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06.30.14 Work Session Packet
• City of Farmington Mission Statement 430 Third Street Through teamwork and cooperation, Farmington,MN 55024 the City of Farmington provides quality services that preserve our proud past and foster a promising future. AGENDA CITY COUNCIL WORKSHOP June 30, 2014 6:30 p.m. • Council Chambers 1. CALL TO ORDER 2. APPROVE AGENDA 3. CAPITAL PROJECTS,EQUIPMENT AND DEBT DISCUSSION 4. ADJOURN • PUBLIC INFORMATION STATEMENT . Council workshops are conducted as an informal work session.All discussions shall be considered fact-fihding,hypothetical and unofficial critical thinking exercises,which do not reflect an official public position. Council work session outcomes should not be construed by the attending public and/or reporting media as the articulation of a formal City policy • position. Only official Council action normally taken at a regularly scheduled Council meeting should be considered as a formal expression of the City's position on any given matter. 1 �p�FAR/1l�yc� City of Farmington 430 Third Street Farmington,Minnesota 651.280.6800•Fax 651.280.6899 p4s7'�/oCi www.ci.farmington.mn.us TO: Mayor and City Councilmembers FROM: David J.McKnight, City Administrator SUBJECT: Capital Projects,Equipment and Debt Discussion DATE: June 30,2014 INTRODUCTION At the June 11, 2014 Farmington City Council/Parks and Recreation Advisory Commission work session the topic of a possible aquatic facility was discussed. At that meeting the city council members in attendance thought it would be a good idea to discuss this request, along with other capital item requests,with all members in attendance. DISCUSSION The work session held a few weeks ago reviewed the work of the Pool Committee. The executive summary of the report created by the Pool Committee is included for your review as attachment A. As a reminder,the committee recommended going with option five of the report which is building a new aquatic facility in Jim Bell Park and Preserve. The cost of the base project is estimated at$7,249,688 with the base project plus alternatives estimated at$9,416,466. Discussion at and after the work session led to the potential full development of the Jim Bell Park and Preserve including the construction of baseball fields, soccer/lacrosse fields and other facilities such as tennis courts, outdoor ice rinks and trails, which was partially discussed during the June 11th work session. Construction cost information was included in the Aquatic Feasibility Study report;this information is also included with this memo as attachment B. While the city council should take as much time and ask as many questions as needed on this issue I believe it is important to consider this topic in conjunction with other capital requests we already have received,the general fund/debt fund tax levy requests for 2015 and the costs associated with the support of economic development efforts in the Vermillion River Crossings development. As a refresher on the estimated costs of the requests listed above,the Fire Department requested the purchase of a ladder truck at an estimated cost of$1.0 million dollars. The Ice for Tigers group is requesting a second sheet of ice at Schmitz-Maki Arena through a partnership with the Farmington Area School District and Farmington Youth Hockey Association. The city's estimated share of the construction of the facility would be approximately$1.2 million dollars. 2 The city council is also well aware of the financial management planning that has and will continue to take place that includes the cost to support economic development at the Vermillion River Crossing development. BUDGET IMPACT The Finance Director has created the attached spreadsheet(attachment C)detailing the following: 1. Costs of the aquatic facility options. 2. Costs for a second sheet of ice. 3. Costs for the purchase of a ladder truck. 4. Resulting impact these items would have on the tax levy if the city were to bond in various methods and terms. The cost to fully develop Jim Bell Park and Preserve was updated in the past month but is not shown in the spreadsheet created by the Finance Director. Given the updated estimated cost to development the park is similar to the cost of the$7.0 million dollar aquatic facility; it would be safe to assume that the impact on the tax levy would be similar if it were financed in the same manner. The city council should also remember that in addition to the debt levy increasing if any of the items are financed by the city, increased cost to operate any/all of these facilities would likely have to be incorporated into future budgets as well. A few of you have asked for some examples of operating budgets of aquatic facilities in the area. Attached for your review is budget information for the facilities in Kasson(D), Eagan(E) and Apple Valley(F). ACTION REQUESTED The city council should discuss these items and provide direction to staff as appropriate. Respectfully submitted, David J. McKnight City Administrator 3 O' Assessment and Feasibility Study - For- Farmington Municipal Pool Farmington, MN ti/7,--‘,.si k R 4/4/ 4,,4.. .trilik61, (\\\ W June 4, 2014 -By- JJLLQU AT bS 1111 Ii� AQUATIC CONSULTING &DESIGN 4 USA QUATICS INC. AQUATIC CONSULTING&DESIGN