HomeMy WebLinkAbout10.a. Armory.Community Center Project Update ` ' � , GITY OF ROSEMOUNT
EXECUTIVE SUb�iAl2Y FOR ACTION
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CITY COUNCIL MEETING DATE:, JANUARY 19 , 1993
AGENDA ITENl: ARMORY COMMUNITY CENTER AGENDA SECTION:
PROJECT UPDATE ADMINISTRATOR' S REPORT
PREPARED BY: STEPHAN JILK, CITY ADMINISTRATOF2 AGENDA N��� � � � �
ATTACHMENTS: PROJECT UPDATE REPORT �P �D Y=
This is a regular to the Council on the status of the rmory a d Community
Center Project.
This report at the second meeting this month i:� in recognition that two
councilmembers were unable to attend the last Council meeting.
Also, this meeting there are action items to consider. One is to approve
the selection of colors and materials for the �construction. Secondly, it
is to discuss alternatives for the management and staffing of the facility.
Colors and materials were made available for y�our consideration` from
January 5, 1993 through this week. I believe there is general consensus on
the acceptance of those colors and materials e:xcept a proposed blue tile on
the exterior of the auditorium. That blue tile was actually excepted at
the time the contract was awarded and so it is a mute issue. That area
will be the dark brick as proposed. I believe other items were considered
acceptable.
With that an appropriate action would be to approve the colors and
materials proposed by the architeet on January 5th sxcept the blue glazed
tile on the auditorium exterior.
The information provided to you on the alternatives for the management of '
the facility is presented for initial discussion. Please understand that I
am not expecting that a decision be made on Tuesday, but that we openly
discuss the perceived pro' s and con' s of each option. I have provided a-
recommendation on which one of these options i can support at this time.
The same information is being provided to the Parks & Recreation Commi`ttee
on Monday the 18th �or their review and documents. I will provide a report
from them at our meeting on Tuesday.
Also, please understand that what is presented only relates to the
structure of the management portion of the staffing, how that relates to
the Parks & Recreation Department and not any specifics on the additional
staff to be eonsidered.
I would like to have some discussion on this Tuesday and if possible to
draw some consensus on the matter at the February 2 , 1993 meeting.
RECOMI�NDED ACTION:
Motion to approve the materials and colors proposed for the Armory/
Community Center as presented by the Architeet on January 5, 1993
except for the blue tile on the exterior of the auditorium.
COUNCIL ACTION: '
Rosemount Community Center Update
January 1993
Report # 1
FROM: Stephan Jilk
Construction - Construction is moving along. The contractor moved
onto the site in November. The first work that needed to be done
was the preliminary site grading and removal of trees. The next
step was to layout the entire building on the site and begin
excavation. During this time the building utilities were a�so laid
in place so that this work did not have to be done later. City
sewer and water were not availabe to the site so elevations and
locations for the hookups had to be provided which the City will
have to match in the spring when these Utilities are brought to the
site.
The contractor then dug footings and began laying concrete for the
footings of the center of the building whiah is essentially the
center of the Armory. This section of the building was selected
to work on first because that is the section of the building that
� will contain the core of the utilities and, based on the design af
the building, is necessary to construct first because of elevations
of floors and roof sections . Please refer to the attached map to
see the proposed construction phasing for the project.
The contractor, by contract agreement, has 450 calendar days to
complete the project. That takes the completion of the prajec� to
February 5, 1994 . According to the phasing proposed by the
contractor the Mu2ti Purpose Arena would be one of the very last
items to be completed. In the cash flow prajections for the arena
we had suggested that the arena would be available sometime in
Deeember of 1993 for ice rental purposes . If the arena is not
avaiiable until February we will lose substantial amounts of
revenue. We have discussed this with the contractor. He is
willing to consider two different ways of moving the completion
date for the arena up. One would be to go into excavation work
sooner in the spring, now set :at April 1. There would be cost ta ,
the city to do this because there would be extra cost to the �
contractor working in frozen ground. The second wauld be to shift
subcontractors doing finishing work on certain sections of the °
project to concentrate on the arena. The contractor is being asked
to look at both options to come up with a date that he can complete
the arena which would be closer to December 1, 1993 and to estimate
the eost of doing that.
