HomeMy WebLinkAbout04.08.15 Parks and Rec Packet
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
Farmington Parks and Recreation Commission
Wednesday, April 8, 2015
7:00 p.m. City Hall Council Chambers
Agenda
I. Call Meeting to Order
II. Approve Meeting Agenda
III. Approve Meeting Minutes
A.March 11, 2015 Meeting Minutes
IV. Presentations
A.2014-2015 Ice Season Report
V. Business Items
A.Commission Member Group Photo
B.Rambling River Center Severe Weather Program Cancellation and Building Closing
Policy
C.Recreational Facilities Task Force Representation
VI. Discussion Items
A.2015 Commission Work Plan Review
B.2016 Park Improvement Project(s)
C.Arena Financial Plan
VII. Commission Roundtable
A.Commission Roundtable
VIII. Staff Report/Updates
A.Community Survey
IX. Meeting Agenda Topics
A.May 13, 2015 Agenda Topics
X. Adjournment
"The Farmington Parks and Recreation Advisory Commission's mission is to advise and make
recommendations to the Farmington City Council concerning the comprehensive planning of the City
parks, trails, open space, recreation facilities and recreation programs."
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:March 11, 2015 Meeting Minutes
DATE:April 8, 2015
BACKGROUND
Attached are the draft March 11, 2015 meeting minutes. Commission members are being asked to
approve the minutes.
ATTACHMENTS:
Type Description
Exhibit March 11, 2015 Draft Meeting Minutes
DRAFT
Farmington Parks and Recreation Advisory Commission
Minutes from the March 11, 2015 Regular Meeting
Members Present: Chad Elliott, David McMillen, and Rob Carpentier
Members Absent: Mike Haley and Gene Spars
Other’s Present: Parks and Recreation Director Randy Distad
I. Call Meeting To Order
Chair McMillen called the meeting to order at 7:00 p.m. Quorum was present.
III. Approval of March 11, 2015 Meeting Agenda
Moved by Elliott and seconded by Carpentier to approve the meeting agenda. All persons in favor (APIF). Motion carried.
III. Approval of February 11, 2015 Meeting Minutes
Moved by Elliott and seconded by Carpentier to approve the February 11, 2015 regular meeting minutes. APIF. Motion
carried.
IV. Presentations
None
V. Business Items
A. Election of Officers
Chair McMillen asked for nominations for the Commission’s Chair position. Carpentier moved to nominate McMillen for
the Chair postion and the nomination was seconded by Elliott. McMillen asked for nominations for the Chair position.
There were no more nominations made. Moved by Elliott and seconded by Carpentier to close nominations for the Chair
position. APIF. Motion carried. On a 3-0 vote, McMillen was elected to be the Chair of the Commission until next year’s
election.
McMillen asked for nominations for the Commission’s Vice-Chair position. McMillen moved to nominate Haley for the
Vice-Chair position and Elliott seconded the nomination. McMillen asked for nominations for the Vice-Chair position.
Carpentier moved to nominate himself for the position and Elliott seconded the nomination. McMillen asked for
nominations of the Vice-Chair position. There were no more nominations. Moved by Elliott to close nomination and
seconded by Carpentier. APIF. Motion carried. On a 3-0 vote, Carpentier was elected to be the Vice-Chair of the
Commission until next year’s election.
B. Fair Hills Park Shelter Selection
Distad shared the proposals received. He stated that staff is recommending to purchase a shelter from St. Croix
Recreation Fun Playground, Inc because the proposal submitted offered the largest shelter when compared to other
proposals. McMillen asked about ornamentation for the shelter. Distad shared that the construction budget for the shelter
was $30,000.00 and that vendors were asked to submit a price for optional ornamentation. If the Commission agreed with
staff’s recommendation on who to purchase the shelter from, the additional cost for the ornamentation would be $ ,
which would leave the project over budget. By consensus, Commission members decided not to purchase ornamentation
for the shelter. Carpentier asked what the warranty is for each of the shelters. Distad shared the shelter proposal
submitted by St. Croix Recreation Fun Playground, Inc. has a 10 year warranty but that the other proposals did not
identify a warranty. Commission members agreed by consensus that in the future, city shelter specifications should
include language that requires vendors to include warranty information in their proposal.
Moved by Elliott and seconded by Carpentier to recommend to the City Council the approval of the purchase of the
shelter from St. Croix Recreation Fun Playground, Inc. APIF. Motion carried.
The Commission by consensus agreed that staff should be responsible to pick the shelter colors but that the colors picked
should be similar to the playground equipment colors.
C. Commission Member Group Photo
Because not all of the Commission members were able to attend the meeting, Commission members by consensus agreed
to table the group photo until the April 8, 2015 meeting.
VI. Discussion Items
A. 2015 Park and Recreation Commission Work Plan Review
Chair McMillen reviewed the 2015 work plan and identified items completed since the last Commission meeting.
B. 2016 Park Improvement Project(s)
Distad shared that in the Park Improvement Fund’s 2015-2019 Capital Improvement Plan, a new building in North Creek
should be constructed that would contain a warming house with restrooms and shelter overhang. He informed
Commission members that this project was identified to be completed in 2015 but that the City Council was
uncomfortable spending the money to construct this building given the balance left in the Park Improvement Fund and
this project was deferred until 2016. He asked if the Commission would like to recommend the project to be funded in
2016. Commission members by consensus felt that no formal recommendation for 2016 projects should be made but
instead it should continue to be discussed and that the community survey may provide some direction on what projects the
community feels should be focused on.
C. 2015-2016 Winter Outdoor Recreation Event
Distad informed Commission members that staff completed an evaluation of the Smores and More event that was held on
Sunday, 1, 2015. Because this program was held on the same day as the Super Bowl, staff will be moving the event to a
different weekend and a lot of the same games and activities would be offered during the 2016 event. McMillen asked if
hot chocolate could be offered a few times during the outdoor skating season. Distad stated that it could be arranged.
Elliott felt an event should be held in Whitetail Woods Regional Park that could be identified for Farmington residents.
McMillen suggested that perhaps a bus could be used to transport children and adults, so that transportation would not be
a barrier to participation. Distad stated he felt city staff could reach out to Dakota County Parks staff about possibly
trying to jointly offer this event at Whitetail Woods Regional Park.
D. Recreational Facilities Task Force
Commission members by consensus agreed this item should be tabled to the April 8, 2015 meeting so all Commission
members were present when possible representation could be discussed and selected. McMillen stated he thought Spars
might be interested in serving on the Task Force and Elliott agreed with him. McMillen asked if anyone else might be
interested. Carpentier stated that he too would be interested in serving on the Task Force. Distad stated that perhaps there
could be two Commission members on the Task Force.
VII. Commission Roundtable
Elliott: Asked when the park clean-up day event will be held. Distad shared that the Pond and Park Clean-Up Day event
will be held on Saturday, April 25th from 9:00-11:00 a.m.
Carpentier: Did not have anything to share.
McMillen: Thanked Rambling River Center staff and maintenance staff for the painting that was recently completed in
the Rambling River Center hallways. Stated that it looks nice and should help hide scuff marks on the walls.
VIII. Staff Report
A. Community Survey
Distad shared with Commission members the draft version of a community survey that will be completed this spring. He
reviewed the survey and shared that all of the questions that the Commission had identified to be included in the survey,
were in the survey. He shared that it is likely the survey will be completed from mid-April to mid-May and results would
be known in late May.
B. City Council Retreat
Distad shared information about the March 6, 2015 City Council strategic planning session. He shared that Department
Heads met with Council for two hours and presented items/projects each Department will be working on in 2015 and
what issues are being faced by each Department. He informed Commission members that the City Council then took this
information and for the last two hours of the strategic planning session met by themselves to come up with strategic plan
priorities to be worked on during the next year. He made Commission members aware the Council will publicly review
and approve a strategic plan at one of its future meetings.
IX. April 8, 2015 Meeting Agenda Items
The following items were identified by Commission members for its December 10, 2014 meeting agenda:
1. Presentation of Arena’s 2014-2015 ice season report
2. Commission member group photo
3. 2016 park improvement project(s) discussion
4. Recreational Facilities Task Force representation
5. Arena Financial Plan
X. Adjournment
Moved by Elliott and seconded by Carpentier to adjourn the meeting. APIF. Motion carried. The meeting was adjourned
at 8:18 p.m.
Respectfully Submitted,
Randy Distad
Parks and Recreation Director and Recording Secretary
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:2014-2015 Ice Season Report
DATE:April 8, 2015
BACKGROUND
Included in the packet is information about the 2014-2015 ice season at Schmitz-Maki Arena. Jeremy
Pire, Parks and Facilities Supervisor will be in attendance to review the information and answer any
questions the Commission may have about the past ice season.
ATTACHMENTS:
Type Description
Exhibit 2011-2015 ice season rental hours
Exhibit 2014-2015 Participation Report
2010-11 PRIME RATE $200
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBUARY MARCH TOTAL
FYHA
HOURS RENTED 0 158.25 142 101.5 140 120.25 112.5 774.5
REVENUE $0.00 $31,425.00 $28,200.00 $20,600.00 $27,800.00 $23,950.00 $22,400.00 $154,375.00
HIGH SCHOOL
HOURS RENTED 0 0 58.75 84.75 85 53 0 281.5
REVENUE $0.00 $0.00 $13,150.00 $25,700.00 $21,250.00 $12,720.00 $0.00 $72,820.00
SENIOR MEN
HOURS RENTED 0 0 3 4 4 4 3 18
REVENUE $0.00 $0.00 $600.00 $800.00 $800.00 $800.00 $600.00 $3,600.00
SKATE CLUB
HOURS RENTED 0 10.5 13.5 8 13.5 10.5 9 65
REVENUE $0.00 $2,100.00 $2,700.00 $1,600.00 $2,700.00 $2,100.00 $1,800.00 $13,000.00
MISC.
HOURS RENTED 3 14 4 5 0 1 0 27
REVENUE $450.00 $2,350.00 $600.00 $750.00 $0.00 $150.00 $0.00 $4,300.00
TOTAL
HOURS RENTED 3 182.75 221.25 203.25 242.5 188.75 124.5 1166
REVENUE $450.00 $35,875.00 $45,250.00 $49,450.00 $52,550.00 $39,720.00 $24,800.00 $248,095.00
2011-12 PRIME RATE $200
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBUARY MARCH TOTAL
FYHA
HOURS RENTED 0 158.25 132.75 110.25 133.75 128.25 95 758.25
REVENUE $0.00 $31,500.00 $26,300.00 $21,850.00 $26,550.00 $25,450.00 $18,900.00 $150,550.00
HIGH SCHOOL
HOURS RENTED 0 2.25 69.75 95.75 90.5 40 0 298.25
REVENUE $0.00 $450.00 $14,222.50 $22,420.00 $19,550.00 $8,570.00 $0.00 $65,212.50
SENIOR MEN
HOURS RENTED 0 0 4 4 4 5 3 20
REVENUE $0.00 $0.00 $800.00 $800.00 $800.00 $1,000.00 $600.00 $4,000.00
SKATE CLUB
HOURS RENTED 0 10 10 7 11 9 6 53
REVENUE $0.00 $2,000.00 $2,000.00 $1,500.00 $2,200.00 $1,800.00 $1,200.00 $10,700.00
MISC.
HOURS RENTED 7 10 9 3 0 0 1 30
REVENUE $1,400.00 $1,350.00 $1,300.00 $600.00 $0.00 $0.00 $200.00 $4,850.00
TOTAL
HOURS RENTED 7 180.5 225.5 220 239.25 182.25 105 1159.5
REVENUE $1,400.00 $35,300.00 $44,622.50 $47,170.00 $49,100.00 $36,820.00 $20,900.00 $235,312.50
2012-13 PRIME RATE $205
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBUARY MARCH TOTAL
FYHA
HOURS RENTED 19.5 166 148.75 130.5 138.5 140.25 98.5 842
REVENUE $3,997.50 $33,727.50 $30,067.50 $26,161.25 $28,007.50 $28,751.25 $20,192.50 $170,905.00
HIGH SCHOOL
HOURS RENTED 0 6 61.5 103.5 84.5 34.75 0 290.25
REVENUE $0.00 $1,230.00 $12,542.50 $24,119.38 $18,892.50 $7,699.69 $0.00 $64,484.07
SENIOR MEN
HOURS RENTED 0 0 4 4 5 4 2 19
REVENUE $0.00 $0.00 $600.00 $600.00 $800.00 $600.00 $300.00 $2,900.00
SKATE CLUB
HOURS RENTED 0 0 0 0 0 0 0 0
REVENUE $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
MISC.
HOURS RENTED 4.5 14 3 4 0 2 5 32.5
REVENUE $675.00 $2,100.00 $450.00 $750.00 $0.00 $300.00 $700.00 $4,975.00
TOTAL
HOURS RENTED 24 186 217.25 242 228 181 105.5 1183.75
REVENUE $4,672.50 $37,057.50 $43,660.00 $51,630.63 $47,700.00 $37,350.94 $21,192.50 $243,264.07
2013-14 PRIME RATE $210
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBUARY MARCH TOTAL
FYHA
HOURS RENTED 30 140 133.25 119.75 132.25 139.75 93.5 788.5
REVENUE $6,300.00 $29,400.00 $27,982.50 $25,147.50 $27,717.50 $29,347.50 $19,552.50 $165,447.50
HIGH SCHOOL
HOURS RENTED 0 8 74 103.25 83.25 42.25 0 310.75
REVENUE $0.00 $1,680.00 $16,859.39 $25,335.64 $19,259.70 $9,517.82 $0.00 $72,652.55
SENIOR MEN
HOURS RENTED 0 0 4 2 5 4 3 18
REVENUE $0.00 $0.00 $620.00 $310.00 $775.00 $620.00 $465.00 $2,790.00
MISC.
HOURS RENTED 4 10 0 4 2 0 5 25
REVENUE $620.00 $1,510.00 $0.00 $670.00 $420.00 $0.00 $775.00 $3,995.00
TOTAL
HOURS RENTED 34 158 211.25 229 222.5 186 101.5 1142.25
REVENUE $6,920.00 $32,590.00 $45,461.89 $51,463.14 $48,172.20 $39,485.32 $20,792.50 $244,885.05
2014-15 PRIME RATE $210
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBURARY MARCH TOTAL
FYHA
HOURS RENTED 18 100 119.75 94.25 115.25 97.25 67.75 612.25
REVENUE $3,780.00 $21,000.00 $25,147.50 $19,372.50 $24,202.50 $20,422.50 $14,227.50 $128,152.50
HIGH SCHOOL
HOURS RENTED 0 11.5 75 125.5 105 44.75 0 361.75
REVENUE $0.00 $2,415.00 $15,893.76 $31,202.20 $23,115.96 $10,230.32 $0.00 $82,857.24
SENIOR MEN
HOURS RENTED 0 0 4 3 4 4 2.75 17.75
REVENUE $0.00 $0.00 $620.00 $465.00 $620.00 $620.00 $426.25 $2,751.25
MISC.
