04-14-14 Council WS Agenda
CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD
CITY COUNCIL WORK SESSION COUNCIL CHAMBERS
MONDAY, APRIL 14, 2014 6:00 P.M.
AGENDA
1. CONVENE CITY COUNCIL WORK SESSION
A. Roll Call
Mayor Zerby _____
Hotvet _____
Siakel _____
Sundberg _____
Woodruff _____
B. Review Agenda
ATTACHMENTS
2. PRESENTATION BY DEB KIND AND ELLI ANSARI ON THE Cove Proposal
SOUTHSHORE CENTER “COVE” PROPOSAL
3. ADJOURN
I ,
r
LEARN - PLAY - CELEBRATE
3 -YEAR PILOT PROJECT PROPOSAL
APRIL 3, 2014
Prepared by
Tonka Bay Councilmember Elli Ansari
and Greenwood Mayor Deb Kind
BACKGROUND
The Southshore Center (SSC) is located at 5735 Country Club Road, Shorewood, MN. The facility was built in 1996
with funding from the following:
The Friends of the Southshore Center operated the center with funds from grants and their membership until 2008
when grant money dried up. From 2009 to present, the city of Shorewood has managed the SSC. They hired a director
to increase rentals of the facility and to create programming for all ages. At the same time, the "Friends" became the
Southshore Senior Partners (SSSP) and rented space at the SSC for approximately $600 per month for their senior
programs. In 2012, Shorewood contributed $60,000 to subsidize SSC operations. In August 2013, Shorewood officials
initiated discussions with the 5 owner cities to determine the future operations of the SSC. A SSC Advisory Committee
was formed and engaged students from VANTAGE (Minnetonka High School's Advanced Professional Studies program)
to help with the project. From November 2013 to January 2014, the VANTAGE team worked with SSC Advisory
Subcommittee members to conduct research and make recommendations that will restore the financial viability of the
SSC so it can continue its mission of providing services and facilities to the residents and businesses of the 5 cities.
Key learnings from the VANTAGE team's research:
1. There are 6 community centers in the metro area that operate at or near "break even," so it is possible for the SSC to
break even as well.
2. The facility's awareness needs to be improved. 43% of survey respondents never heard of the SSC, and of the 57%
who have heard of the SSC, most believe that it is a "senior" center only.
3. To break even, the facility needs to ...
• Have professional programming, scheduling, and marketing to maximize use of the space.
• Appeal to all ages and potential renters.
4. To appeal to all ages and potential renters ...
• The appearance of the building needs to be upgraded to have a "wow" feeling.
• The building technology needs to be upgraded.
• The building needs new "branding."
Key desires from the city of Shorewood and the SSSP:
1. Would like someone on site during regular business hours, programming, and rentals.
2. Would like the SSSP to be able to continue to rent space at the facility.
The 3 -year pilot project proposal on the following pages addresses the above "key learnings" and
"key desires" with the goal to set a course that will make the center financially viable for the future.
* On March 5, 2014, Deephaven submitted a letter notifying the other owner cities of their withdrawal from participation in
the Southshore Center. This draft of The Cove 3 -Year Pilot Project Proposal has been revised accordingly.
3 -YEAR PILOT PROJECT PROPOSAL 1 2
Contribution
% of Ownership
Deephaven*
$139,639
22.45%
Excelsior
$90,812
14.60%
Greenwood
$24,569
3.95%
Shorewood
$311,000
50.00%
Tonka Bay
$55,980
9.00%
Friends of the Southshore Center (Seniors)
$100,000
Total
$622,000
100.00%
The Friends of the Southshore Center operated the center with funds from grants and their membership until 2008
when grant money dried up. From 2009 to present, the city of Shorewood has managed the SSC. They hired a director
to increase rentals of the facility and to create programming for all ages. At the same time, the "Friends" became the
Southshore Senior Partners (SSSP) and rented space at the SSC for approximately $600 per month for their senior
programs. In 2012, Shorewood contributed $60,000 to subsidize SSC operations. In August 2013, Shorewood officials
initiated discussions with the 5 owner cities to determine the future operations of the SSC. A SSC Advisory Committee
was formed and engaged students from VANTAGE (Minnetonka High School's Advanced Professional Studies program)
to help with the project. From November 2013 to January 2014, the VANTAGE team worked with SSC Advisory
Subcommittee members to conduct research and make recommendations that will restore the financial viability of the
SSC so it can continue its mission of providing services and facilities to the residents and businesses of the 5 cities.
