10/26/1999 - City Council Special AGENDA
SPECIAL CITY COUNCIL MEETING
Tuesday
October 26, 1999
4:45 p.m.
I. ROLL CALL & ADOPTION OF AGENDA
II. VISITORS TO BE HEARD
III. DRAFT 2000 BUDGET REVISIONS
• GENERAL FUND
• ENTERPRISE FUNDS
-Public Utilities
--Water
--Sanitary Sewer
--Street Lighting
--Storm Drainage/Water Quality
-Civic Arena
-Cascade Bay
IV. ADMINISTRATOR'S UPDATE
V. OTHER BUSINESS
VI. ADJOURNMENT
amity of eagan MEMO
TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS
FROM: CITY ADMINISTRATOR HEDGES
DATE: OCTOBER 22, 1999
SUBJECT: SPECIAL CITY COUNCIL MEETING/TUESDAY,OCTOBER
26,1999
A Special City Council meeting is scheduled for Tuesday, October 26, 1999 for 4:45 p.m. in the
City Council Chambers. The Advisory Planning Commission has a regularly scheduled meeting
beginning at 6:30 p.m. in the Council Chambers therefore, it will be necessary for the City
Council to conclude this special meeting in time to allow for the required set up, etc.
GENERAL FUND BUDGET
At a Special City Council meeting on August 31, 1999 the proposed 2000 General Fund
Operating Budget was reviewed. In official action at the Regular City Council meeting held on
September 7, 1999 the preliminary 2000 property tax levy,the preliminary 2000 General Fund
Budget,and the Truth in Taxation hearing dates of December 6th and 200,were approved.
Enclosed on page is a copy of the adjustments that have subsequently been made to the
proposed 2000 General Fund Operating Budget. These adjustments reflect corrections to the
preliminary document except for the increase to the 4"'of July fireworks allocation that was
directed by the Council and the final,revised allocation of the insurance premium based on the
new information. The adjustments have all been made through the contingency account,
consequently there is no change to the budget total of$18,200,000 as approved on September 7,
1999. After these adjustments are taken into consideration,the contingency account is at
$363,800 or 2.0% of the operating budget minus the contingency,which is the goal as previously
described.
Also enclosed on pages _and respectively are the Comparative Summary of
Revenues and the Comparative Summary of Expenditures,both reflecting the above referenced
adjustments.
No budget proposal has been forwarded from the City's History Committee at this time. Upon
receipt and approval of that budget,an additional transfer will be made from the contingency
account.
DIRECTION TO BE PROVIDED:
To provide direction to the City administrator for presentation of the General Fund Operating
Budget at the Truth in Taxation public hearings.
ENTERPRISE FUND BUDGETS
The City's enterprise funds consist of the Public Utilities(Water, Sanitary Sewer, Street Lighting
and Storm Drainage/Water Quality),the Civic Arena and the Aquatic Facility. Each of the
budgets is being presented for consideration at this meeting.
DIRECTION TO BE PROVIDED:
To provide direction to the City Administrator regarding the enterprise fund budgets. Action to
approve the budgets will be scheduled for a regular City Council meeting in December along with
the General Fund Operating Budget.
Public Utilities Budeets
Enclosed on page_J_l� is a copy of the revenue projections for Water, Sanitary Sewer, Street
Lighting,and Storm Drainage/Water Quality.
WATER& SEWER UTILITIES
Service Delivery Summar
The Water Department is divided into two categories as follows:
• Construction,reconstruction and maintenance of the water distribution and storage
system. There are more than 18,000 customers using water during 1999.
• Production and treatment of the water through the operation of the wells and treatment
plants.
The sanitary sewer utility is divided into two categories:
• Treatment is provided by the Metropolitan Council Environment Services(MCES)and
paid for through monthly charges. Capital and maintenance programs for the local
system continue to be the responsibility of the City.
• Collection, similar to the water utility,also involves more than 18,000 customers.
The total personnel for the Water& Sewer Utility is broken down as follows:
2000 Breakdown
Sanitary
Personnel 1997 1998 1999 2000 Water Sewer
Adm.Asst.(System Analyst) 1 1 1 1 2/3 1/3
Utilities Operations Supervisor 1 1 1 1 1/3 2/3
Engineering Technician 1 1 1 1 1
Water Production Tech/Supr 1 1 1 1 1
System Maintenance Workers 11 11 11 11 5 6
Water Treatment/Prod Workers 3 3 3 3 3 _
18 18 18 18 11 7
Objectives/Water& Sewer Utility Service Delivery 2000
Water Utility
The City has successfully privatized meter reading for the approximately 18,000 metered
accounts. The cost for the meter reading is estimated to increase from $1.30 to $1.40 per account
for a total meter reading cost of approximately$31,000 for year 2000. A program that is
mandated by the end of 2000 is to complete the engineering for the wellhead protection that has
increased the expense in Engineering by approximately$8,500 for year 2000. Another new
regulation or mandate by the EPA is a consumer confidence report that provides for a detailed
reporting of lead content in the water distribution. The cost for this report is estimated at$5,000.
