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HomeMy WebLinkAbout04-04-95 CCMAPRIL 4, 1995 LAItE ELMO COUNCIL TIEE"INC List of Claims for Approval or the period 03/31195 to 04/04195 03/31/95 CLAIM TOTAL ACCOUNT ACCOUNT TO WHOM PAID FOR WHAT PURPOSE DATE NUMBER CLAIM NUMBER AMOUNT LEAGUE OF MN CITIES APRIL INSURANCE PREMIUM 04/04195 3594 3,422.90 100-41560-130 2,013.11 100-42400-130 418.11 100-43100-130 991.68 MINN. BENEFIT ASSN. APRIL INSURANCE PREMIUM 04/04J9S 3595 657,93 100-41500-131 72.12 100-43100-130 585.81 ALLIED GROUP INSURANCE TRUST APRIL INSURANCE PREMIUM 04 /04 195 3596 62.82 100-41500-138 34,17 100-42400-130 15.10 100-43100-130 13,55 D.C. HEY CD. COPY MACHINE NAINT 04/04195 3597 164.75 100-41580-200 164.75 WASHINGTON COUNTY TREAS. 1995 TAX ROLLS 04114195 3598 125.72 100-41560-200 125,72 GENERAL OFFICE PRODUCTS OFFICE SUPPLIES & FILES-MAINT CHAIR 04104/95 3599 1,323.06 105-41500-570 677,96 100-41500-200 386.91 100-43100-223 258.19 A T S T OFFICE TELEPHONE 04/04195 3660 75.66 100-41500-320 76.66 U. S. WEST TELEPHONE EXPENSE 04 104 195 3601 128.56 100-41500-320 231.18 108-42200-320 87.82 100-43100-320 56.40 100-45200-320 53.16 CELLULAR ONE LAKE ELMO FIRE DEPARTMENT VAILEY TROPHY INC R(( ILLE RADIO OLNGENCY METRO FIRE NORTH STAR INTERNATIONAL TRUCK ALLIANCE ZACK'S INCORPORATED MAC QUEEN EQUIPMENT, INC. MINNESOTA BOLT & NUT CO, A T & T STILLWATER MOTOR CO SUNRAY AUTO PARTS NORTHERN MITOGRAPHERS, INC, MICHAEL SMITH MENARDS MINNESOTA POLLUTION CONTROL AGENCY TOTAL FOR MONTH FIRE DEPT CELLULAR PHONE 04/04/95 3602 11.06 100-42200-320 11.06 MISC SUPPLIES -PETTY CASH REIMB. 54/04J95 3603 94.34 100-42200-217 94.34 FIRE DEPT PLAQUES FOR 2 RETIREES 04/04/95 3604 60.56 100-42200-200 60.56 FIRE DEPT RADIO SERVICE 04(04/95 3605 40.22 100-42200-323 46.22 FIRE DEPT-1 YR SUBSCRIPTION 04104/95 3606 21.95 100-42200-433 21.95 FIRE DEPT SUPPLIES O4/04/95 3607 54.34 10042200-217 64.34 FIRE DEPT TRUCK PARTS 04104195 3608 58.14 100-42200-225 68.14 MAINT DEPT MEMBERSHIP DUES O4/64j95 3699 142.00 100-43100-433 142.00 NAINT DEPT SHOP/STREET SUPPLIES O4104195 3610 459.53 106-43100-223 .459.53 MAINT DEPT SWEEPER PARTS 04/14/95 3611 501.72 100-43100-221 501.72 MAINT DEPT PARTS & REPAIR 04104/95 3612 232.83 100-43100-221 232,88 MAINT DEPT -PAGER EXPENSE 04/04195 3613 32.08 100-43100-320 32.08 MAINT DEPT PARTS & REPAIR 04/04/95 3614 26.37 100-43100-221 26,37 MAINT DEPT PARTS & REPAIR /4154195 3615 75.33 100-43100-221 75.33 NAINT DEPT STREET SUPPLIES O4/04195 3616 264,08 160-43100-224 264,08 199S COMPOST STICKERS O4/14195 3617 270.54 100-43200-317 270.54 MARCH ANIMAL CONTROL OFFICER 04 184 195 3618 975.00 100-42700-110 915,00 PARKS DEPT SUPPLIES O4/04195 3619 167.08 100-45200-219 167.08 SEWER FUND ANNUAL FEE 04104/95 3620 505,00 602-49450-430 505.00 10,253.52 10,253.62 TOTAL YEAR TO DATE 18,986,37 18,986.37 '5-PNc_ bUL40 S, m 11%d q_q--9 S City of Lake Elmo 10310 City Hall Road Lake Elmo, MN 55042 City of Attn: Dear_________; By Resolution 95- enclosed, the City of Lake Elmo invites your City Council to participate in a dialog of governmental bodies with interests in the future land use along I-94 in Washington County. Through this dialog, our Council is proposing the creation of a cooperative and comprehensive effort resulting in a shared vision and a shared plan of implementation for development in this Corridor. To begin, we are calling for a workshop of elected and appointed officials with a moderator to be provided by the Office of the Governor. At this meeting, we would seek to highlight the existing commonly shared opportunities and our underlying concerns and consider the possibilities for State or Metropolitan Council funding of a study to further identify and evaluate the key issues. In addition, the study would likely provide a forum for consideration of a wider perspective, as the I-94 Corridor is the most prominent local component of our State and Regional infrastructure. Please join us on at the _. We will send a formal agenda and listing of participants in advance. Sincerely Wyn John, Mayor City of Lake Elmo Washington County, Minnesota Resolution 95- A Resolution Calling for the Convocation of Parties with Land Use Interests in the Washington County Corridor of I-94 WHEREAS, the I-94 Corridor is the most prominent State and Regional component of Washington County's public infrastructure, and WHEREAS, the adjacent cities and Washington County control the allowed land uses within the I-94 Corridor, and the State separately controls traffic levels through its highway design, and WHEREAS, most existing uses of lands within the I-94 Corridor in Washington County are considered to be transitional, and WHEREAS, the Metropolitan Council determines the location of public ( sewer and most of the I-94 Corridor is outside the M.U.S.A. line, and WHEREAS, over 80% of the property taxes generated from real estate within the I-94 Corridor benefits governmental bodies (i.e. school districts, Metro. Council, watershed districts, and the County), with little or no control over uses within the Corridor, and WHEREAS, the level and type of services required of governmental bodies with little or no control over uses within the Corridor is dictated by those uses and their specific locations, and WHEREAS, the County and Metro Council have forecast the rate of job growth in Washington County to be substantially less than suggested by the comprehensive plans of cities with the I-94 Corridor, and WHEREAS, with thorough, macroscopic, analysis of the Washington County section of the I-94 Corridor the harm from potentially conflicting land uses can be reduced or eliminated, and the benefits from potentially compatible land uses can be most fully realized; NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF LAKE ELMO, MINNESOTA: 1. The City shall call for a dialog of parties with interests in the future land use within the Washington County I-94 Corridor, if possible under the sponsorship of the Office of the Governor. 2. The City shall encourage the development of a shared vision and a shared plan of implementation for development in this Corridor. 3. The City will share I-94 Corridor data gathered by the end of summer 1995 with the Minnesota Design Team to assist this group's efforts in recommending alternative land uses and development approaches as part of its Fall visit to Lake Elmo. 4. The City shall propose that these efforts commence in May, 1995 and the study portion of the efforts be complete and agreed to within 12 months. 