HomeMy WebLinkAbout1998-09-08 Park Board PacketCity of Edina
EDINA PARK BOARD
TUESDAY, SEPTEMBER 8, 1998
7:30 P.M.
MANAGER'S CONFERENCE ROOM
AGENDA
* 1. Approval of Tuesday, June 9, 1998, Park Board Minutes.
*2. Fees and Charges.
3. Facilities Report.
4. Other.
* 5. Adjournment.
* These are agenda items that require or request Park Board
action.
City Hall (612) 927-8861
4801 WEST 50TH STREET FAX (612) 927-7645
EDINA, MINNESOTA 55424-1394 TDD (612) 927-5461
Memo
To: Edina Park Board.
From: John Keprios, Direct
Edina Park and Recreation Department
Date: September 4, 1998
Re: SEPTEMBER 8, 1998, PARK BOARD MEETING STAFF REPORT.
Enclosed you should find the following items:
1. Tuesday, September 8, 1998, Park Board Agenda.
2. 1999 Proposed Fees and Charges.
3. 1998 Pool Survey.
STAFF REPORT
The following is the monthly staff report concerning each item on the agenda with the exception of Approval
of the Minutes and Other. "Other" is listed on the agenda in case last minute items come up between now
and the Park Board meeting, plus, cover any other concerns of Park Board members and/or attendees.
1999 PROPOSED FEES AND CHARGES
Compared to previous years, we are ahead of schedule to approve fees and charges mainly due to our winter
season adult athletic programs. To give the Park Board more time to review factors that influence fees and
charges, I have enclosed staff s recommendations for 1999 fees and charges for discussion.
This year I ask that the Park Board review and discuss the proposed fees and charges and come to a consensus
those fees and charges that are time sensitive (all adult winter sports). I further ask that the Park Board discuss
all areas of fees and charges and request staff to provide additional information where desired for further
discussion and formal approval of fees and charges at the October meeting.
As a reminder, the City of Edina's philosophy has been that fees and charges are set in a manner that assumes the
following:
• Programs should be priced to be affordable, reasonable and accessible to the majority.
• Enterprise facilities should attempt to function on a self-sufficient basis.
• The Enterprise Fund should not be called upon to fund other recreation programs or park development.
• Those who receive benefits of programs and facilities today should pay for those benefits today and not place that
burden on future taxpayers.
his is not to say that the Edina Park Board cannot recommend anything that varies from that philosophy. The City
Council appreciates the input from all Boards and Commissions.
Please know that all Enterprise Facility Managers will be present at the November Park Board meeting to
answer any questions concerning their proposed fees and charges. Park Board action is not requested on this
matter at this time, however, staff is requesting direction as to requests for further information.
The enclosed fees and charges are staff s recommendations for 1999. New fees and charges for the coming year
are:
• Peggy Kelly Media Arts Studio fees and charges.
• Park shelter building rentals at Cornelia School Park, Todd Park, Walnut Ridge Park and Weber Park.
The park shelter buildings have differential pricing due to their different occupancy load:
Gross Area
Great Room
Porch Area
Occupant Load
(7 s.f./person)
Occupant Load
(15 s.f./person)
Walnut Ridge and Todd Weber and Cornelia School
1,167 square feet 1,597 square feet
617 square feet
200 square feet
88 people
41 people
1,025 square feet
167 square feet
146 people
68 people
FACILITIES REPORT
Due to a quirk in the calendar this year, the City Council and Park Board both meet on Tuesday, September 8.
must attend the beginning of the City Council at 7:00 p.m. that evening to give a formal presentation regarding
the complex issue of facilities that have been requested by a number of organizations. My presentation is at the
top of the agenda of the City Council meeting and the discussion, question, answer session on that issue may
take about an hour. I ask that the Park Board meeting go forward without me. Ed MacHolda, Assistant
Director, will fill in for me until I return to the Park Board meeting.
A copy of my written report to the City Council will be distributed at the Park Board meeting. It is very likely
that this issue will eventually be sent to the Park Board for input once a direction is established.
If I get to the Park Board meeting in time, I will give a verbal update on the facilities issue.
•
o e�
REPORURECOMMEN DATION
TO: Mayor Smith and Members
of the City Council
From: John Keprios, Director
Park and Recreation Department
Date: September 3, 1998
Subject: Facilities Report.
Introduction
Agenda Item # HRA III. A.
Consent ❑
Information Only ❑
Mgr. Recommends X To HRA
❑ To Council
Action ❑ Motion
❑ Resolution
❑ Ordinance
X Discussion
On July 6, 1998, the City Council received a proposal from a number of Edina organizations for the
development of the Kunz Oil/Lewis Engineering properties. This proposal, "Edina - A Multi -Use
Facility for the Millennium" advocated the development of a multi-purpose activity center comprising
gymnasiums, a senior center, a running track, a 50 meter competitive pool, a leisure pool, a fitness
center and attendant locker facilities, showers and toilets. The proposal also included an optional
domed facility for indoor soccer, football and baseball. Following the presentation, the Council
directed staff to evaluate the proposal and report back at a future Council meeting.
Evaluation Process
Our process included the following steps:
1. Meeting with representatives of the Edina Organizations which advocated the project.
2. A City Council tour of Chaska Community Center, Lifetime Fitness - Plymouth and
Hopkins Lindbergh Activity Center (A summary of these facilities is included in the
appendix).
3. Meeting with School District staff.
4. Survey of other similar facilities.
5. Contact private health clubs regarding potential partnerships.
In order to evaluate the proposal more fully, staff also considered alternatives to the project. The first
alternative includes a joint project with the Edina Schools to provide additional gymnasiums and a
competitive pool. The second alternative includes the development of a Senior Center/Library on the
Kunz Oil/Lewis Engineering property as previously discussed. These alternatives are discussed in
detail.
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EDINA COMMUNITY ORGANIZATIONS
_ PROPOSAL CONCEPT
Concept
As presented at the July 6, 1998, Council meeting, the Community Organizations Proposal included
the following facilities:
Facilijy
Square Feet
Senior Center
14,400
Teen Center/Day Care/Administration
10,800
Four basketball courts/Track
36,000
Mechanical
12,800
50 meter indoor competition pool
17,600
Indoor leisure pool
6,400
Multi-purpose fitness center
12,800
Lockers, toilets, showers
12,800
Soccer/football/baseball dome
80,000
TOTAL
203,600
The community organization's proposal calls for aII of the above facilities to be built on the Kunz
Oil/Lewis Engineering property site. This proposal would be a publicly owned community center,
which would require all of the available property on that site.
Needs Addressed
The citizens' proposed community center addresses a number of needs for residents of all ages.
Senior Center
• Corrects the current parking shortage.
• Provides increased square footage for senior center to meet growing senior programming needs.
• Locates the senior center in a more transit friendly part of Edina.
Four Basketball Courts and Track
• Addresses the existing shortage of available gymnasium space in the community, as outlined in
staff s earlier study that calls for a minimum of four additional gyms.
• Allows all athletic association gymnasium sports to expand their programs and offer more
scheduling flexibility.
• Provides an effective and efficient site for hosting basketball, volleyball and other gymnasium sport
tournaments.
50 Meter Competitive Pool
• Provides additional competitive pool time year-round for Edina Swim Club's 250 members. (The
Edina Swim Club currently spends approximately $15,000/year on additional pool time outside
Edina).
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• Meets a regional need for additional 50 meter competitive pool time.
• Provides a permanent alternate site for the Edina Swim Club to host swim meets that do not require
--
limiting public access to the Edina Aquatic Center.__
Indoor Leisure Pool
• Provides an indoor year-round recreational pool for residents of all ages.
• Serves as a popular attraction recreational component to the proposed community center facility
concept.
Multi -Purpose Fitness Center
• Provides a non-profit publicly owned fitness center for Edina residents.
• Provides a comprehensive fitness training site for Edina School District students.
Soccer/Football Dome
• Provides a site for Edina Football Association games and practices during inclement weather, which is
perceived as more of a luxury than a strong need.
• Although there is not a perceived need to provide a soccer/football dome, the facility could potentially
produce a positive revenue stream.
Capital Costs
The community organization proposal suggests that the entire community center project (including the
soccer/football dome) would cost $20,000,000, which equates to $100 per square foot.
Community centers in the twin cities area, Shoreview (1990) and Maplewood (1996) facilities were built
for approximately $143 per square foot. The Maple Grove community center (1997) was $125 per square
foot.
At first glance, the $100 cost per square foot to build a community center seems significantly low,
however, that is mainly due to the lesser cost per square foot to build an indoor soccer/football dome. For
example, Holy Angels School built an indoor soccer/football dome for approximately $2,100,000, which
equates to approximately $26 per square foot. At $26 per square foot, the 80,000 square foot
soccer/football dome facility component of the proposed community center would cost $2,080,000.
The remaining 123,600 square feet of the proposed community center (all facilities minus the
soccer/football dome) at $143 per square foot would cost $17,674,800. Therefore, the construction cost
for the entire proposed community center (including the soccer/football dome) is approximately
$20,000,000. With additional expenses for architectural design and engineering fees plus any cost
escalation contingency (which is an additional 10%-20%), the final project cost range would most likely
be $22,000,000 - $24,000,000. The final project cost also depends upon materials, amenities and
construction market demand.
