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HomeMy WebLinkAbout10/22/1998�NJNos -o Phone: (612) 717-4000 °.p NEW Fax: (612) 784-3462 rS 0 &SS ' Partnelsr%9 October 19, 1998 Dear Parks and Recreation Commissioners: It's been a very difficult few weeks as the City Council looks into proposals of outside agencies to take over the services of the Parks and Recreation Department. Currently the City is looking most predominately at the YMCA proposal. The Y has said that they can manage the Community Center and provide recreational services for $100,000 less than the city's proposal. I don't know how they can do that, as the city's operation is pretty meager as it is. I have indicated to staff that they need to be concerned about the level of recreational programming services and make sure that the YMCA is able to maintain the same level of service. The other indication is that parks maintenance and improvements would be transferred to Public Works. While this is certainly not uncommon, the issues of service priority and quick response to parks needs comes into question. I have attached some work papers that staff has been discussing. Finance Director Kessel and Administrator Whiting will be talking with the Y more to ask specific details - I have given them some questions to ask. Because I have a stake in this issue - namely my job - I certainly have a conflict of interest. Therefore it would probably be more appropriate for me to keep out of the issue discussions. The City Council meetings tonight on this issue and will probably meet other times as well since the mayor is unavailable for tonights meeting. I have nothing for the regular Parks and Recreation Commission meeting which should be held Thursday, October 22. If any of you wish to meet feel free - but I have no items for discussion. Sincerely, Mary Sa on, Director Parks, Recreation & Forestry SON IHK "'"'E°"^'" 2401 Highway 10 • Mounds View, MN 55112-1499 ,�, Equal Opportunity Employer Summary of discussions with YMCA I. YMCA providing after school programming and summer day camps The YMCA expressed an interest in providing programming for after school programming and summer day camps. For after school programming, the preliminary proposal would be for programming from 2:30 to 6:00 on school days. Staffing would depending upon the success of the programming, but initially, a staffing of one to two individuals was proposed. Staffing costs would be in the range of $6.75 to $7.50 per hour. Assuming 180 school days, the maximum staff cost would be $10,000. The YMCA would be willing to split the cost 50/50 with the City, therefore, the maximum City cost would be $5,000. The Y would propose some type of daily / monthly pass to participate; while no dollar amount was specified, it would be at least $1 per day. In addition, the Y indicated that it would like to purpose obtaining community support to offset some of the program costs from organizations such as the Lions Club and from businesses. Overall, this would reduce the City's share of program; a realistic range would be $2,000. JD ano Programming on weekends would also be possible under a similar proposal. Day Camps. The YMCA was also interested in summer day camps. The indicated that they have worked with other Cities in providing such camps. In these other Cities, it has taken several years for the camps to break even, then they have generated a small surplus. The surpluses have been split 50/50 with the participating Cities. The day camps would be fee based. UL4at aSis� (I Computer /Internet classes. For after school programming, day camps, and general programming, the Y expressed an interesst n working with the City, Community Education, the business community, and other organizations to see if a computer lab with approximately six computers could be established. In the after school programming, children would then have another option in addition to other programming and athletics. � _ � II. YMCA provtd g al4ecreat'on programming. The YMCA appeared very excited about the possibility to provide all the recreation programming for the City. They provided some insight into how the YMCA functions that may be useful. In general, the YMCA in the metro area is comprised of two separate organizations, the Minneapolis YMCA serving Minneapolis and the western suburbs and the St. Paul YMCA serving St. Paul and the eastern suburbs. The St. Paul YMCA has several facilities, the closest being in Shoreview, which submitted the proposal. The St. Paul YMCA is structured so that each facility is governed by its own Board of Directors which makes most decisions for operating that facility. One or two members from the board of each facility then form the Board of Directors for the umbrella St. Paul YMCA. The Y indicated that they would like community involvement in operating the Community Center. They indicated ✓CZG �iC(� 1(i�st�J that the Park and Recreation Commission could be the vehicle to provide that involvement and could assist in providing direction into the type of programs offered, the fees, etc. In addition, it would propose that at least one member from the Mounds View board (Park and Recreation Commission) serve on the Shoreview Y's Board to provide better cooperation and understanding of and between the two organizations and facilities. The Y also provides assistance to itsro rams for low income p 8 people. As part of this, it has an annual program called Y Partners in which it solicits contributions for subsidizing its programming �&da to low income individuals. At the Shoreview location, it raises approximately $170,000. It would flike to pursue a similar program at the Community Center. In addition, it could submit an application for assistance from United Way; at the present time, the Shoreview facility has not ?requested United Way assistance. '0 The Y indicated that they have started to cooperate more with the Minneapolis YMCA. At the a, present time, the two Y's are exploring the possibility of building and operating a joint facility in Lino Lakes. If they operated the Community Center, they would like to pursue joint programming with the Shoreview facility, any new facility in the area, and the Minneapolis Y at Northtown. They would also like to consider advertising some of the Community Center's programming in their Shoreview brochures and some of the Shoreview's programming the City's brochure. The Shoreview Y has a van that could also be used to transport individuals from the Community Center to the Y and/or from the Y to the Community Center. The Y indicated that their fee structure is different from ours in that members pay a set monthly fee for the use of the facility and all programming. They felt that they could provide programming at our facility -at rates that were comparable to existing fees. As noted above, they would like community involvement in both the types of programming provided and the fees for such programs. M. Other issues One issue that should be considered regardless of who oversees the programming and building is a Community Center Committee. With the possibility of several different organizations being in the building, it may be prudent to have a committee with representatives from all the organizations to provide input into the operation and management of the building. Such a committee could consist of . • Children's Home Society - one representative • Community Education - one representative • Banquet Center Manager • Park & Recreation Director or comparable YMCA position • Facility Manager • City Administrator • Finance Director City Council member The committee would provide a forum for all the interested and affected individuals to get together on at least a quarterly basis to review operations and improve communication and cooperation to improve the chance of success for the individual portions of the building as well as the building as a whole. FIND OUT: ASK YMCA FOR ANNUAL LIST OF PROGRAMS AND ACTIVITIES ALONG WITH PARTICIPATION FEES FOR EACH ACTIVITY. 