A major reduction in the 2000 budget is under utility system repair. During 1999,there were two
City reservoirs that required painting(Yankee and Safari)at a cost of$1 million. It is important
to note that the actual bid for painting was $400,000 each or a total expense of$800,000. The
2000 budget for utility system repair includes routine operational repairs and renewal and
replacement with a portion of the Safari reservoir being paid for in year 2000,repair to roof of
North Treatment Plant and some additional inspection and repair of wells. The total estimate for
renewal and replacement expenses for the utility system is$425,000 compared to a$1,102,000
budget in 1999.
Other increases for the water utility are increases in the public utility administration cost of
approximately$15,000 and central service maintenance of approximately$4,000 to offset costs
that are incurred in the General Fund for utility billing and certain administrative costs of the
Water and Sewer Utility operations.
Debt service payments are reduced by $1,194,300 as one bond issue was called and the results of
a refunding are impacting a second issue. Capital Outlay is increased by $677,500 to incorporate
a potential land purchase.
Enclosed on pages 5 through are the budget worksheet pages for the Water Utility.
Sanitary Sewer Utility
There are few changes to the Sanitary Sewer Utility Budget. There is a proposed reduction of
$15,000 in the amount budgeted for professional services due to the purchase of sanitary sewer
line televising equipment.
The MCES disposal charges are proposed at$3,382,500,an increase from $2,910,231 in 1999.
Enclosed on pages through are the budget worksheet pages for the Sanitary
Sewer Utility.
City Administrator's Recommendation:
There are no significant changes or new programs suggested for either the Water or Sanitary
Sewer Utility Budgets for the year 2000.
The above explanation represents the few changes for the Water and Sewer Utility Budget as
proposed for year 2000. The total Water Utility Budget for operations totals $1,852,400 for 2000
compared to $1,787,400 for 1999. Those totals, arrived at by factoring out capital outlay,debt
service and renewal and replacement expenses, generate an increase of 3.6% between the two
years.
The Sanitary Sewer Budget for operations totals $4,070,900 for the year 2000,an increase of
$423,800 or 11.6%from the similar 1999 budget number of$3,647,100. The main reason for the
increase is the additional MWCC disposal charge. This disposal charge increase is compounded
by the 1999 estimate being too low.
Street Lighting Utility
The Street Lighting Utility budget reflects primarily the cost of energy for neighborhood lights,
community intersection lights and certain traffic signals. Also included in the budget are the
administrative costs transferred to the General Fund and minor costs to repair the system.
The 2000 budget of$332,300 represents a small decrease from the 1999 budget of$334,300.
Since the budget is primarily a pass-through situation,no other spending levels are being
considered. The depreciation account added in 1998 reflecting City ownership of certain
streetlights in the Central Area is continued in 2000.
Enclosed on page is a copy of the Street Lighting Utility budget worksheet.
Storm Drainage/Water Quality Utility
Service Delivery Summary:
The Storm Drainage/Water Quality Utility was created to better manage an effective water
quality program for the community to protect and enhance the 365 lakes/wetlands in the City.
The total personnel for the Storm Drainage/Water Quality Utility is broken down as follows:
Personnel 1997 1998 1999 2000
Water Quality Coordinator 1 1 1 1
Water Resources Technician 1 1 1 1
Clerical Technician .5 .5 .5 .5
2.5 2.5 2.5 2.5
Obiectives/Storm Drainage/Water Quality Utility Service Delivery 2000
There are no substantial changes to the Storm Drainage/Water Quality Utility Budget for year
2000 in terms of new programs. In order to meet the water quality standards established for Fish
Lake,the budget amount for chemical injection levels is increased by approximately$20,000.
The additional chemicals will also be used to help improve the water quality in Carlson, Heine
and other wetland areas. An appropriation was established to provide more signage to identify
water quality projects resulting in greater public awareness for the type of water quality projects
the City has authorized for many of its Class I lakes. The amount budgeted for electricity to
operate lift stations increased by approximately$7,000 to more accurately reflect the frequency
for which the lift stations are operating on an annual basis.
4
City Administrator's Recommendation:
The above explanation represents the few changes for the Storm Drainage/Water Quality Utility
Budget as proposed for year 2000. The budget is proposed at$492,100, an increase of$40,200
from the 1999 budget of$451,900. This 8.9% increase is due mainly to the additional costs for
improving the water quality standard for Fish Lake. A depreciation charge is included in this
budget.
The revenue estimate for this budget is based on the previously approved assumptions of a 3%
rate increase and a 2%growth factor.
Enclosed on pages dg through is a copy of the Storm Drainage/Water Quality budget
worksheets.
Operational Notes:
During 1995 the City Council established certain budget parameters for the Storm
Drainage/Water Quality program. It was approved that service fees would be reallocated
retroactively to 70 percent operations, 10 percent renewal and replacement and 20 percent
expansion and modification. The CIP and expansion and modification for calendar years 1996
through 2000 were also approved. It was determined by City Council policy that CIP
expenditures in 2001 and beyond be placed on a pay as you go basis. A financial projection was
generated based on revenue growth of two percent related to population and three percent related
to fee increases. These changes were designed to put each of the three programs of expenditures
on firm financial footing over a period of time. An updated statement of cash balances is
enclosed on page 54 .
The following is a summary of expenditures that are considered under operations,renewal and
replacement and expansion and modification.