Our building and fire inspection stafi has also defined those arPas
of the are�a that would not have to be completed at the tim� we
would use the ice for practicQs and games so that we could still
experience revenue from that souree. We will have recom,-rtendations
to th� City COuncil on January 19th on this matter.
Utilities - City Utility projects to serve the Armory and
Community Center are in different levels of completion. The water
main work is essentially complete with service available to the
site. The sanitary sewer engineering design is being worked on
and physical work wi11 begin in the spring. the same is true
with the stormwater project. Stormwater catch basins and piping
on the project site itself are almost a11 in. Because of a
n�eded design change in the building elevation there will be
additional stormwa�er piping needed on the west side of the
property. That will be laid in the spring.
The design of the stormwater retention pond, to be constructed by
the City and the construction of the turn lanes and driveway
accesses to the site are being designed now. The project was
bide but since the City will be doing the Highway #3 improvements
and the stormwater retention work a11 woxk up to the property
line will be done under City contraet. The costs included in the
contract with PCL will be deducted from their contract and
included under City Contract completed separately.
Contributions - The Rosemount Area Hockey Association (RAHA) made
a commitment to raise up to $100, 000 to fund certain items needed
to complete the construction of the arena and for operation of
- the �acility. I have been advised that they are over 600 of the
way in reaching that goal . They have offered ta buy a
reconditioned "Zamboni" machine for the arena. also, we have
�sked the contractor to separate out cer�ain bid items which RAHA
c�.n either donate or assist in the installation of in order to
save additional 3ollars . One of these items is the skate tile.
This is a flooring material which is installed in the lobby and
locker room areas to protect the floor and the ska�es. It
appears that through a special purchase and having RAHA •
volunteers installing the material we will experience a $9000
savings . We will continue to work with RAHA and others to take
advantage of these kinds of opportunities.
Staffing - 3n order to provide ongoing construction management
and to prepare for the operation of the facility I am preparing
recommendations on the hiring of staff for the facility. The
eor:;truction coordination is extremely time consuming because of
the j oint' ownership of- the proj eet. ' The �N�.tional Guard i� being .
cooperative and the architect is maintaining their role as owner
representative. But with all the various components and funding
mechanisms in place and with the State, Federal Government and
City all having ownership responsibilities it is a most
interesting project. '
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January 15, 1993
FROM: Stephan Jilk, City Administrator
RE: ROSEMOUNT COMMUNITY CENTER
MA.NAGEMENT OPTIONS - RECOMI�NDED ACTION
Based on the four alternatives listed for operations and
ma.nagement of the Rosemount Armory and Community Center the
following is the recommended course of action and timeline for
development.
OPTION #3
This option provides for the most cost ef�icient method of
staffing the management and operations of the facility. The -
facility will provide for ample opportunity in conflict of
priority in staffing, funding and programmed use of the facility.
In order to operate it in a cost efficient manner while still
providing appropriate operational standards, sharing of City
staff, equipment and funding resources must take place.
Option #3 provides for consistent management of all city
operations relating to "Parks & Recreation" . It provides for a
"central administrative function° both physically, being located
at the Community Center facility and figuratively, through one
Director and one commission.
The use of both full time and part time employees in a cost
effective manner so as not to duplicate many functions in the
areas of programming, scheduling and ma.intenance can be realized
in this option.
All other cities that we received information from including;
Dakota County Cities - Farmington, South St. Paul, Apple
Valley, Burnsville, Hastings, West St. Pau1, Lakeville and
Inver Grove Heights
Other Cities - Chaska, Brooklyn Park
Al1 these cities have administrative structures that are set up
with all Parks and Recreation functions reporting through one
director. Of these cities one does have a separate "Arena
committee" aside from the Parks and Recreation Committee. But in
all cities the entire maintenance and operations functions are
controlled through the Parks and Recreation Director.
