10/27/2003 - Operations CommitteeOPERATIONS COMMITTEE
MONDAY, OCTOBER 27, 2003
8 AM
POLICE CONFERENCE ROOM
AGENDA
1. Agenda Adoption
«� y
Q0 0 c`Z
2. Community Center Operating Budget and Public Policy
Issues
3. Other Business
4. Adjournment
11
TO:
FROM:
DATE:
SUBJECT:
City of Eagan
COMMUNITY CENTER OPERATIONS COMMITTEE
CITY ADMINISTRATOR HEDGES
OCTOBER 24, 2003
OCTOBER 27 OPERATIONS COMMITTEE
MEMO
Attached is the agenda for the October 27, 2003 Operations Committee meeting. For
background information on each of the items, please refer to the memo prepared by
Director of Administrative Services VanOverbeke.
As the committee will see, there is a great deal of information included in the enclosed
memo, which can be difficult to follow without the benefit of a presentation. The agenda
and background memo were distributed ahead of time in order to give the committee the
opportunity to review the budget information and public policy issues prior to Monday's
meeting. The data and budget charts will become clearer after staff has the opportunity to
present the enclosed data to the committee.
At the conclusion of Monday's operations committee meeting, the committee may then
wish to discuss whether all or portion of the Community Center budget is ready for
presentation at the Council's retreat on Monday evening.
City . dministrator
cc: Gene VanOverbeke, Director of Administrative Services
Dianne Lord, Assistant to the City Administrator
Ken Vraa, Director of Parks and Recreation
Sandy Breuer, Community Center Manager
MEMO
city of eagan
TO: City Administrator Hedges
FROM: Director of Administrative Services VanOverbeke
DATE: October 24, 2003
SUBJECT: 2003 Operations Update and 2004 Community Center
Operating Budget
At the April 1, 2003 regular meeting the City Council approved the 2003/2004
Community Center Operating Plan. In acknowledging the uncertainty of estimates and
assumptions used in developing the material and to maintain a significant element of
flexibility, the document was presented as a plan and not referred to as a budget. It was
prepared as a framework for operations with a clear expectation that modifications
would be required as operations were undertaken at the Community Center. It was
obviously a challenge to prepare the operating plan without the benefit of prior operating
experience and with no similar models in either the private or public sector to draw from.
Those issues combined with normal start-up costs and uncertainty resulted in a large
number of assumptions and a requirement for flexibility in implementation. As you are
aware, the document incorporated the overall operating philosophy and direction of the
City Council Operations Committee, representing the full Council, and was based on the
hours of meetings that were held.
The following general parameters were listed prior to the adoption of the original
2003/2004 Operating Plan and are repeated here as background for the public policy
issues that are raised in this budgeting process.
The facility is looked at as a whole. Although, certain
areas/programs/operations are relatively independent from an operational
standpoint, there is a great deal of interaction among the various
components of the building. Items like days and hours of operation,
memberships, programming, and rental opportunities and rates have impacts
across the entire facility. The challenge of budgeting details while looking at
the big picture has constantly been present in preparing and reviewing this
material.
2. The facility is being viewed as a community center as opposed to a private
sector health club. Community centers provide some programs and
community/citizen opportunities that in and of themselves are not self-
sustaining from a cost perspective. This is a significantly different model
than you see in the private sector where only activities that produce revenue
or contribute directly to revenues are offered and a clear bottom line financial
analysis drives all decisions.
Q
3. The success of the project will ultimately be determined over the long-term.
There is a delicate balance between a short-term successful opening that
impresses participants and makes them want to return and to renew
memberships and long-term community acceptance of and support for the
facility.
4. The importance of successfully marketing the facility and developing an
acceptable market niche to maximize revenues while blending in the
community center philosophy cannot be overstated.
5. Although the facility is being operated as an enterprise fund from an
accounting standpoint, there is a dependence on other City operating funds
incorporated into this plan.
