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2013-07-16 Council WorkshopCITY OF MENDOTA HEIGHTS CITY COUNCIL GOALSETTING WORKSHOP AGENDA July 16, 2013 — 5:15 p.m. Mendota Heights City Hall 1. Call to Order 2. Dakota County Greenways Presentation 3. West St. Paul /Sibley Hockey Arena Task Force Proposal 4. Ordinance 454, Garage Code Amendment Discussion 5. Adjourn F2.] 1101 Victoria Curve I Mendota Heights, MN 55118 651.452.1850 phone 1 651.452.8940 fax www.mendota-heights.com CITY OF M ENDOTA HEIGHTS DATE: July 16, 2013 TO: Mayor, City Council, and City Administrator FROM: John R. Mazzitello, PE, PMP, MBA Public Works Director /City Engineer SUBJECT: Dakota County Greenway Vision 2030 - Mendota/Lebanon Hills Greenway Plan BACKGROUND Dakota County Planning Staff have been leading an effort to develop a master plan to connect communities and resources across the county via greenways — trails that are buffered by natural landscapes. One of these plans is of particular interest to Mendota Heights. The Mendota/ Lebanon Hills Greenway is envisioned to start at the intersection of Dodd Road and Highway 110, running south through Mendota Heights, Inver Grove Heights and Eagan, ending at Lebanon Hills Regional Park. City staff presented a brief overview of the Plan to City Council at your June 4th, 2013 meeting. Council directed staff to send a letter to the County expressing the City's concern about the greenway trail going through Friendly Marsh. The greenway alignment preferred by Dakota County would connect the Dodd /110 intersection with Inver Grove Heights using a combination of existing trail alignments and new trail alignments. One section that was addressed by City Council was the proposed segment through the Friendly Marsh area. County staff has volunteered to talk to Council in a workshop setting to address the concerns brought up during the June 4th meeting and to discuss the plan directly with Council. More information about this and other greenway plans in Dakota County can be located at www.hkgi.com/projects/dakota. BUDGET IMPACT N/A RECOMMENDATION Staff recommends listening to the County's presentation and discussing any concerns regarding the Greenways Plan at the conclusion of the presentation. \� - -- � ¥.� ��y�■ � � 9 :�. ^ 0=6 -. a rmm -0 Ed - � . � I� ` - . �,,.�.� � • '.�� "��. �\ � -- \ \z >,¥ . : - ^ ` t z k � . � *am ■ IRA Executive S r y AAY 2013 19-& INTRODUCTION The Mendota - Lebanon Hills Greenway Master Plan portrays a vision to establish a greenway from the Village at Mendota Heights to Lebanon Hills Regional Park. The Mendota - Lebanon Hills Greenway Master Plan emerged from the Dakota County Parks, Lakes, Trails and Greenways Vision 2030 and the Dakota County Greenway Collaborative Guidebook. Dakota County Parks, Lakes, Traits and Greenwayrs Vision, 2030 What's New? GKA7fLACifif+•rM..uaR1'w5r 4N�IAwy iI�FW�w�w C mmMDmCft &rr r rrnlh j '•"" •r+.w .`+Y4.J..m l�.w�. � 1 . 0 irlaaN Mersa rd YL.M�Yp h.w. .�} •..r..r��+Mr.�Krri � WYM PLAUS' d"rrhTfm rwft I F.r.iiiir.roidr.�rvnak M.rtWwiM+ _. [EUAFhk5lhiU/flh #ACS M5lecnew T7 Dakota County envisions its greenways to provide multiple layers of benefits in water quality, habitat enhancement, recreation and non - motorized transportation. The Mendota - Lebanon Hills Greenway travels 8.5 miles through Mendota Heights, Inver Grove Heights, and Eagan. Today, the landscape is largely suburban. Remaining agricultural areas, primarily in Inver Grove Heights' Northwest Area, are expected to develop over the next 20 -30 years. This will allow for future development patterns in this area to be organized around and shaped by the greenway's natural, cultural, and recreational amenities. 7 Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 EXISTING CONDITIONS The Mendota- Lebanon Hills Greenway travels through a suburban landscape with a mix of land uses. The northern terminus of the greenway is at the commercial area near Highway 110 and Dodd Road encompassing the Village at Mendota Heights and Mendota Plaza. The greenway then travels through residential areas and Inver Grove Heights' Northwest Area, which today is a mix of farmland and open space, but will develop in the future heightening the importance of the greenway's connective green infrastructure. Traveling south, the greenway connects to commercial and employment uses near Highway 149 and Yankee Doodle Road. South of this area, the greenway travels down Dodd Road, a local road fronted by single family homes; this stretch of greenway has the opportunity to be a heritage route and take on a parkway like feel in the future. The greenway then connects to Lebanon Hills Regional Park, the largest natural area in the vicinity. Cultural Resources Every place has a unique history with resources with which people have an emotional connection. Crossing the greenway corridor, there are many resources that have important cultural meaning. There are key historical corridors including an early railroad connecting Minneapolis and St. Paul with Chicago, Highway 55 that roughly parallels trails that have been used for centuries, and perhaps most significant, Dodd Road. Within Dakota County, there may not be a more historic corridor. The corridor has adapted to new forms of travel through the years but the path that is seen today is roughly the same as the path that was likely travelled for centuries by Native Americans and early settlers. Natural Resources Consistent with suburban development in the greenway corridor, natural resources are mostly remnant of patches of woodlands and wetlands within neighborhood parks and residential areas. Many ofthese, such as Friendly Marsh Parkin Mendota Heights and high quality lakes in Eagan are locally significant. The largest natural area in the corridor is Lebanon Hills Regional Park, which contains the only area designated by the Minnesota County Biological Survey as ecologically significant within the corridor. otp.'.. Village at Mendota Heights Dodd Road Lake in Eagan Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 2 J47 k� $�& £ � k » 4 \ @�■ ■gym �� B§ ■ ( _ � - e§ ` 9m, - •| . SOD - ..� | I | � r , e � \ | c f . � ' . ■ - - , | 06 . --- r - - - -� / 4p - z� _- _ -' ®RK2�§ �2 m � k C m © CL m � 2 f / . J � � ] _ f�� z \� �I � � _ .` IH4i114kp�E1�kl4Ht3 ��__• _ '134 w � • � m x D W, J . WhNy �� CW -G z C i i a O cc R co W Z g Z J Y • 1 Z IS LOLA J _ .` IH4i114kp�E1�kl4Ht3 ��__• _ '134 w � • � m x D W, J . WhNy �� CW -G z C i i a O cc R co W I1IIa»:1LI The Development Plan Development of the Mendota - Lebanon Hills Greenway hinges on a continuous, paved trail for nature -based recreation and non - motorized transportation. The trail is a connective feature linking recreation destinations (places people go for outdoor recreation), activity centers (gathering places along the trail), and trail connections. Design features that are signatures of Dakota County Regional Trails include: Follows natural resources and has a natural design signature Frequent access points at full service trailheads with restrooms, picnicking, water and vehicle parking (every 3 -5 miles) and smaller, more frequent, neighborhood gateways between trailheads Paved trails that are plowed in winter Grade separated crossings at major roads ► Cultural and natural resource interpretation Wayfinding High quality furnishings at trailheads, gateways and rest areas Universal accessibility Utilizes sustainable building practices and materials Lighting where evening use is anticipated Mendota Plaza Area Conceptual Section PIP- Wayfinding is discussed as an important part in the Development Plan for the greenway. Above are concepts for a Gateway Landmark wayfinding element. Trailheads will be located at major access points along the greenway. .r' 5 Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 The Interpretive Plan The interpretive plan identifies an interpretive theme and subthemes that provide a framework for cultural and environmental interpretive education. The plan recommends that the theme and subthemes be integrated into the greenway design and interpretation concentrated at trailheads and neighborhood gateways. The Greenway follows Dodd Road for 2 miles. This route was an early Native American and trader's route. The rich cultural history offers opportunities to integrate interpretation into The Greenway. ;$ . tea■ R A ■ NEW Emu ' ■ C O�E� � 1 1 © Ism v► ■ ENEM [0 NOME6 am IOi�■�i� r Dodd Road Heritage Route .1,LP-,-- Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 6 The Stewardship Plan The linear nature of the Mendota - Lebanon Hills Greenway will require natural resource management strategies that are geographically targeted, cooperative, and realistic. The plan recommends restoration and protection efforts be focused on the trailhead locations, where there is the greatest opportunity for greenway users to see the results of activities. Stewardship activities in the larger greenway corridor will need to be in cooperation with public and private landowners. All stewardship actions should be evaluated through the lens of stistainability — is the stewardship effort sustainable over the long- term, from both an ecological and economic perspective. Mendota - Lebanon Hills Habitat Investment Areas Mendrra bebanm HI_le Qir nw: y N.114ua1 RIB WtNr Reupta=r1dwd ms Strategic haAtal fi kWFtment would larus (n Ev .7ler qusfirr umpnmramunts m7rd urbar )rloors *ffh no2i"i fo4ehieel PF4i13r41} Natural HoikPI coMdc� * Wr�Mn Corridor 4MIII no-lura! � V kM �I T 2 � 1 P hhl Wl F9WU" P. VA t.rura:m NE11�r+ Pt[dr1116r' H:ml M8tj11 } Cart4rrMd111P,IrrgAUFlpn NNMn ureaotlp lunar aaN 'ti Y kabanon iiph Rd flianpl Z16 a LWW 6hul ana *A" "" h1k grin a Uk"■hd m fiailr P r'w�&&LhL%A "wng t.wdUM. prlilM,{wedmd hhMml..2df*WD • lrwdkka�Wgwr#' 7 Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 ii �ralrlk W40 jiliw 'Z_7 ik IN kanlrrraes Arne ! �I r U.d.lnba.d.r.. ♦ POlnhtf luhute 01'wn I E k-nmkm wth lrRFmWw k1wetw■dIa Wof Il irid e'q prlab4enFmcb lIhdkrm d"Obpsa ► N1raYq 6LltWWWUO@Wd% onfl, ♦ Lµ�4aM INrrMYthrhyrnl Y IMrl•JBVremn 'u v�riil Gfiuiiro yam. A1• Slurmwn1nrPnn:1 } II ► �d a�u 9thu nrlF.� P rkfw,.o.E.ur, kh h" tat �rartir --�M P 1 �d110YK p llwEcr�n ^' rte.. W i hd�1�E�akr - - 1 yam. A1• II ► �d a�u 9thu nrlF.