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2011 11-07 CCP Joint Work Session with Financial Commission
i i AGENDA CITY COUNCIL/FINANCIAL COMMISSION JOINT WORK SESSION November 7 th 2011 6:30 P.M. Council Chambers City Hall 1. Call to Order 2. Review Enterprise Fund Budget Proposals a. BC Liquor Fund b. Centerbrook Golf Course Fund c. Earle Brown Heritage Center Operations Fund d. Earle Brown Heritage Center Capital Fund 3. Next Steps a. November 21 2011 Street Reconstruction and Building Maintenance Plan. Funding b. November 28, 2011- Adopt Utility Rates, Pay Plan/Cafeteria Plan c. December 5, 2011- .Budget and Taxation Hearing d. December 12,2011- Adopt Final Tax Levy and Adopt Final Budget 4. Adjournment 1 I 1 I i . I i This page has been left blank intentionally. 2 � i City of Brook(�n Center 2012 Budget FUND: Liquor Operations Fund 60900 DEPT /ACTIVITY/PROJECT: Liquor Store Operations — 49611 and 49612 PROFILE This year will represent the tenth full year of operations at the Xerxes Avenue (Store #1) site, and the seventh year at the 69 and Brooklyn Boulevard (Store #2) site, which opened in January 2004. The profits from the City's retail liquor operations are used to support the costs of park maintenance and expansion, building maintenance and expansion, and other activities that would otherwise require property tax levy increases. DEPARTMENTAL GOALS • Build on recently implemented staff training and development efforts to improve customer service and satisfaction. • Continued growth in sales volume through promotion and sales activities. • Increase the cash equity in the fund in anticipation of replacement or enhancement to keep the facilities looking fresh and clean • Continue the Tasting Club development (3 wine events per year and 3 beer tasting events per year, one of each being a shared event in Summer) and other marketing efforts to add growth in the area of greatest profitability. EXPENDITURE DETAILS 6471 Administrative Service Transfer Out $75,000 Provides for costs of services from personnel provided for in other funds for administrative, financial and support services at BC Liquor (information technology, central garage and HR). 6476 Capital Project Fund Transfer $200,000 This item provides for a base transfer of $ 200,000 to the Capital Projects Fund to support community infrastructure improvements, primarily in the parks. PERSONNEL LEVELS 1- Operations Manager 2 -Store Managers 1- Office Manager Part-time and seasonal as necessary CAPITAL OUTLAY 6540 Equipment and Machinery $138,600 Repair and Upgrade of Cooler Section in Store 1 1 3, City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year i BC LIQUOR Actual Actual Budget Projected Proposed 2009 2010 2011 12/31/2011 2012 REVENUES: Sales 5,610,108 5,543,027 5,588,000 5,526,168 5,776,250 Less: Cost of Goods Sold 4,088,278 4;009,751 4,121,800 4,104,165 4,163,049 Operating Revenue: 1,521,830 1,533,276 1,466,200 1,422,003 1,613,201 Actual Actual Budget Projected Proposed 2009 2010 2011 12/31/2011 2012 EXPENDITURES: Personnel 634,795 618,180 614,563 460,806 606,384 Supplies 34,669 42,665 30,600 27,777 47,850 Rent- 269,969 287,687 289,140 292,748 289,140 Utilities 37,867 38,363 41,000 41,269 40,800 Other Expenses 181,957 167,777 .178,458 165,064 191,753 Transfers 319,036 303,888 209,298 234,298 275,000 Depreciation 26,359 18,066 20 11,281 24,000 I Operating Expenditures:. 1,504,652 1,476,626 1,383,319 1,233,243 1,474,927 Other Income /(Expenditure) 23,725 7,776 7,500 7,024 12,000 I Capital Expenditures 4,957 10,301 73,192 5,049 138,600 NET INCOME: 35,946 54,125 17,189 190,735 11,674 I 4 City of Brooklyn Center BC Liquor Cash Flows Actual Actual Budget Proposed Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 Revenues Customer Receipts $ 5,610,108 $ 5,543,027 $ 5,588,000 $ 5,776,250 $ 5,834,013 $ 5,892,353 $ 5,951,276 $ 6,010,789 Misc. Operating $ 8,345 $ 5,128 $ 3,500 $ 6,000 $ 9,800 $ 9,800 $ 9,800 '$ 9,800 Misc. Non - operating $ 15,382 $ 2,649 $ 4,000 $ 6,000 $ 15,427 $ 16,489. $ 17,303 $ 17,857 Total Revenues $ 5,633,835 $ 5,550,804 $ 5,595,500 $ 5,788,250 $ 5,859,240 $ 5,918,641 $ 5,978,380 $ 6,038,446 Expenditures Personal Services $ 634,795 $ 618,180 $ 614,563 $ 606,384 $ 630,639 $ 655,865 $ 682,100' $ 709,384 .Supplies $ 34,669 $ '42,665 $ 30,600 $ 47,850 $ 49,286 $ 50,764 $ 52,287 $ 53,856 Services $ 548,296 $ 577,817 $ 573,496 $ 556,693 $ 573,394 $ 590,596 $ 608,313 $ 626,563 Cost of Good Sold $ 4,088,278 • $ 4,009,751 $ 4,121,800 $ 4,163,049 $ 4,287,999 $ 4,330,879 44,374,188 $ .4,417,930 Depreciation $ 26,359 $ 18,066 $ 20,260 $ - 24,000 $ 24,500 $ 25,000 $ 25,500 $ 26,000 Debt Transfer $ - $ - $ - $ _ $ - $ _ $ _ $ _ Total Expenditures $ 5,332,397 $ 5,266,479 $ 5,360,719 $ 5,397,976 $ 5,565,818 $ 5,653,104 $ 5,742,388 $ 5,833,732 Capital Transfer $ 265,490 $ 230,199 $ 208,192 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Total Cash Requirement $ 5,597,887 $ 5,496,678 $ 5,568,911 $ 5,597,976 $ 5,765,818 $ 5,853,104 $ 5,942,388 $ 6,033,732 Beginning Cash Balance $ 1,318,525 $ 1,424,765 $ 1,453,015 $ 1,499,864 $ 1,714,138 $ 1,832,060 $ 1,922,597 $ 1,984,089 Changes in Assets /Liabilities. $ 43,933 $ (43,942) $ - $ - $ - $ - $ - $ - Revenues $ 5,633,835 -$ 5,550,804 $ 5,595,500 $ 5,788,250 $ 5,859,240 $ 5,918,641 $ 5,978,380 $ 6,038,446 Expenditures $ (5,597,887) $ (5,496,678) $ (5,568,911) $ (5,597,976) $(5,765,818) $(5,853,104) $(5,942,388) $(6,033,732) Depreciation Add -Back $ 26,359 $ 18,066 $ 20,260 $ 24,000 $ 24,500 $ 25,000 $ 25,500 $ 26,000 Ending Cash Balance $ 1,424,765 $ 1,453,015 $ 1,499,864 $ 1,714,138 $ 1,832,060 $ 1,922,597 $ 1,984,089 $ 2,014,803 Assumptions: Cash basis All assumptions are predicted on Cash Basis presentation. , This page has been left blank intentionally. i i i I 6 City of Brooklyn Center 2012 Budget FUND: Centerbrook Golf Course — 61300 DEPT/DIVISION /ACTIVITY: Centerbrook Golf Course — 49721 PROFILE Centerbrook Golf Course is a nine (9) hole, par three (3) course, owned by the City of Brooklyn Center. It was built in 1986 -87 with a loan from the Capital Improvements Fund. It opened for business in the spring of 1988 and was established as an enterprise fund entity. Enterprise funds were established to account for the financing of self - supporting activities - of the City, which render services on a user charge basis to the general public. Each year between 18,000 and 24,000 rounds of golf are played at Centerbrook. In addition, about 250 people will take lessons. 