Operations
The operations program funds a combination of water quality and conveyance activities. Primary
expenses include the following:
• Staff salaries and benefits
• Lift station electricity
• Engineering services
• Public Utility administration
• Equipment depreciation
• Other(public education, street sweeping, chemical treatment and vegetation
harvesting, sampling, WMO fees,printing, etc.)
Renewal and Replacement
The renewal and replacement program funds primarily maintenance to the conveyance system.
An example of these types of projects include the following:
• Lift stations-repairs/replacement
• Catch basin replacement
• Delta removal
Expansion and Modification
The expansion and modification program funds capital projects for both water quality and
conveyance. Examples of these types of projects include the following:
• Detention pond construction/retrofitting
• Bypass/dosing stations
• Storm sewer associated with street construction
CIVIC ARENA FUND
Obiectives/Civic Arena Operations
• Serve as an ice arena for hockey and other skating programs and activities for most of the
calendar year in both main arena and civic arena east.
• To provide dry floor and an indoor park opportunity for other activities within the
facility.
The total personnel for the Civic Arena is broken down as follows:
Proposed
Personnel 1997 1998 1999 2000_
Civic Arena Manager 1 1 1 1
Assistant Civic Arena Manager 1 1 1 1
Building Supervisor 0 0 .5 .5
Maintenance Staff .5
Clerical Technician 0 0 .2 .2
2 2 2.7 3.2
The 2000 budget proposes one significant change in personnel by adding a new 6-month full-time
position. This position will allow the arena to have a full-time staff person open and close the
arena. Previously, seasonal staff,who were inadequately prepared and often unreliable,handled
many shifts requiring opening and closing. The new position will be shared with the Cascade
Bay facility and will also provide other general maintenance and operating functions at the two
arenas. The budget seasonal staff at$8,000 is being reduced as part of this proposal.
Civic Arena Operations
The main civic arena is entering its fifth full year of operation and the east rink its second. The
facilities have far exceeded expectations of the community in terms of use and has one of the
strongest financial operations of any the arenas in the metro area. The skating school has been
expanded each year to include more sessions and increased levels of ability. A junior figure
skating club is under consideration. This is the type of program that will provide additional
income to the arena to help with future success. Dry floor activities,advertising revenues and a
productive concessions operation have all helped make the civic arena operation what it is today.
The arena has maintained this position,despite some"early warning signs"that the industry is
possibly overbuilt and the supply of ice may be exceeding the demand. New rinks in Lakeville
and Richfield recently opened. Inver Grove Heights has announced plans to cut back on the
number of weeks they will remain open due to lack of demand. Eagan's civic arena operation has
also seen a softening of demand during the shoulder season of September/early October and
W
March/April. Summer ice sales were down this past summer as hockey camps and schools failed
to get enough skaters registered. This condition was almost universal in the metro area as more
rinks entered the market,each trying to fill available hours. It is important to understand these
issues as background so that the City of Eagan can react appropriately to the market allowing the
operations to continue to be financially successful.
Budget Changes for 2000
Most of the changes have occurred in the east rink that was initially intended to be a practice rink.
By design, it was intended to be very simple--no heat,no scoreboard, no spectator seating.
However,the demand for tournaments and other organized games in the east addition has led to
adding scoreboards,heating,a sound system and other improvements to maximize the
tournament/game use in the facility. The only significant operating cost related to these
improvements is for natural gas, since heat was added to the east addition.
A debt service payment of$124,600 is budgeted for 2000. There is also a capital repair and
replacement set-aside for equipment,which is partially covered through user fees.
As a new program to enhance revenues for the arena's operation, it has been suggested that
artificial turf be installed in the East Arena in the early spring for the purpose of renting the
facility for indoor soccer, softball and baseball. Rental rates could generate an income of
approximately$12,000 to$24,000 in the first year with higher revenues in future years. A
revenue estimate of$13,600 is included in the proposed budget. Artificial turf could be used for
a number of programs, such as soccer,baseball, softball and other related opportunities that
demand may create with the Parks&Recreation Department. An early decision will be required,
if the carpet is to be ordered and available for installation by March 1, 2000 and to allow for
bookings to begin for its use. The Part III CIP for Parks and Recreation presented to the City
Council in August included a$70,000 appropriation for the purchase of the carpet.
Learn-To-Skate Program ' C
There have been questions regarding the Learn-to-Skate Program. Enclosed on page is is a
copy of the breakdown of revenue,expenses and the number of participants related to this
program.
Enclosed on page V is a copy of the Comparative Summary of Civic Arena Revenues.
Enclosed on pages n through l is a copy of the Civic Arena Budget worksheets.
Also, at the August 3, 1999 City Council meeting, a request was made by the Council to look at
different revenue generating ideas for the Civic Arena to replace the increase in rates charged for
ice time. For a copy of five suggestions,refer to a memo attached on pages through .
City Administrator's Recommendation:
Expenditures in the 2000 budget for the Civic Arena operation total $622,400 including debt
service of$124,600 and renewal and replacement of$50,000 compared to the 1999 budget of
$585,100 also including debt service and renewal and replacement. Projected revenues currently
total $612,800 including the$13,600 for the new revenue related to the carpet installation in the
East Arena. The City Administrator will be working with staff to eliminate this $9,600 difference
between estimated revenues and expenditures to bring the budget into balance for presentation at
9
the time of final approval in December. In the event that the carpet purchase is not authorized,
the variance becomes $23,200.