5. The City shall modify its Comprehensive Plan and ask the County to modify its Comprehensive Plan to reflect decisions made for land use within the I-94 Corridor. (- Adopted by the Council this day of May, 1995 Wyn John, Mayor Attest: Mary Kueffner, Administrator Motion Second_______ Ayes -------- Nays March 22, 1995 The Honorable Mark Holsten 253 State Office Building St. Paul, MN 55155 Dear Representative Holsten: On behalf of the managers of the Valley Branch Watershed District, I want to thank you for agreeing to serve as House sponsor for the special legislation to increase the Valley Branch Watershed District's administrative fund levy cap from $125,000 to $200,000. As you know, Senators Price and Laidig have already co -sponsored the legislation in the Senate. I am enclosing three pieces of relevant information. The first enclosure provides some background about the district and its current financial situation. In 1993 and again in 1994 we spent well in excess of $125,000 in carrying out our basic responsibilities, despite the fact that we operate as frugally as possible (e.g. we have no permanent staff and no office space). We have an actual budget deficit of more than $40,000 and an operating deficit of more than $100,000. Our projected expenditures for 1995 will again exceed $125,000. We obviousl', cannot continue operating in this fashion. If the levy cap is not increased, our only alternative will be to curtail our operations significantly, leaving the district's citizens without certain services and forcing the cities and townships in the district to assume other responsibilities and the associated costs. Nearly all of cities and townships currerdly rely heavily on the watershed district. Oakdale is the only city in the watershed district with its own surface water management plan. The second enclosure is a list of watershed districts in the metropolitan area. As indicated, of the nine established watershed districts, all but the Valley Branch Watershed District have had their levy caps increased to $200,000 through special legislation. The third enclosure is a letter from the Washington County Board of Commissioners to the Washington County legislative delegation supporting our effort to increase the levy cap. J. PETER ZETTERBERG GORDON C. MOOSBRUGGER DAVID PARKIN RAY BRENNER JAMES BUELOW VALLEY BRANCH WATERSHED DISTRICT P.O. BOX 838 LAKE ELMO, MINNESOTA 55042-0538 Please let me know if there is any additional information that I can provide you. Given the current political climate and the fiscal constraints at all levels of government, I recognize that this is an especially difficult year for legislation such as ours. I greatly appreciate your willingness to help us, the support that we have also received from Senator Price and Senator Laidig, and the willingness of other legislators in the watershed district to hear our case. Respectfully, y� I Peter Zetterberg'' President, Valley Branch Watershed District 8018 Hill Trail N. Lake Elmo, MN 55042 days: 626-0577 evenings: 770-2414 c: Managers, Valley Branch Watershed District Representative Peg Larsen Representative Walter Perlt Representative Harry Mares Senator Gary Laidig Senator Leonard Price A Fact Sheet on the Need to Increase the Valley Branch Watershed District's Administrative Fund Levy Cap from $125,000 to $200,000 The Valley Branch Watershed District (VBWD) is located in Ramsey (20%) and Washington (80%) Counties. It stretches from the southern portions of White Bear Lake and Mahtomedi in the northwest corner of the district down through all or portions of North St. Paul, Oakdale, Woodbury, Lake Elmo, Baytown, and West Lakeland to Afton, in the district's southeast corner, where Valley Creek enters the St. Croix. The Valley Branch Watershed District is seeking legislation in the 1995 session that would increase its administrative fund levy cap from $125,000 to $200,000. A watershed district's administrative fund covers basic expenses for clerical services, auditing services, legal services, inspection services, and, most importantly, many kinds'of engineering services. The per diems for managers are also paid from the administrative fund, and so too are small emergency projects and maintenance projects. The administrative fund cap for all watershed districts is established in statute (MS 103D.905, Subd. 3) and was last increased in 1983, from $75,000 to $125,000. It has become impossible for the V$WD to meet its responsibilities and obligations with an administrative fund of $125,000 per year. Its expenses in each of the last two years have been far in excess of $125,000, as detailed in Table I below, which shows VBWD administrative fund expenditures for 1992, 1993, and 1994 and projected expenditures for 1995. 1: Valley Branch Watershed District Administrative Fund: Expenses [Table Audited 92 Expenses Audited 93 Expenses Preaudit 94 Expenses Projected 95 Expenses ffice Supplies $585 $1,031 $687 $750 embership Dues $1,650 $1,650 $1,650 $1,650 Insurance $7,922 $7,594 $5,025 $5,100 Secretarial S4,601 $5,481 $6,031 1 $6,250 Manager's Per Dient & Expenses $13,939 $12,948 $8,069 $10,000 InspectiorvEnforcement $2,575 $4,083 $6,639 $7.000 Sampling $3,243 $5,504 $3,182 $51000 neering Adm & Operations $76,925 $106,672 $89,932 $85,000 al/Audit [Lake $9,113 $14,087 $14,218 $15,000 ial Projects $0 $20,279 $21,188 $20,000 Level Reports $218 $228 $225 $250 Other $2,591 $2,599 $0 $0 FICA Tax $0 $2,509 $1,849 $21,OW - Total Expenditures 1 $123,362 $184,665 $157,694 $158,000 J. PETER ZETTERBERG GORDON C. MOOSBRUGGER DAVID PARKIN RAY BRENNER JAMES BUELOW VALLEY BRANCH WATERSHED DISTRICT P.O. BOX 838 LAKE ELMO, MINNESOTA 55042.0538 The figures in Table 1 for 1992 and 1993 are the actual audited amounts. The 1994 audit is not yet completed. As indicated, expenditures in 1993 and 1994 were considerably in excess of the current levy cap of $125,000 and will be considerably in excess of the levy cap in 1995. Other watershed districts in the Twin Cities metropolitan area have encountered similar financial problems, and some have had their administrative fund levy caps raised to $200,000 by action of the legislature (e.g. Ramsey/Washington, Rice Creek, Minnehaha Creek). This has been done by special legislation, rather than by amendment to the Watershed District statute. Senator Leonard Price has introduced such special legislation in the Senate this session for the Valley Branch Watershed District (see attached). A companion bill has not yet been introduced in the House. All of the district's basic administrative expenses have increased very significantly since 1983, both because of inflation and because of increased development within the watershed district. As a metropolitan watershed district, the VBWD has special responsibilities --and associated expenses --under the Metropolitan Surface Water Management Act, Effective January, 1994 it also has new responsibilities under the Wetland Conservation Act, since it serves as the local governmental unit (LGU) for all municipalities in the district. Since 1983 the consumer price index has increased by more than 50% and some of the district's expenditures have increased at an even faster rate. The district's greatest expenses are for engineering services. In 1983 the hourly billing rate for the district engineer from Barr Engineering was $36 per hour. In 1995 it is $70 per hour, an increase of nearly 100%. The district's other expenses have also increased significantly since 1983. The manager's per diems, which are set by statute at $50, are the only expenses; that have not increased since 1983, and they would not be affected by the increase that the district is seeking in the administrative fund. The district's actual financial situation is a bit worse than what is detailed in Table 1. The district's fiscal year begins in January, but its tax receipts are not paid to it until July (50%) and December (50%). Accordingly the district should maintain an operating reserve in the administrative fund equal to 50% of the levy amount (i.e. $62,500). As shown in Table 2 below, the VBWD has not been able to maintain a reserve for the past three years and, as a consequence, it has an actual, current operating shortfall of more than $105,000 and a projected operating shortfall of more than $135,000 by the end of 1995. Table 2: Summary of Operational Shortfall 1992 1993 1994 1995 Administrative Fund. Balance $27,208 ($10,381) ($43,075) ($73,075) Recommended