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11/29/1994
TENTATIVE AGENDA ADJ.REG.SESSION SHAKOPEE, MINNESOTA NOVEMBER 29, 1994 LOCATION: City Hall, 129 Holmes Street South Mayor Gary Laurent presiding 1] Roll Call at 5 :30 p.m. 2] Property Tax Levy 3] Other Business 4] Adjourn HOUSING & REDEVELOPMENT AUTHORITY ADJ.REG.SESSION NOVEMBER 29, 1994 1] Roll Call at 5 : 30 p.m. 2] Other Business 3] ` Adjourn COMMITTEE OF THE WHOLE NOVEMBER 29, 1994 1] Roll Call at 5 : 30 p.m. 2] Community Center Phase I - Final Report 3] Other business a. b. 4] Adjourn Dennis R. Kraft City Administrator TO: Dennis R. Kraft, City Administrator FROM: Gregg Voxland, Finance Director RE: Property Tax Levy DATE: November 23, 1994 Introduction and Background The proposed property tax levy has resulted in increases in residential taxes higher than anticipated. Council's goal was basically no increase in residential tax bills. There are several reason for the situation, all beyond Council's control. Due to the cancellation of a debt service levy, the elimination of the ambulance subsidy and more money available from SPUC (new service area contribution) , Council can make budget adjustments to enable a zero increase in the gross tax levy from 1994 to 1995. Attached are several documents. "A" is the tax capacity formulas. "B1 & B2" is the impact on selected parcels of the proposed tax levy on which the tax hearing notices are based. "C" is the impact on the tax levy of making the changes mentioned above and "Cl & C2" is the resultant tax bill for selected parcels. "C" is the same gross tax levy as pay 1994. Action Requested Direct staff to make budget changes to result in a zero increase in the gross tax levy for pay 1995 taxes in preparation for the tax levy hearing. A Shakopee Assessed Value and Taxes Payable Assessed Value Formulas Residential Properties - Homestead 1987/88 1st 68,000 @ 17.00% excess @ 28.00% Tax Capacity Formulas Residential Properties 1989/90 1st 68,000 @ 1.00% 68-100K @ 2.00% excess @ 3.00% 1990/91 1st 68,000 @ 1.00% 68-100K @ 2.00% excess @ 3.00% 1991/92 1st 72,000 @ 1.00% 72-115K @ 2.00% excess @ 2.50% 1992/93 1st 72,000 @ 1.00% excess @ 2.00% 1993/94 1st 72,000 @ 1.00% excess @ 2.00% 1994/95 1st 72,000 @ 1.00% excess @ 2.00% Assessed Value Formulas Commercial Properties 1987/88 1st 60,000 @ 28.00% excess @ 43.00% Tax Capacity Formulas Commercial Properties 1989/90 1st 100,000 @ 3.30% excess @ 5.06% 1990/91 1st 100,000 @ 3.20% excess @ 4.95% 1991/92 1st 100,000 @ 3.10% excess @ 4.75% 1992/93 1st 100,000 @ 3.00% excess @ 4.70% 1993/94 1st 100,000 @ 3.00% excess @ 4.60% 1994/95 1st 100,000 @ 3.00% excess @ 4.60% See examples on following pages. Shakopee Assessed Value and Taxes Payable ' Residential Tax EMV Tax Cap. City City Parcel Year Value Value Tax Rate Tax 27-004147-0 1988/89 63,400 1,376 15.008% 206.51 1989/90 66,600 666 16.929% 112.75 1990/91 68,900 698 23.426% 163.51 1991/92 68,900 689 23.979% 165.22 1992/93 72,000 720 28.162% 202.77 1993/94 72,000 720 27.104% 195.15 1994/95 77,000 6.94% 820 13.89% 26.522% 217.48 11.44% 27-037013-0 1988/89 74,800 1,646 15.008% 247.03 1989/90 79,100 1,062 16.929% 179.79 1990/91 79,100 902 23.426% 211.30 1991/92 79,100 862 23.979% 206.70 1992/93 83,200 944 28.162% 265.85 1993/94 83,200 944 27.104% 255.86 1994/95 89,000 6.97% 1,060 12.29% 26.522% 281.13 9.88% 27-033005-0 1988/89 85,800 1,921 15.008% 288.30 1989/90 90,100 1,122 16.929% 189.94 1990/91 90,400 1,128 23.426% 264.25 1991/92 90,500 1,090 23.979% 261.37 1992/93 92,200 1,124 28.162% 316.54 1993/94 92,200 1,124 27.104% 304.65 1994/95 98,700 7.05% 1,254 11.57% 26.522% 332.59 9.17% 27-015004-0 1988/89 112,700 2,695 15.008% 404.47 1989/90 118,600 1,878 16.929% 317.93 1990/91 120,200 1,826 23.426% 427.76 1991/92 120,200 1,710 23.979% 410.04 1992/93 126,900 1,818 28.162% 511.99 1993/94 126,900 1,818 27.104% 492.75 1994/95 135,800 7.01% 1,996 9.79% 26.522% 529.38 7.43% 27-015006-0 1988/89 129,400 3,246 15.008% 487.16 1989/90 135,800 2,394 16.929% 405.28 1990/91 136,900 2,327 23.426% 545.12 