'As a result of recent experience, projections for the 2012 budget have been calculated at 19,000 rounds. For the 2012 budget, significant changes are planned for both full and part-time personnel. The Grounds Superintendent position has been replaced with a Golf Manager position. This position is now responsible for both clubhouse and grounds supervision. Part-time position descriptions and pay rates have been revised to reflect current market conditions. For 2012, revenues and expenses related to beer sales at the Dudley softball tournament are included in this fund. This is permissible, as the golf course holds a liquor license and liquor liability insurance coverage. The current golf course loan repayment schedule is formula based. The formula dictates that the end of year cash balance, minus the first four months of anticipated expenditure in the upcoming year, minus any capital contribution, is to be made as partial payment for the original loan. DEPARTMENTAL GOALS • Enhance marketing efforts (including cross marketing activities with area courses) to attract additional golfers. • Assure that the course and clubhouse is clean and well maintained, so as to compliment marketing efforts. • Pursue cost saving strategies with neighboring golf courses. • Expand league and lesson offerings to raise the number of persons participating. • Continue analysis of merchandise selection, pricing and display for changes that would increase revenues. 7 I EXPENDITURE DETAILS 6103 Part -Time $49,000 Clubhouse staff, rangers, part -time golf professional and maintenance workers: 6212 Motor Fuels $2,000 . Fuel for mowers and other golf course equipment. 6216 Chemical Products $6,000 Herbicides, insecticides, snow mold treatment and other chemical used to maintain the fairways and greens. 6219 Operating Supplies $2,000 The cost of various supplies such as office supplies, towels, cleaning materials, etc. 6225 Landscape Materials . $3,000 Fertilizer, grass seed, sod, etc, plus the cost of flowers in the various planters throughout the course and at the clubhouse. 6307 Other Advertising $6,000 Advertising to promote leagues, open play and tournaments. 6415 Rentals $4,500 The cost of leasing golf carts for rental to patrons. PERSONNEL LEVELS 1 -Golf Manager CAPITAL OUTLAY Due to current cash flow projections, no capital investment is planned for 2012.. 8 Anticipated Changes to Centerbrook Operations for 2012 • Combined Grounds /Club House Manager position • George has indicated a February 1, 2012 retirement • A revised staffing schedule is attached • All part -time staff will be terminated, which will allow the new Manager flexibility in selecting their staff. • All part -time position descriptions revised, with customer service focus • New Wage scale will be developed and implemented for part -time staff • Advertising budget increased three -fold • Written marketing plan • Coordinated with other area courses • Web site enhancements • Consideration of social media (Facebook, twitter) • Renewed focus on league and lesson development o Engage business community, schools, service organizations, churches etc. • Consider clubhouse improvements (tv's, menu changes, merchandise, etc.) • Consideration of adding disc golf, or other new revenue streams • Rental of clubhouse during off 9 City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year CENTERBROOK Actual Actual Budget Projected Proposed GOLF COURSE 2009 2010 2011 12/31/2011 2012 REVENUES: Greens Fees 185,782 173,605 204,500 146,895 172,000 Lessons 1,644 1,464 2,000 1,464 2,000 Concessions 44,948 31,686 47,250 31,410 35,200 Merchandise 16,898 12,404 17,000 9,841 10,800 Less: Cost of Goods Sold 29,472 19,090 23,000 22,033 22,500 Operating Revenue: 219,800 200,069 247,750 167,577 197,500 Actual Actual Budget Projected Proposed 2009 2010 2011 12/31/2011 2012 EXPENDITURES: Personnel 152,793 147,917 140,802 125,104 122,854 Supplies 18,245 17,011 16,900 14,040 17,650 Other Expenses 79,435 80,999 79,813 85,220 86,408 Transfers 9,375 21,377 9,855 9,855 9,855 Depreciation 28,185 28,185 31,700 23,487 28,183 Operating Expenditures: 288,033 295,489 279,070 257,706 264,950 Other Income /(Expenditure) 1 (1,169) 6 1 - 150,000 1 14,000 NET INCOME: (69,402) (95,414) (31,320)1 59,871. (53,450) 10 City of Brooklyn Center Centerbrook Golf Course Cash Flows $ 14,000 Revenue Gap 3.00% Growth Actual Actual Estimated Proposed Projected Projected Projected Projected Projected Estimated EOY 2009 2010 2011 2012 2013 2014 2015 2016 2017 2011 Revenues Course Fees $ 249,310 $ 219,159 $ 189,610 $ 220,000 $ 226,600 $ 233,398 $ 240,400 $ 247,612 $ 255,040 $ 189,610 Misc. Operating $ 92 $ 6 $ - $ - $ - $ - $ - $ - $ - $ _ Misc. Non - operating $ 81 $ - $ 150,000 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ - - $ - Total Revenues $ 249,483 $ 219,165 $ 339,610 $ 234,000 $ 240,600 $ 247,398 $ 254,400 $ 261,612 $ 255,040 $ 189,610 Expenditures Personal Services $ 152,793 $ 147,917 $ 125,104 $ 122,854 $ 125,311 $ 127,817 $ 130,374 $ 132,981 $ 135,641 $ 125,104 Supplies $ 18,245 $ 17,010 $ 14,040 $ 17,659 $ 18,012 $ 18,372 $ 18,740 $ 19,115 $ 19,497 $ 14,040 Services $ 119,724 $ 121,465 $ 95,075 $ 97,915 $ 99,384 $ 100,874 $ 102,388 $ 103,923 $ 105,482 $ 95,075 Depreciation $ 28,185 $ 28,185 $ 23,487 $ 28 $ 28,469 $ 28,754 $ 29,041 $ 29,332 $ 29,625 $ 31,700 Debt Transfer $ - • $ _ $ - $ _ $ _ $ - $ - $ - $ _ $ _ Total Expenditures $ 318,947 $ 314,577 $ 257,706 $ 266,615 $ 271,176 $ 275,818 $ 280,542 $ 285,351 $ 290,245 $ 265,919 Capital Outlay $ - $ - $ _ $ _ $ _ $ - $ - $ - $ _ $ Total Cash Requirement $ 318,947 $ 314,577 $ 257,706 $ 266,615 $ 271,176 $ 275,818 $ 280,542 $ 285,351 $ 290,245 $ 265,919 Beginning Cash Balance $ 8,645 $ (33,422) $ (99,649) $ 5,742 $ 1,314 $ (793) $ (459) $ 2,440 $ 8,032 $ (99,649) Changes in Assets /Liabilities $ (788) $ 1',000 $ - $ - $ - $ - $ - $ _ $ _ $ _ Revenues $ 249,483 $ 219,165 $ 339,610 $ 234,000 $ 240,600 $ 247,398 $ 254,400 $ 261,612 $ 255,040 $ 189,610 Expenditures $ (318,947) $ (314,577) $ (257,706) $ (266,615) $ (271,176) $ (275,818) $ (280,542) $ (285,351) $ (290,245) $ (265,919) Depreciation Add -Back $ 28,185 $ 28,185 $ 23,487 $ 28,187 $. 