08/09/2005 - City Council Special~t,~2
AGENDA
SPECIAL COUNCIL MEETING
TUESDAY
AUGUST 9, 2005
5:30 P.M.
EAGAN ROOM-EAGAN MUNICIPAL CENTER
I. AGENDA ADOPTION
II. VISITORS TO BE HEARD
III. REVIEW PROPOSED 2006 PUBLIC ENTERPRISE BUDGETS:
p. a ^ Community Center
~ a 3 ^ Civic Arena
~, ~ ~ ^ Cascade Bay
p (p(p
~--_ IV. 2006 GENERAL OPERATING BUDGET UPDATE
.
~~ V. GENERAL FUND BALANCE UPDATE
VI. OTHER BUSINESS
VII. ADJOURNMENT
Agenda Information Memo
August 9, 2005 Eagan City Council Meeting
III. REVIEW PROPOSED 2006 PUBLIC ENTERPRISE BUDGETS:
• COMMUNITY CENTER
• CIVIC ARENA
• CASCADE BAY
ACTIONS TO BE CONSIDERED:
1. To provide direction to staff on the proposed Community Center membership rate increase, on
the 2006 Community Center operating budget, and to direct it be placed on the August 16, 2005
City Council Meeting Consent Agenda for formal ratification.
2. To provide direction to staff on the 2005-06 Civic Arena ice rental rates, on the 2006 Civic
Arena operating budget, and on the 2005 purchase of 2006 Capital Outlay items, and to direct
that the items be placed on the August 16, 2005 City Council Meeting Consent Agenda for
formal ratification.
3. To provide direction to staff on the 2006 Cascade Bay rates, on the 2006 Cascade Bay
operating budget, and to direct that the items be placed on the August 16, 2005 City Council
Meeting Consent Agenda for formal ratification.
FACTS:
- Given the various operating seasons of the Community Center, Civic Arena, and Cascade
Bay, it has been the City's practice to review the annual budgets for the three enterprise
operations in advance of the General Fund operation budget.
- The budgets have been prepared by the respective facility managers, with input from
Cherryl Mesko, Parks and Recreation Administrative Coordinator, and the staff "budget
team", consisting of City Administrator Hedges, Assistant to the City Administrator
Miller, Director of Administrative Services VanOverbeke, and Chief Financial Officer
Pepper.
- The budgets for the three enterprise operations are presented for Council review in order
that the Council can consider formally ratifying the three budgets at the August 16, 2005
regular City Council meeting.
ATTACHMENTS:
- Enclosed on pages 2 through~2 is the 2006 budget proposal and narrative for the
Community Center.
- Enclosed on pages 23 through ~ is the 2006 budget proposal and narrative for the
Civic Arena. L
- Enclosed on pages L5 through ~ is the 2006 budget proposal and narrative for
Cascade Bay.
COMMUNITY CENTER
Background
The following general parameters were among those listed prior to the adoption
of the original 2003/2004 Operating Plan and continue to provide the framework
in which the Community Center operates and is the basis from which budgets
continue to be prepared.
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.
3. The success of the project will ultimately be determined over the long-
term. There is a delicate balance between ashort-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.
Modifications to the original parameters include the following:
1. A renewal or replacement account is being funded beginning in 2005.
As part of the construction close out financing package approved by
the City Council, the Renewal and Replacement account opened with
a starting balance of $315,724. This balance resulted from the City
2
Council direction to reduce original spending on furniture, fixtures and
equipment and other construction costs.
2. Operational experience has resulted in necessary modifications to
policies and procedures which are reflected in the budget.
3. Start up issues have been mostly resolved and the Community Center
is becoming established in its market niche.
Revenue and Expenditure Summary
The 2006 Community Center Budget is proposed at $1,461,600, an overall
increase of $82,400, or 6.0% from the 2005 budget of $1,379,200. Both years
include funding for the renewal and replacement account. The proposed 2006
budget includes an allocation of $34,500 for capital outlay while none was
budgeted in 2005. Without the capital outlay allocation the increase to the total
budget would be 3.5%.
Enclosed on page 7" is a table showing a summarized comparison of
revenues and expenditures.
Revenues
There is a significant increase in user revenues projected in the 2006 estimates
resulting in a similar reduction in the necessary support form the antenna lease
transfer. Excluding interest the revenue estimates increase by $213,500 or
nearly 20% over the 2005 estimates. The following areas generate most of the
revenue increase:
• Other Revenue-Parks: The personal training program continues to
prosper and be successful for the Community Center. It is staff's goal to
be a leader in Minnesota and take this program "on the road" primarily to
local businesses. Staff is estimating that the program will generate an
additional $7,000 in revenue.
Fitness Membership: We expect to continue to see a steady revenue
stream frgm this area due to the strong membership base. The projected
revenue number is also higher based on a proposed increase to the
monthly membership fee of $1.00. The staff goal is to add 420 new
members in 2006 and 250 90-day summer memberships to reach a total
membership base of just over 2,000 members at the end of 2006. This is
projected to bring in over $132,000 more than our 2005 projected
revenue. The turnover rate on membership is staying in line with industry
standard of 1/3 of the members. We therefore always need to replace
those members who discontinue their membership with new members.
3
Room Rentals: For 2006 staff projects an increase of over $27,000 in
banquet, meeting, and gym rentals. A large portion of this is due to the
increase in morning and day time rentals. Also, banquet room rentals
fees were previously approved by the City Council so the dollar value is
slightly higher per rental.
As a revenue note, the Blast continues to be a popular attraction for birthday
parties and group rentals however, there has been a decline in the number of
punch cards and daily admissions being purchased, and revenues may have
leveled off in this area.
Enclosed on page ~ is a copy of the detailed revenue estimates for 2006 as
compared to the budget for 2005 and actual for 2004.
Enclosed on pages -l and ~ is a copy of the detailed revenue estimates
for 2006 showing the actual calculations for the various revenue components.
Enclosed on pages ~ and `~ is a copy of a fact sheet providing
Community Center Statistics summarizing activity at the facility and providing a
basis for revenue estimates.
The revenue estimates, in general, are fairly aggressive, are based on more
operational experience than in previous years, and rely on continued extensive
and successful marketing of the facility in combination with high customer
acceptance and satisfaction.
Expenditures
Enclosed on pages ~~ through ' 1 is a copy of the proposed line item
2006 budget.
On the expenditure side the more significant changes from the 2005 budget to
the 2006 budget include the following:
Included in the 2006 proposed budget is the addition of two seasonal
interns. As memberships, Personal Training, and programs increase, we
are finding a need to have additional staff assist the coordinators. It is the
goal to provide an opportunity for a near college graduates, or program
assistants, to get work related experience in the field, while helping to take
some of the ongoing tasks, during peak times, off the fitness coordinator.
Seasonal employee costs are increased by approximately $8,600
resulting form these intern positions.
• The City Council reviewed policies in 2005 and approved the hiring of
additional concession staff to cover the day shifts. Previously, the
concessions operation was not open mornings or early afternoon hours.
N
These part-time hours are filled by Guest Services staff that is crossed
trained to work both concessions and the front desk. This change
increases the Guest Services budget for 2006 by $15,000.
• Total Supplies, Repairs and Maintenance is increasing by approximately
$9,000. This results from additional costs in maintaining the fitness
equipment, an increase in recreation equipment supplies, and a reduction
in cleaning supplies and paper to more accurately reflect actual costs.
• Total Other Services and Charges shows a reduction of $52,000. This
savings results from $76,000 adjustment in the estimates for electricity
and natural gas costs in an effort to reflect actual experience and rate
changes. Other contractual services and maintenance contracts increase
by $18,700 as equipment ages and warranty periods end.
Enclosed on page 2~ is a copy of the Capital Renewal and Replacement
schedule for the Community Center.
Personnel
The proposed complement of regular personnel for 2006 is not changed from
2005 level as demonstrated in the following table:
Personnel
Community Center Manager
Maintenance Engineer
Fitness Coordinator
Rental Room Coordinator
Facility Operations Coordinatc
Lead Custodial/Maintenance
Custodial
Proposed
2003* 2004 2005 2006
0 1 1 1
1 2 3 3
6 8 9 9
* Position titles have changed slightly since 2003 and not all positions
were fully budgeted in 2003.
Capital Outlay
The proposed 2006 budget includes an allocation of $34,000 for capital outlay to
purchase the following:
1. $23,000 -New equipment for the fitness center to meet peak time.
demands as membership increases. The type of proposed new
equipment reflects responses to the 2005 member survey.
2. $8,000 -This allocation would be used to replace the recycled and used
office furnishings and equipment that was installed in the office areas
when the facility opened in an effort to keep the construction costs down
5
and to allocate available resources to the public areas of the building. In
addition to improving office efficiency the new equipment will provide the
proper ergonomic environment for employees.
This capital outlay is proposed to be funded through operations since the fitness
equipment is new and the office equipment it is not included on the renewal and
replacement account.
Marketing
The fourth item listed above under the general parameters around which all
budgets and operating plans have been developed and approved states, "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." All City staff and especially those working at
the Community Center are committed to this message and have been working
diligently from day 1 to implement a comprehensive and well thought out
marketing approach supported by specific objectives and expected outcomes.
Enclosed on pages ~_ and 'L2 is a copy of a summary of marketing
activities that have been undertaken thus far in 2005. The success of this
approach and the overall long-term progress that is being made is demonstrated
in the membership numbers included in the revenue section of this memo.
