawk
Ponds development. The developer is providing an outlot which will serve as
the first leg of the access road. The developer also agreed to provide a
temporary easement for the road construction and side slopes incurred. The
access road would continue through the outlot and across approximately 400
lineal feet of an adjacent privately owned parcel to Blackhawk Park.
Staff has had the access road surveyed and design alternatives prepared for
review.
ISSUES
The Council and Commission should review and make appropriate recommendations
to the following issues:
1. What design alternative best serves the interests of the City and
Blackhawk Park.
2. What method and strategy should be pursued in the public
acquisition of the private parcel allowing for the continuation of
the park access road.
3. What is the appropriate time frame for construction.
ISSUE #1
There are three design alternatives. Design alternative A minimizes the
necessary acquisition area from the private parcel but Outlot B, Blackhawk
Ponds Addition needs to be expanded to accommodate the road.
Design Alternative B places the road within Outlot B, eliminating the need for
acquisition of additional land from Blackhawk Ponds.
Design Alternative C also places the road within Outlot B but reduces tree
loss by including retaining walls vs. slopes. Staff will present these
options during the May 26th joint meeting.
Staff has field staked the road alignment and slope limits of Alternate A.
This was reviewed in the field with Paul Thomas of Meritor Corporation. Mr.
Thomas requested that City staff design Alternatives B and C. Staff has
complied with these wishes and will be jointly evaluating them prior to the
May 26th joint meeting.
ISSUE #2
Staff has previously approached the owner of the private parcel to explore the
feasibility of acquisition. The necessary acquisition for the access road is
approximately 2 -3 acres. The 42 acre parcel would be subject to a parkland
dedication at the time of development. Staff does not have the actual time
frame for development. At the time of the City's first approach, the landowner
had no interest in providing early parkland dedication and asked for $40,000
per acre. This sum strongly exceeds current market value for equivalent
undeveloped land. Discussions have not continued.
In order to place a continuous access road to Blackhawk Park, the acquisition
of the unobtained parcel is necessary. The Council and Commission should
discuss and make a recommendation regarding the method and strategy for
effective acquisition. The methods for acquisition include:
1. Purchase by negotiation.
2. Purchase by condemnation.
3. Acquisition by parkland dedication.
In regards to the strategy, the Council and Commission may consider only one
method or a sequencing of several methods (i.e., if this occurs, we would
proceed with this option). Timing for the construction of the access road
will be subject to these recommendations.
ISSUE #3
Approximately 250 lineal feet of access road could be constructed presently,
subject to Blackhawk Ponds providing additional area within Outlot B and the
applicable slope easements. This section would run from Conklin Lane to
approximately 150' short of the privately owned parcel. The developer of
Blackhawk Ponds had requested access road construction at the earliest
opportunity for several reasons; this had to do with the marketing and sale of
the adjacent lots. In order to construct this segment there would need to be
imported approximately 5,000 cubic yards of fill. This import equates to
$15,000. A temporary storm sewer would need to be built at the end of the
road segment to pipe storm water to the adjacent pond. Staff estimates the
cost to be approximately $1,500 - $2,000. This storm sewer would be removed
upon future continuation of the road.
As an alternative, once acquisition of the private parcel has occurred, the
access road could be constructed in its entirety. Common excavation within
the park would provide the necessary fill for the road embankment. The 5,000
cubic yards of fill for the initial 250' would cost approximately $6,500.00
versus the imported cost of $15,000.00. The temporary storm sewer would not
be necessary. The unanswered question is the time frame for acquisition,
which in turn allows for complete road construction.
FOR COUNCIL AND COMMISSION ACTION
The Council and Commission may consider the following recommendations:
1. To provide staff with direction regarding preferred design
alternative for Blackhawk Park access road.
2. To determine the most effective method and strategy for the
acquisition of the privately owned parcel.
3. The 250' segment of the access road be constructed prior to
acquisition of the privately owned parcel
or
The access road be constructed in its entirety once acquisition of
the privately owned parcel has occurred.
3/21/88
COMMUNITY CENTER
FUNCTION: Ice Arena
MAJOR PROGRAM USE: Hockey practice and games,figure skating,
learn to skate programs, Ice Show, ice
rental, open skating, broomball, summer
skating and hockey school
PROGRAM OPTIONS: Curling, dry floor events and indoor soccer
PURPOSE:
The ice arena shall provide an ice skating
surface usable for skating programs and
events. The arena should provide for
spectator seating, of -ice skate changing,
team rooms, dressing rooms (ice shows), and
sufficient space for mechanical equipment,
storage, concessions, officials, etc.
GENERAL FEATURES:
o Visual monitoring by parents/staff
o Seating to accomodate 800 people. Additional
standing room behind seats should be
considered.
o Lighting for hockey - figure skating and ice
shows
o Spot light location for future use with ice
show.
o Sound system with access by rink side for
figure skating and hockey
o Team player benches, penalty box,minor
officials, scoreboard control
o Ice surface 200' x 100'
o Hockey boards with access gate,
plexaglass/herculite
o Concrete floor for possible dry floor events.
o Provision for "curtain" - ice show
o Scoreboards/sound system/cable T.V. circuits
o Hockey/ice show ticket sales
o Acoustics
USER/FACILITY
RELATIONSHIPS: o Access to team rooms/dressing rooms, referee
room, pro/instructor's office
o Immediate access to zamboni room
o Desirable access to refrigeration room
o Seating area with access to concessions
o Skate changing area for general
skating/access to restrooms
o Office area
o Separation of spectator from ice users
o Access to restroom for spectators
o Access for spectators to bleacher from lobby
1
FUNCTION:
MAJOR PROGRAM:
PROGRAM OPTION:
PURPOSE:
GENERAL FEATURES:
0
0
0
0
0
0
0
Studio Ice Arena; 2nd ice sheet
Skating instruction, broomball, mite hockey,
patch, skating party
2nd Ice Sheet or future phase
Skating surface shall be used for
instructional programs,hockey and figure
skating. Use of the ice sheet primarily for
program which doesn't need large ice sheet
No seating required
Lit to typical lighting standards
Scoreboard
No team bench, penalty boxes, or officials
area
Enclosed by hockey boards
Small stand only viewing area
Sound system
USER/FACILITY RELATIONSHIP:
o Access to general skating
o Change area for general viewing public and
skaters
o Access to Zamboni room
o Proximity to refrigeration room
2
FUNCTION: Zamboni Room
MAJOR PROGRAM USE: None - Maintenance Space
PROGRAM OPTIONS: None
PURPOSE:
GENERAL FEATURES:
The Zamboni room/space shall be reserved for
preparation and maintenance of the Zamboni
resurfacer
o Second access; security monitoring
o Hot!!, water for resurfacer, check
requirements for temperature and volume
o 2-1/2" water supply
o Sufficient room height for snow dump
o Drain Pit - large enough for snow
o Outside access through overhead door
desirable
o Space for maintenance or equipment
o Storage area for ice maintenance equipment
and Zamboni
o Storage for hockey game; practice and
broomball nets
o Room "at grade" or slope not greater than 2%
o Thermostatically controlled environment
ROOM RELATIONSHIP:
o Direct access to ice rink(s)
o Desirable access to building maintenance
equipment
o Desirable access to building mechanical room
o Direct access to exterior for snow dumping
NOTE: Serious consideration to the "grouping" of
the Zamboni refrigeration/mechanical room
(heating, ventilization, etc.)
SQUARE FOOTAGE:
3
FUNCTION: Refrigeration Room
MAJOR PROGRAM USE: None - designated space for refrigeration
equipment
PROGRAM OPTIONS: Consideration for sizing of equipment/room
for 2nd ice sheet
GENERAL FEATURES:
NOTE:
RELATIONSHIP:
SQUARE FOOTAGE:
o Sized to accomodate refrigeration equipment
and provide enough space for maintenance and
repair
o Lighting levels "high"
o Desired access to Zamboni room
o A "secured" access from public
o Heat reclaimation system possible
o Direct access to outside desirable, but not
necessary
o Control read-outs monitored in general office
area
o Security system
Refrigeration room/Zamboni area could be
located adjacent to each other
Close access to ice rink and Zamboni room and
swimming pool for heat reclaimation
4
FUNCTION: Team Rooms (4)
MAJOR PROGRAM USE: Space will be used primarily for high school
and youth teams for skate changing and
dressing for hockey practice,
games/tournaments
PROGRAM OPTIONS: Space could also be used for costume changes
for ice shows; teaching areas for hockey
schools.
PURPOSE:
GENERAL FEATURES:
RELATIONSHIP:
SQUARE FOOTAGE:
This space shall be used primarily for skate
changing and dressing by hockey teams for
practice, games and tournaments and as a rest
area between game periods. Other groups,
i.e. broomball teams, youth teams, will also
use.
o Team benches/overhead rack for storage of
clothes, etc.
o Heating
o Access to restroom facilities
o Access to ice rink
o Flooring for skates
o Space for storage and/or for hanging of
uniforms
o Transition space for scheduled teams coming
and other teams leaving
o Vandal resistant materials
o Lighting
o Access to team player benches or ice surface
o Convenient access to "Behind the Curtain"
area for ice shows
o Convenient access to main building access
o Separation of spectators from players when
used for hockey games
5
FUNCTION: Reception/Lobby
MAJOR PROGRAM:
OPTIONS:
PURPOSE:
GENERAL FEATURES:
SQUARE FOOTAGE:
Provide transition space for user coming or
leaving and a place to register, pay program
fees - to come in contact with the building's
programs
Area from which seasonal/part-time staff
react with administrative procedures/work
schedule, etc.
Provide space for immediate contact
withpublic for information, program
registration, fee collection and monitoring
of building activity.
o Space should be friendly, comfortable for
building user
o Provide comfortable waiting space
o Act as orientation or focal point for users;
acts to separate user from different building
uses •
o Good views of lobby and building access from
reception area
o Provide private/secure space for staff
o Provide control area for the monitoring of
building systems
o Possible ticket office - hockey games, events
o Heat -Light -Cooling and Sound Control
important
o Skate rental for ice arena
o Provide information for public - brochures
6
FUNCTION:
MAJOR PROGRAM:
PROGRAM OPTIONS:
PURPOSE:
GENERAL FEATURES:
0
0
0
0
0
0
0
0
0
0
0
0
SQUARE FOOTAGE:
Administrative Offices
Provides space for direct administration of
facility and recreation staff
Administration space for entire department
Provide space for administration and facility
operations;including area of immediate
contact with public for information, program
registration, fee collection, monitoring of
building activities, staff control/direction.
Provide space for other park and recreation
staff not directly related to community
center operations.