Key learnings from the VANTAGE team's research:
1. There are 6 community centers in the metro area that operate at or near "break even," so it is possible for the SSC to
break even as well.
2. The facility's awareness needs to be improved. 43% of survey respondents never heard of the SSC, and of the 57%
who have heard of the SSC, most believe that it is a "senior" center only.
3. To break even, the facility needs to ...
• Have professional programming, scheduling, and marketing to maximize use of the space.
• Appeal to all ages and potential renters.
4. To appeal to all ages and potential renters ...
• The appearance of the building needs to be upgraded to have a "wow" feeling.
• The building technology needs to be upgraded.
• The building needs new "branding."
Key desires from the city of Shorewood and the SSSP:
1. Would like someone on site during regular business hours, programming, and rentals.
2. Would like the SSSP to be able to continue to rent space at the facility.
The 3 -year pilot project proposal on the following pages addresses the above "key learnings" and
"key desires" with the goal to set a course that will make the center financially viable for the future.
* On March 5, 2014, Deephaven submitted a letter notifying the other owner cities of their withdrawal from participation in
the Southshore Center. This draft of The Cove 3 -Year Pilot Project Proposal has been revised accordingly.
3 -YEAR PILOT PROJECT PROPOSAL 1 2
3 -YEAR PILOT PROJECT PROPOSAL
1. Since the "Southshore Center" name evokes "senior center," it is important to re -brand the building with a new name
and tagline to appeal to all ages and potential renters. The proposal is to change the building's name to something like
The Cove — Learn, Play, Celebrate (see design idea on the cover of this document). The Cove name is inspired by the
building's cozy / hidden location near Lake Minnetonka.
2. Update the website and building with the new brand.
3. Make building upgrades to create a "wow" first impression that appeals to all ages (see list on pages 4 -5). The list
includes costs for "now" and costs for potential "future" upgrades. The "now" costs include changes that would
create the biggest impact for the least amount of money ... (a) A dramatic entrance with a feature wall, accent
lighting, carpet, etc. (b) To house the "senior" items and to make better use of space, the large coat room would be
re- purposed into "The Corner" gift shop / display area — a centralized place to showcase bakery sale items, greeting
cards, newsletters, books, etc. (c) Coats would be hung on an attractive new coat hook system in the hallway. (d) To
tie -in with the lake theme, the rooms would be named after Lake Minnetonka bays — Echo Bay Room (dining room),
Gideon Bay Room (activity room), Excelsior Bay Room (conference room) — and black and white prints of Lake
Minnetonka images would be displayed on the walls. A proposal for paying for the "now" costs is on page 6.
4. A Cove Executive Board would oversee the upgrades (see page 6).
5. The proposal is for Shorewood to continue to be the "fiduciary responsibility" and manage operations, set room rental
rates, etc. Based on the projections on pages 7 -10 spreadsheets, the operations are likely to break even (conservative
estimate) or could be profitable (optimistic estimate). The spreadsheets for operations assume the following:
A. Minnetonka Community Education (MCE) will provide professional programming for all ages. Marketing will
be done through the MCE catalog that is mailed to all school district homes. The catalog will include an ad for
renting The Cove. MCE also will be in charge of scheduling all programs and rentals, so space information is in
one place. Rentals will be for the room and table set -up only. The renter will need to arrange for linens, catering,
liquor insurance, etc.
Program revenue will be split 60% to the instructor / program director, 30% to MCE, 10% to The Cove.
