HomeMy WebLinkAbout06-28-2021 Council Packet EXPANDED AGENDA
CITY COUNCIL AGENDA
Monday, June 28, 2021
***********
6:30 p.m.
(Scheduled to be broadcast on Channel 16)
City Council: Mayor Rafferty, Councilmembers Cavegn, Lyden, Ruhland and Stoesz
City Administrator: Sarah Cotton
COUNCIL WORK SESSION, 6:00 P.M.
Community Room (not televised)
1. Review Regular Agenda
CITY COUNCIL MEETING, 6:30 P.M.
Call to Order and Roll Call - Councilmembers Stoesz, Lyden, Cavegn, Ruhland
and Mayor Rafferty were present
Pledge of Allegiance
Open Mike / Public Comment (in person or received in writing prior to meeting)
There were no comments.
Setting the Agenda: Addition or Deletion of Agenda Items
The agenda was approved as presented.
PROCLAMATION
Proclamation of Appreciation for the Lino Lakes Public Safety Department
1. CONSENT AGENDA
A) June 28, 2021 (Check No. 114517 through 114593) in the Amount of
$488,881.61
B) Consider Approval of June 7, 2021 Work Session Minutes
C) Consider Approval of June 14, 2021 Council Meeting Minutes
D) Consider Approval of June 7, 2021 Special Council Minutes
E) Consider Approval of June 14, 2021 Work Session Minutes
F) Consider Resolution No. 21-61 Approving Site Improvement Performance
Agreement for Otter Crossing
G) Consider Resolution No. 21-66, Approving Common Interest Agreement, DNR
Water Appropriation Permit Amendment Appeal
Action Taken: Motion by Ruhland, seconded by Lyden, to approve
Consent Agenda Items 1A through 1M as presented, was adopted
Council Agenda -2- June 28, 2021
2. FINANCE DEPARTMENT REPORT
No report
3. ADMINISTRATION DEPARTMENT REPORT
A) Consider Resolution No 21-62, Accepting Recreation and Aquatics Center
Feasibility Study, ISG, Michael Grochala
Action Taken: Motion by Ruhland, seconded by Stoesz, to approve
Resolution No. 21-62 as presented, was adopted
B) Consider 2nd Reading of Ordinance No. 06-21, Adjusting the Salaries of the
Mayor and Councilmembers, Sarah Cotton
Action Taken: Motion by Lyden, seconded by Cavegn, to approve
the second reading and adoption of Ordinance No. 06-21 as presented, was
adopted
C) Consider Approval of Amendment #4 to Lease Agreement with NCCC, LLC (New
Creations Child Care), Sarah Cotton
Action Taken: Motion by Lyden, seconded by Stoesz, to approve
the amendment to the lease agreement as presented, was adopted
D) Consider Resolution No. 21-64, Authorizing Execution of Amendment No. 1 to
the License Agreement with the State of Minnesota for the Lino Lakes COVID-19
Vaccine Site, Sarah Cotton
Action Taken: Motion by Ruhland, seconded by Cavegn, to approve
Resolution No. 21-64 as presented, was adopted
E) Consider Appointment of Police Officer, Meg Sawyer
Action Taken: Motion by Cavegn, seconded by Ruhland, to approve
the appointment of Yecheng Eric Heu as recommended, was adopted
4. PUBLIC SAFETY DEPARTMENT REPORT
A) Consider Acceptance of Donated Gift Cards, John Swenson
Action Taken: Motion by Cavegn, seconded by Ruhland, to approve
the acceptance of donated cards as presented, was adopted
5. PUBLIC SERVICES DEPARTMENT REPORT
No report
6. COMMUNITY DEVELOPMENT REPORT
A) Consider Resolution No. 21-65, Approve Change Order No. 1, 2021 Street
Improvement Project, Diane Hankee
Action Taken: Motion by Lyden, seconded by Stoesz, to approve
Resolution No. 21-65 as presented, was adopted
Council Agenda -3- June 28, 2021
7. UNFINISHED BUSINESS
None
8. NEW BUSINESS
None
Adjournment
Motion to adjourn by Ruhland, seconded by Cavegn, at 8:05 p.m., was adopted
Following adjournment of the regular meeting, the City Council will reconvene for a closed meeting
for the purpose of completing the City Administrator’s performance evaluation.
Community Calendar – A Look Ahead
June 28, 2021 through July 12, 2021
Wednesday, June 30 6:30 pm, Council Chambers Environmental Board
Thursday, July 1 8:00 am, Community Room EDAC
Tuesday, July 6 6:00 pm, Community Room Council Work Session
Wednesday, July 7 6:30 pm, Council Chambers Park Board
Monday, July 12 6:00 pm, Community Room Council Work Session
Monday, July 12 6:30 pm, Council Chambers City Council Meeting
Updateed 6/25/2021
CITY COUNCIL AGENDA
Monday, June 28, 2021
***********
6:30 p.m.
(Scheduled to be broadcast on Channel 16)
City Council: Mayor Rafferty, Councilmembers Cavegn, Lyden, Ruhland and Stoesz
City Administrator: Sarah Cotton
COUNCIL WORK SESSION, 6:00 P.M.
Community Room (not televised)
1. Review Regular Agenda
CITY COUNCIL MEETING, 6:30 P.M.
Call to Order and Roll Call
Pledge of Allegiance
Open Mike / Public Comment (in person or received in writing prior to meeting)
Setting the Agenda: Addition or deletion of agenda items
PROCLAMATION
Proclamation of Appreciation for the Lino Lakes Public Safety Department
1. CONSENT AGENDA
A) June 28, 2021 (Check No. 114517 through 114593) in the Amount of
$488,881.61
B) Consider Approval of June 7, 2021 Work Session Minutes
C) Consider Approval of June 14, 2021 Council Meeting Minutes
D) Consider Approval of June 7, 2021 Special Council Minutes
E) Consider Approval of June 14, 2021 Work Session Minutes
F) Consider Resolution No. 21-61 Approving Site Improvement Performance
Agreement for Otter Crossing
G) Consider Resolution No. 21-66, Approving Common Interest Agreement, DNR
Water Appropriation Permit Amendment Appeal
2. FINANCE DEPARTMENT REPORT
No report
3. ADMINISTRATION DEPARTMENT REPORT
A) Consider Resolution No 21-62, Accepting Recreation and Aquatics Center
Feasibility Study, ISG, Michael Grochala
Council Agenda -2- June 28, 2021
B) Consider 2nd Reading of Ordinance No. 06-21, Adjusting the Salaries of the
Mayor and Councilmembers, Sarah Cotton
*Council may vote to dispense with the full reading of the ordinance
*Roll call vote is required for adoption of the ordinance
C) Consider Approval of Amendment #4 to Lease Agreement with NCCC, LLC
(New Creations Child Care), Sarah Cotton
D) Consider Resolution No. 21-64, Authorizing Execution of Amendment No. 1 to
the License Agreement with the State of Minnesota for the Lino Lakes COVID-
19 Vaccine Site, Sarah Cotton
E) Consider Appointment of Police Officer, Meg Sawyer
4. PUBLIC SAFETY DEPARTMENT REPORT
A) Consider Acceptance of Donated Gift Cards, John Swenson
5. PUBLIC SERVICES DEPARTMENT REPORT
No report
6. COMMUNITY DEVELOPMENT REPORT
A) Consider Resolution No. 21-65, Approve Change Order No. 1, 2021 Street
Improvement Project, Diane Hankee
7. UNFINISHED BUSINESS
None
8. NEW BUSINESS
None
Adjournment
Following adjournment of the regular meeting, the City Council will reconvene for a closed meeting
for the purpose of completing the City Administrator’s performance evaluation.
Community Calendar – A Look Ahead
June 28, 2021 through July 12, 2021
Wednesday, June 30 6:30 pm, Council Chambers Environmental Board
Thursday, July 1 8:00 am, Community Room EDAC
Tuesday, July 6 6:00 pm, Community Room Council Work Session
Wednesday, July 7 6:30 pm, Council Chambers Park Board
Monday, July 12 6:00 pm, Community Room Council Work Session
Monday, July 12 6:30 pm, Council Chambers City Council Meeting
PROCLAMATION OF APPRECIATION FOR THE LINO LAKES PUBLIC SAFETY
DEPARTMENT
WHEREAS, each and every day the men and women of the Lino Lakes Public Safety
Department answer the call to serve and protect our community, while embodying the courage to
act selflessly and bravely in the face of danger; and
WHEREAS, the professionals of the Lino Lakes Public Safety Department go above and
beyond to proactively solve problems and engage with the public through community education
initiatives and events; and
WHEREAS, the professionals of the Lino Lakes Public Safety Department performed admirably
during the COVID-19 pandemic and periods of social unrest; and
WHEREAS, today and every day it is fitting to honor police and fire personnel who put their
own lives on the line to protect the lives of others.
NOW THEREFORE, BE IT RESOLVED that I, Rob Rafferty, Mayor of the City of Lino
Lakes, do hereby proclaim for and on behalf of the City of Lino Lakes, Minnesota sincere
appreciation and gratitude to the professionals of the Lino Lakes Public Safety Department,
which includes Police and Fire, and ask that all citizens join me in giving these dedicated
professionals the support and appreciation they deserve.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City of
Lino Lakes to be affixed on June 28th, 2021.
__________________________
Rob Rafferty, Mayor
__________________________
Attest: Julie Bartell, City Clerk
Expenditures
June 28, 2021
Check #114517 to #114593
$488,881.61
City of Lino Lakes
Activity Codes
Code Description Code Description
401 Mayor/Council 817 Spring Fling
402 Administration 818 Winter Festival
403 Elections 819 Community Gardens
404 Cable TV 822 Family Corn Roast
405 Charter Administration 827 Gobbler Games
407 Finance 830 Adult Golf Lessons
414 Legal Consultants 835 Youth Skating Class
415 Economic Development 850 Golf Academy
416 Planning & Zoning 856 Youth Soccer
417 Engineering 857 Soccer Fundamentals
418 Community Development 860 Secret Shop
420 Police Protection 864 Preschool Playtime
421 Fire Protection 868 Little Goblins Party
422 Building Inspections 871 Flag Football
430 Streets 875 Snow Day
431 Fleet Management 876 Kite Day
432 Government Buildings 877 Rockin' in the Park
450 Parks 879 Movies in the Park
451 Recreation 890 Senior Programs
461 Environmental
462 Solid Waste Abatement
463 Forestry
494 Water
495 Sanitary Sewer
499 Other
802 Dodgeball Camp
806 Youth T-Ball
808 Youth Baseball Camp
810 Youth Playground
811 Youth Safety Camp
812 Youth Art Camps
814 Senior Programs/Book Club
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
AFLAC 101-000 101-000-2040-000 232.74 114517 June Insurance Premiums
Anoka County Property Records & Taxation 101-000 101-000-2081-000 46.00 114519 Easement - 374 Sioux Lookout
Anoka County Property Records & Taxation 101-000 101-000-2081-000 46.00 114519 Easement - 6684 Ruffed Grouse Rd
Anoka County Property Records & Taxation 101-000 101-000-2081-000 46.00 114519 Easement - 2027 Red Oak Ln
Anoka County Property Records & Taxation 101-000 101-000-2081-000 46.00 114519 Easement - 6500 Fawn Lane
Anoka County Property Records & Taxation 101-000 101-000-2081-000 46.00 114519 Agreement - 7284 Watermark Way
U.S. Bank Visa 101-000 101-000-3730-000 -891.02 114586 U.S. Bank Rebate
101-000 Total -428.28
U.S. Bank Visa 101-401 101-401-4900-000 600.00 114586 Chipotle/Employee Appreciation Lunch
101-401 Total 600.00
Optum 101-402 101-402-4310-000 90.00 114560 May Retiree & Cobra Fees
U.S. Bank Visa 101-402 101-402-4330-000 275.00 114586 MCFOA Annual Conference/Attendance L. Hogstad-Osterhues
Press Publications Inc. 101-402 101-402-4340-000 30.72 114568 Council work session change of meeting time
U.S. Bank Visa 101-402 101-402-4340-000 24.00 114586 Facebook/Employment Opportunity Advertising
TASC - Client Invoices 101-402 101-402-4410-000 100.50 114581 May Admin Fees
Chain of Lakes Rotary Club 101-402 101-402-4452-000 480.00 114525 Chain of Lakes Rotary Club Membership Dues
U.S. Bank Visa 101-402 101-402-4452-000 46.00 114586 MCFOA/Annual Membership - L. Hogstad-Osterhues
U.S. Bank Visa 101-402 101-402-4452-000 225.00 114586 GFOA/Annual Membership - S. Cotton
101-402 Total 1,271.22
Redpath and Company 101-407 101-407-4308-000 11,715.00 114570 2020 Audit
SHI International Corp 101-407 101-407-4310-000 365.00 114577 Microsoft Office Pro License - J Eller
101-407 Total 12,080.00
Rupp Anderson Squires & Waldspurger P.A. 101-414 101-414-4301-000 1,840.00 114574 Miscellaneous Legal
101-414 Total 1,840.00
Rupp Anderson Squires & Waldspurger P.A. 101-415 101-415-4300-000 640.00 114574 Vaquero Ventures Land Sales
WSB & Associates Inc. 101-415 101-415-4300-000 925.50 114591 April 2021 Special Economic Development Projects
101-415 Total 1,565.50
Rupp Anderson Squires & Waldspurger P.A. 101-416 101-416-4300-000 1,003.68 114574 Miscellaneous Legal
WSB & Associates Inc. 101-416 101-416-4300-000 484.00 114591 April City Street Map
WSB & Associates Inc. 101-416 101-416-4300-000 121.00 114591 April General Engineering - Saddle Club LOMR
WSB & Associates Inc. 101-416 101-416-4300-000 363.00 114591 April School District Mapping
Evenson Neil 101-416 101-416-4331-000 150.00 114533 2nd Qtr 2021 Stipend
Laden Perry 101-416 101-416-4331-000 225.00 114549 2nd Qtr 2021 Stipend
Reinert Jeffrey A. 101-416 101-416-4331-000 225.00 114571 2nd Qtr 2021 Stipend
Root Michael 101-416 101-416-4331-000 225.00 114573 2nd Qtr 2021 Stipend
Tralle Paul 101-416 101-416-4331-000 300.00 114584 2nd Qtr 2021 Stipend
Vojtech Nathan 101-416 101-416-4331-000 150.00 114587 2nd Qtr 2021 Stipend
Wipperfurth Isaac 101-416 101-416-4331-000 150.00 114590 2nd Qtr 2021 Stipend
101-416 Total 3,396.68
WSB & Associates Inc. 101-417 101-417-4300-000 76.00 114591 April Record Plan Updates Datalink
WSB & Associates Inc. 101-417 101-417-4300-000 327.50 114591 April 77th Street Feasibility Report Amendment
WSB & Associates Inc. 101-417 101-417-4300-000 984.00 114591 April 2021 Private Utility Permits
WSB & Associates Inc. 101-417 101-417-4300-000 1,576.00 114591 April Otter Lake Road Preliminary Design/Concept Layout
WSB & Associates Inc. 101-417 101-417-4410-000 5,180.00 114591 April 2021 General Engineering Services
TreeBiz LLC 101-417 101-417-5000-000 3,010.00 114585 Arrow100-KIT GPS Receiver antenna cables case charger hat
101-417 Total 11,153.50
WSB & Associates Inc. 101-418 101-418-4300-000 295.00 114591 April Datalink Feedback Add-On
101-418 Total 295.00
U.S. Bank Visa 101-420 101-420-4200-000 35.89 114586 Vistaprint/Business Cards - A. Hallin
U.S. Bank Visa 101-420 101-420-4200-000 112.50 114586 MN Chiefs of Police Association/Handgun Permits
U.S. Bank Visa 101-420 101-420-4200-000 39.88 114586 Amazon/Camera and microphone for Investigative Tech office
U.S. Bank Visa 101-420 101-420-4200-000 33.73 114586 Adobe/Redaction subscription - Investigative Tech CN#21092057
U.S. Bank Visa 101-420 101-420-4200-000 24.80 114586 Amazon/Keyboard and mouse replacement in detention facility
U.S. Bank Visa 101-420 101-420-4211-000 11.15 114586 Amazon/LLPD Firearm Armoer Equipment
U.S. Bank Visa 101-420 101-420-4211-000 28.50 114586 Amazon/LLPD Firearm Armoer Equipment
U.S. Bank Visa 101-420 101-420-4300-000 75.00 114586 MN BCA/Tuition - A. Halverson
U.S. Bank Visa 101-420 101-420-4321-000 97.09 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-420 101-420-4321-000 1,787.45 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-420 101-420-4321-000 1,787.45 114586 Verizon Wireless Phone & Internet
Hamann Nathan 101-420 101-420-4330-000 460.29 114539 Training Expense Reimbursement - Bag Fee and Rental Car
Paulson Mathew 101-420 101-420-4330-000 982.71 114563 Hotels for Training
St. Cloud State University 101-420 101-420-4330-000 595.00 114578 Tuition - M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 14.36 114586 Caribou/Meal while attending training - N. Hamann & M. Paulson
Page 1
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
U.S. Bank Visa 101-420 101-420-4330-000 10.00 114586 Chipotle/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 32.00 114586 PF Changs/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 23.15 114586 Shake Shack/Meal while attending training-N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 55.43 114586 Costco/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 26.77 114586 Firehouse/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 199.00 114586 Calibre Press Training/Tuition - M. Carlson
U.S. Bank Visa 101-420 101-420-4330-000 -95.00 114586 Dolan Consulting/Refund Tuition - W. Owens
U.S. Bank Visa 101-420 101-420-4330-000 40.00 114586 Valle Luna/Meal while attending training -N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 28.52 114586 Circle K/Fuel for rental vehicle during training
U.S. Bank Visa 101-420 101-420-4330-000 129.00 114586 Calibre Press Training/Tuition - A. Ng
U.S. Bank Visa 101-420 101-420-4330-000 19.13 114586 In N Out/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 156.00 114586 Park MSP/Parking to attend training
U.S. Bank Visa 101-420 101-420-4330-000 16.51 114586 Chipotle/Meal while attending training - N. Hamann & M. Paulson
U.S. Bank Visa 101-420 101-420-4330-000 45.00 114586 Dolan Consulting/Tuition - K. Leibel
U.S. Bank Visa 101-420 101-420-4330-000 32.45 114586 Knuckle/Meal while attending training - N. Hamann & M. Paulson
Aspen Mills Inc. 101-420 101-420-4370-000 849.00 114521 Dept Expense - Body Armor carrier
U.S. Bank Visa 101-420 101-420-4370-000 94.44 114586 Galls/Backorderd pants M. Carlson
U.S. Bank Visa 101-420 101-420-4370-000 96.48 114586 5.11 Tactical/Uniform Allowance - J. Swenson
U.S. Bank Visa 101-420 101-420-4370-000 149.95 114586 Amazon/Uniform Allowance - K. Leibel
U.S. Bank Visa 101-420 101-420-4370-000 162.93 114586 Amazon/Uniform Allowance - K. Leibel
U.S. Bank Visa 101-420 101-420-4370-000 141.30 114586 Urban Carry Holsters/Uniform Allowance - M. Carlson
U.S. Bank Visa 101-420 101-420-4370-000 264.20 114586 5.11 Tactical/Uniform Allowance - J. Swenson
U.S. Bank Visa 101-420 101-420-4370-000 89.44 114586 NeoMag/Uniform Allowance - M. Carlson
Metro Sales Incorporated 101-420 101-420-4410-000 36.00 114556 Copier Maintenance Contract Ricoh/MP 4055SP
North Star Towing & Service Center Inc 101-420 101-420-4410-000 125.00 114559 Towing - Flat Tire #392
Pace Systems Inc. 101-420 101-420-4410-000 2,400.00 114562 Pace Scheduler Software
U.S. Bank Visa 101-420 101-420-4410-000 22.49 114586 Adobe/Subscription Adobe Premier for internal video redaction
U.S. Bank Visa 101-420 101-420-4410-000 -22.49 114586 Adobe/Refund for Premier Subscription
101-420 Total 11,212.50
U.S. Bank Visa 101-421 101-421-4211-000 99.80 114586 LTG Power Equipment/Trufuel
WSB & Associates Inc. 101-421 101-421-4300-000 692.00 114591 April Fire Station Drive Time Map
U.S. Bank Visa 101-421 101-421-4321-000 146.54 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-421 101-421-4321-000 146.54 114586 Verizon Wireless Phone & Internet
Fire Instruction Rescue Education 101-421 101-421-4330-000 4,770.00 114535 Multiple Fire Training Courses
U.S. Bank Visa 101-421 101-421-4330-000 9,000.00 114586 Blue Card/Tuition - B. Finke & Fronke - MBFTE Reimburseable
101-421 Total 14,854.88
Avon Business Forms & Promotions 101-422 101-422-4200-000 231.96 114522 500 Correction Notices
U.S. Bank Visa 101-422 101-422-4200-000 53.58 114586 Amazon/Phone case and chargers for prior temporary inspector
T-Mobile USA Inc 101-422 101-422-4321-000 132.85 114583 Phone & Internet
U.S. Bank Visa 101-422 101-422-4321-000 110.11 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-422 101-422-4321-000 105.13 114586 Verizon Wireless Phone & Internet
101-422 Total 633.63
CCP Industries 101-430 101-430-4211-000 642.30 114524 Seasonal Employee Uniforms
Hugo Equipment Company 101-430 101-430-4240-000 35.98 114542 Semi Chisel Chain
U.S. Bank Visa 101-430 101-430-4240-000 162.41 114586 The Home Depot/Square impact tape measure torch medium cutter
U.S. Bank Visa 101-430 101-430-4240-000 -162.41 114586 The Home Depot/Square impact tape measure torch medium cutter
U.S. Bank Visa 101-430 101-430-4240-000 151.61 114586 The Home Depot/Square impact tape measure torch medium cutter
T-Mobile USA Inc 101-430 101-430-4321-000 89.85 114583 Phone & Internet
U.S. Bank Visa 101-430 101-430-4321-000 -36.23 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-430 101-430-4321-000 41.51 114586 Verizon Wireless Phone & Internet
101-430 Total 925.02
U.S. Bank Visa 101-431 101-431-4211-000 302.50 114586 Holiday Station/May Carwashes
U.S. Bank Visa 101-431 101-431-4212-000 76.70 114586 Bill's Superette/Non-oxy fuel
U.S. Bank Visa 101-431 101-431-4212-000 12.64 114586 Bill's Superette/Non-oxy fuel #312
U.S. Bank Visa 101-431 101-431-4212-000 16.79 114586 Bill's Superette/Non-oxy fuel #312
Allied Oil & Supply Inc. 101-431 101-431-4221-000 130.00 114518 55 gallons diesel exhaust fluid
Bluetarp Financial Inc. 101-431 101-431-4221-000 21.98 114523 Trailer Lights #702
Factory Motor Parts Company 101-431 101-431-4221-000 341.04 114534 Police SUV Brake Rotors
Factory Motor Parts Company 101-431 101-431-4221-000 -27.80 114534 Battery Core Return
Factory Motor Parts Company 101-431 101-431-4221-000 69.92 114534 Oxygen sensor #303
Factory Motor Parts Company 101-431 101-431-4221-000 19.36 114534 Rear brake caliper guide pins #399
Factory Motor Parts Company 101-431 101-431-4221-000 380.20 114534 Brake Caliper #382
Factory Motor Parts Company 101-431 101-431-4221-000 91.75 114534 Starter Assembly #308
Page 2
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
Hydraulics Plus & Consulting 101-431 101-431-4221-000 597.75 114543 Auger motor rebuild #210
O'Reilly Automotive Stores 101-431 101-431-4221-000 17.98 114561 Brake Fluid
O'Reilly Automotive Stores 101-431 101-431-4221-000 62.53 114561 Oil Filters #256
O'Reilly Automotive Stores 101-431 101-431-4221-000 33.24 114561 Hi-Power Belt #409
O'Reilly Automotive Stores 101-431 101-431-4221-000 30.11 114561 Oil Filters
O'Reilly Automotive Stores 101-431 101-431-4221-000 5.38 114561 Super glue
O'Reilly Automotive Stores 101-431 101-431-4221-000 45.36 114561 Oil Filters
Pomp's Tire Service Inc. 101-431 101-431-4221-000 2,853.00 114565 20 Police SUV Tires
Pomp's Tire Service Inc. 101-431 101-431-4221-000 965.76 114565 Tires #135
U.S. Bank Visa 101-431 101-431-4221-000 471.78 114586 Amazon/2-1/2" Pintle Mount and combination hitch for trailers
U.S. Bank Visa 101-431 101-431-4221-000 388.92 114586 Nat'l Fleet Parts/3 sets of front brakes and 3 sets rear brakes
U.S. Bank Visa 101-431 101-431-4221-000 450.72 114586 Amazon/6 rear brakes for 2013-2019 PD SUV's
U.S. Bank Visa 101-431 101-431-4221-000 71.72 114586 Amazon/2-3/8"one way check valves for sweepers water system #252
Ziegler Inc. 101-431 101-431-4221-000 47.37 114592 A/C Compressor Relay #251
Ziegler Inc. 101-431 101-431-4221-000 19.34 114592 Oil Filter #266
U.S. Bank Visa 101-431 101-431-4240-000 105.98 114586 Amazon/2 Sprayers for applying chemicals and lubricants
Pomp's Tire Service Inc. 101-431 101-431-4300-000 2,088.12 114565 Mount and balance 6 new tires #256
U.S. Bank Visa 101-431 101-431-4300-000 1.05 114586 MN DVS/Vehicle Tabs Service Fee #309 #306 #307
U.S. Bank Visa 101-431 101-431-4300-000 42.75 114586 MN DVS/Vehicle Tabs #309 #306 #307
Emergency Apparatus Maintenance 101-431 101-431-4410-000 1,093.05 114532 Repairs to #611
U.S. Bank Visa 101-431 101-431-4410-000 69.99 114586 Amazon/LED Headlight for #622
101-431 Total 10,896.98
Crown Marking Inc. 101-432 101-432-4200-000 37.09 114528 Name Plates - M. Eng and W. Kusterman
Innovative Office Solutions LLC 101-432 101-432-4200-000 376.90 114545 Pens Toner Batteries. Duster Lanyards Pre-Ink Stamps
U.S. Bank Visa 101-432 101-432-4200-000 60.53 114586 Amazon/Ink for postage meter
U.S. Bank Visa 101-432 101-432-4200-000 18.95 114586 Amazon/Sealer for postage meter
U.S. Bank Visa 101-432 101-432-4200-000 13.78 114586 Amazon/Disposable face masks
U.S. Bank Visa 101-432 101-432-4200-000 36.90 114586 Gumdrop Cases/Protective Case for J. Boonstra Dell Latitude
U.S. Bank Visa 101-432 101-432-4200-000 -26.19 114586 Target/Return 3-ring binders
U.S. Bank Visa 101-432 101-432-4211-000 18.10 114586 SiteOne/Rain Bird
Wipers & Wipes Inc. 101-432 101-432-4211-000 342.93 114589 Paper towels and tissues
Staples Business Credit 101-432 101-432-4211-503 232.99 114579 Office chair - M. DeMars
U.S. Bank Visa 101-432 101-432-4211-503 84.70 114586 The Home Depot/Town Center Landscape
U.S. Bank Visa 101-432 101-432-4211-503 272.80 114586 Gerten's/Town Center Landscape
U.S. Bank Visa 101-432 101-432-4211-503 69.97 114586 Amazon/Push cart
U.S. Bank Visa 101-432 101-432-4211-503 43.35 114586 The Home Depot/Rose granule soil
Winnick Supply Inc. 101-432 101-432-4211-503 182.04 114588 Supplies for toilet and sink repair
U.S. Bank Visa 101-432 101-432-4240-000 91.26 114586 Amazon/Dolly
Quadient Inc. 101-432 101-432-4322-000 500.00 114569 Postage machine postage
Premium Waters Inc. 101-432 101-432-4410-500 39.74 114567 5 - Kandiyohi 5 gallon water
Philip's Tree Care 101-432 101-432-4410-501 71.13 114564 Fertilizer & broadleaf weed control
Philip's Tree Care 101-432 101-432-4410-502 71.13 114564 Fertilizer & broadleaf weed control
Philip's Tree Care 101-432 101-432-4410-503 59.37 114564 Fertilizer & broadleaf weed control
U.S. Bank Visa 101-432 101-432-4410-503 44.55 114586 Gertens/Town Center Landscape
U.S. Bank Visa 101-432 101-432-4410-503 1,643.03 114586 Bachman's/Town Center Landscape
U.S. Bank Visa 101-432 101-432-4410-503 -730.00 114586 Gertens/Town Center Landscape
U.S. Bank Visa 101-432 101-432-4410-503 934.00 114586 Gertens/Town Center Landscape
101-432 Total 4,489.05
Hugo Equipment Company 101-450 101-450-4211-000 13.97 114542 Screw and gasket
Tessman Company 101-450 101-450-4211-000 86.62 114582 Glyphosate Plus
U.S. Bank Visa 101-450 101-450-4211-000 82.44 114586 Frattalone's/Hose nozzle rake garden hoe
U.S. Bank Visa 101-450 101-450-4211-000 190.74 114586 SiteOne/Hunter Rotor and crimp clamp
U.S. Bank Visa 101-450 101-450-4211-000 -88.48 114586 The Home Depot/Lumber return
U.S. Bank Visa 101-450 101-450-4211-000 412.12 114586 The Home Depot/Paint supplies for picnic tables wasp spray
U.S. Bank Visa 101-450 101-450-4211-000 19.94 114586 The Home Depot/Graffiti remover
U.S. Bank Visa 101-450 101-450-4211-000 118.75 114586 The Home Depot/Primer
U.S. Bank Visa 101-450 101-450-4240-000 87.98 114586 BestNest/Sheperd's Hook
WSB & Associates Inc. 101-450 101-450-4300-000 1,183.50 114591 April 2021 Trail Maintenance Project
WSB & Associates Inc. 101-450 101-450-4300-000 544.50 114591 April Parks & Trail Maps
T-Mobile USA Inc 101-450 101-450-4321-000 50.30 114583 Phone & Internet
U.S. Bank Visa 101-450 101-450-4321-000 81.52 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 101-450 101-450-4321-000 -72.22 114586 Verizon Wireless Phone & Internet
Gooder Clark J. 101-450 101-450-4331-000 150.00 114538 2nd Qtr 2021 Stipend
Page 3
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
Haworth Abby 101-450 101-450-4331-000 150.00 114540 2nd Qtr 2021 Stipend
Huelman Patrick H. 101-450 101-450-4331-000 200.00 114541 2nd Qtr 2021 Stipend
Jensen Richard 101-450 101-450-4331-000 75.00 114546 2nd Qtr 2021 Stipend
Kusterman William 101-450 101-450-4331-000 150.00 114548 2nd Qtr 2021 Stipend
Nordlund John 101-450 101-450-4331-000 150.00 114558 2nd Qtr 2021 Stipend
Zilka James 101-450 101-450-4331-000 150.00 114593 2nd Qtr 2021 Stipend
Anoka County Property Records & Taxation 101-450 101-450-4410-000 46.00 114519 Quit Claim Deed Roering - Oaks of Lino Lakes
Anoka County Property Records & Taxation 101-450 101-450-4410-000 46.00 114519 Quit Claim Deed Norton - Oaks of Lino Lakes
Anoka County Property Records & Taxation 101-450 101-450-4410-000 46.00 114519 Amendment #1 to PUD - Century Farm North 7th Addition
Anoka County Property Records & Taxation 101-450 101-450-4410-000 46.00 114519 Vacation of Proceedings - Ordinance No. 01-21
Philip's Tree Care 101-450 101-450-4410-000 339.80 114564 Fertilizer & broadleaf weed control
WSB & Associates Inc. 101-450 101-450-5000-000 3,238.50 114591 April 2021 Tower Park Site Improvements
101-450 Total 7,498.98
T-Mobile USA Inc 101-461 101-461-4321-000 29.17 114583 Phone & Internet
U.S. Bank Visa 101-461 101-461-4321-000 -2.92 114586 Verizon Wireless Phone & Internet
101-461 Total 26.25
U.S. Bank Visa 101-462 101-462-4200-000 98.89 114586 Green Paper Products/Organis Plates (500) and forks (1000)
U.S. Bank Visa 101-462 101-462-4200-000 117.56 114586 Green Light Recycling/Bulb recycling and bulb collection bin
Davis Phillip 101-462 101-462-4330-000 60.20 114529 Organic Site Tours
101-462 Total 276.65
League of MN Cities Insurance Trust 202-451 202-451-4361-000 3,793.00 114552 Property & Casualty Ins - Rec Facility
Philip's Tree Care 202-451 202-451-4410-000 71.13 114564 Fertilizer & broadleaf weed control
202-451 Total 3,864.13
U.S. Bank Visa 207-420 207-420-4240-000 964.12 114586 Costco/PD LED TV
U.S. Bank Visa 207-420 207-420-4240-000 149.96 114586 Costco/PD Full-Motion TV Mount
207-420 Total 1,114.08
U.S. Bank Visa 211-420 211-420-4211-000 75.99 114586 Chewy.com/Argos Food
211-420 Total 75.99
Redpath and Company 301-499 301-499-4308-000 710.00 114570 2020 Audit
301-499 Total 710.00
Concrete Coatings of Minnesota 401-432 401-432-5000-000 6,412.50 114526 PD Locker Room Remodel
Menards - Forest Lake 401-432 401-432-5000-000 77.52 114554 PD Locker Room Remodel - Shower head repair supplies
U.S. Bank Visa 401-432 401-432-5000-000 43.92 114586 Amazon/PD Shower curtain and rings
401-432 Total 6,533.94
FREDERICK LUKE & JANELLE 406-000 406-000-2020-000 13.51 114536 Refund Check 015807-000 6443 LAKOTA TRL
GILBERTSON MATTHEW & MARIE 406-000 406-000-2020-000 8.22 114537 Refund Check 016955-000 53 ELM ST
LEVOIR JAMES 406-000 406-000-2020-000 1.38 114553 Refund Check 005145-000 7269 HEATHER CT
406-000 Total 23.11
WSB & Associates Inc. 406-499 406-499-4304-127 673.00 114591 April Water Tower No. 3
WSB & Associates Inc. 406-499 406-499-4304-136 488.00 114591 April 2021 Birch Street Watermain Improvements
Redpath and Company 406-499 406-499-4308-000 9,230.00 114570 2020 Audit
406-499 Total 10,391.00
S&P Global Ratings 421-470 421-470-6040-000 9,738.00 114575 Rating Agency Fee
421-470 Total 9,738.00
WSB & Associates Inc. 421-499 421-499-4304-137 9,958.00 114591 April 2021 Street Improvement Projects
WSB & Associates Inc. 421-499 421-499-4304-140 302.50 114591 April 2021 Street Maintenance
WSB & Associates Inc. 421-499 421-499-4304-140 2,592.50 114591 April 2021 Street Maintenance Project
T.A. Schifsky and Sons Inc. 421-499 421-499-4400-137 184,398.25 114580 2021 Street Improvement Projects
421-499 Total 197,251.25
WSB & Associates Inc. 422-499 422-499-4304-000 643.50 114591 April FEMA Draft Floodplain Map Review 2021
WSB & Associates Inc. 422-499 422-499-4304-000 726.00 114591 April Shendandoah Storm Sewer
WSB & Associates Inc. 422-499 422-499-4304-000 4,372.50 114591 April MS4 Services
WSB & Associates Inc. 422-499 422-499-4304-000 2,205.75 114591 April Storm Water Utility
WSB & Associates Inc. 422-499 422-499-4304-125 946.25 114591 April NE Drainage Improvement Project
422-499 Total 8,894.00
WSB & Associates Inc. 424-499 424-499-4304-000 380.00 114591 April 2021 Surface Water Maintenance Project
424-499 Total 380.00
U.S. Bank Visa 425-499 425-499-4211-138 3,412.34 114586 Pro Drinking Fountains/Water Fountain Lino Park
425-499 Total 3,412.34
Landform 484-499 484-499-4300-000 3,795.50 114551 Zoning Ordinance and Map Update
484-499 Total 3,795.50
FREDERICK LUKE & JANELLE 601-000 601-000-2020-000 1.63 114536 Refund Check 015807-000 6443 LAKOTA TRL
FREDERICK LUKE & JANELLE 601-000 601-000-2020-000 11.31 114536 Refund Check 015807-000 6443 LAKOTA TRL
Page 4
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
GILBERTSON MATTHEW & MARIE 601-000 601-000-2020-000 28.05 114537 Refund Check 016955-000 53 ELM ST
GILBERTSON MATTHEW & MARIE 601-000 601-000-2020-000 2.00 114537 Refund Check 016955-000 53 ELM ST
LEVOIR JAMES 601-000 601-000-2020-000 0.34 114553 Refund Check 005145-000 7269 HEATHER CT
LEVOIR JAMES 601-000 601-000-2020-000 6.60 114553 Refund Check 005145-000 7269 HEATHER CT
Dickhudt Gene 601-000 601-000-2110-000 3.38 114530 Smart Irrigation Controller Return
Dickhudt Gene 601-000 601-000-3407-000 47.50 114530 Smart Irrigation Controller Return
601-000 Total 100.81
Core & Main LP 601-494 601-494-4211-000 1,927.59 114527 Water main repair supplies
Core & Main LP 601-494 601-494-4211-000 4,770.65 114527 Water main repair supplies
Menards - Forest Lake 601-494 601-494-4211-000 49.94 114554 Irrigation Repair Supplies
U.S. Bank Visa 601-494 601-494-4240-000 118.95 114586 The Home Depot/Hackzall Bit sets
Dusty's Drain Cleaning 601-494 601-494-4300-000 3,250.00 114531 Excavated hole at curbstop - 6498 12th Ave S
Image Printing & Graphics Inc 601-494 601-494-4300-000 77.50 114544 Qty 300 - Water Restriction Door Hangers
NAC Mechanical & Electrical 601-494 601-494-4300-000 2,170.00 114557 Annual RPZ Maintenance Invoice
Redpath and Company 601-494 601-494-4300-000 5,325.00 114570 2020 Audit
WSB & Associates Inc. 601-494 601-494-4304-000 390.00 114591 April Risk Assessment and Emergency Response Plan
WSB & Associates Inc. 601-494 601-494-4304-000 1,110.00 114591 April 2021 General Engineering Services
T-Mobile USA Inc 601-494 601-494-4321-000 83.47 114583 Phone & Internet
U.S. Bank Visa 601-494 601-494-4321-000 114.51 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 601-494 601-494-4321-000 -1.46 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 601-494 601-494-4321-000 -107.97 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 601-494 601-494-4322-000 139.83 114586 FedEx/Shipping for Water Analyzer Return to Hach Company
U.S. Bank Visa 601-494 601-494-4322-000 122.71 114586 FedEx/Postage mailed to Hach Company
Philip's Tree Care 601-494 601-494-4410-000 148.11 114564 Fertilizer & broadleaf weed control
SBRK Finance Holdings Inc 601-494 601-494-4410-000 325.50 114576 May UB Web Payments Trans Fee/Active Acct Fee
U.S. Bank Visa 601-494 601-494-4452-000 300.00 114586 MN Rural Water Association/Continuing Education - T. Paulno
Aspen Equipment Company 601-494 601-494-5000-000 4,128.00 114520 Plow Mount Blade Trip Springs Deflector Kit Torsion bar#510
WSB & Associates Inc. 601-494 601-494-5000-000 2,268.00 114591 April Well House No. 1 Rehabilitation
601-494 Total 26,710.33
FREDERICK LUKE & JANELLE 602-000 602-000-2020-000 75.54 114536 Refund Check 015807-000 6443 LAKOTA TRL
GILBERTSON MATTHEW & MARIE 602-000 602-000-2020-000 4.40 114537 Refund Check 016955-000 53 ELM ST
GILBERTSON MATTHEW & MARIE 602-000 602-000-2020-000 45.80 114537 Refund Check 016955-000 53 ELM ST
KAISER MICHAEL & ESTER 602-000 602-000-2020-000 5.29 114547 Refund Check 015252-000 6510 HOKAH DR
LEVOIR JAMES 602-000 602-000-2020-000 7.64 114553 Refund Check 005145-000 7269 HEATHER CT
602-000 Total 138.67
U.S. Bank Visa 602-495 602-495-4240-000 118.95 114586 The Home Depot/Hackzall Bit sets
Redpath and Company 602-495 602-495-4300-000 8,520.00 114570 2020 Audit
WSB & Associates Inc. 602-495 602-495-4304-000 151.25 114591 April MCES Record Plans
WSB & Associates Inc. 602-495 602-495-4304-000 1,110.00 114591 April 2021 General Engineering Services
T-Mobile USA Inc 602-495 602-495-4321-000 83.50 114583 Phone & Internet
U.S. Bank Visa 602-495 602-495-4321-000 -34.89 114586 Verizon Wireless Phone & Internet
U.S. Bank Visa 602-495 602-495-4321-000 36.33 114586 Verizon Wireless Phone & Internet
Met Council Environmental Services 602-495 602-495-4405-000 82,374.02 114555 July Waste Water Services
Philip's Tree Care 602-495 602-495-4410-000 118.74 114564 Fertilizer & broadleaf weed control
SBRK Finance Holdings Inc 602-495 602-495-4410-000 325.50 114576 May UB Web Payments Trans Fee/Active Acct Fee
U.S. Bank Visa 602-495 602-495-4452-000 55.00 114586 MN Pollution Control Agency/Wastewater Testing Fee - K. Gray
U.S. Bank Visa 602-495 602-495-4452-000 1.37 114586 MN Pollution Control Agency/Wastewater Testing Service Fee
Aspen Equipment Company 602-495 602-495-5000-000 4,128.00 114520 Plow Mount Blade Trip Springs Deflector Kit Torsion bar#510
602-495 Total 96,987.77
U.S. Bank Visa 801-000 801-000-2048-000 126.67 114586 Chipotle/Employee Appreciation Lunch
Anoka County Property Records & Taxation 801-000 801-000-2300-000 46.00 114519 Resolution - 23 Century Trail Driveway Variance
Rocking S Horse Company 801-000 801-000-2300-000 1,510.95 114572 Escrow Closure Nordstrom-Schienbein Minor Subdivision
Rupp Anderson Squires & Waldspurger P.A. 801-000 801-000-2300-000 704.00 114574 426 Pine
Rupp Anderson Squires & Waldspurger P.A. 801-000 801-000-2300-000 225.00 114574 Lino B - Otter Crossing
WSB & Associates Inc. 801-000 801-000-2300-000 2,575.50 114591 April Lyngblomsten Senior Housing
WSB & Associates Inc. 801-000 801-000-2300-000 4,075.00 114591 April Lino B - Otter Crossing
WSB & Associates Inc. 801-000 801-000-2300-000 901.50 114591 April Nadeau Acres 2nd Addition
WSB & Associates Inc. 801-000 801-000-2300-000 1,065.00 114591 April Butler
WSB & Associates Inc. 801-000 801-000-2300-000 117.00 114591 April Meadow View
WSB & Associates Inc. 801-000 801-000-2302-102 209.50 114591 April Eastside Villas
WSB & Associates Inc. 801-000 801-000-2309-102 492.00 114591 April Stern Addition
WSB & Associates Inc. 801-000 801-000-2327-102 211.75 114591 April Watermark 4th Addition
WSB & Associates Inc. 801-000 801-000-2327-102 3,267.75 114591 April Watermark 4th Addition
Page 5
AP Checks by Account Number
6/28/2021 City Council Meeting
Vendor Fund/Dept Account Amount Check # Description
Rupp Anderson Squires & Waldspurger P.A. 801-000 801-000-2327-103 1,440.00 114574 Watermark 4th Addition
WSB & Associates Inc. 801-000 801-000-2328-102 496.00 114591 April Main Street Shoppes 2nd Addition
Rupp Anderson Squires & Waldspurger P.A. 801-000 801-000-2331-103 135.00 114574 Bald Eagle Addition
WSB & Associates Inc. 801-000 801-000-2336-102 300.00 114591 April Watermark 1st Addition
WSB & Associates Inc. 801-000 801-000-2338-102 847.00 114591 April Nadeau Acres AB & Storm Sewer
WSB & Associates Inc. 801-000 801-000-2338-102 342.00 114591 April Nadeau Acres
Rupp Anderson Squires & Waldspurger P.A. 801-000 801-000-2344-103 96.00 114574 Lino Lakes Storage
WSB & Associates Inc. 801-000 801-000-2344-103 309.75 114591 April Lino Lakes Storage
WSB & Associates Inc. 801-000 801-000-2351-103 725.50 114591 April Laborer's Training Center
Prairie Restorations Inc. 801-000 801-000-2353-103 632.51 114566 Site Spray - Final Spray
WSB & Associates Inc. 801-000 801-000-2355-102 121.00 114591 April Watermark 3rd Utilities
WSB & Associates Inc. 801-000 801-000-2359-102 270.25 114591 April Saddle Club 4th Addition
WSB & Associates Inc. 801-000 801-000-2383-102 2,630.00 114591 April Watermark 3rd Addition
WSB & Associates Inc. 801-000 801-000-2388-102 1,100.50 114591 April Watermark 2nd Addition
801-000 Total 24,973.13
Landbridge Ecological 811-499 811-499-4410-000 11,200.00 114550 Preserve Conservation Area Work
811-499 Total 11,200.00
Grand Total 488,881.61
Page 6
Electronic Funds Transfer
MN Statute 471.38 Subd. 3
Council Meeting June 28, 2021 Transfer In/(Out)
6/15/2021 Building Permit Surcharge (3,867.76)
6/11/2021 Payroll #12 (137,982.02)
6/11/2021 Payroll #12 Federal Deposit (41,639.45)
6/11/2021 Payroll #12 PERA (44,026.01)
6/11/2021 Payroll #12 State (9,567.81)
6/11/2021 Payroll #12 Child Support (284.77)
6/11/2021 Payroll #12 H.S.A. Bank Pretax (3,173.18)
6/11/2021 Payroll #12 TASC Pretax (749.96)
6/11/2021 Payroll #12 ICMA 457 Def. Comp #301596 (3,845.00)
6/11/2021 Payroll #12 ICMA Roth IRA #706155 (855.75)
6/11/2021 Payroll #12 MSRS HCSP #98946-01 (1,631.53)
6/11/2021 Payroll #12 MSRS Def. Comp #98945-01 (3,458.00)
6/11/2021 Payroll #12 MSRS Roth IRA #98945-01 (755.00)
6/20/2021 Sales & Use Tax (1,375.00)
CITY COUNCIL WORK SESSION
DRAFT
1
CITY OF LINO LAKES 1
MINUTES 2
3
DATE : June 7, 2021 4
TIME STARTED : 5:00 p.m. 5
TIME ENDED : 8:20 p.m. 6
MEMBERS PRESENT : Council Member Stoesz, Lyden, Ruhland, 7
Cavegn and Mayor Rafferty 8
MEMBERS ABSENT : None 9
10
Staff members present: City Administrator Sarah Cotton; Finance Director Hannah 11
Lynch; Director of Public Services Rick DeGardner; Director of Public Safety John 12
Swenson; Community Development Director Michael Grochala; City Clerk Julie Bartell 13
14
1. (5:00 pm) Final Report on Recreation and Aquatic Center Feasibility Study 15
by Isaac Sports Group – Community Development Director Grochala introduced the 16
subject matter including the background on the former YCMA facility (see written staff 17
report). He introduced consultants Stu Isaac and Duane Proell, who gave a presentation 18
using PowerPoint (on file) that included information on the following: 19
The process and methodology used for the study; 20
Goals, opportunities and vision for the community rec center; 21
Programing: immediate and long term; 22
Programming, more specifically: 23
- for older and active adults; 24
- fitness (including drawing in outside providers); 25
- aquatics; 26
- therapy, rehab and special needs programming; 27
- learn to swim and water safety; 28
Programming, rec center schedule model; 29
Potential Program Outsourcing, finding the right program partners criteria; 30
Possible Opportunities for Outsourced Programming: 31
- swim lesson 32
- fitness program provider; 33
Membership Model (three different scenarios of YMCA fees); found that 34
60% of Y rates was the sweet spot; 35
Recommended Membership and User Fees (table); 36
Operating and Financial Goals; 37
Management Models (City managed, total outsourced; hybrid options); 38
Re-Opening and Start Up Costs (city management option); 39
Financial Operating Analysis (city management and hybrid option); 40
Year 3: City managed vs. hybrid model (cost estimate table); (also showed 41
expense and revenue estimates for year 1 and year 2) 42
Main Sources of Revenue; 43
Main Sources of Costs; 44
Long Term Accrued Deficit; 45
CITY COUNCIL WORK SESSION
DRAFT
2
Capital Outlay; 46
Financial Impact of Hybrid Model; 47
Future and Long term Opportunities; 48
Goals (future sports center, outdoor activity center, community function 49
space; 50
Long term Expansion Costs; 51
Workback schedule from Re-Opening (four months); 52
Factors Affecting Timeline; 53
Next steps. 54
55
Mayor Rafferty asked if there was any information obtained on the concept of selling the 56
building outright. Mr. Isaac said they did not look at that option; they feel there is so 57
much need and also they work in the area of real estate. 58
59
Mayor Rafferty noted that partnerships have been noted; was their consideration of 60
partnering with other communities in the area. Mr. Isaac noted that the report includes 61
notes on discounted membership for any group that would want to play a role but they did 62
not specifically identify other communities. 63
64
Councilmember Cavegn, looking at the cumulative deficit model, noted that there is a 65
rise. Mr. Isaac explained that how that accrues. Councilmember Cavegn, asked, without 66
a partnership, would that be City subsidized? Mr. Isaac said their estimates include 67
things that are options such as salaries and adding courts. Councilmember Cavegn asked 68
if the expansion costs are all additional costs because there is no revenue being banked; 69
Mr. Isaac concurred but added that once things were opened he expects additional related 70
revenue. 71
72
Councilmember Lyden said he is looking at the hybrid model, with commitment to long 73
term growth. He likes the fee model. He noted that current membership is anticipated 74
and he wonders where that comes from and should they be offered an incentive. Also 75
Councilmember Lyden mentioned how important it is to hire the correct staff. Mr. 76
Isaac responded that he is aware of a fitness provider that has indicated they would come 77
right into the facility with their membership of about 60% of the membership goal. 78
Administrator Cotton provided information on the current debt service for the YMCA 79
facility and noted that could be available for operating deficit when debt service was 80
complete. 81
82
Councilmember Lyden asked how hard is it to find the right person to lead the operation. 83
Mr. Isaac said he has been involved in filling those positions and while it’s hard, it’s 84
important to understand what you need; their proposed budget includes a salary that could 85
attract and maintain a top person. 86
87
Councilmember Ruhland asked about the FTE’s needed for the hybrid (8.5); Mr. Isaac 88
suggested that would be anticipated needs for the first four years and he explained the 89
needs. Councilmember Ruhland asked if the consultants see value in planning for virtual 90
CITY COUNCIL WORK SESSION
DRAFT
3
programming and Mr. Isaac said that is anticipated and has been considered in areas of 91
the budget (equipment). Councilmember Ruhland said he is leaning toward the hybrid 92
model; he asked for the consultants’ professional recommendation on the best option. 93
Mr. Proell said the hybrid program makes sense to him; his experience tells him that the 94
city managed program would be a longer and harder road; he added that there are very 95
viable partnerships available to the City. 96
97
Councilmember Stoesz asked about the child watch program; how will that be priced and 98
how important is it. Mr. Isaac said it is a service provided with revenue not covering 99
costs; most facilities provide it as a service for their members. Councilmember Stoesz 100
asked if the City’s insurance through the LMC would cover a facility; Mr. Isaac said it 101
would normally be covered through the City’s regular insurance channels. 102
103
Community Development Director Grochala remarked that this project has turned over all 104
leafs – the study has been well developed and the options presented are viable. He noted 105
that the consultant will be present for the council meeting (June 28th). The report 106
includes a lot of positives, the facility is a good one and there are opportunities to make it 107
a continuing asset to the community. 108
109
Finance Director Lynch concurred with the completeness of the report and noted that the 110
financial information is appropriate to the question. 111
112
Public Services Director DeGardner said directors have spent a lot of time looking at 113
alternatives and have looked at how a facility could be merged into the City structure, all 114
based on how the council would like to proceed. 115
116
The mayor offered thanks to Mr. Isaac and Mr. Proell for the report. If the council has 117
additional questions, he suggests they pose them to staff previous to further formal review 118
on June 28th. 119
The meeting was recessed at 6:50 p.m. to allow for a scheduled special council meeting. 120
121
2. Review 2020 Annual Audit Report – Finance Director Lynch explained that the 122
City’s 2020 Annual Financial Report has been prepared by Redpath and Company and 123
their representative, Andy Hering, was present to overview the findings and answer 124
council questions. The council will be asked to accept the report at the June 14th Cit 125
Council meeting. 126
127
Andy Hering, Redpath and Company, the City’s auditing firm, reviewed a PowerPoint 128
presentation including information on the following: 129
Overview of report; 130
Results overview; 131
Audit process (schedule); 132
What do the auditors look for; 133
Where they look for data (journals and disbursements); 134
Report on Minnesota Legal Compliance (where they look); 135
CITY COUNCIL WORK SESSION
DRAFT
4
Report on Internal Controls Over Financial Reporting; 136
Report on Compliance for Each Major Program and on Internal Control over 137
Compliance; 138
The Single Audit (done when/because of federal funds received); 139
American Rescue Plan Act – eligible uses; 140
Communication to Those Charged with Governance (everything went very well); 141
Summary of Financial Activity (table); 142
General Fund Summary and Five Year History; Monthly Cash Balances; 143
Enterprise Funds, Cash Flow. 144
145
Mr. Hering summarized the report by noting that everything went very well and there are 146
no findings to report. 147
148
Councilmember Lyden noted the receivables from the Legacy at Woods Edge and the 149
comment that staff believes that is collectible; can staff provide an update? Also how 150
can the City increase its bond rating? Administrator Cotton recalled the question of bond 151
rating was asked of Baker Tiller consultant Terri Heaton and she will be responding on 152
that; it will involve more long range planning and in general the City needs to grow and 153
develop more. The Legacy debt is internal and will work itself out over time. 154
155
Councilmember Ruhland thanked staff for a great job and the auditor for their work. 156
157
3. Electronic Municipal Payments – Finance Director Lynch reviewed her written 158
staff report. She explained that the option for these municipal payments is now available 159
through the Springbrook system that the City uses. The program doesn’t have a cost but 160
credit card fees would apply for that type of payment. Staff is recommending the City 161
cover the fee and with the idea to keep an eye on those charges. The amount of the fee is 162
noted in the staff report. 163
164
Councilmember Ruhland asked if there will be an opportunity to receive a check card 165
rather than a credit card so there would be a lower fee; Finance Director Lynch will look 166
into that matter. 167
168
Councilmember Stoesz noted that he works for a bank. He has had training and he 169
knows there is sensitivity about storing credit card information; Ms. Lynch said the City 170
will not be storing card data. 171
172
Councilmember Lyden asked if people can still pay with cash or check and Ms. Lynch 173
said yes those payments will be accepted. 174
175
The council concurred that staff should move ahead. 176
177
4. Liquor License Fees – City Clerk Bartell reviewed the written report. Staff is in 178
the process of receiving renewal applications for City issued liquor licenses and has been 179
looking at measures to provide relief to these businesses that have been greatly impacted 180
CITY COUNCIL WORK SESSION
DRAFT
5
by the pandemic regulations. The waiver of license fees for the coming license period is 181
proposed. 182
183
The council concurred that they would support an action waiving the fees. 184
185
5. Water Treatment Plant Update – Community Development Director Grochala 186
reported. It’s been almost a year since the council received the result of a feasibility 187
study on this matter. Council wanted to look at rates and a pilot study of treatment 188
results. Staff is asking if they should proceed with that pilot study (over four months). 189
The cost of doing a study was noted and a possible funding source would be Area and 190
Unit Fund. 191
192
Councilmember Cavegn asked if the test would include other things besides manganese; 193
Director Grochala said it would include identified potential issue chemicals. 194
195
Councilmember Ruhland asked if all wells would be included in a pilot test and Mr. 196
Grochala said it would be done only for the well seen as the worst. Councilmember 197
Ruhland asked how long the reports would be viable and Mr. Grochala estimated it would 198
be good for a couple years but he will confirm that estimate. 199
200
Councilmember Stoesz asked if there will be a tour opportunity for the trailer. Mr. 201
Grochala suggested that the trailer wouldn’t be a good example of a water treatment 202
facility and if the City choses a treatment facility it will be individually designed. Mayor 203
Rafferty said the council can tour another water treatment facility if they wish. 204
205
Councilmember Ruhland noted that he wants to make sure the schedule for developing a 206
water treatment facility (if that were the council’s decision) wouldn’t make a pilot study 207