� � �.r•.Iwwya, -r.l kh h" tat �rartir --�M P 1 �d110YK p llwEcr�n ^' rte.. W Est f�Yn7 mIM Ylgll�OFhY11411t# hd�1�E�akr - - 1 yam. A1• II WTI aIUTlaLl If:1 III] LlVATillLIF.114 UT IakiII Implementation will depend on multi jurisdictional collaboration. Without continued coordination between the communities and agencies that the greenway travels through it is unlikely the greenway, as it is envisioned, will be built. While the 30' regional trail corridor will be the jurisdictional and operational responsibility of Dakota County, the larger greenway corridor will be governed in many ways depending on the situation and land ownership. As greenway segments are built, formal joint powers agreements between Dakota County and collaborating agencies will need to be established to outline specific agency responsibilities. These agreements will outline who has control over the trail right -of -way, as well as who will operate and maintain the trail and how they will do it. Similarly, responsibilities for land acquisition, construction, stewardship, operations, and maintenance will depend on the particularities of each segment. Land Protection and Stewardship Dakota County's greenway concept expands the traditional concept of a corridor to include recreation, transportation, ecological, and water quality components in a 100' -300' corridor. Because securing the entire width of the corridor is not feasible, a dual approach to securing greenway lands is recommended. LandProtection - protecting land is essential to make the greenway usable to the public. For the Mendota - Lebanon Hills Greenway, this means securing lands needed for the trail corridor and trailheads. For land owned by other public agencies, Dakota County will need to permanently protect the trail corridor and trailheads for greenway trail use with easements or joint powers agreements. For land that is currently privately owned, the County will need to protect the trail corridor for public use. Land protection strategies include: park dedication, direct purchase with resale of land not required for the trail, permanent easements, land donation, bargain sale, life estate, and negotiations with cities and developers. Land Stewardship - refers to the care of native landscapes and habitat within the wider greenway. Generally, Dakota County will not be the lead agency in stewardship activities outside of the 30' trail corridor, but will work as steward partners with local jurisdictions, agencies, and private landowners with funding and expertise. F,LP-,-- K"Itz z Creek at Mendota Plaza Friendly Marsh Lebanon Hills Regional Park Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 8 Phasing and Priorities Greenway segments have been prioritized as either first priority projects or second priority projects. It is anticipated that first priority projects will be built in advance of second priority projects but the Master Plan remains flexible so that any project can be implemented as partnership or funding opportunities arise. First priority projects are those that are needed to create a continuous, functional greenway experience. It is intended that recreation, water quality, and natural resource elements be integrated into the greenway at the time of initial construction. Second priority projects will enhance the greenway experience. These are things such as grade separated crossings, trailhead development, and enhancements to existing trail segments. Funding Funding will also be a collaboration between the County, Cities, and the Minnesota DNR as appropriate. Cost share roles will be determined based on the strengths of each agency and circumstances of each project. In -kind contributions of land, easement, design, engineering, construction, maintenance, and operations are encouraged and will be outlined in individual joint powers agreements between agencies. It is anticipated that most future capital projects will be positioned to secure regional, state, and federal funds for Mendota - Lebanon Hills Greenway Priority Projects w T 'V W Y y� ' Ida' -� WY91�YI Jil J � DQL_L— -- F 9 Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 4 ~B C D Existing i E First Priority Project F. X Second Priority Project �4 YY ti +Y L Mrs ------------ ? - - - -- - - - -- ---- -I - - -- - � i111�Itl11Y71W - - - PidMpkrkW wdw� Rte; -tw �- w T 'V W Y y� ' Ida' -� WY91�YI Jil J � DQL_L— -- F 9 Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 Mendota - Lebanon Hills Greenway Priority Projects PROJECT Village , A I Trailhead at Village at Mendota Heights POTENTIAL PRIORITY PARTNERS 1st B Grade separated crossing atTH 110 1st C Greenway (TH 110 to S Plaza Dr) 1st D Gateway at Mendota Plaza 1st E Improvements to greenway (S Plaza Or to Friendly Marsh Park) 1st F Improvements to greenway (West side of Friendly Marsh Park to Huber Dr) 1st Gateway at Copperfield Ponds Park 2nd Improvements to greenway (Cheyenne Ln to Friendly Hills M.S.) 2nd Gateway at Friendly Hills M.S. 2nd Improvements to greenway (Friendly Hills M.S. to Kensington Park) 2nd Gateway at Kensington Park 2nd L Greenway (Kensington Park to Interstate 494 overpass) 1st M Overpass at Interstate 494 Exisitng N Greenway (Interstate 494 overpass to Lone Oak Rd) 1st Q Grade separated crossing at Lone Oak Road 1st P Greenway (Lone Oak Rd to TH 55) 1st ,dinlc " " "" 2nd in conjunction with future park Segment2: R Hwy55 to Lebanon Hills Regional Park Greenway (TH 55 to Argenta Trail) 2nd 1st in conjunction with interchange reconstruction Improvements to greenway (Argenta Trail along Yankee Doodle Rd) 2nd T Greenway (Yankee Doodle Rd to TH 149) U Gateway at Eagan YMCA Improvements to Greenway (TH 149 to Wescott Rd) 2nd de separated crossing atTr 2nd X Greenway (TH 149 to Dodd Rd) 1st Improvements to greenway (Wescott Rd to Diffley Rd) 2nd Grade separated crossing at Diffley Rd 2nd Improvements to greenway ( Diffley Rd to Wilderness Run Rd) 2nd NOT USED Improvements to Greenway (Wilderness Run Rd to Cliff Rd) 2nd DD Grade separated crossing at Cliff Rd 1st EE Greenway (Cliff Rd to Lebanon Hills Regional ParkTrailhead) 1st to beaddressed in Lebanon Hills Regional Park Master Plan FF Trailhead at Lebanon Hills Regional Park Exisitng recreation, water, and habitat, and that these sources will account for the majority of capital construction costs. In many cases, but not all, Dakota County, as the regional agency, will be in the best position to pursue outside funding. Examples of outside funding sources include: NPS Rivers, Trails, and Conservation Assistance Program Federal Transportation Grants (Map 21) Minnesota Department of Transportation Minnesota Department of Natural Resources Minnesota Pollution Control Agency Metropolitan Council The Environment and Natural Resources Trust Fund Clean Water, Land, and Legacy Amendment Watershed Management Organizations Foundations and Nonprofits Statewide Health Improvement Program (SHIP) Funding for annual operating and maintenance costs for the 30' regional trail corridor and trailheads will primarily be the responsibility of Dakota County. Annual operating costs are funded though the Dakota County General Fund Budget and from regional park allocations from the Metropolitan Council. In situations where there are efficiencies in local jurisdictions performing maintenance and operations, Dakota County will enter into a joint powers agreement outlining responsibilities and cost sharing. Mendota - Lebanon Hills Greenway DRAFT MASTER PLAN Executive Summary 2013 10 1IZI pill F:b44: %1ZD]MI:IIUL EENWAYIMA'STERIMAN IN Dakota County Greenway � s� f_) n 2030 The Dakota County Greenway Vision 2030 proposes more than a trail system - it suggests enhanced open space corridors that perform multiple functions and provide multiple community benefits in the areas of water quality, habitat, recreation and non - motorized transportation. Dakota Count} Parks, Lakes, Trails and Creenwas Vision, 2030 wnaft 1lew7 � �� n nQnn^ vaE+�rr�ac� a�unaau� wr�4 1 1 1. P I n I I I f•5 �- frrurxe rknn ylfJtr wr •""•�• P Y W A-UU -a 49 P! k IMWtaN M�YY,rrx�r,FYlr'Fr Wra � ' + i 'YyY.F Miwa aYa W �•w,• , � �IIOYFIC�#LACE'� GnMJ�IIF9uNVd1w ' - v.�r'w'ywrw — +yr.w1a..J�w.u.wr.r.•x•. • FMMkl�rl�M�rw Md,Aw*wrlh�#h. }kM� MbwY� ¢SYOri GG4MrY P4R5-Y 5TjY wq ca" nun 0"N va[lAOnrrlow ' M } w• ram tWr ,�i - .w..+�r r4i�x� •tip w Dakota County envisions its greenways to provide multiple layers of benefits in water quality, habitat enhancement, recreation and non - motorized transportation. •The Dakota County Greenway Vision 2030 proposes a visionary network of more than 200 miles of multi - functional corridors that provide for habitat, recreation, water quality and transportation. f' rJ1 f DAKOTA COUNTY GREENWAY COLLABORATIVE o Jr The Dakota County Greenway Vision 2030 proposes a visionary network of multi - functional corridors that provide for habitat, recreation, water quality, and transportation. Currently, Dakota County is in the final stages of a year long effort to prepare a Master Plan for the Mendota - Lebanon Hills Greenway. The greenway master plan will be a long -term policy guide to improvements, acquisitions, management, and operations. The Mendota - Lebanon Hills Greenway's proposed 8.5 -mile route travels through Mendota Heights, Eagan, and Inver Grove Heights. The greenway will connect important regional destinations including: • Village at Mendota Heights • Dodge Nature Center Preserve • Friendly Marsh Park • Future and existing business parks in Eagan and Inver Grove Heights WE ARE HERE • Thomson Reuters • Numerous neighborhood parks in Eagan • Eagan Senior High School • Lebanon Hills Regional Park FOR MORE INFORMATION VISIT WWW.HKGI.COM /PROJECTS /DAKOTA \' a Ste" 3 3\ ...........° a 6 ■J I ME EIGH� ox LLa a c DBERDDg`� D Z oW o� I aoaaanH � � — �♦ I s g Y F v I w T 1 o gj v — I o U -o a°e I I I S R a IWAP i I I I I AidO �♦ '•1�� RGROVEHEIGHTS 0 = �_`� ZZ Av Ln Ln N ° Q Q � v N C t C C o E g = CCL 1 E i i O cn c C C O 01 I4 > C CU L• Q _ 'C v • 71 • ~ • FOR MORE INFORMATION VISIT WWW.HKGI.COM /PROJECTS /DAKOTA u • W 1 � lqjm�wsm Mumb m d E:3 z ee � o pLLa 1 . oY. i z a ga � 0CD z z a W W Z W H u • W 1 � lqjm�wsm Mumb F3.] 