The funding source would have to rely on the successful passage of a referendum. Tax Increment
Financing Bonds could make up a portion of the capital funding, however, TIF funds could not support
the entire annual capital debt service.
M
Operation and Maintenance Costs
As outlined in the community organizations proposal, the operating expenses would likely be
approximately $1 million - $1.6 million per year. Based on other similar facilities, that figure appears to
be in keeping with other community center operating expenses.
Operating costs vary greatly from one facility to another, which is largely due to level of service (amount
of staff), facility design and amount of facility use. Indoor pools are more expensive to operate primarily
due to the utility costs to keep the water heated and chemically treated, the air heated and conditioned,
plus the cost of greater staff demands for lifeguards, instructors, janitorial services and supervisors. Costs
can also vary from one facility to another (one community to another) simply due to the method of
funding and accounting. For example, in some cases supervisory staff is often charged to another
municipal fund, thus lessening the total true cost of operational expenses.
Based on similar community center finances, total annual operating losses (expenses that exceed
revenues) could be between $200,000 and $400,000 before depreciation allowance. Without revenues
from the indoor soccer/football dome, operating losses would likely be between $300,000 and
$400,000 per year.
Based on the Holy Angels facility, the soccer/football dome component could potentially generate a
positive cash flow between $100,000 and $200,000 per year before depreciation. It would be reasonable
to assume, however, that an indoor football/soccer dome in Edina would directly compete with the Holy
Angel's facility's market, thus resulting in lesser positive cash flow for each facility.
In addition to managing expenses, losses will be determined by the extent of revenues generated. The
philosophy of fees and charges will also affect the operating loss. For example, if gymnasium time is
provided at no charge to youth athletic associations and/or the school district, operating losses would be
greater.
It is reasonable to expect the indoor leisure pool to come close to a break-even proposition financially,
whereas, our findings show that the indoor 50 meter competition pool and five gymnasiums would require
greater levels of subsidy.
The senior center component would also require a certain level of subsidy for operation and maintenance.
Using a $2.75 per square foot cost for operation and maintenance of the senior center/teen
center/administrative offices, the annual cost would be approximately $39,600 for that component. That
figure does not include senior center programming costs, which are currently part of the annual operating
budget.
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For this study's purpose, facilities and other data used to compare and determine operating expenses
included:
The Lindbergh Center - $360,000 operating cost per year ($3.75 per square foot per year with very little
revenue stream to offset expenses).
• Five indoor gymnasiums.
• Two running tracks.
• Fitness training room and locker rooms.
• Concessions area.
• Wrestling room.
Brooklyn Center Community Center - $142,000 operating loss per year.
• Indoor 50 meter competition pool.
• Fitness training room and locker rooms.
• Teen center.
• Theater room.
• Arts & crafts room.
• Meeting rooms.
Rochester Community Center -$361,748 operating loss (1997);$440,000 operating loss expected in 1998.
• 50 meter indoor competition pool.
• 2 indoor standard size hockey rinks.
• 1 gymnasium.
• Bleachers and locker rooms.
• 3 meeting rooms.
• 3 offices.
Campbell County School Aquatic Center Gillette, Wyoming - Approximately $350,000 operating budget
per year (no revenues to offset any expenses - $350,000 operating loss).
• 50 meter X 25 yard indoor competition pool (10 lanes).
• Diving boards: 2 - 1 meter and 1 - 3 meter.
•
40'X 20' junior pool.
• 49,500 square foot building.
• Locker rooms.
• Bleacher seating for 1,100 during events.
University of Minnesota Aquatic Center
The University of Minnesota Aquatic Center annually relies on a $688,000 subsidy from the University of
Minnesota Central Administration Budget and $344,000 from Student Fees to cover their $1,192,000
annual operating expenses. The University of Minnesota Aquatic Center is, however, a world-class
indoor competitive swimming/diving facility, which is not a fair comparison to a community-based indoor
competitive pool facility with regard to subsidy required to offset the operating loss. The University of
Minnesota Aquatic Center has 73,500 square feet, which includes a 50 meter competition pool, separate
diving well, and seating for 2,676 people. Their utility costs are approximately $500,000 per year, which
makes up nearly 42% of their operating budget (approximately $6.80 per square foot per year just for
utilities). The University of Minnesota Aquatic Center operates year-round and is host to approximately
62 swimming events each year.
0
Air Supported Dome/Edina Aquatic Center Study
-- The Edina -Swim Club hired the engineering firmofto study the feasibility of placing a
dome over the existing Edina Aquatic Center 50 meter, 8 lane, competition pool. A copy of that study is
included in this report. The study shows that total yearly operating costs could possibly be $416,000 for
the nine month enclosed pool season.
Great Expectations Article
A copy of an article written by Joseph Hunsaker, President of Counsilman/Hunsaker (an aquatic design,
planning and engineering firm based in St. Louis) is enclosed as part of this study for reference. This is a
well written article taken from the July 1998 edition of Aquatics International magazine and offers an
experienced professional's perspective relative to indoor leisure and competition pools.
Advantages
• Community center concept would be a TIF eligible project, although TIF funds could not cover the
full cost of the facility.
• Creates a gathering place for the community, which promotes a stronger sense of community.
• Provides senior center participants easy access to fitness areas and swimming pools.
• Could allow Edina residents access to a multi-purpose fitness center, track, 50 meter indoor
competition pool and an indoor leisure pool year-round for a daily fee or annual fee (most private
clubs do not have a daily admission policy, unless they are a guest accompanied by a member).
• All facilities would be managed and controlled by one owner, the City of Edina.
• An indoor football/soccer dome could potentially provide a revenue stream to help offset operating
losses.
• The multi-purpose fitness center would be conveniently located for swimmers, seniors, soccer/football
dome users and all gymnasium related sport participants.
• The indoor 50 meter pool could facilitate all municipally offered swim lessons, which would create
more family leisure use and access to the Edina Aquatic Center.
PUBLIC/PRIVATE PARTNERSHIP
CONCEPT
Concent
A similar community center design could be accomplished through a public/private partnership. The end
result could be similar to the Plymouth Lifetime Fitness scenario or a variation that is agreeable to both
(or all) parties involved.
Both Lifetime Fitness and Northwest Athletic Clubs have expressed an interest in preliminary discussions
for developing a partnership with the City of Edina to develop a recreation/athletic community center
facility at the Lewis/Kunz site. The Southdale YMCA has also expressed an interest in a partnership
concerning their facility on York Avenue.
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Capital costs, operational expenses and advantages would vary greatly depending upon final agreements
between the parties involved. Therefore, it is premature to know the capital and operating cost
arrangements or the advantages and disadvantages.- Should the City Council decide to -pursue the -
community center concept, the public/private partnership would be a viable option for farther study.
CITY/SCHOOL PARTNERSHIP CONCEPT
CONCEPT
As an alternative, the City and School could cooperatively build and maintain a 50 meter competitive
pool, four gymnasiums and a multi-purpose fitness center on school district property. This proposed
concept calls for:
An indoor 50 meter competition pool at Valley View Middle School.
Four gymnasiums and multi-purpose fitness center at the Edina Community Center.
The Edina Swim Club developed a concept plan for a 50 meter competition pool at Valley View Middle
School prior to this study. A copy of that plan is included in this report. This plan includes an eight lane
50 meter competition pool with a seating capacity for approximately 700 people, locker rooms, offices,
storage and mechanical rooms, with a total of 41,000 square feet.
A four gymnasium/multi-purpose fitness center would be similar in dimension and concept to the
Gangelhoff Center for Health and Fitness located at Concordia College. A copy of this plan is included in
this report. This concept calls for adding four gymnasiums, indoor track, and a multi-purpose fitness
center to the south end of the Edina Community Center.
Another somewhat similar plan is the Lindbergh Center built by the Hopkins School District and the City
of Minnetonka. That facility has five gymnasiums, 2 running tracks, a weight training room, locker
rooms and concessions area.
NEEDS ADDRESSED
The needs addressed in this concept are similar to those in the Citizen Proposed Community Center
Concept:
Four Basketball Courts and Track
• Addresses the existing shortage of available gymnasium space in the community, as outlined in staff s
earlier study that calls for a minimum of four additional gyms.
• Allows all athletic association gymnasium sports to expand their programs and offer more scheduling
flexibility.
• Provides an effective and efficient site for hosting basketball, volleyball and other gymnasium. sport
tournaments.
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50 Meter Competitive Pool
• Provides additional competitive pool time year-round for Edina Swim Club's 250 members.
Allows Edina Swim Club to expand their membership and not turn down interested swimmers.
• Meets a regional need for additional 50 meter competitive pool time.
• Provides a permanent alternate site for the Edina Swim Club to host swim meets that do not require
limiting public access to the Edina Aquatic Center.
Capital Costs
50 Meter Competition Pool
According to Stageberg Beyer Sachs, Inc., Architects Planners, the capital costs of the 50 meter
competition pool at the Valley View Middle School site are between $7,400,000 and $8,000,000. Other
than private sponsorships or creative fund raisers, the funding source would be to rely on the successful
passage of a referendum. The Edina Swim Club is, however, willing to "promote public and corporate
sponsorship/involvement in the Natatorium including volunteer, political, and financial resources."