inaccurate. 208
209
The council concurred that staff should get the answers and then add the matter to the 210
council’s action agenda. The council concurred that it can be put on the next agenda. 211
212
6. Environmental Board Openings – Administrator Cotton reviewed the written 213
staff report. There are currently two openings (one in July) on the Environmental Board, 214
both due to resignations. There are three applicants from the last open appointments 215
period. Staff would like council direction on proceeding with filling the vacancies. 216
217
Mayor Rafferty suggested that the process be opened again. The three applicants will be 218
notified. The City will accept applications through the end of July. 219
220
7. Council Compensation – Administrator Cotton reviewed the written staff report. 221
This would be an appropriate time to consider council compensation, to be effective 222
2022. She has recommended an increase based on the wage adjustments provided to 223
staff. Staff is recommending that the matter be placed on the June 14th council agenda. 224
CITY COUNCIL WORK SESSION
DRAFT
6
225
The council concurred. 226
227
8. Council Updates on Boards/Commissions: 228
229
North Metro TV – Councilmember Stoesz noted federal rulings that could impact their 230
budget. 231
232
Not on Printed Agenda: 233
234
Mayor Rafferty noted that the council will be moving the work session meetings back to 235
the community room beginning in July. There was no objection. 236
237
Blue Heron Days – Councilmember Stoesz noted that the county has approved the road 238
closure. The event planning group will be submitting a special event permit application 239
to the City. He is gaining information by watching how events are proceeding in other 240
cities. He will be looking for some direction from the council on fees (i.e. parade 241
entrants). 242
243
9. Adjourn 244
245
The meeting was adjourned at 8:20 p.m. 246
247
These minutes were considered, corrected and approved at the regular Council meeting held on 248
June 28, 2021. 249
250
251
252
253
Julianne Bartell, City Clerk Rob Rafferty, Mayor 254
255
COUNCIL MINUTES
DRAFT
1
1
LINO LAKES CITY COUNCIL 2
REGULAR MEETING 3
MINUTES 4
5
DATE : June 14, 2021 6
TIME STARTED : 6:30 p.m. 7
TIME ENDED : 7:15 p.m. 8
MEMBERS PRESENT : Councilmember Stoesz, Lyden, 9
Ruhland, Cavegn and Mayor Rafferty 10
MEMBERS ABSENT : 11
Staff members present: City Administrator Sarah Cotton; Finance Director Hannah Lynch; 12
Community Development Director Michael Grochala; City Planner Katie Larsen; City Engineer 13
Diane Hankee; City Clerk Julie Bartell 14
15
PUBLIC COMMENT 16
There were no public comments. 17
SETTING THE AGENDA 18
The agenda was approved as presented. 19
CONSENT AGENDA 20
Councilmember Stoesz moved to approve the Consent Agenda, Items 1A through 1M as presented. 21
Councilmember Lyden seconded the motion. Motion carried on a voice vote. 22
23
ITEM ACTION 24
Consideration of Expenditures: 25
A) June 14, 2021 (Check No. 114436 through 114515) in the 26
Amount of $746,098.31 Approved 27
B) Consider Approval of May 24 , 2021 Council 28
Work Session Minutes Approved 29
C) Consider Approval of May 24 , 2021 Council 30
Minutes Approved 31
D) Consideration of Not Waiving Monetary Limits on Tort Liability 32
per Minnesota Statute 466.04 Approved 33
E) Consider Approval of Resolution 21-52, 1-4 Day Temp. Liquor, 34
and Cabaret License for the Annual St. Joseph’s Catholic 35
Church Festival Approved 36
F) Consider Approval of May 24, 2021 Closed Council Minutes Approved 37
G) Consider Approval of Resolution 21-49, Accepting the American 38
Rescue Plan Act Funds Approved 39
COUNCIL MINUTES
DRAFT
2
H) Consider Approval of Resolution 21-50, Approving the Renewal 40
of Liquor, Wine and Beer Licenses Approved 41
I) Consider Approval of Resolution 21-51, Approving Tobacco 42
License Renewals Approved 43
J) Consider Approval of Resolution 21-53, Approving Massage 44
License Renewals Approved 45
K) Consider Resolution No. 21-53 Approving Open Space 46
Easement for Watermark 1st, 2nd, 3rd and 4th Addition Approved 47
L) Consider Resolution No. 21-54 Extending the Recording Date 48
for the Final Plat of Natures Refuge Approved 49
M) Consider Approval of Business Relief for On-Sale Liquor 50
License Holders Approved 51
FINANCE DEPARTMENT REPORT 52
2A) Consider Resolution No. 21-56, Awarding the Sale of $1,815,000 General Obligation 53
Street Reconstruction Bonds, Series 2021A – Finance Officer Lynch introduced City financial 54
consultant Terri Heaton, Baker Tilly, to review the bond sale. 55
Ms. Heaton reported on the sale of bonds earlier in the day. The tabulation was sent out to the 56
council; the document was reviewed. The low bid was well below the estimate, saving about 57
$40,000 over the life of the debt service. This is very much related to the City’s good bond rating. 58
Ms. Heaton noted the rating comments that come through very strong on behalf of the City. Credit 59
goes to the council and staff for their planning and hard work 60
Mayor Rafferty noted that the City’s consultant also receives some credit. 61
Councilmember Lyden moved to approve Resolution No. 21-56 as presented. Councilmember 62
Ruhland seconded the motion. Motion carried on a voice vote. 63
2B) Accept 2020 Annual Audit Report – Finance Officer Lynch reviewed the City’s 2020 64
financial report, as presented by Redpath at the council’s last work session. The audit resulted in a 65
clean report and communications were standard only. Staff is recommending that the council 66
accept the report as it is presented. 67
Mayor Rafferty noted that the staff, including new Finance Director Lynch, have done a great job 68
resulting in this good report. 69
Councilmember Cavegn moved to accept the audit report as presented. Councilmember Stoesz 70
seconded the motion. Motion carried on a voice vote. 71
ADMINISTRATION DEPARTMENT REPORT 72
3A) Consider 1st Reading of Ordinance No. 06-21, Adjusting the Salaries of the Mayor and 73
Councilmembers – City Administrator Cotton explained that state statute and city ordinance guide 74
when the council can consider salary amendments. At this time, it would be appropriate for the 75
council to consider an increase and she is recommending an increase based on what was provided to 76
employees. 77
Councilmember Lyden moved to approve the first reading of Ordinance No. 06-21 as presented. 78
Councilmember Stoesz seconded the motion. Motion carried on a voice vote. 79
COUNCIL MINUTES
DRAFT
3
PUBLIC SAFETY DEPARTMENT REPORT 80
There was no report from the Public Safety Department. 81
PUBLIC SERVICES DEPARTMENT REPORT 82
There was no report from the Public Services Department. 83
COMMUNITY DEVELOPMENT REPORT 84
6A) Consider Second Reading of Ordinance No. 03-21 Rezoning Property from R, Rural to R-85
1, Single Family Residential for Butler Addition – City Planner Larsen explained that staff is 86
requesting approval of the second reading of this ordinance that will provide for rezoning of property 87
related to the Butler Addition development. 88
Councilmember Stoesz moved to waive the full reading of the ordinance as presented. Councilmember 89
Ruhland seconded the motion. Motion carried on a voice vote. 90
Councilmember Stoesz moved to approve the second reading and adoption of Ordinance No. 03-21 91
as presented. Councilmember Ruhland seconded the motion. Motion carried: Yeas, 5; Nays 92
none. 93
6B) Nadeau Acres 2nd Addition: i. Consider Resolution No. 21-45 Approving Final Plat; ii. 94
Consider Resolution No. 21-46 Approving Development Agreement – City Planner Larsen 95
explained that the development is moving along and this would be the second and final phase of the 96
development. Ms. Larson reviewed past actions, a preliminary plat rendering, a future trail corridor 97
and findings of facts which find the requested actions to be in compliance. The Planning and 98
Zoning Board recommended approval on a unanimous vote. 99
Councilmember Stoesz received affirmation that including the trail, to be constructed by the 100
developer, is a good deal for the City. 101
Larry Olson, developer and resident of Columbus, explained how well the development is moving 102
along. Their goal is to continue the quality of the first addition. 103
Councilmember Cavegn moved to approve Resolution No. 21-45 as presented. Councilmember 104
Ruhland seconded the motion. Motion carried on a voice vote; Councilmember Lyden voted no. 105
Councilmember Cavegn moved to approve Resolution No. 21-46 as presented. Councilmember 106
Ruhland seconded the motion. Motion carried on a voice vote; Councilmember Lyden voted no. 107
6C) Consider 2nd Reading of Ordinance 04-21, Approving Sale of Property, Lots 12 & 13, 108
Carole Estates 2nd Addition – Community Development Director Grochala explained that this sale 109
has been previously reviewed and discussed by the city council. The first reading of the ordinance was 110
approved at a previous council meeting. He explained the contingincies (see staff report). 111
Councilmember Lyden moved to waive the full reading of the ordinance as presented. Councilmember 112
Cavegn seconded the motion. Motion carried. 113
Councilmember Lyden moved to approve the second reading and adoption of Ordinance No. 04-21 114
as presented. Councilmember Cavegn seconded the motion. Motion carried: Yeas, 5; Nays none. 115
6D) Consider Resolution No. 21-59, Authorizing Water Treatment Plant PILOT Study – 116
Community Development Director Grochala reviewed the written staff report. The study requested 117
would be completed by WSB & Associates. Mr. Grochala reviewed the testing elements and 118
COUNCIL MINUTES
DRAFT
4
abilities of treatment as outlined in his report. If approved by the council, the project would move 119
ahead as soon as possible. 120
Councilmember Stoesz asked if there would be any noise related to these activities (for neighbors 121
adjacent to the trailer). Community Development Diredctor Grochala indicated not. 122
Councilmember Cavegn moved to approve Resolution No. 21-59 as presented. Councilmember 123
Stoesz seconded the motion. Motion carried on a voice vote 124
6E) Consider Resolution No. 21-57, Accepting Bids, Awarding a Construction Contract, 125
2021 Street Maintenance Project – City Engineer Hankee explained that staff would like 126
authorization to accept the bid received and award a contract to that bidder. Staff is recommending 127
that the alternate to the bid also be included in the project. 128
Councilmember Cavegn asked if engineering costs are included in the project cost noted. Ms. 129
Hankee said yes. 130
Councilmember Ruhland moved to approve Resolution No. 21-57 as presented. Councilmember 131
Stoesz seconded the motion. Motion carried on a voice vote 132
6F) Consider Resolution No. 21-60, Approving Capital Budget Request to the Commissioner 133
of Management and Budget, Water Treatment Plant – Community Development Director 134
Grochala reported that staff is requesting that the council approve a resolution requesting that the 135
State include capital funding for the City’s water treatment plan. Application materials are being 136
prepared and would be submitted as soon as possible, with council approval. 137
Councilmember Cavegn asked, if the City is approved for funding, how soon could the funding be 138
included. Mr. Grochala explained that funding is requested beginning in 2022 with design, etc. Use 139
of the funds would be 2023. Councilmember Cavegn asked if receiving the money locks the City 140
into developing a facility? Mr. Grochala said the city could return the funding. 141
Mayor Rafferty suggested this is an opportunity and it’s important that the City seek this funding. 142
He’s thankful for staff’s hard work preparing the grant request. 143
Councilmember Ruhland moved to approve Resolution No. 21-60 as presented. Councilmember 144
Lyden seconded the motion. Motion carried on a voice vote 145
UNFINISHED BUSINESS 146
There was no Unfinished Business. 147
148
NEW BUSINESS 149
There was no New Business. 150
151
COMMUNITY EVENTS 152
There were no events announced. 153
COMMUNITY CALENDAR 154
Community Calendar – A Look Ahead 155
June 14, 2021 through June 28, 2021 156
Monday, June 28 6:00 pm, Community Room Council Work Session 157
Monday, June 28 6:30 pm, Council Chambers City Council Meeting 158
159
COUNCIL MINUTES
DRAFT
5
ADJOURN 160
161
There being no further business, Councilmember Cavegn moved to adjourn at 7:15 p.m. 162
Councilmember Stoesz seconded the motion. Motion carried on a voice vote. 163
164
These minutes were considered and approved at the regular Council Meeting on June 28, 2021. 165
166
167
168
169
Julianne Bartell, City Clerk Rob Rafferty, Mayor 170
171
COUNCIL MINUTES
DRAFT
1
LINO LAKES CITY COUNCIL 1
SPECIAL MEETING 2
MINUTES 3
4
DATE : June 7, 2021 5
TIME STARTED : 6:50 p.m. 6
TIME ENDED : 7:10 p.m. 7
MEMBERS PRESENT : Councilmember Stoesz, Lyden, 8
Ruhland, Cavegn and Mayor Rafferty 9
MEMBERS ABSENT : none 10
11
Staff members present: City Administrator Sarah Cotton; Public Safety Director John Swenson; 12
City Clerk Julie Bartell 13
14
PUBLIC COMMENT 15
There were no public comments. 16
SETTING THE AGENDA 17
The agenda was approved as presented. 18
CONSENT AGENDA 19
There were no Consent Items. 20
FINANCE DEPARTMENT REPORT 21
There was no report from the Finance Department. 22
ADMINISTRATION DEPARTMENT REPORT 23
3A) Consider Approval of Special Event Permit for the National Multiple Sclerosis 24
Society’s Bike MS 150 25
City Clerk Bartell reviewed the written report. Ms. Bartell indicated that the Administration 26
Department receives the permit application, reviews the proposal for conformance to general 27
regulations and then passes the proposal onto appropriate staff for further review for impacts to the 28
City and safety concerns. In this case, the application was reviewed by the Public Safety 29
Department and Director Swenson will report on their findings. 30
31
Public Safety Director Swenson reported on discussions with the event planners. There have been 32
three meetings. There are implications and some concern about the bike ride route due to a detour 33
of cars from Birch Street. At this time he feels there is an adequate plan in place for public safety 34
considerations. He noted that there will inevitably be complaints about this situation and traffic 35
related to the Birch Street detour. He reviewed the bike ride route (long and short). In providing 36
public safety personnel along the route, they will be focusing specially on uncontrolled intersections. 37
The staff that will be utilized are community service officers, on-duty officers and it probably one 38
overtime officer (the cost of the overtime officer would be billed to MS organization). Anoka 39
County has agreed to control the intersection of Hodgson and Ash. The plan is to do as little traffic 40
control as possible – hopefully staying away from controlled intersection unless needed. He noted 41
COUNCIL MINUTES
DRAFT
2
that fire division staff will be shifted based on traffic changes. He added that this will be a 42
staggered start event. The situation is as safe as staff can achieve. 43
44
Councilmember Lyden expressed concern about the left turn at Centerville Road and Ash Street. 45
Director Swenson said staff has expressed similar concern to Anoka County, not only with this 46
event but with the detour. It is not currently the County’s intent to add traffic control but they will 47
add signage. 48
49
Mayor Rafferty remarked that it’s a good thing to assist in making this event work but it is 50
obviously something that requires good planning including by the City. 51
Councilmember Cavegn moved to approve the special event permit with conditions established by 52
the Public Safety Division. Councilmember Lyden seconded the motion. Motion adopted upon a 53
voice vote. 54
PUBLIC SAFETY DEPARTMENT REPORT 55
There was no report from the Public Safety Department. 56
PUBLIC SERVICES DEPARTMENT REPORT 57
There was no report from the Public Services Department. 58
COMMUNITY DEVELOPMENT REPORT 59
There was no report from the Community Development Department. 60
UNFINISHED BUSINESS 61
There was no Unfinished Business. 62
63
NEW BUSINESS 64
There was no New Business. 65
66
COMMUNITY EVENTS 67
There were no events announced. 68
69
ADJOURN 70
71
There being no further business, Councilmember Lyden moved to adjourn at 7:10 p.m. 72
Councilmember Ruhland seconded the motion. Motion carried on a voice vote. 73
74
These minutes were considered and approved at the regular Council Meeting on June 28, 2021. 75
76
77
78
79
Julianne Bartell, City Clerk Rob Rafferty, Mayor 80
81
CITY COUNCIL WORK SESSION
DRAFT
1
CITY OF LINO LAKES 1
MINUTES 2
3
DATE : June 14, 2021 4
TIME STARTED : 6:00 p.m. 5
TIME ENDED : 6:25 p.m. 6
MEMBERS PRESENT : Councilmember Stoesz, Lyden, Ruhland 7
Cavegn and Mayor Rafferty 8
MEMBERS ABSENT : None 9
Staff members present: City Administrator Sarah Cotton; Finance Director Hannah 10
Lynch; Community Development Director Michael Grochala; City Planner Katie Larsen; 11
City Engineer Diane Hankee; City Clerk Julie Bartell 12
13
1. Review Regular Agenda of June 14, 2021 14
Item 1L – Nature’s Refuge – Mayor Rafferty asked how many extensions are allowed 15
for filing the final plat. Planner Larsen noted that it is up to the council; staff is getting 16
to a point where they believe the extensions should probably end. The developer is 17
working towards an end. 18
Expenditures – Administrator Cotton noted that the filing fee for Blue Heron Days road 19
closure is included as a non-budgeted expense. 20
Item 2A, General Obligation Reconstruction Bonds – Finance Director Lynch reported 21
that the City’s financial consultant Terri Heaton will be reporting on the results of today’s 22
bond sale. 23
Item 2B, 2020 Annual Audit Report – Mayor Rafferty remarked that this item was 24
pulled from consent in order to highlight the good results. 25
Item 6A, Butler Addition – City Planner Larsen noted that this is the second reading of 26
the ordinance. The plat is expected a couple months down the line. 27
Item 6B, Nadeau Acres - City Planner Larsen noted the status of the development 28
(selling well). This is the 2nd Addition final plat. 29
Councilmember Lyden recalled there was some concern from neighbors about drainage; 30
has that remained an issue. Staff indicated that there have been no complaints. 31
Item 6D, Water Treatment Plant Pilot Study – Community Development Director 32
Grochala remarked that this matter was discussed at the council work session. He has 33
checked on the question of how long a study would remain valid and hears that the 34
Department of Health would accept findings up to five years. Mr. Grochala also noted 35
information gained on what else would be removed from the water by filtration. 36
Item 6E, 2021 Street Maintenance Project – City Engineer Hankee explained the 37
funding behind the project and the process used to seek bids. Only one bid was received, 38
the bid is favorable to the City and staff is recommending acceptance of the bid and the 39
alternate. 40
CITY COUNCIL WORK SESSION
DRAFT
2
Item 6F, Water Treatment Plant State Funding Request – Community Development 41
Director Grochala explained the process underway seeking state funding for a project in 42
Lino Lakes. A resolution approved by the Council is required as part of the process. 43
44
The meeting was adjourned at 6:25p.m. 45
46
These minutes were considered, corrected and approved at the regular Council meeting held on 47
June 28, 2021 48
49
50
51
52
Julianne Bartell, City Clerk Rob Rafferty, Mayor 53
54
CITY COUNCIL
AGENDA ITEM 1F
STAFF ORIGINATOR: Katie Larsen, City Planner
MEETING DATE: June 28, 2021
TOPIC: Consider Resolution No. 21-61 Approving Site
Improvement Performance Agreement for Otter Crossing
VOTE REQUIRED: 3/5
BACKGROUND
The applicant, Tyme Properties, LLC, submitted a land use application for the final plat of Otter
Crossing. The plat creates a 1.46 acre parcel for the purpose of constructing a 7,800 sf
commercial retail building. Per Section 1007.020 Site and Building Plan Review, a Site
Improvement Performance Agreement is required.
(1) General. All site and building plans for multiple family, commercial, industrial or
public/semi-public uses shall require review and approval by the Community Development
Department.
(5) Performance Standards. (d) The applicant shall, upon completion of site and building plan
review, submit to the City an agreement that they will cause all improvements called for in the
site and building plan review to be completed within the time specified by the City. Performance
of such contracts shall be secured by the amount submitted at application or additional amount as
may be required by the City Council.
The attached Site Improvement Performance Agreement addresses the site improvements for the
building and provides for submittal of all required fees and securities.
RECOMMENDATION
Staff recommends approval of Resolution No. 21-61.
ATTACHMENTS
1. Resolution No. 21-61
2. Site Improvement Performance Agreement
CITY OF LINO LAKES
RESOLUTION NO. 21-61
RESOLUTION APPROVING A SITE IMPROVEMENT
PERFORMANCE AGREEMENT WITH LINOEXCH321, LLC
WHEREAS, the City has completed review of the site and building plans for Otter Crossing;
and
WHEREAS, the parcel is legally described as:
Lot 1, Block 1, Otter Crossing; and
WHEREAS, Section 1007.020(5)(d) of the Lino Lakes Zoning Ordinance requires the execution
of a site performance agreement prior to issuance of a building permit.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lino Lakes that
the Site Improvement Performance Agreement between the City of Lino Lakes and
LinoExch321, LLC is hereby approved and the Mayor and City Clerk are authorized to execute
such agreements on behalf of the City.
Adopted by the Council of the City of Lino Lakes this 28th day of June, 2021.
The motion for the adoption of the foregoing resolution was introduced by Council
Member_______________ and was duly seconded by Council Member ________________ and
upon vote being taken thereon, the following voted in favor thereof:
The following voted against same:
_______________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
LinoExch321 LLC Site Performance Agreement page 1 of 10
CITY OF LINO LAKES, MINNESOTA
SITE IMPROVEMENT PERFORMANCE AGREEMENT
THIS AGREEMENT made this _______ day of _______________, 2021, is by
and between the City of Lino Lakes, a municipal corporation organized under the laws
of the State of Minnesota, and LinoExch321 LLC (“Developer”).
WHEREAS, the Developer has received approval of Site Development Plans,
hereinafter called the "Plans", by the City of Lino Lakes on the 28th day of June, 2021,
and in accordance with the Plans all of which are made a part hereof by reference. In
consideration of such approval, the Developer, its successors and assigns, does covenant
and agree to perform the work as set forth in the Plans, in the aforesaid approval, and as
hereinafter set forth upon the real estate (hereinafter referred to as "Property") described
as follows:
Lot 1, Block 1, Otter Crossing
NOW, THEREFORE, in consideration of the mutual promises of the parties made herein,
IT IS AGREED BY AND BETWEEN THE PARTIES HERETO:
I. DESIGNATION OF IMPROVEMENTS.
A. Improvements on the project site to be installed at the Developer’s
expense by the Developer as hereinafter provided are hereinafter referred
to as “On-site Work”.
B. Improvements off the project site to be installed at the Developer’s
expense, if any, by the Developer as hereinafter provided are hereinafter
referred to as “Off-Site Work”.
C. Developer shall enter into a Declaration for Maintenance of Stormwater
Facilities.
II. ON-SITE WORK.
A. On-Site Work. The On-Site Work shall consist of the improvements
described in the approved Plans, to include any approved subsequent
amendments, and shall be in compliance with all applicable statutes, codes
and ordinances of the City. The On-Site Work includes all on-site exterior
amenities as shown on the approved Plans and as required by the plan
approval, such as, but not limited to: landscaping, private driveways,
parking areas, sanitary sewer extension, water system extension, storm
drainage systems, curbing, lighting, fencing, fire lanes, sidewalks, exterior
building architectural design and building elements, site grading and
erosion control measures.
LinoExch321 LLC Site Performance Agreement page 2 of 10
Such improvements shall be completed in accordance with Section IV
herein.
B. Cost Estimates. The Developer shall provide the City with a written
estimate of all applicable costs of the On-Site Work, itemized by type; the
estimates shall be based upon the actual estimates provided by the
contractors who are to do the Work. Said cost estimates shall be reviewed
by the City, and the City shall establish the actual amount of the financial
guarantee. The description and estimated cost of Developer's On-Site
Work are as follows:
Description of Improvements Estimated Costs
1. Lighting $0*
2. Fences / Screen Structures $ 1,200.00
3. Trash Disposal Structures $ 26,938.00
4. Curbing / Islands / Delineators $0*
5. Storm Drainage Systems / Sewers / Catch Basins /
Culverts / Swales $0*
6. Public Trails and / or Sidewalk $0*
7. Private Trails and / or Sidewalk $0*
8. Driveway / Curb cut / Parking Lot / Fire Lane $0*
9. Water mains / Hydrants / Sanitary Sewers $0*
10. Landscaping $ 48,058.00
11. Site Grading $0*
12. Erosion Control $0*
Total Estimated Cost of Developer Improvements $ 76,196.00
Security Requirement (Total * 35%) $ 26,668.60
*Previously collected through Otter Crossing Development Agreement
III. DEVELOPER FEES.
A. Trunk Sanitary Sewer Connection Fees
The City established trunk utility connection fees to uniformly distribute
the costs of public trunk sanitary sewer infrastructure. The Trunk Utility
Connection Fee consists of two components; a Trunk Charge and an
Availability Charge.
Trunk Charge
The trunk charge shall be paid at the time of subdivision approval or at the
LinoExch321 LLC Site Performance Agreement page 3 of 10
time of hook-up, whichever is first. The Sanitary Sewer Trunk Charge is
$1,630.00 per unit. Commercial/Industrial/Institutional (CII) trunk charges
are based on a factor of 2.92 units per acre. Trunk fees were paid at the time
of development. There are no trunk fees due.
Availability Charge
For residential properties, the availability charge shall be paid at the time
of subdivision approval or at the time of hook-up, whichever is first.
Commercial/Industrial/Institutional availability charges shall be paid at the
time of building permit. Fees are based on the number of sanitary access
charge (SAC) units assigned by Metropolitan Council Environmental
Services (MCES).
City Sewer (CSAC) $1,525.00 Per SAC Unit
Trunk sewer unit charges addressed under this paragraph are in addition to
any SAC charges imposed by Metropolitan Council Environmental
Services.
B. Trunk Water Connection Fees
The City established trunk utility connection fees to uniformly distribute
the costs of public trunk water infrastructure. The Trunk Utility
Connection Fee consists of two components; a Trunk Charge and an
Availability Charge.
Trunk Charge
The trunk charge shall be paid at the time of subdivision approval or at the
time of hook-up, whichever is first. The Water Trunk Charge is $2,341.00
per unit. Commercial/Industrial/Institutional (CII) trunk charges are based
on a factor of 2.92 units per acre. Trunk fees were paid at the time of
development. There are no trunk fees due.
Availability Charge
For residential properties, the availability charge shall be paid at the time
of subdivision approval or at the time of hook-up, whichever is first.
Commercial/Industrial/Institutional availability charges shall be paid at the
time of building permit. Fees are based on the number of sanitary access
charge (SAC) units assigned by Metropolitan Council Environmental
Services (MCES).
City Water (CWAC) $1,473.00 Per SAC Unit.
LinoExch321 LLC Site Performance Agreement page 4 of 10
C. Surface Water Management Area Charges
The City established a trunk area charge to uniformly distribute the costs
of public trunk surface water infrastructure and water quality
improvements.
Acres Fee
1. Sanitary Sewer Trunk Unit Fee ($1,630/unit; 2.92 units/Acre) $0*
2. City Sewer Availability Fee ($1,525/SAC Unit) TBD**
3. Water Trunk Unit Fee ($2,341/unit; 2.92 units/Acre) $0*
4. City Water Availability Fee ($1,473/SAC Unit) TBD**
5. City Surface Water Management Fee $0*
Total Estimated (Budget) Developer Fees $0
*Paid with Otter Crossing Development Agreement
**Paid at the time of Building Permit based on MCES unit determination
IV. RECORD DRAWINGS.
a. Upon project completion, Developer shall submit record drawings, in
electronic format, of all public and private infrastructure improvements,
including grading, sanitary sewer, water main, storm sewer facilities, and roads,
constructed by Developer. The as-built survey must include, but is not limited
to, proposed and final contours with adequate elevation shots to show
conformance, property irons (to be exposed in field), low floor and low
opening elevations, and the 100-Year High Water Level (HWL) of all ponds,
lakes, and wetland areas. The files shall be drawn in Anoka County NAD 83
Coordinate system and provided in both AutoCAD .dwg and Adobe .pdf file
formats. The plans shall include accurate locations, dimensions, elevations,
grades, slopes and all other pertinent information concerning the complete work.
The Developer shall also submit certified compaction testing results for the
site grading operations.
b. A summary of the record plan attribute data for the storm sewer, water main,
and sanitary sewer structures and pipes shall be submitted in the form of an
Excel Spreadsheet as provided by the City Engineer.
c. No securities will be fully released until all record drawings have been
submitted and accepted by the City Engineer.
V. COMPLETION DATE.
If the activities authorized by site and building plan approval are not initiated
within twelve (12) months from the final execution of this agreement, then
LinoExch321 LLC Site Performance Agreement page 5 of 10
Developer will need to start the site and building plan approval process from
the beginning.
VI. GUARANTEE.
A. The Developer will fully and faithfully comply with all terms and
conditions of any and all contracts entered into by the Developer.
Concurrently with the execution hereof by the Developer, the Developer
will furnish to, and at all times thereafter maintain with the City, a cash
deposit, certified check, or Irrevocable Letter of Credit, based on thirty-
five (35%) percent of the total estimated cost of Developer's On-site
Work. An Irrevocable Letter of Credit shall be for the exclusive use and
benefit of the City of Lino Lakes and shall state thereon that the same is
issued to guarantee and assure performance by the Developer of all the
terms and conditions of this Development Contract, construction of all
required improvements in accordance with the ordinances and
specifications of the City and guarantees the workmanship and materials
for the landscape improvements for a period of one year following the
City’s acceptance of the landscape improvements. The City reserves the
right to draw, in whole or in part, on any portion of the Irrevocable Letter
of Credit for the purpose of guaranteeing the terms and conditions of this
contract, if Developer has been found to be in default of this agreement
and only after providing Developer with written notice and opportunity to
cure any default. The Irrevocable Letter of Credit shall be automatically
extended for additional periods of one year from present or future
expiration dates unless sixty (60) days prior to such the City Clerk or
Administrator is notified in writing by certified mail or overnight mail that
the Letter of Credit will not be renewed.
B. Upon written request, The City will grant a reduction of the Letter of
Credit, or cash deposit based on prepayment or the value of the completed
improvements at the time of the requested reduction. The Developer may
make such requests three times throughout the life of this agreement, with
the third and/or final request being at the completion of the project. The
City will respond to such request within 30 days time. Prior to the final
acceptance of the Developer’s Improvements the City shall require a
Letter of Credit or Cash Escrow to cover the warranty provisions of the
agreement. The amount shall be agreed to by the City Engineer and
Developer and Developer may use the Letter of Credit discussed in
Section VI.A above.
VII. REIMBURSEMENT OF COSTS.
A. The Developer agrees to establish a non-interest bearing escrow account
with the City in an amount established by the City Engineer or his
LinoExch321 LLC Site Performance Agreement page 6 of 10
designee for the payment of all City fees and costs incurred by the City
related to the On-site Work, including, but not limited to, the following:
1. Site Plan Review Fee $5,800.00
2. Administration
(Legal, Engineering, Planning and Contract Administration) $2,285.88
3. Negative Short Term Escrow Balance NA
Total Estimated (Budget) Costs for Escrow Account $8,085.88
B. If it appears that the actual costs incurred will exceed the estimate or that
the actual costs incurred will be less than the estimate, then Developer and
City shall review the costs required to complete the project. In such case,
if the actual costs exceed the estimate, then Developer shall promptly pay
the additional sums to the City to pay for the agreed upon increase.
However, in such case where the actual costs are less than the estimate,
the City shall promptly reimburse to Developer any amounts overpaid by
the Developer. The Developer may request a statement of the account
each month for review.
VIII. REMEDIES FOR BREACH.
A. The City shall give prior written notice to the Developer of any default
hereunder before proceeding to enforce such financial guarantee or before
the City undertakes any work for which the City will be reimbursed
through the financial guarantee. If within twenty (20) days after receipt of
such written notice to it, the Developer has not notified the City by stating
in writing the manner in which the default will be cured and the time
within which such default will be cured, the City will proceed with the
remedy it deems reasonably appropriate.
B. At any time after the completion date and any extensions thereof, if any of
the work is deemed incomplete, the City may proceed in any one or more
of the following ways to enforce the undertakings herein set forth, and to
collect any and all expenses reasonably incurred by the City in connection
therewith, including, but not limited to, engineering, legal, planning and
litigation costs and expense. The enumeration of the remedies hereunder
shall be in addition to any other remedies available to the City.
1. Specific Performance. The City may in writing direct the surety or
the Developer to cause the Work to be undertaken and completed
within a specified reasonable time. If the Developer fails to cause
the Work to be done and completed in a manner and time
reasonably acceptable to the City, the City may proceed to bring an
action for specific performance to require work to be undertaken.
LinoExch321 LLC Site Performance Agreement page 7 of 10
2. Completion by the City. The City, after written notice, may enter
the premises and proceed to have the Work done either by contract,
by day labor or by regular City forces. The Developer may not
question the manner of doing such work or the letting of any such
contracts for the doing of any such work; provided that all such
work is performed in a reasonable manner, the costs are reasonable
and the work is completed in a good and workman-like manner
and in accordance with the approved plans and specifications.
Upon completion of such work, the Developer shall promptly pay
the City the full cost thereof as aforesaid.
3. Deposit of Financial Guarantee. In the event the financial
guarantee has been submitted in the form of a Letter of Credit, the
City may draw on the Letter of Credit the sum equal to the
reasonably estimated cost of completing the Work, plus the City's
reasonably estimated expenses as defined herein, including any
other reasonable costs, expenses, and damages for which the surety
may be liable hereunder, but not exceeding the amount set forth on
the Letter of Credit. The money shall be deemed to be held by the
City for the purpose of reimbursing the City for any reasonable
costs incurred in completing the Work as hereinafter specified.
Any funds remaining after completion of the project shall be
promptly returned to the Developer.
IX. OCCUPATION OF PREMISES.
The Developer agrees that it will not cause to be occupied any portion of the
building or improvements to be constructed upon the premises until completion of
the building and site improvements as more fully described in the approved plans
and following issuance of a Certificate of Occupancy.
X. INSURANCE.
Developer or its general contractor shall take out and maintain until one year after
the City accepted the Developer Improvements, public liability and property
damage insurance covering personal injury, including death, and claims for
property damage which may arise out of the Developer's or general contractor’s
work, as the case may be, or the work of its subcontractors or by one directly or
indirectly employed by any of them. Limits for bodily injury and death shall be
not less than Five Hundred Thousand and no/100 ($500,000.00) Dollars for one
person and One Million and no/100 ($1,000,000.00) Dollars for each occurrence;
limits for property damage shall be not less than One Million and no/100
($1,000,000.00) Dollars for each occurrence; or a combination single limit policy
of Two Million and no/100 ($2,000,000.00) Dollars or more. The City, its
employees, its agents and assigns shall be named as an additional insured on the
LinoExch321 LLC Site Performance Agreement page 8 of 10
policy, and the Developer or its general contractor shall file with the City a
certificate evidencing coverage prior to the City signing the plat. The certificate
shall provide that the City must be given ten days advance written notice of the
cancellation of the insurance. The certificate may not contain any disclaimer for
failure to give the required notice.
XI. REIMBURSEMENT FOR LITIGATION EXPENSES.
The City and Developer agree that the prevailing party in any litigation pertaining
to the enforcement of this Agreement shall be entitled to reimbursement from the
non-prevailing party for all reasonable costs incurred by said prevailing party
including court costs and reasonable engineering and attorneys' fees.
XII. VALIDITY.
If a portion, section, subsection, sentence, clause, paragraph or phrase in this
Agreement is for any reason held to be invalid by a court of competent
jurisdiction, such decision shall not affect or void any of the other provisions of
the Site Improvement Performance Agreement.
XIII. GENERAL.
A. Binding Effect. The terms and provisions hereof shall be binding upon
and inure to the benefit of the heirs, representatives, successors and
assigns of the parties hereto and shall be binding upon all future owners of
all or any part of the Property and shall be deemed covenants running with
the land.
B. Notices. Whenever in this Agreement it shall be required or permitted that
notice or demand be given or served by either party to this Agreement to
or on the other party, such notice or demand shall be delivered personally
or (i) mailed by United States mail by certified mail (return receipt
requested) or (ii) sent by nationally recognized overnight carrier to the
addresses hereinbefore set forth on Page 1. Such notice or demand shall
be deemed timely given when delivered personally or when deposited in
the mail or the overnight carrier in accordance with the above. The
addresses of the parties hereto are as set forth on Page 1 until changed by
notices given as above.
C. Incorporation by Reference. All plans, special provisions, proposals,
specifications and contracts for the improvements furnished and let
pursuant to this Agreement shall be and hereby are made a part of this
Agreement by reference as fully as if set out herein in full.
LinoExch321 LLC Site Performance Agreement page 9 of 10
C. Hours of Construction Activity. Construction activity shall be limited to
the hours set out as follows:
Monday through Friday 7:00 a.m. to 7:00 p.m.
Saturday 9:00 a.m. to 5:00 p.m.
Sunday and Holidays No working hours allowed
XIV. VIOLATIONS/BUILDING PERMITS.
In the event that Developer violates any of the covenants and agreements
contained in this Site Improvement Performance Agreement and to be performed
by the Developer, the City, at its option, and after providing written notice and
opportunity to cure to Developer in addition to the rights and remedies as set out
hereunder may refuse to issue building permits to any property within the
development and/or stop building construction within the development until such
time as such default has been corrected to the satisfaction of the City.
DEVELOPER CITY OF LINO LAKES
By _________________________ By _________________________
LinoExch321 LLC Mayor
ATTEST:
By_________________________
City Clerk
STATE OF MINNESOTA )
) SS
COUNTY OF ANOKA )
This instrument was acknowledged before me on ________ day of
____________, 2021, by Rob Rafferty as Mayor of the City of Lino Lakes on behalf of
said City.
_______________________________
Notary Public
STATE OF MINNESOTA )
) SS
COUNTY OF ANOKA )
LinoExch321 LLC Site Performance Agreement page 10 of 10
This instrument was acknowledged before me on ________ day of
____________, 2021 by Julianne Bartell as City Clerk of the City of Lino Lakes on
behalf of said City.
_______________________________
Notary Public
STATE OF MINNESOTA )
) ss.
COUNTY OF ANOKA )
On this _______ day of _______________, 2021, before me, a Notary Public
within and for said County, personally appeared, _______________________________,
who executed the foregoing instrument.
______________________________
Notary Public
This instrument was drafted by:
City of Lino Lakes
600 Town Center Parkway
Lino Lakes, Minnesota 55014
CITY COUNCIL
AGENDA ITEM 1G
STAFF ORIGINATOR: Michael Grochala, Community Development Director
MEETING DATE: June 28, 2021
TOPIC: Consider Resolution Consider Resolution No. 21-66, Approving
Common Interest Agreement, Water Appropriation Permit
Amendment Appeal
VOTE REQUIRED: 3/5 Vote Required
INTRODUCTION
Staff is requesting Council consideration to approve a Common Interest Agreement regarding
the DNR Water Appropriation Permit Amendment appeals.
BACKGROUND
August 30, 2017, the Ramsey County District Court issued a judgement regarding the
groundwater management of White Bear Lake and the Prairie Du Chien-Jordan Aquifer. As a
result the City’s Minnesota Department of Natural Resources (DNR) Water Appropriation
Permit 1985-6168 was amended to include the following requirements:
• PLAN TO CONVERT TO SURFACE WATER SOURCE: A revised Water Supply Plan must be
submitted to the DNR, by August 29, 2018, that includes a contingencyplan to fully or partially convert
the source water that is authorized under this permit from groundwater to surface water source(s). The
contingency plan must include a schedule for funding design, construction and conversion to a surface
water supply. Whether any conversion would occur shall be determined by the DNR and the holder of
this permit.
• RESIDENTIAL IRRIGATION BAN: The permittee must prepare, enact and enforce a residential
irrigation ban when notified by DNR that the lake level of White Bear Lake has fallen below 923.5 feet
(MSL 1912), to continue until notified by the DNR that the lake level has reached an elevation of 924 feet
(MSL 1912). By April 30, 2018, send the DNR your approved ordinance or other enforceable mechanism
for implementing an irrigation ban consistent with this permit condition.
• PER CAPITA WATER USE PLAN: By August 29, 2018 submit an enforceable plan to the DNR to
phase down per capita residential water use to 75 gallons per day and total per capita water use to 90
gallons per day.
• REPORT ON COLLABORATIVE EFFORTS: Annual reporting to the DNR is required on your
collaborative efforts with northeast metro communities to develop plans to phase down per capita
residential water use to 75 gallons per day and total per capita water use to 90 gallons per day. Annual
reports are due on March 31st of each year, beginning in 2019.
Lino Lakes, along with several other municipalities, objected to the conditions and requested a
hearing pursuant to state law. The administrative hearing process was stayed pending
completion of the DNR’s appeal of the District Court’s Order. The appeals process was
completed and the DNR provided notice in May of 2021 that the appeals cases would be
reinstituted.
Given similar shared issues, 10 communities are considering adoption of a Common Interest
Agreement. It permits us to cooperate in the challenge to the watering limitations imposed on
the permit amendments. The agreement was reviewed and recommended for approval by the
City Attorney.
RECOMMENDATION
Staff recommends adoption of Resolution No. 21-66.
ATTACHMENTS
1. Resolution No. 61-66
CITY OF LINO LAKES
RESOLUTION NO. 21-66
APPROVING COMMON INTEREST AGREEMENT
WATER APPROPRIATIONS PERMIT 1985-6168
AMENDMENT APPEAL
WHEREAS, Ramsey County District Court Order issued a judgement 62-CV-13-2414 on
August 30, 2017 regarding the groundwater management of White Bear Lake and the Prairie du
Chein-Jordan Aquifer; and
WHEREAS, the City of Lino Lakes’ Minnesota Department of Natural Resources Water
Appropriation Permit 1985-6168 has been amended to include conditions resulting from said
Court Order; and
WHEREAS, the City of Lino Lakes objected to the amendments, along with other communities,
and requested a hearing in accordance with state law; and
WHEREAS, the City finds that it is in the best interests of the community to cooperate with
other communities challenging the amendments;
NOW, THEREFORE BE IT RESOLVED The City Council of The City of Lino Lakes
approves the Common Interest Agreement and authorizes the City Attorney to execute the
agreement on behalf of the City.
Adopted by the Council of the City of Lino Lakes this 28th day of June, 2021.
The motion for the adoption of the foregoing resolution was introduced by Council Member
_______________and was duly seconded by Council Member ________________ and upon
vote being taken thereon, the following voted in favor thereof:
The following voted against same:
_______________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
CITY COUNCIL
AGENDA ITEM 3A
STAFF ORIGINATOR: Michael Grochala, Community Development Director
Sarah Cotton, City Administrator
MEETING DATE: June 28, 2021
TOPIC: Consider Resolution No. 21-62, Accepting Recreation and
Aquatic Center Feasibility Study
VOTE REQUIRED: 3/5
INTRODUCTION
Staff if requesting City Council consideration to accept the Recreation and Aquatic Center
Feasibility Study completed by ISG.
BACKGROUND
In July of 2020, the City was notified the YMCA would not be reopening the Lino Lakes
Facility. In November of 2020, the City retained Isaac Sports Group (ISG) to evaluate
potential facility operating options. Pursuant to a notice provided by the YMCA on January
4, 2021, and in accordance with the development agreement between the YMCA and the
City, the YMCA transferred their property and building to the City on March 1, 2021.
ISG has completed their report and presented their findings to the City Council at the work
session June 7, 2021 work session. The report examines programming options, three
potential management models, and multiple fee structures. Financial operating budgets and
projections were developed to evaluate the different options. The report also includes
considerations for long term development and expansion, impact of the COVID-19
pandemic, along with a project timeline and next steps. Keys to success are also included as
a resource to identify key operating best practices and needs necessary to make the facility a
success.
Representatives from ISG will be present at the council meeting to discuss the report
findings. As discussed at the work session, an opportunity for public comment will provided
at the meeting.
Our next step will be to discuss the options and determine a preferred course of action. Staff
will include the Rec Center as a discussion item on the July 7, 2021 work session agenda.
RECOMMENDATION
Staff is recommending acceptance of the report.
ATTACHMENTS
1. Resolution 21-62
2. Final Report
CITY OF LINO LAKES
RESOLUTION NO. 21-62
ACCEPTING RECREATION AND AQUATIC CENTER FEASIBILITY STUDY
WHEREAS, the City retained the services of Isaac Sports Group (ISG) to evaluate options for
the former YMCA’s continued operation as a community center; and
WHEREAS, ISG has completed said report and presented their findings to the City Council;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lino Lakes that
the report, prepared by Isaac Sports Group, is hereby accepted.
Adopted by the City Council of the City of Lino Lakes this 28th day of June, 2021.
The motion for the adoption of the foregoing resolution was introduced by Councilmember
_______________and was duly seconded by Councilmember ________________ and upon vote
being taken thereon, the following voted in favor thereof:
The following voted against same:
_______________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
YMCA/Recreation Center Analysis
Report Summary
June 28, 2021
1
Study Process and Methodology
•Regular Meetings with City Staff
•Individual interviews with City Council
•Walk through inspection of current YMCA facility
•Review and analysis of YMCA program, operating budget, membership
data and equipment and furnishings
•Review and market analysis of programs, facilities, membership and
program fees at comparable public and private facilities in the area
•Interviews with key stakeholders, potential partners, program
providers, Centennial School District, YMCA “Reimagining” committee,
outside user groups
•Exploration and interviews with service, equipment, and program
providers
•Staffing, Budgeting, and Management Reviews with City Management
2
Goals & Opportunities for the Rec Center
•How can the Rec Center develop expanded community programming
that integrate and enhance existing City and local organization
community programming?
•How can a Lino Lakes Rec Center better serve the residents of Lino Lakes?
•How can the Rec Center differentiate itself from the old Y and other
YMCAs and facilities in the area?
•What can the Rec Center do or provide what the YMCA could not?