1101 Victoria Curve I Mendota Heights, MN 55118 651.452.1850 phone 1 651.452.8940 fax www.mendota-heights.com m* CITY OF MENDDTA HEIGHTS DATE: July 16, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: West St. Paul /Sibley Hockey Arena Task Force Discussion BACKGROUND At the June 18th city council workshop, a representative from the Minnesota Amateur Sports Commission (MASC) presented a proposal for the City of Mendota Heights to participate in a task force to study the feasibility of constructing a new ice arena to serve the residents of ISD 197. During that discussion, staff was directed to bring back two items for further consideration: 1) Estimated cost of a new arena Paul Erickson from the MASC checked with several construction companies and found that ballpark estimates for a new arena were: Single Sheet $4 -$6 million Two Sheets $7 -$9 million 2) West St. Paul Ice Arena Study Attached to this report is a 2010 study that the City of West St. Paul commissioned to evaluate options relating to their existing ice arena /sports facilities. I apologize for the quality of the report, it was sent to staff as a scan and some pages are not entirely legible. BUDGET IMPACT N/A RECOMMENDATION Staff recommends that the Mendota Heights City Council discuss what, if any, city involvement should be in the proposed task force. WEST ST PAUL COMMUNITY SPORTS CENTER FEASIBILITY STUDY INTR OD UCTION AND BACKGR0 UND: Oppidan Investment Company, Conquest Development and their team of consultants ( "Consultants ") was retained by the City of West St. Paul EDA to perform a feasibility and impact analysis of a Sports Center in the greater West St. Paul, NM service area. The objective of the study is to determine the market potential and feasibility of a community Sports Center, which will ultimately serve as the basis for the business plan and economic impact analysis to support funding of this project. Thus, the role of this study has five objectives; (1) to determine the potential market demand for this project, (2) to quantify the operating income that is expected to be generated from various components of the project, (3) determine the optimal components and size of the project, (4) to identify the optimal financing alternative available in today's market, (5) and to quantify the positive economic activity that will result from the project. Methodology In. order to complete our market analysis for the project, the Consultants performed the following tasks; • Analyzed economic and demographic characteristics of the West St. Paul market, such as population and employment, a Toured and analyzed the site and development plans; as well as reviewed existing facilities and mixed -use developments, • Collected and analyzed data on the youth competitive- sports markets, • Assessed the experience of other similar -sized markets that have developed new similar use projects, • Assessed the current building financial requirements for repair and land value, • Developed operating projections for the West St. Paul Sports Center project by its components. Consultants Oppidan Brokerage Services and Conquest Development Oppidan offers their clients a broad range of real estate services. We partner with our clients to develop and execute strategic real estate projects, It is always our approach that the client is first. We are service based and begin every project with our clients with a consultative approach to define needs, requirements and feasibility. We have developed i over 7 million square feet of space in our history. Our development approach is "Open Book" giving our clients full control, at the lowest possible cost. We are uniquely skilled at site analysis, pre - development cost analysis, architectural and contractor management, entitlement and financing. j We have developed over 200 grounds up projects for 40 clients in 24 states. Our Project and Construction Management team always delivers on time and on budget. You will see 1 firsthand our "Value -add" approach in our intense focus on controlling costs, schedule management and quality. 1 i i Additionally, olu° team can deliver LEED experience to constructing your project if desired or applicable. LEED projects are widely discussed, Oppidan actually delivers them. We have LEED accredited professional who understand the LEED process and the associated costs and benefits. FA DEMOGRAPHIC PROFILE AND ANALYSIS The demographic profile of the community was studied and benchmarked against national and regional participation statistics. The study also involved the analysis of market support for a facility and the financial requirements to construct and operate a multi -use recreation sports center. The study was marginally expanded to incorporate the inclusion of the land up to Robert Street to develop a community based center. This expanded scope would not only include a F sports center but could also include private, commercial use such as hotel, retail or privately owned fitness facility. :,- - Background: Ballard *King and Associates (BKA) is a recreation facility and operations consulting firm that { was consulted to conduct an independent market assessment for a sports complex. Ballard *King and Associates is a national firm located in Denver, CO that was formed in 1991. BKA has completed over 500 needs assessments and feasibility studies across the country and currently has about 90 facilities that are open as a result of the planning process BKA provided. One of the cornerstones of the BKA consulting practice is the strong background the founding partners have in the recreation center management field with over 40 years of collective management experience. Ballard *King and Associates has nothing vested in the outcome of this study other than to review and validate the demographic and market conditions. The City of West St Paul is exploring the possibility of building about an 125,000 sf. sports complex that includes an ice skating rink with spectator seating with associated support spaces and locker rooms and a sports dome that contains a field house space for soccer and gymnasium activity. The total project cost to develop the expansion is about $13M and the facility will be built on land owned by the City. Another option being considered is a remodel of the existing ice rink and building a new soccer /field house complex on the West St. Paul land owned by the City. ( This project would cost approximately $8M and would yield lesser revenues. { Market Assessment: The demographic profile of the community was studied and benchmarked against national and regional participation statistics. The study also involved the analysis of market support for a facility and the program support to construct and operate a multi -use sports center. For the purposes of this review there are three market /service areas analyzed including the City of West St. Paul (primary), Independent School District #197and a secondary service area which includes the southern portion of the service area that includes portions of Eagan, Mendota Heights, Sunfish Lake and Lilydale (Secondary Service Area). The first area studied (City of West St. Paul) is part of the second area studied (Independent School District #197). The Secondary Service Area is non - inclusive of the City of West St. Paul or the School District. The Secondary j Service Area extends to the southern markets described above and does not extend to the northern markets due to Social - Geographic factors such as the physical boundary of the river and the varied urban demographics of the City of St. Paul. As part of the demographic study, a community profile was developed indicating that the primary service area for West St. Paul has a significant nainber of school -aged population that totals 4,075 people. Median household income is $54,433 for the primary service area (2008 ►i I estimated), almost identical to the national level of $54,719. Closer analysis reveals that over - 60% of household in the primary service area has household income of over $50,000 per year. Age and household income are two determining factors that drive participation in recreation and leisure services. The demographic profile including the higher level of discretionary income suggests that there are favorable market conditions to support the West St. Paul Sports Complex. A closer look at the demographic profile indicates a higher number of people in the 65 -74 and 75+ age groups than the national level. This is especially true for the 75+ age group that is almost double the national level. This suggests that West St. Paul will be faced with significant home turn -over in the near future. With the economic recession driving down the cost of homes and the large inventory of homes available on the market in the Twin Cities a potential buyer has many options. One of the determining factors on where a family decides to live is the quality of life and amenities a city has to offer, including the quality of the education system, recreation facilities, parks and open spaces. Another unique feature with the demographic profile of West St. Paul is the correlation between the 25 -44 age group and the under 5 and 5 -17 age groups. The number of eo le in the 25 -44 age group is very close to the national level but the percent of P p " population in the under 5 and 5 -17 age groups is lower than the national level. Perhaps people in ! the 25 -44 age group are having fewer children or represent two income families that have not started families as they build their careers. In contrast, the southern portion of the service area is heavily populated with families as the median age is significantly younger, 32.9 years for the southern portion to 39.13 years in the primary service area and the household size is larger (2.66 compared to 2.15 in the primary service area). Lastly the household income in the secondary service area is $96,294, significantly higher than the primary service area level of $54,433 indicating that more children will have the opportunity to participate in extracurricular activities. Participation Statistics: The ice hockey program in West St. Paul has been stable over the past several years and the number of hockey players is sufficient to support having an ice arena in West St. Paul or access to a dedicated rink located near West St. Paul. Given the size of West St. Paul and the demographic makeup of the community it is difficult to justify a second sheet of ice. Combining resources with the City of South St. Paul to develop a two -sheet ice center with one sheet dedicated exclusively to West St. Paul has some built in efficiencies that merit consideration. Operating a two -sheet ice center increases the operating costs about 50% over the cost of operating a single sheet of ice. However, the potential to generate revenue is 100% above that of a single sheet of ice making the two -sheet ice center model much more cost efficient to operate. At this point in time we are not considering joining forces with South St. Paul. The demographic make -up of the community does, however, indicate a potential market for a 1 multi -use sports complex that would include both a rink and a sport dome. The Hispanic i population in West St. Paul represents almost 15% of the population, in the School District the Hispanic population represents 8.6% and in the Secondary Service Area the Hispanic population represents 3.2 %. Minnesota demographic data shows that the Hispanic population represents 4.5% overall. Although participation rates in hockey are typically lower for the Hispanic population than the national level the percent of participation in soccer is much higher than the general population. To illustrate, the participation rate for hockey according to the National Sporting Goods Association (NSGA) on a national basis is 1% while the participation rate for Minnesota is 4.5 %. The overall participation rate in hockey for the Hispanic population is 0.5 %. In comparison, the participation rate for soccer on a national basis is slightly over 5% according to the National Sporting Goods Association (NSGA) but the participation rate in soccer for Hispanic's is slightly over 11% on a national level. There are successful indoor soccer facilities in the Twin Cities area but there is a void for this type of facility in West St. Paul. This information suggests that the overall market conditions for an indoor soccer complex are favorable. Service Area Statistics & Comparison XT.. ».I- ..1. 