1991/92 136,900 2,128 23.979% 510.27 1992/93 153,800 2,356 28.162% 663.50 1993/94 153,800 2,356 27.104% 638.57 1994/95 164,600 7.02% 2,572 9.17% 26.522% 682.15 6.82% aZ Commercial Tax EMV Tax Cap. City City Parcel Year Value Value Tax Rate Tax 27-001162-0 1988/89 46,200 1,525 15.008% 228.87 1989/90 47,400 1,564 16.929% 264.77 1990/91 53,500 1,712 23.426% 401.05 1991/92 52,100 1,615 23.979% 387.26 1992/93 52,100 1,563 28.162% 440.17 1993/94 54,000 1,620 27.104% 439.08 1994/95 59,400 10.00% 1,782 10.00% 26.522% 472.62 7.64% 27-001205-0 1988/89 256,400 11,511 15.008% 1,727.57 1989/90 265,400 11,669 16.929% 1,975.45 1990/91 302,700 13,234 23.426% 3,100.20 1991/92 291,900 12,215 23.979% 2,929.03 1992/93 288,100 11,841 28.162% 3,334.66 1993/94 293,600 11,906 27.104% 3,226.89 1994/95 323,000 10.01% 13,258 11.36% 26.522% 3,516.29 8.97% 27-087008-0 1988/89 270,500 12,251 15.008% 1,838.63 1989/90 281,100 12,464 16.929% 2,110.03 1990/91 295,900 12,897 23.426% 3,021.25 1991/92 284,300 11,854 23.979% 2,842.47 1992/93 332,000 13,904 28.162% 3,915.64 Income 1993/94 342,800 14,168 27.104% 3,840.09 " 1994/95 377,000 9.98% 15,742 11.11% 26.522% 4,175.09 8.72% 27-105001-0 1988/89 1,123,800 57,050 15.008% 8,562.06 1989/90 837,400 40,612 16.929% 6,875.21 1990/91 837,400 39,701 23.426% 9,300.36 1991/92 837,400 38,126 23.979% 9,142.23 1992/93 837,400 37,658 28.162% 10,605.25 1993/94 848,800 37,445 27.104% 10,149.09 1994/95 933,600 9.99% 41,346 10.42% 26.522% 10,965.68 8.05% 27-054001-0 1988/89 5,467,900 285,115 15.008% 42,790.06 1989/90 4,500,000 278,579 16.929% 47,160.64 1990/91 4,501,700 221,084 23.426% 51,791.14 1991/92 4,517,700 212,941 23.979% 51,061.12 1992/93 4,532,400 211,323 28.162% 59,512.78 1993/94 4,575,200 208,859 27.104% 56,609.14 1994/95 4,575,200 0.00% 208,859 0.00% 26.522% 55,393.64 -2.15% C- City of Shakopee Pay 95 tax levy REF 93/94 94/95 Change 1 2 General Fund 2,535,243 2,535,243 3 Est. Value growth 4.0% 101,410 4 TIF # 4 Closure 1.7% 43,099 5 6 Total General Fund 2,535,243 2,679,752 144,509 5.7% 7 8 Debt Service 9 1986A Imp 36,114 10 1986B Imp 33,839 32,092 11 1987A Imp 779 12 1988A Imp 16,684 17,332 13 1990A Imp 136,465 137,729 14 1991A Imp 13,172 39,086 15 1992A Imp 33,629 33,747 16 1993B Imp 0 17 18 Total Debt Service 270,682 259,986 (10,696) 19 November changes 20 Cancel Debt levy 17,332 21 Increase SPUC transfer 100,000 22 Cut Ambulance 33,000 23 (150,332) 24 25 Total Levy 2,805,925 2,789,406 (16,519) -0.6% 26 27 Fiscal Disp Dist (318,000) (280,610) 37,390 28 29 Net Levy to spread 2,487,925 2,508,796 20,871 0.8% 30 31 Allowance for Uncoil. (64,044) (55,788) 8,255 32 33 Budget Amount 2,423,882 2,453,008 29,126 1.2% 34 35 General Fund 2,423,882 2,210,354 36 Debt Service Funds 0 242,654 Shakopee Assessed Value and Taxes Payable - / Residential Tax EMV Tax Cap. City City Parcel Year Value Value Tax Rate Tax 27-004147-0 1988/89 63,400 1,376 15.008% 206.51 1989/90 66,600 666 16.929% 112.75 1990/91 68,900 698 23.426% 163.51 1991/92 68,900 689 23.979% 165.22 1992/93 72,000 720 28.162% 202.77 1993/94 72,000 720 27.104% 195.15 1994/95 77,000 6.94% 820 13.89% 25.023% 205.19 5.15% 27-037013-0 1988/89 74,800 1,646 15.008% 247.03 1989/90 79,100 1,062 16.929% 179.79 1990/91 79,100 902 23.426% 211.30 1991/92 79,100 862 23.979% 206.70 1992/93 83,200 944 28.162% 265.85 1993/94 83,200 944 27.104% 255.86 1994/95 89,000 6.97% 1,060 12.29% 25.023% 265.24 3.67% 27-033005-0 1988/89 85,800 1,921 15.008% 288.30 1989/90 90,100 1,122 16.929% 189.94 1990/91 90,400 1,128 23.426% 264.25 1991/92 90,500 1,090 23.979% 261.37 1992/93 92,200 1,124 28.162% 316.54 1993/94 92,200 1,124 27.104% 304.65 1994/95 98,700 7.05% 1,254 11.57% 25.023% 313.79 3.00% 27-015004-0 1988/89 112,700 2,695 15.008% 404.47 1989/90 118,600 1,878 16.929% 317.93 1990/91 120,200 1,826 23.426% 427.76 1991/92 120,200 1,710 23.979% 410.04 1992/93 126,900 1,818 28.162% 511.99 1993/94 126,900 1,818 27.104% 492.75 1994/95 135,800 7.01% 1,996 9.79% 25.023% 499.46 1.36% 27-015006-0 1988/89 129,400 3,246 15.008% 487.16 1989/90 135,800 2,394 16.929% 405.28 1990/91 136,900 2,327 23.426% 545.12 1991/92 136,900 2,128 23.979% 510.27 1992/93 153,800 2,356 28.162% 663.50 1993/94 153,800 2,356 27.104% 638.57 1994/95 164,600 7.02% 2,572 9.17% 25.023% 643.59 0.79% C 2..