Further, the Edina Swim Club has stated that they "will undertake a capital drive with alumni, community
supporters, and corporate partners to establish an endowment to help offset possible yearly operating costs
for the Natatorium."
Gymnasiums/Fitness Center
The Gangelhoff Center at Concordia College is a 73,000 square foot facility that cost approximately
$4,000,000 to build. Depending upon final design and amenities, the final project costs to add four
gymnasiums and other required amenities would likely range between $3,000,000 and $4,000,000.
Other than donations, sponsorships and fund raising, the project would have to rely on the successful
passage of a referendum. It would be fair to assume some capital financial support to come from youth
athletic associations who stand to benefit from this facility.
The 5 gymnasium Lindbergh Center complex is a 96,000 square foot facility that cost approximately
$7,700,000 to build.
Operation and Maintenance Costs
50 Meter Competition Pool
There are no school districts in Minnesota that have a 50 meter indoor competition pool. Based on other
facilities with 50 meter indoor competition pools, operating and maintenance costs could potentially be
between $350,000 and $450,000 per year. The operation costs will vary depending upon the number of
swimming events, programs, lessons and required staff to facilitate those programs. As mentioned earlier,
utility costs could range from 20% to 40% of the total operating budget. Janitorial and supply costs are
more predictable.
With an aggressive effort to raise revenues by hosting swimming and diving events, renting the facility to
the Edina Swim Club and other area swim clubs and diving clubs and other groups, and by offering swim
lessons and open swimming, it might be possible to generate up to $200,000 per year. Naturally, the more
events hosted, the more staff and expenses are required to run events.
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The total operating losses could range from $150,000 to $250,000 per year depending upon the amount of
revenues generated to use the facility.
The community organizations proposal suggests that there are vast rental opportunities for a 50 meter pool
at $60 to $75 per hour. The Edina Swim Club currently pays $35 per hour for the use of the Edina
Aquatic Center 50 meter pool and uses approximately 190 hours per year, not including the Aquatennial
Swim Meet rental. The Edina Swim Club's annual rental expense to the Edina Aquatic Center is
approximately $6,600, not including the Aquatennial Swim Meet rental. The Edina Swim Club currently
pays only $10 per hour to use the Edinborough 25 yard 6 lane pool. Shortage of pool time forces the
Edina Swim Club to pay an additional $15,000 per year in pool time outside Edina.
If the 50 meter indoor competition pool were to replace the existing Valley View Middle School 25 yard
pool, the incremental costs to operate and maintain one 50 meter pool vs. one 25 yard pool would be
significantly less than operating a new additional stand alone facility. Otherwise, the operation and
maintenance cost per year would be basically the same whether at Valley View Middle School or at the
proposed community center site (Lewis/Kunz site).
Gymnasiums/Fitness Center
The operational costs of the Lindbergh Center is approximately $360,000 per year (29% paid by the City
and 71 % paid by the School District). Even without air conditioning, the Lindbergh Center costs $3.75
per square foot annually to operate. At $3.75 per square foot, a 73,000 square foot gymnasiums/fitness
center facility without air conditioning would cost approximately $273,750 per year to operate.
By attaching the gymnasiums and fitness center to the existing Edina Community Center, use of existing
boilers (no additional boilers needed) and shared maintenance staff may result in some operational savings
compared to a new stand alone facility elsewhere. In addition, this concept could take advantage of
existing locker rooms and other space that would result in less incremental operating costs compared to a
new stand alone facility.
If revenues generated from concessions and facility use fees offset operating expenses by 40% to 60%,
the operating losses for the gymnasium/multi-purpose fitness center could possibly range from
approximately $109,000 to $164,250.
Advantages
• Both facilities would be more accessible to the Edina School District and therefore be more multi-
purpose and would maximize its use (no busing required).
• Additional facilities would enhance the Edina School District sports and physical education programs.
• Could allow Edina residents access to a multi-purpose fitness center, track and 50 meter indoor
competition pool year-round for a daily fee or annual fee.
• The indoor 50 meter pool could facilitate all municipally offered swim lessons, which would create
more family leisure use and access to the Edina Aquatic Center.
• Both facilities would utilize existing school property, thus leaving more private land on the tax role
and eliminate land costs for the new facilities.
• Addition of an indoor 50 meter competition pool could potentially eliminate one of the school
district's two indoor 25 yard pools.
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• Although the joint school/city cooperative could allow for shared operating expenses, a disadvantage
of this concept is the potential loss of the City's control of access to the facility.
• The Edina School District could provide managementofthe- facilities.
• The costs to operate and maintain are incremental additions due to existing facilities and plant
operation equipment already on site. In other words, the cost to operate and maintain these facilities
would likely be the same regardless of their location, however, the total increase in existing
expenditures would be less if the facilities were located on school district property.
SENIOR CENTER/LIBRARY CONCEPT
Concept
The Kunz Oil / Lewis Engineering property redevelopment would be anchored with a combination Senior
Center and Hennepin County library measuring 30,000 to 35,000 square feet in total floor area. (The
library would measure about 20,000 square feet and the senior center 10,000 to 15,000 square feet.)
Depending on the design, the joint use facility would utilize approximately three acres of the total site
which comprises about 8 % acres (10 %2 acres if TAGS is included.)
Developers who have submitted proposals for the Kunz Oil/Lewis Engineering property would be invited
to submit final proposals which would incorporate the senior center/library. Such proposals would
include site plans as well as financial projections.
In exchange for the new facility, the County would convey ownership of the existing library to the City.
The City would be required to reimburse the Grandview TIF district for the value of the existing library in
that this building is being conveyed to the City as consideration for the new library which would be
financed with TIF.
Following acquisition, the City would remodel the existing library into a new Police Station. The existing
Police Station would be remodeled to serve as additional administrative offices for City Hall.
Library and Senior Center Needs
The proposed project addresses a number of needs for both the library and senior center. With respect to
the library, a new facility would:
• Correct the current parking shortage
• Allow the development of a "family technology center"
• Provide a larger children's area so that materials could be displayed in a less crowded fashion
• Improve the display and access to periodicals
• Enhance staff and workroom space
With respect to the senior center, a new facility would:
• Improve the visibility and identity of the center
• Provide adequate parking in close proximity to the center
• Accommodate the growing senior population in Edina
• Improve the warmth and function of the spaces within the center
• Locate the center in a more transit friendly part of Edina
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Comparison of Existing and Proposed Facilities-
Facili Existing Floor Area Proposed Floor Area
Library 14,000 sq. ft. 20,000 sq. ft.
Senior Center
Police Station
7,285 sq. ft
7,800 sq. ft.*
10-15,000 sq. ft.
14,000 sq. ft.
City Hall Administration 18,700 sq. ft.* 26,500 sq. ft.
*includes allocation of rest rooms and other common facilities
Capital Costs
Facili
Senior Center/Library
Purchase Existing Library
Remodel for P.D.
Remodel City Hall
Estimated Cost
$5,300,000(including land)
$1,000,000
$1,250,000
$1,800,000
Source ofFunds
TIF Bonds
Lease revenue bonds
& Reserves
Lease revenue bonds
& Reserves
Lease revenue bonds
& Reserves
Note: Estimated costs are based upon 1) the Senior Center pre -design study
prepared by TSP/EOS in November 1997, 2) data supplied by Hennepin County
Library and 3) City Hall pre -design study prepared by Boarman Kroos Pfister
Vogel & Associates in January 1997. New cost estimates should be undertaken
prior to project authorization.
New Operating Costs
Senior Center $39,600
Advantages
• New library and senior center are TIF eligible projects.
• The most urgent City facility needs are addressed.
• Close proximity of City Hall and the new Police Station ensure ongoing communication between City
departments.
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• New library and senior center can be integrated into the redevelopment of the Kunz Oil/Lewis
Engineering property thus allowing private redevelopment of the site.
• Project is affordable. _ _ - __- _ --------
New
_-- .New library and senior center can share space and collaborate on programs and operation and
maintenance.
• The identity and visibility of the Senior Center is improved.
CONCLUSIONS
• The costs of operating and maintaining a 50 meter competition pool will probably significantly
exceed available revenues. We base this opinion on our study of other similar facilities in
Minnesota. The Council should expect an annual shortfall of $150,000 to $250,000 based upon the
experience of other facilities. The Council should view this expense as a long term responsibility of
the City. This expense cannot be accommodated within our current budget and cannot be provided for
by new taxes within current levy limits.
• The costs of operating and maintaining the gymnasium/fitness center complex will also probably
significantly exceed available revenues. We base this opinion on our study of other similar facilities
in Minnesota. The Council should expect an annual shortfall of $109,000 to $164,250 based upon the
experience of other facilities. The Council should view this expense as a long term responsibility of
the City. This expense cannot be accommodated within our current budget and cannot be provided for
by new taxes within current levy limits.
• The report prepared by the Edina Community Organizations fairly portrays the estimated
capital costs of the Multi -Use Facility. We base this opinion on our review of other similar
facilities. The cost of this facility, whether located on the Kunz Oil/Lewis Engineering property or
elsewhere, will require a bond issue referendum. Although such a facility is eligible for TIF
financing, sufficient tax increments are not available to amortize the debt for the capital costs. TIF,
however, could be used to reduce the amount of the general obligation bonds issued by the City.