7i .. ,1, c l�r.m..owiann• 19,791 19,845 NOM_. West St. Paul 19,406 School District #197 41,791 43,380 43,949 Secondary Service 54,764 58,585 59,839 XT.. ».I- ..1. 7i .. ,1, c l�r.m..owiann• 9,045 9,144 NOM_. West St. Paul 8,645 School District #197 17,535 18,709 19,113 Secondary Service 20,142 21,955 22,575 XT.. ».I- ..1. 7i .. ,1, c l�r.m..owiann• A .:n .. u�.»anl•nlra Q.an 1,t%M"QF4Qr%" 4,811 4,727 NOM_. West St. Paul 4,879 School District #197 10,783 10,948 10,924 Secondary Service 14,311 15,030 15,180 A .:n .. u�.»anl•nlra Q.an 1,t%M"QF4Qr%" Source — U.S. Census Bureau and EN Kl 6 -. 2.13 NOM_. West St. Paul 2.20 2.15 School District #197 2.36 2.29 2.27 Secondary Service 2.71 2.66 2.64 United States 2.59 2.59 2.59 Source — U.S. Census Bureau and EN Kl 6 Map A — City of West St. Paul Map: 7 � ��lVtiPi�]BVr Elun�aiY'Effvy � j MIMI�ld tub r�fr� �x�Y�Y�Y = �x i Wtl Ala inn 7 I � � J all, �r�r, �llp e :8 D*6 611 T olhol ill dtv } is Et R j 1S 7 Population Distribution by Age: Utilizing census information for the City of West St. Paul, the following comparisons are possible. Table A — 2009 Cill of West St. Paul Age Distribution (ESRI estimates — Geographic Information System mapping software) TOTAL 19,791 Population: 2009 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the service area population and the national population. Chart A -- 2009 City of West St. Paul Age Group Distribution M. _ } µ M. 1,187 6.1% 7.0% -0.9% -5_r. 5 -17 2,888 14.7% 17.4% -2.7% 18 -24 1,564 7.9% 9.9% -2.0% 25 -44 5,278 26.7% 26.9% -0.2% 45 -54 2,829 14.3% 14.6% -0.3% 55 -64 2,372 11.9% 11.4% 0.5% 65 -74 1,459 7.4% 6.6% 0.8% 75+ 2,214 11.2% 1 6.2% 5.0% TOTAL 19,791 Population: 2009 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the service area population and the national population. Chart A -- 2009 City of West St. Paul Age Group Distribution M. Population Distribution Comparison by Age: Utilizing census information from the City of West St. Paul, the following comparisons are possible. Table B — 2009 City of West St. Paul Population Estimates (U.S. Census Information and ESRI) TOTAL 19,405 19,/91 IyOff.) Chart B — City of West St. Paul Population Growth 9 vvr ME A p1liff"tto M., y -5 1,175 1,187 1,170 -0.4% 14.4% 5-17 2,920 2,888 2,866 -1.8% 4.7% 18-24 1,733 1,564 -9.8% 16.2% 25-44 5,568 _1,564 5,278 5,223 -6.2% 0.6% 45-54 2,622 2,829 2,543 -3.0% 16.2% 55-64 1,665 2,372 2,561 53.8% 64.3% 65-74 1,613 1,459 1,814 12.5% 41.3% 75+ 2,109 -2—,214 2,104 -0.2% 19.1% TOTAL 19,405 19,/91 IyOff.) Chart B — City of West St. Paul Population Growth 9 Below is listed the distribution of the population ethnicity and race for the City of West St. Paul based on 2009 population estimates. Table C — GVV of West St. Paul Hisipanic Population and Median A et (Source — U.S. Census Bureau and ESRI) Table D — City of West St. Paul Population and Median Age (Source — U.S. Census Bureau and ESRI) 2009 City West St. Paul Total Population: Chart C — City of West St. Paul Population 19,791 Residents .80% i • White • Black A American Indian • Asian • Pacific Islander • Other • Multiple i 1 1 Please note that Table C and Table D track two different aspects of the population and consequently adding the percentages together between the two tables will not equal 100 %. Table C looks at the Hispanic population as an ethnic distribution. In Table D the Hispanic population is not considered a race and consequently the Hispanic population is distributed amongst all other categories. 1.0 d� Mil `£llf ob= '�- +4 ��..1�`��- '*- `Y`1t� �'�7jj White 16,362 45.4 82.7% 86.5% 71.90/c Black 749 27.1 3.8% 4.5% 12.50/c American Indian 121 28.9 0.6% 1.2% 0.9% Asian 513 30.8 2.6% 3.6% 4.5% Pacific Islander 6 32.5 0.03% 0.05% 0.2% Other 1,412 25.5 7.1% 2.0% 7.0% Multiple 628 15.2 3.2% 2.1% 3.0% 2009 City West St. Paul Total Population: Chart C — City of West St. Paul Population 19,791 Residents .80% i • White • Black A American Indian • Asian • Pacific Islander • Other • Multiple i 1 1 Please note that Table C and Table D track two different aspects of the population and consequently adding the percentages together between the two tables will not equal 100 %. Table C looks at the Hispanic population as an ethnic distribution. In Table D the Hispanic population is not considered a race and consequently the Hispanic population is distributed amongst all other categories. 1.0 Man B — Independent School District #197 Map2: z The snap of School District 097 is based upon the map found on the district website and is as close to scale as possible. 11 Population Distribution by Age: Utilizing census information for the Independent School District #197, the following comparisons are possible. Table E -- 2009 Independent School District 9197 Age Distribution (ESRI estimates) _5 1 2,589 6,838 3,712 11,372 6,548 5,455 3,071 3,794 43,380 6.0 /0 15.8% 8.5% 26.3% 15.1% 12.5% 7.1% 8.8% 7,0% 17.4% 9.9% 26.9% 14.6% 11.4% 6.6% 6.2% -1.0% -1.6% -1.4% -0.6% 0.5% 1.1% 0.5% 2.6% 5 -17 18 -24 25 -44 4554 55 -64 65 -74 75+ TOTAL Population: 2009 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the service area population and the national population. Chart D — 2009 Inde endent School District #197 Age Group Distribution 12 Population Distribution Comparison by Age: Utilizing census information from the Independent School District #197, the following comparisons are possible. Table F -- 2009 Inde endent School District #197 Population Estimates (U.S. Census Information and ESRI) TOTAL 41,791 41,JZSU '+a,Y -ty Chart E — Independent School District #197 Po ulation Growth 13 Below is listed the distribution of the population by ethnicity and race for the Independent School District #197 based on 2009 population estimates. Table G — Independent School District 0197 Hispanic Population and Median A e3 (Source — U.S. Census Bureau and ESRI) Table H — Independent School District #197 Population and Median A c (Source — U.S. Census Bureau and ESRI) 2009 Independent School District #197 Total Population: Chart F — Independent School District #197 Population 43,380 Residents .80% o W hite * Black * American Indian * Asian ►a Pacific Islander • Other • Multiple 3 Please note that Table C and Table D track two different aspects of the population and consequently adding the percentages together between the two tables will not equal 100°/x. Table C looks at the Hispanic population as an ethnic distribution. In Table D the Hispanic population is not considered a race and consequently the Hispanic population is distributed amongst all other categories. 14 May C — Secondary Service Area Ma 4: 4 The secondary service area includes Mendota, Mendota Heights, Eagan and Sunfish Lake that do not fall within School District #197 excluding the previous two service areas. 15 Population Distribution by Age: Utilizing census information for the Secondary Service Area, the following comparisons are possible. Table I — 2009 SecondaLy Service Area Age Distribution (ESRI estimates) EFU pp '13 i' 4 y Q2" M }ate -5 4,608 12,405 4,226 19,100 9,607 7.9% 21.1% 7.2% 32.6% 16.4% 5 -17 18 -24 25 -44 45 -54 55 -64 5,444 9.3% 65 -74 2,153 3.7% 75+ 1,045 1.8% TOTAL 58,585 7.0% 0.9% 17.4% 3.7% 9.9% -2.7% 26.9% 5.7% 14.6% 1.8% 11.4% -2.1% 6.6% -2.9% 6.2% -4.4% Population: 2009 census estimates in the different age groups in the service area. % of Total: Percentage of the service area population in the age group. National Population: Percentage of the national population in the age group. Difference: Percentage difference between the service area population and the national population. Chart G — 2009 Secondary Service Area Age Group Distribution 16 Population Distribution Comparison by Age: Utilizing census information from the Secondary Service Area, the following comparisons are possible. Table J — 2009 Secondary Service Area Population Estimates (U.S. Census Information and ESRT) TOTAL 54,764 -m', 'ZiJ Dy,a.)Y Chart H — Secondary Service Area Po ulation Growth 17 Below is listed the distribution of the population by race and ethnicity for the Secondary Service Area based on 2009 population estimates. Table K — Secondary Service Area Hispanic Population and Median A e5 (Source — U.S. Census Bureau and ESRI) r S3� Hispanic 1,860 26.0 Non-Hispanic 56,725 35.0 Table L — Secondary Service Area Population and Median Age (Source — U.S. Census Bureau and ESRI) 2009 Secondary Service Area Total Population: Chart I — Secondary Service Area Population 58,585 Residents 2.60% ■ White ■ Black U American Indian IN Asian W Pacific Islander ■ Other 0 Multiple 5 Please note that Table C and Table D track two different aspects of the population and consequently adding the percentages together between the two tables will not equal 100 %. Table C looks at the Hispanic population as an ethnic distribution. In Table D the Hispanic population is not considered a race and consequently the Hispanic population is distributed amongst all other categories. 