•How can the Rec Center create unique or “signature” programs and
enhancements not readily available in the market?
•Support future economic development in Lino Lakes: Enhancing lifestyle
benefits and encouraging local business and residential growth
3
Vision
Lino Lakes Recreation & Community Center
•Provide community classes, activities, and services to augment the recreation, sport,
and leisure activities of the Rec Center
•A facility that is relevant to all Lino Lakes constituencies: A Community Hub
•A community friendly membership model
•Enhanced community classes and programs, linked to existing City programs and
creating new and enhanced programs
–Immediate opportunities
–Future potential for expanded opportunities
•Senior Programming
–Wide range of fitness programs, intensity levels, and classes
–Part-time employment and volunteerism
–Partnerships or joint programs with neighboring senior living centers
–Intergenerational opportunities
•Re-visit potential community partners
–School Districts and Community Education
–Area Health Care providers: Wellness, Fitness, Aquatic Therapy/Rehab, etc.
–Other?9
Programming
5
Rec & Community Center Programming
Immediate Program Initiatives
•Introduction in new and enhanced programming in Fitness and Aquatics
•Expanded senior and older adult programs
–Coordinate with existing City programs
•Optimize schedule options and flexibility: Concurrent Programing
•Expand Special Needs and Adaptive PE/Recreation programs
•Increase cooperative or partnership programming resources
•Programming opportunities in current spaces
Long Term Growth and Expansion
•Sports Center: Court Facility
•“Outdoor” Activity Center
•Expanded Community meeting, function and program space
6
Potential Program Outsourcing
•Finding the right program partners
–Identify program providers that captured former YMCA users when Y
closed?
–Providers that offer more robust and diverse program offerings than Y
–Market service area:
•Do they already draw from Lino Lakes population?
•Can they expand the market service area of the existing Y?
–Rates and Fees in line with City membership and use affordability goals
•Can provide resident discount
–Consolidate potential program competition in local market
7
Outsourced Programming-Opportunities
Swim Lesson Program with Centennial School District Community Ed
•Instructor/management/marketing structure in place
–Community Ed to provide instructors and management
•Optimize the swim lesson friendly Rec Center pools
•Existing Student base
•Minimize competition
Fitness Program Provider
•Introduction in new and enhanced programming in Fitness and Aquatics
•Provide all fitness equipment, flooring, etc.
•Provide Instructors, management, and monitoring staff
•Existing membership and user base: Accelerate revenue and growth
•Existing marketing platforms
•Significant upfront and start-up cost savings 8
Membership Model
•Analyzed three resident membership rate scenarios compared to YMCA
rates
–75% of Y rates
–60% of Y rates
–50% of Y rates
•Recommended Resident rates
–60% of equivalent YMCA Membership rates
•Non-resident rates is approximately a 20% premium
–Comparable to area and regional community recreation center facilities
–“Sweet Spot” balancing affordability and revenue generation
•Overall Facility and Fitness Only membership categories
–“I don’t want to pay for what I won’t be using”
•Drop -in day and multiple visit pass use options
•Wider range of membership categories: Seniors, couples, military
•Discount for annual membership (approximately 11 month equivalent)
9
Recommended Membership and User Fees
(Resident Rates-60% of YMCA Rates)
Membership
Category
Monthly
Overall/Fitness
Only
Annual Drop -In Daily 10-Visit Pass
Adult $42/$36 $462/$393 $7 $60
Adult Couple $63/$54 $695/$590 NA NA
Senior $26/$22 $285/$242 $5 $42
Senior Couple $39/$33 $430/$365 NA NA
Youth $26/$22 $285/$242 $5 $5
Family $86/$73 $945/$803 $12 NA
Military Adult $36/$31 $395/$335 $6 $6
Military Family $73/$62 $800/$680 NA NA
10Detailed Membership Market Analysis and Projections in Report Appendix
Management
Opening Costs
Financial Operating Analysis
Options and Opportunities
11
Operating and Financial Goals
•A financially sustainable facility
–Revenue to balance operating expenses
•Minimize costs for re-opening
•Explore management options for optimum efficiency
•Identify funding model for future long term expansion and growth
•Explore opportunities for enhanced financial performance
–Reducing operating and long term expenses
–Enhancing revenue streams
–Partner opportunities
12
Management Models
•City Managed
•Total outsourced management organization
•Hybrid options
13
City Managed Facility
•Key elements
–City provides all management and staff
–City provides all programming and program staff
•Some exceptions for specific outsourced programs
–City responsible for all facility and programming costs but retains all revenue
•Pros
–Ensures control of all elements of Rec & Community Center
–Optimum coordination with other City based community programming
–Total control of all membership and program fees
•Cons
–Need for broad expansion of City employees with program expertise, experience,
and skill sets not currently available within City staff
–Likely to incur higher opening costs
–Likely ramp up model in first two years
–Greater risk for City if facility does not meet initial or ongoing financial goals and
projections 14
Outsourced Total Facility Management
•Key elements
–Turn -Key management team runs all membership, usage, programs, scheduling, and staffing
–Management company pays all staff, utilities, regular cleaning and handles marketing and other
normal operating costs
–May include all annual and long term maintenance and replacement
–May require City paid management fee based on profit model for Management Company
•Pros
–Can be faster start up than City managed facility
–May reduce City start up costs if equipment and other costs included in management contract
–Reduces City annual operating deficit risk
–No significant increase in City staff or expenses
•Cons
–Adds another layer of cost to support profit margin that may add City cost
–City may have less control of membership and usage fees
–May reduce accessibility to community groups and other non-revenue generating City program
goals
–For profit management group may not share City vision and goals
–Requires very detailed agreement and understanding of City requirements 15
Hybrid Management Model
•Key elements
–City manages facility operations, maintenance, cleaning
–City manages membership program and back office financial operations
–Some programs provided internally
–Some programs provided and managed by outside providers
•Partnership model will vary by program
–Key program partners
•Aquatics
•Fitness
•Most instructors and program staff are independent contract employees
–Potential Combination of lease and profit share agreements
•Pros
–Can be fastest start up scenario
–Most of necessary staff is already in place, reducing any challenges in finding staff
–Program providers have established user base: Help jump start programs and revenue
–May reduce City start up costs if equipment and other costs included in management contract
–Programs, access, and fee models can be shaped to meet City goals and objectives
•Cons
–Multiple program providers can require strong management organization
16
Re -Opening and Start-Up Costs
(City Management Option)
•Estimated at $516,000
•Staffing
–Management
–Operations and Management
–Membership/Customer Service
–Part -time staff hiring and training (Lifeguards, instructors, front desk, etc.)
•Program Development
•Facility Cleaning
•Equipment and Furnishings
•Rebranding and Signage
•Pool Start-Up
•Membership/Access/IT Systems
•Membership Drive and Marketing 17
Financial Operating Analysis
(City Management & Hybrid Option)
•Membership and Use Fees scenarios
–Market Analysis, Projections
•Swim Lesson Program
–Market Analysis, Projections
•Facility Revenue
•Program Revenue
•Facility Expenses
–Includes City Administrative Allocation
•Program Expenses
•Profit and Loss Summary
•Long Term Capital Replacement and Maintenance projections
P & L Summaries and all Budget Line Item Detail included in Study Report18
Year 3: City Managed vs. Hybrid Model
19
Budget Category City Managed Hybrid Model
Revenue
Facility Revenue $1,854,000 $1,634,000
Program Revenue $445,000 $201,000
REVENUE SUBTOTAL $2,299,000 $1,835,000
Expenses
Operational Expenses $2,036,000 $1,688,000
Program Expenses $206,000 $69,000
EXPENSES SUBTOTAL $2,242,000 $1,757,000
OPERATING NET REVENUE (DEFICIT)$57,000 $78,000
Cost Recovery 103%104%
City Administrative Allocation $165,000 $165,000
EXPENSE SUBTOTAL with City Admin Allocation $2,407,000 $1,922,000
OVERALL NET REVENUE (Deficit)$(108,000)$(87,000)
Cost Recovery 95%95%
Financial Operating Analysis
Main Sources of Revenue (Year Three)
Revenue Center City Managed Hybrid Model
Membership and Daily Use $1,745,000 $1,454,000
Swim Lessons $240,000 $76,000
Youth Camps $78,000 $78,000
Lease Revenue (Program Partner)$0 $75,000
Dry-side Fitness $73,000 $0
Pool Rentals $41,000 $41,000
Aquatic Fitness $34,000 $31,000
Court/Gym Rentals $32,000 $32,000
Special Events/Functions $28,000 $25,000
Retail Kiosk $7,000 $8,000
Sponsorship &Advertising $0 $0
20
Financial Operating Analysis
Main Cost/Expense Centers (Year Three)
Cost Center City Managed Hybrid Model Includes
Personnel Services: TOTAL $1,557,000 $1,229,000
Full-time Staff $672,000 $545,000 10.5 FTE vs 8.5 FTE
Part-time Staff $505,000 $384,000
Benefits and Other Staff Costs $380,000 $300,000
Other Services and Charges $260,000 246,000 Utilities,
General Office,
Supplies $193,000 $120,000 Maintenance,
Equipment, Supplies
Contractual Services $11,000 77,000
Program Expenses $206,000 $69,000
City Administration Share Allocation $165,000 $165,000
Capital Outlay $70,000 $70,000
21
Long Term Accrued Deficit
22
Cumulative Operating
Deficit*Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
City Managed Model ($516,000)($886,000)($867,000)($800,000)($707,000)($607,000)
Hybrid Model ($437,000)($560,000)($497,000)($420,000)($323,000)($227,000)
Variance $79,000 $326,000 $370,000 $380,000 $384,000 $380,000
*Not including administrative allocation
•Hybrid reduces start up expenses
•Hybrid model accelerates start up with current membership
•Hybrid has greater potential upside for growth
•After Year 5 annual operating deficits continue to reduce slightly from $80,000
down
Capital Outlay
Long Term Replacement & Maintenance Accrual
(Same in both Management Models)
23
Year Accrued Capital Outlay
Year 1 $0
Year 5 $292,000
Year 10 $743,000
Year 15 $1,265,000
Year 20 $1,871,000
Financial Impact of Hybrid Model
•Potential Start-up Cost Savings
–Reducing need for staff hiring and training
–Reduce equipment costs
•Fitness equipment start-up costs could be reduced by $200,000 to $250,000
–Reduce marketing expenses leveraging outside providers existing marketing
•Ramp-up timing
–Higher initial membership levels drawing from programs already in place
–Built in base of former YMCA members and program participants
•Net financial impact
–Less gross revenue for overall facility
–Balanced by significantly lower expenses
–Improved bottom line
–Smaller reduced accrued start up and operating deficit
24
Future & Long Term
Opportunities
25
Goals
•Expand facilities to provide space for enhanced and existing programs
and use
•Provide facilities for new programming
•Expansion to support expansion of community programming
•Create unique “signature” features and amenities to become a
destination
•Identify and develop partners to support expansion
•Identify new spaces and programs with positive financial impact
–Increased revenue supporting overall Rec Center sustainability
–Support increased economic development
•Synergies with existing Rec & Community Center facilities to grow all
programs
•Can future expansion be supported by renewal of existing millage
26
Sports Center
•Court Facilities
–Basketball, volleyball, pickleball, and more
–Recommend 6 x regulation basketball courts (8+
volleyball)
–Leagues, development programs, tournaments
•Indoor walking track
–Costly to retro-fit existing facility
–Very cost effective if combined with expanded court
facility
•Climbing Center
–Climbing wall
–Very cost effective if combined with expanded court
facility
•Partner Opportunities
–Investor interest
–Sports Center management interest
•Financial Analysis: Profit Center with Partners
27
Outdoor Activity Center
•Expanded family friendly play area
•Outdoor fitness stations/course
•Compact ropes/leadership course
•Sand volleyball court(s)
•Dog Park
28
Community Function Space
29
Timeline
•Work -back schedules prepared that start 6 months prior to opening
•Factors affecting timeline
–Any unexpected facility surprises
–Delay in developing program partners or management group
–Any specific timelines or milestones for partners
–Suitability of actual opening target date
–Coordinated with key community/school timelines
–Other considerations
–Good and bad times to open
–Any difficulty in finding staff
–Other?
30
Next Steps
•Development of Management Model
•Development of Membership Model
•Ongoing review and refinement of Budget/Business Model
•Funding model for pre-opening costs
•Funding model for annual operating deficit
•Identify target opening date
•Fine tune workback schedule based on target opening date
31
QUESTIONS
and
DISCUSSION
32
Lino Lakes Recreation and Community Center Analysis
Facility, Opportunities, Program, Management, Financial, and Strategic
Analysis
June 23, 2021
Page 2 of 72
TABLE OF CONTENTS
Introduction Page 4
Study Methodology Page 5
Strategic Overview Page 7
Evaluation of Current Facility Page 11
Programming Analysis Page 19
Aquatic Programming Page 19
Fitness Programming Page 28
Special Needs and Adaptive Programs Page 30
Sport, Camp, and Youth Programs Page 31
Facility Schedule Analysis Page 33
Membership and User Programs Page 35
Child Watch Program Page 40
Facility Management and Staffing Models Page 41
Management Models and Options Page 41
Staffing Model Page 43
Financial Budgets and Operating Projections Page 46
Future Long Term Recreation Center Development and Expansion Page 51
Potential Impact of COVID-19 Pandemic Page 57
Project Timeline and Next Steps Page 59
Keys to Success and Factors in Failure Page 61
Conclusion Page 69
Page 3 of 72
APPENDIX INDEX
APPENDIX A: Programming
#A1 Learn to Swim Market Analysis and Comparisons
#A2 Learn to Swim Program Projections
#A2a City Managed Model
#A2b Community Education Partner Model
#A3 Aquatic Facility Scheduling Matrix
APPENDIX B: Membership
#B1 Membership Market Analysis
#B2 Membership Fee Structure, Scenarios, and Projections
APPENDIX C: Budget/Operating Analysis
#C1 Profit and Loss Summaries
#C1a City Managed P & L
#C1b Hybrid Management Model P & L
#C1c P & L Comparison
#C2 City Managed Model Budget Line Item Detail
#C2a Facility Revenue
#C2b Program Revenue
#C2c Operational Expenses
#C2d Program Expenses
#C2e Program Profit Analysis
#C3 Hybrid Management Model Budget Line Item Detail
#C3a Facility Revenue
#C3b Program Revenue
#C3c Operational Expenses
#C3d Program Expenses
#C3e Program Profit Analysis
APPENDIX D: Pools Operational and Mechanical Systems
Page 4 of 72
INTRODUCTION
The Chain of Lakes YMCA branch in Lino Lakes (the “YMCA”) suspended operations at the start
of the COVID pandemic in spring of 2020. In early fall of 2020 the YMCA made the decision to
close the YMCA permanently and return ownership of the YMCA building to the City of Lino
Lakes (the “City”). On March 1, 2021 the ownership of the building formally reverted to the City.
The closing of the YMCA prompted the City to face hard decisions about the future of the former
YMCA building. Key questions included:
What is the City going to do with this building?
Can the City reopen and manage the old Y as a City Recreation Center?
What private or outside management options may work in managing the building as a
Recreation Center?
What would it cost to re-open?
What changes or improvements are needed?
What will it cost the City to run this facility?
What strategic long term opportunities are there for a Recreation Center?
Should the building be sold or repurposed?
These questions and the info and analysis needed to analyze these questions led the City to seek
outside consulting expertise to answer these questions and develop strategic, tactical, and practical
plans and recommendations for the future of the former YMCA.
The Isaac Sports Group, LLC. was retained in December 2020 to conduct this overall analysis of
the potential and opportunities for the former YMCA building (the “Study”).
Page 5 of 72
METHODOLOGY
Organization of Study and Report
This ISG Report is organized roughly in the order of progression through the Study. This
progression and Study organization included the following:
Evaluation of the existing YMCA building
Review and analysis of the YMCA Programming and Membership model
Review, analysis, and quantification of City resident program and recreation needs and
opportunities
Development of program model for a City Recreation Center
Analysis and projections of the cost of re-opening the existing building as a new Recreation
Center
Exploration of Recreation Center management options and models
Operating cost and revenue model and projections for the Recreation Center, including
different management models
Development of long term strategic opportunities and options for long term development of
the Recreation Center and its overall site
Development of a work-back timeline from re-opening of the Recreation Center
Study Elements
Key elements of Study research included but were not limited to the following:
Review of the former YMCA
o Onsite inspection of the existing building with YMCA Operation staff and City staff
o Review of YMCA equipment and furniture inventory, including what the YMCA
would be leaving for the City (virtually nothing)
o Study of YMCA operating and program records as well as minutes of the meetings
of the YMCA Steering Committee minutes on their process of re-imaging the
YMCA
o Evaluation of nearby YMCAs impacting the former Lino Lakes YMCA
Market research
o Area demographics
o Research on area and regional public/municipal community Recreation Centers
Facilities, programs, fees, membership models, etc.
Best practice examples
o Research on area and regional private fitness and recreation facilities currently
drawing members and users from the Lino Lakes area
Identification and engagement of potential area user groups and stakeholders
o Meetings and interviews with potential stakeholders and user groups and groups
utilizing the former YMCA
o Identification of area stakeholders and program providers that may be potential
management and/or program partners for the Recreation Center
Detailed assessment of projected needs and costs for re-opening the facility
o Work with City facility management, outside service providers, and equipment
suppliers to develop cost projection
Explore outside management entities and opportunities, including pros and cons
Page 6 of 72
o Potential of a management contract with the YMCA
o Examples of management by fitness facility chains
o Hybrid options
Operating Budget development
o Detailed review of existing City management, staffing, maintenance, utility and other
budget centers relevant to the operating budget of the Recreation Center
o Comparison to operating budgets of the former YMCA and other comparable
facilities
o Specific analysis of operating costs during the facility closure prior to re-opening
o Ongoing review of budget and backup projections and documents with City
management and staff
Stakeholder engagement to identify opportunities for future development
Presentation of initial findings to City Council work session March 18, 2021
Using the Report
The report is forward looking, providing information to help support the key City Staff driven Next
Steps in the development process. In addition to the analysis in the Study many sections include a
Next Step box to provide suggestions on City next steps building on the Study analysis.
Page 7 of 72
STRATEGIC OVERVIEW
The theme of the Strategic Overview focuses on several key elements:
1. How can the Recreation Center improve on the former YMCA in terms of providing greater
access for Lino Lakes residents and enhance community programming and access for the
entire community?
2. How can the Recreation Center be differentiated from YMCAs and other community
recreation centers to enhance value to users and draw users and members from outside Lino
Lakes to help support the financial sustainability of the Recreation Center?
a. Can the Recreation Center be a destination facility?
3. How best to position Recreation Center memberships, program, user, and rental fees in the
Lino Lakes community to provide the most equitable and affordable access to residents
while supporting long term financial sustainability?
4. What Recreation Center enhancements and/or expansion and new facilities make the most
sense in terms of community programming and impact and return on investment and long
term financial sustainability?
a. Are there strategic partners or partnerships that can support the Recreation Center
and program enhancements and expansion?
5. How can phasing of facility enhancements and expansion be achieved?
6. What management model makes the most sense in achieving these strategic objectives?
The Strategic Overview has been developed through discussions with City Management and
Leadership, engagement of stakeholders, review of the YMCA programs, budgets, and challenges
that faced the YMCA, and a creative approach to differentiating the Lino Lakes Recreation Center.
These strategic considerations will link the elements of the facility, program, management, and
financial analysis of this Study and Report.
Role in the Community
Perhaps the single most important strategic element we identified was the incorporation of
community programming and access into the existing facility and future expansion and updates.
The YMCA had limited community classes, functions, and community organizational partners and
the ones they had were decreasing, such as some sport classes through Centennial School District
Community Education. Currently the City has limited space and resources for senior programming
and special needs residents are underserved. There is also limited community accessible meeting
and function spaces for use by organizations and outside community programs.
Although the current building has limited function space the potential exists to make this space
more flexible and user friendly and add to increased availability of the small gymnasium and
workout spaces for a wider range of community programming and access.
Communicating this community element will be very important to building membership and use of
the Center and generating support for the long term enhancement and expansion of the Recreation.
We feel it is important to “rebrand” the Recreation Center as the:
“Lino Lakes Recreation and Community Center”
Page 8 of 72
Throughout the rest of this report we will refer to the Recreation Center as the “Rec & Community
Center” to reinforce this theme or just the “Center.” This name can be tweaked but it will be
important to emphasize both the Recreation and the Community elements of the re-opened Center.
Hopefully a catchy name for the Center can be collectively developed.
Examples and suggestions for the increased role in the community are throughout this report in
facilities, programming and partnerships.
Differentiating Theme(s)
Reviewing the former YMCA programs there were not real unique or specialty programs, facility
features, or other elements that differentiated the Y from other YMCAs or recreation facilities in the
area. Reviewing the needs and opportunities in the area plus shortages of key facilities suggests
differentiating themes for the Rec and Community Center. These themes are discussed in the
Future Long Term Recreation Center Development and Expansion Section of this Report.
Strategic Partnerships
Strategic partnerships will be an important part of both the re-opening and the future expansion of
the Rec and Community Center. Strategic partnerships fall into several categories, all relevant to
the Center. See specific partner details in the Facility Management and Staffing Models section of
this Report. Additional strategic partnerships relevant in long term expansion are discussed in the
Future Long Term Recreation Center Development and Expansion section of this Report.
Program Partner
o Provide programming at the Center under City branding
Specialized expertise and instructors
Specialized equipment partner brings to the programs
Reduce or absorb all of program costs to the City
o Completely manage and run program at Center
Providing all staff and costs for programs
Revenue for City through facility lease or revenue sharing program
o Examples
Outside fitness provider that could run all of the fitness programs at the
Center
Providing management, staffing, equipment, and maintenance
Facility space lease payments and shared user revenue
Capital Partnership
o Provide funding for expansion or enhancement of Center facilities
Most often joint funding of an addition to the Center that would be managed
or leased by the partner as a program partner
o Examples
Development and funding partner for Court Sport Facility and Climbing
Likely partner would manage that facility or portion of its programming
Community/Facility Partner
o Potential partner that has its own facilities that complement the Rec and Community
Center, allowing both the Community partner and the Center to jointly provide
programs at both facilities that cannot be provided by each organization at their own
or the City Rec and Community Center facilities.
o Shared expenses, program management, and revenue/profit
Page 9 of 72
o Examples
Jointly providing learn to swim program with Centennial School District
Community Ed
See specifics on swim lesson partner program in Aquatics
Programming in the Programming Section of this Report
Key User Groups
o User groups or anchor tenants that would lease spaces at the Center with long term
and volume commitment
Often these anchor tenants provide a key marketing component to increasing
regular facility memberships and program participation
Strategic Long Term Development and Phasing
The immediate priority of the City is to re-open the Center and start up programming, membership,
and community access as soon as is practically and safely possible. The need to open quickly also
reduces the costs of maintaining the Center in its closed dormant state prior to re-opening.
The long term opportunity for expanded and enhanced facility to provide new opportunities and
plan for population, membership, and program growth is an important part of the initial decision
making process of re-opening. The strategic development and phasing for long term growth of the
Center includes the following considerations:
Renewal extension of the existing City property tax levy originally approved to fund the
building of the Center through taxes payable 2022.
Prioritize initial low cost additions, enhancements, and partnerships that can shorten the
ramp up time for Center programs and membership to achieve financial break even more
quickly
o Several program and community partners/user groups have expressed interest in
launching program partnerships coordinated with re-opening
Prioritize these groups for initial discussions of partnership parameters
o Prioritize outdoor enhancements that can be added at limited costs but can accelerate
and grow membership and program elements participation and revenue
Analyze and prioritize long term expansion projects based on several factors:
o Overall cost
o Partnership investment
o Potential impact on Center membership and net revenue
Does any new additions or facility upgrades enhance the overall community
benefits of the Center?
o Overall return on investment
Opportunity for Sport Tourism and economic impact
Impact on business and residential development in Town Center area
adjacent to Rec and Community Center
o Contribution to differentiation of Center and creation of destination components of
Center
Identify efficiency creating elements of bundling additions, enhancements, or renovation of
facilities
o Bundling like or related elements to reduce building costs of each element
independently
Page 10 of 72
o Create management, maintenance, and operational efficiencies through efficient
design and facility alignment
Page 11 of 72
EVALUATION OF CURRENT FACILITY
The existing YMCA building is typical of YMCAs in the area opened in the early to mid-2000s.
The spaces are relatively small compared to newer larger YMCAs opened in the last ten years, such
as the YMCA in Forest Lake. The overall gross square footage of the existing facility is
approximately 40,000+ sf with a footprint of approximately 32,000 square feet. The YMCA does
have all of the key facility and amenity spaces to support a community Recreation Center. The
YMCA has been very well maintained and the high level analysis of any maintenance issues or
needs did not turn up any significant repair or replacement needs that would add cost to re-opening.
The inspection also did not turn up any significant capital maintenance or replacement needs
projected for the next five to eight years.
Key Recreation Center features include the following:
Aquatics
Lap/Program Pool: Total square feet = 2,966 sf
o 6 x 25 yard lap lanes of 6’ width
Narrow for all but young team swimmers or 2-3 lap lanes
o Depth: 3’6: to 5’
Suitable for community programming
o Temperature: 83-84° F
Suitable for wide range of community programming
Warm for any high intensity training
o Programming Capabilities
Lap lanes for low to mid-intensity fitness swimming
Ideally suited for the youngest age groups on competitive swim teams
(potential for outside user groups)
Swim lessons: Older more advance lesson groups
Good depth and temperature for aquatic and senior fitness programs
Family friendly recreation and aquatic lifestyle activities
Special needs and adaptive PE programming
Lap Pool
Page 12 of 72
Leisure/Wellness Pool
o Free Form: roughly 70’ x 36’ (total square footage = 2,900 sf)
o Depth: Zero to 5’
o Temperature: 87° F
o Zero/Beach Entry (provides easy wheelchair access also)
o Slide
o Programming (see details and examples in the Aquatic Programming subsection of
the Programming Analysis section of this Report)
Family leisure and recreation
Young child and senior friendly
Therapy/Rehab
Swim Lessons (younger children)
Leisure/Wellness Pool
o Pool Mechanical Systems and Structure
Filter Systems
The Pool mechanical rooms are clean, well maintained, and functional
Page 13 of 72
Both pools have high rate sand filters. The filters are in good shape
and should not need replacing for another 6-8 years.
New technology in pool filtration systems, water disinfection, and
energy management present options for replacing these filters which
can have a significant impact on reducing water consumption, waste
water to sewer, reduced electrical and natural gas use, and pool
chemical consumption.
o Detailed discussion of new applicable pool mechanical
technology is in Appendix D: Pool Operational and
Mechanical
Current Pool Mechanical Room and Systems
Structural Features
The pool tank is well maintained and not in need of any patching or
re-grouting.
The pool decks are well maintained and are not in need of any
immediate deck replacement.
Fitness and Sport Features
Aerobics Studio spaces: 1,993 sf
o Includes mirrors for classes
Fitness/Cardio/Strength Space; 5,665 sf
o Very open space allowing flexibility as exercise needs evolve
Page 14 of 72
Fitness/Aerobic Studio
Cardio/Strength Area
Page 15 of 72
Gymnasium: 4,566 sf floor space (4,740 gross sq ft)
o 80’ x 59.25’ including walls
o Small Gym
NOTE: A full size high school basketball court is 84’ x 50’ (Total = 4,200
sf) not including the surrounding safety buffer space
This existing gym supports a smaller size full basketball court
Court lines are marked
Other gym configurations
Volleyball: 1 court (measures 78’ 9” x 49’2.5” for full court and free
zone)
Pickleball Courts: 2 courts can be squeezed into the gym
o Full court is 44’ x 20’ with dimensions of 64’ x 34’ for buffer
area but can be squeezed into 2 spaces in gym measuring 64’ x
29’ each
Current Gymnasium
As indicated in the Strategic Overview adding additional larger gyms is the first priority for future
expansion of the Recreation Center. A detailed discussion of a potential Sport Center including the
enhanced Court Facility and additional amenities is discussed in the Future Long Term Recreation
Center Development and Expansion section of this Report. Potential management partnership and
funding of this Sports Center addition is discussed in the Facility Management and Staffing
Models section.
Multi-Purpose Function Space
Activity/Flex Function and Party Space: 1,479 sf
o Layout and flexibility not well suited to classroom and meeting functions
o Includes small warming/catering kitchenette to support functions
Kid-Zone/Child Watch: 1,343 sf
Small Meeting Room: 240 sf
Current Spaces are limited for any broad expansion of community programming and
meeting/function space. Expanding function/meeting space at the Recreation Center is the
second most important long term priority after court space (See Future Long Term
Recreation Center Development and Expansion section of this of Report).
Page 16 of 72
Current Facilities
Common Spaces
Locker and Changing Rooms: Total Square Footage = 3,194 sf
o The facility has a good mix of general locker rooms and family changing rooms to
support the facility and near future changes in locker room and changing room
evolution.
o Facility includes a laundry/towel service facility
o No staff locker rooms are in the facility
o Future expansion would need larger locker room space with increased gender
neutral facilities, handicap specific changing rooms, and a small staff locker room
to meet future growth and anticipated ongoing evolution in locker room and
changing room design, codes, and best practices.
Family Changing Room Hallway
Lobby: 1,186 sf
o Includes front desk and access control
o Good space to support size of current size of building and user load
Reception area: 147 sf
Page 17 of 72
Restrooms: 800 sf
Vending Area: 714 sf
Front Desk and Lobby
Building Support Spaces
Storage Spaces
o Ample storage in most areas for programs and equipment
o Aquatic storage is small to support expansion of aquatic programming
Creative solutions can be explored as aquatic programming expands
Office Spaces
o Admin Offices : 1,456 sf
o Program Offices: 600 sf
o The facility has ample support spaces for building management, administration, and
workspaces for instructors and staff
o Current office, administrative, workspace, and breakroom spaces support the
management/staffing model in both the City Managed and Hybrid Management
models for Recreation Center operation
Office Spaces
Page 18 of 72
Building Operations and Maintenance
o Building Operations and Maintenance spaces are ample for the current size of the
facility and well located and laid out in the design
Outdoor Spaces
Small fenced in playground accessed through Child Water/Kid Zone in building
Current Playground Area
Page 19 of 72
PROGRAMMING ANALYSIS
Current programming (up to the pandemic closing) can be classified as traditional YMCA
programming. The programs included basic aquatic programs, standard fitness classes and
programs with inclusion of some relatively new trends, and open facility time for member use.
Quite a few new program and scheduling opportunities exist in a re-envisioned community based
Recreation Center that can provide a wider range of programs, attract new users and members, and
support enhancement and creation of new community wide classes and programs.
This study has identified the following opportunities for expanded programming utilizing the
existing facilities.
Overall Programming Considerations
One of the most important elements of expanded and enhanced programming will be the ability to
run concurrent programming. The pre-COVID YMCA schedule had single programs taking over
specific spaces. Even though the gym and pools are relatively small, their configuration allows for
multiple programs utilizing the spaces concurrently, expanding the availability and range of classes.
Analysis of the schedule also identified the need to a wider range of scheduled times for specific
classes that support wider access to classes when working people and families can more easily
access programs.
Overall, the YMCA programs were limited in supporting several user groups and underserviced
populations across the range of programs. These include:
Senior and Older Adult programs
Intergenerational programs
Special needs and adaptive PE classes and programs
Community programs
Support for underserviced segments of the population, including those unable to afford
membership or programs at the YMCA
AQUATIC PROGRAMMING
Aquatic Fitness
Y aquatic fitness programming is very traditional, focusing on seniors and traditional “aqua
aerobics.” Virtually all classes offered were during the workday, reducing access to aquatic
fitness for working people.
Most of the Y aquatic fitness programs offered focused on low intensity programming, not
taking advantage of the overall benefits of aquatic fitness for cross-training, personal
training, and higher intensity programming.
The current pools support a wider range of aquatic that will appeal to a much wider segment
of the population, including active adults, athletes, and a much wider age and intensity
range. Potential new programs can include:
o Hydro spinning
o In water yoga and balance
o Personal training and cross training
Page 20 of 72
o Sport Team Cross training
o Aqua Zumba
o Whatever “current fad” dry side program gets converted to the water
o The current facilities would not support deep water exercise or water running
o The revenue projections are based on a very conservative model of:
Classes average a fee of $4/class for residents ($5/class for non-residents)
NOTE: Classes are not included in membership (see discussion in
Membership and User Program section of this Report)
16 classes/week with 8 students/class at $4.00/class for 50 weeks.
NOTE: The Schedule Model for the pools allow time for twice as many
classes per week with space for up to 16 students/class.
o NOTE: The addition and expansion of aquatic fitness program can be phased in as
the Recreation Center program and staff evolve.
Aquatic Fitness Revenue Projections
City Managed and Hybrid Model
(Year 3)
Category Year 3 Revenue
Aquatic Fitness Classes $26,000
Personal Training-Aquatics $7,800
TOTAL REVENUE $33,800
TOTAL EXPENSES $14,520
NET REVENUE $19,280
Profit Margin 57%
Examples of Potential Enhanced Aquatic Fitness and Cross Training
Aqua Zumba Floating Yoga
Page 21 of 72
Hydro-Spinning High School Sport Team Cross Training
Paddleboard Yoga/Aerobics
Traditional Aquatic Aerobics and Resistance Training
Swim Lesson Programs
The YMCA has a basic swim lesson program. A new and more robust swim lesson program
with new curriculum, lower student to staff ratios (targeting 4:1 compared to YMCA
average of 6:1), and wider range of schedule availability can create a better swim lesson
program for the Recreation Center
The different depths and temperatures in the two pools support a range of lesson students
from the younger parent and tot classes all the way up to adult lessons.
Increase in the offerings of private and semi-private lessons
o These lessons are the fastest category of swim lessons in today’s market
Page 22 of 72
Swim Lesson Class Fees
A Market Analysis of swim lesson programs in and around Lino Lakes and in the region was
conducted. This Market Analysis included the YMCA of the North Chapter wide swim lesson rates
as well as neighboring community aquatic facility programs. It also looked at private swim schools
and the program fees and structure of the Centennial School District Community Education
program. Since many of the programs have different numbers of classes in each session or different
lengths of class times and billing models we use a pro-rated cost of the lessons per 30minutes of
lesson times. This provides an “apples to apples” comparison regardless of the format.
The Market Analysis is included in Appendix A: Programming #A1
The YMCA group rates were $7.86/30 minutes for YMCA members and $15.57/30 minutes for
non-members. Public facilities such as Shorewood, Brooklyn Center, and Brooklyn Park were in
the range of $10.15 to $11.00 for residents and up to $13.00 for non-residents. The non-resident
premium averaged 10% to 22%. Centennial Community Education rates averaged $9.38/30
minutes. The average student:teacher ratio for these public programs is 6:1.
Local for profit swim schools such as Foss Swim School and Goldfish Swim School usually have a
student:teacher ratio of 4:1 and bill as a monthly membership which provides ongoing 1 lesson per
week. These swim schools average $22.00/30 minutes.
Based on the market research and the opportunities for two water temperature levels at the Rec and
Community Center pools the suggested class fees used in the financial projections are the
following:
Youth Group Lessons: 8 x 30 minute classes per session
Resident: $11.00/hour
Non-Resident $13.00/hour
Adult lessons are based on 6 x 45 minute classes per session but have the same 30/minutes
equivalent.
Residents also have the opportunity to have priority early class registration prior to opening
registration to non-residents.
Page 23 of 72
Private and Semi-Private and specialty lessons are priced accordingly
Swim Lesson Participation and Revenue Projection
Based on these fees, history of lessons at the YMCA and Community Education the overall swim
lesson revenue projects is as follows:
City Managed Swim Lesson Program Revenue
Lesson
Category
Revenue
Year 1 Year 2 Year 3 *Year 4 Year 5
Youth Group $113,280 $152,928 $175,867 $206,033 $216,335
Adult Group $10,620 $14,337 $16,488 $19,316 $20,281
+Private $21,504 $29,030 $33,385 $39,704 $41,689
Semi-Private $9,120 $12,312 $14,159 $16,633 $17,465
TOTAL
REVENUE $154,524 $208,607 $239,899 $281,686 $295,770
&EXPENSES $69,101 $89,886 $102,042 $117,988 $123,412
NET
REVENUE $85,423 $118,721 $137,857 $163,698 $172,358
Profit Margin 55% 57% 57% 58% 58%
NOTES:
The projections are based on a 60% resident/40% non-resident breakdown
*Projecting a rate increase of 9% in Year 4.
+The YMCA and Community Ed do not offer a wide availability of private lessons and this
projection for the Rec and Community Center is conservative. Private lessons will likely
generate an upside over these conservative projections.
&Expenses include staff, staff training, marketing, supplies, credit card/registration fees,
etc. Instructor wages are average $18/hour to ensure attracting and retaining instructor
staff.
Budget funds are included to support scholarships for those that cannot afford the cost of
lessons
The detail City Managed Lesson Projections are included in Appendix A: Programming
#A2a.
Page 24 of 72
Swim Lesson Program Partnership with Centennial School District Community Education
Centennial Community Ed runs a well-respected lesson program in the community but the program
is limited by lack of pool space with all of the other uses of the Centennial High School Pool and
the lack of child-friendly warm-water for lessons. The one pool at the high school is kept cooler
(81-82°) based on the use by the high school and club swim teams. The pool also has limited
shallow water space and cannot run lessons during the school day for school security purposes. The
Community Ed program does have a good management and instructor team in place.
The Rec and Community Center has two pools with two different temperatures (84° and 87°) plus
ample shallow water space. The Center also has the ability to offer pre-school and parent/tot
lessons during the school day as well as in the prime after-school hours when the high school pools
is used by the high school swim teams.
Significant synergies, growth and program enhancements can be generated through partnering with
the Centennial School District Community Ed Swim Lesson Program (see Management Options
Section in this Report). Exploratory discussions were held with Community Ed management and
aquatic staff. Community Ed is very interested in further exploring the partnership. There are
several advantages:
Existing trained staff and management would create a faster ramp up and high quality
lessons
Combining programs were reduce “competition” in the market
Community Ed marketing and information brochures and ability to reach families in the
school district and the community would enhance Center and City marketing reach
Although no specific discussions on the structure of this partnership have occurred, the
partnership model could tentatively include the following:
o Community Ed to manage and staff the program
o Community Ed would cover virtually all program expenses
o Resident rates would still apply, for both the City and Centennial School District
residents
o The Center would provide the pool time and related pool operating costs
o City would receive a percentage of gross swim lesson revenue (used 25% in these
projections). This would still give Community Ed the revenue needed to cover their
costs and meet their budget model.
o Community Ed would share in any scholarship costs for students that cannot pay the
full class fee.
This conservative partnership model projects a lower net revenue for the City. These calculations
included in this report can serve as a tool in developing a swim lesson partnership with
Community Ed that would be a net zero impact on the City managed revenue model. There are
other savings that the City Rec and Community Center would realize in a reduction in general
management/administration costs that are not directly shown as swim lesson expenses.
Page 25 of 72
Following is a summary of the swim lesson program in this Community Ed partnership model.
Community Ed City Partnership Swim Lesson Program Revenue
*Lesson
Category
Revenue
Year 1 Year 2 Year 3 *Year 4 Year 5
Youth Group $142,272 $192,067 $220,877 $259,473 $272,446
Adult Group $13,338 $18,006 $20,707 $24,326 $25,542
+Private $27,296 $36,850 $42,377 $50,234 $52,746
Semi-Private $11,648 $15,725 $18,084 $21,274 $22,338
TOTAL
REVENUE $194,554 $262,648 $302,045 $355,306 $373,071
CITY NET
REVENUE $48,639 $65,662 $75,511 $88,827 $93,268
Variance to
City Managed
Program
$(36,784) $(53,059) $(62,346) $(74,871) $(79,090)
NOTES:
Lesson projects use the same class fees and project an overall increase of 30% in lesson
enrollment in this joint program
The projections are based on a 80% resident/20% non-resident breakdown incorporating
the full Centennial School District and the City of Lino Lakes as residents
*Projecting a rate increase of 9% in Year 4.
*Revenue represents total projected revenue
+City Share used in this calculation is 25% of gross revenue. This is conservative and
hopefully this percentage would be higher
Drawing more participants for swim lessons through the Community Ed partnership should
also help drive additional memberships, but this potential membership increase is not
currently factored into the membership revenue.
The detail Community Education Partnership Lesson Projections are included in Appendix A
Programming #A2b.
Aquatic Therapy and Rehab
The warm water (87° F) and the depths and ease of access in the current Leisure/Wellness
pool is well suited to some levels of Therapy/Rehab treatment and programs:
o Cardio Rehab
o Autism Spectrum (Aquatics is a growing component of programs across the Autism
spectrum)
o Movement
o Arthritic and Pain relief
o Orthopedic rehab
Page 26 of 72
o And more
These programs are provided by outside therapists or health care providers renting pool
space, usually utilizing the pool during the quieter and less used times during the
work/school day
The initial revenue projection from outside therapist and therapy/rehab service providers is a
very conservative $5,000/year by Year 2.
o This is calculated projecting 100 hours per year (only 2 hours/week for 50 weeks) @
$50/hour rental rate for a portion of the Program/Leisure Pool.
o Space and time in the Program/Leisure Pool schedule can allow five to eight times
more therapy/rehab use in the Pool
Examples of Aquatic Therapy and Rehab
Cardiac Rehab Movement Rehab
Injury Rehab Special Needs Therapy
Aquatic Recreation
The Leisure/Wellness pool has a slide and zero depth that is family friendly and provides
some recreation/leisure amenities to use during open swim
There is a much wider range of aquatic activities that can take place in the lap pool that
attracts a much wider range of ages and users. These include fun activities that support
popular activities in the area and can be taken in and out of the pool.
o Kayak and paddle boarding
Page 27 of 72
o Inflatable obstacle course for shallow water
o Log rolling
o Water Basketball (the YMCA did have this feature)
o Water Volleyball
Birthday parties
Swim Team/Masters Swimming/Lap Swimming
The lap pool is not suitable for any level of competitive swimming, except for the youngest
age swimmers not utilizing starting blocks
Youth swim team
Page 28 of 72
o Interviews during the Study with area swim teams did identify a very strong
commitment to rent pool space in the lap pool for use with the team’s youngest entry
level swimmers who prefer the shallow warmer water.
There is potential for a summer recreation entry level swim team at the facility
Lap Swimming
o Increased lap lane availability is factored into the sample pool schedule
We do not anticipate any significant masters swimming program based on the warm water in
the lap pool
FITNESS PROGRAMMING
As with the aquatic programs, the fitness programs were relatively basic and personal training was
not a significant portion of the overall fitness program. Even before the pandemic driven closer of
the Lino Lakes YMCA the Y was losing fitness oriented members to fitness facilities and programs
that offered more specialized training, more program options and the latest fitness trends appealing
to a wider range of members and participants, often at a lower membership cost. The personal
training options and opportunities are also a significant added benefit for the Rec and Community
Center and can further help differentiate the Center. Expanded, enhanced, and new programs can
include the following:
Higher intensity specialty fitness systems and programs
Increase in senior specific programs
Increased personal training with varying level and package options
Enhanced instructor expertise and quality
Continuing updated programming and equipment and adding new programs
o It is very important to not allow Rec Center fitness programs to get stale or not keep
up with the latest fitness trends.
To achieve these enhanced fitness program goals it is worth exploring using more outside contract
instructors with specialty expertise as well as explore partner program providers that can bring both
expertise and training equipment and systems to the Center. (See Management and Partner Section
of Report). Outside user groups or programs can also lease the exercise studios or workout spaces
for programs not offered by the Rec and Community Center. These can include a wide range of
programs such as martial arts, dance, fit boxing, mindful experience, and much more.
Page 29 of 72
Larger classes can also be held in the current gym. Times when the gym is not fully programmed,
rented, or utilized for open gym the space can be used for a wider range of programs that may be
too big for the dedicated fitness spaces.
Samples of Enhanced and New Fitness Programs at the Center
(Not currently offered or no space, trainers, or equipment to support)
Large Classes in the Gym
Spinning Specialty Classes
Senior Chair Classes Barre Classes
Page 30 of 72
New Fitness/Strength Trends Martial Arts
Fitness Program Component Financials
Fitness classes are not included in the membership model used in the financial projections. Not
including basic classes as a membership benefit is designed to keep membership fees low and not
charge members for services and programs they will not use. Class fees are relatively low with a
lower rate for residents than non-residents. The Personal Training component represents a
significant upside potential. This was not a strong program at the YMCA but can be much more
robust at the Recreation Center, particularly with experienced instructors.
Following is the summary of projected Fitness Program revenues and expenses for Year 3.
Fitness Revenue Projections
City Managed Model
(Year 3)
Category Year 3 Revenue
Fitness Classes $67,392
Personal Training-Aquatics $5,980
TOTAL REVENUE $73,372
TOTAL EXPENSES $34,751
NET REVENUE $38,621
Profit Margin 53%
SPECIAL NEEDS AND ADAPTIVE PE PROGRAMS
Special Needs and Adaptive PE Programs were underserved at the YMCA but represent important
community programs for the Recreation and Community Center. These programs include a wide
range of programs, classes, and even competitive programs for both mentally and physically
handicapped of ages, even included veterans programs. These programs also include both aquatic
and dry-side components.
Page 31 of 72
Time and space is allocated in the Schedule Matrices included in this report and referenced in the
Facility Schedule Analysis section as well as in Appendix A: Programming #A3.
Examples of Special Needs and Adaptive PE Programs
SPORT, CAMP, and YOUTH PROGRAM
Sport Leagues and Programs
The small gym space restricted the extent and capacity of court based sport programs at the former
YMCA. Centennial School District partnered with the YMCA on some introductory sport classes
but this cooperation was winding down prior to the pandemic shutdown. The projections for the
Page 32 of 72
Rec and Community Center do not anticipate any in-house sports leagues. Most of these will
continue to be run by outside groups utilizing school district gyms and facilities.
We anticipate some introductory sport classes for young children and an in -house pickleball
program and league.
If a Sports Center or Court facility is built there will be extensive sport club and league programs,
but these will likely be run through partnerships with any development partner for the Sport Court
Center.
Total in-house sport programs are only projected to generate $9,000 in gross revenue by Year 2
with net revenue of roughly $4,500.
Youth Summer, Holiday, and Sport Camps
The YMCA did run robust youth camp programs. Interviews with individuals who were part of the
YMCA camp program have expressed confidence that these programs can actually grow, both
inside the Rec and Community Center facility and with programs cross the surrounding park
systems. The potential to bring City Parks and Recreation resources to the camp program will help
open the camp programs up to a larger portion of Lino Lakes youth.
Initial very conservative estimates project gross youth sport camp revenue of $75,000 by Year 2
with net revenue of $34,000. There is significant upsides to the camp program, especially as future
expanded facilities with outdoor sport themed activities that can provide a wider range of
experiences and activities than the former YMCA.
Youth Programs
Youth programs in aquatics and aquatic based recreation will grow at the Rec and Community
Center as previously discussed in Aquatics. The potential also exists to provide more youth based
fitness and activity programs but the limited gym space will continue to limit youth sports
programs. Youth sports and programs will be a significant beneficiary of future development of the
Sports Center and the outdoor sport features.
Page 33 of 72
FACILITY SCHEDULE ANALYSIS
At first glance it is difficult to imagine the immediate growth of programs and access at the Rec and
Community Center upon re-opening without any additional facility expansion. Detailed review of
the YMCA pre-pandemic program, use, and facility schedules indicated that the scheduling of
facilities and programs did not effectively optimize the use of the different venues in the building,
especially in providing concurrent programs within each venue.
To understand how the variety of programs and schedule demands can be integrated in the existing
ISG has developed a Schedule Model Matrix.
This Matrix lays out a full range of programming across all of the venues within the facility.
Lap Pool
Leisure/Wellness Pool
Cardio/Strength Rooms
Fitness/Exercise Spaces
Gym
Community Meeting/Function Spaces
Child Watch
Programs and time use are broken out by the following general categories:
Aquatics
Fitness
Gym and General Programming/Use
Each category does include times and space available to rent by outside groups
There are six Schedule Matrices to capture the weekly and seasonal variances in programming and
scheduling. These Matrices are:
School Year: Weekdays
School Year: Saturday
School Year: Sunday
Summer: Weekdays
Summer: Saturday
Summer: Sunday
The Schedule Matrix serves several important functions in the programming and analysis of the Rec
and Community Center.
Provides a comprehensive visual of time available for each stakeholder and user
constituencies in the community to understand how and when they can use the Rec and
Community Center
Provides a basis for discussion with potential program or management partners
Provides a quantitative structure to help project Center costs and revenue
o Staffing needed for Center such as lifeguards
o Instructors needed for programs
Page 34 of 72
o Program time and capacity to calculate program revenue
o Support projections of rental revenues
o Support capacity calculations
o Identify time and space shortfalls in future demand to support projections for long
term facility expansion
Scheduling Principles and Goals
Key principles and goals of stakeholders, user groups, and constituencies:
Maximize availability of some Lap Swim lanes throughout as much of the day as possible
(improving availability of lap lanes compared to former YMCA schedule)
Maximize flexibility for concurrent programming and effective space and time sharing
Adult and child program times that can be accessed by working parents and adults
Mid-day, after-school, evening, and weekend hours available for swim lessons, including
private and semi-private lessons and adult lessons
o Lesson program times in both the Lap and the Leisure/Wellness Pools for different
temperatures
Early morning and evening aquatic fitness class times available in addition to mid-day
lessons for working participants and greater course intensity options accessible to broader
portion of community.
Open after school and evening hours in the leisure pool plus after school availability in
Program pool for youth access and after school programming
Significant time for community open recreation and swim on Saturdays and Sundays,
including opportunity for addition of recreational features to the Main and deep water pools
(see Rectangular Recreation in the Program Section)
Provide school day and after school time availability for non-competitive school district
Create Masters Swimming times before and after work hours and during the lunch hour
Access to the Leisure/Wellness Pool throughout the day for therapy/rehab treatment and
programs
Open Gym space that can be sub-divided to provide for large fitness classes and other
flexible programming
It is important to note that these Schedule Matrices are examples of what can be done. It is unlikely
that the actual schedule will perfectly match these Schedules, but we have programmed these
Matrices based on best practice practices and comparable facility and program schedules, reflecting
times requested by users.
Following is the Schedule Matrix for the School Year weekdays.
The full Schedule Matrix is included in Appendix A: Programming #A3.