• Additional gymnasium facilities are needed based upon the current and projected level of
participation in activities requiring such facilities. We base this opinion on the gymnasium study
undertaken last winter by the Park and Recreation Department.
If the Council wishes to provide additional gymnasiums and a swimming pool, such facilities are
best located adjunct to public schools. We base this opinion on the following:
* The facilities can be better utilized for joint programming by the City and the School
District
• No land cost. Available resources can be devoted to building costs
• The school properties are currently tax exempt. No new tax exempt property will be
created.
• The facilities can be operated and maintained more economically if they are
incremental additions to existing facilities than if they are new freestanding facilities.
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• A combination library/senior center would provide a desirable public "anchor" for the
redevelopment of the Kunz Oil / Lewis Engineering property because: - - -
* This use leverages the re -use of the existing library for City Hall / Police Department
purposes.
This use addresses the most pressing public facility needs.
A combination library / senior center can be accommodated within a private
redevelopment of the Kunz Oil / Lewis Engineering property.
The project is TIF eligible.
RECOMMENDATIONS
The HRA should proceed to select finalists for the development of the Kunz Oil / Lewis
Engineering property. These finalists should be invited to submit more detailed proposals
concerning the development of the property. The finalists should be challenged to incorporate a senior
center / library into their final development plans.
The City should study the development of additional gymnasiums and/or a swimming pool with
the Edina School District. Preliminary discussions conclude that gymnasium facilities would best
located adjacent to the existing Community Center and a swimming pool would best be located
adjacent to Valley View Middle School. If the Council agrees with this recommendation, we advise
that City staff and School District staff prepare a more detailed feasibility report / pre -design study
detailing the construction and operation of such facilities. We also recommend that the City engage
an architect to assist us with these studies. We estimate the costs for such services to be $10,000.
• The City should not pursue the development of a domed athletic field at this time. We do not
believe this facility is a high priority for the City's recreation programming at this time.
APPENDIX
Included in this study are the following documents:
• Data fact sheet on Lindbergh Center, Hopkins School District/City of Minnetonka.
• Data fact sheet on City of Plymouth/Lifetime Fitness recreation/athletic facility.
• Data fact sheet on Chaska Community Center, City of Chaska.
• 50 meter pool site plan for Valley View Middle School, by Stageberg Beyer Sachs, Inc.
• Air supported dome at Edina Aquatic Center site feasibility study, by Woodward -Clyde Consultants.
• Great Expectations Article, by Joseph Hunsaker.
14
LINDBERGH CENTER
HOPKINS SCHOOL DISTRICT & CITY OF MINNETONKA
AMENITIES
Five high school size gymnasiums (84'x50'); total 96,000 square
feet.
�'- 2 running tracks (upper & lower levels).
-'I'- Weight training room, locker rooms.
Concessions area.
Wrestling room.
)"Moveable bleachers.
)"No air-conditioning.
)I'- Attached to a school building.
CAPITAL COSTS
$7.7 million total.
y $2.2 million financed by City.
$5.5 million financed by School District.
OPERATIONAL COSTS
$360,000 per year operating expenses.
29% paid by City ($104,400).
�1` 71 % paid by School District ($255,600).
15
PLYMOUTH RECREATION/ATHLETIC CENTER
PUBLIC/PRIVATE VENTURE:
City of Plymouth
Wayzata School District
Lifetime Fitness
AMENITIES
• Built in 1997.
• 250,000 square feet.
• 2 indoor ice arenas with meeting rooms (City owned).
• 2 gymnasiums (Lifetime Fitness).
• Climbing wall (Lifetime Fitness).
• Exercise/fitness rooms & equipment (Lifetime Fitness).
• Children's daycare facility with indoor playground (Lifetime Fitness).
• Indoor and outdoor leisure pools (Lifetime Fitness).
• Indoor 25 yard competition/lap pool and diving well (Lifetime Fitness).
CAPITAL COSTS
• $11.5 million Lifetime Fitness.
• $9.3 million City of Plymouth ($8 million for 2 hockey rinks and $1.3 for pool).
• $300,000 Wayzata School District (pool only).
• $21.1 million total.
PUBLIC/PRIVATE PARTNERSHIP
CONTRACTUAL AGREEMENTS
• City paid $1.3 million to help finance the aquatic facility to allow all Plymouth
residents plus all Wayzata and Armstrong School District residents access to Lifetime
Fitness Center or pool only for a non-member daily rate.
• Daily pass to entire facility (no membership fee necessary) $6 youth and $8 adults.
• Daily pass to indoor/outdoor pool facility only (no membership fee necessary) $3
youth and $6 adults.
Wayzata School District paid $300,000 towards construction of pool to assure ability
to host Wayzata High School swimming and diving meets at no charge.
16
CHASKA COMMUNITY CENTER
CITY OF CHASKA
AMENITIES
• 140,000 square feet.
• Community/banquet room.
• Meeting rooms.
• 1 indoor hockey rink (2nd sheet currently under construction).
• Community theater and practice stage.
• Arts & crafts room.
• Exercise/fitness rooms (weight lifting and cardiovascular areas).
• 2 gymnasiums.
• Dance studio.
• Batting/golf cage.
• Racquetball courts.
• Video game lounge.
• Indoor playground.
• Cafe/grill.
• Virtual golf.
• Dressing rooms.
• Art gallery.
CAPITAL COSTS
• Original building $9.2 million.
• Arts addition/renovation $3.2 million.
• 2nd sheet of indoor ice currently under construction $2.25 million.
• Total capital investment $14.65 million.
OPERATIONAL COSTS
• 1996 revenues $1,242,000; expenses $1,761,898; loss $519,301
(includes $385,007 for depreciation)
ARCHITECT'S PLANNERS
Stageberg Beyer Sachs., Inc.
115 N FOURTH ST MINNEAPOUS MINNESOTA 55401
6121375-1399 • b[ 6121342-2659
MEMORANDUM
TO: Terry Lynner, Edina Swim Club
FROM: William Beyer, AIA
DATE: 13 February 1998
RE: 50 meter Competition Pool Issues - Valley View Middle School Site, Edina
We have developed the attached pian which slightly modifies the arrangement shown on the earlier
plan prepared by the school district There could be other similar arrangements of space for this site,
but'a final plan should be developed with district participation.
For purposes of developing budgets, we have assumed a current, 1998 construction cost of
$150/GSF, yielding an approximate construction budget of $6,150,000. Normal "soft costs for a
project this size, including contingencies for design, bidding and construction, as well as cost
escalation to the actual bid date, could total another 20% - 30% of construction cost, so a final project
budget range of VA- $8.0 million is realistic for a building of this size.
Major factors in the cost include the amount and quality of spectator seating and other ancillary
facilities required, and the overall level of finish for the building. These elements should be developed
in additional detail to adequately assess construction costs.
We hope this will be useful to you and your committee. Please call if we can provide additional
information.
attachment
admn0398bl3a
PROPOSED AQUATIC CENTER • EDINA HIGH SCHOOL
STAGEBERG BEYER SACHS, INC. ARCHrTECTS 2/13/98
n V
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I
Woodward -Clyde mv
Engineering 8 sciences applied to the earth & its environment
May 13, 1996
Mr. Jim Bourey
Edina Swim Club
4445 W. 77th St.
Edina, MN 55435
Subject: Preliminary Feasibility Study
Air Supported Dome/Edina Pool
W -C #6E13037
Dear Mr. Bourey:
ility of
Per your request Woodward -Clyde
(t Pool located athe tCornel a Park�Valley
an air
supported structure (dome) over the Edina Municipal _
View Road and the rosstown, to E ina, -innesot
Information has been obtained from the following sources:
Dome: Yeadon Fabric Domes, Inc.
Operational Costs: City of Edina Park & Recreation Dept.
Other miscellaneous information regarding cost and attendance information was obtained
from the Edina Public Schools.
PROJECT DESCRIPTION
The project would consist of placing a proposed 200 ft. x 130 ft. x 45 ft. dome over the Main
Pool. The pool measures 160 ft. x 60 ft. with a 50 ft. x 30 ft. diving ell on the northwest
corner. A Wading Pool is located on the east end of the Pool.
The existing Bath House, located on the south side, is going to be replaced by a new facility
constructed for the 1997 season. The existing Wading Pool is also going to be replaced by a
larger pool for the 1997 season.
The purpose of the dome is to provide the opportunity for year-round use of the Pool.
w#btQyItpbiBffi~- A subsidiary of Woodward -Clyde Group, Inc.
c, 0P AM -6465 Wavzata Blvd. -Minneapolis, MN 55426
Woodward -Clyde
Mr. Jim Bourey
Edina Swim Club
May 13, 1996
Page 2
For purposes of this Preliminary Study, it is assumed the Water Slide and Wading Pool are
excluded from the enclosure.
CAPITAL COSTS
;Dome
f From the quote provided by Yeadon (See Appendix A). the initial price for the dome is
$207,000.
The additional items described in the quote total $53,000. The $260,000 total of these costs
—does-not._include-inslallation, engineerin , taxes, or utilities.
