HomeMy WebLinkAbout1992-01-14 Park Board PacketCity of Edina
EDINA PARK BOARD
7:30 p.m.
January 14, 1992
MANAGER'S CONFERENCE ROOM
A G E N D A
1. Approval of the November 25, 1991 Minutes
2. Approval of the December 10, 1991 Minutes
3. Athletic Association Fundraisers
4. Non -Resident Participation and Fees
5. Tree Report
6. Other
City Hall (612) 927-8861
4801 WEST 50TH STREET FAX (612) 927-7645
EDINA, MINNESOTA 55424-1394 TDD (612) 927-5461
RECOMMENDED QUESTIONS FOR
EDINA ATHLETIC ASSOCIATIONS SURVEY
Introduction
The Edina City Council has asked the Edina Park Board to make
recommendations to the City Council with regards to establishing
guidelines for acceptable Edina youth athletic association
fund-raisers. Therefore, the Edina Park Board needs some
important information from each youth athletic association in
order to make recommendations that are reasonable and equitable
guidelines based on fact.
SURVEY
1. Name of the youth athletic association:
2. Total number of participants in 1991
3. Total annual expenses in 1991
4. Total annual income in 1991
5. Percentage of total income raised through
registration fees in 1991
6. Percentage of total income raised through
fund-raisers in 1991
7. Please list all means of fund-raisers and their dollar
amounts used by this youth athletic association and/or by
individual teams in 1991 (examples would include items such
as interest income from savings, investments, pizza sales,
concessions operations, raffles etc.):
a. amount:
b.
amount:
C.
d.
amount:
amount:
e.
amount:
f. amount:
g. amount:
8. Please list all other types of fund-raisers (besides those
used in 1991) that have been used by this youth athletic
association in previous years:
a.
b.
C.
d.
e.
9. Please list other types of fund-raisers (besides those listed
under questions 07 and 08) that this youth athletic
association is considering to use in the future:
a.
IM
C.
p
10. How many requests for grant-in-aid support did this youth
athletic association receive in 1991?
11. How many requests were honored and paid by this youth
athletic association in 1991? #
12. What was the total dollar amount given to grant-in-aid
applicants in 1991?
13. In your opinion, are the number of applicants for
grant-in-aid: (please check one)
[] On the increase
[] On the decrease
[] Stabilized
E.G.A.A.
1990 - 1991
(8-1-90 - 7-31-91)
Bank Balance as of 7-31-91
Checking
Savings
C.D.
$ 523.55
16,711.24
6,071.09
$23,305.58
Income
Expenses
Net
Sub -Total
Flag Football
3,344.00
3,652.98
<308.98>
Basketball
11,372.50
8.982.73
2,389.77
Fall Clinic
2,937.00
1,400.00
1,537.00
Total Basketball
14,309.50
10,382.73
3,926.77
3,926.77
Traveling Basketball
9,386.43
12,787.51
<3,401.08>
Tournament
22,773.97
12,984.54
9,789.43
Summer Clinic
2,478.00
2,466.64
11.36
Total Traveling B.B.
34,638.40
28,238.69
6,399.71
6,399.71
Volleyball
6,745.25
6,515.95
229.30
Tennis
1,660.00
1,716.40
<56.40>
Association
1,157.64
2,208.58
<1,050.94>
"Total"
61,854.79
52,715.33
9,139.46
Bank Balance as of 7-31-91
Checking
Savings
C.D.
$ 523.55
16,711.24
6,071.09
$23,305.58
EDINA BASEBALL ASSOCIATION
FINANCIAL STATEMENTS
EXPENSES
Equipment/Uniforms
Umpires
Program Expenses
Tournaments/Awards
Insurance
Travel Teams
Coaches/Players' Clinic
Miscellaneous
TOTAL EXPENSES
Net Income <Expense> for Year:
23,337
FYE
Budget
FYE
Budget
11,780
12/31/91
1991
12/31/90
1992
INCOME
18,000
16,849
20,000
Registration/Surcharges
61,670
66,000
60,650
64,000
Sponsors
12,300
10,000
13,000
10,000
Tournaments
8,927
7,500
6,921
9,000
Concessions
8,783
7,000
6,832
8,800
Coaches/Players' Clinic
0
942
3,840
0
Miscellaneous
0
87,4491
600
0
Interest
1,536
1,500
1,470
1,200
TOTAL INCOME
93,216
92,000
93,313
93,000
EXPENSES
Equipment/Uniforms
Umpires
Program Expenses
Tournaments/Awards
Insurance
Travel Teams
Coaches/Players' Clinic
Miscellaneous
TOTAL EXPENSES
Net Income <Expense> for Year:
23,337
30,000
35,284
40,000
11,780
12,000
11,210
12,000
21,889
18,000
16,849
20,000
6,839
7,000
5,697
7,000
5,044
5,000
4,532
6,000
12,071
8,500
7,892
14,000
3,373
4,000
5,043
3,500
399
1,000
942
500
84,732
85,500
87,4491
103,000
8,484
Cash Balances: Norwest Checking
Marquette CD
6,500 5,8641 <10,000>
15,626
5,471
21,097
1,01424� Z/// -t2 -
Treasurer
Edina Football Association
1989 Budget/Actual
'89 Budget '89 Actual
Income
Revenue (Registration,
Tapes, Hats) $25,360.00 $29,973.00
Interest $ 50.0.00 $ 599.54
Total $25,860.00 $30,572,54
Expenses
Jerseys
$
9,500.00
$
8,847.84
Equipment
$
600.00
$
546.61
Personnel
$
5,750.00
$
7,210.30
Recognition
$
2,800.00
$
3,425.00
Printing/Postage
$
600.00
$
2,799.97
Promotion
$
750.00
$
695.80
NYSCA
$
500.00
$
155.00
User Fee
$
2,560.00
$
2,990.00
Bleachers
$
11000.00
$
11000.00
Misc.
$
300.00
$
676.49
Scholarships/Refund
----
$
341.00
Championship Tape
----
$
611.10
$24,400.00
$29,299.11
Cash in Bank 01/01/89 $2,967.03
Surplus from '89 Season $1.,273.43
Current Balance $4,240.46
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P.
1991
1992
YR -TO -DATE
ACTUAL
APPROVED
APRIL
**** EXPENSES ****
EQUIPMENT
-BOOKS/BALLS
127.16
275.00
-PERMANENT EQUIP'
78.07
200.00
-UMPIRE EQUIP.
30.75
35.00
-FIRST AID
61.33
75.00
-MANUALS
19.77
25.00
USER'S FEES
1390.00
1500.00
INSURANCE
93.83
103.00
103.00
TROPHIES
893.10
925.00
PHOTOS
720.50
800.00
UMPIRES
1232.10
1600.00
-CLINIC
35.00
100.00
UNIFORMS
1681.50
1800.O0
-CLINIC
318.75
375.00
PUBLICITY
-PRINTING
69.95
85.00
246.29
-POSTAGE
257.50
300.00
259.79
-LABELS
24.77
40.00
-SERVICES
0.00
100.00
133.82
-NEWSLETTER
206.90
225.00
GRANTS-IN-AID
0.00
180.00
90.00
CLINIC
1000.00
1250.00
100.00
NYSCA
330.00
360.00
MISC.
30.51
150.00
61.04
� VOL. BANQUET
36.00
36.00
GIFTS
114.03
150.00
EXPENSE TOTALS
8751.5 2
10 689.00
993.94
**** INCOME ****
REGISTRATION
8225.00
9000.00
8345.00
CLINIC
1650.00
1875.00
1125.00
INTEREST
________________________________________________________
192.72
200.0O
25.42
INCOME TOTALS
----------------------------------------------------------
_______________________________________________________NET
10067.72
11075.00
9495.42
~
NETAMOUNT
1316.20
386.00
8501.4B
. '
�
^ -
iio8, 016,024 10-2, C 40, 048, (ir-6, i�64, 072.
EDINA SWIM CLUB
1991-92 BUDGET
09/11/91
06:58 PM
INCOME
--
:1'4,000
$4,000
Last Year
$53, .:110
Fall /Winter
Spr/Summer
Total
($ 000, S)
-----------------------------------------------------------------------------
Dues
$42,150
$32,140
$74,290
$64.4
Family Fund Raising
Z'41560
:V.4, 240
$8,800
$8.0
Interest
$100
$100
Z-200
X0.7
StroE es Class
T1,000
1,000
1.9
Q
$0.4
Fund Raising
Poinsettias X1,500 -- $1,500 X0.4
1 Swi mathon -- - - - - - $4 (--)0(:) -- $4, OoO $3.. 6
Aquatennial -- X-9,000 $9,0009.0
Other -- -- -r-0 --
Learn to Swim
--
:1'4,000
$4,000
TOTAL INCOME **
$53, .:110
$50,480
$103,790 $ 9•
'XPENSES (See page 2)
#58,0c)o
s38,00o
T-96,000
CASH FLOW
(:4,690)
$12,480
$7,790
*�c Includes Owimathon or Other Fund Raiser
Salaries, FICA, Ins,
Benefits,...