AQUATIC FACILITY FUND
Cascade Bay Service DeliveEy Budget 2000
• Cascade Bay provides an aquatic water park experience for all ages during the
months of June through August.
The personnel breakdown for Cascade Bay is as follows:
Proposed
Personnel 1999 2000
Aquatic Facilities Manager 1 1
Operations&Maintenance Supervisor .5 .5
Assistant Operations&Maint Supervisor .5
Clerical Technician .4 .4
1.9 2.4
Included in the proposed personnel services is the addition of a new 6-month position to be on-call
24 hours a day during the Cascade Bay operations. This is a position that is shared with the civic
arena operation and utilized there for the winter months. This person would be the Assistant
Operations&Maintenance Supervisor and would allow the Facilities Manager and Operations&
Maintenance Supervisor to divide the 24-hour coverage with a third person.
During 1999,the City employed approximately 220 seasonal employees. It is anticipated that the
number of lifeguards,concessionaires and operations and maintenance staff will be reduced per hour
from the number used in 1999. The total number of training hours for staff is also proposed to be
reduced,creating some reduction in the cost for seasonal personnel.
General Operations& Programming Potential for 2000
Cascade Bay had a 72-day season in 1999. Budget figures for the 2000 season have been based
on a 12-week/84 day season. The increased number of days does impact supplies; however,
because Cascade Bay will be in its second season,the facility should run more efficiently.
During the 1999 season,the peak attendance times were Monday through Friday, from 11:00 a.m.
to 4:00 p.m. To help boost attendance at other times,the aquatic staff proposes that non-resident
season passes be sold for the 2000 season. The demand is obvious and the capacity is available.
Assuming an additional 1,500 season passes with a$10 premium cost addition, it is projected this
will increase revenues by$65,000. This is a public policy issue for the City Council. If the City
Council would prefer not to consider non-resident passes in 2000,one other alternative would be
to increase the daily pass rate by an amount of$.50 to$1, generating a similar amount of revenue.
The Director of Parks & Recreation has researched other facilities to address utilization
opportunities. Although the Cascade Bay facility reached its capacity of 2,000 persons many
times, staff believes there is space to increase the season pass sales. The City of Edina sold
15,000 season passes during 1999 and the City of St. Louis Park sold 8,500 passes during 1999.
Both facilities have capacities of roughly 1,200 guests.
F
Additional Budget Considerations:
• In 1999, sales tax was included in the purchase price for season passes and for daily
admissions fees. A large amount of money was paid to the state of Minnesota to cover
sales tax. Staff recommends that sales tax be added to the purchase price of season
passes for the 2000 season.
• After visiting with other Water Park Directors from around the world,the Facility
Manager found Cascade Bay's user fees to be much lower than other parks with similar
amenities; and part-time wages to be much higher than others. Although not a proposal
for the 2000 proposed budget,there is a need to re-examine the daily user fees for the
2001 season.
• The water aerobics and lap swimming held on Saturday mornings had healthy attendance
numbers. Although not a large source of revenue,they will again be offered during the
2000 season as the two programs reached individuals who would not have otherwise
utilized Cascade Bay.
• In 1999, lap lanes were not set up during regular facility hours, despite the dismay of
several residents. Because user patterns were unknown prior to opening,the Facilities
Manager did not feel comfortable setting aside space the first season for lap swimmers
during open time that could potentially be busy. This was ultimately proven to be a wise
decision. However,the successful lap swimming on Saturday mornings, along with
several individuals who voiced their interest throughout the summer,has encouraged
more time to be set-aside during the 2000 season for this purpose.
• Swimming lessons were not offered during the 1999 season. Both School District 196
and the YMCA located in Eagan have very successful lessons programs. Lessons at
Cascade Bay would not bring in a large amount of revenue and with weather a factor,
would not be worth the labor that it would take to implement them.
• Early on in 1999,the Dolphin Swim Club placed a phone call in hopes of securing rental
time of Cascade Bay for their swim club. The$500/hour fee was quoted to them and the
issue was not further pursued. Due to the large amount of mechanical items that are
taken care of during the early morning hours, along with other public programs such as
lap swim, it is unlikely that staff will pursue this as a revenue possibility next year.
• Although the five private rentals in 1999 were successful, staff believes that the price per
hour($500)was too low. It has been learned after discussion with other operators from
around the world,that facilities charge 4 times their costs per hour for private rentals.
This formula will be examined and a new cost for rentals will be developed for the 2000
season. Private rentals will also be marketed more heavily and in a different manner for
the 2000 season.
• After having developed a successful brochure in 1999, Katz and Maus Advertising has
again been retained to do some additional work for the 2000 brochure. With less time
being anticipated being spent on getting the facility up and running for the 2000 season, it
is the intent of the Facilities Manager to develop an aggressive marketing plan for 2000.
Statistics from the 1999 season suggest that there needs to be some active marketing for
the after 5:00 p.m.time slot which was fairly slow in numbers,along with bringing more
people into the facility during August. Plans to work with more outside groups to help
promote the facility are also being explored.