- Commercial Commercial Tax EMV Tax Cap. City City Parcel Year Value Value Tax Rate Tax 27-001162-0 1988/89 46,200 1,525 15.008% 228.87 1989/90 47,400 1,564 16.929% 264.77 1990/91 53,500 1,712 23.426% 401.05 1991/92 52,100 1,615 23.979% 387.26 1992/93 52,100 1,563 28.162% 440.17 1993/94 54,000 1,620 27.104% 439.08 1994/95 59,400 10.00% 1,782 10.00% 25.023% 445.91 1.55% 27-001205-0 1988/89 256,400 11,511 15.008% 1,727.57 1989/90 265,400 11,669 16.929% 1,975.45 1990/91 302,700 13,234 23.426% 3,100.20 1991/92 291,900 12,215 23.979% 2,929.03 1992/93 288,100 11,841 28.162% 3,334.66 1993/94 293,600 11,906 27.104% 3,226.89 1994/95 323,000 10.01% 13,258 11.36% 25.023% 3,317.56 2.81% 27-087008-0 1988/89 270,500 12,251 15.008% 1,838.63 1989/90 281,100 12,464 16.929% 2,110.03 1990/91 295,900 12,897 23.426% 3,021.25 1991/92 284,300 11,854 23.979% 2,842.47 1992/93 332,000 13,904 28.162% 3,915.64 Income 1993/94 342,800 14,168 27.104% 3,840.09 1994/95 377,000 9.98% 15,742 11.11% 25.023% 3,939.14 2.58% 27-105001-0 1988/89 1,123,800 57,050 15.008% 8,562.06 1989/90 837,400 40,612 16.929% 6,875.21 1990/91 837,400 39,701 23.426% 9,300.36 1991/92 837,400 38,126 23.979% 9,142.23 1992/93 837,400 37,658 28.162% 10,605.25 1993/94 848,800 37,445 27.104% 10,149.09 1994/95 933,600 9.99% 41,346 10.42% 25.023% 10,345.95 1.94% 27-054001-0 1988/89 5,467,900 285,115 15.008% 42,790.06 1989/90 4,500,000 278,579 16.929% 47,160.64 1990/91 4,501,700 221,084 23.426% 51,791.14 1991/92 4,517,700 212,941 23.979% 51,061.12 1992/93 4,532,400 211,323 28.162% 59,512.78 1993/94 4,575,200 208,859 27.104% 56,609.14 1994/95 4,575,200 0.00% 208,859 0.00% 25.023% 52,263.05 -7.68% C.O # MEMO TO: Dennis R. Kraft, City Administrator FROM: Barry A. Stock, Assistant City Administrator RE: Community Center Phase I - Final Report DATE: November 23 , 1994 INTRODUCTION: On October 4, 1994 the Shakopee City Council authorized the appropriate City officials to execute a consultant agreement by and between Lifetime Fitness and the City of Shakopee to complete a variety of work tasks associated with the Shakopee Community Center Project . Lifetime Fitness has completed their analysis and will be at the November 29th Committee of the Whole meeting to present their findings. BACKGROUND: Attached is the final report that was submitted by Lifetime Fitness for the planning and design services associated with the proposed Community Center Project . Rather than attempt to analyze all the written material as submitted, and come to a conclusion, staff has selected to wait until the formal verbal presentation is complete. Following the verbal presentation, it would be appropriate for City Council to ask any questions that they have with respect to the report findings . It is certainly possible that additional information maybe needed in order to reach consensus on which direction the City should proceed on this issue. Since the information packet was not received until late on Wednesday, staff has not had adequate time to analyze the data and develop a recommended course of action. However, I have given some thought to several possible alternatives which are listed below. ALTERNATIVES: 1 . Request Lifetime Fitness to perform additional services to more adequately address questions that are still unanswered. (If these services are beyond the scope of the initial contract for services, compensation should be discussed. ) 2 . Direct the appropriate City officials to enter into an agreement with Lifetime Fitness to provide architectural design services for the Shakopee Community Center Project consistent with the project components as determined by City Council . 3 . Direct the appropriate City officials to solicit proposals from various architectural firms to complete design services for the Shakopee Community Center Project consistent with the project components as determined by City Council . 