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Rec Swim Team/Summer Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00 Cardio
5:30 Masters/ Lap 5:30 Fitness Open
6:00 Triathlon Lanes 6:00 Aquatic Open Classes Gym Meeting
6:30 6:30 Fitness Time Spaces
7:00 7:00 and Flexible Open
7:30 7:30 Personal Scheduling
8:00 Aquatic 8:00 Training Classes &
8:30 Fitness 8:30 More
9:00 Home School 9:00 Swim Senior Pickleball Seniors
9:30 Program 9:30 Lessons Program
10:00 10:00 Home Home
10:30 10:30 School School
11:00 Swim 11:00 Parents and Tots Open Gym
11:30 Lessons 11:30 Water Lessons
12:00 12:00 Aquatic
12:30 12:30 Fitness
1:00 Senior 1:00 Seniors Meeting
1:30 Program 1:30 Srs.Spaces
2:00 2:00 Special Needs Flexible
2:30 2:30 Adaptive PE Scheduling
3:00 After School 3:00 After School After Sch After School Classes &
3:30 Programs 3:30 Programs Programs Programs More
4:00 4:00 Special Needs
4:30 Club Swim Team 4:30
5:00 Outside Rental 5:00 Swim Open Gym
5:30 5:30 Lessons
6:00 6:00 OR
6:30 Aquatic Rec 6:30 Rec Programs
7:00 Programs 7:00 Open Recreation Pickleball
7:30 7:30 Leisure Swim
8:00 Masters/ 8:00 Outside
8:30 Triathlon 8:30 Court
9:00 9:00 Users
9:30 9:30 (Rentals)
10:00 10:00
10:30
Leisure/Wellness Pool
Depth: 0 to 4'6"
Cardio
Fitness
Room
Child
Watch
General Programming/UseFitness & Use Programs
Exercise
Half Gyms
Gym
Lino Lakes Recreation and Community Center
School Year: Weekdays
Stations or Recreation Features
Lap Pool
Depth: 3'6" to 5'
Community
Meeting
Function Space
Sub-Dividable
Warm-Water Spaces
May 17, 2021
Aquatic Programs
25 yards
Page 35 of 72
MEMBERSHIP and USER PROGRAMS
The issue of membership and user fees has been brought up in virtually all stakeholder and user
engagement meetings, interviews, and input. The key feedback included the following:
The YMCA membership rates were too high
o People leaving the Y or choosing not to join felt that the rates were too high,
especially for those that only wanted to use a portion of the facility
o No senior rates, although many seniors qualified for Silver Sneaker program
subsidies through Medicare Advantage programs or insurance coverage
o Many local public/municipal community recreation centers had much lower rates
than the YMCA
Need options for daily drop-in use, not just membership only
If Lino Lakes is taking over the operation of the Recreation Center Lino Lakes residents
should have a discounted rate
Fitness only commercial facilities have grown in number in Lino Lakes and the surrounding
area providing basic fitness and workout facilities at lower rates.
Membership Market Survey
ISG conducted a market survey of area and regional facility membership and usage fees to provide
a market base to help develop membership/use fee scenarios for the Rec and Community Center.
This market study included public, YMCA of the North, and private facilities. The market study
also differentiated facilities with just fitness and those with comprehensive fitness, gym, and aquatic
facilities. Resident and Non-Resident rates were identified when available at public facilities.
This market study is included in Appendix B: Membership #B1.
Membership Options
Based on stakeholder and constituent input and market research the membership and use scenarios
included both a full facility membership and a fitness only membership option. This two tiered
option creates a fitness membership option that more effectively competes with the private
commercial fitness only facilities in the area as well as an option to for those only looking for the
dry-side fitness facilities and programs. This also provides a cleaner delineation if the fitness
programs and management are outsourced by a private partner.
Membership Benefits
Membership benefits include the following:
Access to open swim, lap lanes, open gym and the cardio and strength workout areas
Discounts on facility rentals, birthday parties, and other special event opportunities
Priority program registrations (along with residents)
The proposed Membership Model used in this study do not include free access to fitness classes.
During the Study we received input recommending lower membership rates without classes
included. Many former YMCA members expressed concerns about paying for programs or classes
in their membership that they would not use. Low rates and pay for programs you use was an
important message.
Page 36 of 72
In the future a “Premium” membership may be available which would include basic programs.
Membership Categories
A wider range of membership categories are also provided for great flexibility as well as providing
incentives for annual full facility memberships. The following member and user categories are
included:
Adult
Adult Couple (equivalent to 1.5 times a single adult membership)
Senior
Senior Couple (equivalent to 1.5 times a single senior membership)
Child, Youth, Student (all the same)
Family (4 members)
Military Adult
Military Family
Corporate: No revenue factored into budget initially.
Hotel Program to provide access for guests:
Membership Terms
The following membership terms were included:
Monthly
Seasonal
o Based on a three month period
o May be summer membership
o Roughly equal to 2.5 months of the equivalent monthly rate
Annual Lump Sum (in advance)
Most annual membership are equivalent to 11 months of the monthly fee, providing
approximately an 8% discount for the annual rate
The family annual rate is slightly more to further incentivize the annual family membership
Resident versus Non-Resident
The Lino Lakes resident rate is used as the base rate.
Non-Resident rates represent an average of a 20% premium across most membership categories.
If any neighboring community provides financial support for the Rec and Community Center
residents of this community may also qualify for resident rates pending negotiations and level of
support.
Membership Fee Scenarios
To analyze various levels of fees ISG developed three different membership fee scenarios based on
comparison to the current YMCA of the North fees.
ISG developed three different membership and user fee scenarios. These scenarios project resident
rates as a percentage of the current YMCA rates. The three scenarios are the following:
Page 37 of 72
Full Facility Membership (resident)
o Scenario #1 75% of equivalent YMCA rate
o Scenario #2 60% of equivalent YMCA rate
o Scenario #3 50% of equivalent YMCA rate
Fitness Only Membership (resident)
o Scenario #1 63% of equivalent YMCA rate
o Scenario #2 51% of equivalent YMCA rate
o Scenario #3 42% of equivalent YMCA rate
Following is the Resident Membership Fee Breakdown by category for each scenario with the
comparable YMCA rate.
Rate Scenarios: Full Rec Center Resident Monthly Rates
Membership
Category YMCA Rate
Public Rec
Center
Average*
Scenario #1 Scenario #2 Scenario #3
Adult $71 $36-$40 $53 $42 $35
Adult Couple $121 $60-$71 $86 $63 $53
Senior (65+) NA $34 $30 $26 $20
Senior Couple NA $56-$60 $45 $39 $30
Child/Youth $40-$50 $34 $30 $26 $20
Family $132 $60-$80 $99 $86 $66
Daily Drop-In + NA $6-$10 $6-$8 $5-$7 $5-$7
10-Use Pass+ NA $70-$90 $50-$68 $42-$60 $42-$60
*NOTE: Public Rec Center average range is based on data from the Market Analysis of area and
regional public recreation centers with aquatic facilities. The Market Analysis is found in Appendix
B: Membership #B1.
+NOTE: Daily drop-in rates and 10-use pass rates range from youth to adult.
Daily Drop-in Passes and 10-Visit Passes
The need for drop-in and some type multiple user pass was strongly indicated in ISG’s research and
is typical of most community recreation centers. Drop-ins and multiple use passes only apply to
individuals. They do not apply to families or couples. The categories include adults, seniors, and
youth and includes the military adult category. The Fitness only membership has a daily drop-in fee
but no multiple user pass option.
Punch pass rates also vary by scenario and by full facility or fitness only.
Page 38 of 72
Membership and Revenue Projections, Including Daily and 10-Visit Passes
Following are the projections of membership numbers and revenue for each scenario in the City
Managed Model. The Membership Units, Members, and Membership Revenue are for combined
overall Rec Center Membership and Fitness Only Memberships. Note that drop-in and punch pass
revenue is highest in Scenario #1 as more users opt for drop-ins instead of membership based on the
higher membership fees.
Membership and Revenue Projections
Category Scenario #1 Scenario #2 Scenario #3
Total Membership Units;
Overall and Fitness Memberships 1,360 1,812 1,977
Total Members 4,737 6,399 7,018
Drop-In Users (per year) 6,775 6,835 6,835
10 Visit Passes 650 650 650
Membership Revenue $1,358,611 $1,567,207 $1,336,223
Drop-In Revenue $46,975 $41,615 $41,615
10 Visit Pass Revenue $40,740 $34,960 $34,960
TOTAL REVENUE $1,446,326 $1,643,782 $1,412,798
Based on comparable market rates ISG projected that the Scenario #2 would be the most effective
balance in maximizing membership while balancing revenue.
Scenario #1 was not enough of a discount to attract YMCA members, especially those that
take advantage of using any Y in the YMCA of the North Chapter. The rates were also
slightly higher than comparable public recreation facilities.
Scenario #3: The added discount of Scenario #3 compared to Scenario #2 was not
significant enough to drive much incremental membership and would generate less overall
revenue
Scenario #2 was the sweet spot in balancing fair and accessible membership fees with
revenue necessary to improve operating net costs/revenue. Scenario #2 revenue projections
are used in the financial budget analysis.
Hybrid Managed Model Membership and Usage Revenue Projections
(Using Year 2 for comparison purposes)
Category Scenario #2
Memberships $1,290,130
Daily Drop In $41,615
Multi-Visit Pass $34,960
TOTAL
REVENUE $1,366,705
Page 39 of 72
NOTES:
For the purposes of the Hybrid Management Model we focused the analysis on Scenario
#2.
The membership revenue is lower based on a large share of fitness membership revenue is
paid to the Fitness Program Partner, but the overall expense savings still result in a
higher total net revenue for the overall Rec and Community Center.
The full breakdown of daily and multiple user pass rates by scenario and overall annual Year 2
projections is included in Appendix B: Membership #B2.
Membership and Use Scholarships or Need-Based Discounts
Scholarship or need based aid has been factored into the operating budget to enable those that
cannot afford to use the Rec and Community Center and programs to fully access and participate in
the Center and its programs.
Page 40 of 72
CHILD WATCH PROGRAM
Childwatch Program
An important element of the Membership model as well as the programming at the Rec and
Community Center is the inclusion of a Childwatch program. The Childwatch and Kid Stuff space
is 1,340 square feet in the existing facility. The Childwatch program is designed to provide
childcare for short periods of time (usually up to a maximum of one to two hours) while a parent or
caregiver works out or uses the Center facilities. It is not designed to be a full daycare program.
Use of the Childwatch program is planned to be a benefit of the family membership with the option
to pay a drop in fee for non-family member users. The overall cost of the program is projected to be
approximately $70,000 per year with projected average drop-in fees of $16,000/year.
Example of a Childwatch Space at a Fitness Center
Page 41 of 72
FACILITY MANAGEMENT and STAFFING MODELS
MANAGEMENT MODELS AND OPTIONS
Center Management Options
The ISG Study explored three Center management options:
1. Total City Managed Facility
2. Total Outsourcing of Management and Operations by outside entity
a. Essentially the same as the former YMCA management model
3. Hybrid Option
a. City manages and operates the facility
b. Outside entities provide management and programming in specific areas
City Managed Model
The City Managed Model is very straight forward and is the model used by most municipal
recreation centers in the area. In this model the City provides all management and operational staff
and pays all operating expenses and maintenance costs. The City also retains all of the revenue.
Some instructors may be independent outside contractors or providers, but for the purposes of this
financial operating analysis all part-time instructors and trainers are assumed to be City employees.
Outsourced Management Model
The full Outsourced Management Model is often used for municipal facilities, especially golf
courses and sometimes ice rinks or large sports complexes. Most outside management groups are
for-profit businesses. In the case of recreation centers where many of the program and use elements
are community service based there is less net operating to support the for-profit management
groups. The City also loses some control over programming and membership models depending on
the structure of the management agreement structure. In analyzing the City goals and objectives
and the financial model, ISG determined that the full Outsourced Management Model was not a
good model for the Center.
Hybrid Management Model
The Hybrid Management Model is designed to take advantage of the City’s expertise in managing
and maintaining facilities while bringing in outside providers or developing program partnerships in
areas where City staff does not have the expertise or experience in house to run specific programs
and management tasks. The Hybrid model also can generate cost reductions in several areas:
Staffing
o Reduce program specific instructors and trainers who are now provided by the
outside entity
o Reduce some facility staffing in the overall operations and program specific support
staff
Program equipment and supplies
o Outside program providers often provide their own equipment which can generate
significant capital and operational cost savings, especially in the category of fitness
programs
Page 42 of 72
The successful Hybrid model can also help accelerate the ramping up of membership, programming
and revenue generation from opening through Year 2 and Year 3. This acceleration is driven by
several factors:
If program provider relocates their entire program to the Rec and Community Center they
will bring an established membership and participant base to the Center.
The program provider will have an established name and credibility in the market plus an
established marketing platform that can help accelerate the ramp up at the Center.
The Hybrid also shortens the time to develop and train key program staff, especially trainers,
instructors, and coaches.
There are several revenue/fee models associated with outside program providers or management.
Revenue
o Program provider can retain all of the revenue generated by their specific programs
o Program provider can retain a portion of overall facility membership that reasonably
attributed to their programs and the membership they brought from their existing
programs
o The Center and the Provider can develop a revenue sharing plan
Fees paid to the Center
o The provider can pay a direct lease payment to the Center for the space they use for
their programs
o The provider can pay a rights fee for the ability to run the specific program they are
providing
Ultimately most hybrid type partnerships include some combination of these revenue and fee
structures.
In meetings and research ISG identified two areas that would achieve the goals of a hybrid program
partner/manager and enhance the net revenue projections for the Rec and Community Center.
During the course of the Study ISG spoke with several potential providers or partners in these areas
to understand the potential for these partnerships or outside program providers.
Fitness Program Provider and Management
The fitness program at the Rec and Community Center is the prime example of the advantages of an
outside program provider. The advantages include:
An outside provider with an established program would bring a strong existing membership
base to the Rec and Community Center
Experienced trainers and instructors, many with established following in the local market
Wider range of fitness programming, classes, and new trends than offered in the former
YMCA and in most YMCAs and public recreation centers
Faster membership, program, and revenue ramp up upon re-opening
A Fitness Program Provider Partnership could potentially bring the following value and benefits to
the Rec Center.
Close their existing fitness facility and move existing programs and operation to the Rec
Center
Page 43 of 72
Fitness Provider would provide all necessary fitness, strength, cardio, specialty flooring, and
other program equipment, significantly reducing or virtually eliminating City equipment
costs or lease expenses
Maintain all fitness and exercise equipment
Provide, train, pay, and manage all fitness program staff, instructors, monitors
o Experienced trainers and instructors, many with established following in the local
market
Provide front desk/access control staff to support overall Rec Center front desk staffing
needs
o Reducing City staffing and payroll
An outside provider with an established program would bring a strong existing membership
base to the Rec and Community Center
o Strong likelihood that many Fitness Members would upgrade to full Rec Center
Memberships, driving additional overall membership
Pre-established marketing and social media platforms
The potential financial model with a Fitness Program Provider/Partner could include the following
financial considerations. These would all be part of negotiations with a potential Fitness Program
Partner.
Lease payments to Rec Center
Fitness provider to receive Fitness Memberships
o Potential fitness program revenue sharing with Rec Center
o Fitness provider to receive incentive for Fitness Members upgraded to overall
Memberships
City to share in cost of moving and setting up equipment in Rec Center.
Fitness Partner would provide Lino Lakes resident discounts for programs as well as priority
program registration for residents.
Swim Lesson Program Provider
Partnering with Centennial School District Community Ed in the swim lesson program would be a
successful program partnership benefitting both the Rec Center and Community Ed. The details,
advantages, and financial analysis of this partnership is discussed in Aquatic Programming in the
overall Programming Analysis section of this Report.
STAFFING MODEL
Professional, experienced, and well-trained management, staff, instructors, and trainers are critical
to the success of the Recreation and Community Center (See the Keys to Success and Factors in
Failure section in this Report). During the process of developing this management and staffing
model ISG worked closely with City management and staff to coordinate the development of the
management options and the staffing needed to support each option. The budget projections include
all staff salaries, wages, payroll taxes, employee benefits, training, travel, professional development.
The Staffing Analysis utilizes the following assumptions and information.
Part-time wages assume a future $15/hour minimum wage
Page 44 of 72
Annual staff wages and salaries assume an annual 4% increase to accommodate cost of
living adjustments and merit and retention raises.
Salary levels fall within the City salary and position guidelines and ranges.
The City Human Resources management have provided the appropriate City calculations of
benefits, payroll taxes and other related additional staffing costs
Increased City staff responsibilities for existing staff are incorporated into the annual City
administration cost allocation included in the operating budget
Key staff positions in the City Managed Model include the following. Positions highlighted in
yellow are positions that may be eliminated or reduced in the Hybrid Management Model with the
use of the Partner management and staff provided. The budget includes the costs of hiring and
starting these positions at appropriate lead times prior to re-opening of the Rec Center.
Full Time Positions
o Facility Director
o Program Manger
o Aquatic Supervisor
o Fitness Supervisor
o Maintenance/Operations Manager
o Membership/Customer Service Manager
o Administrative/Accounting/HR Supervisor
o Front Desk Coordinator
o Custodial and Building Maintenance Staff
Part Time Positions-Operations
o Head Lifeguard
o Lifeguards
o Front Desk/Access Control Staff
o Fitness Attendants
o Custodial/Maintenance Part-time staff
o Child Watch staff
Part Time Positions-Program Staff
o Instructors
o Trainers
o Coaches
Following is summary of overall staff costs for both the City Managed and Hybrid Management
Model assuming both the Fitness Provider partner and a swim lesson partnerships with Centennial
Community Education.
Page 45 of 72
Summary of Total Recreation and Community Center Staff Costs
Year Three of Operation
Category City Managed
Option
Hybrid
Management
Option
Full-Time Staff $671,974 $545,186
Part-Time Staff (non-program) $504,504 $384,111
Benefits & Payroll Taxes $369,690 $294,897
Other Staff Costs (training, etc.) $9,981 $4,990
Aquatic Program Instructors & Staff $97,144 $12,168
Dry-side Program Instructors & Staff $64,662 $34,772
TOTAL STAFF COSTS $1,717,955 $1,276,124
*TOTAL OPERATING COSTS $2,407,608 $1,922,472
Staff Percent of Total 71% 66%
NOTE: Salary Costs include salaries, wages, employment taxes, and benefits. These costs
were provided by City staff
*NOTE: Total Operating Costs do not include the Long Term Capital Replacement and
Maintenance annual allocation.
The full detail of full-time and part-time staff positions, salary and wages, benefits, and budget
projections are included in the Operational and Program Expenses in the Budget Line Item Detail in
Appendix C: Budget/Operating Analysis #C2 and #C3.
Page 46 of 72
FINANCIAL BUDGETS and OPERATING PROJECTIONS
The Financial Budget and Operating Projections are based on the following methodology and
assumptions.
Expenses
Utility Expenses factor in a 2.5% annual increase.
o Actual utility costs utilize actual City utility rates and costs.
o Total utility costs are slightly higher than the historic rates at the former YMCA
reflecting escalation and increased use.
Maintenance expenses factor in a 2.5% annual increase except where otherwise noted as
some equipment and maintenance expenses increase as warranties expire and the building
ages.
Staffing expenses project increases of 4% per year based on cost of living and merit and
retention raises.
Lease payments to Rec Center
Budgets include all projected expenses plus a budget expense contingency. Line items
include:
o Credit Card and online registration fees (assumes 100% of all membership and
registration revenue processed by credit cards)
o Marketing, advertising, website, and IT expenses
o Staff training, development, and travel
o Outside services
o Staff outfitting
o Certifications, membership, subscriptions, dues
o Scholarship subsidies or financial aid for City residents unable to afford the
membership or program fees
o Insurance
Annual City Administrative Allocation
o Rec Center share of the following
Allocation to existing City staff responsibilities for Rec Center
Human Resources
Additional in-house administrative, clerical, and accounting services
Marketing
Current City maintenance and grounds keeping staff
Other utilization of existing City support services and staff
o City Administrative Allocation is $150,000 in Year 1
o Future years allocation increases by 5% annually
Revenue
Revenue projections are supported by the back-up worksheets for Membership and Daily
Use included in Appendix B
Swim Lesson projections are supported by the back-up worksheets in Appendix A.
Revenue is also shown for the following areas:
o Vending machines and front desk sale kiosk
o All facility rentals
Page 47 of 72
No sponsorship or advertising revenue is included in the revenue projections, although the
opportunity will exist for some revenue in these areas.
No grant funds are shown in support of user financial aid, but the opportunity will exist for
some support of the financial aid programs.
Year Zero
Year Zero in the Budget is the period following the City taking control of the facility up to the re-
opening of the Recreation and Community Center. These expenses include the following
Pre-opening expenses
o Staff costs pre-opening
o Marketing
o Cleaning and Building prep
o Re-branding of Recreation Center, including new signage
o Equipment purchases
o Pool start-up
o Other start-up expenses
Building Expenses
o Utilities
o Maintenance and grounds keeping
o Security
o Miscellaneous expenses
Currently all City Year Zero Building expenses are covered by the State of Minnesota leasing of the
building as a COVID vaccination site through June 30.
Long Term Capital Replacement and Maintenance Fund
It is very important that the City budget for projected long term facility capital replacement and
maintenance. The annual maintenance staffing and budget should support best practice annual
maintenance and upkeep, reducing the potential for premature long term replacement and
maintenance. ISG has included an annual budget line item for allocation to a Long Term Capital
Replacement and Maintenance Reserve Fund. This annual allocation to this Fund begins in Year 3
at $60,000 and ramps up to $80,000 in Year 4 and then increases by 3% annually. Total Reserve
Fund accrual over the first twenty years of operation is as follows:
Year Five: $ 292,400
Year Ten: $ 742,997
Year Fifteen: $1,265,362
Year Twenty: $1,870,927
Page 48 of 72
Annual Profit and Loss Statements
The P & L budget summaries provide a summary of Years Zero to Five for both Management
options. These P & L Statements breakdown the revenue and expenses as follows with detailed
categories within each:
Facility Revenue
Program Revenue
Operational Expenses
Program Expenses
City Administration Allocation
Annual allocation to Long Term Capital Replacement Reserve
The P & L Statements calculate the annual Net Revenue (Deficit) and the percentage Cost Recovery
for both Management options. The Net Revenue (Deficit) calculations calculate the following Net
Revenue scenarios:
Net Operating Expenses
Net Operating Expenses with City Administration Allocation included
Net Operating Expenses with City Admin Allocation plus annual Capital Reserve Fund
allocation
Following is a summary of the Profit and Loss Summary for Year Two.
Year Two P & L Comparison
Budget Category City Managed
Option
Hybrid
Management
Option
Variance
Facility Revenue $1,767,017 $1,561,440 $(205,577)
Program Revenue $406,157 $186,162 $(219,995)
TOTAL REVENUE $2,173,174 $1,747,602 $(425,572)
Operational Expenses $1,952,592 $1,617,475 $335,117
Program Expenses $191,529 $67,550 $123,979
City Admin Share Allocation $157,500 $157,500 $0
*TOTAL EXPENSES $2,301,621 $1,842,525 $459,096
NET REVENUE (DEFICIT) $(128,447) $(94,923) $33,524
Cost Recovery 94% 95%
*NOTE: Total Expenses do not include annual Long Term Reserve Allocation.
Accrued Net Operating Revenue (Deficit)
The P & L Statements also show the accrued Deficit for the Rec Center from Year Zero through
Year Five. The accrued Deficit is where the biggest variance between the City Managed and
Hybrid Management Model exists. The accrued Deficit for the Hybrid Management Model is
significantly less than the City Management Model based on the much lower up front re-opening
costs and the faster ramp up of membership and program revenue.
Page 49 of 72
Following is a summary of the accrued operating Deficits for each option through the first five
years of Rec Center operation.
Accrued Operating Deficits through Year Five
(With City Administration Allocation but without Capital Reserve Fund Allocation)
Year City Managed Accrued
Deficit
Hybrid Management
Accrued Deficit Variance
Year Zero $515,905 $437,255 $78,650
Year One $1,035,587 $709,945 $325,642
Year Two $1,164,034 $804,868 $359,166
Year Three $1,272,687 $892,465 $380,221
Year Four $1,353,860 $969,878 $383,982
Year Five $1,436,084 $1,055,473 $380,612
Bottom Line
After Year Three, the net deficit variance between the two Management Options level off and are
roughly equivalent. Although the projections show this variance leveling off, we feel that the
potential net operating revenue has a higher upside in the Hybrid Management Model based on
continuing updating of programs and enhanced program opportunities.
These P & L Summaries do not include the potential additional operating revenue and expenses for
future expansions. These are dealt with at a very high level in the Future Long Term Recreation
Center Development and Expansion section of this Report.
The detailed P & L Summary with all revenue and expense categories for both Management
options is included in the next nine pages. These P & L Summaries also include the annual
growth in both Revenue and Expenses.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
35
36
37
38
39
A B C G H I J K L
Membership Scenario #2
NOTES:*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,342,698$ 1,767,017$ 1,853,709$ 1,944,063$ 2,039,660$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals 0 0 0 0 0 0
Special Events & Function Space Rentals 0 21,000 28,000 28,840 29,911 31,065
Therapy, Rehab, Health Use 0 0 0 0 0 0
Memberships & Daily Use Fees 0 1,260,286 1,662,094 1,745,199 1,831,409 1,922,655
Retail and Vending Revenue 0 5,000 7,150 7,365 7,585 7,813
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0
School District and Partners 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
PROGRAM REVENUE -$ 296,024$ 406,157$ 445,246$ 495,247$ 517,873$
Education and Community Programming 0 5,500 10,500 10,815 11,248 11,698
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 65,000 70,550 73,372 76,307 79,359
Learn to Swim 0 154,524 208,607 239,899 281,686 295,770
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 6,000 9,000 9,360 9,734 10,124
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
TOTAL REVENUE -$ 1,638,722$ 2,173,174$ 2,298,955$ 2,439,310$ 2,557,533$
Projected Revenue Growth Rate 33%6%6%5%
Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Profit & Loss Summary
May 10, 2021
Existing Facility City Managed
1 of 3
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
65
66
67
68
69
70
71
72
73
74
A B C G H I J K L
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 515,905$ 1,859,962$ 1,952,592$ 2,035,846$ 2,120,662$ 2,221,809$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 44,000 45,320 46,680 48,080 56,522
Equipment and Supplies 239,514 139,000 144,010 146,170 148,395 150,687
Staff Wages & Salary & Benefits
Full Time Staff 137,708 609,500 639,975 671,974 705,572 740,851
Part Time Staff 15,500 457,600 480,480 504,504 529,729 556,216
Benefits and Payroll Taxes 58,183 335,320 352,086 369,690 388,175 407,584
Staff-Other Costs 3,000 9,500 9,738 9,981 10,230 10,486
Outside Services 15,000 16,000 11,150 11,335 6,525 6,720
General Office 11,500 88,411 107,184 110,708 114,356 118,206
Insurance 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 148,441$ 191,529$ 206,387$ 226,177$ 235,623$
Community and Educational Programs 0 2,700 4,700 4,826 4,999 5,179
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 30,900 33,453 34,751 36,101 37,505
Learn to Swim 0 69,101 89,886 102,042 117,988 123,412
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 3,160 4,390 4,692 5,025 5,394
Program Staff-Miscellaneous 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 7,500 6,000 5,000 5,000 5,000
TOTAL OPERATING EXPENSES 515,905$ 2,008,403$ 2,144,121$ 2,242,233$ 2,346,839$ 2,457,432$
Projected Expense Growth Rate 7%5%5%5%
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS TOTAL OPERATING EXPENSES 515,905$ 2,158,403$ 2,301,621$ 2,407,608$ 2,520,483$ 2,639,758$
2 of 3
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
104
105
106
107
108
A B C G H I J K L
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
NET OPERATING REVENUE (DEFICIT)(515,905)$ (369,682)$ 29,053$ 56,722$ 92,471$ 100,102$
Not Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%82%101%103%104%104%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (885,587)$ (856,534)$ (799,812)$ (707,341)$ (607,240)$
NET GROSS OPERATING REVENUE (DEFICIT)(515,905)$ (519,682)$ (128,447)$ (108,653)$ (81,173)$ (82,224)$
Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%76%94%95%97%97%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,164,034)$ (1,272,687)$ (1,353,860)$ (1,436,084)$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997
Capital Accumulation Year 15 1,265,362
Capital Accumulation year 20 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)515,905$ 2,158,403$ 2,361,621$ 2,477,608$ 2,600,483$ 2,722,158$
GRAND TOTAL REVENUE (DEFICIT)(515,905)$ (519,682)$ (188,447)$ (178,653)$ (161,173)$ (164,624)$
COST RECOVERY 0%76%92%93%94%94%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,224,034)$ (1,402,687)$ (1,563,860)$ (1,728,484)$
3 of 3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
33
36
37
38
39
40
41
A B C G H I J K L
Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,336,903$ 1,561,440$ 1,634,173$ 1,709,872$ 1,790,042$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals 0 0 0 0 0 0
Special Events & Function Space Rentals 0 18,000 24,000 24,720 25,668 26,652
Therapy, Rehab, Health Use 0 0 0 0 0 0
Memberships & Daily Use Fees 0 1,181,491 1,385,017 1,454,268 1,525,932 1,601,904
Retail and Vending Revenue 0 6,000 7,650 7,880 8,116 8,359
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0
School District and Partners 0 75,000 75,000 75,000 75,000 75,000
Miscellaneous 0 0 0 0 0 0
PROGRAM REVENUE -$ 120,639$ 186,162$ 200,701$ 219,024$ 228,673$
Education and Community Programming 0 7,000 13,000 13,390 13,926 14,483
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 0 0 0 0 0
Learn to Swim 0 48,639 65,662 75,511 88,827 93,268
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 0 0 0 0 0
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
TOTAL REVENUE -$ 1,457,541$ 1,747,602$ 1,834,874$ 1,928,896$ 2,018,715$
Projected Revenue Growth Rate 20%5%5%5%
Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Profit & Loss Summary
May 10, 2021
Existing Facility Hybrid Management Model
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic
Partnership
1 of 3
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
66
67
68
69
70
71
72
73
74
75
A B C G H I J K L
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 437,255$ 1,532,351$ 1,617,475$ 1,687,915$ 1,761,280$ 1,848,308$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 43,000 44,290 45,619 46,987 55,397
Equipment and Supplies 210,514 67,000 72,010 74,170 76,395 78,687
Staff Wages & Salary & Benefits
Full Time Staff 108,958 494,500 519,225 545,186 572,446 601,068
Part Time Staff 13,500 348,400 365,820 384,111 403,317 423,482
Benefits and Payroll Taxes 46,283 267,480 280,854 294,897 309,642 325,124
Staff-Other Costs 2,000 4,750 4,869 4,990 5,115 5,243
Outside Services 11,000 64,831 73,656 77,066 77,643 81,395
General Office 9,500 81,760 94,101 97,071 100,137 103,376
Insurance 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 47,880$ 67,550$ 69,182$ 71,384$ 73,676$
Community and Educational Programs 0 3,300 5,700 5,856 6,070 6,293
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 1,000 1,000 1,000 1,000 1,000
Learn to Swim 0 4,750 4,750 4,750 4,750 4,750
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 0 0 0 0 0
Program Staff-Miscellaneous 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 3,750 3,000 2,500 2,500 2,500
TOTAL OPERATING EXPENSES 437,255$ 1,580,231$ 1,685,025$ 1,757,097$ 1,832,664$ 1,921,984$
Projected Expense Growth Rate 7%4%4%5%
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS OPERATING EXPENSES 437,255$ 1,730,231$ 1,842,525$ 1,922,472$ 2,006,308$ 2,104,310$
2 of 3
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
105
106
107
108
109
A B C G H I J K L
NET OPERATING REVENUE (DEFICIT)(437,255)$ (122,690)$ 62,577$ 77,777$ 96,232$ 96,731$
Not Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%92%104%104%105%105%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(437,255)$ (559,945)$ (497,368)$ (419,590)$ (323,359)$ (226,628)$
NET GROSS OPERATING REVENUE (DEFICIT)(437,255)$ (272,690)$ (94,923)$ (87,598)$ (77,412)$ (85,595)$
Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%84%95%95%96%96%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(437,255)$ (709,945)$ (804,868)$ (892,465)$ (969,878)$ (1,055,473)$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997
Capital Accumulation Year 15 1,265,362
Capital Accumulation year 20 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)437,255$ 1,730,231$ 1,902,525$ 1,992,472$ 2,086,308$ 2,186,710$
GRAND TOTAL REVENUE (DEFICIT)(437,255)$ (272,690)$ (154,923)$ (157,598)$ (157,412)$ (167,995)$
COST RECOVERY 0%84%92%92%92%92%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(437,255)$ (709,945)$ (864,868)$ (1,022,465)$ (1,179,878)$ (1,347,873)$
3 of 3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
33
36
37
38
39
40
41
42
A B C G H I J K L M N O P Q R
Membership Scenario #2
NOTES:*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,342,698$ 1,767,017$ 1,853,709$ 1,944,063$ 2,039,660$ -$ 1,336,903$ 1,561,440$ 1,634,173$ 1,709,872$ 1,790,042$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729 -$ 20,000$ 30,000$ 31,500$ 33,075$ 34,729$
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398 -$ 36,412$ 39,773$ 40,806$ 42,082$ 43,398$
Competitive Event Rentals 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Special Events & Function Space Rentals 0 21,000 28,000 28,840 29,911 31,065 -$ 18,000$ 24,000$ 24,720$ 25,668$ 26,652$
Therapy, Rehab, Health Use 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Memberships & Daily Use Fees 0 1,260,286 1,662,094 1,745,199 1,831,409 1,922,655 -$ 1,181,491$ 1,385,017$ 1,454,268$ 1,525,932$ 1,601,904$
Retail and Vending Revenue 0 5,000 7,150 7,365 7,585 7,813 -$ 6,000$ 7,650$ 7,880$ 8,116$ 8,359$
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
School District and Partners 0 0 0 0 0 0 -$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
Miscellaneous 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
PROGRAM REVENUE -$ 296,024$ 406,157$ 445,246$ 495,247$ 517,873$ -$ 120,639$ 186,162$ 200,701$ 219,024$ 228,673$
Education and Community Programming 0 5,500 10,500 10,815 11,248 11,698 0 7,000 13,000 13,390 13,926 14,483
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 65,000 70,550 73,372 76,307 79,359 0 0 0 0 0 0
Learn to Swim 0 154,524 208,607 239,899 281,686 295,770 0 48,639 65,662 75,511 88,827 93,268
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0 0 0 0 0 0 0
Sport Team Programs 0 6,000 9,000 9,360 9,734 10,124 0 0 0 0 0 0
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL REVENUE -$ 1,638,722$ 2,173,174$ 2,298,955$ 2,439,310$ 2,557,533$ -$ 1,457,541$ 1,747,602$ 1,834,874$ 1,928,896$ 2,018,715$
Projected Revenue Growth Rate 33%6%6%5%-$ 20%5%5%5%
Variance of Hybrid Model vs. City Managed (181,180)$ (425,572)$ (464,081)$ (510,414)$ (538,819)$
Hybrid Management Model: Rec and Community Center Projections
May 10, 2021
City Managed Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Comparison: City Managed versus Hybrid Management Model
Profit & Loss Summary
1 of 3
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
68
69
70
71
72
73
74
75
76
77
78
79
80
A B C G H I J K L M N O P Q R
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 515,905$ 1,859,962$ 1,952,592$ 2,035,846$ 2,120,662$ 2,221,809$ 437,255$ 1,532,351$ 1,617,475$ 1,687,915$ 1,761,280$ 1,848,308$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 44,000 45,320 46,680 48,080 56,522 19,000 43,000 44,290 45,619 46,987 55,397
Equipment and Supplies 239,514 139,000 144,010 146,170 148,395 150,687 210,514 67,000 72,010 74,170 76,395 78,687
Staff Wages & Salary & Benefits
Full Time Staff 137,708 609,500 639,975 671,974 705,572 740,851 108,958 494,500 519,225 545,186 572,446 601,068
Part Time Staff 15,500 457,600 480,480 504,504 529,729 556,216 13,500 348,400 365,820 384,111 403,317 423,482
Benefits and Payroll Taxes 58,183 335,320 352,086 369,690 388,175 407,584 46,283 267,480 280,854 294,897 309,642 325,124
Staff-Other Costs 3,000 9,500 9,738 9,981 10,230 10,486 2,000 4,750 4,869 4,990 5,115 5,243
Outside Services 15,000 16,000 11,150 11,335 6,525 6,720 11,000 64,831 73,656 77,066 77,643 81,395
General Office 11,500 88,411 107,184 110,708 114,356 118,206 9,500 81,760 94,101 97,071 100,137 103,376
Insurance 5,000 10,000 10,300 10,609 10,927 11,255 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 148,441$ 191,529$ 206,387$ 226,177$ 235,623$ -$ 47,880$ 67,550$ 69,182$ 71,384$ 73,676$
Community and Educational Programs 0 2,700 4,700 4,826 4,999 5,179 0 3,300 5,700 5,856 6,070 6,293
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 30,900 33,453 34,751 36,101 37,505 0 1,000 1,000 1,000 1,000 1,000
Learn to Swim 0 69,101 89,886 102,042 117,988 123,412 0 4,750 4,750 4,750 4,750 4,750
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0 0 0 0 0 0 0
Sport Team Programs 0 3,160 4,390 4,692 5,025 5,394 0 0 0 0 0 0
Program Staff-Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 7,500 6,000 5,000 5,000 5,000 0 3,750 3,000 2,500 2,500 2,500
TOTAL OPERATING EXPENSES 515,905$ 2,008,403$ 2,144,121$ 2,242,233$ 2,346,839$ 2,457,432$ 437,255$ 1,580,231$ 1,685,025$ 1,757,097$ 1,832,664$ 1,921,984$
Projected Expense Growth Rate 7%5%5%5%7%4%4%5%
Variance of Hybrid Model vs. City Managed (78,650)$ (428,172)$ (459,097)$ (485,136)$ (514,175)$ (535,448)$
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS TOTAL OPERATING EXPENSES 515,905$ 2,158,403$ 2,301,621$ 2,407,608$ 2,520,483$ 2,639,758$ 437,255$ 1,730,231$ 1,842,525$ 1,922,472$ 2,006,308$ 2,104,310$
Variance of Hybrid Model vs. City Managed (78,650)$ (428,172)$ (459,097)$ (485,136)$ (514,175)$ (535,448)$
City Managed Rec and Community Center Projections Hybrid Management Model: Rec and Community Center Projections
2 of 3
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
114
115
116
117
118
A B C G H I J K L M N O P Q R
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
NET OPERATING REVENUE (DEFICIT)(515,905)$ (369,682)$ 29,053$ 56,722$ 92,471$ 100,102$ (437,255)$ (122,690)$ 62,577$ 77,777$ 96,232$ 96,731$
Not Including City Administrative Allocation
Variance of Hybrid Model vs. City Managed 78,650$ 246,992$ 33,524$ 21,055$ 3,761$ (3,371)$
COST RECOVERY (Direct Revenue & Expenses Only)0%82%101%103%104%104%0%92%104%104%105%105%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (885,587)$ (856,534)$ (799,812)$ (707,341)$ (607,240)$ (437,255)$ (559,945)$ (497,368)$ (419,590)$ (323,359)$ (226,628)$
Variance of Hybrid Model vs. City Managed 78,650$ 325,642$ 359,166$ 380,221$ 383,982$ 380,612$
NET GROSS OPERATING REVENUE (DEFICIT)(515,905)$ (519,682)$ (128,447)$ (108,653)$ (81,173)$ (82,224)$ (437,255)$ (272,690)$ (94,923)$ (87,598)$ (77,412)$ (85,595)$
Including City Administrative Allocation
Variance of Hybrid Model vs. City Managed 78,650$ 246,992$ 33,524$ 21,055$ 3,761$ (3,371)$
COST RECOVERY (Direct Revenue & Expenses Only)0%76%94%95%97%97%0%84%95%95%96%96%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,164,034)$ (1,272,687)$ (1,353,860)$ (1,436,084)$ (437,255)$ (709,945)$ (804,868)$ (892,465)$ (969,878)$ (1,055,473)$
Variance of Hybrid Model vs. City Managed 78,650$ 325,642$ 359,166$ 380,221$ 383,982$ 380,612$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997 742,997
Capital Accumulation Year 15 1,265,362 1,265,362
Capital Accumulation year 20 0 1,870,927 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$ -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)515,905$ 2,158,403$ 2,361,621$ 2,477,608$ 2,600,483$ 2,722,158$ 437,255$ 1,730,231$ 1,902,525$ 1,992,472$ 2,086,308$ 2,186,710$
GRAND TOTAL REVENUE (DEFICIT)(515,905)$ (519,682)$ (188,447)$ (178,653)$ (161,173)$ (164,624)$ (437,255)$ (272,690)$ (154,923)$ (157,598)$ (157,412)$ (167,995)$
COST RECOVERY 0%76%92%93%94%94%0%84%92%92%92%92%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,224,034)$ (1,402,687)$ (1,563,860)$ (1,728,484)$ (437,255)$ (709,945)$ (864,868)$ (1,022,465)$ (1,179,878)$ (1,347,873)$
City Managed Rec and Community Center Projections Hybrid Management Model: Rec and Community Center Projections
3 of 3
Page 50 of 72
Budget Line Item Detail
Supporting the P & L Summaries the detailed Budget Line Item Detail spreadsheets are included
in Appendix C. These cost and revenue center budget worksheets include pre-opening expenses
prior to the re-opening of the Recreation Center in Year Zero. For budgeting purposes Year One
begins with the re-opening of the facility and subsequent years correspond to the year in operation.
These years to do not correspond to the City Fiscal Year or a calendar year. The budgets can be
updated to correspond with the City Fiscal Year when an opening date is determined.
The budget worksheets also include a comment column providing detailed comments for specific
line items. These worksheets also include color highlights of specific line items identifying the
following:
Items to Review in the Next Steps phase
Potential for reduced costs
Potential for increased costs
Potential for increased revenue
The full budget detail supporting the P & L Summary for the two Management options are
included in Appendix C as follows:
APPENDIX C: Budget/Operating Analysis
#C2 City Managed Model Budget Line Item Detail
#C2a Facility Revenue
#C2b Program Revenue
#C2c Operational Expenses
#C2d Program Expenses
#C2e Program Profit Analysis
#C3 Hybrid Management Model Budget Line Item Detail
#C3a Facility Revenue
#C3b Program Revenue
#C3c Operational Expenses
#C3d Program Expenses
#C3e Program Profit Analysis
Page 51 of 72
FUTURE LONG TERM RECREATION CENTER
DEVELOPMENT AND EXPANSION
Future Long Term Development and Expansion of the Recreation and Community Center focus on
several key areas. See the Strategic Overview section of this Report for discussion of the
underlying strategy.
Plan for future growth in City and regional population
Plan for future program, membership, and use growth
Address current needs identified
o Court Space
o Community function and meeting space
Provide support for differentiating themes for the Recreation and Community Center
o Outdoor Sports and Activities
o Sport Center (court complex)
The expansion of the Outdoor Sports and Activities and the Sport Center lend themselves to
partnership development, outside investment, and outside program providers.
Outdoor Sport Center
The existing facility has a small playground attached to the building. Space exists on the City
owned site to not only support expansion of the building but to provide for the utilization of
additional space to create outdoor sport activities that are unique to the City and the area. These can
also link to classes and activities inside the current and future Rec and Community Center. An
“Outdoor Sports Center” can include the following:
Expanded child and youth playground
Outdoor fitness course
Ropes course
Trail link to nearby park areas
Dog Park
The Outdoor theme can be connected to indoor activities that teach and support outdoor sport and
lifestyle activities, such as:
Kayak, Paddleboard classes in the lap pool
Climbing Wall/Gym included in expansion of facility
Outdoor recreation activities built into year round youth camps and community classes
The Outdoor Sport and Activity theme can be a cost effective way to enhance the differentiating
elements of the Lino Lakes Recreation and Community Center as well as enhancing the financial
sustainability of the Center and creating unique programming for the City and its residents.
The cost projections vary greatly for each potential component of these outdoor facilities,
depending on design and elements. Costs can be in the $50,000 to $150,000 for outdoor fitness
courses and the compact ropes courses can range from $100,000 and up much higher. The Ropes
Course could link to the climbing wall partner linked to the Sports Center.
Page 52 of 72
Examples of Potential Outdoor Opportunities
Outdoor Fitness Stations: Can Connect To Trails
Compact Rope Courses and Team Building
(Youth and Adults)
Sand Volleyball Dog Park
Page 53 of 72
Sport Center Court Complex
The analysis of the existing facility as well as facilities in Lino Lakes and the wider area have
identified a significant lack of good centralized and flexible court sport facilities; including
basketball, volleyball, and pickleball in particular. The local School Districts have a large number
of gyms and courts but they are spread throughout the schools and often are limited use joint
facilities such as school cafeterias and function spaces that double as courts as needed. There is no
facility in the area that can support tournaments and training for these sports as well as provide an
engine for sports tourism and economic impact.
Most importantly, a court sport center can provide the facility framework for outdoor sport facilities
and the addition of critical community fitness facilities at the Rec and Community Center. These
elements all combine a strong revenue stream that can actually create a profit center for the overall
Recommended features include the following:
Recommend 6 x full size basketball courts
o Can accommodate:
10 volleyball courts
Large number of pickleball courts
o Sub-dividable to create sport specific area court spaces
Support amenities for training and tournaments
o Can expand training areas pending increasing capacity needs in overall facility
workout, fitness, and training spaces
o Expanded and enhanced meeting and flexible function spaces that can not only
support events and use in the Court Center but can provide additional flexible
community meeting and function spaces as the community element of the Center
continue to expand
Features supporting the Outdoor Sport Center and overall fitness facilities
o Indoor walking/running track
One of the most requested fitness features that the existing facility lacks is an
indoor walking track
Building a court facility likes this provides the structure for inclusion of a
large second level walking track surrounding the courts.
Adding a walking track to the existing building or as a separate new
facility is cost prohibitive.
Adding the walking track to a new court addition is very cost
effective with the space, height and structure in place as part of the
new Court Sport addition
o Climbing Wall or Gym
A large climbing wall with appropriate height is very costly to build on its
own. Incorporation into a new Court Sport addition provides the height and
structural framework to create a much more cost effective climbing wall
addition than a standalone structure.
Further enhancing the potential for this differentiating element is the potential of a private
investment interest in the north suburbs looking to partner with a community to develop such a
facility.
Page 54 of 72
Estimated Cost Projections
Estimated Costs of the Sport Center addition (2021 dollars)
o Court complex: $9,000,000 to $12,000,000
Depends on a large number of variables in design, materials, and supporting
spaces
o Indoor Walking Track: $500,000 to $750,000
When combined with Sport Center construction
o Climbing Wall: $500,000 to $750,000
When combined with Sport Center construction
Examples of Sport Center or Court Sport Center
(Basketball, Volleyball, Pickleball)
Page 55 of 72
Additional Differentiating Features in Sport Center
Elevated Walking Track around Gym
Climbing Wall Incorporated into Sports Center
Page 56 of 72
Additional Meeting and Function Space
As part of the Sport Center Expansion there is an option to include some additional meeting and
function space for the overall Recreation and Community Center. Additional space can help meet
current and future needs plus community program expansion and enhancements.
Enhancements as part of Additions and Future Upgrades
Page 57 of 72
POTENTIAL IMPACT OF COVID-19 PANDEMIC
The current COVID pandemic has had a very significant and undoubtedly a lasting impact on
aquatic and recreational facilities. The majority of current focus to date is on how to most safely
open existing facilities and how to begin operations and programming in a safe and healthy fashion
during the course of the pandemic. The aquatic and overall recreation and sport industry is also
trying to identify and develop facility, operation, and management long term changes that will be
part of a “New Normal” in the future. The future New Normal may include code updates and
requirements as well as non-code best practices. These New Normal elements will be in design,
operations, and programming elements, touching most aspects of new and existing facilities.
ISG has identified some of the most likely potential accommodations to address, prevent, and
mitigate future health challenges and crises. Keep in mind that these are not yet requirements but
that best practices may suggest some or all of these initiatives. We have tried to take into account
some added budget to support potential additional operating costs. These included the following.
Operational Elements
These are most relevant to the re-opening Lino Lakes Rec and Community Center
Increase staff and outside services costs
o Added custodial staff and time for enhanced cleaning and disinfecting
o Added outside services for potential staff, user, and facility testing and cleaning
o Potential added front desk/access point control and staffing for potential screening
and monitoring
Staff training and safety costs
o Additional staff and management training on handling and management of health
emergencies (beyond current First Aid, CPR, AED) and new standard practices
o Additional Personal Protective Equipment (PPE) for use by staff as needed
System Operations
o Enhanced air handling and HVAC systems, including addition of HEPA filters and
other air quality controls
o Increase requirements for outside replacement air exchange in system
NOTE: Source capture exhaust system discussed in this report would be a
major advantage in this process
o Potential increase in pool water turnover rate (although COVID does not live in
chlorinated water, this may be a broader concession to future health crises)
NOTE: The projected design and costing in the report include all the state of
the art water mechanical and purification systems that currently exist and are
recommended for optimum health conditions.
Develop inside traffic and circulation patterns that encourage social distancing and
eliminating bottle necks
Development of updated emergency action plans to address future contagious health issues
and threats
Change in overall code bather and user capacity load calculations
Page 58 of 72
Design Elements
These elements are not relevant currently to the Center, but will be in the future for any expansion
or addition.
Potential increase in code space requirements concerning deck, changing rooms, locker
rooms and other common spaces based on lower user capacities/square meter.
Increased design and cost for increased separation or partitioning in common areas,
particularly locker rooms, changing areas, and restrooms
Incorporate more robust and higher capacity HVAC and dehumidification systems
o See operational note above
o Potentially include new UV and Bipolar Ionization air purification systems
o In July he ASHRE (the American Society of Heating, Refrigerating and Air
Conditioning Engineers) Epidemic Task Force has issued new air purification and
HVAC safety recommendations to address the current and minimize future
contagious illness and pathogen circulation in indoor air systems
New products for facility safety and cleanliness are already coming to market. It will be
important to continue to be award of new technologies relevant to existing and new aquatic,
sport, and recreational facilities.
Renovation
Renovation considerations are relevant to the Center as systems replacement or other renovation
take place over the next several years.
Consider upgrading pool water mechanical systems at existing pools earlier than dictated by
projected life expectancy
o Added advantage of achieving operational cost savings and increased efficiency in
addition to the higher levels of water quality and cleanliness
o Relevant to the BAC/Odle analysis and renovation plan
Review current HVAC system to identify potential upgrades and inclusion of air purification
systems
When reviewing potential renovation of locker rooms, changing rooms, and common lobby
space take spacing and partitions into account based on the latest recommendations at the
time of renovation
Page 59 of 72
PROJECT TIMELINE and NEXT STEPS
Re-Opening Timeline
The potential re-opening date for the Recreation and Community Center is still to be determined.
Following is a timeline working back from the re-opening date. This timeline includes key staff
hiring, marketing, program development, development and negotiations with key program and
management partners/providers, physical facility needs, and other action items.
Six Months Prior to Opening
Approval to move forward with re-opening
Identification of and initial discussions with potential program providers/partners or
management entities
o Identify key milestone dates for potential partners
Develop Org Chart for facility management model
Start search for Facility Manager
Five Months Prior to Opening
Hiring of Facility Manager
Negotiations with potential program providers/partners
Initial media campaign
Determine any facility maintenance needs or “sprucing up” options
Four Months Prior to Opening
Finalize program providers/partners or management entities as appropriate
Begin purchasing of equipment, furniture, etc. needed for opening
Hiring of Membership/Customer Service Manager
Develop Membership model and fees
Development of Recreation and Community Center marketing materials
Begin planning for Grand Opening
Three Months Prior to Opening
Launch Membership Campaign
Hiring of Facility Operations/Maintenance Manager
Begin recruiting part-time staff
Develop all necessary Emergency Action Plans, operations, management documents,
procedures and manuals
Two Months Prior to Opening
Hiring all employees (actual employee start dates closer to opening)
Pool fill and start-up
o Allowing time to identify any operational issues
Building full functional
Community Open Houses and Rec Center tours and promotion
o Link to membership drive
Page 60 of 72
One Month Prior to Opening
Facility and Program Staff training
Rehearsals and dry-runs of all programming and procedures
Can select specific areas of building for pre-opening programming or use as appropriate
o Can pull earlier if building is ready
Potential for soft early opening
Opening
Soft Opening
Grand Opening (usually 3-4 weeks following soft opening)
Factors Affecting Timeline
Any unexpected facility surprises
Timeline in developing partner and program providers
o Any specific key milestones for their programs, marketing, or business
Suitability of actual opening date
o Coordinated with key community/school timelines
o Other considerations
Difficulty in finding staff
Other?