Access to Public - visibility
Good view of public and program space
Private/secure space for staff
Control area, monitor building use and
functions
Light, sound system controls, closed circuit
TV
Reception space/waiting area - acoustical
consideration important
Provide space for lunches
Heat, lighting, cooling important
Good views and/or access to outside, pool,
arena and building function for Community
Center personnel
Good access to public areas - next priority
Should visually relate to building entrance
Information system for brochures and
bulletins
Undetermined until staff size and total
components of facility are known. Individual
staff relationships, space, to be determined
7
FUNCTION: Community Room/Multi-Use Room
MAJOR PROGRAM:
PROGRAM OPTIONS:
GENERAL FEATURES:
NOTE:
Meeting, lectures, Recreation Programs,
Banquets
The Community Rooms are to provide sufficient
space for multiple uses, including meeting,
recreation programming (define recreation
program - table tennis, tumbling) and events
in which food service may be needed
o Seating space to accomodate 200-250 at tables
o Generally quiet space
o Access to kitchen/food service area
o Sound system
o Provision for showing of slides,movies, etc.
o Storage space for tables, chairs, "stage"
o Direct access to outside/people space or
plaza
o Utilize room dividers for space separation
and use diversification
Kitchen space is intended to be used as re-
heat/keep cold space, rather than as a
cooking kitchen, i.e. catering kitchen
SQUARE FOOTAGE:
o Storage a must for program supplies/equipment
o Variable lighting control
8
FUNCTION: Sports Room
MAJOR PROGRAM USE: Archery, golf, baseball
PURPOSE:
GENERAL FEATURES:
The room is to be adaptable (seasonally) to
allow for indoor use and instruction
pertaining to golf, archery and baseball
(hitting/pitching). The room will have to
provide for some group instruction, nets,
good - even lighting and sound absorbent
materials
o Nets for golf, archery and baseball
o Good lighting
o Space for instruction
o Seating (bleachers)
o Storage space for archery targets,
baseball/softball pitching machine, portable
mound, matts for golf
o Floor material - soft
o Curtains (nets) which can be pulled into play
o Sound absorbing material
o 3 phase electrical lights
ROOM
RELATIONSHIP: No special relationship at this time
SQUARE FOOTAGE: To be determined
9
FUNCTION:
MAJOR USES:
PROGRAM OPTIONS:
PURPOSE:
GENERAL FEATURES:
SPECIAL
Swimming Pool
Recreational swim/recreational sports/swim
lessons, synchronized swim
Swim club use
The primary objective is to provide an
opportunity for recreationalswim: open swim,
lap swimming, team or other "special"
recreation swimming that may be identified by
special designation. Sports such as water
polo, scuba lessons, (practice), synchronized
swim, etc should be provided for.
Use by swim clubs and swim teams is
considered a strong possibility. However,
this should be considered as secondary. Swim
lessons are likely.
Swim activities shall be fun and family
oriented.
To be determined. However, because this is a
recreational pool, emphasis must be on Fun!
Consider a water slide, water jets, a "rain
drop". A separate "wading pool", for small
children considered.
Exposure to the south/west, in order to
maximize sun and create a feeling of
openness, must be considered; also
consideration should be given to an outside
deck. Option for a "wave pool" to be
considered
CONSIDERATION:
The Architect will investigate the
possibility of an indoor/outdoor pool by
considering a "bubble" roof, moveable
partitions, or other state of the art
technical advancements which could provide
for an open pool in the summer, an indoorpool
in the winter/fall.
o Moveable bulk head
o Zero depth pool design
o Pool water to be of level/deck design
10
ROOM RELATIONSHIPS:
o Direct access to locker rooms
o Consideration for separate adult and youth
locker rooms
o Access to locker room via central control
desk
o Pool filteration, equipment room should have
close relationship to the buildings
mechancial systems
o Provide for lifeguard office/first aid
station
o Storage space
o Seating or viewing
NOTE: Program statements for locker rooms,
lifeguard office, etc., to be prepared later
11
FUNCTION: Activity Gymnasium
MAJOR PROGRAM USE: Space shall provide for basketball court(s),
volleyball courts allowing flexible use for
other programs, including use for gymnastics,
wrestling, aerobic excercise, tumbling,
soccer, dance class
OPTIONS:
GENERAL FEATURES:
A running/job track around perimeter of gym
floor, or asuspended track will begiven
strong. consideration.
o A wooden floor or suitable alternative i.e.
carpeting
o Adjustable basketball heights/or portable
basketball standard
o Space for a minimum number of spectators -
chair set
o Storage space adequate to meet the needs of
programs - gymnastics, volleyball
o Lighting, sound control
o Ventilation of locker rooms
ROOM RELATIONSHIP:
o Good access to dressing room and showers,
with strong consideration for joint use of
locker rooms with swimming pool
o Strong relationship to "Fitness Area".
12
FUNCTION: Fitness Area
MAJOR PROGRAM USES: Aerobic exercise and exercise equipment
PROGRAM OPTIONS:
PURPOSE:
GENERAL FEATURES:
Classes for tumbling, dance and movement
classes
Provide space for "fitness" activities,which
is flexible enough to allow for a variety of
activities; moveable partition could allow
for two small groups or one large groupor as
a necessary division between the two uses.
o Flexible floor with bounce and "give"
o Sound system for music
o Equipment area open
o Storage space for tumbling mats
o Stretching bar
o Bulletin board for announcements
o Good sound control/lighting
o Controlled access
ROOM RELATIONSHIP: Access to gym, track and locker rooms
13
CONCESSIONS
Option One: Purchase a franchise for the City from a national chain.
The benefits are knowledgeable assistance with location,
layout, products and management of the concession operation.
Option Two: Design and build a concession area independent of any fran-
chise. The benefits are independence of operation, products
and layout.
Major Program Use:
General Features:
Provide treats, snacks, food that may be purchased by Com-
munity Center users, spectators or department program par-
ticipants.
o All City codes and State Health Department licensing
requirements will be met by the design of the conces-
sion area.
o All concession equipment, wall treatments, counter
materials, floor surfaces and storage areas will con-
form to State Health Department standards.
o Colors will be bright and light levels suitable for
work and service to customers.
o Storage area may consider proximity to community room
kitchen.
o Access for delivery of supplies should be considered
to be directly to the outside.
o Consideration should be made toward more than one con-
cession area or carts that may be used for concessions
in the various elements of the Community Center.
1
Room Relationships:
o Consideration should be made regarding visibility of
the concession area, relationship to other elements of
the Community Center.
o Traffic flow from major spectator events should be
planned to not interfere with other regular Community
Center activities in progress.
Program Accessories:
o Computerized inventory control should be an option to
be considered
o
Availability of wine and beer, for sale or as an al-
lowed program option should be addressed.
o A television monitor is to be considered for the con-
cession area.
Revenue Generation:
o Sale of all products will be profit motivated.
o Marketing of the concession area is to be all on-going
consideration.
Maintenance Needs:
o Maintenance supplies storage and the maintenance of
the concession is to be considered as the function of
the concession staff.
Staffing Requirements:
o Manager(s)
o Part-time service staff
2
COMMUNITY CENTER
FUNCTION: Ice Arena
MAJOR PROGRAM USE:
3/21/88
4/25/88 Revision
5/12/88 Revision
Hockey practice and games, figure skating, learn to
skate programs, ice show, ice rental, open skating,
broomball, summer skating and hockey school.
PROGRAM OPTIONS: Curling, dry floor events and indoor soccer.
PURPOSE:
GENERAL FEATURES:
The ice arena shall provide an ice skating surface
usable for skating programs and events. The arena
should provide for spectator seating, off -ice skate
changing team rooms, dressing rooms (ice shows), and
sufficient space for mechanical equipment, storage,
concessions, officials, etc.
o Visual monitoring by parents/staff
o Seating to accommodate 1000 people. Additional
standing room behind seats should be considered.
Expansion of seating to be considered with use of
bleachers/portable stands.
o Seating shall be of permanent design allowing for good
sight lines; molded plastic seats.
o Seating on both sides of arena should be considered.
Seating need not be split equally.
o Lighting for hockey - figure skating and ice shows.
Lights to be individually controlled metal halite;
AND/OR
Spot light location for future use with ice show and
back-up fluorescent lights/secondary light system.
Energy management.
o Sound system with access by rink side for figure
skating and hockey/announcing/music - easy access/easy
volume control.
o Team player benches, penalty box, minor officials,
scoreboard control.
o Ice surface 200' x 100'
o Hockey boards with access gate, steel frame, plastic
board face and tempered glass. End of rink shall have
"higher" glass than sides. Also 5/8" on ends and 1/2"
on sides.
o Concrete floor for possible dry floor events.
o Provision for "curtain" - ice show which can be raised
and lowered.
o Scoreboards/sound system/cable T.V. circuits.
o Hockey/ice show ticket sales.
o Acoustics shall be given attention to insure high
quality sound.
o Arrangement for player benches, penalty box, etc.
shall be of "standard design". Building design shall
be of consideration in this determination
USER/FACILITY
RELATIONSHIPS: o Access to team rooms/dressing rooms, referee room,
pro/instructor's office.
o Immediate access to zamboni room.
o Desirable access to refrigeration room.
o Seating area with access to concessions
o Skate changing area for general skating/access to
restrooms.
o Office area.
o Separation of spectator from ice users.
o Access to restroom for spectators.
o Access for spectators to bleachers from lobby.
o Wire for telephone access/radio broadcast.
o Consideration for "Press Box" and T.V. communication
locations.
o Provide for theatrical bar lights for future addition
for ice show.
o Control light panel location for ice show.
o "Harness system" for figure skating instruction.
FUNCTION: Team Rooms (4)
MAJOR PROGRAM USE:
PROGRAM OPTIONS:
PURPOSE:
GENERAL FEATURES:
RELATIONSHIP:
SQUARE FOOTAGE:
3/21/88
4/25/88 revision
Space will be used primarily for high school and youth
teams for skate changing and dressing for hockey
practice, games/tournaments.
Space could also be used for costume changes for ice
shows; teaching areas for hockey schools.
This space shall be used primarily for skate changing
and dressing by hockey teams for practice, games and
tournaments and as a rest area between game periods.
Other groups, i.e. broomball teams, youth teams, will
also use.
o Provide restroom/shower room for team room in common;
do not over design.
o Team benches/overhead rack for storage of clothes,
etc.
o Heated space.
o Access to restroom facilities
o Access to ice rink
o Flooring for skates
o Space for storage and/or for hanging of uniforms
o Transition space for scheduled teams coming and other
teams leaving
o Vandal resistant materials
o Lighting; resistant to vandalism
o Each team room shall have separate door access
o Team room shall be in close proximity to office or
control area.
o Interior surfaces shall be concrete block - painted.
o Drinking fountain shall be in close proximity, but not
in team rooms.
o Access to team player benches and/or ice surface.
o Convenient access to "Behind the Curtain" area for ice
shows.
o Convenient access to main building access.
o Separation of spectators from players when used for
hockey games
3/21/88
4/25/88 revision
5/12/88 revision
FUNCTION: Zamboni Room
MAJOR PROGRAM USE: None - Maintenance Space
PROGRAM OPTIONS: None
PURPOSE: The Zamboni room/space shall be reserved for
preparation and maintenance of the Zamboni resurfacer.
GENERAL FEATURES:
ROOM RELATIONSHIP:
NOTE:
o Provide sufficient area for outside snow
storage/drain.
o Outside exterior access; security monitoring
o Hot!! water for resurfacer, check requirements for
temperature and volume.
o Sufficient room height for snow dump - 14'
o Provide for good drain. 10' long/12" deep - 12" wide.
o Outside access through overhead door. 10
ft./electrically operated door - "garage door opener"
o Space for maintenance of equipment/or separate room.
o Storage area for ice maintenance equipment and
Zamboni.
o Storage for hockey game; practice and broomball nets.
o Room "at grade" or slope not greater than 2%.
o Thermostatically controlled environment.
o Separate propane storage space (outside)
o Direct access to ice rink(s)
o Desirable access to building maintenance equipment
o Desirable access to building mechanical room
o Direct access to exterior for snow dumping
o Access to rink shall be at rink side versus end of
rink, as a preference.
o Zamboni room shall be close to office/control area.
o Minimum size shall be 24 x 24
Serious consideration to the "grouping" of the Zamboni
refrigeration mechanical room (heating ventilization,
etc.)
SQUARE FOOTAGE: Minimum size shall be 24 x 24
3/21/88
4/25/88 revision
FUNCTION: Refrigeration Room
MAJOR PROGRAM USE: None - designated space for refrigeration
equipment
PROGRAM OPTIONS: Consideration for sizing of equipment/room for 2nd ice
sheet.
GENERAL FEATURES:
NOTE:
RELATIONSHIP:
SQUARE FOOTAGE:
o Sized to accommodate refrigeration equipment and
provide enough space for maintenance and repair.
o Lighting levels "high"
o Desired access to Zamboni room.
o A "secured" access from public.
o Heat reclamation system possible
o Direct access to outside desirable, or in close
proximity.
o Control read-outs to be monitored in general office
area.
o Security system
o Room shall be vented for fresh air to prevent heat
build-up from compressors.