4 . Discontinue discussion of a Community Center Project for the City of Shakopee at this time . 5 . Table pending further information from staff. ACTION REQUESTED: Provide staff with direction on how to proceed with this issue. LIFE r= 1 _71.. __= =_ .= SHAKOPEE COMMUNITY CENTER DESIGN/COST BREAKDOWN/PRO FORMA I I 1 I I 1 I Prepared by: LIFE TIME Fitness 11-21-94 6442 CITY WEST PARKWAY,SUITE 275 • EDEN PRAIRIE • MN • 55344 • PHONE 612.947.0000 FAX 612.947.0077 I I PREFACE The following analysis will examine the Shakopee Community Center in two components: 1 - the ice arena 2 - construction cost breakdown A proposed design is also submitted to further demonstrate how this entity can be built in two phases (if so required). As expected, all figures in this study are estimates. However, these estimates have been carefully researched and are as close to actual figures as can be determined at this stage. I I I 1 I 1 i I I r 1 1 ICE ARENA I When LIFE TIME Fitness was initially assigned to perform this study,the ice arena was presented as approximately a 10,000 square foot entity. Further studies showed that a typical ice arena is approximately 36,000 square feet. This finding by itself has changed the scope of the project. Considering the number of ice rinks built in recent years,the hours of operation for these arenas have become more and more limited to the peak hours (2-10:30 p.m. weekdays and 16 to 18 hours each weekend day). The total use of a typical ice rink in the Twin Cities' area is approximately 1000 hours per five to six month long season. Ice time costs approximately $100/hour. At this rate, total revenue would be$16,000- $20,000 each month of the season. With utility, maintenance and operation costs, this figure will not be able to keep the ice arena profitable. I I I I I I I I I I I 1 2 1 111 CONSTRUCTION COST BREAKDOWN Since it has been determined that the actual size of the ice rink is approximately 36,000 square feet, the total size of the whole facility is determined to be about 96,000 square feet. Therefore, the cost breakdown for this facility is shown in two stages: 1 -the facility without the ice arena 2 -free standing ice rink only FACILITY WITHOUT THE ICE ARENA (60,000 square feet) Construction costs at$80/square foot(consulting fee included): $4,800,000 Equipment: $ 400,000 Working capitol: $ 400,000 Marketing: $ 200.000 $5,800,000 I FREE STANDING ICE ARENA Cost of ice arena at$50/square foot(including site preparation): $2,000,000 •I I I I 3 w ri a 41 0 1 Q. m 0 N Q cr o o— ,_ ° 0 4) I m r1 pQ �.._.I 2° CD v / I 1N\ {11 1 I I/ i I 1 I II I I I I :o / \__ s 1 1 1: / I I r I l ++ 1 I / I °^ I I I I i L__L D_-__1���I I e 1 1 1 J ! a / 2 / -k::_••• " 2 I l 1 gi _o / f L 1 1 0 l I� , , ''\ �� f 1 I 6� I 1 1°c9 la , i ! i t� II `0 I coq Ip I �' II 1 II f W I FW.� S LIJ q .... .,2 LI- \ ...‘ ‘ I I o \ �N. \�° \ I♦ \ \• \ I a9c • 1 I, 1 4. 1 •. ,6o // Is• v ,\.„ • • • • i jiff • I \ \::\ :\ p \ ,09% � 3r5 c• air 7 • ¢ :: • • • • �." \ \ \ /• Jam; \\ �� 4: \\ a • a • S ' -- ' s•$ \ < N \ t ' \ lu — / \ is Iy• Hifi • ss "\\4,\,, \ \� \ I o Npc a \ \\ i \ \\ 1 I I b o \ \ I '\, p\\ \y \ I \ \ \\ II EI loo_o I Ow / n ,/ o1,r\ 1 \` \ \ \ \ \ 1a�tLs 1\ 0an / ` I LL ON HSd'D \ I\ 'O 1 \ —\1—1— \1—� d l ' \ 1101 \\ li I / pO- ihii t I 1 a) 4.... c a) a) a a) O I Co) 03 C CO CD 0 of L E >I aQ •4=1#i1i lpO co Ui 1 i _ N; 1 TT I TQ Q TT Q 6 2- 1 �� 1 . 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N C t0 N .2 a) _ W y LL N l01 O) r Z C m S C Y IL1 0) Z ' rr;���II1 0) m ._m Ceu N co ",,,I' W C m (0 co Q [07 co cC K T'O V ``�� o . m . c = = HNcu) a me CCcy aS ( g 01 w cam w I! m m m > m z . C z a H a)a1j ro a LL m a)4 v 0 to 3 c Q. d m m c� a) mcc w > a C~ E � '^rn4 mW �sU �a c �Q= w O �w O w Q t Q CC W KIII • N Tig V C C3 O) 010.C C m C W (O W CO Q v '3 Tel ZM a� c05c S I-•Eema= cl,t6_ m g 0 LU �w0E01 0 gtu) @0-UES ES O W I.D. cU _ W 3.c (0 cue 05" feE c � Q Ivuo m� id Tam fHe.02-5 M2c_ m > ma`1 a O anti N w2Q10- QQ �2 H1`�1-CC p -- I.