2. WHO DO RESIDENTS CALL FOR INFORMATION? YMCA, COMMUNITY CENTER, CITY HALL, SCHOOLS, OR WHO? WHO WILL STAFF PHONE CALLS AND INFORMATION INQUIRIES AND WHO WILL RECEIVE AND PROCESS REGISTRATIONS AND REFUNDS? HOW WILL PROGRAM REGISTRATIONS BE PROCESSED? 4. WHO WILL HANDLE PROGRAM AND ACTIVITY EQUIPMENT PURCHASES, STAFF PAYROLL, ETC. WILL REC STAFF BE CITY OR YMCA STAFF? 5. WHO WILL PAY FOR PROGRAM DEFICITS / WHO WILL BENEFIT FROM PROGRAM REVENUES?? 6. HOW TO ENSURE THAT THE YMCA HAS FIRST PRIORITY FOR THE LEISURE SERVICE OF THE COMMUNITY RATHER THAN PRIORITY OF BOOSTING THEIR MEMBERSHIP PERCENTAGE. 7. HOW TO MANAGE THE COMPLIMENTARY RELATIONSHIP OF PARKS MAINTENANCE AND IMPROVEMENTS WITH RECREATION ACTIVITIES AND PEOPLE USING THE PARKS. THERE NEEDS TO BE CONNECTION BETWEEN THESE TWO. 1999 Bud et General Funds: Parks, Recreation & Forestry Recreation (100 - 4350): Personnel services 54,369 30,447 23,922 YMCA + Savings Materials & supplies: 1140 Supplies, office 1600 Supplies, operating 2990 Miscellaneous Total materials & supplies Contractual services: 3030 Professional services 3060 School coordinator 3300 Postage 3420 Advertising 3430 Printing 3610 Memberships 3630 Training & conferences 3800 Mileage 4010 Rental, equipment 4800 Bonding & insurance 5110 Repairs, equipment Total contractual supplies Capital outlays 7030 Equipment Total capital outlays Subtotal - Recreation Parks personnel Athletic field maintenance - personnel Forestry - personnel 3,215 0 3,215 % ;" 420 420 0 0 0 0 3,635 420 3,215 500 3,360 (2,860) 9,700 9,700 0 1,200 1,200 0 300 0 3000 4,080 4,080 0 400 0 400 2,000 0 x-2,000 J 200 0 V 200 0 0 0 2,450 1,000 1,450 490 490 0 21,320 19,830 1,490 4,500 2,000_ 2,500 4,500 2,000 2,500 83,824 52,697 31,127 133,154 114,730 11,482 11,482 2,210 0 18,424 0 2,210 `'ommunity Center Operations _ rogramming Personnel services 127,762 110,152 17,610 ti. l Materials & supplies: O 1140 Supplies, office 1,000 0 1210 Supplies, bldgs & grounds 2,000 2,000 1230 Supplies, equipment 500 500 1600 Supplies, operating 3,500 3,500 2990 Miscellaneous 0 0 Refuse collection Total materials & supplies 7,000 6,000 Contractual services: 2400 Uniforms & colothing 3030 Professional services 3100 Telephone 3200 Water & wastewater 3210 Electricity 3220 Natural gas 3300 Postage 3420 Advertising 3430 Printing 3530 Refuse collection 3610 Memberships 3630 Training & conferences 4010 Rental, equipment 4800 Bonding & insurance 5110 Repairs, equipment Total contractual supplies Capital outlays 7030 Equipment Total capital outlays Subtotal - Community Center Programming Banquet Center Marketing 1140 Supplies, office 3030 Professional services 3100 Telephone 3300 Postage 3420 Advertising 3430 Printing 200 Total contractual supplies ti Capital outlays 7030 Equipment Total capital outlays Subtotal - Community Center Marketing 720 47,645 4,512 1,200 15,000 9,000 200 400 1,000 6,458 250 200 0 4,200 1,500 92,285 0 47,645 4,300 1,200 15,000 9,000 0 0 6,458 0 0 0 3,000 1,500 88,103 QIOO� 0 0 0 1,000 � OOIVL X 720 0 212 ? 0 0 0 200 400 1,000 0 250 200 0 1,200 n 4,182 8.814 8,814 0 8,814 8,814 0 235,861 213,069 22,792 200 O xi 000 14 -,GN 200 1 968• 0 0 120 120 0 1,000 1,000 0 4,200 4,200 0 200 200 0 29;2 2&T729 0- ; .61 ;5, ?zo 4 .2 51 -/X 0 0 0 0 f 720 20,720 0 Total Community Center 256,581 233,789 Total all operations 533,640 434,146 99,49 • tin i Nutt Time Maximum Adjust to Actual i Group Workers Com Position Code 1 Etc. i Equivalent I Salary rare i Actual Salary Pensions Fund: 100 Department: 4350 General Fuad, Recreation: InsurAncr Rate :mount Taint Director FT 0.250 i 29.381 15,278 R 1,960 F 1,050 0.899'4i 136 18,424 Admin Assistant FT 0,100 16.891 J 3,513 R 451 F 420 0.89%1 31 4,415 Rink attendants PT ; 0.770 6.181 ! 9,898 NA 757 NA Sum 0 0.89%1 38 10,743 1 ala and Su PT 0.170 8.761 3,098 NA 237 NA 0 0.89% 28 3,363 leader PT 0.928 6.18. 11,929 NA 913 NA 0 0.89%1 106 12,948 Middle school ! er > PT • 0.275 7.21 4,124 NA 315 NA 0 0.89%, 37 4,476 PT 0.000 10.30 0 NA 0 NA 0 D.89%1 Rounding 0 0 Total L 1 a7 840 4 633 1470 426 4 369 Fund:100 Department 4350 General FGad, Parkc Director FT 0.250 1 29.381 0 15,278 R 1,960 F 1,050 0.89%1 136 18,424 Admin Assistant FT 0.000 16.891 0 O R O F 00.89% 0 Park worker FT 1.900 17.511 0 69,200 R 8,878 F 7,980 2.41%1 1,668 87,726 Park worker - OT OT 91.00 2.000 26.27 0 4,781 R 613 NA 0 2.41% i I l5 5,509 On call pay 95.00 - 2.000 17.51 0 3,327 R 427 NA 0 2.41% 80 3,834 Seasonals PT 1.110 6.95 0 16,046 NA 1,228 NA 0 2.41% 387 O Rounding 17,661 Total 108-632 13 106 9 030 ! 2 386 133,154 Fund:I Department: 4J67 General F6ud, Athletic Field tilaioteoaoce: Park worker FT 0.100 17.51 0 3,642 R 467 F 420 .41% 88 4,617 Park worker - OT OT 16.16 2.000 26.27 0 849 R 109 NA 02.41%1 20 978 RoundingSeasonals PT 0.370 6.95 0 5,349 NA 409 NA 02,41% 129 5,887 Rounding Total 9 840 985 420 237 [ 1 482 Fund: 100 Department 4380 General F ad, Forestry: Director FT U30 a 29.38 0 1,833 R 235 F 126 0.89% I6 2,210 Rounding "' ' Total 1,333 235 126 Fund:250 Department 3 XXX Recreati'ou Activities: Youth: Director FT + 0.110 1 29.381 0 6,722 R 862 F 462 0.894/6 60 8,106 Admin Assistant FT D.250, 16.891 0 8,783 R 1,127 F 1,050 0.89%1 78 11,038 Adult: Director FT 0,060 1 29.38 0 3,667 R 470 F 252 0.89%1 33 4,422 General: Admin Assistant FT 0:200 r= 16.39 0 7,026 R 901 F 840 0.89%1 63 8,830 Director FT `0:050_! 29.38 0 3,056 R 392 F 210 0.89A/al 27 3,685 Admin Assistant FT16.89 0 1,757 R 225 F 210 D.891/61 16 2,208 Swimming: Director FT :.0.050 29.38 0 3,056 R 392 F 210 D.89%1 27 3,685 Admin Assistant FT -0T00 16.89 0 3,513 R 451 F 420 i0.89%i 31 4,415 Rounding + Tuutl ! 37 80 4 820 3 654 335 afi 389 Fund:252 Department 4350 Community Center Operattoos: Director FT _0.200 r 29.38 0 12,222 R 1,568 F 840 0.89%! 