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2005_0620_Packet
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2005_0620_Packet
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Roseville City Council
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Oval Task Force Final Report <br />V. The Roseville Skating Center (RSC) components and challenge in <br />assessing and attributing revenues and costs <br />. The Roseville Skating Center (RSC) is one facility comprised of three different segments; <br />l. RSC Oval <br />2. RSC Arena <br />3. RSC Banc�uetlMeeting Facility <br />. Some confusion exists because the entire Roseville Skating Center is commonly referred to as <br />"The Oval" . <br />• The entire RSC serves an estimated 250,000 recreational occasions annually. <br />� Challenge: separating labor/mar�agernent costs and supplies for the three revenu�/cost centers: <br />o All three revenuelcost centers use the same management, maintenance and operational <br />staff, as well as sharing costs for groundskeeping, parking lot, and common utilities <br />(outdoor security lighting and signage, restrooms, heat for locker rooms, etc.). <br />o Example: The staff working in the front information area prepares money for deposit <br />from all segments, answers questions about all segments, collects admissions for public <br />sessions as well as several other miscellaneous tasks <br />o Example: The Raider Room is considered part of RSC BanquetlMeeting Facility, but the <br />utilities are charged to the RSC Arena <br />VL Task Force Definition of Long Term Financial Viability: <br />To achieve long-term financial viability: <br />o$100,000 per year in additional income (or reduction in costs) <br />o$150,000 per year in capital for repair/replacement <br />Note: <br />o Group focused on long term to outline financial viability beyond immediate repair needs. <br />o Group defined figures above from consultations a�id discussion with city finance staff — <br />See Attachments 4 and 5 <br />VIL BackgroundlRSC Oval History — Financial Perspective <br />. As originally conceived, the RSC Oval complex plan was financially viable <br />• Deviations from the plan, along with inaccurate financial assum�tions, resulted in a business <br />plan which has not performed as forecasted: <br />o The original bonding provided by the State of Minnesota was less than expected <br />o Lodging and restaurant tax proceeds were expected to contribute to potential shortfalls; <br />however, mid-90's changes in tax laws made that avenue of support unavailable <br />o Components such as "Pro-Shop" and "Restaurant" never materialized <br />o There were assumpiians made in the initial oroiections for both income and cost of <br />operations that in retrospect were inaccurate. Over the ensuing years the income has risen <br />to a level closer to the estimates, but the costs were higher than projected <br />. In summary, the Task Force is evaluating a facility already in existence with a high asset value, <br />but has an operating deficit and no plan for eventual replacement or repairs <br />Oval Task Force Final Report Page 8 of 29 <br />
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