EDINA SWIM CLUB
1991-92 BUDGET
EXPENSES
Low
-----------------
«60,720
Pool
Coaches Travel, Training,
Expenses --Incl J -O $5,500
Swim Supplies $240
Board MSI Registration $400
ADP & Phones xI,dd0
Rent Office Supplies,
(ostage, copying
One-time item, mise.
Sub -Total
Billin Iniatiation/
Cleanup
Billing --Ongoing
$2,760
$2,100
$86,720
$500
$1,200
$88,420
09/11/91
06=58 RM
Medium ` High
-------------------------
$64,130 $67,540
$14,250 $15,000
$5,900
$240
$400
$1,500
$2,760
$3,300
$92,480
$750
2,400
$95,630
$2,760
«4,500
$98,240
$1,000
$3,600
$!02,840
Last Year
$12,429
ESA9192 EDINA SOCCER ASSOCIATION
A114 FISAL YEAR 1992 DRAFT BUDGET
OCT. 1, 1991 THROUGH SEPT. 30, 1992
-----------------------
-----------------------
REVENUES
REGISTRATION FEES $85,000
INTEREST INCOME 250
REGISTRATION - LATE FEES 0
REFUNDS 0
TOTAL REVENUES $85,250
EXPENSES
TRAVELING (FEE TRANSFER) 11,760
INDOOR TRAINING - SOCCER EDINA 4,200
UNIFORMS & SOCCER BALLS 12,400
1992 FIELD USE FEE (FACILITY USE) 8,500
REFEREES 10,200
SCHEDULER 2,500
U - 6
8,148
U - 8
6,058
MYSA FEES
5,257
PUBLICITY
2,350
REGISTRATION
960
COACHES
1,055
ENTERTAINMENT
2,369
TROPHIES
5,360
EDUCATION/CAMPS
300
COMMISSIONERS
300
FIRST AID SUPPLIES
100
COMPUTER SUPPLIES
200
COMPUTER EQUIP. - PRINTER
1,100
MISCELLANEOUS
400
TOURNAMENT
0
TOTAL EXPENSES $83,517
SURPLUS t (DEFICIT) $1,733
EDINA BASKETBALL ASSOCIATION
FINANCIAL STATEMENT 6/1/91-12/15/91
BEGItiNING CASH 6/1/91
$8,926.00
INCOME
Advertising
$450.00
Late registration(1990)
$105.00
Registration
$40,774.50
Late Registration
$3119.00
Traveling Fees *
$4300.00
Timberwolves Tickets
$949.00
Equipment
$238.00
Interest/Misc.
$149.00
TOTAL INCOME
$50,084.50
EXPENSES
Insurance
$654.00
Equipment
$8648.00
Coaching
$1400.00
Traveling Registration
$6025.00
Printing
$1775.00
Mail/Postage
$169.00
Metro League
$990.00
Timberwolves Equipment
$700.00
Referees
$817.00
TOTAL EXPENSES
$21,718.00
NET CASH FLOW
$28,906.00
ENDING CASH
$37,832.00
* 6TH GREEN, 8TH A, 9TH Grades have not paid their fees
yet!
CITY OF EDINA
PARK AND RECREATION DEPARTMENT
ryl"W H"XH111fil
DATE: January 2, 1992
TO: Bob Kojetin, Director
FROM: Tom Horwath, City Forester
RE: 1991 Year End Shade Tree Program Report
In 1991 a total of 466 diseased Elms were marked on public and private property
in Edina. The breakdown for this is as follows:
120 Elms on City boulevards
259 Elms on private property
87 Elms in the City parks
The majority of these Elms were removed as soon as possible after owners were
notified. Throughout the summer our City contractor provided timely removals
for the boulevard trees and the City tree crew was very active and helpful in
removing diseased Elms in the parks. A more detailed account of the varied
activities of the City tree crew will be outlined later in this report.
Throughout the winter I will continue to monitor the remaining marked diseased
Elms to ensure that they are removed before they again become an infectious
threat to other healthy Elms in the spring.
Of the 120 Elms removed from boulevards, 20 of these had a diameter greater than
30". The largest boulevard Elms removed this year were two Elms which measured
40" DBH. The largest Elm on private property removed this year was 54.4" DBH.
The largest Elm in the City, as recorded on the City historical tree list, is
59.2" DBH.
This year, 41 "Cathedral" Elms were planted on City boulevards in Edina. These
trees were bred for resistance to Dutch Elm Disease. They were selected because
their shapes most closely resembled the shape of the common American White Elm.
The majority of them, were purchased as bare -root stock from Bailey's Nursery.
Initially, twelve of the Elms planted in the spring never broke bud. These
trees were replaced in the fall. All other Elms that did break bud in the
spring survived the first summer and fall. I plan on continuing planting these
"Cathedral" Elms in 1992, along with varied other species in appropriate areas
in Edina. In my opinion bare -root stock is a very cost-efficient method for
planting the greatest quantity of trees possible.
Also, in 1992, I plan on purchasing a quantity of "Tubex" tree
planting -protection tubes for use in starting Oak trees. Sites to be selected
for these plantings will be determined after further consultation.
A report on Oak Wilt Control will be prepared by S. Kunde Co., the City's
privately contracted company. This year, I noted an increase in mortality among
the Bur Oaks. In the previous two years, the drought has affected a great many
Red Oaks. However, this year, the mortality among Red Oaks has subsided and Bur
Oak mortality has increased. A Minnesota DNR report indicated that this was a
state-wide experience. Caution had to be taken while determining whether these
trees died as a result of the drought and subsequent attack by the two -lined
chestnut bore, or oak wilt, or a combination. Obviously, the correct diagnosis
had to be made to determine the correct control procedures.
For 1992, I have established some goals which I will strive to attain and which
I believe will benefit the Shade Tree Program for Edina. The first is to plant
more trees in the City and to elicit greater participation of residents for
their extended care. The second, is to generate an increased awareness of the
beauty of trees both inside and out. That is, seeing the beauty of trees
standing healthy in their natural setting as well as the beauty of the great
resource of trees - its' wood. Third, I wish to increase my own knowledge about
how to keep trees healthy, particularly in a City environment where trees are
said to live only about one-fourth as long as trees in "the wild". Of
particular interest to me is how to achieve this in a cost-efficient manner with
cultural rather than chemical practices.
Speaking for the trees that cannot speak our language, I wish to express
gratitude for all that has been done in the past to maintain the health and
aesthetics of our City's trees. Very often I see the benefits of this concern
and labor as I drive around the city. Without this concern and labor, many of
the trees I see standing, living and growing would not be alive today.
1991 TREE CREW JOB ORDERS
A. Tree Removals
Elms - 70
Oaks - 17
Others - 145
Total 232
B. Trimming
1. Trees trimmed - 240
2. Storm related
a. trim for hangers - 30
b. tree removals - 9
C. Tree Planting - 360
D. Police Clearviews - 23
E. Tree related Misc. Jobs - 71
City of Edina
CITY OF EDINA
PARK AND RECREATION DEPARTMENT
DATE: January 24, 1992
TO: Bob Christianson,
MEMORANDUM
Chairman of Edina Park Board
FROM: ob Kojetin, Director
'
RE: Relocation of Senior Center
Since our last Park Board meeting an issue came up that I was not aware of
indicating that the Senior Center was going to move from the Community Center in
two years or something to that effect. According to all of my information in
working with the project I have always been under the impression that we had a
10 year lease with the understanding that if the school needed rooms for
education that the lease could be terminated. Also, in the lease agreement
there is a clause that says the City shall have the right to occupy this space
for at least two years from the time of completion of the project. It is my
understanding that maybe this statement has been misinterpreted that we were
only going to stay there for two years. The City has a long-term commitment to
the Senior Center in this location.
In a separate issue, I am meeting with the staff of the School District and the
Community Education Service Board to re -discuss the final plans for the
remodeling. In particular we hope to resolve --the issue of whether or not the
corridor wall should be removed.
cc: Edina Park Board
City Hall (612) 927-8861
4801 WEST 50TH STREET FAX (612) 927-7645
EDINA, MINNESOTA 55424-1394 TDD (612) 927-5461
September S. 1991
|o: Robert Kojetin
John Keprios
Park Board Commissioners
From: Andrew Montgomery
Subject: Condition of Tennis Facilities
Background: I have been concerned with the condition of the
tennis facilities offered by the City of Edina to the
residents and other users of the facilities. There are
currently 16 tennis court locations throughout the City that
are the responsibVity of the City to properly maintain.
This excludes the recently resurfaced tennis courts at the
Community Center and Edina High School, courts available at
the two country clubs and Midwest Tennis and several courts
at private homes.
Findings: During Friday afternoon and Saturday morning. I
personally visited all sixteen locations and offer the
following comments on their condition(ranked from best to
worst);
Todd Park -Nets and playing surface are in excellent
condition. Did find that the softball diamono and the
basketball court have not been maintained. I rate the courts
excellent.
Lewis Park -Nets and playing surface are in excellent
condition. I rate the courts excellent.
Walnut Ridge -The playing surface is excellent and if the
nets were replaced, the facility would be similar to Todd
Park and Lewis Park. There are major holes in both nets.