Next Steps
Next Steps will be developed in conjunction with City Leadership and Management. Key decisions
include:
Determination of Membership Model
Determining of Management Model
Ongoing review and refinement of Budget Model
Funding model for pre-opening costs
Funding model for annual operating deficit
Identification of target opening date
Fine tune workback schedule based on target opening date
Page 61 of 72
KEYS TO SUCCESS AND FACTORS IN FAILURE
The common perception of pools is that they always lose money and cannot operate in a reasonable
financially sustainable model within public budgets without excessive costs or subsidies from
public entities, taxpayers, or outside entities. Throughout this Report there have been many
references to best practices, enhanced revenue opportunities, and operational cost savings
opportunities. To further understand how a new Lino Lakes Rec and Community Center can
succeed, it is important to understand the best practices of facilities that succeed and the reasons
behind failed or underperforming pools. This Section of the Report builds on the elements of
previous Sections to present a summary of Keys to Success and Factors in Failure. The Risks of
Failure are general obstacles facing all facilities and are not specific conce rns for the City of Lino
Lakes. These factors are broken down into several key areas:
Management
Programming
Design
Financial Management
DEFINITION OF SUCCESS and SUSTAINABILITY
The definition of success and financial sustainability is different for each facility and community,
depending on the public and partner goals of the facility. An important element for the planning
process of a new Lino Lakes Rec and Community Center and understanding what success means to
the City of Lino Lakes and any partners. Throughout this report ISG has identified needs and
opportunities for all the elements of the community and discussed best practices to optimize
programming and the financial model. The financial operating analysis in this report and project
operating deficits and cost recovery. To help define success and related goals and objectives for the
Rec and Community Center it will be important for Lino Lakes Staff and Financial Staff to identify
an acceptable cost recovery target to maintain the Rec and Community Center and successfully
meet budget goals. This City process will need to include balancing cost recovery with City
mission to provide affordable facilities, access, and programs for all residents of Lino Lakes. These
Keys to Success and Factors in Failure include both general and specific elements relevant to the
proposed Rec and Community Center.
MANAGEMENT
The management of the facility is the single most important key element in the success of a Rec and
Community Center. The management must be proactive in its programming and marketing
approach and adopt an entrepreneurial approach to the business of the Rec and Community Center.
The ISG Study assume that the City of Lino Lakes would be managing the Rec and Community
Center but the Keys to Success and Factors in Failure apply to all potential Rec and Community
Center management and operational models.
Page 62 of 72
Lino Lakes Rec and Community Center Facility Manager Position
Keys to Success
In the case of Lino Lakes ISG recommends the Facility Director Position oversee all the
facility programing in the Lino Lakes Rec and Community Center.
Critical to have significant experience in this position in running facilities that have a full
range of programming for both the dry side and the wet side with specific financial and
operating goals and metrics
o Expertise in developing, marketing and executing a wide range of programs
o Experience in developing and managing overall facility budgets
o Network and membership in key facility safety, fitness, and management
professional organizations and regular attendance at conventions and camps to
maintain up to date knowledge of new trends in Rec and Community facility and
program management
o Experience in marketing, sponsorship, advertising as it relates to generating support
for the Rec and Community Center and its programs
o Ability to work closely with the community, civic entities, interest groups, and the
philanthropic community to generate maximum support for the operations and
programming of the Rec and Community Center
o Experience in operating and maintaining a significant Rec and Community facility
The Facility Manager position should ideally begin six to twelve months in advance of the
opening of the center.
o Build new programs
o Expand and enhance existing programs
o Obtain commitments and contracts from users and partners
o Identify thresholds for initial year and beyond for programs and user/partner
agreements
o Launch marketing of the Center programs
o Build staff structure and develop training program for staff prior to opening
o Funding for this is part of the Year Zero or Project Capital expenses
o Develop job descriptions, identify quality candidates, and begin to staff the Center
Risks for Failure
Traditional experience in subsidized community parks and recreation facilities where
marketing and entrepreneurial initiatives are not encouraged or rewarded
Lack of strong programing, facility, and activity experience
Limited business management background
Lack of clear and measureable facility program, use, and revenue goal, objectives, and
metrics
Lack of clear management accountability linked to the goal metrics
Lack of strong community engagement, partnerships and establishment of ongoing
community opportunities
Rec and Community Center Plan
The Feasibility Study includes funding and support for the Facility Manager, with the
Director responsible for all Rec and Community programs and facilities.
o Salary level is robust enough to attract top regional level qualified candidates
Page 63 of 72
Travel budget is included to allow key management to attend conferences and for continuing
professional development
Hires six to nine months in advance
Program Management (Coordinators and Supervisors)
Keys to Success
Very important to have a strong and experienced program management team on board.
Also important to include experience and responsibilities for marketing the programs-it is
not just build it and they will come!!
Adaptability to new programming opportunities and regular evaluation of existing programs
Network and membership in key aquatic safety, fitness, and management professional
organizations and regular attendance at conventions and camps to maintain up to date
knowledge of new trends in Rec and Community facility and program development, trends,
and management
If funding allows these positions should be filled three to four months prior to opening, but
this role is often filled by the overall Facility Director initially. Bringing new program
management on board can be coordinated with the growth and expansion of existing Lino
Lakes programming at the Rec and Community Center
o Allows the coordinators and supervisors to have role in hiring and developing
program staff
Important to have experience in training and certifying part-time instructor, lifeguarding,
Fitness and other program staff
It may be more effective to have specific program coordinators part time linked to key
programs like learn to swim, aquatic fitness, fitness, camps, etc.
o May be head instructor with a an additional stipend for management responsibilities
Risks for Failure
Inexperience in starting up programs or growing programs
Lack of involvement in the Recreational professional world and not remaining current in
trends and developments in programming
Lack of personal hands on experience in actually running and teaching in programs
Lack of quantifiable and subjective goals and accountability in building and marketing the
programs
Lack of funding and support for ongoing professional development and training
Insufficient resources to support programming
Marketing and Membership
Keys to Success
Experience in marketing and promoting all aspects of facility
o Programs
o Membership
o Sponsorship and Advertising
o Supporting and promoting competitive and special events
o Community relations
o Donor relations (usually led by Facility Director)
Experience in Customer Service-understanding the importance of Customer Service
Page 64 of 72
Ability to train part-time front desk and customer service staff
Resources to support marketing efforts
Ability to coordinate with overall City, School District, and other partners’ marketing and
informational platforms and community outreach programs
Entrepreneurial approach to marketing and membership
Establishment and accountability for quantifiable goals
Risks for Failure
Assuming that “If you build it they will come!”
Lack of staff and resources focused on marketing, membership, and customer service
Absence of clearly defined goals for program participation and membership and ongoing
tracking of metrics
Staff inexperience in facility, program, and membership marketing and
sponsorship/advertising solicitation
Rec and Community Center Plan
o Center budget includes the following positions
o Marketing and Membership Coordinator
o Customer Service Coordinator
Marketing and advertising budget for facility and programs included in budget analysis
Facility Maintenance Staff
Keys to Success
Specific maintenance team along with cross training from other City staff positions for Rec
and Community Center
o Full-time positions increase accountability for the successful operation and
maintenance of a facility
o Cross training in a smaller Rec and Community Center offers opportunities to be
sure everything can be maintained and serviced properly when a particular staff
member needs time off or goes on vacation
o Limiting need for outside services with no vested interest in facility
Maintenance team with some Rec facility experience
Certified pool operators to cover both pools throughout the week, weekends and during
when a particular CPO is not available
Regular preventative and pre-emptive maintenance
Dedicated custodial team for Rec and Community Center
Learning from other comparable facilities’ best practices; participation in and investment in
education and latest maintenance trends
Risks for Failure
Over reliance on outsourced services
Lack of Rec and Community specific facility maintenance experience
Cost cutting on maintenance staff and routine preventative maintenance
Failure to develop long term Capital maintenance and replacement reserve fund
Page 65 of 72
Rec and Community Center Plan
Robust in-house maintenance staff
o Maintenance Foreman: Hired 3 months in advance of opening
o Aquatic Certified Pool Operator: Hired 1 month in advance of opening
o Full-time custodial and maintenance staff
Annual budget set aside for long term Capital Maintenance and Replacement Fund
Instructors and Support Staff
Keys to Success
Instructors, teachers, front desk/reception staff, building supervisors and other key staff that
interface with the public should be well trained and compensated.
Important to have training and retention programs to attract and keep well trained fitness,
recreation, learn to swim, aquatic fitness, and other instructors
o Don’t necessarily expect to pay minimum wage!!!
o Collaborate with School District to create programs that attract students or program
graduates to become instructors and other staff
Understanding of their importance to the overall success of the facility
o Understanding and adopting the basics of customer service and communication
o In most cases, these individuals are the most important “face” of the facility that will
interface and engage with the Lino Lakes Rec and Community users and customers
Risks for Failure
Lack of potential staff pool to draw from
High turn-over rate/lack of retention
Inadequate training in their specific jobs and in overall facility procedures and customer
service
o It is very important that all staff understand overall facility goals and operations, not
just their specific area
Lack of understanding of their impact on the success of the overall facility
Rec and Community Center Plan
Budget includes very competitive hourly wages for all part-time positions, especially the key
public facing positions such as fitness, instructors, lifeguards, and front desk staff.
o Provides flexibility in wages to attract staff for difficult day hours, aid recruitment,
and reward retention
Staff development and training funding included in budget
Potential to provide training and certification classes and programs in conjunction with local
school curricula
Overall Management Elements
Keys to Success
Professional outfitting and branding of all staff (in and out of the activity areas)
Clearly defined goals and objectives
o Program participation
o Use
o Revenue
Page 66 of 72
o Expenses
o Accountability
Clearly developed safety, emergency, operational, and maintenance procedures and manuals
o Includes education and rehearsal of all staff in these elements
o Development and incorporation of health crises/pandemic response and procedures
into new emergency and operating procedures and manuals
Regular management and staff meetings
o Program and schedule
Key user group interaction and input
Cleanliness and well maintained common areas
Continuing education and training
Management and Staff accountability
Risks for Failure
Failure to execute all of the above
Rec and Community Center Plan
Budgeting for staff outfitting and recognition
o Includes promotion of staff certifications, memberships, and training in a visible
manner.
Travel and Staff Development budgeting
Incremental marketing budget beyond just existing Parks and Recreation website and
brochures. Utilize social media and new communication platforms to reach all
demographics.
Focus on low income and community segments that do not have access for staffing,
programming opportunities and awareness.
PROGRAMMING
Keys to Success
Full range of programs for the entire community
Introduction of new programs and trends as regular updates of existing program curriculum
Focus on low income or demographics with no Rec experience or access
Development of program partners including school district, community groups, healthcare
providers, and outside program providers as appropriate
Scheduling to allows for all potential program participants and target demographics
o Early morning before work
o During the school day
o Lunch hour specific programs
o After school programs
o After work programs
o Evening after family dinner or “kids are settled”
Progressive programs
o Clear and smooth transitions from one program to the next level
Fitness
Exercise
Learn to Swim
Page 67 of 72
Pre-Team
Masters
Aquatic fitness
Full range of intensities, abilities, and transition programs
Cross training
Therapy/Rehab transitioning to mainstream regular fitness classes
Etc.
Development of program partners
Concurrent programming
o Access to different programs throughout the day
o Program access during prime time
o Programs that serve both youth and adult for optimized family usage
Marketing of programs
Risks for Failure
Weak or poorly trained instructors
Lack of program integration and progression
Inappropriate times for different user groups
Lack of concurrent program scheduling
Lack of responding to the demands or needs of user groups or developing programs that
attract new user groups
Rec and Community Center Plan
Feasibility Study identifies a wide range of new program and recreational opportunities
Potential schedule matrix allocates programs across all facilities to best use the strengths of
each facility
Schedule matrix opens up significant time for use across multiple programs at peak times
during the day
o Classes before, during and after the work and school day for all
o Significantly increase open recreation and family time for pool and facility use
Schedule matrix maximizes opportunity for concurrent programming
FINANCIAL MANAGEMENT
Keys to Success
Business oriented management practices and financial management
Budget development based on facility management and best practices
o Budget tracking to enable analysis of all costs of all specific programs
o Increased visibility of all program related costs and revenue for better program
development and accountability
o Requires tracking revenue, participation, trends, and expenses for each specific
program
Develop program fees, usage fees, and rental rates to best combine goals of City:
o Accessible and affordable to all residents and users
o Help support local youth, adult, and disabled sport and activity programs
o Provide revenue to help offset Rec facility and program operating costs and improve
Cost Recovery
Page 68 of 72
o Investment in programming and staffing that targets underserviced constituencies
and addresses past inequities in programming
Identifying, developing, and optimizing program and facility funding options and potential
o Grants
o Corporate support
o Partnership funding opportunities
o Advertising and Sponsorship
Cash and financial support
Product and services Value-in-Kind (VIK) donations
o Community support
o Private philanthropy as needed
Develop a budgeting plan or reserve fund for long term capital replacement and maintenance
for future repairs, component replacement, and other unexpected financial costs.
Risks for Failure
Failure to build sufficient cash reserve or long term replacement fund or plan for future
equipment replacement or capital facility repair
Failure to develop fee structure appropriate for market and meeting overall facility financial
and program objectives
o Market rates
o Appropriate discounts for residents, members, etc.
o Analysis of revenue needs
Failure to invest sufficiently in key success factors
o Marketing
o Key management positions
o Staff training and development
o Air handling and Water handling technology and system
Rec and Community Center Plan
The initial framework for these Financial Keys to Success have been incorporated in the ISG
Study.
Page 69 of 72
CONCLUSION
The Lino Lakes Recreation and Community Center Analysis identified strong potential and
opportunity for the re-opening of the former YMCA as a Line Lakes Recreation and Community
Center. The new Rec and Community Center can provide expanded community programming as
well as meeting the City resident recreation and fitness needs and creating new opportunities better
than the former YMCA. The Rec Center can provide greater access for residents at more
reasonable membership, use, and program costs than the former YMCA.
The Study also identified key areas of opportunity for future expansion of both the indoor and
outdoor facilities and components of the existing facility.
Following are key conclusions of the Study.
Strategic Opportunities
The Rec Center is well positioned to meet current City needs and growth for the next five to
ten years.
The Rec Center further has the opportunity to expand its facilities and programs, with the
following strategic goals
o Meet long term population and user growth well beyond ten years
o Create unique facilities in the market that make the Rec Center a destination in select
areas to support the long term financial sustainability of the Rec Center
o Develop specific themes related to the creating of the destination facility
Analysis of Existing Facility
The current facility was very well maintained by the YMCA and there are no readily apparent
significant maintenance issues that create an expensive barrier to re-opening.
There are several energy savings upgrades to new technology for the pool mechanical system that
can be made in the next several years to significantly reduce the operating costs of the pools.
Programming Analysis
The programming at the former YMCA was a very traditional YMCA model. A re-opened Rec
Center will have opportunities to enhance and expand programming in several key areas:
Aquatics
o Enhanced swim lesson programs with better student:teacher ratios and more class
scheduling options
o Expanded aquatic fitness programs addressing a wider range of age and intensity
offerings throughout the day and evening
o Increased aquatic therapy and rehab opportunities through outside program providers
o Increased lap swim time
o Greater use of concurrent programming in the pools, making better use of time and
space
Fitness programs
Page 70 of 72
o Expand fitness options with broader range of programs and specialty classes,
including incorporation of highly trained outside instructors
o Use of gym space for larger fitness classes and events
o Future expansion should include an indoor walking track as part of a Sport Court
facility addition
Special Needs and Adaptive PE
o Expand community based aquatic and dry-side special needs and adaptive PE
programming and support services
Sport Programs
o The small gym size will continue to limit the potential for youth and adult team and
league programs
o Increased court space in a multi-court addition is a major need for future expansion
Community Programs
o The potential exists for expanded community programming through the City and
community organizations, utilizing the current meeting space at the Rec Center
o Programs can include:
Senior Programming
Educational and Activity classes
o Expanded community meeting spaces is a strong need for future expansion
Membership Analysis
The Study reviewed several membership scenarios. The best membership model scenario targeted
membership rates for residents at approximately 60% of the equivalent rates for the area YMCAs.
This lower cost results in a larger number of overall members. The membership model also
included daily drop in and multi-visit passes as well as a wide range of membership options. The
membership model also included a 20% premium for non-residents of Lino Lakes.
Facility Management Models
The Study explored three Rec Center management options:
Entirely City managed
Hybrid Management Model
o Outside management and program providers for selected components of the Rec
Center
Fully managed by outside management group
Both the City managed and the Hybrid Model are feasible. The fully outside group management
model would not be feasible or successful in meeting City goals of financially accessible
membership and use models or overall revenue generation.
The Hybrid Model as several key advantages of the City Managed Model.
Much lower start-up costs
Faster ramp-up at opening and initial revenue and membership generation
Existing readymade membership base with existing program following
Wider range of programming options and expertise
The two areas where partner program providers and management would be beneficial are:
Page 71 of 72
Fitness Programming and Management of fitness facility
Swim Lesson program partnership with Centennial School District Community Education
The Hybrid Model will reduce overall operating deficits by approximately $380,000 over the first
five years.
Financial Operating Budget Analysis
ISG used very conservative projections for revenue and expenses in developing the operating
budget projections. The Study detail identifies several areas where expenses can be further reduced
and revenue enhanced.
Even with the conservative nature of the projections the Recreation and Community Center achieve
a cost recovery of 92% of total expenses by Year Three in both management models. Beginning in
Year Three the average annual operating deficit averages between $150,000 for the Hybrid Option
to $170,000 for the City Managed Option. These expenses include an annual City Administrative
Allocation of over $150,000 for City support services. The expenses also include an annual
allocation to a Long Term Capital Replacement and Maintenance Reserve Fund to support projected
future facility maintenance and upkeep. This annual allocation begins at $60,000 in Year Two and
increases to over $80,000 by Year Four. Over the first twenty years of operation the Reserve Fund
accrues over $1,800,000 for Capital maintenance needs.
Future Rec Center Enhancement and Expansion
The Study identified several main areas for strategic Rec Center expansion and enhancement.
These include:
Sports Center
o Court Sport Center with 6 basketball courts that can configure to 10 volleyball
courts, multiple pickle ball courts and be sub-divided for great programming
flexibility
Can also attract sport tournaments and generate economic impact
Can be positive net revenue generator for the Rec Center
Potential for outside investor/managing partner for the project
o Climbing Wall/gym space
o Indoor walking track
Community meeting and function space
o Expansion of meeting and function space to support community programming or
organizational use
Outdoor Components
o Take advantage of available space on site for additional outdoor elements that
support and complement the indoor facilities of the Rec Center
o Outdoor fitness course/stations
o Ropes Course
o Sand volleyball court
o Dog park
Timeline
From the time that re-opening of the Recreation Center is approved and funded it will reasonably
take six months to prepare for re-opening. Key milestones in this timeline are the following:
Page 72 of 72
Hiring management and staff
Developing program providers/management in the Hybrid Option
Prepare the Rec Center for opening
Marketing the new Rec Center
Launch membership campaign
Bring the facility systems to operational status
Train staff
Prepare for opening
Overall, the Lino Lakes Recreation and Community Center can be a significant City asset providing
recreation, fitness, leisure, and community activities to a much wider range of City residents that
ever utilized the former YMCA.
Page 1 of 1
Lino Lakes Recreation and Community Center Analysis
APPENDIX INDEX
APPENDIX A: Programming
#A1 Learn to Swim Market Analysis and Comparisons
#A2 Learn to Swim Program Projections
#A2a City Managed Model
#A2b Community Education Partner Model
#A3 Aquatic Facility Scheduling Matrix
APPENDIX B: Membership
#B1 Membership Market Analysis
#B2 Membership Fee Structure, Scenarios, and Projections
APPENDIX C: Budget/Operating Analysis
#C1 Profit and Loss Summaries
#C1a City Managed P & L
#C1b Hybrid Management Model P & L
#C1c P & L Comparison
#C2 City Managed Model Budget Line Item Detail
#C2a Facility Revenue
#C2b Program Revenue
#C2c Operational Expenses
#C2d Program Expenses
#C2e Program Profit Analysis
#C3 Hybrid Management Model Budget Line Item Detail
#C3a Facility Revenue
#C3b Program Revenue
#C3c Operational Expenses
#C3d Program Expenses
#C3e Program Profit Analysis
APPENDIX D: Pools Operational and Mechanical Systems
APPENDIX A1--Swim Lesson Market Analysis
April 20, 2021
CLASS COST per YEAR SCHEDULE WATER
PROGRAM PROVIDER LOCATION SESSION COST 30 min.RATIO SESSIONS FACILITY TEMP COMMENTS
YMCA of the North Lino Lakes YMCA Group Lessons $39/Family member
or Full member
$6.50 5 or 6
to 1
Year Round Ave. = 84
Ranged
depends
on Y
Standard lesson rates throughout
system
Forest Lakes YMCA 7 x 30 min classes Per YMCA 2020 info
Member $ 55.00 $ 7.86
Non-Member $ 109.00 $ 15.57
Centennial School District Centennial High School 8 x 30 minute lessons $ 75 $ 9.38 5-6 to 1 Year Round 81-82°
Shoreview Rec Center 86°
6 x 40 minute Lessions
Resident $ 81 $ 10.13
Non-Resident $ 89 $ 11.13
Private: 6 x 30min
Resident $ 126 $ 21.00
Non-Resident $ 139 $ 23.17
Brooklyn Center Community Rec Center 84-85°
6 x 30 minute Lessions
Resident $ 60 $ 10.00 No resident discount
Non-Resident $ 60 $ 10.00
Private: 6 x 35min
Resident $ 120 $ 20.00
Non-Resident $ 120 $ 20.00
Brooklyn Park High School Pool 81-82°
6 x 30 minute Lessions Older kids increase to 40 min/lesson
Resident $ 63 $ 10.50
Non-Resident $ 77 $ 12.83
Private: 6 x 35min
Resident $ 133 $ 22.17
Lino Lakes Recreation Center
MARKET COMPARISON OF SWIM LESSON PROGRAMS
1 of 2 6/1/2021
APPENDIX A1--Swim Lesson Market Analysis
CLASS COST per YEAR SCHEDULE WATER
PROGRAM PROVIDER LOCATION SESSION COST 30 min.RATIO SESSIONS FACILITY TEMP COMMENTS
Non-Resident $ 133 $ 22.17
Foss Swim School Blaine, MN: 5+Miles 10-
12 minutes
Year Round Small-warm-
water shallow
pool
90°One of several locations in Twin
Cities
1 Class per week $84/month $ 22.00 Perpetual Monthly Billing
Private Lessons: 1 x 30
minute class/week
$300 $ 75.00
Semi-Private: 1 x 30 min
class/week
$160 $ 40.00
Anoka-Hennepin School District Roosevelt Middle
School, Blaine.
8 x 35 minute lessons $ 80 $ 8.57 6 to 1 Year Round 81-82 Red Cross Lesson Program: average
300 kids in program at any one time.
Year round docusing on weekends in
school year
Gold Fish Swim School National Franchise
First location opened in
MN in Oakdale: 25
miles/26-45 minutes
Year Round Small-warm-
water shallow
pool
90-92°Includes a one-time $25 registration
for an individual or $45 one-time fee
maximum per family. Perpetual
membership program.
National Franchise
locally owned
1 x 30 minute lesson per week,
billed monthly
Lesson-Group
Inludes 1 30 min
lesson/week
$84/month
$78.12 for 2nd child
$72.24 for 3rd child
$21 4 to 1
Lesson-Mini Group $110/month $28 3 to 1 NOTE: Some months will have 5
lessons/month: averages here are
calculated at 4 lessons/month
Lesson-Semi-Private $127/month $32 2 to 1
Lesson-Private $188/month $47 1 to 1
2 of 2 6/1/2021
APPENDIX A2a--Swim Lesson Projections: City Managed Facility
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
A B C D E F G
CITY MANAGED PROGRAM Items to Review Potential for upside growth
May 10, 2021
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Percent Growth Rate Used in Calculations 35%15%8%5%
Group Lessons-Youth, Children, Tots
Session: 8 x 30 minute classes/session Assume 8 classes/session just for
calculation purposes
Resident 720 972 1,118 1,207 1,268 Estimate at 60% of total lessons
Non-Resident 480 648 745 805 845 Estimate at 40% of total lessons
Member Potential to add this category in
future-driving memberships through
additional discount benefit.
Fee per Session
Resident $ 88 $ 88 $ 88 $ 96 $ 96 NOTE: Fee increase in Year 4.
Non-Resident $ 104 $ 104 $ 104 $ 112 $ 112
Member
Average cost per 30 minutes
Resident $ 11.00 $ 11.00 $ 11.00 $ 12.00 $ 12.00
Non-Resident $ 13.00 $ 13.00 $ 13.00 $ 14.00 $ 14.00
Member $ - $ - $ - $ - $ -
Youth Group Lesson Subtotal $ 113,280 $ 152,928 $ 175,867 $ 206,033 $ 216,335
Annual Group Lessons-Adult 6 x 45 minute classes per session
Resident 60 81 93 101 106
Non-Resident 40 54 62 67 70
Member
Fee per Session
Resident $ 99 $ 99 $ 99 $ 108 $ 108
Non-Resident $ 117 $ 117 $ 117 $ 126 $ 126
Member
Average cost per 30 minutes
Resident $ 11.00 $ 11.00 $ 11.00 $ 12.00 $ 12.00
Non-Resident $ 13.00 $ 13.00 $ 13.00 $ 14.00 $ 14.00
Member $ - $ - $ - $ - $ -
Adult Group Lesson Subtotal $ 10,620 $ 14,337 $ 16,488 $ 19,316 $ 20,281
Private Lessons Calculated as 4 x 30 minute private
lessons for session for calculation
purposes. Can also do singles or a
package of 8 lessons. Rates for all
ages.
Resident 96 130 149 161 169
Non-Resident 64 86 99 107 113
Member
Fee per Session (4 x 30 min private lesson)Calculated on 30 minute lessons. Also
offer 60 minute sessions depending
on age and skill level
Resident $ 128 $ 128 $ 128 $ 140 $ 140 Local market private lessons rates are
low for regional and national markets.
Most public facilities are now in $35
to $40 for resident/member private
lessons.
Non-Resident $ 144 $ 144 $ 144 $ 160 $ 160
Member
Average cost per 30 minutes
Resident $ 32.00 $ 32.00 $ 32.00 $ 35.00 $ 35.00
Non-Resident $ 36.00 $ 36.00 $ 36.00 $ 40.00 $ 40.00
Member
Lino Lakes Recreation Center
SWIM LESSON ANNUAL PROJECTIONS: Billing by Class
NOTE: Resident is Lino-Lakes resident. May include surrounding communities or School Districts with added
operational support.
1 of 2
APPENDIX A2a--Swim Lesson Projections: City Managed Facility
6
7
A B C D E F G
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
Private Lesson Subtotals $ 21,504 $ 29,030 $ 33,385 $ 39,704 $ 41,689
Semi-Private Lessons Calculated as 4 x 30 minute private
lessons for session for calculation
purposes. Can also do singles or a
package of 8 lessons.
Resident 60 81 93 101 106
Non-Resident 40 54 62 67 70
Member
Fee per Session (4 x 30 min private lesson)
Resident $ 88 $ 88 $ 88 $ 96 $ 96
Non-Resident $ 96 $ 96 $ 96 $ 104 $ 104
Member
Average cost per 30 minutes
Resident $ 22.00 $ 22.00 $ 22.00 $ 24.00 $ 24.00
Non-Resident $ 24.00 $ 24.00 $ 24.00 $ 26.00 $ 26.00
Member
Semi-Private Lesson Subtotals $ 9,120 $ 12,312 $ 14,159 $ 16,633 $ 17,465
Family Lessons & Specily Lessons May offer family and special lesson
groups. Not readily available in the
market but a differentiating program
for the future. Not factored in
initially. Special Needs lessons are
included in group lessons for now.
Resident
Non-Resident
Member
Fee per Session
Resident
Non-Resident
Member
Average cost per 30 minutes
Resident $ - $ - $ - $ - $ -
Non-Resident $ - $ - $ - $ - $ -
Member
Family Lesson Subtotals $ - $ - $ - $ - $ -
TOTAL SWIM LESSON REVENUE $ 154,524 $ 208,607 $ 239,899 $ 281,686 $ 295,770
TOTAL Youth Group Swim Lesson Sessions 1,200 1,620 1,863 2,012 2,113 Including Adults
TOTAL Estimated Unique Students in Youth
Group Lessons
480 648 745 805 845 Each student averages 2.5 sessions
per year
TOTAL Lino Lakes Resident Youth Group
Lessons
720 972 1,118 1,207 1,268
TOTAL Lino Lakes unique students in Youth
Group Lessons
288 389 447 483 507
Analysis of Lino Lakes Market Penetration Percent Population
Lino Lakes Population (2020 Projection)22,500
Percent of population under 10 years of age 18.0%4,050
Percent of population under 18 years of age 28.8%6,480
Number of Unique Lino Lakes students in lessons 447
Percent of Lino Lakes population under 10 years old taking lessons 11.0%
Uses Year Three for Market Penetration
Assume all students under 10 years old which is conservative.
There will be some older kids, but not many.
Percentage is actually lower since there will be some > 9 yrs old
2 of 2
APPENDIX A2b--Learn to Swim Projections Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
A B C D E F G
CENTENNIAL COMMUNITY ED PARTNERSHIP Items to Review Potential for upside growth
May 10, 2021
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Percent Growth Rate Used in Calculations 35%15%8%5%
Group Lessons-Youth, Children, Tots
Session: 8 x 30 minute classes/session Assume 8 classes/session just for
calculation purposes
Assume 30% increase in total lessons
when combined with existing
Community Ed Swim lesson program.
Resident 1,248 1,685 1,938 2,093 2,197 Estimate at 80% of total lessons:
Increased % resident when including
residents of Centennial School District.
Non-Resident 312 421 484 523 549 Estimate at 20% of total lessons
Member Potential to add this category in
future-driving memberships through
additional discount benefit.
Fee per Session
Resident $ 88 $ 88 $ 88 $ 96 $ 96 NOTE: Fee increase in Year 4. Rates
are increased from current $75
Community Ed Rate.
Non-Resident $ 104 $ 104 $ 104 $ 112 $ 112
Member
Average cost per 30 minutes
Resident $ 11.00 $ 11.00 $ 11.00 $ 12.00 $ 12.00
Non-Resident $ 13.00 $ 13.00 $ 13.00 $ 14.00 $ 14.00
Member $ - $ - $ - $ - $ -
Youth Group Lesson Subtotal $ 142,272 $ 192,067 $ 220,877 $ 259,473 $ 272,446
Annual Group Lessons-Adult 6 x 45 minute classes per session
Resident 104 140 161 174 183
Non-Resident 26 35 40 44 46
Member
Fee per Session
Resident $ 99 $ 99 $ 99 $ 108 $ 108
Non-Resident $ 117 $ 117 $ 117 $ 126 $ 126
Member
Average cost per 30 minutes
Resident $ 11.00 $ 11.00 $ 11.00 $ 12.00 $ 12.00
Non-Resident $ 13.00 $ 13.00 $ 13.00 $ 14.00 $ 14.00
Member $ - $ - $ - $ - $ -
Adult Group Lesson Subtotal $ 13,338 $ 18,006 $ 20,707 $ 24,326 $ 25,542
Private Lessons Calculated as 4 x 30 minute private
lessons for session for calculation
purposes. Can also do singles or a
package of 8 lessons. Rates for all
ages.
Resident 166 224 258 278 292
Non-Resident 42 57 65 70 74
Member
Fee per Session (4 x 30 min private lesson)Calculated on 30 minute lessons. Also
offer 60 minute sessions depending
on age and skill level
Lino Lakes Recreation Center
SWIM LESSON ANNUAL PROJECTIONS: Billing by Class
NOTE: Residency in partnership model include both Lino Lakes and Centennial School District residents.
1 of 2
APPENDIX A2b--Learn to Swim Projections Hybrid Management Model
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
A B C D E F G
Resident $ 128 $ 128 $ 128 $ 140 $ 140 Local market private lessons rates are
low for regional and national markets.
Most public facilities are now in $35
to $40 for resident/member private
lessons.
Non-Resident $ 144 $ 144 $ 144 $ 160 $ 160
Member
Average cost per 30 minutes
Resident $ 32.00 $ 32.00 $ 32.00 $ 35.00 $ 35.00
Non-Resident $ 36.00 $ 36.00 $ 36.00 $ 40.00 $ 40.00
Member
Private Lesson Subtotals $ 27,296 $ 36,850 $ 42,377 $ 50,234 $ 52,746
Semi-Private Lessons Calculated as 4 x 30 minute private
lessons for session for calculation
purposes. Can also do singles or a
package of 8 lessons.
Resident 104 140 161 174 183
Non-Resident 26 35 40 44 46
Member
Fee per Session (4 x 30 min private lesson)
Resident $ 88 $ 88 $ 88 $ 96 $ 96
Non-Resident $ 96 $ 96 $ 96 $ 104 $ 104
Member
Average cost per 30 minutes
Resident $ 22.00 $ 22.00 $ 22.00 $ 24.00 $ 24.00
Non-Resident $ 24.00 $ 24.00 $ 24.00 $ 26.00 $ 26.00
Member
Semi-Private Lesson Subtotals $ 11,648 $ 15,725 $ 18,084 $ 21,274 $ 22,338
Family Lessons & Specily Lessons May offer family and special lesson
groups. Not readily available in the
market but a differentiating program
for the future. Not factored in
initially. Special Needs lessons are
included in group lessons for now.
Resident
Non-Resident
Member
Fee per Session
Resident
Non-Resident
Member
Average cost per 30 minutes
Resident $ - $ - $ - $ - $ -
Non-Resident $ - $ - $ - $ - $ -
Member
Family Lesson Subtotals $ - $ - $ - $ - $ -
TOTAL SWIM LESSON REVENUE $ 194,554 $ 262,648 $ 302,045 $ 355,306 $ 373,071
TOTAL Youth Group Swim Lesson Sessions 1,560 2,106 2,422 2,616 2,746 Including Adults
TOTAL Estimated Unique Students in Youth
Group Lessons
624 842 969 1,046 1,099 Each student averages 2.5 sessions
per year
TOTAL Lino Lakes & Centennial Resident
Youth Group Lessons
1,248 1,685 1,938 2,093 2,197
TOTAL Lino Lakes & Centennial unique
students in Youth Group Lessons
499 674 775 837 879
2 of 2
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Rec Swim Team/Summer Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00 Cardio
5:30 Masters/ Lap 5:30 Fitness Open
6:00 Triathlon Lanes 6:00 Aquatic Open Classes Gym Meeting
6:30 6:30 Fitness Time Spaces
7:00 7:00 and Flexible Open
7:30 7:30 Personal Scheduling
8:00 Aquatic 8:00 Training Classes &
8:30 Fitness 8:30 More
9:00 Home School 9:00 Swim Senior Pickleball Seniors
9:30 Program 9:30 Lessons Program
10:00 10:00 Home Home
10:30 10:30 School School
11:00 Swim 11:00 Parents and Tots Open Gym
11:30 Lessons 11:30 Water Lessons
12:00 12:00 Aquatic
12:30 12:30 Fitness
1:00 Senior 1:00 Seniors Meeting
1:30 Program 1:30 Srs.Spaces
2:00 2:00 Special Needs Flexible
2:30 2:30 Adaptive PE Scheduling
3:00 After School 3:00 After School After Sch After School Classes &
3:30 Programs 3:30 Programs Programs Programs More
4:00 4:00 Special Needs
4:30 Club Swim Team 4:30
5:00 Outside Rental 5:00 Swim Open Gym
5:30 5:30 Lessons
6:00 6:00 OR
6:30 Aquatic Rec 6:30 Rec Programs
7:00 Programs 7:00 Open Recreation Pickleball
7:30 7:30 Leisure Swim
8:00 Masters/ 8:00 Outside
8:30 Triathlon 8:30 Court
9:00 9:00 Users
9:30 9:30 (Rentals)
10:00 10:00
10:30
Lino Lakes Recreation and Community Center
School Year: Weekdays
Stations or Recreation Features
Lap Pool
Depth: 3'6" to 5'
Community
Meeting
Function Space
Sub-Dividable
Warm-Water Spaces
May 17, 2021
Aquatic Programs
25 yards
Child
Watch
General Programming/UseFitness & Use Programs
Exercise
Half Gyms
GymLeisure/Wellness Pool
Depth: 0 to 4'6"
Cardio
Fitness
Room
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 Lap 5:00
5:30 Masters/Lanes 5:30
6:00 Triathlon 6:00 Cardio Open Open Meeting
6:30 6:30 Fitness Exercise Gym Spaces
7:00 7:00 Open Time Flexible
7:30 Aquatic 7:30 Aquatic Time Scheduling
8:00 Fitness 8:00 Fitness and Classes Classes Classes
8:30 8:30 Personal
9:00 Swim 9:00 Swim Training Open
9:30 Lessons 9:30 Lessons
10:00 10:00 Court
10:30 10:30 Rentals
11:00 11:00 Senior
11:30 11:30 Programs
12:00 Open 12:00 Open Open
12:30 Recreation 12:30 Recreation Time
1:00 Leisure Swim 1:00 Leisure Classes
1:30 1:30 Swim
2:00 2:00
2:30 2:30
3:00 3:00
3:30 3:30
4:00 4:00 Open Open
4:30 4:30 Exercise Gym
5:00 5:00 Time
5:30 5:30
6:00 6:00
6:30 6:30
7:00 7:00
7:30 7:30
8:00 8:00
8:30 8:30
9:00 9:00
9:30 9:30
10:00 10:00
10:30
Function Space
Stations or Recreation Half Gyms Sub-Dividable
Depth: 3'6" to 5'Depth: 0 to 4'6" Room
Community
25 yards Warm-Water Fitness Spaces Meeting
Lap Pool Leisure/Wellness Pool Cardio Exercise Gym
Child Watch
Lino Lakes Recreation and Community Center
School Year: Saturday
May 17, 2021
Aquatic Programs Fitness & Use Programs General Programming/Use
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00
5:30 5:30
6:00 Lap 6:00 Cardio Open
6:30 Lanes 6:30 Fitness Exercise
7:00 7:00 Rentals Open Time Open Open
7:30 7:30 Time Gym Space
8:00 8:00 and Rentals Rentals
8:30 8:30 Personal Parties Classes
9:00 9:00 Birthday Training Classes Court Birthday
9:30 9:30 and Rentals Parties
10:00 10:00 Other
10:30 10:30 Parties
11:00 11:00
11:30 11:30
12:00 Open 12:00 Open Sport Open
12:30 Recreation 12:30 Recreation Classes
1:00 Leisure 1:00 Leisure
1:30 Swim 1:30 Swim
2:00 2:00 Open
2:30 2:30 Gym
3:00 3:00
3:30 3:30
4:00 4:00 Open
4:30 4:30 Recreation
5:00 5:00 Rentals Court
5:30 5:30 Birthday Rentals
6:00 6:00 Parties
6:30 6:30
7:00 7:00
7:30 7:30
8:00 8:00 Open
8:30 8:30 Recreation
9:00 9:00
9:30 9:30
10:00 10:00
10:30
Stations or Recreation Half Gyms Sub-Dividable
25 yards Warm-Water Fitness Spaces
Depth: 3'6" to 5'Depth: 0 to 4'6" Room
Lino Lakes Recreation and Community Center
School Year: Sunday
CommunityLap Pool
May 17, 2021
Aquatic Programs Fitness & Use Programs General Programming/Use
Child Watch
Leisure/Wellness Pool Cardio Exercise Gym
Meeting
Function Space
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Rec Swim Team/Summer Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00 Cardio
5:30 Master/Lap 5:30 Fitness
6:00 Triathlon Lanes 6:00 Aquatic Open Classes Open
6:30 6:30 Fitness Time Gym
7:00 7:00 Personal Court
7:30 Aquatic Fitness 7:30 Training Rentals
8:00 8:00 Special Needs Camps
8:30 Summer 8:30
9:00 Rec 9:00 Swim Lessons Senior Pickle
9:30 Team 9:30 Program Ball
10:00 Swim 10:00 Camps
10:30 Lessons 10:30
11:00 11:00
11:30 Senior 11:30
12:00 Programs 12:00 Senior
12:30 Aquatic Fitness 12:30 Programs
1:00 Open 1:00 Swim Lessons Seniors Seniors Camps
1:30 Rec 1:30
2:00 Camps 2:00 Classes Camps
2:30 2:30
3:00 3:00
3:30 3:30
4:00 Club Swim Team 4:00 Open
4:30 Outside Rental 4:30 Recreation
5:00 5:00 Open
5:30 5:30 Gym
6:00 Open 6:00 Court
6:30 Recreation 6:30 Rentals
7:00 7:00 Open
7:30 7:30
8:00 Master/8:00
8:30 Triathlon 8:30
9:00 9:00
9:30 9:30
10:00 10:00
10:30
Stations or Recreation Half Gyms Sub-Dividable
Gym
Function Space
25 yards Warm-Water Fitness Spaces
Depth: 3'6" to 5'Depth: 0 to 4'6" Room
Child Watch
Lino Lakes Recreation and Community Center
Summer: Weekdays
CommunityLap Pool
May 17, 2021
Aquatic Programs Fitness & Use Programs General Programming/Use
Meeting
Leisure/Wellness Pool Cardio Exercise
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Rec Swim Team/Summer Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00
5:30 Masters/5:30
6:00 Triathlon Lap 6:00 Cardio Open Open Meeting
6:30 Lanes 6:30 Fitness Time Gym Spaces
7:00 7:00 Aquatic Open Flexible
7:30 7:30 Fitness Time Scheduling
8:00 Summer Rec Swim Team 8:00 and Classes Court Classes
8:30 8:30 Personal Rental
9:00 9:00 Swim Lessons Training Open
9:30 9:30
10:00 Swim Fitness 10:00
10:30 Lessons 10:30
11:00 11:00
11:30 11:30
12:00 Open 12:00 Open Open
12:30 Recreation 12:30 Recreation Time
1:00 Leisure 1:00 Leisure
1:30 Swim 1:30 Swim
2:00 2:00
2:30 2:30
3:00 3:00
3:30 3:30
4:00 4:00
4:30 4:30
5:00 5:00 Court
5:30 5:30 Rental
6:00 6:00
6:30 6:30
7:00 7:00
7:30 7:30
8:00 8:00
8:30 8:30
9:00 9:00
9:30 9:30
10:00 10:00
10:30
Stations or Recreation Half Gyms Sub-Dividable
Gym
Function Space
25 yards Warm-Water Fitness Spaces
Depth: 3'6" to 5'Depth: 0 to 4'6" Room
Child Watch
Lino Lakes Recreation and Community Center
Summer: Saturday
CommunityLap Pool
May 17, 2021
Aquatic Programs Fitness & Use Programs General Programming/Use
Meeting
Leisure/Wellness Pool Cardio Exercise
APPENDIX A3--Schedule Matrix
NOTE: Stations in the warm-water Leisure/Wellness pool can be divided to accommodate different programs
NOTE: Spaces in Gym, workout rooms, and function spaces can be subdivided. Schedule shows options.
Program and Use Color Codes
Masters Swimming/Triathlon Aquatic Therapy/Rehab Community Ed.Summer Camp Open Gym
Swimming Club Team Lap Lanes Personal Training Pickleball Child Watch-Kids Program
Pre-Team Program-Swim Rec Programs/Classes Rec Classes & Programs Senior Program Meeting Space
Open Swim Time: Community Aquatic Special Needs Programs Exercise/Fitness Classes Home School PE Rental/Open Space
Open Recreation Leisure-Swim Aquatic Fitness School District Program Court Rental
Swim Lessons Aquatic Rec Programs/Classes After School Programs Open Exercise Time
Pool Rentals Rec Swim Team/Summer Court Sport Outside Users
1 2 3 4 5 6 1 2 3 4 1 2 1 2
5:00 5:00
5:30 5:30
6:00 Rentals Lap 6:00 Cardio Open
6:30 Lanes 6:30 Fitness Exercise
7:00 7:00 Rentals Open Time Open Open
7:30 7:30 Time Gym Space
8:00 8:00 and Rentals Rentals
8:30 8:30 Personal Parites Classes
9:00 Birthday 9:00 Birthday Training Birthday
9:30 Parties 9:30 Parties Parties
10:00 and 10:00 and
10:30 Other 10:30 Other
11:00 Parties 11:00 Parties
11:30 11:30
12:00 Open 12:00 Open Open
12:30 Recreation 12:30 Recreation
1:00 Leisure 1:00 Leisure
1:30 Swim 1:30 Swim
2:00 2:00
2:30 2:30
3:00 3:00
3:30 3:30
4:00 Open 4:00 Open
4:30 Recreation 4:30 Recretion
5:00 Rentals 5:00 Rentals
5:30 Birthday 5:30 Birthday
6:00 Parties 6:00 Parties
6:30 6:30
7:00 7:00
7:30 7:30
8:00 8:00
8:30 8:30
9:00 9:00
9:30 9:30
10:00 10:00
10:30
Stations or Recreation Half Gyms Sub-Dividable
Gym
Function Space
25 yards Warm-Water Fitness Spaces
Depth: 3'6" to 5'Depth: 0 to 4'6" Room
Child Watch
Lino Lakes Recreation and Community Center
Summer: Sunday
CommunityLap Pool
May 17, 2021
Aquatic Programs Fitness & Use Programs General Programming/Use
Meeting
Leisure/Wellness Pool Cardio Exercise
APPENDIX B1--Membership Market Analysis
1
2
3
4
5
6
7
8
9
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
A B C D E F G H I J K L M N U V W X Y Z AA AB
Projections based on Year One City Managed Facility
April 20, 2021
Category of Membership
YMCA of the
North
Shoreview
Rec Center
Maple Grove
Community
Center
Overall Bldg.
Maple Grove
Community
Center
Pool Only
New Brighton
Community
Center
Brooklyn
Center Rec
Center
Lifetime
Fitness (Maple
Grove)
LA Fitness
(Brooklyn
Center)
Egan
Community
Fitness Center
Planet Fitness
(Blaine)
Endurance
Fitness with
some Classes
(Circle {Pines)
Endurance
Fitness
w/o classes
(Circle {Pines)
Anytime
Fitness
(Lino Lakes)Comments
Overall
Building
Fitness
Only
Overall
Building
Fitness
Only
Overall
Building
Fitness
Only
75%60%50%
Resident Average % less than
YMCA Rates
One Time Registration Fee $50
No Resident
Discounts
$30 ?? $ 49 $ 39 $ 10 $ 10 $ 39 Do not anticipate any one-time
or annual registration fee.
Member Benefits 30%
discount off
of classes
Discount on classes
Child Care Facility: Drop In $1/child 6.50$ 6.50$
Resident Fees (if applicable) Approx 18%
to 22%
Discount
Additional municipalities may be
added to resident status based
on support of Rec Center
Drop In
Adult 10.00$ 9.50$ 7.50$ 4.00$ 8$ 7$ $ 7 $ 6 7$ 6$
Senior 8.75$ 4.00$ 6$ 5$ $ 5 $ 5 5$ 5$
Youth 5-12 8.75$ 4.00$ 6$ 5$ $ 5 $ 5 5$ 5$ Combine youth and child
category
Youth 13-15 8.75$ 4.00$ 6$ 5$ $ 5 $ 4 5$ 4$
Military 9.00$ 6.50$ 7$ 6$ $ 6 $ 5 6$ 5$
Family 36.00$ 36.00$ 28.00$ 14$ N/A $ 12 N/A 12$ N/A
Multiple Use Passes
Adult-10 Visit Pass 90.00$ 70.00$ 38.00$ 68$ N/A $ 60 N/A 60$ N/A
Senior-10 Visit Pass 38.00$ 50$ N/A $ 42 N/A 42$ N/A
Youth-10 Visit Pass 38.00$ 50$ N/A $ 42 N/A 42$ N/A
Family N/A N/A N/A N/A N/A N/A
15-visit pass
7-visit pass
Monthly Annual
Billed
Monthly
NA NA Assume average monthly
membership over 12 months
Adult 40.00$ 28.00$ 36.00$ 40.00$ 53$ 45$ $ 42 36$ 35$ 30$
Adult Couple 60.00$ 41.00$ 45.00$ 71.00$ 86$ 73$ $ 63 54$ 53$ 45$
Young Adult -$ -$ -$
Senior 34.00$ 20.00$ 29.00$ 56.00$ 30$ 26$ $ 26 22$ 20$ 17$
Senior Couple 38.00$ 45$ 38$ $ 39 33$ 30$ 26$
Youth <13 34.00$ 18.00$ 30$ 26$ $ 26 22$ 20$ 17$
Youth 13-18 34.00$ 18.00$ 30$ 26$ $ 26 22$ 20$ 17$
Family (4 members)68.00$ 43.00$ 51.00$ 89.00$ 99$ 84$ $ 86 73$ 66$ 56$
Military (Adult)45$ 38$ $ 36 31$ 30$ 26$
Military Family 84$ 71$ $ 73 62$ 56$ 48$
Corporate Explore corporate fitness
partnerships-include $$
placeholder.
Annual Approx 13%
to 15%
annual pre-
pay discount
Average is between equivalent
of 10 to 11 of monthly
payments. Utilizing 11 months
for suggested rates.
Adult 410.00$ 220.00$ 185.00$ 290.00$ 435.00$ 585$ 497$ $ 462 393$ 385$ 327$
Adult Couple 625.00$ 414.00$ 774.00$ 946$ 804$ $ 695 590$ 583$ 495$
Young Adult
Senior 350.00$ 200.00$ 160.00$ 209.00$ 360.00$ 330$ 280$ $ 285 242$ 220$ 187$
Senior Couple 495$ 421$ $ 430 365$ 330$ 280$
Senior Family
Youth <13 200.00$ 160.00$ 186.00$ 330$ 280$ $ 285 242$ 220$ 187$
Youth 13-18 350.00$ 200.00$ 160.00$ 186.00$ 330$ 280$ $ 285 242$ 220$ 187$
Family (4 members)700.00$ 440.00$ 390.00$ 441.00$ 973.00$ 1,090$ 926$ $ 945 803$ 725$ 616$ Family annual is equivalent of 10
months to incentivize
Military (Adult)190.00$ 160.00$ 495$ 420$ $ 395 335$ 330$ 280$
Military Family 380.00$ 340.00$ 924$ 785$ $ 800 680$ 615$ 523$
Corporate-Individual
Scenario #1 Scenario #2 Scenario #3
Lino Lakes Rec Center: Membership Scenarios
LINO LAKES RECREATION CENTER
Regional Market Membership and User Fee Analysis
Market Area Rec/Community Facilities with Aquatics Market Area Fitness Centers: No Aquatics
1 of 3
APPENDIX B1--Membership Market Analysis
6
7
A B C D E F G H I J K L M N U V W X Y Z AA AB
Category of Membership
YMCA of the
North
Shoreview
Rec Center
Maple Grove
Community
Center
Overall Bldg.