Conclusion
The Community Center is clearly off to a successful beginning and is
establishing a niche in the Community. While many challenges have been
addressed, many remain and will be aggressively met into the future. This
proposed budget incorporates previous City Council direction and is overall a
"stay the course" budget with minor modifications. It also allows for continued
flexibility as the City goes fonrvard.
Looking ahead to next year, staff does not foresee recommending rate increase
for 2007; consequently for that budget year, increased revenues would result
from utilization increases. Staff feels that rates, after having been increased for
2005 and 2006, have hit their markets for both memberships and room rentals.
Direction to be Considered
To provide direction to staff on the proposed membership rate increase, on the
2006 Community Center operating budget, and to direct it be placed on the
August 16, 2005 City Council Meeting Consent Agenda for formal ratification.
REVENUES
2004 2005 2006
Actual Budget Proposed
PERSONAL TRAINERS $ 4,282 $ 22,200 $ 37,500
EQUIPMENT RENTAL 5,602 2,000 3,000
PARK PROGRAM REVENUE 74,483 13,900 15,400
CONCESSION SALES 28,637 31,900 33,900
MERCHANDISE SALES 2,910 2,600 3,700
GROUP SALES 69,413 100,500 98,800
DAILY ADMISSION 67,450 96,500 78,100
MEMBERSHIP 352,657 574,200 706,600
VENDING 6,148 5,000 6,000
ROOM RENTALS 131,269 172,300 249,900
FACILITY RENTAL 6,221 1,500 1,500
CONTRACT REVENUE 47,139 55,700 57,000
ECVB Rent 7,333 8,600 9,000
INTEREST 22,292 20,000
Subtotal 825, 835 1,086, 900 1, 320,400
Other Funding Sources
ANTENNA LEASES 253,338 292,300 $ 141,000
Total Rev & Other Fd Sources
$1,079,173 $ 1,379,200 $ 1,461,400
EXPENDITURES
Personal Services
Supplies, Repairs and Maint
Other Services and Charges
Merchandise For Resale
Capital Outlay
Reserve For R & R
Total Expenditures
2004
Actual
$ 721,483
48,616
194,136
20,248
31,442 -
- 120,800
$1,015,925 $ 1,379,200
2005
Budget
$ 826,200
73, 000
339,200
20, 000
2006
Proposed
$ 905,000
82,100
287,200
31,000
34, 500
121,600
$ 1,461,400
Community Center Enterprise Fund
DETAIL OF REVENUES
Revenues
Personal Trainers
Equipment Rental (taxable)
Park Program Revenue (non-taxable)
Park Program Revenue (taxable)
Concession Sales (taxable)
Concession Sales (non-taxable)
Merchandise Sales (taxable)
Merchandise Sales (non-taxable)
Group Sales (taxable)
Group Sales (non-taxable)
Daily Admission (taxable)
Daily Admission (non-taxable)
Membership (taxable)
Vending (taxable)
Vending (non-taxable)
Room Rentals (taxable)
Facility Rental (taxable)
Contract Revenue
ECVB Rent
Other
Interest
Subtotal
2004 2005 2006
Actual Budget Proposed
$ 4,282 $ 22,200 $ 37,500
5, 602 2, 000 3, 000
74,441 13, 900 15, 400
43 - -
28, 637 31, 900 33, 900
1,189 1,200 3, 000
1,721 1,400 700
63, 903 95, 700 94, 000
5, 510 4, 800 4, 800
55, 885 74, 800 67, 200
11, 565 21, 700 10, 900
352,657 574,200 706,600
3 - -
6,144 5, 000 6, 000
131,268 172,300 249,900
6,221 1, 500 1, 500
47,139 55,700 57,000
7,333 8,600 9,000
22, 292 - 20, 000
825,835 1,086,900 1,320,400
Other Funding Sources
Antenna Leases
253,338 292,300 141,000
Total Revenues and Other Funding Sources $ 1,079,173 $ 1,379,200 $ 1,461,400
2006 Community Center - 223
REVENUE PROJECTIONS
Amount Total
4300 RECREATION CHARGES
4304 OTHER REVENUE-PARKS (non-taxable) 37,500
-.Personal Training & Heart Healthy Living
PT $2,200 month x 12 months 26,400
In Home PT $600 month x 12 months 7,200
3,900
4305 EQUIPMENT RENTAL (taxable) 3,000
-Audio Visual 3,000
4310 PARK PROGRAM REVENUE (non-taxable) 15,350
-Fitness Classes. Punch CarrJs, New Programs
Specialized Classes 12/yr x $40.00 x 15 participants 7,200
Punchcards 6 per month x $50.00 x 12 months 3,600
Adult & Youth Fitness Orientations 600
Wedding Workshop 3,000
$5 BOG Day 700
New Programs in Blast 250
4311 PARK PROGRAM REVENUE (taxable) -
-Program that is not a class
4312 CONCESSION SALES (taxable) 33,900
Concessions -general 30,000
ECC Food and Beverage 40 meetings x 30 guests x $2.00 2,400
ECC Coffee Service 50 meetings x 30 guests x $1.00 1,500
4313 CONCESSION SALES (taxable) -
4314 MERCHANDISE SALES (taxable) 3,000
Towels/padlocks/batteries and cameras 1,800
Workout journals and Polar HR Monitors 1,200
4315 MERCHANDISE SALES (non-taxable) 745
Socks 200 pairs x $2.00 400
Socks 10 packs x $9.00 90
T-shirts 30 x $8.50 255
4316 GROUP SALES (taxable) 93,984
-Blast Groups and Birthday Parties
Birthday Parties 558 x $120.00 66,960
Additional birthday party guests 2x $12.00 x 558 13,392
Groups 80 x 40 youth x $4.26 13,632
4317 GROUP SALES (non-taxable) 4,800
-Groups that are tax exempt
30 groups x 40 youth x $4.00 4,800
G
4318 DAILY ADMISSION (taxable) 67,243
-Blast & Daily Passes/Open Gym/Passport to Play
Blast Daily 362 x 25.5 admissions per day x $5.00 46,155
Open Gym 150 per month x $5.00 x 12 months 9,000
Open gym 175 per month x $3.00 x 12 months 6,300
Fitness Daily 362 days x 1.4 admissions per day x $10.00 5,068
$3 BOG Day 450
Kids Night Out 9 programs x 15 kids x $2.00 270
4319 DAILY ADMISSION (non-taxable) 10,860
-Blast Punch Cards
362 days x .75 cards per day x $40.00 10,860
4321 MEMBERSHIP (taxable) 706,585
Memberships for 2006 693,335
Initiation fees 13,250
4322 VENDING (taxable) -
4323 VENDING (non-taxable) 6,000
6, 000
4324 ROOM RENTALS (taxable) 249,900
-Oaks/Meeting Rooms/Board Room/teen Ctr./Gymnasium
Recreation Division Room Rental Fees 50,000
Oaks Banquet Facility 123,500
Meeting Rooms 18,000
Board Room 14,500
Lone Oak Room 5,500
Teen Center 4,400
Kids Kare 250
Gymnasium 33,750
4326 FACILITY RENTAL (taxable) 1,500
-GazeboBand Shell
30 hours x $50.00 1,500
4327 FACILITY RENTAL (non-taxable) -
4328 CONTRACT REVENUE 56,950
-Caterers and Contracted Vendors
Food Caterers 22,800
Liquor Provider 31,250
Other Caterers 2,900
4621 ECVB Rent 9,000 9,000
TOTAL REVENUE 1,300,317
~~
Eagan Community Center Yearly Comparisons
July 2005
Fitness Memberships
2004 2005 (Jan -July)
Current ECC Fitness Members 902 929
9D-Day Summer Promotion 384 357
*Health Partner Members 156 219
**BlueCross BlueShield Members Not offered 16
`Began program in July 2004 `*Beginn ing program Aug. 1, 2005
Total Memberships: 1,442 1,521
Miscellaneous -Fitness related purchases
2003(Aug.-Dec.) 2004 2005 (Jan.-July)
Personal Training Sessions 201 772 543
Member Fitness Punch Cards 12 25 included in membership
Non-Member Fitness Punch Cards 47 212 97
Fitness Equipment Orientations 89 91 89
Open Gym Programs
This includes open volleyball, open basketball, family open gym, youth open gym, adult open
gym, preschool open gym, and added in 2005 BOG & BOG's Days.