HOURS RENTED 22 22 4 5 0 2 3 58
REVENUE $3,410.00 $3,410.00 $620.00 $775.00 $0.00 $310.00 $465.00 $8,990.00
TOTAL
HOURS RENTED 40 133.5 202.75 227.75 224.25 148 73.5 1049.75
REVENUE $7,190.00 $26,825.00 $42,281.26 $51,814.70 $47,938.46 $31,582.82 $15,118.75 $222,750.99
2010-11 2011-12 2012-13 2013-14 2014-15
FYHA FYHA FYHA FYHA FYHA FYHA
HOURS RENTED 774.5 758.25 842 788.5 612.25
REVENUE $154,375.00 $150,550.00 $170,905.00 $165,447.50 $128,152.50
HIGH SCHOOL HIGH SCHOOL HIGH SCHOOL HIGH SCHOOL HIGH SCHOOL HIGH SCHOOL
HOURS RENTED 281.5 298.25 290.25 310.75 361.75
REVENUE $72,820.00 $65,212.50 $64,484.07 $72,652.55 $82,857.24
SENIOR MEN SENIOR MEN SENIOR MEN SENIOR MEN SENIOR MEN SENIOR MEN
HOURS RENTED 18 20 19 18 17.75
REVENUE $3,600.00 $4,000.00 $2,900.00 $2,790.00 $2,751.25
SKATE CLUB SKATE CLUB SKATE CLUB SKATE CLUB SKATE CLUB SKATE CLUB
HOURS RENTED 65 53 0 0 0
REVENUE $13,000.00 $10,700.00 $0.00 $0.00 $0.00
MISC. MISC. MISC. MISC. MISC. MISC.
HOURS RENTED 27 30 32.5 25 58
REVENUE $4,300.00 $4,850.00 $4,975.00 $3,995.00 $8,990.00
TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL
HOURS RENTED 1166 1159.5 1183.75 1142.25 1049.75
REVENUE $248,095.00 $235,312.50 $243,264.07 $244,885.05 $222,750.99
2014-2015 Ice Season Participation Report
Item Number of Participants Miscellaneous Information
Open Skate 1,234
Halloween Skate 200 Skaters donated 143 pounds of food to the
Farmington Food Shelf
Skate with Santa 160 Skaters donated 205 pounds of food and
$51.00 to the Farmington Food Shelf
Spring Skate Festival 73 There were 53 different events. Increased
20 skaters from the 2014 event
Fall Learn to Skate 146
Winter Learn to Skate 103
Skate Rentals 260 pairs rented
Youth Open Hockey 81
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Commission Member Group Photo
DATE:April 8, 2015
BACKGROUND
Assuming that everyone is able to attend the meeting, staff would like to take a group photo of
Commission members and then post it on the city’s website. This is in keeping with past tradition. Please
come to the meeting photo-ready!!
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Rambling River Center Severe Weather Program Cancellation and Building Closing
Policy
DATE:April 8, 2015
BACKGROUND
Included in your packet is a Rambling River Center Program Cancellation and Building Closing Policy
(Policy) that the Rambling River Center Advisory Board developed and is recommending to be approved
by the Commission. Included with the Policy is a map of the building showing the locations where
people should go in the event there is severe weather. The Commission is being asked to review the
Policy and map and then formally make a recommendation to the City Council that it should approve the
Policy and map.
ATTACHMENTS:
Type Description
Exhibit Policy
Exhibit Severe Weather Shelter Map
Rambling River Center Weather Policy for
Building Closing and Program Cancellation
Purpose
The purpose of this policy is to identify when the Rambling River Center building will be closed
and/or when programs will be cancelled due to extreme weather conditions.
Definitions
The following definitions are being used to clarify key words in the Policy:
Severe Weather – Any type of weather leading to extreme and dangerous conditions. This includes
the following two weather scenarios:
Heat
• Warm/hot temperatures combined with high humidity to create a dangerous heat index
• Atmospheric conditions that may produce a severe thunderstorm capable of high winds,
hail, heavy rain and/or a tornado
Cold
• Low temperatures that may produce freezing rain
• Extremely low temperatures that may also be combined with wind that creates a dangerous
wind chill factor that may cause frostbite and hypothermia in 15 minutes or less
• Snow that may create unsafe conditions
• Snow combined with wind that may create a blizzard condition
Policy
It shall be the policy of the City of Farmington that the Rambling River Center building may close
and/or cancel programs due to severe weather. The following severe weather conditions will
warrant the closing and/or cancellation of programs at the Rambling River Center:
• If other city buildings are closed, then the Rambling River Center will be closed and all
programs will be cancelled and will be rescheduled to a different date if possible
• If a trip is planned and there is a wind chill advisory issued by the National Weather Service
during the time the trip will be occurring, then the trip will be cancelled and if possible
rescheduled to a different date
• If there is a heat advisory issued by the National Weather Service, then any outdoor
programs/events scheduled during the heat advisory will be cancelled and if possible
rescheduled to a different date
In addition to cancelling programs and/or closing the building due to severe weather, programs
and/or the building may be impacted by severe weather while the building is open and programs are
being held. In this scenario, the following action will be taken:
If a severe thunderstorm and/or tornado warning is given by Dakota County, all programs/activities
inside the Rambling River Center building will cease and all participants will be required to move
immediately to the following storm shelter areas in the building:
• Interior restrooms (not banquet room restrooms)
• Janitorial storage room
• Anchor Bank room
• Storage rooms (old jail cells) by train club area
A map is shown on the next page that identifies where the storm shelter areas are located in the
building.
While the city cannot force people to enter the storm shelter areas, everything will be done to
convince participants to remain in the building and move to the storm shelter areas rather than leave
the building. If a person decides to leave the building on their own, staff will not impede them from
leaving, but the city will not be responsible for what happens to the person once they leave the
building.
Once inside the shelter areas, people are not allowed to leave. Staff will monitor the severe weather
conditions to determine when it is safe for people to leave the storm shelter areas.
Storage Room Anchor Bank
Activity Room
Storage
Room
Storage
Room
Coffee
Nook
Women’s
Restroom
Men’s
Restroom
Women’s
Restroom
Mechanical
Room
Garage
Train
Room
Arts & Crafts
Room
Nicolai
Board
Room
Office
Red
Slipper
Room
Weber
Room
Empire Room
Jerry
Ristow
Library
Office
Front
Desk
Oak
Street
Entrance
Jack & Bev
McKnight
Fitness Center
Copy
Room
Kitchenette
Banquet
Room
Storage
Room
Farmington
Rotary
Room
Co
a
t
Ro
o
m
Men’s
Rest-
room
StorageStorage
Rambling River Center
Severe Weather Shelter
Locations Map
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Recreational Facilities Task Force Representation
DATE:April 8, 2015
BACKGROUND
The 2015 Work Plan identifies the Commission identifying at least one of its members serving on a
Recreational Facilities Task Force (Task Force). The Commission is being asked to discuss several
questions related to a potential future Task Force including:
what kind of representation should the Commission have? •
which Commission member(s) may be interested in serving? •
what should the Commission’s role be? •
While the outcome of the community survey will likely be the driving force behind creating the Task
Force, Commission members at the March 11, 2015 meeting felt it should discuss and select
representation from the Commission during this meeting. Commission members felt that it was
important to have this decision made sooner rather than later, so if the Task Force is formed, Commission
representation will already be known. Formal action should be taken to approve the selection of
Commission representation on the Task Force should it come to fruition.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:2015 Commission Work Plan Review
DATE:April 8, 2015
BACKGROUND
The Work Plan has been updated since the last Commission meeting. Commission members should
come to the meeting to review the attached updated work plan and discuss other work plan items it would
like to work on at future meetings.
ATTACHMENTS:
Type Description
Exhibit 2015 Work Plan
FARMINGTON PARK AND RECREATION COMMISSION
2015 WORK PLAN
Goal #1: Meet with the City Council at least once in 2015.
Objectives:
1. By April 1st, the Commission will have identified a date to meet with the City Council either in a workshop
setting, or for a parks tour and will identify possible agenda topics for discussion during the meeting.
Status: Completed. Have identified a parks and facilities tour on August 12, 2015 with the City Council.
2. By September 1st, the Commission will have held a workshop with the City Council, or a parks tour and
discussed during the workshop the agenda topics identified.
Goal #2: Develop and prioritize a list of 2016 improvement projects for parks, trails and recreational facilities.
Objectives:
1. By April 1st, the Commission will have discussed and identified a list of 2016 improvement projects to be
completed in park, trails and recreational facilities.
2. By May 1st, the Commission will have discussed and identify possible funding sources for the 2016
improvement projects.
3. By July 1st, the Commission will have met with the City Council to discuss the 2016 improvement projects and
how the project(s) may be funded.
4. By September 15th, at least one of the projects recommended for funding in 2016 will be included in the
approved 2016 preliminary budget.
Goal #3: Continue to build and strengthen relationships with Empire Township’s Park and Recreation
Commission (ETPRC).
Objectives:
1. By July 1st, discuss and determine a date to have a joint meeting with ETPRC.
2. By October 1st, a date will have been set to have a joint meeting with ETPRC.
3. By November 1st, discuss and formulate a list of discussion topics for a joint meeting agenda with ETPRC.
4. By December 1st, a meeting will have been held with ETPRC.
Goal #4: Participate in a Recreational Facilities Task Force.
Objectives:
1. By April 1st, the Commission will have identified one of its members to be involved with a Recreational
Facilities Task Force.
2. By May 1st, the Commission will have worked with City staff to identify possible youth sports organizations to
be involved in a Recreational Facilities Task Force.
3. By November 1st, the Recreational Facilities Task Force will have presented its report to the Commission.
4. By December 31st, the Commission will have reviewed the recommendation made by the Recreational
Facilities Task Force and forwarded a recommendation about recreational facilities to the City Council
Goal #5: Participate in developing a long-term financial plan for the Schmitz-Maki Arena .
Objectives:
1. By March 1st, the Commission will have been presented with financial information about Schmitz-Maki
Arena’s operating expenses and revenues and capital improvements from 2009 through 2013.
2. By June 1st, the Commission will have reviewed a Schmitz-Maki Arena projected five year financial plan for
the years 2017 through 2021 that will include operating expenses and revenues and capital improvements.
3. By December 31st, the Commission will have finalized and recommended to the City Council a five year
financial plan for Schmitz-Maki Arena that includes operating expenses and revenues and capital
improvements and is based on an at least break-even operating budget.
Goal #6: Work with Parks and Recreation Department staff to explore possible expansion of new winter
outdoor recreation opportunities through collaboration with other organizations.
Objectives:
1. By April1st, Commission members will have discussed at least one possible outdoor recreational special event
that the Parks and Recreation Department could offer to the community during the winter.
Status: Completed. Commission members discussed at its March 11, 2015 meeting to offer a Smores and
More event at the Rambling River Park outdoor rinks, but on a different date and to see if the Dakota
County Parks Department would be interested in partnering on a Farmington Day being held at Whitetail
Woods Regional Park.
2. By August 1st, the Commission will have finalized one possible prioritized outdoor recreational special event
to be offered to the community during the winter of 2015-2016.
Goal #7: Review and select a new picnic shelter for construction in 2015 for Fair Hills Park.
Objectives:
1. By February 1st, the Commission will have approved RFP specifications for a new picnic shelter.
Status: Completed. Commission selected shelter design at its January 14, 2015 meeting.
2. By March 15th, the Commission will have reviewed picnic shelter proposals and made a recommendation to
the City Council on the purchase and construction of a new picnic shelter.
Status: Completed. At its March 11, 2015 meeting Commission members recommended to the City Council
that a shelter be purchased from and installed by St. Croix Recreation Company, Inc. in Fair Hills Park.
3. By April 15th, the City Council will have approved the purchase and construction of a new picnic shelter.
4. By September 30th, installation of a new picnic shelter in Fair Hills Park will have occurred.
Goal #8: Participate in the development of a strategic plan for the Parks and Recreation Department.
Objectives:
1. By April 1st, the Commission will have brainstormed ideas for items to include in a three to five year strategic
plan.
2. By July 1st, the Commission will have identified the most important items to include in a three to five year
strategic plan.
3. By September 1st, the Commission will have reviewed and possibly revised a draft three to five year strategic
plan.
4. By December 31st, the Commission will have approved and forwarded to the City Council a recommended
three to five year Parks and Recreation strategic plan.
Goal #9: Be involved in the development of a community survey instrument’s questions that relate to Parks and
Recreation.
Objectives:
1. By March 1st, Commission members will have had an opportunity to provide input on questions related to
parks and recreation that could be included in the resident survey instrument before it is drafted.
Status: Commission members provided a list of possible park and recreation related questions to include in
a community survey.
2. By May 1st, Commission members will have reviewed a draft resident survey instrument and provide feedback
to staff about the Park and Recreation related questions.
Status: Completed. The Commission reviewed at its March 11, 2015 meeting a draft survey instrument and
provided feedback to staff on revisions to be made to the park and recreation related questions that were in
the survey.
3. By September 1st, Commission members will be presented with the results of the resident survey especially the
questions that relate to Parks and Recreation.
Goal #10: Receive periodic presentations from each of the Parks and Recreation professional staff members
about programs, parks, facilities and trails.
Objectives:
1. By March 1st, the Commission will have received a presentation by professional staff members of the
Department’s 2014 Annual Report.
Status: Completed. 2014 Annual Report given by staff at the February 11, 2015 meeting.
2. By May 1st, Commission members will have received a presentation from staff on the results of the Schmitz-
Maki Arena’s season.
3. By August 1st, Commission members will have received a presentation from staff on the first half operations of
the Rambling River Center.
4. By October 1st, Commission members will have received a presentation from staff on the results of the summer
programs offered.
5. By October 1st, Commission members will have received a presentation from staff about the outdoor pool
season.
6. By November 1st, Commission members will have received a presentation from staff about the summer ice
season.
7. By November 1st, the Commission will have received a presentation from staff about maintenance and
improvements to parks and trails
Goal #11: Explore the lighting of parks and/or trails through solar lighting methods.
Objectives:
1. By May 1st, the Commission will have explored styles and estimated costs of installing solar lights in parks
and along trails.