28,469 $ 28,754 $ 29,041 $ 29,332 $ 29,625 $ 31,700 Ending Cash Balance $ (33,422) $ (99,649) $ 5,742 $ 1,314 $ (793) $ (459) $ 2,440 $ 8,032 $ 2,453 $ (144,258) Assumptions: Cash basis All assumptions are predicted on Cash Basis presentation. i r I i This page has been left blank intentionally, 12 City of Brooklyn Center, 2012 Budget FUND: Earle Brown Heritage Center — 61700 DEPT /ACTIVITY /PROJECT: Summary — 49851, 49852, 49853, 49854 PROFILE The following pages provide a summary presentation of the budget plan for the entire Earle Brown Heritage Center operation. Following the summary are the individual divisional plans that make up the summary plan. i 13 I City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year SUMMARY EARLE BROWN Actual Actual Budget Actual Proposed HERITAGE CENTER 2009 2010 2011 9/30/2011 2012 REVENUES: Convention Center 947,578 950,731 1,069,000 781,599 1,112,350 Catering Services 2,568,819 2,793,552 2,881,000 2,072,773 3,058,142 Office Rentals 25,680 101,660 25,680 19,260 99,480 Less: Direct Cost of Sales 1,816,865 1,954,574 2,069,391 1_,463,243 2,125,084 Operating Revenue: 1,725,212 1,891,369 1,906,289 1,410,389 2,144,888 Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Personnel 926,848 850,538 966,546 677,429 974,795 Supplies 109,075 137,759 158,234 86,830 187,594 Utilities 166,919 193,823 222,632 145,043 215,716 Other Expenses 456,968 450,347 493,822 388,154 534,257 Transfers 368,001 74,256 274,656 55,992 274,656 Depreciation 624,329 628,867 712,919 474,364 666,375 Operating Expenditures: 2,652,140 2,335,590 2,828,809 1,827,812 2,853,393 Other Income /(Expenditure) 11,606 (9,824)1 3,250 1 30,333 1 6,767 NET INCOME: (915,322) (454,045) 919,270) (387,090) (701,738) 14 i City of orookCyn Center 2012 Budget FUND: Earle Brown Heritage Center — 61700 DEPT /ACTIVITY /PROJECT: Administration — 49851 PROFILE The Administration division provides overall administrative duties for the entire complex including, but not limited to, commercial office, convention center, and catering DEPARTMENTAL GOALS • Oversee and support the work of the various divisions within the complex. • Provide a high level of customer service to guests and vendors. EXPENDITURE DETAILS 6242 Minor Equipment $3,950 Main office boardroom updating with curtains, LCD monitor & decor. PERSONNEL LEVELS 1 -EBHC Manager 1- Secretary/Receptionist 1- Secretary/Billing Cleric CAPITAL OUTLAY See Capital Projects Fund 15 i i i City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year ADMINISTRATION EARLE BROWN Actual Actual Budget Actual Proposed HERITAGE CENTER 2009 2010 2011 9/30/2011 2012 REVENUES: Convention Center - - - - - Catering Services - - - - Office Rentals - - - - - Less: Direct Cost of Sales - - - - - Operating Revenue: - - - - - Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Personnel 217,493 161,706 213,762 153,587 .218,833 Supplies 1,867 1,748 900 2,523 4,800 Utilities - - - - - Other Expenses 39,065 46,605 47,970 34,994 53,144 Transfers 368,004 74,256 274,656 55,992 274,656 Depreciation 25,633 25,633 29,412 19,329 29,325 Operating Expenditures: 652,059 309,948 566,700 266,425 580,758 Other Income /(Expenditure) 11,490 1,663 3,250 5,504 6,767 ADMINISTRATION 1 (640,569) (308,285) (563,450) (260,921) (573,991) 16 i City of Brook& Center 2012 Budget FUND: Earle Brown Heritage Center — 61700 DEPTlACTIVITY/PROJECT: Convention Center — 49852 PROFILE The Convention Center, in conjunction with the Catering Department, provides a full service conference and event location. Economic impact directly affecting Brooklyn Center includes hotel, restaurant, shopping and convention service related business activity (floral, printing, rental, etc.) DEPARTMENTAL GOALS • Promote the facility in accordance with the 2012 Marketing Plan. • Participate in five industry associations to network for referral business. • Add a minimum of ten new corporate clients. • Participate in four trade show opportunities to promote the Heritage Center in the marketplace. • Combine out -state and out -of -state advertising with the Minneapolis Northwest Convention and Visitor's Bureau to attract new business. • Continue to reduce our energy usage through retro- fitting fixtures and following ReTap Engineering study. • Actively work. with the Embassy Suites for future business development that is complimentary and lucrative to both facilities. EXPENDITURE DETAILS PERSONNEL LEVELS 1- Sales Director 2- Sales Managers 1- Operations Director 2- Maintenance Custodians. 2- Crew Chiefs Plus part-time staff positions which include set -up crew, custodians, and maintenance. CAPITAL OUTLAY See Capital Projects Fund 17 City of Brooklyn Center 7!U Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year CONVENTION CENTER ' EARLE BROWN Actual Actual Budget Actual Proposed HERITAGE CENTER 2009 2010 2011 9/30/2011 2012 REVENUES: Convention Center 947,578 950,731 1,069,000 781,599 1,112,350 Catering Services - - - - - Office Rentals - - - - Less: Direct Cost of Sales - - - - - Operating Revenue: 947,578 950,731 1,069,000 781,599 1,112,350 Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Personnel 633,822 606,011 686,223 463,144 693,993 Supplies 83,439 111,568 126,696 59,453 133,881 Utilities 112,678 129,113 136,292 99,150 133,400 Other Expenses 273,556 287,186 311,280 245,958 310,112 Transfers - - - - - Depreciation 296,044 300,582 338,154 227,572 318,600 Operating Expenditures: 1,399,539 1,434,460 1,598,645 1,0957277 1,589,986 Other Income /(Expenditure) 116 (4,611)1 24,829 1 - CONVENTION CENTER (451,845) (488,240) (529,645) (288,849) (477,636) 18 City of oroo Center 2012 Budget FUND: Earle Brown Heritage Center — 61700' DEPT /ACTIVITY /PROJECT: Catering — 49853 PROFILE The Catering Division of the Heritage Center prepares, - and services all food and beverage - related activity. A management contract exists with Flik International, Rye Brook, New York, to oversee this division at the direction of the Heritage Center General Manager. Flik creates menus, determines food pricing, hires staff, and provides food and beverage to facility clients. Contractually, Flik International maintains an inventory of food and small wares, maintains the kitchen and service areas, and services all food - related functions. DEPARTMENTAL GOALS • Provide a high level of quality product to facility clients. • Continue to create menu solutions that meet client needs. • Maintain competitive purchase pricing. • Develop new menu items and increase pricing competitive with the marketplace. • Maintain a clean and safe work environment. EXPENDITURE DETAILS Object codes 5591, 5592, 5593 and 5595 are Flik costs for catering. A base contracted management fee of $111,600 is paid to Flik International. All other object codes used reflect catering related expenses paid by the Earle Brown Heritage Center. 