Refrigeration room/Zamboni area could be located
adjacent to each other.
Close access to ice rink and Zamboni room and
swimming.g pool for heat reclamation
4/22/88
ARENA COMMENTS
o Administration of building use, in registrations, season ticket
sales, ice rental, etc. shall be separate from building operations
though function such as making work assignments, posting of
employee notices, janitorial needs, etc.
o Vending might be enclosed in an alcove.
o Provide for dumpster/waste
o Scoreboard should consider "light bars" for system of showing
time/score as manufactured by Dakotronics.
o Consideration for ice cover.
o Storage of props for ice show.
o Energy management for heat reclamation from compressors.
o Review light fixture at New Hope as an example of good lighting
even distribution, intensity. Metal halite fixture or white
high pressure sodium.
o General need for storage and maintenance is great!! Too often
under built.
o Skate sharpening by "vending machine" or office staff.
o Need for heating system sub -grade to prevent permafrost.
o Consideration for mirror or stainless steel mirror for figure
skating instruction.
o Identify space for costume storage for ice show and ice show
props.
o Concern for rust/corrosion with steel pipes in floor.
o Dehumidification system - Critical
o Consider Co -Ray Vac heating in spectator area.
5/12/88
FUNCTION: Future 2nd ice sheet
MAJOR PROGRAM: Skating instruction, broomball, mite hockey, patch,
skating party.
PROGRAM OPTION: 2nd Ice Sheet or future phase; 6 months of ice will
permit for other uses, such as soccer.
PURPOSE: Skating surface shall be used for instructional
programs, hockey and figure skating. This is intended
to be a "limited" use facility; primarily used for
practice.
GENERAL FEATURES: o Limited seating required
o Lit to typical lighting standards
o Scoreboard
o Team bench, penalty boxes, or officials area
o Enclosed by hockey boards
o Small stand only viewing area
o Sound system
o Four team rooms
o Limited heating
o Size - 200 x 100
o Storage space for hockey goals, etc.
USER/FACILITY RELATIONSHIP:
o Access to general skating changing area
o Access to Zamboni room/shared with main facility
o Proximity to refrigeration room
o Access to team rooms
o Access to rest room
5/12/88
FUNCTION: Skate Changing Area
MAJOR PROGRAM PURPOSE: Area is to be used by general public skaters for skate
changing. Area can also be used for general viewing
area, waiting area or other general user.
GENERAL FUNCTION: o Provide for skate floor.
o Normal lighting conditions.
o Desirable to maintain warmer air temperature than in
ice arena.
o Atmosphere shall be "bright", colorful
o Provide for skate, shoes and clothes storage
o Place to sit for skate changing.
o Area should be controllable; that is, moving people in
and out for next ice use.
RELATIONSHIP: o Accessible to skate rental/skate sharpening.
o Accessible to vending machines/concessions.
o Access to rest rooms.
A.
5/12/88
FUNCTION: Ice Arena Control Office
MAJOR FUNCTION/USE: This is to be the "Control" station for access to ice
arena for open skating, figure skating and ice rental.
This area could be considered for inclusion into other
office space. Important to separate functions;
administrative vs. operational function.
GENERAL FEATURES: o Payment of admittance fee.
o Provide for skate rentals (built-ins)
o Counter space for handling of admissions
o Control of lights from this space, as well as sound
system controls.
o Energy management read out located here.
o Telephone
o Public access to counter
o Skate sharpening could be located here
o Normal heat, light, electrical outlets.
RELATIONSHIP: o View of skating rink and lobby for skate change.
o View of concession/vending.
o View of reception room desirable for control.
5/12/88
FUNCTION: Officials/First Aid Room
MAJOR PROGRAM/PURPOSE: This room shall provide "double duty"; or dual use.
The room will be for officials (hockey) and as a minor
first aid room. Seriously injured individuals are to
be transported directly to medical facilities.
GENERAL FEATURES: o Lockers for hockey officials clothing.
o Sufficient room for 3 officials - 10 x 10
o Skate flooring
o Normal lighting levels - heating
o Provide a clock
o A lockable room - with control access
o First aid supply area
o Chairs/cot for treatment purposes.
o Storage for blankets, etc.
o High intensity light
o Paper toweling
RELATIONSHIP: o Reasonable access to ice rink.
o Reasonable access to rest room.
5/12/88
FUNCTION: Room for skating instructors
MAJOR PROGRAM FUNCTION: Room will be used primarily by the skating instructors
for changing of skates, clothes and dealing with
skating school issue.
No secondary function yet defined.
GENERAL FEATURES: o Locker for skating instructors - security
o Telephone or telephone jack
o Skate flooring
o Heat - lights
o Counter for use as desk top/layout space
o A lockable cabinet
o Chairs or benches for clothes changing.
o A message center - bulletin board interior and
exterior.
o Desirable - view of ice arena.
RELATIONSHIPS: o Proximity to rink access
o In reasonable proximity to main administrative office.
422 85
ADMINISTRATIVE OFFICES
MAJOR PROGRAM: Provide space for direct administration of facility and
recreation staff.
PURPOSE:
Provide space for administration and facility operations;
including area of immediate contact with public for
information, program registration, fee collection,
monitoring of building activities, staff control/direction.
Provide space for other parks and recreation staff not
directly related to community center operations.
GENERAL FEATURES:
o Administration space for existing staff:
- Director of Parks and Recreation
- Two Recreation Program Supervisors
-Landscape Architect/Parks Planner
- Secretary
- Clerk-Typist
- Two Interns
- Landscape Aid and Drafts Person
o Administration space for additional staff anticipated:
- Recreation Supervisor
-Community Center Manager
-Aquatic Director
- Community Center Clerical - Separate Space
o Provide for Staff expansion and interns.
o Seasonal/part-time employees shall not find it necessary to
come into the administrative office for work direction, etc.
A separate "work center" location in another part of the
community center building should be provided.
o A work space should be provided for Parks Superintendent
although the Parks Maintenance main office shall remain at
the Public Works Building.
o Office should be warm and relaxing yet reflect a well
organized, professional and business environment.
o The office should be acoustically sensitive to the sounds of
the building and other offices.
o Lighting in office(s) to be controlled independently;
desirable to be able to control amount of light, i.e.
ability to illuminate one-half of the fixture or the whole
fixture if desired.
o Administrative offices should be in close proximity to
"operational" counter for the community center, but
separate.
o Office should have natural light with common view of
outside; operable windows for office.
o Office finishes shall be durable and long lasting.
o Office should be "odor free" from the building in general
and lunchroom.
o Position of secretary should be such that it provides good
visual contact with key department staff.
o Position of offices to storage/work areas should be
considered; i.e., Recreation Supervisors in close proximity
to storage area for their programs, Landscape Architect
close to drafting area and blueprint machine, etc.
o Sufficient space to provide for computer
registration/reservation of other recreation space.
o Sufficient space/room for storage of office supply items,
copier, blueprint machine (venting to outside), sink and
coffee area.
o Sufficient space for storage of recreation program supplies,
i.e. softball program, picnic kits, etc.
o Provide a conference room/meeting space for staff of between
8-12 people; a table, chairs, display board/bulletin board,
telephone.
o A "lobby area" (approx. 100 sq. ft.) for department visitors
or lobby of building sufficiently large enough to
accommodate users and visitors.
o Restrooms for employees shall be separate from public
restrooms.
o A lunchroom should be provided for employee/administration
staff - providing an external view; removed from public
access.
COMMUNICATION:
o Consideration given to tying into existing phone system in
City Hall.
o Consider new phone system that can tie into the main
switchboard at City Hall enabling internal communication
between Community Center and City Hall.
COMPUTERS:
SECURITY:
o Consider independent phone system.
o Intercom system should enable communication from
administrative offices to various locations of building.
o Paging system to communicate to users and staff in building.
o Logis system to be accessible to both administrative staff
as well as Community Center reservation desk area.
o Word processing/printer equipment to be sufficient to allow
access by all clerical staff.
o Administrative offices should be secured from the
registration area with consideration given to what type of
safe or vault should be provided in office area.
GENERAL FEATURES:
4/27/88 revision
MULTI PURPOSE ROOM(S)
Facility Adaptation/Flexibility
o The multi purpose room shall provide for flexible
program opportunity for youth through adults;
including meetings.
o Orientation of the room should be flexible for
different uses; easy conversion from one orientation
to the next; movable panels or similar system.
o Access from interior lobby and exterior; special
relationship with outdoor space.
o Cable TV studio features are a possibility
o Storage of equipment and supplies accessible for
varied users.
o Stage or raised platform and risers to be part of
adaptability.
Materials/Finishes
o Ceiling treatment to cover duct work, etc.
o Sound absorption treatments
o Pastel/earth tones lines to create a relaxing
environment; variable textures.
o Main flooring material - ease of maintenance,
aesthetic, life to replacement.
o Acoustical sound control
o Dance floor area
Lighting Conditions
o Lighting shall provide for variable intensity and
sectioning.
o Natural light/exposure to the outside; light
controlled by curtains or blinds.
o Wall lighting/recessed lighting for wall treatments;
hangings.
o Spot lighting for stage events
o Track lights adjacent to walls for wall displays.
Permanent Program Features
o Sound system
o Projection screen
o Podium
o Room dividers
o Storage space for chairs/tables
o Possible staging area for speakers,performers, etc.
/
USER PATTERNS:
Program Accessories
o Slide projector,movie projector, VCR, television,
overhead.
o Coat/hat racks, winter boots and/or check room.
o Piano ?
o Microphones
o Floormats, example tumbling
o Portable lighting
o Lecterns
Kitchens
o Primarily used for catered events, not for
preparation
o Easy access for catering from outside.
o Code and license requirements, i.e.
washing sink.
o Stainless steel code requirements
refrigeration/freezer?
o 3 compartment sink;"light, light"
appearance.
o Counter space,maximum the space can provide.
o Storage cupboards - maximum number of electrical
outlets.
o Garbage/trash separation opening toward multi-purpose
room.
o Roll -up window? Access to more than one program
space -coffee pot.
food
separate hand
for counters,
- white, clean
Storage
o Secured space for valuable program accessories;
general access for tables, chairs, mats, lecterns,
ping pong table, risers, stage, etc.
o Storage space should be walk-in.
o Room dividers should recess into the wall
o Space for permanent user groups' supplies
o Recreation supplies
Direct Access to the Outside
o Access to rest rooms.
o Separate parking?
o Alternate access from the lobby.
MAINTENANCE NEEDS:
o Materials easy to clean
o Daily set-up/take-down for alternate uses according to
reservations.
o Janitor's closet
o Vandal resistant surfaces
o Standardization with park shelter buildings where
possible.
o Recyclables separated from refuse.
STAFFING REQUIREMENTS:
o Maintenance (janitorial really)
o Clerical for reservations
4/29/88 revision
FUNCTION: Program Room/Tots Room
MAJOR PROGRAM: Tiny Tots programs, after school programs K-2, child
care during evening activities for adults.
PROGRAM OPTIONS: The program room is to provide an identifiable space
for recreational program activities for children of
pre-school through primary school age.
GENERAL FEATURES: Facility Adaptation/Flexibility
o Permanent location/identification
o Sized to accommodate up to 30 children
o Sized to address pre-school and after school K-2
o Consider the provision to be able to divide the space.
o Access to outdoor play area
o Door with glass to look in/out
o Provide a staging area
Materials/Finishes
o Space should provide both carpeted and hard surface
areas
o Bright colors
o Drop ceiling with acoustical tile
o Washable surfaces throughout
o Provide variable textures
Lighting Conditions
o Windows to the outside/natural light
o Provide variable light levels, recessed lights
desirable.
o Possible spot lighting for "program area".
Permanent Program Features
o Small tables and chairs
o Intercom system
o A music area with a piano, perhaps
o Many electrical outlets
o Restroom sized to children within the space, or
adjacent.
o Counters and cupboards for storage; sink
o Built-in individual storage space.
o Display area for artwork and special projects.
o Small refrigerator.
o Wall surface for tacking and for writing.