2004 = 3,070
2005 (Jan.-July) = 3,082
Blast Daily Admissions
2003 (May-Dec.) = 5,586
2004 = 9,278
2005 (Jan.-July) = 5,220
Blast Punch Cards - 10 visit punch cards sold to residents
2003 (May-Dec.) = 428
2004 = 274
2005 (Jan.-July) = 96
2003 (May-Dec.) = 352
2004 = 462
2005 (Jan.-July) = 309
Group Blast Rentals -Average group brings about 40 children
2003 (May-Dec.) = 118
2004 = 129
2005 {Jan.-July) = 69
Weddings
2003 (May-Dec) = 35
2004 = 58
2005 (Jan.-scheduled to year end) = 70
2006 (currently booked) = 35
Meetings Scheduled -Total booked in the ECC (does not include weddings, anniversaries, or special
events)
2003 = 350
2004 = 580
2005 (Jan.-scheduled to year end) = 507
Gym Rentals -The " 3-regular" renters and their time used in hours (Fall and winter season>
2003/2004 2004/2005 2005/2006 (allocated)
EAA 493 590 576
EVAA 170 200 226
P & R Leagues 419 465 454
Miscellaneous -Merchandise for sale
2003 2004 2005 (Jan.-July)
Batteries (for headsets) 1 42 22
Towels 19 43 18
Padlocks 33 77 43
Cameras 9 9 4
Socks 503 223 148
Blast T-shirts 19 20 7
H: CCStatistic/stats 2003, 04, OS
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Comm Ctr R&R schedule.xls
Eagan Community Center
Capital Renewal/Replacement Funds
Estimated
Useful Replacement Year Annual Year to
Item Description Life Cost Replaced Amortization Replace
BOILERS (3) 35 $ 75,000 NEW 03 $ 2,143 2037
WATER HEATERS (4) 12 16,000 NEW 03 1,333 2014
PLAYSPACE 8 150,000 NEW 03 18,750 2010
CHILLER 20 135,000 NEW 03 6,750 2022
ROOF 20 250,000 NEW 03 12,500 2022
RIDER FLOOR SCRUBBER 5 8,800 NEW 03 1,760 2007
KAIZEN RESTROOM CLEANER 5 2,800 NEW 03 560 2007
HUMIDIFIERS (4) 10 48,000 NEW 03 4,800 2012
CIRC MOTORS (4) 10 4,800 NEW 03 480 2012
AHU SUPPLY/RETURN MOTORS (4) 35 120,000 NEW 03 3,429 2037
BUFFER 7 1,500 NEW 03 214 2009
SWEEPER 5 3,300 NEW 03 660 2007
CARPET EXTRACTOR 5 5,500 NEW 03 1,100 2007
PULL EXTRACTOR 5 2,400 NEW 03 480 2007
WATER SOFTENER (2) 20 9,000 NEW 03 450 2022
CARPET SPOTTER 5 600 NEW 03 120 2007
BURNISHER 5 1,500 NEW 03 300 2007
WALK IN COOLER 8 8,000 NEW 03 1,000 2010
REACH IN REFER/FREEZER 7 4,850 NEW 03 693 2009
REACH IN REFRIDGERATOR 7 4,050 NEW 03 579 2009
REACH IN FREEZER 7 4,050 NEW 03 579 2009
DISPLAY COOLER 7 1,000 NEW 03 143 2009
SANDWICH COOLER 7 3,075 NEW 03 439 2009
WARMING OVENS (4) 7 11,000 NEW 03 1,571 2009
DISHWASHER 10 8,400 NEW 03 840 2012
BOOSTER HEATER 7 1,020 NEW 03 146 2009
PLATE WARMERS /HOLDERS (7) 7 11,320 NEW 03 1,617 2009
ICE MAKER 7 2,600 NEW 03 371 2009
POPCORN MAKER 5 900 NEW 03 180 2007
HOTDOG MAKERNVARMER 5 1,135 NEW 03 227 2007
REFRIDGERATOR (2) 12 800 NEW 03 67 2014
OVAL TABLES (45) 15 15,750 NEW 03 1,050 2017
RECTANGULAR TABLES (90) 15 22,500 NEW 03 1,500 2017
BISTRO TABLES (12) 15 3,600 NEW 03 240 2017
BANQUET CHAIRS (450) 5 37,050 NEW 03 7,410 2007
PLASTIC CHAIRS (175) 5 3,850 NEW 03 770 2007
PODIUMS (3) 12 2,000 NEW 03 167 2014
TENSABARRIERS (16) 12 2,300 NEW 03 192 2014
ATRIUM/LONE OAK FURNITURE 7 8,600 NEW 03 1,229 2009
POND FOUNTAIN 15 7,000 NEW 03 467 2017
BANQUET ROOM AUDIO SYSTEM 8 21,550 NEW 03 2,694 2010
AEROBIC STUDIO AUDIO SYSTEM 8 10,580 NEW 03 1,323 2010
EXERCISE ROOM AUDIO SYSTEM 12 2,700 NEW 03 225 2014
CARDIO FITNESS EQUIPMENT (30) 7 116,040 NEW 03 16,577 2009
FREElSELECTORIZED FIT. EQUIP.(14) 7 7,500 NEW 03 1,071 2009
INDOOR CYCLE BIKES (15) 5 8,625 NEW 03 1,725 2007
TEEN CENTER FURNITURE 5 15,000 NEW 03 3,000 2007
PREFUNCTION /OAKS CARPET 5 40,000 NEW 03 8,000 2007
REMAINING BUILDING CARPET 8 46,000 NEW 03 5,750 2010
BUILDING VCT /VINYL FLOORING 6 19,500 NEW 03 3,250 2008
AED 10 2,000 NEW 04 200 2013
BURNISHER - 2nd 3 1,500 Used 04 500 2006
Total 121,619
8/5/2005
20
Eagan Community Center Marketing - 2005
Below is a summary of how various areas of the Community Center are being marketed in 2005.
Fitness Memberships and Classes:
• Letter sent to all members to send yearly guest passes, promote personal training & open
gym programs and to introduce new Fitness Coordinator.
• Ad in special pull out section of the This Week newspaper for January membership
special "The Power of Fifiess"
• Welcome letter sent to all new members (over 200) who joined during the January
promotion. $5.00 off Personal Training coupon enclosed.
• Ad in Eagan Telephone Directory
• Commercial made and shown on Cable TV
• Press releases on complimentary group fitness classes
• Powerpoint presentation at all of Eagan's softball managers meeting
• Letters to all current members on the Health Partners Frequent Fitness Program and the
inclusion of group fitness classes into the membership
• Letter to corporate offices on summer membership special
• Staff powerpoint presentation for Senior Heart Healthy Day
• Staff attendance at three corporate (Buffet Inc., Thomas Lake Apartments, & Wells
Fargo) health fairs or open houses
90-Day Membership Special:
• Letter sent to all of last years 90-day enrollees
• Letter sent to all students who purchased the student membership in December
• Posters to area colleges
• Information shown on BECT
• E-mails to HR departments of several corporate contacts, colleges/schools and the four
businesses near our campus
• Promo box used on city web page & posted on the city marquee
The Blast Indoor Playground:
• Booth and staff attendance at Kids Expo at the Minneapolis Convention Center in Feb.
Over 900 brochures for the Blast distributed
• Coupon - $5.00 off any birthday party package, at any Eagan facility, put in the
Discover Brochure
• Letters to day care providers in six communities (650 letters sent)
• Flyer to all MN Parks and Recreation agencies (nearly 600) for summer group rentals and
to all groups who booked in 2004
• Redesigned monthly postcards to include the Blast, Civic Arena,_Cascade Bay & Oasis
birthday parties and sent to every child who has had a previous birthday party at the Blast
and any of the other city locations
• Ad in GO! directory - a special summer edition of MN Parent
• LILAGUIDE -Parenting guide for Mpls and St. Paul -advertising the Blast and birthday
parties
• Write-up & picture sent for the 2006 Community Pages Quest South of the River
Telephone Directory
• Table/Booth at elementary school open houses
21
Banquet Room and Meeting Rooms:
• Ads placed in the Wedding Directory and Wedding Guide
• Ad in Minnesota Meeting & Events Resource Guide
• Ad in Eagan Telephone Directory
• Listing in MSAE (MN Society of Associate Executives) alternative meeting resource
guide
• Letters to local hotels
• Letters to school leaders and coaches who will be planning 2006 sports banquets
• Letter to government meeting planners
• Staff visits to local business & meetings with sales staff at local hotels
• Staff attendance at meeting planners forums at the U of M
• Cold calls to several event and meeting planners
• Flyers (300) distributed at the 3-day Susan G. Koman Breast Cancer Walk walked
• Letter planned for late fall to all regular meeting planners and previous renters to
announce our free Internet (included in 2006 rental fees) and including information on
our new rates for 2006
• Revising and reprinting banquet and meeting room brochure
Specialized Events:
• Hosted a national senior health and fitness day
• Hosted membership appreciation night
• Hosted a wedding workshop
• Distributed Blast flyers (1,000) at the Eagan 4`h of July parade
• Mailings to church groups on the overnight rental options
• Flyers included to all adult leagues containing information on our open gym programs,
fitness center, memberships, banquet/meetingrnoms, birthday parties, and indoor
playground
• Brochures distributed at the P & R booth at the Home and Garden Show .
• ECC got it's own web address to make it easier for customers to locate us
Regular On-Going Marketing:
• Press releases are done on a regular basis for all programs
• General information listed on MN Department of Tourism web site
• Articles written for Experience Eagan
• Promotion in the Discover Brochure
• Promotion on City Web Page
• Promotions put on BECT
• Updates and revisions to the virtual tour (including the virtual tour update this fall)
• Marquee at city hall used to promote all programs, memberships, fifiess classes
and rental opportunities
• Brochures placed on a marketing table near the banquet room when any large group is
renting the Oaks
• Brochure available at other city facilities
22
2006 Civic Arena Budget
Traditionally, the Civic Arena Budget has been acted upon in advance of the
other Enterprise Funds and the General Operating Budgets due to the fact that
the Civic Arena operations are run on a seasonal basis starting in September as
opposed to the calendar year. To provide for proper communication with the
various organizations and individuals that are users of the facility, it would be
helpful to have rates, revenues and expenditures all formally set by City Council
action at the August 16, 2005 regular meeting. Although, no change is
recommended, the rates would officially be effective September 1, 2005 while the
budget including the revenues, expenditures, and capital improvements covers
the calendar year 2006. Approval to begin the purchasing of 2006 capital items
during calendar year 2005 will also be scheduled for consideration in formal
action at the August 16 meeting.
Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City
Administrator Hedges, Assistant to the City Administrator Miller, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper
recently met and reviewed the proposed rates, revenue estimates, and
expenditure requests included in this budget. The budget as presented is
balanced, implements the results of the organizational study, provides for the
appropriate level of renewal and replacement funds, includes an allocation for
capital equipment, and annual debt service. Hourly ice time rental rates are not
proposed to change. Eagan's rates remain competitive while slightly below the
average of surrounding ice arenas.