6242 Minor Equipment $24,000 Purchase of a new banquet hot cart $12,000. Purchase of china, glass, and silver per Flik contract for $12,000. 6307 Professional Services $13,575 Funds for advertising & market campaign by Russell Herder, agency of record. PERSONNEL LEVELS All food preparation and food service management staff are provided for under an agreement with Flik. Wages, benefits and other employee costs in this division are City employees that provide direct services to the Catering operation.. CAPITAL OUTLAY See Capital Projects Fund 19 City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year CATERING EARLE BROWN Actual Actual Budget Actual Proposed HERITAGE CENTER 2009 2010 2011 9/30/2011 2012 REVENUES: Convention Center - - - - - Catering Services 2,568,819 2,793,552 2,881,000 2,072,773 3,058,142 Office Rentals - - - - - Less: Direct Cost of Sales 1,816,865 1,954,574 2,069,391 1,463,243 2,125,084 Operating Revenue: 751,954 838,978 811,609 609,530 933,058 Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Personnel 70,467 78,220 60,798 58,041 58,146 Supplies 22,978 21,411 28,892 23,805 47,163 Utilities 43,216 52,581 71,832 36,788 67,920 Other Expenses 110,247 100,034 122,047 96,399 148,466 Transfers - - - - - Depreciation 160,226 160,226 180,253 120,644 168,900 Operating Expenditures: 407,134 412,472 463,822 335,677 490,595 Other Income /(Expenditure) - (6,966) - - - CATERING 344,820 419,540 347,787 273,853 442,463 20 City of BrookCyn Center 2012 Budget FUND: Earle Brown Heritage Center — 61700 DEPT /ACTIVITY/PROJECT: Office Rental — 49854 PROFILE The D Barn (commercial office building) is rented to Oliver and Company, the Embassy Suites hotel owner. No formal plans have been submitted to date for space design. Rental payments will start when the link is completed. Innovative Presentations continues in the former Inn for their office' area. DEPARTMENTAL GOALS • Provide maintenance to building. • Respond to tenant concerns in a timely manner. EXPENDITURE DETAILS PERSONNEL LEVELS Maintenance and custodial care provided by facility staff under the direction of the Maintenance Supervisor. CAPITAL OUTLAY See Capital Projects Fund 21 i City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year OFFICE RENTAL EARLE BROWN Actual Actual Budget Actual Proposed HERITAGE CENTER 2009 2010 2011 9/30/2011 2012 REVENUES: Convention Center - - - - - Catering Services - - - - - Office Rentals 25,680 101,660 25,680 19,260 99,480 Less: Direct Cost of Sales - - - - Operating Revenue: 25,680 101,660 25,680 19,260 99,480 Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Personnel 5,066 4,601 5,763 2,656 3,823 Supplies 791 3,032 1,746 1,049 1,750 Utilities 11,025 12,129 14,508 9,104 14,396 Other Expenses 34,100 16,517 12,525 10,804 22,535 Transfers - - - - - Depreciation 142,427 142,427 165,100 106,820 149,550 Operating Expenditures: 193,409 178,706 199,642 130,433_ 192,054 Other Income /(Expenditure) - - - - - OFFICE RENTAL (167,729) (77,046) . (173,962) (111,173) (92,574) 22 City of Brooklyn Center Earle Brown Heritage Center Cash Flows Actual Actual Budget Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Customer Receipts $ 3,542,077 $ 3,834,391 $ 3,946,677 $ 4,255,130 $ 4,382,784 $ 4,514,267 $ 4,649,695 $ 4,789,186 $ 4,932,862 Misc. Operating $ 646 $ - $ - $ - $ 9,800 $ 9,800 $ 9,800 $ 9,800 $ 9,800 Misc. Non - operating $ 10,960 $ 1,738 $ 3,250 $ 6,767 $ . 6,306 $ 6,475 $ 6,738 $ 7,100 $ 7,565 Total Revenues $ 3,553,683 $ 3,836,129 $ 3,949,927 $ 4,261,897 $ 4,398,890 $ 4,530,542 $ 4,666,233 $ 4,806,086 $ 4,950,227 Expenditures Personal Services $ .926,848 $ 850,538 $ 966,546 $ 975,795 $ 1,005,069 $ 1,035,221 $ 1,066,278 $ 1,098,266 $ 1,131,214 Supplies $ 109,075 $ 137,760 $ 158,234. $ 187,594 $ 193,222 $ 199,018 $ 204,989 $ 211,139 $ 217,473 Services $- 691,888 $ 718,725 $ 791,110 $ 824,629 $ 845,245 $ 866,376 $ 888,035 $ . 910,236 $ 932,992 Cost of Good Sold $ 1,816,865 $ 1,954,574 $ 2,069,391 $ 2,125,084 $ 2,136,607. $ 2,200,705 $ 2,266,727 $ 2,334,728 $ 2,404,770 Depreciation $ 624,329 $ 628,867 $ 712,919 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 Debt Transfer $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 4,169,005 $ 4,290,464 $ 4,698,200 $ 4,779,477 $ 4,846,518 $ 4,967,696 $ 5,092,403 $ 5,220,744 $ 5,352,824 w Capital Transfer $ 300,000 $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Total Cash Requirement $ 4,469,005 $ 4,290,464 $ 4,898,200 $ 4 $ 5,046,518 $ 5,167,696 $ 5,292,403 $ 5,420,744 $ 5,552,824 Beginning Cash Balance $ 1,153,340 $ 767,014 $ 987,228 $ 751,874 $ 700,669 $ 719,416 $ 748,638 $ 788,843 $ 840 Changes in Assets /Liabilities $ (95,333) $ 45,682 $ - $ - .