Because the Cascade Bay operation was in its first year,there are a number of budget adjustments
being made for 2000; both increases and decreases,with 14 of those budget adjustments being
reductions in expense appropriations.
q
The budget provides for debt service in the amount of$161,000 to meet the annual obligation and
also provides for a renewal and replacement account budgeted at$50,000. The operation of and
the rationale behind the renewal and replacement account is similar to the civic arena.
Capital Outlay
There are several items to be considered for capital outlay, including two computers and a printer
to provide reporting and data collection. A fax copier on site will be a good customer service
tool, as well as provide better interaction with vendors and other operations. Since many buses
park at St. John Neumann Church, it is proposed to purchase a used golf cart to transport bus
drivers to and from the parking lot. A full-size fryer for the concessions stand, concessions grill
for outside events, an automated external defibrillator, a hammer drill and air-cooling systems for
the concessions building are also included in the proposed budget.
City Administrator's Recommendation:
The proposed Aquatic Facility Budget for Cascade Bay totals$1,080,600, including debt service
and renewal and replacement. Since the operations are user fee based and reflect and respond to
customer demand,the budget is being proposed at this level even though it is a significant
percentage increase from 1999.
Enclosed on page" is a copy of the Detail of Revenues for Cascade Bay.
Enclosed on pages S through 5 ' is a copy of the expenditure worksheets for the 2000
Aquatic Facility Budget.
Enclosed on pages.52 through are copies of various statistical information related to
the first year of operation at Cascade Bay.
If any member of the City Council would like any additional information in advance of the
scheduled meeting, please contact the Office of the City Administrator. The City Administrator
and staff will be able to answer any questions at the meeting.
ADMINISTRATOR'S UPDATE/OTIIER BUSINESS
There are no additional items for consideration at this time for the Administrator's Update or
Other Business.
City Administrator Hedg
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2000revsum 10/14/99
2000 BUDGET
GENERALFUND
COMPARATIVE SUMMARY OF REVENUES
1997 1998 1999 2000
% Change
Actual Actual Budqet Budge 1999 to 2000
General Property Taxes $ 10,800,110 $ 11,252,504 $ 11,760,800 $ 12,343,200 5.0%
Licenses 146,924 155,347 172,500 156,800 -9.1%
Permits 1,038,825 1,065,320 514,000 569,000 10.7%
Intergovernmental Revenues 2,280,881 2,925,625 2,125,000 2,312,900 8.8%
Charges for Services 1,019,759 1,071,860 725,000 812,100 12.0%
Recreation Charges 360,084 391,913 378,500 422,700 11.7%
Fines & Forfeits 225,981 182,611 181,000 177,000 -2.2%
Other Revenues 622,080 741,846 377,600 396,900 5.1%
Program Revenues 673,799 897,560 829,200 881,700 6.3%
Transfers 164,727 172,740 178,000 127,700 -28.3%
TOTAL GENERAL FUND $ 17.333.170 $ 18.857.326 $ 17.241.600 $ 18.200.000 5.6%
2000budexp 10/19/99
2000 GENERAL FUND BUDGET
COMPARATIVE SUMMARY OF EXPENDITURES
1997 1998 1999 2000
Actual Actual Budget Proposed
GENL GOVERNMENT
01 Mayor&Council $ 98,987 $ 101,484 $ 100,400 $ 101,700
02 Administration 660,551 662,583 712,500 750,500
03 Data Processing 468,830 472,646 532,900 604,500
05 Finance/City Clerk 825,877 851,505 868,400 892,500
06 Legal 332,012 279,986 340,000 346,000
07 Community Development 1,162,960 1,110,732 1,228,100 1,277,500
10 Cable TV 14,323 24,534 41,300 2,800
Gen Govt Total 3,563,540 3,503,470 3,823,600 3,975,500
PUBLIC SAFETY
11 Police 5,706,153 6,001,221 6,388,100 6,775,100
12 Fire 851,073 962,833 933,300 1,006,900
Public Safety Total 6,557,226 6,964,054 7,321,400 7,782,000
PUBLIC WORKS
21 Public Works Engineering 782,142 910,231 957,300 1,022,400
22 Streets&Highways 1,044,576 1,570,607 1,294,100 1,329,200
24 Central Svices. Maint. 348,147 378,056 385,600 409,700
Public Works Total 2,174,865 2,858,894 2,637,000 2,761,300
PARKS & RECREATION
31 Parks& Recreation 2,042,971 2,214,212 2,367,100 2,517,200
32 Tree Conservation 211,081 277,562 286,700 235,100
Parks& Rec Total 2,254,052 2,491,774 2,653,800 2,752,300
GENL GOVT BLDG MAINT
33 Building Maintenance 464,755 512,255 536,100 565,100
OTHER
42 Contingency-undesignated - - 269,700 363,800
Total Expenditures-
General Fund $ 15.014.438 $ 16.330.447 $ JL2L1,,600 $ 18.200.000