109 14,739 Admin Assistant FT 030<1E:' 16.891 0 � 10,539 R 1,352 F 1 60 0.89%j 94 13,245 Facility Coordinator FT 1 1.000 17.511 01 36,421 R 4,673 F 4,200 .2.41%i 878 46,172 Weekend supervisors PT 2.000 10.001 01 41,600 R 5,337 NA 0:2.41%i 1,003 47,940 Banquet setup PT 0.330 7.501 01 5,148 NA 394 NA 0 2.41%i 124 Rounding 5,666 Total 105 930 13,3241 6.3 ''OS 127 762 Total salaries 311,65555 37 031 21,00015608 375 66 Park ,4t Ree Dinectarl Recreation 25%, Parks 25%, Forestry 39/9, Recreation Activities 270/, Comm Ctr 20°/w Admin Assistanr Recreation 10°/a Rm eaLion Activities 60°/a Comm Ctr 3091°, Assumptions: Adjust to Actual Adjustment needed to maximum annual salary for position to equal actual annual wages to be paid for 1999. Actual Salary Maximum salary rate per hour X 2080 hours/year less adjust to 98 salary times Full Time Equivalent. FTE Full time equivalent - percentage of a full-time employee's time. Type of employee/work. Full time FT Part time PT Over time OT Pensions Regular R 12.83% Social security 6.20%+ Medicare 1.45%+ Retirement 5.18%. I)thers NA 7.65% Social security 6.20% T Medicare 1.45%. of Insurance: Single S $200.00 Estimated average cost; actual range is from approximately $150 to $230 with two higher due to cast of life insursnca due to age. Family F 5350.00 Other Estimated 1999 salary increase 3.00% C Hrs Full Time I Maximum Adjust to Position Code Etc. £ I Salary Actual I Adjust to Actual Adjustment needed to maximum annual salary for position to equal actual annual wages to be paid for 1999. Group Workers Camp Admin FTE uivelent Fund: IW Department: 4350 General Fund. Recreation: rate Actual Salary FT Pensions PT Insurance Rate Amount Fee Total Support staff FT 0.300 10.001 Regular YMCA 6,240 RY 1,226 F1260 0.891. 56 878 9,660 Summcr S 5200.00 Estimated average cost actual range is from approximately 5150 to 5230 with two higher due to cost of life insurance due to age. Family F 5350.00 Other Estimated 1999 salary increase 3.001% Footnote: (A) Additional time not in YMCA proposal to bring staffing up to a similar level to City proposal. Playground Sup PT 0.170 8.761 3,098 NA 237 NA 0 0.89%l 1 28 3,36' Program leader PT j 0.928 6.18 11,929 NA 913 NA 0 0.891/1 . 106 12,94. Middle school leader PT II 0.275 7.21 4,124 NA 315 NA 0 0.89%! 37 4,476 Tern program leader PT ; 0.000 10.30 1 0 NA 0 NA 00.891% 0 0 Rounding Jj Total Fund: 100 Department: 4360 General Fund. Parks: l 25 391 2.691 1,260 227 878 30 447 Park worker FT 1.900 17.51 0 t 69,200 R 8,878 F 7,980 2.41% 1,668 87,726 Park worker - OT OT 91.00 2.000 26.27 01 4,781 R 613 NA 0 2.41% 115 5,509 On call pay 95.00 2.000 17.51 01 3,327 R 427 NA 0 2.41%, 80 3,834 Seasonals PT 1.110 6.95 OI 16,046 NA 1,228 NA 0 2.41%1 387 17,661 Rounding Total Fund:100 Department: 4367 General Fund, Athletic Feld Maintenance: 93 354 I l 146 7,980 2.250 1147.30 Park worker FT 0.100 17.51 0 3,642 R 467 F 420 2.41%1 88 4,617 Park worker - OT OT 16.16 2.000 26.271 01 849 R 109 NA 0 :2.41%1 20 978 Seasonals PT 0.370 6.951 01 5,349 NA 409 NA 0 2.41%] 129 5,887 Rounding Total Fund: 100 Department: 4380 General Fund, Forestry: 9.840 9951 420 237 11 482 Director FT 0.000 0 0 R 0 F 0 0.89% 0 0 Rounding Total 0 0 0 0 0 Fund:230 Department. 7(7(XX Recrearice wcti+q.:e:: rr ; Executive Director FT 0.0001 01 0 R 0 F 0 0.89% 0 0 0 Support staff FT 0.700 10.00 0 14,560 R 1,868 F 2,940 0.891% 130 1,950 21,448 Rounding Total Fund:= Department, 13360 Com to un i ryl Ccn rer 0per2oaas: 14 560 1868 2.940 130 21 448 Executive Director FT 0.100 0.00 01 0 R 0 NA 0 0.89°/.0 0 0 Program Dircc r FT 1.000 17.79 0 f 37,003 R 4,747 F 4,200 0.89% 329 4,628 50,907 Building supernsors PT 1.540 8.00 01 25,626 R 3,288 NA 0 2.41% 618 2,953 32,485 Additional (A) PT 1.000 8.00 01 16,640 R 2,135 NA 0 2.41% 401 1,918 21,094 Banquet setup PT 0.330 1.10 O l 5,148 NA 394 NA 0 2.41% 124 5,666 Rounding 11 TOW IM 417 10.564 1 4,200 1472 1 110 152 Total salaries 227 62 27,254 16800 4=16 878 238' 9 Assumptions: Supervison of Parka, Athletic Fields, & Forestry would be shifted to another Dept Head with no adjustment in their salary. Adjust to Actual Adjustment needed to maximum annual salary for position to equal actual annual wages to be paid for 1999. Actual Salary Maximum salary rate per hour X 2080 liourslyear Ices adjust un 98 salary timet Full Time Equivalent. FTE Full time equivalent - percentage ofa full -lime empioyce's time. Type of emplayeetwork: Full time FT Part time PT Over time OT Pensions Regular R 12.831% Social security 6.20%+ Medicate 1.45%+ Retirement 5.181. Regular YMCA RY 19.65% Social security 6101%+ Medicare 1.45%+ Retiremeat 121. Others NA 7.65% Social security 6.20%+ Medicare 1.45/. Admin Fee 10.00% Charge by YMCA to cover cast of administering employees, training. payrall,ete. Cost of Insurance: Single S 5200.00 Estimated average cost actual range is from approximately 5150 to 5230 with two higher due to cost of life insurance due to age. Family F 5350.00 Other Estimated 1999 salary increase 3.001% Footnote: (A) Additional time not in YMCA proposal to bring staffing up to a similar level to City proposal. IN Fund: 100 Dep; %ecound 1140 Supplies, I 1600 Su~ 3030 (Other pro 3060 School co 3300 Postage services 3430 Printing 3610 Memberships 3630 Training & -conferences 3804 Mileage 4800 Bonding & insurance 5110 Repairs, equipment I 1030 Capital, equipment i Fund: 252 Department: i kecounn Deseriptic 1140 ;Supplies, office i 1210 Supplies, Bldgs & gt '0 Supplies, equipment 1600 Supplies, operating General Fund, Recreation Proposed Budget Detail 'D ese'ri tion 3,r 15 2,4651Paper 455 link cartridges & stencil masters 275-Computercartridges 10 I Film & developing 10 Time planners 3.215 420 220 (Employee identification apparal •First 200 aid supplies 4201 500 '00 jSORWare maintenance contract f � 5001 1 9 700 9,700 Schap! coordinator tees. 9.700 1 00 1,200 J istributian tar 112 cost of o newsletters ©5600 each delivery 1.200 300 150 f Job openings for seasonal positions 150 lJob openings for ice rink attendants 3401 4 080 4,080 j 112 cost of �t newsletters @ Tr2,040 each 4,08011 1 400 250 NPRA 150 �MRPA membership 400111 '1000 300 Ful! time staff misc training 1,500 National conference 200 State conference 2.000 200 2001Mileage For staff & la 1 playground supervisorswhen staff cars are not available. ' 2401 $� 2,450 I Insurance & bonding cost. Oyu 490 ! Digital copier maintenance agreement 490. __4500 '_'.000'Replaceregistaaoncomputer 2.5001 Upgrade registration sothvare for year 2000 compliance 4.500 1 Communit'v Center Operations =Iaudzet� Detail IDescrition l 000 1,0001lPaper, receipts, computer ink cartridges, fax paper, etc. 1.000 2.000 2.0OO.!Exter1or. flowers, hoses, etc. Interior misc repairs 2.000 ]i10 500 'Signs, message boards, door stops, can crushers, waste basxcts. .and misc items 300 ''540 3.j04 Soap, paper towels, cleaning supplies for bathrooms Paper cups, plates, etc. for lounge & customer service events 2400 !Uniforms & clothing Light bulbs, etc 720 ,Staff shirts 20 (,4 S 13, and volunteer shirts 20 :w 513. 7201 3030 ,Other professional services 47,645 35,00010 I services 1.0001 3530 Refuse collection 64 8 14U. Aug service Monthly charges for 2 dumpsters Detail Description 1140 Supplies, office 5,000 HVAC maintenance contract 6.4581 3610 925 Copier maintenance 250 250 fMPRA membership in community centerlfaciliry mgmt section 15,000; Banquet center manager (560.000 revenue estimate). 