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12/10/2001 - City Council Speciali r :J~ MEMO -city of eagan TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: DECEMBER 9, 2002 SUBJECT: SPECIAL CITY COUNCIL MEETING /DECEMBER 10, 2002 A Special City Council meeting was scheduled for Tuesday, December 10, at 4:30 p.m. in the Eagan City Council Chambers for the purpose of having a construction update and to review the proposed 2003 Community Center/Central Park Budget. CONSTRUCTION UPDATE ON COMMUNITY CENTER PROJECT Director Vraa will provide a construction update on progress that is being made on the Community Center Project. Since the main purpose of the meeting is to discuss the proposed 2003 Community Center/Central Park budget, the time allocation for the construction update will be limited. REVIEW PROPOSED 2003 COMMUNITY CENTER/CENTRAL PARK BUDGET Attached on pages ~ through is a copy of a memo and budget sheets for the proposed 2003 Community Center/Central Park budget. The first operating budget for the Community Center/Central Park has provided some unique challenges due to the fact there is no benchmark for the Community Center budget and, further, there will be a staged opening for the facility throughout the late winter and spring months. The Operations Committee of the City Council will be meeting on Tuesday, December 10'}' at 3:30 p.m. to discuss various aspects of the Community Center operations and their input can be shared as a part of the budget discussion. Information pertaining to the sliding hills will be shared with the Operations Committee at their meeting on Tuesday, December 10. Depending on the direction provided by the City Council at this meeting, the Community Center/Central Park proposed 2003 budget be presented for consideration at the December 17 City Council meeting, along with all other General Fund, Public Enterprise Fund and Special Revenue Fund Budgets. A budget is a guideline for spending and, given the best estimates by both staff and City Council at this time, there will more than likely be need for amending various budget as expenses and revenues are better defined throughout calendar 2003. DIRECTION TO BE GIVEN: To provide direction regarding the proposed 2003 Community Center/Central Park Operating Budget. OTHER BUSINESS There are no items for Other Business at this time. /s/ Thomas L. Hedges City Administrator z :~` ~ ~.~ a=---' '~ MEMO city of eagan TO: Honorable Mayor and City Councilmembers FROM: City Administrator Hedges DATE: December 9, 2003 SUBJECT: 2003 Community Center Budget Introduction Given the allocation of time resources that have gone into the construction of the Community Center and Central Park and the myriad of start up issues, it has been difficult to move the formal, actual budget process along. Despite a number of different names and slight nuances, the preparation of budgets is for the most part based primarily on history and experience projected to status quo or slightly modified ongoing operations. Without history or experience the development of a first year or inaugural budget results in a number of unique challenges. When the budget preparation is compounded by the complexities and expectations of a new Community Center operation those challenges are obviously magnified and have the potential to become unmanageable when all possible permutations and combinations of revenues and expenditures are factored into the equation. Absent local history and experience, staff has drawn upon information from other communities, although each facility is different and there are few apples to apples comparisons. In order to prepare a comprehensive document to provide a basis for City Council review a preliminary budget was prepared based on numerous assumptions. Those assumptions are noted in the memo and are intended to invite public policy discussion by the City Council. Issues include fees, hours of operation, marketing plans, etc. In this context staff has prepared the preliminary Community Center/Central Park budget based on the following parameters: The operation is looked at as a whole. While there are certain operations within the Community Center that are relatively independent from an operational standpoint there is a tremendous amount of interaction among the various components. Items like days and hours of operation, memberships, programming, and rental opportunities and rates will have impacts across the entire facility. In preparing and reviewing the budget it