Operating Reserve (50% of $125,000 Levy) ($62,500) ($62,500) ($62,500) ($62,500) Operating Balance/(Shortfalb ($35,292) ($72,881) ($105,575) ($135,575) The VBWD is able to continue its operations only because Washington County has been advancing it funds. The VBWD will not be able to do what it is required to do by law and what the district's citizens expect of it unless the administrative fund levy cap is increased. For additional information contact Peter Zetterberg, President, Valley Branch Watershed District 626-0577 (days) or 770-2414 (evenings/weekends) Metropolitan Area Year of Increase Watershed District Levy Cap from 125K to 200K Coon Creek $200,000 1992 Lower Minnesota River $200,000 1992 Minnehaha Creek $200,000 1992 9-Mile Creek $200,000 1992 Prior Lake/Spring Lake $200,000 1992 Ramsey -Washington Metro $200,000 1986 Rice Creek,, $200,000 prior to 1986 Riley -Purgatory Bluff Creek $200,000 1992 Valley Branch $125,000 ---- South Washington County (new) $125,000 ---- * Rice Creek was the first; exact date unknown. WASHINOTON COUNTY BOARD OF COMMISSIONERS GOVERNMENT CENTER 14900 615T STREET NORTH • STILLWATER, MINNESOTA 55082-0006 612-430.6000 - Facsimile Machine 612-430.6017 . February 8, 1995 To Washington County Legislative Delegation Members: D"s C. Hogberg District 1 Mary Hauser District 2 Welly Abrahamson District atcheinnan Myra Peterson District 4 Dove Engstrom District 5 The Washington County Board supports the request by the Valley Branch Watershed District for an increase in their administrative fund levy cap ftom $125,000 per year to a maximum of $200,000 per year in order to meet the increased administrative costs of operating the District. The administrative fund covers clerical services, auditing services, legal services, inspection services, and some types of engineering services. Due to inflation and increased development in the area, all of these costs have increased since 1980, the last time the cap was revised. r The District's administrative costs have also gone up due to increased responsibility. The Wetland Conservation Act of 1991 now requires that the District serve as the local governmental unit for municipalities in the District. In addition, the District is required, by law, to revise t'he Water Management Plan every five years and perform additional duties that have increased administrative expenses over the past two years. Because of these increased costs, the District secured an advance from the 1995 fund to cover the 1994 costs. However, the cost of operating the District in 1995 will not decrease, and the District will have to increase the fund cap or continue to borrow against the future. Increasing the fund cap does not mean that the District will spend the full $200,000 per year, but the increase does allow the Watershed District more leeway in handling emergency situations, as well as the increased costs. In addition, the State Legislature has increased the administrative fund cap for other Watershed Districts in the Metropolitan area in the last few years. Mnr a s yar ewr EQUAL EMPLOYMENT OPPORTUNITY / AFFIRMATIVE ACTION ,� `� -2- The Washington County Board remains committed to a policy of controlling local property taxes. We must also be sensitive to the needs of other taxing jurisdictions when existing limits levy restrict necessary government actions. Therefore, we ask that you support the proposed legislation that would permit the Valley Branch Watershed District to increase its levy for growing administrative costs. Sincerely, Wally Abrahamson, Chairman Washington County Board of Commissioners „ /le cc: Commissioner Dave Engstrom Commissioner Mary Hauser Commissioner Dennis Hegberg Commissioner Myra Peterson Sue Ladwig, Lobbyist J. Peter Zetterberg, President, Valley Branch Watershed District I q Q-�� 1C.MA Dear Reader: We are pleased to present this excerpt from the MIS Report which was authored by Paul S. Tischler, principal of Tischler & Associates, Inc. (TA). TA is a fiscal, economic and planning consulting firm specializing in fiscal impact and related economic analysis. Studies include fiscal analysis, capital facility forecasting, revenue strategies and impact fee analysis. In many cases, TA uses the MUNIES or FISCALS fiscal system and process tailored for each jurisdiction. For more information, or to receive our TA Fiscal & Economic Newsletters, please contact us toll -free at (800) 424-4318. MIS Reports are published monthly by the Management Information Service, International City Management Assc:...ation, 1120 G Street, N.W., Washington, D.C. 20 C,5. Copyright t) 1988 by the International City Management Association. No part of this report may be reproduced without permission of the copyright owner. These reports are intended primarily to provide timely information on subjects of practical interest to local government administrators, department heads, budget and research analysts, administrative assistants, and others responsible for and concerned with operational aspects of local government. MIS Reports are issued as part of a subscription service available to all local governments. A subscription to the 'Vanagement Information Service includes unlimited access to the MIS Inquiry Service —backed up by the ICMA automated data base; the MIS Bulletin; Info Packets; and other publications. Reprinted with permission of ICMA 21 ANALYZING THE FISCAL IMPACT OF DEVELOPMENT Mast states require local governments to prepare a balanced budget on an annual basis. However, most states do not require that jurisdictions conduct fiscal impact evaluations to help ensure that local officials understand the short- and long-term fiscal effects of land - use and development policies and of new developments that are approved. A fiscal impact analysis clarifies the financial effects of such policies and practices by projecting net cash flow to the public sector resulting from residential and non- residential development. Such an analysis can enable local governments to address a number of short- and long-term planning, budget, and finance issues. This report discusses the benefits of fiscal impact analysis and reviews common methodologies used to collect and analyze information. Five case studies are provided to illustrate how fiscal impact analysis can be used in different situations. The report concludes by recommending an approach for con- ducting fiscal impact evaluations. Analyzing the Fiscal Impact of Development DEFINING FISCAL IMPACT ANALYSIS A fiscal impact analysis projects the net cash flow to the public sector (the local government and, in many cases, the school district) resulting from new development — residential, commercial, industrial, or other. It is similar to the cash flow analysis a developer conducts in order to project costs and revenues likely to result from a proposed development for two to ten years in the future. A fiscal impact analysis projects the net cash flow to the public sector The dynamics of fiscal impact are shown in Exhibit 1. In evaluating the costs associated with providing the acceptable levels of service, the local government should consider existing unused capacities of public services and programs, especially of capital facilities. The new development, or new demand, will be expressed in terms of changes in population, employment, or land use projected to result from the scenarios being evaluated. Since a fiscal analysis will indicate whether and when a jurisdiction