Rental revenue from weddings, class reunions, etc. will be split 30% to MCE and 70% to The Cove.
B. The Cove may host fundraising events during times when the facility is not being used for MCE programming or
rentals.
C. The Cove's regular business hours would be gam to 4pm, M -E The reception desk would be "manned" during
regular business hours and anytime The Cove has programming or rentals after hours.
D. A Site Manager / Receptionist (paid by The Cove) would work 4 hours per day, M -E Responsibilities include:
— Greeting people who enter the building, answering the phone, responding to emails.
— Maintaining the Facebook page, website, electronic monument sign, TV loop.
— Recruiting, training, and scheduling Assistant Receptionists to cover the other regular business hours and
after -hours programming / rentals as needed.
— Showing facilities to potential renters (scheduling will be done through MCE).
— Coordinating The Cove fundraising events such as Oktoberfest and Open Mike Nights.
— Managing the Custodian.
— The Site Manager will have access to the schedule and / or coordinate with MCE to determine scheduling for
the reception desk and Custodian.
E. The Custodian (paid by The Cove) will report to and be scheduled by the Site Manager. The Custodian will be
responsible for cleaning / general maintenance of building and for table / chair set -ups as needed.
6. To honor the historic contributions of the "Friends" and SSSP, The Cove may discount rentals to the SSSP, and
may split proceeds from "The Corner" gift shop / display area with the SSSP. However, to ensure that The Cove's
re- branding efforts are successful, the SSSP will need to keep a clear and separate identity for their organization and
printed materials.
The proposal is to commit to the above pilot project for 3 years. If all goes well, The Cove / MCE
partnership may be continued in the future.
3 -YEAR PILOT PROJECT PROPOSAL 1 3
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
Estimate of Upgrade Costs
CD
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D C3► v co
E
r v
12 oa
.� E
3: r v
12 oa
MIND EL
7'
Remove: Southshore Center lettering
EA
1
$200
$200
$250
Paint: change white under canopy to dark brown
SF
600
$2
$1,200
$1,500
Paint: downspouts and columns dark brown
EA
4
$200
$800
$1,000
Add: new laser cut sign of The Cove loo
EA
1
$2,500
$2,500
$3,125
Add: new block address numbers brushed aluminum
EA
1
$300
$300
$375
Future: dark brown lattice to screen trash area 10' x 12' x 6' high
LF
44
$30
$1,320
$1,650
Future: down lighting for columns (2 recessed cans in soffit)
EA
4
$300
$1,200
$1,500
Move: display bookcase, bakery rack, magazine racks, and card
display to "The Corner"
$0
$0
Paint: touch up walls as needed
SF
800
$1
$1,000
$1,250
Paint: accent paint on tray ceiling (2' high soffit and linear cove light)
SF
200
$2
$300
$375
Replace: track lights with new disc lights
EA
9
$50
$450
$563
Add: new small flat screen TV for looping JPGs of upcoming events
EA
1
$750
$750
$938
Add: feature wall with cool "fireplace" and laser cut of The Cove loo
SF
120
$25
$3,000
$3,750
Add: new end tables
EA
2
$200
$400
$500
Add: new "entry grade" wall -to -wall carpet squares on top of tile,
carpet base board
SF
900
$5
$4,500
$5,625
Add: new framed BW prints of Lake Minnetonka maps or photos
EA
6
$250
$1,500
$1,875
Add: new accent ceiling lights
EA
5
$150
$750
$938
• ' • ' • • •
Remove: coat rack and everything except pop machine
$0
$0
Paint: patch and paint entire room
SF
400
$1
$500
$625