4,000 Gym floor resurfacing & maintenance ' 15.000- 3630 ;Training 2,000 Carpet cleaning - entry & ballroom twice a year 200 200 1 Facility mgmt workshops, customer service, etc. i 47.645 ' 3100 Telephone i_____1,512 4,512 IOtflce & customer phones, maintenance agreements, and 4.200 4,200 I Insurance & bonding cost. long distance phone charges 4.200 • 4.5121 3200 � Water & Wastewater 1 200 1,'100 Water & sewer charges for community center 1.500 7030Capital, equipment 1.?001 6,814;Copier & fax machine 3210 Electricity 15 000 15,000 ! Estimated electrice charges 15.000 3220 �Naturai gas 9 000 9,000 Estimated natural gas charges 9.000 3300 Postage 200 200 IMisc postage 3420 Advertising 400 2001 White & yellow pages, local ads, flyers & brochures, etc. 200 Uob openings 4001 3430 Printing 1000 1,U00 (Agreement forms, flyers, brochures, etc. 1.0001 3530 Refuse collection 64 8 6,458 Monthly charges for 2 dumpsters Detail Description 1140 Supplies, office 200 6.4581 3610 Memberships 250 250 fMPRA membership in community centerlfaciliry mgmt section 15,000; Banquet center manager (560.000 revenue estimate). I ' 15.000- 3630 ;Training & conferences 1 i 200 200 1 Facility mgmt workshops, customer service, etc. i I 200, 4800 j Bonding & insurance 4.200 4,200 I Insurance & bonding cost. 4.200 5110 Repairs, equipment 1.500 1,300, Unanticipated repairs to doors, windows, kitchen, HVAC, etc. 1.500 7030Capital, equipment 8.814 6,814;Copier & fax machine 2,000 'Other miscellaneous 8.814 Fuad: 252 Department: 4351 Community Center Banouet Onerations G Proposed Accountl Description I Budget Detail Description 1140 Supplies, office 200 200 Paper, receipts, computer ink cartridges, fax paper, etc. 700 3030 Other professional services 15.000 15,000; Banquet center manager (560.000 revenue estimate). I ' 15.000- 3100 Telephone 120 1201ong distance phone charges 120 C 1 �7 0 �'. I 2/3 0 3300 Postage 1 "0001 1,000 1Mailing charges to facility users, permits, confirmations, etc. % 3420 ;Asivertssing 4200 2, 200, Yellow pages 1 2,000 !Other advertising 4.200 3430 4Printing 2 000 2,000, Agreement tarzns, dyers, brochures, etc. I I GI7 YMCA Proposal General Fund. Recreation Proposed ,account Description Budget Detail I 1 140 Suoolies. of iiee n 1 01 Su lies rat by YMCA --- PP oPe Ms Proposed rroviocu Dy Imt A Account r I Budget 01 3060 �Schoolcoordin i r 9,700 9,700 (School coordinator fees. 9.7001 3300 Postage 1,200 1,2001 Distribution for 1/2 cost of 4 newsletters irr 5600 each delivery i + 1.2001 3420 Advertising 0 'provided by YMCA 1230 ;Supplies, equipment 1 01 3430 �Prjniing i 4,080 41080 112 cost of 4 newsletters (u3 $2,040 each 4.0801 36W �Mcmbcrships 1 0 Provided by YMCA «i 3630 (Training & conferences 1 0 1Provided by YMCA 1 r 0� 3800 Mileage 0 Provided by YMCA I I 01 4800 & insurance 1_1_1000— 47,645 35,0001Custodial services Provided by YMCA (Bonding 1 7201Rug service 1,000 Additional coverage 5,0001HVAC maintenance contract 1.0001 5110 Repairs, equipment 3 850 490 Digital copier maintenance agreement 4.0001Gym floor resurfacing & maintenance 3,360 R_e_gistatiogsofiwpre,support —0001Carpet cleaning - entry & ballroom twice a year 3.850 F753-0 Capital, equipment 1 2.000. 2,000 Replace registation computer 2.0001 YMCA Proposal Community Center Onerntinat VAt, j. &e+-3 Yz 09, Proposed - - - - - ------- Account Description I Budget Detail lDescri tion 1140 ;Supplies, office 0 Provided by YMCA 01 1210 1Supplies, bldgs & grounds 2.000 ?.OQO jExtenor flowers, hoses, etc. Interior. mise repairs 2.0001 1230 ;Supplies, equipment 500 5001 Signs, message boards, door stops, can crushers, waste baskets, 1 land misc items 5001 1600 Supplies, operating 3,J00. 3,5001 Soap, paper towels, cleaning supplies for bathrooms 1 Paper cups, plates, etc. for lounge & customer service events Light bulbs, etc 3.5001 2400 1 Uniforms & clothing 0 — Provided by YMCA I I 1 01 3030 Other professional services 47,645 35,0001Custodial services 7201Rug service 5,0001HVAC maintenance contract 925 iCopier maintenance 4.0001Gym floor resurfacing & maintenance —0001Carpet cleaning - entry & ballroom twice a year 47.6451 VAt, j. &e+-3 Yz 09, 3100 !Telephone 4.300 3200 Water& Wastewater i I — 1,200 3210 �Elvciricity 15.000 I 3220 Natural gas I 1-000 i t 3300Postage I 3420 Advertising ti 3430 Printing 0 3530 Refuse collection I 6 458 3610 Memberships I 0 3630 (Training & conferences J 0 4800 jl jBonding & insurance I 1 1 3.000 ! 3110 I Repairs. equipment I 1500 7030 ICapital, equipment 1 8.814 4.300! Office & customer phones, maintenance agreements, etc 'Long distance phone charges paid by YMCA 4.300 I 1,2001 Water & sewer charges for community center 1,200 + 15.00O jEstimated electrice charges I f5 9,000 jEstimated natural gas charges 9.00 —4Providedby YMCA 0 Provided by YMCA 0 (Provided by YMCA 01 6,458 jMonthly charges for 2 dumpsters 6.458 Provided by YMCA 01 !Provided by YMCA 01 (Liability insurance provided by YMCA 3,000 Property insurance 3.0001 1,5001 Unanticipated repairs to doors, windows, kitchen, HVAC, eta 1.500 I 6,814 Copier &fax machirte 2.000 Other miscellaneous 8.3141 :1 z z WHO TO DO / COST OF DOING COMMUNITY CENTER WHO TO DO TT? Weekday supervision of cc M -F 8 - 4:30 p.m Process activity registrations M - F 8 - 4:30 p.m. Evening Facility Supervision M -F4:30- 10:00 p.m. Weekday Facility Supervision Sat & Sun 8a.m. - 1 p.m. Community Center Activity Planning Community Center Program Leadership ESTEMATED COST OTHER PROGRAMMING OF ACTIVnUS IN COMMUNITY Recreation Program Planning, Organization, Implementation: - Adult Softball (April 1 - July 30) - Youth Softball/Baseball (May - August 1) - Fall Softball (Aug 15 - Sept 15) - Soccer (Aug 15 - Nov 1) - Summer Playgrounds Programs (June 15 - July 30) - Winter Ice Skating Rink Programs (Dec - Feb) - Special Events (monthly) - Lakeside Park Beach Operation (May - August) - Swimming Instruction Program at Edgewood (year round) - Sr. Citizen Activities ( year round) - Sr. Citizen Activities (daytime at CC) - Pre-schooler activities (on-going) - Youth Trips - Afterschool activities at schools - Track Program (April & May) - Adult athletics (bb, football, softball, vb programs in parks) - Park facility reservations The Mounds View Community Center and the 1999 City Budget The construction of the Mounds View Community Center is coming to an end this December and that means use of the facility by the public can begin in January. It has been a long time in coming complete with much debate, resident involvement, planning and replanning and all the construction. But finally, the old Bel Rae Ballroom will be the new Mounds View Community Center this January. Our next issue of Mounds View Matters will give a fuller account of the new community center and will invite the community to an open house on January 24. The building itself has been designed to provide a variety of activity space for community residents, ranging from high intensity use such