6. The phased opening was designed to maximize immediate revenues and
community exposure thereby building a solid foundation from which to move
forward.
7. The plan is put together prior to a final determination on how child care will
be operated. Staff is still exploring ways to maximize revenues by possibly
providing fee-based programming for children in the child care space while
parents are engaged in other fee-based programs. Another model would
provide for more unscheduled drop-in day care services that are probably
more costly on a net (expenses verses revenues) basis. Some combination
of these two models is also a possibility.
8. No renewal or replacement or depreciation is funded in this plan. The
Operations Committee has directed staff to reduce spending in the
construction FF&E account to retain a beginning balance for renewal and
replacement in lieu of funding that type of account from operations or funding
depreciation.
2003 Operations Update
Revised estimates for 2003 are included as part of the 2004 Operating Budget
Expenditure Worksheets enclosed on pages through 1 `'i . Revised revenue
summary projections are enclosed on page 1 In general terms the following table
illustrates the comparison of the approved plan versus the revised estimates:
3
Expenditures:
Personal Services
Supplies, Repairs and Maintenance
Other Services and Charges
Merchandise For Resale
Total Expenditures
Revenues:
Monthly Membership Fees
Initiation Fees
Daily Passes
Fitness Classes
Child Care
Birthday Parties
Playscape
Oaks Banquet Room
Oaks Banquet Room Commissions
Room Rentals
Gym Rental
Teen Center
Senior Memberships
Community Center Programming
Concessions/Vending
ECVB - Operating Only
Totals
Difference: Revenues - Expenditures
2003
Original Revised Change
$ 433,200 $ 431,100 $ (2,100)
59,000 55,500 (3,500)
146,200 163,379 17,179
15,000 15,000 -
$ 653,400 $ 664,979 $ 11,579
$
39,000 $
61,100
$ 22,100
11,900
18,800
6,900
3,600
1,800
(1,800)
22,500
22,500
-
18,900
200
(18,700)
35,544
42,653
7,109
40,300
48,300
8,000
38,200
35,000
(3,200)
25,000
25,000
-
24,675
15,500
(9,175)
26,460
26,215
(245)
4,154
400
(3,754)
673
-
(673)
5,385
7,000
1,615
20,000
18,000
(2,000)
4,950
4,950
-
$ 321,241 $ 327,418 $ 6,177
$ (332,159) $ (337,561) $ (5,402)
In total the projected changes from the approved 2003 Operating Plan are quite
minimal. Obviously, there are a large number of areas where refinement is necessary,
especially on the revenue side. Some of these areas generate public policy issues that
will be summarized later in this memo.
2003 Expenditures
With only limited operating experience to date, a great deal of uncertainty still exists in
estimating for the balance of 2003 and in estimating for all of 2004. On the expenditure
side a number of line items were adjusted slightly up or down with no overall impact.
Significant changes were made in electricity and natural gas where the revised 2003
estimate is increased in total by approximately $30,000 from the approved 2003
Operating Plan.
2003 Revenues
On the revenue side the total has not changed materially from the 2003 Operating Plan,
although a number of the revenue components have been adjusted by rather large
amounts. Certain revenue producing activities have been more successful than
predicted and others have been less successful. Memberships are significantly ahead
of estimates while child care has produced very little revenue and room rentals have
lagged behind expectations.