Revenues
The estimated 2006 revenues are at approximately the same level as the 2005
budget. The budget is presented with no increase to the hourly ice time rental
rates. There is a slight increase in exempt ice sales due to the increase in hours
purchased by the figure skating club.
Enclosed on page ~ is a copy of the Civic Arena Revenue Summary
including actual revenues for 2003 and 2004, the approved 2005 budget, and the
estimated 2006 revenues.
Enclosed on page 3o is a copy of the Civic Arena Revenue Detail including
actual revenues for 2003 and 2004, the approved 2005 budget, and the
estimated 2006 revenues.
Enclosed on page ~ ~ is a summary of hourly ice rental rates for the
surrounding communities/arenas and a comparison to Eagan's rates for the two
seasons, 2004-2005 and 2005-2006.
23
Expenditures
Enclosed on pages~z. through is a copy of the detailed line item
budget information for the Civic Arena. On a comparative basis the proposed
2006 budget of $850,000 is increased by 1.3% from 2005 budget of $838,900
and is actually $1,235 lower than the final 2004 actual numbers.
Enclosed on page ~~' is a reconciliation that allows a comparison of the
budget format on a cash basis to the actual financial report which is reported on
a full accrual basis. This page has no budget implications; however it helps
explain the differences between the budget and the official financial report as
certified to by the independent auditors.
As a result of the implementation of the organizational study, the personnel
section of the Civic Arena budget is changed from previous years. As the City
Council will recall, to better utilize resources and to gain efficiencies, the study
recommended more consolidation of operations between the two enterprise
facilities located on the Municipal Center Campus and the Community Center.
The study recommended and the City Council authorized the elimination of the
Cascade Bay Manager (vacant) and Civic Arena Manager (Mark Vaughan)
positions, and the creation of the Campus Facilities Manager (Mark Vaughan)
and the Superintendent of Operations (Cherry) Mesko) positions. This action and
the related reallocation of support personnel between the Civic Arena and
Cascade Bay are reflected in the following table and in the presentation of the
Cascade Bay budget. Finally, with the consolidation of the management of the
two campus facilities the need for operational support is reflected in this
proposed budget through the addition of an additional clerical/administrative
position. The new position is proposed with a one year sunset provision to allow
the full implementation of the new operational model and to provide for a
management review of organizational. needs and service delivery over the next
year. Staff is requesting that the position actually be approved to start in 2005 to
undertake the required support services to the management of the enterprise
facilities, particularly as the Campus Facilities Manager transitions from peak
operations at Cascade Bay to the peak season at the Civic Arena.
2y
Proposed
Personnel 2003 2004 2005 2006
Civic Arena Manager 1 1 1 - 0
Campus Facilities Manager 0.67
Building Supervisor 1 1 1 0
Skating School Coordinator 0.75 0.75 1 1
Maintenance Worker (2 @ 0.5) 1 1 1 1
Operations/Maintenance Worker (1 @ .67) 0.67
Clerical Technician 0.20 0.20 0.20 0.20
Administrative Coordinator 0.33
3.95 3.95 4.2 3.87
All partial positions are shared with the Cascade Bay and in the case
of the clerical technician also with the General Fund.
While the total number of staff positions at the Civic Arena essentially doesn't
change, the levels do and when combined with the implementation of the
organizational study within the Parks and Recreation Department of the General
Fund the overall intent of the study is met. At this point the Superintendent of
Operations is budgeted within the General Fund operations. That position serves
the three recreation enterprise functions as well as park and recreation activities
in the General Fund.
In addition to the established historical use of seasonal employees this proposed
budget reflects a shift of $25,000 from line item 6327 Sporting Event Officials to
the seasonal line item account in personnel. That change will account for the
City paying those officials directly and will properly place them on the payroll as
seasonals. This is the same approach that the Parks and Recreation
Department is utilizing in paying for recreation program officials.
As a result of the above referenced changes, the personal services budget
increases by $21,300 or 5.7%. Without the inclusion of the Sporting Event
Officials, thereby reflecting only the organizational changes, the personal
services account would actually show a slight decrease of 1.7%.
Council also asked for a comparison of personnel costs to the total budget at the
Civic Arena compared to other communities. Enclosed on page ~~ is a copy
of the completed survey using reasonably similar arenas and situations. As is
typically the case with these general surveys, the final results can be and often
are skewed by the idiosyncrasies of local operations in the various communities.
Such things as differences in operations (ice only/dry floor), services being
provided (park and recreation programs/market rent only), actual customers
(school districts/independent leagues), free standing facilities versus combined
buildings (attached to community centers), management structure (personnel
2S
costs in other funds), and a whole host of other factors and how costs and
revenues are accounted for influence the results of survey data.
Other significant expenditures changes in the proposed 2006 budget include the
following:
• Line item 6220 Operating Supplies- General is increased by $1,300 to reflect
past budgets and to assist with new supplies for programs offered.
• Line item 6230 and 6233 both repair/maintenance equipment shows an
increase to assist with an aging building and equipment.
• Line item 6327 Sporting Event Officials" is decreased $25,000 due to the
transfer to seasonal salaries. The Civic Arena now has in-house referees
versus contractual services. The $2,000 is remaining to assist with high
school game operations.
• Line item 6357 General Advertising is increased by $2,000 to promote
birthday parties and Civic Arena turf programming. In the past, the ECVB
has assisted the Civic Arena with the advertising for the Home and Leisure
show and this line item reflects the continuation of the partnership through
the ECVB funding of that promotion.
• Line item 6491 Debt Services Payments is decreased by $2,950 to reflect
changes in the actual debt service schedule.
Capital Expenditures
The 2006 expenditure line items show an account for a capital outlay allocation
with an appropriation of $10,000, continuing the process implemented with the
2004 budget. Civic Arena capital needs can best be addressed by setting aside
some money from each year's operations through the operating budget process
and combining that with the use of available retained earnings to provide for
capital needs to renew and enhance the facility beyond what is available through
the renewal and replacement account. This process clearly designates a Civic
Arena use for retained earnings while preventing spikes in annual operating
budgets caused by fluctuating capital needs.
Enclosed on page ~ is a list of proposed 2006 capital items for
consideration. Renewal and replacement items are included in the first section of
the list and are funded by the annual allocation set aside from operations for that
purpose. The second section of the list shows replacement items that are not
funded by the renewal and replacement account. The third section includes new
items that would either enhance operations at the arena with the goal of
increasing utilization of the facility thereby increasing revenues or by maximizing
~/
other revenue opportunities. The second and third sections of the list are funded
through the annual capital allocation from the operating budget ($10,000 each in
2004, 2005, and 2006 to date) and from retained earnings as available and
appropriate.
Enclosed on page ~ is an ex lanation of each of the proposed 2006 capital
items. Also enclosed on page ~ is a worksheet showing the infrastructure
included in the renewal and replacement funding process. The worksheet shows
the cost being recovered and the useful life of each capital item.
Enclosed on page ~~- is a copy of the 2005 Civic Arena Capital Improvement
List -Status Update showing a current status of each of those capital needs.
At the time of final 2006 budget approval staff is recommending that the City
Council approve the purchase of the 2006 capital items in the 2005 fiscal year so
they are in place for the 2005-2006 operational season.
Cash Position
Enclosed on page rl ~ is a copy of an analysis showing the cash position of
the Civic Arena Fund from inception through the 2005 budget. In summary the
analysis shows $312,328 in the official renewal and replacement account and
$143,295 of retained earnings over the 11 year period. On a cash basis, results
from operations vary annually depending primarily on capital acquisitions. The
analysis demonstrates that the facility is on firm financial footing and should be
able to sustain similar operations into the future absent any significant change to
market forces.
On page ~ is a recap of the status of the Eagan Hockey Association
commitment to the addition of the East Arena. The commitment will be
completely paid off in 2007.
Eagan Civic Arena Future
During last year's budget cycle, management presented to City Council a
process to design a 5-10 year plan for the Civic Arena. After sending letters to all
youth groups and running an article in the local newspaper, staff received three
responses with ideas on how they would like to see the Civic Arena move in the
future. Two of the three responses asked for a third ice arena and the other
response would like some workout rooms for dry land training for figure skating.
Given the limited number and the nature of the responses, it is difficult to reach
any conclusions from that information gathering effort. Presented in this
proposed budget is an allocation request for research dollars to get some cost
estimates of finishing the upstairs mezzanine.
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In the short-term the implementation of the results of the organizational study as
provided for in the proposed 2006 budget is a top priority. Final implementation
is expected to help control costs while providing aconstant/increased level of
service to meet and exceed customer expectations. It is essential that Eagan
stay competitive in this environment of ever increasing market supply of facilities
with myriad of customer choices.
Summary
There is a great deal of material presented with this budget proposal to assist the
City Council in its consideration of the 2006 budget. The 2006 budget as
presented is balanced, implements the results of the organizational study,
provides for the appropriate level of renewal and replacement funds, includes an
allocation for capital equipment as well as an allocation for some capital
improvements, and the annual installment for the scheduled debt service. Hourly
ice time rental rates remain competitive while slightly below the average of
surrounding ice arenas.
Staff continues to efficiently operate the arenas and to aggressively market
the use of the facility to increase revenues and is making every effort to
operate a successful business venture per City Council direction. While ice
time rental is the basic business of the facility, auxiliary uses account for
approximately 23% ($192,000) of the estimated revenues for 2006 and
clearly demonstrate management's and staff's commitment to customer
service and to expanding revenue opportunities. The continued marketing
has attracted some non-ice users, growth of the Home and Leisure Show
and extra amenities for our customers.