Maple Grove
Community
Center
Pool Only
New Brighton
Community
Center
Brooklyn
Center Rec
Center
Lifetime
Fitness (Maple
Grove)
LA Fitness
(Brooklyn
Center)
Egan
Community
Fitness Center
Planet Fitness
(Blaine)
Endurance
Fitness with
some Classes
(Circle {Pines)
Endurance
Fitness
w/o classes
(Circle {Pines)
Anytime
Fitness
(Lino Lakes)CommentsScenario #1 Scenario #2 Scenario #3
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
Corporate Family
Seasonal Membership (3
contiguous months)
3
Consecutive
Months
3 Consecutive
Months
Adult $ 175.00 96.00$ 143$ 122$ 113$ 97$ 95$ 81$
Adult Couple $ 247.00 121.00$ 232$ 197$ 170$ 146$ 143$ 122$
Young Adult -$ -$ -$ -$ -$ -$
Senior $ 145.00 78.00$ 81$ 70$ 70$ 59$ 54$ 46$
Senior Couple 102.00$ 122$ 103$ 105$ 89$ 81$ 70$
Senior Family 81$ 70$ 70$ 59$ 54$ 46$
Youth <13 145.00$ 81$ 70$ 70$ 59$ 54$ 46$
Youth 13-18 145.00$ 267$ 227$ 232$ 197$ 178$ 151$
Family (4 members)267.00$ 138.00$ 122$ 103$ 97$ 84$ 81$ 70$
Military 227$ 192$ 197$ 167$ 151$ 130$
Non-Resident Fees NA 89%69%58%Non-Resident Average % less
than YMCA Rates
Drop In NA
Adult 11.25$ 10.50$ 8.50$ 9$ 8$ $ 8 $ 7 8$ 7$ Ave 2/day
Senior 10.25$ 7$ 6$ $ 6 $ 6 6$ 6$
Youth 5-12 10.25$ 7$ 6$ $ 6 $ 6 6$ 6$ Combine all Youth 18 and under
Youth 13-15 10.25$ 7$ 6$ $ 6 6$
Family (4 members)43.00$ 40.00$ 32.00$ 16$ N/A $ 14 N/A 14$ N/A
Multiple Use Passes X10 NA X 10 X 10 Do not recommend punch
passes. Drive to memberships
Adult 90.00$ 70.00$ 82$ 70$ $ 72 61$ $ 72 61$
Senior 60$ 51$ $ 50 42$ $ 50 42$
Youth 60$ 51$ $ 50 42$ $ 50 42$
Family (4 members)
Monthly NA NA Assume average monthly
membership over 12 months
Adult 71.00$ 49.00$ 69.00$ 23.00$ 45.00$ $23/$10 55.00$ 45.00$ 37.50$ 64$ 54$ $ 50 43$ 42$ 36$
Adult Couple (Dual)121.00$ 69.00$ 81.00$ 103$ 88$ $ 75 64$ 63$ 54$
Senior NA 43.00$ 63.00$ 40.00$ 35.00$ 36$ 31$ $ 31 26$ 24$ 20$
Senior Couple NA 65.00$ 55.00$ 54$ 46$ $ 43 37$ 36$ 30$
Youth 40.00$ 43.00$ 30.00$ 25.00$ 36$ 31$ $ 31 26$ 24$ 20$
Student 50.00$ 43.00$ 30.00$ 25.00$ 36$ 31$ $ 31 26$ 24$ 20$
Family (4 members)132.00$ 81.00$ 101.00$ 80.00$ 65.00$ 120$ 102$ $ 103 88$ 79$ 67$
Military (Adult)54$ 46$ $ 43 37$ 36$ 30$
Military Family 100$ 85$ $ 87 74$ 67$ 57$
Corporate
Annual No Discount Approx 13%
to 15%
annual pre-
pay discount
Adult 852.00$ 525.00$ 260.00$ 210.00$ 490.00$ 450.00$ 704$ 598$ $ 550 468$ 462$ 393$
Adult Couple 1,452.00$ 760.00$ 882.00$ 1,133$ 963$ $ 825 701$ 693$ 589$
Senior NA 425.00$ 220.00$ 185.00$ 403.00$ 396$ 337$ $ 341 290$ 264$ 224$
Senior Couple NA 594$ 505$ $ 473 402$ 396$ 337$
Youth 480.00$ 425.00$ 220.00$ 185.00$ 396$ 337$ $ 341 290$ 264$ 224$
Student 600.00$ 425.00$ 396$ 337$ $ 341 290$ 264$ 224$
Family (4 members)1,584.00$ 880.00$ 540.00$ 440.00$ 1,103.00$ 1,320$ 1,122$ $ 1,133 963$ 869$ 739$
Military (Adult)190.00$ 160.00$ 594$ 505$ $ 473 402$ 396$ 337$
Military Family 380.00$ 340.00$ 1,100$ 935$ $ 957 813$ 737$ 626$
Corporate-Individual NA Explore corporate fitness
partnerships-nothing included
now.
Corporate-Family NA
Seasonal Membership NA 3
Consecutive
Months
Adult $ 225.00 $270/6
months
173$ 146$ 135$ 116$ 113$ 97$
Adult Couple $ 315.00 278$ 238$ 203$ 173$ 170$ 146$
Young Adult
Senior $ 175.00 97$ 84$ 84$ 70$ 65$ 54$
2 of 3
APPENDIX B1--Membership Market Analysis
6
7
A B C D E F G H I J K L M N U V W X Y Z AA AB
Category of Membership
YMCA of the
North
Shoreview
Rec Center
Maple Grove
Community
Center
Overall Bldg.
Maple Grove
Community
Center
Pool Only
New Brighton
Community
Center
Brooklyn
Center Rec
Center
Lifetime
Fitness (Maple
Grove)
LA Fitness
(Brooklyn
Center)
Egan
Community
Fitness Center
Planet Fitness
(Blaine)
Endurance
Fitness with
some Classes
(Circle {Pines)
Endurance
Fitness
w/o classes
(Circle {Pines)
Anytime
Fitness
(Lino Lakes)CommentsScenario #1 Scenario #2 Scenario #3
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
Senior Couple 146$ 124$ 116$ 100$ 97$ 81$
Senior Family
Youth <13 175.00$ 97$ 84$ 84$ 70$ 65$ 54$
Youth 13-18 175.00$ 97$ 84$ 84$ 70$ 65$ 54$
Family (4 members)335.00$ 324$ 275$ 278$ 238$ 213$ 181$
Military (Adult)146$ 124$ 116$ 100$ 97$ 81$
Military Family 270$ 230$ 235$ 200$ 181$ 154$
Hotel/Condo Rental User
Programs
Use Purchases for guests
Rental by Owner guests
3 of 3
APPENDIX B2--Membership Structure and Projections
1
2
3
4
5
6
7
8
9
18
19
20
21
22
23
24
25
27
28
29
30
31
32
33
36
37
38
39
41
42
43
45
46
47
48
49
50
51
53
54
56
58
59
60
61
62
63
A B C D E F G H I J K L M N O P Q R S T U
City Managed Facility
Projections based on Year Two
May 10, 2021
Category of Membership Comments
Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members Total Revenue Rate
# of
Members Total Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue
One Time Registration Fee N/A N/A N/A N/A N/A N/A Do not anticipate any one-time
or annual registration fee.
Member Benefits Discount on classes
Child Care Facility: Drop In
Resident Fees Additional municipalities may
be added to resident status
based on support of Rec Center
Resident Rate Average as
percent of YMCA
membership
75%63%60%51%50%42%
Drop In
Adult 8$ 700 5,600$ 7$ 250 1,750$ $ 7 700 4,900$ $ 6 250 1,500$ 7$ 700 4,900$ 6$ 250 1,500$ Scenario #2: Ave 2/day
Senior 6$ 525 3,150$ 5$ 125 625$ $ 5 525 2,625$ $ 5 125 625$ 5$ 525 2,625$ 5$ 125 625$ Scenario #2: Ave 1.5/day
Child & Youth 6$ 1,750 10,500$ 5$ 300 1,500$ $ 5 1,750 8,750$ $ 5 300 1,500$ 5$ 1,750 8,750$ 5$ 300 1,500$ Scenario #2: Ave 5/day taking
into account summer and
weekends.
Military 7$ 50 350$ 6$ 25 150$ $ 6 50 300$ $ 5 25 125$ 6$ 50 300$ 5$ 25 125$
Family 14$ 100 1,400$ N/A $ 12 100 1,200$ N/A 12$ 100 1,200$ N/A
Multiple Use Passes May choose not to offer multi-
visit cards to push membership
Adult-10 Visit Pass 68$ 150 10,200$ N/A $ 60 150 9,000$ N/A 60$ 150 9,000$ N/A
Senior-10 Visit Pass 50$ 150 7,500$ N/A $ 42 150 6,300$ N/A 42$ 150 6,300$ N/A
Youth-10 Visit Pass 50$ 60 3,000$ N/A $ 42 60 2,520$ N/A 42$ 60 2,520$ N/A
Family N/A N/A N/A N/A N/A N/A
Monthly Assume average monthly
membership over 12 months
Adult 53$ 36 22,896$ 45$ 13 7,020$ $ 42 45 22,680$ 36$ 18 7,776$ 35$ 47 19,740$ 30$ 19 6,840$
Adult Couple 86$ 8 8,256$ 73$ 2 1,752$ $ 63 12 9,072$ 54$ 3 1,944$ 53$ 13 8,268$ 45$ 4 2,160$
Senior 30$ 32 11,520$ 26$ 10 3,120$ $ 26 35 10,920$ 22$ 12 3,168$ 20$ 35 8,400$ 17$ 13 2,652$
Senior Couple 45$ 12 6,480$ 38$ 3 1,368$ $ 39 15 7,020$ 33$ 4 1,584$ 30$ 16 5,760$ 26$ 5 1,560$
Child & Youth 30$ 17 6,120$ 26$ 2 624$ $ 26 19 5,928$ 22$ 2 528$ 20$ 21 5,040$ 17$ 2 408$
Family (4 members)99$ 60 71,280$ 84$ 22 22,176$ $ 86 70 72,240$ 73$ 30 26,280$ 66$ 74 58,608$ 56$ 32 21,504$
Military (Adult)45$ 4 2,160$ 38$ 3 1,368$ $ 36 6 2,592$ 31$ 4 1,488$ 30$ 6 2,160$ 26$ 4 1,248$
Military Family 84$ 2 2,016$ 71$ 1 852$ $ 73 4 3,504$ 62$ 1 744$ 56$ 6 4,032$ 48$ 2 1,152$
Corporate -$ Explore corporate fitness
partnerships-include $$
placeholder.
Annual Annual is approximately 11
months equivalent.
Adult 585$ 60 35,100$ 497$ 24 11,928$ $ 462 75 34,650$ 393$ 32 12,576$ 385$ 79 30,415$ 327$ 34 11,118$
Adult Couple 946$ 22 20,812$ 804$ 10 8,040$ $ 695 30 20,850$ 590$ 14 8,260$ 583$ 32 18,656$ 495$ 15 7,425$
Senior 330$ 50 16,500$ 280$ 16 4,480$ $ 285 60 17,100$ 242$ 20 4,840$ 220$ 64 14,080$ 187$ 22 4,114$
Senior Couple 495$ 16 7,920$ 421$ 6 2,526$ $ 430 24 10,320$ 365$ 8 2,920$ 330$ 25 8,250$ 280$ 9 2,520$
Child & Youth 330$ 25 8,250$ 280$ 2 560$ $ 285 35 9,975$ 242$ 4 968$ 220$ 37 8,140$ 187$ 5 935$
Family (4 members)1,090$ 330 359,700$ 926$ 90 83,340$ $ 945 425 401,625$ 803$ 125 100,375$ 725$ 467 338,575$ 616$ 131 80,696$ Family annual is equivalent of
10 months to incentivize
Military (Adult)495$ 3 1,485$ 420$ 1 420$ $ 395 5 1,975$ 335$ 2 670$ 330$ 6 1,980$ 280$ 3 840$
Military Family 924$ 2 1,848$ 785$ 1 785$ $ 800 3 2,400$ 680$ 1 680$ 615$ 5 3,075$ 523$ 1 523$
Corporate-Individual
Corporate Family
Fitness Only
Scenario #1 Scenario #2 Scenario #3
LINO LAKES RECREATION CENTER
Membership and Usage Projections
Lino Lakes Rec Center: Membership Scenarios
Overall Building Fitness Only Overall Building Fitness Only Overall Building
1 of 4
APPENDIX B2--Membership Structure and Projections
5
6
7
8
9
A B C D E F G H I J K L M N O P Q R S T U
May 10, 2021
Category of Membership Comments
Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members Total Revenue Rate
# of
Members Total Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue
Fitness Only
Scenario #1 Scenario #2 Scenario #3
Lino Lakes Rec Center: Membership Scenarios
Overall Building Fitness Only Overall Building Fitness Only Overall Building
64
65
66
68
69
71
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
98
99
100
101
102
103
104
105
106
107
109
110
111
112
113
114
Seasonal Membership (3
contiguous months)
Adult 143$ 10 1,431$ 122$ 3 365$ 113$ 13 1,474$ 97$ 4 389$ 95$ 14 1,323$ 81$ 5 405$
Adult Couple 232$ 2 464$ 197$ 0 -$ 170$ 4 680$ 146$ 1 146$ 143$ 5 716$ 122$ 2 243$
Senior 81$ 10 810$ 70$ 2 140$ 70$ 13 913$ 59$ 4 238$ 54$ 15 810$ 46$ 5 230$
Senior Couple 122$ 3 365$ 103$ 1 103$ 105$ 5 527$ 89$ 1 89$ 81$ 6 486$ 70$ 2 140$
Child & Youth 81$ 35 2,835$ 70$ 10 702$ 70$ 40 2,808$ 59$ 14 832$ 54$ 44 2,376$ 46$ 15 689$
Family (4 members)267$ 70 18,711$ 227$ 15 3,402$ 232$ 75 17,415$ 197$ 18 3,548$ 178$ 79 14,078$ 151$ 19 2,873$ Family summer memberships.
Military (Adult)122$ 2 243$ 103$ 1 103$ 97$ 3 292$ 84$ 1 84$ 81$ 4 324$ 70$ 2 140$
Military Family 227$ 2 454$ 192$ 1 192$ 197$ 3 591$ 167$ 1 167$ 151$ 4 605$ 130$ 1 130$
Non-Resident Fees Non-Resident Average % less
than YMCA Rates
Non-Resident Rate Average
as percent of YMCA
membership
89%76%69%60%58%50%
Drop In
Adult 9$ 650 5,850$ 8$ 250 2,000$ $ 8 650 5,200$ $ 7 250 1,750$ 8$ 650 5,200$ 7$ 250 1,750$ Ave 2/day
Senior 7$ 400 2,800$ 6$ 100 600$ $ 6 400 2,400$ $ 6 100 600$ 6$ 400 2,400$ 6$ 100 600$
Child & Youth 7$ 1,400 9,800$ 6$ 150 900$ $ 6 1,400 8,400$ $ 6 150 900$ 6$ 1,400 8,400$ 6$ 150 900$ Combine all Youth 18 and under
Youth 13-15 7$ -$ 6$ -$ $ 6 -$ -$ 6$ -$ -$
Family (4 members)16$ -$ N/A $ 14 60 840$ N/A 14$ 60 840$
Multiple Use Passes X10 -$ -$ -$ -$ Do not recommend punch
passes. Drive to memberships
Adult 82$ 120 9,840$ N/A $ 72 120 8,640$ N/A $ 72 120 8,640$ N/A
Senior 60$ 120 7,200$ N/A $ 50 120 6,000$ N/A $ 50 120 6,000$ N/A
Youth 60$ 50 3,000$ N/A $ 50 50 2,500$ N/A $ 50 50 2,500$ N/A
Family (4 members)-$ N/A N/A N/A N/A
Monthly Assume average monthly
membership over 12 months
Adult 64$ 26 19,968$ 54$ 14 9,072$ $ 50 44 26,400$ 43$ 20 10,320$ 42$ 48 24,192$ 36$ 22 9,504$
Adult Couple (Dual)103$ 8 9,888$ 88$ 1 1,056$ $ 75 15 13,500$ 64$ 3 2,304$ 63$ 17 12,852$ 54$ 4 2,592$
Senior 36$ 23 9,936$ 31$ 6 2,232$ $ 31 30 11,160$ 26$ 9 2,808$ 24$ 33 9,504$ 20$ 11 2,640$
Senior Couple 54$ 6 3,888$ 46$ 2 1,104$ $ 43 9 4,644$ 37$ 3 1,332$ 36$ 10 4,320$ 30$ 4 1,440$
Child & Youth 36$ 14 6,048$ 31$ 2 744$ $ 31 16 5,952$ 26$ 2 624$ 24$ 17 4,896$ 20$ 2 480$
Family (4 members)120$ 55 79,200$ 102$ 12 14,688$ $ 103 70 86,520$ 88$ 15 15,840$ 79$ 77 72,996$ 67$ 17 13,668$
Military (Adult)54$ 2 1,296$ 46$ 1 552$ $ 43 2 1,032$ 37$ 1 444$ 36$ 3 1,296$ 30$ 1 360$
Military Family 100$ 2 2,400$ 85$ 1 1,020$ $ 87 2 2,088$ 74$ 1 888$ 67$ 3 2,412$ 57$ 2 1,368$
Corporate -$
Annual
Adult 704$ 43 30,272$ 598$ 18 10,764$ $ 550 68 37,400$ 468$ 22 10,296$ 462$ 71 32,802$ 393$ 23 9,039$
Adult Couple 1,133$ 15 16,995$ 963$ 6 5,778$ $ 825 24 19,800$ 701$ 6 4,206$ 693$ 25 17,325$ 589$ 7 4,123$
Senior 396$ 35 13,860$ 337$ 7 2,359$ $ 341 45 15,345$ 290$ 9 2,610$ 264$ 50 13,200$ 224$ 11 2,464$
Senior Couple 594$ 10 5,940$ 505$ 3 1,515$ $ 473 16 7,568$ 402$ 6 2,412$ 396$ 18 7,128$ 337$ 7 2,359$
Child & Youth 396$ 25 9,900$ 337$ 3 1,011$ $ 341 39 13,299$ 290$ 4 1,160$ 264$ 44 11,616$ 224$ 5 1,120$
Family (4 members)1,320$ 185 244,200$ 1,122$ 60 67,320$ $ 1,133 275 311,575$ 963$ 90 86,670$ 869$ 300 260,700$ 739$ 100 73,900$
Military (Adult)594$ 1 594$ 505$ 1 505$ $ 473 2 946$ 402$ 2 804$ 396$ 3 1,188$ 337$ 3 1,011$
Military Family 1,100$ 1 1,100$ 935$ 1 935$ $ 957 2 1,914$ 813$ 1 813$ 737$ 3 2,211$ 626$ 2 1,252$
Corporate-Individual
Corporate-Family
2 of 4
APPENDIX B2--Membership Structure and Projections
5
6
7
8
9
A B C D E F G H I J K L M N O P Q R S T U
May 10, 2021
Category of Membership Comments
Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members Total Revenue Rate
# of
Members Total Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue
Fitness Only
Scenario #1 Scenario #2 Scenario #3
Lino Lakes Rec Center: Membership Scenarios
Overall Building Fitness Only Overall Building Fitness Only Overall Building
115
116
117
119
120
122
124
125
126
127
128
129
130
131
132
133
134
135
137
138
139
140
141
142
143
144
145
146
147
149
150
151
152
153
154
155
156
157
158
161
162
163
164
165
166
Seasonal Membership
Adult 173$ 9 1,555$ 146$ -$ 135$ 11 1,485$ 116$ 3 348$ 113$ 12 1,361$ 97$ 4 389$
Adult Couple 278$ 2 556$ 238$ -$ 203$ 3 608$ 173$ 4 691$ 170$ 4 680$ 146$ 4 583$
Senior 97$ 8 778$ 84$ -$ 84$ 11 921$ 70$ 4 281$ 65$ 12 778$ 54$ 5 270$
Senior Couple 146$ 2 292$ 124$ -$ 116$ 4 464$ 100$ 1 100$ 97$ 5 486$ 81$ 2 162$
Child & Youth 97$ 36 3,499$ 84$ -$ 84$ 50 4,185$ 70$ 5 351$ 65$ 55 3,564$ 54$ 6 324$
Family (4 members)324$ 33 10,692$ 275$ -$ 278$ 48 13,349$ 238$ 8 1,901$ 213$ 54 11,518$ 181$ 9 1,628$ Family summer memberships
Military (Adult)146$ 2 292$ 124$ 2 248$ 116$ 2 232$ 100$ 2 200$ 97$ 3 292$ 81$ 3 243$
Military Family 270$ 4 1,080$ 230$ 2 459$ 235$ 5 1,175$ 200$ 2 400$ 181$ 6 1,085$ 154$ 3 462$
Hotel/Condo Rental User
Programs
Use Purchases for guests
Rental by Owner guests
TOTAL: REVENUE BY SCENARIO 1,162,074$ 284,252$ 1,308,687$ 335,095$ 1,123,873$ 288,925$
TOTAL: COMBINED REVENUE
ALL TYPES 1,446,326$ 1,643,782$ 1,412,798$
TOTAL: MEMBERSHIP REVENUE
BY CATEGORY 1,081,884$ 276,727$ 1,239,112$ 328,095$ 1,054,298$ 281,925$
TOTAL: MEMBERSHIP REVENUE
COMBINED OVERALL + FITNESS 1,358,611$ 1,567,207$ 1,336,223$
TOTAL: MEMBERSHIP UNITS 1,360 381 1,812 547 1,977 609
Combined 1,741 2,359 2,586
Resident 813 239 1,019 324 1,104 352
Non-resident 547 142 793 223 873 257
Percentage Residents 60%63%56%59%56%58%
Percent by Overall/Fitness 78%22%77%23%76%24%
MEMBERSHIP BREAKDOWN
Adult 184 14%72 19%256 14%99 18%271 14%107 18%
Adult Couple 57 4%19 5%88 5%31 6%96 5%36 6%
Senior 158 12%41 11%194 11%58 11%209 11%67 11%
Senior Couple 49 4%15 4%73 4%23 4%80 4%29 5%
Child/Youth 152 11%19 5%199 11%31 6%218 11%35 6%
Family 733 54%199 52%963 53%286 52%1,051 53%308 51%
Military Adult 14 1%9 2%20 1%12 2%25 1%16 3%
Miilitary Family 13 1%7 2%19 1%7 1%27 1%11 2%
CATEGORY BREAKDOWN
Monthly 307 23%95 25%394 22%128 23%426 22%144 24%
Annual 823 61%249 65%1,128 62%346 63%1,229 62%378 62%
Seasonal 230 17%37 10%290 16%73 13%322 16%87 14%
3 of 4
APPENDIX B2--Membership Structure and Projections
5
6
7
8
9
A B C D E F G H I J K L M N O P Q R S T U
May 10, 2021
Category of Membership Comments
Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members Total Revenue Rate
# of
Members Total Revenue Rate
# of
Members
Total
Revenue Rate
# of
Members
Total
Revenue
Fitness Only
Scenario #1 Scenario #2 Scenario #3
Lino Lakes Rec Center: Membership Scenarios
Overall Building Fitness Only Overall Building Fitness Only Overall Building
167
168
169
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
TOTAL: MEMBERS 3,704 1,033 4,919 1,480 5,387 1,631
Combined 4,737 6,399 7,018
Members/Membeship Unit 2.72 2.71 2.71
TOTAL: DAY/DROP-IN REVENUE 5,575 39,450$ 1,200 7,525$ 5,635 34,615$ 1,200 7,000$ 5,635 34,615$ 1,200 7,000$
Combined 6,775 $ 46,975 6,835 6,835 $ 41,615 6,835 6,835 $ 41,615 1,200
Resident 3,125 700 3,125 700 3,125 700
Non-resident 2,450 500 2,510 500 2,510 500
Percentage Residents 46%58%55%58%55%58%
Percent by Overall/Fitness 82%18%82%18%82%18%
TOTAL: PUNCH CARD REVENUE 650 40,740$ -$ 650 34,960$ 0 -$ 650 34,960$ 0 -$
Combined 650 $ 40,740 650 $ 34,960 650 $ 34,960
Resident 360 360 360
Non-resident 290 290 290
Percentage Residents 55%55%55%
4 of 4
APPENDIX C1a-- P L City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
35
36
37
38
39
A B C G H I J K L
Membership Scenario #2
NOTES:*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,342,698$ 1,767,017$ 1,853,709$ 1,944,063$ 2,039,660$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals 0 0 0 0 0 0
Special Events & Function Space Rentals 0 21,000 28,000 28,840 29,911 31,065
Therapy, Rehab, Health Use 0 0 0 0 0 0
Memberships & Daily Use Fees 0 1,260,286 1,662,094 1,745,199 1,831,409 1,922,655
Retail and Vending Revenue 0 5,000 7,150 7,365 7,585 7,813
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0
School District and Partners 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
PROGRAM REVENUE -$ 296,024$ 406,157$ 445,246$ 495,247$ 517,873$
Education and Community Programming 0 5,500 10,500 10,815 11,248 11,698
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 65,000 70,550 73,372 76,307 79,359
Learn to Swim 0 154,524 208,607 239,899 281,686 295,770
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 6,000 9,000 9,360 9,734 10,124
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
TOTAL REVENUE -$ 1,638,722$ 2,173,174$ 2,298,955$ 2,439,310$ 2,557,533$
Projected Revenue Growth Rate 33%6%6%5%
Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Profit & Loss Summary
May 10, 2021
Existing Facility City Managed
1 of 3
APPENDIX C1a-- P L City Managed Model
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
65
66
67
68
69
70
71
72
73
74
A B C G H I J K L
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 515,905$ 1,859,962$ 1,952,592$ 2,035,846$ 2,120,662$ 2,221,809$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 44,000 45,320 46,680 48,080 56,522
Equipment and Supplies 239,514 139,000 144,010 146,170 148,395 150,687
Staff Wages & Salary & Benefits
Full Time Staff 137,708 609,500 639,975 671,974 705,572 740,851
Part Time Staff 15,500 457,600 480,480 504,504 529,729 556,216
Benefits and Payroll Taxes 58,183 335,320 352,086 369,690 388,175 407,584
Staff-Other Costs 3,000 9,500 9,738 9,981 10,230 10,486
Outside Services 15,000 16,000 11,150 11,335 6,525 6,720
General Office 11,500 88,411 107,184 110,708 114,356 118,206
Insurance 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 148,441$ 191,529$ 206,387$ 226,177$ 235,623$
Community and Educational Programs 0 2,700 4,700 4,826 4,999 5,179
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 30,900 33,453 34,751 36,101 37,505
Learn to Swim 0 69,101 89,886 102,042 117,988 123,412
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 3,160 4,390 4,692 5,025 5,394
Program Staff-Miscellaneous 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 7,500 6,000 5,000 5,000 5,000
TOTAL OPERATING EXPENSES 515,905$ 2,008,403$ 2,144,121$ 2,242,233$ 2,346,839$ 2,457,432$
Projected Expense Growth Rate 7%5%5%5%
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS TOTAL OPERATING EXPENSES 515,905$ 2,158,403$ 2,301,621$ 2,407,608$ 2,520,483$ 2,639,758$
2 of 3
APPENDIX C1a-- P L City Managed Model
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
104
105
106
107
108
A B C G H I J K L
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
NET OPERATING REVENUE (DEFICIT)(515,905)$ (369,682)$ 29,053$ 56,722$ 92,471$ 100,102$
Not Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%82%101%103%104%104%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (885,587)$ (856,534)$ (799,812)$ (707,341)$ (607,240)$
NET GROSS OPERATING REVENUE (DEFICIT)(515,905)$ (519,682)$ (128,447)$ (108,653)$ (81,173)$ (82,224)$
Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%76%94%95%97%97%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,164,034)$ (1,272,687)$ (1,353,860)$ (1,436,084)$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997
Capital Accumulation Year 15 1,265,362
Capital Accumulation year 20 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)515,905$ 2,158,403$ 2,361,621$ 2,477,608$ 2,600,483$ 2,722,158$
GRAND TOTAL REVENUE (DEFICIT)(515,905)$ (519,682)$ (188,447)$ (178,653)$ (161,173)$ (164,624)$
COST RECOVERY 0%76%92%93%94%94%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,224,034)$ (1,402,687)$ (1,563,860)$ (1,728,484)$
3 of 3
APPENDIX C1b--P L Summary Hybrid Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
33
36
37
38
39
40
41
A B C G H I J K L
Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,336,903$ 1,561,440$ 1,634,173$ 1,709,872$ 1,790,042$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals 0 0 0 0 0 0
Special Events & Function Space Rentals 0 18,000 24,000 24,720 25,668 26,652
Therapy, Rehab, Health Use 0 0 0 0 0 0
Memberships & Daily Use Fees 0 1,181,491 1,385,017 1,454,268 1,525,932 1,601,904
Retail and Vending Revenue 0 6,000 7,650 7,880 8,116 8,359
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0
School District and Partners 0 75,000 75,000 75,000 75,000 75,000
Miscellaneous 0 0 0 0 0 0
PROGRAM REVENUE -$ 120,639$ 186,162$ 200,701$ 219,024$ 228,673$
Education and Community Programming 0 7,000 13,000 13,390 13,926 14,483
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 0 0 0 0 0
Learn to Swim 0 48,639 65,662 75,511 88,827 93,268
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 0 0 0 0 0
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0
TOTAL REVENUE -$ 1,457,541$ 1,747,602$ 1,834,874$ 1,928,896$ 2,018,715$
Projected Revenue Growth Rate 20%5%5%5%
Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Profit & Loss Summary
May 10, 2021
Existing Facility Hybrid Management Model
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic
Partnership
1 of 3
APPENDIX C1b--P L Summary Hybrid Model
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
66
67
68
69
70
71
72
73
74
75
A B C G H I J K L
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 437,255$ 1,532,351$ 1,617,475$ 1,687,915$ 1,761,280$ 1,848,308$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 43,000 44,290 45,619 46,987 55,397
Equipment and Supplies 210,514 67,000 72,010 74,170 76,395 78,687
Staff Wages & Salary & Benefits
Full Time Staff 108,958 494,500 519,225 545,186 572,446 601,068
Part Time Staff 13,500 348,400 365,820 384,111 403,317 423,482
Benefits and Payroll Taxes 46,283 267,480 280,854 294,897 309,642 325,124
Staff-Other Costs 2,000 4,750 4,869 4,990 5,115 5,243
Outside Services 11,000 64,831 73,656 77,066 77,643 81,395
General Office 9,500 81,760 94,101 97,071 100,137 103,376
Insurance 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 47,880$ 67,550$ 69,182$ 71,384$ 73,676$
Community and Educational Programs 0 3,300 5,700 5,856 6,070 6,293
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 1,000 1,000 1,000 1,000 1,000
Learn to Swim 0 4,750 4,750 4,750 4,750 4,750
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0
Sport Team Programs 0 0 0 0 0 0
Program Staff-Miscellaneous 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 3,750 3,000 2,500 2,500 2,500
TOTAL OPERATING EXPENSES 437,255$ 1,580,231$ 1,685,025$ 1,757,097$ 1,832,664$ 1,921,984$
Projected Expense Growth Rate 7%4%4%5%
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS OPERATING EXPENSES 437,255$ 1,730,231$ 1,842,525$ 1,922,472$ 2,006,308$ 2,104,310$
2 of 3
APPENDIX C1b--P L Summary Hybrid Model
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
105
106
107
108
109
A B C G H I J K L
NET OPERATING REVENUE (DEFICIT)(437,255)$ (122,690)$ 62,577$ 77,777$ 96,232$ 96,731$
Not Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%92%104%104%105%105%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(437,255)$ (559,945)$ (497,368)$ (419,590)$ (323,359)$ (226,628)$
NET GROSS OPERATING REVENUE (DEFICIT)(437,255)$ (272,690)$ (94,923)$ (87,598)$ (77,412)$ (85,595)$
Including City Administrative Allocation
COST RECOVERY (Direct Revenue & Expenses Only)0%84%95%95%96%96%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(437,255)$ (709,945)$ (804,868)$ (892,465)$ (969,878)$ (1,055,473)$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997
Capital Accumulation Year 15 1,265,362
Capital Accumulation year 20 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)437,255$ 1,730,231$ 1,902,525$ 1,992,472$ 2,086,308$ 2,186,710$
GRAND TOTAL REVENUE (DEFICIT)(437,255)$ (272,690)$ (154,923)$ (157,598)$ (157,412)$ (167,995)$
COST RECOVERY 0%84%92%92%92%92%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(437,255)$ (709,945)$ (864,868)$ (1,022,465)$ (1,179,878)$ (1,347,873)$
3 of 3
APPENDIX C1c--P L Comparison by Mangaement Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
21
22
23
24
25
26
27
28
29
30
31
32
33
36
37
38
39
40
41
42
A B C G H I J K L M N O P Q R
Membership Scenario #2
NOTES:*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Operating Revenue (Deficit) Categories Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included Net Operating Revenue With City Admin Alloca. Incl.With Reserve Included
REVENUE Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
FACILITY REVENUE -$ 1,342,698$ 1,767,017$ 1,853,709$ 1,944,063$ 2,039,660$ -$ 1,336,903$ 1,561,440$ 1,634,173$ 1,709,872$ 1,790,042$
Educational, Classes, Camps and Clinics Rentals 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Gym/Court Rentals 0 20,000 30,000 31,500 33,075 34,729 -$ 20,000$ 30,000$ 31,500$ 33,075$ 34,729$
Pool Rentals 0 36,412 39,773 40,806 42,082 43,398 -$ 36,412$ 39,773$ 40,806$ 42,082$ 43,398$
Competitive Event Rentals 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Special Events & Function Space Rentals 0 21,000 28,000 28,840 29,911 31,065 -$ 18,000$ 24,000$ 24,720$ 25,668$ 26,652$
Therapy, Rehab, Health Use 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
Memberships & Daily Use Fees 0 1,260,286 1,662,094 1,745,199 1,831,409 1,922,655 -$ 1,181,491$ 1,385,017$ 1,454,268$ 1,525,932$ 1,601,904$
Retail and Vending Revenue 0 5,000 7,150 7,365 7,585 7,813 -$ 6,000$ 7,650$ 7,880$ 8,116$ 8,359$
Facility Sponsorships/Advertising/Contributions 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
School District and Partners 0 0 0 0 0 0 -$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
Miscellaneous 0 0 0 0 0 0 -$ -$ -$ -$ -$ -$
PROGRAM REVENUE -$ 296,024$ 406,157$ 445,246$ 495,247$ 517,873$ -$ 120,639$ 186,162$ 200,701$ 219,024$ 228,673$
Education and Community Programming 0 5,500 10,500 10,815 11,248 11,698 0 7,000 13,000 13,390 13,926 14,483
Aquatic Training, Fitness and Therapy 0 20,000 32,500 33,800 35,152 36,558 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training 0 65,000 70,550 73,372 76,307 79,359 0 0 0 0 0 0
Learn to Swim 0 154,524 208,607 239,899 281,686 295,770 0 48,639 65,662 75,511 88,827 93,268
Camps and Clinics 0 45,000 75,000 78,000 81,120 84,365 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs 0 0 0 0 0 0 0 0 0 0 0 0
Sport Team Programs 0 6,000 9,000 9,360 9,734 10,124 0 0 0 0 0 0
Program Sponsorships/Advertising/Contributions 0 0 0 0 0 0 0 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL REVENUE -$ 1,638,722$ 2,173,174$ 2,298,955$ 2,439,310$ 2,557,533$ -$ 1,457,541$ 1,747,602$ 1,834,874$ 1,928,896$ 2,018,715$
Projected Revenue Growth Rate 33%6%6%5%-$ 20%5%5%5%
Variance of Hybrid Model vs. City Managed (181,180)$ (425,572)$ (464,081)$ (510,414)$ (538,819)$
Hybrid Management Model: Rec and Community Center Projections
May 10, 2021
City Managed Rec and Community Center Projections
Lino Lakes Recreation and Community Center
Comparison: City Managed versus Hybrid Management Model
Profit & Loss Summary
1 of 3
APPENDIX C1c--P L Comparison by Mangaement Model
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
68
69
70
71
72
73
74
75
76
77
78
79
80
A B C G H I J K L M N O P Q R
EXPENSES Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
OPERATIONAL EXPENSES 515,905$ 1,859,962$ 1,952,592$ 2,035,846$ 2,120,662$ 2,221,809$ 437,255$ 1,532,351$ 1,617,475$ 1,687,915$ 1,761,280$ 1,848,308$
Utilities 9,000 140,631 144,850 149,195 153,671 158,281 9,000 140,631 144,850 149,195 153,671 158,281
Maintenance 19,000 44,000 45,320 46,680 48,080 56,522 19,000 43,000 44,290 45,619 46,987 55,397
Equipment and Supplies 239,514 139,000 144,010 146,170 148,395 150,687 210,514 67,000 72,010 74,170 76,395 78,687
Staff Wages & Salary & Benefits
Full Time Staff 137,708 609,500 639,975 671,974 705,572 740,851 108,958 494,500 519,225 545,186 572,446 601,068
Part Time Staff 15,500 457,600 480,480 504,504 529,729 556,216 13,500 348,400 365,820 384,111 403,317 423,482
Benefits and Payroll Taxes 58,183 335,320 352,086 369,690 388,175 407,584 46,283 267,480 280,854 294,897 309,642 325,124
Staff-Other Costs 3,000 9,500 9,738 9,981 10,230 10,486 2,000 4,750 4,869 4,990 5,115 5,243
Outside Services 15,000 16,000 11,150 11,335 6,525 6,720 11,000 64,831 73,656 77,066 77,643 81,395
General Office 11,500 88,411 107,184 110,708 114,356 118,206 9,500 81,760 94,101 97,071 100,137 103,376
Insurance 5,000 10,000 10,300 10,609 10,927 11,255 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000 2,500 10,000 7,500 5,000 5,000 5,000
PROGRAM EXPENSES -$ 148,441$ 191,529$ 206,387$ 226,177$ 235,623$ -$ 47,880$ 67,550$ 69,182$ 71,384$ 73,676$
Community and Educational Programs 0 2,700 4,700 4,826 4,999 5,179 0 3,300 5,700 5,856 6,070 6,293
Aquatic Training, Fitness, and Therapy 0 9,000 14,000 14,520 15,061 15,623 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness &Training 0 30,900 33,453 34,751 36,101 37,505 0 1,000 1,000 1,000 1,000 1,000
Learn to Swim 0 69,101 89,886 102,042 117,988 123,412 0 4,750 4,750 4,750 4,750 4,750
Camps and Clinics 0 21,080 34,100 35,556 37,003 38,509 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs 0 0 0 0 0 0 0 0 0 0 0 0
Sport Team Programs 0 3,160 4,390 4,692 5,025 5,394 0 0 0 0 0 0
Program Staff-Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 0
Scholarships & Student Support 0 5,000 5,000 5,000 5,000 5,000 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous Expense Contingency 0 7,500 6,000 5,000 5,000 5,000 0 3,750 3,000 2,500 2,500 2,500
TOTAL OPERATING EXPENSES 515,905$ 2,008,403$ 2,144,121$ 2,242,233$ 2,346,839$ 2,457,432$ 437,255$ 1,580,231$ 1,685,025$ 1,757,097$ 1,832,664$ 1,921,984$
Projected Expense Growth Rate 7%5%5%5%7%4%4%5%
Variance of Hybrid Model vs. City Managed (78,650)$ (428,172)$ (459,097)$ (485,136)$ (514,175)$ (535,448)$
CITY SHARED ADMINISTRATIVE EXPENSES -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$
GROSS TOTAL OPERATING EXPENSES 515,905$ 2,158,403$ 2,301,621$ 2,407,608$ 2,520,483$ 2,639,758$ 437,255$ 1,730,231$ 1,842,525$ 1,922,472$ 2,006,308$ 2,104,310$
Variance of Hybrid Model vs. City Managed (78,650)$ (428,172)$ (459,097)$ (485,136)$ (514,175)$ (535,448)$
City Managed Rec and Community Center Projections Hybrid Management Model: Rec and Community Center Projections
2 of 3
APPENDIX C1c--P L Comparison by Mangaement Model
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
114
115
116
117
118
A B C G H I J K L M N O P Q R
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5
NET OPERATING REVENUE (DEFICIT)(515,905)$ (369,682)$ 29,053$ 56,722$ 92,471$ 100,102$ (437,255)$ (122,690)$ 62,577$ 77,777$ 96,232$ 96,731$
Not Including City Administrative Allocation
Variance of Hybrid Model vs. City Managed 78,650$ 246,992$ 33,524$ 21,055$ 3,761$ (3,371)$
COST RECOVERY (Direct Revenue & Expenses Only)0%82%101%103%104%104%0%92%104%104%105%105%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (885,587)$ (856,534)$ (799,812)$ (707,341)$ (607,240)$ (437,255)$ (559,945)$ (497,368)$ (419,590)$ (323,359)$ (226,628)$
Variance of Hybrid Model vs. City Managed 78,650$ 325,642$ 359,166$ 380,221$ 383,982$ 380,612$
NET GROSS OPERATING REVENUE (DEFICIT)(515,905)$ (519,682)$ (128,447)$ (108,653)$ (81,173)$ (82,224)$ (437,255)$ (272,690)$ (94,923)$ (87,598)$ (77,412)$ (85,595)$
Including City Administrative Allocation
Variance of Hybrid Model vs. City Managed 78,650$ 246,992$ 33,524$ 21,055$ 3,761$ (3,371)$
COST RECOVERY (Direct Revenue & Expenses Only)0%76%94%95%97%97%0%84%95%95%96%96%
CUMMULATIVE OPERATING NET REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,164,034)$ (1,272,687)$ (1,353,860)$ (1,436,084)$ (437,255)$ (709,945)$ (804,868)$ (892,465)$ (969,878)$ (1,055,473)$
Variance of Hybrid Model vs. City Managed 78,650$ 325,642$ 359,166$ 380,221$ 383,982$ 380,612$
NON-OPERATING EXPENSES
Long Term Capital Replacement & Maintenance Reserve 0 0 60,000 70,000 80,000 82,400 0 0 60,000 70,000 80,000 82,400
Capital Reserve Accumulation Years 1-5 292,400 292,400
Years 6-10 84,872 87,418 90,041 92,742 95,524 84,872 87,418 90,041 92,742 95,524
Years 11-15 98,390 101,342 104,382 107,513 110,739 98,390 101,342 104,382 107,513 110,739
Years 16-20 114,061 117,483 121,007 124,637 128,377 114,061 117,483 121,007 124,637 128,377
Capital Accumulation Year 10 742,997 742,997
Capital Accumulation Year 15 1,265,362 1,265,362
Capital Accumulation year 20 0 1,870,927 0 1,870,927
NON-OPERATING EXPENSES -$ -$ 60,000$ 70,000$ 80,000$ 82,400$ -$ -$ 60,000$ 70,000$ 80,000$ 82,400$
GRAND TOTAL ALL EXPENSES (Including Reserve)515,905$ 2,158,403$ 2,361,621$ 2,477,608$ 2,600,483$ 2,722,158$ 437,255$ 1,730,231$ 1,902,525$ 1,992,472$ 2,086,308$ 2,186,710$
GRAND TOTAL REVENUE (DEFICIT)(515,905)$ (519,682)$ (188,447)$ (178,653)$ (161,173)$ (164,624)$ (437,255)$ (272,690)$ (154,923)$ (157,598)$ (157,412)$ (167,995)$
COST RECOVERY 0%76%92%93%94%94%0%84%92%92%92%92%
CUMMULATIVE TOTAL GROSS REVENUE (DEFICIT)(515,905)$ (1,035,587)$ (1,224,034)$ (1,402,687)$ (1,563,860)$ (1,728,484)$ (437,255)$ (709,945)$ (864,868)$ (1,022,465)$ (1,179,878)$ (1,347,873)$
City Managed Rec and Community Center Projections Hybrid Management Model: Rec and Community Center Projections
3 of 3
APPENDIX C2a--Facility Revenue City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
A B G H I J K L M
OPTION Existing Facility City Managed Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Facility Revenue
Issues to Review
Potential for Increased Revenue
Potential for Pre-Opening Revenue
Potential for Loss of Revenue
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Educational, Class, Camp and Clinic Rentals
Youth Camps 0 0 0 0 0 Any outside groups renting space for camp programs. In
house camps/clinics are in program revenue
Sport Camps Outside sport group camp rentals
Recreational and Educational Classes and
Programming by outside providers
0 0 0 Kayak, canoe, martial arts, dance for example:
Outsourced programming-could bring in house as developed
Community/Youth organizations Outside organizations renting space for programs.
EDUC, REC, CLASS, CAMP RENTALS 0 0 0 0 0 0
Gym/Court Space Rentals
Hourly Gym Rentals = $60/full court/hour;
$35/half court/hour.
Basketball Programs
AAU Program
Centennial Basketball Assoc.
General Rental 20,000 30,000 31,500 33,075 34,729 10 hours/week @ $60/hour for 50 weeks in Year 2.
Volleyball
Pickle ball
Other Sport Program
Non-sport Rentals
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
May 10, 2021
Rec and Community Center Projections
1 of 5 6/1/2021
APPENDIX C2a--Facility Revenue City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
39
40
41
42
43
44
45
46
47
48
49
50
51
52
62
63
64
65
66
67
68
69
70
71
72
73
74
75
GYM/COURT RENTALS SUBTOTAL 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals Rental revenue based on Schedule Matrix time allocated. Local
Club team has expressed immediate interest in renting lane
space.
Tentative Lane Rental Rates: 25 yard-$12.50/lane/hour
Club Team Lane Rental
Great Wolf Swim Club 30,912 32,148 32,952 33,941 34,959 Club has expressed interest in renting as soon as facility opens.
Rent approximately 14 hours/week for 4 lanes at $12/lane/hour
for 46 weeks/year.
Other Groups/Clubs 0 0 0 0
25 Yd. Pool Rentals (Non-competitive)0 0 0 0
Program/Leisure Pool Rentals 2,500 2,625 2,704 2,785 2,868 Lesson Program or Community Ed Aquatic Programs
Therapy/Rehab 3,000 5,000 5,150 5,356 5,570 Rental rate for space in Program/Leisure Pool @ $50/hour. Year
2 = 100 hours per year, roughly 2 hours/week. Very conservative.
Likely to be able to get some advance commitments.
POOL RENTALS SUBTOTAL 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals Not Applicable in existing facility
COMPETITIVE EVENTS REVENUE
SUBTOTAL
0 0 0 0 0 0
Special Rentals and Functions
Birthday Parties and other parties 16,000 20,000 20,600 21,424 22,281 Average Fee of $200 for party-anticipate 100/year initially.-covers
wide range of party functions.
Meeting/Function Spaces 2,000 4,000 4,120 4,244 4,371 Potential for rentals of meeting spaces. Approximate meeting
space rental of $50/hour plus set up fee. Year 2 estimate is 80
hours per year; roughly 1.6 hours/week.
Fitness Studios or Workout space rentals 3,000 4,000 4,120 4,244 4,413 Potential for outside organizations and programs to rent workout
spaces and studio spaces when available. Includes outside
program providers of classes such as martial arts, outside fitness
classes, dance groups, etc.
Other rentals
SPECIAL EVENTS, FUNCTIONS, RENTALS 0 21,000 28,000 28,840 29,911 31,065
Therapy, Rehab and Health Care Programming Outsourced rental to health care provider/partner
Therapy time rental 0 0 0 0 0 Showing in Pool rental
2 of 5 6/1/2021
APPENDIX C2a--Facility Revenue City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
76
77
78
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
Corporate health care programs
THERAPY, REHAB, HEALTH SUBTOTAL 0 0 0 0 0 0
Public Memberships/Daily Usage See Membership Worksheet. Utilized Membership Scenario #2.
Plan on advance membership drive in Year Zero to help offset
Year Zero costs. Launch approximately 3 months prior to
opening.
Daily Admission 39,534 41,615 43,696 45,881 48,175 See membership worksheet for breakdown of passes
Residents 0 0 0 Anticipate high start up for drop-in admissions in Year 1 as people
try out the "new" Rec Center.
Non-residents 0 0 0
12-Punch Pass 29,716 34,960 36,708 37,809 39,700
Residents 0 0 0 0
Non-residents 0 0 0 0
Membership Fees See Membership/Use Market analysis and projection worksheet.
Want to review our assumptions, rates, and calculations.
Potential for pre-opening advance membership sales. Year 1 is
75% of Year 2 projections based on membership model. Growth
Year 2 to 3 is 5% and Year 3 on at 3%. Used Scenario #2.
Overall Facility Membership 929,334 1,239,112 1,301,068 1,366,121 1,434,427 Anticipate membership fee increase in Year 4 or sooner.
Fitness Only Membership 246,071 328,095 344,500 361,725 379,811
Residents Anticipate attracting more residents compared to Y but losing
some non-residents who may continue at Forest Lake Y.
Non-residents We have the breakdown of the Y members by resident to
compare.
Child Watch Membership Add-On 12,750 15,000 15,750 16,223 16,709 100 drop-ins per week at 50 weeks @$3/drop-in. Will revisit the
business plan for this based on area facilities and develop a
membership add on option. Market range is $1 to $6.50 for drop
in.
Corporate Membership Programs Explore Opportunities-May depend on accessibility of location to
businesses.
Combined Group/Organizational
membership partnerships
Hotel Guest Membership Program 2,880 3,312 3,478 3,651 3,834 Explore Opportunities with Hampton Inn. Project average of 40
day passes/month @ $6/pass for the Hotel. May be drop in
passes purchased by the hotel. May link to some sponsorship
program.
3 of 5 6/1/2021
APPENDIX C2a--Facility Revenue City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
MEMBERSHIP/DAILY USAGE SUBTOTAL 0 1,260,286 1,662,094 1,745,199 1,831,409 1,922,655
Retail and Vending:
Vending Machine Revenue 1,000 1,150 1,185 1,220 1,257 Vending machines at facility-share of proceeds to facility revenue-
focus on healthy vending systems (see examples)
Food concession No food concession in current facility.
Pro shop/Kiosk sales at front desk 4,000 6,000 6,180 6,365 6,556 Swim/workout accessories, bottled water/sports drinks, energy
bars, and other items sold as a service to members through front
desk kiosk. Line items shows net profit. No added staff to
support. Average $500/month profit in Year 2.
RETAIL & VENDING SUBTOTAL 0 5,000 7,150 7,365 7,585 7,813
Retail Lease Revenue No outside lease revenue in current facility.
Food Concessions
Other outsourced sales or space lease
RETAIL LEASE REVENUE SUBTOTAL 0 0 0 0 0 0
Facility Sponsorships and Contributions
Includes cost relieving in-kind donations (VIK)
Sponsorships 0 0 0 0 0 We have not included any "soft" dollars. Potential exists for
some sponsorship revenue within City guidelines and policies.
Advertising 0 0 0 0 0
Annual Fundraising
Partnerships Opportunity for corporate health programs/program funding and
other partnerships
Grant Support Potential program for membership scholarships or financial aid to
support financial aid to those that cannot afford the full cost of
membership or programs. Nothing factored in but potential
exists.