The staffing needs are envisioned to be such that unless the
sharing of personnel, both part time and full time, is considered
there will be great duplication of work and priorities which may
at times suggest something could be lost from the sense of
establishing and maintaining an overall mission for Parks and
Recreation programming in the City.
This option would require the hiring of a "Facility Manager°
and the attached job description and salary structure is
suggested for the position.
i
In addition to this position additional full time staff will have '
to be considered. Which positions and the numbers associated '
will best be determined after the Facility Manager is hired.
Hejshe will be able to make those decisions along with the help
of existing staff.
Another factor of this is the completion of an agreement with the
National Guard on who will be maintaining the "non-city portion°
of the building. We are just beginning to discuss the options on
how to accomplish this.
Along with this recommendation it is my suggestion that the Parks
and Recreation Committee maintain overall control on the
Community Center but that a subcommittee for the Community Center
be established. I would suggest that this would be a five member
board ma.de up of :
1 Parks & Rec Board Member
1 RAHA Representative
1 RAAA Representative
1 Resident - Business Representative
1 Senior CiCizen Representative ,
This committee would review facility use, facility funding (i ,eo ;
User rates, marketing, capital needs) and budgeting review. ;
The Committee would be advisory only to the Parks and Recreation i
Committee and "assist° the Parks and Recreation Committee in fact
finding and recommendations on these items.
An option to this special stand alone committee would be that of
a subcommittee of the Parks and Recreation Committee, made up of
three members of the Parks and Recreation Committee to carry this
function which may in fact, be more efficient.
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PARKS AND RECREATION
OPTIONS FOR MANAGING COMMUNITY CENTER
OPTION #1
1
CITY ADMINIS'1'RA'COR
PARKS J:: RGC. DIRI:C'1'OR
RGCE['TIONtST DBPT. SGCRGTA[tY
A�[A[NTGNANCE COORDINATOR DIR. OF PROCRAMM[NG �
�ACILITY MAINTCNANGG PARKS, TRAiLS, R1NK ALL ATFILCTIC PROGRA��ffitWG ALL NON-ATI�LETIC PROGRAMI�'tINC
Notes : 1. Parlcs & Recreation Director maintains �naintenancefislmanaged thaoughrthelParks��rams
and all facilities. All operation and
Recreation Director.
2 . Parks & Recreation Committee is advisory comnlittee to Parks and Recreation Director
and City Council.
3 . Facility is run as stand alone enterprise fund ,under direction of Parks and
Recreation Committee and Director as are sewer, water, and storm sewer funds .
� zi . :� ��
OPTIONS #1 "
PRO'S AND CON'S
PRO'S
A. All recreation programs continue to be managed by Parks & Recreation Department
B. All Recreation programming can be coordinated through Parks & Recreation Department
C. Maintenance, scheduling and programming of personnel and programs can all be managed more
efficiently by utilizing personnel to conduct or provide services in various areas. (i .e. Dir.
of Programming can manage all recreation programs; Maintenance Coordinator can utilize full and
part time maintenance personnel in different areas.
D. Public can turn to a single source for Parks & Recreation Administration
E. Since all Recreation Operations will be located in "Armory" office, this will be consistent
with a single administration of ail activities at the facil�ity
F. Tying in the City Council to other Parks & Recreation programs and facility planning can be
more efficiently completed
G. Computer use in accounting and programming will be more efficient
H. Takes workload off City Administrator and places it with Departrnent Head.
CON'S
A. Running facility as a enterprise is inconsis�ent with Parks & Recreation operations.
�'Something New" !
