HomeMy WebLinkAboutWK September 23, 2003
, 1685 CROSSTOWN BOULEVARD N.W. . ANDOVER, MINNESOTA 55304 . (763) 755-5100
J FAX (763) 755-8923 . WWW,CI.ANDOVER.MN.US
CITY COUNCIL WORKSHOP
MISCELLANEOUS BUSINESS ITEMS
Tuesday, September 23,2003 -6:00 PM
6:00 PM - Fire Facilities Tour (Please meet in front of City Hall)
AGENDA
1. Call to Order
2. Approve Agenda
3. (6:45 PM) Fire Station #3 Design Presentation
4. (7:00 PM) Community Center Project
a. Business Plan Adoption
, \ b. Water Park Expansion Scenarios
, ) c. Memorandum of Understanding
d. Facility Design Issues
e. Other Project Issues
5. 2004 Budget Reduction Affected Services (If Time Permits)
6. Proposed 2004-08 CIP (Information Only)
7. Schedule Special City Council Meeting -October 8, 2003
8. Clocktower Commons - Receive Information
9. Other Business Items
10. Adjourn
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1685 CROSSTOWN BOULEVARD N,W, . ANDOVER, MINNESOTA 55304 . (763) 755-5100
J FAX (763) 755-8923 . WWW,CI.ANDOVER,MN.US
TO: Mayor and Council Members
FROM: John Erar, City Administrator
SUBJECT: Community Center Project - Business Plan Adoption
DATE: September 23, 2003
INTRODUCTION
On August 25, 2003, Council was presented with a draft Business Plan for the City of
Andover/YMCA Community Center. Since that time, staff has been in contact with many
potential contributors and supporters of the project who have expressed their comments and
feelings regarding this plan.
DISCUSSION
/ Discussions regarding the draft Business Plan have revolved around the management plan for the
facility. In response, Council directed staff to distribute the draft Business Plan to individuals
which the campaign consultant considered to be key potential contributors of the project. This
list was received by my office and copies of the draft business plan and organizational chart were
mailed to those on the list.
Staff contacted a majority of the persons on a list prepared by Saterbak and Associates for their
comments regarding this proposed business plan. For purposes of protecting the privacy of
potential contributors, names have been coded. The following summarize staffs findings:
(001) "did not feel qualified to comment on the management plan". Expressed no opposition to
the proposed management plan and indicated interest in financially supporting the project.
(002) expressed no concern over the proposed management plan. Felt the City has done a good
job. Was very pleased with the business values expressed in the plan and was satisfied that the
City could do a good job managing the facility. Felt a private management firm would be a "hard
sell" as they would extract a profit from facility operations, yet the City would continue to
publicly subsidize the facility. Found nothing in the business plan that would prevent him from
donating. Felt the City's name should be more prominent in naming the facility.
(003) Was "100% supportive of the project!" Felt the YMCA was the biggest factor in his
support of the project and his willingness to financially support the project. Was concerned with
giving the ice arena too much emphasis and the undue influence that a small minority of users
(ice arena) would have on the facility and its operations. Indicated his business acquaintances are
concerned that the ice arena will be a black hole to the extent they may not wish to contribute to
/ the community center. Went on to emphasize that the YMCA is his area of strongest support
given the variety of amenities and programs the Y will offer. Felt that the City could operate the
facility, but needed to hire good managers. (Staff assured him that would be the case).
(004) Was 100% supportive of the project. Expressed no concerns over the City managing the
facility, and understood that the ice arena and fieldhouse would be money losers. Was concerned
over the ice arena as he felt it was catering to a "very vocal minority of residents" in the
community. Was concerned that a vast majority of people in the community may not be
supportive of the ice arena, which could affect their willingness to contribute to the project. Felt
the business plan appropriately addressed his concerns and that there was nothing in the business
plan that would prevent him from donating.
(005) Did not have any concerns over the city managing the facility and felt the business plan
addressed the important aspects of good management practices. Was supportive of the project,
but feels we need to move this project forward. Does not like the influence that a small group of
persons are having on the campaign and felt that has done more harm than good. Feels the City
would do a good job managing the facility.
(006) No concerns on the business plan. Did not see anything in the business plan that would
prevent him from donating the facility. No concerns with the City managing their portion of the
building.
(007) No concerns on the business plan. Did not see anything in the business plan that would
prevent him from contributing to the project.
(008) Had not reviewed the business plan. Wanted more details on how it would be managed.
Was concerned on the land costs. Staff will be meeting with him soon to address his concerns.
(009) No problem with the Business Plan. Did not see anything in the business plan that would
prevent him from contributing to the facility. Felt the facility needed to be operated in business
like manner. Acknowledged that ice arena and field house operations will not generate a positive
cash flow. Had concerns with undue influence over certain functions of the facility.
(010) Felt the Business Plan was very well written. Personally, did not see anything in the BP
that would prevent him from donating to the facility. Felt more finality in words used in the plan
should be addressed. Felt it should be more definite, but understood it had not been adopted by
the Council. Likes having one person oversee both the Community Center and Parks and
Recreation and pulling all the pieces together. (Wanted this emphasized in his comments and felt
that a comprehensive approach to City parks and recreation is currently lacking). Felt the City
would lose money if private groups are allowed to run the concession and that revenues from
concession should go directly to the facility. Felt the board should be kept advisory, but could
possibly be expanded from 5 to 7 members with business backgrounds.
(011) Felt the business plan was "very well done". He has forwarded his comments to the City
Council.
(012) Did not see anything in the business plan that would prevent him from donating to the
facility. Had questions regarding the project's evolution and budget. Was satisfied with staffs
explanations regarding the project and would get back to staff regarding his intent to contribute
to the project. Expressed concern that with this type of facility will require the continued growth
of the city as a critical factor to the financial success of the facility. Supported the City's
management of the facility and emphasized the importance of professional business practices.