USER PATTERNS:
MAINTENANCE NEEDS:
Program Accessories
o Coat "rack"
o VCR/TV
o Toy cupboards
o Toys and games
o Story telling equipment, puppets, flannel board.
Storage
o All storage internal to the space
o Close relationship to entry/lobby desirable
o Away from heavy traffic patterns; quiet area of the
building.
o Maintenance supplies nearby but not within program
space.
o Ease in cleaning all surfaces.
o Sink in the area for easy cleaning of minor spills.
STAFFING REQUIREMENTS:
o Teacher/leaders
o "Sitters" for evening hours.
o Clerical for registration/collect fees for "sitting".
EAGAN COMMUNITY CENTER
BUILDING SECURITY/COMMUNICATIONS FOCUS GROUP
NOTES FROM MEETING OF MAY 13, 1988
The first meeting of the Building Security/Communications Focus Group was held
on Friday, May 13th, from 10:00 a.m. to Noon, in Conference Room A of the
Municipal Center. Group members in attendance were: Pat Geagan, Kristi Morast,
Mel Bailey, and John VonDeLinde. Kathy Dybiec, Park Technician Intern was also
present to monitor the discussion and take notes.
The purpose of the meeting was to gather input and information from team
leaders of other focus groups that share a common interest with this topic.
These groups included: ice arena, swimming pool, site, activity gym,
programming, multi-purpose room, concessions, reception/lobby area, and
administrative offices.
The following notes are offered for the information and reference of focus
group members and other focus teams. Separate notes from Dorothy Peterson are
also attached.
PAGE 2.
KEN VRAA
1. Ice arena
- Equipment room, Zamboni room, refrigeration room have high need for
security.
- Direct outside access needed from rink (for emergencies).
- Ice arena should be cable -ready.
- Phones not needed in Zamboni or refrigeration room.
- Mechanical equipment area may need phone.
- Arena should have means to cut into PA system
(via phone or other way).
- Zamboni room should have direct outside access.
2. Swimming pool
- Immediate outside access needed for emergencies.
- Security for pool is most important after hours.
- A fenced -in outside deck is good for outside security and also good
for direct outside access from pool.
- Security cameras should be installed in pool deck area.
- Pool area needs PA system which can be cut into by phone.
3. Site Area
- Driveway to City Hall may need to be relocated.
- City Hall parking may need to be relocated.
- As it stands now, site location could seriously affect police
emergency access to Pilot Knob and Wescott.
- On-site/building design - entire campus should be considered.
4. Gym
- Gym should. have direct outside access.
- Gym should have PA system which can be cut into by phone.
5. General considerations for building
- Phone systems will connect facilities to office.
- Phone system should easily transfer a person from City Hall to
center.
- Now is the time for a total revamp/expansion of the City of Eagan
phone system. The Community Center, City Hall, Police Department,
and Public Works should all have a compatible phone system.
Currently there is no quick access to the Police Department from
City Hall. Now is a good time to plan for this and tie it into the
future Community Center phone system.
PAGE 3.
- Computer information systems will be used for registration,
reservations, ice rentals.
- A separate computer system will be used for monitoring equipment.
- Card access to the building will be considered.
- The lobby will be the "hub of operation" and should easily control
the movement of users and spectators. Video cameras will be in the
lobby.
Exterior lighting will be away from the building and provide
illumination of the facade through "indirect" sources.
- Entire building should be cable -ready. The conference rooms should
be set up for on-site video cable recording.
DOROTHY PETERSON
1. Programming
- Phones are needed in each office area, pool, lifeguard office, locker
room, kitchen, mechanical room, and tots room.
- Receptionists and full-time staff should carry pagers.
- Pay phones or free phones (with no long distance or "976" access)
should be in lobby.
A sound system is required in all elements of building. First
priority is ice rink, second is pool, third is gym. Control should
be in office, with a mixer.
- Tie-in to the sound system should be at each area for easy control.
- Meeting room could have separate sound systen.
- A portable system could be used - but good acoustics are needed.
- The computer system would continue use of Logis for reservations and
registration. A multiplexor will be needed.
- Computer would be set up for league scheduling.
Word processing would remain as Word Perfect or Word Star.
Computer should be set up to do cost accounting and inventory for
concessions.
- Software would be set up to accept member cards. The problem is how
to know the card holder is actually the owner. Family cards could be
used. A combination card system and registration desk could be
considered as an alternate.
2. Multi -Purpose Room
- Cable Studio should be inherent to multi-purpose room. It would be a
two -camera system with portable satellite control with appropriate
lighting (no flourescents).
PAGE 4.
3. General Considerations for Building
- Entire building should be cable ready.
- Video cameras for security are a good idea. Make sure lighting is
good. The cameras could tie into an alarm system.
An alarm system would be just as effective as light beams, also
cheaper.
CHERYL - DESK
1. Reception/Lobby Area
- Registration will be done in lobby; on an on-line Logis system
(mass registration will be done ahead of time).
- Lobby should be adjacent to administrative office, with a secured
access to the safe. Possibly a separate front access would be for
employees and visitors to administrative offices. Consider key pad.
- A multi-purpose paging system is needed that ties into phone paging
to all areas. Should be available from reception desk.
Cameras can be monitored from receptionist desk. A backup is needed
when receptionists get busy.
2. Administrative Offices
- Office needs to be designed for 13-20 people. Entire Department will
be moving there and plans should anticipate expansion.
- Logis should be accessible to administrative staff. More PC's will
be needed.
- The intercom system should allow communication from the
administrative office to any part of the building.
- A vault or safe is needed in administrative office to store money
from registrations and events. A procedure for handling money is
needed.
- A direct phone link from administration office to Police Station may
be desirable.
- A separate security system should be considered for the
administrative offices, e.g., motion detectors.
NOTES FROM DOROTHY PETERSON:
PROGRAMMING NEEDS - COMMUNICATION SYSTEM/BUILDING SECURITY
TELEPHONE
- Located in each program "office" area examples
- pool/guard office
- mechanical rooms
- locker rooms
- program room
- kitchen
- Main office
receptionist
extensions to each staff office and program "area"
Intercom to telephones and speaker system
throughout the center
- Consideration of public access to telephone in the lobby.
COMPUTER
- Software required for program
- facility reservation
- registration
- Software required for clerical
- Word perfect or Wordstar
- Lotus 1,2,3
- league scheduling
- Hardware
- updated HP's
- Logis •
- laser printer
- Logis printer
- Multiplexor
- Membership card reader
activities
SOUND SYSTEMS
- All major components of the center require
sound systems
- Major controls in main office area
- Program area controls
- volume
- mix
- tape deck
CABLE SYSTEM
- Consideration should be given to the creation of a cable
studio as part of the multi-purpose room.
- Sophistication of equipment and controls is subject to the
direction of Cable TV.
- consider a 2 camera system
- portable satellite controls
- lighting
MEMORANDUM
TO: MAYOR AND CITY COUNCIL
ADVISORY PARKS AND RECREATION COMMISSION
FROM: KEN VRAA, DIRECTOR OF PARKS AND RECREATION
DATE: MAY 21, 1988
RE: APPOINTMENT OF COMMUNITY LEISURE CENTER COMMITTEE
ISSUES
This memorandum deals with the establishment of a Citizens Committee to review
the layout and cost estimating of a proposed community center.
BACKGROUND
Appointment of a task force and blue ribbon committee to review public policy
issues is a common occurrence. Locally, School District #196 has used the
task force approach frequently, as has the City. The municipal center
utilized a task force to assist in the needs analysis and eventual referendum.
In 1983, the parks development program utilized a citizens task force. The
parks development task force reviewed park development priorities, set
financial priorities, and made a recommendation for the eventual bond
referendum. Some of the members of this task force later went on to assist in
the marketing of the referendum.
RECOMMENDATION
Staff is recommending that the City Council establish a citizens "task force"
or "reaction committee" to work with the Commission, Staff and Architect to
help define the schematic plan for the proposed community center. It is felt
that the committee would help to reflect the community's thoughts to the
design suggestions of the architect and to review the costs involved.
Further, the committee would help to shape the future bond referendum, and act
as advocates for a positive vote for such a facility.
COMMITTEE MAKE-UP
It is recommended that the reaction committee be comprised of a broad and
diverse group of individuals who reside in the geographical areas of the City.
These individuals would have varied occupations, come from different dwelling
types, i.e., single family, apartment and condominiums, representing a variety
of household types.
The reaction committee should consist of individuals who have a concern for
the City and it's future. They should be informed about the community, can
devote the time necessary to complete the task, be "unselfish" towards all
aspects and areas of recreation and individual components of the community
center. Experts in swimming pools, ice arenas, etc. are not necessary.
However, an understanding for the diverse use for each is.
With the expectation that the community center issue will ultimately come to a
vote, these individuals should be "opinion leaders" and residents the
community recognizes by name or position, or residents the community can
easily identify with, sharing similar values.
Finally, that three members of the Parks and Recreation Commission serve on
that committee, along with the Director of Parks and Recreation, as task force
liaison. The committee should range in size between 25 and 30 members.
The architectural firm could also draw upon these same individuals to
participate in the "Design Charette" to be used in the planning process.
SELECTION AND APPOINTMENT
With authorization by the City Council, a list of volunteer citizens and
suggested candidates by the Council and Commission would be compiled with a
brief background statement on each candidate for review. Appointment can then
be made by the City Council after consideration of all factors involved, from
those who wish to serve. The committee would then be organized and prepared
to meet after the Council has affirmed the site and parameters of this
project.
SUMMARY
A recommendation that a citizens task force '(a reaction committee) be formed.
Individuals who are opinion leaders, represent the broad range of community
interests, are unselfish in their thinking about a community center and its
components and make up a broad range of income and residential types would be
sought to serve on this group. The committee could be appointed by the City
Council from volunteers or suggested candidates. The group would be formed
after the architect and general parameters of the community center have been
established by the City Council.
PHILOSOPHICAL FOUNDATIONS FOR
FEES AND CHARGES
Developing Fees and Charges Rationale
Most park and recreation agencies have examined or explored the
issue of how much should be charged for different aspects of
their services. The result is a spectrum of approaches, with
some agencies still attempting to provide all of their services
"free" (depending almost exclusively on tax levy support) while
others are charging a multitude of fees and often producing a
"profit" or "contingency" on various aspects of their programming
services.
Historically, park and recreation agencies have provided their
services "free" or have assessed a nominal fee at most. As
recent economic conditions and public attitudes have changed,
many agencies are more likely to closely examine and implement
some type of fee structue.
As a park and recreation agency explores the issue of fees and
charges, they are faced with the task of discussing the basic
philosophies behind the provision of leisure services. In
developing a rationale particularly suited to their own agency,
the need arises to consider both sides of the related fee and
charge arguments.
In Favor of Charging Fees:
1. Fees generate revenue:
This helps the agency budget and lessens the burden to the
taxpayers, and often serves to improve park services. For
example, if an enterprise fund is established for a com-
munity program and the profits are put into the fund, the
revenues can be used to offer additional services and/or to
make capital improvements.
2. The participants who use a service should help defray the
costs of its provision:
In most cases, fees and charges do not cover the total cost
of providing a service. Those who actually use the program
should help to pay for it, rather than relying on the
general public to entirely subsidize their activities.
3. Fees often instill appreciation:
Participants who utilize a service which is "free" often as-
sociate that value with their experience. When a fee is
paid, they realize that it "costs" money to provide the
service, and psychologically develop an appreciation based
on the dollar value paid.
1
4. Equity arguments:
A user charge is perhaps the best way of making the person
who lives elsewhere (non-resident) contribute to the cost of
the recreational activity. In fact, except for personal in-
come taxes paid to higher levels of government, which in
turn are used as grants in -aid to local government, it is
the only way non-residents can contribute.