9
2004 Operating Budget
Again enclosed pages 10 through 14 are the 2004 Operating Budget
Expenditure Worksheets. The revised revenue summary projections are enclosed on
page 15. In general terms the following table illustrates the comparison of the
approved plan verses the revised estimates:
2004
Expenditures:
Personal Services
Supplies, Repairs and Maintenance
Other Services and Charges
Merchandise For Resale
Total Expenditures
Revenues:
Monthly Membership Fees
Initiation Fees
Daily Passes
Fitness Classes
Child Care
Birthday Parties
Playscape
Oaks Banquet Room
Oaks Banquet Room Commissions
Room Rentals
Gym Rental
Teen Center
Senior Memberships
Community Center Programming
ConcessionslVending
ECVB - Operating Only
Totals
Difference: Revenues - Expenditures
Original
Revised
$ 698,000
$ 77.9,500__
61,000
55,000
170,500
288,000
18,000
18,000
$ 947,500 $ 1,140,500
$ 297,200 $
9,900
10,800
76,500
48,048
63,450
58,000
87,400
50,000
36,660
65,520
12,000
1,000
8,000
40,000
6,600
$ 871,078
335,400
36,000
5,400
67,000
900
65,565
66,000
75,250
46,000
30,000
49,790
5,000
21,000
40,000
6,600
$ 849,905
Change
$ _81,500_
(6,000)
117,500
$ 193,000
$ 38,200
26,100
(5,400)
(9,500)
(47,148)
2,115
8, 000
(12,150)
(4,000)
(6, 660)
(15, 730)
(7,000)
(1,000)
13,000
(76,422) $ (290,595) $ (214,173)
2004 Expenditures
Expenditure changes basically reflect information gathered from the experience of
operating the facility to date and expenditures made or not made in 2003. A number of
line items have been adjusted and do not materially affect the overall budget. However,
the following components presented in a building block fashion do have a material
impact as proposed in changing the originally approved 2004 Expenditure Operating
Plan:
There are two (2) additional full-time employees at a total cost of $97,300
proposed in the 2004 Budget. These positions will be discussed in detail in the
public policy section of this memo. As a partial off -set temporary salaries have
been reduced by $14,300. In combination with other changes in the Personal
Services section of the budget a net increase of $81,500 from the originally
approved 2004 Operating Plan is presented.
In Other Services and Charges electricity is increased by $56,500 and natural
gas is increased by $61,000 both from the originally approved 2004 Operating
Plan. These revised estimates are based on experience to date which again is
5
quite limited. Additional work is being undertaken to verify the reasonableness
of these projections.
Enclosed on page is a copy of 2004 Personnel Services Costs. The material
shows the actual calculation of 2004 costs for regular employees including the proposed
additional positions.
Enclosed on pages_ through Iq is the summary and detailed calculations of
Part Time/Seasonal Wage and Benefit Costs for 2004. The detail shows the actual
calculations for the part time/seasonal positions. Totals are based on days of operation
and designated staffing allocations directed to those specific areas.
2004 Revenues .'n
As noted in the above chart and as demonstrated in detail on the enclosed pages
through AS , there are significant adjustments to the 2004 Operating Revenue
Budget estimates. Again, it cannot be over emphasized how much variability is
incorporated into these revenue projections depending on the assumptions that are
used. The estimates, in general, are fairly aggressive and rely on continued extensive
and successful marketing of the facility in combination with high customer acceptance
and satisfaction.
PUBLIC POLICY ISSUES
The following are public policy issues being presented to the Operating Committee and
the City Council to provide direction to staff.
Hours of Operations
Enclosed for consideration on page are the proposed dates and times the
facility is scheduled to be open to the public in 2004. The material as presented is
consistent with 2003 operations. The July 4th hours will need to be addressed after the
various activities included in the community celebration are scheduled by the 4th of July
Committee.
Rate Adjustments
There are no rate changes incorporated into the revenue estimates for the 2004 Budget.
If the City Council would like more rate information or would like specific fees reviewed
appropriate direction should be provided.
6o 1 .3L 1 sa, d�
Child Care
Unfortunately, the Child Care operations have not worked to date as expected when the
2003 Operating Plan was approved. The following options were prepared by
Community Center Manager Breuer as possibilities to consider as we go forward:
1) Continue as is — great deficit to the budget.
2) Discontinue day care — I don't think we will lose members, but we may not gain
the parent crowd. I do not believe that we have much experience to draw on yet.