(013) Staff did not speak with this individual directly, but his comments relate to the question of
competitiveness that this facility would have on local businesses. Other questions and comments
have been expressed to various Council members.
Remaining individuals were either out of town or had not reviewed the business plan. Staff will
continue to contact the remaining individuals as necessary.
YMCA Comments
Harold Mezille, YMCA President and CEO, has indicated he is fully supportive of the draft
Business Plan and felt it was well considered reflecting appropriate business values and
management practices. He indicated that it was appropriate for the City to hire and manage its
own staff and that Boards should focus on policies and outcomes and not on directly involving
themselves with personnel management or other micromanagement issues. He indicated that in
his thirty + years of management experience, that boards should refrain from direct involvement
I in organizational matters due to myriad of employment related concerns, politicalization of
organizational matters and other undesirable consequences. '
He indicated the YMCA would have concerns' with a Board that was involved with
organizational management issues and emphasized that the YMCA position on this Board should
be as a voting member as previously agreed upon.
Staff Comments
The overriding theme of those surveyed regarding the draft business plan is that it was well
conceived and written, and they had no concerns with municipal management of the facility.
None of those surveyed indicated that they had a problem with the project prior to receiving the
business plan other than a general desire to obtain more information on how the facility would be
managed.
Several of those interviewed indicated a willingness to financially contribute to the project and
understood that the ice arena and field house were money losers. Several people felt that certain
special interests in the community wanted control of the facility and that this may be harmful to
the image of the facility, especially if the City hopes to avoid perceptions of favoritism and
partiality in scheduling the facility for public use.
I
The proposed business plan has also been reviewed by the YMCA staff and suggests no concerns
with how the City would propose to manage their portion of the facility. Please see comments
under YMCA comments.
/
Staff conducted a recent survey of other communities indicating that a majority of cities oversee
the operation of their facilities, with some cities opting to have an advisory board. In Stillwater's
case, the management firm reports to the city administrator, who administers the contract and
addresses any contractual concerns which may arise.
With respect to a private management firm, staff is hard pressed to find firms that would be
interested in operating a field house and ice arena as the margins will be extremely tight and/or
non-existent. Similarly, feedback from some of the potential contributors suggest they would
have a problem with allowing a private management firm to extract a profit, while at the same
time publicly subsidizing the portion of the facility under the management control of a private
firm.
With respect to managerial control, staff is either hired by the City and under the control of City
administration or in Stillwater's case staff is hired by the management company, with the
management firm reporting to a City officiaL As the City of Andover is well equipped to manage
its own employees, and has in place personnel policies to administer the myriad aspects of public
employment law, it would seem both reasonable and logical that personnel functions remain with
the City, and reporting relationships remain within current City protocols. The establishment of
performance standards for the Community Center Director can be addressed through normal
organizational channels with Board input, but they must be based on achievable and measurable
objectives.
/
Governance models recommended by staff include a City advisory or oversight board with
authority as described in the business plan, but with personnel functions retained by the City.
The final authority should remain with the City CounciL Staff could find no other examples
where an appointed board is allowed to hire and fire their own staff. The City Attorney confirms
that any staff hired by the City, or hypothetically by a Board falls under public employment
statutes, as the facility is a city owned enterprise.
ACTION REOUIRED
Council is requested to consider adoption of the draft Business Plan in support of advancing the
capital campaign.
Cc: Harold Mezille, YMCA President and CEO
Bill Hawkins, City Attorney
, I
City of AndoverlYMCA City of Andover 763,767,5100 Direct
1685 Crosstown Boulevard 763,755,5100 Main
Community Center Andover, Minnesota 55304 763,755,8923 Fax
YMCA of Metropolitan Minneapolis
30 South Ninth Street 612,371,8713 Direct
I Minneapolis, MN 55402 612,371,8716 Fax
Business Plan
The Pia to Be...
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..'_.___ FIRST FLOOR PLAN ~
ANDOVER I YMCA COMMUNITY CENTER Q :::.....;
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TABLE OF CONTENTS
I
Executive Summaryl 1
Facility Vision 1
Key Project Elements 2
Capital Campaign 2
Campaign Goal 3
Keys To Success 3
Marketing Assumptions 3
Public - Private Partnership 4
The Partnership 5
Operating Framework 6
Governance Model 7
Financing Assumptions 7
Construction Costs 7
Operating Revenues 7
Project Status and Contact Persons 8
I
1 This document is the property of the City of Andover, Information contained within is subject to change and should be confirmed w~h the
Office of the City Administrator, This document has not been approved by the Andover City Council and consequently should be viewed as
a draft document, subject to change. (DRAFT VERSION 8-25-03)
2
Project Business Plan
2003
/
Andover-YMCA Community Center Business
Plan
The Place to Be. . .
Executive Summary
Creating a community-gathering place where families, adults of all ages, and young
people can enjoy participating in a wide array of popular sports, family-oriented "fun" and
community-based social and educational activities, These activities include, but are not
limited to, hockey at all levels of competition, figure skating, basketball, volleyball, jogging,
running, soccer, leisure pool activities, swimming, family healthy activities in a leaming
environment appropriate to meeting the active life-styles of our customers. The facility will
be a place for community groups to meet from neighborhood associations to the boy
scouts and girl scouts.