Positive Civic Arena operations continue with the growth of the skate school
provided by the City of Eagan and the continuation of a figure skating club at
the arena.
The cash position is an indicator of previous success as a business. However,
the competition from surrounding rinks and customer expectations demonstrate
the need to remain efficient and to remain a preferred vendor for the services
provided through the arena operations. This proposed operating budget and the
proposed capital improvements assist in meeting that objective.
Direction to be Considered
To provide direction to staff on the 2005-06 ice rental rates, on the 2006 Civic
Arena operating budget, and on the 2005 purchase of 2006 Capital Outlay items,
and to direct that the items be placed on the August 16, 2005 City Council
Meeting Consent Agenda for formal ratification.
2~
CIVIC ARENA REVENUE SUMMARY
2003 2004 2005 2006
Actual Actual Budget Estimated
Rentals-Ice $ 424,087 $ 503,402 $ 451,000 $ 465,000
Rentals-Non Ice 26,526 22,287 24,700 20,500
Services 32,419 42,000 40,500 48,500
Programs 152, 527 145,171 157, 500 161, 000
Events 23,672 27,192 20,000 24,000
Sessions 27,888 31,507 32,000 32,500
Sales 81,457 86,431 97,000 93,500
Other 18,955 12,397 20,400 5,000
Total
$ 787,531 $ 870,387 $ 843,100 $ 850,000
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Proposed 2005/06 Season Rates For Surrounding Communities
City/Arena
Farmington
Apple Valley
Rosemount
Burnsville
Lakeville
Inver Grove Heights
South St. Paul
Richfield
St.Thomas Ice Arena
Hourly Ice Rental Rates
Prime Non-Prime
Time Time
$145
$165
$150
$160
$170
$165
$160
$155
$190
$115
$110
$115
$115
$135
$130
$135
$125
$120
Average Prime Time Rate Excluding High ($190) and Low ($145):
Average Non-Prime Time Rate Excluding High ($135) and Low ($110):
User/Use
Eagan Association
Eastview Association
High School
Non-Prime
Turf
Dry floor
Eagan Hourly Ice Rental Rates
$161
$120
Season
Approved Proposed
2004-2005 2005-2006
$155 $155
$157 $157
$165 $165
$112 $112
$75 $75
$40 $40
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2006 Civic Arena Capital Improvements List
Renewal and Replacement
Boiler $ 15,000
Sub-total $ 15,000
Replacement Items
Computer $ 2,000
Carpet for Community Room 2,000
Multi Plexer 5,000
Sub-total $ 9,000
New Items
Feasibility and Design Options $ 5,000
Rubber Matting Installations 4,000
Computer CPU Only 1,000
Sub-total $ 10,000
Total Capital Improvements $ 34,000
The boiler replacement ($15,000) will be financed from the renewal and replacement
account and the replacement items ($10,000) and the new items ($9,000) will be financed
from the capital outlay allocation set up with the 2004 budget and being funded annually at
$10,000. The cumulative balance in that account is carried forward in the unrestricted
retained earnings account for financial reporting purposes.
39
Capital Improvement Descriptions
Renewal and Replacement
Boiler -The Civic Arena has been working with Harris Companies
on a facility audit. The first item for consideration is the replacement
and design of the boilers systems for both arenas. The upgrade will
give the operations some assistance in heating the East Arena and
help with snow melting from the resurfacing operations.
Replacement Items
Computer -Staff is requesting replacement of the skate school
coordinator's computer to assist with operations.
Carpet in Community Room -The multi purpose room floor in the
East arena needs some upgrade. Staff is proposing carpet verses
the to assist with acoustics and visual appeal of the room.
Multi- Plexer -Last year the Civic Arena installed new operational
cameras. With the increased cost to the system, the multi-plexer
was borrowed from the pool and then returned before that season.
This leaves both facilities with an incomplete system during their
non-peak seasons.
New items
Rubber Matting - Staff is asking to restore the rubber matting in the
West Locker room. After further research, staff believes that dollars
allocated to the East rubber matting addition should be directed to
assist to the West Lockerooms restoration.
Feasibility and Design Options -Staff is asking for an allocation to
assist with a feasibility study of various options and costs for the
upstairs of West Arena. These numbers wi(I assist in providing the
City Council with some options for the Civic Arena future.
New Computer, Point of Sale System - To complete the new
Point of Sale system, a computer (CPU only) needs to be added.
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2005 Civic Arena Capital Improvement List- Update
Renewal and Replacement
Nothing Scheduled
Sub-total
Replacement Items
Office Furniture
Sub-total
$ 10,000 Completed
$ 10,000
New Items
East Arena Rubber Matting
Check Card Machine
Point of Sale Equipment
Sub-total
$ 5,000 To 2006 Budget
1,000 Purchased
4,500 Completed
$ 10,500
Total Capital Improvements
$ 20,500
BIZ
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~~
Eagan Hockey Association Contributions to Eagan Civic Arena II
9337.1340.3
$500,000 over 10 year period.
Payment# Date
1 02/17/98
2 Ice Resurfacer
3a 05/05/99
3b 05/23/00
4 06/03/01
5 06/03/02
6 05/30/03
7 06/20/04
8 06/09/05
9
10
Amount Paid Balance Due
$ 500,000
50,000 450,000
59,500 390,500
25,000 365,500
50,000 315,500
50,000 265,500
50,000 215,500
50,000 165,500
50,000 115,500
50,000 65,500
TOTAL $ 434,500.00
Payments 1 & 2 were deposited directly to the Civic Arena Fund.
All additional payments are to be deposited to the CIF.
44
Cascade Bay
Traditionally, the Cascade Bay budget has been acted upon later in the fall, after
the year's season has been completed. This year due to the increased
coordination between the Cascade Bay and the Civic Arena budgets the
schedule has been adjusted to consider both budgets at the same time. This
change in timing results in less information being available for the current year,
but does not hamper the preparation of the budget, especially when no rate
changes are proposed. Numerous charts and graphs that were previously
provided with the budget material are therefore not available at this time and will
be presented after the facility closes as a report on activities for the season
including the complete historical perspective.
Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City
Administrator Hedges, Assistant to the City Administrator Miller, Director of
Administrative Services VanOverbeke, and Chief Financial Officer Pepper
recently met and reviewed the proposed rates, revenue estimates, and
expenditure requests included in this budget. The budget as presented is
balanced, implements the results of the organizational study, provides for the
appropriate level of renewal and replacement funds, includes an allocation for
capital equipment, and annual debt service. The budget does not include any
changes to the existing rates.
The proposed 2006 budget is balanced at $1,175,200. This is an increase of
approximately 0.4% or $4,500 from the 2005 budget of $1,170,700. More detail
is provided in the expenditure section of this memo.
Attendance
The proposed 2006 budget is based on an estimated attendance of 146,000.
The 2005 budget was based on a similar estimated attendance. The actual
attendance for 2004 was 104,492. Enclosed on page ~_ is a copy of a table
displaying attendance for six years of operation and for two years of budget
estimates for Cascade Bay.
Enclosed on page ~~ is a copy of a comparison for June and July of 2005 to
the full 2004 season. This table clearly demonstrates the weather extremes and
the resulting impact on attendance at the facility.
As a reminder, the facility was built based on estimated average attendance of
135,000. The average attendance over the six year period (1999-2004)
calculates to 145,123. The average for the first five years of operation was
154,049 again showing the impact of the colder year and resulting reduction in
attendance. Given the six year operating history and the 2004 experience with a
significantly reduced attendance, the breakeven attendance number appears to
45
be a bit less than 135,000 and perhaps in the range of 125,000 to 130,000 at
today's user rates.
Revenues
Enclosed on page 5z^ is a copy of actual revenues for the years 2001
through 2004, the budgeted revenues for 2005 and the estimated revenues for
2006. There are no admission rate changes contemplated in the 2006 revenue
estimates. Although the estimated attendance for 2006 is the same as it was for
2005, some revenue line items have been adjusted slightly to arrive at the
estimated revenue total of $1,175,200.
Enclosed on pagesrJ~J and ~_ is a copy of the facility rates charged to
the customers as displayed on the web site.
Staff continues to seek ways to generate more revenue and has seen significant
gains in revenues from classes and camps. This effort results in additional
revenue from time periods where the facility would otherwise not be open.
Expenditures
Enclosed on pages 55 through l~ 1 is a copy of the proposed line item
budget for 2006.
As a result of the implementation of the organizational study, the personnel
section of the Cascade Bay budget is changed from previous years. As the City
Council will recall, to better utilize resources and to gain efficiencies, the study
recommended more consolidation of operations between the two enterprise
facilities located on the Municipal Center Campus and the Community Center.
The study recommended and the City Council authorized the elimination of the
Cascade Bay Manager (vacant) and Civic Arena Manager (Mark Vaughan)
positions, and the creation of the Campus Facilities Manager (Mark Vaughan)
and the Superintendent of Operations (Cherry) Mesko) positions. This action and
the related reallocation of support personnel between the Civic Arena and
Cascade Bay are reflected in the following table and in the presentation of the
Civic Arena budget. Finally, with the consolidation of the management of the two
campus facilities the need for operational support is reflected in this proposed
budget through the addition of an additional clerical/administrative position. The
new position is proposed with a one year sunset provision to allow the full
implementation of the new operational model and to provide for a management
review of organizational needs and service delivery over the next year. Staff is
requesting that the position actually be approved to start in 2005 to undertake the
required support services to the management of the enterprise facilities,
particularly as the Campus Facilities Manager transitions from peak operations at
Cascade Bay to the peak season at the Civic Arena.