Bath House
The proposed Bath House is not anticipated to be a year-round, heated structure. To utilize
the Pool on a 12 month basis the new Bath House would need to be an insulated and heated
structure. This cost could reach $200,000 depending upon the square footage and the type of
mechanical system.
Filter Room
The existing Filter Room is not insulated or heated. In order to operate on a 12 month basis,
extensive modifications would be required for insulation, vapor barriers, heating and
ventilation equipment. These costs are estimated at approximately $75,000.
Pool Deck
The present deck covers all of the utility piping as well as recirculation piping. At present,
the deck is not built for anchoring the dome structure.
The installation costs including deck modifications and piping insulation are estimated at
$50,000.
S.*E13077\PR0P0SAL.D0C /05-13-96/ MIN
Woodward -Clyde Consultants
% I
Woodward -Clyde
Mr. Jim Bourey
Edina Swim Club
May 13. 1996
Page 3
A preliminary summary of anticipated capital costs are shown below:
Amount
Capital Costs
$260,000
Dome & Options (quote)
Bath House Modifications
200,000
Modifications
75,000
Pool Deck Modifications/ 50,000
Installation of Dome
Taxes, Engineering & Administrative Costs 10% 60,000
TOTAL $645,000
OPERATING EXPENSES
The estimated operating expenses of the Pool are essentially projected year-round cost of the
3 month Summer Program.
The number of guards, changing room attendants managers
ter andaintene
erc the personnel
m
could vary widely from peak sumer day usage to
osts of
utilities, chemicals and maintenance are assumed'to be similar. The costs of chemicals are
based on the existing system which may be more than the new filtration system expected to
be in operation by May 1997.
The heating costs are estimated on the assumption of a historically normal winter and
maintaining the air at 85 degrees, approximately 4 degrees above the water temperature.
SAM303NROPOSAL.DOC 105.13-% / MM
Woodward -Clyde Consultants
Woodward -Clyde
Mr. Jim Bourey
Edina Swim Club
May 13, 1996
Page 4
Other costs which were not specifically investigated but should be considered are insurance
costs, snow removal (adequate for traffic as well as emergency vehicles) and security. The
Preliminary Operating Expenses for the nine months indoor season are summarized below:
Preliminary Operating Expense Amount
Staff (Manager; Guards, Cashier, etc.) $180.000
Maintenance (Pool & Bath House & Dome 60,000
includes one full-time person)
Pool Chemicals
25,000
Heat - Pool & Hot Water 50,000
Heat - Dome (l) 45.000
TOTAL $360.000
(l) This amount could reach $70,000 based upon furnace efficiencies and heat loss
assumptions - the figure used is based upon a 2.75 million BTU system.
The debt retirement for a $645,000 capital expenditure over 20 years would be approximately
$56,000/year at a 6% rate.
The total yearly costs would therefore be $416,000 for the nine month enclosed pool
operation.
ANTICIPATED REVENUE
The Summer Operation of the Pool in 1995 gr ssed 38,000 in revenues. Neither of these features This
would be
revenues from the Water Slide and Wading Pool features
available during the nine month winter use.
SA6E13037TROPOSAL.DOC 105-13-96 1 MM
Woodward -Clyde Consultants
4% 1
Woodward -Clyde
Mr. Jim Bourey
Edina Swim Club
May 13, 1996
Page 5
The number of users during the winter, than Swim 20-30 people per,day. would
DurPngthe1y be
199�
comparable to Edinborough which is approximately
Summer Season, the attendance exceeded 1400 persons on many days.
Although not addressed here in detail, the financial disparity between the anticipated yearly
i operational costs and the potential revenue appears very large.
Should you have further questions, please don't hesitate to call.
if
Vice President
RMG:jm
Enclosures
SA6EI303APRMOSAL.DOC / OS -13-461 MIN
woodwwd-Clyde Consultants
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A number of factors will determine whether you unveil a
..
competition, leisure or hybrid facility.
u-
�.�il7iii�
by Joseph Hunsaker
expectations
When planning a community aquatic facility,
meeting the expectations of both owners
and users is a challenge. But if you do your
research and understand everybody's wants
and needs, you can build a facility the whole
community will support.
0 nce upon a time, ouiiu,,.s a -
swimming pool was somewhat like buying a
Model T. Just as the car could be any color as
long as it was black, the pool could be any shape —
as long as it was rectangular.
Today, however, diverse expectations of users are
putting greater demands on aquatic facilities. Local swim-
ming and diving clubs still:want 50 -meter indoor pools with
10 -meter towers. But now; senior citizens are clamoring for
dedicated warm -water pools for therapy and fitness class-
es, and families with young children want zero -depth leisure
pools with slides, current,channels and play equipment.
Public officials also have greater- expectations: While
many communities can generate enough funds topay for
construction, more and more officials want users to help
rover ongoing operations.
As the aquatic professional, your job is to make sure your
new facility accommodates all these needs.
Do your homework
Before you can make any solid decisions on the type or
size of facility to build, you fust need a firm grasp of all the
financial issues involved. This means knowing what pool
features are available as well as the cost to construct and
operate. Also affecting your budget are engineering, archi-
tectural, consulting, geotechnical and other service costs.
In some cases, this research phase may include issues
of site acquisition and development. In other cases, if the
new aquatic facility is replacing an existing pool, there is
the cost of demolishing old structures and, frequently,
improving utility supplies, sewer and drainage provisions,
road access and the like.
While it's difficult to establish an estimate of all the
costs involved in a construction project — expenses vary
greatly depending on the local economy, availability of
materials and other issues — there are three common
ways to prepare an initial budget.
1. Obtain information from similar operations in other
parts of your community or even in other areas of your state
— the experience of others can be helpful in establishing a
ballpark estimate. Be aware, however, that their costs can
sometimes be misleading. An access road, for example, may
have been absorbed by the street department's budget, or
utMide—s-rnayhave-b,een-provided-by-public-works.-- -
2. Use industry averages, which are available in a vari-
ety of publications that cover construction costs, build-
ing standards and other industry data. These resources
can provide square -foot cost estimates, and some may
even take into account local variances.
3. Perform a site-specific analysis by developing a
preliminary design and applying it to the types of mate-
rials and labor costs in your area. This is the most accu-
rate and effective way of estimating costs, but most like-
ly will require the help of a consultant.
Show me the money
Another financial issue to consider is the expected
funding source for the project.
Wealthy donors can ease your budgetary concerns, but
remember that they will usually request a matching
commitment from the community or owner. Additionally,
you'll be challenged with meeting the donor's expecta-
tions along with those of your users and owners.
Other financing options. available include general oblig-
ation bonds, revenue bonds and sales tax initiatives..If the
aquatic center is to be financed; don't forget to :include
:debt service in your budget of ongoing expenses. Also at
issue is whether that debt will be the responsibility of the
local government or will be covered by operating revenue.
In other words, you'll need to establish your aquatic
center's financial goals early in the planning stages. Will
your department subsidize maintenance and operations,
or is the facility expected to generate a neutral, <or even
positive, cash flow? These expectations may. determine
continued on page 26
AQUATICS INTERNATIONAL 0 JULY/AUG 1998 25
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;for, pool water controllers. During that
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NOW which company do you suppose
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KRUGER & EcKEIs craftsmanship is so
reliable, we back every controller with
a 5 -year warranty—the longest, most
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With over 20 years in the pool & spa
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most PPM experience by far, it's no
surprise that KRUGER & ECKELs are
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(800)355-7663 • (714)547-5165
Fax(714)547-2009
utntwi twit, ep4i mono
continued from page 25
what type of aquatic center is feasible.
For example, should you build an indoor
or an outdoor pool? 'typically=outdoor
leisure pools generate positive cash flow,_
while indoor leisure pools fall more in the
break-even categoi�.: Indoor coin etition
pools , iparticuiarly:those.designed with
seating and other amenities for large`
competitions — generally require greater.
levels 4 subsidy.
One reason for this variance is the
increased operational costs of indoor aquat-
ic facilities. Natatoriums require beating
and ventilation;',..resulting not.only.in:
increased,construction costs, but in signif-
icant operational expenses. In fact, as much`'
as -one-third of anindoor aquatic center's
operational budget can go toward utilities'
Indoor and outdoor facilities also have
different usage patterns. In the; summer,
people naturally prefer outdoor:: aquatic
facilities. Even indoor family aquatic
centers with retractable roof and wall
panels won't generate the same summer
attendance levels as a similar outdoor facil-
ity. And though it seems; reasonable that
an: indoor facility will -recoup-any differ-
ence in summer attendance by being open
year-round, the reality is that most summer
recreational pool users don't frequent= --
these facilities as much during the winter
months ' school is in session and other
after-school activities occupy cupy t eir time.
This is not to say that all indoor, year-
round aquatic centers are money pits.
Creative and aggressive marketing can
sometimes buck this trend. Groups that
you can target during school days include
seniors, childcare providers, and school
districts that offer physical education and
special education classes.
As the primary users of indoor compet-
itive facilities; swim teams are increasingly-.
being asked to provide a.greater portion of
a facility's revenue. In the past,swim teams
typically received pool time. free or at nomi
nal cost; now., they are often charged
market -level rentals of $5 to $12 per lane
per hour, and even more at some universi-
ties. Of course, if you charge higher fees,
you have to meet the teams' higher expec-
tations — showers, lockers, plenty of lanes,
starting blocks, and so on.