-a0a000OOUa�w2�� a1-m=s O 0 17 m m CO 1 Q f- 0 I- Z Q J .. LIFE SHAKOPEE _ COMMUNITY CENTER "MARKETING STUDY" I I I I I I I I Prepared by: LIFE TIME Fitness 11-21-94 1 6442 CITY WEST PARKWAY,SUITE 275 • EDEN PRAIRIE • MN • 55344 • PHONE 612.947.0000 FAX 612.947.0077 INDEX PAGE ' Preface 1 1 - Competition 2 2 - Population 4 3 - Income 5 ' 4 - S.E.S.I. (Socio-economic Status Indication) 6 5 - P.S.E. (Total Employment) 7 6 - Auto Traffic 8 7 - Main Traffic Arteries 9 ' 8 - Accessibility 10 ' 9 - Visibility 11 10 - Cost 12 Survey Study Results 13 ' Conclusion 14 1 1 1 1 1 LIFE 1 PREFACE The following study was conducted by LIFE TIME Fitness for the City of Shakopee to analyze the possibility for success of the city's proposed community center. To do so, LIFE TIME Fitness has used a system called"Advanced Site Selection Criteria". ' This system was developed by LIFE TIME Fitness to study any given location by analyzing ten essential criteria for each site. Each criteria has been given a score between zero and five. The score of each criteria is then multiplied by a factor determined based on the importance and priority of that criteria. The ten criteria studied in this report are as follows: ' 1 -competition (1, 3 and 5 mile radius) 2 - population (density) ' 3 - income 4- S.E.S.I. (socio-economic status indicator) 5 - P.S.E. (private sector employment) ' 6 - auto traffic (on roads immediately adjacent to the site) 7 - main traffic arteries (freeways, major roads) 8 - accessibility(how easy is it to get to the site) ' 9 - visibility 10- cost (of land) ' In conclusion, this particular site has been given a final score which determines whether or not the community center will be a successful venture. This report also will include a telephone survey done by LIFE TIME Fitness. The survey includes responses given by 385 Shakopee ' residents. (Note: 500 contacts were made and 115 residents showed no interest in cooperating with the survey). • 1 6442 CITY WEST PARKWAY,SUITE 275 • EDEN PRAIRIE • f'1N • 55344 • PHONE 612.947.0000 FAX 612.947.0077 1 1 - COMPETITION 1 The proposed site will be in direct competition with two community centers. To the north 1 approximately six miles is the Chaska Community Center. To the south approximately five miles is the Dakota Sports and Fitness facility. 1 Neither one of the two centers enjoy a complete and efficient fitness facility. At a glance this may indicate that the Shakopee Community Center may gain the edge with a better fitness facility. However, the survey results indicate only 35% of the population (that has an interest in 1 such a facility), would be interested in a more complete fitness center. 103 residents reported an interest in fitness/aerobic facilities with one other feature, and 30 residents reported interest in all of the services. Conclusion: The total score for the competition category: 3 - 5 mile radius: 3 5 - 7 mile radius: 3 1 1 1 1 1 1 i 1 1 1 2 i .--- - u • ---,-. I L. - q . •• NDRTII ARM ,9 _it 0 •x 4. ST.„?' 13 . • it • , 'Ilb •,,* ,AALANt ,,,c., i .,,z :,,,14494, ...,, .Y , ,:sp.s,._ 91 i,,,,,,,k,1 4:I:if''‘1 k I.l I ,.1 I .''''.'...). ''''''' .. .., 6..' k I"1/ IA/i PV ' .'' 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E R *, l'. iIKEL. s y0%,,milutZ.a.000.':,, e ,!‘‘EW, ,A,. .3' i ,1.0.."44, WhICO.RD.'., INNR S„...,R i,ii,,,... - , 190TH ST --.,-- 4 , LATH ' . ' (1 r IN pi2%2 ; ''U, „c k"Ir i- . REgiosu g 1 Qs LN. (111 -• '-'"'"e x a e ,f -.5. E • • c. ,EY 7 i ''';' 4 - 3 8.;'A$0'6•1 -3 IPARK i , , /191 -- _ _ST. W. s‘ ' v •••',7....••"'",....2, 1 .r TH ST Li.• cc5."::0- ' 'COUNTY _RD. 68 '"--- :;,i's.s R'ffs,;-,f....., • 4 E. PT; E.! 90T ,.... I 2, . ..,. .. . i. glE „,9401 'Le rE• 0 .ink, ,T,.: ,:t 1.85TH ST W., '. 0 lANCFS f_,..r 1 • gm "i0711100 z g 95TH S .W. ,, .* sl _ ebmwm°1:5TH;.T. . 1•1 - R0.54: ipti...-1 << L.+ 35T/opP71.-, Alf- ,i, 200ss AO . g•'• -- 'P, I -. L ETU" ib ,, SS E. I N9.-‹-,--%.1 ko-Ag•s'yc'.Irrll4L%'NeVt.,i.,t1c.,7,e..r.0,.>i52:aI u.'i .,I. ,p,..,s+'o1",....o1n0,,-,, . ) St E. _.1'.'