3.2% 4.5% 16.2% 96.8% 95.5% 83.8% Table L — Secondary Service Area Population and Median Age (Source — U.S. Census Bureau and ESRI) 2009 Secondary Service Area Total Population: Chart I — Secondary Service Area Population 58,585 Residents 2.60% ■ White ■ Black U American Indian IN Asian W Pacific Islander ■ Other 0 Multiple 5 Please note that Table C and Table D track two different aspects of the population and consequently adding the percentages together between the two tables will not equal 100 %. Table C looks at the Hispanic population as an ethnic distribution. In Table D the Hispanic population is not considered a race and consequently the Hispanic population is distributed amongst all other categories. Next, the median age and household income levels are compared with the national number. Both of these factors are primary determiners of participation in recreation activities. The lower the median age, the higher the participation rates are for most activities. The level of participation also increases as the income level goes up. Table M — Median A e: City of West St. Paul 39.3 40.9 41.3 School District #197 38.0 40 0 40 0 Secondary Service 32.9 34.9 35.0 Nationally 35.3 36.9 37.2 Chart J — Median Age 19 Table N — Median. Household Income: City of West St. Paul $41,388 $54,433 $57,035 School District 9197 $52,960 $69,060 $99,617 Secondary Service $69,656 $96,294 $101,766 Nationally $42,164 $54,719 $56,938 Chart K — Median Household Income 20 In addition to taking a look at Median Age and Median Income, we are able to examine Household Budget Expenditures. In particular looking at housing information; shelter, utilities, fuel and public services along with entertainment & recreation we can provide a snap shot into the cost of living and spending patterns in the services areas. Table U — Household Bud et Expenditures 6 : Housing 100 $20,088.95 30.8% Shelter 101 $15,759.09 24.2% Utilities, Fuel, Public Service 96 $4,399.85 6.7% Entertainment & Recreation 96 $3,111.33 4.8% $27,050.73 30.5% 134 Housing Shelter 136 $21,237.21 24.0% Utilities, Fuel, Public Service 129 $5, 813.51 6 , Entertaimnent &Recreation 131 $4,242.503 8 4.8% $32,868.16 30.3% 163 Housing Shelter 167 $26,040.12 24.0% Utilities, Fuel, Public Service 151 $6,828.04 6.3% Entertainment & Recreation 162 $5,252.11 4.8% 111 $22,329.23 29.7% Housing Shelter 111 $17,271.93 23.0% Utilities, Fuel, Public Service 112 $5,057.30 Entertainment & Recreation 114 $3,688.49 4.9% 4.9% SPZt Spending Potential index as compared to the National number of 100. Average Amount Spent: The average amount spent per household. Percent of the total 100% of household expenditures. Note: Shelter along with Percent: Utilities, Fuel, and Public Service are a portion of the Housing percentage. Consumer Spending data are derived from the 2004 and 2005 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESR1 forecasts for 2008 and 2013. 21 Chart L — Household Budget Expenditures Spending Potential Index 22 Table P — Recreation Expenditures: Fees for Participant Sports 102 $112.96 Fees for Recreation Lessons 104 $135.52 Membership Fees for Social/R.ec /Civic Clubs 103 $175.21 Exercise Equip and Gear, Game Tables 1 69 $65.54 Other Sports Equipment 96t $10.45 SPI; Spending Potential Index as compared to the National number of 100. Average Amount Spent: The average amount spent per household. Percent: Percent of the total 100% of household expenditures. Note: Shelter along with Utilities, Fuel, and Public Service are a portion of the Housing percentage. 23 Table Q - Service Areas Comparison Chart: ro uaa[ioir: 2000 19,405 41,791 54,764 2009 19,791 43,380 58,585 2014 19,845 43,949 59,839 Households: 8,645 17,535 14,311 2000 2009 9,045 18,709 15,030 2014 9,144 19,113 15,180 Families: 4,879 10,783 20,142 2000 2009 4,811 10,948 21,955 2014 4,727 10,924 22,575 Average Household Size: 2.36 2 71 2000 2.20 2.15 2.29 2.66 2009 2.13 2.27 2.64 2014 Ethnicit : I4.6% 8.b% 3.2% Hispanic Race: White 82.7% 85.2% 84.7% Black 3.8% 3.5% 4.5% American Indian 0.6% 0.4% 0.2% Asian 2.6% 4.3% 6.9% Pacific Islander 0.43% 0.06% 0.1 /° Other 7.1% 4.0 % 1.3% Multiple 3.2% ° 2.6% 2.3% Median Age: 39.3 38.0 32 9 2000 2009 40.9 40.0 34.9 2014 41.3 40.0 35.0 Median Income: $41,388 $52,960 $69,656 2000 2009 $54,433 $69,749 196,295 2014. $57,035 $75,877 $101,7b6 Household Budget Ex enditures: ° 30.8 /0 30.5% 30.3% Housing Entertainment & Recreation 4.8% 4.8% 4.8% 24 Ice Arena Locations Name Fogerty Ice House Schwan Bloomington Brooklyn Park Burnsville Ice Center Centennial Cook Memorial Arena Cottage Grove _ Eagan Civic Center _ EP Community Center North Star Ponds MN Made Ice Rink Braemer Farmin ton Columbia Breck Anderson Hastings Civic Center Blake Hopkins Pavillion Veterans Memorial Lakeville Hasse Arena Lakeville Ames MG Community Center Aldrich Ice Arena St. Thomas Ice Arena Victory Memorial Ice Arena Ridder Arena Mariucci Minnehaha Academ NE Parade The Depot Minnetonka New Hope Tartan Arena Osseo Park Arena Wayzata Ice Plymouth Ice Center Dakotah Richfield Ice Arena Rosemount Community The Pond Roseville Skating Center Wakota Civic Center St. Louis Park Rec Center Pleasant Arena Biff Adams Ice Arena 14452 Hayes Road 9250 Lincoln Street NE 1700 105th Ave NE 3600 West 98th Street 5600 85th Ave N 251 Civic Center Pkwy 4707 North Road 11091 Mississippi Blvd NW 8020 80th Street S 3870 Pilot Knob Road 16700 Valley View Road 7901 Fuller Road 7300 Bush Lake Road 7501 Ikola Way 14 West Spruce St 7011 University Ave NE 4210 Olson Memorial Highv 2801 Redwing Blvd 110 Blake Road S 11000 Excelsior Road 8055 Barbara Ave 8525 215th St W 19900 I ava Ave 12951 Weaver Lake Road 1850 N White Bear Ave 950 Mendota Heights Road 1900 42nd Ave N 2323 Riverside Ave 1815 4th St SE 1901 4th Street SE 4200 W River Parkway 1306 Centrak Ave NE 600 Kenwood Parkway 225 3rd Ave S 3401 Williston Road 18313 Highway 7 4949 Louisiana Ave N 740 Greenway Ave N 10390 Cty Rd 81 305 Vicksburg Lane 3650 Plymouth Blvd 2100 Trail of Dreams NW 636 East 66th Street 13885 S Robert Trail 3400 150th St 2661 Civic Center Drive 141 6th Street S 3700 Monterey Drive 848 Pleasant Ave 743 Western Ave N City Apple Valley Blaine Blaine Bloomington Brooklyn Park Burnsville Circle Pines Coon Rapids Cottage Grove Eden Prairie Eden Prairie Edina Edina Farmington Fridley Golden Valk Hastings Hopkins Inver Grove Hei ' Lakeville Lakeville Maple Grove Maplewood Mendota Heights Minneapolis Minneapolis Minneapolis Minnea olis Minneapolis Minneapolis Minneapolis Minneapolis Minnetonka Minnetonka New Hope Oakdale Osseo Plymouth Plymouth Prior Lake Richfield Rosemount Rosemount Roseville South St. Paul St. Louis Park St. Paul St. Paul MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN MN Mn MN MN MN MN MN MN MN rMN MN MN MN 55124 55434 55449 55431 55443 55337 55014 55437 55016 55122 55346 55344 55439 55439 55024 55432 55422 55033 55343 55343 55077 55044 55044 55369 55109 55120 55412 55454 55455 55455 55406 55418 55403_ 55401 55345 55345 55428 55128 55369 55447 55446 55372 55423 55068 55068 55113 55416 55102 55103 Sports Dome Locations Name Bielenberg Sports Center St. Thomas Academy Dome St. Croix Valley Recreation Center Augsburg Dome Rosemount Irish Dome Starpome Future Maple Grove Dome Mall of America Dome Address Cit State Zi code 4125 Radio Drive Woodbury MN 55129 1458 James Ave St. Paul MN 55105 1675 Market Drive Stillwater MN 55082 2211 Riverside Ave Minneapolis MN 55454 13901 Robert Trail S Rosemount MN 55068 6600 Nicollet Avenue South Richfield MN 55423 9800 Fernbrook Lane North Maple Grove Mn 55369 900 S 5th Street Minneapolis MN 55415 FA m v 4 P9 � J r n Ln d d u s N N m Q m d Ln r' Ln m In m m w m O Q n r, a n �o 00 to n n 00 r n LO r M r 0 n 07 67 Ln n r a7 � Lo n n m n oo O t6 01 LT 01 M a) 67 01 Q7 (7) 07 Ol 0) M M M 07 67 61 J Q7 Q1 O1 47 07 Ql Q7 07 � O1 LU � �--I t-I r-I rl rl t•-I .-I ri rl c-I t--I a--I �-I rl c1 '--I r'I � tr LO aj >` Ln O O r-i O L.D O O O O O C7 d O O 67 00 00 O ca c I d N O O r r1 Ln li Ln H o Ln rn LD O a m m O m 0 d a co n W N d Ln O O 0 O LD Ln r-I n H Ln N d' �--� n Q CD O m O N Ln r I!1 � r 07 0c�0 m 00 O v O VS N u7 Ln C N N N LO m M LD 07 CY7 0 N ri m m Ln 00 n m i Cl) L i7 L? 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NO Cu o o bo cII is° ro j a a rJa c c c �" a� ° c c_ cO f � O w o w Ui " o v °� to = J Z k, fu G1 a Q O 1, 11.. 0 UJ U- CO 00[3 CCam_ G LU O ui u1 V) m z 00 OLl Q N Z N O T5 OC s O Q r 4) v � +, by O O O 7 .�., N UJ v N N O Z i :s Y m Zn ol i �, O ate, - v O) XQ �oguz f9 Sa u > _ O LO LO °° O O O H a o 0 0 ()0 C:) o d r m m r, 'O ,� � r N m o0 0 m rn r` r` o a o N S° N � N C X � C 0 4} m o L° ,� s c 0. s r a E m 7 t o O a v c ai Z m a o o xo j m n v Q ° m � :v o cG Z U- Z Q 00 L co Ll CD d E ° o ii N VI 41 a) E ro O C Q Q � � tw m j x d ° o��n cu CJ Q v E vJ O 00 -f- LA a E ° to a-� V1 PAR TICPA TOR Y SPORTS CHARACTERISTICS AND FACILITIES TRENDS Over the last two decades, the role that destination tourism attractions, such as sports facilities, play in their communities has changed markedly. Whereas two decades ago, the common tactic was to develop single - purpose facilities with the intent to serve the one possible cross section of a local community, today's facilities are often developed with the intent of attracting a multi- purpose niche of visitors to an area and, as such, are marketed based on their ability to generate economic activity and a healthful alternative to the surrounding community members. As this has occurred, society has also become more mobile and time constraints for families much greater, which has translated to the rise of short duration, purpose- driven family trips that coincide with tournament and competition lengths. I' For communities, the re has been a change in development strategies in that there has been an emergence of facilities and attractions that offer specialized, distinct, and fee - for - service amenities that appeal to everyone. In addition, the following characteristics have also emerged: Heightened expectations that facilities or programs demonstrate some degree of "return ". Historically, facilities were built by parks and recreations departments and other municipal departments for civic and social service. For sports facilities that are typically ` not self supporting, the rationale for development is often combined with the value it creates for the community through increased visitation, and thus, fiscal return based on increased lodging, restaurants, or retail spending. In this instance, sports facilities are i- positioned as an economic development vehicle, rather than a community resource, although certainly the local residents use and benefit from its presence. Increasing expectation by elected officials that selected public sector functions can be operated as enterprise systems (e.g. use fees to minimize operating support). This trend is ` most notable in sports facility operations where recent fiscal constraints have led to increased reliance on revenue self - generation for programs ranging from leagues to tournaments to skills training sessions. The changing dynamics of the industries that use these facilities, as well as the changed expectations of participants. Tournament and league organizers are looking to maximize the yield for staging events and look for the facility that offers the best mix of amenities, play surfaces, concessions, rental rates, capacity, area amenities and hotel packages. • More competitive environment fueled by increased range of facility types. As the development of private recreation offerings has increased, so too have the range of options available to the users. In the instance of sports, the community recreation center or YMCA were once the only options, today there may be numerous choices. • Increased specialization and sophistication in design and makeup of the facilities has also changed. Facilities are now designed with the specific mission of the building in !; mind and thus need to be managed and operated effectively to maintain the state of the art service offering for an ever fickle market. 