could face deficit budgets, the local government is able to weigh land -use policy decisions, acceptable levels of service, plans for capital investments, and long-term borrowing needs. In addition, a projected fiscal deficit can prompt local officials to evaluate current and future revenue sources. Even if a fiscal evaluation indicates a surplus, the local government may wish to change its use of revenue sources to fund infrastructure replacement or higher levels of service. The goal ... is to forecast all relevant operating expenses, capital costs, and revenues Fiscal impact analysis identifies the increases in annual and cumulative expenses for all services that will result from new development. This includes annual operating expenses (including new staff needed per year) and capital expenses associated with constructing or expanding facilities. The fiscal impact statement can also summarize the jurisdiction's bonded debt; its bonding capacity as a percentage of the increase in the tax base; the increase in the tax base; and the fiscal surplus or deficit when general revenues are applied against the net of all special revenues and expenses associated with the development. Paul S. Tischler, president of Tischler & Associates, Inc., authored this report. Tischler and Associates, Inc., is a Bethesda, Maryland consulting firm specializing in fiscal impact and related economic analysis, capital programming, and revenue strategies, The firm developed and uses a PC -based fiscal impact software package either as MUNIES or FISCALS. Mr. Tischler has a B.A. in economics and an M.B.A. in real estate and urban development. He lectures and writes on fiscal impact analysis and related topics. EXHIBIT 1 — The dynamics of fiscal Impact. Changes in Land Use Service Levels KDemographics Costs/Revenues etc. 77. c 0 Changes in Changes in Public Service Revenue 0 m Demands Sources a c m E c - m` 0 Cho hges in Changes in a Expenditures Revenues 0 J FISCAL S IMPACT Source: Tischler & Associates, Inc. APPLICATIONS FOR FISCAL IMPACT ANALYSIS Fiscal impact analysis is helpful in short- and long-range land -use policy planning and finance planning. Its applica- tions for decision making are discussed below. Planning Issues A fiscal impact evaluation can be used as an effective plan- ning toot. Many local governments view the planning process as monitoring and enforcing land -use decisions and regulations, and pay too little attention to long-range planning issues, including whether future growth will be affordable. The six applications below indicate how fiscal analysis can be an effective policy tool for long-range planning. Land -use policies. Should a jurisdiction encourage higher density land use or allow an overlay district in a certain subarea? Do its current land -use policies make sense? If costs, as well as other factors, are to be considered, then a fiscal impact evaluation will help in the decision -making process. Demographic-economir.. changes. Many elected and appointed local government officials can tell interested parties how they think their community will look in ten or twenty years in terms of population, housing, and employ- ment. But very few can say what the fiscal impact will be —whether service levels will remain the same or deteriorate under pressure from a growing population. Similarly, when making changes to land -use regulations, few jurisdictions evaluate alternative development policies from a fiscal perspective. Evaluating development alternatives is a valuable use of fiscal impact analysis. Rezonings. A rezoning changes the density or type of use for a parcel; it may also be,' a signal of a change in develop- ment policy. Too often, significant rezoning cases are not sufficiently evaluated from a fiscal perspective. Fiscal analysis can be helpful in local government -developer negotiations. Annexation. An area that' may be annexed usually has some existing public services. One of the uses of fiscal impact analysis is to ascertain the cost of improving the services in the area proposed for annexation in order to make them comparable to the annexing jurisdiction's level of service. The analysis can calculate whether there will be an annual financial surplus or deficit from the proposed annexation during each year of the forecast period. Infrastructure planning. One of the by-products of a good fiscal analysis is the forecast of infrastructure needs to meet anticipated changes in a community. Any change in land use, population, or employment will have an impact on a number of capital -intensive services, including streets and utilities. A fiscal impact analysis helps identify the economic development strategy that makes the most fiscal sense. Leveraging public dollars. Local officials considering how to promote economic growth often face the question of how to invest limited funds so as to maximize the return. Fiscal evaluations can help them make their investments wisely. For example, different economic development strategies can be evaluated for their impacts on land use. Land use in turn affects services, costs, and revenues. A fiscal impact analysis helps identify the economic develop- ment strategy that makes the most fiscal sense. If a local government has $2.5 million for economic development programs and wants to decide whether to allocate it among several commercial districts within the community, a fiscal impact analysis can provide useful information on the potential financial effects. Finance Issues There are a number of ways in which fiscal impact evaluations can address budget and finance questions. As noted earlier, a fiscal impact analysis focuses on change, generally over a two- to ten-year period. Although the accuracy of the projections diminishes over tie, the analysis can help to raise budget and finance policy issues and suggest alternative approaches for addressing them. Some of the issues are discussed below. Capital improvement programming. Capital improve- ment planning cakes on an extra dimension with the use of fiscal analysis, which enables a local government to forecast the need for additional capital facilities given projected increases in population or employment. Individual departments seldom incorporate market forces or land -use plans into their CIP requests. A fiscal analysis that looks at subareas of the community can help address this issue, Fiscal analysis also clarifies the timing of infrastructure improvements. By incorporating future demographic and economic projections, the fiscal analysis will indicate the demand for capital facilities in the near as well as the longer term. One community discovered through fiscal impact analysis that the amount of park land included in its CIP was insufficient to provide the desired level of service even for existing development. This approach can also be used to calculate the cost and timing for replacing existing infrastructure. Infrastruc- ture replacement costs are one of the biggest fiscal problems facing many local governments. An inventory of existing capital facilities and their related future costs can be obtained by estimating the remaining useful life of each facility and its replacement or rehabilitation cost. Revenue forecasting. For purposes of this discussion, a revenue forecast defines the projected change in revenues (assuming existing rates) due to land -use or demographic changes in the community, The revenue forecast is one of the results of a fiscal