SPONSORSHIP/CONTRIBUTIONS
SUBTOTAL
0 0 0 0 0 0
Municipal, School District and Other Partnerships To be developed.
School District Annual Use
Neighboring Municipalities Operating subsidy in exchange of resident rates, etc.
Health Care Provider
4 of 5 6/1/2021
APPENDIX C2a--Facility Revenue City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
136
137
138
139
140
141
142
143
144
145
146
147
Other
0 0 0 0 0 0 No partnership or rental use included in this business model
Miscellaneous Income
Other
MISCELLANEOUS INCOME 0 0 0 0 0 0
GRAND TOTAL-FACILITY REVENUE 0 1,342,698 1,767,017 1,853,709 1,944,063 2,039,660
SCHOOL DISTRICT & OTHER
5 of 5 6/1/2021
APPENDIX C2b--Program Revenue City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
A B G H I J K L M
OPTION Existing Facility City Managed Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Program Revenue
Revenue from In-house programs Issues to Review
Potential for Pre-Opening Revenue Potential for Increased Revenue
Potential for Loss of Revenue
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Education and Community Programming
Lifesaving/Water Safety/Instructor
Courses and Certification.
0 0 0 Facility not ideal for lifeguard training but could be joint program
with Community Ed using this facility and function room and high
school for deep water certification.
First Aid/CPR/AED 1,500 2,500 2,575 2,678 2,785 Provide classes for outside groups also.
Community Classes 2,000 4,000 4,120 4,285 4,456 Examples: Computer, Art, Nutrition, Etc.
Sport/Rec Intro Classes 2,000 4,000 4,120 4,285 4,456
Miscellaneous 0 0 0 0
Classes and other programs linked to
Health care providers
0 0 0 0 0
COMMUNITY AND EDUCATIONAL
PROGRAMMING SUBTOTAL
0 5,500 10,500 10,815 11,248 11,698
Aquatics Training, Fitness and Therapy Programs
Aquatic Fitness Classes 15,000 25,000 26,000 27,040 28,122
Personal Training-Aquatics 5,000 7,500 7,800 8,112 8,436 Personal training and cross training are rapidly increasing in
aquatics. This is upside potential.
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
ISG Projections
May 10, 2021
1 of 4 6/1/2021
APPENDIX C2b--Program Revenue City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
Senior Programs-independent of
membership
0 0 0 0 0 Significant opportunities with senior living centers and supported
by facility meeting space. May want to engage organizations at
next step in the development process.
Aquatic Therapy/Rehab Outsources-showing in facility revenue as rental income
AQUATIC FITNESS SUBTOTAL 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training Programs
Dry-Land Fitness Classes 60,000 64,800 67,392 70,088 72,891
Personal Training-Dry-side 5,000 5,750 5,980 6,219 6,468 Personal Training is trending higher today. Upside potential.
Senior Programs-independent of
membership
Significant opportunities with senior living centers and supported
by facility meeting space. May want to engage organizations at
next step in the development process. Nothing factored in at this
point. Can also be outsourced as rental space for senior living
centers or other community senior programs.
DRY-SIDE FITNESS SUBTOTAL 0 65,000 70,550 73,372 76,307 79,359
Learn to Swim Program Includes all group lessons, kids and adults, private and semi-
private lessons, swim lessons for triathletes, or private stroke
lessons, etc.
See Market Analysis and Projection worksheets
Can explore partnership with School District existing Community
Ed program or explore potential outside provider partnership.
Registration Fees-Swim Lesson Program 154,524 208,607 239,899 281,686 295,770 Assumes in-house program.
Group Lessons 0 0 0
Private Lessons 0 0 0 Private Lessons are trending up
Semi-Private Lessons 0 0 0
Other Revenue (Grants, Sponsorships)Grant programs supporting community and disadvantaged learn
to swim programs, scholarships and community programs.
2 of 4 6/1/2021
APPENDIX C2b--Program Revenue City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
School or Community Ed Partnership
Program
Potential for swim lesson partnership with school district-would
require some outside grant funding and transportation. Nothing
included at this point in time. Example: Swim lessons for all 2nd
graders.
LEARN TO SWIM PROGRAM SUBTOTAL 0 154,524 208,607 239,899 281,686 295,770
Camp and Clinic Programs
Kids summer day camps/all sport
activities
45,000 75,000 78,000 81,120 84,365
Dive in Movies 0 0 0
Sport Specific Camps 0 0 0
Other Programs
CAMP/CLINIC PROGRAMS SUBTOTAL 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs
USA Swimming In House Club 0 0 0 0 0 No in-house team. Outside clubs renting time.
Summer Rec Swim Team 0 0 0 0 0 XX kids @$XXX/summer 6 week season in summer league.
Explore Option-No revenue initially planned. Should explore in
Year 2.
Masters Masters projected as outside group renting pool space. May
consider an in-house masters or adult organized lap swimming
program at some point in time.
AQUATIC TEAMS SUBTOTAL 0 0 0 0 0 0
Any in-house programs
Sport & Team Programs and Classes To be determined
Youth Team Programs Most likely to be outside programs, renting some space
Adult Team Programs
Pickle Ball 4,000 6,000 6,240 6,490 6,749 In-House Program: Small scale with current size of gym. If
program grows the Rec Center may consider renting outside court
spac for its program demand.
Introductory Sport Classes 2,000 3,000 3,120 3,245 3,375 May coordinate with Community Ed.
Other
3 of 4 6/1/2021
APPENDIX C2b--Program Revenue City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
88
89
90
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
SPORT TEAM PROGRAM SUBTOTAL 0 6,000 9,000 9,360 9,734 10,124
Program Specific Sponsorships and Contributions No "Soft" revenue factored in at this point, but anticipate some
revenue, especially in grant support for outreach and program
user subsidies and scholarships.
Sponsorships In support of Specific Programs
Advertising In support of Specific Programs
Annual Fundraising Annual Fundraising in support of specific programs.
Partnerships Opportunity for corporate health programs/program funding and
other partnerships
Grant Support Scholarship Programs and other grant support for programs
SPONSORSHIP/CONTRIBUTIONS
SUBTOTAL
0 0 0 0 0 0
Miscellaneous Income
Other
MISCELLANEOUS INCOME 0 0 0 0 0 0
GRAND TOTAL-PROGRAM REVENUE 0 296,024 406,157 445,246 495,247 517,873
4 of 4 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
50
51
52
53
54
A B G H I J K L M
OPTION Existing Facility City Managed Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with some programs possibly outsourced.
Operational Expenses
Factored in potential future $15/hour state minimum
wage.
Issues to Review Annual Utility and Misc. Expenses increases at 3%
Potential for Increased Costs Salary and Wages increase at 5% annually
Potential to Reduce Costs Specific Pre-Opening One Time Costs
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Utilities
25 yard lap pool
(75' x 36') 2,700 Square Feet
Based on 104,000 Gallons-3'5" deep to 5'' deep.
6 hour turnover rate. Flow Rate = 288 GPM. These
estimates are for the existing sand filters and equipment as
is.
Electric 6,000 6,180 6,365 6,556 6,753 Just pool water circulation
Water/Sewer 3,500 3,605 3,713 3,825 3,939 Does not include initial pool fill.
Gas (Heat/Cool)6,000 6,180 6,365 6,556 6,753 Just Pool
Chemicals 0 0 0 0 In Equipment and Supplies
UV Light 0 0 0 0 Annual Maintenance and Bulb Replacement in Pool
Maintenance
Program/Leisure Pool (60' x 36')
2,160 Square Feet
Based on 29,000 Gallons-Zero depth to 4' deep. 6
hour turnover rate. Flow Rate = 241. These estimates are
for the existing Sand Filters.
Electric 5,000 5,150 5,305 5,464 5,628 Just the pool water circulation
Water/Sewer 3,000 3,090 3,183 3,278 3,377 Does not include initial pool fill.
Gas (Heat/Cool)4,000 4,120 4,244 4,371 4,502 Just the pool
Chemicals 0 0 0 0 In Equipment and Supplies
UV Light 0 0 0 0 Annual Maintenance and Bulb Replacement in Pool
Maintenance.
Pool Room Space Pool Room Space: 8,859 sq. ft. @ $3.25/sq. ft. =$28,792
Electric 16,000 16,480 16,974 17,484 18,008 All Pool Room Space included.
Water/Sewer 792 816 840 865 891
Gas (Heat/Cool)14,000 14,420 14,853 15,298 15,757
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
ISG Projections
May 10, 2021
1 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
86
87
88
89
90
91
98
99
100
101
102
103
Common and Support Spaces 11,661 sf @$3.00/sf = $34,983
Electric 20,000 20,600 21,218 21,855 22,510 Includes Locker rooms, Lobby, Offices, etc.
Water/Sewer 3,983 4,102 4,226 4,352 4,483
Gas (Heat/Cool)15,500 15,965 16,444 16,937 17,445
Gym Space 4,566 sf @$2.50/sf = $11,415
Electric 5,500 5,665 5,835 6,010 6,190
Water/Sewer 415 427 440 453 467
Gas (Heat/Cool)5,500 5,665 5,835 6,010 6,190
Fitness Center Spaces Includes all fitness workout and supporting spaces. 7,658 sf
@ $3.00/square foot. = $22,974
Electric 15,000 15,450 15,914 16,391 16,883
Water/Sewer 474 488 503 518 533
Gas (Heat/Cool)11,250 11,588 11,935 12,293 12,662
0 0 0 0
0 0 0 0
Building Mechanicals and Operations 1,887 sq. ft.-average cost approx. $2.50 = $4,717
Electric 2,000 2,060 2,122 2,185 2,251
Water/Sewer 717 739 761 783 807
Gas (Heat/Cool)2,000 2,060 2,122 2,185 2,251
0 0 0 0
0 0 0 0
UTILITIES SUBTOTAL 9,000 140,631 144,850 149,195 153,671 158,281 Approximately $3.35/sf. Current Y is $3.30/sf. Year Zero
is total of estimated monthly costs while closed: roughly $
3,139/month assuming 4 months prior to full opening with
expenses for 3 months of use as COVID Vaccination center
factored out. This cost may increase as other costs are
factored in. Expenses through June 30, 2021 are covered
by State of Minnesota for use as COVID Vaccine site.
Lower energy use in warmer months when closed.
Maintenance Some of these services can be outside contracted services
Pool Maintenance 0 0 0 Anticipate Maintenance costs increasing as equipment ages
S&E Pool Mechanical 4,000 4,120 4,244 4,371 4,502
2 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
104
105
107
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
132
133
134
135
136
137
UV System Maintenance and Bulb
Replacement
0 0 0
25 yard Lap Pool 5,000 5,150 5,305 5,464 5,628
Program Pool 3,000 3,090 3,183 3,278 3,377
Building Repairs & Maintenance 10,000 10,300 10,609 10,927 11,255
Building Grounds, Maint, Plowing 20,000 20,600 21,218 21,855 22,510 Provided by City Maintenance team, but additional costs
factored into Rec Center Budget
Replacement and Maintenance
Accrual Fund
Showing in gross expenses below.
Equipment Repairs 2,000 2,060 2,122 2,185 2,251 Includes fitness equipment-Could be different in a Lease
situation
Pre-Opening: Pool 6,000
Pre-Opening: Cleaning 6,000 First Floor cleaned by State as part of Vaccination Center
rental.
Pre-Opening: Maintenance 3,000 Contingency
Pool Refill-Water and chemicals 4,000 7,000 Both Pools-On a 5-year drain and fill cycle
MAINTENANCE SUBTOTAL 19,000 44,000 45,320 46,680 48,080 56,522
Equipment & Supplies Includes start up supplies and any equipment not included
in Capital Costs and FF&E (Furniture, Fixtures, &
Equipment). Specific program equipment showing in
Program Expenses.
Office Supplies 3,000 3,090 3,183 3,278 3,377
First Aid/Safety 2,000 2,060 2,122 2,185 2,251
Maintenance/Repair/Materials 3,000 3,090 3,183 3,278 3,377
Custodial Supplies 30,000 30,900 31,827 32,782 33,765 YMCA was on the high side on this. Anticipate some
savings with overall City purchase contracts.
Pool Chemicals 0 0 0 0
Lap Pool 5,000 5,150 5,305 5,464 5,628
Program/Leisure Pool 2,000 2,060 2,122 2,185 2,251
Pre-Opening Re-branded Building
Signage
16,000
Pre-Opening Pool Equipment 26,149
Pool Equipment 2,000 2,060 2,122 2,185 2,251 Includes equipment needed for opening and then annual
replacements
Pre-Opening Sport Equipment 7,940 Includes equipment needed for opening and then annual
replacements. Includes Gym Equipment
Sport Equipment 2,000 2,060 2,122 2,185 2,251 Includes equipment needed for opening and then annual
replacements. Includes Gym Equipment
Pre-Opening Fitness Equipment
Purchases
50,000 $15,000 in equipment already purchased. Already
purchased from Y by City.
3 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
Fitness Equipment Purchases 0 3,000 3,090 3,183 3,278
Fitness Equipment Leasing 9,000 72,000 72,000 72,000 72,000 72,000 Assumes Leasing majority of equipment at average of
$6,000/month. Start 6 weeks prior to opening.
Move and Set up Fitness Equipment,
Flooring, etc.
Recreational Supplies 2,000 2,060 2,122 2,185 2,251
Uniforms 3,000 3,090 3,183 3,278 3,377 May be offset by equipment/apparel sponsorships
Printing & Postage 1,000 1,030 1,061 1,093 1,126
Pre-Opening General Supplies and
Equipment
48,000 Includes Start Up for Camp Equipment, Child Watch/Kids
Stuff Equipment
General Supplies and Equipment 0 5,000 5,150 5,305 5,464 5,628
Pre-Opening Building General
Supplies, Equipment and FF&E
Contingency
65,425 Includes Start Up for Custodial Equipment, Copier, Printers,
Camp Equipment, Child Watch/Kids Stuff Equipment
Building General Supplies,
Equipment and FF&E Contingency
5,000 5,150 5,305 5,464 5,628
Pre-Opening Management Program
Equipment
17,000 Includes Card Access/Membership System Management
Equipment and Software
Management Program Equipment 2,000 2,060 2,122 2,185 2,251 Updates, maintenance, and upgrades to systems
EQUIPMENT & SUPPLIES SUBTOTAL 239,514 139,000 144,010 146,170 148,395 150,687
Staff Costs: Salaries & Wages Year Zero includes staffing needed prior to opening of
facility and not included in project capital costs and
training of part-time staff. Using 5% annual escalation to
account for COLA and step increases.
Full-Time Staff Need to review proper job title hierarchy with the City
structure. City HR Director reviewing positions, grades,
and titles.
Facility Director 37,500 90,000 94,500 99,225 104,186 109,396 1.0 FTE Start position 5 months prior to opening. Review
based on market rate and City grade levels.
Program Manager 16,250 65,000 68,250 71,663 75,246 79,008 1/0 FTE Start position 3 months prior to opening.
Aquatic Supervisor 15,000 60,000 63,000 66,150 69,458 72,930 1.0 FTE May not be needed if working with Lease
Agreement-Start 3 months prior to opening.
Membership/Customer Service
Manager
13,750 55,000 57,750 60,638 63,669 66,853 1.0 FTE Start 3 months prior to opening.
Front Desk Coordinator 3,333 40,000 42,000 44,100 46,305 48,620 1.0 FTE Start 1 months prior to opening. May just be part-
time
4 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
Fitness Supervisor 13,750 55,000 57,750 60,638 63,669 66,853 May not need if working with Lease Agreement-Start 3
months prior to opening.
Maintenance/Operations Manager 19,250 77,000 80,850 84,893 89,137 93,594 1.0 FTE Start 3 months prior to opening.
Administrative, Accounting, HR 9,500 55,000 57,750 60,638 63,669 66,853 1.0 FTE Start 3-4 months prior to opening. -Reviewing with
City HR and operations to determine need or add on costs
for existing City Staff. Is this covered in the City Admin
share costs?
Custodial & Bldg. Maint. Staff 9,375 112,500 118,125 124,031 130,233 136,744 2.5 FTE Start 1 Months prior to opening following deep
cleaning. Should this be in part-time? What should the
base annual salary/rate by for these positions? We used
$45,000 in this model.
FULL-TIME STAFF SUBTOTAL 137,708 609,500 639,975 671,974 705,572 740,851
Part-Time Staff Currently using 4% as annual escalation. All Part-Time
positions are <30 hours/week. Assuming $15 minimum
hourly wage in near future.
Front Desk/Access Control 3,000 78,000 81,900 85,995 90,295 94,809 2.5 FTE, 100 hrs./week @ $15.00/hr. - $78,000
Fitness Attendants 2,000 78,000 81,900 85,995 90,295 94,809 2.5 FTE, 100 hrs./week @ $15.00/hr. - $78,000
Gym Monitors 2,000 31,200 32,760 34,398 36,118 37,924 1 FTE, 40 hrs./week @ $15.00/ hr.- $31,200. Includes safety
monitor and manage proper use of equipment ("lifeguard"
for the weight and workout spaces)
Head Lifeguard 2,000 18,720 19,656 20,639 21,671 22,754 .5 FTE, 20 hrs./week @ $18.00/hr. - $18,720. Should be
CPO certified.
Lifeguards 2,000 93,600 98,280 103,194 108,354 113,771 3 FTE, 120 hrs./week @ $15.00/hr.- $93,600
Custodial/Maintenance Part-Time 2,500 95,680 100,464 105,487 110,762 116,300 2 FTE for part-time custodial @$23/hour. Is this an hourly
wage in line with current City custodial part-time staff?
Child watch 2,000 62,400 65,520 68,796 72,236 75,848 2 FTE, 80 hrs./week @ $15.00/hr.- $62,400. Revenue does
not come close to supporting costs of program, but it is an
important membership benefit/service. Year Zero is
training.
Program Instructors and Staff In program Expenses
Camp Staff In program Expenses
Other
Clerical/Administrative Support In Full Time Staff
5 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
187
188
189
190
191
192
193
194
195
197
198
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
Event Staff costs All extraordinary event staff costs are paid separately by
event renter/host or included in event expenses as a pass
through.
PART-TIME STAFF SUBTOTAL 15,500 457,600 480,480 504,504 529,729 556,216
Staff Benefits and Payroll Taxes Confirm benefit & payroll tax calculations. HR reviewing.
Full Time
Benefits & Payroll Taxes 55,083 243,800 255,990 268,790 282,229 296,340 Roughly average 40%-will need to calculate exactly.
Part Time
Benefits & Payroll Taxes 3,100 91,520 96,096 100,901 105,946 111,243 Calculated at 20% to cover FICA, PERA, Workers Comp, etc.
BENEFITS & PAYROLL TAXES
SUBTOTAL 58,183 335,320 352,086 369,690 388,175 407,584
STAFF SALARIES, WAGES & BENEFITS
GRAND TOTAL
211,391 1,402,420 1,472,541 1,546,168 1,623,476 1,704,650
Staff Costs: Other NOTE: Outside services linked to funding, fundraising,
design, etc. included in capital costs, not operating
budget.
Staff Development and Training 2,000 2,500 2,563 2,627 2,692 2,760 Can be managed by management staff
Conferences 2,000 2,050 2,101 2,154 2,208
Staff Certifications & Licenses 500 2,000 2,050 2,101 2,154 2,208
Staff Travel 2,000 2,050 2,101 2,154 2,208
Dues/Subscriptions 500 1,000 1,025 1,051 1,077 1,104
STAFF COSTS-OTHER 3,000 9,500 9,738 9,981 10,230 10,486
Outside (contract) Services
Accounting Services Included in Full Time Staff
PR/Media Initially combined with Marketing.
6 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
Marketing 10,000 10,000 5,000 5,000 Includes consultant fees. Can reduce after Year One and
phase out.
Building Rebranding Development 4,000 Consulting on branding of Rec/Community Center. Can be
combined with marketing and PR services also.
IT/Computer Support Included in City Admin Cost/Services Allocation line item.
Human Resources Handle in-house
Testing Services TBD
Custodial Outsourcing Currently showing in staff costs
Maintenance Outsourcing Currently showing in staff costs
Landscape Maintenance In Maintenance
Operations/Mgmt. Consultant N/A
Other
Trash Service 1,000 6,000 6,150 6,335 6,525 6,720
Contract Services 0 0 0 TBD
OUTSIDE SERVICES SUBTOTAL 15,000 16,000 11,150 11,335 6,525 6,720
General Office Costs
Phone/Media Service 0 3,000 3,100 3,200 3,300 3,400
Technology/IT Support 3,000 3,100 3,200 3,300 3,400
Scholarship and Membership
Financial Aid
15,000 20,000 20,000 20,000 20,000 Allocation to support financial aid for residents not able to
afford full cost of facility use and programs. Likely part of
this expense can be offset by grant funding. At this point
no grant support or other charitable support of financial aid
is factored in to budget.
Postage 1,500 1,500 1,500 1,500 1,500 1,500 General marketing mailing
Marketing and Promo Materials 10,000 7,500 5,000 5,000 5,000 5,000 Marketing support for overall facility. Includes brochure,
post cards, and other collateral materials. Additional
marketing funds are also included in specific programs
under program expenses. Important to incorporate into
advance marketing. Some program specific marketing is
listed in Program Expenses line items for the specific
program.
Advertising 0 3,000 3,000 3,000 3,000 3,000
Fees-Registration/CC/On-Line 50,411 66,484 69,808 73,256 76,906 Calculated at 4% of 100% of membership revenue using on-
line registration and credit card processing. Program
Registration & CC Fees show in Program Expenses. This is
Maximum projected expenses and some savings are likely.
Bank Charges Are there any other bank charges
7 of 8 6/1/2021
APPENDIX C2c--Operational Expenses City Managed Model
14
15
16
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
Legal Fees 5,000 5,000 5,000 5,000 5,000 Budgeted retainer.
GENERAL OFFICE SUBTOTAL 11,500 88,411 107,184 110,708 114,356 118,206
Insurance
Insurance:5,000 10,000 10,300 10,609 10,927 11,255
Insurance: Property
Insurance: Liability
Insurance: Other
INSURANCE SUBTOTAL 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous
Other Expenses
Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000 Contingency decreases as history provides better budgeting
info.
MISCELLANEOUS SUBTOTAL 2,500 10,000 7,500 5,000 5,000 5,000
TOTAL-OPERATING EXPENSES 515,905 1,859,962 1,952,592 2,035,846 2,120,662 2,221,809
GROSS OPERATING EXPENSES-Additional Support long term capital replacement, maintenance, and
growth. Target is $440,000 by Year 10 and $1,000,000 by
Year 20.
Facility Reserve How do you want to show or account for this.
Initial Funding of Reserve
Annual Reserve Replacement
Funding
-$ -$ 60,000$ 70,000$ 80,000$ 82,400$ Capital Replacement and Maintenance Reserve Fund. See
cumulative calculations in P & L Statement. After Year 3
reserve increases by 3% annually.
City Charge Backs (Administrative Overhead)
City Support/Admin Charge Backs 150,000 157,500 165,375 173,644 182,326 The share of City Overhead charged to Rec Center.
Increasing 5%/year per City.
Additional Gross Operating Expenses 0 150,000 217,500 235,375 253,644 264,726
TOTAL GROSS EXPENSES 515,905 2,009,962 2,170,092 2,271,221 2,374,306 2,486,535
8 of 8 6/1/2021
APPENDIX C2d:--Program Expenses City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
A B G H I J K L M
OPTION Existing Facility City Managed Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Program Expenses
Program related expenses not included in annual operating pool staff and expenses
Potential for Increased Costs
Potential to Reduce Costs
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Community Educational Programming
Program Director 0 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
Instructors 1,650 3,150 3,245 3,374 3,509 Hourly-Instructor fees increase at rate equal
to increase in program gross revenue-
Instructor wages average 30% of gross
program fees.
Payroll Expenses/benefits/taxes 0 330 630 649 675 702 Assume part-time instructors. Calculated at
20% of wages to cover PERA, FICA,
Workman's comp, etc.
Travel, Staff Development Staff development and Training in
Operational Expenses.
Marketing and Promo Materials
Other Program Expenses 500 500 500 500 500
Postage
Fees-Registration/CC/On-Line 220 420 433 450 468 Showing in Operational Expenses-Bank
Charges
Lino Lakes Recreation and Community Center
Category
Financial Forecast Pre-Opening Year Through Year 5
ISG Projections
Program Expenses increase by 3% after Year
2.
May 10, 2021
1 of 5 6/1/2021
APPENDIX C2d:--Program Expenses City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
27
28
29
30
31
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
COMMUNITY EDUCATIONAL
SUBTOTAL
0 2,700 4,700 4,826 4,999 5,179
Aquatic Training, Fitness and Therapy Programs
Fitness Program Director 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
Instructors for Classes 6,000 9,750 10,140 10,546 10,967 Hourly Wages calculated as 30% of class fee
revenue
Payroll Expenses/benefits/taxes 1,200 1,950 2,028 2,109 2,193 Assume part-time instructors
Travel, Staff Development Staff development and Training
Marketing and Promo Materials
Other Program Expenses 1,000 1,000 1,000 1,000 1,000
Postage
Fees-Registration/CC/On-Line 800 1,300 1,352 1,406 1,462 Showing in Operational Expenses-Bank
Charges
AQUATIC FITNESS SUBTOTAL 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness
Fitness Program Director Program management and supervision in full-
time staff in Operational Expenses.
Instructors 21,000 22,680 23,587 24,531 25,512 Hourly Wages calculated as 35% of class fee
revenue
Personal Training Instructors 1,750 2,013 2,093 2,177 2,264 Hourly Wages calculated as 35% of class fee
revenue. Personal Training is growing.
Payroll Expenses/benefits/taxes 0 4,550 4,939 5,136 5,341 5,555 Assume part-time instructors: Both City
employees and independent contractors.
Travel, Staff Development Staff development and Training
Marketing and Promo Materials
Other Program Expenses 1,000 1,000 1,000 1,000 1,000
Postage
Fees-Registration/CC/On-Line 2,600 2,822 2,935 3,052 3,174
DRY-SIDE FITNESS SUBTOTAL 0 30,900 33,453 34,751 36,101 37,505
2 of 5 6/1/2021
APPENDIX C2d:--Program Expenses City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
Learn to Swim Program Costs
Learn to Swim Program Director 0 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses. May want
to have dedictated program director based
on size of program. May be lead instructor.
Learn to Swim Instructors 43,267 58,410 67,172 78,872 82,816 Hourly, $18/hr.-Year 0 is training. Instructors
= approximately 28% of gross lesson
revenue.
Payroll Expenses/benefits/taxes 0 8,653 11,682 13,434 15,774 16,563 Assume part-time instructors
Travel, Staff Development 1,000 1,000 1,000 1,000 1,000 Staff development and Training
Marketing and Promo Materials 1,000 1,000 1,000 1,000 1,000
Other Program Expenses 1,500 1,950 2,340 2,574 2,703
Postage
Fees-Registration/CC/On-Line 6,181 8,344 9,596 11,267 11,831 Showing in Operational Expenses-Bank
Charges
Scholarships 7,500 7,500 7,500 7,500 7,500
LEARN TO SWIM PROGRAM SUBTOTAL 0 69,101 89,886 102,042 117,988 123,412
Camp and Clinic Programs
Camp Director 0 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
All Camp Staff 14,400 24,000 24,960 25,958 26,997 Wages calculated at 32% of gross revenue
Payroll Expenses/benefits/taxes 0 2,880 4,800 4,992 5,192 5,399
Marketing and Promo Materials May include some advertising and direct mail
campaign
Other Program Expenses
Postage
Fees-Registration/CC/On-Line 1,800 3,000 3,120 3,245 3,375 Showing in Operational Expenses-Bank
Charges
3 of 5 6/1/2021
APPENDIX C2d:--Program Expenses City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
155
156
157
Other Camp Expenses 2,000 2,300 2,484 2,608 2,739 Outfitting/Specific Equipment/Audio visual,
etc.
CAMP and CLINIC SUBTOTAL 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs
US Masters Swimming Team Exploring as in-house or outsourced rental
program.
Coach Travel and Entertainment
Other Swim Team Expenses
Fees-Registration/CC/On-Line
Marketing and Promo Materials
Payroll Expenses/benefits/taxes
Masters Team Subtotal 0 0 0 0 0 0
Summer Recreation Swim Team Potential for summer rec team as program
grows-nothing factored in at this point.
Coaches Payroll 0 0 0 0 0 Part time coaches-wage based on XX% of
total team revenue.
Coach Travel and Entertainment
Other Swim Team Expenses 0 0 0 0
Fees-Registration/CC/On-Line Showing in Operational Expenses-Bank
Charges
Marketing and Promo Materials
Payroll Expenses/benefits/taxes 0 0 0 0 0 0 No benefits
Summer Rec Team Subtotal 0 0 0 0 0 0
AQUATIC TEAMS SUBTOTAL 0 0 0 0 0 0
Sport Team Programs
4 of 5 6/1/2021
APPENDIX C2d:--Program Expenses City Managed Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
158
159
160
161
162
163
164
165
166
167
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
Coaches/Instructors Payroll 1,800 2,700 2,808 2,920 3,037 Part time coaches-wage based on 30% of
total team revenue.
Coach Travel and Entertainment
Other Sport Program Expenses 1,000 1,150 1,323 1,521 1,749
Fees-Registration/CC/On-Line Showing in Operational Expenses-Bank
Charges
Marketing and Promo Materials In overall marketing
Payroll Expenses/benefits/taxes 0 360 540 562 584 607 No benefits
SPORT TEAMS SUBTOTAL 0 3,160 4,390 4,692 5,025 5,394
Scholarship and Student Support
Expenses related to all programs 5,000 5,000 5,000 5,000 5,000 All Programs except learn to swim which has
its own financial aid budget.
SCHOLARSHIP & SUPPORT SUBTOTAL 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous
Expense Contingency 7,500 6,000 5,000 5,000 5,000 Expense Contingency. ISG like to include a
miscellaneous contingency. Contingency
decreases each year as history better guides
budgeting.
MISCELLANEOUS SUBTOTAL 0 7,500 6,000 5,000 5,000 5,000
TOTAL-PROGRAM EXPENSES 0 148,441 191,529 206,387 226,177 235,623
Program Staff Wages & Benefits Subtotal 0 105,680 144,003 157,436 174,549 182,478
5 of 5 6/1/2021
APPENDIX C2e--Program Net Revenue City Managed Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
A B G H I J K M
OPTION Existing Facility City Managed Membership Scenario #2
NOTES:
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Program Revenue
Issues to Review
Potential for Increased Revenue
Potential for Loss of Revenue
Year 1`Year 2 Year 3 Year 4 Year 5 Comments
PROGRAM EXPENSES 148,441 191,529 206,387 226,177 235,623
PROGRAM INCOME 296,024 406,157 445,246 495,247 517,873
NET PROGRAM REVENUE (DEFICIT)147,583 214,628 238,859 269,070 282,251 Year 2
PROGRAM BREAKDOWN
Community Education Programming
Expenses 2,700 4,700 4,826 4,999 5,179
Revenue 5,500 10,500 10,815 11,248 11,698
Net Revenue (Deficit)2,800 5,800 5,989 6,249 6,519
Profit Margin 51%55%55%56%56%
Aquatic Fitness and Training Programs
Expenses 9,000 14,000 14,520 15,061 15,623
Revenue 20,000 32,500 33,800 35,152 36,558
Net Revenue (Deficit)11,000 18,500 19,280 20,091 20,935
Profit Margin 55%57%57%57%57%
Dry-Side Fitness and Therapy Programs
Category
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
ISG Projections
May 10, 2021
1 of 2 6/1/2021
APPENDIX C2e--Program Net Revenue City Managed Model
14
15
16
A B G H I J K M
Year 1`Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
73
74
75
76
77
Expenses 30,900 33,453 34,751 36,101 37,505
Revenue 65,000 70,550 73,372 76,307 79,359
Net Revenue (Deficit)34,100 37,097 38,621 40,206 41,854
Profit Margin 52%53%53%53%53%
Learn to Swim Programs
Expenses 69,101 89,886 102,042 117,988 123,412 Includes funding of scholarships
Revenue 154,524 208,607 239,899 281,686 295,770 Includes grant for scholarships
Net Revenue (Deficit)85,423 118,721 137,857 163,698 172,358
Profit Margin 55%57%57%58%58%
Camp and Clinic Programs
Expenses 21,080 34,100 35,556 37,003 38,509
Revenue 45,000 75,000 78,000 81,120 84,365
Net Revenue (Deficit)23,920 40,900 42,444 44,117 45,856
Profit Margin 53%55%54%54%54%
Summer Rec Swim Team
Expenses 0 0 0 0 0
Revenue 0 0 0 0 0
Net Revenue (Deficit)0 0 0 0 0
Profit Margin #DIV/0!#DIV/0!#DIV/0!#DIV/0!#DIV/0!
Sport/Team Programs
Expenses 3,160 4,390 4,692 5,025 5,394
Revenue 6,000 9,000 9,360 9,734 10,124
Net Revenue (Deficit)2,840 4,610 4,668 4,709 4,730
Profit Margin 47%51%50%48%47%
2 of 2 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
A B G H I J K L M
OPTION Existing Facility Hybrid Management Model Membership Scenario #2
NOTES:
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic Partnership
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Facility Revenue
Issues to Review
Partnership: Decreased Revenue Potential for Increased Revenue
Partnership: Decreased Expenses Potential for Pre-Opening Revenue
Partnership: Increased Revenue Potential for Loss of Revenue
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Educational, Class, Camp and Clinic Rentals
Youth Camps 0 0 0 0 0 Any outside groups renting space for camp programs. In
house camps/clinics are in program revenue
Sport Camps Outside sport group camp rentals
Recreational and Educational Classes and
Programming by outside providers
0 0 0 Kayak, canoe, martial arts, dance for example:
Outsourced programming-could bring in house as developed
Community/Youth organizations Outside organizations renting space for programs.
EDUC, REC, CLASS, CAMP RENTALS 0 0 0 0 0 0
Gym/Court Space Rentals
Hourly Gym Rentals = $60/full court/hour;
$35/half court/hour.
Basketball Programs
AAU Program
Centennial Basketball Assoc.
General Rental 20,000 30,000 31,500 33,075 34,729 10 hours/week @ $60/hour for 50 weeks in Year 2.
Volleyball
Pickleball
Other Sport Program
Non-sport Rentals
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
May 10, 2021
Rec and Community Center Projections
1 of 6 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
63
64
65
66
67
68
69
70
71
GYM/COURT RENTALS SUBTOTAL 0 20,000 30,000 31,500 33,075 34,729
Pool Rentals Rental revenue based on Schedule Matrix time allocated. Local
Club team has expressed immediate interest in renting lane
space.
Tentative Lane Rental Rates: 25 yard-$12.50/lane/hour
Club Team Lane Rental
Great Wolf Swim Club 30,912 32,148 32,952 33,941 34,959 Club has expressed interest in renting as soon as facility opens.
Rent approximately 14 hours/week for 4 lanes at $12/lane/hour
for 46 weeks/year.
Other Groups/Clubs 0 0 0 0
25 Yd Pool Rentals (Non-competitive)0 0 0 0
Program/Leisure Pool Rentals 2,500 2,625 2,704 2,785 2,868 Lesson Program or Community Ed Aquatic Programs other than
the swim lesson program.
Therapy/Rehab 3,000 5,000 5,150 5,356 5,570 Rental rate for space in Program/Leisure Pool @ $50/hour. Year
2 = 100 hours per year, roughly 2 hours/week. Very conservative.
Likely to be able to get some advance commitments.
POOL RENTALS SUBTOTAL 0 36,412 39,773 40,806 42,082 43,398
Competitive Event Rentals Not Applicable in existing facility
COMPETITIVE EVENTS REVENUE
SUBTOTAL
0 0 0 0 0 0
Special Rentals and Functions
Birthday Parties and other parties 16,000 20,000 20,600 21,424 22,281 Average Fee of $200 for party-anticipate 100/year initially.-covers
wide range of party functions.
Meeting/Function Spaces 2,000 4,000 4,120 4,244 4,371 Potential for rentals of meeting spaces. Approximate meeting
space rental of $50/hour plus set up fee. Year 2 estimate is 80
hours per year; roughly 1.6 hours/week.
Fitness Studios or Workout space rentals 0 0 0 0 0 Control and outside rental of fitness spaces will be controlled by
Fitness Partner except in mutually agreed upon one-off
opportunities. Revenue zeroed out. Potential for outside
organizations and programs to rent workout spaces and studio
spaces when available. Includes outside program providers of
classes such as martial arts, outside fitness classes, dance groups,
etc.
Other rentals
2 of 6 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
72
73
74
75
76
77
78
79
85
86
87
88
89
90
91
92
93
94
95
96
97
SPECIAL EVENTS, FUNCTIONS, RENTALS 0 18,000 24,000 24,720 25,668 26,652
Therapy, Rehab and Health Care Programming Outsourced rental to health care provider/partner
Therapy time rental 0 0 0 0 0 Showing in Pool rental
Corporate health care programs
THERAPY, REHAB, HEALTH SUBTOTAL 0 0 0 0 0 0
Public Memberships/Daily Usage See Membership Worksheet
Plan on advance membership drive in Year Zero to help offset
Year Zero costs. Launch approximately 3 months prior to
opening.
Daily Admission 39,534 41,615 43,696 45,881 48,175 See membership worksheet for breakdown of passes. Do not
anticipate any change in daily admission passes.
Residents 0 0 0 Anticipate high start up for drop-in admissions in Year 1 as people
try out the "new" Rec Center.
Non-residents 0 0 0
12-Punch Pass 29,716 34,960 36,708 37,809 39,700 Punch passes are not offered for fitness only. Do not anticipate
any drop in this revenue.
Residents 0 0 0 0
Non-residents 0 0 0 0
Membership Fees See Membership/Use Market analysis and projection worksheet.
Want to review our assumptions, rates, and calculations.
Potential for pre-opening advance membership sales. Year 1 is
75% of Year 2 projections based on membership model. Growth
Year 2 to 3 is 5% and Year 3 on at 3%.
Overall Facility Membership 1,096,610 1,290,130 1,354,636 1,422,368 1,493,486 Year 1 increases to 85% of Year 2 based on Fitness Partner
existing members. Also anticipate additional incremental growth
of membership in Year 2 by 5% based on Fitness Partner.
Anticipate membership fee increase in Year 4 or sooner.
FITNESS PARTNER ASSUMPTIONS: Membership in Year 1
accelerated. Anticipate some share of overall membership driven
by Fitness Partner. Also anticipate Fitness partner will enhance
value of membership-attracting increased membership overall
(particularly considering the membership they were able to pull
from YMCA).
3 of 6 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
Fitness Only Membership 0 0 0 0 0 Fitness partner would accelerate year one membership, bringing
in their existing membership immediately. FITNESS
PARTNER ASSUMPTIONS: Fitness Partner would bring over half
the anticipated total membership units to the Rec Center from
their existing membership, accelerating membership revenue in
Year 1. Fitness Partner would retain the equivalent membership
revenue of all members they bring to the Rec Center. Rec Center
& Fitness Partner would have revenue sharing for new fitness
members as well as incentive to Fitness Partner for upgrades of
Fitness members to Overall Facility memberships. To be
negotiated as part of Joint Use Agreement (JUA).
Residents Anticipate attracting more residents compared to Y but losing
some non-residents who may continue at Forest Lake Y.
Non-residents We have the breakdown of the Y members by resident to
compare.
Child Watch Membership Add-On 12,750 15,000 15,750 16,223 16,709 100 drop-ins per week at 50 weeks @$3/drop-in. Will revisit the
business plan for this based on area facilities and develop a
membership add on option. Market range is $1 to $6.50 for drop
in. May consider including Child Watch as part of Family
Membership.
Corporate Membership Programs Explore Opportunities-May depend on accessibility of location to
businesses.
Combined Group/Organizational
membership partnerships
Hotel Guest Membership Program 2,880 3,312 3,478 3,651 3,834 Explore Opportunities with Hampton Inn. Project average of 40
day passes/month @ $6/pass for the Hotel. May be drop in
passes purchased by the hotel. May link to some sponsorship
program.
MEMBERSHIP/DAILY USAGE SUBTOTAL 0 1,181,491 1,385,017 1,454,268 1,525,932 1,601,904
Retail and Vending:
Vending Machine Revenue 1,000 1,150 1,185 1,220 1,257 Vending machines at facility-share of proceeds to facility revenue-
focus on healthy vending systems (see examples)
Food concession No food concession in current facility.
Pro shop/Kiosk sales at front desk 5,000 6,500 6,695 6,896 7,103 Swim/workout accessories, bottled water/sports drinks, energy
bars, and other items sold as a service to members through front
desk kiosk. Line items shows net profit. No added staff to
support. Average $500/month profit in Year 2.
4 of 6 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
RETAIL & VENDING SUBTOTAL 0 6,000 7,650 7,880 8,116 8,359
Retail Lease Revenue No outside lease revenue in current facility. Does not include
Fitness Partner lease. See this in Partnership revenue center.
Food Concessions
Other outsourced sales or space lease
RETAIL LEASE REVENUE SUBTOTAL 0 0 0 0 0 0
Facility Sponsorships and Contributions
Includes cost relieving in-kind donations (VIK)
Sponsorships 0 0 0 0 0 We have not included any "soft" dollars. Potential exists for
some sponsorship revenue within City guidelines and policies.
Advertising 0 0 0 0 0 Fitness Partner may bring some sponsorships to the
program/facility.
Annual Fundraising
Partnerships Opportunity for corporate health programs/program funding and
other partnerships
Grant Support Potential program for membership scholarships or financial aid to
support financial aid to those that cannot afford the full cost of
membership or programs. Nothing factored in but potential
exists.
SPONSORSHIP/CONTRIBUTIONS
SUBTOTAL
0 0 0 0 0 0
Municipal, School District and Other Partnerships To be developed.
School District Annual Use Potential Operating subsidy in exchange of resident rates, etc.
Neighboring Municipalities Potential Operating subsidy in exchange of resident rates, etc.
Health Care Provider
Fitness Partner Lease Payments 75,000 75,000 75,000 75,000 75,000 Lease of Fitness spaces: Will be factored in with membership and
program revenue sharing program to be determined.
Considerably below market rate, but good to have some lease
payment guaranteed as part of overall JUA.
Other Other potential program partners as facility evolves and grows.
5 of 6 6/1/2021
APPENDIX C3a Facility Revenue Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
Rec and Community Center Projections
144
145
146
147
148
149
150
151
152
0 75,000 75,000 75,000 75,000 75,000 No partnership or rental use included in this business model
Miscellaneous Income
Other
MISCELLANEOUS INCOME 0 0 0 0 0 0
GRAND TOTAL-FACILITY REVENUE 0 1,336,903 1,561,440 1,634,173 1,709,872 1,790,042
SCHOOL DISTRICT & OTHER PARTNERSHIPS
6 of 6 6/1/2021
APPENDIX C3b--Program Revenue Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
A B G H I J K L M
OPTION Existing Facility Hybrid Management Model Membership Scenario #2
NOTES:
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic Partnership
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Program Revenue Potential for Pre-Opening Revenue
Partnership: Decreased Revenue Issues to Review
Partnership: Decreased Expenses Potential for Increased Revenue
Partnership: Increased Revenue Potential for Loss of Revenue Revenue from In-house programs
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Education and Community Programming
Lifesaving/Water Safety/Instructor
Courses and Certification.
1,500 2,500 2,575 2,678 2,785 Facility not ideal for lifeguard training but could be joint program
with Community Ed using this facility and function room and high
school pool for deep water certification. Adds another program
for Rec Center.
First Aid/CPR/AED 1,500 2,500 2,575 2,678 2,785 Provide classes for outside groups also.
Community Classes 2,000 4,000 4,120 4,285 4,456 Examples: Computer, Art, Nutrition, Etc.
Sport/Rec Intro Classes 2,000 4,000 4,120 4,285 4,456 May also provide space as needed for Community Ed Classes
Miscellaneous 0 0 0 0
Classes and other programs linked to
Health care providers
0 0 0 0 0 Explore health care program partners within City management or
hybrid models.
COMMUNITY AND EDUCATIONAL
PROGRAMMING SUBTOTAL
0 7,000 13,000 13,390 13,926 14,483
Aquatics Training, Fitness and Therapy Programs
Aquatic Fitness Classes 15,000 25,000 26,000 27,040 28,122 Potential for coordination with Fitness Partner dry-side programs
and community Ed to expand reach of aquatic fitness.
Personal Training-Aquatics 5,000 7,500 7,800 8,112 8,436 Personal training and cross training are rapidly increasing in
aquatics. This is upside potential.
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
ISG Projections
May 10, 2021
1 of 4 6/1/2021
APPENDIX C3b--Program Revenue Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
Senior Programs-independent of
membership
0 0 0 0 0 Significant opportunities with senior living centers and supported
by facility meeting space. May want to engage organizations at
next step in the development process. Coordinate as part of
expansion of existing City Senior Programs.
Aquatic Therapy/Rehab Outsources-showing in facility revenue as rental income
AQUATIC FITNESS SUBTOTAL 0 20,000 32,500 33,800 35,152 36,558
Dry-Side Fitness & Training Programs Fitness Partner retains all class and training program revenue.
Dry-Land Fitness Classes 0 0 0 0 0
Personal Training-Dry-side 0 0 0 0 0 Personal Training is trending higher today. Upside potential.
Senior Programs-independent of
membership
Significant opportunities with senior living centers and supported
by facility meeting space. May want to engage organizations at
next step in the development process. Nothing factored in at this
point. Can also be outsourced as rental space for senior living
centers or other community senior programs.
DRY-SIDE FITNESS SUBTOTAL 0 0 0 0 0 0
Learn to Swim Program Includes all group lessons, kids and adults, private and semi-
private lessons, swim lessons for triathletes, or private stroke
lessons, etc.
See Market Analysis and Projection worksheets-Hybrid Program
Partnership.
Projections are for Community Ed swim lesson partnership but
could also develop swim lesson program with another outside
partner.
Registration Fees-Swim Lesson Program 48,639 65,662 75,511 88,827 93,268 Program partnership assumptions: Increase total participants by
30%. Shift to 80% residences as residency includes both Lino
Lakes and Centennial School District. City/Rec Center retains 25%
of gross revenue.
Group Lessons 0 0 0
Private Lessons 0 0 0 Private Lessons are trending up
2 of 4 6/1/2021
APPENDIX C3b--Program Revenue Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
Semi-Private Lessons 0 0 0
Other Revenue (Grants, Sponsorships)Grant programs supporting community and disadvantaged learn
to swim programs, scholarships and community programs.
School or Community Ed Partnership
Program
Potential for swim lesson partnership with school district-would
require some outside grant funding and transportation. Nothing
included at this point in time. Example: Swim lessons for all 2nd
graders.
LEARN TO SWIM PROGRAM SUBTOTAL 0 48,639 65,662 75,511 88,827 93,268
Camp and Clinic Programs
Kids summer day camps/all sport
activities
45,000 75,000 78,000 81,120 84,365
Dive in Movies 0 0 0
Sport Specific Camps 0 0 0
Other Programs
CAMP/CLINIC PROGRAMS SUBTOTAL 0 45,000 75,000 78,000 81,120 84,365
Aquatic Team Programs
USA Swimming In House Club 0 0 0 0 0 No in-house team. Outside clubs renting time.
Summer Rec Swim Team 0 0 0 0 XX kids @$XXX/summer 6 week season in summer league.
Explore Option-No revenue initially planned.
Masters Masters projected as outside group renting pool space. May
consider an in-house masters or adult organized lap swimming
program at some point in time.
AQUATIC TEAMS SUBTOTAL 0 0 0 0 0 0
Sport & Team Programs and Classes Any in-house programs to be determined.
Youth Team Programs Most likely to be outside programs, renting some space. No team
programs factored in, but potential exists.
3 of 4 6/1/2021
APPENDIX C3b--Program Revenue Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
84
85
86
87
88
89
90
91
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
Adult Team Programs
Pickle Ball 4,000 6,000 6,240 6,490 6,749 In-House Program: Small scale with current size of gym.
Introductory Sport Classes 2,000 3,000 3,120 3,245 3,375 May coordinate with Community Ed.
Other
SPORT TEAM PROGRAM SUBTOTAL 0 6,000 9,000 9,360 9,734 10,124
Program Specific Sponsorships and Contributions No "Soft" revenue factored in at this point, but anticipate some
revenue, especially in grant support for outreach and program
user subsidies and scholarships. Anticipate that Fitness Program
partner may have some sponsorship to bring to the Rec Center.
Sponsorships In support of Specific Programs
Advertising In support of Specific Programs
Annual Fundraising Annual Fundraising in support of specific programs.
Partnerships Opportunity for corporate health programs/program funding and
other partnerships
Grant Support Scholarship Programs and other grant support for programs
SPONSORSHIP/CONTRIBUTIONS
SUBTOTAL
0 0 0 0 0 0
Miscellaneous Income
Other
MISCELLANEOUS INCOME 0 0 0 0 0 0
GRAND TOTAL-PROGRAM REVENUE 0 126,639 195,162 210,061 228,759 238,797
4 of 4 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
51
52
53
54
A B G H I J K L M
OPTION Existing Facility Hybrid Management Model Membership Scenario #2
NOTES:
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic Partnership
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with some programs possibly outsourced.
Operational Expenses
Factored in potential future $15/hour state minimum
wage.
Partnership: Decreased Revenue Issues to Review Annual Utility and Misc. Expenses increases at 3%
Partnership: Decreased Expenses Partnership: Increased Expenses Potential for Increased Costs Salary and Wages increase at 5% annually
Partnership: Increased Revenue Potential to Reduce Costs Specific Pre-Opening One Time Costs
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Utilities
25 yard lap pool
(75' x 36') 2,700 Square Feet
Based on 104,000 Gallons-3'5" deep to 5'' deep.
6 hour turnover rate. Flow Rate = 288 GPM. These
estimates are for the existing sand filters and equipment as
is.
Electric 6,000 6,180 6,365 6,556 6,753 Just pool water circulation
Water/Sewer 3,500 3,605 3,713 3,825 3,939 Does not include initial pool fill.
Gas (Heat/Cool)6,000 6,180 6,365 6,556 6,753 Just Pool
Chemicals 0 0 0 0 In Equipment and Supplies
UV Light 0 0 0 0 Annual Maintenance and Bulb Replacement in Pool
Maintenance
Program/Leisure Pool (60' x 36')
2,160 Square Feet
Based on 29,000 Gallons-Zero depth to 4' deep. 6
hour turnover rate. Flow Rate = 241. These estimates are
for the existing Sand Filters.
Electric 5,000 5,150 5,305 5,464 5,628 Just the pool water circulation
Water/Sewer 3,000 3,090 3,183 3,278 3,377 Does not include initial pool fill.
Gas (Heat/Cool)4,000 4,120 4,244 4,371 4,502 Just the pool
Chemicals 0 0 0 0 In Equipment and Supplies
UV Light 0 0 0 0 Annual Maintenance and Bulb Replacement in Pool
Maintenance.
Pool Room Space Pool Room Space: 8,859 sq ft. @ $3.25/sq ft =$28,792
Electric 16,000 16,480 16,974 17,484 18,008 All Pool Room Space included.