5. Fees to encourage private development:
Private provision of outdoor recreation facilities for
general public use involves many difficult problems, includ-
ing competition from essentially free public areas. Modest
entrance of user fees at public areas would remove one
hurdle for private operation.
CONSIDERATIONS FOR NOT CHARGING FEES
1. Fees may limit participation to those who can pay, and dis-
riminate against persons with low-income:
The need for recreational opportunities is basic to
everyone, regardless of the ability to pay. Agencies which
set fees need to be aware of the extent, location, and
characteristics of the low-income population in their serv-
ice area.
There are two replies to the argument. First, property
taxes, which are the primary source of tax revenues for most
local recreation and parks, are regressive. That is, they
tend to bear much more heavily on low-income groups than
upon higher income groups. This is because property taxes
generally represent a larger proportion of a poor persons
total income than a wealthier persons income. It is en-
tirely possible that the poor would be better off if they
were charged user prices and given the option of not par-
ticipating in offered services, therefore avoiding the pay-
ment, rather than being forced to. pay taxes for services
they do not want.
Secondly, if some low-income individuals whose use of serv-
ices were to be subsidized, it might be better to provide
subsidized tickets to them rather than offering the services
to everyone at no cost, regardless of their incomes. Such
a strategy may be implemented by waiving fees on an in-
dividual basis, having local citizens, businesses, or serv-
ice clubs provide scholarships or subsidized programs.
2
2. Fees constitute "double taxation".
This term is often referenced by opponents of fees who state
that citizens have already paid for park and recreation
services through their taxes.
There are two rebuttals to those who believe in the double
taxation theory: First, the taxes that citizens pay often
do not cover the full cost of providing that service, and
second, users who pay a fee and enjoy participating are
still subsidized by those tax payers who do not or cannot
participate.
3. Philosophical objections:
Perhaps the stubbornest objection to user charges is
philosophical. Many specialists in parks and recreation are
opposed to user charges as a matter of principal. They
argue that parks should be free to all, as schools are free
to all; and that the necessary costs should be met in some
other way. Proponents of this view believe that more atten-
tion should be given to convincing public officials of the
public good of parks and recreation and professionals
should not give into the current popularity of supply-side
economics. Thus, their belief is to concentrate on the jus-
tification that the general public has been better off for
the mere existence of public park and recreation services.
It would be premature to propose concrete management objec-
tives based on the philosophical view presented here. Much
of the argument is reasoned speculation, in need of cor-
roboration through discussion and research.
4. When carried "too far", fees and charge systems promote only
those services which are fiscally prudent:
Often, agencies which adopt a fee and charge system tend to
judge their program or particular service on its ability to
generate income. In some cases, a quality program is
dropped even though it is serving an important segment of
the community, because it is not generating "enough" income
when compared to others. A park andrecreation agency
should be sensitive to the entire needs of the community
when considering the level of success for a program, not
just the revenue generated. Consequently, programs that can
generate revenues can be used to support other programs
which are not able to.
3
5. Vulnerability of user fees and charges to economic
depression:
Some recreation administrators fear that, if user fees and
charges were the sole or chief source of revenue, they might
be in difficult circumstances if attendance fell off during
an economic downturn, or because of taxing limits, are
forced to raise fees dramatically to make up revenue without
an increase in program value/quality.
The first situation may be a dubious argument. If a depres-
sion were severe enough to cause a significant decrease in
demand, the situation might be no better if operating
revenue came from general appropriations, for these would
probably also be cut. Moreover, if attendance actually
declined, most recreation agencies could make some adjust-
ments in operation without critically weakening their or-
ganization on a continuing basis. This argument against
user charges would completely lose its force if recreation
agencies were allowed to carry modest amounts of unexpended
funds forward from one year to the next.
6. Potential unacceptability of user fees to the public:
People often object to paying for what has traditionally
been free or of nominal price. There may be ways, however,
to avoid such objections by returning revenues directly to
the collecting agency for facility and service development.
Moreover, research has consistently shown a substantial
willingness by the public to pay for recreation, par-
ticularly quality programs.
7. Fees may decrease attendance:
Many fear that fees will lead to public rejection of their
services. This is mostly because park and recreation serv-
ices have traditionally been supported through taxes and
provided "free" to the public.
Attendance may be affected if the prices which are imposed
are not competitive, i.e., at or below other similar prices
in the service area. Many park and recreation departments
take into consideration the service prices of the private
sector and set their prices at or slightly below that cost
because: (1) they do not wish to "undercut" the prices of
the private sector which is supporting the park and recrea-
tion department through taxes, and (2) unlike the public
service fee, the private service fee includes a percentage
to realize a profit.
4
CONCLUSION
I hope that the discussion above has put some light on one of the
most actively debated issues in the parks and recreation field
today concerning the financing of activities.
The common feeling of professionals in the field is that public
recreation cannot be truly free; some very real costs are in-
curred and must be met in some way. A basic philosophical con-
cept which is common to many park and recreation agencies is that
of basic and special services. Often basic services (such as the
provision of a well maintained park area with basic buildings and
restroom facilities) are provided free. Special services,
however, which incur additional costs or that are provided for a
particular group, are provided for a fee to off -set the cost of
provision. The staff believes that most of the community center
activities would be considered special services, thus requiring a
fee charged. The important question for discussion will be the
basic services in the community center, and whether a fee should
be charged for their use. For example, a floating device used in
the swimming pool and scoreboard use in the ice arena.
In regard to the potential discrimination of user fees of the un-
derpriviledged, it is felt fees should not limit participation to
those who can pay. Fee waivers, discounts, or other adjustments
to the fee schedule should be available to those who cannot af-
ford fees. In the case of entrance fees, providing a free day
periodically, or providing special programming targeted at a par-
ticular group at a minimal charge could be established.
Another concept which is sometimes adopted in parks and recrea-
tion fee policy is that of charging resident and non-resident
fees. Often individuals who do not contribute to the tax base
within the agency's jurisdiction (non-residents) pay an addi-
tional amount in lieu of the property taxes paid by residents.
In heavily used areas resident/non-resident fees may be used as a
form of rationing, giving priority to the residents who are
paying for the service through their taxes. The major problems
with enforcing resident/non-resident fees are verifying residency
status, public relations, and the difficulty of finding an equi-
table method of computing the non-resident fee.
The generalizations offered in this study suggest user fees can
be compatible with an emerging ethical imperative for the park
and recreation profession. They will only be compatible,
however, if they reflect a well formed philosophy guiding the to-
tal management of a recreational resource. The intention of this
paper has been to examine some of the historical and philosophi-
cal issues involved in the decision of whether or not to access
fees and charges for park and recreation services. This study
has particular importance to the community center. Since the
majority of activities in the facility would be considered spe-
cial services and, thus, a fee charged would be applicable.
5
The second part of this study will be to set a more specific fees
and charges philosophy for the community center. This will be
done once the particular components of the facility are more
defined. Since the type and design of the particular components
of the center will likely determine such policy.
MB/bls
6
MEMORANDUM
TO: ADVISORY PARKS & RECREATION COMMISSION
FROM: KEN VRAA, DIRECTOR OF PARKS & RECREATION
MEL BAILEY, INTERN
DATE: MAY 23, 1988
SUBJECT: PHILOSOPHICAL FOUNDATION FOR FEES & CHARGES
PART II - PRICING
Background Information:
This study is a follow-up to the study of philosophical foundations for fees
and charges. It is suggested that this report be read in its entirety. The
following information has been provided to assist the Commission in
understanding the relevant issues of user pricing.
It is staff's intention to set a pricing policy which best fits the Community
Center as a whole. Thus, this study will provide information which can be
used to make an informed judgement of pricing issues related to this facility.
KV/MB/bls
PRICING
Pricing is one of the most technically difficult and sensitive
areas in which park and recreation departments have to make. Our
goal in this "study" is to explore relevant issues regarding user
pricing. The discussion will first focus on the psychology of
pricing, followed by sections dealing with objectives and methods
of pricing, and concluding with the various types of fees used by
park and recreation agencies.
Psychology of Pricing:
Pricing and potential participants reaction should be a logical
and rational process. However, on some occasions, recreation
groups reactions are emotional, rather than rational or logical.
Price has some psychological aspects of which the park and
recreation department should be aware of. The most important of
these are described in the following paragraphs.
1. Expected Price Threshold
Recreation groups have an expected range of prices which
they are willing to pay for a particular program or service.
If a price is set above a threshold price they will find it
too expensive. If a price is set below the expected level,
potential participants will be suspicious of the quality
service.
An important factor in establishing the expected price
threshold may be the initial price an agency charges for a
service. If participant groups have had little previous ex-
perience with a particular type of service, the initial
price may become the reference price which establishes the
midpoint of the expected threshold. Hence, a park and
recreation agency should be aware that the initial price it
establishes cannot readily be increased to a substantially
higher level at a future date. In effect, the first pricing
decision may determine the level of price which can be
charged for that program throughout its life.
2. Tolerance Zone
The concept of a tolerance zone infers that price increases
within a certain range or zone are sufficiently small so
that they do not influence participation. For example, an
increase in the admission charge for public skating from
$2.00 to $2.25 may be noticed by the participant, but is
likely to be small enough that it will not alter their pat-
tern of use of the facilities. This type of price
increase/decrease results in no changes in demand. An in-
crease in price from .25 to .50 may arouse vigorous protest,
1
while an increase in the price of a different service from
$3.00 to $3.25 may raise no comment, even though the in-
crease in each case is .25 cents. This leads to an impor-
tant management principal. That is a series of small in-
cremental increases in price over a period of time, which
fall within the tolerance zone are less likely to meet par-
ticipant group resistence than a single major increase.
3. Price - Ouality Relationships
Prices are often significant indicators of a program's prob-
able quality. Marketing studies have consistently shown
that consumers perceptions of product quality vary directly
with price. Thus, the higher the price, the better the
quality is perceived to be. For example, if a list of
prices charged for swimming lessons by different agencies in
a community i.e., private club, park and recreation depart-
ment, community education, etc., was shown to a number of
citizens, they would probably assume that the highest priced
lessons were the best.
In some situations, a higher price might add prestige and
also make a contribution to improving the "image" of a
specific service of the agency. For example, if much of the
proposed clientele for a particular service is middle/and or
upper class, it is possible to argue that the use of low
prices may imply an inferior program, which may dissuade
them from participating. Many times it may be possible to
stimulate greater participation in programs by increasing
price rather than by reducing it.
4. Change in Perceived Value
If a price is to be charged for the first time, or if a
relatively large price increase is to be made, participant
resistance may be reduced if the perceived value of the
program or facility is increased. Thus, if a participant
perceives that the service they are purchasing has increased
in value commensurate with the price increase, they are less
likely to react adversely to the price increase. The
reference or expected price which people have in their minds
for a service is accompanied by a level of quality expected
from the service. If they perceive the quality level to be
higher, they are more likely to expect the price for the
service to be higher.
5. Customary Pricing
For some programs and services there are traditional or cus-
tomary prices. Participant groups expect a certain price to
be charged for these particular services. For example,
people expect public pools to have nominal admission charges
2
of $2.00 to $2.50. When customary prices exist, it is dif-
ficult, if not impossible for a manager to ignore them. In
a sense, the existence of customary or traditional prices
simplifies the pricing task. In effect, prices are deter-
mined by custom, and it is up to the agency to produce
programs or services that may be offered economically at
those prices. Clearly, this puts the emphasis on cost con-
trol.
6. Odd Pricing
This is a very common form of psychological pricing in the
commercial marketplace. A product is said to carry an odd
price if it is .19 cents instead of .20 cents, $4.95 instead
of $5.00; or $9.99 instead of $10.00. Odd prices are
thought to create the illusion of lower prices. The sup-
position is that the buyer will believe a price of $9.95 to
be much lower than one of $10.00. There is little concrete
evidence to support this contention. Indeed, it is entirely
possible that odd prices repel some consumers just as they
attract others. This practice does not appear to have been
adopted in the public recreation and parks field, and there
appears to be no reason why it should be.