With the replacement of nets, I rate the courts excellent.
Countryside Park -Major cracks have been reoaired with some
compound inserted in the cracks which tentatively postpones
resurfacing and gives good play. The nets are excellent. I
rated the courts good/excellent.
Cornelia School Park -There were holes in the bottom of the
nets and the playing surface was excellent. I rate these
courts good/excellent. I did note that the baseball diamond
adjacent to the courts has not been maintained.
Weber Park- The nets were in good shape and there was
limited cracking of the playing surface. I do not know what
another winter will do to the cracking. I rate these courts
as good.
Lake Cornelia Park(Pool)-The nets were in good shape and
there was limited cracking of the court surface. I rate
these courts as good.
Yorktown Park -The nets were in good shape and there was
limited cracking of the court surface. l rate these courts
as good. I did note that the softball diamond was not
maintained.
Utley Park -Although the nets were in good shape~ there was
considerable cracking of the court surface. There were no
major cracks that would cause problems with the play. I rate
these courts as fair.
Lake Edina Park -The east court net had holes in the net and
several cracks on both courts, some 1/2" to 1" in size which
make play difficult. With the uncertainty of the future of
these courts due to the Normandale Golf Course expansionr I
do not recommend major dollars spent to zmorove facilities.I
rate these courts as fair/poor.
Pamela Park -The east court has holes in the net, severe
cracking and a low point that retains rain water. The west
court has considerable cracking which will probably worsen
with another winter. I rate these courts as fair/poor. In
=_ addition, two of the three ball diamonds do not apoear to
have been maintained recently.
Highlands Park -Both nets need to be replaced and court
surface reoaired. The same process that was applied to
Countrvside Park courts should be done here. In addition,
the fencing on the south side allows balls to roll under and
out of play. I rate these courts as poor/fair.
Braemar Park -These courts probably have the nicest setting
of all the courts but are in very poor condition. Both nets
have holes in them and there are major cracks in the playing
surface and extensive weeds. These courts should be
candidates for resurfacing in 1992. I rate these courts as
poor.
Garden Park -With out a doubt, the worst courts in Edina. The
east net has holes and there are major cracks and holes
throughout the playing surface. Must be resurfaced as soon
as possible. I rate this court as very poor.
Creek Valley School -This facility is currently being
resurfaced. l had played on these courts earlier this year
and the decision to resurface would not be questioned.
Normandale Park -This facility is currently being resurfaced.
I had also played on these courts eariier this year and the
decision to resurface would not be questioned.
Recommendations
1. Resurface Braemar and Garden in the Spring of 1992 (I do
not understand the resurfacing of courts in September when
there is limited outdoor playing time remaining)
2. Employ the patching technzoues used at Countryside to
Lake Edina, Pamela Park and Highlands.
3. Patch and/or replace nets at Walnut Ridge, Cornelia
School, Lake Edina, Pamela Park, Highland, Braemar and
Garden.
4. Determine the future of the Lake Edina tennis courts
before additional major dollars are soent.
Personal comments -It appears that there is a decline in the
use of outdoor tennis facilities throughout Edina. On recent
Saturday mornings, I have been playing with a group at Edina
High School at 9AM. There are seven recently resurfaced
courts and more often than not, we are the only group
olaving. This was also noted during several evenings. This
leads me to conclude that spending major dollars on the
resurfacing of Edina Park facility courts may not seem to be
a reasonable use of taxpaver dollars. However, to /et them
become eyesores and a source of neighborhood complaints is
also not in our best interests. The patching technioue is an
alternative but it has the appearance of being repaired
rather than resurfaced.. The courts that have been most
recently resurfaced(prior to 1991) hale not lasted. We need
a better understanding of what we are purchasing and what
guarantees we can expect regarding court life. The Community
Center and High School courts which were resurfaced this
year are excellent and I would expect that they will last
for 5-8 years before resurfaced again.
I enjoyed the opportunity to visit the tennis facilities
throughout Edina and look forward to your comments. By
visiting these 16 facilities, it leads me to recommend that
each Park Board commissioner be assigned responsibility for
oeriodic review and comment on 4-5 parks of the 38 park
facilities that are offered to the Edina public. I believe a
more oro -active role should be a commitment of each
commissioner as it is impossible for the staff to visit all
the facilities within a reasonable timeframe, considering
their other responsibilities.
BOB
z j
Special Report
to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
•
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
I. Introduction
This report responds to council direc-
tion to prepare detailed plans and to
secure permits for the creation of a
new 9 -hole golf course adjacent to the
Braemar Golf Courses.
By way of background, council mem-
bers will recall that in the winter of
1987-1988 a staff committee studied
ways to improve Braemar Park. These
improvements included:
• upgrading Braemar Arena and
Pavilion;
• construction of a new 9 -hole golf
course;
• purchase of the then privately -
owned Edina Golf Dome;
• construction of a new driving
range/executive club house building;
and,
• construction of a new parking lot at
Braemar Club House.
A report outlining these suggestions
was presented to the park board on
April 26, 1988. The board discussed
and accepted these suggestions recom-
mending that the council order the im-
provements. Staff, in turn, prepared
more detailed plans and submitted
them to the council on May 2, 1988.
The council authorized improvements
to Braemar Arena at this meeting and
subsequently approved construction of
a new 9 -hole golf course on
August 1, 1988.
On September 19, 1988, the council ap-
proved the sale of $2,470,000 in recrea-
tional bonds, to be used for
improvements to the arena and golf
course, which were awarded on
October 3, 1988.
In the winter of 1988-1989 an architect
made preliminary drawings and
specifications for the new golf course.
These drawings were presented to the
Nine Mile Watershed District, Min-
nesota Department of Natural Resour-
ces and the U.S. Army Corps of
Engineers in order to secure a con-
struction permit. This permit was sub-
mitted for approval in Fall, 1989.
Following an exhaustive review process
created by the Corps of Engineers, a
permit was granted allowing the con-
struction of the new course on June 5,
1992.
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
H. Golf Demand
at Braemar Golf Course
Braemar opened its regulation and par
3 courses in July, 1964. Since then, the
number of golfers in Edina has grown
considerably due to a combination of
factors that affect Edina more than
other nearby cities.
Edina is retaining its residents at a
higher rate than other cities. Our
population is therefore a bit older than
average. Many of our residents have
retired and have more time for recrea-
tion—many of the folks come to
Braemar Golf Course. Golf is a
lifetime sport most popular with those
over 40. Edina's median age is 39.5
years compared to Hennepin County's
average, 30.0 years, the Twin City
metropolitan area's of 28.8 years; and
the state's, which is the same, 28.8
years.
Braemar, with its popular patron card
system, has grown from 500 card
holders in 1980 to 2,125 in 1992. This
growth continues at an average of 100
to 125 per year. In addition, Braemar
Golf Course maintains 1,680 individual
handicaps — the largest number at any
one golf course in the country.
League Play
League play is a large component of
the total usage of these courses. 450
men and 1,100 women play the two
courses on a weekly basis. These same
leagues have over 500 people on their
waiting lists. In 1989, league members
were restricted to playing in a single
league to more equitably use the
course and to reduce waiting lists.
Braemar will not permit non -Edina
residents to join its leagues because of
the residents -first rule. A small num-
ber of non-residents remain in the
ladies leagues because they were
"grandmothered" at the time this rule
was put in place.
Management currently restricts the
growth of league play in order to offer
available open golf time for other
patron card holders and unorganized
family golf.
Industrial league play which used to be
an integral part of the play at Braemar
was gradually eliminated as resident
demands increased. At its height there
were 16 industrial leagues averaging 32
players per league.
The phenomenal growth of golf nation-
ally and locally continues and Braemar
is turning away over 300 golfers each
day. National Golf Foundation statis-
tics again place Minnesota number one
in golf participation per capita.
Throughout this unprecedented period
of growth, Braemar's courses still offer
only 27 holes.
12
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
III. Financial Aspects
A detailed financial analysis (Adden-
dum A), and accompanying assump-
tions (Addendum B) suggest that the
City sell $775,000 more in recreation
facility bonds, which, when added to
the $2.1 million already secured, will
provide $2.875 million to be used as fol-
lows:
New Expenses
$1,500,000 Construction
$350,000 Clubhouse Expansion
$50,000 Purchase of Pumps
$45,000 Purchase of Golf Cars
$1,945,000
Previous Expenses
$300,000 Remodeling of Parking Lot
$280,000 Executive Course Clubhouse/Range
$240,000 New 9 Redesign, Legal Fees, Army Corps Permit
$30,000 Re -roofing of Clubhouse, Installation of Air Conditioning
$850,000
Capitalized Interest
$80,000
3
$2,875000 Total
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
IV. Conclusion
Construction of a new 9 -home golf
course adjacent to the Braemar Golf
Courses continues to be a priority of
the city's recreation effort for the fol-
lowing reasons:
1. Addition of a new regulation 9 -hole golf course will alleviate
over -crowded conditions on the 18 -hole course. Patron card
holders who cannot secure tee times will be pleased to have
additional access;
2. The three nines can be integrated for 18 -hole play creating
substantial economies of scale in operation and maintenance.
