HomeMy WebLinkAboutAgenda Packets - 1997/03/03 f
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Items Discussed
Per Consensus
......................................................................................
fig' ARIMEN SOESE>
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1. Discussion reviewing proposed improvements to the Ramsey County
Compost Facility located in Ardan Park(Mary Saarion, Director of Parks
and Recreation)
2. Discussion of proposed Cooperative Project with University of Minnesota
regarding Highway 10 and Long Lake Road (Pam Sheldon, Director of
Community Development)
3. Discussion of a purchase of one 1997 marked squad car for the Police
Department(Tim Ramacher, Chief of Police)
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1
Agenda - Work Session
March 3, 1997 •
Page 2
...........
®Staff is requesting that items#4 and#6 be discussed together.
4. Discussion of Tax Increment Financing Assistance for ZEP Manufacturing
(Cathy Bennett,Director of Economic Development
5. Discussion of revisions to Guidelines for Housing Replacement Program
(Jennifer Bergman, Housing Inspector)
411
6. Discussion of ZEP Manufacturing Project at 8490 Coral Sea Street
(Pam Sheldon, Director of Community Development)
7. Discussion of proposed Bel Rae Project (Chuck Whiting, City
Administrator)
8. Discussion of recommending replacement for vacant position in the Parks,
Recreation and Forestry Department(Chuck Whiting, City Administrator)
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• Agenda -Work Session
March 3, 1997
Page 3
9. Discussion of entering into contractual arrangement for the management of
the Golf Course(Bruce Kessel, Director of Finance)
10. Discussion of proposed accounting changes (Bruce Kessel, Director of
Finance)
11. Discussion of City Clean Up Day(Bruce Kessel, Director of Finance)
12. Informational item regarding Proclamation Volunteers of America Week
Contract
13. Wrap up easements for Pedestrian Bridge drainage pond at Highway 10
and Long Lake Road (Pam Sheldon, Director of Community Development)
14. Discussion of proposed revision to City Code relating to probationary
periods (Bruce Kessel, Director of Finance)
S
WORK SESSION
A6ENDA
MARCH 3, 1997
. ................................... _
Items Discussed
Per Consensus
IIIII' IENT`'ISSUE ER
1. Discussion reviewing proposed improvements to the Ramsey County
Compost Facility located in Ardan Park(Mary Saarion, Director of Parks
and Recreation)
2. Discussion of proposed Cooperative Project with University of Minnesota
regarding Highway 10 and Long Lake Road (Pam Sheldon, Director of
Community Development)
3. Discussion of a purchase of one 1997 marked squad car for the Police
Department(Tim Ramacher, Chief of Police)
Agenda -Work Session
March 3, 1997 •
Page 2
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...:........ ...............
0t14011.44.01011
4. Discussion of ZEP Manufacturing Project at 8490 Coral Sea Street(Pam
Sheldon, Director of Community Development)
5. Discussion of Tax Increment Financing Assistance for ZEP Manufacturing
(Cathy Bennett, Director of Economic Development)
6. Discussion of Tax Increment Financing Assistance for ZEP Manufacturing
•
(Cathy Bennett, Director of Economic Development)
IMADMISARRAMEMVPII
7. Discussion of proposed Bel Rae Project (Chuck Whiting, City
• Administrator)
8. Discussion of recommending replacement for vacant position in the Parks,
Recreation and Forestry Department (Chuck Whiting, City Administrator)
•
Agenda -Work Session
11111 March 3, 1997
Page 3
9. Discussion of entering into contractual arrangement for the management of
the Golf Course (Bruce Kessel, Director of Finance)
10. Discussion of proposed accounting changes (Bruce Kessel,Director of
Finance)
11. Discussion of City Clean Up Day(Bruce Kessel, Director of Finance)
12. Informational item regarding Proclamation Volunteers of America Week
Contract
13. Wrap up easements for Pedestrian Bridge drainage pond at Highway 10
and Long Lake Road(Pam Sheldon, Director of Community Development)
14. Discussion of proposed revision to City Code relating to probationary
periods (Bruce Kessel, Director of Finance)
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Item No. I
Staff Report No. - 'i 3
Meeting Date:
• Type of Business:
WK:: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To Chuck Whiting, Administrator
From: Mary Saarion, Director of Parks, Recreation Sz Forestry
Item Title/Subject: Review Ramsey County's proposal for improvements of the
compost facility located in Ardan Park.
Date of Report: February 27, 1997
Last year, Ramsey County informed the City that they had received funding from a recycling
revenue sharing project and had earmarked the money for compost facility improvements. There
had been past discussions with Ramsey County by the Parks and Recreation Commission
requesting the County to make improvements to the compost facility located at Ardan Park.
Ramsey County prioritized improvement needs for compost facilities throughout the County and
Ardan Park compost facility was high on the list for needed improvements. The County reviewed
proposed improvements to the compost facility with the Parks and Recreation Commission last
year and received input from Commissioners and staff. However, because of other solid waste
projects and issues that Ramsey County was dealing with last year, compost facility improvements
• were put on a back burner. Upon Ramsey County Commissioners approval for use of the money
for compost facility improvment projects, Ramsey County staff re-visited and reviewed the plans
with staff. Early Summer construction is anticipated.
Ramsey County Environmental Health Specialists Norm Schiferl and John Springman, will be
present at the Work Session, March 3 to answer any questions that Council may have regarding
the plan. Proposed improvements to the compost facility located at Ardan Park include the
following:
* Installation of asphalt pavement of the ingress and egress to the compost facility.
* Installation of lighting.
* Improved signage imforming users of rules, dates and times of operation , etc.
* Replace the old fencing with new fencing.
* Design a more efficient pattern of entry and exit.
* Provide landscaping to improve aesthetics of the compost facility.
0 The Parks and Recreation Commission has reviewed the plan and believes that the improvements
will improve the aesthetics of Ardan Park.
City of Mounds View Staff Report
February 27, 1997
Page 2
Ramsey County estimates improvement costs to be approximately $30,000. A concern is
possible conflicts that could arise with the resale and possible development of the adjacent
properties to the south of Ardan Park. Understandably, Ramsey County does not want to make
significant improvements to the compost facility if later the compost facility is a contention of
grievance by neighborhing homeowners.
i
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gi
. 4Item No.
Staff Report No.fij—1 99 2 2,(.1 S
Meeting Date:3/3/97
Type of Business:Work Session
WK::Work Session;PH:Public Hearing;
II CA:Consent Agenda;CB:Council Business
CI of Mounds View Staff Report
To: Mayor and City Council
From: Pamela Sheldon,Community Development Director
Item Title/Subject: Proposed Cooperative Project with University of Minnesota
Re: Highway 10 Corridor
Date of Report: February 27, 1997
Summary:
Staff from the University of Minnesota's Design Center for the American Urban Landscape have
contacted us regarding a design course they are proposing to offer on issues facing first ring suburbs.
They expect to invite Mounds View to be one of four to six cities which will participate in this course.
In the case of Mounds View,the Design Center has suggested that the Highway 10 Corridor be used
as a"focus issue". A description of the course is attached. No commitment of financial resources is
required to participate,other than funds for copying and distribution of materials. The largest
community commitment will be in staff time. Both the Economic Development and Community
Development Departments see significant benefits which could be gained from participating in this
project.
Background:
The Design Center for the American Urban Landscape is proposing to offer an intensive, six-week
• course for city officials and staff in issues facing first ring suburbs. The course will focus on four to six
cities, each of which has a particular issue which is common to many suburbs built in the post-war era.
The goal is to create a community team, which would include elected officials, citizen activists,
business people, and staff. The community team would work together with University faculty and
experts that they have available to develop strategies and creative solutions for dealing with the"focus
issue". There would be sessions both at the University and in the community. The Design Center
expects to send an invitation to Mounds View to participate in this project, with the Highway 10
corridor being our focus issue. The advantage to the City is that we would have access to resources
which otherwise would not be available, and attention would be given to a key element in the City's
fabric. The expertise available through the University will help in developing an overall plan for the
Highway 10 corridor.
Cathy Bennett,the City's Economic Development Director has been talking with the Design Center for
the last two years about using Highway 10 as a study area. In part,this course represents a fruition of
that effort.
Recommendation:
Because participation involves a commitment of time from community members and staff,we wanted
to alert the City Council to this project and the anticipated invitation from the Design Center. Staff
recommends that Mounds View accept the invitation to participate in this project as one of the six cities
selected to be a part of"Metropolitan Livable Communities Design Course." Staff support would be
provided by both the Economic Development and Community Development Departments.
1!l i ,,A,t _,'A- tt a,/fLo—Y ______-_ cc: Cathy Bennett
Pamela Sheldon, Community Development Director Carol Swenson,Design Center
4110
N:\DATA\USERS\PAMS\SHARE\SPECPROJ\SP015.97\3-3-97.SR
P''
METROPOLITAN LIVABLE COMMUNITIES DESIGN COURSE TIP '
2.22.97 Draft
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Course Description
The Metropolitan Livable Communities Design Course is an intensive, six-week immersion
for city staff and officials in the planning, implementation, and policy issues presented by
particular challenges facing four to six first-ring municipalities.
The course is an outgrowth of the Design Center for American Urban Landscape's.multi-year
examination of issues facing first-ring communities. Fundea by a series of grants from the
McKnight Foundation, the Design Center's work has sought to identify challenges of
common concern to the first ring and to develop strategies that draw first-ring communities
together in addressing those challenges.
Each of the participating cities will bring to the course an issue of current concern. These
"focus issues" will be the subject of the courses, during which the Design Center and
interdisciplinary resource teams will work with each community to assess the design, finance,
policy, and other implementation implications of that community's focus issue.
The Course is rooted in the desire to assist communities in developing practical strategies for
tackling their particular focus issue. In the process, however, it also seeks to accomplish four
related goals:
1. To enable a city to examine its focus issue from a variety of perspectives, utilizing
a team of experts working in a neutral and educational setting.
2. To enlist a cross-section of community representatives in a community team —
citizens, elected official, city staff— that will not only actively participate in the
Course, but will carry ideas and strategies back to their community;
3. To involve participants in an exchange of expertise, insight, and strategies with the •
other municipal participants; and
4. To develop approaches that can be implemented in other communities.
Course Structure
The course will run for six weeks, from mid-April to late-May. At the heart of the course are
the focus issues, one from each community. Each focus issue will emphasize a different type
of planning/policy issue common to first-ring communities. Together, the complement of
issues will constitute a wide range of issues confronting communities on a daily basis.
After a city has proposed its focus issue and before the start of the Course, the Design Center
will meet with the community team to define the facets of the issue the community wishes to
address and the outcomes the community would like to see achieved.
The Design Center will subsequently prepare a "Briefing Book" that will include both a
summary of these discussions and a collection of supporting materials. This book will serve
as the course workbook, to which materials can be added as the course proceeds: background
summaries, related reading material, lists of resource people, interim working drawings,
policy memoranda, and the like.
•
a. . .. .... *WOO
• Community Benefits
The course is designed to meet the needs of the participating communities. In particular, the
41111 course offers communities the following benefits:
I. Additional resources. The course brings additional resources to the table—design
assistance, financial assessment, planning expertise, data analysis—to supplement the
efforts of city staff and policy-makers.
2. Tangible products. The course will generate products designed to assist
communities in on-going planning, decision-making, and implementation.
3. Professional development. The course provides a neutral educational setting in
which city representatives can compare experiences with other communities, explore
intensively their focus issues, and draw on a diverse group of experts for guidance in
developing and implementing policy.
4. Strategy options. The course will examine how the community focus issue might
most usefully be understood and approached, leading to specific ideas for which
strategies might best be returned to the host community for consideration.
Course Mechanics
The Community Team
The course is intended to be practical, while educational. On one hand, the course seeks to
add to the community's problem-solving capabilities a set of resources not usually available to
cities. On the other hand, the course will explore how the focus issues can be understood and
addressed in ways that can in turn be brought back to policy-makers and residents of a
particular community.
• Each community will accordingly be asked to assemble a community team to participate
actively in studying the focus issue and to attend course work sessions. Team membership
will depend upon the nature of the focus issue, but would likely include city staff, elected
officials, citizen representatives, and members of the business community.
Expected Community Commitment
No commitment of financial resources is required for participation in the course.
Communities should, however, plan to make funds available for the distribution of materials
to city staff, elected officials, and citizens and for the preparation of visual materials (for
example, slides, display boards, Or models) to support the community team's presentation to
the other course participants.
The largest community commitment will be in staff time. The course will require that staff:
• meet with Design Center staff and resource team members;
• gather standard city materials for analysis and synthesis (maps, plans, etc.);
•provide access to public city data as appropriate to the focus issue;
•participate in formal course sessions (12 day/week);
• complete small, contained tasks as agreed upon during course sessions (taking no
more than one day per week);
• coordinate and assist with local public presentations as appropriate; and
• assemble the community work team and facilitate communication among team
members.
Course Products
• The Course will be designed to generate the kind of products appropriate to the particular
focus issue. In one case, this might be design guidelines or criteria for a planned unit
development. In another, it might be a draft ordinance. And in yet another, it could be a
strategy for fuller community and political participation in implementing an identified
policy.
Course Schedule
411
Week of February 17 complete first round of city contacts and study definition
build resource pool
Week of February 24 complete selection of cities and formalize their participation
build resource pool
Week of March 3 formally meet with cities to finalize scope of focus issue
and to negotiate outcome
Week of March 10 formally meet with cities to finalize scope of focus issue
and to negotiate outcome
contract members of resource team
Week of March 17 develop background research and materials
meet with resource team and decide how they will
participate in design courses
Week of March 24 develop background research and materials
(Spring
Weeks of March 31 and April 11 1;innall bckground work d materials production
Convene interdisciplinary resource team •
Week of April 14—2,2-hour sessions class#1–general introduction to course and projects
class#2–relationship between local projects and larger issues
Week of April 21—3-hour session city#1 presentation and discussion,on-site follow-up
city#2 presentation and discussion,on-site follow-up
Week of April 28—3-hour session city#3 presentation and discussion,on-site follow-up
city#4 presentation and discussion,on-site follow-up
Week of May 5—3-hour session city#1 presentation and discussion,on-site followup
city#2 presentation and discussion,on-site follow-up
Week of May 12—3-hour session city#3 presentation and discussion,on-site follow-up
city#4 presentation and discussion,on-site follow-up
Week of May 19—2,2-hr classes class#1–snmmari7ation of projects as local issues
class#2–summarization of projects and regional
implications
Weeks of May 26 and June 5 Wrap-up
•
Design Courses Page 3
2/20/97
Item No. 'i
Staff Report No. 97-6E3/-(J,5_
Meeting Date: 3-3-97
. Type of Business: WS
WK•Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: City Council Members t.
From: Cathy Bennett, Director of Economic Development
Item Title/Subject: Tax Increment Financing Assistance for ZEP
Manufacturing
Date of Report: February 26, 1997
On February 10th City Staff and TIF Attorney, Jim O'Meara met with Mark Steingas of Benson-
Orth Associates and Zep Manufacturing Broker, Wendell Smith to discuss the potential for
receiving tax increment financing assistance. The request is for $150,000 to assist in the
development of a 25,000 sq. ft. office/warehouse building on the vacant lot located at the corner
of Coral Sea Street and County Road J (lot 1). This property is in TIF District #3 which includes
Sysco and the Bridges Technology Park. The applicant would be Benson-Orth Associates who
would build and lease the building for at least 10 years to Zep Manufacturing. Zep
• Manufacturing provides cleaning and sanitary products such as soaps, dispensers, and screens to
the wholesale cleaning market and area businesses. They are a 60 year old company with
headquarters in Atlanta. The proposed building will be the regional sales and distribution
facility.
Currently, Zep Manufacturing leases a building in Roseville. They have outgrown this space and
have been searching for a new location for over 2 years. I spoke to the Community Development
Director in Roseville and they have been working with the company to try and accommodate
their expansion for at least 2 years. Roseville can not accommodate their needs but feel they
are an excellent company with great growth potential.
Qualifying Costs and Public Purpose:
Zep Manufacturing was originally considering lot 2 which is between lot 1 and the Bridges
Technology Park which abuts the Mounds View driving range. This lot has been considered for
further expansion of the Bridges Technology Park which has not yet been completed. The owners
of the Bridges Technology Park are still interested in this site for an expansion in the next few
years and asked that Zep consider the first lot as an alternative. The owner of both lots is
willing to sell lot 1 for the same price as lot 2 but lot 1 will incur additional costs for ponding
since the retention pond for the Bridges Technology Park and Lot 2 have already been
constructed. Therefore, they are requesting the tax increment funds to cover the additional
• costs for constructing a retention pond on lot 1.
All three lots are serviced by Blaine water and sewer. Zep has also been looking at sites across
Coral Sea Street which are in Blaine. Utilities to hook up to Blaine water and sewer in Blaine
are less than to hook up to the same system in Mounds View. Therefore, they are also
requesting TIF funds for the additional costs of the utilities.
After staff and Mr. O'Meara reviewed financial information and projections for tax increment as a
result of the project, we would recommend proposing a pay-as-you-go agreement up to the
maximum of $150,000 of assistance. Benson-Orth Associates would capture 50% of the
increment for 6 years. In addition, we have discussed the possibility of the City gaining a
permanent easement for a City/Bridges Sign of which Benson-Orth is willing to have this written
into the agreement. This proposal would be an estimated $0.90 per sq. ft. of assistance without
the value of the easement.
The EDC reviewed the project at the February 20th meeting to see if this use meets the goals
and objectives of the City for lot 1 and also if the request can meet the but for test in
evaluating tax increment financing. They reviewed the financial projections and request from
Benson-Orth Associates. A motioned was made and approved to recommend the pursuit of a
development assistance agreement as presented by Staff.
Attached is a copy of the request :eater from 3enson-Orth Associates and a competed rea:
estate pro-forma for your review.
A representative from Benson-Orth Associates and ZepManufacturingwill be in attendance at •
P
the work session to answer any questions.
` p'_ GENERAL
BENSON .ORTH CONTRACTORS
ASSOCIATES
Ms. Kathy Benne January 28, 1997
Ms.Pamela Sheldon
City of Mounds View
2401 Highway# 10
Mounds View,MN 55112-1499
RE:Tax Ino:ement Assistance ZEP project,Lot 1,BIock 1 Northstar 2nd
Dear Kathy,
In response to your request for information on the above captioned property,I have enclosed your
"worksheet",filled out to our best estimates at this time,along with the following project description which
should answer the nine questions on the bottom of the form.
We are proposing to build a 22,500 square foot building(expandable to 40,000)with additional mrrran nr
area of 2500 sq.ft. This building will be 27 foot clear in height and constructed using a well insulated tin-un
precast panel. The front of the building will appear to have two story office area with lots of glass and a dry-
vit or"stucco-look finish"projected out toward Coral Sea Street. We plan to make extensive use of the
existing trees to give the building the feeling of being set back in the woods.
The building will be used as the regional heacfquarte:•s for Z0 Products. It will house their sales force,
administrative offices,parkang and assembly operation,and warehouse needs. ZEP provides cleaning and
iiosanitary products such as soaps,dispensers,and screens to the wholesale cleaning market,and area
businesses. Attached is a copy of the letter dated January 23rd to Ms. Sheldon outlining the business.
Though the structure will be tucked into the trees,we feel that the prorninmr location warrants the upgraded
exterior design and will become a real asset to the park. With the construction of this project on this lot
comes additional costs for utility purchase from Blaine.installation of another drainage pond,costs
associated with saving the trees, tree removal,additional glass and dry-vit. This project may not be
financially feasible for myself or=:),but for the potential tax in,.--ement financing assistance proms
available to off-set some of these eligible expenses.We would like to request a 50% split with the City of the
incetnent gear-ated by this project on a'pay-as-you-go basis. This project will generate real estate taxes of
nearly 550,000 annually throusa the year 2015. The net resentvalue of this future cash flow is
approximately 5300,000 of which 50% would cover our Wider,soil,ponding and grading costs.
I hope this is the information that you were looking for in analyzing our requests. We are also very receptive
to granting the City of Mounds View an easemctt for signage on the corner of the lot for golf course
identification. Please call with any questions or comments you may have. Both ZEP and I look forward to
becoming a part of your community and assisting hi the growth of your City.
Resp ' y,
BENS TH ASSOCIATES,INC.
•Mark A.Ste'
President
1
ip •
- ZEP MANUFACTURING COMPANY
1.310 Seccoorc Incustriat 8culevcrC. N.W. •
Post Office 30%2015 •
Atlanto. Georgic 30201
004) 352-1680
Ms . Pamela Sheldon January 23 , ' 997
Community Development Director
City of Mounds View
2401 Highway 10
Mounds View, MST SS112
Dear Ms. Sheldon,
Mike Monson of Benson-Orth and 2 rImnk you for the cptcrzur tv to
meet with you yesterday to discuss our clans to deve_ct a branch
sales office and warehouse in the North Star Industrial Para_
You werehelpfulvery in explaining the Development
Review and
Aacroval process .
I would like to introduce Zep to you and
explain the activities that will take place in our new fati ty.
-- r V
Zep Manufacturinc is a sixty year old court_ any he adcuar-erad
Atlanta, Georc± a. We are a division of National Se=,Tic--
ndustries, a two billion dollar_comtany listed on the New York
St:ck Exchange. Zap has over fifty branch and five ria_nufact '._.rinc
locations throughout the U.S. and Canada, employing over 2, 000 -
sales and suptorz personnel.
• •
Cur business is the manufacture and sale of s:eci lty j ani:c__al,
sanitation, and maintenance chemicals for our hosc_tality,
institutional, and manufacturing customers . We also sell a
complete line of cl e=^;ac and maintenance. e%Lyme_t. Our
chemical products are available as powders, l_tui ds, and
aerosols . They are p ackaced in cases cf aerosols , cuar_ a d
call= bottles, seven gallon pails, V S Callon drums, 2
a:�G20
cal lon reusable tote t`..aks. Most of the l i^.:id products are
water based scams and sanitize s, but we also provide many
baser;_ decrease's and c' eaners . Our products are Ceti c-+_nri
to be st=one and effective. Some are flammable a n d some are
corrosive .
We recognize the importance of operating cur business
and responsibly. cu= main plant is Atlanta makes a_n_oximate?v
803 of cur production in 700 , 000 scuare feet of manufacturing and
warehousing facilities . This facility is ISO 9001 certifiedand
has won the State cf Georgia
Environmental Award for the last
four years _ The other manufacturing facilities will become _
Co
ce-`; ed this Sprint.
We work in a =ar_neer g relationship with our insurancetoss
o _venticn consu?tant, -A exander Q Alexander, and our nsu ance
ca=reer, 1.311, to continually evaluate and i=o even_ the latest
and most effec_ ve and loss protection mei-hods a.
er•.ti: `.. - allcur facilities.1 : es ensure thatall new
^one a� a eL _ac___t_ a t a ._ a
i-erst in
Mcnrencn^ce
11:4i=1 ;238 P.03/03
•
tag
- ; l ; +-; osas
, suchthis cne, will be e in full compliaacs with all
• LAPPA and NSG. code requirements. Wealso make certain that wefully protect the environment.
We have had a branch in the Twin Cities since ?
at 2031 Oakcrest Ave. in Rosevillesince 970 and have bee^_
facility 1980 . The cur- ,-,t
facility has 11, 600 scuare feet of warehouse and 1 , 800 of
offices . ' There are seven administrative and six warehouse
emnloyees suuporting approximately thirty sales revs in the Twin
Cities area and an additional twenty reps in the su_raundinc
areas . This new facility will have approximately 18 ,300 scuare
feet of warehouse and 6, 000 of offices
and sales training areas .
Tae new facility
we are pro-cosi= will be solely a sales support
and distribution warehouse for cur customers in Minnesota and the
Dakotas . There will be no manufacturing or packacinc done a:
this facility. All environmental and fire protection codes will
• be fully met. We have designed separate cutoff roomsthe
for
safe storage of the aerosols and combustible/flammable licu_ds .
I hope this gives you a helpful understa: d= c of aur plans. -
you have any c-uestior_s, please give me a call at 404-60E-8842 .
we look forward to working closelywith Fire you, the a lr e MGr shGel
and others to • ensure that this project meets everyone 's
expectations .
• Sincerely yours, •
S t eve Aver y
Director of Engineering
crry OF
O� De
Phone: (612) 784-3055
'
DEW Fax: (612)784-3462
g•Pess • PartnerS'IS •
•
February 18, 1997
Mr. Mark Steingas
President
Benson-Orth Associates Incorporated
14001 Ridgedale Drive, Suite 320
Minnetonka, MN 55305
•
Dear Mark:
The City of Mounds View is very excited to learn of Zep Manufacturing's decision to pursue Lot
1 of the North Star Light Industrial site for their regional sales and distribution headquarters. •
Per our meeting on February 10th and discussions regarding the project, staff is willing to
recommend to the Mounds View Economic Development Authority(EDA)to consider offering
assistance for the project through the use of tax increment financing. As you know, the project
must meet certain State criteria to be eligible for assistance, namely the "but for" test. The law
states that "but for" the use of tax increment financing the proposed development would not
occur. With the information provided by you regarding the additional expenses that you will incur
due to moving the building from lot 2 to lot 1 and hooking up to Blaine sewer and water, I believe
there is adequate reason to meet the'but for"test.
After reviewing your financial proforma and estimates of available increment generated by the
project, I would like to propose offering Benson-Orth Associates 50% of the increment generated
from the project for six years up to a maximum of$150,000. The payout would be semi-annually
on a pay-as-you-go basis. I believe this offer would be sufficient to cover your additional costs
for ponding and utilities as presented. The City of Mounds View's proposal is based upon the
acknowledgment that Zep is unable to successfully find adequate expansion space in Roseville
where they are currently located. In addition to the TIF Assistance, the City would like an
easement on the northeast corner of the lot for a City sign. We would make sure the sign is
constructed and maintained in a professional manner with natural non obtrusive materials.
The project and offer of assistance will be discussed by the Economic Development Commission
(EDC), an advisory group to the EDA, on February 20, 1997 at 7:30 a.m. The EDC will review . •
the project to ensure that it meets the economic goals of the City and will give their
recommendation to the EDA for review. The EDA will discuss the project at the work session on
110
Page Two of Two
Benson-Orth Associates Inc.
February 18, 1997
March 3, 1997 at 6:00 p.m. If staff is directed to move forward with the offer of assistance, a
development agreement can be prepared for approval either at the March 10th or 24th meeting.
We are excited about the prospect of Zep Manufacturing moving to Mounds View. Please
contact me at your earliest convenience to discuss this proposal and information needed prior to
the EDC and EDA meetings.
411 (Sincerely,.,-!_z
incerely,
t' '
Cathy Be..
Director of Economic Development
•
cc: Tun O'Meara, Briggs &Morgan
Wendell Smith
r
Item No. 5
Staff Report No. 97-/9/Vid5
Meeting Date: 3/4/97
III Type of Business: Work Session
WK:Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Mayor and City Council
From: Jennifer Bergman, Housing Inspector
Item Title/Subject: Revisions to Guidelines for Housing Replacement Program
Date of Report: February 6, 1997
Summary:
Staff is proposing revisions to the guidelines for the Housing Replacement Program. These
revisions would allow funds to be used for demolition of dilapidated houses, without the City
buying the underlying lot. Currently, the Housing Replacement Program allows for deohtior;
only when the Economic Development Authority(EDA) acquires a property. The revision would
allow a property owner to maintain ownership of the lot while using the funds to remove the
house if the owner enters into an agreement to redevelop the lot within a certain period, of'tF oc
and within EDA guidelines.
• Discussion:
The purpose of the Housing Replacement Program is to remove houses which are in very poor
condition, thereby, assisting in the elimination of the blighting influence of substandard homes.
This is accomplished by replacing smaller, dilapidated houses with new, higher valued homes.
The houses targeted or approved for this program are ones which are beyond repair or tho geA of
repair would exceed the total value of the property. Replacing these homes helps remove
substandard homes and improve the City's overall tax base.
Recently, Christopher and Sandi Pidel, owners of a house at 8300 Fairchild Avenue, asked about
demolishing their home under the Housing Replacement Program. They want, however, t i
maintain ownership of the property and rebuild a house on the lot. Under the current guidelines,
the EDA must purchase the property, demolish the home and sell the land to a buyer/developer
team for redevelopment. The current owner may or may not be successful in buying back the lot,
depending on other bids received.
Staff consulted with City Attorney Bob Long who suggested we make an amendment to the
Housing Replacement Program allowing the funds to be used for demolition when the current
owner maintains ownership rather than selling the property to the EDA. By adding this option,
we would comply with the Program Objectives of the Housing Replacement Program and supply
III
City of Mounds View Staff Report
Revisions to Housing Replacement Program
February 27, 1997
Page 2 •
another alternative for improving the housing stock and comply with the three program
objectives.
1. Replace small, lower value housing on scattered sites throughout the City with
larger, higher value housing designed for families.
2. Eliminate the blighting influence of substandard housing, thus improving residential
neighborhoods.
3. Increase the availability of quality housing for families.
In order to use the demolition funds under this program, the EDA would require the property
owner to execute a development agreement stipulating that the replacement home be built within
a certain period of time and meet EDA specifications. We would anticipate that the new house
would add to the City's tax base because of its higher value, which would eventually repay the
City's investment through higher property tax revenues. The Housing Replacement Program is
funded from money generated by the City's tax increment financing districts.
Recommendation:
Staff is recommending that an option be added to the Housing Replacement Program which
would allow property owners to apply for funding for demolition of substandard houses, without
the EDA acquiring the underlying lot. If this option is acceptable to the EDA, staff will prepare
the appropriate changes to the program guidelines and present them for adoption on March
pr,„
Jennifer Bergman, Housing Inspector
cc: Cathy Bennett
N:\DATA\USERSUENNIFER\SHARE\MVIIRPSTF_HRP.3_3
•
Item No. (D
Staff Report No. 6/7— A72.5 5 LC)s
Meeting Date: 3/3/97
III Type of Business: Work Session
WK:Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Mayor and City Council
From: Pamela Sheldon, Community Development Director
Item Title/Subject: Discussion of ZEP Manufacturing Project at 8490 Coral Sea Street
Date of Report: February 27, 1997
Summary:
The City Council, acting as the Economic Development Authority, will be considering a request
from ZEP Manufacturing for assistance from funds generated by the City's tax increment
financing districts at your March 3 work session. The Community Development staff has
prepared this introductory report to acquaint you with the project, and to familiarize the City
Council with the type of development review required. Cathy Bennett, the Economic
Development Director, will be presenting the request for tax increment assistance. The City
Council is not being asked to make a decision on the merits of the project at the work session.
This question will be before you at a regular meeting.
0 Background:
The applicant proposes to construct a one-story branch sales office and warehouse with a 22,300
square-foot foundation for ZEP Manufacturing, a national company specializing in the
manufacture and sale of specialty janitorial, sanitation and maintenance chemicals. This facility
would serve as a sales support and distribution warehouse. No manufacturing or packaging
would be done at this location.
The building would consist of 5,950 square feet of office space(which includes 2,500 square feet
of mezzanine space) and 19,320 square feet of warehouse space. ZEP Manufacturing currently
has a facility operating in Roseville,with thirteen on site employees supporting approximately 50
sales reps in the Twin Cities and surrounding areas.
The property is located at 8490 Coral Sea Street, which is on the southwest corner of County
Road J and Coral Sea Street, north of the Bridges Golf Course.
The usual sequence of steps in preparing land for development is rezoning to an appropriate
zoning district, subdivision to create lots, and development review. The first two steps require a
public hearing before City Council prior to action on the application. These two steps were
completed earlier for this property. The property is zoned I-i, which would allow the type of
development proposed, and the lot on which the project will be located has been created through
the Northstar Industrial Park, 2nd Addition subdivision plat.
41) The next step is development review, when the applicant provides a site layout such site
improvements as building locations, parking lot layout and spaces, loading areas, driveways,
City of Mounds View Staff Report
ZEP Manufacturing
February 27, 1997
Page 2
•
landscaping, and drainage improvements. This step is considered technical in nature and does not
require a public notice or public hearing before City Council. It is at this step when the City
checks to make sure that the project design meets all the Zoning Code requirements such as
setbacks, building height limits, and parking ratios. If all the technical criteria are met, the project
is expected to be approved.
The development review will be before Planning Commission for action on March 5 and is
expected to be scheduled for City Council action on March 24.
Although we are not intending to discuss the details of this project in the work session, since it
will be before City Council at a later date, there are two issues which we would like to mention
for background information.
Wetland Alteration Permits: The City Council may want to become familiar with Chapter 1010:
Wetland Zoning Regulations prior to your consideration of this project. The lot where ZEP
Manufacturing is proposing to build includes an identified wetland along the western side of the
property. The City has established a Wetland Zoning District Map which includes identified
wetlands and a 100 foot buffer surrounding each wetland area. These areas comprise the wetland
zoning district. The Code requires applicants to obtain a wetland alteration permit for any
development. Development is defined as:
of anystructure,the extraction,clearingor other
The construction,installation or alterationn,
alternation of land or terrestrial or aquatic vegetation or the course,current or cross-section
of any water body or watercourse of the subdivision of land into parcels pursuant to Title
1200 of the Municipal Code.
The Code also states a permit is required for the following types of activities in the wetland
zoning district (i.e. identified wetlands and the 100 foot buffer area):
• Digging, dredging, filling, draining or in any way altering or removing any material from a
wetland
• Alteration of vegetation within the wetland or the destruction of vegetation within the
wetland zoning district, except to abate a public nuisance
• Construction, alteration or removal of any structure
• Altering of any embankment or ponding area or the changing of the flow of water or
ponding capacity
• Disposing of waste materials, including but not limited to demolition debris and yard
waste
• Installation or maintenance of essential services(gas, electrical, steam or water
transmission or distribution systems, collection, communication, supply or disposal
systems by public utilities, municipal or other governmental agencies but not including
buildings)
•
City of Mounds View Staff Report
ZEP Manufacturing •
February 27, 1997
i Page 3
A wetland alteration permit may be issued by staff for certain types of work done in the buffer
area if the work does not extend into or impact the adjacent wetland. Wetland alteration permits
which are beyond the scope of administrative approval are decided by City Council. The ZEE
project includes the grading of a detention pond in the buffer area, which is an administrative
approval, and locating a portion of the parking lot in the buffer area, which is subject to City
Council review. The City Code also allows for variances to the provisions of the Wetland Zoning
District, and the criteria for these variances are stated in Section 1010.09. Subd. 2. We do not
anticipate the ZEP project requiring a variance.
Parking Ratios and Proof of Parking: ZEP Manufacturing is requesting a reduction in the amount
of parking provided from the amount required by the City Code under two different provisions.
The parking ratios for office and manufacturing/warehouse space are much higher in the Mounds
View Code than is so in many other jurisdictions. A variance in the required parking ratios has
been requested and is under consideration by the Planning Commission. In addition, the Code
allows for a parking reduction by conditional use permit if certain conditions are met. These
conditions including showing how the required parking could be built on the site if it becomes
necessary. ZEP Manufacturing has shown additional area which could be paved for parking. We
wanted to familiarize City Council with these allowances in the Code for adjusting parking
requirements.
• A reduced copy of the proposed site plan has been attached for your reference. As noted earlier,
we do not expect to get into an extended discussion of the project at your work session. We
wanted to alert City Council, however, to some general Code provisions regarding how wetlands
are regulated and allowances for parking reductions, which will come into play on this particular
project.
Pamela Sheldon, Community Development Director
cc: Cathy Bennett
N:\DATA\USERS\PAMS\SHARE\DEVCASES\475-97\ZEP-CC.WKS
0
Item No.
Staff Report No. Wig/ / GJS
Meeting Date: March 3, 1997
illType of Business: WK
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Honorable Mayor and members of the City Council
From: Bruce Kessel, Finance Director - --
Item Title/Subject: Status of Bel Rae project
Date of Report: February 27, 1997
As of the writing of this memo, staff has been trying to obtain construction estimates from
V.B.Diggs for their component of the project, as well as working with our consultants on
establishing a TIF district for the project. Prior to the work session, it is anticipated that we will
have this information. City Administrator Whiting will be in the office on Monday and it is
anticipated that information on the leases for the School District and Childrens' Home Society as
well as other pertinent information will be compiled to provide you with a comprehensive
financial projection on the proposed project. We apologize that such information is not available
for your review prior to the meeting and hope that this will not result in further delays in
proceeding with the project.
• Attached is a summary of the comments from the Bel Rae Task force which provides their
insight as to how the proposed project will meet what they perceived as the communities needs.
Item No. /7
Staff Report No.
Meeting Date:
Type of Business:
410
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Chuck Whiting, Administrator
From: Mary Saarion, Director of Parks, Recreation & Forestry
Item Title/Subject: Community Center Task Force Recommendation
Date of Report: February 27, 1997
The Community Center Task Force met Monday, February 24, 1997 at 6:30 p.m. to review the
most current plan, design and funding proposal for the Community Center. The following
recommendations were made:
1. Funding Source: The Task Force recommended that TIF be used for the City
portion of the costs for new construction and renovation. It was the opinion of the
Task Force that a one time payment will eliminate the need for future payments for
the debt and will enhance the overall success perception of future operations with
predictions that the facility will run in the black with up-front construction
payment.
2. Dividing Doors a must for the Banquet Room: The Task Force was adamant that
•
to serve the many organizations and groups identified previously, small meeting
rooms will be necessary - along with the revenue producing large banquet room
facility. Therefore, to make the most effective use of the large room, sliding doors
are necessary to serve that multi-use function. Although the doors are expensive,
it was the opinion of the group that the great use will prove to be cost effective.
3. Added meeting room space to be designed as an arts and crafts room: The
added room for the City that the School District decided to forego, was suggested
to be an arts and crafts room with hard floor and easy maintenance room that
children and adults could feel free to participate in artsy craftsy projects without
the fear of spilling paint etc. This designated arts room would help eliminate the
wear and tear on the banquet room area.
4. Teen spaces: The Task Force is concerned that the teen area is a private area
designated for teens, supervised, and inviting to teens. The philosophy of the area
must be one that is accepting of teens and does not pose a conflict to the other
space uses of the center. The Task Force is concerned that the area designated for
teens is located in"foyer" spaces where traffic, visibility, noise, etc. may be
conflicts.
5. Full size gymnasium is recommended for community use: This item had little
City of Mounds View Staff Report
February 27, 1997
Page 2
111 discussion because it was immediately recommended that the gymnasium be full
size. Task Force members relayed their experiences of using the small modified
gyms of the elementary schools and the restrictions that the smaller gyms pose.
The opportunities for using a full size gym are much greater and like the addition
of the dividing doors in the banquet room, this is seen as a cost effective because
of the extended opportunities for use and multi-use function that the large gym
offers. Padding on the ends of the gym, under the baskets is also recommended as
a safety feature.
6. Designate a Lounge room versus a Senior's room so that it is more multi-
purpose- even though it is presumed to be used by seniors during the day, teens
in the afternoons and adults in the evenings. The room could be a place to read
the paper or books, to visit, work a crossword or puzzle, to use a computer and
exchange books. Because this is an interest of all ages, it is thought that it should
not be identified for only seniors, but all folks.
7. County Office Space: The Task Force asked whether or not there needs to be
space identified for the County -what services would need office space - or if
other shared spaces would do - in the instance of Fare For All and immunizations.
• If that is such a case, the Task Force recommends the elimination of the two small
offices and instead enlarge the lounge space.
8. Gymnasium Use: The Task Force would like the City to negotiate as much prime
time as possible for community use of the gymnasium. It is assumed that youth
athletic groups, after-school use and adult recreation leagues will use the
gymnasium on a regular basis with the addition of special events, sporting activities
and programs and open gyms as other uses. Prime usage times will be 3-8pm M,
T, and Th and l0am-3pm on Saturdays and 1-6pm on Sundays. Any additional
times attached to the front or backend of these times would be popular use times.
These are specific recommendations of the Task Force. Regarding the advisory election, the Task
Force recommends that the Council formulate this option describing the project as has been
reviewed by the Task Force.
•
Item No.
Staff Report No.97-/9/0(1S
Meeting Date: 3/3/97
IIIType of Business: WK
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Chuck Whiting
From: Lynnette Morgarx)
Item Title/Subject: Hiring of Recreational Program Supervisor
Date of Report: February 27, 1997
General Selection Information:
Candidates are scored on a point system which measures qualifications for the positions and
veterans status to the DD Form 214. Based on the scoring, candidates are then chosen for
interviews.
Recreation Supervisor Position:
Interviews for the recreation program supervisor position were conducted Tuesday 2/25 and
Wednesday 2/26. The panel consisted of Mary Saarion, Jim Ericson and myself. Questions
focused on knowledge, skills and abilities in the areas of general office, recreation and
personal/interpersonal environment. Candidates also completed an in-basket exercise which
• consisted of creating a computer generated program flyer describing a new, creative elementary
after-school recreation program.
Out of the eight candidates, Margaret Burke,performed exceptionally well in the oral interview
and in-basket exercise. The interview panel mutually agreed Margaret Burke to be the top
candidate.
III
•
RESOLUTION NO. 5094
CITY OF MOUNDS VIEW
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOLUTION APPROVING THE HIRE OF MARGARET BURKE, RECREATION
PROGRAM SUPERVISOR
WHEREAS,the position of Recreation Supervisor was advertised in several local
publications resulting in over 65 candidates applying for the position; and
WHEREAS, Margaret Burke applied for the position and met all of the qualifications as
described in the position announcement; and
WHEREAS, Ms. Burke has a Bachelor of Science degree from the University of
Wisconsin- La Crosse in Recreational Management; and
WHEREAS, Ms. Burke also has relevant recreation and municipal experience, having
worked for YMCA and interned for the City of Mounds View; and
WHEREAS, her education and work experience indicate she has the knowledge, skills
and abilities to perform the job tasks and duties of the Recreation Supervisor position. •
NOW, THEREFORE, BE IT RESOLVED, that the interview panel propose Margaret
Burke to be hired for the Recreation Supervisor position starting , at ( salary_
information)
BE IT FURTHER RESOLVED, that such hire is contingent upon the successful
completion of a physical examination, background check and drug and alcohol test.
Presented this day of , 1997
(SEAL)
Duane McCarty, Mayor
Charles S. Whiting, Clerk-Administrator
ATTEST:
r qItem No.
Staff Report No.97/9Y'Zl1.5
Meeting Date: March 3, 1997
0Type of Business: WK
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Honorable Mayor and members of the City Council
From: Bruce Kessel, Finance Director i.,‘_,
Item Title/Subject: Contracting for golf course management services
Date of Report: February 27, 1997
Attached are excepts from the National Golf Foundation's publication titled"Golf Course
Management and Operations Contracts." It is noted that for a variety of reasons, it is becoming
more common to lease golf courses to private managers or to enter into contracts for the
management of such golf courses. Within the metro area, it should be noted that there are
numerous privately owned and operated courses and the publicly owned courses are operated
under a variety of different arrangements. For example, Ramsey County has several courses, of
which one was leased to a developer who constructed a golf course and pays the County a yearly
fee for thirty years; at the end of the thirty years,the lease expires and the course is then
transferred to the County; at another course,the County has contracted with a firm for the overall
management of the course, and at still another course,the County has entered into contracts with
• several firms to manage different segments of the course. Other cities and counties have similar
management contracts while others manage and operate their courses using City employees.
For the courses operating under some form of management contract,the contracts usually require
the contractor to provide proof of insurance and to maintain some level of overall maintenance.
In addition, the city/county may retain some rights over fees, selection of management
employees, etc. Both parties in the arrangement usually receive a percentage of revenues
generated at the course, with the percentages being dependent upon the type of service (green
fees, driving range,golf cart rental, concession sales, merchandise sales, etc.) and the
responsibilities of both parties. The advantage of this type of arrangement is that the
management of the facility has a financial incentive to maximize the revenue potential since it
affects their bottom line. Also, individuals in the golf profession are usually better able to
respond to the needs of their clientele better than city management which has limited knowledge
of golf course needs.
Our golf course was financed mainly by the issuance of$3,090,000 in revenue bonds, payable
over twenty years; the debt was structured with no principal repayment for the first five years.
Based upon the financial projections that were prepared in conjunction with the bond issue, it
appears that the project would not generate sufficient funds to allow for the repayment of any of
the principal in the early years of the project. As such, it should be noted that the financial
success of the golf course will be dependent upon its successful operation in these early years. If
0 we experience problems such as bad weather,poor management which either increase operating
costs or result in the loss of golfers, etc.,the golf course will require a City subsidy.
City of Mounds View Staff Report
February 27, 1997
Page 2
To improve our chance for a successful project, I feel that we need to try keep quality •
management at our facility. John Hammerschmidt and Ken Manthis both appear to be very
knowledgeable and concerned for the overall welfare of the course. John has indicated that he
would like to enter into a longer term contract(five years) for the management of the course; he
is receptive to several arrangements including one where he would contract for the overall
management of the course (he would be an independent contractor who would hire his own
employees, purchase inventory, own his own golf carts, etc. and the city would receive a
percentage of the gross revenue), or one where similar to the present arrangement where all the
help at the course, including himself and Ken, are city employees, but his and Ken's salary
would be based partially on the successful operation of the course.
I have received copies of some of Ramsey County's contracts and also some general ones
provided by the National Golf Association. I would like to pursue the possibility of entering into
• a five year contract with John Hammerschmidt and Ken Manthis for the operation of the golf
course, but I need some direction from the Council as to whether they feel that this would be in
the long term best interest of the City, the level of control they wish to maintain at the golf
course, and whether they are more comfortable with an arrangement whereby the course is
operated by city employees or we contract for the overall operation of the course with an
individual or firm.
•
110
• Golf Course Management
and Operation Contracts
Introduction
The difference between success and failure in a modern golf operation will
hinge on how well managment is able to make sound fiscal decisions.
Properly executed contracts are an intricate part of club operations today.
No longer can management depend on a handshake or other forms of
"gentlemans" agreements to cover the terms of business relationships
between the club and other groups or agencies. Contracts, generally
provide protections to the golf facility, concessionaires, employees and
ultimately to the golf patron.
The articles in this Overview consist of several different types of sample
contracts. They include much diverse topics as managment contracts and
concession agreements. This sampling is not intended to take the place of
consultation with competent legal services. Such services can design and
prepare documents that are specific to the needs and unique characteris-
tics of the individual golf facility. In this way the fiscal document will
contain in precise terms, all of the conditions to which the concerned
parties agree.
•
1
Golf Course Management
By Contract
•
"How can they raise the green fees for a course in such poor condition?"
"I have never seen any maintenance personnel working out here."
"The city has no business operating the golf course."
These are just some of the comments made by golfers today reflecting the state of many public
golf courses. While a great majority of our public courses are fine facilities and provide a golfing
experience worthy of their green fee, there are some courses,which for a number of reasons
such as budget restraints,labor costs, or poor management,cannot and should not justify the
price charged to play a round of golf.
For many golf course owners and operators,and especially those of municipally-owned courses,
the idea of leasing their course to a management firm which may have more expertise in
operating a golf facility has been accepted in some locales with great relief.
This report will examine golf course management and the trend to lease and contract out the
responsibilities of managing golf courses. While many types of courses,both public and private,
are operated by management firms,the concentration is on the municipal golf course. That is,
a course which is under the control of a tax-supported agency such as a city,county,or species
district providing recreation and park services.. Its primary goal is to provide a recreation
facility for the greatest number of citizens at the most reasonable cost to the taxpayers.
1
HISTORY
To begin with,how did the idea of contracting golf operations get started? Quite simply,it was
and is a matter of dollars and cents. It is expensive to operate and maintain a golf course at a
level that is satisfactory to the golfing public. Increasing expenses over the years have made it
difficult for many municipalities to operate their courses without dipping into the city coffers
and relying on an annual subsidy.
Rising labor costs have been significant in the trend toward private management. National
Golf Foundation studies found that the average maintenance costs for regulation 18-hole
municipal course were S250,000 or more annually with ranges from $50,000 to as much as
$700,000. Many muni courses are staffed with union labor which, generally, costs more than
labor which might be used by a management company.
Private management was further encouraged in the late 1970s when taxpayer revolts,led by the
Jarvis-Gann Amendment in California, otherwise known as Proposition 13, dramatically cut
the budgets in all levels of government. Recreation and park services in general, and gol
courses directly,were hit hard by these so-called reforms. Budgets were cut and the philosop
of"pay-as-you-go"was irtituted. This put pressure on city hall, and in many areas,subsidies
to the golf courses were emphatically reduced if not ended.
•
In the wake of the tax revolts, citizens in many communities, many of whom were golfers,
demanded that golf courses become self-sustaining, or at the very least, operate on a break-
410 even basis. For a few communities this was a very large task. Golf courses were enormously
seen as playgrounds for a comparatively small percentage of P
the population.
_ P
In many cases budgets were cut to the minimum and staffing at the courses fell below standard.
Once this happens,the golf course begins to feel the effects and golfers begin to see the effects.
Reduced budgets meant very little money would be appropriated for capital improvements,if
any at all. Once a course falls into a state of disrepair,rounds of play fall off,which obviously
reduces the amount of revenue to be generated.
This situation put many cities in a quandary as to what to do. Municipal courses :are often run
from city hall by bureaucrats ill-equipped by training or experience for such a job. One urban
. golf course manager,who prefers,understandably,to remain unnamed,remarked, "most city
bureaucrats simply don't have enough business sense to run a complex operation like a golf
1 course.
1
When it became apparent that some cities,as well as some country clubs,were having problems
managing their courses, private management firms seized the opportunity and became a
permanent fixture in the golf industry. Led by American Golf Corporation of Los Angeles;
: Calif., and Club Corporation of America (CCA), private management companies gained a
foothold in running many golf courses. Today there are more than a dozen firms operating in
the United States—some rather small,while others have grown rapidly,most notably American
Golf. Some firms deal only with certain segments of golf course operations,such as California
Golf Centers which focuses on golf shops, or others that concentrate their effcm- in CCYlicsa
maintenance. -
LEASING A GOLF COURSE
Before the trend of total facility Ieasing became a part of the golf industry, there had always
been separate agreements made between parties that desired to operate certain segments of
a golf facility.
The most common arrangement is an agreement between a golf professional and course owner
(public or private)to operate and maintain a pro shop providing certain services to the golfing -
public.Usually these services include golf instruction,repair and storage of equipment,rental
of golf cars,and the sale of golf equipment and clothing.If there is a driving range at the facility,
it is included. A general condition of a contract such as this is for the golf professional to receive
an annual salary for services rendered while,in return,the course owner receives a percentage
of all gross receipts derived from sales.
Another common lease arrangement is for food and beverage operator to maintain and
operate any existing dining concession. Conditions of the agreement are like the golf
professional contract and, in many cases, the food and beverage operation is part of the golf
40
pro's responsibility. _
I
ELEMENTS OF A CONTRACT
In any discussion of contracting golf course management to a private operator,it must be note
that no two golf courses are the same, no two operations are the same; nor will all leas
agreements will be the same. However,there are certain elements of any lease that should be
included and a brief description of these key elements follows:
RENT
Probably the single most important element in any lease. It is the amount to be paid by lessee
for the use of the property to be rented. The rent amount may be paid in a number of different
ways. A set rate,established by the lessor,is paid at a given time for the term of the agreement.
$2,000 per month, or $20,000 per year are examples of a flat rent. Set-up rent calls for an
increasing amount over the initial rent at predetermined intervals. Example: $2,000 per month
for the first 12 months;$2,500 per month for the next 24 months;$3,000 per month for the next
24 months,etc.Apercentage lease is a type of agreement which usually provides fora minimum
fixed rent plus a percentage of gross receipts paid from certain aspects of golf operations such
as green fees, golf cars, food and beverage, etc.
CAPITAL IMPROVEMENTS
For many communities the need for capital improvements is the sole reason for entering into
a lease agreement with a private contractor,so it should be looked upon with great importance.
In many cases,the NGF found that,because of budget restraints, cities did not have adequat�
appropriations for making the necessary capital improvements. If this is the case, then a
program of improvements to the course should be included,outlining when such improvements
will be made and what the dollar amount will be.
TERM
The term of any contract may be for any length of time that is mutually agreed upon by both
parties. If there is to be a large capital improvement program,the lessee will usually require
a long-term contract. In most instances, there is an option to extend the lease, providing the
lessee has met all previous conditions in the initial term.
TERMINATION
There should be a clause in the contract that allows either party to terminate the contract by
mutual agreement.. The termination notice should be well enough in advance so either party
can make arrangements for the efficient change in operation.
PAYMENT •
- A clear established method of payment including a schedule for such payment must be stated.
It is very important that each party knows when and how much is to be paid.
RECORDS
The lessor should have the right to examine and inspect the records and books of the operator.
All green fees and golf shop sales should be recorded daily with the date of sale and amount
IDof each transaction. An annual financial statement should be provided.
INSURANCE
The lessee should be required to maintain an approved policy of insurance covering com-
prehensive public liability,fire,and property damage,insuring both the lessee and lessor for the
amount equal to the replacement value of the entire leased premises.
DEFAULT -
If either party fails to comply with any stipulation of an agreement,then the other party has the
option of terminating the lease.
SPECIAL RECOMMENDATIONS
In the process of reviewing present and past lease agreements and interviewing representatives
of public agencies that are involved with a golf course contract,the National Golf Foundation
recommends certain conditions be included in a facility lease that may or may not have been
considered.
0
GREEN FEES
Any municipality should recognize, even though its lessee will operate the golf facility as an
independent contractor and with the hope of making aprofit,that,as stated earlier,the purpose
of a municipal golf course is to provide a golfing experience for the greatest number of people
at a reasonable price. The keys here are people and price. Course owners (cities) have to
realize that, even though they will not be operating the golf facility, they still have some
responsibility to the players who use the course. It has been found in many cases in the past,
that when private management assumes operations of a course, the green fees are raised to a
point that may no longer be reasonable.
To combat this potential problem,it is recommended that final approval of green fee rates be
left in the hands of the public agency. At the very least, a monitoring arrangement should be
made under which city officials review any proposed increase.
MAINTENANCE PROGRAM
It is recommended that a program of maintenance be included in any lease agreement.A public
agency that has invested a large amount of money in maintaining its facility at a level that is
satisfactory to its users would want a private contractor to maintain or improve that level. A
stipulated program should include all day-to-day maintenance activities on the golf course
• including, but not limited to: mowing,fertilizing,irrigation,spraying, and equipment care. In
addition, the NGF recommends that a fully qualified golf course superintendent who is a
member of the GCSAA, be employed to administer the maintenance program. -
5
41;
FINANCIAL STABILITY
It is incumbent upon a public agency,that,when choosing a management firm,certain financial
requirements be met by the firm to qualify as an operator. Examples would be: ability to supply
a letter of credit or other security deposit for at least one-third of the annual revenue generated
by the golf course;ability to commit a certain dollar amount in initial capital for improvements
as detailed by the agency; adequate bonding eligibility.
ADVANTAGES AND DISADVANTAGES
As in any new trend,there are those who agree and those who disagree with the practice. Golf
course management firms which operate public facilities are subject to the same treatment.The
NGF has determined that a great majority of public agencies involved with a course manage-
' ment contract are satisfied with the arrangement
As mentioned earlier, for one reason or another, some communities have experienced large
deficits or have barely managed to break even in operating golf courses. Contracting the
responsibility of operations and maintenance of courses has been the only alternative for some
public agencies. The NGF found that,in most cases,where a city has leased out a facility,that
city is better off financially. Major savings are found in the elimination of labor costs to
maintain courses and the expense of specialized equipment These two items,especially labor
costs,have been the reasons many communities fail to realize a positive return in operating golf
courses. Therefore,the main advantage of contract operations is the potential for saving funds.
There are certain disadvantages to contracting,however. It was found that quality of work was
a major concern of public agencies. Because management firms are operating to make a profit, •
sometimes there may be cutbacks in services in order to increase profits. Cutbacks usually take
place in salaries for labor. It was observed that management firms often pay much less for their
labor; consequently, it is felt they will not attract good help.
When a city contracts out its golf course, there is the possibility of existing employees losing
their jobs. A golf professional and course superintendent may have been associated with a
community course for many years and then, in a short time, the course is turned over to a
management firm which will not employ the current professional staff. Sometimes these
people will be offered jobs,but at much lower salaries. More recently,the lessor has moved to
protect existing employees, at least for a reasonable time.
•
In certain cases,financial instability on the part of a management firm has created a situation
that wasa detriment to. the. course and its players. Conditions such as providing capital
improvements,were not met according to the lease agreement,and,as a consequence,the golf
course suffered. Overall, however, contracting the operations of golf courses can be very
advantageous to a public agency. - -- ,
- CONCLUSION
The trend to lease both publicly-owned courses and private clubs to private management firms
is growing. A look at the history and reasons why public agencies have been leasing their golf
6
facilities shows that the opportunity to reduce spending and,in many cases,increase revenues
are major factors in the decision to contract out.
Golf course leasing is an established alternative in today's golf course operations.For many
communities operating golf facilities with marginal success, the management firm should be
considered as a viable alternative. Public administrators have the responsibility to operate
municipal courses with a fiscal awareness that citizens in their communities are demanding.
The question is raised whether contracting public golf courses is good for the game of golf. It
may be too early to make that judgment. It is definitely not good for golf that courses are
allowed to deteriorate because of a lack of adequate maintenance or not enough funding to
make necessary improvements.. Ci -owned course P ty laYers have the right to experience
the
pleasure of the game on maintained, safe courses. If that cannot be accomplished by city
operations then private management should be considered. The concept of contract manage-
ment can work if all parties involved work together to create and conduct mutually practical and
beneficial lease agreements.