29 For West St. Paul, the challenge inherent in developing a new Sports Center is designing a flexible facility that will accommodate enough demand to justify development, and to ensure that this facility is distinct in relation to other regional offerings. It is important to understand the — existing facility and what capital expenses will be required to maintain it in a competitive manner. These sunk capital costs will help in justifying a new facility that may be better positioned to attract users that might not otherwise lease space at the current antiquated facility that is not in a favorable location. The location under study offers many inherent amenities that make it more attractive for a family sporting or adult athletic event. The underlying intent is to create a total destination package that builds on current offerings and adds economic benefit to West St. Paul. 30 ECONOMIC AND FISCAL. IMPACT ANALYSIS This section analyzes the economic and fiscal benefit that would be generated from the development of a Sports Complex in West St. Paul. The economic and fiscal impact analysis is based on event demand and attendance projections for the Sports Complex. The levels of impact are described as follows and are best estimates based on St. Paul Convention and Visitor Bureau facts and statistics: Direct impacts- are an expression of the spending that occurs as a direct result of the events and activities that occur in the Sports Complex. For example, a spectator's or participants' expenditures on hotel rooms and meals are a direct economic impact. It is noted that currently there are no hotels in West St. Paul to benefit from this event, however, restaurants and other related retail would factor into the direct impacts. Indirect impacts - consist of respending of the initial or direct expenditures, or, the supply of goods and services resulting from the initial direct spending in these facilities. For example, a spectator's direct expenditure on a restaurant meal causes the restaurant to purchase food and other items from suppliers. The portion of these restaurant purchases that are within the local, regional, or state economies is counted as an indirect economic impact. Induced impacts- represent changes in local consumption due to the personal spending by employees whose incomes are affected by direct and indirect spending. For example, a waiter at the restaurant may have more personal income as a result of the spectator's visit and spending. The amount of the increased income the waiter spends in the local economy is considered an induced impact. Personal income measure increased employee ed em to ee and worker compensation related to the events . being analyzed, This figure represents increased payroll expenditures, including benefits paid t workers locally. It also expresses how the employees of local businesses share in the inc reased d outputs. Employment impact - measures the number of jobs supported in the study area related to the i spending generated as a result of the events occurring in the Sports Complex, and local attractions. Employment impact is stated in a number of full -time equivalent jobs. 31 It is estimated that a daytime visitor that visits the West St. Paul Sports Complex will spend on average: DAYTIME OR EVENING VISITOR SPENDING ESTIMATES* Youth Hockey Game $4.20 High School Game $4,20 Hockey Tournament Game $21.30 Youth Soccer Practice $4.20 Soccer Tournament Game $21.30 Adult Soccer League Game $12.00 *Estimates based upon subjective data extrapolated from existing athletic complex users. ESTIMATED NUMBER OF GAMES PER YEAR Youth Hockey Games 2 games /night, 6 nights /week for a 22 week season= 264 games 75 visitors per game including players 19,800 visits/year Boys /Girls High School Games 24 games 350 spectators per game 8,400 visits/year 4 Hockey Tournaments 44 games 90 visitors per game including players 3,960 visits/year Hockey Practices 30 visitors per practice 1,000 visitslyear Youth Soccer Practices 300 practice 20 visitors per practice 6,000 visits/year 4 Soccer Tournaments 64 games 60 visitors per game including players 3,860 visits/year Adult Soccer League Games 168 games 48 visitors per game including players 8,064 visits/year 32 The simple economic impact of food and drink due to the Sports Complex would amount close to $500,000. This does not include increased shopping in the area such as Target, added jobs, etc. We would need to work with the City of West St. Paul to further define these direct and indirect impacts. We are not calculating overnight visitors as there are currently no hotels In West St. Paul. Further Economic Impact Analysis needs to be applied to new and increased quality of jobs both short term, from construction, and permanent due to additional amenities with the Sports Complex. This study needs to be done in conjunction with the City of West St. Paul to be certain that we are using appropriate assumptions. Our consultant Ballard King estimates that it would not be unreasonable to estimate an approximate Economic Impact of $3 million for the Sports Complex in West St. Paul. 'I ' 3 Q 7 I ' t I k 33 USER SUMMARIES West St. Paul Hockey Association 400 Players Utilize 1,050 hours — 725hours at West St. Paul and 325 hours at Wacota Maximum need is 1,200 hours today Currently playing between October 1- March 20 Wacota = $190 /hour West St. Paul = $1$0 /hour WSP Jr. Gold played mostly at St. Thomas at $220 /hour Tournaments: December Squirt A/B (16 teams) January Peewee C (16 teams) March Peewee C (12 teams) WSP Hockey Players Distribution Mendota Heights 60 -70% WSP 20 -25% Pagan 10% 15 Traveling Teams 12 Mini Mite Teams 1 Traveling Girls Team 4 small locker rooms (tough for high school kids) Future Goals: - More flexibility for scheduling - Amenities in. Arena (i.e. Dryland, storage, etc.) - Meeting Rooms - Locker Rooms 34 Henry Sibley School /Superintendant and Athletic Director, etc. High School game attendance = 500 people if sold out Dome requests: High School - Soccer - Tennis - Baseball ` - Football - Ultimate Frisbee Lacrosse Boys Club Team Sibley Area Sting Youth Soccer i Football and Soccer played at Matson Field Henry Sibley would prefer to do dome on their school site Rating S &P = Ak WSP Soccer Association i 600 players ¢ Currently attend Burnsville, Rosemount and Woodbury domes Contract on an individual team basis No record of usage More organization needed tl i I 35 WEST ST. PAUL RINK REPAIRS AND MAINTENANCE ESTIMATE 4j� S P�� ' . k 5 .. � 4.5:' r 1. �' p West 2. p ul Igehink RepMkIRemodel Costs: New Roof $293,240 Repair Structural problems at roof structure $100,000 New ice making equipment $525,000 Insulated concrete slab for 12 months ice $475,000 Locker Renovate Update / Expand $166,760 Total $1,560,000 OPTION 1 Approximate 46,000 sf single sheet ice arena with locker rooms, concessions and dryland area Approximate 80,000 sf seasonal field turf dome Location at Robert St. and Wentworth on land vacated by City's Maintenance Facility Sell land under current ice arena facility 39 s a I LE , 1 '«� �.a.,,'. ks �' �� ;� � :per �� -+. �` } _ ■"�t ��r�d �x - k . j ..a �. �'� ' S k 6 L- .n?' .E Fl•< a,.s x+;"`4':5 !' "'� v MW Pa Mi Ckm a s.� E i.' LOANxY ample §i i 3 a'R} x r II� it a ,s 0.. 7. Hof g ftmr pg T - :rVA� ' a WEST ST. PAUL SPORTS COMPLEX FINANCIAL ANALYSIS "For Purposes of Illustration Only, Subject To Change" OPTION 1 - RINK AND DOME PROJECT COSTS ON CITY LAND PROJECT COSTS HARD COSTS Land $0 Site Costs $1,600,000 Retaining Wall $200,000 Rink Construction $6,898,000 Dome and Field Foundation $275,000 Field and Turf Install $325,000 Dome and Field Construction $2,400,000 TOTAL HARD COSTS $11,698,000 SOFT COSTS Architect and Engineer $550,000 Consultant Fee $701,880 TOTAL SOFT COSTS $1,251,880 TOTAL PROJECT COSTS $12,949,880 COSTS OF ISSUANCE Total Project Costs $12,949,880 Debt Service Reserve $1,017,000 Capitalized Interest $500,000 Costs of Issuance /Bond Underwriting $550,000 TOTAL COSTS OF ISSUANCE $15,016,880 ANNUAL DEBT SERVICE $994,000 COST SAVINGS Current Rink Repair Avoidance ($1,560,000) Current Rink Land Sale ($480,000) TOTAL COST SAVINGS ($2,040,000) RINK AND DOME EXPENSES Annual Revenue Estimate(see attached) $ 1,340,440 Operating Expenses Estimate(see attached) $444,142 ANNUAL NET INCOME $896,298 BOND DEBT SERVICE* $994,000 PROFIT /LOSS* - $97,702 *DOES NOT TAKE INTO ACCOUNT COSTS SAVINGS OF $2,040,000 (PAGE 1) \ / J \ ƒ J'» w ` 04 \.� \e» y « \\ \ )Y 2 .»R s � - f � p 0 0 T 0 0 r p T � M Y � C M.. - 0 w r rrrt -r r N co p � N O C_ w a CD tT m co m fA r r P r r N 0 0 0 0 0 0 p 0 p W W W W 00 W W co r P w r r CD � T r r m LL P CD O p QI O) tt) r O V► O co O O 0 0 O p W 00 W W OD D, co co P r T P r r r N [5 r P F. 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O 2 u Q G O U7 N N V � F- m H O V d OC W N V � F- H O V d OC W Q W O 3 I�if h O�1 M V U � sa- � m N W Z W Z p w O 2 m at C m v a d � T N ii} 1!t W W � N O VMi O � d H r vF v' en .n W OQi n N M P a � a m W 4a � Qmi W Q H O � J R, ti Q � LL V M of S Z a LA O r va +ir N. w yr o n oC a Q O M m O N T Z M N z J Z V) a n m IN w 73 r yr +n v} +n u} °o m ry N C � tR } Vt Sry U} W N A IM1 n 4a '� N V � F- H O V d OC W Q O 3 � V U � sa- � m N W Z W Z p w O 2 m OPTION 2 Approximate 1oo,000 sf seasonal field turf dome with locker rooms, concessions and dryland area built on the land vacated by the City's Maintenance Facility Perform repairs and maintenance on West St. Paul's existing ice arena 49 WEST ST. PAUL SPORTS COMPLEX FINANCIAL ANALYSIS "For Purposes of Illustration Only, Subject To Change" OPTION 2 - REDEVELOP /REM ODE L EXISTING RINK AND DOME ON CITY LAND PROJECT COSTS HARD COSTS Current Rink Remodel /Repair $1,560,000 DOME COSTS, Site Costs $1,600,000 Retaining Wall $200,000 Dome and Field Foundation $275,000 Field and Turf Install $325,000 Dome and Field Construction $3,400,000 TOTAL HARD COSTS $7,360,000 SOFT COSTS Architect and Engineer $450,000 Consultant Fee $441,600 TOTAL SOFT COSTS $891,600 TOTAL PROJECT COSTS $8,251,600 COSTS OF ISSUANCE Total Project Costs $8,251,600 Debt Service Reserve $640,000 Capitalized Interest $325,000 Costs of Issuance /Bond Underwriting $445,000 TOTAL COSTS OF ISSUANCE $9,661,600 ANNUAL DEBT SERVICE $648,000 RINK AND DOME REVENUES ICE RINK REVENUE West St. Paul Youth Hockey(existing) 10 yr lease West St. Paul Youth Hockey (offseason)* WSP High School 1 yr lease WSP School District* 1 yr lease Proshop lease 10 yr lease Concessions 10 yr lease Misc Ice Rental hourly Other (Figure Skating,adult leagues)* 1 yr lease Advertising annual Naming annual DOME REVENUE WSP Soccer, Baseball Offseason Rental TOTAL ICE RINK TOTAL DOME TOTAL RINK AND DOME REVENUE RINK AND DOME EXPENSES Annual Revenue Estimate $ 1,133,480 Operating Expenses Estimate $548,800 ANNUAL NET INCOME $584,680 BOND DEBT SERVICE* $648,000 PROFIT /LOSS* - $63,320 d 0 CD m r CI C CL rZE aaaaaCLmma- a.ammm du7OUSO11+O1i7O4no41704ii OrM'd:drMd'OrMd'OT' Vj- d O V- 01 X C R O co CO d9 d 11'l 60 d O> r LL d d r t O O r d rn r H - O r CI C CL rZE aaaaaCLmma- a.ammm du7OUSO11+O1i7O4no41704ii OrM'd:drMd'OrMd'OT' t= 7A i4 N LL a 0 co r N trp C� to Y N &9 0 tD M O K} F-^ Eta O t0 M /f1 O 40 0 t� M aaQ¢aMCLM aaaaa 0 O�ch�or0 1* d 0 0 0 V IT 40 O 00 P r C a` 4? O LIM- CD T d LL N LL M F- E m tD N 0 E 0 O O O N y7 69 O O O N N F/3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 in 147 LCi IL7 M 117 X47 1f1 47 4n 117 O 117 O 147 M M M M M M M M M M M M M M M N Iln O C7 O O O O O O O O 1fi 1L7 117 1L� 1i� 147 1A 1A 1fj 0 0 0 0 0 4i1 1h u7 117 117 O N O 617 147 1E7 O a 0 0 0 O �. ti 1[1 147 an 117 u7 O N N MMMMM M N w w o 0 0 0 0 0 MMMMM a O N N M N 117 W O O O O a O ti ti 117 w o 117 117 O N N MMM M M N E9 w w O O O O O M M M G O N N M M M CV 6F! 4[1 417 0 0 0 0 0 O a NN MM("�MM M N V3 a¢aaaaacL0.a.a aaaa0.an. 0 0 o a c o 0 0 o c o 0 o O a o 0 0 0 0 0 0 a o O O O o O 0 0 0 O O 0 0 CD1�O07OrN� -NMI 4C�itjl�oDeiiO� T T T `j 0 0 co 0 0 0 O 0 C O 00 ,i O MT CD C) � C6 O L7 N N N to P C r T r (f} 0 0 to (9} ` 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 r T r Y T �aT P T T Y T P r T r ) OC 1 d3 a C O O) p O C 0 0 C C O C C O C 0 O C 0 O= G ok O C 0 0 C C O C 0 0 0 C O C C LO (n 0) P G O 7 E o a -O 0U)Q O O C — G O O© O yf T T T T T T T J 4a C p O C Q O C C C70 0000[] O T T T T T P T Q o 0 0 0 O O O O O C 0 O C© O T T P T T P T h . o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 r r P P r r T h F 60 C O O o 0 Co C O O O O C O C O O di �e ¢¢¢a¢¢n.MC.dCL 0.aan.aaa o 0 o a 0 0 0 o a 0 0 0 0 0 0 0 a o CD h 00 Q1 O -;2 N M 4 C6 �6 h 00 O C r O � N it c C L d CD N r u 'u. N z 0 w a 0 r J 2 Q Y z a CL N 0 y:A U N .Q fl O O C Cc 4— O s= C a a h �1 �vBO a'(4'o4 LU 90 FI 0 h� E ni !f O O z ed o a N t�v O N O CL 14'4a i4 a �t,46 O � O I t O'O -P P tp :3 W fP0 Plo;o a i°n €o a, d N 03 j c �, V) 2 C J c Q � O O S J � Z Q W i^ C J Q � W � r ` L w I i ug r O w O IK a a a 0 m N � U � a w V lYii �n Z_ � m Z Z � P w a d oe O m o r l^r) ti m ti N a�` eon' lb0 F o F m O O 4l �p h 1p N K Q vn r a Q } N v} V} 41 O l/1 O N n T O K 4 n n o a � vi od m K O p} O O D O LO S lD a0 uI W } in to +n of M pl LD D N � W l(l t0 00 oopp VI N D h y N O h a ug r O w O IK a a a 0 m N � U � a w V lYii �n Z_ � m Z Z � P w a d oe O m OPTION 3 Approximate 100,000 sf seasonal field turf dome with locker rooms, concessions and dryland area built on the land vacated by the City's Maintenance Facility Perform repairs and maintenance and expand with new locker rooms and dryland training. area at West St. Paul's existing ice arena 55 AW, f u [[ ! _ - -i a { I 4. -. 3_ E` as. J e - .` FF g WEST ST. PAUL SPORTS COMPLEX FINANCIAL ANALYSIS "For Purposes of illustration Only, Subject To Change" OPTION 3 - REDEVELOP /REM ODE L AND EXPAND EXISTING RINK AND DOME ON t PROJECT COSTS HARD COSTS Current Rink Remodel /Repair $1,560,000 Expansion costs $565,000 DOME COSTS: $347,367 Site Costs $1,600,000 Retaining Wall $200,000 Dome and Field Foundation $275,000 Field and Turf Install $325,000 Dome and Field Construction $3,400,000 TOTAL HARD COSTS $7,925,000 SOFT COSTS Architect and Engineer $500,000 Consultant Fee $477,300 TOTAL SOFT COSTS $977,300 TOTAL PROJECT COSTS $8,902,300 COSTS OF ISSUANCE Total Project Costs $8,902,300 Debt Service Reserve $705,885 Capitalized Interest $347,367 Costs of Issuance /Bond Underwriting $459,448 TOTAL COSTS OF ISSUANCE $10,415,000 ANNUAL. DEBT SERVICE $701,000 RINKAND DOME EXPENSES Annual Revenue Estimate $ 1,133,480 Operating Expenses Estimate $548,800 ANNUAL NET INCOME $584,680 BOND DEBT SERVICE* $701,000 PROFIT /LOSS* - $116,320 O O O C T .� E9 � B� aaaan.a.aaan.a ti� T T L CL CO) O T � r X NNom_ L L. 6g 0 OD M N 2� O LO LL ,. 40 O O r s - O 01 T 6F O T r 4po- O a) r .� E9 � B� aaaan.a.aaan.a ti� T T L CL CO) O O r N C7 tp r r" � N J9 C N d9 ER O O M LL t9 O Nr LO 69 O CC M 60 O O O M aaa¢aaan.aaCLILMM o�ousornou�o�na�oua O O r M d' O P M O r M tl a P L P T C� O O co r N LL 3 (C LL m CD N Q3 E 0 7 7- 2 a 0 0 N I- O 69 O O O N N 0 0 0 0 0 0 0 a O d Q O d 0 0 47LRJOLD Mto tow ww us antl7 � � a to M M M M M M M M M M M M M M M N L6 ff} Q O O O O G O a 0 0 a 0 d 0 0 a O M M M M M M M M M M M M M M M N Ef} Ifltl7 00000 MMMMM 0 O N N M N 1D tt7 Q 0 0 0 O MMMMM 0 O N N M N 69 W W 0 0 a o o M M M M 0 O N N M M N 69 t0 M O O d 0 O 0 titi 0 LC) t[7to an O N N M M M M M m N 69 In tp O 0 a O O M M M M O O N N M M N aaaaaa0.n.n.o.(L 0.n. ILCLan.a. (D 0 a o 0 o d 0 o a 0 o a o 0 o d 0 o d o o d a.o 0 d 0 o d 0 0 0 0 a to 14 M Q1 C! Y N r• N M 4 in r r r Q 0 aOOO 0 0 0 a co v N N N Ch C> M tC p T r Q T 0 ui LL 0 0 o a 0 o a o o 0 O a QC) a O O O a 0 0 a 0 0 0 0 0 0 0 0 0 a r r r r 3 Ui r r r r r T r r r r r Ln r _ p J t O O) a 0 0 0 0 0 a O p O 0 a 0 O a 0 0 a 0 0 0 0 0 Q o p O p a 0 cn O O--0 0 0 o a o v a p v o 0 0 o a o a W.. p p o 0 0 0 o p a o p O o 0 o a 1 O O o 0 0 o a o v o a o v a o 0 p p O a o 0 a O a o a o o a o O a o O v O o o O p a 0 0 0 a o a I •4 EA ¢a¢a¢¢aCLCLIL0.aIL(Lm9.a.a O a 0 0 a o 0 0 0 a O 0 a 0 o v o 0 d CD Gr Or Or 3 W ti M O? O N N M d in O N 00 Qi a N d d D tl s ib i o x s E �gg V � m� -- N e ic.4 W ac, o a °ate of ct. I �r Q tc`4� Co �� 4 +, E f i I. ' 9 o€ ioi o;o N. Ci / El (/( �^ E |m�Z < \2 \$! t Q � z y Q C s J LL VQ= � �J 4 � C Q i w r@ o� H 3 a� L L C LL F `c N lC r a� V] r m M r n u� r r v w a a } N r w } ao n ah +Jt V! VF C vi o0 N O1 O N aJ' vy yr yr o in o in n m °a 0000 io d' ci O n O M n N O tl �p uj ri O' O U] O fl1 0 0 o c m N O M1 LO N N pmj tM10 O M umi ti o V N N CL o N N O M1 ry �1 N e n N rl 00 in n a a o 0 pp p O N a oa o M N i- a a a W Q E m x w � w � w � w � � a z w w z � O m n o H OC 4 } N ~ m o o rn N lC r a� V] r m M r n u� r r v w a a } N r w } ao n ah +Jt V! VF C vi o0 N O1 O N aJ' vy yr yr o in o in n m °a 0000 io d' ci O n O M n N O tl �p uj ri O' O U] O fl1 0 0 o c m N O M1 LO N N pmj tM10 O M umi ti o V N N CL o N N O M1 ry �1 N e n N rl 00 in n a a o 0 pp p O N a oa o M N i- a a a W Q E m x w � w � w � w � � a z w w z � O m Dougherty & Company LLC Founded in 1977, Dougherty & Company LLC is a full service investment baking firm that offers, along with its affiliates Dougherty Funding LLC and Dougherty Mortgage LLC, a wide array of products and services to institutions and individuals nationwide. Built on the strength of its investment banking practice in public finance, the firm has diversified over the years and added expertise in real estate finance, project finance, leasing, corporate finance and equity capital markets. Dougherty & Company provides investment banking underwriting and financial advisory services to more than 300 state and local governmental, non profit and corporate clients in 39 states. Through its retail sales force of 60 salespeople and eight traders Dougherty & Company serves the needs of individual investors with bonds, stocks, managed money and insurance products. Annual Appropriation Lease financing Under Minnesota and Federal statutes, the Economic Development Authority of the City of West St. Paul has the ability to issue tax- exempt Lease Revenue Bonds for the project. The payment of the Lease Revenue bonds would be subject to an annual appropriation of the City of West St. Paul and would be supported by revenues generated from the project. The bonds do not constitute a debt of the City and do not require a referendum. The bonds would require authorization by the FDA and ratification by the City, as well as a lease purchase agreement between the entities. F Dougherty & Company recently completed financing for the Economic Development Authority of Vadnais Heights for a similar project. The bond financing in April was very successful, generated $24.8 million of bonds for all project costs and reserves and enjoyed extremely low interest rates at an average rate of 4.91% over 31 years. We worked closely on this project with Briggs & Morgan, bond counsel to the City of West St. Paul. Summary of potential financing We bave reviewed current financial information of the City of West St. Paul and confirmed the City's outstanding AA bond rating from Standard & Poor's. Based on that information, we expect a Lease Revenue bond subject to annual appropriation would be rated AA- and receive favorable interest rates in the current bond market, Potential f nancing results Sources: i Tax- exempt Lease Revenue bonds $12,515,000 Taxable Lease Revenue bonds 360,000 Total: $12,875,000 Uses: Total project costs $11,000,000 Fully funded Debt Service Reserve 890,000 Capitalized interest during construction 430,000 y Bond issuance, finance, legal costs 555,000 9 Total: $12,875,000 Average interest rate: 5,21% for 30 years (a reasonable estimate based on current market; actual rates subject to actual bond offering.) Average annual debt service: $866,000 per year (based on interest rate and bond size assumptions) BRIGGS FEW` fv4 C7 Fi A May 7, 2010 W2200 First National Bank Building 332 Minnesota Street 5t.Paul MN 55101 -1396 tel 651.808.6600 fax 651.806.6 450 VIA E -MAIL JREMKUS CITYOFWSP.ORG Mr. John Remkus City Manager City of West St. Paul West St. Paul City Hall 1616 Humboldt Avenue West St. Paul, MN 55118 -3905 Re: Financing Options for Proposed Iee Arena Dear John: Mary L. Ippel (651)808 -6620 mippel @briggs.com Shannon Rusk and Mark Bigelbach asked me to prepare a letter describing the options under Minnesota law to finance an ice arena. There are four options to finance an ice arena. They are as follows: 1. The City has the authority to issue General Obligation Revenue Bonds backed by the full faith and credit of the City. However, because the mighty duck legislation has expired, in order to issue General Obligation Revenue Bonds, it will be necessary for the City to hold a special election on this question. If the election question passes, the City has the ability to issue General Obligation Revenue Bonds. 2. The City has the authority pursuant to Minnesota Statutes, Section 471.191 to issue bonds to finance the ice arena project. The bonds are payable solely from the income of the ice arena and may be secured by a pledge to the bondholders of all income and revenues derived from the ice arena as a first charge on the gross revenues thereof to the extent necessary to pay the bonds and interest thereon when due. The governing body of the issuer has the authority to covenant that it shall provide in its budget each year and levy taxes for any anticipated deficiency in the revenues available for the operation and maintenance of the ice } arena. However, the tax levy for operation and maintenance will be within levy limits. 