2. By July 1st, the Commission will have identified a specific style of solar lights for parks and trails.
3. By October 1st, the Commission will have identified and prioritized at least three park and trail areas for
lighting including spacing and location within the three parks.
4. By December 31st, the Commission will approve a final solar lighting plan that will be included in the five year
Capital Improvement Plan for parks and trails and beginning with the 2017 budget a request will be made to
start funding the solar lighting program.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:2016 Park Improvement Project(s)
DATE:April 8, 2015
BACKGROUND
At the March 11, 2015 meeting, Commission members reviewed the Park Improvement Fund’s 2015-
2019 Capital Improvement Plan (CIP) projects. At the meeting Commission members felt that the
community survey may provide some direction on what projects are considered a higher priority for
residents. The Commission should continue to discuss a list of possible projects to complete in 2016 as
well as have a discussion about updating the CIP projects for the years 2016-2020. This is a discussion
item only and no action is being requested.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Arena Financial Plan
DATE:April 8, 2015
BACKGROUND
I was able to research and find a couple of examples of an Arena business plan that the cities of Park
City, Utah and Cottage Grove, Minnesota developed and I have included a copy of each in your packet. I
would like to have the Commission review and discuss these plans during the meeting and provide
direction to staff about an approach to take with developing a 3-5 year plan for the Schmitz-Maki Arena.
This is a discussion item only and no action is being requested.
ATTACHMENTS:
Type Description
Exhibit Park City Arena Business Plan
Exhibit Cottage Grove Arena Business Plan
Title Page
PARK CITY ICE
ARENA BUSINESS
PLAN
BUSINESS PLAN
Developed by:
Jon Pistey, Operations Manager
Jason Glidden, Business Development Manager
2013-2014
PURPOSE STATEMENT
This document details specific strategies that the Park City Ice Arena will follow in order to
ensure it provides high quality programming and exceptional customer service to its guests. It
serves primarily as accountability and management tool to ensure that staff is progressing
towards achieving the Community Vision by taking measurable action steps. Secondarily, it
clarifies how day-to-day taxpayer funded operations ultimately bring about the desired outcomes
identified by the community and its representatives.
TABLE OF CONTENTS
The Community Vision for the Ice Arena – p.1
The Community Vision
Council Priorities & Desired Outcomes
Ice Arena Mission
Who Is the Ice Arena Team?
Strategies & Action Steps – p.3
Provide a Variety of High Quality Recreational Opportunities
Focus on Efficient Use of Resources
Provide Exceptional Customer Service
Utilize Facility as Economic Development Tool
Resources – p.9
Human Capital
Technology
Contract Services
Appendices – p.11
Operating Program Bids
Key Policies
Capital Project Requests
Performance Measures
| 1 | Ice Arena Business Plan
COMMUNITY VISION
In 2009 the City conducted a series of
interviews, surveys, open houses, etc., to better
understand the Community Vision or the way
residents see Park City, what they value, and
what they want local government to focus on.
We learned that our mandate is to Keep Park
City “Park City”. The boxes at right show what
the community has identified as the Core
Values that make Park City “Park City”.
The availability of recreational facilities and programs help to bring people together and
preserve the Sense of Community and Small Town charm that is vital to our success. Also, the
high quality of our services and our facility are a big part of the exceptional resident benefits
enjoyed by the permanent population and are an integral part of the recreational opportunities
enjoyed by our visitors and second homeowners.
COUNCIL PRIORITIES & DESIRED OUTCOMES
In the PC 2030 long range strategic plan, the City
Council identified four priority areas upon which the
City must focus its efforts in order to achieve the
Community Vision and Keep Park City “Park City”. The
Ice Arena is critical to three of those four priorities,
namely:
World-Class, Multi-Seasonal Resort Community
An Inclusive Community of Diverse Economic &
Cultural Opportunities
Responsive, Cutting-Edge & Effective Government
Within each priority area, a set of Desired Outcomes
shows what we intend to accomplish. This document
puts forth the specific strategies and action steps we’ll
use to bring about these Desired Outcomes.
The Community’s Vision
for the Ice Arena
Sense of
Community
Small
Town
Natural
Setting
Historic
Character
Community
Core Values
Community Vision
Council Priorities
Desired Outcomes
Strategies
Operating Programs
Capital Projects
Policies
| 2 | Ice Arena Business Plan
The Park City Ice Arena strives to provide a world class
recreational facility that inspires a fun, healthy and
sustainable community.
WHO IS THE ICE ARENA MANAGEMENT TEAM?
Jason Glidden – Business Development Manager Jon Pistey – Operations Manager
Chanz Skeffington – Operations Assistant Debbie Modrovsky – Hockey Director
Erika Roberts – Skating Director Amanda Noel – Front Desk Supervisor
Business
Development
Manager
Skating Director
Instructors
Hockey Director
Instructors
Front Desk
Supervisor
Cashiers
Skate Guards
Operations
Manager
Operations
Assistant
Building
Maintenance
Coordinator
Supervisors
| 3 | Ice Arena Business Plan
To ensure that our strategies are accomplishing the Community Vision, each strategy can be
linked to one or more Desired Outcomes within a Council Priority Area. The Council Priorities
represent the City Council’s broad strategy for achieving the Community Vision.
Keeping Park City “PARK CITY”
SENSE OF COMMUNITY | NATURAL SETTING | SMALL TOWN | HISTORIC CHARACTER
World Class, Multi-Seasonal
Resort Destination
Accessible and world-class recreational
facilities, parks and programs
Balance between tourism and local quality of
life
Varied and extensive event offerings
Accessibility during peak seasonal times
Multi-seasonal destination for recreational
opportunities
Internationally recognized & respected brand
Every City employee is an ambassador of
first-class service
An Inclusive Community of
Diverse Economic & Cultural
Opportunities
Skilled, educated workforce
Entire population utilizes community
amenities
Community gathering spaces and places
Responsive, Cutting-Edge &
Effective Government
Fiscally and legally sound
Engaged, capable workforce
Well-maintained assets and infrastructure
Ice Arena Strategies
I. Provide a Variety of High Quality Recreational Opportunities
II. Focus on Efficient Use of Resources
III. Provide Exceptional Customer Service
IV. Utilize Facility as Economic Development Tool
Strategies &
Action Steps
PL
A
N
DO
PL
A
N
DO
COMMUNITY VISION
COUNCIL PRIORITIES
STRATEGIES
| 4 | Ice Arena Business Plan
Steps taken under this strategy are crafted to bring about the following desired outcomes identified
by the City Council as critical to the Community Vision of Keeping Park City “Park City”:
Accessible and world-class recreational facilities, parks and programs
Accessibility during peak seasonal times
Entire population utilizes community amenities
Community gathering spaces and places
Fiscally and legally sound
Current Policy Direction: The Arena will place its primary focus on developing public skating
programs by engaging the regional population base and providing a variety of ice programs.
Action Step (Priority) Deliverable
Who’s
Responsible By When
Operating Programs
Youth Programming
Adult Programming
Get Out and Play
Plan logistics of
providing safe
instruction for 80
skaters
Skating
Director
November,
2012
Dryland Training
Develop a dryland
training program that
meets the needs of
Hockey players and
speed skaters
Skating
Director
November,
2013
Minority Outreach
Programming
Work with the PC
School District to
identify and invite
multicultural youth
who want to learn to
skate and/or play ice
hockey.
Hockey
Director
November,
2013
Therapeutic Skating
Program
Develop a Skating
program tailored to
disabled participants
Skating
Director
November,
2013
Adult Sized Hockey Rental
Equipment
Purchase adult sized
hockey equipment
for rental to beginner
hockey players
Hockey
Director
July, 2013
Strategic Partners:
Internal: Park City Recreation
External: Youth Winter Sports Alliance, National Ability Center, hockey equipment provider TBD
| 5 | Ice Arena Business Plan
Critical Success Factors:
The success of these programs lies in successfully partnering with th YWSA, NAC and minority
groups in the commuity as well as getting buy-in from speedskating and youth hockey for the benefits
of dryland training for their athletes. We will also need to find a partner from whom we can purchase
adult-sized hockey equipment at a reasonable cost.
| 6 | Ice Arena Business Plan
Steps taken under this strategy are crafted to bring about the following desired outcomes identified
by the City Council as critical to the Community Vision of Keeping Park City “Park City”:
Skilled, educated workforce
Fiscally and legally sound
Engaged, capable workforce
Well-maintained assets and infrastructure
Current Policy Direction: The Ice Arena will focus on efficient operations, appropriate and
measured capital expenditures, to ensure an appropriate cost recovery level.
Action Step (Priority) Deliverable
Who’s
Responsible By When
Operating Programs
Operations
Utilize Lobby More
Effectively
Rearrange layout of
lobby, purchase new
furniture and set up
to be more
welcoming and
comfortable
Front Desk
Supervisor
November,
2012
Implement the Use of
“Tablets” for Operations Staff
Purchase
tablets/software, train
staff and have staff
use tablets to
improve operational
efficiency
Building
Maintenance
Coordinator
January,
2013
Complete Operations
Training Videos
Develop and produce
training videos for
operations staff to
improve
standardization and
efficiency of training
process
Operations
Assistant
October,
2012
Renovate the “Concessions”
Room
Remove walls and
plumbing from the
room, determine best
use of space and
outfit for that function
Building
Maintenance
Supervisor
August
2013
Capital Projects
Operations
Replace Rubber Flooring
Throughout Facility
Design Layout, Issue
Bids and Choose
Vendor to
Operations
Manager
July 2013
| 7 | Ice Arena Business Plan
Provide/Install
Flooring
Strategic Partners:
Internal: IT Department, Building Department
Critical Success Factors:
The availabiliy of funding will have an impact on our ability to complete these action steps. Funding is
budgeted in the Capital Replacement Reserve Fund for the flooring project, but it may be scaled back
if prices are too high to replace all flooring. The concession room renovation will depend on our final
determination of the best use for that space, if we have funds in our operating budget, or if we will
need to request CIP funds. Implementing tablets will require Wi-Fi access throughout the building as
well as a testing period to determine whether it is a good solution for our needs.
| 8 | Ice Arena Business Plan
Steps taken under this strategy are crafted to bring about the following desired outcomes identified
by the City Council as critical to the Community Vision of Keeping Park City “Park City”:
Accessible and world-class recreational facilities, parks and programs
Balance between tourism and local quality of life
Varied and extensive event offerings
Accessibility during peak seasonal times
Multi-seasonal destination for recreational opportunities
Internationally recognized & respected brand
Every City employee is an ambassador of first-class service
Skilled, educated workforce
Well-maintained assets and infrastructure
Current Policy Direction: The Ice Arena will strive to provide an exceptional experience to all
visitors to the facility
Strategic Partners:
Internal: City Council, Interim CM, IT Department. Legal Department
Action Step (Priority) Deliverable
Who’s
Responsible By When
Operating Programs
Operations
Provide Wi-Fi Access for Our
Guests
Installation of Wi-Fi
equipment, landing page
agreement, public access
Arena
Operations
Manager
November
2012
Increase Rentable Equipment
Locker Inventory
Purchase and install
lockers in the east
hallway
Building
Maintenance
Coordinator
August,
2013
Capital Projects
Operations Replace Existing Arena
Management Software
Replacement of Class
Software
Front Desk
Supervisor
July 2013
Policies
Operations
Determine Policy Direction
for Arena Scheduling
Revenue and Usage
Comparisons/Projections,
Staff Report, Council
Meeting
Operations
Manager
March, 2013
| 9 | Ice Arena Business Plan
External: Software Vendor (TBD), Locker Vendor, All-West Communications
Critical Success Factors:
Our ability to provide Wi-Fi for our guests will rely on the IT and Legal Departments development of a
landing page that they feel relieves the city of any liability or responsibility for the content accessed
through the network connection provided by All-West Communications. Replacing arena
management software will depend on the availability of funds. Reworking or changing policy direction
will depend on how Council would like the facility to operate, as a business or as a community facility.
| 10 | Ice Arena Business Plan
Steps taken under this strategy are crafted to bring about the following desired outcomes identified
by the City Council as critical to the Community Vision of Keeping Park City “Park City”:
Varied and extensive event offerings
Internationally recognized & respected brand
Accessible and world-class recreational facilities, parks and programs
Current Policy Direction: Consistent with Park City’s goal to operate as a world-class multi-
season destination resort community, the Arena will serve as an economic development tool.
Strategic Partners:
Internal: Recreation Department, Legal Dept., HR, Interim CM, New CM
External: Park City Chamber of Commerce, Rec Advisory Board
Critical Success Factors:
The success of the sales and marketing plan will hinge on whether or not the compensation
plan is accepted by HR, Legal and the ICM. We will also need ot be chosen as the site for the
Kick-Off by providing the best proposal to the chamber for consideration. The Recreation
Master Plan will be a long process that we do not anticipate will be completed this year; it will
require many meetings with the Recreation department and the Rec. Advisory Board.
Action Step (Priority) Deliverable
Who’s
Responsible By When
Operating Programs
Economic Development
Implement Sales and
Marketing Plan
Compensation Plan,
price list, recruit for
PT sales position
Operations
Manager
November,
2012
Host Chamber Kick-Off
Event
Plan and Host the
Winter 2013
Chamber Kick-off
Event
Front Desk
Supervisor
November
2013
Recreation Master Plan
Work with RAB,
Recreation Dept. to
Produce a
Recreation Master
Plan for Park City
Operations
Manager,
Business
Development
Manager
December
2012
| 11 | Ice Arena Business Plan
| 12 | Ice Arena Business Plan
The following narrative provides a brief description regarding how major resources will be
managed in order to successfully carry out the strategies and action steps outlined in this
document. Specific resource requirements, such as number of positions or budget for office
supplies, are not discussed here. For that level of detail, please see the program bids and
capital requests in the appendix of this document.
HUMAN CAPITAL
The Ice Arena employs 5 full-time staff and between 20 and 25 part-time staff members. All
Full-time staff participate in a peer review process with goals developed to align with the
department’s goals in the biennial plans. Part-time staff all have yearly reviews as well with
opportunity for lump merit increases and raises based on performance. Staff also have the
opportunity to participate in Arena-run programs at a highly reduced rate.
TECHNOLOGY
We currently utilize a facility management software called Class, but the Front Desk Supervisor
is in the process of researching software solutions that will streamline and improve our customer
service. Operations staff is currently working with IT to identify solutions that will improve record
keeping ability and communication with service providers. Once the building has Wi-Fi
capability, we will begin testing different options and choose the best for our needs. Providing
public Wi-Fi service will also address our largest customer complaint.