.11.,141h0,0I5 II -• .20 1,-,,ST 2.I1 . a..,l.1..r3;•:1,I54r0-.:k2:I10JTe-H4b7;7:..1..':iir'fTit.C.lOokte-ti 2',.o,s 2.N680 oetLyda : 1 0. ISTI IK lal '111 r'g Aft 'f. la alLNIFIAis ANN I ° • 6 : ' CD It r '' -ViPk 215TH t ''---'--' 4 z• .2 ,.'‘g 1 I z ''''".._ .., 4,,,;...-pprim RD. ove,-!(!) a.. ,•• up • to Pli mmit.1- 3"<f. Ir41111 r`- P , 4 * .ii BLVD w s .. 2213111ST. MT"fil.-^....,e, AA, .1. • 2 SDI... ,untlem tro 218TH ST.. ., ST.W.• e r.na / st ,,z,..w. I.14, - _4 Art '.: 2 1101 '''LL: i - • "i"1'7 - 3--.1?Ar 22 Jsr, - ,rill F 6•-• 4'07. d1 11064 1,,,111/111 was . ill' ..w • of..I., .A.,.A., . 22 1557. af d .' , OSSA '•"••• -060- i = = 40-. ' • 2KIAL p NK *4 "is ' ' .14./ 28tH th E LJ10. KA- < -111".1 - - '1.11111 's ' ,, •- it b ,. .... ,r.. HST 230111 ST, E. .1 L•154 ;t ' grpd.- _i__. co._,,,,___, ,--. -.,,• . _ . .. • t.,.. I 230TH ST.W. .. .4 23°T" ..1. ' 2.; -:.: •! kl ,,s'' “, ,,,,,,, ?...i I 233M;ST E. 2C3OOUTNHT 7,-..r. t N Fr':IN4 4'' WIPE* " ' g ;r.w 4H• 24. ' HE EN A ' Itkizet - ST.W. i ' ' ' 240TH.-T.W.s , . . •., , . 11'9 2: T.-E''CO 7-•be" e6_,.,. 1 ' 3.4-+ST.....E.._.:_,-+ 33R0 ST.E. '.1.. 240TH ST. . I 8 izte ' z `D ff, 1 240TH ST. W. I CV COU Y RD .. ''.62 ••• --- , '23A5MT"H;TT.1/4. 22 ST.W. V .41 >' F.J., 245TH ST W. ssr .245TH ST.- W. • .. , Ir., , _. mat. • I . L•th-- It • , f OM- K E.tt yz.,.hti RD. 56 t.i•W 171 B2E4A5RT0..11111V44,Int;i, ;I...110111re,v7.lew. i 1 i, in._ I 0 Be 'diet_ki p. „,, I a) 'Ai .. -,,, 2,,j)I :La ST, -,,., 250TH I 255TH S . 257TH rn .7 1 > II T 1 2 -•ST. s.9;14' ;',TH T.• S L'ATSIDO S E. ARGF3401; ' r,15- *il 7 z 2551 T.,, <2ilmI L.' ,..r.„ A.,_, , • > s= T.w w .0 . 6 6 , . mar - i w ' 1 0 co.1„ i, , , ,....1 263R.ST.E. 60TH: 265TH ST _. 0 • . ..,.. • ., .5 '''' 2 .I' ''''' ' 4 ii =• ..TS- ST Ea m.sr z III. ‘,1111.1,1... 265;11.4 S „, _s.. '- > Ili... a * ,, 70 H S 40•fr g i r1,, y ) . rwp 2,7.0714. ST 3 270TH ST.E.., , .‘el 1 4 --- ts,,al.„ . .7, >ac • c. II,,,";4.• 1.1 ' 275111ST. 4'. ' 1 )LTa rIE... /112757 ST. 1177,11tit L. 1`? 2 ! 272RD ,a i i •' 4. 5 », i T U ' ;1 '" ..i "!"..."''' • ,.. .. . .. . _ . 82 5TH ST lc ,,,• .... ' -L--,, .- . 3 i :i 2 - POPULATION I In this category a population score cannot be determined only by analyzing one, three and five ' mile density. On one hand the presence of the river to the north, which represents a mental barrier, limits the I population count. And on the other hand lack of immediate competition in the cities of Jordan and Bell Plain and the presence of Highway 169 increase the size of the effective market by a very narrow margin. Conclusion: The effective population market can be assumed to be approximately 15,000 people. The total score for the population category: 0 1 1 1 1 I 1 4 3 - INCOME I According to "Provisional Population Estimates", a report accumulated by the Metropolitan ' Council in 1993 for Scott County (based on the 1990 census), the median household income for the area is estimated at above $40,000 annually. ' Conclusion: The total score for the income category: 5 1 I 1 1 i5 4 - S.E.S.I. (Socio-economic Status Indication) ' According to a Donnely Marketing Report, the 1994 S.E.S.I for the city of Shakopee and its five mile radius, south of the river, is estimated at 59. This indicator is determined not only by income but also by the lifestyle and general interests of the population. The National Average has been marked at 50. Therefore, a score of 59 is considered slightly above average and not too impressive for our purpose. Conclusion: The total score for the S.E.S.I. category: 1 1 I i 1 6 5 - P.S.E. ' (Total Employment) Total number of employees within a five mile radius is estimated at 6274 and the total number within a three mile radius at 5482. This figure (determined by"Strategic Mapping Inc."), is far below our requirement to obtain any score. I Conclusion: The total score for the P.S.E. category: 0 1 1 I I I I I 1 7 6 - AUTO TRAFFIC In this category, the potential market is affected by the number of cars traveling on adjacent roads to the site (County