evaluation. Fiscal planning. Fiscal planning is different from budget planning because fiscal planning focuses on change and uses a two- to ten-year time frame. Fiscal planning provides a long-term perspective on the costs and revenues associated with each department and activity of a local government, offering local officials the opportunity to reconsider plans and policies. Budget projections. Fiscal impact analysis results in both short- and long-range budget projections for each depart- ment in the local government. For example, an increase in the intensity of land use will generate a higher level of demand for police services. The analysis offers a budget projection for the police department, based on these changes and assuming specified service levels, over the forecast period. Local officials can look at this information for alternative levels of service, and project the effects of those alternatives on the budget. Level of service changes. A growing number of local governments are finding it useful to focus policy discussions on the basic levels of public services that citizens want and are willing to pay for. The increasing use of impact fees and user fees also makes it important to clearly identify a level of service standard, so that appropriate fees can be ,or and collected. What is the cost of providing different levels of service? Quantifying existing levels of service and the costs of different service levels can help lead to more constructive discussions, since all parties will understand the fiscal consequences of changing the level of service. Cost and revenue changes. A fiscal analysis will allow the local government to vary any number of cost and revenue assumptions. Police cars, utility plant additions, salaries and fringe benefits are just some of the items that can be reviewed for their financial impact at various rates. In a similar fashion, revenue rates and sources can be reviewed. Using a fiscal impact analysis computer model makes changes in assumptions easy to consider. BENEFITS OF A FISCAL IMPACT ANALYSIS Fiscal impact analysis has many benefits, whether it is used for budgeting or for land -use or capital or financial planning. (See the full MIS Report for the narrative) METHODOLOGIES There are two basic approaches to fiscal evaluations: using average costs and using marginal costs. Average cost approaches are simpler and more popular — costs and revenues are calculated based on the average cost per unit of service times the demand foe that unit. Average cost approaches assume a linear relationship and do not consider excess or deficient capacity of facilities or services over time. A per capita relationship is an example of an average cost approach. Marginal cost approaches describe the unique characteristics of a jurisdiction's capital facilities. Although over the long term, average and marginal cost techniques will produce similar results, the real value of fiscal analysis is in the two- to ten-year time period. Marginal cost analysis is most useful in this time frame. Selecting a Methodology To get the most accurate information from a fiscal impact analysis, most local governments find the case study approach preferable. Although comparisons to regional and national standards can be helpful, each community is unique. It has its own levels of services, geographic service boundaries, cost and revenue factors, and available capacity of existing capital facilities. Given the potential benefits of fiscal impact analysis, it is worth the time and effort to use the case study approach. Where data is not readily available EXHIBIT 2—Impact of new growth under three alternatives. CITY Of GERMANTOWN ANNUAL SURPLUS OR oEMCIT Our TO NEW GROWTH ON $1,000's) Source: Tischler & Associates, Inc„ MUNIES Computer Output. or where it is difficult to define the service level relationship on a true marginal basis, it makes sense to use the per capita average cost approach to supplement departmental estimates. The local government may wish to refine the data using marginal cost data if and when more detailed information becomes available. CASE STUDIES This section discusses five case studies that illustrate dif- ferent applications of fiscal analysis. The first three case studies look at different land -use or growth alternatives and revenue strategies. The last two cases discuss economic de- velopment alternatives and capital improvement programs. (See the MIS Report for a full discussion) Germantown, Tennessee —Evaluation of Land -Use Alternatives Germantown (population 32,000), a suburb of Memphis, decided to review the fiscal impact of future land -use alternatives. As in any jurisdiction, one logical alternative( was the continuation of present trends: an emphasis on low -density single-family housing With enough commercial activity to provide services to residents. Germantown officials were also considering two other alternatives: one was to encourage nonresidential, light -industrial and office uses; the other was to increase the density of residential development. The fiscal impact analysis focused on marginal costs and revenues based on local data factors —the case study approach was used wherever possible. Exhibit 2 indicates that all three alternatives would have positive financial results for the city. The study confirmed that the current land -use alternative emphasizing low -density single-family housing will enable Germantown to remain inn a positive fiscal posture for the foreseeable future. The projeced cumulative surplus of $41 million is about 77 percent of the surplus that might be generated by the high employment scenario. Elected officials have found that the fiscal impact analysis has given them a more specific baseline against which to measure requests proposed by developers. The mayor and aldermen now are able to ask whether a proposal would have an economic impact over and above that projected based on the future land -use plan. Germantown purchased a tailored software system for future fiscal evaluations. As quoted in the Germantown News, the administrator said, "We now have a tool. We can use this study to calculate what it will cost, both in the short and long term, to maintain and develop the city in various ways." The city has continued to use the program for three primary purposes: reviewing annexation ques- tions, evaluating the impact of proposed large develop- ments (both shopping centers and residential), and capital improvements planning. Germantown has an annual annexation process through which it looks at the costs and revenues that would result from additional annexation. Faced with high growth pressures, the city has found the fiscal impact analysis software program worthwhile in helping the planning commission and the board of mayor and aldermen review the fiscal effects of new growth. In the capital improvements planning process, Germantown uses the fiscal impact analysis program in planning for future fire and police service needs. Germantown has a five-year capital improvements program, and uses the fiscal impact analysis information for background in scoping out budget proposals and related capital improvements requests by department. Overall, fiscal impact analysis enables Germantown to maintain its land -use policies and understand and articulate the assumptions on which they are based and their fiscal ramifications. Venice, Florida —Developing Strategies to Serve Future Growth The city of Venice, Florida, has