EXAMPLES •
•
The following is a collection of actual contracts and leases that have been used by some
municipalities. These samples are included to give a clearer picture as to what is needed in a
contract.
* Exhibit A-Standard American Golf Corp. lease agreement with municipality
Exhibit B-Actual lease, New Berlin Hills Golf Course (Wisconsin)
* Exhibit C-Actual contract between golf professional and Town of Hamden, Conn.,
for golf operations only (no maintenance of golf course).
* Exhibit D-Contract for golf course maintenance services with superintendent, City
of Gilroy, Calif.
•
7
r .
Item No. /0
Staff Report No. 97—/9f9edS
Meeting Date: March 3, 1997
• Type of Business: WK
WK: Work Session;PH:Public Hearing;
CA: Consent Agenda; CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor and members of the City Council 1
From: Bruce Kessel, Finance Director 4_
Item Title/Subject: Proposed consolidation of funds and departments
Date of Report: February 27, 1997
At the present time, I believe that the City's accounting system has too many funds and
departments which makes the system unduly complicated and confusing. Generally accepted
accounting principals for governmental entities states "Only the minimum number of funds
consistent with legal and operating requirements should be established, because unnecessary
funds result in inflexibility, undue complexity, and inefficient financial administration." As
such, I am proposing a number of changes which could be completed prior to closing the records
for 1996, budget modifications for 1997, and additional changes which could be completed in
1998. These changes are as follows:
SPECIAL REVENUE FUNDS
1110
Franchise Fee Fund.
Move activity to the General Fund in 1996. Presently,the only activity in the fund is the
collection of the fee and the transfer of the funds to the general fund or other designated
funds. The amount collected will be reported as a separate revenue line item and as such,
can be monitored as easily as the present format. On the expenditure side,the majority of
the funds are used to "buy down"property taxes while other uses have been in lieu of
general fund contributions. It is difficult to make a strong argument that a specific
general revenue source (HACA, LGA, property taxes, franchise fee, etc.) is funding a
specific expenditure,therefore it would simplify accounting and reporting to include the
Franchise fee in the general fund and transfer out any amounts that are used to fund any
other specific project. We would set up a reserved cash account and a designated fund
balance account which would provide for the same level of detail and reporting as having
a separate "fund".
DEBT SERVICE FUNDS
Tax Increment Financing Funds
Presently, these funds are accounted for by bond issue and type of activity,resulting in
ten funds for our three districts. State statutes require them to be reported for by District.
At the present time,there is three types of reporting: 1)the general ledger or financial
accounting, which at year end is reported in the audit report(ten funds); 2) the sources
and uses of TIF funds in the audit report(required state reporting); and 3) annual TIF
reporting on forms prepared by the State Auditors office and/or Dept of Finance and
• Revenue. For 1995 and prior, the amounts reported in each of these three sources did not
agree resulting in three separate sets of amounts; it is unclear why the reports did not
City of Mounds View Staff Report
February 27, 1997
Page 2
agree. To improve accountability and understandability, it is recommended that these •
funds be consolidated in 1996 and reported by District(ie three funds, one for each
district).
The City has also been purchasing property for redevelopment and offering business
loans at a reduced interest rate. While we are still early in this process, the initial
reporting of this activity has been in the TIF funds. It is recommended that we establish a
separate revolving loan fund in 1996 to report the repayment on the loans and the sale of
the property. In the future, moneys in this fund could be used for additional loans or
other projects as the Council deemed appropriate. Overall, this would be a cleaner
approach since once a loan is made or property is purchased, it loses the TIF restrictions
on how the funds can be spent and also eliminates the need for continued reporting to the
state. Also, by establishing a separate fund,we would still be tracking the activity and
could used the sale and repayments to continue the program once the existing TIF
districts are decertified.
Fire Bond Fund of 1991
The City is a participant in a joint venture for fire services. As part of this arrangement,
the City of Blaine issued debt for system improvements and the City of Mounds View
pays Blaine a portion of the debt service on the bonds. Because the City did not issue
debt and does not make the actual debt service payments,this fund should be
consolidated into the general fund in 1996. Separate accounts would be used to insure •
adequate detail is maintained for the activity associated with the Fire Bonds.
CAPITAL PROJECT FUNDS
Park Improvement Fund.
This fund is used to report the collection and expenditure of parkland dedication fees. At
the end of 1996, the funds should be substantially depleted. Also, on an annual basis,the
City has historically spent more on park improvements than it has collected on parkland
dedication fees. Regardless of the amount collected or spent, the activity in this fund
could be accounted for and reported in the same detail as presently exists by combining it
with the general fund. Any unspent amounts could be reported as a reservation of cash
and fund equity, any receipts on new parkland dedication fees would be reported as a
separate revenue line item which would increase the cash and equity reserves, and any
use of the funds would be reported as an expenditure which would also reduce the cash
and equity reserves. This change would result in not having to transfer funds which tend
to inflate operating results (both the transfer out and the actual expenditure of funds are
reported as an outlay, therefore when financial statements are analyzed, it appears that
there was a larger increase in outlays than was actually the case.)
State Aid Fund.
This fund accounts for the activity associated with improvements to State Aid road
improvements. Funding for such projects comes from a number of sources including
state construction aid, special assessments,water/wastewater/surface water contributions,
etc. Project are not always completed within one year and reconciling project costs to
funding has not always been completed on a timely basis (At the end of 1995, the fund
had a deficit of approximately $276,000 which appears to relate to projects undertaking in
the mid to late 1980's). To assist in the ability to reconcile project costs to funding, it is
recommended that on a periodical basis (annually or whenever there is a large
construction project), a new fund be established. Once the project is completed, the fund
would be balanced out, insuring that there were sufficient revenues to pay for the project.
For annual, ongoing maintenance items such as seal coating, etc.,these items should be
charged to the general fund.
Water System Contribution Fund.
The activity in this fund relates to water connection charges and interest earnings on
unspent funds. The Water Fund is an enterprise fund which accounts for system
improvements similar to business by capitalizing and depreciation such items. It is
recommended that this fund be consolidated with the Water Fund in 1996 by utilizing a
reserved cash and fund equity account, and separate revenue accounts for connection
charges and allocation of interest;the same level of detail would be maintained but would
simplify the records. This change would provide a more accurate reporting of the activity
in the Water Fund, eliminate duplicate reporting of activity, and be supported by
generally accepted accounting principles.
Silver Lake Woods Fund.
At the end of 1996, approximately $41,000 will remain in the fund and such amount has
• been budgeted to be used in 1997. This amount will be supplemented with funds from
the special project fund to fund seal coating work in 1997. It is recommended that at the
end of 1996, the remaining fund balance in this fund be transferred to the general fund
and the 1997 budget be modified to reflect this change. This will simplify the
accounting,reporting, and budgeting in 1997.
Consolidation of General Fund Programs.
Simplify the accounting system by consolidating the funds/departments/programs
whenever possible, and establish written policies on the special funds to reduce confusion
or misunderstandings on how such funds can or should be used.
Attached are preliminary revised budgets for Finance and Community Development as
well as the budgets as presently formatted. This should provide you with some basis to
compare the two formats. If you are receptive to this change,we would like some
flexibility to modify it slightly as we work with setting up the budget. We will also
provide a proposed format for the remainder of the departments within the general fund.
It is proposed that this change be adopted for 1997.
• Vehicle and Equipment Fund.
City of Mounds View Staff Report • /I
February 27, 1997
Page 4
It is proposed that the vehicle and equipment be converted to in internal service fund
1111
whereby users of the vehicle or equipment pay a rental fee. Under this proposal, all
vehicles and larger pieces of equipment for the City would be purchased by this Fund.
Initially, all existing vehicles and equipment would be transferred into this fund, along
with the balance in the Vehicle and Equipment Fund. On a monthly basis, each program
that utilizes vehicles/equipment would be charged a rental fee. This rental fee would
cover gas, oil,repairs, and maintenance, along with a charge for the eventual
replacement of the equipment. Advantageous: removes large fluctuations in yearly
budgets due to the need to purchase vehicles & equipment, improves long term financial
planning by having all the large equipment in one fund,thereby simplifying the analysis,
better matches costs to programs by allocating costs based upon usage verses when an
item is purchased, and eliminates the need to keep multiple records for one piece of
equipment when such item is purchased from several funding sources.
This change would result in charges to various department budgets and at the present time
actual usages are not readily available; also, we do not presently have estimated rental
fees nor a system to log and charge usage. As such, I would propose that we use 1997 to
collect the data and to establish procedures necessary to make this proposed change and
that we implement this suggestion in 1998.
Special Projects Fund. •
Presently,this fund is accounted for as a capital Project Fund, which by definition are to
be used to account for acquisition or construction of major capital assets in non-
enterprise operations,particularly when such projects are financed and/or are constructed
over more than a one year period. Routine purchases should not be reported in such a
fund. Historically, the majority of the items financed with special project funds have
been for equipment items, smaller capital projects @ark improvements), routine items
such as seal coating, etc. We will continue to work towards preparing a long term capital
plan which is coordinated with this and other associated funds to insure that we have a
financial plan which provides for the long term capital needs of the City.
Other
Establish an Administrative Fund which would be similar to a vehicle and equipment
pool, but would be used to account for the costs associated with Finance, Administrative
Services (Administrator, Human Resources,Public Information, MIS, Central Services,
City Hall, etc.). These functions basically provide services to the other City programs. If
other City programs did not use them, the programs would have to obtain them from
other sources at a cost to that program. To determine the true cost of a program,
programs should be charged a fee for the Administrative functions. Such fees could be
based upon factors including number of employees, square footage of building used,
number of invoices or bills processed, etc. The end result would be a truer accounting
and reporting of the actual costs of running a program. •
1994 1995 199'6 1997 Change from 1996
Reclassed Actual Budget Budget Dollar Percent
410 mance:
Personnel services
Salaries,regular Financial 110,341 140,244 94,806 110,058 15,252 16.09%
Salaries,regular Admin
Salaries,regular Training
Overtime 113 885 0 0 0 ERR
Salaries, part time 0 0 0 0 0 ERR
Pensions 12,933 13,222 14,196 14,397 201 1.42%
Group insurance 7,498 8,632 9,900 9,900 0 0.00%
Workers comp 376 245 550 523 (27) -4.91%
Subtotal 131,261 163,228 119,452 134,878 15,426 12.91%
Materials&supplies
Books&periodicals 211 229 515 515 0 0.00%
Subtotal 211 229 515 515 0 0.00%
Contractual services
Memberships 725 165 1,400 175 (1,225) -87.50%
Other professional 13,114 13,214 13,900 9,825 (4,075) -29.32%
Printing 2,309 3,597 3,615 4,369 754 20.86%
Repairs, equipment 0 0 3,230 2,257 (973) -30.12%
Training 1,561 2,628 3,700 3,688 (12) -0.32%
Subtotal 17,709 19,604 25,845 20,314 (5,531) -21.40%
0 Capital outlays
Equipment 3,142 2,852 35,700 15,400 (20,300) -56.86%
Subtotal 3,142 2,852 35,700 15,400 (20,300) -56.86%
Total Financial Services 152,323 185.913 181,512 171,107 (10.405) -5.73%
•
'IA et k1 C,2aro os..2d
F F
1994 1994 1995 1996 1997 Change from 1996
Actual Reclassed Actual Budget Budget Dollar Percent . J
Finance:
Annual Financial Report&Audit •
Personnel services 131,261 35,478 45,585 32,901 36,836 3,935 11.96%
Materials&supplies 211 53 - 82 63 63 0 0.00%
Contractual services 17,709 13,628 14,119 16,106 11,708 (4,398) -27.31%
Capital outlays 3,142 0 0 0 0 0 ERR
Total 152,323 49,159 59,786 49,070 48,607 (463) -0.94%
Budget
Personnel services 0 36,374 52,121 29,878 35,564 5,686 19.03%
Materials&supplies 0 53 47 62 62 0 0.00%
Contractual services 0 1,47 2,114 3,174 3,161 (13) -0.41%
Capital outlays 0 0 0 0 0 0 ERR
Total 0 37,924 54.282 33,114 38,787 5,673 17.13%
Accounting&Payroll Services
Personnel services 0 28,732 32,590 31,757 29,597 (2,160) -6.80%
Materials&supplies 0 53 . 0 63 63 0 0.00%
Contractual services 0 2,106 2,902 5,650 4,530 (1,120) -19.82%
Capital outlays 0 3,035 2,852 35,700 15,400 (20,300) -56.86%
Total 0 33,926 38,344 73,170 49,590 (23,580) -32.23%
Financial Services
Personnel services 0 30,677 32,932 24,916 32,881 7,965 31.97%
Materials&supplies 0 52 100 327 327 0 0.00%
Contractual services 0 478 469 915 915 0 0.00%
Capital outlays 0 107 0 0 0 0 ERR
Total 0 31,314 33,501 26,158 34,123 7,965 30.45%
Total Financial Services 152,323 152,323 185,913 181,512 171,107 (10,405) -5.73%
Legal
P- onnel services 0 0 00 0 0 ERR.,
Mat-:als&supplies 0 0 0 0 0 0 ERR
Contra. al services 73,261 73,261 62,682 7 500 76,000 (500 -0.65%
Capital o Iays 0 0 0 N 0 0 0 \ ERR
Total 73,261 73,261 62,682 76,500\ 76,000 (500) \ -0.65%
Social Service Coordina 'on \
Personnel services 0 0 0 00 0 'ERR
Materials&supplies 0 0 0 0 0 0 ERR
Contractual services 0 0 13,432 13,500 14,320 820 6.07%
Capital outlays 0 0 0 0 \0 0 ERR'',
Total 0 0 13,432 13,500 14,320\ 820 6.07% \\
Contingency
Contingency 0 0 60,000 50,000 0,000) -16.67%
Transfers 17,302 0 153,578 68,271 25,000 (43,,271) -63.38%
Miscellaneous 3,727 19,029 2,879 7,500 4,200 (3, 00), -44.00%
Bel Rae,net oper 0 0 0 0 50,000 50,00 ERR
Total 21,029 029 156,457 135,771 129,200 (6.571) -4.84%
•
02/27/97,09:14 AM BUDGET97.WK4 GF Admin
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997 EXPENDITURES 07/09/96
•
100-4150 GENERAL FUND FINANCE - FINANCIAL REPORTING&AUDITING
III
1994 1995 1996 1996 DEPARTMENT TEAM COUNCIL
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES \�c
010 SALARIES,REGULAR $29,879 $39,156 $26,134 $8,790 $32 17Z, $0 $0
011 OVERTIME,REGULAR $113 $127 $0 $641 $0 $0 $0
020 SALARIES,TEMP/PART-TIME $0 $0 $0 $0 $0 $0 $0
030 PENSIONS $3,502 $3,669 $3,845 $1,094 $3,903 $0 $0
040 GROUP INSURANCE $1,883 $2,563 $2,772 $937 $2,772 $0 $0
050 WORKERS COMPENSATION $101 $70 $150 $2$ $142 $Q 10
TOTAL PERSONNEL SERVICES $35,478 $45,585 $32,901 $11,490 $ 994 q� $0 $0
MATERIALS+SUPPLIES ��
210 BOOKS+PERIODICALS 151 $132 $63 $31 $63 $0 $0
TOTAL MATERIALS+SUPPLIES $53 $82 $63 $31 $63 $0 $0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SER\ $13,114 $13,214 $13,700 $16,761 . 376,2$ q6 $0 $0
343 PRINTING $77 $222 $78 $78 $150 $0 $0
361 MEMBERSHIPS $0 $30 $0 $0 $0 $0 $0
0 362 CONFERENCES $0 $0 $0 $0 $0 $0 $0
363 TRAINING $437 $653 $1,036 $0 $1,030 $0 $0
513 REPAIRS,EQUIPMENT g0 $Q $1.292 $2ZI $903 10
TOTAL CONTRACTUAL SERVICES $13,628 $14,119 $16,106 $17,112 $1.5,7. ; $0 $0
CAPITAL OUTLAY
703 EQUIPMENT $Q $.Q So_ Ss2 SI $Q
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 $0 $0
\.
GRAND TOTAL FINANCESS59.786 $49.070 $28.633 32 34
•
III
F,AR��` - ex..st... I 3
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997 EXPENDITURES 07/09/96
100-4152 GENERAL FUND FINANCE - BUDGET
1994 1995 1996 1996 DEPARTMENT TEAM COUN
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES c\°
010 SALARIES, REGULAR $30,467 $46,014 $23,430 $5,639 $3-2 $0 $0
011 OVERTIME,REGULAR $0 $0 $0 $0 $0 $0 $0
020 SALARIES,TEMP/PART-TIME $0 $0 $0 $0 $0 $0 $0
030 PENSIONS $3,571 $3,965 $3,920 $670 $3,948 $0 $0
040 GROUP INSURANCE $2,232 $2,070 $2,376 $391 $2,376 $0 $0
050 WORKERS COMPENSATION 04 $.22 $152 $29 $143a IQ S0
TOTAL PERSONNEL SERVICES $36,374 $52,121 $29,878 $6,729 $3�;Q 7 b $0 $0
MATERIALS +SUPPLIES
210 BOOKS+PERIODICALS $53 $47 $62. $J $_§2 S0 S0
TOTAL MATERIALS+SUPPLIES $53 $47 $62 $0 $62 $0 $0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SER\ $0 $0 $200 $200 $200 $0 $0
343 PRINTING $1,060 $1,344 $1,292 $186 $1,480 $0 $0
361 MEMBERSHIPS $0 $0 $0 $0 $0 $0 $0
362 CONFERENCES $0 $0 $0 $0 $0 $0
363 TRAINING $437 $770 $1,036 $14 $1,030 $0lb
513 REPAIRS,EQUIPMENT $Q SI $646 SI $Ltsi. $0
TOTAL CONTRACTUAL SERVICES $1,497 $2,114 $3,174 $400 $3,161 $0 $0
CAPITAL OUTLAY
703 EQUIPMENT S0 S0 SI S0 SA
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 $0 $0
GRAND TOTAL BUDGET $37.924 S54.282 $33.114 $7.129 • • IQ ,4Q
•
Firt.iKu - €2, (J1- 4j di /
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997 EXPENDITURES 07/22/96
i
•
100-4155 GENERAL FUND FINANCE-ACCOUNTING &PAYROLL SERVICES
111
1994 1995 1996 1996 DEPARTMENT TEAM COUNCIL
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES ��Ca
010 SALARIES,REGULAR $24,280 $26;062 $25,742 $12,149 $2654,4 $0 $0
011 OVERTIME,REGULAR $0 $758 $0 $1,360 $0 $0 $0
020 SALARIES,TEMP/PART-TIME $0 $0 $0 $0 $0 $0 $0
030 PENSIONS $2,846 $3,077 $3,123 $1,564 $3,216 $0 $0
040 GROUP INSURANCE $1,523 $2,636 $2,772 $1,374 $2,772 $0 $0
050 WORKERS COMPENSATION 181 $57 $120 $23 $117 $Q $Q
TOTAL PERSONNEL SERVICES $28,732 $32,590 $31,757 $16,470 $3�2�J 9� � $0 $0
MATERIALS+ SUPPLIES
210 BOOKS+PERIODICALS 53 $. 63 $. $63 $0 S0
TOTAL MATERIALS+SUPPLIES $53 $0 $63 $0 $63 $0 $0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SER\ $0 $0 $0 $0 $0 $0 $0
343 PRINTING $1,172 $2,031 $2,245 $651 $2,739 $0 $0
361 MEMBERSHIPS $560 $0 $1,225 $0 $0 $0 $0
0 362 CONFERENCES $0 $0 $0 $0 $0 $0 $0
363 TRAINING $374 $871 $888 $89 $888 $0 $0
513 REPAIRS, EQUIPMENT $0 IQ $1.292 $273 $903 $0 SA
TOTAL CONTRACTUAL SERVICES $2,106 $2,902 $5,650 $1,013 $4,530 $0 $0
CAPITAL OUTLAY \eA DO
703 EQUIPMENT $3.035 $2.852 $35.700 $26.652 $Z0,�95 $1 ,14
TOTAL CAPITAL OUTLAY $3,035 $2,852 $35,700 $26,652 $20,3`95 $0 $0
GRAND TOTAL FINANCE $33.926 $38.344 $73.170 $44.135 1\ 112, IQ
. /QO
liC‘
c
F(n.„ , - e.,r(sh�1 �. . 1
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997SUMMARYTRAINING EXPEN[ 07/09/96
100-4157 GENERAL FUND FINANCE - FINANCIAL SERVICES
1994 1995 1996 1996 DEPARTMENT TEAM COUN
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES
010 SALARIES,REGULAR $25,715 $29,012 $19,500 $3,628 $27,450 $0 $0
011 OVERTIME,REGULAR $0 $0 $0 $0 $0 $0 $0
020 SALARIES,TEMP/PART-TIME $0 $0 $0 $0 $0 . $0 $0
030 PENSIONS $3,014 $2,511 $3,308 $432 $3,330 $0 $0
040 GROUP INSURANCE $1,860 $1,363 $1,980 $294 $1,980 $0 $0
050 WORKERS COMPENSATION �8$ $46 $128 $22 $121 $Q 12
TOTAL PERSONNEL SERVICES $30,677 $32,932 $24,916 $4,376 $32,881 $0 $0
MATERIALS+SUPPLIES
210 BOOKS+PERIODICALS $52 $100 la22 la 112z $Q $0
TOTAL MATERIALS+SUPPLIES $52 $100 $327 $28 $327 $0 $0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SER\ $0 $0 $0 $0 $0 $0 $0
343 PRINTING $0 $0 $0 $0 $0 $0 $0
361 MEMBERSHIPS $165 $135 $175 $15 $175 $0 $0
362 CONFERENCES $0 $334 $0 $0 $0 $0
t 363 TRAINING $313 $1 $740 $1274 $Q
6
TOTAL CONTRACTUAL SERVICES $478 $469 $915 $27 $915 $0
CAPITAL OUTLAY $0
703 EQUIPMENT $107 $0_ $0 $Q $_Q ID. $Q
TOTAL CAPITAL OUTLAY $107 $0 $0 $0 $0 $0 $0
GRAND TOTAL FINANCE $31.314 $33.501 ,$26.158 $4.431 $34.123 ,$Q 12
•
•
Friisfnij — .ex,sii-,41 obh. `/ 6
•
1994 1995 1996 1997 Change from 1996
Reclassed Actual Budget Budget Dollar Percent
0 ommunity Development .
Personnel services
Salaries,regular Planning 31,572 31,967 34,595 50,291 15,696 45.37%
Salaries,regular Code enfor 18,992 26,187 29,673 25,976 (3,697) -12.46%
Salaries,regular Inspect 39,371 75,601 77,717 95,194 17,477 22.49%
Salaries,regular Dev Rev 23,671 32,201 34,668 23,831 (10,837) -31.26%
Salaries,Tegular _ Engmeenng M 2,959 90 4,182 0 (4,182) -100.00%
Salaries,regular Training 0 ERR
Salaries,regular Administration 0 ERR
Overtime,regular 0 132 0 0 0 ERR
Salaries,part time 5,384 0 0 0 0 ERR
Pensions 14,512 19,719 21,933 24,995 3,062 13.96%.
Group insurance 8,978 15,662 19,404 19,806 402 2.07%
Workers comp 1,796 1,443 2,131 2,337 206 9.67%
subtotal . 147,235 203,002 224,303 242,430 18,127 8.08%
Materials&supplies
Books&periodicals 110 329 450 630 180 40.00%
Postage 0 0 0 0 0 ERR
Printing 392 856 850 550 (300) -35.29%
Supplies, operating 514 894 900 670 (230) -25.56%
Miscellaneous o o o o 0 ERR
subtotal 1,016 2,079 2,200 1,850 (350) -15.91%
Contractual services
981• 4ianm
3,460 2,500 2,850 350 14.00%
Other rofesslonal:; gisieenng 979 3,015 2,500 0 (2,500) -100.00%
Other p ofessiona1.1 Tiispect 0 217 0 0 0 ERR
Otl erprofessiona1 DevaRev .. 981 3,235 2,500 4,170 1,670 66.80%
Consultants,development review 0 ERR
Consultants,special projects 0 ERR
Consultants,comprehensive plan 10,239 10,239 ERR
Memberships 454 558 375 805 430 114.67%
Milage 8 25 150 150 0 0.00%
Training and conferences 2,709 2,508 2,850 4,150 1,300 45.61%
subtotal 6,112 13,018 10,875 22,364 11,489 105.65%
Capital outlays
Equipment 13,580 5,215 3,000 4,650 1,650 55.00%
subtotal 13,580 5,215 3,000 4,650 1,650 55.00%
Subtotal 167,943 223314 240.378 271,294 30.916 12.86%
•
•
0
Ca-viAl H4,,1j 112v-e.l1.)/0rg...f
GF CD Park '
1994 1994 1995 1996 1997 Change from 1996
Actual Reclassed Actual Budget Budget Dollar Percent
Community Development
Planning
Personnel services 153,614 39,289 39,461 42,630 61,962 $19,332 45.35%
Materials&supplies 1,101 125 190 220 350 130 59.09%
Contractual services 20,976 2,083 5,088 3,998 16,489 12,491 312.43%
Capital outlays 2,212 2,716 1,257 100 4,050 3,950 3950.00%
Subtotal 177,903 44.213 45,996 46,948 82,851 35,903 76.47%
Engineering Services
Personnel services 0 4,628 129 5,141 0 (5,141) -100.00%
Materials&supplies 0 125 279 167 0 (167) -100.00%
Contractual services 0 1,056 3,020 2,500 0 (2,500) -100.00%
Capital outlays 0 2,716 1,707 800 0 (800) -100.00%
Subtotal 0 8:525 5,135 8,608 0 (8,608) -100.00%
Development Review
Personnel services 0 29,657 39,054 42,684 29,361 (13,323) -31.21%
Materials&supplies 0 125 105 183 185 2 1.09%
Contractual services 0 2,083 4,405 3,823 4,230 407 10.65%
Capital outlays 0 2,716 1,257 ' 100 400 300 300.00%
Subtotal 0 34,581 44.821 46,790 34,176 (12,614) -26.96%
Inspection
Personnel services 0 49,916 92,901 96,685 117,971 21,286 22.02%
Materials&supplies 0 125 582 400 510 110 27.50%
Contractual services 0 941 1,108 1,078 2,080 1,002 92.95%
Capital outlays 0 2,716 923 2,000 0 (2,000) -100.00%
Subtotal 0 53,698 95,514 100,163 120,561 20,398 20.36%
Code Enforcement
Personnel services 0 23,745 31,457 37,163 33,136 (4,027) -10.84% 0
Materials&supplies 0 124 67 380 255 (125) -32.89%
Contractual services 0 341 253 326 115 (211) -64.72%
Capital outlays 0 2,716 71 0 200 200 ERR
Subtotal 0 26,926 31,848 37,869 33,706 (4,163) -10.99%
Total Community Development 177,903 167,943 223,314 240,378 271,294 30,916 12.86%
Parks,Recreation&Forest
Recreation Administration /
Personnel services L47,886 18,352 19,276 17,600 17,898 298 .69%
Materials&supplies ' 3,087 265 362' 265 330 65 , 24.53%
Contractual services / 26,149 0 /0 2,692 2,444 (248)' -9.21%
Capital outlays / 3,2280 0 4,000 3,000 600) -25.00%
Subtotal 180,350 18,617 19,638 24,557 23,672 / (885) -3.60%
Recreation Programming / / 1/
Personnel service 0 38853 32,811 44,250 51,54/ 7,299 1&49%
Materials&supplies 0 /11,708 616 644 500 60 360 ,72.00%
Contractuallservices 0 18,127 16,977 4,262 (2,715) /-15.99%
Capital outlays 0•' 3.227 0 0 0 0 ERR
Subt tal /0 54,404 51,582 61,727 66,671 _ 4,944/ 8.01%
Recreat' n Sales&Marketing / •
P onnel services 0 8,634 9,261/9,022 9,295 273 3.03%
aterials&supplies 0 3,162 2,411 ,191 3,191 0 0.00%
Contractual services 0 14,891 12,7 18,526 18,986 . 460 2.48%
Capital outlays 0 0 ,_72 0 0/ 0 ERR
Subtotal 0 26.687 9,735 30,739 31,472 733 2.38%
Total Recreation 180,350 99,708 100,955 117,023 12y,815 4,792 4.09% 0
•
02/27/97,09:12 AM BUDGET97.WK4 GF CD Park/
C0 via- n H H, ti l�c�/0 Pfrg.1}- €'X/J f,K J E t.0,,,,,.. D
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997 EXPENDITURES
t 100-4189 GENERAL FUND CODE ENFORCEMENT
0
ITEM DESCRIPTION 1994 1995 1996 1996 DEPARTMEN TEAM COUNCIL
ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES0..591 6
010 SALARIES, REGULAR $18,992 $26,187
011 OVERTIME, REGULAR $29'6$0 $29,6$0 $ $0 $0
020 SALARIES, TEMP/PART-TIM 52 $9 $0 $0 $0 $0
030 PENSIONS $1'052 $p $0 $0 $0 $p
$2,039 $2,550 $3,599 $3,666 $0 $0
040 GROUP INSURANCE $1,371 $2,469 $3,168 $0 $0
$3
050 WORKERS COMPENSATION $291 5242 $367,567 $1, 83$83 $3,1$349 $0 $0
49 $0 $0
TOTAL PERSONNEL SERVICES $23,745 $31,457 $37,163 $34,562 -$.3-7,1131---4121° $0 $0
MATERIALS+SUPPLIES
160 SUPPLIES, OPERATING $102 $67 $280
•
210 BOOKS+PERIODICALS $22 5$0 $205 $0 $0
$0 $100 $0 $2@966) $0 $0
TOTAL MATERIALS+SUPPLIES $124 $67 $380
$30 $4$1- s $0 $0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SE $0 SO $0
330 POSTAGE $0 $0 $0 $0
$0 $0 $0 $0
343 PRINTING $101 $209 $0 $0 $0
361 MEMBERSHIPS $211 $0 $0 $0 $0
63 TRAINING $23 $0 $0 $0 $0 $0
$216 $44 $100 $0 $0
0 MILEAGE $1 $0 $1001 $0 $0
$15 SO $15 $0 $0
TOTAL CONTRACTUAL SERVICE $341 $253 $326
$0 $115 $0 $0
CAPITAL OUTLAY
703 EQUIPMENT $2,716 $71 $0 $624Ilse-2-cx)
$0 $0
TOTAL CAPITAL OUTLAY $2,716 $71 $0 $624
TOTAL CODE ENFORCEMENT S26,926 ' $31,848 $37,869 $35,216
, ' $0 $0
�!