is a challenge to budget the details while keeping the big picture in focus. The facility is a community asset supported by the community; it is not a collection of special interest projects that can operate independently while being unreasonably subsidized by other users or by the community in general. People resources will ultimately determine the long-term utilization and success of the facility. Projected staffing levels contained in this budget are best estimates designed to use the resources of an impressive building to provide a first class experience for customers, realizing the impact of customer satisfaction on the on going successful operation of this facility. Staff is reasonably sure that the proposed personnel compliment in this preliminary budget is correct to open and operate the facility in today's environment. Staff is also fairly certain however, that future staffing adjustments will be necessary and appropriate based on the experience of actually operating this facility over a period of a few years. Long-term viability is more significant than ashort-term splash. There is a delicate balance to strike between a successful opening that impresses participants and makes them want to continue membership and utilization and a solid financial operation. The overall objective of this budget is to put a financial plan together that allows for the successful opening of this facility and positions it for long term success. The excitement of the new facility will provide short-term interest but in and of itself will probably not sustain long- term viability. There is a defined relationship with the City's General Fund. Per previous City Council direction the City's General Fund will be responsible for certain expenditures resulting from operation of the Community Center/Central Park facility. These expenditures will be recorded directly in the General Fund and will be financed through the usual allocation of General Fund resources. Included in this category are the following: • Grounds Maintenance • Band Shell Maintenance • Senior Programming • Teen Programming • Management (City Council, City Administrator, and Director of Parks and Recreation) • Clerical, Accounting, Payroll, Information Technologies, and Human Resources Support City sponsored Parks and Recreation programming opportunities will rent time and space from this facility to offer particular programs. The impact on the Community Center will be a customer and rental opportunities. Within the General Fund there is an opportunity for both program enhancement and expansion based on a positive gain with program revenues exceeding program expenses. a The preliminarily approved General Fund Budget includes approximately $125,000 of incremental personnel costs related to the operation of the Community Center/Central Park facility. There are also no City utility fees for water, sanitary sewer, or water quality/storm drainage being charged to this budget consistent with other park related facilities. Completion Schedule and Process For Opening The development of this preliminary budget is based upon a premise that completion of the facility will remain on schedule and that a phased opening will be utilized. The proposed, systematic, phased opening is designed to provide cash flow as well as training opportunities on a well managed scale as staffing is ramped up for full operation and as the building operational issues are worked out. This phasing process also dovetails with final building completion. Enclosed on pages ~_ through ~_ are calendar pages showing key target dates, etc., that outline in general terms the various issues to be addressed and put in place to successfully open and operate the facility. It should be noted that there are some significant critical path assumptions in the schedule and slippage on certain of the items will have a direct impact on the City's ability to maintain the overall schedule. Also enclosed on page ~_ is a copy of proposed hours of operation and holiday hours for the balance of calendar year 2003. Both revenue projections and expenditure allocations are based on these hours of operation and these holiday hours. The objective of this schedule is to provide maximum opportunities to customers consistent with similar facilities while operating the facility in an efficient/cost effective manner. Revenues The first component in establishing the overall revenue budget is the determination of potential revenue generating operations and to establish