CONTRACT SERVICES
The Ice Arena uses contract services for the maintenance and repair of specialized equipment
such as the refrigeration and HVAC systems. Maintenance of these systems, beyond routine
greasing and belt tightening requires special certifications. All minor facility repairs are
performed in-house.
CAPITAL REPLACEMENT
The Ice Arena has a Capital Replacement Reserve Fund which is funded by a yearly
contribution of $50K from the Basin Special Recreation District. This fund is used for
replacement and repair of major capital equipment, without which we would not be able to
support our programs.
Program
Resources
| 13 | Ice Arena Business Plan
Appendices
| 14 | Ice Arena Business Plan
Program: Ice Youth Programs Department: ICE FACILITY
A variety of rink-run, on- and off-ice programs in which youths can participate. Description:
Council Goal: Recreation, Open Space, and Trails
Desired Provide accessibility to premier recreational activities/facilities to the local
community at an affordable cost Outcome:
Section 1: Scope
Current LOS: This program includes the following rink-run activities: Learn to Skate, Learn to
Play Hockey, youth drop-in hockey, off-ice training, Learn to Skate and figure skating camps.
Learn to Skate and Learn to Play Hockey are both offered as six week long classes, and the ice is
often divided to accommodate both classes at the same time. Youth drop-in hockey is offered
throughout the year, generally during school vacations, on holidays, and when the Ice Miners
youth hockey organization is not in season. Off-ice training is offered on Monday afternoon and
Saturday morning for figure skaters, and skating camps are held during long holiday school
breaks and during summer vacation. Except for youth drop-in hockey, all programs have an
instruction/development component with rink staff providing most of the instruction. The
exception is during skating camps, when nutritionists, yoga instructors or other specialists are
brought in as guest instructors.
Proposed LOS: No change in level of service.
Section 2: Proposed Amount/FTEs
Expenditures
Current
FY12
Proposed
FY13 Proposed FY14
Is this the same level of
service? Or is it reduced
or enhanced LOS? Personnel $61,136 $56,275 $56,275
Materials
$25,007 $25,010 $25,010 Same LOS
Equipment
Replacement
(if applicable) Subtotal $86,144 $81,285 $81,285
Revenues
Ice Fees $76,816 $79,442 $86,924
(if applicable)
Net
Tota
l $9,327 $1,842 -$5,639
FTEs
FTR
0.34
0.29
0.29
PTNB
0.80
0.76
0.76
Tota
l
1.14
1.05
1.05 Results 130.
| 15 | Ice Arena Business Plan
Team
Score
75
Section 3: Qualifications for Meeting Criteria in Outcome Area
Provide accessibility to premier recreational activities/facilities to the local community at an
affordable cost. Healthy, active community.
Section 4: Cost Savings/Innovation/Collaboration
Using highly trained rink staff to instruct youth classes. Splitting the ice sheet to allow teaching
skating and hockey classes simultaneously to maximize revenue by allowing more participants
on the ice.
Section 5: Consequences of Funding Proposal at Lower Level
Funding at a lower level will result in lower-quality instruction and the loss of participants due to
dissatisfaction with the quality of instruction and lack of skill development.
Section 6: Performance Measures
Cost recovery level: 95% Satisfaction level: 90%
| 16 | Ice Arena Business Plan
Program: Ice Adult Programs Department: ICE FACILITY
Provide a variety of on ice adult programs to residents of Summit and Wasatch
County Description:
Council
Goal: Recreation, Open Space, and Trails
Desired Healthy active community
Outcome:
Section 1: Scope
Current LOS: The Park City Ice Arena offers a number of adult programs on a weekly basis
including: Adult Co-Ed Hockey, Lunch Bunch (Adult Learn-To-Skate), Adult Coached Drop-In
Hockey, and Adult Drop-In Hockey. The Drop-In Curling program was taken over by the Park City
Curling Club as a way to raise funds for the club's operations. Adult Co-Ed Hockey has four
seasons (Winter, Spring, Summer, and Fall) and games are played four nights a week. The
league has three levels (AB, BC, and CD) to accommodate the various skill levels of the
participants. The Coached Drop-In Hockey takes place once a week on Wednesday mornings.
Drop-In Hockey is consistently scheduled at least three times a week, with additional sessions
being offered when the schedule allows. The Lunch Bunch takes place every Wednesday and
allows for adults to have a skating lesson at a time when kids are not on the ice. It is a great way
for adults to socialize and to learn how to skate.
Proposed LOS: No change in level of service.
Section 2: Proposed Amount/FTEs
Expenditure
s
Current
FY12
Proposed
FY13
Proposed
FY14
Is this the same level of
service? Or is it reduced
or enhanced LOS? Personnel $57,649 $48,110 $48,110
Materials
$50,064 $51,703 $51,378 Same LOS
Equipment
Replacement
(if
applicable) Subtotal $107,712 $99,813 $99,488
Revenue
s
Ice Fees $134,006 $139,819 $147,528
(if applicable)
Net
Tota
l -$26,293 -$40,006 -$48,040
FTEs
FTR
| 17 | Ice Arena Business Plan
0.42 0.32 0.32
PTNB
0.47
0.47
0.47
Tota
l
0.89
0.79
0.79
Results Team
Score
13
3
Section 3: Qualifications for Meeting Criteria in Outcome Area
Provide accessibility to premier recreational activities/facilities to the local community at an
affordable cost. Healthy, active community.
Section 4: Cost Savings/Innovation/Collaboration
Innovation: The ice arena strives to incorporate technology into our adult programs. Marketing
and communication of programs is done primarily through the rink's website and e-mail blasts.
Adult League standings and player statistics are now available on the adult hockey landing page
on the ice rink's website. This is an additional feature of the league that has enhanced the
service level with minimal increase in costs.
Section 5: Consequences of Funding Proposal at Lower Level
If funding levels are below what is proposed, then restrictions will be placed on adult programs
that will limit the amount of participants to each program. This will include restricting the
number of teams in our adult leagues, which may potentially prevent adult players from
participating in the league. In addition, revenues from these programs would be reduced.
Section 6: Performance Measures
Three performance measures have been identified for adult programs. Number of teams in the
adult hockey leagues (18), cost recovery of adult programs (100%), and participant satisfaction
(90%).
| 18 | Ice Arena Business Plan
Program: Ice Programs Department: ICE FACILITY
Provides a variety of on-ice programs for both youths and adults in Summit and
Wasatch Counties. Description:
Council
Goal: Recreation, Open Space, and Trails
Desired Provide accessibility to premier recreational activities/facilities to the local
community at an affordable cost Outcome:
Section 1: Scope
Current LOS: The ice arena provides a variety of public programs to both residents and non-
residents of Summit and Wasatch Counties. These programs include Open Public Skating, Cheap
Skates, Drop-In Speed Skating, Stick & Puck, and Freestyle (figure skating) sessions. The ice rink
hosts Open Public Skating/Cheap Skates seven days a week. The majority of these program
times are in the afternoon with the exception of Friday and Saturday nights when the junior A
hockey team is out of town. Drop-In Speed Skating takes place once a week on Sunday
afternoons. Stick & Puck sessions are regularly scheduled on Saturday afternoons along with
additional sessions scheduled during school vacation weeks. Freestyle sessions (Figure Skating)
are scheduled five times a week. Normally the session is scheduled in the early morning time
slot from 6am to 9am.
Proposed LOS: No change in level of service.
Section 2: Proposed Amount/FTEs
Expenditure
s
Current FY12
Proposed
FY13 Proposed FY14
Is this the same level of
service? Or is it reduced
or enhanced LOS? Personnel $138,083 $138,485 $138,485
Materials
$83,051 $68,863 $69,678 Same LOS
Equipment
Replacement
(if
applicabl
e) Subtotal $221,134 $207,348 $208,163
Reven
ues
Ice Fees $76,596 $80,823 $88,063
(if applicable)
Net
Total $144,538 $126,525 $120,100
FTEs
FTR
1.20
1.20
1.20
PTNB
1.20
1.21
1.21
Total Results Team 11
| 19 | Ice Arena Business Plan
2.40 2.41 2.41 Score 7
Section 3: Qualifications for Meeting Criteria in Outcome Area
The rink strives to provide quality programing at an affordable cost to the participants.
Section 4: Cost Savings/Innovation/Collaboration
Innovation: The ice arena strives to incorporate technology into our ice programs. Marketing
and communication of programs is done primarily through the rink's website, social media, and
e-mail blasts. This has allowed for a reduction in marketing costs. Staff continues to cross
evaluate program numbers and ice schedule to ensure that program participation numbers are
at a level to reach cost recovery goals.
Section 5: Consequences of Funding Proposal at Lower Level
If funding levels are below what is proposed, then the ice arena will have to limit the amount of
programs offered as well as eliminate certain programs due to lack of staff resources. This
would also reduce the amount of revenue received through these programs.
Section 6: Performance Measures
Two performance measures have been identified for ice programs. Cost recovery of ice
programs (75%) and participant satisfaction (90%).
| 20 | Ice Arena Business Plan
Program: Operations Department: ICE FACILITY
Provides basic support for operation of the ice arena, regardless of the activity
currently being hosted. Descripti
on:
Council
Goal: Recreation, Open Space, and Trails
Desired Provide accessibility to premier recreational activities/facilities to the local
community at an affordable cost Outcome
:
Section 1: Scope
Current LOS: This program provides the basic backbone for keeping the ice rink functioning
when not supporting specific programs or activities. Functions within operations are: providing
basic utility service for lights, water, sewer and HVAC as well as maintenance and supplies for
related infrastructure, i.e. belts, hoses, oil, wiring, plumbing supplies, hardware, staff time and
specialized service providers whether contract or hourly; providing staff and supplies for
building cleaning and maintenance; snow removal; operation and maintenance of the
refrigeration plant; ice maintenance and related equipment, supplies and staff time. Other
operational costs specific to other rink program bids are reflected in those bids.
Proposed LOS: The slightly enhanced level of service is due to increased hours of operation.
Section 2: Proposed Amount/FTEs
Expendit
ures
Current
FY12
Proposed
FY13
Proposed
FY14
Is this the same level of
service? Or is it reduced
or enhanced LOS? Personne
l $232,058 $236,717 $236,717
Materials
$97,528 $98,125 $98,125 Enhanced LOS
Equipment
Replacement
(if
applicable) Subtotal $329,585 $334,842 $334,842
Revenue
s
Ice Fees $215,088 $219,770 $228,918
(if
applicable)
Net
Total $114,497 $115,072 $105,924
FTEs
FTR
2.59
2.64
2.64
PTNB
1.33
1.33
1.33
| 21 | Ice Arena Business Plan
Total
3.92
3.97
3.97
Results Team
Score
12
6
Section 3: Qualifications for Meeting Criteria in Outcome Area
Provide accessibility to premier recreational activities/facilities to the local community at an
affordable cost. Preserve the Park City brand. Environmental Stewardship. Healthy, active
community. Develop Park City as a year-round destination recreation location.
Section 4: Cost Savings/Innovation/Collaboration
Cost Savings: The ice rink is saving operational costs through the use of a new electric ice
resurface which reduces the cost per ice cut, as well as its innovative technologies: laser
controlled ice depth will maintain a level ice sheet within less build up, requiring the use of less
water, less energy to run the refrigeration plant and less staff and ice time devoted to ice
maintenance. The last factor will increase revenue potential and allow staff to devote more
time to cleaning and building maintenance and repairs.
Section 5: Consequences of Funding Proposal at Lower Level
Funding the option at a lower level will result in lower levels of cleaning and maintenance, and a
degradation of the ice quality due to running the plant at higher temps to reduce energy
consumption.
Section 6: Performance Measures
Building Cleanliness Ratings: 90% good/excellent Ice Quality Ratings: 90% good/excellent
| 22 | Ice Arena Business Plan
Program: Retail Department: ICE FACILITY
Revenue sources not directly derived from use of the ice sheet. Description
:
Council
Goal: Recreation, Open Space, and Trails
Desired Healthy active community
Outcome:
Section 1: Scope
Current LOS: Retail Services encompasses advertising, concessions, skate sharpening and repair, and
the sale of a small selection of figure skating and hockey essentials, as well as figure skate sales as
ordered. The ice arena does not spend money on concessions as the service is contracted to a vendor,
but we do receive a share of the revenue from food, beverage and video games. Staff time is shared
between ordering and selling merchandise, fitting, ordering and mounting skates, and selling and
installing/removing advertising in the ice arena. ROI on general retail of figure skating and hockey
merchandise is $1.47 for every dollar spent. ROI for figure skate sales is $1.98 for every dollar spent.
Over the past two years, figure skate sales have increased dramatically with the growth of the figure
skating club and the improvement of skaters' skill level, which necessitates the purchase of more
expensive skates.
Proposed LOS: This accounts for the majority of the proposed budget increase, which is offset by a
reduction in the natural gas budget line. With ice time being full, retail holds the largest revenue
growth potential for the next few years, especially in figure skates, hockey equipment/skates, and
advertising sales. We do not propose increases to the budget to increase hockey or advertising-related
revenue at this time.
Section 2: Proposed Amount/FTEs
Expenditur
es
Current FY12 Proposed FY13 Proposed FY14
Is this the same level of
service? Or is it reduced
or enhanced LOS? Personnel $18,557 $28,744 $28,744
Materials
$2,051 $22,031 $24,031 Enhanced LOS
Equipment
Replacement
(if
applicable) Subtotal $20,608 $50,775 $52,775
Revenue
s
Ice Fees $74,432 $80,353 $86,413
(if applicable)
Net
Total -$53,824 -$29,577 -$33,638
FTEs
FTR
0.17
0.27
0.27
| 23 | Ice Arena Business Plan
PTNB
0.13
0.18
0.18
Total
0.30
0.45
0.45
Results
Team
Score:
117.7
5
Section 3: Qualifications for Meeting Criteria in Outcome Area
Provide accessibility to premier recreational activities/facilities to the local community at an affordable
cost. Healthy, active community
Section 4: Cost Savings/Innovation/Collaboration
We save costs by only ordering skates when needed and by not having a stock of skates on hand, which
would require a large initial capital outlay.
Section 5: Consequences of Funding Proposal at Lower Level
Funding at a lower level would decrease revenues and increase the ice arena subsidy. Customer
service would suffer and our skating population would not be happy.