a permanent population of about 15,000 and a seasonal population of 19,000. t Located in Sarasota County on the booming Gulf coast, Venice is experiencing growth pressures. Developers in the country are requesting annexation, in large part because the city can provide better services to future residents than can the county. Venice decided to address several items in its 1987 fiscal impact analysis. It wanted to evaluate two growth alternatives, develop a capital improvement program that would identify existing facility deficiencies and project facility needs due to growth, and create a revenue - development strategy. The first alternarive assumed growth would continue to the year 2000 as projected in the comprehensive plan. The second alternative assumed that additional growth would result from annexation of an area to the north and east of the existing city limits. City department heads and the consultant agreed on service level, cost, and revenue factors, and these were used in the fiscal evaluation of the two alternatives. The fiscal evaluation forecast the need for new capital facilities to serve growth resulting from annexation. Florida state law requires that local governments pro- vide a five-year projection of facilities to serve new develop- ment. Consequently, these new facilities were incorporated into a preliminary Capital Improvement Element (CIE) for Venice. According to the state taw, the CIE must also. describe existing deficiencies in capital facilities to serve the present population and the direct operating expenses of those facilities, and discuss the revenue sources the local government intends to use to pay for the needed capital facilities. This last requirement was part of the reason Venice decided to develop a revenue strategy as part of its fiscal impact analysis. The cumulative results of Venice's study indicated a fiscal surplus under both alternatives. An important reason for this was that the basic road network and schools are provided not by Venice but by Sarasota County. The alternative based on the comprehensive plan was slightly more beneficial from a fiscal perspective primarily because annexation would require that additional capital facilities be built within a few years of the annexation. .the fiscal impact analysis has helped the elected officials express their vision for the future.... Raleigh, North Carolina —Analyzing Economic Development Impacts Evaluating subareas of a community is a valuable approach for fiscal impact analyses since, as in the case of southeast Raleigh, existing capital facility capacities can be specified and revenue strategies can be targeted. (See the MIS Report for a full discussion) Plymouth, Minnesota —Analyzing Land -Use Alternatives and Costs for a Capital Facility Replacement Program Plymouth is a Minneapolis suburb with a population of about 45,000. In 1984, a cost revenue subcommittee com- posed of private sector representatives requested that the city conduct a fiscal analysis of the impact of land -use plan alternatives. Four alternatives were evaluated: the existing land -use plan (the base case); a duplex or high -density residential alternative; an estate or low -density residential alternative; and a research and development, or employ- ment, alternative. All four scenarios project an increase in the city's population of L6,300 over 15 years. The findings indicated that the base case was as fiscally beneficial as the other alternatives (Exhibit 3). Once the city selected the base case as the alternative to pursue, the software program used by the city calculated the costs of a capital facility replacement program. Plymouth used the software to compile and analyze data on all capital facilities, including each item's projected remaining life and estimated replacement cost. The capital facilities needed to serve new growth added to the projected infrastructure replacement costs equalled the total dollars EXHIBIT 3—Surplus to Plymouth general fund due to growth between 1985 and 2000 (In millions of constant dollars). TISCHLER & ASSOCLATES, INC. FISCAL & ECONomc 4701 Sangamore Road • Suite N210 • Bethesda, MD 20816 ProMinb Solutions for Grotab • Fiscal Impact Analysis • MUIVIES • Capital Improvement Programming • FISCALS • Impact Fee Modeling • CIPS • Revenue Strategies • DEMS • Economic Feasibility Analysis • Growth Policy Studies needed to continue to provide the citizens with service at existing levels. The city uses the fiscal analysis as a guide for budget forecasting, particularly for personnel projects by divisions within departments. The city has found it helpful in fostering discussions about the assumptions underlying the numbers in the budget and, to a lesser extent, the capital facility replacement program. City Manager Jim Willis estimates that 10 to 15 percent of the assumptions have been changed since Plymouth began using fiscal impact analysis. These changes reflect the evolution of needs and the gathering of new information since the program began to be used. Willis commented that a key to using fiscal impact analysis effectively is to understand your own operations and what needs to be measured. It is important to understand the full range of tasks for which people are responsible, so that levels of service can be estimated accurately. USING FISCAL IMPACT ANALYSIS This section discusses steps a local government can take in conducting a fiscal impact analysis and planning a revenue strategy based on its findings. -There are many possible approaches but this section highlights the most important steps in the process (see MIS Report for narrative) CONCLUSION In summary, virtually all applications for fiscal impact analysis assist a jurisdiction in addressing financial management and planning issues. Whether the product is an evaluation of a change in level of service, a forecast of \_ capital facilities to be replaced or added, or a picture of upcoming budget changes due to new development, fiscal impact analysis can be adopted as a regular procedure to improve management decisions. 11[he examples of computer projections used in this report were produced by the MIINIES (Municipal Impact Evaluation System), a fiscal impact software system provided by Tischler & Associates, Inc. and tailored for each jurisdiction. For further information and case examples, contact Tischler & Associates, Inc„ 4701 Sangamore Road, Suite N210, Bethesda, MD 20816. MINUTES APPROVED: 4-18-95 LAKE ELMO CITY COUNCIL MINUTES APRIL 4, 1995 Acting Mayor Johnston called the council meeting to order at 7:03 p.m. in the council chambers. PRESENT: Hunt, Conlin, Johnston, DeLapp, City Engineer Bohrer, City Attorney Filla, and Administrator Kueffner. ABSENT: Mayor John 1. AGENDA M/S/P Hunt/Conlin -to approve the April 4, 1995 City Council agenda as presented. (Motion passed 4- 0). 2. MINUTES: March 21, 1995 M/S/P Conlin/Hunt - to approve the March 21, 1995 City Council minutes as amended. (Motion passed 4-0). 3. CLAIMS M/S/P Hunt/Conlin -to approve the April 4, 1995 Claims #3594 through #3620 as presented. (Motion passed 4-0). 