OBJECTIVES
The opportunities and problems which a park and recreation
department faces in establishing price are related to the
objectives of pricing. What expectations does the agency
have regarding the price it charges. Hence, it is essential
to decide upon the objectives before determining the price.
The objectives need to be defined in terms of priorities in
order to guide the pricing decision. Unfortunately, very
few agencies consciously establish pricing objectives, nor
do they clearly state their specific price policies. Even
fewer have written statements of their pricing goals.
In the following paragraphs, we discuss six typical pricing
objectives. It would be unusual to find a park and recrea-
tion agency that has one overall pricing objective which is
applicable to all programs. Different price objectives are
likely to be appropriate for the different kinds of programs
or services that the agency offers. In some cases, the
pricing policy adopted for a single program reflects several
pricing objectives which may conflict. For example, if the
major objective is to provide maximum opportunity for par-
ticipation in a particular program, suggests that a rela-
tively low user price should be charged. However, this is
likely to discourage the commercial sector from developing a
similar service. Hence, a low user price may serve to
reduce the park and recreation opportunities available in
the community. The price that is ultimately adopted should
3
depend upon objectives that have the highest priority, and
represent the best compromise among conflicting objectives.
1. Efficient use of all financial resources
Pricing offers an alternative source of revenue which helps
to compensate for the reductions in tax revenue support,
which many agencies have experienced. Restrictions on new
programs stemming from financial constraints are often
removed if the projected new offerings are to be self -
financed out of user price income. Further more, capital
costs may be more palatable to taxpayers and their elected
officials if facilities generate sufficient revenues to pay
their operating expenses.
Pricing can ease financial pressures in at least two ways.
Not only can prices serve to increase revenue, but also,
more indirectly, they can reduce the level of costs. This
may occur since the costs of operating a particular program
presumedly will be reduced as the number of participants
declines in response to higher user prices.
It is important that before a service is offered, its opera-
tional subsidy be established. This may vary from no sub-
sidy, which means that user prices recover all of the costs
of operation; to subsidization of all costs, which means no
user prices would be charged. Specifying the subsidy level
in advance serves as the economic guideline within which the
program should be operated. For example, the goal may be to
subsidize the operation of a swimming pool up to a maximum
of $50,000.00
2. Fairness or Equitable
Financing park and recreation services through user charges
exempts those citizens from having to pay part of the cost
for those that do not want to participate or use the serv-
ice. In addition, user pricing is the only way of making
people who live and pay taxes outside of the community, con-
tribute toward the cost of the recreation services they use.
It might be equitable to charge a price to residents which
will reflect the cost incurred in operating the facility
through their tax payments. Residents probably contributed
to the capital cost of establishing the facility in the
first place. Hence, it may be argued that they have a
presumptive right of access. In contrast, the charge to
non-residents should be higher to cover not only operating
expenses, but also to make a contribution to capital costs,
since non-residents have made no such contribution through
the tax structure.
4
Lastly, user prices must be fair and not discriminate
against low income people. Fee waivers, discounts, or other
adjustments to the fee schedule should be available to those
who cannot afford fees.
3. Maximum opportunity for participation
This objective is concerned with adopting a pricing policy
which will encourage relatively large numbers of potential
clientele to participate. To achieve this, the monetary
price is likely to be very small or even zero. If adopted
when a new service is being offered, it may help to make the
program "visible" quickly and provide it with initial momen-
tum. However, some care must be exercised in doing this,
since the initial offering price may become the reference
point for future pricing of the service. Establishing a low
price initially is likely to limit the magnitude of any sub-
sequent increases in price.
Similarly, the objective may be to use a program or service
as a "loss leader". In this case, the agency seeks to at-
tract relatively large numbers of participants to a program,
and then use this opportunity to provide participants with a
comprehensive view of other services which the agency of-
fers.
Traditionally, public park and recreation agencies
frequently have adopted this maximum opportunity pricing ob-
jective, since it was assumed that if large numbers par-
ticipate, the agency is best serving the community.
However, it can be stated that such a policy may not be ef-
fective or equitable, since the majority of a community of-
ten does not participate in the agency's programs. Further,
this objective has the adverse effect of discouraging the
commercial sector from offering a similar service, because
the price a commercial operator could charge would be too
low for it to be a profitable venture.
4. Rationing
User pricing may be used as a rationing device and may serve
to provide the park and recreation department with insights
into those services which client groups want most. Pricing
performs a rationing function by excluding those potential
users of a recreation and park service who are not willing
to pay as high a price as other potential users. It thereby
allocates the service to those who are willing to make
greater sacrifices. This means that potential users to whom
the service is not worth the cost will be excluded.
5
This is an important function, because providing recrea-
tional services at no cost from tax revenues often leads to
very heavy use of a service. However, the increased use
does not necessarily indicate satisfaction with a recreation
experience. For example, if a low price/or no price is
charged for admission to a municipal swimming pool, it may
become a free baby sitting service, not unlike some public
libraries are today. An important point to emphasize is
that attendance does not measure satisfaction, it merely
records individuals participation and not their evaluation
of the service. Pricing provides decision makers with valu-
able information about the satisfactions or benefits which
users perceive the service to provide. It gives some basis
for comparison between programs, and a rare opportunity to
compel the public to reveal their preferences.
If there is no user price, some participants may be inclined
not to express dissatisfaction about a program or service of
poor quality, because it was "free". If a direct price is
paid for it, this might imply to users that the service will
attain a certain quality level. Failure to reach this level
may cause participants to feel that they have not received
value for their money, and they may be more inclined to
voice their complaints.
5. Positive User Attitudes
Pricing can be used to improve the image of a program or
agency by enhancing its esteem and prestige. This occurs
because people tend to associate the quality of the ex-
perience with the price they have to pay to enjoy it.
It is argued by some that the provision of anything at zero
price tends to diminish its psychological, as well as
economic value. Some sense of personal contribution or sup-
port may enhance the visitor's feelings of responsibility
towards, and esteem of, the facility.
6. Commercial Sector Encouragement
If user prices are set low and facilities are heavily sub-
sidized through taxes, then in effect the agency is follow-
ing a policy of excluding the commercial sector from offer-
ing a similar park and recreation service. Pricing which
offers incentive for private investment would also release
crowding pressures by increasing the supply.
6
PRICE ESTABLISHMENT
After discussing the psychology and objectives of pricing the
next logical step would be to consider how the actual price might
be established. Three of these methods used by recreation and
park agencies to establish a price for a particular program.
Three of these methods initially calculate the cost of offering a
service and then establish a price which is based on covering
some or all of this cost. However, first a discussion on the
other two methods which base pricing not directly on the costs of
the service.
Pricing Methods Not Directly Based on Costs
1. Going Rate Pricing
Going -rate pricing is frequently used in public recreation
and parks. It is applied when an agency seeks to keep
prices at the averge level comparable to prices charged by
other organiziations for equivalent services. To do this,
an agency collects data concerning comparable prices charged
by other agencies for this service. This type of pricing
will probably avoid controversy, since the prices estab-
lished will be consistent with the prices charged by others.
Further, some argue that the average or going -rate price
presents the collective wisdom of the field concerning what
is fair and equitable.
2. Demand -Oriented Pricing
Demand -oriented pricing implies that the agency should start
by determining what potential participants are willing to
pay for a particular service. This is a client -oriented ap-
proach to pricing and represents an effort to implement the
marketing concept. It is most frequently manifested by
recreation and park agencies on those occasions when an
agency prices particular programs or services at different
levels for various client groups. This procedure is called
price differentiation. Sometimes charging different prices
for the same program or service raises ethical questions and
may result in a loss of good will from participants. Hence,
the fundamental requirement for differential pricing is that
it must not cause resentment to a majority of participant
groups.
Differential pricing requires the possibility of dividing
the clientele in some way into distinctively different
groups. The four major criteria for dividing particpants
into distinct groups are participant, product, place, and
time.
7
There are two other types of situations which may not nor-
mally be considered differential pricing, but should be men-
tioned here. The first situation represents a type of
quality discount; often a multi -day or season ticket for a
service may be offered. This usually means that those users
pay a lower price per visit than other users. The second
type is promotional pricing. In this case, temporary price
reductions to selected participant groups can be used as an
incentive to encourage people to participate.
Before proceeding to discuss the three methods based on
costs, it is important that two types of costs need to be
considered, defined and distinguished. Fixed costs may be
viewed as overhead costs, for they are those costs which do
not vary with the number of participants. Examples may in-
clude repayment of bonds used to finance the construction of
facilities, insurance payments, rental fees, equipment, and
administrative salaries. Variable costs on the other hand,
change according to the number of people who participate.
For example, in a swimming lesson program, as the number of
participants increase, there may be an increase in the num-
ber of instructors required and in the cost of materials.
Total cost is the sum of fixed and variable costs. An un-
derstanding of the difference between fixed and variable
costs is an essential pre-requiste to understanding the rest
of the discussion in this section.
Pricing Methods Directly Based on Costs
1. Average Cost Pricing
Average cost pricing is one which covers all fixed and vari-
able costs associated with a service. This type of pricing
is most appropriate when the service offered exhibits the
characteristics of a private service, in which only par-
ticipants benefit rather than the community as a whole.
Average cost pricing is rarely used by public park and
recreation agencies. There are at least three reasons for
its lack of popularity. First, it is difficult to identify
the extent of all the fixed costs and to agree upon some
criteria for their equitable distribution. Second, average
cost pricing would lead to relatively high prices charged.
Third, most public park and recreation services do not ex-
hibit the characteristics of a pure private service, because
frequently people other than the individuals using the serv-
ice receive some benefits from it.
8
2. Variable cost Pricing
Variable cost pricing is one which covers all variable
costs, and does not attempt to contribute toward meeting
fixed costs.
Of several cost based options, this method is probably the
most used and accepted by park and recreation agencies. It
is a popular approach because obviously, when fixed costs
are omitted, only variable costs have to be met, and a much
lower price can be charged. It is argued that there are at
least three other reasons why it is not appropriate to in-
clude fixed costs in calculating the cost of a service.
First, park and recreation facilities add to the quality of
life or to the "livability" of the community. Second, the
amenities may be responsible for a positive economic impact
on the community, by attracting people from outside the
jurisdiction who will spend their dollars in the community.
Third, fixed costs associated with facilities represent
"sunk" costs, that is, expenses already incurred that cannot
be revoked or changed. Thus, it may be considered un-
reasonable to expect those receiving park and recreation
services today to carry the cost of past decisions in which
they had no part of.
3. Partial Overhead Pricing
Partial overhead pricing establishes a price which meets all
variable costs and some proportion of fixed costs. The
remaining share of the fixed cost represents the tax subsidy
given to the particular program.
Conceptually, the proportion of fixed costs which should be
subsidized is dependent upon the extent to which the non-
user benefits. As the benefits which accrue to non-users
increase, the proportion of fixed costs met by the subsidy
should increase. In practice, the appropriate proportion is
generally decided upon in some arbitrary way, frequently
guided by prevailing political pressures.
Before leaving this discussion of pricing methods based on
costs, there is one potential difficulty in using these
methods which needs to be stressed. First, since costs are
used as the basis for these three pricing methods, there
must be ability to assess them, with some degree of ac-
curacy. Hence, it is important to carefully and systemati-
cally identify, classify, and allocate the costs associated
with each program and service.
9
FEE TYPES
In this section the various fee types will be discussed. Once
prices are established it is important to define how fees are
going to be collected. Successful park and recreation agencies
employ as many fee types as possible. The one restraint is the
compatibility of the fees with the objectives of the facility.
1. Entrance Fees:
Entrance fees are those charged to enter a park. The area is
usually well defined, but are not necessarily enclosed. The
entrance is the patron's first contact with the park;
however, it may contain additional facilities of activities
for which fees are charged.