Section 6: Performance Measures
Skate service satisfaction: 85% Retail Selection Satisfaction: 50% Cost Recovery: 150%
| 24 | Ice Arena Business Plan
Program: Special Events Department:
ICE
FACILITY
Host special events that will aid in economic development in addition to
providing entertainment for local residence. Description:
Council
Goal: World-Class Multi-Seasonal Resort Community
Desired Balance tourism & local quality of life
Outcome:
Section 1: Scope
The Park City Ice Arena hosts a number of special events throughout the year. A number of
these events bring economic benefit to the community by bringing both participants and
spectators from outside of Park City. The Ice Arena hosts several hockey events (Rocky
Mountain Shoot Out - Youth, Gold Digger - Women’s, Luc Robitaille Celebrity Shoot Out - Charity
Game, Best of Utah - Senior Men’s, and Muddy Puck - Co-Ed Adult. The ice arena is home to the
annual Curling Elevated Bonspiel in April. In addition the ice arena helps to put on a number of
community events for local residents and clubs. These events include Christmas at the Ice
Arena, Learn to Skate Open Houses and this year and 10 Year Olympic Celebration Event. The
Figure Skating Club of Park City hosts two skating shows (Christmas Show & Spring Show) at the
ice arena. In the summer the rink stays busy hosting weekly camps. These include Rocky
Mountain Hockey School, Park City Hockey Experience Camp, and Figure Skating Camp. The
Park City Ice Arena is the home of two men’s hockey teams (Pioneers and Moose). Each team
host games with teams from around the western United States.
Section 2: Proposed Amount/FTEs
Expenditure
s
Current FY12 Proposed FY13 Proposed FY14
Is this the
same level of
service? Or is
it reduced or
enhanced
LOS? Personnel $27,314 $27,502 $27,502
Materials
$2,940 $2,319 $2,319 Same LOS
Ongoing CIP
(if applicable) Subtotal $30,253 $29,821 $29,821
Revenues
BPE Fees $208,000 $214,000 $220,000
(if applicable)
Net
Total -$177,747 -$184,179 -$190,179
FTEs
FTR
0.28
0.28
0.28
PTNB
0.11
0.11
0.11
| 25 | Ice Arena Business Plan
Total
0.39
0.39
0.39
Section 3: Qualifications for Meeting Criteria in Outcome Area
Develop Park City as a year round destination recreation location, Healthy active community
Section 4: Cost Savings/Innovation/Collaboration
Due to limited ice along with a short summer schedule, the ice arena has become more efficient
with booking camps. The Figure Skating Camp and Pioneer Camp have worked together to allow
for both camps to take place on the same week.
Section 5: Consequences of Funding Proposal at Lower Level
If funding is cut to this program then the number of special events held would be reduced and
the level of service provided to event planners would be reduced which could impact overall
satisfaction. In addition, revenues from ice rentals from events would be reduced.
Section 6: Performance Measures
Two performance measures have been identified for Special Events. Number of events (28) and
event planner satisfaction (90%).
| 26 | Ice Arena Business Plan
Park City Ice Arena Mission and Strategic Plan
July 2010
Mission: Effectively utilize resources to provide an enjoyable recreational
experience that exceeds the expectations of our guests.
Goal Strategy
1 – Public Program Development. The Arena will
place its primary focus on developing public skating
programs by engaging the regional population base
and providing a variety of ice programs.
2 - Resource Responsibility. The Ice Arena will
focus on efficient operations, appropriate and
measured capital expenditures, to ensure an
appropriate cost recovery level.
1A – The Arena will operate year round with a
focus on public skating programs while scheduling
on-ice events that compliment program
development with minimal program interruption.
1B – Staff will work to develop long term master
planning to address the future growth and demand
for ice times.
1C – Scheduling of ice will be done to maximize
revenue while providing a balanced mix of
programming.
1C – Events will be limited to one per month during
the peak season (October – March). Events creating
significant program interruption will be limited to
non-peak seasons (April – September).
1D – Staff will determine program growth,
direction, ice schedule and procedures based on
demand forecasts, revenue generation, and user
feedback.
1E – Summit and Wasatch Counties will continue to
receive resident rates in an effort to build a strong
skating base to feed programs.
2A – In an effort to minimize environmental impact,
arena staff will identify environmental responsible
alternatives and implement when feasible.
2B – Staff will maintain a cost recovery level for ice
arena operations above 65% with the subsidy not to
exceed $350,000.
2C – In order to encourage responsible and
competitive fees, Arena staff will consider
comparable ice facilities, with focus on ski town
arenas along with other similar recreational
amenities in the region.
2D –Arena staff will research and implement cost
effective technology that will reduce operation
costs.
| 27 | Ice Arena Business Plan
3- Customer Service. The Ice Arena will strive to
provide an exceptional experience to all visitors to
the facility.
4 –Economic Development. Consistent with Park
City’s goal to operate as a world-class multi-season
destination resort community, the Arena will serve
as an economic development tool.
2E – Consistent with the Inter-Local Agreement
between the City and Basin, Arena staff will
provide a replacement schedule for capital
equipment.
2F – In addition to revenue generation through user
fees and concessions, Arena staff will strive to
increase revenues through retail sales, grants,
interior arena program advertising, and program
sponsorships.
3A – In a continuous effort to encourage a healthy
level of participation, Arena staff will utilize various
marketing methods to communicate information
regarding programs and events at the facility.
3B – All arena staff will be properly trained and
educated in the policies, procedures and program
information regarding the city and the ice arena.
3C – User surveys will be developed, distributed,
and collected to receive feedback on programs,
facility conditions, and overall satisfaction.
4A – Arena staff will work with the local
community and the Park City Chamber in particular
to attract recreational/educational activities and
events (as described above) to the Arena.
4B – Identify opportunities for the ice arena to
promote premiere athletic training opportunities for
levels and abilities.
4C – Consistent with the Inter-Local Agreement
between the City and Basin, Arena staff will
balance tourist related revenue producing events
with local programs.
4D – Arena staff will take advantage of its
proximity to the onsite Fields Complex to host
recreational/educational activities and events that
utilize both the arena and fields.
PARK CITY ICE ARENA
ICE SCHEDULING POLICY
Updated 5/22/2012
Ice Scheduling, General Process:
1. User Groups submit ice requests for next season (Feb).
2. Arena management team creates draft base schedules (Mar).
3. Arena staff host user group meeting and finalizes base schedule (Mar-Apr).
4. Staff enter schedule into Facility Booking software (May-July) as follows:
1. Enter known events – 1/month during November through March
2. Enter user group contracts
3. Enter ice arena run classes
4. Enter administrative programs – ice arena drop-in & public sessions (i.e. Drop-
in hockey, freestyle, public skating, drop-in speed skating)
5. Book Private Ice requests when ice is available
To Book Private Ice
1. Private Ice must be book a minimum of 45 days in advance if bumping an
administrative program. Each administrative program will not be bumped more
than one time per month (example – freestyle, drop-in’s, public skating) during
the peak season, November – March.
2. To book “Available Ice” (time slots that do not have a program scheduled) if front
desk and supervisory staff are available. Additions can be made for “Available
Ice” with the following considerations: If ice time is determined “Available to rent”,
appropriate supervisor, front-desk and any additional staffing must be confirmed
prior to booking the rental.
To make a request for ice, fill out a “Facility Usage Request.” Forms are available at the
front desk or online at www.parkcityice.org. You may also contact Amanda, Front Desk
Supervisor with requests. Requests will be responded to within 48 hours.
Contacts for Ice Rentals:
Private Rentals, User Groups: Amanda Noel (435-615-5706)
Groups Requesting Learn to Skate Instructors: Erika Roberts (435-615-5704)
Request forms can be initiated by staff and given to Amanda to input into Class. Amanda
will generate all contracts from Class.
Payment Guidelines
Private Rentals totaling $500 or less must be paid in full at the time of booking.
Insurance must also be provided at the time of booking, or waived.
Rentals totaling more than $500 must secure a 50% deposit with the remaining
balance paid prior to rental.
Birthday Parties require a $50 deposit at time of booking with remaining balance
($100 for b-day party package) due immediately following the party.
Cancellations greater than 48 hours in advance will be credited or refunded for
90% of the expected cost. Cancellations within 48 hours will not be credited or
refunded.
School Groups must be scheduled in advance with the Front Desk Supervisor.
Front Desk Supervisor can invoice school for payment after sessions.
Appropriate waivers and attendance sheets must be given to the Front Desk
Supervisor.
User groups will be billed the 1st day of each month with payment due by the 30th
for the next month’s ice.
- A fee equal to 10% of the past due amount due will be assessed, for
payments later than 30 days. This penalty will show on the next month’s
invoice and will be due at the time of the invoice in which it is presented.
- User Groups with past due invoices for fit the right to book future ice.
- After 60 days, the User Group will not be allowed to take the ice,
regardless of contract or scheduling. PCIA is permitted to reprogram or
rent ice booked by an account in default. See Past Due Invoices below.
Employee Rates: Employees must follow the same rental protocol as private
rentals. Employees may rent the ice for a not for profit event at the same price
offered to user groups.
Cancellation of Reserved Ice
User groups may cancel a specific ice session 45 days prior with no penalty. For cancellations
within 45 days, PCIA encourages user group to contact other user groups to re-sell the ice.
Alternatively, the User Group may return the booking responsibility to the Front Desk Supervisor
who will in turn try to re book the ice. If the ice is rebooked, it is to the Front Desk Supervisor’s
discretion if sufficient revenue will be generated, in which case the User Group will be credit for
their ice. The Front Desk Supervisor may reprogram the ice in efforts to dead ice.
Private Rentals cancelled within 45 days of scheduled ice will forfeit 10% of rental fee.
Private Rentals cancelled within 30 days of scheduled ice will forfeit 100% of rental fee.
Rentals cancelled due to weather or building/operational issues will be refunded or credited at
100%.
Past Due Accounts
User Groups or private rental clients that are 30 days past due incur a 10% late
fee on the past due amount.
User Groups with past due invoices forfeit the right to book future ice.
User Groups or private rental clients that are 60 days past due forfeit their right to
currently booked ice.
In such a case, PCIA may rent currently contracted ice to other parties or re-
schedule the ice with rink run programs. If the account is made current, PCIA will
stop renting ice reflected on the contract, but any contracted ice that is rented to
another group will not be returned to you. Your contract will be modified to reflect
any changes to ice you currently have scheduled.
Monthly Schedules will be online 2 weeks before the month begins. Unless there is an
error to the schedule, it should not change once it has been available to the public.
Additions can be made to available ice with the following considerations: potential
revenue and staff availability.
Hourly Rates for 2011-12 Seasons
User Groups $180
Locals/Nonprofit $200
Non-Residents/For Profit $260
Outside Hockey Camps $260
Broomball Equipment $25
Curling Equipment $50
Rink Dividers $25
Inputting Schedules and Calendar upkeep
Master Schedule kept in the Front Desk Supervisor’s office. Amanda will make
all changes to schedules, re-post schedules as changes occur, and email ice
team with any changes.
All schedule requests must be made in writing and given to the Front Desk
Supervisor within 24 hours of the allotted time period for schedule changes or
additions.
Administrative scheduling will be developed by scheduling committee (Business
Development Manager, Skating Director, Hockey Director and Front Desk
Supervisor) and input into Class by the Front Desk Supervisor.
Contracts and private rentals will be input into Class by the Front Desk
Supervisor.
Learn to classes will be submitted by the Skating Director and Hockey Director
and inputted into Class by the Front Desk Supervisor.
Request forms, internal monthly schedule and weekly public schedule will be
published by the Front Desk Supervisor.
Reservation forms for parties, events, and private rentals will be taken by staff
and put in the Front Desk Supervisor’s mailbox. The Front Desk Supervisor is
responsible for managing all scheduling requests and following up with the
requesting party. Staff can look in the scheduling book to see when ice is
available and be a resource to those looking to book ice.
Website
The Front Desk Supervisor will complete monthly schedules and distribute
schedules. Schedules will be upload schedules on the parkcityice.org and posted
throughout the facility.
Phone Recording
The Hockey Director will record the weekly public schedules by Monday
afternoon (Monday through Monday). The Front Desk Supervisor will be the
backup if the Hockey Director is unable to update open skate and ice hockey
schedule recording. The Front Desk Supervisor is also responsible to update the
phone messages when alternative greetings are appropriate (due to special
events, IT issues or facility closings)
Cottage Grove Ice
Arena Business Plan
Organization
Introduction
The Cottage Grove Ice Arena is a premier three ice sheet facility located along 80 th Street on the
Park High School Campus. The Arena is owned and operated by the City of Cottage Grove on
land leased from the South Washington County School District (ISD #833). The Ice Arena was
built in 1974 and remodeled and expanded in 2008. It is the fifth largest ice arena in the state
of Minnesota in terms of ice surface and is one of very few facilities to offer two official game
sized rinks with permanent heated stadium seating. The Arena has a superior design model
that provides customer satisfaction to not only those on the ice, but the parents, spectators
and other users of the facility. Considering its size and quality features, the Cottage Grove Ice
Arena is considered a premier ice hockey tournament venue within MN Hockey.
Mission
The mission of the Cottage Grove Ice Arena is to provide a clean, safe and well maintained
recreational facility that serves the hockey and figure skating needs of the residents of Cottage
Grove and surrounding communities. The arena is operated in a fiscally responsible manner.
Ice Arena Team
Ice Arena Manager
Assistant Ice Arena Manager Maintenance Technician Clerical Assistant
Skate School Director Facility Supervisors
Skate School Instructors Facility Assistants/ Concession Staff /Skate Guards
Custodians
Staffing
The Cottage Grove Ice Arena employs 3 full time staff. There is one Ice Arena Manager, one
Assistant Arena Manager and one Maintenance Technician. In addition to full time staff, the Ice
Arena employs up to forty part time/seasonal staff including Supervisors, Assistants, Concession
Workers, Skate Guards, Skate School Instructors, and Custodians. The Ice Arena, Parks and
Recreation divisions share administrative staff of a part time clerical assistant and a part time
marketing coordinator intern.
Each position has a unique skill set necessary for success of the employee and organization. Yet
all employees are expected to work cooperatively to make a sound team delivering customer
satisfaction. Specific areas of expertise include athletic facility rental, skating instruction, food
handling, inventory management, skating/hockey repair, janitorial services, HVAC/ ice
resurfacer and industrial refrigeration maintenance. General areas of expertise that overlap
most or all positions include employee supervision, customer service, building
cleaning/maintenance, first-aid, financial planning, cash-flow management, marketing and
program development just to name a few.
At the beginning of each season all staff is trained in Ice Arena and City policy. The primary
focus is to provide the highest level of customer service through positive customer interaction,
quality programs and clean, safe, well-maintained facilities. Staff are also thoroughly trained in
safety and emergency procedures.