"7 ~D
Personnel
Aquatic Facility Manager
Campus Facilities Manager
Facility Supervisor
Maintenance Worker (2 @ 0.5)
Maintenance Worker (1 @ .33)
Clerical Technician
Administrative Coordinator
2003 2004
1 1
0 0
1 1
0.40 0.40
2.4 2.4
Proposed
2005 2006
1 0
0.33
0
0.40
2.4
0.33
0.40
0.67
2.73
All partial positions are shared with the Civic Arena and in the case
of the clerical technician also with the General Fund.
While the total number of staff positions at Cascade Bay essentially doesn't
change, the levels do and when combined with the implementation of the
organizational study within the Parks and Recreation Department of the General
Fund the overall intent of the study is met. At this point the Superintendent of
Operations is budgeted within the General Fund operations. That position serves
the three recreation enterprise functions as well as park and recreation activities
in the General Fund.
The following are the significant adjustments to the various line items included in
the proposed 2006 budget:
• 6130 -- Seasonal Staffing -There is a $10,000 reduction in this line item
as a part of the personnel reallocation and changes.
• 6230 -- Repair/Maintenance Supplies -There is a $1,200 increase to
assist with maintenance of the facility. This account is expected to
increase over the years as the facility ages.
• 6236 -- Pool Repair Supplies -Due to the restoration project and
warranty, a reduction of $9,000 is proposed for 2006.
• 6157 --Signs -Most signs were replaced last year and there is a
decrease of $4,000 in this line item.
• 6310 -- Professional Services -There is $5,000 set aside for research and
renditions for amini- golf course, new water feature, and energy audit and
analysis of the facility. The line item shows a reduction of $29,000 for
2006 as no major feasibility investigations are contemplated.
1~' ~'
• 6405 & 6406 -Electricity and Gas - In checking with the industry we were
advised to increase electricity by 5% and natural Gas by 15%, resulting
from increases to suppliers. The two line items together increase by
$6,900.
6569 -- Maintenance Contracts -There is a $2,000 increase in this line
item to reflect contracting out mechanical duties related to equipment.
Utilizing professionals with the right equipment, knowledge, and skills to
maintain the larger mechanical system is a better investment for the
future.
Consistent with previous years, this proposed budget provides for debt service
payments totaling $161,500 on the $1,200,000 borrowed from the housing fund
and the $800,000 loan from the Community Investment Fund. The proposed
budget does not allocate any funds toward eventual repayment of the $1,000,000
advanced from the Community Investment Fund. The repayment of that
$1,000,000 was set up to be a balloon payment after 20 years, subject to the
availability of cash reserves. Amortization of that advance would require
approximately $85,000 per year over the 20 year period. To date no provision
has been made to raise rates or to dedicate retained earnings for this purpose.
Consideration of this item is proposed for later in the meeting combined with the
General Fund fund balance Agenda item.
The calculated renewal and replacement account is funded at $64,600 for 2006.
Enclosed on pages ADZ.. and ~3 is a copy of the Cascade Bay
Renewal and Replacement Schedule.
Capital Outlay
Included in the preliminary 200 Budget is an allocation of $45,600 for capital
outlay. Enclosed on page ~ is a copy of the items proposed to be included
in the 2006 budget. All capital is proposed to be financed from current
operations as there are no items for which renewal and replacement dollars have
been set aside.
Revenue/Expenditure Summary
Enclosed on page lLlS is a copy of a high level summary of revenues,
expenditures, and other disbursements from 1999 through the estimated results
of the 2006 budget. The net available component of retained earnings at 12-31-
04 is $807,098 with $370,772 of that in the renewal and replacement account
leaving a balance of $436,326.
48
Summary
There is a great deal of material presented with this budget proposal to assist the
City Council in its consideration of the 2006 budget. The 2006 budget as
presented is balanced, implements the results of the organizational study,
provides for the appropriate level of renewal and replacement funds, includes an
allocation for some capital improvements, and the annual installment for the
scheduled debt service.
Staff continues to efficiently operate and to aggressively market the use of
the facility to increase revenues and is making every effort to operate a
successful business venture per City Council direction.
The cash position is an indicator of previous success as a business. However,
the competition for leisure time dollars and customer expectations demonstrate
the need to remain efficient and to remain a preferred vendor for the services
provided through the Cascade Bay activities. This proposed operating budget
and the proposed capital improvements assist in meeting that objective.
Direction to be Considered
To provide direction to staff on the 2006 rates, on the 2006 Cascade Bay
operating budget, and to direct that the items be placed on the August 16, 2005
City Council Meeting Consent Agenda for formal ratification.
49
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Cascade Bay
2005 Season Statistics
As of 7-31-05
June & July 2005 2004 Full Season
Daily Admissions $349,327 $350,136
• After 5 pm 49,267 39,251
Groups 131,013
Classes/Camps 17,402 22,245
Season Passes 180,777 168,920
Merchandise Sales 5,075 3,549
Concession Sales 177,305 168,957
Attendance 94,740 100,492
Note: These dollar figures are very preliminary but demonstrate the significant
difference good weather has on the success of Cascade Bay, which will be open for 39
more days from the compilation of these statistics.
51
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Cascade Bay
Hame
ttractions
ideo Clips
Virtual Tour
Directions
Hours/Fees
Weekly Events
Classes/Camps
Season Passes
Groups/Parties
Employee Login
Employment
Pool Rules
FAQs
Contact Us
Web Cam
Return to
Citv of Eagan
Nome Page
~a~t l~as,~s
Page 1 of 2
2005 Season Pass Prices Eagan Non-
Resident Resident
First family member, all ages $53.00 $63.00
Additional family members $43.00 $53.00
Additional family members <42" tall $29.00 $39.00
Seniors 62 and older $29.00 $39.00
Under 18 months of age FREE* FREE*
*Under 18 months of age as of August 28, 2005
eason asses
After 5:00 pm Season Pass
Prices Eagan
Resident Non-
Resident
First family member, all ages $45.00 $55.00
Additional family members $35.00 $45.00
Additional family members <42" tall $24.00 $34.00
Seniors 62 and older $24.00 $34.00
Under 18 months of age FREE* FREE*
*Under 18 months of age as of August 28, 2005
. All, season pass holders will need to have new pictures takes
for their 2005 passes.
. Purchase season passes at:
Eagan Municipal Center, 3830 Pilot Knob Road
Monday -Friday: 8:00 a.m. - 4:30 p.m.
or
Eagan Community Center, 1501 Central Parkway
53
http://www. cascadebay. com/seasonpasses.html
8/4/2005
Page 1 of 1
attractions
Video Clips
Virtual Tour
Directions
Hours/ Fees
Weekly Events
Classes/Camps
Season Passes
Groups/Parties
Employee Login
Employment
Pool Rules
FAQs
Contact Us
Web Cam
Return to
City of Eagan
Home Page
Hours~lF~s
Cascade Bay 2005 Schedule
Regular Season:
Friday, June 10th through Monday, September 5th
Hours:
Monday-Saturday 11:00 a.m. - 8:30 p.m.
Sunday 11:00 a.m. - 6:30 p.m.
Of~(YfICCIC11l FPAC
Daily Admission: Daytime After 5:00 p.m.