The construction of this new 140,000 sq. ft, public facility is a cooperative partnership
between the City of Andover and the YMCA of Greater Minneapolis, Key facility elements
that will be housed include an Ice Arena capable of seating 800 spectators, a climate
I controlled Fieldhouse, an Aquatic Center, a Fitness Center and other spaces that will
support family and community based activities. Construction of the facility is scheduled to
begin in early 2004, with the Ice Arena scheduled to open in October 2004. The remainder
of the facility is scheduled to open in late summer 2005,
Facility Vision
A community facility strategically located at the City's government
campus site
Readily accessible to all age groups in a safe and supervised environment
Designed to provide a wide range of recreational, athletic, and
community-based learning programs
A Collaborative effort between the City and PrivatelNon-Profit Entities,
the School District, Business and Resident Interest groups
DRAFT 9-19-03 1
Key Project Elements
A fieldhouse\gymnasium with an integrated indoor runninglwalking track, weight
J room, and aerobicsJfitness area
An indoor pooVaquatics center a multi-lane leisure pool, a water slide, and
shallow swim area for young users
An ice arena with seating capacity for 800 spectators, with male and female
locker rooms
Community-wide programming proactive crime prevention activities for city youth
i.e. night basketball, youth counseling, law enforcement presence,
Community meeting rooms for public and private use, offer daycare for visiting
members.
A concession and commons area, staff offices, reception and lobby area.
Capital Campaign
Giving is a well-established tradition in the United States, Americans generously give to
help others. The spirit of giving, or philanthropy, is driven by the desire to make their
community a better plate to live. This was again demonstrated in 2002 when individuals,
Foundations and corporations gave over $240 billion to religious, educational, social
services, community, and arts organizations. Giving to help others is part of what it means
to be a U.S. citizen.
) The City of Andover has hired a professional philanthropic finn, Saterbak and Associates,
to organize and coordinate a community fund raising effort. Their mission statement
behind philanthropic giving is to "transfonn communities and organizations by awakening
and renewing the philanthropic spirit" through the empowennent of volunteers, utilization
time-tested models, and respond creatively to specific client challenges through the
services of skilled, experienced and ethical professionals.
People give in a variety of ways, The most common fonn is when they give annually to a
favorite charity. Their gift is used to provide ongoing programs and, services to the
community. Another way they give is to fund a specific building project, developed in
response to community needs. The process to raise funds for a specific facility is
traditionally referred to as a Capital Campaign.
A Capital Campaign is an organized project led by community volunteers, The project is
implemented through Task Forces, which are created to:
. Identify and recruit the appropriate Campaign General Chair and other leaders
. Write a Case for Support that articulates the need to support the project
. Identify lists of prospective donors
. Develop and implement a communications plan to educate the community about the
project
As the Task Forces complete their work, community members are enrolled to support the
project. The Campaign General Chair recruits additional leaders to begin the gift
solicitation process.
DRAFT9-19'{)3 2
The Andover City Council initiated the Capital Campaign process in January of 2003 by
hiring Saterbak & Associate to provide campaign counsel, Saterbak and Associates, by
using time-tested models, have facilitated the recruitment of over 50 community volunteers
in the capital campaign process. As Campaign leaders recruit additional people to make
gift requests, that number will grow to over 150 community volunteers.
As the Campaign process continues the Andover community will be transformed through
the awakening and renewing of the spirit of giving or philanthropy, Volunteers will be
empowered as they work to make Andover a better place to live,
Campaign Goal
The Andover City Council has authorized this effort, which is anticipated to raise between
$3-$4 million of the $16.5 million needed to make this facility a reality. Committee
structures, consisting of resident volunteers have been organized and are working to
address the wide range of giving considerations, Mr. Tony Howard, a respected residential
and commercial builder, active as both a leader and participant in a wide variety of youth
sports associations, and a leader in the business community has been appointed by the
City Council as Campaign Chair to lead this volunteer citizen effort. To find out more about
this effort, please visit www,andovercc,orQ,
Keys To Success
1. A Commitment to Efficiency, Cost Management and Providing High Quality Services and
unparalleled service to our customers will be key to the success of the Community Center.
2, Aggressive Sales, Marketing and Promotion of the facility will be key to meeting financial
self-sufficiency goals and minimizing annual public subsidies,
, 3, Opportunities to expand the breadth of sports offerings in the market area will be central to
the City Council's policy goal of maximizing self-sustaining cash flow generation and
minimizing annual public subsidies,
4, Our goal is not to compete with local businesses, but to complement existing business
services and provide opportunities for business partnerships that enhance and elevate our
respective roles in the market area.
5. Providing customer service excellence to users of the facility that is timely, responsive,
helpful and friendly to ensure repeat business with our customers, The success of this
goal will be dependent upon the proper staffing of the facility, the expertise of key
management staff and training of key personnel to achieve financial self-sufficiency goals.
Establishing excellenl public relations with the community-ai-large, key business leaders, chambers of
commerce, athletic associations, the Anoka-Hennepin School District and other youth based
organizations is fundamental to the success of the facility.
Marketing Assumptions
As one of the fastest growing cities in the metropolitan area with a rapidly expanding student population
resulting in one new high school, one middle school, three elementary schools and one private school,
the City of Andover has ideal demographics to successfully support a Community Center.
DRAFT 9-19'{)3 3
The City of Andover and the YMCA of Greater Minneapolis conducted separate research and
marketing efforts to determine the level of support and interest this type of facility would have not only in
Andover but in surrounding communities, The firm of Decision Resources, Inc. conducted a community
survey for the City, which was used by the Council to gauge the level of interest in a community center
and identify the most favored elements,
The YMCA hired the firm of Anderson-Niebuhr to conduct a market survey of the Andover market area
and based on the results of that market analysis expressed strong support for a collaborative
partnership with the City. The YMCA remarked that market survey results were the "besf' numbers they
have seen in 15 years of performing market surveys and summed up their position by concluding this
was a "home run" in terms of community support for a YMCA in Andover.
Key demographic and marketing factors that support the construction of a Community Center include:
. 2000 Census indicates that 36% of Andover's population is between 1 and 19 years old,
with a median age of 31,9 years old.
. Andover is one of the top 10 communities with the largest net population gains between
1990 - 2000 (Metropolitan Council).