Know your community
When preparing your initial budget,
you'll need to know about the people in
your community. And although as a park.
and recreation professional you probably
have a pretty good handle on the demo-
graphics of your constituents, it's helpful
to quantify that information.
• Population density. When analyzing
a population, it's important not only to
Circle 28 on Postage Free Card
26 AQUATICS INTERNATIONAL • JULY/AUG 1998
know the overall totals, but to understand
where population densities occur.
According to a World Waterpark
Association and William L. Haralson &
Associates survey, most leisure.facilir
derive '-the:bulk•of their attendance frL
within -:l-O miles of their1ocation (1996
Warerpark Survey, Splash, May/June 1997,
pp. 40-43 ). Industry experience has s h own
that distance is generally less of an issue for
competitive and fitness swimmers.
• Age demographics. Knowing the age
demographics within your population can
help you determine which type of aquatic
facility is most appropriate for your
community. Recreation and competition
facilities are ideal if you have a predomi-
nance of youths younger than 18, while a
large senior population would suggest a
need for an indoor, wane -water pool for
fitness and therapy. Baby boomers are avid
users of fitness lap -swimming facilities, but
might also support a leisure concept for
their families.
• Income statistics. Per capita and
median household incomes will reflect the
amount of discretionary income available
for recreational activities. Additionally,
this can be an indication of.potential
attendance, which can help you design the
appropriate size of your facility. Median
incomes can also affect your departmer
subsidization policy and help establish
schedules appropriate for the community.
• Demographic shifts. The U.S. Census
Bureau office can supply current popula-
tion, age and income demographics for
your community. When analyzing your
community's demographics, however,
remember that you're building a facility
that will last for 30 years or more — not
only do you need to study the existing
population, but you also need to make
projections for the next 10, 20 and 30 years.
Planning for future demographic
changes means you may need to reserve
space for additional amenities. For exam-
ple, larger thrill -oriented slides can be
added for future teen populations; a ther-
apy pool might be added at a later date for
a growing senior demographic; or space
can be reserved for future expansion to
accommodate a booming population. You
can accomplish these additions much easi-
er and more cost-effectively when you fore-
cast them in the original design.
Fast, fun or fitness?
Because form must follow function,
you'll need to know the exact user gro,
who will most likely frequent your fat
ty. Users generally fall into -one of three'
categories: competition; recreation and.
continued on page 28
GREAT EXPECTATIONS
continued from page 26
fitness/tl e-iapy= and�all - hsee; have,':
•different needs and'expectations.
Competition swimmers are always first off
the blocks : competitive.sw rniiting sProb
ably stronger and ,more organized in the'
United States than anywhere else in the world
The roots of its strength can'be found in the
coriunitmer t to athletics in- the U.S. educa
tionalsystem, _ g in elementaryschool:
..
and'extendirig'ugh coljegiate sports.
B.ecause.they are organized, comped-
tive-swimmers.will always be a vocal and
influential force in public"`debateregard
ing new aquatic facilities.=: They are also
faithful users of training and competition
facilities and are typically willing to pay
higher fees for that use. But; asprevious-
ly mentioned natatoriums— particular-
ly -those -designed -with spectator -seating -
and support, spaces for_majou competi-
tions:;a
, -.re costly to maintain.
Compe.t-ition facilities also _typically.
include a lotof deep water, which is diffi
cult to program for activities other than
fitness lap swimming .and .competition:
For these reasons, it's important to get
k C OR
I
aquat4)X TE R NA TO 0 JVA L ics
R E P'R I N T S
. Reprints from
Aquatics International
can promote
what you do
u
what you sell.
A minimum order may apply
For more information call Rick Dechance at
(213) 964-4800 x138
i
a feel for the level of need and commit-
ment of your competitive swimmers. You
must decide whether your community can
and will support a full-fledged competi-
tion venue or whether a facility supplying
a- number -of_training lanes will satisfy the
competitive swimmers in your area.
Although they; representthe majority of:
potential users in .a community, leisure„
users have traditionally been left out of the;
debate .over aquatic :center' design ;;-hue
not' as, frequent or as faithful as the compe,.. .
tition contingent, their large numbers are.
the. reason most new, eisure kquatic
centers =with lots of shallow water, play
amenities <and'expansive;deck areas —
These days, competition for the
public's leisure dollars can be fierce,
and you need to take into account the
existence or absence of other aquat-
ic providers in your area. Many
communities have a fleet of 50 -meter
outdoor pools, but no indoor options
for year-round aquatics. There might
be plenty of pools available for swim
training, -but -no -appropriate venue for
large competitions.
Other communities may be experi-
encing declining recreation atten-
dance at their old community rectan-
gular pools, pointing toward a possi-
ble leisure -pool solution. If large,
commercial waterparks are nearby,
however, you might want to scale
down your plans and provide a low-
cost alternative.
When considering your aquatic
competitors, you may be faced with
the sensitive issue of competing as a
public entity against private enter-
prises, and the appropriateness of
doing so. Rather than trying to re-
create what already exists in your
community, instead strive to provide
a new element to the area's recre-
ation or competition components.
Carefully studying existing facili-
ties in your area will help you define
your niche. You also need to make a
dedicated effort to listen to your
community's aquatic user groups to
determine their needs — and their
expectations. By involving the
community, you'll create a wide base
of support and ownership in the
project, enhancing your chances for
success.
experience break-even or surplus revenue.`
Whereas a typical rectangular pool
might warrant an admission fee of 50 cents
to $1, new family aquatic centers are charg-
ing daily fees of $3 to $6 or more to support
operations. Additionally, leisure facilities
can earn revenues from private parties, -
tube rentals and food service. Some larger
facilities can even support gift shops.
In recent years, increased exposure to
leisure aquatics has raised the expecta-
tions and visibility of leisure users. Still,
it's usually left to you and your staff to
represent their voices in the decision-
making process. This duty falls under the
category of the community's expectations
of you as an aquatic director.
Fitness and therapy users are typically a
small percentage of -your: population. Don't
forget, however, that seniors are the fastest-
growing population segment across the
country and are increasingly expecting to be
a part Of the public programming mix.
Thankfully, the requirements for fitness and
therapy programming are modest, and you
can frequently accommodate this group
within facilities largely designed for leisure
or competition use.
A new breed
Trying to accommodate different types
of users—1et—la one he p oe the
facility — will likely result in what
could be considered nontraditional designs.
More and more new aquatic centers
feature leisure elements and lap lanes
combined in unexpected shapes. Leisure
pools, for example, can satisfy fitness advo-
cates with current channels and bubble
couches. Competition pools can expand
their programming flexibility with movable
bulkheads and removable slides and play
elements. And larger aquatic centers can
combine lane lines with beach entries and
slides in unlimited configurations.
For established facilities whose budgets
won't allow expensive additions or remod-
els, removable or inflatable play features are
a means of attracting leisure users.
Relatively low-cost, inflatable climbing
structures and slides can be quickly
installed for family use and easily removed
when the swim team comes in.
These multiple or temporary uses
sometimes require compromises, most
notably in optimal water temperatures.
Most users, however, are willing to accept
some compromises in exchange for added
opportunities.
Joseph Hunsaker is president of
Counsilman/Hunsaker, an aquatic
design, planning and engineering firm
based in St. Louis.
r
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AQUATICS INTERNATIONAL - JULY/AUG 1998 29
Woodward -Clyde
Engineering & sciences applied to the earth & its environment
May 13, 1996
Mr. Jim Bourey
Edina Swim Club
4445 W. 77th St.
Edina, MN 55435
Subject: Preliminary Feasibility Study
Air Supported Dome/Edina Pool
W -C 96E13037
Dear Mr. Bourev:
Per your request Woodward -Clyde (W -C) has investigated the possibility of placing an air
supported structure (dome) over the Edina Municipal Pool located at Cornelia Park, Valley
40 View Road and the Crosstown, in Edina, Minnesota.
Information has been obtained from the following sources:
Dome: Yeadon Fabric Domes, Inc.
Operational Costs: City of Edina Park & Recreation Dept.
Other miscellaneous information regarding cost and attendance information was obtained
from the Edina Public Schools.
PROJECT DESCRIPTION
The project would consist of placing a proposed 200 ft. x 130 ft. x 45 ft. dome over the Main
Pool. The pool measures 160 ft. x 60 ft. with a 50 ft. x 30 ft. diving ell on the northwest
corner. A Wading Pool is located on the east end of the Pool.
The existing Bath House, located on the south side, is going to be replaced by a new facility
constructed for the 1997 season. The existing Wading Pool is also going to be replaced by a
larger pool for the 1997 season.
The purpose of the dome is to provide the opportunity for year-round use of the Pool.
wo6" ftgUNd&1)WdAbiL*ft b - A subsidiary of Woodward -Clyde Group, Inc.
Park Place West Building, Suite 660.6465 Wayzata Blvd. • Minneapolis, MN 55426
Woodward -Clyde
Mr. Jim Bourey
Edina Swim Club
May 13. 1996
Pape 2
For purposes of this Preliminary Study, it is assumed the Water Slide and Wading Pool are
excluded from the enclosure.