2000 220 revenues-operation and non 10/8/99
2000 Budget
PUBLIC UTILITIES ENTERPRISE FUND
DETAIL OF REVENUES
Actual Actual Budget Budget
1997 1998 1999 2000
DEPARTMENTAL:
Water
3711 Water Service Fees $3,277,505 $3,483,711 $3,470,000 $3,585,000
3712 Water Service Penalties 11,593 10,660 11,000 11,000
3713 Water Connection Permits 14,300 13,881 14,000 14,000
3716 Sale of Meters 88,589 77,122 90,000 85,000
3719 Water Tum Off/On Fee 4,785 4,650 4,000 4,000
3721 Constr Meter Permits 600 1,433 600 1,000
3722 Acct Deposit Not Refunded (11) (15) 0 0
3,397,361 3,591,442 3,589,600 3,700,000
Sanitary Sewer
3741 Sanitary Sewer Service Fees 3,993,289 4,519,531 4,300,000 4,570,000
3742 Sanitary Sewer Penalties 13,967 12,873 14,000 13,000
3743 San Sewer Connection Permits 13,700 13,450 13,000 12,000
4,020,956 4,545,854 4,327,000 4,595,000
Street Lights
3771 Neighborhood Light Svc Fees 182,166 191,523 185,600 197,000
3772 Neighbrhd/Comm Lt Penalties 564 520 500 500
3775 Community Light Service Fees 152,117 154,853 159,500 159,000
334,847 346,896 345,600 356,500
Storm Drainaae/Water Quality
3761 Storm Drainage Service Fees 653,038 710,683 729,800 765,000
3762 Storm Drainage Penalties 2,116 1,950 2,000 2,000
655,154 712,633 731,800 767,000
NON-DEPARTMENTAL:
3016 Assmt Penalties and Interest 1,061 1,826 800 1,500
3310 Federal Grant-Water Qual 9,183 0 0 0
3340 State Grant-Water Quality 4,809 0 0 0
3353 State PERA Aid 0 2,927 0 2,900
3426 Developer Escrow Reimbursmt 10,450 10,450 10,000 11,000
3442 Maint Equipment and Personnel 1,765 2,317 1,000 200
3810 Interest on Investments 1,787,868 1,882,379 1,800,000 1,547,000
3812 Interest on Assessments 80,735 60,827 50,000 45,000
3814 Interest on MWCC 9,712 8,138 7,400 6,600
3820 Antenna Site Rent 126,571 161,379 178,000 173,200
3840 Sale of City Property 1,218 0 0 0
3858 Water Quality Dedication Fees 90,616 113,307 35,000 35,000
3865 Connection Charge-Water 440,480 631,388 450,000 450,000
3868 Conn Chg-Water Treatmt Plant 559,288 535,993 500,000 500,000
3880 Other Revenue 84 0 100 0
3920 Other Reimbursements 2,434 38,693 4,000 2,000
3980 Transfers In 16,000 0 0 0
3,142,274 3,449,624 3,036,300 2,774,400
GRAND TOTAL $11.550.592 112.646.449 112.030.300 $12.192.900
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33
2000 stone water cash 10/8/99
STORM DRAINAGE—DEPT 64
CASH BALANCES
Actual Actual Actual Actual Budget Budget
1995 1996 1997 1998 1999 2000Operations(1115 cash)
Balance forward (13,353) 30.163 87.613 120,997 160.712 239,212
Income[11
Escrow Reimbursement 15,575 9,875 10,450 10,450 10,000 10,000
70% Storm drain fees 416,449 438,216 457,126 498,843 512,300 532,900
Grants/Development Fees 12.246 69.929 9183 0 0 0
Expenses[2) 00
444,270 518,020 476,759 509,293 522,3 542,900
Genl operations 359,353 407,657 390,400 418,032 417,100 468,200
Depreciation 41.401 52.913 52.975 51.546 26.700 23.900
Total exp 400.754 460.570 443.375 469.578 443.800 492,100
Net increase(decrease) 43.516 57.450 33.384 39.715 78,500 50,800
Ending balance 30.163 87.613 120.997 160.712 239.212 290.012
Renewal&Replacement(1126 cash)
Balance forward19( 2.962) 35 57 17( 6.385) 10( 8.897) 52 123 1f 6.423)
Income[1)
10% Storm drain fees 59,493 62,602 65,304 71,263 73,200 76,100
Grants 0 0 0 0 0 0
Interest 0 0 2.184 4 853 0 0
Total income 59.493 62.602 67.488 76.116 73.200 76.100
Expenses/other
Renewal/replacement 102,103 [3] 3,415 0 18,645 37,500 37,500
Adjustment 0 0 0 697 0
Total expenses/other 102.103 3 415 0 19.342 37.500 37.500
Net increase(decrease) 41 2.610) 59.187 67.488 56.774 35.700 38.600
Ending balance (235.572) (176.385) (108.897) (52.123) (16.423) 22.177
Expansion&Modification(1125/27 cash)
Balance forward 163.178 313.182 550,472 831.392 1,082.8 54 1.139.254
Income[1]
20% Storm drain fees 118,986 125,204 130,608 142,527 146,400 152,300
Cash dedications(3858) 41,837 220,486 90,616 113,307 35,000 35,000
Interest 26,390 41,441 66.541 73.196 0 0
Total income 187.213 387,131 287,765 329,030 181.400 187.300
Expenses
Expansion/modification 37,208 149,841 6,845 77,684 125,000 380,000
Adjustment 0 0 Q 116 0 0
Total expenses/other 37.208 149.841 6 845 77.568 125.000 380,000
Net increase(decrease) 150.005 237.290 280.920 251,462 56.400 (192,700)
Ending balance 313.182 550.472 831.392 1.082.854 1.139.254 946.554
[1] Income figures for each year reflect retroactive adjustments made in 11/95 to reflect
new allocation percentages for storm drain fee income.