Roads 77 and 79). In order for these cars to increase the size of the potential market, neither their origin nor their destination should be in the immediate area (since in either case they would be included in either the population or employment section). Considering the fact that the site is surrounded by residential and farm land, the "Auto Traffic Count" is negligible and in this category no score can be assessed. I Conclusion: The total score for the auto traffic category: 0 I • I I I 1 I8 7 - MAIN TRAFFIC ARTERIES Major traffic arteries play a rather significant part in the selection of a site for The Community 111 Center and Health and Recreation Center. As mentioned in the Population section, the presence of Highway 169 facilitates travel of the ' population that live more than five miles from the site. Also, Highway 13 and future plans for the new highway(to the south of the site), are significant in the expansion of the potential market. 1 Conclusion: The total score for the main traffic arteries category: 4 I 1 1 1 ' 9 1 8 - ACCESSIBILITY 1 Even though the proposed Shakopee Community Center Site is located in the middle of a ' residential area, easy ingress and egress is one of its high points. Since the site is located next to the high school, the residents are very familiar with the location. Also, the development of the proposed "Fuller Street"makes this a very accessible site. Conclusion: The total score for the accessibility category: 4 1 1 1 1 1 1 1 1 i 1 1 10 1 9 - VISIBILITY 1 The site located between County Roads 77 and 79 is not particularly a visible site. However, 1 visibility is not one of the most important categories in our study. Since this type of business is a destination, the need for strong visibility is somewhat eliminated. Even though the site is not very visible from a major road, the presence of the high school next door makes this location more visible. Conclusion: The total score for the visibility category: 2 1 1 1 1 1 1 i 1 i 1 i 1 11 1 10 - COST Considering the City of Shakopee owns the land and no additional capitol is needed to acquire it, this is an ideal situation. IConclusion: The total score for the cost category: 5 I 1 ' 12 I SURVEY STUDY RESULTS I The following are the results of the survey conducted by LIFh TIME Fitness to determine Shakopee residents' interest level in a community center in Shakopee. 1. AGE (age breakdowns for people surveyed): 1 18-25 3% 26-40 64% I 41-60 31% 60+ 2% 1 2. ARE YOU INTERESTED IN A COMMUNITY CENTER? Yes 57% I No 39% indifferent 4% I 3. WHAT FACILITIES INTEREST YOU? aquatics 27% I gym/basketball etc. 11% aerobics/fitness 26% child center 10% Iice arena 11% all 9% I don't know 6% 4. HOW MUCH WOULD YOU PAY? I $25/month 65% $20/month 3% I $15/month 5% Day use 14% I Don't know 13% I I I 13 CONCLUSION I A score of 45 (see next page), is below the required score for a HEALTH CLUB to be successful in such location. However, what has not been taken into account in this study is a successful day use revenue. A financial performa is attached to further examine the profitability level for such community center. i 1 1 1 I ' 14 I I . IADVANCED SITE SELECTION CRITERIA FOR FCA, LTD. ***(SCORE SHEET)*** I Site Description I Address/Location: Ya '3t Oa ' et-44A c.v\ ei41 4 6\°1C4C)ret— ISize of Parcel: Date of First Look: CATEGORY POINTS MULITIPLIER SUB-TOTAL 1. Competition (1-A) 1 3 5 (3) _ f3- (1-B) 1 3 5 (2) _ t C) (1-C) 1 2 J_ 5 (1) = 3 2. Population- 1 2 3 4 5 (2) = $ ( ) 3. Income 1 2 3 4 5 (2) = /0 I ( ) 4. SESI 1 2 3 4 5 (2) _ I 5. P.S.E. 1 2 3 4 5 (2) = ( ) 6. Auto Traffic 1 2 3 4 5 (1) = -G- I 7. Main Traffic 1 2 3 4 5 (1) _ Arteries 8. Accessibility 1 2 4 5 (1) = '``\ 9. Visibility 1 2 . 