$ - $ - $ - $ - $ - Revenues $ 3,553,683 $ 3,836,129 $ 3,949,927 $ 4,261,897 $ 4,398,890 $ 4,530,542 $ 4,666,233 $ 4,806,086 $ 4,950,227 Expenditures $ (4,469,005) $ (4,290,464) $ (4,898,200) $ $(5,046,518) $ (5,167,696) $ (5,292,403) $ (5,420,744) $ (5,552,824) Depreciation Add -Back $ 624,329 $ 628,867' $ 712,919 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 Ending Cash Balance $ 767,014 $ 987,228 $ 751,874 $ 700,669 $ 719,416 $ 748,638 $ 788,843 $ 840,560 $ 904,338 Assumptions: Cash basis All assumptions are predicted on Cash Basis presentation. Revenues from 2013 through 2017 projected to grow 3% per year . Cost of Goods Sold is 48.75% of Total Customer Receipts Personal Services rise by'3% per year 2012 -2015 Supplies costs rise by 3% per year 2012 -2015 Services costs rise 2.5% per year 2012 -2015 i This page has been left blank intentionally, 24 City of (Brooklyn Center 2012 Budget FUND: Earle Brown Heritage Center — 40800 DEPT /ACTIVITY/PROJECT: Capital Projects This fund provides for the replacement - of fully depreciated or obsolete capital items and new capital purchases. CAPITAL OUTLAY — Convention Center 6520 Buildings and Facilities Carriage Hall Wall Panels - Unit Cost: $108,000 Less Trade -in: $ -0- Total Cost: $108,000 Carriage Hall Area Carpet Unit Cost: $70,000 Less Trade -in: $ -0- Total Cost: $ 70,000 Garden City /Harvest Prefunction Area Carpet Unit Cost: $20,000 Less Trade -in: $ -0- Total Cost: $ 20,000 6540 Equipment and Machinery Multifunction Printer /Copier /Scanner /Fax Unit Cost: $15,000 Less Trade -in: $ -0- Total Cost: $15,000 Electronic Reader Boards for Signage both Inside and Outside Unit Cost: $128,000 Less Trade -in: $ -0- Total Cost: $128,000 25 City of Brooklyn Center Enterprise Funds Operating Budget Proposed for the 2012 Fiscal Year CAPITAL FUND EBHC Actual Actual Budget Actual Proposed CAPITAL FUND 2009 2010 2011 9/30/2011 2012 REVENUES: Grants - 19,735 - 49,566 - Transfers from Operations 300,000 200,000 - 200,000 Reimbursements 109,632 100,000 - - - i Revenue: 409,632 119,735 200,000 49,566 200,000 Actual Actual Actual Actual Proposed 2009 2010 2009 9/30/2011 2012 EXPENDITURES: Supplies 13,558 857 - - Other Expenses 479 13,079 - 19,734 - Capital Purchases 172,107 155,967 447,400 - 341,000 Expenditures: 186,144 1 169,903 447,400 19,734 341,000 Other Income /(Expenditure) 1 4,157 1,302 - 1,106 2,617 NET: 227,645 (48,866) (247,400)1 30,938 1 (138,383) 26 City of Brooklyn Center EBHC Capital Projects Fund Cash Flows Analysis Actual Actual Estimated Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Transfer from EBHC Operation. $ 300,000 $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - 200,000 $ 200,000 $ 200,000 Capital Contribution from Flik $ - $ 100,000 $ - $ - $ - $ - $ - $ - $ - Misc. Operating $ - $ - $ 103,547 $ - $ $ - $ - $ - $ - Misc. Non - operating • $ 113,789 $ 21,037 $ 1,659 $ 2,617 $ 1,864 $ 1,951 $ 1,707 $ 2,034 $ 2,642 Total Revenues $ 413,789 $ 121,037 $ 305,206 $ 202,617 $ 201,864 $ 201,951 $ 201,707 $ 202,034 $ 202,642 Expenditures Personal Services $ = $ - $ - $ - $ - $ - $ - $ - $ - Supplies $ - $ - $ - $ - $ - $ $ - $ - $ - Services $ 72,629 $ 59,735 $ 55,096 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Depreciation $ - $ - $ - $ - $ - $ - $ - $ - $ - Debt Service $ - $ - $ - $ - $ - $ - $ - $ - . $ - Total Expenditures $ 72,629 $ 59,735 $ 55,096 $ 50,000. $ 50,000 $ 50,000 $ 50,000• $ 50,000 $ 50,000 Capital Outlay $ 113,516 $ 110,168 $ 183,476 $ 341,000 $ - 130,000 $ 213,000 $ 70,000 $ - $ 50,000 Total Cash Requirement $ 186,145 $ 169,903 $ 238,572 $ 391,000 $ 180,000 $ 263,000 $ 120,000 $ 50,000 $ 100,000 Beginning Cash Balance $ 466,299 $ 640,479 $ 587,728 $ 654,362 $ 465,979 $ 487,843 $ 426,795 $ 508,502 $ 660,536 Changes in Assets /Liabilities $ (53,464) $ (3,885) $ - $ $ - $ - $ - $ - $ - Revenues $ 413,789 $ 121,037 $ 305,206 $ 202,617 $ 201,864 $ 201,951 $ 201,707 $ 202,034 $ 202,642 Expenditures $ (186,145) $ (169,903) $ (238,572) $ (391,000) $ (180,000) $ (263,000) $ (120,000) $ (50,000) $ (100,000) Depreciation Add -Back $ - $ - $ - $. - $ - $ - $ - $ - $ - Ending Cash Balance $ 640,479 $ 587,728 $ 654,362 $ 465,979 $ 487,843 $ 426,795 $ 508,502 $ 660,536- $ 763,178 Assumptions: Cash basis All assumptions are predicted on Cash Basis presentation. EARLE BROWN HERITAGE CENTER 2008 -2035 CAPITAL IMPROVEMENT PLAN (revised October 31, 2011) Acquisition Acquisition Estimated Acquisition or Capital Item Year Cost Useful Life Re lacement Year Estimated Cost Rotunda roof & CH metalwork 1989 20 2008 $ 2,500 insurance Energy Management System (HVAC) 1999 $ 15,500 10 2008 $ 49,300 Compactor 1990 $ 11,375 20 2008 $ 17,775 Inn carpet Earle Brown House 19891 2008 $ 30,000 Main large mar uee +electronics 1989 19 2008 $ 30,000 $ 129,575 Replace S Carriage Hall door /windows 1989 - Jul -09 $ 45,000 CH Electronic Reader Board New 15 Jun -09 $ 35,000 Replace D Barn roof 1989 20 May-09 $ 24,000 $ 104,000 Phone System 1998 $ 32,000 10 May-09 $ 40,000 Replace chiller .1989 20 2010 $ 160,000 Replace 2 boilers Covention Center 1989 14 2010 $ 15,000 Replace Harvest/Blacksmith roof 1990 20 2010 $ 20,000 Replace Stable Roof 1990 20 2010 $ 28,000 $ 263,000 x LLTr a Year?S'otal. MI00496575; Link New 50 2011 $ 60,000 Facility Security System New 10 2011 $ 50,000 10 WAP & Wireless Controller New 5 2011 $ 16,400 Replace combi oven 1990 $ 14,165 15 2011 $ 40,000 $ 166,400 Tack/Morgan/Hall carpet 2004 $ 15,000 7 2011 $ 27,263 $ 27,263 This was scheduled for 2012. Due to flood in 2011 insurance covered expense of $27,263.00 I Carriage Hall carpet 2005 $ 50,000 6 2012 $ 70,000 CH Wall Panels 1989 $ 72,000 15 2012 $ 108,000 Elec. Reader Boards for Inside /Outside New 15 - 2012 $ 128,000 Multifunction Copier New 7 2012 $ 15,000 Garden City/Harvest Prefunction Carpet 2006 $ 15,000 6 2012 $ 20,000 $ 341,000 Replace Garden City Carpet 2006 $ 30,000 7 2013 $ 35,000 Re lace Harvest Carpet 2006 $ 20,000 7 2013 $ 35,000 Replace 2 boilers Inn 19891 20 2013 $ 15,000 Replace Inn roofs 1989 20 -25 2013 $ 45,000 $ - 130 ,000 Add kitchen walk -in cooler 19901 $ 3,664 2014 $ 30,000 Hippodrome roof a dm 1990 $ 91,575 20 -30 2014 $ 100,000 Captain's/Estate/Loft Carpet 2007 $ 18,000 7 2014 $ 25,000 Replace Harvest divider walls 1999 15 2014 $ 20,000 Replace staging 1990 $ 19,925 15 2014 $ .38,000 $ 213,000 Parking lot mill and overlay East lots 1999 16 2015 $ 70,000 $ 70,000 2016 $ Carriage Hall carpet 2011 $ 50,000 6 2017 $ 50,000 $ 50,000 Tack/Morgan/Hall carpet 2011 $ 27,000 7 2018 $ 32,000 $ 32,000 Multifunction Copier 2012 $ 15,000 7 2019 $ 20,000 Replace Garden City carpet 2012 7 2019 $ 35,000 $ 35,000 Main kitchen dishwasher 2005 $ 75,000 15 2020 $ 75,000 Replace Harvest/Lobby/Hall carpet 1 2013 $ 40,000 1 71 2020 1 $ 50,000 Man Lift 2005 $ 15,000 15 2020 $ 15,000 $ 140,000 AMW - Y 28 Acquisition Acquisition Estimated Acquisition or C apital Ite Year Cost Useful Life Replacement Year Estimated Cost Parking lot mill and overlay 2005 $ 70,000 16 2021 $ 70,000 Replace Admin Office carpet 2006 $ 18,000. 