4. PUBLIC INFORMATIONAUINQUIRIES: Dick Johnson, 8896 Lake Jane Trail, explained there are residents on Lake Jane who object to the holding of Water Ski Shows because of the noise pollution the residents would have to endure. A grandstand area to view this event is planned at the location (9359 Jane Road N.) of the Kiesling home. Johnson voiced his concern on the traffic and parking on Jane Road North because this is a very narrow street with no shoulders. If this water ski show has to be held, Dick felt it should be held on a larger lake like DeMontreville. He's concerned about the fact that this is a beginning of an attempt to have water ski clubs, shows and schools on Lake Jane. Dick Johnson will send his comments to the Washington County Sheriff's Dept. and the Tri-Lakes Association. S. OLD BUSINESS: A. Update on Olson Lake Estates Pond Discharge Peter Zetterberg, VBWD, reported the VBWD requested that the City of Oakdale remove the outlet plug in the control structure from the Olson Lake Estates Pond on March 27, 1995. VBWD plans to monitor Lake Olson throughout the permitted discharge period ending August 31, 1995. Zetterberg informed the council that a permanent solution for an outlet for the pond has been sought. The preferred option to the Plan Revision will be a pipe system leading south along Olson Trail, then at Hidden Bay Trail, cut southeast across Pebble Park to Lake Jane Trail, and follow Lake Jane Trail to Structure 9. The VBWD is aware of the City's plan to reconstruct Lake Jane Trail from Ideal to 42nd Street in a year or two and will cooperate in scheduling this project so they would not be digging up what the City just laid down. One of the reasons for selecting this option is it addresses a potential future problem which is the 3M property just north of 40th and west of Olson Lake Trail. There are indications that 3M is thinking of developing that land, and 9 they do so, VBWD will have exactly the same situation as we had with Olson Lake Estates. They would require a variance from the VBWD if they wanted an outlet from that property. Granting this variance would depend on what is proposed there and on the reaction of involved communities. The cost for the preferred option will be in the region of $625,000. The financing of the project will be dealt with in VBWD's regular meeting. Three options considered: (1) use an ad valorem tax over the entire watershed district. (2) look at only the subwatershed district that is involved (3) combination of both options. The Council indicated that Option 2 was the best option for financing the project. LAKE ELMO CITY COUNCIL MINUTES APRIL 4, 1995 Bohrer explained the City of Oakdale was the first municipality in the VBWD district to have a developed local surface water management plan. When the VBWD was formulating their overall surface water management plan, they had a City of Oakdale plan to review. This plan showed that there would be discharges from areas that Lake Elmo viewed to be landlocked or semi -landlocked. On Oakdale Surface Water Plan, they showed the outletting of these areas by means of an arrow indicating direction of drainage for surface water. Lake Elmo had an opportunity to review that plan, and we commented that we viewed these areas as landlocked and to provide an outlet would be contrary to the philosophy of no increase in runoff. That plan was adopted and incorporated in the overall VBWD plan. Oakdale believes they have an approved plan which shows discharges in some fashion for outlets out of these areas. Mr. Zetterberg stated VBWD did not approve a surface water management plan stating that a variance was approved. VBWD would never approve anything Oakdale wanted to do on this site without cautiously granting a variance. Oakdale does not have any permission to go ahead and do what they want on that site and we (VBWD) have made it very clear to them. Bohrer pointed out that in the Exec. Summary it talks about four possible sources of funding. Funding such a project would most likely be divided between subwatershed taxing districts tributary to the Olson Lake Estates Pond (485 acres) and subwatershed OL-17 (3M land if an outlet is provide), district wide ad valorem tax and possibly a special taxing district of Lake Olson. In the expanded funding portion of the plan that fourth option (a special taxing district for Lake Olson) does not appear. Zetterberg felt the fourth option was in error and should not be included. He would make sure this option would be removed. 6. PLANNING/LAND USE & ZONING: A. Site and Building Plan Review: Adding Garage Doors, Applicant:Steve Johnson, 2945 Lake Elmo Avenue N. Steve Johnson, 2945 Lake Elmo Avenue, has applied for a Site and Building Plan Review for the purpose of putting four roll -up doors on a building located on the south side of Upper 33rd Street, west of Lake Elmo Mill and the U.S. West switching station. The building is zoned Industrial, was originally built for storage and has been used for storage. Mr. Johnson intends to do some maintenance to the building, and he will not change the size of the building. He owns the apartment building to the north (on 34th Street) and will be storing miscellaneous garage type items in the building. There will be NO outside storage of any kind. M/S/P Hunt/Johnston - to approve the Site and Building Plan for Steve Johnson, 2945 Lake Elmo Avenue N., to improve property located at the south side of Upper 33rd Street west of Lake Elmo Mill and the U.S. West switching station to be used for storing miscellaneous garage type items in the building. (Motion passed 4-0). Larry Bohrer informed Mr. Johnson, as the new potential owner, that a Bituminous Overlay project is being planned for Upper 33rd Street and there is a proposed street assessment. B. Repealing Section 301.070 D.i.b. (6) permitting Recording Studios in the Agricultural Zoning District At their March 27, 1995 meeting, the Planning Commission held a public hearing to repeal "Recording Studios" as a use permitted by CUP in the Agricultural Zoning District. There were no proponents or opponents. On a 5-0 vote the commission recommended the city council adopt an ordinance repealing Section 301.070 D.1.b.(6) - Recording Studios in the Lake Elmo Municipal Code. M/S/P Hunt/DeLapp - to direct the staff to prepare an ordinance to repeal Section 301.070 D.11.b.(6) Permitting Recording Studios in the Agricultural Zoning District in the Lake Elmo Municipal Code based on recording studios are not an Ag related use, the city will be undergoing an 1-94 study for the Comprehensive Plan. (Motion passed 4-0). LAKE ELMO CITY COUNCIL MINUTES APRIL 4, 1995. 3 7. A. Update on Oakdale's Section 32 Improvements which may affect Lake Elmo Larry Bohrer understands that the property owners immediately west of Inwood Avenue, Decoster and Schiltgen Estate, has a petition forthcoming that would cause this watermain on 4th Street between Guardian Angels Drive and Inwood Avenue to be constructed in 1995, not in 1996. Also, there may be a petition forthcoming from United Properties. The watermain to service Oakdale's needs would just have to be an 8" size. If a petition is received by the City of Oakdale and they order the improvement, Bohrer would-be recommending to Lake Elmo that this piece of watermain be upgraded from an 8" to a 12" size which would be necessary for the interim connection to Lake Elmo. He may have more information to bring to the council at the next meeting. Surface Water Management Plan: The City budgeted $10,000 a year for the next three years to develop a Surface Water Management Plan for 1997. This was to be done in phases: in 1994, map all the existing drainage facilities, In 1995 Identification of localized drainage problems that the city knows of and determine which of those should be addressed in the local Surface Water Management Plan. 8. CITY ATTORNEY'S REPORT: A. Resolution denying the Armstrong request for a Text Amendment to the Lake Elmo Municipal Code relating to Alternative Ag Attorney Filla provided a draft of a Resolution requested by the City Council on March 7, 1995. If the city grants or denies a rezoning, a variance, or a conditional use permit, it must state its reasons and the reasons should relate to the standards contained in the City's code. The City can adopt or repeal legislation; or it can approve or deny request to adopt or repeal legislation without stating reasons based upon the standards contained in the City's code. The adoption, repeal or amendment of legislation is a discretionary matter to be exercised as the City Council deems appropriate. The Planning Commission on February 27, 1995 continued its review of the Armstrong request to amend its CUP for 60 days. This means that part of this application. should be back on the Planning Commission agenda on or before April 27, 1995.. Attorney Filla will fax his letter addressing the questions raised by the Armstrong's to the City on Wednesday and also to the Armstrongs. M/S/P Conlin/Hunt - to adopt Resolution No. 95-34, as amended (typographical error Section 1, Sub D, June 2 should be June 21, 1994), a Resolution Denying the Armstrong Request to Add Alternative Agricultural Use Regulations to the Lake Elmo City Code. (Motion passed 4-0). Council member Conlin reported on the following: At the last cable commission meeting there was discussion on the ongoing lawsuit pertaining to the FCC former Executive Director. Karen Wandmacher spent time at the capitol with Representative Mark Holsten for adopting legislation supporting passage of the Minnesota Emerging Communications Services Act of 1995. On April 8, Senator Paul Wellstone will be at Oakdale City Hall featuring Talk of the Town. Attended a special meeting on the Joint Powers Agreement draft and final comments should be in by April 14, 1995. Rita suggested the City Attorney take a look at the draft plan. Attended the Sensible Land Use Seminar which dealt with regional planning and provided informational handouts to the Council. LAKE ELMO CITY COUNCIL MINUTES APRIL 4, 1995 4 Gave an update to the Stillwater Chamber of Commerce which highlighted Lake Elmo's activities in 1994 - prominent among them the agreement with Oakdale on annexation issues, Lake Elmo goals for 1995 and the visit by the Minnesota Design Team Council Member DeLapp suggested inviting the Executive Director of the Minnesota Land Trust to explain what the land trust means, how it can provide better housing opportunities, preserve wetlands and thereby improve conditions for the residents. This may be an appropriate item for the Joint CC/PZ meeting in May. DeLapp provided a draft resolution calling for the Convocation of Parties with Land Use Interests in the Washington County Corridor of 1-94 and a letter inviting other city councils to participate in a dialog of governmental bodies which interests in the future land use along 1-94. This will be an agenda Rem at the April 18th council meeting. Council member Johnston provided a copy of a letter to Representative Mark Holsten from Peter Zetterberg of the VBWD thanking him for agreeing to serve as House sponsor for the special legislation to increase the Valley Branch Watershed District's administrative fund levy cap from $125,000 to $200,000. Johnston attended a retirement dinner at the Fire Hall and gave out certificates of recognition to Joel and Bill Eder who have been volunteers with the Lake Elmo Fire Department for 30 years. 10. CITY ADMINISTRATOR'S REPORT: A. Set dates for MN Design Team Steering Committee The City received a letter from W. Arthur Mehrhoff, Ph.D. indicating the Minnesota Design Team Steering Committee has reviewed Lake Elmo's application for a fall visit. They would like to conduct a follow-up screening visit in order to meet with civic leaders and public officials involved in seeking a Minnesota Design Team visit. The Team normally conducts such screening visits on weeknights or on Saturday mornings and would like to determine two or three dates in April. The Council set the following tentative meeting dates: Wednesday evening, April 19; Saturday, April 22, Tuesday evening, April 25; and Saturday April 29, 1995. B. Board of Review The 1995 Board of Review is scheduled for April 13, 1995 from 3 to 6 p.m. at city hall. The Council received the 1995 Local Board of Review and County Board of Equalization Booklet. C. Recommendation from Solid Waste Committee on Composting and Recycle Material Purchases The Solid Waste Advisory Committee met on April 3, 1995 and recommended the compost fees as follows: Lake Elmo Residents $10 which includes Clean Up Day, Non Residents $25, and Commercial licenses $85. The Committee realized Clean Up Day costs the City more than what had been budgeted, but there is still $2,300 excess in the Solid Waste Fund to keep the fee from being raised for residents. Brush, branches, tree trimmings will only be accepted from Lake Elmo Residents. M/S/P Hunt/Conlin - based on the recommendation from the Solid Waste Advisory Committee, to accept the rate structure as follows: Lake Elmo Residents $10 includes access to Clean -Up Day, Non -Residents $25 and Local Commercial Companies $85. (Motion passed 4-0). D. Administrator Kueffner reported the new Planner, Ann Terwedo, will start work on April 26, 1995. M/S/P Conlin/Hunt - to adjourn the council meeting at 9:00 p.m. (Motion passed 4-0). Resolution No. 95-34 Denying the Armstrong Request to Add Alternative Agricultural Use Regulations to the Lake Elmo City Code Since we do not have time to discuss every point presented, it may seem that decision are preconceived. However, background information is provided for the City Council on each agenda item in advance from City Staff and appointed Commissions; and decisions are bases on this information and past experiences. In addition, some items may also have been discussed at previous Council meetings. If you are aware of information that hasn't been discussed, please fill out a "Request to Appear Before the City Council" slip; or, if you came late, raise your hand to be recognized. Comments that are pertinent are appreciated. Items requiring excessive time may be continued to another meeting. LAKE ELMO CITY COUNCIL MEETING APRIL 4, 1995 7:00 p.m. MEETING CONVENES Pledge of Allegiance 1. AGENDA 2. MINUTES: March 21, 1995 3. CLAIMS 4. PUBLIC INFORMATIONAL/INQUIRIES: 5. OLD BUSINESS: A. Update on Olson Lake Estates Pond Discharge 6. PLANNING/LAND USE & ZONING: A. Site and Building Plan Review:Adding Garage Doors Steve Johnson, 2945 Lake Elmo Avenue N. B. Repealing Section 301.070 DA.b. (6) permitting Recording Studios in the Agricultural Zoning District C. Other 7. CITY ENGINEER'S REPORT: A. Update on Oakdale's Section 32 Improvements which may affect Lake Elmo B. Other LAKE ELMO CITY COUNCIL AGENDA APRIL 4, 1995 2 8. CITY ATTORNEY'S REPORT: A. Resolution denying the Armstrong request for a Text Amendment to the Lake Elmo Municipal Code relating to Alternative Ag 9. CITY COUNCIL REPORTS: A. Mayor John B. Council Member Conlin C. " " DeLapp D. " Hunt E. " Johnston -Letter to Rep.Holsten from Peter Zetterberg, VBWD 10. CITY ADMINISTRATOR'S REPORT: A. Set Dates for MN Design Team Steering Committee B. Board of Review C. Recommendation from Solid Waste Commission on Composting and Recycle Material Purchases D. Other 11. ADJOURN