It has only been open 1'/2 months and we are not yet into the "cold" season.
3) Take out child care and use it for whatever programming we can and use it as
another room to rent out.
4) Reduce fees in the child care — we have had concerns that it costs too much. If
we reduce fees, it reduces incoming drop-in fees for child care but may generate
more members. Another option is to offer child care for free, in the hopes that in
doing so we increase membership sales; as they no longer need to pay for that
service.
5) Turn the room into something else. Massage is one idea. Some redesign on the
room would need to be done. We should see revenue from this as we have the
option to contract this out.
6) Programming — Holly Champlin offered several programs in there this summer.
It was very successful, however, fall was not. So I have concerns that we can
generate revenue, by just "adding" more classes. The fall classes were
scheduled to try to pull in moms that would workout during this time as well.
Only one of these five classes went and no moms are staying for the fitness side
of it. Again, this was done prior to our moving in the direction of the punch card.
Senior Membership Fees
The original Operating Plan for 2003 and 2004 included $673 and $1,000 respectively to
be collected from Senior Memberships for basic room requests, coffee cups, etc. The
work with the Senior Program group has not contemplated a membership fee that would
benefit the Community Center. They have instead focused on a voluntary membership
fee that would cover the above mentioned items and be used to enhance senior
activities. Memberships would be a gatekeeper to specific program offerings (of that
group) but not to the Community Center. The organization through their
volunteering/programming efforts might help the City (General Fund) limit programming
expenditures but there does not seem to be a City revenue source involved in these
discussions. There are no Senior Membership fees included in the revised 2003 or in
the proposed 2004 revenue estimates.
Teen Fees
The original Operating Plan for 2003 and 2004 included $5,385 (pro -rated from a full
year at $12,000) and $12,000 respectively to be collected from coin operated machines
in the Teen Room based on the information from Maple Grove. The revised 2003
revenue estimate is $400 and $5,000 is projected in the proposed 2004 revenue
estimates. There is minimal rental revenue from renting out the Teen Room included
with the Room Rental estimates.
9
Staffing
In preparing the 2003/2004 Operating Plan a decision was made to reduce full time
staffing to six positions from the proposed 12. The reduction and/or delay in further
consideration of the positions has resulted not only in the desired cross training of
employees but has had the unintended consequence of taking employees away from
their primary tasks. In the case of the Fitness Coordinator and the Rental Room
Coordinator other added responsibilities are compromising their ability to contribute to
successful marketing of the facility through outreach to the community and to
businesses. The on-going lack of the maintenance position jeopardizes the ability to
present the type of building and image that is required for satisfied customers and long
term success. Clearly, there are cost implications in adding these positions and it is
difficult to quantify potential revenues that may be added by incorporating them,
however, marketing, building appearance, including first impressions, and quality
customer service are key in achieving and maintaining long term success.
Enclosed on pages 21 and .21 is a copy of a memo from Community Center
Manager Breuer providing additional background information on current operations and
on the proposed positions.
Marketing/ECVB Marketing Plan/Promotions
Enclosed on pages '>61 through is a copy of a cover memo from Community
Center Manager Breuer and a memo from Fitness Coordinator Kropelnicki outlining a
proposed New Year Fitness Promotion and additional promotional ideas. The
Operations Committee and/or a City Council are being asked to endorse the plan as
presented or to recommend changes so implementation can be undertaken.
The Eagan Convention and Visitors Bureau has a proposed budget line item of $45,000
to use in marketing the Community Center. The question is to how best utilize a
coordinated marketing effort that will be mutually beneficial. Using the Community
Center as an attraction to assist in bringing visitors to Eagan is clearly beneficial for the
ECVB and the hospitality industry. The benefit and the return on the investment are not
as obvious for the Community Center as daily visitors, no matter how impressed they
are, will have limited impact on revenue streams.
Lobby Furniture/Terracotta Planters
In August, Councilmember Fields inquired about the cost of obtaining large, terracotta
planters to be placed outside the second floor entrance of the Community Center.
Commercially, 36 -inch terracotta planters cost approximately $70 per planter, which
would not include the annual cost of flowers, maintenance, etc. Councilmember Fields
also inquired about the furniture that is currently in the Community Center lobby.
Particularly, she was concerned that the furniture looked small in comparison to the
scale of the building.
i
Product/Business Plan
As expected the City Council and staff are starting to receive specific
complaints/suggestions about cost and program offerings or lack of program offerings at
the Community Center. It has been suggested that it is time to review the product that
is being offered and the overall business plan for the facility. That review should be
undertaken in the context of what has been the dominant directive/objective to date: that
the facility breaks even from a revenue and expense operational perspective. In
addressing the concerns and/or changing the business plan caution needs to be
exercised to fully understand the interrelationship of what may be mutually exclusive or
at least inconsistent objectives.
Financial Support
While a primary objective of the Community Center has been to break even from the
revenue and expense operational perspective, start up costs and the philosophy of a
community center versus a health club have made that a difficult objective to achieve,
certainly in the short term. Realistically, it may very well be a difficult objective to attain
even in the long term and may in fact prevent the facility from reaching its full potential
in benefiting the community. Perhaps recognition of that fact resulting in a slightly
revised business plan including some expanded, subsidized program offerings and less
emphasis on breaking even would better position the City to meet overall community
desires. A dedicated, stable funding source to provide annual financial assistance
would be required as the other side of this type of transition and care would need to be
exercised that the pendulum not swing too far in the other direction. When the General
Fund Budget was being considered, one of the revenue building blocks not incorporated
into the proposed 2004 Budget was the antenna lease revenue estimated to be
$337,000 for 2004. Sin is non- ax revenue and its transfer from use m t e fility
fund would have minimal impact, its dedication to a purpose of community wide benefit
such as supporting the Community Center certainly seems reasonable. Use of antenna
lease revenues would eliminate the conflict with the General Fund in the allocation of
scarce resources, reduce the break even objective from the Community Center, and
allow more flexibility in providing opportunities to the citizens. The General Fund fund
balance and General Fund operations would no longer need to be dedicated as a
potential source for Community Center support.
Conclusion
While there are significant challenges and a steep learning curve ahead relative to the
Community Center operations, the facility is off to a very encouraging start. The
participation and enthusiasm demonstrated in the grand opening, the number�of
memberships sold and the demand for use of various spaces provide a solid base to
continue to build upon. Operating experience is obviously very limited; however the
public policy issues raised in this memo indicate the magnitude and potential
implications of the choices that are before the City Council at this time. Staff is looking
forward to meeting with the Operations Committee and City Council to provide additional
information and to receive their direction.
Director oministrative Services VanOverbeke
cc: Director of Parks and Recreation Vraa
Community Center Manager Breuer
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Eagan Community Center
Hour of Operation and Holiday Hours
Hours of Operation
2004
Monday — Friday 5:45 a.m. — 9:45 p.m.
Saturday 8:00 a.m. — 6:00 p.m.
Sunday Noon — 6:00 p.m.
Community Center Holiday Hours
2004
New Years Day
Martin Luther K
Presidents Day
Thurs., Jan. 1, 04
Mon., Jan. 19
Mon., Feb. 16
Easter
Sun., April 11
Memorial Day
Mon., May 31
Independence Day
Sun., July 4
Independence HolidayMon., July 5
Labor Day
Mon., Sept. 6
Thanksgiving Day
Thurs., Nov. 25
Christmas Eve
Fri., Dec. 24
Christmas Day
Sat., Dec. 25
New Years Eve
Fri., Dec. 31
Noon — 6:00 p.m.
Normal Monday hrs
Normal Monday hrs
Closed
8:00 am — Noon
*Noon — 6:00 pm
8:00 — Noon
8:00 am — Noon
Closed
8:00 am — Noon
Closed
8:00 a.m. — Noon
*The above hours reflect our regular scheduled Sunday hours. However, the 4'h of July hours may need to
be adjusted to accommodate the 0 of July celebration. At the time of this writing, it was believed by the
O of July committee, that the parade would be held on Saturday and the fireworks on Sunday. Should
this assumption hold true we recommend following our regular Sunday posted hours.
To: Operations Committee
From: Sandy Breuer, Community Center Manager
Re: Request for Full-time Community Center Staff
Date: October 23, 2003
The Community Center is requesting two new full-time staffing positions for the 2004
budget year. Listed below are the two positions we feel are vital to operating the building
and generating revenue.
Custodian
Prior to the Community Center opening in 2003 Hillyard, Inc. performed a cleaning cost
analysis of the Community Center. This study determines the amount of cleaning staff
needed to clean the building based on industry standards. Industry standards including
square footage, types of fixtures, types of materials, including carpet, tile, wood floor,
restrooms, office space, open spaces, and cleaning equipment available in our building.
Standards of cleanliness are provided by the International Sanitary and Supply
Association.
This report recommended that six full-time staff were needed to maintain the cleanliness
of the building. At a minimum it was recommended that the Eagan Community Center
needed four full-time employees to maintain the integrity of the building. The survey
stated that to maintain optimal levels of cleanliness seven full-time staff would be
needed. At this time the community center is operating with two full-time custodial
employees and 63 hours weekly in part-time staff hours.
The square footage of City Hall/Police, Fire Administration, and Central Maintenance
combined is 74,000 square feet and is cleaned and maintained using 240 total manpower
hours weekly. In comparison, the community center at 68,000 square feet, is more
heavily used by the public than any of the above buildings, is open nearly triple the hours,
and is cleaned and maintained using 183 total manpower hours Weekly. This includes the
Building Maintenance Engineers hours.
With the substantial investment that has been made in this building we want to keep it
looking new and maintain its integrity for years to come. The building is typically open
between 110-120 per week. With tournaments quickly approaching and more and more
Friday night bookings in the banquet room, additional staff is needed to keep up with the
demand that is being placed on this building.
Facifity/Proaram Coordinator
Although the building appears to be operating smoothly, more and more of the
community is becoming aware of what this building offers and the number of visits and
participants is growing. It is our goal to offer more programs in the building to generate
additional revenue, which in turn will add to the levels of traffic and participation.
Planning for expanded participation has created some challenges. Current staff has taken
on duties typically not associated with their areas of expertise. The Fitness Coordinator
is currently running the point of sale (cash handling) operations in our building,
concession operations, child care, fitness classes, gym programs and the cardio/weight
room. To maintain the integrity and continued growth of the fitness memberships and
classes, the Fitness Coordinator should be focusing her time on the fitness components of
the building to ensure a positive revenue stream. Currently there is limited programming
offered in the gym because we do not have the staff to do this. It would be our goal to
have the fitness coordinator do additional programming in this area.
The Rental Coordinator handles all rentals associated with banquet rooms, meeting
rooms, gyms, birthday parties, and group rentals. In an average week she will spend 30
hours answering phone calls (40 per day average), outgoing calls, scheduled client
meetings, walk-in clients and supplier meetings. This does not include the ongoing work
and communication with brides who have already booked the room, which typically takes
up to an additional 8 hours of the Rental Coordinator's time. Nor does it include contact
with the Youth Athletic Associations, who are our number one gym renter, and take
approximately 4 hours a week. It does not take long to see that the tasks of updating the
web page, hotline, brochures and actively soliciting new business take a back seat.
In order to generate additional membership sales, increase participation in fitness classes,
and create more room rental dollars, we need to "free' up some time for both of these
employees to do more marketing. This includes getting out to conduct presentations in
the community and working on promotions and brochures.
The new position would be reassigned the functions of concessions and point of sale
operations from the Fitness Coordinator. In addition they would be assigned the group
Blast reservations and birthday party logistics (obtaining supplies, prizes and food,
ordering and picking up cakes) from the Rental Coordinator. This would permit both of
our current employees to concentrate more fully on generating income.
As a result of covering lunch breaks the front desk is solely manned for approximately
two hours each day, during the prime lunch hour workout time. This new employee
would also work the front desk during those times. In addition to the above tasks this
position would also oversee the front desk operations, including part-time guest services
staff to ensure consistency in service delivery.
The addition of these two positions will help maintain the integrity of this community
investment, help to provide a higher level of service and create the opportunity for staff to
generate additional revenue.
TO: Operations Committee
FROM: Sandy Breuer, Community Center Manager
RE: New Years Membership Promotion
DATE: October 22, 2003
Please find attached a memo from the Fitness Coordinator, Jessica. Kropelnicict
informing us of the promotion that the Eagan Community Center would like to run this
upcoming January.
It is our intention to keep the enrollment fees and monthly dues at their standard rate, but
when an individual enrolls during the month of January they will receive the attached
package for free. The value of this package is $90.00 and breaks down as follows:
One hour personal training: $45.00
30 minute equipment orientation: $ 5.00
10 group fitness classes: $40.00
Total: $90.00
The actual cost to use is in staff time. There is a cost to us to offer these services, but this
is designed to provide us an opportunity to offer one-on-one personal attention; thus
building a relationship with our new members. It also allows us the opportunity to try
and get a new member "hooked" on our classes, thus providing us with an additional
revenue source for the fixture.
In order to fully market this package, we may want to consider placing ads in the local
papers. This is not a budgeted item and would need further discussion. We can market
this package with our corporate contacts, current members, city hall kiosk, press releases,
and by producing a commercial to air on our local cable station.
When we offer promotional packages, it is our goal to offer a different type of promotion
each time. For this promotion we do not want to discount the enrollment fee as we did
with our pre -opening special. We want to stay away from our pre -opening offer, as that
should remain our best enrollment offer and have been a "one time deal". In doing this
we also do not disappoint the members who "bought" into our pre -opening promotion.
It will be our goal to offer a summer promotional package as well, which will be
introduced to you at a later date. As you can guess, summer months in a fitness center
are "down" times and we will need to offer a promotion to encourage memberships. This
membership special will be geared predominately toward students who are looking for a
place to workout for the three months they are not in school / college.
MEMORANDUM
TO: OPERATIONS COMMITTEE
FROM: JRESSICA KROPELNICKI, FITNESS COORDINATOR
SUBJECT: NEW YEAR FITNESS PROMOTION
DATE: 10/22/2003
The turn of the new year is the most crucial time to promote fitness programs and
memberships to recruit new members. New Year's resolutions create a rush in the health
and fitness industry that we must take advantage of. The goal of a New Year's promotion is
to utilize the excitement of New Year's resolutions and get new people into our center. The
following promotion will target individuals that are ready to include fitness into their lives,
but need guidance to do so.
i9
New Year's Resolution Promotion: %j
EACAN
The year of you. Com
The Eagan Community Fitness Center wants to celebrate YOU
this year. Join anytime during the month of January 2004 and
you will receive:
One hour with a licensed Personal Trainer:
A Personal Trainer will take you through a fitness
consultation to find out what your current fitness level is,
and what you need to do to reach your resolution goals.
A 30 min equipment orientation:
The orientation will teach you how to properly use all the
strength equipment in the facility. A fitness attendant will
customize each machine to fit your body and help you decide
how much weight you should be lifting. This also includes a
workout card to record machine settings and weight.
ir 14
10 group fitness classes:
Attend 10 group fitness classes of your choice. Choose
between yoga, Pilates, cycling, kickboxing, and more.
This is the YEAR, OF YOU. Come celebrate at the Eagan Community
Center.
f ��