Under 18 months* Free Free
Guests over 42" ~ $8.00 ~ $6.00
Guests under 42" $6.00 $4.50
Senior 62 and older $6.00 $4.50
*18 months as of August Z8, 2005
Cascade Bay accepts: Cash, Visa and MasterCard
5N
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G:\Capital Renewal & Replacement\Cascade Bay R&R schedule.xls
Cascade Bay RB~R schedule.xls
Renewal And Replacement Schedule
Item Year Purchased Life C cle Cost Annual Maturi Date
Ice Machine 1999 10 $ 3,239 $ 324 2009
Pertect F
#1 2004 5 4,150 830 2009
#2 2000 5 4,150 830 2005
#3 2001 5 _5,000 1,000 2006
Turnstiles
#1 1999 20 11,500 575 2019
#2 1999 20 - 2019
#3 2002 20 2,222 111 2022
HVAC s stem admin 1999 20 14,000 700 2019
Sand Pla Area
Mermaid Fountain 1999 6 3,600 600 2005
Watertall Water la 1999 6 4,700 783 2005
Kom an Sand Tabl 1999 6 700 117 2005
Guard Chairs
#1 1999 10 900 90 2009
#2 1999 10 900 90 2009
#3 2001 10 1,360 136 2011
#4 2001 10 1,360 136 2011
Air Conditionin conc. 2000 20 20,000 1,000 2020
Roofin 3 buildin s 1999 20 6,000 300 2019
Shed 2002 20 2,500 125 2022
Funbrellas 0
#1 1999 10 2,257 226 2009
#2 1999 10 2,257 226 2009
#3 1999 10 2,257 226 2009
#4 1999 10 2,257 226 2009
#5 1999 10 2,257 226 2009
#6 1999 10 2,257 226 2009
#7 1999 10 2,257 226 2009
#8 1999 10 2,257 226 2009
#9 1999 10 2,257 226 2009
#10 1999 10 2,257 226 2009
#11 1999 10 2,257 226 2009
#12 Birthda Pa Area 2001 10 2,304 230 2011
Sun Port 2002 10 4,275 428 2012
Walk in Refri erator 1999 20 6,993 350 2019
Walk in Freezer 1999 20 4,017 201 2019
2 door freezer 1999 12 2,604 217 2011
2 door refri erator 1999 12 2,029 169 2011
Refri erator Dis la 1999 12 3,809 317 2011
Sandwich/nacho dis la 1999 7 1,021 146 2006
Mobile Heated Cabinet 1999 10 3,307 331 2009
Undercounter heated cabinet 1999 10 2,498 250 2009
Cash Re isters 5 -
#1 1999 5 - 2004
#2 1999 5 - 2004
#3 1999 5 - 2004
#4 1999 5 - 2004
D namtion Monitor air tester 1999 10 1,760 176 2009
HVAC E ui ment 1999 20 4,000 200 2019
Gas Hot Water Heater 1999 20 4,000 200 2019
Video Securi S stem 2002 10 9,625 963 2012
Suitmates 2 1999 5 2,500 500 2004
PAS stem 1999 10 5,000 500 2009
8/5/2005
l02
G:\Capital Renewal & Replacement\Cascade Bay R8~R schedule.xls
Cascade Bay R8~R schedule.xls
Water FlumelWood $ Steel 1999 10 73,848 7,385 2009
Water Flume/Fiber lass 1999 20 145,000 7,250 2019
Water Flume/Install 1999 20 80,000 4,000 2019
Shi Slide 1999 15 20,800 1,387 2014
Starburst 1999 15 20,500 1,367 2014
Tumblebuckets 1999 15 8,000 533 2014
Deck Chairs
Econo 50 $66.0 1999 10 3,300 330 2009
Loun a 200 $156.7 1999 10 31,350 3,135 2009
Econo (40 $66.0 2001 10 2,640 264 2011
Loun a (i0 $156.7 2001 10 1,568 157 2011
Econo 50 $66.0 2002 10 3,300 330 2012
Loun a 40 $160.00 2004 10 6,400 640 2014
Concession Patio Furniture
Ladderback Chair (150 $99.2 1999 15 14,885 992 2014
31"Cafe Table 28) $153.0 1999 15 4,286 286 2014
31"Bar hei ht table 12)$163.7 1999 15 1,966 131 2014
46"x85" oval dinin table (2 $553.0 1999 15 1,106 74 2014
Turbines
#1 1999 20 13,333 667 2019
#2 1999 20 13,333 667 2019
#3 1999 20 13,333 667 2019
#4 1999 20 13,333 667 2019
#5 1999 20 13,333 667 2019
#6 1999 20 13,333 667 2019
Boilers
#1 1999 20 17,500 875 2019
#2 1999 20 17,500 875 2019
#3 1999 20 17,500 875 2019
#4 1999 20 17,500 875 2019
Pum s
#1 1999 20 3,950 198 2019
#2 1999 20 3,950 198 2019
#3 1999 20 3,950 198 2019
#4 1999 20 3,950 198 2019
Filters
#1 1999 20 25,000 1,250 2019
#2 1999 20 25,000 1,250 2019
Pulsar Chemical E ui men 2002 7 8,000 1,168 2009
Room Heaters 1999 20 3,800 190 2019
Stranco Controllers
#1 1999 15 3,000 200 2014
#2 1999 15 3,000 200 2014
Irri ation Control S stem 1999 15 20,000 1,333 2014
LMI Pum s
#1 1999 5 1,200 240 2004
#2 1999 5 1,200 240 2004
#3 1999 5 1,200 240 2004
#4 1999 5 1,200 240 2004
#5 1999 5 1,200 240 2004
#6 1999 5 1,200 240 2004
Floorin 2002 20 20,000 1,000 2022
Phone S stem 2001 7 21,000 3,000 2008
Walkie Talkies 2004 5 6,000 1,200 2009
Walk Behind Lawn Mower 2004 8 3,000 375 2012
Total $ 900,597 $ 64,563
8/5/2005
Loa
2006 Proposed Cascade Bay Budget -Capital Outlay
• Sprinkler Systems on Hill -The azea were groups gather outside Cascade Bay is
not covered by the existing sprinkler system. Staff proposes to extend our current
sprinkler system. Park Maintenance staff would install the system which would
assist with the turf management. -- $1,000
• Grilling Station -Currently there is an outside grill at Cascade Bay. To make it
more functional the following components should be added: a hand washing
station, a stainless steel serving table and an awning to draw attention. The
complete grilling station will assist in enhancing the products we can offer and
help to provide a larger menu option for groups and birthdays. -- $3,500
• Gutter System on Administration Building - Staff is proposing adding a gutter
system to re-direct rainfall away from the door entrances of the building. --
$3,000
• Slide Painting -The appearance of the slides which are due for replacement in
2019 per the renewal and replacement schedule is beginning to deteriorate. Staff
is recommending that the outside of the slides be painted to restore the appearance
and to assist in maintaining the fiberglass unti12019. -- $25,000
• Staff Furniture -Currently staff is using fold up tables and old chairs from City
Hall. This allocation would add appropriate and more permanent furniture to the
facility. -- $3,000
• Perfect Fry Upgrades - Staff is proposing to add upgrades to our fryers in the
concession stand. The upgrades will help staff clean and drain grease in a safer
and cleaner manner. -- $500
• Air Compressor -Maintenance staff is requesting a new compressor to assist
with inflating up the tubes for the lazy river operations. -- $1,000
• Computers -- Staff is requesting to replace the two computers in the
administration building of Cascade Bay. -- $3,600
• Hose Reel and Pool Vacuum -- upgrades and replacements of vacuum and hoses
are being proposed. -- $5,000
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Agenda Information Memo
August 9, 2005, Eagan City Council Workshop
oP~~nF,
IV. 2006 GENERAL ~ BUDGET UPDATE
ACTION TO BE CONSIDERED:
This is an informative/discussion item and no specific action is required.
FACTS:
• Staff work is continuing on the preparation of the 2006 General Fund Budget.
The City Administrator, Director of Administrative Services, Chief Financial
Officer, and Assistant to the City Administrator have met with each department
director to discuss the 2006 budget requests they have submitted to provide
resources to be used to deliver services in their areas of responsibility.
Those individual department requests have been reviewed in the context of
preparation of the overall City budget and the City Administrator is preparing a
recommended budget for consideration by the City Council at its workshop
scheduled for August 23, 2005.
• Per previous City Council direction the proposed preliminary budget will be laid
out in a fashion similar to previous years in which year to year changes will be
drawn out and justification provided.
The previous City Council decision not to rely on the State to pay Market Value
Homestead Credit for the 2005 budget has turned out to be wise. The estimated
2006 Market Value Homestead Credit which the State has already said will not be
paid will not be used as a revenue source in balancing the 2006 General Fund
Budget. As was done for 2005, the tax levy will be adjusted accordingly for
payable 2006.
Work has also begun on estimating 2006 revenues including property tax levies
and resulting impacts on property owners.
• A balanced budget will be provided to the City Council with assumptions and
public policy issues highlighted for discussion and direction by the City Council.
• The Legislature did not pass the proposed turbocharged TNT "Taxpayer
Satisfaction Survey" or the proposed property tax freeze, and official State Levy
Limits were not placed in effect so the City Council has local control in setting the
levy and budget. The previous truth in taxation process remains in place.
(o
The City must certify a proposed levy to the County Auditor, adopt a proposed
budget, and select dates for the initial and continuation truth in taxation hearings
no later than September 15, 2005. Formal City Council action to comply with
those requirements is currently scheduled for the regular meeting to be held on
September 6, 2005. Material prepared for that meeting will incorporate direction
received at the August 23 workshop.
ATTACHMENTS:
None
(o~
Agenda Information Memo
August 9, 2005, Eagan City Council Workshop
V. GENERAL FUND FUND BALANCE UPDATE
ACTION TO BE CONSIDERED:
To provide direction to staff regarding the General Fund fund balance and the Cascade
Bay Advance from the Community Investment Fund.
FACTS:
• The City Council has directed as part of the 2005 work program that staff research
the issues related to the City's General Fund fund balance and to provide options
for potential use of the balance for consideration by the Council.
• Staff has completed research covering the background of the fund balance, the
target fund balance level, results of operations for 2003 and 2004, historical uses
of the fund balance, amounts that maybe available for current appropriation, and
possible additional uses of the available balance.
• The City Council has also directed that staff research implications of the
$1,000,000 advance from the Community Investment Fund to Cascade Bay as part
of the original construction financing package for Cascade Bay.
• Since there is an option in the use of the General Fund fund balance discussion
regarding the Community Investment Fund and Cascade Bay, staff is suggesting
that the two issues be considered together under this agenda item.
• The advance was originally set up as a balloon repayment depending on
circumstances and availability of cash from Cascade Bay operations.
• Although extremely sensitive to weather conditions and competition for leisure
dollars, Cascade Bay has been a very successful business venture and has
generated a positive cash reserve over the years. In an effort to keep rates at a
reasonable level for customers and to generate some cash reserves, annual budgets
have not provided a specific appropriation to begin the repayment of this advance.
• The unexpected repairs to the facility resulting from faulty construction and the
resulting litigation have now made the available cash balance more uncertain.
~~
• Staff has prepared the attachment as a continuum from a "don't pay/forgive the
loan scenario" on one end to "aggressively repay the loan" scenario on the other
end. Included with the continuum are the impacts regarding the ultimate choice as
well as a couple of items that would require definition depending on the City
Council direction.
A wait and see approach may be appropriate given the litigation and the
uncertainty of its outcome.
ATTACHMENTS:
• Enclosed on pages ~ through ~~ is a copy of a memo from Director of
Administrative Services VanOverbeke covering the staff research.
• Enclosed on page _~(~ is a copy of the continuum of options and potential
impacts.