Add: new wall -to -wall carpet squares and carpet base board
SF
120
$5
$600
$750
Add: display bookcase, bakery rack, magazine racks, and card
display from foyer
$0
$0
Add: quilt from reception desk area
$0
$0
Remove: blinds covering door to conference room and extra desk
$0
$0
Paint: touch up walls as needed
SF
200
$1
$250
$313
Add: Cambria counter (6ft)
SF
18
$60
$1,080
$1,350
Future: new wall cabinet system to cover up door to conference room
LF
10
$200
$2,000
$2,500
Remove: valance / shades, string lights, fake plants
$0
$0
Paint: change piano color to be black
$0
$0
Replace: 2 entry doors with new glass / wood doors / exisitng frame
EA
2
$1,200
$2,400
$3,000
Add: pull down 12' screen ($350), short throw LCD projector $1200
EA
1
$1,550
$1,550
$1,938
Future: touch up walls as needed
$1,000
$1,000
$1,250
Future: new framed BW prints of Lake Minnetonka maps or photos
EA
6
$250
$1,500
$1,875
Future: replace (24) 2 x 4 fluorescent lights with new indirect lights
EA
24
$300
$7,200
$9,000
Future: replace 140 ceiling tiles to match reuse in activity room
EA
140
$10
$1,400
$1,750
Future: replace (20) 2 x 2 fluorescent lights a long perimeter replace
with new dimable CFL recessed can light in new ceiling tile
EA
20
$75
$1,500
$1,875
Future: stylish sliding "barn doors" to hide kitchen windows and door
EA
2
$1,500
$3,000
$3,750
Future: replace 2 steel storage room doors with wood doors
EA
2
$1,200
$2,400
$3,000
Future: refinish deck and deck furniture
? ??
Future: new dining chairs (200)
? ??
3 -YEAR PILOT PROJECT PROPOSAL 1 4
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
Estimate of Upgrade Costs
L
CD
Q c
M C3► 0 CO)
GIDEON • • M (ACTIVITY ROO
E
= (4
3: a U
r°oa
.� E
= (4
3: a v
r°oa
Remove: chair rails, wall artwork
$0
$0
Paint: patch and paint entire room
SF
1350
$1
$1,688
$2,109
Replace: stained ceiling tiles with best ceiling tiles from dining room
$0
Add: pull down 10' screen for short throw LCD projector
EA
1
$200
$200
$250
Add: new Cambria counters (7ft and 18ft
SF,
30
$60
$1,800
$2,250
Future: new wall -to -wall carpet squares on top of vinyl floor and
carpet base board
SF
1100
$5
$5,500
$6,875
Future: new framed BW prints of Lake Minnetonka maps or photos
EXCELSIOR BAY ROOM • ••
EA
12
$250
$3,000
$3,750
Remove: window coverings, fake plants, TV / cart, wall artwork,
upholstered chairs
$0
$0
Move: bookshelves and books to "The Corner"
$0
$0
Paint: over existing wallpaper
SF
900
$1
$1,125
$1,406
Add: new framed BW prints of Lake Minnetonka maps or photos
EA
5
$250
$1,250
$1,563
Add: large flat screen TV
EA
1
$400
$400
$500
Add: new Cambria counter 11ft
SF
22
$60
$1,320
$1,650
Add: accent ceiling lights
EA
3
$300
$900
$1,125
Future: new wall -to -wall carpet squares and carpet base board
SF
570
$5
$2,850
$3,563
Remove: plastic picture hangers, bulletin board
$0
$0
Paint: touch up as needed
$0
$0
Add: 100 coat hooks on 1x4 wood trim
EA
100
$20
$2,000
$2,500
Add: new picture hanging system
$0
$0
Paint: over existing wallpaper and dark mauve trim
SF
600
$1
$750
$938
Future: Replace two 7ft counters / sinks with Cambria and
undermount sinks
SF
22
$80
$1,760
$2,200
ONE—
Remove: all extraneous signs and posters
$0
$0
Replace: all plastic room signs with new stainless -look signs
EA
8
$50
$400
$500
Website Rebranding
$1,000
Future: kitchen appliance upgrades
? ??
Future: cocktail hi -top tables for special events
? ??
Future: 30 x 60 tables with locking wheels for versitile space set -up
? ??
+$44,891
Total Cost
$45,475
These costs were estimated by Tammy Magney (architect/ designer of The Commons Workplace).