CAPITAL COSTS
Dome
From the quote provided by Yeadon (See Appendix A). the initial price for the dome is
$207.000.
The additional items described in the quote total $53,000. The $260,000 total of these costs
does not include installation, engineering, taxes, or utilities.
Bath House
The proposed Bath House is not anticipated to be a year-round, heated structure. To utilize
the Pool on a 12 month basis the new Bath House would need to be an insulated and heated
structure. This cost could reach $200,000 depending upon the square footage and the type of
mechanical system.
Filter Room
The existing Filter Room is not insulated or heated. In order to operate on a 12 month basis,
extensive modifications would be required for insulation, vapor barriers, heating and
ventilation equipment. These costs are estimated at approximately $75,000.
Pool Deck
The present deck covers all of the utility piping as well as recirculation piping. At present,
the deck is not built for anchoring the dome structure.
The installation costs including deck modifications and piping insulation are estimated at
$50,000.
S. WE130371PROPOSAL.DOC / 05-13-96 / MIN
Woodward -Clyde Consultants
•
G'_
E7
Woodward -Clyde
Mr. Jim Bourev
Edina Swim Club
May 13, 1996
Page 4
Other costs which were not specifically investigated but should be considered are insurance
costs, snow removal (adequate for traffic as well as emergency vehicles) and security. The
Preliminary Operating Expenses for the nine months indoor season are summarized below:
Preliminary Operating Expense Amount
Staff (Manager. Guards, Cashier, etc.) $180.000
Maintenance (Pool & Bath House & Dome
includes one full-time person) 60,000
Pool Chemicals 25,000
Heat - Pool & Hot Water 50,000
Heat - Dome (1) 45.000
TOTAL $360,000
This amount could reach $70,000 based upon furnace efficiencies and heat loss
assumptions - the figure used is based upon a 2.75 million BTU system.
The debt retirement fora $645,000 capital expenditure over 20 years would be approximately
$56,000/year at a 6% rate.
The total yearly costs would therefore be $416,000 for the nine month enclosed pool
operation.
ANTICIPATED REVENUE
The Summer Operation of the Pool in 1995 grossed $338,000 in revenues. This included
revenues from the Water Slide and Wading Pool features. Neither of these features would be
available during the nine month winter use.
SA6E13077\PR0P0SAL-D0C / 05-I M6 /MIN
woodward.Clyde Consultants
RESOLUTION SETTING
1999 PARK AND RECREATION FEES
BE IT RESOLVED that the Edina City Council does hereby approve and set the
following 1998 Park and Recreation Fees.
PARK AND
RECREATION
SOFTBALL POST SEASON TOURNEY
1998
1999
PLAYGROUND
$12.00
$12.00
COACH PITCH
$40.00
$40.00
ADULT TENNIS INSTRUCTION
$35.00
$35.00
YOUTH TENNIS INSTRUCTION
$35.00
$35.00
PEE WEE TENNIS
$25.00
$25.00
TEAM TENNIS
$60.00
$60.00
TENNIS CAMP
$75.00
$75.00
YOUTH SUMMER CLASSIC TENNIS
TOURNAMENT
$12.00
$12.00
ADULT SUMMER CLASSIC TENNIS
TOURNAMENT
$15.00
$15.00
ADULT ATHLETIC FEES
SUMMER SOFTBALL
SOFTBALL POST SEASON TOURNEY
1998
1999
1 1998
1999
Co-Rec & Mens
Classic League
$ 345.00
$345.00
Team Entry Fee $50.00
$50.00
Mens/Womens 35 &
Over & Industrial
League
$310.00
$310.00
BASKETBALL
Non -Resident Fee
individual
$ 25.00
$25.00
5 -Man C League
$425.00
$400.00
Non -Resident Fee
Team
$150.00
$150.00
5 -Man B League
$425.00
$400.00
FALL SOFTBALL
HOCKEY
Co-Rec Leagues
$225.00
$225.00
4 -Man League I $200.00 $200.00
Mens Leagues
$200.00
$200.00
BROOMBALL
Non -Resident Fee
individual
$ 25.00
$ 25.00
Co-Rec League
$475.00
$285.00
Non -Resident Fee
team
$150.00
$150.00
BANDY
VOLLEYBALL
A -Division
$1,700.00
$2,000.00
Officiated Leagues
$225.00
$225.00
B -Division
$1,350.00
$1,100.00
Non -Officiated
Leagues
$125.00
$125.00
C -Division
$ 750.00
$1,050.00
Non -Resident
individual
$ 10.00
$ 10.00
AQUATIC CENTER
ART CENTER
SEASON TICKETS
RESIDENT FAMILY:
1998
1999
First 2 members
*$50.00/$60.00
*$50.00/$60.00
Each additional member
$ 15.00
$15.00
Maximum 8 members
$150.00
$150.00
RESIDENT INDIVIDUAL:
*$40.00/$50.00
*$40.00/$50.00
NON-RESIDENT FAMILY:
1998
1998
First 2 members
*$70.00/$80.00
*$70.00/$80.00
Each addition al member
$ 15.00
$15.00
Maximum 8 members
$170.00
$170.00
NON-RESIDENT INDIVIDUAL
*$60.00/$70.00
*$60.00/$70.00
Daily Admission
$ 6.00
$6.00
Admission after 6 P.M.
$ 4.00
$4.00
Aquatic Instruction
$ 50.00
$50.00
* - Early Bird Special if Purchased No Later Than May 14, 1999.
ART CENTER
MEMBERSHIPS:
FAMILY -
$35.00 INDIVIDUAL - $25.00
CLASS FEES * (based on # of hours in class)
Members - 10% discount
PARENT/CHILD WORKSHOPS*
includes 1 child and 1 adult
NON-MEMBERS
NON-MEMBER/MEMBER
1998
1999
1998
1999
25 hours
$3.58
$4.28
1 '/2 hours $15/$13
$15/$13
24 hours
$4.08
$4.28
2 hours $17/$15
$17/$15
21 hours
$4.35
$4.55
3 hours $21/$19
$21/$19
14 hours
$4.64
$4.84
4 hours $27/$25
$27/$25
12 hours
$4.92
$5.12
5 hours $31/$28
$31/$28
8 hours
$5.25
$5.45
6 hours $34/$31
$34/$31
5 hours
$5.65
$5.85
7 hours $39/$35
$39/$35
4 hours
$6.15
$6.35
8 hours $42/$38
$42/$38
*all clay and children's classes add $5.00
*all clay classes add $5.00
PEGGY KELLY MEDIA ART'S STUDIOS July 1998
Edina Art Center, 4701 West 64th Street, Edina, MN 55435
PRICE LIST
DO -IT YOURS , LF SERVICES
EQUIPMENT RENTAL
Nourlp Tee
per Two Day Rental
'frailsfer movies to video $10.00
351nin Slide Projector
$10.00
Pictures or slides to video $10.00
Dual Slide Projector
$25.00
(Video Albuni)
with Dissolve Unit
Audio Dubbing or '1'ratisfer $10.00
VHS Camcorder
$20.00
VHS Video Editing $10.00
Overhead Projector
$20.00
351nin Photo Copies $5.00
Opaque Projector
$20.00
35mm Slide Copies $5.00
16nun Movie Proj.
$20.00
VHS Video Copies $3.00 per copy
Super 8niin Proj.
$15.00
(up to 3 at one tithe) per hour
with sound
Foreign Conversion $5.00 per copy
81nm Movie Proj.
$10.00
(PAL, SECAM) per Dour
Laminator/Heat Press $5.00
Lowell Light Kit
$20.00
Audio Cassette Dupl. $1 per copy
Wireless Mike Kit
$20.00
Custolner provides blank video cassettes, audio
cassettes, fibn, and lamination stipplies.