. Limited year round community facilities to support youth, adult and senior programming
activities,
. 64% of Households have lived in Andover less than 10 years, with 42% of the sample
population between the ages of 35-44 years old, (2001 City Survey)
. Average Response indicated Taxpayer Support of approximately $42.00 per household
for Annual Levy
. Households surveyed had the following family breakdowns:
0 9% under the age of 6 years old
33% between the ages of 6 and 10 years old
30% had children age 11 to 15 years old
0 17% had children age 16 to 18 years old
. 73% of households surveyed favored the concept of constructing a Community Center
Favored Components:
, 0 Fieldhouse (8%)/Gymnasium (8%)
0 Indoor Pool (17% )/Aquatic Center (10%)
0 Ice Arena (8%)
0 Exercise/Weight Room (5%)frrack (2%)
0 57% favored a Combination of Private/Public Funding for Operations.
o '37% favored Financial Self-Sufficiency.
. Features wanted most included an indoor water park, cai-diovascular machines,
walking/running track, sauna, whirlpool and youth activities
. 93% of all respondents believed that a YMCA would have a positive impact on Andover,
and most wanted a YMCA in Andover
. 84% indicated they were either very or somewhat familiar with the YMCA
. 91 % believe that a YMCA is a place for families to go
. 87% believe that a YMCA is a place to go for adult physical fitness
. 86% believe that the YMCA offers a safe environment
. 85% believe that the YMCA offers a variety of programming for everyone
Public - Private Partnership
YMCA GOALS
Available for Everyone! The YMCA welcomes all who wish to participate and annually
raises fund through Y Partners campaign to help make that possible. The YMCA is
DRAFT 9-19-03 4
driven by community need, guided by community volunteers and open to all, The
YMCA is a non-profit, charitable and United Way-affiliated agency.
We Build Strong Kids, Strong Families, Strong Communities! Develop the total person
through programs ranging from fitness classes to swim lessons, childcare to teen
activities and leadership development, senior events to camping and much more.
Strengthen kids, families and communities,
Core Values! To put Christian Principles into practice through programs that build healthy
spirit, mind and body for all.
The Partnership
The City of Andover began partnership discussions with the YMCA of Greater Minneapolis in the fall of
2002. Since that time both organizations have adopted joint resolutions articulating key principles of
partnership cooperation. This framework for cooperation is based on the following principles:
1) That the YMCA and the City of Andover shall establish a partnership for the purpose of
developing, constructing and managing a community center to be located in the City of
Andover,
2) That the design, development, construction and operation of such facility be based on the
following principles and values:
a. That the facility be constructed in a cost-effective, aesthetically pleasing and attractive
manner consistent with values that incorporate high quality workmanship, durability of
design and material, a reasonable level of attractiveness, usability and efficiency;
b. That the facility design team will include staff representation from the YMCA to
consider YMCA operational needs and incorporate appropriate design characteristics;
c. Sound financial principles based on user fees, capital campaign fundraising, and other
sources of funding deemed appropriate to support the construction and operation of
/ the facility;
d, That the operation of the facility be conducted in a business-like manner with the
intent of supporting facility operations primarily through public and private use, with
minimal public subsidy;
e, Partnership principles will be based on a commitment of mutual respect, open "
communication and appreciation in the meeting the needs of both the City of Andover'
and the YMCA of Metropolitan Minneapolis; and
f. That the YMCA's facility lease commitment shall be dependent on meeting
established fund raising targets prior to construction beginning on the facility
3) That, within available resources, the YMCA will endeavor to accommodate all who wish to
participate in YMCA programs and services.
4) That no one will be denied access to YMCA programs or services based solely on an inability
to pay.
5) That the YMCA and the City of Andover will develop a special membership incentive for
residents of the City of Andover.
6) That the City of Andover will underwrite the capital costs of the entire facility, with the YMCA
agreeing to a lease period sufficient to cover the period of debt repayment underwriting the
construction of the facility. The City and YMCA will negotiate the terms and conditions of the
lease agreement separately regarding issues of mutual concem.
7) That the City of Andover and YMCA will jointly direct and manage all functions and services
provided in the facility through a separate joint use agreement;
8) That a Community Board, appointed as outlined in YMCA Bylaws and Constitution, will be
developed to support YMCA activities;
9) That the City of Andover and the YMCA will jointly participate in a Capital Campaign
fundraising effort in which the name of the YMCA can be used to solicit funding for the facility.
DRAFT 9-19-03 5
10) That a five (5) member Community Center Advisory Board will be established by the City of
Andover to oversee the facility and advise the City Council. Members will be appointed by the
Andover City Council, which will include (1) one permanent seat for YMCA representation.
Operating Framework
The YMCA will operate and manage the aquatic center, fitness center, child's gym and childwatch
programs,
The City of Andover will operate and manage the Ice Arena, Fieldhouse, Community Room and
Concessions,
An Ice Arena manager will be responsible for the operation and management of all related Ice Arena
activities including:
~ hiring of seasonal employees to assist in the operation and maintenance of the Ice Arena
~ scheduling and programming ice time with user groups;
~ organizing and scheduling toumament play;
~ serving as a contact person with the public, the local hockey association and school district;
~ addressing day-to-day operational issues.
The Ice Arena Manager may also oversee limited operational and maintenance issues associated
with the Fieldhouse and Concession, however, position responsibilities will need to be balanced
and prioritized to meet the needs and demands of overseeing Ice Arena operations as the primary
consideration, Ensuring customer service excellence in meeting the needs of Ice Arena users will
be the first order of business for the Ice Arena Manager.
As the Ice Arena is scheduled to open in October 2004, the City will have this position filled no later
than the end of June 2004, with the assistant staffing positions filled no later than the beginning of
I September 2004. Seasonal help will need to be hired in mid-September.