2. Admission Fees:
These are described as charges made to enter a building or
structure. These facilities usually offer an exhibit, show,
ceremony, performance, demonstration, or special equipment.
Entry and exit are normally controlled and attendance is
regulated.
3. Rental Fees:
Payment for the exclusive use of a facility or equipment.
This fee gives the patron the right of enjoying all the ad-
vantages derivable from the use of the facility without con-
suming, destroying, or injuring it in any way.
4. User Fees:
A charge to an individual for participation in a program or
activity for the non-exclusive use of a facility. Numerous
participants are usually involved in the activity or
facility at the same time.
5. Sales Revenues:
These are revenues obtained from the operation of conces-
sions, pro -shops, restaurants, etc. Unconditional ownership
of the item must pass from the seller to the buyer with each
sale.
6. License and Permit Fees:
A privilege to perform a particular action. A license is a
written acknowledgement of consent to do a lawful activity.
The payment for a permit for a dog show is an example of
this fee type.
10
7. Special Service Fees:
This is a charge for receiving extraordinary services or for
having the use of special equipment/facilities when the
benefits are specific to the individual or group which
requests the service. Instructional classes in tennis are
an example of special services for which fees could be
charged.
INTER -RELATIONSHIP OF CATEGORIES
Any one of the categories may operate independently of the other
seven categories; however, this type of action is not typical.
To illustrate, a golf operation would include a green fee (user),
rental of electric carts (rental), refreshments (sales), supplies
(sales), and instruction (special services). It is evident that
the more successful revenue producing facilities employ as many
activities as possible whenever these activities are compatible
with the objectives of the facility; naturally, all of these ac-
tivities do not fall into the same classification.
11
SUMMARY
Client groups' reactions are not always logical or rational. Im-
portant psychological aspects include expected price threshold,
tolerance zones, price -quality relationships, changes in per-
ceived value, customary pricing, and odd pricing. These
psychological reactions to price serve to stress that pricing is
an art as well as a science.
In the past, once user prices were established, they often con-
tinued unchanged for substantial periods of time despite higher
maintenance costs, changes in the price of comparable commercial
services, or changes in demand for the service. To avoid this
situation, a routine evaluation of all prices should be under-
taken annually, and the price of each service adjusted ap-
propriately to reflect changes in its objectives, costs, or
demand.
Most user prices seem to be set arbitrarily and intuitively, and
often rely heavily on tradition. It cannot be denied that pric-
ing is at least as much an art as a science, and that judgment
must play a key role in pricing. Services can be priced purely
on the basis of intuition or "feel of the situation," without any
examination of the pricing factors discussed in this chapter or
any attempt to employ a systematic approach to arrive at a price.
An agency that prices by intuition does not necessarily have a
poor pricing strategy. However, the chances are good that the
agency does not have the best possible strategy. Judgment is
required, and it should be informed judgment and not merely a
hunch.
12
MEMORANDUM
TO: ADVISORY PARKS & RECREATION COMMISSION
FROM: KEN VRAA, DIRECTOR OF PARKS & RECREATION
MEL BAILEY, PARKS & RECREATION INTERN
DATE: MAY 13, 1988
SUBJECT: THE SERVING OF WINE & SPIRITS IN THE COMMUNITY CENTER
ISSUE
The purpose of this memo is to discuss usage of community rooms for weddings
and receptions to decide if wine and spirits should be served for these
functions.
BACKGROUND
This report was prepared by information gathered from the following
communities: Brooklyn Park, Edina, and Golden Valley. These cities were
chosen for their successful and known use of community rooms.
Mel Bailey authored the "study" under the direction of Ken Vraa, Director of
Parks and Recreation, to assist the Commission in understanding the relevant
issues involved in the serving of alcoholic beverages in community rooms.
SUMMARY
The major conclusion that can be made from the communities surveyed is wine
and spirits are a very important aspect in the rental of community rooms and
generation of fees. There was a general concensus that if alcohol was not
allowed to be served, the community room use would decline. The reason for
this is there are too many facilities available in the private sector allowing
alcohol in these cities, to have such restrictions.
In Eagan there are few opportunities for large receptions to gather where wine
and spirits are served.
Revenues generated by the communities mentioned above for room rental to
reception groups was substantial. These cities used the income to help off-
set other costs in their facilities.
FOR COMMISSION DISCUSSION:
Direction will need to be given in the decision of whether or not alcohol will
be allowed to be served in the community rooms of the community center.
One option is to not allow alcohol to be served at all. If this is the course
taken it will have a direct affect on the components of the community center.
That is, it might be appropriate to cut back on areas of the community room
which would be considered extra amenities. The problem with this approach is
that it will reduce the room usage and the revenue generated; as well as
having a direct effect on the cost effectiveness of the room and community
center.
A second option is allowing alcohol to be served. This is the common practice
of the communities spoken with. In fact, they have been very well received,
successful, and profitable in allowing groups to serve wine and spirits.
A third option is to limit what types of alcohol can be served. The City of
Edina has been very successful in implementing this practice. They do allow
wine, champagne, and beer to be served, but not hard liquor. It should be
noted that Edina does not allow alcohol to be served in any of its parks, with
exception to their golf course and this is where the community room is
located. Thus, the policy set for the City may be considered more of a
compromise to the park ordinance than a preferred practice.
REPORT
Three area communities were surveyed, Brooklyn Park, Edina, and Golden Valley.
All of these cities allowed wine and spirits to be served in their community
rooms. Hard liquor was permitted, with the exception of Edina.
The communities spoken with emphasized that serving alcohol was a key to their
ability of room usage. Their highest and most frequent use was from weddings,
group meetings, and anniversaries, in that order. These groups generally
requested to be able to serve alcohol. One stipulation on rental parties was
that they couldn't sell alcohol. This was due to City liquor license
restrictions.
Capacity of the community rooms varied from 200 to 250. All of the cities had
rooms with dance floors and portable bars. Fees charged varied from $350 to
$450 for residents and $425 to $500 for non-residents. Advanced registration
fluctuated from a maximum of one year for Edina, eighteen months for Golden
Valley, and two years for Brooklyn Park.
The three cities surveyed stated that their community rooms were in high use
and revenue producers. The income generated last year for each of the City's
community rooms was: $23,000 for Golden Valley, $26,000 for Brooklyn Park,
and $26,300 for Edina. This income was used to assist in covering costs of
dormant space in their facilities, and to aid in the expenses of other
services offered by the Parks and Recreation Department.
It is hoped this survey will give some insight to the Commission concerning
community rooms with a special emphasis on the serving of wine and spirits.
FOR CONSIDERATION
The decision on whether or not to serve wine and spirits in the community
rooms of the the Community Center will have a direct effect on the space
required, revenue generated, and service provided. Therefore, direction is
needed from the Commission so that conceptual planning of the rooms can
proceed.
MEMORANDUM
TO: CITY COUNCIL AND ADVISORY PARKS AND RECREATION COMMISSION
FROM: STEVE SULLIVAN, LANDSCAPE ARCHITECT/PARKS PLANNER
DATE: MAY 23, 1988
RE: UNISYS PARK ADDITION
PROPOSAL
The proposal is for the preliminary plat of four lots on two hundred five
(205) acres.
BACKGROUND
The preliminary plat has no park dedication issues. The request for
preliminary plat has provided the City with the opportunity to resolve a
pending trail responsibility of the Unisys tax increment financing. This
agreement provides for the financing of a pedestrian trail through the Unisys
property from Quarry Park to Pilot Knob Park. The available funds for trail
link is $32,000.
To this memorandum is attached a letter from Gerald Tank of Unisys Corporation
which defines the terms of the Development and Tax Increment Financing
agreements in regard to the trail link. The Tax Increment Financing agreement
places the trail easement along the northerly 15 feet of the Unisys property.
This trail link would then extend along the west property line to a proposed
trail along the north property line of proposed Alden Pond Addition. (See
Figure #1).
ANALYSIS
The proposed Unisys alignment places the trail adjacent to the rear lot lines
of the northerly single family residential. This neighborhood has typically
taken strong interest in the development and review of the Unisys property.
The Council and Commission may consider a neighborhood meeting allowing the
residents to be updated on the current trail situation. If desired, the
public input could be addressed at a subsequent Advisory Parks and Recreation
Commission meeting.
The proposed trail alignment relies on boulevard trails constructed with Alden
Ponds development. Probable construction of these boulevard trails should
occur this fall or next spring. In order for the Unisys trail link
construction to occur concurrently consultant design services could be
employed and construction documents implemented.
FOR COUNCIL AND COMMISSION ACTION
The Council and Commission may consider the following recommendations:
1. Staff organize a neighborhood meeting to update the adjacent
residents of the proposed trail.
2. Subsequent to the neighborhood meeting return the item to the
Advisory Parks and Recreation Commission for recommendation.
3. Consultant design services be employed for construction document
implementation.
rl s:
ris •
t r.111141‘.7 1:- •
Ir. IP `• • •. .
.-tx• . A •ktt.:41
of
t
17
•
a•
•
••• • •
"•••.:1'
r
!T
(7-ra le -04-
- 4•-•
i "-‘gliajailaggla
0.ThL A.:•."•".•-•• • I
••••••••?..T....•••.t. -
I INOMMIMPOSIMPOI MIPPPEC.. 101.1.11.177.74< ,..;7
J [B ,x 64525 612 456 2222
St Paul Minnesota 55154 0525
23 May 1988
K. Vraa
Director of Parks and Recreation
City of Eagan
3830 Pilot Knob Road
Eagan, MN 55122
Re: Park Trail at Unisys Park
Dear Mr. Vraa:
This letter summarizes Unisys understanding relative to the proposed
bicycle/pedestrian trail at Sperry Park (to be renamed Unisys Park).
1) The development agreement established during the original platting of
Sperry Park, dated 31 March 1983, Exhibit "A", stated; "Sperry shall submit
to the City a Letter of Intent to work with the City, the residents of the
Timberline neighborhood and Four Oaks Association, to review and determine
the necessity for the possible location of an easement providing access to
Pilot Knob Park from Four Oaks Road satisfactory to all the concerned
parties and to grant an easement therefore, at such time as agreement has
been reached."
2) Unisys (then Sperry) letter of intent dated 25 February 1983 stated;
"Sperry Corporation will work with the City of Eagan and residents of the
Timberline and Four Oaks neighborhoods to review and determine the necessity
for and possible location of a trail easement providing access to Pilot Knob
Park from Four Oaks Road satisfactory to all the concerned parties. At such
time as the parties reach agreement, Sperry Corporation will grant an
easement to the City of Eagan providing said trail access to Pilot Knob
Park.
3) The development agreement, dated 17 June 1986, established during a
T.I.F. arrangement states in "covenant; 1.f. Internal bicyle/pedestrian
trail on property to be provided by Sperry" and Exhibit "A"; "That part of
Lot 1, Block 1, Sperry Park, located in the SE 1/4 of the NE 1/4 and the
North fifteen (15) feet of the SW 1/4 of the NE 1/4 of Section 9, Township
27, Range 23, except those portions previously conveyed to the City of Eagan
and Dakota County." Therefore, Unisys is willing to provide a strip of land
along their northerly and westerly property lines from the west end of
Towerview Road to the south side of an extension of Four Oaks Road for use
as a park trail. (This strip of land would be adjacent to the northerly and
westerly property line except at Unisys northwest property corner, it would
be acceptable to follow the curve of the berm instead of making a 90 degree
corner.)
K. Vraa
Page Two
On May 16, 1988, your Messrs. S. Sullivan and M. Foertsch, R. Peterson and
M. Madden of Doherty Rumble and Butler, and myself walked this strip of land
and it was a concensus that it would be suitable for the trail since it
would be an aesthetic setting, meet Unisys security requirements, and be a
natural location since it borders Unisys property rather than dividing
it. Also this location places it within the TIF district described in
Exhibit "A" mentioned above, except for the westerly portion.