1P/ "' 'rf �' ' - '
._
1111
C 0— ex,sh-J c44�../ 0
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL- 1997 EXPENDITURES -
I
100-4187 GENERAL FUND INSPECTIONS
•
1994 1995 1996 1996 DEPARTMEN TEAM COUNCI
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June
PERSONNEL SERVICES 3/94
010 SALARIES, REGULAR
$39,371 $75,601 $77,717 $16,617 $g
011 OVERTIME, REGULAR SO $89 $0 $0 $O $0
020 SALARIES,TEMP/PART-TIM $1,102 $0 $0 $0 $0
030 PENSIONS $5,767 $9,040 $9,428 $1,833 $11,820 SO $0
040 GROUP INSURANCE $3,119 $7,569 $8,672 $4,035 $0
050 WORKERS COMPENSATION $557 $602 $868 $201 $1,0577 $0 $0
$0 $0
TOTAL PERSONNEL SERVICES $49,916 $92,901 , $96,685 $22,686 $9.2e 2Z9 Q1 $0
$0
MATERIALS+SUPPLIES ���
160 SUPPLIES, OPERATING $103 $392 $240 $52 $130 SO
210 BOOKS+PERIODICALS $22 $190 $160 $89 $380 $0 $0
$0
TOTAL MATERIALS + SUPPLIES $125 $582 $400 $141 $510 $0
$0
CONTRACTUAL SERVICES
303 OTHER PROFESSIONAL SE $0 $217 S0 $0 $0
330 POSTAGE $0 $0 $0 $0
$0
343 PRINTING $101 $162 $213 $0 $3aa $0 $0
1 MEMBERSHIPS $180 $148 $200 $320 $515 $0 $0
63 TRAINING $659 $573 $650 $436 $0 $0
380 MILEAGE $1 $8 $15 $4 �a'a $0 $0
-.
$15 50 $0
TOTAL CONTRACTUAL SERVICE $941 $1,108 $1,078 $760 $.N00 �� $0
CAPITAL OUTLAY
703 EQUIPMENT $2,716 $923 $2,000 $0 $0
$0 $p
TOTAL CAPITAL OUTLAY $2,716 $923 $2,000 $0 $0 $0
$0
TOTAL INSPECTIONS $53,698 , $95,514 $100,163 $23,587 $1' 631 $0
$0
6
`moo
1J&iFr &1---e.?) -,'-,?4-
•
C1)- Ftr, 5 4J d, 4: I l0
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL- 1997 EXPENDITURES
100-4185 GENERAL FUND DEVELOPMENT REVIEW
EM DESCRIPTION ACT
1994 1996 1996 DEPARTMEN
iikUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVES
June •
PERSONNEL SERVICES
-3183
010 SALARIES, REGULAR $23,671
011 OVERTIME, REGULAR $32'$0117 $34,668 $7,095 $0 $0
020 SALARIES,TEMP/PART-TIM $0 $17 $0 $p $0
0302PENSIONS $1,052 $0 $0 $0 $0 $0
$2,719 $3,868 $716 $0 $0 $0
040 GROUP INSURANCE $1,827 $4,204 $2,882 $0
050 WORKERS COMPENSATION $2,702 $3,406 $1,100 $2,376 $0
$388 $266 $406 $91 $0 $0
$272 $p $0
TOTAL PERSONNEL SERVICES
$29,657 $39,054 $42,684 $9,002 $3.t544 3(c1 $0
MATERIALS+SUPPLIES q $0
114 MISC OFFICE SUPPLIES $0
160 SUPPLIES, OPERATING $0 $0 $0 $p
1 210 BOOKS +PERIODICALS $103 $105 $183 $0 $0 $0
$22 $p $0 $185$0 $0 $0
$0 $0 $0 $0
TOTAL MATERIALS +SUPPLIES $125
$105 $183 $0 $185
CONTRACTUAL SERVICES $0 $0
303 OTHER PROFESSIONAL SE $981
330 POSTAGE $3,235 $2,500 $935 $4,170
"143 PRINTING $0 $0 $0 $p $0 $0
$95 $160 $213 $0 $0 $0
MEMBERSHIPS $114 $0 $0 $0 $0
TRAINING0
$0 $0 $p $0
MILEAGE $890 $1,010 $1,050 $1,026 $0 $0
$3 $0 $60 $0 $$60 $0 $0
TOTAL CONTRACTUAL SERVICE $60 $0 $0
$2,083 $4,405 $3,823 $1,961 �qe
CAPITAL OUTLAY %'--'" $0 $0
`Y2-3o
703 EQUIPMENT $2,716
$1,257 $100 $194 $400
TOTAL CAPITAL OUTLAY $0 $0
$2,716 . $1,257 $100 $194
$400 $0 $0
TOTAL DEVELOPMENT REVIEW $34,581 $44,821 $46,790 $11,157
r -i �J
46691=I
le
III
c` �- ex,,s,-.1, �. , / l j
CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL-1997 EXPENDITURES
„
,
100-4180 GENERAL FUND PLANNING
1994 1995 1996 1996 DEPARTMEN TEAM COUNCIL
ITEM DESCRIPTION ACTUAL ACTUAL BUDGETED YTD REQUESTS REQUESTS APPROVE
June
PERSONNEL SERVICES
agl
54)
010 SALARIES, REGULAR $31,572 $31,967 $34,595 $24,226 -- $0 $0
011 OVERTIME, REGULAR $0 $17 $0 $0 $0 $0 $0
020 SALARIES,TEMP/PART-TIM $1,126 $0 $0 $0 $0 $0 $O
030 PENSIONS $3,647 $4,261 $4,195 $2,876 $6,650 $0 $0
040 GROUP INSURANCE $2,433 $2,922 $3,406 .$1,006 $4,362 $0 $0
050 WORKERS COMPENSATION $511 $294 $434 $99 $659 $0 $0
Ll
TOTAL PERSONNEL SERVICES $39,289 $39,461 $42,630 $28,207 we-0i- so $0
MATERIALS+SUPPLIES
160 SUPPLIES, OPERATING $103 $141 $80 $47 $2541-/5' $0 $0
210 BOOKS+PERIODICALS $22 $49 $140 $59 $85` a-6° $0 $0
TOTAL MATERIALS+SUPPLIES $125 $190 $220 $106 $35 3-5‘) $0 $0
CONTRACTUAL SERVICES 'r
r;c 89
303 OTHER PROFESSIONAL SE $981 $3,460 $2,500 $1,211 $2,050f�� $0 $0
330 POSTAGE $0 SO $0 $0 $0 SO $0
343 PRINTING $95 $325 $213 $15 $250 $0 $0
361 63 TRAININHIPS $114 $410 $175 $238 $290 $0 $0
$890 $876 $1,050 $1,581 $3.4,5- SO $0
MILEAGE $3 $17 $60 $12 $60 . $0 $0 •___P-380
TOTAL CONTRACTUAL SERVICE $2,083 $5,088 $3,998 $3,057 $fP , g? $0 $0
i‘9
CAPITAL OUTLAY
703 EQUIPMENT $2.716 , $1,257 $100 $757 $913Q-- $0 $0
TOTAL CAPITAL OUTLAY $2,716 $1,257 $100 $757 $* LI- $0 $0
TOTAL PLANNING $44,213 ' $45,996 $46,948 /$32,127 , L7 $0 $0
/0/277F 7 G''7 -G'3_ 4ii‘
$3 3s1
_.../ ,----.-r
i
/ ;-
Item No. I1
Staff Report No. ' — 'S
Meeting Date:3/3/97
ill _
Type of Business:WK
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Bruce Kessel
From: Lynnette Morgan
Item Title/Subject: Update of City Clean Up Day
Date of Report: February 27, 1997
For the past several years,the City has provided an annual spring and fall clean up day for
Mounds View residents. The program provides residents an opportunity to dispose of unwanted
items in a convenient, cost effective manner.
The City's portion of the program is funded through Ramsey County SCORE grant. The City
was allotted $25,420 for 1997 of which$6,000 was budgeted for Mounds View's subsidized
recycling portion of the clean up days. In past years, the City has subsidized two appliances,two
car batteries and eight car tires per household. The City's portion for 1996 amounted to $4,903,
excluding promotional activities. The fees for items not subsidized are collected directly from
• the resident as outlined in the attached fee schedule.
Throughout the years staff has worked with Twin City Refuse and has had great success with this
provider. Staff has tentatively scheduled Spring Clean Up day for Saturday, May 31 and Fall
Clean Up day for Saturday, September 27, 1997.
Twin City (612)227-1549
*It 318 W.WATER ST.
1 REFUSE & RECYCLING ST. PAUL,MINNESOTA 55107
TRANSFER STATION
SINCE 1973
. •
Twin City Refuse will provide services for the May 31 and September 27, 1997 cleanups for the
City of Mounds View,
The resident will pay the following prices as they enter the cleanup site:
Pickup load(level) $39.00
Trailer(4' * 8' * 4') . $39.00
Minivan load $21.00
Station Wagon load • $15.00
Car load(trunk only) $ 9.00
Box spring (any size) ; $12.00
Mattress(any size) $12.00 •
Couch $12.00 •
Stuffed chairs $ 6.00
,Hide-a-bed • $18.00
Appliances $10.50
Appliances with freon • $18.00
Car tires $ 1.50 •
Car batteries . $ 1.50
Tree branches • $10.00 per cubic yard
No hazardous waste will be accepted and we reserve the right to refuse anything we may feel is
hazardous.
o The hours of the cleanup will be from 9:00 a.m. to 3:00 p.m.
o We will require someone from the city to be on hand as an official representative of
Mounds View. •
o We will need the gates open by 7:00 a.m. so we have sufficient time to set up
our equipment.
o The site of the cleanup will be clean by the end of the day, .
o We will also provide at least eight extra employees to assist at the cleanup.
o We will provide recycling containers free of charge. •
Thank you again,
Jim Karas
An environmentally concerned company
L 'd 1,10dA WdZZ'8 966 L-EZ-L
CITY OF MOUNDS VIEW ..'',
.
Office of the Mayor h,
PROCLAMATION
Title: Volunteers of America Week1111 ,
a:. , �/ �
..... .,
y1,9 4. J ''•i '
WHEREAS, the Volunteers of America, a Christian human service organization, is �01 n e �,:
celebrating its 101st year of service to the people of Minnesota and the nation; it is therefore '
certainly appropriate for us, the City of Mounds View, to join in the observance of this milestone
with commemoration of March 2-9, 1997, as Volunteers of America Week; and
t
WHEREAS, the Volunteers of America is making a valuable contribution by providing
these services to adults and the elderly: 9 homes for mentally disabled, mentally ill, chemically
dependent and/or elderly adults; congregate dining for seniors at 43 sites in Anoka and Hennepin
Counties; transitional housing for women and their families in Aitkin, Chisago, Isanti,Kanabec,
Mille Lacs, and Pine counties; home delivered meals for persons 60 years of age and over; semi-
independent living services and supported living services; 3 housing complexes for families, the
handicapped, and the elderly; 3 assisted living communities; and 4 long-term health care facilities;
and
WHEREAS, the Volunteers of America provides these services for children and youth: a
children's daycare, programs serving autistic, autistic-like, an/or developmentally disabled youth;
children's shelters; in-home services; 52 foster treatment homes and correction group homes; a
residential treatment center for emotionally handicapped boys; a specialized behavioral program
for boys with severe problems; short-term care for youth with special needs; and
III WHEREAS, the Volunteers of America provides 2 correctional services: a pre-release and
work-release correctional program serving men and a jail,workhouse and work-release
correctional program serving women; and
WHEREAS, the Volunteers of America, through its dedicated staff and volunteers and the
many people who help support their work through financial contributions make a significant
impact on the lives of people in the City of Mounds View; and .
WHEREAS, the Volunteers of America is commemorating its founding in 1896 and urges
others to join them in bridging the gap between human needs and the resources of the public and
private sector.
NOW, THEREFORE, BE IT RESOLVED, that I Duane W. McCarty,Mayor of the City of
Mounds View, do hereby proclaim the week of March 2-9, 1997 as
VOLUNTEERS OF AMERICA WEEK IN MOUNDS VIEW
AND, BE IT RESOLVED, that the copies of this proclamation be transmitted to the Volunteers
of America as evidence of our esteem.
Given under my hand and the Seal of the City of Mounds View this 27th day of February, 1997.