Photo/Video Studio Renta
Studio - not staffed
bilroduclory pricing $30.00 per hour
( includes two Cation XL I digital
niini-DV video cameras, digital editor,
and digital mixer )
(Props & expendables not included)
Studio - staffed
Price quotes on project basis
Computer Open Studio Time
Macintosh G3 or Compaq 266 Mhz
PC $10.00 per hour
( includes use of Adobe Photoshop,
PageMaker and Illustrator software
with Epson Color Stylus printing -
prints purchased separately )
All use or rental of equipment and facilities requires a membership
One daffy/one visit pass $10.00
Annuallitdividualllien:bership (12 months) $25.00
Annual Family Membership (12 months) 35.00
For information or appointment, call 915-6602
ARENA
1998
1999
Hourly Rate as of 9/95
$120.00
$125.00
Open skating Youth and Adult
$ 2.50
$ 3.00
Skate Rental
$ 1.50
$ 1.50
Skate Sharpening
$ 3.00
$ 3.00
SEASON TICKETS effective 10/1/98
RESIDENT FAMILY:
1998
1999
First 2 members
$ 60.00
$ 65.00
Each additional member
$ 5.00
$ 5.00
Maximum 7persons)
$ 85.00
$ 90.00
RESIDENT INDIVIDUAL:
$ 50.00
$ 55.00
NON-RESIDENT FAMILY:
1998
1999
First 2 members
$ 75.00
$80.00
Each additional member
$ 5.00
$ 5.00
Maximum 7persons)
$100.00
$105.00
NON-RESIDENT INDIVIDUAL
$ 60.00
$ 65.00
CLASSES
$74- 00
$ 79.00
BRAEMAR GOLF COURSE
GREEN FEES
1998
1999
18 hole - non -patron
$24.00
$26.00
18 hole - patron
$19.00
$20.00
9 hole - non -patron
$13.50
$14.00
9 hole - patron
$11.00
$11.50
GROUP FEES - 18 holes
$32.00
$35.00
GROUP FEES - 9 holes
$17.00
$18.00
PATRON CARDS until April 1
1998
1999
Individual
$55.00
$55.00
Executive Course
$25.00
$25.00
PATRON CARDS after April 1
1998
1999
Individual
$60.00
$60.00
Executive Course
$25.00
$25.00
COMPUTERIZED HANDICAPS
1998
1999
Resident
$18.00
$19.00
Non -Resident
$22.00
$23.00
LOCKERS
1998
1999
Men's 72 inch
$35.00
$35.00
Men's 42 inch
$25.00
$25.00
Ladies 72 inch
$15.00
$15.00
CLUB STORAGE
$35.00
$35.00
CLUB RENTAL
$ 7.00
$7.50
PULL CARTS
$ 2.25
$2.25
GOLF CARS
1998
1999
18 holes
$22.00
$24.00
9 holes
$13.00
$14.00
18 holes/person with disability
single rider
$11.00
$14.00
Group Car Fees
$30.00
$32.00
GROUP GOLF LESSONS
1998
1999
Adult
$62.00
$64.00
Junior
$32.00
$34.00
BRAEMAR
EXECUTIVE COURSE
1998
1999
Adult non -patron
$ 10.00
$ 9.00
$9.50
Adult patron
$9.00
$7. 0
$8.00
Junior - non -patron
Junior - patron
$ 7.00
$7.50
Junior - patron
$10.00
$ 5.50
$6.00
Golf Cars (everyone)
$2.00
$10.00
$11.00
Pull Carts
GOLF RANGE
$ 2.00
$2.00
Group Fees
$ 5.50
$12.00
$13.00
BRAEMAR ROOM
$3.75
Warm -Up Bucket
$ 1.75
1998
1999
Resident - wedding related
1999
$625.00
$650.00
Non-residents - wedding related
Senior Bucket
$675.00
$700.00
Other events
$ 8.50
$250-$675
$250-1$700
Concession Fees an annual increase of 5%, as a
general rule
RICHARDS
EXECUTIVE COURSE
1998
1999
Adult - non -patron
$ 10.00
$10.50
Adult - patron
$ 8.50
$9.00
Junior - non -patron
$7.00
$7.50
Junior - patron
$ 5.50
$6.00
Golf Cars ever one
$10.00
$11.00
Pull Carts
$ 2.00
$2.00
Group Fees
$12.00
$13.00
GOLF RANGE
1998
1999
Large Bucket
$ 5.50
$5.75
Small Bucket
$ 3.50
$3.75
Warm -Up Bucket
$ 1.75
$2.00
GOLF DOME
1998
1999
Large Bucket
$ 6.00
$6.25
Senior Bucket
$ 5.75
$6.00
Time Golf 1/2 hour
$ 8.50
$8.75
Hourly Field Rental
$110.00
$110.00
Lea ue
$695.00
$700.00
EDINBOROUGH PARK
1998
1999
Daily Passes
$ 3.50
$3.50
SEASON PASSES
1998
1999
Edina Family first 2 members
$205.00
$205.00
Each Additional Member
$15.00
$15.00
Maximum 7 members
$280.00
$280.00
Edina Individual
$190.00
$190.00
Non -Edina Family first 2 members
$230.00
$230.00
Each Additional Member
$ 20.00
$20.00
Maximum 7 Members
$330.00
$330.00
Non -Edina Individual
$210.00
$210.00
Towel Fee
$0.75
$1.00
Skate Rental
$1.50
$1.50
Locker Rental
$0.25
$0.25
BUILDING RENTALS
1998
1999
1998
1999
Exclusive Fri/Sat $1,500.00
Evening
$1,500.00
Banners
$150.00
$150.00
Com'I Use/Trade $2,500.00
Shows
$2,500.00
Use of Rink Area
$125.00
$125.00
High School Prom's $2,000.00
$2,000.00
Cover Ice Area
$400.00 1
$400.00
Non-exclusive rentals: (per hour)
Great Hall
$300.00
$300.00
Theater
$125.00
$125.00
Grotto
$50.00
$50.00
Domestic Photo Shoot
hour)
Ice Rink
$100.00
$100.00
Any Park Area
Blocked Off
$50.00
$50.00
Pool (swim team
only)
$10.00
$14.00
Grotto
$ 50.00
$ 50.00
Theatre
$ 75.00
$ 75.00
Great Hall
$ 75.00
$ 75.00
Ice Rink
$100.00
$100.00
Commercial Photo Shoot(hourly)
Any Park Area
Blocked Off
$ 200.00
$ 200.00
Grotto
$ 200.00
$ 200.00
Theater
$ 200.00
$ 200.00
Great Hall
$ 300.00
$ 300.00
Ice Rink
$ 300.00
$ 300.00
CENTENNIAL LAKES
Rental Concession Items
Weekend Rental -
Full Evening 6 PM - 12AM
Paddle Boats
1998
1999
1998
1999
Friday evening $600.00
$600.00
4 person boat 1/2 hr
$ 5.00
$ 5.00
Saturday evening $600.00
$600.00
Winter sled 1/2 hr
$ 3.00
$ 3.00
Champion Putting
Ice Skates
$ 1.50
1 $ 1.50
9 hole $3.50
$3.50
Building Rental
Sun. -Thur.
18 hole $7.00
$7.00
'/2 da - Salon
$125.00
$100.00
Full day - Salon
$200.00
$200.00
Amphitheater Rental
Lawn Games
Amphitheater Rental
N/A
$75.00
(per hr.)_(person)
Per hour -
$3.00
$8.00
(court)
PARK DEPARTMENT RENTALS
General Park Areas:
Van Valkenburg/Courtney Fields
Residents Only)
1998
1999
1998
1999
Commercial Use (i.e.
TV)/hour
$ 50.00
$ 60.00
Per field/day
includes building
$ 150.00
$ 150.00
Commercial use with
light/hour
$100.00
$110.00
Edina Athletic Associations
Picnic shelter/day -
Cornelia
$ 100.00
$100.00
Field User
fee/participant
$ 6.00
$ 6.25
Showmobile/day
$700.00
$700.00
Edina Hockey Association
Outdoor Hockey Rink
Athletic Fields - Residents Only:
Field User
fee/participant
$6.00
$ 6.25
Per field - per day
$100.00
$100.00
Park Shelter Buildings
-da
Per field - per hour
$35.00
$35.00
Weber Park
N.A.
$75.00
Per field - per hour
with lights
$55.00
$55.00
Cornelia School
Park
N.A.
$75.00
Arneson Acres Terrace Room:
Todd Park
N.A.
$50.00
Per day/w/formal
gardens/gazebo
$125.00
$125.00
Walnut Ridge
Park
N.A.
$50.00
Per hour, first hour
$ 50.00
$ 50.00
Park Shelter Buildings
full
-da
Each additional hour up
to 4 hours
$ 25.00
$ 25.00
Weber Park
N.A.
$100.00
Cornelia School
Park
N.A.
$100.00
Todd Park
N.A.
$75.00
Walnut Ridge
Park
N.A.
$75.00
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August 13, 1998
Mr. John Keprios
Edina Parks & Recreation
4801 West 50th Street
Edina, Minnesota 55424
Dear Mr. Keprios,
Enclosed you will find a document signed by Todd Park residents requesting
action by the Edina Park Board. We represent a group of caring and
responsible dog owners who seek appropriate time and space for our dogs to
run free.
We have noted that other communities throughout the US have initiated
leash -free areas or times in neighborhood parks. We'd like to begin a
discovery process with you to determine how to best to proceed with a leash -
free ordinance. We will work with you to craft trial rules and responsibilities,
and open discussions with the entire Todd park community.
Please let me know if you have any questions. We look forward to hearing
from you soon. Thank you.
Respectfully yours,
Andy Halper
4437 Rutledge Avenue
Edina, MN 55436
929.2096 (H)
827.4121 (W)
We the residents of the Todd Park neighborhood, request
that the Edina Park Board consider a leash -free ordinance for
dogs in Edina Parks. The details and responsibilities can be
determined by a group of citizens and park board members.
Name Address Phone
2.
'kCZ�O
4. J 1` �-�cL �'k �nnc v, �qk Va4v,%,U6kIe- Ave.
F i �� , Mk)
1:11
q ao-a 16;
q,�, 5 —0/5 6
10. u san K���y e ru'or1��
�lVL
12. 1)a u i c( - -� �(A—
13.
14.
in(0 - 04 3)
J,=a L 441
EDINA
Dear Park Board Members:
The Edina Garden Council will be
Dedicating The New Fountain at
Arneson Acres to the City of Edina on
Monday, September 14, 1998
at 5:00 P.M.
We are cordially inviting you to attend
this ceremony.
Sincerely,
Ci
6`r
Anne White
President
Edina Garden Coucnil