15 2021 $ 23,000 Sealcoat original parking lot 2013 $ 15,000 0 2021 $ 15,000 $ 108,000 Replace one boiler 2007 $ 15,000 15 2022 $ 15,000 $ 15,000 Carriage Hall carpet 2017 $ 50,000 6 2023 $ 50,000 • Sealcoat both East parking lots 2015 $ 15,000 8 2023 $ 15,000 $ 65,000 Tack/Morgan/Hall carpet 2015 $ 30,000 7 2025 $ 32,000 $ 32,000 �, ,ivrer�o #at; a .. M�� �z" zz aog Multifunction Copier 2019 $ 15,000 7 2026 $ 20,000 Replace Garden City carpet 2019 $ 30,000 7 2026 $ 30,000 $ Replace Harvest/Lobby/Hall carp 2020 $ 40,000 7 2027 $ 40,000 Ca tain's /Estate /Loft Car et 2021 $ 18,000 7 2028 $ 30,000 Carriage Hall-carpet - 20231 50,000 6 2029 $ 50,000 $ 50,000 2030 $ 3 � .S Lr ^� ✓� _ :T} 13` .A - Y" ' l i E 0-0-0- hlh � 3 `�,..If �OQQ,� r lye ea S 6tofaf�. ri .. of az� _ =.c na '.� �,:lo�t"� -Me -V :, F `a°�k�� t ... ._ P _ _ _ 2031 $ i Tack/Morgan/Hall carpet 2025 $ 30,000 7 2032 $ 30,000 $ 30,000 Multifunction Copier 2026 $ 15,000 7 2033 $ 20,000 Garden City carpet 2026 $ 30,000 7 2033 $ 30,000 Replace one boiler 2018 $ 10,000 15 2033 $ 15,000 $ 65,000 Harvest /Lobb /Hall carpet 2027 $ 40,000 7 2034 $ 40,000 $ 40,000 Ca tai6's /Estate /Loft carpet 2028 $ 30,000 7 2035 $ 30,000 $ _30,000 � mG . � .. R .. -- ,� � �..„. ^�� • � � �s�,a�?rsr�a`;r�c "��r_�. ��;`�.FS�"��`.�h��s� a$��'�''. -�.' 6�„OOD= This report encompasses all anticipated capital expenditures (items exceeding $10,000) from 2008 -2035. All dollar amounts are shown in 2008 dollars, with appropriate yearly increases projected where possible. H:Admin/eudget/Multiple Year Capital Plan Date Order Revised 10/31/2011 29 I i I i r � I This page has been left blank intentionally. I I 30 201 .-2,....,, Entl,er rise Fund Budgets City of Brooklyn Center BC Liquor 2012 Wine Sales Increasing Tasting Clubs Cooler Refurbishing /Enhancement Project Cash Flow projections based on: - Continuing 1 .00% growth in overall sales Continuing 3.00% growth in other areas Cost of Sales continuing at 73.50% of sales Continue the Capital Improvement Fund transfer of $ 200,000 per year. City of Brooklyn Center BC Liquor Cash Flows Actual Actual Budget Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Customer Receipts $ 5,610,108 $ 5,543,027 $ 5,588,000 $ 5,776,250 $ 5,834,013 $ 5,892,353 $ 5,951,276 $ 6,010,789 $ 6,070,897 Misc. Operating $ 8,345 $ 5,128 $ 3,500 $ 6,000 $ 9,800 $ 9,800 $ 9,800 $ 9,800 $ 9,800 Misc. Non-operating $ 15,382 $ 2,649 $ 4,000 $ 6,000 $ 15,427 $ 16,489 $ 17,303 $ 17,857 $ 18,133 Total Revenues $ 5,633,835 $ 5,550,804 $ 5,595,500 $ 5,788,250 $ 5,859,240 $ 5,918,641 $ 5,978,380 $ 6,038,446 $ 6,098,830 Expenditures Personal Ser\Aces $ 634,795 $ 618,180 $ 614,563 $ 606,384 $ 630,639 $ 655,865 $ 682,100 $ 709,384 $ 737,759 Supplies $ 34,669 $ 42,665 $ 30,600 $ 47,850 $ 49,286 $ 50,764 $ 52,287 $ 53,856 $ 55,471 Services $ 548,296 $ 577,817 $ 573,496 $ 556,693 $ 573,394 $ 590,596 $ 608,313 $ 626,563 $ 645,360 Cost of Good Sold $ 4,088,278 $ 4,009,751 $ 4,121,800 $ 4,163,049 $ 4,287,999 $ 4,330,879 $ 4,374,188 $ 4,417,930 $ 4,462,109 Depreciation $ 26,359 $ 18,066 $ 20,260 $ 24,000 $ 24,500 $ 25,000 $ 25,500 $ 26,000 $ 26,500 Debt Transfer $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 5,332,397 $ 5,266,479 $ 5,360,719 $ 5,397,976 $ 5,565,818 $ 5,653,104 $ 5,742,388 $ 5,833,732 $ 5,927,199 Capital Transfer $ 265,490 $ 230,199 $ 208,192 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Total Cash Requirement $ 5,597,887 $ 5,496,678 $ 5,568,911 $ 5,597,976 $ 5,765,818 $ 5,853,104 $ 5,942,388 $ 6,033,732 $ 6,127,199 Beginning Cash Balance $ 1,318,525 $ 1,424,765 $ 1,453,015 $ 1,499,864 $ 1,714,138 $ 1,832,060 $ 1,922,597 $ 1,984,089 $ 2,014,803 Changes in Assets/Liabilities $ 43,933 $ (43,942) $ - $ - $ - $ - $ - $ - $ - Revenues $ 5,633,835 $ 5,550,804 $ 5,595,500 $ 5,788,250 $ 5,859,240 $ 5,918,641 $ 5,978,380 $ 6,038,446 $ 6,098,830 Expenditures $ (5,597,887) $ (5,496,678) $ (5,568,911) $ (5,597,976) $ (5,765,818) $ (5,853,104) $ (5,942,388) $ (6,033,732) $ (6,127,199) Depreciation Add-Back $ 26,359 $ 18,066 $ 20,260 $ 24,000 $ 24,500 $ 25,000 $ 25,500 $ 26,000 $ 26,500 Ending Cash Balance $ 1,424,765 $ 1,453,015 $ 1,499,864 $ 1,714,138 $ 1,832,060 $ 1,922,597 $ 1,984,089 $ 2,014,803 $ 2,012,934 Centerbrook Golf Course 2012 ----------- ........... Challenges: Increase Rounds Increase Net Income Control Costs Find Supplemental Non-Operating Funds Centerbrook Golf Course 2012 Changes (page 9): Reorganization of staffing and compensation Marketing Plan League and Lesson development Clubhouse Improvements Disc Golf or other new revenue stream Clubhouse use during off-season Future projections based on: 3.00% annual growth in revenue 2.00% annual growth in expenditures City of Brooklyn Center Centerbrook Golf Course Cash Flows $ 37,000 Revenue Gap Actual Actual Actual Actual Actual Actual Estimated Proposed Projected Projected Projected 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 ?Revenues Course Fees $ 256,268 $ 250,339 $!252,620 $ 253,824 $ 249,310 $ 219,159 $ 189,610 $ 220,000 $ 226,600 $ 233,398 $ 240,400 :Misc.Operating _ $ $ - $ 118 $ $ 92 $ 6 $ - $ - $ - $ - $ - Misc.Non-operating $ 2,441 $ 51,357 $ 31445 $ 870 $ 81 $ - $ 166,291 $ 37,000 $ 37,000 $ 37,000 $ 37,000 Total Re%enues $ 258,709 $ 301,696 $ 256,183 $ 254,694 $ 249,483 $ 219,165: $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 Expenditures _ ;Personal SeNces $ 127_,010 $ 130,070_ $ 139,027 $ 146,453 $ 152,793 $ 147,917 $ 125,104 $ 122,854 $ 125,311 $ 127,817 $ 130,374 ;Suppli 18 es $ 1069 $ 14,895 ; $ 18,243 $ 20,606 $ 18,245 $ 17,010 $ 14,040 $ 17,650 $ 18,003 $ 18,363 $ 18,730 -- Sereices $ 89,724 $ 113,929 $ 103,203 $ 106,337 $ 119,724 $ 121,465 $ 117,108 $ 118,763 $ 120,544 $ 122,353 $ 124,188 Depreciation $ 27,888 $ 27,170 $ 27,170 $ 27,244 $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 Debt Transfer -._ $ 50,000 $ 7,512 $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 312,691 $- 293,576 $ 287,643 $ 300,640 $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 Capital Outlay $ - $ $ 26,475 $ 25,879 $ $ - $ - $ - $ - $ - $ - Total Cash Requirement $ 312,691 $ 293,576 $ 314,118 $ 326,519 $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 