With respect to ensuring a financially self-sufficient business model, the City will also need to
consider:a managerial position, supported by administrative/programming staff. The managerial
position would assume the following responsibilities:
1, Coordinate the marketing and promotion of the overall facility with special attention on the field
house and ice arena; Aggressively develop marketing strategies and promotional opportunities to
raise the profile of the facility in the surrounding market area with the goal of generating advertising
revenues,
2. Oversee business management operations with respect to:
a, concession and vending sales and profit and loss responsibilities;
b. manage/generate space rental income opportunities,
c, cultivate business relationships in the Andover market through local Chambers of
Commerce, Rotary Clubs and other business forums
d. book future sporting and community events
e. explore potential other programming uses of City operated spaces for income
generating possibilities.
3. Serve as a daily contact point with the public, interested user groups and YMCA operations staff to:
a. coordinate use of shared space;
b. respond to public inquiries for space rental opportunities,
c, conduct facility tours to potential customers; and
d, develop marketing strategies through printed materials.
4. Oversee the programming and scheduling of recreationaVsporting/toumament events in the
fieldhouse.
DRAFT 9-1~3 6
5, Work through and oversee the day-to-day operational needs of the facility including responding to
user requests and complaints, oversee contracted janitorial services, manage business operations
in accordance with approved policies, and coordinate grounds maintenance.
6. Could also oversee and assume management responsibilities for budgeting, staffing and planning
responsibilities for the Parks Department that would include capital improvements to and
maintenance responsibilities for parks, playgrounds, and trails; pursue grants and other funding
opportunities,
7, Develop an annual operating budget and capital improvement program similar to other City
departments, as recommended by Community Center Oversight Board (CCOB) (see section
below) and approved by the City Council,
8. Oversee and ensure that the facility's business plan model is being complied with to minimize
annual public subsidies and generate positive cash flow.
9. Serve as a department director within normal organizational channels and protocols and serve as a
staff liaison to the Parks Commission,
10. Upfront capitalization of staffing costs would be underwritten through initial capital bond proceeds.
Governance Model
The City Council has discussed the creation of a citizen oversight board that would oversee facility
operations from a policy-setting perspective, subject to the final approval of the goveming body, No
decisions have been made regarding the composition of this oversight body. It is contemplated that a
five-member board would include four community representatives and (1) YMCA seat, appointed by
and responsible to the City Council. The remaining seats could be filled by interested citizens similar to
other City commissions, or could include a rotating position for (1) athletic association representative,
(1) Park and Recreation Commission position, (1) Council' representative, and (1) business
representative or some other combination of representation. In general, this board would have the
authority to
i. adopt policies affecting Community Center operations
ii. establish perfonnance standards for facility operations to help minimize
annual public subsidies
iii. establish service objectives and goals that support the professional
management of the facility
iv. respond to general citizen requests or service issues affecting use of the facility
by the public, and
v. recommend an annual operating and capital improvement budget to the Council
Financing Assumptions
Construction Costs
~ Capital Campaign to help underwrite debt service costs directly associated with facility
building costs
~ Council has designated $500,000 in Park Dedication Fees to help underwrite upfront
Building Costs
~ Lease Revenue Bonds will be issued to underwrite capital construction costs
~ Tenant Lease will underwrite debt service directly attributable to capital space occupied by
the YMCA
Operating Revenues
~ User Fees to Primarily Support Ice Arena and Fieldhouse space rental
~ YMCA will be financially responsible for the operation of Aquatic Center/Fitness Center
DRAFT 9-19-03 7
~ AdvertisinglFacility Rental revenue
~ Concession Proceeds
~ Miscellaneous Program/Space Rental Revenues
~ School District Hockey Program
/ ~ Athletic Association Use of Facility
~ Limited City Tax Subsidy
Property Tax Impacts
Taxable Market Value Annual Tax Impact
$150,000 $24.69
$200,000 $39.51
$250,000 $49.39
$300,000 $59.26
$350,000 $69.14
$400,000 $79.02
Tax impact calculations based on a 30 year bond issue assuming current project cost allocations between the
City and YMCA and an annual tax levy of $321 ,675,
Project Status and Contact Persons
The AndoverlYMCA Community Center is in the design stage of construction. The City Council
, approved the schematic design of the facility on Tuesday, August 19, 2003, and authorized the
/ architect to begin the design-development phase of the project. '
The firm of Rozeboom Miller Architects under the leadership of Principle Ted Rozeboom (612-332-
2110) is leading the design and engineering efforts. The firm of RJM Construction'is leading the
project's construction management efforts under the leadership of Craig Kronholm (763-383-7606),
The Andover City Council is' under the leadership of the Honorable Mayor Mike Gamache and City
Council Members Don Jacobson, Mike Knight, Ken Ortlel and Julie Trude, Key City staff persons
involved in the project are John Erar, City Administrator (763-767-5100) and Jim Dickinson, Director of
Finance (763-767-5110),
The YMCA of Greater Minneapolis contact person is Mr. Harold Mezille, Chief Executive Office and
President at 612-371-8713 or Mr. Phil Nyvall, General Manager Properties and Facilities at 612-371-
8727.
DRAFT 9-19~3 8
5
, 1685 CROSSTOWN BOULEVARD N,W, . ANDOVER, MINNESOTA 55304 . (763) 755-5100
FAX (763) 755-8923 . WWW,CI.ANDOVER,MN,US
TO: Mayor and Council Members
FROM: John Erar, City Administrator
SUBJECT: Proposed 2004 Budget - Service Reduction Implications
DATE: September 23, 2003
INTRODUCTION
At the August 26, 2003 Council workshop, questions were raised regarding the effect the 2004
Budget would have on City services in 2004. Departments have provided my office with that
information and it is summarized in this staff report. Please note that previously submitted
information on the 2003 Budget Reduction Plan will be carried forward into 2004, with the
following additional service implications reflected below.