3. The City has the authority pursuant to Minnesota Statutes, Section 471.191, Subdivision 3, to acquire the ice arena under a lease agreement for a term not exceeding 30 years vesting title in the City upon the payment of all amounts due under the lease agreement provided that the rentals under any such lease agreement shall be payable solely from the revenues of the ice arena. The governing body of the City has the authority to covenant that it shall provide in its budget each year and levy taxes for any anticipated deficiency in the revenues available for such operation and maintenance. Again, such levy is within levy limits. Briggs and Morgan, Professional Association Minneapolis 131 Paul I www.briggs,corn Member- Lex Mundi, a Global Association of Independent Law Firms 2506080vi B R I G G S A N D M O R G A N Mr. John Remkus May 7, 2010 Page 2 4. The City has the authority pursuant to Minnesota Statutes, Section 465.71 to acquire the ice arena pursuant to a lease with option to purchase agreement. The City must have the right to terminate the lease purchase agreement at the end of any fiscal year during its term. Unless terminated at the end of any fiscal year the lease is payable from any revenues available to the City including the revenues derived from the operation of the ice arena. If the City wants the ability to levy taxes, outside of levy limits, to make the lease payments in the event the ice arena revenues are insufficient, the City's Economic Development Authority (the "EDA ") has the authority to issue revenue bonds payable sololy from lease payments to be made by the City pursuant to the lease purchase agreement entered into between the EDA and the City. Under financing options Nos. 1 through 3, it will be necessary for ownership of the ice arena to be in the City and in the case of option No. 4, ownership will be in the EDA. However, the City may enter into a management agreement for the operation of the ice arena provided that the manager is a 501(c)(3) charitable entity or if the manager is not a 501(c)(3) charitable entity the management agreement must comply with the management contract rules of the Internal Revenue Code and regulations. Because it is proposed that there will be long -term ice agreements with various 501(c)(3) charitable organizations, it will be necessary for the bonds to be issued as qualified 501(c)(3) bonds. Therefore, the City must hold a public hearing, pay no more than 2% of the cost of issuance of the bonds from the bond proceeds and the bonds will be subject to rebate. In addition, it will be necessary for the City to determine that in the year the bonds are issued, it does not anticipate not issuing more than $10,000,000 of governmental purpose bonds and other qualified 501(c)(3) bonds. If you have any other questions, please do not hesitate to contact me. Very truly yours, / / IQY 14W Mary L. Ippel MLIljmc cc: Shannon Rusk (shannon @oppidan.com) Mark Bigelbach (markbigelbach @msn.com) 25060SOv1 EXECUTIVE SUMMARY AND RECOMMENDATION The feasibility study herein has studied many options and this report has finalized the findings for three options that best suit the objectives initially set forth. The three options are as follows: 1. Build an approximate 46,000 sf ice arena and approximate 80,000 sf seasonal field turf dome on the land vacated by the city's maintenance facility. z. Build an approximate 100,000 sf seasonal field turf dome on the land vacated by the city's maintenance facility and perform repairs and maintenance to the existing ice arena. 3. Build an approximate 100,000 sf seasonal field turf dome on the land vacated by the city's maintenance facility and perform repairs, maintenance as well as expand with new locker rooms and dryland training area. It is our recommendation that the City of West St. Paul select Option 1 for the following reasons: -The location is far superior to the existing ice arena, thus driving more participation from the community and outside community users. -More cost effective due to economies of scale with both rink and dome at same location. Cost savings on employees, utilities, construction, parking, etc. - Superior Accessibility and Visibility - Architectural statement for the City of West St. Paul - Significant Economic Impact to the City and existing City business owners - Partners the City with community members (schools, Senior Citizens, Athletic organizations, businesses) - Utilize newly available City land -Clean up undesirable corner -Job creation - Healthy amenity to improve quality of life for City of West St. Paul residents 10 Although Option 2 and 3 are fine alternatives to Option 1, many of the benefits listed above will not be realized. Remodeling and expanding your existing Ice Arena will add value to your existing users, but will likely not increase the ice rink user revenue. The addition of a domed facility under Option 2 and 3 will be a very positive amenity addition to the City of West 5t. Paul and will add a tremendous boost to the current community offerings. The total economic impact and overall community gathering benefits will not be as impactful and the economies of scale in development will not be realized. However, minimally, these are good alternatives to Option 1. i �3 3 .• PQ 1101 Victoria Curve I Mendota Heights, MN 55118 651.452.1850 phone 1 651.452.8940 fax www.mendota- heights.com m* CITY OF MENDDTA HEIGHTS DATE: July 16, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: Garage Code Discussion BACKGROUND At the June 18th city council workshop, a draft code amendment relating to garages was discussed. Staff was directed to further refine the proposal and bring it back to the next workshop. Attached is a revised code amendment that focuses on three areas: 1) Size of garage doors a. In this draft, the code is amended to state that 36 lineal feet of garage door is permitted. This is in line with variances that the council approved in 2012. More than 36 feet would be allowed by conditional use permit if it is not visible from a public street or surrounding residential property 2) Detached garage size a. The permitted detached garage size would increase from 440 square feet to 625 square feet. The size allowed by conditional use permit would increase from 750 square feet to 1,000 square feet. 3) Multiple garages a. In this draft, multiple garages (either two attached or one attached /one detached) would be allowed under the following circumstances: i. By conditional use permit, total garage space cannot exceed 2,125 square feet or the finished square footage of the principal structure, whichever is less. BUDGET IMPACT N/A RECOMMENDATION Staff recommends that the Mendota Heights City Council discuss this draft ordinance and provide direction to staff on how to proceed. C. Accessory Structures In All Residential Districts: 1. Private garages in all residential districts: a. Number: Only one private garage, either attached or detached, is allowed for each principal residential structure, except by Conditional Use Permit. By Conditional Use Permit, a residential property may include two attached garages or one attached and one detached garage. b. Size: (1) Attached private garage: (A) Up to one thousand two hundred (1,200) square feet is permitted. (B) More than one thousand two hundred (1,200) to one thousand five hundred (1,500) square feet is allowed via a conditional use permit. (2) Detached private garage: (A) Up to six hundred twenty five (625) square feet is permitted. (B) Four "u"" -'eld f9i4 y (440) More than six hundred twenty five (625) square feet to °°v°^ "u -red fifty /'F^` to a maximum of one thousand (1,000) square feet is allowed via a conditional use. 3) Total aaraae space: In no case shall total aaraae sauare footaae on anv sinale family or two family parcel exceed two thousand one hundred twenty five (2,125) square feet or the finished square footage of the principal structure, whichever is less. The size of the garage and accessory building shall be based on the foundation of said structure(s), irrespective of interior floor space. PRIVATE G,ARAGE SIZE STANDARDS (delete table) IN Al I REMENTI41 DISTRICTS 44 0n tAr -.hca rlo4 4 c. Standards For Private Garages In All Residential Districts: (1) Floor Of A Garage: In all R districts, the floor of a garage shall be at least one and one -half feet (11/2') above the street grade at the curb unless a deviation is granted by the public works director upon determination that a lower elevation is appropriate. (2) Garage Doors: No more than thirty six (36) lineal feet of garage door, measured horizontally, may be installed to provide access to any private garage structure or other accessory buildina saace on a sinale or two - familv residential Droaerty —a shall he permitted. More than thirty six (36) lineal feet of garage door may be Provided by Conditional Use Permit when such additional garage door exposure is not visible from a public street or from surrounding residential property. (3) Height: No garage doors over nine feet (9') in height shall be permitted. (4) Use: No use of the garage shall be permitted other than private residential noncommercial use. 2. Accessory structures (other than detached, private garages) in all residential districts: a. Number And Size - No detached accessory building shall exceed the following size allowances in Subp.0) and Subp. (2) : (1) Property is four (4) acres or less *: One accessory structure with the area not to exceed one hundred forty four (144) square feet is permitted. (2) Property is more than four (4) acres *: Total area cannot exceed four hundred twenty five (425) square feet as a permitted structure, provided: (A) No single structure shall exceed two hundred twenty five (225) square feet. (B) No more than three (3) accessory structures may be erected. *In computing the area of the property on which an accessory structure is to be located, any part which is a lake or a wetland, as defined in any city ordinance or by state or federal law, any part which is subject to an easement for a street, alley or private roadway, and any part which is in the critical area and below the "bluff line ", as defined in chapter 3, "Critical Area Overlay District ", of this title shall be excluded. (3) A detached accessory building which is not a private garaqe may be constructed larger than the allowances in this section by Conditional Use Permit, provided that in no case shall such building be larger than one thousand (1,000) square feet of total floor area. Such building shall be considered a garage if it is used to house /store /park motor vehicles, and /or if it is equipped with any access door of greater than six feet in width. b. Through Lots: All accessory buildings greater than one hundred forty four (144) square feet on through lots located in R districts shall require a conditional use permit.