r Beginning Cash Balance $ 72,770 $ 46,249 $ 81,900 $ 50,970 $ 8,645 $ (33,422) $ (99,649) $ $ (2,267) $ (2,526) $ (660) Changes-in,--A-ss e-ts--/-L--J-a-b-Hi-t-ies $ (427) $ 361 $ (165) $ 2,256 $ (788) $ 1,000 $ - $ - $ - $ - $ - Re%enues $ 258,709 $ 301,696 $ 256,183 $ 254,694 $ 249,483 $ 219,165 $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 Expenditures $ (312,691) $ (293,576) $ (314,118) $ (326,519) $ (318,947) $ (314,577) $ (279,739) $ (287,450) $ (292,323) $ (297,282) $ (302,329) Depreciation Add-Back $ 27,888 $ 27,170 $ 27,170 $ 27,244 $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 $ 29,037 Ending Cash Balance $ 46,249 $ 81,900 $ 50,970 $ 8,645 $ (33,422) $ (99,649) $ - $ (2,267) $ (2,526) $ (660) $ 3,448 Net Annual Cash Flow (26,521) 35,651 (30,930) (42,325) (42,067) (66,227) 99,649 (2,267) (259) 1,865 4,108 Centerbrook Golf Course 2012 Retiring the Current Cash Deficit: General Fund revenues in excess of expenditures up to the projected $ 166,291 need to bring the fund cash balance back to zero. Allotment of General Fund balance in excess of policy need for cash flow purposes (50% to 52% of following year's budget) Same net effect on both General Fund Funding Alternatives More Customers — More Rounds of Golf Support the Course from other non-operating funding sources: General Fund — Property Tax General Fund — Lodging Tax Enterprise Fund — EBHC Operations Enterprise Fund — BC Liquor Operations Enterprise Fund — Utilities (Water, Sewer, Storm) Funding Alternatives .......... Recommendation: More Rounds/More Customers 800- 1 ,000 additional rounds generating $ 8,500 Use of Non-Operating Funds Up to $ 28,500 for 2012 fiscal year Could be from mix of non-operating sources but would recommend BC Liquor for the short term Longer term could include General Fund support along with BC Liquor ------------ City of Brooklyn Center Centerbrook Golf Course Cash Flows $ 37,000 Revenue Gap 3.00%Growth Actual Actual Estimated Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Course Fees $ 249,310 $ 219,159 $ 189,610 $ 220,000 $ 226,600 $ 233,398 $ 240,400 $ 247,612 $ 255,040 Misc. Operating $ 92 $ 6 $ - $ - $ - $ - $ - $ - $ - Misc. Non-operating $ 81 $ - $ 166,291 $ 37,000 $ 37,000 $ 37,000 $ 37,000 $ 30,000 $ 30,000 Total Revenues $ 249,483 $ 219,165 $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 $ 277,612 $ 285,040 Expenditures Personal Services $ 152,793 $ 147,917 $ 125,104 $ 122,854 $ 125,311 $ 127,817 $ 130,374 $ 132,981 $ 135,641 Supplies $ 18,245 $_ 17,010 $ 14,040 $ 17,650 $ 18,003 $ 18,363 $ 18,730 $ 19,105 $ 19,487 Services $ 119,724 $ 121,465 $ 117,108 $ 118,763 $ 120,544 $ 122,353 $ 124,188 $ 126,051 $ --127,941 Depreciation $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 $ 29,037 $ 29,327 $ 29,621 Debt Transfer $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 $ 307,464 $ 312,690 Capital Outlay _ $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cash Requirement $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 $ 307,464 $ 312,690 Beginning Cash Balance $ 8,645 $ (33,422) $ (99,649) $ - $ (2,267) $ - (2,526) $ (660) $ 3,448 $ 2,923 Changes in Assets/Liabilities_ $ (788) $ 1,000 $ - $ - $ - $ _ - $ -_ $ Revenues _ _-_$ 249,483 $ 219,165 $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 $ 277,612 $ 285,040 Expenditures_ - $ (318,947) $ (314,577) $ (279,739) $ (287,450) $ (292,323) $ (297,282) $ (302,329) $ (307,464) $ (312,690) Depreciation Add-Back $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 $ 29,037 $ 29,327 $ 29,621 Ending Cash Balance $ (33,422) $ (99,649) $ - $ (2,267) $ (2,526) $ (660) $ 3,448 $ 2,923 $ 4,894 Net Annual Cash Flow (42,067) (66,227) 99,649 (2,267) (259) 1 ,865 4,108 (525) 1 ,971 Earle Brown Heritage Center 2012 Revenue increase for rental receipts from the "D" barn Weddings booked to date Future projections based on: 3.00% annual increase in personnel costs annually 3.00% increase in supplies costs per year Cost of Good Sold being 48.75% of Customer receipts Service costs rising 2.50% per year City of Brooklyn Center Earle Brown Heritage Center Cash Flows Actual Actual Budget Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Customer Receipts $ 3,542,077 $ 3,834,391 $ 3,946,677 $ 4,255,130 $ 4,382,784 $ 4,514,267 $ 4,649,695 $ 4,789,186 $ 4,932,862 Misc. Operating $ 646 $ - $ - $ - $ 9,800 $ 9,800 $ 9,800 $ 9,800 $ 9,800 Misc. Non-operating $ 10,960 $ 1,738 $ 3,250 $ 6,767 $ 6,306 $ 6,475 $ 6,738 $ 7,100 $ 7,565 Total Revenues $ 3,553,683 $ 3,836,129 $ 3,949,927 $ 4,261,897 $ 4,398,890 $ 4,530,542 $ 4,666,233 $ 4,806,086 $ 4,950,227 Expenditures Personal Services $ 926,848 $ 850,538 $ 966,546 $ 975,795 $ 1,005,069 $ 1,035,221 $ 1,066,278 $ 1,098,266 $ 1,131,214 Supplies $ 109,075 $ 137,760 $ 158,234 $ 187,594 $ 193,222 $ 199,018 $ 204,989 $ 211,139 $ 217,473 Services $ 691,888 $ 718,725 $ 791,110 $ 824,629 $ 845,245 $ 866,376 $ 888,035 $ 910,236 $ 932,992 Cost of Good Sold $ 1,816,865 $ 1,954,574 $ 2,069,391 $ 2,125,084 $ 2,136,607 $ 2,200,705 $ 2,266,727 $ 2,334,728 $ 2,404,770 Depreciation $ 624,329 $ 628,867 $ 712,919 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 Debt Transfer $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 4,169,005 $ 4,290,464 $ 4,698,200 $ 4,779,477 $ 4,846,518 $ 4,967,696 $ 5,092,403 $ 5,220,744 $ 5,352,824 Capital Transfer $ 300,000 $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Total Cash Requirement $ 4,469,005 $ 4,290,464 $ 4,898,200 $ 4,979,477 $ 5,046,518 $ 5,167,696 $ 5,292,403 $ 5,420,744 $ 5,552,824 Beginning Cash Balance $ 1,153,340 $ 767,014 $ 987,228 $ 751,874 $ 700,669 $ 719,416 $ 748,638 $ 788,843 $ 840,560 Changes in Assets/Liabilities $ (95,333) $ 45,682 $ - $ - $ - $ - $ - $ - $ - Revenues $ 3,553,683 $ 3,836,129 $ 3,949,927 $ 4,261,897 $ 4,398,890 $ 4,530,542 $ 4,666,233 $ 4,806,086 $ 4,950,227 Expenditures $ (4,469,005) $ (4,290,464) $ (4,898,200) $ (4,979,477) $ (5,046,518) $ (5,167,696) $ (5,292,403) $ (5,420,744) $ (5,552,824) Depreciation Add-Back $ 624,329 $ 628,867 $ 712,919 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 $ 666,375 Ending Cash Balance $ 767,014 $ 987,228 $ 751,874 $ 700,669 $ 719,416 $ 748,638 $ 788,843 $ 840,560 $ 904,338 Earle Brown Heritage Center