DISCUSSION
/
Finance Department
Utilize part-time staffing rather than filling full-time accountant position. Provide training for
staff at a minimum to maintain current certifications. Will replace computers only as they
become unrepairable as opposed to current replacement schedules. New programs or initiatives
will become significantly limited.
Facility Management
Building maintenance activities to be performed on an as needed basis only and kept to a
minimum. No changes to existing space management and/or replacements to be deferred.
Community Development Department
Will economize in areas of newspaper publications with shorter and more concise legal notices,
shortening minutes, not printing the Citizen's Guide to the Comprehensive Plan, not attending
planning conferences, limit training to staff certification requirements only, no new office
equipment.
Building Inspections Department
Public service levels will remain consistent, but may take longer with staff restructuring of an
existing building inspector position. Reductions in continuing education, registration and
supplies. Will defer purchase of new replacement vehicle until 2005.
, ,
Fire Department
Reduce expenditures related to building maintenance items. Reduce expenditures in operating
) supplies, continuing education and training, capital equipment such as replacement hoses, new
/ replacement pagers, adapters and misc. equipment. Training for firefighters will be limited to on-
site training only and result in limited training opportunities on weekends and evening classes.
City Clerk
Animal control contract costs have been reduced due to more residents claiming animals.
Supplies costs have also been reduced, along with printing and publication. Less continuing
education and training opportunities, contractual costs for city code reduced, supplies will be
ordered in bulk on monthly or quarterly basis and postage costs have been reduced. Service
levels will remain as is.
Public Works Division
Service level implications for each of the departments listed are as follows:
~ Streets and Highways will be reduced in the areas of ditch mowing, large asphalt repairs
(potholes will continue to be filled on City streets), shouldering of roads, curb
replacements and calcium chloride applications for dust control will be reduced.
~ Snow and Ice removal will remain at current service levels. Budgeting for sand and salt
mixtures has been reduced due to past four years of mild weather. De-icing operations
will be reduced, but plowing activities will remain at current levels of streets and trails.
~ Street signage replacement cycles will be extended beyond the two years it normally
takes for each street signage zone (seven zones have been designated)., Emergency
signage changes will continue as needed to replace faded signs when they are deemed to
pose a public safety issue.
/ ~ Mowing cycles for city parks was already reduced from 2003 due to staffing reductions
and conserving fuel expenditures. Focus on play area for ballfields and less time spent on
drainage areas and ditches. Continue working with Associations for portable restroom
costs, with lower funding for portables in 2004. No staffing increase in 2004 will mean
less time for striping' of the fields, less time for weed whipping activities. Possibility of
cutting back on free skating rinks, with some rinks being underutilized. Need to focus
more time and money on the ice rinks that receive heaviest use, and limit expenditures on
lower used facilities.
Engineering Department
Reductions in small tools and engineering supplies, with new purchases deferred to 2005.
Limited software purchases in 2004. Conferences expenses have been limited to maintaining
staff certifications. General office supplies have been reduced. Carrying over from 2003 Budget
reductions, seal coating of City streets in Zone I was reduced to 50% completion, with
remainder of Zone 1 to be completed 2004. Crack sealing will also be reduced to a certain extent,
but will continue to affect a majority of planned maintenance activities.
Administration Department
Reductions in 2004 are mostly staff oriented, with 2003 budget reductions carried over into
2004. No new staffing positions to assist in project management activities, departmental
oversight and other related administrative duties will result in longer office hours, less time for
/
involvement in day-to-day operations and very busy meeting schedules. Funding for city-wide
training initiatives are severely reduced, market adjustments for under compensated management
positions were eliminated for second consecutive year. Funding for customer service satisfaction
/ employee appreciation events and pay for performance programming eliminated. Attendance at
conferences will be limited to staff certification only, meaning reduced opportunities for
continuing education and training. Reduced by 50% City funding of District Community
Education programming (previously distributed to Council) Responding to Council and citizen
requests for information may generally take longer.
************
I have attached memorandum from each City department for Council review. In terms of detail
accounting information, Council members may contact Jim Dickinson for individual meetings as
deemed necessary. In addition, copies of proposed fee increases previously presented have also
been attached.
ACTION REQUIRED
For Council review and discussion.
/ Management Team
John Erar
From: James Dickinson
Sent: Friday, September 12, 20032:02 PM
To: John Erar
, Subject: Finance/IS/Facility Mgmt.
/
Finance Department:
For the 2004 Budget year the Finance Department will continue to maintain effective staffing levels, even with the
utilization of part-time staffing rather than filling the vacant Accountant position,
Finance will continue with only minimum training of Finance employees, and provide training only to the extent that staff
certifications are maintained.
Information Services:
IS will commit continue with only minimum training of the IS Coordinator. Providing only training so staff certifications are
maintained,
IS will continue to maintain necessary software upgrades and licensing, but will only replace personal computers during
2004 that are not repairable,
IS will maintain adequate service level fro existing IS programs and hardware, New programs or initiatives will be
significantly limited,
Facility Management:
Buildings will be maintained at the current standard, with minor long term maintenance enhancements or replacements
deferred to future years.
'Jim Dickinson
f Finance Director
City of Andover
763-767-5110
1
C I T Y 0 F
NDOVE
1685 CROSSTOWN BOULEVARD N,W, . ANDOVER, MINNESOTA 55304 . (763) 755-5100
I FAX (763) 755-8923 . WWWCIANDOVERMN,US
TO: Mayor and Council members
CC: John Erar, City Administrator
FROM: Will Neumeister, Community Development Director ~
SUBJECT: Proposed 2004 Budget Changes - Including the changes from 2003
DATE: August 27, 2003
As you have requested, here are the changes that were proposed from the Community Development
Department. This shows what was removed as a result of the 2003 Budget Reduction Plan and the
additional changes that were submitted for the 2004 budget cycle. For 2003, the biggest savings was a
decision to not hire a consultant to assist with rewriting the Zoning Ordinance. We have chosen instead to
do it "in house". This will be a low priority considering the level of activity that is still occurring in the
department and will likely take approximately 2 years to complete. The other reductions are due to finding
ways to economize, in the way things are done (i.e. shorter and more concise legal notices, shortening the
minutes - not reprinting the entire staff report in the minutes, not printing a Citizens Guide to the Comp,
Plan - it is available on the City's website, not attending a planning conference, limiting training, being
more conservative in the amount of office equipment being requested - no new printers or computers).