(Some physical clubhouselpro shop changes will be necessary to
accommodate increased traffic in these areas —estimated to be
an additional 250 golfers per day);
3. Need for additional golf holes at Braemar has dramatically
increased since the plan for this expansion was conceived and
proposed in 1988;
4. From a financial standpoint, given Braemar's past
performance, and with demand greatly exceeding supply, the
addition of a new nine is an economically sound decision.
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
V. Recommendation
Staff recommends that the council
allow final design and construction of a
new 9 -hole golf course adjacent to the
Braemar Golf Courses to proceed
along the following approximate
timetable:
• At its July 20, 1992, meeting, the
council would review design
specifications, financing, and staff
and park board recommendations
and provide final approval or take
another action;
• Working drawings would be drawn
and advertised on August 19, 1992,
followed by a bid opening on
September, 15, 1992.
• At the September 21, 1992, regular
city council meeting, a bid summary
with recommendations would be
submitted to the council for its
review and action.
• Grand opening would occur in
Summer, 1994.
Special Report to the Park Board & City Council
Braemar Golf Course Expansion
21 JULY 1992
VI. Addenda
PAGE
A Financial Analysis ......................... 7
B Financial Analysis Assumptions ................ 13
i
=6--tun-92
Projections for New Nine
Addendum A
Total Expenses
$1.054.084$1.415 $1.3� 02� $1.322.637 $1.4.675
Assumption Actual Actual Actual
1989 1990 1991 1992 1993
Descnotions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
)LATIVE PROFITI(LOSS)
1,701,899
Assumption
Actual
Actual
Actual
1991
1992
1993
Descnotions
%
1989
1990
389.810
379,361
437,899
INCOME:
85,272
85,669
83,220
84,220
85.220
Rounas (Existing 27 Holesl'
4.00%
$7.68
$8.26
$8.44
$9.00
$9.5
Greens Fee - Existing 27
4.00%
58,380
86,477
17,360
74,350
21,994
77,324
22,874
23.789
Rounds - New Nine
4.00 '
14,168
84,300
85.800
92,400
101,096
122,140
Greens Fee - New Nine
4.00%
MAINTENANCEIGOLF (:IRS:
654.685
708,019
702,603
757,980
809.590
Green Fees
2.00%
186.868
229.299
236,538
241,269
246,094
111,838
Driving Range
2.00%
110,711
99,224
107,495
109.645
110,869
Goff Cars
Patron Cards
2.00%
89,735
95,053
161,520
106,564
171,625
108,695
180,206
189,217
Concessions
5.0096
161,829
151,838
186.675
243,334
248,201
253,165
Other Operating Revenues
2•
346.233
119,435
113.406
114,540
35,000
Non -Operating Revenues
1.00%
17 230
18,542
15,105
15,709
Commoaities
5.00%
$1,701,899
$1.55999 225
$1,681
$1,760.536
$1.7�?2
Cost of Goods Sold
Total Expenses
$1.054.084$1.415 $1.3� 02� $1.322.637 $1.4.675
Assumption Actual Actual Actual
1989 1990 1991 1992 1993
Descnotions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
)LATIVE PROFITI(LOSS)
1,701,899
Assumption
Actual
Actual
1990
Actual
1991
1992
1993
Descnations
ao
1989 - -----
647,815
389.810
379,361
437,899
EXPENSES:
EXPENSES:
ADMIN:
4.00%
150,979
192,066
219,342
228,116
267,240
80,417
Salaries
Contracted Services
4.00%
58,380
86,477
17,360
74,350
21,994
77,324
22,874
23.789
Commodities
4.00 '
14,168
84,300
85.800
92,400
101,096
122,140
Central Services
4.00%
MAINTENANCEIGOLF (:IRS:
200,581
213,046
224.342
233,316
272.648
Sal' -
4.00%
400%
22 140
22 14,051
32,748
36,361
37,815
39,328
C' 'ed Services
.
102 323
77,107
82,504
88,280
Cor..., todities
7.00%
CLUBHOUSE/GRILL
4'00%4.00%
63,343
7029
80,565
83,788
87,139
Salaries
62.525
71,135
62,896
65,412
68,028
16,338
Contracted Services
4.00%
17 230
18,542
15,105
15,709
Commoaities
5.00%
74,831
71,780
71,638
75,220
78,981
Cost of Goods Sold
RANGE/EXEC COURSE:
65.141
83,071
82,431
85.728
89,15
Salaries
4.00%
4.00%
15h6
235
1,423
1,480
1,539
Contracted Services
6,061
22959
21,399
22.255
23,145
Commodities
4.00%
5.00%78,750
94,696
101,062
118,240
115,000
120,750
Yearly Equipment Expense
40,112
38,782
102,611
75,000
Yearly Renovation Expense
5.00%
Total Expenses
$1.054.084$1.415 $1.3� 02� $1.322.637 $1.4.675
Assumption Actual Actual Actual
1989 1990 1991 1992 1993
Descnotions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
)LATIVE PROFITI(LOSS)
1,701,899
1,599,225
1,681,565
1,760,536
1,755,772
1,054.084
1,209.415
1,302.204
1.322.637
1,457.670
647,815
389.810
379,361
437,899
298.103
251.011 285,015 346.465
96.804 $104,795 $32-896
Year 1
1994
85,000
$10.00
20,000
$8.00
1,010,000
251,016
114,075
113,087
198,677
258,228
2.000
1;1.947.083
Year 1
1994
287,930
83,634
24,740
127,025
303,554
53,901
122,459
90,625
70,749
16,991
82,930
92,724
1,601
24,071
156,788
82,688
51.622,409
Year 1
1994
1,947,0&3
1.622,409
324,673
393,428 433,678
426,118
$44,472 ($135,575)
($101,444)
($135,575)
($237,019)
7
26 -Jun -92
Projections for New Nine
Assumption
Descriptions
%
1995
1996
1997
1998
1999
2000
INCOME:
Rounds (Existing 27 Holesi'
85,000
85,000
85,000
85,000
85,000
85,000
Greens Fee - Existing 27
$10.50
$11.00
$11.50
$1200
$12.50
$13.00
Rounds - New Nine
25,000
30,000
31,500
33,075
34,729
35,000
Greens Fee - New Nine
$8.50
$9.00
$9.50
$10.00
$10.50
$11_00
Green Fees
1,105,000
1,205,000
1,276,750
1,350,750
1,427,155
1,490,000
Driving Range
2.00%
256,036
261,157
266,380
271,708
277,142
282,685
Golf Cars
2.00%
116,356
118,683
121,057
123,478
125,948
128,466
Patron Cards
2.00%
115,348
117,655
120,008
122,409
124,857
127,354
Concessions
5.00%
208,611
219,042
229,994
241,494
253,568
266,247
Other Operating Revenues
2.00%
263,393
268,660
274,034
279,514
285,105
290,807
Non -Operating Revenues
1.00%
2,020
2,040
2.061
2.081
2.102
2.123
$2,066.764
52.192,238
$2.290.284
$2,391.433
$2.495.876
$2.587.682
Assumption
Descriptions
%
1995
1996
1997
1998
1999
2000
EXPENSES:
AWN:
Salaries
4.00%
299,447
311,425
323,882
336,837
350,311
364,323
Contracted Services
4.00%
86,979
90,458
94,076
97,840
101,753
105,823
Commodities
4.00%
25,730
26,759
27,829
28,943
30,100
31,304
Central Services
4.00%
132,106
137,391
142,886
148,602
154,546
160,728
MAINTENANCEIGOLF CARS:
Salaries
4.00%
315,696
328,324
341,457
355,116
369,320
384,093
Contracted Services
4.00%
56,057
58,300
60,631
63,057
65,579
68,202
Commodities
7.00%
131,032
140,204
150,018
160,519
171,756
183,779
CLUBHOUSEIGRILL•
Salaries
4.00%
94,250
98,020
101,940
106,018
110,259
114,669
Contracted Services
4.00%
73,579
76,523
79,584
82,767
86,078
89,521
Commodities
4.00%
17,671
18,378
19,113
19,877
20,672
21,499
Cost of Goods Sold
5.00%
87,076
91,430
96,002
100,802
105,842
111,134
RANGE/EXEC COURSE:
Salaries
4.00%
96,433
100,290
104,302
108,474
112,813
117,325
Contracted Services
4.00%
1,665
1,731
1,801
1.873
1,947
2,025
Commodities
4.00%
25,034
26,035
27,077
28,160
29,286
30,457
Yearly Equipment Expense
5.00%
164,627
172,858
181,501
190,576
200,105
210,110
Yearly Renovation Expense
5.00%
86,822
91,163
95,721
100,507
105,533
110,809
Total Expenses
$1,694.204
$1,769,288
$1,647.820
$1,929.966
$2.015.899
$2,105.802
Assumption
Descriptions
%
1995
1996
1997
1998
1999
2000
SUMMARY:
REVENUES
2,066,764
2,192,238
2,290,284
2,391,433
2,495,876
2,587,682
EXPENSES
1,694.204
1.769,288
1.847,820
1,929,966
2.015,899
2.105,802
OPERATING INCOME
372,561
422,950
442,463
461,468
479,977
481,879
DEBT SERVICE
442,255
432,098
476,420
460,636
444,143
282,078
NET PROFITI(LOSS)
($69,694)
($9,148)
($33,957)
$831
$35,834
$199,802
CUMULATIVEPROFITI(LOSS)
($306,713)
($315,861)
($349,818)
($348,986)
($313,152)
($113,350)
26 -Jun -92
Projections for New Nine
Assumption
Descnptions
b
2001
2002
2003
2004
2005
2006
INCOME:
Rounds (Existing 27 Hol 1•
85,000
85.000
85,000
85,000
85,000
85,000
Greens Fee - Existing 27
$13.50
$14.00
$14.50
$15.25
$16.00
$16.75
hounds - New dine
35,000
35,000
35,000
35.000
35,000
35,000
Greens Fee - New Nine
$11.50
$12.00
$12.50
$13.00
$13.50
$14.00
Green Fees
1,550.000
1,610,000
1,670,000
1,751,250
1,832,500
1,913,750
Driving Range
2.00%
288,339
294,105
299,987
305.987
312,107
318,349
Goff Cars
2.00%
131,036
133,657
136,330
139.056
141,837
144,674
Patron Cards
2.00%
129,901
132.499
135,149
137,852
140,609
143,421
Concessions
5.00%
279,559
293,537
308,214
323,625
339,806
356,796
Other Operating Revenues
2.00%
296,623
302,555
308,606
314,778
321,074
327,496
Non -Operating Revenues
1.00%
2,144
2.166
2,187
2.209
2.231
2,254
$2.677.601
$2.768.519
$2.860.474
$2.974.758
S3.090,1 64
$3,2�39.
Assumption
Descnotions
°a
2001
2002
2003
2004
2005
2006
EXPENSES:
ADMIN:
Salaries
4.00%
378,896
394,052
409,814
426,207
443,255
460,985
Contracted Services
4.00%
110,056
114,458
119,037
123,798
128,750
133,900
Commodities
4.00%
32.556
33,859
35,213
36,622
38.086
39,610
Central Services
4.00%
167,157
173,843
180,797
188,029
195,550
203,372
MAINTENANCEIGOLF CARS:
Salaries
4.00%
399,457
415,435
432052
449,334
467,308
486,000
ontracted Services
4.00%
70,930
73,767
76,718
79,787
82,978
86.298
.;ommodities
7.00%
196,643
210,408
225,137
240,896
257,759
275,802
CLUBHOUSEIGRILL
SWanes
4.00%
119,256
124,026
128,987
134,147
139,513
145,093
Contracted Services
4.00%
93,101
96,826
100,699
104,726
108,916
113,272
Commodities
4.00%
22.359
23.253
24,184
25.151
26,157
27,203
Cost of Goods Sold
5.00%
116,691
122.525
128,652
135.084
141,838
148,930
RANGE/EXEC COURSE:
Salaries
4.00%
122,018
126.899
131,975
137,254
142.744
148,454
Contracted Services
4.00%
2,106
2,191
2,278
2,369
2,464
2,563
Commodities
4.00%
31,676
32.943
34,260
35,631
37,056
38,538
Yearly Equipment Expense
5.00%
220,616
231,647
243.229
255,390
268,160
281,568
Yearly Renovation Expense
5.00%
116,350
122,167
128,275
134,689
141,424
148,495
Total Expenses
$2.199.868
$2,298.299
$2.401.306
$2.509.114
$2.621.957
$2.740.083
Assumption
Descriptions
%
2001
2002
2003
2004
2005
2006
SUMMARY:
REVENUES
2,677.601
2,768,519
2,860,474
2.974,758
3,090.164
3,206,739
EXPENSES
2,199,868
2.298.299
2,401.306
2,509.114
2,621,957
2,740,083
OPERATING INCOME
477,733
470,220
459,167
465,643
468,207
466,657
DEBT SERVICE
277,275
277,039
300,173
291.660
292,760
287,735
NET PROFIT/(LOSS)
$200,458
$193,181
$158,995
$173,983
$175,447
$178,922
,UMULATIVE PROF
/(LOSS)
$87,108
$280,2B9
$439,283
$613,267
$788,714
$967,635
9
26 -Jun -92
Projections for New Nine
10
Assumption
Descriptions
%
2007
2008
2009
2010
2011
2012
INCOME:
Rounas (Existing 27 Holesl
85,000
85,000
85,000
85,000
85,000
85,000
Greens Fee - Existing 27
$17.50
$18.25
$19.00
$19.75
$20.50
$21.25
Rounos - New Nine
35,000
35,000
35,000
35,000
35,000
35,000
Greens Fee - New Nine
$14.50
$15.00
$15.50
$16.00
$16.50
$17.00
Green Fees
1,995,000
2,076,250
2,157,500
2,238,750
2,320,000
2,401,250
Driving Range
2.00%
324,716
331,210
337,835
344,591
351,483
358,513
Goff Cars
2.00%
147,568
150,519
153,529
156,600
159,732
162,927
Patron Cards
2.00%
146,290
149,215
152,200
155,244
158,348
161,515
Concessions
5.00%
374,636
393,368
413,036
433,688
455,372
478,141
Other Operating Revenues
2.00%
334,045
340,726
347,541
354,492
361,582
368,813
Non -Operating Revenues
1.00%
2,276
2.299
2.322
2.345
2.369
2.392
$3.324.531
$3.443.588
S3.563.962
$3.685.709
$3.808.886
53.933.551
Assumption
Descriptions
%
2007
2008
2009
2010
2011
2012
EXPENSES:
ADMIN:
Salaries
4.00%
479,424
498,601
518,546
539,287
560,859
583,293
Contracted Services
4.00%
139,256
144,826
150,619
156,644
162,910
169,426
Commodities
4.00%
41,194
42,842
44,556
46,338
48,192
50,119
Central Servicers
4.00%
211,507
219,967
228,766
237,916
247,433
257,330
MAINTENANCEIGOLF CARS:
Salaries
4.00%
505,440
525,658
546,684
568,551
591,293
614,945
Contracted Services
4.00%
89,749
93,339
97,073
100,956
104,994
109,194
Commodities
7.00%
295,108
315,766
337,869
361,520
386,827
413,904
CLUBHOUSE/GRILL
Salaries
4.00%
150,897
156,933
163,210
169,738
176,528
183,589
Contracted Services
4.00%
117,803
122,515
127,416
132,512
137,813
143,325
Commodities
4.00%
28,291
29,423
30,600
31,824
33,097
34,421
Cost of Goods Sold
5.00%
156,377
164,196
172,405
181,026
190.077
199,581
RANGE/EXEC COURSE:
Salaries
4.00%
154,392
160,567
166.990
173,670
180,616
187,841
Contracted Services
4.00%
2,665
2,772
2,883
2.998
3,118
3,243
Commodities
4.00%
40,080
41,683
43,350
45,084
46,888
48,763
Yearly Equipment Expense
5.00%
295,646
310,429
325,950
342,247
359,360
377,328
Yearly Renovation Expense
5.00%
155,920
163,716
171,901
180,496
189,521
198,997
Total Expenses
$2,863.750
$2.993,233
53.128.818
$3,270.810
$3,419.525
53.575.301
Assumption
Descriptions
%
2007
2008
2009
2010
2011
2012
SUMMARY:
REVENUES
3,324,531
3,443,588
3,563,962
3,685,709
3,808,886
3,933,551
EXPENSES
2.863.750
2,993,233
3.128.818
3.270.810
3.419.525
3,575.301
OPERATING INCOME
460,781
450,355
435,144
414,900
389,360
358,250
DEBT SERVICE
281,875
280,273
67,563
88,200
82,950
77,663
NET PROFITI(LOSS)
$178,906
$170,082
$367,581
$326,700
$306,410
$280,588
CUMULATIYEPROFITI(LOSS)
$1,146,541
$1,316,623
$1,684,205
$2,010,904
$2,317,315
$2,597,902
10
26 -Jun -92
Projections for New Nine
Yearly Equipment Expense 5.00%
Yearly Renovation Expense 5.00%
Total Expenses
Assumption
Descriptions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
IMULATIVE PROFIT/(LOSS)
2013 2014 2015 2016
606,625
Assumption
Descriptions
%
EXPENSES:
183,252
Descriptions
%
2013
2014
2015
2016
INCOME:
4.00%
Central Services
4.00%
MAINTENANCE/GOLF CARS:
665,125
Rounas (Existing 27 Holes)'
4.00%
85,000
85,000
85,000
85,000
Greens Fee - Existing 27
473,879
$2200
$22.75
$23.50
$24.25
Rounds - New Nine
4.00%
35,000
35,000
35,000
35,000
Greens Fee - New Nine
4.00%
$17.50
$18.00
$18.50
$19.00
Green Fees
242,592
2,482,500
2,563,750
2,645,000
2,726,250
Driving Range
2.00%
365,683
372,997
380,457
388,066
Golf Cars
2.00%
166,185
169,509
172,899
176,357
Patron Cards
2.00%
164,746
168,041
171,402
174,830
Concessions
5.00%
502,048
527,150
553,508
581,183
Other Operating Revenues
2.00%
376,189
383,713
391,387
399,215
Non -Operating Revenues
1.00%
2,416
2,440
2,465
2.489
$4,059.767
$4,187,600
$4.317,117
54.448.390
Yearly Equipment Expense 5.00%
Yearly Renovation Expense 5.00%
Total Expenses
Assumption
Descriptions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
IMULATIVE PROFIT/(LOSS)
2013 2014 2015 2016
606,625
Assumption
Descriptions
%
EXPENSES:
183,252
ADMIN:
198,205
Salaries
4.00%
Contracted Services
4.00%
Commodities
4.00%
Central Services
4.00%
MAINTENANCE/GOLF CARS:
665,125
^ elaries
4.00%
retracted Services
4.00%
-ommodities
7.00%
CLUBHOUSE/GRILL-
473,879
Salaries
4.00%
Contracted Services
4.00%
Commodities
4.00%
Cost of Goods Sold
5.00%
RANGEIEXEC COURSE:
167,670
Salaries
4.00%
Contracted Services
4.0091
Commodities
4.009'
Yearly Equipment Expense 5.00%
Yearly Renovation Expense 5.00%
Total Expenses
Assumption
Descriptions %
SUMMARY:
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE
NET PROFIT/(LOSS)
IMULATIVE PROFIT/(LOSS)
2013 2014 2015 2016
606,625
630,890
656,126
662.371
176,203
183,252
190,582
198,205
52,124
54,209
56,377
58,632
267,623
278,328
289,462
301,040
639,543
665,125
691,730
719,399
113,562
118,104
122,828
127,741
442,878
473,879
507,051
542.544
190,933
198,570
206,513
214,773
149,058
155,021
161,222
167,670
35,798
37,230
38,719
40,267
209,560
220,038
231,040
242,592
195,355
203,169
211,296
219,748
3,372
3,507
3,648
3,793
50,714
52,742
54,852
57,046
396,194
416,004
436,804
458,644
208,947
219,395
230,364
241,882
$3,738.489 53,909,462 $4.088,611 54.276.349
2013 2014 2015 2016
4,059,767 4,187,600 4,317,117 4,448,390
3.738.489 3.909,462 4,088,611 4.276.349
321.278 278,138 228,506 172.041
0 0
$321,278 $278,138 $228,506 $172,041
$2919,181 $3,197,319 $3,425,825 $3,597,865
11
n
c
m
0
3
CD
0
0
3
0
Dollars
(Millions)
6
(D^
N
O
YI
I
i
i
i
i
!
I
i
I
i
i
N
O
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12
Addendum B
26 -Jun -92 - Braemar New 9 Holes
sumptions
Revenues:
1. 1989 - 1991 Greens fee equals Average Revenue per Customer
(Greens Fee Revenue Divided by (16 hole rounds + 9 hole rounds))
2. Existina 27 holes maximum rounds per year set at 85,000
Actual Actual Actual
1989 1990 1991
18 hole rounds
38,399
38,046
36,766
9 hole rounds
17,997
17,420
16,877
Executive Rounds
28,876
30,203
29,577
Total Rounds 85,272 85,669 83,220
3. New nine rounds will start at 20,000 per year increasing to 35.000 by the year 2000
4. Price per round increased by $.50 per year through 2003, $.75 per year thereafter
5. Non-operating Revenues (interest income) decreased to $35.000 in 1993 and $2,000 in 1994
6. Other Operating Revenues include: pull cart and club rental, lesson income, banquet room
rental and hand caps.
7. Patron Card sales will not increase
rr- oenditures:
. Open New 9 in 1994
2. Personnel Additions:
- Clerical Addition (Administration) in 1993 - $30,000
- Maintenance Addition in 1993 - $30,000
- Central Service Increase (PERA/FICA/Flex/Workers Comp) in 1993 - $17,000
- Part time Pro Shop Help (Administration) in 1994 - $10,000
- Part time help Maintenance in 1994 - $20,000
3. Additional Operating Expenditures:
- Maintenance Contractual Services (1 /3 of 1993) in 1994 - $13,000
- Maintenance Commodities (1 /3 of 1993) in 1994 - $28,000
4. Yearly Capital Expenses:
- Hole Renovation $75,000 per year
- Equipment/ Building Expense - $115,000 per year
- New 9 adds $35,000 to equipment in 1994
S. Debt Service includes:
1985 $1,200.000 issue - expires in year 2000
- 1989 $2,100,g00 issue - expires in year 2009
Proposed 1993 issue $725,000 - expires in year 2012
13
Agenda Item II.A.
Special Report
to the City Council
Normandale Golf Course
6 July 1992
Special Report to the City Council
Normandale Golf Course
- ; JLY 1992
I. Introduction
This report responds to Council direc-
tion to the City Manager to explore
agreements with interested parties
leading to the City's purchase and im-
provement of the Normandale Golf
Course.
Normandale Golf Course is a private
business owned and operated by mem-
bers of the Rauenhorst family. The
course was originally created to pro-
vide a recreational diversion for the of-
fice workers populating the sprawling
office park developed by Dunn &
Curry during the late 1950's and 60's.
Because the Rauenhorsts are no
longer interested in owning this land.
now is an opportune time for the City
to consider acquiring it. This report
describes all facets of the acquisition
and improvement of the course and its
environs.
If the Council decides to proceed,
bonds would be sold in 1992 so con-
struction could begin in the fall of 1992
with a gala re -opening of the new
Edina Normandale Public Golf Course
in Spring 1994.
Special Report to the Citv Council
Normanaale Golf Course
,, JULY 1992
II. Easement Agreements with
the Shidler Group
In order to obtain access to the
proposed new clubhouse, an easement
has been obtained from the Shidler
Group, owners of the property lying to
the east of the Lake Edina pumping
station just south of the Fidelity State
Bank building, the most logical loca-
tion for an access drive. The Shidler
Group agreed to give the City this ease-
ment under the following conditions:
1. The City build a public driveway as indicated on the Golf
Course Overall Master Plan (Addendum A);
2. The City prepare plans for reconstruction of a storm water
drainage system;
3. The City move trees lying within the easement area to new
locations;
4. The City pay reasonable attorneys' fees incurred by the Shidler
Group in connection with the granting of this easement; and,
5. The City maintain this driveway, including snow -plowing.
Special Repon to the City Council
Normandale Golf Course
6 JULY 1992
III. Golf Course Redesign
As evidenced in the Golf Course Over-
all Master Plan (Addendum A),
redesign of the golf course would in-
volve blending present acreage of Lake
Edina Park and water pump site with
the present 22 -acre golf course.
Playground equipment would be relo-
cated to the north-easterly side of the
park, and the tennis courts would be
removed. A small new parking lot
would be built to serve playground
users. Kellogg Avenue would be made
into a cul-de-sac. The entire area be-
tween Kellogg and Parklawn Avenues
would be fenced.
The course itself would consist of nine
holes with total yardage as follows:
Back tees . . . 2,095 yards
Middle tees .. 1,760 yards
Front tees . . . 1,515 yards
Total par ......... 31
The redesigned course would be uni-
que in the Metropolitan area because
each green would be exceptionally
large and have two pin placements
one with a difficult approach, the other
with a simple, less challenging, ap-
proach. Golfers could play a myriad of
demanding or relaxing combinations—
from long tees to difficult pin place-
ments, from short tees to simple
placements—or any of these mixtures.
Please note that all holes would be ul-
timately designed so that backyards of 2
West Shore Drive and Sedum Lane J
neighbors are not threatened by wildly
hit golf balls. There are no relatively
close parallel holes to back property
lines.
Special Report to the City Council
Normandale Golf Course
6 JULY 1992
IN. Financial Aspects
Purchase
A detailed financial analysis.(Adden-
dum B) suggests that the City sell
$2.45 million in bonds with a 30 -year
retirement schedule. The proceeds
would be used as follows:
$800,000 Purchase of property
$200,000 Parking lot and sanitary
sewer connection from
Kellogg Avenue
$300,000 Clubhouse
$100,000 Maintenance equipment
$825,000 Redevelopment of the
golf course (including develop-
ment fees spent to date)
$200,000 Capitalized Interest
$2,450,000 Total
The analysis implies that losses would
occur until 2010, at which time the
course would become "profitable"
after paying bond retirement and
operations costs.
The assumptions made in this analysis
are appropriate when compared with
the use enjoyed and fees charged by
Metro area golf courses as shown in
the tables on the next pages.
Operations
Because the City is presently in the
golf course business, certain
economies of scale are available to
operate the proposed course in a high-
ly resourceful fashion. For example,
all maintenance equipment would be
maintained at the large, well-equipped
Braemar maintenance facility, general
storage for day -today use would be at
the new clubhouse. Overall manage•
ment would be provided by current
Braemar staff. It is anticipated that no
new full-time employees would be
needed.
i4
Special Report to the City Council
Normandale Golf Course
6 JULY 1942
V. Major Elements
of Proposal for Purchase
Purchase Price and Payment
• $800,000 payable in cash at closing.