fees within those various areas. The fees are then combined with projected utilization to establish estimated revenues and a final projected total for budgeting. This process does not necessarily attempt to fully cover all the costs of any particular component nor does it attempt to generate excess revenues in any potentially high demand areas. It is a market based fee setting approach which appears to be most fair and consistent across the board. Revenue estimates are provided for the partial year operation in calendar year 2003 and for a full year operation in 2004. The projections are based on conservative utilization estimates to try to ensure a favorable variance in the budget to actual comparisons given the fact that there is no history and no relevant experience to assist in preparing this budget. Fitness Memberships/Fitness Daily Passes Enclosed on page ~Q_ is a copy of proposed fees for membership in the fitness component of the facility. It is patterned after the Cascade Bay approach in which no family memberships are utilized but additional individuals residing at the same address pay a lower enrollment fee. Also included is a daily drop-in fee for individuals who do not have memberships. Page 11 provides the 3 combination of these fees with expected utilization through membership sales and daily pass sales. Oaks Banquet Room Rental/Food 8 Beverage Commissions Enclosed on page ~'~ is a copy of the calculations showing the combined rental rates with the utilization of the banquet room and the food & beverage commission related to those rentals. The rates have been previously approved by the City Council. The resulting calculations are based on an estimated percentage utilization of available dates at those approved rates. Indoor Playground and Birthday Party Packages Enclosed on page ~_ are the proposed rates for the indoor playground providing for a discounted rate when purchasing a 10 visit punch card and a discounted group rate. Also on that page are the proposed rates for the birthday party packages providing a flat rate for the first 10 people and then a per person rate for both admission and the food package beyond the 10 included in the base rate. Again on page ~_ the total estimated revenues from these two components are calculated after factoring the projected number of sales of each type. ConcessionsNending The revenue estimates included in the revenue summary are simply based on an expectation of demand for this type of service. Child Care Again, the revenue estimates included in the revenue summary are simply based on an expectation of demand for service. The premise is that this is not an open child care type program but is available for use by program participants on an as needed, drop-in basis. Need or use will therefore be determined by program participation and/or by individuals using their memberships. Room Rentals Enclosed on page ~_ is a copy of the proposed room rental rates for the various meeting rooms. The estimates included in the revenue summary are conservative projections of room rentals at those rates understanding that depending on programming, certain rooms will not have great large potential. Gym Rentals Enclosed on page _~ is copy of proposed gym rental rates including various rates for one court, two courts, or the full gym (three courts). The rates include two tiers; one for recognized Eagan civic and community service non-profit organizations and a second for industry, commercial and profit making organizations or individuals who operate activities for profit not co-sponsored by the City. Also included on this page is the scheduling priority listing as well as a general list of items (exclusions) that will not be permitted within the gyms. 4 The number of hours of gym utilization, the number of courts rented and the split between the two rates are all very difficult to project with no history or experience. The estimate included in the revenue summary is a reasonable but conservative projection based on a combination of these various factors. Revenue Summary Enclosed on page ~_ is a copy of the summary revenue estimates including each of these individual revenue categories. Expenditures Enclosed on pages ~~ through ~ is a copy of the expenditure worksheets for the Community Center/Central Park proposed budget again for the partial calendar year 2003 and for the full calendar year 2004. Certain expenditures such as utilities should be considered as fixed and exist regardless of utilization