Key Customers
Cottage Grove Hockey Association
Figure Skating Booster Club
MN Hockey/District 8
School District/High School
Woodbury Hockey Association
Advanced 15/16 Program
Elite/Reebok Performance Program
Exceed Hockey
Ice Edge AAA
Stride Ahead
ESP Hockey
PDP Hockey School
Minnesota Pro Development
Combat Hockey Training
Cottage Grove Area Chamber of Commerce
Product and Services
Current Products and Services
1. Ice Rental: Two 200ft x 85ft ice sheets/ One 120ft x 65ft
2. Dry floor rental space
3. Meeting Room rental space
4. Advertising rental space
5. Concession stand
6. Skate sharpening
7. Vending machines
8. Skate School lessons and programming
9. Public Skating sessions; Public Skating, Figure Skating Practice, Youth Open Hockey,
Adult Open Hockey
10. Adult Hockey Leagues
11. Pro Shop
12. Birthday parties
13. Spectator Events; High School Hockey Games, Hockey Tournaments, Ice Show, Figure
Skating Competitions
Future Products and Services for Consideration
1. Skate rental
2. Indoor turf
3. Hockey programs within Skating School
4. Combined hockey and recreation summer camp
Customer Analysis
The Cottage Grove Ice Arena has a broad range of customers. The facility has hundreds of
thousands of customer entries into the facility each year. Although there is no real way to
detail “actual facility entries” the simplified matrix provided below provides some insight as to
the volume of traffic the arena generates on any given year. The matrix is based on a prime
season (Oct-Mar) and non-prime season (Apr-Sep). The matrix presumes prime season ice
usage of 5 hours per weekday per ice sheet and 24 hours per weekend per ice sheet. Non-
prime season ice usage is calculated at 4 hours per weekday per ice sheet and 8 hours per
weekend per ice sheet. Average use per hour in the prime season is 60 skaters/spectators
whereas the non-prime season averages 30. These averages were chosen based on a
summation of usage analysis of practices, games, tournaments, public skating and more. As an
example, practices may have as few as 25 skaters/spectators on the ice whereas a game or
tournament may have as many as a thousand for a single event. It is believed the average use
per hour means out the peaks and valleys.
Prime Season
Weekday Volume 117,000
Weekend Volume 112,320
Non-Prime Season
Weekday Volume 31,200
Weekend Volume 12,480
Miscellaneous
Dry Floor Events 3,000
Park/Rec Office 1,200
Total Usage Estimate 277,200
Each of these customers has different usage needs and expectations of the facility. Below is a
description of the different customers the arena must be cognizant of in order to take
advantage of the constant opportunity to produce revenue through the ability to meet
customer needs of this large audience.
Youth Hockey Programs – Range in age from 2 to 18 years. Play as part of local hockey
association, local and regional AAA programs, regional teams and more. These players expect a
quality sheet of ice, clean locker rooms and facilities, off-ice training areas, pro shop gear, skate
sharpening, food service and a fun playing environment. The primary tenant of the facility is
the Cottage Grove Hockey Association. There are over 30 Cottage Grove Hockey Association
teams who will play up to 80 practices and 30 games at home each season (varies depending on
age and competition level). Each game brings in an additional team of skaters, parents, siblings
and spectators typically from outside the community. AAA programs and other regional youth
programs utilizing the arena varies from season to season.
High School Hockey Teams – Local and regional high school hockey teams who play as part of
the MN State High School League. The primary high school hockey tenants at the Cottage
Grove Ice Arena are Park Boys, Park Girls and East Ridge Boys teams. These customers expect
high quality ice sheets and playing areas, a great game day experience, varsity locker room,
clean restrooms/showering facilities, off-ice training areas, meeting room space, pro shop
supplies, concessions and security of their facilities. A typical high school team has a junior
varsity and varsity program totaling 6 high school teams calling Cottage Grove Ice Arena home.
Each team will practice approximately 75 hours per year and play 10 -12 home games per year
at the arena.
Figure Skaters – Figure skaters come as participants of the Cottage Grove Skating School and
from the surrounding areas. The Cottage Grove Skating School averages approximately 50
active figure skaters in its skating school program. These skaters are dedicated to the sport and
expect a quality ice sheet, ample program offerings, access to practice ice time, lounging areas,
clean locker rooms/facilities, quality sound system, meeting space and off -ice training areas.
Figure skaters are also drawn from outside the community for programs /events such as Figure
Skating Practice, private lessons, clinics, camps, ice show and competitions.
Skating Lesson Participants – Each skating school session averages approximately 135
registrations. These customers expect a welcoming environment (particularly first-timers),
quality skating instruction, exercise, skill progression and most importantly fun. The skating
lesson participants are often staff’s first opportunity to build life-time customers and create a
positive “word of mouth” campaign for arena services.
Spectators – With each and every skater or hockey player that utilizes the Ice Arena, there is a
group of people excited to watch them play, perform or compete. For the average youth
hockey game, 100 spectators will be in the bleachers chee ring the players on. These spectators
are parents, siblings, grandparents, aunts/uncles, friends, neighbors, scouts, future coaches and
local hockey fans. They come to support the home team and they come to support the visiting
team. High school hockey and premier tournament events can draw several hundred to even a
thousand spectators in a single event. These spectators expect a welcoming lobby, great site
lines of the game/event, quality sound system, comfortable conditions (temperature, seats,
etc.), lounging areas, clean restrooms/facility, quality concession stand and parking. Spectators
can also be found at the Business Expo, Circus, ceremonies and other non-ice events. It’s
important to note that most spectators are visiting because of a programmed event that is
bringing them to the facility. Advertising or additional marketing rarely results in additional
“draw” beyond the community borders.
Adult User Groups - Adult groups use the ice arena to play hockey, broomball, boot hockey or
for recreational skating. These groups have little spectator support and are more concerned
about getting a fun playing and fitness experience while bonding with friends. They expect a
quality sheet of ice and clean locker rooms at a fair price. These customers are willing to drive a
little bit further to save money on ice time.
Off-Season Hockey Groups – These groups consist of AAA programs, camps, clinics and others
who purchase ice from April through September. These groups expect first and foremost a staff
team that will work with their scheduling needs and provide competitive pricing. These groups
will move their business to another arena if customer service or price points don’t meet their
needs. Once scheduled, these groups expect a quality ice sheet, quality locker rooms, clean
facilities, off-ice training opportunities and flexible payment options. Some of the off-season
tournaments played at the arena are the largest draws of the season in regards to teams and
spectators. Securing large contracts with these groups each year is critical to the arena
business as customer demand is limited during these periods of usage.
Public Session Skaters – These skaters utilize the ice arena for general public skating, figure
skating practice, adult open hockey, youth open hockey and more. They are not necessarily
dedicated to any particular sport or program, but still enjoy these on-ice activities. These
customers look for accommodating, consistent and regular public session schedules, fair
pricing, a welcoming environment, and a safe and fun skating experience. If these skaters are
having fun they may become repeat customers, sign up for a program, bring a friend or watch a
hockey game. It’s important for the Ice Arena to not forget this group of customers as they
often slide in and out of the arena without much staff contact.
Others Customers: Referees, minor officials, volunteers, coaches, passerbys, scouts, dryfloor
event users/spectators, meeting room renters, event coordinators, event vendors, advertisers,
program staff/administrators, team owners, league staff, school programs and more.
Lease Agreements
When the Ice Arena was expanded in 2008, two long-term lease agreements were developed to
assure a static level of ice rental revenue for arena operations. The agreements were made
separately between the City and Cottage Grove Hockey Association and the City and South
Washington County Schools. It’s important to note that neither group was required to invest
cash into the $7.5 million ice arena expansion project. Rather, the City requested that each
group commit to utilizing the ice arena as stated in a signed agreement.
Cottage Grove Hockey Association
The 20-year lease agreement with the Cottage Grove Hockey Association (youth hockey
volunteer organization) requires 2,000 of ice rental on the two large sheets of ice (small sheet
of ice equivalent is 0.5). Prior to the expanded arena, CGHA had utilized approximately 1,500
hours of ice between Cottage Grove and surrounding communities. However, by expanding the
arena, it was agreed that CGHA would have the ability to grow its program by providing more
ice time closer to home. Further, teams would utilize more ice and the association would be
able to offer additional programs, tournaments and events to meet the requirements of this
contract. This agreement was seen as a “win-win” in that the association did not need to
fundraise initial capital for the project, thus eliminating the burden on one group of volunteers
for the benefit of generations of ice arena users. The City benefited by settling on an
agreement for ice utilization from its primary tenant so it could budget and plan for operations.
The City also raised the ice rental rate from $150 to $200 per hour. The association to date
averages about 1,750 hours of ice usage through their programs alone and are able to “sublet”
the remaining 250 hours to other youth hockey programs. The goal was and is for CGHA to
grow its participation numbers to a point where they need all 2,000 hours or more.
Unfortunately, due to an economic recession soon after the arena expansion, growth of the
sport has been minimal in Cottage Grove. With the community population steady and parents
having to choose whether they can afford hockey, the numbers were fairly stagnant for the first
four post-construction years. To compensate, the association has had to work more with
outside groups to purchase ice they otherwise cannot use themselves to attain the 2,000 hour
threshold of the contract. More recently, 2013 has shown an increase in CGHA program
participants and CGHA also instituted a summer/fall development program in an attempt to
increase participation in the sport and utilization of the arena. These are steps in the right
direction as growth of the sport needs to be the primary focus. By growing the sport, meeting
the lease agreement becomes an after-thought. The City needs to be cognizant of that issue as
a driving force for both CGHA and Ice Arena success. There is a breaking point where increasing
ice rental prices will limit the Association’s ability to offer affordable programs to the
community.
South Washington County School District
The City also signed a 20-year lease agreement with the South Washington County School
District. This lease agreement essentially set ice rental commitment for the school district at
450 hours per year (not including game events). This agreement is mutually beneficial in that
the arena’s second largest customer is guaranteed the ice necessary to run its programs and
the arena has a firm agreement utilization and a revenue source. This lease agreement is
similar in nature to the agreement between the school and the City of Woodbury and thus is
held to strictly to assure equity in playing time across school district lines.
Vendors
The Ice Arena utilizes vendor agreements to leverage the use of product and equipment to be
used for resale. Vendors include Coca-Cola, Grand Prix Vending, Viking, Zoom Media and All
Over Media.
Coca-Cola and Viking supply beverage and concession related equipment that assists in the
sales of their products. As such, the arena does not need to invest into cold be verage vending,
coolers, coffee, slushy or hot cocoa machines. These machines have a high capital cost and are
quite often expensive to maintain. By entering into an agreement with each vendor the Arena
is able to negotiate a fair price for product, receive utilization of their equipment and retain
independence from additional capital investment and maintenance of equipment. The Arena is
then able to sell product through the use of these machines thus maximizing profit margins on
products sold (as opposed to a vending service contract option). These contracts are diligently
reviewed every 5 years.
Similarly, Grand Prix vending provides the coin operated machines for trinkits, small candy and
video games. Grand Prix takes complete responsibility for the supply and cash flow
management functions. 25% of all revenue is given back to the arena for a net return to the ice
arena of approximately $2,500 per year. Staff has reviewed the option of purchasing and filling
its own machines but the initial investment and the inability for staff to monitor current trends
in this industry would make it difficult to increase profitability.
Zoom Media and All Over Media provide electronic and restroom adverti sing within the facility.
All ads are sold on a local, regional and national level. 15% of gross sales is returned to the Ice
Arena for ads sold. Net revenue to the arena for these advertisement sales is approximately
$1,000 per year.
Marketing and Pricing
Marketing Plan
Marketing of Ice Arena services is a top priority for management staff. Staff ut ilizes multiple
marketing streams. However the Ice Arena’s target audience has a very particular background
thus marketing efforts need to be focused to those with the most immediate benefit to the
arena business. Advertisement dollars should be focused within the Cottage Grove area as it is
rarely an efficient use of resources attempting to draw new customers from surrounding
communities given the saturation of Ice Arena’s in the Twin Cities metro area. With most Ice
Arena’s providing similar services in each surrounding community, the cost of pulling a
customer from outside the community would be exponentially m ore expensive than what it
would take to gain a new customer within our own community. Consider that drawing a
customer from outside the community will likely need to come in the form of radio, television
or direct mailings which in nature are expensive advertising features. Advertising within the
community offers much more efficient options for finding the target audience. As such, the
primary marketing streams utilized by the Arena include:
- Direct mailings; postcards, mailings to current and past customers
- Email blasts; to current customer database for events and promotions
- Social media; Facebook
- City’s website
- Rinkfinder.com
- Wallboards within the Ice Arena
- Electronic readers within Ice Arena
- 80th street marquee sign
- City Newsletter
- Recreation Program Brochures
- Annual Reports
- Bulletin Newspaper
- Video segments on local cable, online, Youtube and Facebook
- Promotional Events; Bring a Friend Skating Day, Hockey Day, Skate with the
Wolfpack, Birthday Parties
- Strawberry Fest parade
- Customer Referrals
To aid in developing the Arena’s marketing plan, a Marketing Coordinator Intern was hired in
2013. This position should give arena staff an outsiders perspective on improving the
businesses marketing efforts.
Pricing Plan
Resale Products
All resale product is sold with a profit margin goal of 50-100%. Resale products include
concession, vending and pro shop items. If a product does not meet the profit margin goal,
staff must diligently assess if the item is a necessity to the customer that need be supplied. One
example may be the healthy food options provided in the concession stand or equipment repair
kits. There should be very few, if any, products in this category that do not meet the profit
margin goal.
Services
Services account for approximately 85% of net
operating revenues. So the pricing structure
must be very competitive with comparable
services in the Ice Arena, Recreation and
Leisure Services industries. The Ice Arena not
only competes with neighboring facilities, but
it competes with other recreational and leisure
68%
11%
8%
0%
7%3%
1%0%
1%1%
Ice Rental
Concession Rev
Admissions
Pro Shop
Skating School
Vending
Advertising
Skate Sharpening
Memberships
Leagues
activities that might be considered within a family budget.
Ice rental accounts for nearly 70% of arena revenue. Pricing of ice is driven by market
variations. Below is a Twin Cities market study for 2013-2014 seasonal rates. The goal of the
Cottage Grove Ice Arena is to remain at or slightly below the mean rate for regional ice time.
Although the Cottage Grove Ice Arena is a premier facility, it’s important that rates are
competitive to entice potential clients to drive off t he main interstate system to reach our
facility.
On a more local level, it is important that pricing be competitive within itself to assure on-ice
sports are affordable and have the ability to grow. Without continual growth, the arena will
always financially struggle. Arena managers must be able to gauge the price point at which
participants will find a new sport versus paying more for hockey or skating. The tables below
depict the choices parents must face when considering to sign their children up for youth
hockey. These are the fees of various youth athletic sports at both the recreational and
competitive levels. It’s noteworthy that the hockey association uses quite a bit of their
fundraising efforts to subsidize the Mite program (5-8 year olds) to get skaters involved with
hopes of hooking them on the sport for life once they experience the thrill of ice hockey. Also
noted is facilities provided by the City for each sport. An important difference between the ice
arena and park facilities is that the ice arena is used at a much higher capacity level. The ice
arena is utilized year round, up to 18 hours a day, 7 days a week. Park facilities or ball fields are
typically used five months or less, rarely on weekends and usually only for a few hou rs on
$0
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$100
$150
$200
$250
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Ice Rental Rate
St. Thomas
Burnsville
Lakeville
Farmington
Woodbury
Edina
South St Paul
Inver Grove Heights
Cottage Grove
Eagan
Vadnais Sports Center
Plymouth
weekday evenings. So when comparing subsidization of recreational facilities it’s important to
consider utilization and how effectively those dollars are used on a daily basis. Currently, the
ice arena has approximately 95% utilization capacity of prime hours (weekday evenings and
weekends) for six months of the year. During the six months of off-season, utilization is
estimated at 50% of rentable hours. Baseball, softball, soccer, lacrosse and football have
utilization of approximately 25% of capacity for the three prime months (soccer is five months).
During off-seasons, utilization is less than 5%.
Youth Sports Fees:
7-8 Year Old In-House Programs
Ice Hockey $175
Baseball $75
Softball $90
Basketball $90
Lacrosse $85
Soccer $95
Football $75
Youth Sports Fees:
12-13 Year Old Traveling Programs
Ice Hockey $1,400
Baseball $350
Softball $315
Basketball $340
Lacrosse $190
Soccer $275
Football $125
Facilities:
Ice Hockey 3 8 outdoor
Baseball 26
Softball 21
Basketball 16 19 outdoor
Lacrosse 1
Soccer 31
Football 3
It’s also valuable to compare service/resale pricing levels with neighboring community ice
arena’s. Below are five similar facilities that are in closest proximity to Cottage Grove.
Skate Rental Yes/No Price
Woodbury Yes $ 2.00
South St. Paul Yes $ 2.00
Hastings Yes $ 2.50
Inver Grove Heights Yes $ 2.00
Eagan Yes $ 2.00
Cottage Grove No N/A
Skate
Sharpening Yes/No Price
Woodbury Yes $ 4.00
South St. Paul Yes $ 5.00
Hastings Yes $ 4.00
Inver Grove Heights Yes $ 4.00
Eagan Yes $ 3.00
Cottage Grove Yes $ 4.00
Open Skate Yes/No Price
Woodbury Yes $ 4.00
South St. Paul Yes $ 5.00
Hastings Yes $ 4.00
Inver Grove Heights Yes $ 4.00
Eagan Yes $ 2 child/$3 Adult
Cottage Grove Yes $ 4.00
Nationwide Pricing Comparison Report
It’s important to note that the ice arena industry in Minnesota is quite different than that of the
rest of the nation. Beyond Minnesota’s borders most community ice arena’s are privately built
and operated. However, those facilities maintain much higher price points and draw from an
expanded territory because of the limited facilities in those regions. In Minnesota (“The State of
Hockey”), most facilities are publicly funded in some fashion to assure youth in each community
have easy access to indoor ice skating opportunities. As such, Cities, Counties, Schools and the
State are typically willing to subsidize these facilities to provide these recreational services to
their stakeholders. This is similar to the investments made into parks, museums, art centers,
sports stadiums and more. As a result, Minnesota ice rental rates remain lower than the
national average to encourage participation and maximize utilization of the governing body’s
investment. Additionally, with over 210 ice arenas in the state of Minnesota, saturation
certainly reduces each ice arena’s ability to draw clients from beyond community lines.
Skate Rental Yes/No Price
Loyd Center, Portland Oregan Yes $ 3.50
Aerodrome, Houston TX Yes $ 4.00
Boss Ice Arena, Kingston RI Yes $ 5.00
Treadwell Ice Arena, Juneau AK Yes $ 2.00
Ann Arbor Ice Cube, Ann Arbor MI Yes $ 3.00
Cottage Grove Ice Arena No N/A
Open Skate Yes/No Price
Loyd Center, Portland Oregan Yes $ 6.50
Aerodrome, Houston TX Yes $ 8.00
Boss Ice Arena, Kingston RI Yes $ 5.00
Treadwell Ice Arena, Juneau AK Yes $5 Adult/ $4 Child
Ann Arbor Ice Cube, Ann Arbor MI Yes $4 Adult/ $3 Child
Cottage Grove Ice Arena Yes $4
Hourly Ice Rate Price
Loyd Center, Portland Oregan $300
Aerodrome, Houston Tx $450
Boss Ice Arena, Kingston RI $246
Treadwell Ice Arena, Juneau AK $235
Ann Arbor Ice Cube, Ann Arbor MI $290
Cottage Grove Ice Arena $200
SWOTT Analysis
Strengths
High quality ice sheets
Competitive pricing
Superior spectator and lounging experiences
Updated facility which includes modern TV’s, wireless internet, meeting rooms, varsity
locker rooms and more
Good working relationship with primary user groups
Home to Parks and Recreation Administration offices which maximize marketing
strategies, administrative functions and customer service
Superior customer service
Dry Floor event capabilities
Own and operate Skating School
Quality maintenance programming on facility and equipment
Aid the local economy by bringing in hundreds of thousands of visitors to the ice arena
each year. Many of these are visitors who may not ever travel to Cottage Grove under
any other circumstance other than to play hockey or skate at the Cottage Grove Ice
Arena. These people often eat, sleep and/or shop in Cottage Grove during their stay.
Weaknesses
Slow recovery to economic downturns
Aging chiller system for North and South rink
Lack of a skate rental program
Limited options for effective marketing
Shared parking facilities with school that limit non-prime ice and facility usage
opportunities
Lack of hotel and banquet facilities (for 350+ people) in Cottage Grove for larger
tournament events
Opportunities
Skate Rental Program
By implementing a skate rental program, the arena would be able to expand its
programs to more potential customers. A return on investment analysis is provided
below based on the purchase of 25 pairs of skates and the rental of those skates at
prime public skating sessions and skating lessons.
50% of Skates Rented Per Session
Revenue = $6,336
Expense = $2,400
ROI = 4.5 months
25% of Skates Rented Per Session (staff projection)
Revenue = $3,186
Expense = $2,400
ROI = 9 months
10% of Skates Rented Per Session
Revenue = $1,584
Expense = $2,400
ROI = 18 months
Indoor Turf
The lack of indoor practicing facilities for turf sports during the winter/spring months is
a recurring theme for “need” across all sports. Indoor turf facilities are growing in
popularity throughout the state and come in forms such as domes, field houses,
warehouses and ice rinks. Most recently, development at the following facilities near
Cottage Grove have attempted to support the need for indoor turf in their community;
Hastings Ice Arena, Eagan Civic Arena, Inver Grove Ice Arena/Community Center,
Vadnais Heights Sports Center (bubble), West St Paul Sports Center (bubble) and the
Bielenberg Field House ($20M project scheduled for 2014 completion to replace
bubble). The lack of indoor facilities during the winter months appears to leave Cottage
Grove at a disadvantage for skill progression during off -season workouts. With a recent
decline in ice usage during what would be considered “prime” indoor turf season, the
City should consider indoor turf on the west rink as a viable option for increasing ice
arena revenue, increasing facility usage and increasing the Ice Arena’s usage impact on
residents who otherwise may never utilize the ice arena. To assure the sufficient
utilization and return on investment, a five-year agreement should be negotiated with
CGAA and other potential users prior to the City investing into this type of
programming. The capital expense for indoor turf/netting would be approximately
$115,000 with a life expectancy of 20+ years. Below is a financial forecast for the
conversion from ice to turf each year from the fourth Wednesday of February through
April 5. Although turf rental would likely take place after that, the weather would play a
role and any additional revenue from that should not be relied upon for this particular
financial forecasting exercise.
Revenue
Turf Rental (250 hours) $25,000
Expense
Utility Savings (chiller shutdown) ($10,000)
Ice Rental Revenue (opportunity loss-3yr avg) $23,000
Ice Tournament Concession (opportunity loss) $3,000
ANNUAL NET INCOME OF TURF OVER ICE $9,000
Return on investment 12.75 years
This budget forecast shows the potential financial benefit. It’s also important to note
that utility rates for maintaining the ice sheets are susceptible to increase and cou ld
further skew the utility savings significantly in favor of turf. This is particularly true for
the natural gas necessary to dehumidify and heat the arena during ice-in conditions.
Further, changes in off-season programming for the sport of hockey have made a
significant negative impact to the arena’s ability to sell ice during the month of March.
Simply put, tournaments and ice rental during March is not as lucrative as it was just five
years ago. Ice usage has shifted to later in the spring and summer.
Lastly, the addition of indoor turf creates a whole new user base for the Cottage Grove
Ice Arena. It’s estimated that this turf operation would more than double the amount of
residents that the City currently serves by connecting with baseball, softba ll, soccer,
lacrosse and many other users who otherwise may never use the Cottage Grove Ice
Arena. The Ice Arena is certainly a point of pride in the community and spreading it’s
offerings to more of the community is certainly a positive opportunity to co nsider.
Location
The shared location with Park High School provides an advantage in coordinating school
activities within the arena. The high school offers broomball as a physical education
course and Crestview Elementary annually rents ice for a skating party for their fourth
grade classes. These programs provide great exposure to people who otherwise may not
have the opportunity to skate.
Employee Incentive Program
The City of Cottage Grove offers an incentive program for the employee generation of
rental and/or advertising sales. The goal of the program is to encourage employees to
seek potential new clients to support the Ice Arena business and reward those
individuals with a monetary return for their efforts.
Threats
Ice Rental and Arena Services Rate Tipping Point: With each rate increase staff needs to
identify the opportunity loss. For example, a slight increase in a skating lesson fee may
deter one or more new customers from registering. One positive impact on the ice
could have those skaters hooked to the sport for a lifetime; thus the opportunity loss if
price deters them. Staff believes getting people through the door to experience ice
sports is vital to the arena’s financial sustainability. At the same time, the Ice Arena is
quite simply expensive to operate with significant personnel costs, energy costs and
equipment replacement. By maintaining equipment efficiency, lean staffing, and
continuing to track and fund our Capital Improvement Program, we are able to manage
costs as efficiently as possible. Managing costs results in the ability for the Ice Arena to
provide competitive pricing for services.
The Ice Arena needs to assure quality customer experiences on a daily basis. It’s
important that every single staff member contributes to this end goal. Beyond
guaranteed contracts, there is no requirement for customers to purchase this arena’s
services over any other. Each year, the arena loses large ice contracts and must
supplement those losses with new customer contracts. The losses come in the form of
groups disbanding, groups moving to a more desirable location based on their logistical
needs or in some cases even bankruptcy. So the arena needs to be in constant
marketing and customer satisfaction mode to assure clients are always speaking
positively of the Cottage Grove Ice Arena and its services to assure continued influx of
new clientele.
The Ice Arena has an aging chiller system for the original north and south rinks. The
primary refrigerant is now phased out of production due to EPA regulations. The cost of
this refrigerant has already increased 100%+ since the phase out and that price will only
increase until the product is phased out in its entirety by 2020. The City and Ice Arena
need to develop a plan for replacement of this system within the next five years. Cost
should be expected to exceed $1.5M for a standard ammonia system and $3M for
geothermal. There should be opportunity for grants or utility rebates to lessen the
impact of this work. Those details should be worked out as a separate study over the
next year or two. The cost of a study from a certified engineering firm is estimated at
$5,000 and would detail all the options for replacement and improving efficiencies.
Trends
Off-ice training is becoming more of a necessity versus a luxury in the eyes of the hockey
and skating community. Players and groups are looking to not only utilize the ice to
hone their skills, but also looking for a place to improve strength and skills off the ice.
As such, some ice arena’s are building training facilities so players can shoot pucks,
weight lift and skate on treadmills to improve in their sport. In 2006 the Schwann Super
Rink in Blaine underwent an expansion that added a 12,500 foot dry land training
facility. The Eagan Civic Arena built a dry land facility in 2010 that offers both weight
equipment and shooting stations. Several private proposals have been made to the
Cottage Grove Ice Arena but none yet that have worked out financially or logistically
based on facility and location constraints. The arena would like to private
investors/operators to fill this need if so desired.
Summer Ice rental trends have been steadily climbing over the past five summers. This
is a vital area of growth due to the increased competition for sales during these off-
seasons. This is another encouraging sign of improvement from the recent economic
recession.
The Skate School is susceptible to many trends. Economic downturns typically result in
reduced registrations simply based on a lack of personal discretionary funds.
Alternatively, the Olympic season or even a good local high school or professional
hockey year can result in a surge in participation as people get excited about the sport.
We continue to market the Skate School knowing that this is the feeder program for
hockey, figure skating and recreational skating. As depicted in the charts below, the
recession set back Skating School registrations from year 2008 to 2010. However, by
offering creative Skating School packages to existing customers, the effects on net
0
100
200
300
400
500
600
700
800
900
2009 2010 2011 2012 2013
Summer Private Rental Trends
Adult Hockey
Dry Floor
Hockey School
Youth Hockey
revenue were minimized. As of 2011, the Skating School is trending positively in both
registrations and revenue.
USA Hockey, which is the national governing body for the sport of ice hockey in the
United States, reported that there were 500,579 people registered with USA Hockey
during the 2010/11 season. There were 511,178 people registered during the 2011/12
season. That is a 15.6% increase between the two seasons. Minnesota numbers
specifically in 2010/11 were 54,325 and in 2011/12 numbers were 54,951. That is a 1.15
% increase in participation. Those numbers are a positive trend in our industry.
Technology
Technology plays a vital role in operating the Ice Arena. Technology is leveraged for cash flow
management, marketing of services, program registration, customer database and
maintenance of building and equipment.
Max Enterprise Facility Manager software is utilized for credit card service abilities, cash flow
management, ice scheduling, employee time clock, and locker room assignment processes.
Point of Sale software is being added in the summer of 2013.
The Ice Arena, Parks and Recreation use Active.net to register customers for programs. This
program is continually analyzed by both Arena and Recreation staff to assure it is the best
registration software for both the customer and City. Other competing providers researched
include Safari, RecNet, Max Solutions.