as in the gymnasium, to lower intensity uses such as the lounge areas. In addition, the building was designed to accommodate two active tenants, the Children's Home Society and classroom space for Community Education. These two tenants, in addition to providing a revenue stream for the facility, also provide family oriented services in the community. The remaining banquet/meeting rooms, gym and gathering areas will require the City to commit to how best to oversee and define appropriate use of these spaces. The City also needs to consider adequate fiscal support for the operations of the building and the best management options for running the facility. This article sums up City Hall's efforts through mid-October in addressing the day to day management of the building. The Building Design Objectives A great deal of attention has been devoted to the design of the building and its potential uses. These uses include banquet and meeting space with moveable partition walls, a senior area or lounge for small to medium size low key gatherings, "public space" in widened corridor areas with sight line divisions allowing people to collect unobtrusively but also openly, the gymnasium for physical fitness activities, and office space for oversight and administration of building functions. Some storage space and public restrooms have also been incorporated into the facility. It has been relatively well understood that these spaces will accommodate a variety of users ranging from paying private events to open and community nonpaying groups. The balance of these two general types of users has not been overly planned at this early stage of the facility's development, but it is commonly recognized that certain times within the facility will be preferred for the types of uses. For instance, weekend evenings will likely host the majority of banquet type events, while nonpaying users will likely find space during low demand periods for particular meeting areas. The community seems to recognize this mix of users as not only important in meeting the needs of the community, but also in the creation of an eclectic City space that can create its own sense of place unique to the community of Mounds View. In other words, the building must be useful to Mounds View residents in order to maintain support. Construction Objectives 1 The community's representation in the management of the community center has fallen under the City Council's general oversight, but assisting the City Council in representing the community's interest has been the Community Center Task force, a committee made up of city residents with a large component of Parks and Recreation Commission members. After the April, 1997 advisory election, this arrangement worked to review options with architects and city staff for preferred options for design of the building keeping as close as possible to plans put forward for the election. The first priority was to design and construct space to accommodate the Children's Home Society, a nonprofit child day care and related family services organization that committed to an annual lease in the building. This first phase of construction was completed in September of 1997 and turned over to the Children's Home society for their operations. The second phase of construction required a great deal of additional deliberation by the City Council and the task force. Recognizing a commitment to stay as close as possible to the understanding with the community at the time of the election, the Council and task force faced inevitable choices of whether or not to spend a little more to make some aspect of the facility better in the long run. Choices such as a wooden gym floor, better heating and air conditioning control, better furniture, a more attractive brick facing, additional storage space and movable partition walls in the old dance floor area were decided on as important enough to do despite the added cost. Construction began last spring with enough work getting completed to allow a second tenant, the school district's Community Education department to lease and occupy space starting this past September. The gym, office space, old dance floor, lounge and meeting areas and outdoor improvements are the final improvements being made. Building Operations It was recognized early that the facility would have to generate revenues to help pay for its operation costs. With the construction being paid for by existing tax increment funds, no debt would exist for the city on the building. How to pay for utilities, personnel and maintenance is a common concern for cities with community centers. The two tenants mentioned helped address that concern with lease agreements generating over $85,000 a year. Renting the rest of the space was figured to be another way of generating revenue. While operational budgets were estimated and re -estimated, it began to become clearer this past spring that operational costs would exceed previous expectations and expenses would have to be looked at. Two things contribute to this reexamination of operations. First, the community center should put funds aside to pay for future maintenance and replacement costs, like new carpeting, roof repairs, etc. Second, some aspects of the facility would require more annual maintenance than was originally anticipated. Looking to develop a conservative operating budget that could accommodate these kinds of costs, staffing options had to be looked at more closely. Early in the planning for the community center discussion of staffing identified a possible cost savings where existing city parks and recreation management personnel would staff the facility rather than hiring a separate director and staff. As the operating budget estimates began tightening up and the need for an actual plan to run the building started fast to approach, the Council sought outside altematives. Requests for management proposals were advertised. The City received proposals from the YMCA, the -City of New Brighton and from Innovative Images, a business owned and run by Mounds View resident Sharie Linke. Budgeting Before reviewing the proposals, some understanding of the need for considering proposals should be reviewed. First, the real concern about not being able to balance the operations budget is where to take the funds to pay for those operations if the building cannot break even on its own. The general fund is the most likely and logical source for those funds, but recognizing the potential for competing with other city services for the tax levy is a serious concern. The city has put general fund money aside over the past two years which can act as a cushion for start up shortfalls. Second, the existing personnel in Parks and Recreation come mostly from the general fund and therefore evaluating how the city conducts recreation services and adjusting to meet the needs of the community center would affect the general fund budget as well as the community center budget. However, it would mean looking at traditional parks and recreation