Property
• All of Normandale Golf Course including approximately 6.2 acres
fronting on West 77th Street.
Terms
• The City would remove the existing structure from the ap-
proximately 6.2 acres fronting on West 77th Street (the
"Acreage").
• Seller would have an option to reacquire the Acreage for a period
of fifteen (15) years at an option price of $1.00.
If Seller reacquires the Acreage and if the contingencies
described above are fully satisfied, the City would amend its Com-
prehensive Plan to show use of the Acreage as Planned Office
Development, subject to setback lines as shown on
ADDENDUM C, and a building height restriction of 39 feet, and
the Seller would prepare and file, at Seller's expense, any required
plat or registered land survey.
• If Seller does not reacquire the Acreage, the option will expire
and City will issue a resolution for the value of the Acreage at that
time as a gift from Seller.
• During the 15 year option period, the City will maintain the
Acreage and neither the Seller nor any other person or party shall
have the right to use the Acreage for any purpose unless agreed to
and approved by the City.
is
Special ReDon to the City Council
Normandale Golf Course
o JULY 1992
1991 Par 3 and Executive Golf Courses
Estimated Rounds Played
Minneapolis/St. Paul Metropolitan Area
COURSE LOCATION ROUNDS
Brightwood Hills ........ New Brighton ........ 38,000
Brookland G.C. ........ Golden Valley ........ 30,000
Bunker Hills Exec. . . . . . . . . Coon Rapids . .. . . . . . . 25,000
Cedar Hills .. .. . . . . . ... Eden Prairie . .... . . . . 21,000
Chaska Par 3 ............ Chaska .......... 29,000
New Hope Village . ....... New Hope ......... 41,000
Normandale . . .. . . . . . .. . . Edina ........ . . . 15,000
Rich Acres Par 3 .......... Richfield .......... 33,000
Roseville Cedarholm . . ..... Roseville . .... .. . . . 38,000
Theodore Wirth Par 3 ...... Minneapolis ........ 33,500
Special Report to the Citv Council
Norrnandale Golf Course
0 1ULY 1992
1991 Par 3 and Executive Greens Fees
Minneapolis/St. Paul Metropolitan Area
COURSE LOCATION YARDS COST/WEEKEND
Baker Park 9 Exec.
Braemar Golf
Brightwood Hills
Brookland Exec. 9
Bunker Hills Exec.
Cedar Hills
Cedarholm
Centerbrook G.C.
Chaska Par 30
Cleary Lake G.C.
Country View
Elm Creek
par 3418 -hole
par 30 18 -hole
French Lake
Hayden Hills
Kate Haven G.C.
Hyland Outside
Hyland Inside
Maple Hills
Majestic Oaks
9 Hole Exec.
Mendota Hts.
New Hope Village
Normandale 1990
Oak Glens
semi -private
Orchard Gardens
Orono G.C.
Red Oak G.C.
Rich Acres Par 3
Theodore Wirth 9
Woodbury G/F
Medina
Edina
New Brighton
Brooklyn Park
Coon Rapids
Eden Prairie
Roseville
Brooklyn Center
Chaska
Prior Lake
St. Paul
Golden Valley
Osseo
Champlin
Circle Pines
Bloomington
Bloomington
St. Paul
Blaine
Mendota Hts.
New Hope
Edina
1433
1629
1556
1862
2300
1300
1342
1479
1648
1656
1368
2777
2681
1432
1436
1663
1560
1250
1270
1795
1277
1395
1575
$6.50/$7.00
$650
$550/$7.50
$650/$7.00
$7.00
$7.50/$8.50
$5.25
$6.50
55.00/$5.50
$6.00
$5.75/$6.00
$8.00/$10.00
$8.00/$10.00
$6.50
$6.00
$6.00/$7.00
$650
$5.50
$5.75
$6.50/$7.00
$6.00
$6.00
$5.50
Stillwater
1738
$12.60
Burnsville
1527
$7.00
Wayzata
2139
$7.00
Mound
1188
$550/$6.00
Richfield
1137
$5.50
Minneapolis
1240
$6.25
Woodbury
1250
$5.75
Special Report to the City Council
Normandale Golf Course
o JULY 1992
VI. Addenda
PAGE
A Golf Course Overall Master Plan .. ... . ........... 9
B Normandale Golf Course Financial Analysis ......... 10
C Proposed Setback Limits .................... 15
D Proposed Building Height Limits ................ 16
II
Addendum A
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26 -Jun -92
Projections for Normanaale
Descnotions
INCOME:
Addendum B
Assumption Year 1
1994 1995 '996 1997 1998 1999
Rounos
20,000
20,000
25.000
25,000
30,000
31,500
Greens Fee
$8.00
$8.50
S9.00
$9.50
$10.00
$10.50
Subtotal
160,000
170.000
225.000
237,500
3D0.000
330.750
Concessions
5.00%
14,000
14,700
15.435
16,207
17,017
17,868
Carts
2.00%
3,200
3,264
3.427
3.599
3778
3,967
Total Revenue
$177.200
$187.964
5243.862
$257.305
5320.796
$352.585
Assumption
Year 1
DescnDtions
o
1994
1995
1996
1997
1998
1999
EXPENSES:
.ADMIN:
Suot. Wlbenefrts
4. DO%
35,000
36,400
37,856
39,370
40,945
42.583
Seasonal - 3 (156 days)
4.00%
26,208
27.256
28.347
29,480
30.660
31,886
MAINTENANCE:
Chemicals/Fertilizer
7.00%
10,000
10,700
11,449
12.250
13,108
14,026
Salaries
4.00%
18,300
19,032
19,793
20,585
21.408
22,265
CLUBHOUSE:
Part-time Manager
4.00%
10,000
10,400
10,816
11,249
11,699
12,167
Seasonal - 3 (156 days)
4.00%
22,464
23,363
24,297
25,269
26.280
27,331
Phone%Utilities
3.00%
10,000
10,300
10,609
10,927
11,255
11,593
DuesiUcensesiEtc.
1.00%
650
657
663
670
676
683
Advertising
0.00%
3,400
3,400
3,400
3,400
3,400
3,400
Maintenance
5.00%
1,000
1,050
1,103
1,158
1,216
1,276
Supplies
3.00%
4,200
4,326
4,456
4,589
4,727
4,869
Cart Lease
2.00%
1,800
1,836
1,873
1,910
1,948
1,987
Cost of Sales
5.00%
4.900
5.145
5.402
5.672
5.956
6.254
Total Expenses
147.922
153.864
'50.063
166.530
173.278
180.319
Assummion
Year 1
Descriptions
%
1994
1995
1996
1997
1998
1999
REVENUES
177,200
187,964
243,862
257,305
320.796
3SZ585
EXPENSES
147,922
153.864
160.063
166.530
173.278
180.319
OPERATING INCOME
29,278
34,100
83,799
90,775
147,518
172,267
DEBT SERVICE (2.45-30 YEAR)
171,873
196,110
94,573
193.010
191.429
199,515
NET PROFIT/(LOSS)
($142.595)
($162.010)
�S110.774)
(5102.2351
(543.911)
($27.248)
CUMULATIVE PROFITI(LOSS)
($142.595)
(5304.605)
S415.378)
(S517.613)
(S561.524)
(5588.773)
10
26 -Jun -y2
roIections for Normandais
Assumation
Descnotions 2000 2001 2002 2003 2004 2005
INCOME:
Rounas
33.075
34,729
35.000
35.000
35,000
35.000
Greens Fee
$11.00
$11.50
512.00
$12.50
$13.00
$13.50
Subtotal
363.825
399.384
420.000
437,500
455,000
472.500
Concessions
5.00%
18,761
19,699
20,684
21,719
22.805
23.945
Carts
2.00%
4,166
4,374
4,593
4,822
5,064
5,317
Total Revenue
$386.752
5423.457
5445.277
5464.041
5482.868
$501.761
Assumotion
Descnotions
2000
2001
2002
2003
2004
2005
EXPENSES:
ADMIN:
Supt. wtbenefrts
4.00%
14,286
46,058
47,900
49,816
51,809
53.881
Seasonal - 3 (156 daysi
4.00%
33,161
34,488
35.867
37,302
38,794
40,346
MAINTENANCE:
Chemicais/Fertiiizer
7.00%
15,007
16,058
17,182
18,385
19,672
21,049
Salaries
4.00%
23,155
24,082
25,045
26,047
27,088
28,172
CLUBHOUSE:
?art -time Manager
4.00%
12,653
13,159
13,686
14,233
14,802
15,395
Seasonal - 3 (156 days)
4.00%
28,424
29,561
30,744
31,973
33,252
34,582
PhoneWtilities
3.00%
11,941
12,299
12,668
13,048
13,439
13,842
Dues/LicensesiEtc.