Note: Shorewood also is considering parking lot improvements. See the concepts provided by Shorewood in the FYI
section of this document.
3 -YEAR PILOT PROJECT PROPOSAL 1 5
PROPOSED FORMULA FOR PAYING THE "NOW" COSTS
• After meeting with the cities of Greenwood and Tonka Bay, their seems to be a desire to support cost sharing based
on building ownership.
• Since Deephaven has given notice that they no longer will be participating in the SSC, any cost - sharing formula
will need to be calculated without Deephaven. The 1996 agreement states that withdrawal from participation
does not mean that Deephaven will give up their share of ownership. It simply means that Deephaven will no
longer participate in sharing costs for capital expenses or operations. However, if the facility is sold in the future,
Deephaven's share of capital expenses would be subtracted from their share of proceeds from any sale. Hence, the
below formula that separates out Deephaven's share of the capital expenses for The Cove's "now" costs.
• Note: If in -kind partnerships (e.g. Cambria) and / or donations from the community are collected, the costs per city
would be adjusted accordingly.
1 Cost sharing for The Cove's "now" upgrades divided by owner cities
% of SSC building Share of The Cove's
2 ownership "now" upgrades
3
4
5
6
7
8
9
Deephaven
22.45%
$10,078
Excelsior
14.60%
$6,554
Greenwod
3.95%
$1,773
Shorewood
50.00%
$22,446
Tonka Bay
9.00%
$4,040
TOTAL
100.00%
$44,891
to It appears that the original ownership percentages were based on population in 1996.
11 Without Deephaven, the current population percentages are ...
Current population
12 Current population' percentage
13
14
15
16
17
18
Excelsior
2235
18.83%
Greenwood
698
5.88%
Shorewood
7438
62.66%
Tonka Bay
1499
12.63%
TOTAL
1 118701
100.00%
19 Using the population percentages (yellow), the cost sharing for Deephaven's share of
20 The Cove's "now" upgrades (blue), plus the each city's share (gray) would be ...
Share of Deephaven's
Current Population Share of The Cove's Plus, City's Share of The Equals Total Share of The
21 Percentage "Now" Upgrades Cove's "Now" Upgrades Cove's "Now" Upgrades
22
23
24
25
26
27
28
Excelsior
18.83%
$1,898
$6,554 $8,452
Greenwod
5.88%
$593
$1,773 $2,366
Shorewood
62.66%
$6,315
$22,446 $28,761
Tonka Bay
12.63%
$1,273
$4,040 $5,313
Total
1 100.00%1
$10,078
$44,891
Current Population Source: Met Council, 03120114
THE COVE EXECUTIVE BOARD
The proposal is to establish The Cove Executive Board to oversee the improvements. The following outlines the
procedures and duties of the board ...