of the facility. Other expenditures are variable and directly tied to activities. They can change depending on actual program results. As noted earlier in the memo, this operation will be dependent on human resources to deliver a product desired by the users in the most cost efficient manner possible. Personal services is the largest component of the preliminary budget and includes 12 FTE employees and temporary seasonal salaries of $265,000 in 2003. Summary While it is called a preliminary proposed budget, this document is presented as staffs' best effort to provide a working document that the City Council can use as a basis for discussion and then to provide direction to staff. As presented, 2003 revenue estimates total $356,919 and expenditures total $1,080,500 for a difference of $723,581. For 2004 estimated revenues total $780,025 while expenditures total $1,253,800 for a difference of $473,775. Staff will also present a short list of public policy issues at the meeting to also assist in the discussion. City Administrator 5 JANUARY SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 2 3 4 5 6 7 8 9 10 11 12 13 2 Facility Supv. begin 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 FEBRUARY SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 18 17 18 19 20 21 22 Customer servlcereps and custodial staff begin 23 24 25 26 27 28 Part-time staff begins /_ MARCH SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 2 3 4 5 6 7 8 Mechanical Phone & cable system training and balancing 9 10 11 12 13 14 15** Bldg cleaning Fitness equipment Substantial begins delivered completion 16 17 18 19 20 21 22 LMCIT Loss Complete office Playground test Fitness Control move-in. equipment Staff training acceptance 23 24 25 26 27 28** 29 State inspe n elevator li nse. Emergency Vending/concess. Punch list "B" Fitness VB operation. Lffe move-in. complete. Center move in safety-end test Training Certificate of Soft opening 31 Occupancy 30 APRI L SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 2 3 4 5 Concession/ Clerical staff Punch list "A" vendor banquet training ends complete. 6 7 8 9 10 11 12 M.D.H. licensing Playground opening HOLD (silent) 13 14 15 16 17 18 19 HOLD 20 21 22 23 24 25 26 Banquet Room SeniorslTeens Test #1 (<75) move in Banquet Room Test #2 (75-150) 27** 28 29 30 Playground Seniors Opening opening (silent) MAY SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 ** 2** 3"" Fitness Seniors Open Teens Open Programming Begins 4 5 6 7 8 9 10*' Srs Wednesdays Wedding Reception Begin Banquet/lunches final test. 11 12 13 14 15 16 17 Meeting rooms Wedding Reception available for rental 18 19 20 21 22 23 24 25 26 27 28 29 30 31 JUNE SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY 1 2 3 4 5 6 7 8 Senior & teen programming begins 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Proposed Hour of Operation and Holiday Hours Hours of Operation 2003 Monday -Friday Saturday Sunday 6:00 a.m. - 9:45 p.m. 8:00 a.m. - 6:00 p.m. Noon - 6:00 p.m. Community Center Holiday Hours 2003 New Years Day Wed., Jan. 1 Facility not open yet Martin Luther K. Mon., Jan. 20 Facility not open yet Presidents Day Mon., Feb. 17 Facility not open yet Easter Sun., April 20 Closed Memorial Day Mon., May 26 8:00 am - 4:00 pm Independence Day Fri., July 4 To be determined Labor Day Mon., Sept. 1 8:00 am - 4:00 pm Thanksgiving Day Thurs., Nov. 27 Closed Christmas Eve Wed., Dec. 24 8:00 am -Noon Christmas Day Thurs., Dec. 25 Closed New Years Eve Day Tues., Dec. 26 8:00 a.m. - 4:00 p.m. New Years Day Wed., Jan. 1, 04 Noon - 6:00 p.m. q MEMBERSHIP: Includes use of the cazdiovasculaz and weight training equipment, track, gym, locker rooms, and 2 free guest passes (each yeaz). Member also receives reduced rates on child caze and fitness classes. These fees aze based on being closed or having reduced hours on some holidays. Also the facility will be closed approximately 10 days each yeaz for annual facility maintenance. Member # 1 2 3 4 5 Enrollment fee $69 $10 $10 $10 $10 Monthly fee $29 $29 $29 $29 $29 Enrollment fee is reduced starting with the second individual who is added onto the membership. All persons must reside at the same address. DAILY FEE: Includes use of the cazdiovasculaz and weight training equipment, track, gym, locker rooms. Drop-in fee: $10 ~~ Eagan Community Center Draft 12-10-02 FITNESS 2003 Goal: 700 members by December 31, 2003 Revenue: 350 members full initiation fee 350 members reduced initiation fee 200 members by May 1 (8 months) 