3 4 5 (1) i10. Cost 1 2 3 4 5 (2) _ 1 'C) ITotal: = .4 5 I I I I I ADVANCED SITE SELECTION CRITERIA FOR FCA, LTD. 1. Competition A) 0 - 3 Mile Radius 5 points = No Competition Clubs ' ,er3 points - 1 Competition Clubs 1 point = 2 Competition Clubs B) 3 - 5 Mile Radius 5oints = No Competition Clubs P P ©points - 1 Competition Clubs 1 point = 2 Competition Clubs C) 5 - 7 Mile Radius 5 points = No Competition Clubs ©points = 1 Competition Clubs 2 points - 2 Competition Clubs 1 point = 3 Competition Clubs 2. Population Count (in 5 mile radius) ' 5 points = over 300,000 4 points = over 250,000 3 points = over 200,000 2 points = over 150,000 1 point = over 100,000 3. Income Demographics(5 mile radius) ()points = Median Household Income of 40K or over 4 points = Median Household Income of 35 - 39K 3 points = Median Household Income of 30 - 34K 2 points = Median Household Income of 26 - 29K Ii point = Median Household Income of 20 - 25K 4. "SFSI"(Socio-economic Status Report) in 5 mile radius 5 points = above 90 4 points = above 80 3 points = above 70 2 points = above 60 ()points = above 50 I 1 1 1 5. Private Sector Employment (3 mile radius) 5 points = above 75,000 employees ' 4 points = above 50,000 employees 3 points = above 40,000 employees 2 points = above 30,000 employees 1 point = above 20,000 employees 6. Auto Traffic Count 5 points = over 60,000 cars in 24 hour period 4 points = over 40,000 cars in 24 hour period 3 points = over 30,000 cars in 24 hour period ' 2 points = over 20,000 cars in 24 hour period 1 point = over 10,000 cars in 24 hour period 7. Main Traffic Arteries 5 points = 3 main traffic arteries crossing in 1 mile radius ®points = 2 main traffic arteries crossing in 1 mile radius 3 points = 1 main traffic artery in 1 mile radius 2 points = 2 or more main traffic arteries crossing in 2 mile radius Ii point = 1 main traffic artery in 2 mile radius 8. Accessibility 5 points = Traffic signal at entrance an exit to site ®points = No traffic signal, but easy ingress and egress 2 points = Easy ingress, hard egress 1 point = Hard ingress, easy egress 0 points = Hard ingress, hard egress 9. Visibility 5 points = Good from busy intersection 4 points = Good from 1 busy street 3 points = Located on busy street with proximity to street ' O2 points = Located on busy street, but set back from street 1 point = Side street off busy street 10. Cost of Property @5 points = Under $1 million ' 4 points = Over $1 million 3 points = Over $1.5 million 2 points = Over $2 million 1 point = Over $2.5 million • 1 co0-IIc4L 31) MEMORANDUM TO: Dennis Kraft, City Administrator FROM: Karen Marty, City AttorneW DATE: November 28, 1994 RE: Liquor License Fees BACKGROUND: Last summer, during the budget discussion, the City Council directed staff to seek increases to the liquor license fees . The increases would partially cover the cost of an additional police officer. In response to this, a public hearing on proposed increases to the liquor license fees is scheduled for December. In researching costs to include in the liquor license fees, staff became aware that the City of West St . Paul had increased their fees substantially, and been legally challenged. Further investigation revealed that the matter had already progressed to the Court of Appeals. Oral argument was held on November 15, 1994, and a decision will be rendered within 90 days. The West St . Paul case will clarify what items can be included in the fees, and may affect our own calculations. Therefore, I am recommending that we wait until after the decision is rendered before calculating our own fees . If we set the fees now, we will have to review them again in 90 days. It is more efficient to simply review and set them after the decision is rendered. Liquor fees become due on July 1, when the licenses are renewed. Therefore, any decision now on the amount of the liquor license fees will not have any practicable effect until next July. ALTERNATIVES: 1 . Direct staff to cancel the public hearing regarding liquor license fees, and to reset it after the decision is rendered in the City of West St . Paul case. 2 . Leave the hearing in place to consider increased fees now. RECOMMENDATION: Move to direct staff to cancel the public hearing regarding liquor license fees, and to reset it after the decision is rendered in the City of West St . Paul case. [2 8MEMO3]