1. One elected official appointed by each participating city. The board chair is elected by the board.
2. The participating city councils must approve expenditures beyond the scope outlined in the approved budget.
3. The board will review monthly payables reports and YTD statements provided by the fiduciary contractor via email.
4. The board may call special meetings as needed.
5. The board exists for the duration of improvement project only.
3 -YEAR PILOT PROJECT PROPOSAL 1 6
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
50
51
52
53
54
55
Projection for Ongoing Operations - Conservative Estimate
REVENUE
Revenue
Averaqe class fee per person per hour $10
Times average number of members per class X 10
Averaqe income per room per hour 100 A
Potential programing hours per day (9am to 9pm) 12
Times 3 rooms X 3
Times days per week (no programs on Fridays or weekends) X 4
Times number of weeks per year X 45
Equals total number of potential programming hours per year 6,480
Minus 65% of program hours unscheduled or cancelled classes — 4,212
Total number of proaram hours per vear 2,268 B
Times averaqe income per room per hour (A) X $100 A
Equals total program revenue per year 226,800
60% to instructors $136,080
30% to MCE $68,040
10% to The Cove (Annual Programming Revenue) $22,680 $22,680
Weddings and Special Event Rental Revenue $25,000
SSSP Space Rental ($600 per month) $7,200
30% to MCE $9,660
70% to The Cove (Annual Rental Income) $22,540 $22,540
VANTAGE Space Rental $15,000
Donations to The Cove - from businesses and individuals $2,000
The Cove Fundraising Events (Oktoberfest, Open Mike Nights) - proceeds above costs $2,000
Total Revenue $64,2201
EXPENSES (paid by The Cove)
Labor
Re
(7 hours per day, 5 days a week, 52 week:
Site Manager
(4 hours Der day. 5 day
ular business hours per year 1,750 H
per year, minus iu r
Receptionist hours
a week, 48 weeks F
Times ho
ear) 960 1
rate X $15
Site Manaqer / Receptionist cost per year 14,400 J
Reception Desk Assistants hours per year (H — 1) 790
Additional program hours (4pm to 9pm M -F) + 518 B -H
Additional special event hours (Friday late niaht and weekend rentals) + 550
Times hourly rate X
Reception Desk Assistants cost per year 14,864 K
Custodian hours per year 300
Times hourly rate X 30
Cost per year 9,000 L
Total Payroll (J + K + L) 38,264
FICA (6.2 %) $2,372
Medicare Contribution (1.45 %) $555
Workers
Total Labor $41,491 $41,491
3 -YEAR PILOT PROJECT PROPOSAL 1 7
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
Custodian Supplies (light bulbs, cleaning supplies, etc.)
$1,500
Office Expenses (rental price sheets, envelopes, stamps, etc.)
$1,000
Sales & Marketing
$2,000
MCE Catalog Program Listings
$0
MCE Catalog Ad for The Cove Rentals
$0
Web Hosting
$450
Fiduciary Contractor
$2,500
Payroll
Receivables
Payables
Year -to -Date Reports
Year -End Report
Audit
Property Taxes (none - government building) $0
Building Insurance $1,000
Utilities
Cable TV - None
rnone
�bl,5uu
Electric
$9,300
Gas
$2,000
Internet - WiFi (Shorewood)
$0
Waste Removal
$2,150
Water
??
Snowplowing & Landscape Contractor
$1,000
Snow Plowing
Mowing / Landscape Maintenance
Pest Control
Total Expenses $63,891
NET PROFIT (Revenue minus Expenses) $329
3 -YEAR PILOT PROJECT PROPOSAL 1 8
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
50
51
52
53
54
55
Projection for Ongoing Operations - Optimistic Estimate
REVENUE
Program Revenue
Average class fee per person per hour
1,750
$10
Times average number of members per class
X
10
Average income per room per hour
100 A
(4 hours per day, 5 days a week, 48 weeks per year)
960
1
Potential programing hours per day (9am to 9pm)
X 15
12
Times 3 rooms
X
3
Times days per week (no programs on Fridays or weekends)
X
4
Times number of weeks per year X
45
Equals total number of potential programming hours per year
Additional program hours (4pm to 9pm M -F)
6,480
Minus 30% of program hours unscheduled or cancelled classes
—
1,944
Total number of program hours per year
Times hourly rate
4,536 B
Times average income per room per hour A
X
100 A
Equals total program revenue per year
453,600
60% to instructors
Custodian hours per year
$272,160
30% to MCE
Times hourly rate
$136,080
10% to The Cove (Annual Programming Revenue)
Cost Der vear
$45,360 $45,360
L
Weddings and Special Event Rental Revenue
$25,000
SSSP Space Rental ($1000 per month)
$12,000
30% to MCE $11,100
70% to The Cove (Annual Rental Income) $25,900 $25,900
VANTAGE Space Rental $15,000
Donations to The Cove - from businesses and individuals $2,000
The Cove Fundraising Events (Oktoberfest, Open Mike Nights) - proceeds above costs $2,000
Total Revenue $90 260
EXPENSES (paid by The Cove)
Labor
Regular business hours per year
1,750
H
(7 hours per day, 5 days a week, 52 weeks per year, minus 10 holidays)
Site Manager/ Receptionist hours per year
(4 hours per day, 5 days a week, 48 weeks per year)
960
1
Times hourly rate
X 15
Site Manager/ Receptionist cost per year
$14,400
J
Reception Desk Assistants hours per year (H — 1)
790
Additional program hours (4pm to 9pm M -F)
+ 2,786
B -H
Additional special event hours (Friday late night and weekend rentals)
+ 550
Times hourly rate
X 8
Reception Desk Assistants cost per year
33,008
K
Custodian hours per year
300
Times hourly rate
X $30
Cost Der vear
$9.000
L
Total Payroll J + K + L $56,408
FICA (6.2 %) 3,497
Medicare Contribution (1.45 %) $818
Total Labor $61.023 $61.023
3 -YEAR PILOT PROJECT PROPOSAL 1 9
56
Custodian Supplies (light bulbs, cleaning supplies, etc.)