[2)Operations expenses do not include interest expense that should be calculated
on deficit balances.
131$102,083 of the$102,103 total expenditures was spent in 1995,but not recorded
as a credit to 1126 until 1996.
34
Learn to Skate Breakdown
Average skaters per class (10-12 per class is maximum) 8
Number of Classes/half hour 6
Total number of skaters per half hour(average) 48
Total kids per hour 96
Income per skater per 1/2 hour session $8.13
Total projected revenue per hour from Learn to Skate Program $780.48
EXPENSES
Professional Skating instructors $16.00/hour•6 pro's 96
Assistant skaters 2 assistants'$8.00/hour 16
Cost of ice time per hour for lessons 135
Total projected expenses per hour 247
Projected net revenue from Learn to Skate Program per hour 533.48
Note:As of 9-30-99 the gross receipts for the skating school was$95,800 with Fall class
registrations in progress. During the 1998-99 Season registration was:
Fall: 334 skaters
Winter: 462 skaters
Spring: 446 skaters
Summer. 182 skaters
00fd221
2000 Budget
Civic Arena Enterprise Fund
DETAIL OF REVENUES
1997 1998 1999 2000
Revenues Actual Actual Budget Budget
Ice Rental (Exempt) $ 166,973 $ 259,675 $ 291,200 $ 313,000
Ice Rental (Non-Exempt) 95,321 82,696 95,300 78,000
General Admission 26,551 29,069 28,500 26,000
Arena Program Revenues 63,895 96,133 91,000 100,000
Arena Merchandise Sales 38,199 42,134 46,000 49,500
Skate Rental 4,202 2,087 4,500 4,500
Skate Sharpening 5,247 6,019 6,700 6,700
High School Game Receipts 8,782 1,845 0 0
Arena Advertising 12,281 15,279 17,800 15,500
Interest 7,177 22,105 0 0
Contributions & Donations 0 1,136 5,000 0
Coke Cola Marketing Revenue 0 0 0 5,000
Dry Floor Revenue 0 0 0 1,000
Other 14 6,650 0 0
Total Operations $ 428,642 $ 564,828 $ 586,000 $ 599,200
Cost Sharing Payments 0 50,000 0 0
Grants & Aid 0 250,402 0 0
Carpet Revenue 0 0 0 13,600
Grand Total $ 428,642 $ 865,230 $ 586,000 $ 612,800
*-3 months operation of 2nd sheet of ice beginning October 1, 1998.
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-- MEMO
- city of eagan
TO: TOM HEDGES,CITY ADMINISTRATOR
FROM: KEN VRAA,DIRECTOR OF PARKS AND RECREATION
MARK VAUGHAN,CIVIC ARENA MANAGER
DATE: OCTOBER 13, 1999
SUBJECT: CITY COUNCIL REQUEST
At the City Council workshop on Tuesday August 3'd, 1999 a request was made by the Council to look
at different revenue generating ideas for the Civic Arena to replace the raising of rates on ice time.
Staff has looked-into each item that was discussed and prepared.a response to the items:
1. Concession Stand
It was suggested that the Civic Arena could produce more revenue in the concession stand by
offering a product that people want, such as a specialty coffee. A type of coffee that is offered
at Maggie's,for example,would require up-front equipment costs of approximately$5,000-
$8,000. The average length of time to make a cup of coffee is between 3045 seconds.
Although a premium price could be charged for a specialty coffee,the cost of the machine,plus
product and staff costs may not create a feasible opportunity and make a"profit"at the Civic
Arena. The staff at the Civic Arena is currently worlang with its current coffee supplier
(Boyd's coffee)to try some different roasts of coffee along with a marketing plan to offer a
"coffee of the week".
Equipment that was used at Cascade Bay is currently being installed at the Civic Arena to offer
an expanded variety of profitable foods such as chicken strips,french-flies and mozzarella
sticks. Staff was also looking into offering specialty items for tournaments such as soup or hot
beef sandwiches.
2. Tournaments
A suggestion was made that more tournaments could raise more money in the concession stand
and skate sharpening. A new tournament has been added to the schedule for Eastview Youth
Hockey in December. Eagan Youth Hockey will be hosting a district tournament at the end of
the season,which will be a great event for the community.
3. Open roller or in-line skating
The surface at the Civic Arena is not the desired surface for in-line skating. If you may recall,
the Civic Arena used to offer open,in-line skating during the fust year of operation of the West
Arena. ,The City of Eagan provides many bike paths and an asphalt surface at Goat Hill Park
for free,which is more desirable in Minnesota during the summer verses paying a user fee for
- indoor in-line skating.
y�
4. Increase fee's to other programs
Staff has explored the idea of raising rates for public skating and the Learn to Skate programs.
After the Minnesota Ice Arena Managers Association completed its survey,Eagan's skating
school is already one of the highest in costs
Staff looked at charging a higher rate for non-prime ice and during the non-prime season.
However,given the number of arenas that have been built in the last five years,this has made
non-prime hours very competitive. An increase in those rates may push customers to other
facilities were they could receive a better rate per hour.