Farmington Municipal Swimming Pool Assessment and Project Study June 4,2014 Executive Summary • Statement of Understanding The City of Farmington owns and operates an existing municipal outdoor pool facility that is aging,has a number of operational concerns as well as a larger concern for offering its pool users more facility amenities. The pools also have code and ADA compliance issues. The current facility does not generate enough revenue to cover all expenses,meaning the facility is heavily subsidized by the City to remain operational. Over the past three years the revenue has decreased while expenses continue to rise. A study of this existing facility is clearlywarranted to determine its condition and provide some expansion to serve the changing aquatic needs of the community. The goal of this study is to aid in the making of important decisions concerning the facility and its future,including options for expansion and adding amenities. Assessment Process USAquatics has completed an onsite evaluation of the existing aquatic facility to determine its condition and usability to include record data from past seasons. Scope of Study The scope of this study covers the following areas of the facility: • Swimming pool structure,recirculation,filtration, and sanitation equipment • Pool deck area,diving boards,features,etc. • Compliance with new Federal and State Main Drain Laws • Compliance with new Americans with Disabilities Act Laws • Attendance,revenues and expenses • Provide options for renovation/new facility • Provide possible location sites for a new facility Study Criteria The criteria used in our assessment include: • Facility condition and other observable conditions • Facility code requirements and compliance • An understanding of cause and effect associated with various aquatic designs and operating procedures as presented to us through the assessment,review,and design of several thousand aquatic facilities • Study area demographics used in determining community aquatic needs Intent of Report The intent is to present a summary of needed improvements and added amenities including factors affecting patron usage,revenue potentials,and expenses associated with the operation and management of the aquatic facility. Page 2 of 63 5 USAQUATICS INC. AQUATIC CONSULTING&DESIGN Farmington Municipal Swimming Pool Assessment and Project Study June 4,2014 Summary Based on discussions with staff,a physical assessment of the existing facility, analysis of the existing condition and evaluation of the community survey at the Farmington Municipal Pool Facility,USAquatics has determined that the facility warrants a large number of improvements and expansion to better serve the needs of the community. Several amenity options for the expansion of the pool facility have been provided for consideration. These amenity options provide a range of facility renovation improvements and enhancements to an entirely new facility. The main pool offers a small variety of aquatic amenities including 1-meter and 3-meter diving,lap lanes,a single drop slide,walk out stairs and varying water depths to service some of the community's aquatic needs. This pool would be costly to expand as any expansion to the pool would require larger filtration,recirculation • and water treatment systems. The wading pool is undersized to adequately serve the younger patrons of Farmington,as well as the growing demand for an accessible zero depth beach type entry body of water. This pool would also be costly to expand due to filtration and recirculation requirements. It would be far more cost effective to demolish the existing wading pool and construct a new zero depth entry pool complete with a wide variety of amenities geared toward younger children. The facility does not provide an appropriate aquatic venue for a community the size of Farmington. The facility is too small in relation to the Farmington area demographics. We recommend the expansion of • program elements to serve the Farmington aquatic community. The aquatic expansion should also provide a secondary service area of approximately a 15-20 mile radius. Given the growth and size of Farmington,the current pool site is not the best location to service the community as a whole and alternative locations should be considered. The Pool Committee and USAquatics have had six meetings to date to discuss the future of the existing facility. Additionally,USAquatics has had two staff level meetings with City staff. USAquatics provided information on the following five potential options for the future of aquatics in Farmington. o Option—1:Do Nothing. This Option would leave the existing facility exactly as it is and would not address any of the concerns noted in the assessment portion of the study. There would be no added amenities or features. The facility would remain non-compliant with Federal requirements for ADA accessibility and the operational subsidy the City pays to keep the facility open would continue to grow. Attendance levels would continue a slow decrease. Addressing none of the concerns listed could possibly leave the City open to potential litigation regarding accessibility. Estimated cost range:N/A Projected operating subsidy required: ($75,000) o Option—2:Repair Existing. Make only the recommended repairs to the existing pools and facility to address operational issues,concerns and code issues including accessibility. This Option would not expand the facility or add any aquatic play elements. The wading pool would be demolished and a small 400 s.f.zero-depth entry splash pool installed. This Option would create little if any increase of operational costs and revenues. The sizeable City subsidy would still be required to assist with operational expenses. Attendance would continue remain at a low level while decreasing slowly. Estimated cost range:$566,400-$644,400 Projected operating subsidy required: ($69,500) • Page 3 of 63 6 USAQUATICS INC. AQUATIC CONSULTING &DESIGN Farmington Municipal Swimming Pool Assessment and Project Study June 4,2014 o Option—3:Renovate and Expand Existing. Make necessary repairs to the existing main pool and renovate the existing wading pool to create a larger 1,200 s.f zero-depth entry splash pool more appropriate sized to meet the needs of the community.. This Option would include the addition of a climbing wall to the main pool and adjusting the 3M diving board ladder to a tower. This Option would make for increased operational costs due to the renovation of the wading pool with a larger splash pool. Adding aquatic features and amenities may increase attendance and revenue;however,a large City subsidy would continue to be needed to continue operating. Attendance would increase with this Option;however,numbers would drop off after the first few years. Estimated cost range:$1,108,800-$1,230,600 Projected operating subsidy required: ($64,000) • o Option—4: Spray Pad/Wet Deck. The existing pools would be demolished and back-filled in. A new Spray Pad/Wet Deck would be constructed on the current site. The Spray Pad/Wet Deck would include several spray features and interactive play features. With this option, overall attendance would decrease as this Option only targets the younger age groups. Operational expenses would decrease due to less staffing being required,less water to treat with chemicals, etc. With this option there would be little to no revenue generated as typically facilities of this type charge no admission. The operational subsidy required would remain close to current levels. Estimated cost range:$586,800-$670,800 • Projected operating subsidy required: ($60,000) o Option—5:New Aquatic Facility. This Option would allow for the existing facility to remain open for use during construction of a new facility. The new facility would be appropriately sized to meet the needs of the community while also accommodating for future growth. Some features such as shade umbrellas, diving boards and chemical controllers have been identified as items that could potentially be re-purposed on a new facility. The proposed design includes a Signature Feature that would attract visitors and increase attendance and revenue. Additionally,the new facility provides a wide range of aquatic amenities that better reflects the demographics of the community. The existing pool could be repurposed as a Spray Pad/Wet Deck after the new facility is open. Estimated cost range:Base Project-$7,249,688—Base Project plus Alts.$9,416,466 Projected operating profit for Base Project: $22,537 • Projected operating profit for Base Project+Alternates: $54,901 • Based on conversations at those meetings,the Pool Committee and USAquatics are recommending Option-5 from above. The Pool Committee felt and USAquatics agreed that a new aquatic facility would draw visitors from other nearby cities and have a positive economic impact for Farmington's businesses and the community as a whole. In addition,the city of Farmington will have 3,255 residential acres by 2030 to meet the • Metropolitan Council's population forecast as identified in the Farmington 2030 Comprehensive Plan. Facilities of this type typically have a positive impact on home values and population increases. The aquatic center will also"encourage a mixture and diversity of industrial and commercial land uses that will increase the tax base for the community"as noted in the Farmington 2030 Comprehensive Plan. Page 4 of 63 7 • USAQUATICS INC. AQUATIC CONSULTING&DESIGN Farmington Municipal Swimming Pool Assessment and Project Study June 4,2014 The proposed design is a new outdoor Family Aquatic Center that includes a lap area,lazy river,river rapids, large zero depth entry splash area,waterslides and bathhouse. The existing site and other park locations were discussed in consideration for the location of this facility. The proposed site for the aquatic center is also the Park and Recreation Commission's recommended site located in the Jim Bell Park Preserve on Northeast corner of 195th Street at the intersection with Diamond Path Road. The Jim Bell Park Preserve was also identified as an optimal location for a new aquatic center due to its proximity to the Dakota County North Creek Regional Greenway. In addition,the Pool Committee and USAquatics are recommending demolishing the existing pool after construction of the new facility is complete and re-purposing the facility with a 1,200 square foot spray pad/wet deck. The following is a list of factors cited in the decision to construct a new facility rather than renovate and repair the existing facility: o Age of the existing pool and the short remaining life expectancy o Expense required to repair and bring the facility up to code and operational standards o Age of mechanical equipment and remaining life expectancy o Increasing maintenance costs o Making only repairs would still require a significant annual subsidy from the City to remain operational o Any expansion to the pool would make existing equipment undersized to meet code and operational standards • • • Page 5 of 63 8 0 Jim Bell Park Farmington, Minnesota Preliminary Cost Estimate: based on August 17, 2007 draft master plan Prepared by Hoisington Koegler Group Inc. updated June 2,2014 Description I II Qty. I Unit Unit price I Totals CORE PARK LAND-32 Acres General Site Improvements I site preparation and rough grading _ 1 LS $ 310,000 $310,000 finish grading 1 LS $ 52,000 $52,000 primary park sign and associated landscaping - _ _ 2 Each $ 3,500 $7,000 general park lighting 1 LS $ 25,800 $25,800 subtotal I $394,800 Landscaping Landscaping(trees,shrubs) 1 LS $ 105,000 $105,000 turf seeding allowance for park area(excluding play field areas) 18 AC $ 3,600 $64,800 irrigation(non-field related) 1 LS $ 42,000 $42,000 subtotal $211,800 Vehicular Circulation &Parking I 1 park access road to parking lots I 700 I LF $ 110 $77,000 park access road to Aquatic facility parking lots 300 LF $ 110 $33,000 . parking lot at Aquatic Facility-over flow 120 perstall $ 1,300 $156,000 parking lot at Aquatic Facility(bituminous with concrete curbing) 60 perstall $ 1,300 $78,000 parking lot(bituminous with concrete curbing) ;� 330 perstall $ 1,300 $429,000 parking lot lighting(assume 9 poles) �r 1 LS $ 45,000 $45,000 parking lot lighting(assume 2 poles)-Aquatic additional parking 1 LS $ 10,000 $10,000 parking lot storm sewer allowance 1 LS $ 100,000 _ $100,000 subtotal $928,000 Pedestrian Circulation 8'bituminous trails inside park 3,800 LF $ 28 $106,400 8'bituminous trails along Deerbrooke Path Rd 1,250 LF $ 28 $35,000 subtotal $141,400 Site structures concession and restroom building with paver walk 1 LS $ 225,000 $225,000 equipment storage shed(1,200 SF) 1 LS $ 80,000 $80,000 subtotal $305,000 Picnic Areas/site furnishings I� large shelter _ 1 LS $ 55,000 $55,000 . small picnic pavilion 1 LS $ 35,000 $35,000 _ park benches 6 Each $ 1,000 $6,000 waste receptacles 8 Each $ 700 $5,600 bike racks 1 Each $ 600 _ $600 _ picnic tables 20 EA $ 1,000 $20,000 grills 12 EA $ 700 $8,400 water source/drinking fountain/spigot 2 EA $ 12,000 $24,000 subtotal $154,600 Ball fields youth ballfield 200'-240"foul line including:outfield and foul line fencing,dugouts,skinned infield,pitch elect. _ turf care,irrigation,bleachers, 5 EA $215,000 _ $1,075,000 batting cage 2 EA $6,200 $12,400 subtotal $1,087,400 Soccer/Lacrosse fields Approx 225x360 turf area,striped for game,irrigation,turf prep 2 EA $155,000 $310,000 - subtotal 1 $310,000 Basketball Court ll full court basketball including 2 hoops and player's benches I 1 LS $ 17,500 $17,500 subtotal $17,500 Playground small 2-5 yr Play area at ballfields,safety mulch,installation 1 LS $ 25,000 $25,000 2-5 yr Play equipment,safety mulch,installation 1 LS $ 45,000 $45,000 5-12 yr Play equipment,safety mulch,installation 1 LS $ 75,000 $75,000 conc.play container edger 800 LF $ 20 $16,000 subtotal $161,000 Lighting general park lighting(playgound,picnic,path)assume 5 lights 1 LS $ 25,000 $25,000 . youth baseball lighting(5 fields) 5 EA FLD $ 70,000 $350,000 soccer/La crosse lighting(1 fields) 1 EA FLD $ 90,000 $90,000 _ subtotal 7 I $520,000 9 HOCKEY PARK-4 acres • site preparation and rough grading 1 LS $ 38,000 $38,000 finish grading 1 LS $ 7,000 $7,000 hockey rink/boards 1 LS $ 25,000 $25,000 hockey rink/boards/inline floor 1 LS $ 75,000 $75,000 warming house/shelter 1 LS $ 90,000 $90,000 picnic tables 2 EA $ 1,000 $2,000 grills 1 EA $ 530 $530 park benches 2 Each $ 930 $1,860 waste receptacles 1 Each $ 500 $500 bike racks 1 Each $ 530 $530 primary park sign and associated landscaping 1 Each $ 3,400 $3,400 secondary park sign 1 Each $ 900 $900 general park lighting(playgound,picnic,path)assume 4 lights 1 LS $ 20,000 $20,000 Hockey lighting(2 rinks) 2 EA RINK $ 30,000 $60,000 bituminous trails 1,050 LF $ 24 $25,200 20 stall parking lot 20 perstall $ 1,150 $23,000 parking lot storm sewer allowance _ 1 LS $ 10,000 $10,000 2-5 yr Play area,safety mulch,installation 1 LS $ 30,000 $30,000 conc.play container edger 100 LF $ 18 $1,800 turf seeding allowance for park area(excluding play field areas) 4 AC $ 3,500 $12,250 landscaping(trees) 1 LS $ 16,000 $16,000 subtotal $442,970 Safe crossing of Future Diamond Path Road(underpass) 1 LS $ 500,000 $500,000 Construction subtotal $5,174,470 15%construction contingency $776,171 Construction total $5,950,641 Design and Engineering Soft Costs(12%of construction) $714,077 Phase 1 Total $6,664,717 POTENTIAL PARK LAND(NE of-Deerbrooke Path)-12 acres General Improvements L I site preparation and rough grading 1 LS $ 114,000 $114,000 _ finish grading 1 LS $ 20,000 $20,000 primary park sign and associated landscaping _ 1 Each $ 3,400 $3,400 secondary park sign 1 Each $ 900 $900 turf seeding allowance for park area(excluding play field areas) 6 AC $ 3,500 $21,000 landscaping(trees) 1 LS $ 38,000 $38,000 subtotal $197,300 Pedestrian Circulation 8'bituminous trails inside park 1,400 LF $ 28 $39,200 . 8'bituminous trails along Deerbrooke Path Rd 1,150 LF $ 28 $32,200 subtotal $71,400 , Vehicular Circulation&Parking 220 stall parking lot 200 perstall $ 1,150 $230,000 parking lot storm sewer allowance 1 LS $ 60,000 $60,000 subtotal $290,000 Picnic Areas shelter 1 LS $ 50,600 $50,600 picnic tables 4 EA $ 1,000 $4,000 grills _ 2 EA $ 530 $1,060 waste receptacles 2 Each $ 500 $1,000 water source/drinking fountain/spigot 1 EA $ 10,000 $10,000 subtotal $66,660 Soccer/Lacrosse fields approx 225x360 turf area,striped for game, irrigation,turf prep. 3 EA $150,000 $450,000 subtotal $450,000 Lighting general park lighting(trail,picnic,play ground-assume 2 poles) I 1 LS $ 10,000 $10,000 parking lot lighting(assume 10 poles) 1 LS $ 30,000 $30,000 soccer/la crosse lighting(3 fields) 3 EA FLD $ 90,000 $270,000 subtotal $310,000 Construction subtotal(does not Include land la s acquisition cost) $1,385,360 15%construction contingency - $207,804 Construction total $1,593,164 Design and Engineering Soft Costs(12%of construction) $191,180_ Potential Park Expansion Total $1,784,344 1 a v rn in co Co 0o N 0 o m m m in to M o .-1 03 o e-1 d; to d: m 00 O d C) M 00 . 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A C ~ ON e�I N .v-I e�-I e-I r1 v-in O O N N N a 0 0 0 0 00 0 o O 3 to 0 0 0 0 0 O y 0 0 0 0 N LO e-1 .- N OO m .4. O ,I O = O m m c +-, c o c c o to o to 0 Q ,i e-I e-i e� -La in” 0 0 0 0 0 E o 0 c 0 CIL- in- in in- in 0 O o ` Q. 0. LOO Q N Q U3 • O CO aJ ca O o O O t`�. O O .v).r... '0 0 O to Q a. 11 _ Randy Distad From: Ryan Johnson <ryan @usaquaticsinc.net> Sent: Wednesday,June 25,2014 2:33 PM To: Randy Distad Cc: Tom Schaffer, Russ Lane Subject: Kasson numbers Attachments: Kasson 2013 jpg Randy, See attached for a scan of Kasson's 2013 projected numbers vs. actual. In summary we projected revenues of$142,500. The actual revenue the facility brought in was $204,521 - so the attendance and revenue far exceeded our estimated numbers. For expenditures most of the numbers were in line with estimates. Utilities, Concession purchase and Supplies were all estimated under and would have been directly impacted by the increased attendance. I'll add to that- we're unsure exactly what is included in the supplies number on the City's end. We estimated salaries (that includes tax&workman's comp) at$78,000. The actual for those categories was around$172,000. A large part of the discrepancy was due to significant overstaffing on the City's end(i.e. almost running at twice the staffing that was recommended). There is a new manager for the facility this year (2nd year of operation). I'll see Russ or I can get a hold of June 2014 numbers for operation as they should be much closer to real operating expenses. Also note,there is a category for Equipment that totals around$67,000 on the actual. These were add-ons and upgrades by the City which were not included in our numbers. They are one time expenses that will not be on 2014 figures. The bottom line on this scan shows a net-$141,060. Subtracting one time expense puts the total subsidy around $74,000. Again,this should be reduced significantly with adjusted staffing. Call if you have any questions. I'll see what I can track down for June 2014 numbers, as well as numbers vs. projections for other cities. Ryan Johnson Business Development/Project Coordination USAquatics, Inc. PO Box 86; 124 Bridge Ave.E;Delano,MN 55328 Main:(763)972-5897 1 12 • KASSON AQUATIC CENTER ACTUAL USAQUATICS 2013 Avg Prtiected Ramiro 114335 Conces$Ions 39719 Passes 67132 Daly Fees 88769 SxtmmFng Lesson 42000 17040 Ctaasos►Carnpa 3000 0 aye 3000 2074 SuDady 10215 o TOTAL I Sarnia 76000 Pa>ro3 164034 Tam 11933 Work CanigQllrar 6016 Feat Ctremie43 10000 88944 Conooaaton Purdrases 14000 24346 UnCamq 1000 0 Travavace dtvro 600 493 Tokctono 500 890 Ut50ea 16000 31188 aidirralOrePaYs 2500 824 Insurance 3000 4530(2014-$12.000) ho rovornorts 1600 Egutontent 2020 Con Stand App3encesrcarautars 11703 A Wm breroes 3810 K Sciauvolocsaptere 20931-1g 942800 (m cross ) TOTAL NET 0 •144060 41,10‘1143D iX ,-.11, ts1S `l Li Loa Ifs) . bs t Include. deH, 13 2014 Adopted Budget Operating Budget 4111Cityflibiail Aquatic Facility- Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations PURPOSE&DESCRIPTION t i The purpose of the Aquatic Facility is to: >• • Provide a positive environment for residents and guests of all J4; ages to gather. a • Encourage and help build a sense of community through a range of recreational and social opportunities. 4 """"`•°""" • Provide a high level of service accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Aquatic Facility is responsible for the following functions: • Provide a wide variety of water-related recreational opportunities for members and non-members. • Capture a high level of revenue to offset operational costs and expand the retained earnings capacity to accommodate future growth and expansion. • Protect the City's community investment by maintaining the integrity and value of the building and its amenities. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. • On an ongoing basis, analyze existing operations and research ways to expand the recreational opportunities beyond the three-month pool season in order to maximize the capital investment. PERFORMANCE INDICATORS 2011 2012 2013 2014 Description Actual Actual Actual Target Season passes sold 2,734 2,673 2,535 3,500 Total attendance 121,055 120,061 110,589 125,000 Group admissions 21,836 18,673 15,867 22,000 Days facility is open 89 90 89 89 Rounds of golf 3,980 4,488 4,867 4,500 Private rentals 10 9 8 10 196 14 41/` 2014 Adopted Budget Operating Budget CityflfEapll Aquatic Facility— Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations l � Expenditure by Category HIGHLIGHTS&CHANGES Reserve for Personal Overview: The 2014 operating budget Renewal & Services__, represents a status quo budget with minimal Replace. 58% changes from 2013.The 2014 budget reflects a Debt/ i'' ' Parts and 2.37% increase in operating expenses due wrY Supplies primarily to staffing costs. The budget also Service Serve a ' 9% reflects the first phase of re-organization of full 0% r:M Mer�� s chTandi ,,: and Oth time staff to prepare for department wide se foTapi ` reorganization that will occur in 2014 due to Res a k$utl a y attrition. 8% 0% The focus for 2014 will be to maintain Cascade Bay's reputation as a safe and family friendly facility with a targeted focus on maintaining or increasing groups and season passes for a guaranteed revenue stream. The solicitation of additional groups sometimes has a negative impact to daily visitors,however. Enhancing events like Saturday Night Lights when the park is open until 10 p.m.and Monday Fun Days in 2014 will continue to build on the message that Cascade Bay is much more than a place to swim. The growing success of private rental opportunities and community partnerships will continue with the idea to keep people coming back in anticipation of their next experience. Growth in early morning activities is expected to continue to grow with the focus of providing physical activities for people to participate in before the park opens in the morning. Highlight/Change 1: Review of focused changes made or continued in 2013: Listed below are programs or initiatives that continued in 2013 along with a recap of their operation: • Debit/gift card Staff implemented a debit/gift card in 2011 where guests could put a specific cash value on a card that could be used for any purchases at Cascade Bay during the summer. Dollars could be added to the card at any time and this type of card also carries forward for future purchases at Cascade Bay. This enhancement was well received and the use expanded from.The program also exists at the Civic Arena. • Wise Swim School Partnership The third year partnership with Wise Swim School was very successful.The partnership was designed to offer high quality swim lessons during times when portions of Cascade Bay were available and underused. Wise Swim School cross marketed the lessons to their existing swim school participants and Cascade Bay marketed the Wise Swim School as providing instructors for the summer program. Participants registered through Wise and Cascade Bay rented underused space and times to their instructors. This program was again successful with approximately 100 swim lesson participants;very similar to 2012. • Birthday Parties and Groups Both birthday parties and groups saw a slight uptick in 2013.r Cascade Bay is still the water park of choice for most groups when other local water facilities were surveyed about their group numbers.While trying to maintain the volume and integrity of groups is a high priority, it is also one of the biggest service issues expressed during the summer. When people pay admission to enter Cascade Bay,there is a preference expressed to not have to share the space with groups. 197 15 • 4/P/`My Of�a aii 2014 Adopted Budget Operating Budget Aquatic Facility—Cascade Bay Responsible Manager: Cherry!Mesko,Superintendent of Operations • Season Pass Sales Season pass sales were up slightly again in 2013.It would appear that most people choose to visit a water facility based first on the weather on any given day coupled with a desire to have variety in their activity. Cascade Bay season passes continue to be a great value but people seem to be hesitant to part with what seems to be a big expenditure before they know if or how often they will use it. The expansion of the Cardio Pass for early morning fitness activities was the boost to the season pass sales. • Punch Cards Punch cards offered only to season pass holders for reduced admissions were very successful again in 2013.The punch cards offered 10 admissions for$50 but could only be used in conjunction with a season pass holder. Season pass holders continue to comment positively about this benefit. This offering will continue during the 2014 season. Highlight/Change 2: There are no capital purchases identified as yet in the 2014 budget. Due to the significant deterioration and inefficiency of the mechanical building (boilers, sand filters, etc.) and in conjunction with enhancements that will be required due to I&I requirements, it will be important to identify what work,if any can be completed in this area before the park opens in 2014. Financial Impact: To be determined Service Level Impact: Key components necessary to maintain the integrity of the waterpark. Highlight/Change 3: Items that would have normally been funded through the renewal and replacement fund are not included in the budget at this time.The R&R line item has been left at$69,900 to show a balanced budget. 198 16 • Of Eta Adopted Budget Operating Budget Aquatic Facility-Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations REVENUE ESTIMATES Actual Actual Budget Budget Acct REVENUES 2011 2012 2013 2014 4160 STATE PERA AI D $ 404 $ 404 $ 400 $ 400 4304 OTHER REVENUE-NON TAX 370 880 - 600 4310/11 PARK PROGRAM REVENUE 29,438 31,508 24,900 27,000 4312/13 CONCESSION SALES 195,902 211,762 200,000 208,000 4314/15 MERCHANDISE SALES 14,002 13,187 14,500 11,300 4316/17 GROUP SALES 119,480 118,030 124,300 121,500 4318/19 DAILY ADMISSIONS 521,982 534,488 526,000 540,000 4320 MARKETING REVENUE(COKE) - 1,311 - - 4321 MEMBERSHIPS 123,001 138,936 139,000 145,600 4322/23 VENDING 1,406 428 2,000 1,000 4326/27 FACILITY RENTAL 13,859 13,923 11,000 12,000 4331 TRANSIT TAX EXEMPT REVENUE 1,050 - - - 4610 INTEREST INCOME 915 332 - - 4822 OTHER REVENUE-cash short/over 850 (204) - - TOTAL AQUATIC FACILITY REVENUES $ 1,022,658 $ 1,064,985 $ 1,042,100 $ 1,067,400 EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2011 2012 2013 2014 Personal Services $ 509,572 $ 543,550 $ 595,600 $ 621,500 Parts and Supplies 78,080 72,180 95,800 89,700 Services and Other Charges 166,522 169,290 194,200 195,500 Capital Outlay 8,296 3,043 6,600 1,800 Merchandise for Resale 89,369 91,709 80,000 89,000 Debt Service 149,788 - - - Replenish Operating Cash - - 81,300 - Reserve for Renewal &Replace. 67,100 69,900 69,900 69,900 Total $ 1,068,726 $ 949,672 $ 1,123,400 $ 1,067,400 Depreciation Expense $ 322,568 $ 318,395 $ 308,000 $ 308,000 199 17 * D � 2014 Adopted Budget Operating Budget City Aquatic Facility-Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations CASCADE BAY POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Campus Facilities Manager 0.33 0.33 0.33 0.33 686 Campus Facilities Operations Coordinator 0.67 0.67 0.67 0.67 1,394 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian 0.50 0.50 0.50 0.50 1,040 Campus Facilities Operations Coordinator 0.33 0.33 0.33 0.33 686 Clerical Technician 0.40 0.40 0.40 0.40 832 Total 2.73 2.73 2.73 2.73 5,678 Cascade Bay and the Civic Arena share a number of staff. The Civic Arena staff complement is shown below: CIVIC ARENA POSITION INVENTORY Personnel 2011 2012 2013 2014 Hours Campus Facilities Manager 0.67 0.67 0.67 0.67 1,394 Campus Facilities Operations Coordinator 0.33 0.33 0.33 0.33 686 Campus Facilities Maintenance Coordinator 0.50 0.50 0.50 0.50 1,040 Custodian 0.50 0.50 0.50 0.50 1,040 Campus Facilities Operations Coordinator 0.67 0.67 0.67 0.67 1,394 Clerical Technician 0.20 0.20 0.20 0.20 416 Skating School Coordinator 1.00 1.00 1.00 1.00 2,080 Total 3.87 3.87 3.87 3.87 8,050 2014 WORK PLAN Activity Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient,safe and clean environment 4 Develop promotional materials for seasonal facility 5 Recruit,hire,train and supervise temporary and part time employees 6 Provide work direction to ensure high level of customer service is maintained 7 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meet the demands of the building - 200 18 2014 Adopted Budget Operating Budget *City ofEats • Aquatic Facility-Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2011 2012 2013 2014 6110 SALARIES AND WAGES-REGULAR 91,951 105,393 $ 151,500 $ 162,500 6112 SALARIES AND WAGES-OVERTIME - - - - 6130 SALARI ES AND WAGES-TEMPORARY 343,410 362,230 350,000 355,000 6131 OVERTIME-TEMPORARY - - - - 6142 PERA-COORDINATED 6,772 7,808 11,000 11,800 6144 RCA 32,385 34,460 38,400 , 39,600 6151 HEALTH INSURANCE 22,113 17,828 26,300 33,600 6152 LIFE INSURANCE 205 208 - - 6154 DISABIUTY-LONGTERM 371 384 - - 6155 WORKERS COMPENSATION 12,379 15,251 18,400 19,000 6157 RETIREE INSURANCE FUNDING _ (13) (12) - - TOTAL PERSONAL SERVICES 509,572 543,550 595,600 621,500 PARTS&SUPPLIES 6210 OFFICE SUPPLIES 371 278 500 500 6211 OFFICE PRINTED MATERIAL/FORMS 258 618 700 700 6212 OFFICE SMALL EQUI PMENT - - 100 100 6215 REFERENCE MATERIALS - (1,960) 1,000 1,000 6220 OPERATING SUPPLIES-GENERAL 7,568 8,451 9,000 8,000 6222 MEDICAI/RESCUE/SAFETYSUPPLI ES 1,929 3,153 2,800 2,000 6223 BUILDING/CLEANING SUPPLIES 5,040 5,531 5,500 5,500 6224 CLOTHING/PERSONAL EQUIPMENT 2,819 3,041 3,000 2,500 6230 REPAIR/MAINTENANCE SUPP-GENL 4,244 3,219 5,000 5,000 6231 MOBILE EQUIPMENT REPAIR PARTS 26 - 300 300 6232 SMALL EQUIPMENT REPAIR PARTS 310 79 1,000 500 6233 BUILDING REPAIR SUPPLIES 1,784 2,582 3,000 3,300 6235 FUEL,LUBRICANTS,ADDITIVES - 100 100 6236 POOL REPAIR SUPP LI ES 111 687 5,000 3,000 6240 SMALL TOOLS - - 300 300 6243 HEATING OIL,PROPANE AND OTHER FUELS 678 389 900 900 6244 CHEMICALS&CHEMICAL PRODUCTS 52,646 44,695 54,000 54,000 6257 SIGNS&STRIPING MATERIALS 296 1,417 3,000 2,000 6270 COMPUTER SOFTWARE - - 600 - TOTAL PARTS&SUPPLIES 78,080 72,180 95,800 89,700 SERVICES&OTHER CHARGES 6310 PROFESSIONAL SERVICES 956 2,732 7,500 6,000 6314 AUDITING 1,100 1,000 1,000 1,000 6346 POSTAGE 2,999 3,267 3,000 3,000 6347 TELEPHONE SERVICE&UNE CHG 998 588 1,300 1,000 6348 MATRIX SERVICE AND REPAIR - - 800 800 6353 PERSONALAUTO/PARKING 25 - 200 200 6355 CELLULAR TELEPHONE SERVICE 674 636 1,000 1,000 6357 ADVERTISING/PUBLICITY/PROMOTION 2,566 