2003 Adopted 2003 Budget 2004 Proposed 2004 Proposed
Budget Reduction Budget Changes Budget for
Plan Community
Development
41910 Planning & Zoning 1xx Salary & Benefits (2,648) 12,114
41910 Planning & Zoning 201 General Office Supplies Citizen's Guide (1,300)
41910 Planning & Zoning 301 Professional Services Time Saver (1,550)
41910 Planning & Zoning 301 Professional Services Comp Pian Printing (3,000)
Zoning Update
41910 Planning & Zoning 301 Professional Services Ordinance (20,000)
41910 Planning & Zoning 322 Postage (1,800)
41910 Planning & Zoning 351 Publishing (2,300)
41910 Planning & Zoning 360 Insurance (16)
41910 Planning & Zoning 415 Equipment Services (116)
41910 Planning & Zoning 433 Dues/Registrations Nat'1 Planning Conf, (1,000)
41910 Planning & Zoning 443 Continuing Education (900)
41910 Planning & Zoning 570 Office Equipment no capital request 3,700 (3,700)
310,115 (22,948) 432 287,599
Respectfully submitted,
~
Will Neumeister
)
C I T Y 0 F
) NDOVE
1685 CROSSTOWN BOULEVARD N,W. . ANDOVER, MINNESOTA 55304. (763) 755-5100
FAX (763) 755-8923 . WWW,CI.ANDOVER.MN.US
Date: September 9, 2003
To: John Erar & Department Heads
From: David Almgren
Re: Building Department Budget Cuts & Service
Our public service will not change as a result of budget cuts, our employees will continue
to treat their customers the way they wish to be treated.
The budget reduction is in the form of reduction to education; registration; supplies and
vehicles that are in need ofreplacement.
Therefore in terms ofline item cuts, we will continue to improvise and adapt.
Thank You,
O~~
David Almgren
Memorandum
Date: September 3, 2003
To: Mayor and City Council
From: Dan Winkel: Fire Chief
Subject: Budget Adjustments for 2003 and 2004
Adiustments for Fire StationslBuildings
To help balance the city budget for 2003, reductions were made in the projected natural gas budget due to
history up to date. The reduction is in the amount of $3,488 for all three stations . Also in 2003 an
adjustment (reduction) was made to the cleaning service budget. The decrease was because of a change in
service providers.
The building budget reductions for 2004 include repair/maintenance supplies- general (1,000), repair
maintenance supplies- buildings (900), insurance (549), repair maintenance labor - general (750), and
rentals (700). It is anticipated in 2004 that there will not be much repair work or general supplies needed
for the buildings. In addition to the reductions some line items were increased due to 2003 history or
anticipated changes. The increased items include cleaning supplies $700, telephone costs $1,000, natural
gas rates $2,488, and contractual services for station cleaning $935.
, Adjustments for Fire Protection Budgets
: Changes to the 2003 budget include reductions in salaries and benefits (1,520), training supplies (250),
operating supplies (2,500), and an increase in the capital equipment budget of $2,500. The 2003 reductions
in the operating budget will cause the department to cut back on anticipated small equipment purchases and
perhaps one less set of firefighter protective equipment.
The proposed 2004 reductions include operating supplies (9,100), repair/maintenance supplies (250),
postage (400), printing (50), insurance (1,204), equipment services (5,094), uniforms (250), dues and
registration (5,500), and capital equipment (13,000). In general the fire department reductions will cause
the department to purchase less small equipment, hoses, hose adapters, and at least one set of frrefighter
protective clothing. It is possible that scheduled replacement of one or two firefighter pagers will also be
delayed. The reduction to the' dues and registration item will mean less optional training opportunities for
all staff.
This will be the first time that firefighters may not be able to attend additional training other than what is
scheduled on our Wednesday training days. Firefighters have also been able to and encouraged to attend
weekend and evening training classes when they can find the time. The cuts will mean fewer training
opportunities for our firefighters. There is also no capital equipment scheduled to be purchased in 2004.
The reductions were made with the anticipation that we have no major repair work on the buildings or the
fire trucks. The 2004 budget also includes some proposed additions for salaries and benefits $36,040,
general office supplies $200, training supplies $50, and meals and lodging $250. The total 2004 fire
protection budget will increase over the adjusted (reduced) 2003 budget by $1,692 if the council approves
the proposed salary and benefits. Without the wage adjustments the total budget will be reduced by
approximately $34,300.
J
'j
Memorandum
/
To: John Erar, City Administrator
cc: Lee Brezinka, Assistant Finance Director
From: Vicki Volk, City Clerk
Date: 9/8/2003
Re: 2004 Budget and Service Levels
Budget reductions from 2003 to 2004 are as follows:
Animal Control
Printed Forms (Dog licenses) decreased from $55.00 to $45.00.
Professional Services (Veterinary Bills) decreased from $500 to $250.00.There
haven't been as many dogs and cats needing medical care.
/ Contract decreased from $8,000 to $6,000. More residents have been redeeming
their animals, which saves the city money.
Printing decreased from $225 to $50. Notices for the rabies vaccination clinic are
now printed in the city newsletter and are on the message board with only a small ad
in the Anoka Union.
City Clerk
General Office Supplies decreased from $1,200 to $700.00. Ordering supplies in
bulk will save considerable money.
Postage decreased from $1,500 to $1,000. This item has been over-budgeted for
several years.