1.00%
690
697
704
711
718
725
Advertising
0.00%
3,400
3,400
3,400
3,400
3,400
3.400
Maintenance
5.00%
1,340
1,407
1,477
1,551
1,629
1,710
Supplies
3.00%
5,015
5,165
5,320
5,480
5,644
5,814
Cart Lease
2.00%
2.027
2.068
2.109
2,151
2,194
2.238
Cost of Sales
5.00%
6.566
6.895
7.240
7.602
7.982
8.381
Total Expenses
187.667
195.336
203.341
211.698
220.424
229.535
Assumption
Descriptions
010
2000
2001
2002
2003
2004
2005
REVENUES
386,752
423,457
445,277
464.041
482.868
501,761
EXPENSES
187,667
195.336
203.341
211.698
220.424
229.535
OPERATING INCOME
199,085
228.121
241.936
252,343
262,444
272,227
DEBT SERVICE (2.45-30 YEAR)
197,258
209,470
206,158
202.820
209.120
205,055
NET PROFIT/(LOSS)
$1.828
$18.651
535.778
$49.523
$53.324
$67.172
CUMULATIVE PROFIT/(LOSS)
($586.945)
(S568.294)
3532.516)
(5482.993)
(5429.6691
($362.497)
11
2S,Jun 92
Projections ror Normanoale
escnotions
INCOME:
Rounas
3reens Fee
S ubtotal
Concessions
Carts
Total Revenue
Descriptions
EXPENSES:
ADMIN:
Assumption
2006
2007
2008
2009
2010
2011
65.554
68,177
Seasonai-3056days)
35,000
35.000
35.000
35.000
35.000
35,000
$14.00
$14.50
$15.00
$15.50
S16,00
$16.50
490.000
507,500
525.000
542.500
560.000
577,500
5.00% 25,142
26.399
27,719
29,105
30,560
32,088
2.00% 5,583
5,862
6,155
6,462
6,786
7,125
$520.725
S539.761
$558.874
$578.067
5597.346
$616,713
Assumption
o 2006 2007 2008 2009 2010 2011
Suat. wtoenems
4.00%
56,036
58,278
60,609
63,033
65.554
68,177
Seasonai-3056days)
4.00%
41,960
43.638
45,384
47,199
49.087
51,051
MAINTENANCE:
ChemicaisiFertiiizer
7.00%
22,522
24,098
25,785
27,590
29.522
31,588
Salaries
4.00%
29,299
30,471
31,690
32,957
34,276
35,647
CLUBHOUSE.
Part-time Manager
4.00%
16,010
16,651
17,317
18,009
18,730
19,479
Seasonal - 3 (156 days)
4.00%
35,966
37,404
38,900
40,456
42,075
43,758
Phone/Utilities
3.00%
14,258
14,685
15,126
15,580
16,047
16,528
DuewLicenses/ Etc.
1.00%
732
740
747
755
762
770
Advenisino
0.00%
3,400
3,400
3,400
3,400
3,400
3,400
Maintenance
5.00%
1,796
1,886
1,980
2,079
2.183
2,292
Suopiies
3.00%
5,988
6,168
6,353
6,543
6,740
6,942
Cart Lease
2.00%
2.283
2.328
2.375
2.423
2.471
2,520
Cost of Saies
5.00%
8.800
9.240
9.702
10.187
10.696
11.231
Total Expenses
239.049
248.987
259.367
270.212
281.542
293.382
Assumption
Descriptions
%
2006
2007
2008
2009
2010
2011
REVENUES
520,725
539,761
558,874
578,067
597,346
616,713
EXPENSES
239.049
248.987
259,367
270.212
281.542
293,382
OPERATING INCOME
281,675
290,774
299,507
307,856
315.804
323,331
DEBT SERVICE (2.45-30 YEAR)
200,945
211,288
206,094
200,881
195.650
214,525
NET PROFITI(LOSS)
$80.730
S79.486
$93.413
$106.975
5120.154
$108.806
CUMULATIVE PROFITI(LOSS)
($281.767)
S202.280)
($108.867)
($1,893)
5118.261
$227.067
12
26 -Jun -92
rojections for Normandale
Assumption
�escnovons
%
2012
2013
2014
2015
2016
2017
INCOME:
NCOM
Rounas
35,000
35,000
35,000
35,000
35,000
35,000
Greens Fee
$17.00
$17.50
$18.00
$18.50
$19.00
$19.50
Subtotal
595,000
612,500
630,000
647,500
565,000
682.500
Concessions
5.00%
33,693
35,377
37,146
39,003
40,954
43,001
Carts
2.00%
7,481
7,855
8,248
8,660
9,093
9,548
Total Revenue
$636.174
5655.733
$675.394
$695.164
5715.047
$735.049
Assumption
Descnotions
°6
2012
2013
2014
2015
2016
2017
EXPENSES:
ADMIN:
Supt. wtoenems
4.00%
70,904
73,740
76,689
.79,757
82.947
86,265
Seasonal - 3 (156 daysi
4.00%
53,093
55,216
57,425
59,722
62.111
64,595
MAINTENANCE.
ChemicaisiFertiiizer
7.00%
33,799
36,165
38,697
41,406
44,304
47,405
Salaries
4.00%
37,072
38,555
40,098
41,701
43,370
45,104
,LUBHOUSE.
Part-time Manager
4.00%
20,258
21,068
21,911
22.788
23,699
24,647
Seasonal - 3 (156 days)
4.00%
45,508
47,328
49,221
51,190
53,238
55.367
PhoneWtilities
3.00%
17,024
17,535
18,061
18,603
19,161
19,736
DussiLicensesiEtc.
1.00%
777
785
793
801
809
817
Advertising
0.00%
3,400
3,400
3,400
3,400
3,400
3,400
Maintenance
5.00%
2.407
2.527
2.653
2,786
2,925
3,072
SuDpiies
3.00%
7,150
7,365
7,586
7,813
8,048
8,289
Cart Lease
2.00%
2,571
2.622
2,675
2.728
2.783
2,838
Cost or Sales
5.00%
11,792
12.382
13.001
13.651
14.334
15.050
Total Exaenses
305.756
318.690
332.210
346.346
361.128
376.587
Assumption
Descnotions
%
2012
2013
2014
2015
2016
2017
REVENUES
636,174
655,733
675,394
695,164
715,047
735.049
EXPENSES
305,756
318.690
332.210
346.346
361.128
376.587
OPERATING INCOME
330,418
337,043
343,184
348,817
353,919
358.462
DEBT SERVICE (2.45.30 YEAR)
207,475
200,375
193,275
210.256
201,309
216,488
NET PROFIT/(LOSS)
$122.943
3136.668
$149.909
$138.561
5152.610
$141.975
CUMULATIVE PROFIT/(LOSS)
$350.010
5486.678
$636.587
$775.148
5927.758
$1,069.733
13
23--jun-92
Protections for Normanoale
Descnotions
Assumotion
% 2018 2019 2020 2021 2022
INCOME:
89.716
93,304
97,036
100.918
104.955
hounds
35.000
35,000
35.000
35,000
35.000
Greens Fee
$20.00
$20.50
$21.00
$21.50
$2200
Subtotal
700,000
717,500
735,000
752,500
770,000
Concessions
5.00% 45,151
47,409
49,779
52.268
54,882
-arts
2.00% 10,025
10,527
11,053
11,606
12.186
Total Revenue
$755.177
$775.436
$795.832
3816.374
$837.068
Descnotions
EXPENSES:
:,OMIN:
Suot. wibenents
Seasonai - 3 (156 days)
MAINTENANCE:
ChemicaisiFertilizer
Salaries
CLUBHOUSE:
Part-time Manager
Seasonal - 3 (156 days)
PhonelUtilities
DuesiLicensesiEtc.
Advertisina
Maintenance
Suooues
Cart Lease
Cost of Sales
Total Expenses
Descnotions
REVENUES
EXPENSES
OPERATING INCOME
DEBT SERVICE (2.45-30 YEAR)
NET PROFIT/(LOSS)
CUMULATIVE PROFITI(LOSS)
Assumption
2018 2019 2020 2021 2022
4.00%
89.716
93,304
97,036
100.918
104.955
4.00%
67,179
69,866
72,661
75,567
78,590
7.00%
50,724
54,274
58,074
62.139
66,488
4.00%
46,908
48,785
50,736
52,766
54,876
4.00%
25,633
26,658
27,725
28,834
29,987
4.00%
57,582
59,885
62,281
64,772
67,363
3.00%
20,328
20,938
21,566
22.213
22,879
1.00%
825
834
842
850
859
0.00%
3,400
3,400
3,400
3,400
3,400
5.00%
3,225
3,386
3,556
3,733
3,920
3.00%
8,538
8,794
9.058
9,329
9,609
2.00%
2.895
2.953
3,012
3,072
3,134
5.00%
15.803
16.593
17.423
18.294
19.209
392.756
409.671
427,369
445.888
465.269
Assumption
%
2018
2019
2020
2021
2022
755,177
775.436
795,832
816,374
837,068
392.756
409.671
427.369
445,888
465.269
362.421
365,765
368,464
370,486
371,799
205,763
195.000
184,200
221,600
207,200
$156.658
$170.765
5184.264
$148.886
$164,599
$1.226.391
$1.397.156
$1.581.419
51.730.306
$1.894.904
14
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Addendum D
Proposed
Building Height
Limits
t
C`
16