5. Facilitate public skating
It was mentioned that not all skaters were paying for public skating. Staff has looked at this
problem and recognizes that this is a difficult situation with the multiple entrances onto the ice
surface and from the East addition. Staff has looked at different ways to operate the public
skating sessions,such as collecting tickets at the door, stamping hands and spot-checking
during the session. Additional staffing may be the answer,but also increases the cost. Staff is
currently looking into security systems for the Civic Arena.
The points are well taken for the revenue generating ideas. Staff will continue to develop different
marketing ideas for the facility. Upgrading and developing policies and standards for operations should
help with customer service,user loyalty and profitability.
Staff is in the process of promoting and holding a Spring Variety and Craft show in 2000 to help with
dry floor events. We are wrapping up some contracts for continued dry floor events in the Civic Arena
such as antique arm's show,craft show,Harvest Your roots, and United Cerebral Palsy stationary bike
race.
Lis
2000 Budget
Aquatic Facility Enterprise Fund
DETAIL OF REVENUES
1999 2000
Revenues Budget Budget
Season pass $ 420,000 $ 365,000
Daily Admissions 350,000 452,600
Group Sales 0 70,000
Concessions 120,000 188,000
Merchandise 0 1,000
Coke Cola Marketing 0 5,000
Rental 0 1,000
$ 890,000 $ 1,082,600
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Daily 54633
Under 42" 6614 Regular Admission 61988
Less than 18 months 670 Admission After 5:00 10855
Birthday 976 Season Passes 77852
Complimentary pass 34 Groups 10129
After 5:00 daily 9337
After 5:00 under 42" 1355
After 5:00 18 month 163
Groups 9153
Special Fee 37
Season pass 77852
Total 160824
Cascade Bay Attendance
Groups ■Regular
6% Regular Admission
Admission ■Admission After
39% 5:00
Season O Season Passes
Passes(I
48% Admission 0 Groups
After 5:00
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53
Muffin $571.50
Small Fountain Cookie $452.50
Drink ■Other Bottled Candy S6,309.00
Large Fountain 8% Beverage
Drink Other Bottled ■Bottled Coke Nabisco,Products $4,928.25
6% Beverage Products Chips $7,287.75
37% Marge Fountain Mo2zerella Sticks $18,890.00
Drink French Fries $8,637.00
Ell�II Fountain
Bottled Coke Chicken Nuggets $6,669.00
Products Sandwiches $12,225.00
49% Nachos $4,598.75
Pretzel $7,228.75
Hot Dog $13,288.50
Bread Sticks $151.50
Pizza $27,755.00
Other Bottled Beverage 514,172.00 Large Slush $2,651.25 $118,992.50
Bottled Coke Products $18,661.00 Small Slush 54,119.00
Large Fountain Drink $2,442.00 Captain's Creation $480.00
Small Fountain Drink $2,9313.001 Small Dipped Cone $13,730.00
538,208.00 Large Dipped Cone $4,788.00
Popsicle $1,052.00
Ice Cream Novelty $2,130.75
28,951.00
$16,000.00
$14,000.00
$12,000.00 -
.00
$800000
$6,000.00 6Jf-
$4,000.00
$2.000.00
r
$0.00
Large Slush Small Slush Captain's Small Dipped Large Popsicle Ice Cram
Creation Cone Dipped Cone Novelty
Fried Foods $34,196.00 Fried Foods: Mozzerella sticks $18,890.00
Bottled Beverages $32,833.00 French fries $8,637.00
Pizza& Bread Sticks $27,906.50 Chicken nuggets $6,669.00
Ice Cream $22,180.75 Bottled Bereva es: Bottled Coke products
$18,661.00Snacks $19,549.00
Other bottled beverages $14,172.00
Hot Dogs $13,288.50 Pizza$ Breadsticks Pizza $27,755.00
(Sandwiches $12,225.00 Breadsticks $151.50
Pretzels& Nachos $11,827.50 Ice Cream: Captain's Creation $480.00
Food Packages $6,903.00 Small dipped cone $13,730.00
Slushes w-no.251 Large dipped cone $4,788.00
Fountain Beverage $5,375.00 Popsicle $1,052.00
Ice cream novelty $2,130.75
Snacks: Muffin $571.50
Cookies $452.50
Candy $6,309.00
Nabisco Products $4,928.25
Chips $7,287.75
Pretzels&Nachos: Pretzels $7,228.75
Nachos $4,598.75
Hot Dogs: Hot Dogs $13,288.50
Sandwiches: Sandwiches $12,225.00
Slushes: Large slush $2,651.25
Small slush $4,119.00
Fountain Beverage: Large fountain beverage $2,442.00
Small fountain beverage $2,933.00
Cascade Bay Concessions Revenue
Food Slushes Fountain
Packages 4% Beverage
4% 3% i Fried Foods
Pretzels & ■ Bottled Beverages
Nachos Fried Foods
18% 13 Pizza & Bread Sticks
fi% Y �' ❑Ice Cream
Sandwiches
g% =" Bottled 0 Snacks
Hot Dogs Beverages ■ Hot Dogs
7% 17% ■Sandwiches
0 Pretzels & Nachos
Snacks Pizza & Bread ■ Food Packages
10% Ice Cream Sticks ■Slushes
11% 14% El Fountain Beverage