Contractual Services decreased from $6,500 to $1,250. This item is for the
maintenance of the city code on the website.
Dues/Registrations decreased from $1,215 to $1,000. Staff will be attending fewer
regional clerks' meetings or will be paying the cost personally.
1
,
September 8, 2003
Elections
This budget has increased from 2003 (a non-election year). Over one-half of our
residents are registered to vote which requires more election judges and more
ballots.
Service levels will remain consistent with 2003 as there is no way to cut them unless
we quit answering the phone or talking to residents who come to City Hall.
./
2
, /
.
Explanations of 2004 Budget Reductions and Affects To Service Levels
Streets & Highways
This department will maintain present service levels. We will be able to continue basic
street maintenance. Jobs such as ditch mowing, large asphalt repairs, shoulding of roads,
curb replacements and calcium chloride applications for dust control will be cut back,
until budgets are able to increase to the level needed to operate a full preventative
maintenance schedule.
Snow & Ice
This budget depends basically on the type of winter we have. Over the last four years we
have not had too much weather worry about. The cuts to this budget largely pertain to
the purchase of salt. Even with the addition of new projects we feel we can make it
through the winter season. If we would happen to get a real Minnesota winter with a lot
of ice and snow we may have to cut back on de-icing residential streets, but will still be
able to maintain all snow plowing activities for streets and trails.
Street Signs
Streets signs have been placed into seven zones and it takes approximately two years to
complete a zone. It will now take longer to update a zone. With lower funding we will
not be able to purchase materials to complete the required changes within the normal time
frame. All emergency changes will be done as needed and faded signs will be replaced.
Parks
The mowing of City parks has been cut back as ofthis year (2003). Staffhas been
spending most of their time making sure all game fields are kept up and playable.
Area's that are not getting mowed are the areas away from playing fields, such as low
drainage areas and ditches. We have also changed mowing some areas to every other
mowing cycle. Due to the cut of seasonal personnel to half of what we had two years ago
and not being able to hire the full time person approved two years ago and with the
increase in parklands, new associations, all these issues have created a greater need for
services. At the present time we are at our limit, but I feel the personnel we now have are
doing everything they can do to not let anyone down. This is the reason we need the
associations and others to assist in the need for the cutbacks we have proposed. We have
placed nine portable restrooms this year and are looking at doing less next year, we don't
/ have the time to stripe any ofthe playing fields, and we don't get to weed wipe all the
.
areas we used to. There just is not time to get it all done. We are also looking at the
i possibility of cutting back some of the free skating rinks in the City this winter. Many of
these rinks do not get that much use and are not cost effective to produce and maintain.
We need to have some type of extra funding to keep up the services in the parks. The
time has come that we will have to create some type of a user fee to keep up with the
overwhelming use of City parks.
j
1685 CROSSTOWN BOULEVARD N,W, . ANDOVER, MINNESOTA 55304 . (763) 755-5100
j FAX (763) 755-8923 . WWW,CI.ANDOVER,MN,US
TO: Mayor and Council Members
CC: John Erar, City Administrator
FROM: David D. Berkowitz, City Engineer
SUBJECT: Budget Reduction Plan/Engineering
DATE: September 2, 2003
The proposed 2004 Budget Plan for the Engineering Department is proposed to include a
reduction in the following:
1. Small tool purchase and construction stakes. The department has enough items for the
2004 construction season. These items will need to be replenished in 2005.
2. The department's software needs are currently up to date. A limited amount of new
software will be required in 2004.
3. All expenses related to the American Public Works Association National Conference
have been eliminated.
4. General office supplies will be reduced along with other supply and operational items.
Refer to the attachment for detailed line items.
One other substantial reduction would be in the 2004 Seal Coat and Crack Seal program. In the
2003 Budget Reduction Plan half of Zone I was seal coated. In 2004 Zone I will be completed.
Also, in 2004 some new developments will be seal coated utilizing the Developer's Seal Coat
fund. The same is to be said about the Crack Seal program.
Respectfully submitted,
~0.~~
David D. Berkowitz
/
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\
1685 CROSSTOWN BOULEVARD N.W. . ANDOVER, MINNESOTA 55304 . (763) 755.5100
FAX (763) 755.8923 . WWW.CI.ANDOVER,MN.US
TO: Mayor and Councilmembers
CC: John Erar, City Administrat01/!../
FROM: David D. Berkowitz, City Engineer
SUBJECT: Update on Andover Clocktower Commons County Road Improvements _
Engineering
DATE: September 23, 2003
INTRODUCTION
This item is an update on the county road improvements required by the Anoka County Highway
Department for the Andover Clocktower Commons development.
DISCUSSION
On Monday September 5,2003 staff along with Darren Lazan of Landform met with Doug
Fischer (Anoka County Director of Highways) and Jane Pemble (Anoka County Traffic
Engineer) to discuss the minimum county road improvements required for the development of
Andover Clocktower Commons.
Landform has submitted a plan for county review showing the improvements discuss at the
meeting. Staff received the final draft at 4:30 pm Wednesday, September I ih. This information
was hand delivered to the county at 8: 15 am September 18th requesting the county comment no
later than September 26th. Attached is a layout (Exhibit lA) showing the minimum county road
improvements the county would require as part of this project. At this time staffis waiting for a
cost estimate from Landform.
Exhibit IB is not included in your packet but will be discuss at the meeting. This exhibit shows
an additional right in/right out onto Crosstown Blvd from the development between Hanson
Blvd. and Bluebird Street.
City staff concurs with the intersection improvements recommended by the ACHD. The
intersection improvements are designed to accommodate increased traffic and to promote public
safety.
Respectfully submitted,
~C7).
David D. Berkowitz
,
Cc: Darren Lazan, Landform 650 Butler North Building 510 First A venue North Building
Minneapolis, MN 55403