B. Community may be looking to the Community Center as something all together different than other
Parks & Recreation programs and functions
C. This additional function will add stress and workload to Parks & Recreation Committee, may be
too much when added to existing workload
D. The prioritization of the financial and personnel support to the Community Center to other
Parks & recreation Programs may not be maintained
E. Existing Parks & Recreation management may not be capable of handling additional
responsibilities
PARI{S AND RECREATION - . -
OPTIONS FOR MANAGING COMMUNITY CENTER .
OPTION #2
______
CITY ADMtNISTRATOR
COMMUNITY GGN"I'GR MANAGGR
FACILITY SECRETARY
CONCGSSIONS COORDINATOR SCIIEDULiNG COORDINATORI
FACILiTY MAINTENANCE COORDINATOR � ,
,
Notes : 1. Community Center Manager manages all operations, scheduling, maintenance of facility.
Manager reports directly to City Administrator.
2 . All recreation programs "utilize" facility as just anather user like school district
and City Council .
3 , Facility is run as stand alone enterprise like sewer, water, and storm ,sewer.
4 . Separate Community Center Commission is establishe�dl�ltandepesidentsives from R.AHA,
RAAA, HS, Paxks & Recreation Committee, Port Aut y
OPTION #2
PRO'S AND CON'S
PRO'5
A, Administration has direct control over operation of facility de artment can cause
g. Facility can be operated as maintainsi tegritYrofeoperatbonaand t�eateallpusers same
problem, Administration can
�, Separate commission helps maintain strong mission for the facility
D, Decisions on ut
ilization of facility, revenue sources and program are easier because it is
stand alone
CON'S
tion takes on another operation with another person reporting directly to him/her.
A, Adm�.nistra
This spreads out time to administrate.
her commission and additional involvement by City Administrator is needed
g. Development of anot .
taking even more time from City Administrator
�, Potential for cons
istent conflict between other Parks & Recreation programming and facility
programs,
this could lead to "community° relations deterioration for entire Parks & Recreation
Department
D. Use of any personnel would be less efficient
PARKS AND RECREATION . , .
OPTIONS FOR MANAGING COMMUNITY C�NT�R .
OPTION #3
GTY ADMINISTRATOR
PA12KS & RGC. DIRECTOR BUDCET
['ERSONNEL
MANAGEMGNT
SECRETARY SECRETARY
MAINTENANGE ASST. P&R DIRECTOR (PROCRAMMWG OPERATIONS)
�ACI�ITY MANAGE[t
(h�tAtNTENANCE)
NON-FACILITY
FACI[.ITY � SCFIGDULING CONCESSIONS
Notes: 1. Parks & Recreation Director maintains faciliis formedPandSis Facility Manageram.Thiisw
position of Assistant Parks & Rec. Director
position is responsible for all programming and scheduling - basically an operations
person.
2 . Al1 maintenance is managed through Parks & Recreation Department, but 2 areas are
split to provide better control and use of part time personnel .
3 . Facility is still run as enterprise fund with all users, including Parks and
Recreation other paying cost of use.
4 . Parks & Recreai�ion Committee advise Council and Parks & Recreation Director on
operations .
_ ___ _ _ _ __ _ _ .
OPTION #3 - '
PRO'S AND CON'S -
PRO'S
A. Al1 recreation programs continue to be managed by Parks & Recreation DepartmenC
B. Al1 Recreation programming can be coordinated through Parks & Recreation Department
C. Maintenance, scheduling and programming of personnel and programs can all be managed more
efficiently by utilizing personnel to conduct or provide services in various areas. (i.e. Dir.
of Frogramming can manage all recreation programs; Maintenance Coordinator can utilize full and
part time maintenance personnel in different areas.
D. Public can turn to a single source for Parks & Recreation Administration
E. Since all Recreation Operations will be located in "Armory" office, this will be consistent
with a single administration of all activities at the facility
F. Tying in the Community Center to other Parks & Recreation programs and facility planning can be
more efficiently completed
G. Computer use in accounting and programming will be more efficient
H. Takes workload off City Administrator and places it with Department Head
I. Develops a "Facility Manager" in addition to Parks & Recreation Director to take work load off
Parks & Recreation Director but defines role of Facility Manager. Also develops needed
Assistant Parks & Recreation Director posi�ion.