$1,500
57
Office Expenses (rental price sheets, envelopes, stamps, etc.)
$1,000
58
Sales & Marketing
59
MCE Catalog Program Listings
$0
60
MCE Catalog Ad for The Cove Rentals
$0
61
Web Hosting
$450
62
Fiduciary Contractor
$4,500
63
Payroll
64
Receivables
65
Payables
66
Year -to -Date Reports
67
Year -End Report
68
Audit
69
Property Taxes (none - government building)
$0
70
Building Insurance
$1,000
71
Utilities
72
Cable TV - None
$0
73
Phone
$1,500
74
Electric
$9,300
75
Gas
$2,000
76
Internet - WiFi (Shorewood)
$0
77
Waste Removal
$2,150
78
Water
??
79
Snowplowing & Landscape Contractor
$2,000
80
Snow Plowing
81
Mowing / Landscape Maintenance
82
Pest Control
83
84
ITotal Expenses
$86,423
85
86
INET PROFIT (Revenue minus Expenses)
$3,837
NEXT STEPS
We (Elli Ansari and Deb Kind) have met with Tim Litfin from MCE, and tweaks were made to this proposal based
on his input. However, the MCE board would need to approve the plan before "committing" to anything. After our
presentation to the SSC Advisory Committee, the consensus of the group was to present the concept to the owner city
councils to gauge their interest in pursuing the project before anything is presented to the MCE board. Also, it should be
noted that the revenue spreadsheets include income from renting to Minnetonka High School's VANTAGE program. It
is our understanding that VANTAGE is looking for more rental space, but we have not met with VANTAGE officials yet.
Therefore, the next steps are ...
1. Present the proposal to the owner city councils to gauge their interest in pursuing the project and get input regarding
the formula for "now" costs.
2. Present the proposal to Tim Litfin and the MCE Board.
3. Discuss concept with VANTAGE officials.
4. The participating city councils consider approval of the 3 -Year Pilot Project.
3 -YEAR PILOT PROJECT PROPOSAL 1 10
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Capital Improvement Program
City of Shorewood, Minnesota
Project ft PF -11 -01
Project Name South Shore Community Center
2014 thru 2018
Department 490 - Southshore Center
Contact
Type Improvement
Useful Life
Category Public Facilities/Buildings
Priority n/a
Total Project Cost: $88,500
Description
The council directed funds be included to cover possible capital maintenance or improvement costs to the South Shore Community Center.
2016 - Water Heater $2,500
2017 - Roof $41,000
2018 - HVAC $43,000
2021 - Exterior Paint and Caulk $2,000
Justification
Expenditures 2014 2015 2016
2017
2018
Total
Equip /Vehicles /Furnishings 2,500
43,000
41,000
86,500
Total 2,500
43,000
41,000
86,500
Funding Sources 2014 2015 2016
2017
2018
Total
403 - Equipment Replacement 2,500
43,000
41,000
86,500
Total 2,500
43,000
41,000
86,500
3 -YEAR PILOT PROJECT PROPOSAL 1 13