Ca p ita I Improvements_ 2012 Continue to budget transfer of $ 200,000 per year from the Operating Fund. 2012 Projects: Carriage Hall Wall Panels $ 108,000 Carriage Hall Area Carpet $ 70,000 GC/Harvest Prefunction Area Carpet $ 20,000 Muntifunction Copier/Printer $ 15,000 Electronic Reader Boards $ 128,000 City of Brooklyn Center EBHC Capital Projects Fund Cash Flows Analysis Actual Actual Estimated Proposed Projected Projected Projected Projected Projected 2009 2010 2011 2012 2013 2014 2015 2016 2017 Revenues Transfer from EBHC Operations $ 300,000 $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Capital Contribution from Flik $ - $ 100,000 $ - $ - $ - $ - $ - $ - $ - Misc. Operating $ - $ - $ 103,547 $ - $ - $ - $ - $ - $ - Misc. Non-operating $ 113,789 $ 21,037 $ 1,659 $ 2,617 $ 1,864 $ 1,951 $ 1,707 $ 2,034 $ 2,642 Total Revenues $ 413,789 $ 121,037 $ 305,206 $ 202,617 $ 201,864 $ 201,951 $ 201,707 $ 202,034 $ 202,642 Expenditures _ Personal Services $ - $ - $ - $ - $ - $ - $ $ $ - _ Supplies $ - $ - $ - $ - $ - $ - $ $ $ Services $ 72,629 $ 59,735 $ 55,096 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Depreciation $ - $ - $ - $ - $ - $ - $ - $ $ _ Debt Service $ - $ - $ - $ - $ - $ - $ $ $ Total Expenditures $ 72,629 $ 59,735 $ 55,096 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Capital Outlay $ 113,516 $ 110,168 $ 183,476 $ 341,000 $ 130,000 $ 213,000 $ 70,000 $ - $ 50,000 Total Cash Requirement $ 186,145 $ 169,903 $ 238,572 $ 391,000 $ 180,000 $ 263,000 $ 120,000 $ 50,000 $ 100,000 Beginning Cash Balance $ 466,299 $ 640,479 $ 587,728 $ 654,362 $ 465,979 $ 487,843 $ 426,795 $ 508,502 $ 660,536 Changes in Assets/Liabilities $ (53,464) $ (3,885) $ - $ - $ - $ - $ - $ - $ - Revenues $ 413,789 $ 121,037 $ 305,206 $ 202,617 $ 201,864 $ 201,951 $ 201,707 $ 202,034 $ 202,642 Expenditures $ (186,145) $ (169,903) $ (238,572) $ (391,000) $ (180,000) $ (263,000) $ (120,000) $ (50,000) $ (100,000) Depreciation Add-Back $ - $ - $ - $ - $ - $ - $ $ $ Ending Cash Balance $ 640,479 $ 587,728 $ 654,362 $ 465,979 $ 487,843 $ 426,795 $ 508,502 $ 660,536 $ 763,178 City of Brooklyn Center 3- Centerbrook Golf Course Cash Flows $ 37,000 Revenue Gap 3.00% Growth Actual Actual Estimated Proposed Projected Projected Projected Projected Projected Estimated EOY 2009 2010 2011 2012 2013 2014 2015 2016 2017 2011 Revenues Course Fees $ 249,310 $ 219,159 $ 189,610 $ 220,000 $ 226,600 $ 233,398 $ 240,400 $ 247,612 $ 255,040 $ 189,610 Misc. Operating $ 92 $ 6 $ - $ - $ - $ - $ - $ - $ - $ - Misc. Non-operating $ 81 $ - $ 166,291 $ 37,000 $ 37,000 $ 37,000 $ 37,000 $ 30,000 $ 30,000 $ - Total Revenues $ 249,483 $ 219,165 $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 $ 277,612 $ 285,040 $ 189,610 Expenditures Personal Services $ 152,793 $ 147,917 $ 125,104 $ 122,854 $ 125,311 $ 127,817 $ 130,374 $ 132,981 $ 135,641 $ 125,104 Supplies $ 18,245 $ 17,010 $ 14,040 $ 17,650 $ 18,003 $ 18,363 $ 18,730 $ 19,105 $ 19,487 $ 14,040 Services $ 119,724 $ 121,465 $ 117,108 $ 118,763 $ 120,544 $ 122,353 $ 124,188 $ 126,051 $ 127,941 $ 117,108 Depreciation $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 $ 29,037 $ 29,327 $ 29,621 $ 23,487 Debt Transfer $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Expenditures $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 $ 307,464 $ 312,690 $ 279,739 Capital Outlay $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Cash Requirement $ 318,947 $ 314,577 $ 279,739 $ 287,450 $ 292,323 $ 297,282 $ 302,329 $ 307,464 $ 312,690 $ 279,739 Beginning Cash Balance $ 8,645 $ (33,422) $ (99,649) $ - $ (2,267) $ (2,526) $ (660) $ 3,448 $ 2,923 $ (99,649) Changes in Assets/Liabilities $ (788) $ 1,000 $ - $ - $ - $ - $ - $ - $ - $ - Revenues $ 249,483 $ 219,165 $ 355,901 $ 257,000 $ 263,600 $ 270,398 $ 277,400 $ 277,612 $ 285,040 $ 189,610 Expenditures $ (318,947) $ (314,577) $ (279,739) $ (287,450) $ (292,323) $ (297,282) $ (302,329) $ (307,464) $ (312,690) $ (279,739) Depreciation Add-Back $ 28,185 $ 28,185 $ 23,487 $ 28,183 $ 28,465 $ 28,749 $ 29,037 $ 29,327 $ 29,621 $ 23,487 Ending Cash Balance $ (33,422) $ (99,649) $ - $ (2,267) $ (2,526) $ (660) $ 3,448 $ 2,923 $ 4,894 $ (166,291) Net Annual Cash Flow (42,067) (66,227) 99,649 (2,267) (259) 1,865 4,108 (525) 1,971 4uaw4.iodaQ Sa.DInaaS PU,D uor.��aaaay `Sa��iAW,V � 4!.unwwoD ,r'f'U,� r •, i mot,' `., s a r ,.r r �! t {�.. >. { , J `,.7 ,. _ .. - .. jOOjq 10 a .,!( d J1. � , �I' r { , Y "' n raj +s. r'•.-. � � � ' - �i uoissn3si (i ja2pnq ZTOZ.1 asinoD jj0 E) loojqj@lua anuanaa leluawalddns Aj!luapl — 4 suoili uoo Ia jew OwOue p ol. uodsa q p �j — ' � a:)inaas aauaolsn:) Aar dcuaxa a inoa j aseq aauaolsn3 ino puedx3 suoil! puo3 asino3 Aj!jenb aansu3 — =� : Isnw @m sigl qs .ildwo:):) e of r : i al g ein I I ei :) ueu .l loojqj@lu@D a ew of . 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AA@IA@� j Cn u U � � � v v � o � o � � �4 •� 4J � u 0 ' V Y��: We Have Weathered the Storm ? Weddings dropped to 78 in Zoo8. 2011 is at 97. 67 Already booked for Zoiz Corporate meetings began to slow in 2009. Decrease marked by lower attendance and less "extras" (Audio visual, food) Slight increase in corporate activity during last half of this year. First meeting booked as a result of having "Link" Sales for Zoiz were behind last year's pace by $i9a,000 in total sales through the end of July. Now we are ahead $196,000 as of the end of September. Proposed 2012 EBHC Budget While we are cautiously optimistic about aoia, the proposed budget remains relatively flat. Revenues Overall increase of $278,450, largely the result of increased food and beverage, along with D Barn lease revenues. Room rental and services fees increased slightly Food and Beverage increased moderately, to cover increased food costs. r op d 2012 EBHC"�Rudget - Continued Expenditures General expenses up $72,128 compared to Zoii $2,9oo increase in advertising. Some advertising shifted to catering o Security system $20,000 Food Handling Equipment (hot carts) $112,000 Cost of Goods o Up by $226,545 mostly in food purchasing EBHC Captial Capital Fund Balance adequate to cover planned expenditures Some plan projects shifted Carriage Hall carpet (2011 to aoia) Electronic reader Boards/Interior Signage (2011-2012)