OPTION #3 � -
CON'S CONTINUED, PAGE 2
CON'S
A. Running facility as a enterprise is inconsistent with Parlcs & Recreation operations .
°Something New" !
B. Community may be looking to the Community Center as sonlething all together different than other
Parks & Recreation programs and functions
�. This additional function will add stress and workload to Parks & Recreation Committee, may be
too much when added to existing workload
D. The prioritization of the financial and personnel support to the Community Center to other
� Parks & recreation Programs may no�. be maintained
; E. Existing Parks & Recreation management may not be capable of handling additional
responsibilities
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PARKS AND RECREATION '
OPTIONS FOR MANAGING COMMUNITY CENTER '
OPTION #4
CITY ADMINISTRATOR
PARKS & RECREATION DIRECTOR COMMUNITY CENTER MANAGER
SECRETARY R$CEPTIONIST SECRETARY �
>
MAINTENANCE SCHEDULING/PROGRAMMING MAINTENANCE SCHEDULING/PROGRAMMING '
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Notes: 1. Parks & Recreation Director and Community Center Manager are equal in levels of
authority. Both carry responsibilities for operational management in different
segments of Parks & Recreation creating a second Department Head.
2 . A separate Commission/Committee should be formed to advise Community Center Manager
and City Council on operation of facility.
3 . Facility is stand alone enterprise fund under direction of Facility Manager and City
Council as are Sewer, Water and Stormwater utilities.
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OPTION #4
PRO'S AND CON'S
PRO'S
A. Administration has direct control over operation of facility
B. Facility can be operated as enterprise much more easily because no one department can cause
problem, Administration can main.tain integrity of operation .and treat all users same
C. Separate commission helps maintain strong mission for the facility
D. Decisions on utilization of facility, revenue sources and program are easier because it is
stand alone
CON'S
A. Administration takes on another operation with another person reporting directly to him/her.
This spreads out time to administrate.
B. Development of another commission and additional involvement by City Administrator is needed
taking even more time from City Administrator
C. Potential for consistent conflict between other Parks & Recreation programming and facility
programs, this could lead to "communit�r" relations deterioration for entire Parks & Recreation
Department
D. Use of any personnel would be less efficient
ARMORY / COMMiTNITY CENTER
Revised Staffing Time Schedule �
Jan. 18, 1993 P & R Committee Considers Alternatives
Jan. 19, 1993 City Council Considers Alternatives
Feb. 2, 1993 City Council Approves Chosen Alternative, Job
Description of Facility Manager, Authorize
Advertisement for Position
Feb. 23, 1993 Alternative Date for above
Feb. 24, 1993 Advertisement/Public Notice-for Position
Mar. 22, 1993 Closing for Position Applications
Mar. 29-Apr. 2 Review Applications - Choose Five for Interview
Apr. 12-14 Interviews
Apr. 19, 1993 Selection Made - Preliminary Offer
May 4, 1993 Council Approves Hiring
May 24, 1993 Manager Starts
June 21, 1993 Manager provides preliminary job description for
additional staff.
July 6, 1993 Approval of job descriptions and authorization to
advertise, interview and recommend hiring of
additional personneL
Sept. 7, 1993 Additional first line staffing approved for hiring
October 5, 1993 First line staff starts, may include full time
maintenance and programming coordinators
CITY OF ROSEMOUNT POSITION RESP�NSIBILITY WRITE-UP
DATE: January I2, 1993
Position Title ASSISTANT PARKS & RECREATION DIRECTOR -
COMMUNITY CENTER MANAGER
Department PAR.KS ANI) RECREATION
Accountable To DIRECTOR OF PARKS & RECREATION
Primary Obiective of Position
To administer the Community Center in a method which meets the
mission statement through comprehensive programming, ope�ation,
znaintenance, staffing, and user development.