300 members by July 1 (6 months) 500 members by Sept. 1 (4 months) 600 members by Oct. 1 (3 months) 700 members by Dec. 1 (1 month) 350x$69 $24,150 350 x $10 3,500 200 x $29 x 8 46,400 100 x $29 x 6 17,400 200 x $29 x 4 23,200 100 x $29 x 3 8,700 100 x $29 x 1 2,900 $126,250 Daily pass (average 3 per day May-December) 2004 245 x $10 2,450 $128,700 Goal: 300 new members (1,000 members by December 31, 2004) Revenue: 200 members full initiation fee 100 members reduced initiation fee 700 members on Jan. 1 (12 months) 100 members by Feb. 1 (11 months) 100 members by June 1 (7 months) 100 members by Oct. 1 (3 months) 200x$69 $13,800 100 x $10 1,000 700 x $29 x 12 243,600 100 x $29 x 11 31,900 100 x $29 x 7 20,300 100 x $29 x 3 8,700 $319,300 Daily pass (average 3 per day) 365 x $10 3,650 $322,950 Eagan Community Center Draft 12-10-02 THE OAKS BANQUET ROOM 2003 Revenue: May-December Rentals: Friday and Saturday (68 dates) 68 x 55°k x $700 $26,180 Sunday-Thursday (510 dates) 510 x 15% x 100 7,650 33,830 Food vendor commission 38 x 250 x $1 pp 9,500 Beverage vendor commission 38 x 250 x .50pp 4.750 $14,250 2004 Revenue: January-December Rentals: Friday and Saturday (100 dates) 100 x 75% x $700 $52,500 Sunday-Thursday (855 dates) 855 x 30% x 100 25,650 78,150 Food vendor commission 75 x 250 x $1 pp 18,750 Beverage vendor commission 75 x 250 x .50pp 9.375 $28,125 ~a INDOOR PLAYGROUND: The indoor playground is especially designed for children 10 and under. Parent must remain with the child while the youth is in the playground. Drop-in: Single Visit Rates: $4.50 Punch Card (10 visits) $40.00 BIRTHDAY PARTY PACKAGES: Group Discount (Groups of 10+) $3.75 each The following is consistent with birthday party packages offered at Cascade Bay. The party includes: Daily admission to the indoor playground, use of a meeting room for 1 '/~ hours, two pitchers of pop, cake and ice cream, t-shirt for the birthday child, invitations with the community center logo, paper products, utensils and balloons. 1-10 people Rates: $115 Each additional guest 13 $11.50 Additional food package $3.00 per guest Eagan Community Center Draft 12-10-02 PLAYGROUND 2003 Revenue: 50 daily admissions per day (225 days) Discount card Birthday Groups (1.25 per day) 2004 Revenue: 50 daily admissions per day (360 days) Discount card Birthday Groups (1.5 per day) 50 x $4.50x225 $50,625 100 x $40 4,000 1.25 x $115 x 225 32,344 $86,969 50 x $4.50x360 $ 81,000 100 x $40 4,000 1.5 x $115x360 62,100 $147,100 ~y MEETING ROOMS: 1 room All 3 rooms All 3 rooms-max per hour ner hour per 8 hour day) Resident: $25 $65 $200 Non-resident and For profit: $50 $130 $500 Reduced rate (if already booking the banquet room) $ $ $ 15 GYMNASIUM: Scheduling priority: 1. Community Center programs 2. Parks and Recreation programs and activities 3. Recognized Eagan civic and community service non-profit organizations. (Rate 1) 4. Private industry, commercial and profit making organizations or individuals who operate activities for profit not co-sponsored by the City of Eagan. (Rate 2) Rates: • 1 court* • 2 courts* • Full gym • Full gym Rate 1 $ 25 per hour 50 per hour 100 per hour 400 per day Rate 2 $ 50 per hour 100 per hour 200 per hour 500 per day *Full gym rates may apply. Full gym rates will be charged if community center members are not allowed on the other open court(s) Exclusions: No small or large animal shows, wedding or church services, softball, baseball, batting practice, tennis, lacrosse, baton twirling, banquets/food service, and/or floor hockey. Other non-recognized events may not be permitted are are at the discretion of the community center manager. Arts and craft shows only permitted in the gymnasium if the banquet room is already booked. ~` Eagan Comanunity Center Draft 12-10-02 SUMMARY Fitness Membership Fees Fitness Day Passes The Oaks Renta( The Oaks Food/Beverage Commission Playground Birthday Groups Concessions/Vending Child Care Room Rentals Gym Rentals Community Center Programs Specialized Classes (Yoga, etc.) Other Program Income ECVB 2003 2004 $126,250 $319,300 2,450 3,650 34,200 78,150 14,250 28,125 54,625 85,000 32,344 62,100 20,000 42,000 8,000 40,000 800 1,200 12,000 20,000 25,000 42,500 7,000 30,000 5,000 8,000 15,000 20,000 $356,919 $780,025 ~~ pN O N N r M N N w C U~, r~ .C N ~LL E , E Z. U ~° M ~ 8~ N fn .~. II p pO g ~ p ~ "' II ~ , ~ ~ O ~ ~ ~'7 O O ' O IA ~ II O~ ~ O I~ Gi t~ cV M ~ ~ O ~ ~ 11 ~ ~ N ~ I~ ~+ W II ~ c 11 w .... 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