~~
City of Ea~a~ Memo
To: City Administrator Hedges
From: Director of Administrative Services VanOverbeke
Date: July 11, 2005
Subject: General Fund Fund Balance
Introduction
At the City Council's direction I have reviewed the results of operations for the
City's General Fund for the year 2004. As a result of the very successful year of
operations we experienced in 2003 followed by another successful year in 2004,
the fund balance has become somewhat higher than the overall policy target set
by the City Council. A number of factors have contributed to these successful
years from a financial perspective. I will address these factors somewhat
generally and then look in more detail at the results of operations from 2004. My
focus is almost entirely on the General Fund, although the recommendations will
involve opportunities in other funds as well.
Background
The City's Fund Balance can and should be looked at as a savings account and
the use of it provides all the same options and opportunities as any other savings
account. At the most basic level, the balance will increase anytime the City
spends less than it receives in revenues. Historically, the City consistently
practiced a couple of philosophies that make that result likely. First, we
previously budgeted a contingency account from annual revenues. By its very
definition the contingency account will be totally spent in only very extreme
cases. For example, an emergency such as a natural disaster or a similar
problem would probably cause the entire contingency account to be spent.
Naturally, there would be some opportunity to recover some of those
expenditures from other governmental agencies over the long run. Second, we
use conservative budgeting practices in that we are attempting to minimize the
reliance on development related revenues. Because we budget revenues
conservatively, variances are generally favorable. On the expenditure side, we
try to budget at appropriate levels to carry out desired programs while limiting
program expansion or new program introduction. We expect departments to
operate within those budgets while allowing for extraordinary circumstances and
making adjustments as necessary and as they can be justified. Since we have
discontinued the practice of budgeting a contingency account from current
~o
revenues, budgeting is somewhat tighter and the fund balance is subject to more
volatility as it now also serves as a first line contingency account.
Year end 2003
At year-end 2003 the fund balance decreased by $2,529,960 from $12,062,867
to $9,532,907. The ending balance was 43.8% of the 2004 General Fund
budget. The decrease was generated when revenues and transfers in came in
$88,173 less than budgeted, expenditures came in $338,871 less than budgeted,
and a transfer for debt service payments of $2,733,872 was made.
Year end 2004
At year-end 2004 the fund balance increased by $1,217,636 from $9,532,907 to
$10,750,543. The ending balance is 46.9% of the 2005 General Fund budget.
The increase was generated when revenues and transfers in came in $139,199
more than budgeted and expenditures came in $1,078,437 less than budgeted.
Target fund balance level
The City has historically followed a policy that the fund balance in the General
Fund should be at a level of 30% to 35% of the following year's operating budget.
That level was determined to be the amount necessary to provide adequate
working capital for operations and to provide an additional reserve to deal with
any emergencies, revenue shortfalls, or opportunities. That range is probably on
the low end at this time absent a budgeted contingency and combined with the
ever increasing financial uncertainty related to State budget problems. The City
might, as a matter of public policy, want to give consideration to increasing the
targeted fund balance level. The State Auditor uses a range of up to 50%;
however that includes all governmental funds which seriously distorts the intent
in Eagan given the nature of the fund balances in our dedicated special revenue
funds such as Cable TV Franchise Fees.
2004 Revenues
The positive 2004 revenue variance of $139,199 or 0.6% of the estimated
revenues results primarily from the revenue from charges and services
exceeding the estimates offset by less interest income than budgeted.
2004 Expenditures
On the expenditure side, nearly all operating departments came in under budget.
The total expenditures were 95.0% of the budget including the contingency. The
actual departments ranged from a low of 86.2% to a high of 110.3% of their
individual budgets. Public Safety including Police and Fire was significantly
under the budget due to personnel vacancies and a larger than budgeted
payment by the State for firefighter pension obligations. Departmental variances
are anticipated each year as expenditures vary depending on individual
department activities, personnel, and unanticipated changes in circumstances.
~`
Historical Uses
Beginning with the year 1995 and projected through 2005 commitments, the fund
balance has been used as follows:
Use: Amount
Radio Replacement $ 1,250,000
Equipment Revolving 1,700,000
Debt Service 4,991,704
Emergency Preemption System 170,000
Central Park Land 3,000,000
Generator 769,517
Software Licensing 131,974
Police Systems 389,602
Aerial Fire Truck 813,025
Northeast Eagan Study 60,000
Organizational Study 49,995
Noise Monitoring 39,500
Total $13,365,317
Amount Available at 12-31-04 -- Financial Report Fund Balance
The following table illustrates the fund balance amount available for current
appropriation at various levels.
12/31/2004 Fund Balance
2005 General Fund Budget (without contingency)
If we maintain The amount
fund balance available for
at ... appropriation is
30% $ 3,877,423
35% 2,731,903
40% 1, 586, 383
45% 440,863
50% (704,657)
$ 10,750,543 46.9%
$ 22,910,400
Possible Current Uses of the Fund Balance
To facilitate analysis and discussion the following narrative explanations are
summarized in the attached Exhibit A.
Savings Account Given the continued uncertainty at the State, the City could
choose to maintain the slightly higher level of fund balance in the General Fund
into the near future to be reviewed and/or used periodically as determined by the
City Council. It may be prudent to adopt this approach at least through the 2006
budgeting cycle.
/~
Debt Service At this time the City has one general obligation bond issue
outstanding, the Recreational Facilities Bonds Series 2001A (Community
Center), requiring a tax levy for debt service. The City could avoid some future
tax levies by using some of the current fund balance to reduce them. The
principal amount outstanding for which levies have not been certified is
$11,905,000. The payable 2005 tax levy is approximately $1,205,000 and debt
service in future years wi(I be fairly consistent with that amount.
The amount of the principal balance and the size of the annual debt service
payments make it difficult to apply cash balances to this particular bond issue.
Any application of cash balances that cause significant changes in the levy from
year to year is usually problematic in the year the levy needs to be increased to
return to the regular levy cycle. Maintaining a cash balance in the debt service
account to allocate over a period of years would cause arbitrage problems as
well and would not be beneficial to the City. The nature of the facility seems also
to suggest that an on-going tax levy, having been voted on and accepted by the
Community may be best left alone into the foreseeable future.
Both Cascade Bay and the Civic Arena have debt service requirements;
however, since they are enterprise operations, debt service has no tax impact at
this time. The $1,000,000 balloon payment for Cascade Bay could perhaps be
addressed with the fund balance, although it may be subject to the same
problems noted in the paragraph on the Community Investment Fund below.
Park Site Acquisition and Development Fund Given the limited amount of park
acquisition and development that can be completed from developer contributions
a transfer to this fund could supplement those revenues and allow for more park
development. This use would not avoid future costs and could be viewed as
contrary to the public's desires without a referendum. On the other hand, it could
certainly be considered of community-wide benefit and might allow for some
development that otherwise probably will not get done in the foreseeable future.
Community Investment Fund Again some of the balance could be transferred to
this fund for future use on projects of community-wide benefit. Without a specific
project in mind, controversy could be generated when the money is actually
used. In spite of how the money was received, it may be subject to the argument
that it is the wrong use of tax money, if there is any controversy on a subsequent
project. This type of transfer may also play into the argument of certain
development revenues supporting other City activities even though the ultimate
project would be of City wide significance.
Post Retirement Health Insurance The City has an undefined liability for
payment of post-retirement health insurance premiums related to personnel
agreements. The City Council has determined that positions need to remain
vacant until savings cover the liability on apay-as-you-go basis. This works
reasonably well in positions where there are a number of employees such as
~~
police officers, although multiple retirements cause a problem. It will not work as
well for positions where only one employee works and along-term vacancy to
accumulate the required money could work against the City's best interests. It
also does not match the cost to the benefit in that future taxpayers are paying for
a benefit being accrued today which should be part of today's costs.
Also, as noted in the Auditor's comments in accordance with GASB Statement
No. 45, this liability is required to be reported for Eagan for the fiscal year ending
December 31, 2008 with earlier implementation being encouraged. The fund
balance could be used to provide some initial funding toward that liability.
Recommendations
This is clearly a City Council public policy matter. The best options in my opinion
include the status quo (increased level of savings) and/or some funding of the
post retirement health insurance liability. Continuation of the status quo should
probably include a policy change to redefine the target range, however.
Please let me know, if you would like any additional information or if you would
like to discuss the situation.
i
Director of Administrative Services VanOverbeke
Chief Financial Officer Pepper
~~
EXHIBIT A
Option Favorable Unfavorable
Retain as savings + Cushion for uncertainty with -- Fund balance percentage
State budgeting/control remains relatively high
+ Keeps options open for
future appropriation
Debt Service: + Community-wide benefit via -- Causes levy fluctuation
Reduce Eagan Community reduction in taxes -- Creates arbitrage issues
Center debt -- May be viewed as develop-
ment revenues supporting
other City amenities
Debt Service: + Reduces reliance on -- May be viewed as develop-
Reduce Civic Arena and/or operations to pay debt ment revenues supporting
Cascade Bay debt service other City amenities
-- Reduction has no tax impact
Move to Park Site Fund + Augments limited developer -- May be viewed as contrary
contributions to public's desire based on
+ Community-wide benefit no referendum
-- May create expectations
for particular uses
Move tv Community + Community-wide benefit -- May create controversy w/o
Investment Fund specific project in mind
-- May be viewed as develop-
ment revenues supporting
other City amenities
Fund post-retirement + Funding must come from -- Issue is probably not
health insurance somewhere understood by the public
+ Future taxpayers would not be
obligated for current costs
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