Major Areas of Accountabilitv
1. Administer the Mu1ti-Use Arena Com�anent .
Actively promotes prime time and non-prime time ice
availability.
Directs proper scheduling and accounting procedure for arena
including ice sales, daily admissions, lessons, and eoncessions.
Hires, supervises and evaluates concession attendants.
Recommends and oversees any concession agreements.
Oversees the maintenance of the arena to ensure satisfactory
public service.
Hires, supervises, and evaluates rink attendants for indoor and
outdoor ice.
Administers contracts and agreements with- schools, youth
athletic associations, and other groups desirous af using arena.
2 . Administer Receptionist and Front Desk
Advertise, hire, schedule, supervise, and evaluate front desk
personnel .
Coordinate and provide that information necessary for the front
desk to communicate regarding departmental programming.
Directs proper accounting procedure of all front desk
transactions .
Posi;�;c:�-. �'..�:�ponsibility Write-Up
P.ss.:.st�z:�:� � & R Director - Community Center Manager
Page %
3 . Directs Marketing and Promotion of the Communitv Center
Creates method of marketing the Community Center during
di�ferer_t seasons and to different groups .
Administer evaluation of Community Center Programs and patrons.
4 . Coordinates the A�propriate Proqramming Staff in the Schedulinq
and Promotion of the Gymnasium and Classrooms.
Oversee accommodating different user groups including leagues,
lessons', cage, and special needs.
Coordinate the use of classroom with the National Guard.
5 . Oversees Maintenance of the Community Center
Coordinates with head maintenanee in es�ablishing policy and job
responsibilities (task outlines) for total building maintenance.
Assures that building and grounds maintenance is completed in a
satisfactory manner,
Assures that the building mechanical operations is operated and '
maintained in a satisfactory manner.
6 . Oversees Banquet Hall and Auditorium Operations
Oversees the hiring of quaiified attendants for running
equipment, scheduling faciZity use, and coordination of
activities in these two components .
- Administers contracts and agreements with private groups,
schools, youth organizations and others desirous of using the
Banquet Hall and Auditorium. �
Oversees the maintenance of the Banquet Facility and Auditorium.
Coordinates the scheduling of the Auditorium with the Minnesota
Natianal Guard.
7 . Other Necessary Involvements :
Annually recommends Community Center general fund and capital
fund budget .
K�eps Community Center Committee informed of that deemed
approp�iate.
,
Position Responsibility Write-Up
Assistant P & R Director - Co:nmunity Center Manager
Page 3
Involves school and community groups in making Community Center
meet mission statement.
Keeps the Director of Parks & Recreation informed of a11
important matters which require attention.
Serves as department key contact in computer operations.
Coordinates departmental staffing in all city leisure
programming.
Develop and recommend as necessary policy tor the smooth
operation of the Community Center.
_Perform other duties as required and directed by the Director of
Parks and Recreation.
8 . Examples of Performance Criteria
9 . � �Res�onsibilitv for Work of Others
Direct Supervision Over:
Secretary
AthTetic and Recreational Programmers
Community Center Receptionist -
Rink Attendants
Concession Coordinator
Building Monitors
10 . Desirable Oualifications
a. Two year degree in Recreation Faeility Management from a
vocation program.
b. Three years experience in the management of a similar size and
scope facility. A four year degree may be substituted for up to
one year of experience.
Experience in a similar size facility as an assistant operations
manager may be substituted at a ratio of 1: 1 for up to two years
of the experience requa.rement.
c. Written and oral communication skills must be exhibited through
material provided and references .
Position Responsibility Write-Up
Assistant P & R Director - Community Center Manager
Page 4
d. An ability to manage diverse groups of users and all levels of
staff.
e. Cooperation with other Parks and Recreation staff to efficiently
utilize all departmental resources to reach goals in facility
operation. .
11: Minimum Rec,�irements
High school diploma.
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