services and staffing differently. Knowing that the community center would be open more hours than existing staff could cover, additional personnel would need to be hired and the additional responsibilities of managing the activities of the building would require some change in management approach by the city. Additional programming within the community center would be expected and activities designed to generate revenue for the building would be needed. In essence, the facility and the department would have to run as a business would, always considering revenue options in tandem with service and expense options. This meant understanding the potential for revenue create from the building like banquets, receptions, business meetings, and making time and space available for city residents for programs, recreation and gatherings. Other communities' experiences showed that a balance could be achieved that met with local preferences and that gradually the community could improve on narrowing the gap between revenues and expenses. This would be a goal of the Mounds View community center. Management Options The City of New Brighton submitted a thorough proposal that was based on their experience in building and operating the New Brighton Family Service Center. Their proposal was clear in outlining their abilities to manage a building. They also capitalized on the economies of sharing building management staff. With their ability to- utilize their existing management to oversee and direct a Mounds View facility staff', administrative savings would be incurred for both communities. But their proposal also brought up some larger questions. First, while the administrative cost savings would assist both communities, the same could be said if the two communities could share recreation programming costs. But this seemed a separate and larger discussion item for the two city councils at a later date. Recognizing the unique qualities of each community and the desire for self identity, muddling the discussion of community center management with a joint department seemed premature. The Innovative Images bid proposed to manage the community center as contracted management similar to the city's recent arrangement at the golf course. Ms. Linke would oversee and manage a staff at the community center and make marketing and programming a large emphasis of her work at the community center. She gave a very detailed description of how she would propose going about advertizing, what groups to market to, and seek profitability in the programming. Additionally, she would oversee programming for the city's parks facilities as well. Essentially, this proposal was to replace what the city would otherwise do in recreation and add a strong marketing component for the community center. Her familiarity with the community and existing city operations was seen as a strong asset. The YMCA's proposal emphasized their programming abilities and their building management Meetings with the YMCA suggested their programming goals were not too different from Mounds View's and that a programming mix of existing city programs and Y programs could be complementary assuming they would be kept affordable for Mounds View residents and that the Y would be willing to take on program management the city would want. Their personnel costs were noticeably less than the other proposals because they would utilize their own staff and payroll policies. What they did not do strongly was marketing and event management. With their alternative, the city would need to figure that area of oversight some other way. The YMCA and Innovative Images were talked with as to whether the YMCA's building management and programming abilities could be paired with Sharie Linke's marketing and events management abilities, essentially giving the city the strengths of their two proposals. Some coordination would be needed to keep both answerable to the community, likely by reporting to the Parks and Recreation Commission and City Administrator's office. Existing parks maintenance would be shifted to public works as well. This arrangement is still being discussed but does appear to be a viable and cost effective option for City consideration. The Mounds View's Parks and Recreation staff have been working on much of the same issues as reviewed by the bidders. Obviously a familiarity with the community and an involvement in the community center process to date is an advantage. With the city's department managing the center, the organization would remain in place where staff reports to the city administrator and the Parks and Recreation Commission. Parks and Recreation can also utilize parts of all the other bidders. Marketing will still need to be done, the YMCA can be brought into the facility for various programming and coordination with other communities' recreation could still be done. What's Important to Mounds View? In the middle of October, this is where the city stands on making its choice for community center management. It is important to remember that at this point the discussion is driven by a budget that is a best guess scenario for stow to manage the community center. As experience is gained in operating the community center, confidence in the accuracy of the budget will improve. For now, a conservative approach has been taken that attempts to insulate the general fund as much M as possible but still allows the community center to get up and on its feet. With opening coming soon and the 1999 budget needing approval even sooner, the city will need to decide its preferences. Resident input is important. Call the City Administrator's office at 717-4001 or attend the November 16 special budget presentation meeting at City Hall to voice your interest. d:100 Department. 4 Director Admin Assistant Rink attendants J Hrs I Etc. I FT Group Workers Insurance Rate 1,050 0.896/0 f FT 136 _0.250 0.100 PT 420 0.89% 0.770 PT 757 NA 3,098 NA PT 4160 General Fund, 0.928 PT 721 FT mum Adjust to E Actual r rate Actual Salary 29.38i Group Workers Insurance Rate 1,050 0.896/0 1 15,278 R 16.891 136 3,513 R 6.181 420 0.89% 9,898 NA 8.761 757 NA 3,098 NA 6.18 4160 General Fund, Parks: 11,929 NA 721 FT ' 4 124 NA T PT 0.000 10.30 01 NA Rounding Group Workers Insurance Rate 1,050 0.896/0 Com I Amount Total 136 18,424 Tatal 420 0.89% 31 4,415 757 NA 0 0.89% FundA00 Department: 4160 General Fund, Parks: 0 0.89% Director FT ' 0.250: 106 29.381 Admin Assistant FT 37 0.00016.89! 0 NA 0 D.89% Park worker FT R 1.900 0 '2.41% 17.51 j Park worker - OT OT 91.00 2.000 0:2.41% 26.27 On call pay 95.00 I I 2.000 13 106 17.51 Seasonals PT 88 1.110 0 3,642 R 467 F 4202.41% 6.95 Rounding R 109 NA 0 2.41 % 20 978 Total 5,349 NA 409 NA 0 2.41% ! Fund:100 Department: 4,367 General F'Ind, Athletic Field Mainte Park worker FT 420 0.100 11.4821 17.511 Park worker - OT OT 16.16 1 2.000 16 16 26.27 Seasonals PT 6,722 0.370 862 F 6.95 Rounding 8,106 0 8,783 R 1,127 F Total 78 11,038 01 3,667 R Fund. 100 Department: 4380 General F Ind, Fores 33 4,422 Director FT 0.030 901. F 29.38 Rounding i 0 3,056 R Total 210019% 27 3,685 0 Fund:250 Department: Y -XXX Recreation Activities: R 225 F Youth: 16 2,208 01 3,056 Director FT 0.110 27 29.38 Admin Assistant FT 0.250 451 F 16.89, Adult - 4,415 Director FT ! 0.060 29.381 Admin Assistant FT 1 0.200 16.89 ji:neral: Director FT 0.050 29.381 Admin Assistant FT 0-656 16.891 Swimming: Director FT 0.050 29.381 Admin Assistant FT 0:100 16.891 Rounding I Total Fuad -252 Department: 1360 Communi(y Center Operations: Director FT j 0.200 29.38! Admin Assistant FT ! 0.300 16.89 Facility Coordinator FT 1.000 17.511 Weekend supervisors PT I 2.000 10.00 Banquet setup PT 0.330 7.50 - Rounding Total Pensions 1,960 F Group Workers Insurance Rate 1,050 0.896/0 Com I Amount Total 136 18,424 451 F 420 0.89% 31 4,415 757 NA 0 0.89% 88 10,743 237 NA 0 0.89% 28 3,363 913 NA 0 0.89% 106 12,948 315 NA 0 D.89% 37 4,476 0 NA 0 D.89% 0 0 01 15,278 R 1,960 F 1,050 0.89% 136 18,424 0: 0 R O F 0 0.89% 0 0 Oj 69,200 R 8,878 F 7,980 2.41% 1,668 87,726 04,781 0 2.41% R 613 NA 0 2.41% 115 5,509 0 3,327 R 427 NA 0 '2.41% 80 3,834 0 16,046 NA 1,228 NA 0:2.41% 387 17,661 108,632 13 106 9.030 2,3861 133.154 88 4,617 0 3,642 R 467 F 4202.41% 0 849 R 109 NA 0 2.41 % 20 978 0 5,349 NA 409 NA 0 2.41% 129 5,887 9 840 985 420 237 11.4821 I 01 1,833 R 235 F 126 i189%j jjj 16 16 2-110 10 1,833 235 126 i 0 6,722 R 862 F 4620.99% 60 8,106 0 8,783 R 1,127 F 1,050 0.89% 78 11,038 01 3,667 R 470 F 2520.89% 33 4,422 01 7.026 R 901. F 8400.89% 63 8,830 0 3,056 R 392 F 210019% 27 3,685 0 1,757 R 225 F 210 .89°%� 16 2,208 01 3,056 R 392 F 210 0.89°% 27 3,685 01 3,513 R 451 F 420 .89x/0 31 4,415 0; 12,= R 1,568 F 840 0.890/a.1 109 14,739 Oi 10,539 R 1,352 F 1,260 0.89%1 94 13,245 01 36,421 R 4,673 F 4,2002.41% 878 46,172 01 41,600 R 5,337 NA 0 2.41%1 1,003 47,940 0: 5,148 NA 394 NA 0 2.41% 124 5,666 Total salaries 105 934 13,324 6.300 3 1 11,655 37,1031 21,000 1 Park & Rec Director Recreation 25%, Parks 25%, Forestry 3%, Recreation Activities 27%, Comm Ctr 20%. Admin Assistant Recreation 10%, Recreation Activities 600/Comm Ctr 30%. Assumptions: Adjust to Actual Adjustment needed to maximum annual salary for position to equal actual annual wages to he paid for 1999. Actual Salary Maximum salary rate per hour X 2080 hours/year less adjust to 98 salary times Full Time Equivalent FTE Full time equivalent - percentage of full-time empioyee's time. Type of employee/work: Full time FT Part time PT Over time 0'I' Pensions Regular R 12.83% Social security 6.20%+ Medicare 1.45%+ Retirement 5.18%. Others NA 7.65% Social security 6.20% + Medicare 1.45%. cost of Insurance: Single S $200.00 Estimated average cost actual range is from approximately $ISO to $230 with two higher due to cost of life insurance due to age. Family F $350.00 Other Estimated 1999 salary increase 300% C21) POSITION TITLE: DEPARTMENT: ACCOUNTABLE TO: JOB DESCRIPTION Director of Parks, Recreation & Forestry Paries, Recreation & Forestry City Administrator PRIMARY OBJECTIVE OF POSITION: To organize, direct, implement and coordinate Department programs including Recreation Programming, Park Facilities Management, Parks Maintenance, Development and Improvements, Forestry Disease Control and Reforestation and Cable TV activities which results in effective Planning, development and maintenance of park areas, recreation programs, and related forestry and Cable TV programs and activities. MAJOR AREAS OF ACCOUNTABILITY: * Recruitment, training and supervision and evaluation of staff. * Program planning and implementation_ Administrative duties including development of department budgets, personnel, reports, data collection, information research, presentations, funding proposals, grants work, and other administrative duties. " Park development and redevelopment of athletic facilities, beach, natural areas, trailways, playgrounds, picnicking areas, park in.& ructure, and buildings meeting ADA and safety requirements for all park facilities. * Facilitate groups including task forces, volunteer groups, special projects, cornn]Isstons, committees, and partnerships within the broader community. * Establishment and implementation of customer service programs, marketing programs, fundraising programs and training programs. * Intbrmation and publications including regular preparation and distribution of activities brochure, annual park facilities guide, gifts catalogue, professional articles, newspaper articles and other publications. Purchase of capital equipment? land services, goods and materials. * Contractual agreements for services and ewertise including consultants, engineering, labor services and architectural services. * Fundraising and grant preparation for federal, state, county and locally administered grant opportunities and funding organizations. Park maintenancero p grams, direction and evaluation for safety and function. OTHER AREAS OF RESPONSIBILITY * Communications - Develops and implements effiective public relations programs which will gerierare community and individual support for parks and recreation activities. * Grantswriting - Writes and submits grant applications to state, county and federal agencies in order to supplement funding of city park development, acquisition and improvements. * Budget - Develops and submits a sound and documented recreational programming and parks department budget and controls expenditures accordingly within approved budgetary limitations. * Park Maintenance - Directs a comprehensive program of parks maintenance, park improvement and park development to ensure safe and functional park facilities. * Partnerships - Establishes partnerships with other various entities for the benefit of joint programming, funding, facilities usage, and successful achievement of goals and objectives identified by partnering entities ie, Ramsey County initiatives such as Healthy Families and Communities, School District with Healthy Youth and asset builders, Scouts with community service programs, neighboring communities with collaboratives, etc. * Forestry - Provide direction and facilitation to the City Forester through the Joint Powers Agreement to ensure that tree diseases are controlled, and that reforestation occurs benefitting from the assistance provided through Tree City USA program which enhances opportunities for cities to protect its green canopy. Park Improvements/Development/ Acquisition - Establishes a five year capital improvement pian for the improvement of parks to ensure safe and functional park facilities. Through the recommendations of the paries and Recreation Commission, prepares and presents proposals to the City Council regarding park improvements, redevelopment, development and acquisition. Performs other duties and assumes additional responsibilities as directed by the City Administrator. DESIRED MMMUM QUALIFICATIONS Bachelor of Science Degree from an accredited college or university in Parks and Recreation Administration. Valid class C drivers license. Parks and Recreation management experience in administration, recreation programming, and Parks maintenance and improvements. POSITION TITLE: DEPA.RTI ENT: ACCOUNTABLE TO JOB DESCRIPTION Recreation Program Supervisor Parks and Recreation Director of Parks and Recreation PRIvi IARY OBJECTIVE OF POSITION Performs a variety of supervisory and administrative work in assisting the Director of Parks and Recreation with planning; developing and administering comprehensive recreation programs, including sports programs, aquatic activities, after school and all seasons youth programs and. other recreation programs and special events. ESSENTIAL, FUNCTIONS AND RESPONSIBILITIES Assists with planning, developing and administering activities for youth and adults of all ages, such as but not limited to: music, dance, drama, arts and crafts, safety programs, swimming, and sports including basketball, baseball, softball, volleyball, tennis, figure skating, aerobics, karate, soccer, flag football, track. Coordinates activities with schools and youth athletic associations to establish seasonal after school and summer youth programs. Schedules and conducts organizational meetings to inform participants, volunteer coaches, referees, stafetc.of philosophy of program, rules and procedures. Prepares, distributes and analyzes participation feedback, surveys, records and employee responses to evaluate programs and make recommendations for improvements or new programs. Plans, markets, coordinates and chaperones special events and youth and adult trips for the community. Supervises aquatic activities at swimming pool and Lakeside Beach to ensure lessons, classes and open swims are properly scheduled and staffed and that safety practices are met. Coordinates sports programs; assigns coaches, practice times; distributes equipment, uniforms. Assists in developing and implementing other recreation programs and special events to meet the needs of the department. Prepares for publication and distribution a variety of brochures, calendars, letters, posters, news releases, and related communications regarding recreation programs. Viaintains detailed records of revenues and expenses of assigned recreation programs to determine operating costs. Recruits, interviews, selects, trains, schedules and directs the activities of'temporary employees and volunteers involved in assigned recreation programs to ensure efficient program operation. Purchases or recommends purchase of needed equipment and supplies to maintain accurate inventory. Provides assistance on assigned recreation programs, activities, policies, and procedures in response to inquiries form the public and other City employees. Assists the Director of Parks and Recreation with preparing and monitoring the annual budget for assigned recreation programs. Prepares flyers, newsletter advertising, publications, information sheets and other written information for distribution publicizing and marketing recreation programs. OTHER RESPONSIBILITIES Performs other duties and assumes additional responsibilities as directed by the Director of Parks and Recreation to ensure efficient department operation. DESIRED �M1a9J11d QUALIFICATIONS Education and Experience: (A) Graduation from an accredited four-year college or university with a bachelor's degree in parks and recreation administration or a closely related field, and (B) A variety of experience in recreation activity planning including aquatics, youth sports, special events and youth progmmrning, and m advanced Red Cross First :aid, or equivalent, or (D) :any equivalent combination or education and relevant experience. Necessary Knowledge, Skills and Abilities: (A) Considerable knowledge of the principles and practices of modern recreation programs, considerable knowledge of the equipment, facilities, operations and techniques used in comprehensive community recreation programs. (B) SMI in the operation of PageMaker or similar computer program for creating flyers, news articles, publications in the marketing of recreation programs. Ability to develop, coordinate, and direct varied activities involved in community recreation programs; ability to train and supervise employees; ability to communicate effectively orally and in writing; ability to effectively give and receive verbal and written instructions; ability to establish and maintain effective working relationships with other employees, supervisors and the public. SPECIAL REQUrREMENTS (A) Must possess a valid driver's license. PHYSICAL REQUIlZ MENTS AND WORK ENVIRONMENT The physical demands and work environment described here are representative of those that must be met by an employee to successfully perform the essential functions of this position. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this jab, the employee is frequently required to walk, sit and talk or hear. The employee is occasionally required to use hands and hngers to handle or feel objects, tools, or controls; and reach with hands and arms. The employee is occasionally required to climb or balance; stoop, kneel or crouch. The employee must occasionally lift and/or move up to 40 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. While performing the duties of this job, the employee occasionally works in outside weather conditions. The employee is occasionally exposed to wet and/or humid conditions in the summer and cold temperatures in the winter, and may be exposed to toxic or caustic chemicals. The noise level in the. work environment is usually quiet while in the office, and moderately loud when in the field. The job description does not constitute an employmenr agreement between the employer and the employee and is subject to change by the employer as the needs of the employer and requirements of the job change. Phone: (612) 717-4000 sA Fax: (612) 784-3462 ~Oe"ess Partners*%I;� September 30, 1998 Dear Parks and Recreation Commissioners: The City Council will be meeting for a work session Tuesday, October 6 at 6: 00 p.nL (Meeting was changed from the typical Monday to accommodate the Vikings vs. Green Bay game). The community center management proposals will be presented to the City Council for their consideration. The Parks and Recreation Commissioners have been invited to attend this very important meeting. I do not know where the item is on the agenda at this time but will call you on Monday to give you a guess as to the approximate time. Please make every effort to attend this meeting as you are the advisory group for the City Council in this area and they have solicited your opinions and input on community center issues. If you have any questions please feel free to call me at 717-4041 or Frank Silvis at 784-4587 or Councilmember Sherry Gunn at 786-5588. Since the meeting is on Tuesday, one night after the BIG game, we'll be able to gloat our Vikings win and offer Commissioner Long some shreaded cheese! (All in jest you know!). Sincerely, Mary Sa rion, Director Parks, Recreation & Forestry P�r�rEowr�� 2401 Highway 10 • Mounds View, MN 55112-1499 0 SOY3NK,m — — recycled paper Equal Opportunity Employer