Unisys will be providing all property required for this portion of the trail
and does not require property from adjacent property owners. Although the
westerly portion of the trail was not included in the TIF district, Unisys
is willing to provide this land also for park trail and therefore does not
require property from adjacent property owners.
Please contact the undersigned at 456-4551 as further developments occur
relative to the park trail.
Sincerely,
UnisyCorporation /---N
G. W. Tank
Manager, Real Estate
Computer Systems Division
cc: R. W. Peterson
R. W. Nicholson
GWT/cb
Subject to Approval
MINUTES OF A JOINT MEETING OF THE
EAGAN CITY COUNCIL AND
THE EAGAN CITY ADVISORY PLANNING COMMISSION
Thursday, May 26, 1988
Mayor Ellison called to order a joint meeting of the Eagan City
Council and the Eagan City Advisory Planning Commission which was held on
Tuesday, May 26, 1988, at 6:30 p.m. at the Eagan Municipal Center. Present were
Mayor Vic Ellison and Council members Wachter, Egan, Gustafson and McCrea. Also
present were Planning Commission Chairman Pawlenty, Members Voracek, Garry,
Miller, Graves, Merkley, Trygg and Wilkins.
Tom Colbert, City Engineer, updated everyone present regarding the
Diffley/Lexington Reservoir information. He stated the reservoir would be 6 to
8 stories in height. BRW has worked up plans for the reservoir and has 7 plans
designed.
Dennis Sutcliff stated several representative designs for the
reservoir have been proposed:
1. Tank - painted to appear as a three dimensional office building
2. Conical shaped tank
3. Epcot Center type tank
4. Combination - water tank, recreational area, park
There is also the possibility of an alternative 35 -acre site with
softball fields around it with the centerpiece reservoir decorated serving as
restrooms, concession stands and recreational areas for the children.
This presentation was for the Council's information. The detailed
presentation will be at a later date.
The roadways must be identified that will be under capacity in the
future. Potential plans must be considered for the road capacity improvements.
Long term transportation decisions must be considered.
The sprinkling ban which has been in effect will be lifted at 6:00
a.m. , on May 27, 1988. There was a total sprinkling ban on the City of Eagan
south of Diffley Road due to the fact that Well no. 5 was out of commission.
Well No. 5 is now back in operation.
City Administrator, Tom Hedges, directed the conversation regarding
development standards. The City Council is considering the adoption of new
regulations to the City Code and changes in the existing policies for the
purpose of enhancing quality standards for future development. Several of the
recommended changes apply to rental units. Standards must be issued to decrease
the amount of apartments. Some of the suggested requirements by the Council
include: 1) the requirement of 75% of the exterior finish shall consist of
brick, natural stone, or glass; 2) all rental units shall have underground
parking stalls; 3) all rental units shall have sprinkler systems; 4) minimum
engineering specifications for all parking lots that are four spaces or greater
in non -R-1 developments; 5) underground sprinkling will be required for
commercial and multi -family projects; and 6) regarding single-family projects, a
percentage of each lot must have an acceptable level of forestation. A building
permit process must be developed regarding the control of the development
standards.
A meeting is being scheduled for June 2, 1988, to review the
proposal which will go before the Council on June 7, 1988.
McCrea asked what will happen if a condominium is built and the
condominium cannot be sold. Can the condominium then be rented? She wonders
what the City can do to protect itself. McCrea is concerned that the
contractors and/or developers may be using cheap facial material in their
construction.
Regarding the sodding requirements, the question was raised as to
whether the 12 month time requirement (by ordinance) should run from the time of
obtaining the building permit or the time of occupancy.
Mayor Ellison stated these development requirements are just a
beginning. He feels this will be an ongoing effort. He stated if these
ordinances are adopted on June 7, 1988, the two major projects which are in the
works at the present time will be subject to the new restrictions. He stated
these measures are being welcomed by "site sensitive developers." These
measures will have a long-term, positive affect on the neighborhoods in Eagan.
Voracek questioned if the City can force the developers to clean-up
previous projects before they can be allowed to develop further in Eagan.
Voracek asked what can be done to enforce landscaping restrictions
five years from now when residents fail to maintain their landscaping and their
parking lots. Perhaps maintenance agreements in the townhouse association by-
laws will be necessary.
The transportation plan discussion was continued because the
consultants needed more time to prepare.
JOINT EAGAN CITY COUNCIL AND
ADVISORY PARKS AND RECREATION COMMISSION MEETING
Mayor Ellison reconvened the Special City Council meeting in the
lunchroom in the Municipal Center Building at 7:30 p.m. for the purpose of
discussing the proposed community center project. The meeting was attended by
members of the City Council and Advisory Commission. Staff attending consisted
of Tom Hedges, City Administrator, Ken Vraa, Director of Parks and Recreation,
Steve Sullivan, Landscape Architect/Parks Planner, Mel Bailey, Parks Intern.n
BLACKHAWK PARK
Mr. Vraa and Mr. Sullivan reviewed the south access issue to
Blackhawk Park, and presented three basic alternatives concerning the need and
timing of road construction. They pointed out that Mr. Leo Murphy had not
shown any interest in providing an early dedication necessary for the road
construction. The owner of Blackhawk Ponds wished to see the road constructed
as soon as possible into the park to avoid conflicts with future residents and
lot sales.
Staff responded to questions concerning roadway costs, size of
acquisition, topography, alternatives and other questions relating to the
project.
Members of the Commission and Council voiced continued support of
the Parks Plan and the importance of the south roadway access. It was stated
that the road should be built all at one time, rather than in two separate
parts as suggested as an alternative. Mayor Ellison suggested that Councilman
Wachter, who has known Mr. Murphy for some time, and he could meet with Mr.
Murphy to discuss with him the land acquisition. After further discussion, it
was agreed that Mayor Ellison, Councilman Wachter and City Administrator
Hedges, along with Staff would meet with Mr. Murphy to discuss the land
acquisition issue, and that the results of that meeting be brought back to the
attention of the Council and Commission.
COMMUNITY CENTER
Mr. Vraa then reviewed the organizational approach to the
Community Center project, introducing the focus group concept - it's roles,
responsibilities and communication channels.
After some discussion, Councilwoman Pam McCrea asked that the
public be brought into the planning process early, rather than at the end.
Representatives should be sought from every precinct, however before being
chosen they should indicate why they would like to be on the Community Center
Citizens Committee. Mr. Vraa directed the group's attention to the packet
item concerning the formation of a Citizen's Committee/Reaction Committee. It
was agreed that the reaction committee would come from volunteers in the
community for the planning of the project. Further, after the Council had
agreed to the site and general perimeters of the building, the committee could
be formed. Mr. Gustafson questioned when and how the priorities would be
included into the building process, stating he felt the architects should not
begin the design process until this had been accomplished. Mr. Vraa stated
that he had thought the process would be more of a combination process of
costs, needs and benefits, and that the architects would assist in that
process. Mr. Kubic stated he wanted to know the cost before he would vote to
include an item in the building program. He went on to say that it was not
the first or second priority items that everyone was concerned with, but the
lower priority items. He wanted to know their cost from the architects, so
a decision could be made as for inclusion into the building program. Members
of the Commission and Council voiced their thoughts and were in general
agreement - that the architects review and input would be critical.
Councilman Wachter expressed concern regarding City Hall
expansion. He commented that one possible idea would be to have a connecting
link between the Community Center and City Hall. Tom Hedges expanded on the
space needs of the departments and he stated further that the City would need
to undertake a space analysis to determine what the future needs for expansion
of the City Hall building might be.
Administrator, Tom Hedges, stated he wished to supply some
information concerning the possible School Bond Referendum for District #196.
He stated that he had met with Superintendent Rehwaldt and that the Board of
Education was looking at a possible referendum which might include two or
three elementary schools and three possible timeframes for such a vote. These
timeframes were: October, January or March/April.
There was general discussion by the group concerning the
pc►ssibility by the School District for a referendum. Mr. Gustafson stated he
felt the City Council and Commission should provide full public disclosure of
the pending Bond Referendum. He also felt the City should continue with a
February or Winter Bond Referendum as scheduled. He prefaced his comments by
saying that the City should not have the referendum until we know it will
pass. The Council expressed their desire for the best community center
possible and that we can not be influenced by uncontrollables such as higher
taxation and future bond referendums of the School District. Mr. Kubik stated
that the bond referendum in one school district did not effect the entire
City, and that plans needed to be dictated on the needs of the community and
not dictated by actions of one of the three school districts. Mr. Wachter
stated that he felt the pool and ice arena were of primary importance; the
City should build for today's needs, and plan for expansion. He felt a
February Bond Referendum was a reachable goal.
After additional comments, there was a consensus that the
architectural program should be continued and that a winter referendum would
be considered. Changes in the timing can be made dependent upon the
circumstances regarding the future.
Mr. Vraa then discussed the importance of providing staff with
some philosophical guidelines concerning operational costs, fees, and charges.
He stated that these were important considerations to be considered and
included in the architectural program. He then directed the Commission
committee's attention to the packet containing information on fees and
charges. Pam McCrea stated that she felt the Community Center should be self-
supporting by utilizing user fees and charges. Member Carroll felt that the
City should provide subsidized fees which would provide for usership for those
who could not afford membership or not afford specific user fees. Council
Member Egan stated he supported the idea that user fees should be utilized to
compensate for operational costs only, but not for bond cost. Member
Gustafson felt that the Community Center should attempt to be self-supporting
by its user fees. There was additional discussion on user fees and program
costs, noting that not all programs should be self-supporting. It was noted
that many community centers are not able to pay for all operational costs.
The general consensus is that the center should attempt to pay for all
operational costs, but that certain programs and operations will not be
totally self supporting.
During discussion concerning the community room use, Member
Swanson felt the community room could be appropriate for some use of alcoholic
beverages, but not necessarily hard liquor; Mr. Gustafson stated he could not
support spirits in the community room and felt the City needed to take a lead
role in this. Member McCrea suggested that when the user of the Community
Room wished to have alcoholic beverages (i.e., weddings, etc.) they would sign
a form of liability waiver placing the responsibility on the user group.
Other members of the Commission and Council supported the concept of allowing
wine for some functions that were appropriate. The use of the rooms would
provide a valuable source of income for paying operational expenses and design
would be predicted on the number and types of use and user. Guidelines for
use of the room and alcoholic beverages are to be developed.
There was a brief discussion on advertising and donations; it was
generally agreed that some advertising, used as a way of recognition for
donations, would be permitted. It was suggested that a committee of staff
develop guidelines for an appropriate time to cover such items.
UNISYS TRAIL
Mr. Jerry Tank, from Unisys Corporation, was present to represent
his firm regarding a trail connection from Pilot Knob Park to Quarry Park.
Steve Sullivan did reviewed the issues of the trail and noted that two
possible alignments were possible: one would follow the property lines on the
west and north and a second alignment would be closer to the existing roadway
alignment; now blocked off. Mr. Tank stated that Unisys was very much opposed
to the alignment adjacent to the roadway - stating his reasons for their
concerns. He further went on to state that it was never Sperry's intention to
provide for such a trailway, that in an earlier agreement with the City
provided for the trail alignment closer to the property boundaries. Mr. Kubik
stated that the neighborhood was very much concerned with trail alignment
adjacent to the property. He stated that he felt the topography and existing
vegetation was better along the roadway than adjacent to the neighbors.
Further, there was not a strong positive sentiment towards Sperry/Unisys at
this time. Members of the Commission and Council agreed that an attempt
should be made to place the trail along the property lines as depicted by Mr.
Sullivan's graphic, and that a meeting of the residents may be necessary for
this trail system to be implemented. Mr. Vraa stated it would be necessary
for the City's consulting firm to develop a site plan of existing conditions
before a plan could be prepared.
Noting that the meeting had extended beyond the timeframe, the
joint meeting of the Council and Commission was adjourned.
Date City Clerk