846 6,000 4,000 6370 GENERAL PRINTING AND BINDING 1,007 802 2,500 1,000 6385 INSURANCE 28,800 28,800 29,500 29,500 6405 ELECTRICITY 45,697 43,745 48,000 48,000 Continued on next page 201 19 2014 Adopted Budget Operating Budget qty offal • Aquatic Facility-Cascade Bay Responsible Manager: Cherryl Mesko,Superintendent of Operations LINE ITEM DETAIL(CONT'D) Actual Actual Budget Budget Acct 2011 2012 2013 2014 6410 NATURAL GAS SERVICE 40,595 33,735 $ 40,000 $ 38,000 6424 POOL REPAIR/LABOR 685 15,615 10,000 17,000 6426 SMALL EQUIPMENT REPAIR LABOR 233 215 500 500 6427 BUILDING OPERATIONS REPAIR LABOR 1,038 329 1,500 1,000 6475 MISCELLANEOUS - 228 100 100 6476 CONFERENCES AND SCHOOLS 69 - 500 700 6477 LOCAL MEETI NG EXPENSES - 96 100 100 6479 DUES AND SUBSCRIPTIONS 155 172 300 300 6480 UCENSES,PERMITS AND TAXES 1,602 1,579 1,700 1,600 6487 VISA/MC BANK CHARGES 12,489 11,612 13,000 13,000 6515 INTERNAL EXPENSES(INTERFUND) - 169 - - 6535 OTHER CONTRACTUAL SERVICES 13,301 11,732 13,000 14,000 6539 WASTE REMOVAL/SANITATION SERV 3,451 2,598 3,700 3,500 6563 LANDSCAPING 2,140 4,554 4,000 4,500 6569 MAINTENANCE CONTRACTS 5,941 4,240 5,000 5,700 OTHER SERVICES AND CHARGES 166,522 169,290 194,200 195,500 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS 786 - 1,000 - 6640 MACHINERY/EQUIPMENT - - 600 - 6650 FURNITURE&FIXTURES - - - - 6660 OFFICE FURNISHINGS&EQUIPMENT 2,692 2,024 1,800, 6670 OTHER EQUIPMENT 4,818 1,019 5,000 - CAPITAL OUTLAY 8,296 3,043 - 6,600 1,800 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 89,369 91,709 80,000 89,000 MERCHANDISE FOR RESALE 89,369 91,709 80,000 89,000 DEBT SERVICF 6490 PRINCIPAL 110,000 - - - 6494 INTEREST ON INTERFUND PAYABLE 39,788 - - - TOTAL DEBT SERVICE 149,788 - - - REPLENISH OPERATING CASH - 81,300 - - RESERVE FOR RENEWAL&REPLACEMENT 67,100 69,900 69,900 69,900 TOTAL AQUATIC FACILITY $ 1,068,726 $ 1,030,972 $ 1,042,100 $ 1,067,400 2.43% 6488 DEPRECIATION&AMORTIZATION $ 322,568 $ 318,395 $ 308,000 $ 308,000 202 20 Fam; -239 .'��(2, kit5..A-‹. &...fer. 4 ppk OL\,leti COMPANY DEPARTMENT BUSINESS'UNIT ACTIVITY 1000 44 1940 • Aquatic Swim Center DESCRIPTION OF ACTIVITY . The Apple Valley Family Aquatic Center is a child friendly family water park faeti in Johnny Cake Ridge Park. It is operated by the parks and recreation department as a general fund recreational facility. It contains two pools, a leisure pool and a lazy river pool,'loth of which has Zero depth entries and fully accessible. The capacity of the facility is 1,900 people. The facility operates 12 hours per day typically, weather permitting. Water play features are distributed around a zero depth entry in the leisure pool. The facility has six water slides, two of which require inner tubes and empty into • the lazy river. There are additional sand play areas, picrec shelters and a large number 'of lounge chairs for patrOns. The concession operation serves a variety of snack foods, fountain drinks and treats. ••MAJOR OBJECTIVES FOR 2014 •create a target market list of possible groups/companies who May wish to rent the facility for an exclusive usage. IMPACT MEASURES/PERFORMANCE INDICATORS actual Actual Adopted Projected Projected. . Item 2010 2011 2012 2013 2014 ©pen.Swim Attendance :655988 62,438 65,060 65,000 65,000 Resident Punch Card Sales 2,858 2,281 2:267 4,000 3,500 • Non-Resident Punch Card Sales 418 254 252 500 400 Group Reseivatlons 75 125 116 75 100 RpguJJr Status Personnel Schedule—FTE's Adopted Adopted. • Adopted Adopted. Proposed • laosidOri iftia, 2, 2011 2012 • 2013 2014 Temporary Status Personnel Schedule -(#positions Part Time) Adopted Adopfed Adopted Adopted P[cpcSed Position Title 2010 2011612 X013 2014 Pool Manager 2 2 2 2 2 Concession Supervisor 1 1 1 1 1 Head Guard 13 13 13 13 13 Office Supervisor 1 1 1 1 1 Lifeguard l0 80 80 9t} 80 • Attendant 26 6 26 26 26 21 -240- Summary Budget' ' Department 44-Aquatic Swim Centel, 2010 2011 2011 2012 2012 2013 2014 Actual • Adopted Actual Adopted Actual Adopted proposed Revenue: Swim Center Revenues ,5217E 500,1300 481,378 534,000 521,602 534,000 520,000 Swim Center Concessions 87,d56. 9.0,000 101,156 90,00D 87,125 90,000 90,000 Swim Center Rentals _.. . 3,564 5,000 2,730 5,000 7,408 5,000 5,000 _ 612,389 595,000 565,262• 629,00D 616,135 629,000 615,000 Expenditures: Salaries&Wages 276,535 287,850 255,215 285,000 291,080 211,500 1285,000 Emp.Benefits 28,753 31,791 29,063 31,443 . 32,489 30,186 23;767 Supplies 25,210 .35,600 24,614 .34,400 23,482 29,400 32,900 Contractual Seri. 4748 74,500 76,971 75,500 85,393 76,500 87,500 Llliuties 87,699 108,000 88,231 107,000 81,437 101,000 95,000 Repairs&Malta 12,649 7,000 20,964 16,000 3,803 20,000 20,000 Training/Travel/Dues 7,893 13,500 • 7,653 14,000 8,149 12,000 10,500 Otharxp, 1,419 7,800 .29 1,800 26 1,800 1,300 CredIVCprd Fges 7,092 5,000 5,927 .6,000 5,535 6,000 6,000 Items for Resale 50,017 50,000 46,658 51,000 52,761 51,000 55,000 Capital Outlay ' - - . - 6,300 7,242 20,000 55,060 Total lap 571,015 613,041 555,525 628,443 591,37t 619;336 671.067 • Net addition to(use of) 41,374 (18,041) 29,737 557 24,758 9,664 (56,967)) general revenues • 2014 CAPITAL OUTLAY Electrical Improverrdents for Concpssfions $ 5,000 Diamond Bite Pool Shell, 135,000 Handicap Lift&Railings $10,000 -POol Vacuum ,$ 5,000 . $55,000 22