Water/Sewer 792 816 840 865 891
Gas (Heat/Cool)14,000 14,420 14,853 15,298 15,757
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
Category
ISG Projections
May 10, 2021
1 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
87
88
89
90
91
92
99
100
101
102
103
Common and Support Spaces 11,661 sf @$3.00/sf = $34,983
Electric 20,000 20,600 21,218 21,855 22,510 Includes Locker rooms, Lobby, Offices, etc.
Water/Sewer 3,983 4,102 4,226 4,352 4,483
Gas (Heat/Cool)15,500 15,965 16,444 16,937 17,445
Gym Space 4,566 sf @$2.50/sf = $11,415
Electric 5,500 5,665 5,835 6,010 6,190
Water/Sewer 415 427 440 453 467
Gas (Heat/Cool)5,500 5,665 5,835 6,010 6,190
Fitness Center Spaces Includes all fitness workout and supporting spaces. 7,658 sf
@ $3.00/square foot. = $22,974
Electric 15,000 15,450 15,914 16,391 16,883
Water/Sewer 474 488 503 518 533
Gas (Heat/Cool)11,250 11,588 11,935 12,293 12,662
0 0 0 0
0 0 0 0
Building Mechanicals and Operations 1,887 sq ft-average cost approx. $2.50 = $4,717
Electric 2,000 2,060 2,122 2,185 2,251
Water/Sewer 717 739 761 783 807
Gas (Heat/Cool)2,000 2,060 2,122 2,185 2,251
0 0 0 0
0 0 0 0
UTILITIES SUBTOTAL 9,000 140,631 144,850 149,195 153,671 158,281 Approximately $3.35/sf. Current Y is $3.30/sf. Year Zero
is total of estimated monthly costs while closed: roughly $
3,139/month assuming 4 months prior to full opening with
expenses for 3 months of use as COVID Vaccination center
factored out. This cost may increase as other costs are
factored in. Expenses through June 30, 2021 are covered
by State of Minnesota for use as COVID Vaccine site.
Lower energy use in warmer months when closed.
Maintenance Some of these services can be outside contracted services
Pool Maintenance 0 0 0 Anticipate Maintenance costs increasing as equipment ages
2 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
104
105
106
108
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
133
134
135
136
137
S&E Pool Mechanical 4,000 4,120 4,244 4,371 4,502
UV System Maintenance and Bulb
Replacement
0 0 0
25 yard Lap Pool 5,000 5,150 5,305 5,464 5,628
Program Pool 3,000 3,090 3,183 3,278 3,377
Building Repairs & Maintenance 10,000 10,300 10,609 10,927 11,255
Building Grounds, Maint, Plowing 20,000 20,600 21,218 21,855 22,510 Provided by City Maintenance team, but additional costs
factored into Rec Center Budget
Replacement and Maintenance Accrual
Fund
Showing in gross expenses below.
Equipment Repairs 1,000 1,030 1,061 1,093 1,126 Includes fitness equipment repair. Decrease based on
Fitness Partner maintaining fitness equipment
Pre-Opening: Pool 6,000
Pre-Opening: Cleaning 6,000 First Floor cleaned by State as part of Vaccination Center
rental.
Pre-Opening: Maintenance 3,000 Contingency
Pool Refill-Water and chemicals 4,000 7,000 Both Pools-On a 5-year drain and fill cycle
MAINTENANCE SUBTOTAL 19,000 43,000 44,290 45,619 46,987 55,397
Equipment & Supplies Includes start up supplies and any equipment not included
in Capital Costs and FF&E (Furniture, Fixtures, &
Equipment). Specific program equipment showing in
Program Expenses.
Office Supplies 3,000 3,090 3,183 3,278 3,377
First Aid/Safety 2,000 2,060 2,122 2,185 2,251
Maintenance/Repair/Materials 3,000 3,090 3,183 3,278 3,377
Custodial Supplies 30,000 30,900 31,827 32,782 33,765 YMCA was on the high side on this. Anticipate some savings
with overall City purchase contracts.
Pool Chemicals 0 0 0 0
Lap Pool 5,000 5,150 5,305 5,464 5,628
Program/Leisure Pool 2,000 2,060 2,122 2,185 2,251
Pre-Opening Re-branded Building
Signage
16,000
Pre-Opening Pool Equipment 26,149
Pool Equipment 2,000 2,060 2,122 2,185 2,251 Includes equipment needed for opening and then annual
replacements
Pre-Opening Sport Equipment 7,940 Includes equipment needed for opening and then annual
replacements. Includes Gym Equipment
Sport Equipment 2,000 2,060 2,122 2,185 2,251 Includes equipment needed for opening and then annual
replacements. Includes Gym Equipment
3 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
Pre-Opening Fitness Equipment
Purchases
15,000 $15,000 in equipment already purchased. Already
purchased from Y by City. Fitness Partner brings all their
own equipment reducing cost to City.
Fitness Equipment Purchases 0 3,000 3,090 3,183 3,278
Fitness Equipment Leasing 0 0 0 0 0 0 Fitness Partner assumes all expenses for equipment.
Move and Set up Fitness Equipment,
Flooring, etc.
15,000 Moving and set up of Fitness Partner Equipment-shared
costs.
Recreational Supplies 2,000 2,060 2,122 2,185 2,251
Uniforms 3,000 3,090 3,183 3,278 3,377 May be offset by equipment/apparel sponsorships
Printing & Postage 1,000 1,030 1,061 1,093 1,126
Pre-Opening General Supplies and
Equipment
48,000 Includes Start Up for Camp Equipment, Child Watch/Kids
Stuff Equipment
General Supplies and Equipment 0 5,000 5,150 5,305 5,464 5,628
Pre-Opening Building General Supplies,
Equipment and FF&E Contingency
65,425 Includes Start Up for Custodial Equipment, Copier, Printers,
Camp Equipment, Child Watch/Kids Stuff Equipment
Building General Supplies, Equipment
and FF&E Contingency
5,000 5,150 5,305 5,464 5,628
Pre-Opening Management Program
Equipment
17,000 Includes Card Access/Membership System Management
Equipment and Software
Management Program Equipment 2,000 2,060 2,122 2,185 2,251 Updates, maintenance, and upgrades to systems
EQUIPMENT & SUPPLIES SUBTOTAL 210,514 67,000 72,010 74,170 76,395 78,687
Staff Costs: Salaries & Wages Year Zero includes staffing needed prior to opening of
facility and not included in project capital costs and
training of part-time staff. Using 5% annual escalation to
account for COLA and step increases.
Full-Time Staff Need to review proper job title hierarchy with the City
structure. City HR Director reviewing positions, grades,
and titles.
Facility Director 37,500 90,000 94,500 99,225 104,186 109,396 1.0 FTE Start position 5 months prior to opening. Review
based on market rate and City grade levels.
Program Manager 16,250 65,000 68,250 71,663 75,246 79,008 1/0 FTE Start position 3 months prior to opening.
Aquatic Supervisor 0 0 0 0 0 0 This position can be combined with Program Manager
position since Community Ed would provide management of
the Swim Lesson program.
Membership/Customer Service
Manager
13,750 55,000 57,750 60,638 63,669 66,853 1.0 FTE Start 3 months prior to opening.
4 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
Front Desk Coordinator 3,333 40,000 42,000 44,100 46,305 48,620 1.0 FTE Start 1 months prior to opening. May just be part-
time. Fitness Partner will provide front desk part-time staff
but City will have the overall front desk supervisory
responsibilities.
Fitness Supervisor 0 0 0 0 0 0 Fitness Partner provides this position.
Maintenance/Operations Manager 19,250 77,000 80,850 84,893 89,137 93,594 1.0 FTE Start 3 months prior to opening. CPO trained and
certified.
Administrative, Accounting, HR 9,500 55,000 57,750 60,638 63,669 66,853 1.0 FTE Start 3-4 months prior to opening. -Reviewing with
City HR and operations to determine need or add on costs
for existing City Staff. Is this covered in the City Admin
share costs? May be able to reduce this position since
Fitness Partner and Community Ed will manage all of their
instructors and staff.
Custodial & Bldg. Maint. Staff 9,375 112,500 118,125 124,031 130,233 136,744 2.5 FTE Start 1 Months prior to opening following deep
cleaning. Should this be in part-time? What should the
base annual salary/rate by for these positions? We used
$45,000 in this model.
FULL-TIME STAFF SUBTOTAL 108,958 494,500 519,225 545,186 572,446 601,068
Part-Time Staff Currently using 4% as annual escalation. All Part-Time
positions are <30 hours/week. Assuming $15 minimum
hourly wage in near future.
Front Desk/Access Control 3,000 46,800 49,140 51,597 54,177 56,886 1.5 FTE, 60 hrs./week @ $15.00/hr. - $46,800
Fitness Attendants 0 0 0 0 0 0 Fitness Partner covers these positions.
Gym Monitors 2,000 31,200 32,760 34,398 36,118 37,924 1 FTE, 40 hrs./week @ $15.00/ hr.- $31,200
Head Lifeguard 2,000 18,720 19,656 20,639 21,671 22,754 .5 FTE, 20 hrs./week @ $18.00/hr. - $18,720. Should be
CPO certified.
Lifeguards 2,000 93,600 98,280 103,194 108,354 113,771 3 FTE, 120 hrs./week @ $15.00/hr.- $93,600
Custodial Part-Time 2,500 95,680 100,464 105,487 110,762 116,300 2 FTE for part-time custodial @$23/hour. Is this an hourly
wage in line with current City custodial part-time staff?
Child watch 2,000 62,400 65,520 68,796 72,236 75,848 2 FTE, 80 hrs./week @ $15.00/hr.- $62,400. Revenue does
not come close to supporting costs of program, but it is an
important membership benefit/service. Year Zero is
training.
Program Instructors and Staff In program Expenses
Camp Staff In program Expenses
5 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
185
186
187
188
189
190
191
192
193
194
195
196
198
199
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
Other
Clerical/Administrative Support In Full Time Staff
Event Staff costs All extraordinary event staff costs are paid separately by
event renter/host or included in event expenses as a pass
through.
PART-TIME STAFF SUBTOTAL 13,500 348,400 365,820 384,111 403,317 423,482
Staff Benefits and Payroll Taxes Confirm benefit & payroll tax calculations. HR reviewing.
Full Time
Benefits & Payroll Taxes 43,583 197,800 207,690 218,075 228,978 240,427 Roughly average 40%-will need to calculate exactly.
Part Time
Benefits & Payroll Taxes 2,700 69,680 73,164 76,822 80,663 84,696 Calculated at 20% to cover FICA, PERA, Workers Comp, etc.
BENEFITS & PAYROLL TAXES
SUBTOTAL 46,283 267,480 280,854 294,897 309,642 325,124
STAFF SALARIES, WAGES & BENEFITS
GRAND TOTAL
168,741 1,110,380 1,165,899 1,224,194 1,285,404 1,349,674
Staff Costs: Other NOTE: Outside services linked to funding, fundraising,
design, etc. included in capital costs, not operating
budget.
Staff Development and Training 1,000 1,250 1,281 1,313 1,346 1,380 Can be managed by management staff. Program partners
fund staff training. Reducing costs by 50%.
Conferences 1,000 1,025 1,051 1,077 1,104
Staff Certifications & Licenses 500 1,000 1,025 1,051 1,077 1,104
Staff Travel 1,000 1,025 1,051 1,077 1,104
Dues/Subscriptions 500 500 513 525 538 552
STAFF COSTS-OTHER 2,000 4,750 4,869 4,990 5,115 5,243
Outside (contract) Services
6 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
Accounting Services Included in Full Time Staff
PR/Media Initially combined with Marketing.
Marketing 6,000 4,000 3,000 3,000 Includes consultant fees. Can reduce after Year One and
phase out. Marketing costs reduced based on existing
marketing and new marketing provided by program
partners.
Building Rebranding Development 4,000 Consulting on branding of Rec/Community Center. Can be
combined with marketing and PR services also.
IT/Computer Support Included in City Admin allocated expenses.
Human Resources Anticipate handling in-house. Partners to handle HR for
their staff and instructors.
Testing Services TBD
Custodial Outsourcing Currently showing in staff costs
Maintenance Outsourcing Currently showing in staff costs
Landscape Maintenance In Maintenance
Operations/Mgmt. Consultant N/A
Other
Trash Service 1,000 6,000 6,150 6,335 6,525 6,720
Membership Upgrade Incentive to
Fitness Partner
54,831 64,506 67,732 71,118 74,674 Based on incentive for conversion of Fitness Members to
Overall Members and increased memberships driven to Rec
Center. Would develop specific metrics as part of JUA. This
line item is an initial estimate. Estimated at 5% of Overall
Facility membership revenue.
Contract Services 0 0 0 TBD
OUTSIDE SERVICES SUBTOTAL 11,000 64,831 73,656 77,066 77,643 81,395
General Office Costs
Phone/Media Service 0 3,000 3,100 3,200 3,300 3,400
Technology/IT Support 3,000 3,100 3,200 3,300 3,400
Scholarship and Membership Financial
Aid
15,000 20,000 20,000 20,000 20,000 Allocation to support financial aid for residents not able to
afford full cost of facility use and programs. Likely part of
this expense can be offset by grant funding. At this point no
grant support or other charitable support of financial aid is
factored in to budget. Partners to also include some
scholarship program in programs they run as part of their
commitment.
Postage 1,500 1,500 1,500 1,500 1,500 1,500 General marketing mailing
7 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
Marketing and Promo Materials 6,000 5,000 4,000 4,000 4,000 4,000 Marketing support for overall facility. Includes brochure,
post cards, and other collateral materials. Additional
marketing funds are also included in specific programs
under program expenses. Important to incorporate into
advance marketing. Some program specific marketing is
listed in Program Expenses line items for the specific
program. Some reduction in this line item based on
marketing materials provided by Program Partners.
Advertising 2,000 2,000 2,000 2,000 2,000 2,000 Slight reduction in expenses more than made up by
Program Partner advertising.
Fees-Registration/CC/On-Line 47,260 55,401 58,171 61,037 64,076 Calculated at 4% of 100% of membership revenue using on-
line registration and credit card processing. Program
Registration & CC Fees show in Program Expenses. This is
Maximum projected expenses and some savings are likely.
May be some decrease depending integration of
membership registration systems.
Bank Charges Are there any other bank charges
Legal Fees 5,000 5,000 5,000 5,000 5,000 Budgeted retainer.
GENERAL OFFICE SUBTOTAL 9,500 81,760 94,101 97,071 100,137 103,376
Insurance
Insurance:5,000 10,000 10,300 10,609 10,927 11,255 City working on getting insurance quote.
Insurance: Property Do you want the insurance broken down by category?
Insurance: Liability
Insurance: Other
INSURANCE SUBTOTAL 5,000 10,000 10,300 10,609 10,927 11,255
Miscellaneous
Other Expenses
Expense Contingency 2,500 10,000 7,500 5,000 5,000 5,000 Contingency decreases as history provides better budgeting
info.
MISCELLANEOUS SUBTOTAL 2,500 10,000 7,500 5,000 5,000 5,000
TOTAL-OPERATING EXPENSES 437,255 1,532,351 1,617,475 1,687,915 1,761,280 1,848,308
8 of 9 6/1/2021
APPENDIX C3c Operational Expenses Hybrid Management Model
15
16
17
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
273
274
275
276
277
278
279
280
281
282
283
284
285
GROSS OPERATING EXPENSES-Additional Support long term capital replacement, maintenance, and
growth. Target is $440,000 by Year 10 and $1,000,000 by
Year 20.
Facility Reserve How do you want to show or account for this.
Initial Funding of Reserve
Annual Reserve Replacement Funding -$ -$ 60,000$ 70,000$ 80,000$ 82,400$ Capital Replacement and Maintenance Reserve Fund. See
cumulative calculations in P & L Statement. After Year 3
reserve increases by 3% annually.
City Charge Backs (Administrative Overhead)
City Support/Admin Charge Backs 150,000 157,500 165,375 173,644 182,326 The share of City Overhead charged to Rec Center.
Increasing 5%/year per City. Potential reduce
administration allocation based on fewer employees a
reduced management load.
Additional Gross Operating Expenses 0 150,000 217,500 235,375 253,644 264,726
TOTAL GROSS EXPENSES 437,255 1,682,351 1,834,975 1,923,290 2,014,924 2,113,034
9 of 9 6/1/2021
APPENDIX C3d Program Expenses Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
A B G H I J K L M
OPTION Existing Facility Hybrid Management Model Membership Scenario #2
NOTES:
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic Partnership
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Program Expenses
Program related expenses not included in annual operating pool staff and expenses
Partnership: Decreased Revenue Issues to Review
Partnership: Decresed Expenses Potential for Increased Costs
Partnership: Increaed Revenue Potential to Reduce Costs
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 Comments
Education and Community Programming
Program Director 0 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
Instructors 2,100 3,900 4,017 4,178 4,345 Hourly-Instructor fees increase at rate equal
to increase in program gross revenue-
Instructor wages average 30% of gross
program fees.
Payroll Expenses/benefits/taxes 0 420 780 803 836 869 Assume part-time instructors. Calculated at
20% of wages to cover PERA, FICA,
Workman's comp, etc.
Travel, Staff Development Staff development and Training in
Operational Expenses.
Marketing and Promo Materials
Other Program Expenses 500 500 500 500 500
Postage
Fees-Registration/CC/On-Line 280 520 536 557 579 Showing in Operational Expenses-Bank
Charges
Lino Lakes Recreation and Community Center
Category
Financial Forecast Pre-Opening Year Through Year 5
ISG Projections
Program Expenses increase by 3% after Year
2.
May 10, 2021
1 of 5 6/1/2021
APPENDIX C3d Program Expenses Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
27
28
29
30
31
32
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
COMMUNITY EDUCATIONAL
SUBTOTAL
0 3,300 5,700 5,856 6,070 6,293
Aquatic Training, Fitness and Therapy Programs Will coordinate some aquatic fitness with
Fitness Partner and Aquatic Partner. Savings
TBD
Fitness Program Director 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
Instructors-Classes 6,000 9,750 10,140 10,546 10,967 Hourly Wages calculated as 30% of class fee
revenue
Payroll Expenses/benefits/taxes 1,200 1,950 2,028 2,109 2,193 Assume part-time instructors
Travel, Staff Development Staff development and Training
Marketing and Promo Materials
Other Program Expenses 1,000 1,000 1,000 1,000 1,000
Postage
Fees-Registration/CC/On-Line 800 1,300 1,352 1,406 1,462 Showing in Operational Expenses-Bank
Charges
AQUATIC FITNESS SUBTOTAL 0 9,000 14,000 14,520 15,061 15,623
Dry-Side Fitness Fitness Costs and Staff covered by Fitness
Partner.
Fitness Program Director Program management and supervision in full-
time staff in Operational Expenses.
Instructors 0 0 0 0 0 Hourly Wages calculated as 35% of class fee
revenue
Personal Training Instructors 0 0 0 0 0 Hourly Wages calculated as 35% of class fee
revenue. Personal Training is growing.
Payroll Expenses/benefits/taxes 0 0 0 0 0 0 Assume part-time instructors: Both City
employees and independent contractors.
Travel, Staff Development Staff development and Training
Marketing and Promo Materials
Other Program Expenses 1,000 1,000 1,000 1,000 1,000 Miscellaneous Expense
2 of 5 6/1/2021
APPENDIX C3d Program Expenses Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
Postage
Fees-Registration/CC/On-Line 0 0 0 0 0
DRY-SIDE FITNESS SUBTOTAL 0 1,000 1,000 1,000 1,000 1,000
Learn to Swim Program Costs Aquatic Partner to cover all Learn to Swim
Program Expenses and Staff.
Learn to Swim Program Director 0 0 0 0 0
Learn to Swim Instructors Hourly, $18/hr.-Year 0 is training. Instructors
= approximately 28% of gross lesson
revenue.
Payroll Expenses/benefits/taxes 0 0 0 0 0 0 Assume part-time instructors
Travel, Staff Development Staff development and Training
Marketing and Promo Materials 1,000 1,000 1,000 1,000 1,000 Still include some Rec Center marketing and
promo materials.
Other Program Expenses 0 0 0 0 0
Postage
Fees-Registration/CC/On-Line Anticipate registration through Aquatic
Partner.
Scholarships 3,750 3,750 3,750 3,750 3,750 Split between City and Aquatic Partner. This
line item reflects 50% of total budget.
LEARN TO SWIM PROGRAM SUBTOTAL 0 4,750 4,750 4,750 4,750 4,750
Camp and Clinic Programs
Camp Director 0 0 0 0 0 Program management and supervision in full-
time staff in Operational Expenses.
All Camp Staff 14,400 24,000 24,960 25,958 26,997 Wages calculated at 32% of gross revenue
Payroll Expenses/benefits/taxes 0 2,880 4,800 4,992 5,192 5,399
Marketing and Promo Materials May include some advertising and direct mail
campaign
Other Program Expenses
3 of 5 6/1/2021
APPENDIX C3d Program Expenses Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
Postage
Fees-Registration/CC/On-Line 1,800 3,000 3,120 3,245 3,375 Showing in Operational Expenses-Bank
Charges
Other Camp Expenses 2,000 2,300 2,484 2,608 2,739 Outfitting/Specific Equipment/Audio visual,
etc.
CAMP and CLINIC SUBTOTAL 0 21,080 34,100 35,556 37,003 38,509
Aquatic Team Programs
US Masters Swimming Team Exploring as in-house or outsourced rental
program.
Coach Travel and Entertainment
Other Swim Team Expenses
Fees-Registration/CC/On-Line
Marketing and Promo Materials
Payroll Expenses/benefits/taxes
Masters Team Subtotal 0 0 0 0 0 0
Summer Recreation Swim Team Potential for summer rec team as program
grows-nothing factored in at this point.
Coaches Payroll 0 0 0 0 0 Part time coaches-wage based on XX% of
total team revenue.
Coach Travel and Entertainment
Other Swim Team Expenses 0 0 0 0
Fees-Registration/CC/On-Line Showing in Operational Expenses-Bank
Charges
Marketing and Promo Materials
Payroll Expenses/benefits/taxes 0 0 0 0 0 0 No benefits
Summer Rec Team Subtotal 0 0 0 0 0 0
AQUATIC TEAMS SUBTOTAL 0 0 0 0 0 0
4 of 5 6/1/2021
APPENDIX C3d Program Expenses Hybrid Management Model
16
17
18
A B G H I J K L M
Year Zero*Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
156
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
Scholarship and Student Support
Expenses related to all programs 5,000 5,000 5,000 5,000 5,000 All Programs except learn to swim which has
its own financial aid budget.
SCHOLARSHIP & SUPPORT SUBTOTAL 0 5,000 5,000 5,000 5,000 5,000
Miscellaneous
Expense Contingency 3,750 3,000 2,500 2,500 2,500 Expense Contingency. ISG like to include a
miscellaneous contingency. Contingency
decreases each year as history better guides
budgeting. Partnerships reduce expense
contingency. Reduced by 50%.
MISCELLANEOUS SUBTOTAL 0 3,750 3,000 2,500 2,500 2,500
TOTAL-PROGRAM EXPENSES 0 47,880 67,550 69,182 71,384 73,676
Program Staff Wages & Benefits Subtotal 0 27,000 45,180 46,940 48,818 50,771
5 of 5 6/1/2021
APPENDIX C3e--Program Net Revenue Hybrid Management Model
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
A B G H I J K M
OPTION Existing Facility Hybrid Management Model Membership Scenario #2
NOTES:
Hybrid Management/Program model includes a Fitness Program Partner and Centennial Community Ed Swim Lesson/Aquatic Partnership
*Year Zero is the period facility is closed prior to reopening under City or outside management. Includes costs to re-open facility
Initially assumes management by City with many programs outsourced.
Net Program Revenue
Partnership: Decreased Revenue Issues to Review
Partnership: Decresed Expenses Potential for Increased Revenue
Partnership: Increaed Revenue Potential for Loss of Revenue
Year 1 Year 2 Year 3 Year 4 Year 5 Comments
PROGRAM EXPENSES 47,880 67,550 69,182 71,384 73,676
PROGRAM INCOME 126,639 195,162 210,061 228,759 238,797
NET PROGRAM REVENUE (DEFICIT)78,759 127,612 140,879 157,374 165,121
PROGRAM BREAKDOWN
Community Education Programming
Expenses 3,300 5,700 5,856 6,070 6,293
Revenue 7,000 13,000 13,390 13,926 14,483
Net Revenue (Deficit)3,700 7,300 7,534 7,855 8,190
Profit Margin 53%56%56%56%57%
Aquatic Fitness and Training Programs
Expenses 9,000 14,000 14,520 15,061 15,623
Revenue 20,000 32,500 33,800 35,152 36,558
Net Revenue (Deficit)11,000 18,500 19,280 20,091 20,935
Profit Margin 55%57%57%57%57%
Category
Lino Lakes Recreation and Community Center
Financial Forecast Pre-Opening Year Through Year 5
ISG Projections
May 10, 2021
1 of 2 6/1/2021
APPENDIX C3e--Program Net Revenue Hybrid Management Model
15
16
17
A B G H I J K M
Year 1 Year 2 Year 3 Year 4 Year 5 CommentsCategory
ISG Projections
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
74
75
76
77
78
Dry-Side Fitness and Therapy Programs Managed by Outside Fitness Partner
Expenses 1,000 1,000 1,000 1,000 1,000
Revenue 0 0 0 0 0
Net Revenue (Deficit)(1,000)(1,000)(1,000)(1,000)(1,000)
Profit Margin #DIV/0!#DIV/0!#DIV/0!#DIV/0!#DIV/0!
Learn to Swim Programs
Expenses 4,750 4,750 4,750 4,750 4,750 Includes funding of scholarships
Revenue 48,639 65,662 75,511 88,827 93,268 Includes grant for scholarships
Net Revenue (Deficit)43,889 60,912 70,761 84,077 88,518
Profit Margin 90%93%94%95%95%
Camp and Clinic Programs
Expenses 21,080 34,100 35,556 37,003 38,509
Revenue 45,000 75,000 78,000 81,120 84,365
Net Revenue (Deficit)23,920 40,900 42,444 44,117 45,856
Profit Margin 53%55%54%54%54%
Summer Rec Swim Team
Expenses 0 0 0 0 0
Revenue 0 0 0 0 0
Net Revenue (Deficit)0 0 0 0 0
Profit Margin #DIV/0!#DIV/0!#DIV/0!#DIV/0!#DIV/0!
2 of 2 6/1/2021
Page 1 of 3
APPENDIX D
POOLS OPERATIONAL and MECHANICAL SYSTEMS
This ISG Study Report for Lino Lakes includes some operational and mechanical considerations
below for the City. Below you will see the operational systems that should be considered at
some point in this entire process.
The state of the art equipment and systems considerations are based on the following criteria:
Energy efficiency
Low annual operation costs
o Savings on electric, natural gas, chemicals, and water
o Less staff operational time
Low long term maintenance
Short payback period for premium equipment costs
Extended lifespan
Minimal water usage
Minimize environmental impact
Minimal impact on programming and pool down time due to regular maintenance
This technology includes:
Regenerative Media Filters:
o Reducing water consumption and waste water by through significantly reduced
need to backwash filters and add for replacement water.
Approximately a 80% to 90% savings in water use related to traditional
backwashing with high rate sand filters
o Reducing electrical, natural gas, and chemical use through 80% to 90% less
replacement water to heat and treat.
o Filters down to particles one micron in size compared to 15 to 30 microns in
traditional high rate sand filters in the existing pool facilities
o Reduces space needed in pool pump room for filter systems by approximately
30%
o Reduces time needed by staff to operate and maintain
o The cost of replacement of the existing Sand Filters is estimated at $85,000 to
$95,000
The estimated operational cost savings of the Regenerative Media Filers
for both pools together is:
Electric: $7,000/year
Water: $5,000/year
Gas: $2000/year
Chemicals $1,000/year
UV water purification system
o The existing YMCA Aquatic Facility is equipped with the UV water purification
system
Page 2 of 3
Variable Frequency Drives (VFDs)
o Controls the pump output power and electrical draw based on filter and
circulation needs and demand
o Reduces pump electrical use by 20% to 25%
o NOTE: Some Utility companies are providing grants or incentive credits for
installing VFDs.
State of the art chemical and pool controllers (linked via web access for off-site
monitoring and smart control)
o Provides more consistent and accurate control of pool systems, chemical levels,
water levels, and temperatures
o Provides direct alerts to pool operators and management of any problems in order
to identify and address problems in a more timely fashion
o The existing Lino Lakes Pool Facilities does have currently good Pool
Controllers, although the Pool Controller technology does improve each year
High efficiency pool heaters
HVAC Technology
LED lighting
o Including zone and intensity controls to manage light levels based on time of day,
usage, and specific event needs
o NOTE: Grants sometimes are available for converting buildings to LED lights.
At this time in the ISG facility analysis, ISG is not recommending any changes to the Aquatic
Facility operating equipment since the existing equipment is in good shape and has been well
cared for. ISG is only recommending that the City understand the various options that would
exist for the Aquatic Facility in the future as the existing equipment grows older, out of date or
falters in any way. The cost savings for new upgraded modern technology is significant,
however, at this time in the process the pay back period would be too long to make it reasonable.
When the systems reach the end of their life cycle, then the pay back would make it reasonable
to consider the new technology options available.
Examples of State of the Art Pool Mechanical Systems
Regenerative Media Filters UV Purification System
(Neptune Benson Defenders)
Page 3 of 3
Variable Frequency Drives Web-based Chemical/Pool Controller
CITY COUNCIL
AGENDA ITEM 3B
STAFF ORIGINATOR: Sarah Cotton, City Administrator
MEETING DATE: June 28, 2021
TOPIC: 2nd Reading of Ordinance No. 06-21, Adjusting Council Salaries
VOTE REQUIRED: 3/5
INTRODUCTION
The City Council is being asked to consider the 2nd Reading of Ordinance No. 06-21, adjusting
the salaries of the Mayor and Councilmembers.
BACKGROUND
Pursuant to M.S. § 415.11, the compensation of the Mayor and Councilmembers shall be set by
ordinance and the change in salary shall take effect after the next succeeding municipal
election.
During the June 7th work session, staff recommended the City Council adopt an ordinance that
would increase council salaries. The Mayor and Councilmembers last received a raise on
January 1, 2020. The salary of the Mayor is currently $10,112 and the salary of each
Councilmember is $8,500.
Per City Code Chapter 203, the Council will consider whether a salary adjustment is warranted
every two years.
Staff is recommending a 5.3% increase in the salary of the Mayor and Councilmembers. The
salary of the Mayor would increase to $10,650 and the salary of each Councilmember would
increase to $8,952. This increase is consistent with the total wage adjustment for City
employees from 2020-2021.
The proposed ordinance would become effective January 1, 2022, and would continue to be
reviewed every two years per City Code.
RECOMMENDATION
Staff is recommending approval of the 2nd Reading of Ordinance No. 06-21, increasing the
salaries of the mayor and councilmembers.
ATTACHMENTS
Ordinance No. 06-21
1st Reading: June 14, 2021 Publication:
2nd Reading: June 28, 2021 Effective: January 1, 2022
CITY OF LINO LAKES
ORDINANCE NO. 06-21
AMENDING CHAPTER 203 OF THE LINO LAKES CITY CODE
BY ADJUSTING THE SALARIES OF THE MAYOR AND COUNCILMEMBERS
The City Council of Lino Lakes ordains:
Section 1. That Chapter 203 of the Lino Lakes Code of Ordinances be
amended to read as follows:
CHAPTER 203: COUNCIL COMPENSATION
§ 203.01 COMPENSATION OF MAYOR AND COUNCILMEMBERS.
(1) Salaries. The compensation of the Mayor and each Councilmember shall be
established from time to time by City Council ordinance pursuant to M.S. § 415.11.
Effective January 1, 20202022, the salary of the Mayor shall be $10,11210,650, and the
salary of each Councilmember shall be $8,5008,952. Thereafter, every two years the City
Council will consider whether a salary adjustment is warranted. This salary is intended to
cover all meetings that may be attended by the Mayor or Councilmembers except as
expressly provided in this section.
(2) Payment. The salaries established hereby are to be paid monthly.
(3) Economic Development Authority (EDA) meetings. The City Council will be
compensated for attendance at EDA meetings at the rate of $40 per meeting.
§ 203.02 WORKER'S COMPENSATION.
Pursuant to M.S. § 176.011, Subd. 5, as it may be amended from time to time, all
of the City Council members shall be covered by worker's compensation.
Section 2. Effective Date. This Ordinance shall be effective January 1, 2022.
Adopted by the Lino Lakes City Council this 28th day of June 2021.
The motion for the adoption of the foregoing ordinance was introduced by
Councilmember____________and was duly seconded by Councilmember ___________
and upon vote being taken thereon, the following voted in favor thereof:
The following voted against same:
____________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
CITY COUNCIL
AGENDA ITEM 3C
STAFF ORIGINATOR: Sarah Cotton, City Administrator
MEETING DATE: June 28, 2021
TOPIC: Amendment #4 to Lease Agreement with NCCC, LLC (New
Creations Child Care)
VOTE REQUIRED: 3/5
INTRODUCTION
The Council is being asked to consider approval of Amendment #4 to the Lease Agreement
with NCCC, LLC (New Creations Child Care).
BACKGROUND
In June of 2014, the City of Lino Lakes entered into a lease agreement with New Creations
Child Care. The original term of the lease was from July 1, 2014 to June 30, 2019. A ten-year
extension, with an option to terminate after five years was approved by the City Council on
June 25, 2018.
In the Spring of 2021, New Creations Site Management reached out to inquire as to the
possibility of leasing additional space from the City. The City still occupied 290 Sq. Ft. of
storage space in the New Creations wing of the Civic Complex. Staff reviewed the request and
identified an alternative area for storage and has subsequently cleaned out the room for use by
New Creations beginning July 1.
Amendment #4 will increase the square footage leased by New Creations from 9,138 Sq. Ft. to
9,428 Sq. Ft. Amendment #4 to the Lease Agreement with New Creations will increase the
annual rent received by the City of Lino Lakes by approximately $3,000 per year.
RECOMMENDATION
Approve Amendment #4 to the Lease Agreement with NCCC, LLC (New Creations Child
Care)
ATTACHMENTS
Lease Amendment #4
LEASE AMENDMENT #4
DATED: July 1, 2021
WHEREAS, City of Lino Lakes, A Minnesota municipal corporation, ("LANDLORD") and New
Creations Child Care and Learning Center, LLC., Limited Liability Company (Domestic)
("TENANT") entered into a Lease Agreement dated July 1, 2014 ("LEASE") for the property
located at 620 Town Center Parkway, Lino Lakes, MN 55014 ("PREMISES); and
WHEREAS, effective January 1, 2021 the Lease Agreement was Assigned and Assumed by
NCCC, LLC from New Creations Child Care and Learning Center, LLC; and
WHEREAS, LANDLORD and TENANT agree to amend the LEASE as follows:
1. The Lease is hereby amended by deleting Article 4, subsection (b) and replacing
them with the following:
(a) Payment of Gross Rent. Tenant shall pay the annual Base Rent in monthly installments,
equal to one-twelfth (1/12th) of the then applicable annual Base Rent. Each monthly installment of
Base Rent shall be payable in advance without demand and without any reduction, abatement, coun-
terclaim or offset, to Landlord on or before the first day of each month (or the next succeeding busi-
ness day in the event the first day of such month is not a business day). Tenant shall pay to the
Landlord Tenant’s “Proportionate Share” of Basic Operating Costs, without any reduction,
abatement, counterclaim or offset, within ten (10) days of receipt of the billing for such Basic Oper-
ating Costs from Landlord. The term “Proportionate Share” means a fraction, the numerator of
which is the square footage of the Leased Premises and the denominator of which is the total square
footage of the Building, or the percentage identified in Exhibit B for utility costs. The Proportion-
ate Share is as follows:
Rent per
Months Sq. Ft. Sq. Ft. Annual Rent
1 to 12 9,138 $8.91 $81,419.58
13 to 24 9,138 $9.18 $83,886.84
25 to 36 9,428 $9.45 $89,094.60
37 to 48 9,428 $9.74 $91,828.72
49 to 60 9,428 $10.03 $94,562.84
61 to 72 9,428 $10.33 $97,391.24
73 to 84 9,428 $10.64 $100,313.92
85 to 96 9,428 $10.96 $103,330.88
97 to 108 9,428 $11.29 $106,442.12
109 to 120 9,428 $11.63 $109,647.64
If any Gross Rent is not paid within ten (10) days of the due date, Tenant shall pay a late penalty of
Five Hundred and No/100 Dollars ($500.00).
All other terms, conditions and covenants of this LEASE shall remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have executed this Amendment as of the day and
year first above written.
Landlord:
City of Lino Lakes:
By: __________________________________
Its: Mayor
By: __________________________________
Its: City Clerk
Tenant:
NCCC, LLC:
By: __________________________________
Its: ______________________________
CITY COUNCIL
AGENDA ITEM 3D
STAFF ORIGINATOR: Sarah Cotton, City Administrator
MEETING DATE: June 28, 2021
TOPIC: Consider Resolution No. 21-64, Authorizing Execution of
Amendment No. 1 to the License Agreement with the State of
Minnesota for the Lino Lakes COVID-19 Vaccine Site
VOTE REQUIRED: 3/5
INTRODUCTION
Staff is requesting City Council consideration to authorize execution of an amendment to the
license agreement with the State of Minnesota to operate a COVID-19 Vaccine site at the former
YMCA building.
BACKGROUND
City staff was contacted in late May by the State of Minnesota regarding an extension of the
license agreement to use the former YMCA facility as a COVID-19 vaccination site. The State
of Minnesota is requesting an extension of the current license agreement through July 31st, with
an option to extend through August 31st, if the intent to extend is communicated in writing no
later than July 15, 2021.
The license agreement continues to provide for State use of the facility as a COVID-19
vaccination site and includes a base rent of $13,083.33 per month and a not to exceed amount to
cover building operations. These include utility costs, cleaning, and other service fees.
Reimbursement for utility and service fees will continue to be based on actual billings.
RECOMMENDATION
Staff is recommending approval of Resolution No. 21-64.
ATTACHMENTS
1. Resolution No. 21-64
2. Amendment No. 1 to License Agreement
CITY OF LINO LAKES
RESOLUTION NO. 21-64
RESOLUTION APPROVING AND AUTHORIZING EXECUTION OF AMENDMENT
NO. 1 TO THE LICENSE AGREEMENT WITH THE STATE OF MINNESOTA FOR
THE LINO LAKES COVID-19 VACCINE SITE
WHEREAS, the State of Minnesota proposed to use the former YMCA Facility (the
“Property”), for the purpose of a temporary COVID-19 Vaccine site; and
WHEREAS, the City of Lino Lakes entered into a License Agreement with the State of
Minnesota for a period commencing April 5, 2021 and continuing through June 30, 2021; and
WHEREAS, the State of Minnesota proposes to extend the terms of the license through July 31,
2021, with an option to renew through August, 31, 2021; and
WHEREAS, the City of Lino Lakes continues to review options associated with a City managed
Recreation and Community Center.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lino Lakes as
follows:
1. The City Council hereby authorizes the Mayor and City Clerk to execute Amendment
No. 1 to the License Agreement.
2. City staff are authorized and directed to take all other actions necessary to carry out the
intent of the resolution and the amended license agreement.
Adopted by the City Council of the City of Lino Lakes this 28th day of June 2021.
The motion for the adoption of the foregoing resolution was introduced by Councilmember
_______________and was duly seconded by Councilmember ________________ and upon vote
being taken thereon, the following voted in favor thereof:
The following voted against same:
_______________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
STATE OF MINNESOTA
AMENDMENT OF LICENSE
Amendment No. 1
License No. L-447
THIS AMENDMENT No. 1 to License No. L-447 is by and between City of Lino Lakes, hereinafter
referred to as LICENSOR, and the State of Minnesota, Department of Administration, hereinafter
referred to as LICENSEE, acting for the benefit of the Minnesota Department of Health.
WHEREAS, LICENSOR and LICENSEE entered into License No. L-447, dated April 5, 2021,
involving the License of approximately fifteen thousand seven hundred (15,700) usable square feet of
space at the Lino Lakes Recreation Center, located at 7690 Village Drive, Lino Lakes, Minnesota
55014;
WHEREAS, the parties deem certain amendments and additional terms and conditions mutually
beneficial for the effective continuation of said License;
NOW THEREFORE, LICENSOR and LICENSEE agree to substitution and/or addition of the following
terms and conditions, which shall become a part of License No. L-447 effective as of the date set
forth herein.
1. RENEWAL TERM This License shall be renewed for a period of one (1) month, commencing
July 1, 2021 and continuing through July 31, 2021 (“Renewal Term”), at the same terms and
conditions as set forth in the License, except as otherwise provided herein.
2. LICENSE FEE
2.1 Fee LICENSEE shall pay LICENSOR based upon a fee of thirteen thousand eighty
three and 33/100 dollars ($13,083.33) per month.
The License Fee shall be paid to LICENSOR at the end of each month. LICENSEE and
LICENSOR acknowledge the License Fee is a gross rate which includes the use of the
Premises and all services identified in the License Agreement and pursuant to Section
10 of the License.
L-447 Amend 1
Page 2 of 3
2.2 Fee Billing Address LICENSOR shall mail or personally deliver all original bills and
statements to LICENSEE at the following address:
Finance and Facilities Management
Minnesota Department of Health
625 Robert St N # 2C
PO Box 64975
St Paul MN 55164-0975
2.3 Fee Payment Address LICENSEE shall mail, deliver or pay Landlord via electronic
payment the monthly rent set forth above at the end of the applicable calendar month to
LICENSOR at the following address:
City of Lino Lakes
600 Town Center Parkway
Lino Lakes MN 55014
3. OPTION TO RENEW
3.1 LICENSOR grants and LICENSEE accepts the right to one (1) option to renew this
License for a period of one (1) month, commencing August 1, 2021 and continuing
through August 31, 2021 (“Option Period”) at the same terms, conditions and rental
amount as this License.
3.2 To exercise the above noted Option to Renew, Tenant must indicate in writing its intent
to exercise the option no later than July 15, 2021.
4. EXECUTION IN COUNTERPARTS This Amendment may be executed in any number of
counterparts, each of which when so executed and delivered shall be deemed to be an original
and all of which counterparts of this Amendment taken together shall constitute but one and
the same Amendment. Delivery of an executed counterpart of this Amendment by facsimile or
email or a PDF file shall be equally as effective as delivery of an original executed counterpart
of this Amendment.
5. Except as modified by the provisions of this Amendment, said License is ratified and confirmed
as originally written.
NO ATTACHMENTS
L-447 Amend 1
Page 3 of 3
IN WITNESS WHEREOF, the parties have set their hands on the date(s) indicated below intending to
be bound thereby.
LICENSOR:
CITY OF LINO LAKES
LICENSOR certifies that the appropriate person(s) have executed the
License on behalf of LICENSOR as required by applicable articles,
bylaws, resolutions or ordinances.
By
Title
Date
By
Title
Date
LICENSEE:
STATE OF MINNESOTA
DEPARTMENT OF ADMINISTRATION
COMMISSIONER
By
Real Estate and Construction Services
Date
APPROVED:
STATE OF MINNESOTA
DEPARTMENT OF HEALTH
By
Title
Date
STATE ENCUMBRANCE VERIFICATION
Individual signing certifies that funds have been encumbered as
required by Minn. Stat. §16A.15 and §16C.05.
By
Date
SWIFT P.O.
Contract No.
CITY COUNCIL
AGENDA ITEM 3E
STAFF ORIGINATOR: Meg Sawyer, Human Resources Manager
MEETING DATE: June 28, 2021
TOPIC: Consider Appointment of Police Officer
VOTE REQUIRED: 3/5
INTRODUCTION
The Council is being asked to approve the appointment of Yecheng “Eric” Heu to a vacant Police
Officer position in the Public Safety Department.
BACKGROUND
There are currently two vacant Police Officer positions within the Public Safety Department. At
this time, staff has completed a recruitment process, provided a conditional offer, and is
recommending the approval of Eric Heu for the position.
Eric Heu has a degree in Law Enforcement and meets all POST mandated requirements to be a
Police Officer in the State.
The hourly rate of pay would be $35.85, which is the Starting Step of the union wage schedule.
The wage schedule has six steps.
With the Council’s approval, Eric Heu would start in the position of Police Officer on July 5,
2021.
RECOMMENDATION
Approve the appointment of Yecheng Eric Heu for the Police Officer position.
CITY COUNCIL
AGENDA ITEM 4A
STAFF ORIGINATOR: John Swenson, Public Safety Director
MEETING DATE: June 28, 2021
TOPIC: Acceptance of Donated Gift Cards
VOTE REQUIRED: 3/5
INTRODUCTION
The Lino Lakes Public Safety Department is requesting council approval to accept gift cards as a
donation from Lino Lakes’ community members.
BACKGROUND
Over the last several months there was been many community members that have dropped off gift
cards and food in appreciation of our police and fire staff. The gifts cards have a monetary value
of more than $5.00 and cannot be given to staff members directly.
If Council accepts the donation of these gift cards, staff will use the cards to provide public safety
staff with food and refreshments at department meetings, department trainings, and shift or station
meetings or the gift cards will be passed on to our Pay It Forward program.
Here is list of gift cards donated to date:
40 4/22/2021 Kwik Trip 10.00 400.00
16 5/12/2021 Dunn Bros. 10.00 160.00
1 5/31/2021 Caribou 25.00 25.00
The total value of the gifts cards is $585.00.
RECOMMENDATION
Staff recommends approval of the gifts cards as presented.
ATTACHMENTS
None
CITY COUNCIL
AGENDA ITEM 6A
STAFF ORIGINATOR: Diane Hankee PE, City Engineer
MEETING DATE: June 28, 2021
TOPIC: Consider Resolution No. 21-65, Approving Change Order No. 1,
2021 Street Improvement Projects
VOTE REQUIRED: 3/5
INTRODUCTION
Staff is requesting council approval of Change Order No. 1 for the 2021 Street Improvement
Projects.
BACKGROUND
On February 8, 2021, the City Council awarded the bid for the 2021 Street Improvement
Projects to T.A. Schifsky & Sons, Inc. in the amount of $2,180,005.23. Construction of the
project has been begun in the Stage Coach Trail, Post Road, and Forsham Lake Drive
neighborhood. The project included replacement of 10 water service connections in this
neighborhood due to the potential for corroded services. The City has been including
exploratory water service replacements on our annual street improvement projects since 2019.
On the 2020 project, the services did not need replacement.
On this year’s project, during one of the replacements, the water service failed before the
contractor completed excavation of it. Other services replaced were corroded increasing early
failures. Accordingly, project staff, including Public Services Utility Department, are
recommending replacement of the additional 44 water services within the neighborhood.
For Council consideration, WSB along with City staff have drafted Change Order No. 1 in the
amount $248,215.42 to repair all of the water services in the neighborhood. The service work
on this project is funded through the Water Fund. The 2021 Street Improvements Projects
contract with T.A. Schifsky & Sons, Inc. with Change Order No. 1 would be increased to
$2,428,220.65.
RECOMMENDATION
Staff is recommending approval of Resolution No. 21-65 for Change Order No. 1 in the amount
of $248,215.42 for the 2021 Street Improvement Projects.
ATTACHMENTS
1. Resolution 21-65
2. Change Order No.1
CITY OF LINO LAKES
RESOLUTION NO. 21-65
RESOLUTION APPROVING CHANGE ORDER NO. 1
2021 STREET IMPROVEMENT PROJECT
WHEREAS, pursuant to resolution 21-07 of the Council adopted on February 8, 2021, awarding
the contract for the 2021 Street Improvement Projects to T.A. Schifsky & Sons; and
WHEREAS, a complete summary of costs are detailed in Change Order No. 1;
NOW, THEREFORE, BE IT RESOLVED by the City Council of Lino Lakes, Minnesota that
Change Order No. 1 is approved in the amount of $248,215.42.
BE IT FURTHER RESOLVED
Adopted by the Council of the City of Lino Lakes this 28th day of June, 2021.
The motion for the adoption of the foregoing resolution was introduced by Council Member
_______________and was duly seconded by Council Member ________________ and upon
vote being taken thereon, the following voted in favor thereof:
The following voted against same:
_______________________________
Rob Rafferty, Mayor
ATTEST:
________________________
Julianne Bartell, City Clerk
STATE AID FOR LOCAL TRANSPORTATION Rev. February 2018
CHANGE ORDER Page 1 of 2
SP/SAP S.A.P. 210-103-003 Minn. Project No. Change Order No. 1
Project Location: 2021 Street Improvement Projects
Local Agency: City of Lino Lakes Local Project No.
Contractor: T. A. Schifsky & Sons, Inc. Contract No. 017006-000
Contractor Address: 2370 East Hwy. 36 North St. Paul, MN 55109
Total Change Order Amount: $248,215.42
Description:
In accordance with the terms of this Contract, you are herby authorized and instructed to perform the work as altered by the
following provisions.
The Engineer in concurrence with the City of Lino lakes, have agreed that all of the water service saddles need replacing due to
the deteriorated conditions of the materials. Due to this work, the pavement reclamation will now be stockpiled onsite in the cul-
de-sacs to avoid contamination from the underneath soil that will be piled up during watermain work. It has also been decided
that increasing the aggregate base section to 7.5" is favorable to help prolong the life expectancy of the roadway. Excavatio n of
3"-5" to the existing sand section is now necessary to accommodate the new increased aggregate base section. Included in the
work, the Contractor shall provide 1400 CY of reclaim material to the Tower Park location.
The Engineer in concurrence with the City of Lino lakes, have agreed that adding in two 6" gate valves is necessary to help
control watermain shut down areas.
This work will be considered "Contract Revisions" as provided for Specification 1402. Payment for this work will be a contrac t
prices and negotiated prices.
Estimate Of Cost: (Include any increases or decreases in contract items, any negotiated or force account items.)
Group/Funding
Category** Item No. Description Unit Unit Price + or –
Quantity
+ or –
Amount $
Local 2021.501 MOBILIZATION LS $7,500.00 1 $7,500.00
Local 2215.507 HAUL FULL DEPTH RECLAMATION
(LV) C Y $18.00 5349 $96,282.00
Local 2504.602 6" GATE VALVE & BOX EACH $5,083.49 2 $10,166.98
Local 2504.602 INSTALL WATER SERVICE SYSTEM EACH $3,051.51 44 $134,266.44
Net Change This Change Order $248,215.42
*Includes Prime Contractor 10% Markup
**Group/funding category is required for federal aid projects
Due to this change, the contract time: (check one)
( X ) Is NOT changed ( ) May be revised as provided in MnDOT Specification 1806
Number of Working Days Affected by this Contract Change:
Number of Calendar Days Affected by this Contract Change:
Approved By Project Engineer: Date:
Print Name: Phone:
Approved By Lino Lakes: Date:
Print Name: Phone:
Approved By Contractor: Date:
Print Name: Phone:
STATE AID FOR LOCAL TRANSPORTATION Rev. February 2018
CHANGE ORDER Page 2 of 2
DSAE Portion: The State of Minnesota is not a participant in this contract. Signature by the District State Aid Engineer
is for FUNDING PURPOSES ONLY and for compliance with State and Federal Aid Rules/Policy. Eligibility does not
guarantee funds will be available.
This work is eligible for: ___ Federal Funding ___ State Aid Funding ___ Local funds
District State Aid Engineer: Date: