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
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