A very attractive electronic monument entrance sign was built in 2011 for street-side
advertising to vehicles on 80th street. City sponsored events, high school games, tournaments,
public skating, skating lessons and recreation activities are just a few examples of the internal
advertisements regularly found on the sign.
480
500
520
540
560
580
600
620
2008 2009 2010 2011 2012
Re
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CG Skating School Registrations
$30,000
$35,000
$40,000
$45,000
$50,000
$55,000
$60,000
2008 2009 2010 2011 2012
CG Skating School Revenues
Social media plays an increasingly important role in promoting all Arena activities. Facebook
reminders and specials done in timely fashion help to increase both revenue and participation
in events and programs. This will be a growing marketing stream for the ice arena.
Rinkfinder.com is a free website service provided by the Minnesota Ice Arena Managers
Association. Rinkfinder is a web based service that allows customers to sear ch for available ice
time at any member rink. This website offers customers the ability to search for rentable ice by
date, time, facility or region. Rinkfinder is the most popular ice rental search site in Minnesota
and the vast majority of non-lease/contract related rentals are derived from this website.
Capital Improvements Planning
The equipment used to maintain the Ice Arena is vital to operations. The equipment is very
expensive to purchase and operate. It’s important that cold areas remain both cold and dry,
while warming areas remain comfortable to our customer base. To provide superior service,
the Ice Arena must maintain high quality equipment to eliminate any potential for downtime or
less than sufficient services. The table below identifies equipment replacement needs for the
next 10 years.
Equipment
Purchase
Date
Life
Expectancy
Replacement
Date
Estimated
Replacement
Value
Office Air Conditioner 1999 15 2014 $3,500
Water Softener North/South Rinks 1999 15 2014 $6,000
Man Lift 1989 25 2014 $8,500
Trane Heater Mech Rm A 2000 15 2015 $60,000
Floor Scrubber #1 2006 10 2016 $7,000
KaiZen Restroom Cleaner 2006 10 2016 $5,000
North Rink Scoreboard 1996 20 2016 $12,000
Freon Recover Unit 2001 15 2016 $2,000
Ice Cuber 2007 10 2017 $2,000
Bituminous Sidewalk 1992 25 2017 $30,000
Skate Sharpener 2003 15 2018 $2,000
Floor Scrubber #2 2008 10 2018 $7,000
Ice Edger B 2008 10 2018 $4,000
Steel Roof 1989 30 2019 $200,000
North Rink Dasher Boards 1989 30 2019 $100,000
Evaporative Condensor N & South
Rinks 2000 20 2020 $50,000
North Rink Radiant Heaters 2005 15 2020 $10,000
Compressor Motor #1 1990 30 2020 $30,000
Heat Exchanger 2000 20 2020 $10,000
Evaporative Condensor N/S Rinks 2000 20 2020 $50,000
Rubber Matting 2002 20 2022 $50,000
North Rink Sound System 2002 20 2022 $10,000
Zamboni 545 2008 15 2023 $100,000
Aaon #1 Heat/AC Unit Roof 2008 15 2023 $14,000
Aaon #2 Heat/AC Unit Roof 2008 15 2023 $41,000
Innovate #1 Heating Unit Roof 2008 15 2023 $70,000
Innovate #2 Heating Unit Mech Rm D 2008 15 2023 $70,000
Munters Dehumidifier North Rink 2008 15 2023 $120,000
Munters Dehumidifier West Rink 2008 15 2023 $120,000
Elevator Heat/AC 2008 15 2023 $7,800
It’s important to note that although this table is a means of planning equipment replacement,
it’s not necessarily a clear view into future budgets. The arena is afforded the ability to carry a
balance fund. So, management may schedule equipment replacement needs based on life
expectancies but should the equipment not need replacement, those funds are accumulated
and saved for the time it is necessary. Further, each purchase may have operational benefits or
grant dollars associated with them that can all help in reducing overall costs. Currently, staff
utilizes an average of $50,000 in annual capital improvements. If one year is higher than that
goal, staff tries to reduce the previous or following year’s budget accordingly. It’s not a perfect
science but is a good tool for managing capital improvements. In the long run, a successful ice
arena business model is able to accumulate income beyond the budget and utilize that cash
balance to pay down larger capital expenditures that may not be able to fit w ithin this capital
improvements spending goal. Such projects would include the chiller replacement (which
would likely have grant funding support as well), roof replacement and dehumidifiers.
Unfortunately, the fund balance was significantly depleted after the expansion project, the 80th
Street sign construction and ice resurfacer addition/replacement in recent years. The Arena
must be diligent in increasing that balance to fund the larger future capital improvement
projects. As a last resort, future rental rate increase, additional bond sales or interfund loans
may be required to fund high expense projects.
Taxpayer Subsidy
The taxpayers of Cottage Grove currently subsidize ice arena debt levy for $240,000 per year.
The arena is responsible for generating operational income of $270,000 to pay for operational
expenses plus the remaining portion of debt service. As stated earlier in this document, the
subsidization of ice arena facilities in Minnesota is considered common practice. However, the
arena business model must always strive towards improved self -sufficiency. To benchmark the
Cottage Grove Ice Arena’s business operations, the chart below compares operational net
income/loss of the five nearest ice arena facilities.
*Woodbury also has field house. Revenues accurate. Arena expenses estimated at 90% of total expenditures. Capital
Improvements not included.
*Woodbury has a geothermal system for all refrigeration and HVAC thus significantly decreased utility expense. Geothermal
conversion funded through debt.
**South St Paul submitted 2012 financials.
***IGH facility includes fitness center, pool and meeting room space. Revenue/expenses are in total, not just for arena
operations.
***Eagan Civic Arena has a geothermal system. Cost for utilities for Eagan is at $137K versus Cottage Grove at $161K.
****Eagan Civic Arena has the Northern Educate Charter school that rents school and ice space throughout the school year.
It’s important to note that the taxpayer subsidy does not go without reward to the residents of
Cottage Grove. Beyond those that use the facility directly, the tremendous draw of people
from around the metro, state and beyond aids the local economy in ways that are truly
immeasurable. If the arena closed, local businesses would rely even more on local consumers
for their source of revenue. The arena is also identified as a point of pride in the commu nity
and should be considered a featured asset to those considering residence in the area.
Ten Keys to Success at the Cottage Grove Ice Arena
1. Provide quality, competitively priced ice to the community and users of the facility.
2. Work with primary user groups to fulfill or exceed contractual obligations.
3. Hire and train passionate people for staffing who keep custome r service as a top
priority.
4. Effective marketing of the facility to current and potential clients.
5. Assure a clean, maintained and well-kept facility at all times for both on-ice and off-ice
guests.
($1,000,000)
($800,000)
($600,000)
($400,000)
($200,000)
$0
$200,000
$400,000
2011 Net Operating Income (Loss)
Net Income (Loss)
6. Fulfill label as “Premier Ice Hockey Tournament Facility” by leveraging tournament
opportunities and providing unbeatable customer service at all layers of the event.
7. Consistently develop programs and/or events that encourage growth in both skating
sports and spectator events.
8. Continuous development and creation of new customer streams; public skating,
birthday parties, special events, Bring A Friend Skating, lessons, school events and more.
9. Attain 7% revenue growth in 2013 and 5% revenue growth through 2017. 7% growth is
2013 should come from increased ice rental, increased service rates, credit card service
at concession stand and increased program participation.
10. Manage expense to not exceed revenue growth.
Conclusion
The Ice Arena’s primary focus is to maximize ice usage and positive customer experiences. Ice
Arena staff is focused and trained in Ice Arena industry operations and thus will always most
efficiently utilize its resources in the areas of selling ice and developing ice skating programs
and events. However, supplemental revenue generating programs such as dry floor events,
concessions, advertising and product resale all need to be identified and managed
appropriately to maximize revenues. By maximizing all revenue opportunities the arena is able
to maintain competitive ice rental rates and increase its’ client base. Ice Arena operations are
very cyclical in nature and staff must always remain adaptable to changing trends to assure new
and returning clients are walking through the door on a daily basis and enjoying their
experiences. The success of the Ice Arena need be measured in customer growth, revenue
growth, conservatively managed expenses and its ultimate benefit to the local economy.
Data Appendix
Business Plan Objective Financial Results:
2012 Actual 2013 2014 2015 2016 2017
Operating Revenues $877,500 $938,925 $985,871 $1,035,165 $1,086,923 $1,141,269
Operating Expenses $660,500 $680,315 $700,724 $721,746 $743,399 $765,701
Capital Expenditures $87,000 $50,000 $50,000 $50,000 $50,000 $50,000
Net Operating Income
(Loss) $130,000 $208,610 $235,147 $263,419 $293,524 $325,569
Debt Service $509,700 $509,700 $509,700 $509,700 $509,700 $509,700
Net Income (Loss) ($379,700) ($301,090) ($274,553) ($246,281) ($216,176) ($184,131)
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Re
v
e
n
u
e
Year
Ice Arena Revenues
Revenue
2012 Cottage Grove Ice Arena Income Statement
Operating Revenues 2012 2011 2010 2009 2008
Ice Rental $596,480 $604,160 $654,480 $638,700 $465,800
Concession Sales/Rent $92,430 $94,550 $89,340 $84,330 $33,930
Admissions $66,800 $78,100 $65,040 $51,910 $42,170
Pro Shop $2,760 $2,850 $3,790 $4,710 $3,540
Skating School $59,230 $50,410 $44,880 $44,440 $48,450
Vending $23,970 $22,890 $19,250 $11,770 $7,770
Advertising $12,100 $15,470 $13,200 $14,690 $11,790
Skate Sharpening $2,280 $2,090 $2,180 $2,030 $1,260
Memberships $8,600 $10,430 $7,900 $4,580 $2,980
Leagues $10,050 $8,720 $9,180 $8,180 $6,430
Interest Income $2,771 $4,240 $6,680 $10,800 $3,400
Total Operating Revenue $877,471 $893,910 $915,920 $876,140 $627,520
Operating Expenses
Total Personnel: $337,160 $313,110 $291,620 $272,590 $224,120
Full Time Salaries $156,930 $141,370 $132,210 $129,090 $101,433
PT Maintenance Salaries $68,460 $73,150 $66,780 $66,570 $60,947
PT Skating School Salaries $21,460 $21,150 $16,780 $13,940 $14,776
PT Concession Salaries $19,530 $17,800 $17,630 $14,570 $7,070
Overtime - Full Time $560 $500 $1,030 $1,000 $1,404
Overtime - Part Time $4,230 $4,360 $3,950 $3,450 $3,117
PERA $14,750 $13,250 $11,450 $10,950 $8,119
FICA $19,790 $19,000 $17,440 $17,610 $13,605
Health Insurance $27,200 $19,600 $21,400 $12,600 $11,500
Unemployment $650 -$370 $350 $410 $49
Worker's Comp $3,600 $3,300 $2,600 $2,400 $2,100
Total Commodities: $30,600 $29,910 $39,480 $41,080 $38,270
Office Supplies
Cleaning Supplies
Operating Supplies
Motor Fuel
Lubricants & Additives
Clothing & Uniforms
Small Tools
Vehicle & Equipment Supplies
Building Suplies
Miscellaneous
Total Contractual Services: $292,700 $302,810 $258,870 $206,730 $162,090
Professional Services
Engineering Services
Service Fees
Communications
Postage
Printing
Advertising
Insurance
Utilities
Equipment Maintenance & Repair
Building Maintenance & Repair
Rental & Leases
Dues & Subscriptions
Travel/Training/Conferences
Waste Removal
Special Events
Merchandise
Sales Tax
Refunds & Reimbursements
Other Payments
Concession/Resale Product
$37,050 $20,560
Total Capital Outlay: $87,100 $60,320 $33,100 $27,070 $91,410
Building & Structure
1. New
Zamboni 1. 80th St Marquee Sign 1. Freon 1. Ice Edger
1. Compressor
Capacitors
Furniture & Office Equipment 2. Replace LR 5/6 Furnace 2. South Dehumidifier 2. Air Compressor 2. Security Camera
Machine & Equipment
3. West Rink Bleacher
Heat 3. West bleacher heat
3. 48" North rink
glass 3. Studio Rink Glass
4. Vending machine purch 4. Freon Leak
5. Roof heat cable
5. West bleacher
heat
6. Zamboni/air quality
testing
7. Furnace reconfiguration
Total Operating Expenses $747,560 $706,150 $623,070 $584,520 $536,450
Net Operating Income (Loss): $129,911 $187,760 $292,850 $291,620 $91,070
Construction Bond Payment $510,000 $510,000 $510,000 $547,000
General Fund Subsidy $240,600 $240,000 $240,000 $240,000
Net Income (Loss): ($139,489) ($82,240) $22,850 ($15,380) $91,070
Concession Stand Income Statement
2007 2008 2009 2010 2011
Revenue
Sales
$0 $46,351 $89,707 $95,605 $94,550
Miscellaneous
$0 $0 $0 $0 $0
Lease Revenue $7,200 $0 $0 $0 $0
TOTAL REVENUE
$7,200 $46,351 $89,707 $95,605 $94,550
Expense
Personnel
$0 $8,426 $16,355 $20,000 $20,200
Product
$0 $15,971 $34,812 $31,278 $33,323
Equipment
Repair/Replacement
$0
$892 $1,115
Sales Tax $0 $3,303 $6,392 $6,812 $6,737
TOTAL EXPENSE
$0 $27,700 $58,451 $59,205 $60,260
NET INCOME (LOSS) $7,200 $18,651 $31,256 $36,400 $34,290
Skating School Income Statement 2012
2008 2009 2010 2011 2012
Income
Registrations $48,450 $44,440 $44,880 $50,410 $59,230
Expenses
Instructors $15,775 $14,950 $17,800 $22,150 $22,500
Ice Time: $27,000 $29,000 $29,000 $30,000 $30,000
Net Income $5,675 $490 ($1,920) ($1,740) $6,730
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Commission Roundtable
DATE:April 8, 2015
BACKGROUND
This is an opportunity for Commission members to share any information they would like with other
Commission members and staff, or ask questions of staff.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:Community Survey
DATE:April 8, 2015
BACKGROUND
Staff will provide information at the meeting about the community survey that will be completed this
spring.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 - Fax 651.280.6899
www.ci.farmington.mn.us
TO:Farmington Parks and Recreation Commission Members
FROM:Randy Distad, Parks and Recreation Director
SUBJECT:May 13, 2015 Agenda Topics
DATE:April 8, 2015
BACKGROUND
Items identified so far to be included on the May 13, 2015 Commission meeting agenda include:
1. Schmitz-Maki Arena Business Plan
The Commission should identify other items to include on the May 13, 2015 meeting agenda.