0
i).41114.€a i iie,&6 0-
. MAYOR
Item No. /3
Staff Report No. 6'77-1W/ tiJ5
Meeting Date: 3/3/97
0 Type of Business: Work Session
WK: Work Session;PH:Public Hearing;
CA:Consent Agenda;CB:Council Business
City of Mounds View Staff Report
To: Mayor and City Council
From: Pamela Sheldon, Community Development Director
Item Title/Subject: Wrap Up on Easement for Pedestrian Bridge/Drainage Pond at
Highway 10 and Long Lake Road
Date of Report: February 28, 1997
Issue:
The City has been pursuing acquiring an easement on the northwest corner of Highway 10 and
Long Lake Road from Mounds View Square Shopping Center. This easement was needed for the
ramp and bridge abutment for the proposed pedestrian bridge at this intersection. At the February
24, 1997 meeting, the City Council voted to stop work on this project. Staff notified Bob
Lindahl, in the City Attorney's office, to cease working on the easement. It was Mr. Lindahl's
recommendation that the most cost effective approach at this point would be to take the
easement, since we now have a signed stipulation from the property owner granting the easement
. for$1.00 and there are very few steps left to be done to get the easement. If we do not take the
easement, there is a good possibility that the City will be liable for any legal costs that the
property owner has incurred. It is Mr. Lindahl's estimate that this cost will exceed the cost of
getting the easement. (See attached letter.) Staff wanted to make certain that concluding this
process by taking the easement was acceptable to City Council. If the City takes the easement, it
would allow work to be done on the drainage pond in the future if we so desired, without going
through getting another easement.
Recommendation: Direct the City Attorney's office to conclude the process of getting the
easement from Mounds View Square Shopping Center.
rippoilL TAAAA4--,___, .
Pamela Sheldon, Community Development Director
N:\DATA\USERS\PAMS\SHARE\SPECPROJ\SP009.96\EASE.CC
0
470 Pillsbury Center
Kennedy 200 South Sixth Sues
Minneapolis MN 55402
(612)337-9300 telephone
&Graven (612)337-9310 fax
e-mail:attys@kennedy-gravcrLcorfl •
CHARTERED
ROBET J.LINDALI:
Atromey at Law
•
Certified Rost Pmpeny Law Spc446t
Direct Dial(612)337-9219
February 28, 1997
BY FAX AND MAIL
Pam Sheldon 784-3462
Director, Comm Dev.
City of Mounds View
2401 Highway 10
Mounds View, MN 55112-1499
RE: City of Mounds View v. Moundsview Square Associates
Ramsey County District Court File No. C5 96 10940
Pedestrian Bridge Easement •
Dear Pam:
This is a follow-up to our telephone conversation on February 25, 1997. At that time you told
me that the City Council has directed the staff to discontinue further efforts to build the
pedestrian bridge across T.H.10. At the time of our telephone conversation, I advised you that
we had substantially'completed the acquisition of the bridge easement and that I feel the cost of
undoing our efforts will be greater than for us to complete them.
We filed the condemnation petition on October 28, 1996. It was necessary to use publication to
acquire jurisdiction over one of the parties and the district court changed its procedures
concerning the use of referees to hear condemnation proceedings. These two factors led to the
delay of the matter on the court's calendar until January 29, 1997. On that date the judge to
whom the matter was referred approved the condemnation petition and appointed condemnation
commissioners. On that date the judge also approved the so-called quick take order authorizing
transfer of title and possession of the easement to the City upon the payment to the. owner or
deposit with the district court of the petitioner's approved appraisal value. On February 11, 1997,
the attorneys for the City and Moundsview Square Associates, LLP entered into a stipulation and
settlement under which Associates: (a) consented to the issuance by the court of the orders
approving the petition and authorizing the transfer of title and possession of the easement in favor
of the City; (b) agreed to grant the easement sought by the City in the proceedings provided that
the easement is consistent with the form attached to the stipulation; (c) consented'to the issuance
of an award of damages in the amount of$1.00 payable to Associates due to the taking of the
RLD1185Q7
MV125-59
9 t/Z 3DVd 0 t c6GEEZ t 9°Q I N3A'd219 'S AQ3NN3}1'WO213 30' t t GS-8Z-833
•
Pam Sheldon
February 28, 1997
Page 2
easement and (d) waived further compensation in the proceeding. The stipulation is contingent
upon the granting of consent to the easement by Great West Life and Annuity Insurance
Company (the mortgagee) and City Council approval. The form of easement attached to the
stipulation is acceptable to me and I recommend City Council approval of the stipulation and
easement. A copy of the stipulation and attached easement are enclosed herewith for your
information.
We have been advised that Great West has approved the form of the stipulation and easement
However, I have not actually received the written consent document from Great West. If the
City Council approval is granted, if the Great West consent is given, and if I am authorized to
do so, the next step in the proceeding would be to obtain a stipulated award from the court
appointed commissioners in accordance with the stipulation between the City and Moundsview
Square Associates, LLP. The cost of obtaining the award would probably be approximately as
follows:
I. Condemnation commissioners fees of $450 to $900 (depending on whether the
commissioners axe content to enter the award on the basis of a single hearing
• rather then deciding at the first hearing that it is necessary to hold a second
hearing and give written notice of the second hearing to all the patties, and
whether the commissioners insist upon filing the award themselves, rather then
letting me do so; given the opportunity to do so,I would propose to prevail on the
commissioners to permit me to expedite these proceedings by personally giving
notice to all parties of the first hearing and asking the Commissioners to permit
me to record the award).
2. Attorneys fees payable to Kennedy&Graven of$1,000 to$2,000 (estimated cost
to complete the proceeding).
3. Recording fees of$20 to $50 (to record final certificate, easement and discharge
of Us pendens).
Total: $1,500 to $3,000
The following is the estimated cost of discontinuing the condemnation proceeding, in the event
the Council elects to proceed in that manner:
1. Attorneys fees payable to Kennedy & Graven of$1,000 to $2,500.
2. Reimbursement to owner for attorneys fees of$1,500 to $3,000.
3. Recording fees of$20 to $50 (to file discharge of lis pendens):
•
Total: $2,500 to $5,500
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Pam Sheldon
February 28, 1997
Page 3
In the event the City elects to discontinue the condemnation, the owner is entitled to seek an
order of the district court directing the condermtor to reimburse the owner for attorneys fees and
appraisal costs incurred by the owner in responding to the condemnation. At this point I am not
aware of whether the owner has retained an appraiser so that it is possible that the owner has not
incurred appraisal costs. Furthermore, the legal authority for obtaining reimbursement of
appraisal costs is not as clear under these circumstances as the legal authority for obtaining
reimbursement of attorneys fees. However, it is clear that the Court may order the City to
reimburse the owner for attorneys fees. The owner clearly did retain an attorney,George Frisch.
Mr. Frisch did not appear at any court proceedings to date. However, he did spend time
reviewing and responding to three or more successive versions of the proposed form of easement
prepared by our office in the course of our negotiations concerning settlement of this matter. I
would expect that he reviewed those draft versions with his client on one or more occasion. He
also came to our office to execute the stipulation to which the ultimately recommended version
of the easement was attached. We also discussed the documents on several occasions by
telephone. He may also have been part of the owner's effort to get City Council approval of the
new sign for the Mounds View Square Shopping Center property (the granting of which was the
reason why Associates agreed to waive further compensation for the easement). All together, I
would estimate that Mr. Frisch may have spent between 4 and 20 hours on this matter. If the
City were to elect to discontinue the proceeding and the owner makes a claim for attorneys fees,
4111
I recommend that we request copies of the attorney's time records and invoices for services. The
best proof of the owner's claim would be the invoices submitted by Mr. Frisch to Moundsview
Square Associates, LLP for payment. If the owner makes a claim for reimbursement for
attorneys fees incurred by it, and if the City disputes its duty to pay those, I assume that the City
will wish to have us incur time in responding to the owner's claim. The above estimate of fees
payable to Kennedy & Graven includes some fees for our services in representing the City in
response to the claim.
In general, because the cost of abandoning the condemnation is similar to (if not g
eater dollars
than))
the cost of completing the proceeding,because the City already has spent several
in an effort to obtain the easement, and because the City may some time in the future wish to
make alterations to the drainage pond separate and apart from any bridge project, I would
recommend that the City Council authorize us to complete the proceeding even if the City
Council does not wish to proceed with construction of the bridge. I would also ask that the City
Council approve the stipulation.
If you or the City Council have any questions about this, please let me know.
As I discussed with you on February 25,the court appointed commissioners previously scheduled
a viewing of the easement for February 28 at 11:00 a.m. After this viewing, the only step
remaining in the condemnation which will involve the commissioners will be to have the meeting 1111
of the commissioners at which they will approve my request for the stipulated award in the
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•
Pam Sheldon
faFebruary 28, 1997
Page 4
amount of $1. My intention is to schedule that meeting to occur promptly following City
Council approval of the stipulation and receipt of consent of Great West. I am hopeful that the
owner will be agreeable to permitting the commission-to proceed even if Great West does not
give its written consent (I previously have been advised verbally that Great West has given the
consent but I have not received written confirmation of this.) The purpose of having the
stipulated award is to bind the parties other than the City and Moundsview Square Associates.
Typically, those parties would not be entitled to receive any damages but they have interests in
the property being subjected to the easement and therefore have a right to be served with notice
of the proceedings.
Since initially preparing this letter, Bob Long told me that he had spoken with the Mayor. The
Mayor expressed concern about whether the walkway easement which has been negotiated may
cause the City to incur costs in the future simply because of the existence of the easement even
if the bridge is never built I've reviewed the proposed walkway easement to determine whether
it contains any provisions which may cause such on-going costs for the City. The following is
an outline of some of the key rights and obligations of the City (as Grantee) and Associates (as
40 Grantor) under the easement
The City is authorized to "construct, maintain, repair, operate and reconstruct a
pedestrian walkway, bicycle access and bridge over and across the easement
parcel"
The City "shall have the right to alter or to remove the drainage pond currently
located on the easement parcel."
Associates"shall be prohibited from materially or substantially interfering with the
access over and across the easement parcel without the prior written consent of
the (City)."
Associates "shall not be required to alter the drainage from any portion of its
• adjoining property which may flow onto the easement parcel."
The City, at its cost, and the prior written consent of(Associates),may alter
the drainage from any portion of(Associate?)adjoining property which may flow
onto the easement parcel."
Associates "shall not obstruct or interfere with access to and from (City's) bridge
located within the easement parcel at any time, and shall not permit any vehicle
• to be parked or any obstruction of any kind to exist in said access which will in
any way prevent or obstruct traffic over and across said access."
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Pam Sheldon
February 28, 1997
Page 5
If there is any damage to the easement parcel, "beyond ordinary wear and tear,
construction of a pedestrian walkway, bicycle access and bridge, and alteration or
removal of the drainage pond, as caused by'the (City) or members of the public,
the damage shall be repaired promptly,and the cost of repair of such damage shall
be paid by the (City).
The City is required to "defend, indemnify and save (Associates) harmless from
and against any and all claims, demands, suits, liabilities, costs and expenses,
including reasonable attorneys fees, incurred or suffered by reason of (loss of
damage of any person and/or property which arises or is caused by (i) the
negligence or willful misconduct of the (City) or members of the public on the
easement parcel, or (ii) (City's) alteration, removal and/or relocation of the
drainage pond currently located on the easement parcel, including without
limitation, any flooding of or drainage onto other properties, or (iii) any expense,
including reasonable attorney's or consultant's fees incurred by (Associates) in
order to comply with the requirements of any governmental agency relating to
environmental or wetlands laws, which (Associates) has incurred in order to
correct any sinlation arising from (City's) drainage or alteration of the ponding
area presently located on the easement parcel.
It would appear unlikely to me that any of these rights and obligations are likely to cause the
City to incur expense, so long as it does not move the drainage pond from the easement parcel,
build the bridge or otherwise engage in negligence or wilful misconduct on the easement parcel.
I am enclosing a copy of the stipulation and easement for the benefit of those who may not have
a copy.
Please advise me concerning how the Council wishes to have us proceed.
Very truly you
L,
ge),
cej2ifier
Robert i. '
. RJL:ds
cc: Bob Long
•
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•
•
• Case Type: condemnation
STATE OF MINNESOTA DISTRICT COURT
•
COUNTY OF RAMSEY SECOND JUDICIAL DISTRICT
City of Mounds View, a Minnesota municipal )
corporation,
STIPULATION OF SETTLEMENT
Petitioner, ) BETWEEN THE CITY OF
MOUNDS VIEW
•
vs. ) AND
) MOUNDSVIEW SQUARE
Moundsview Square Associates, LLP, a ) ASSOCIATES, LLP
Minnesota limited liability partnership, formerly )
known as Moundsview Square Associates, a )
Minnesota general partnership consisting of ) File No. C5-96-10940
Edward J. Paster and Jacqueline Paster; Great- )
West Life & Annuity Insurance Company, a )
Colorado corporation; Security Bank & Trust )
al Company; Moundsview Square Corporation, a )
Minnesota corporation; Mohamed Aly dba )
M.A.C. Bridgeman Soda Grill; Bridgeman )
Division of Land O'Lakes, Inc.; Snyder Drug )
Stores, Inc., a Minnesota corporation; Minnesota )
Fabrics,Inc.,a Minnesota corporation;TNP,Inc., ) .
dba Hardee's of Mounds View; Clayton )
Management, Inc.; Hardee's Food Systems, Inc.; )
a North Carolina corporation; City of Mov■rc )
View; County of Ramsey; and all other parties )
unknown having any right,title,or interest in the )
Subject Property described herein together with )
unknown heirs.or devisees and spouses, if any. )
Respondents.
IL
�
THIS STIPULATION AGREEMENT is dated this day of February, 1997 by and
between the City of Mounds .View, the Petitioner herein ("City") and Moundsview Square
Associates, LLP, a Minnesora limited liability partnership (hereinafter "Associates"), by and
•
through the attorneys for the parties:
RJLI.16149
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I. RECITALS
served its petition and motion for an order authorizing transfer of •
1.01. City has
title and possession upon Associates and the above Court has issued its orders approving
the petition and authorizing transfer of title and possession of the easement described in
the petition.
1.02. Associates hereby admits service of the petition and motion, submits to the
jurisdiction of the court in this proceeding, and agrees to be bound by the above
proceedings.
1.03. Associates has received and obtained from City a variance from City's sign
code in City Planning Case No. 46296 which City contends has mitigated any adverse
consequences of the taking by City of the Easement herein.
1.04. Associates represents that it took title to the Subject Property as
Moundsview Square Associates, a Minnesota general partnership consisting of Edward J.
Paster and Jacqueline Paster,pursuant to a quit claim deed dated December 15, 1982 and
filed January 5, 1983 in the office of the County Recorder for Ramsey County, Minnesota
as Document No. 2165602.
1.05. Associates represents that it filed notice of its election to be known as
Moundsview Square Associates, LLP, a Minnesota limited liability partnership, in the
office of the Secretary of State for the State of Minnesota, in File No. 909-LLP, on
August 4, 1995, pursuant to Filing Receipt No. RI-155375, and filed notice of renewal
of this election in said office on July 16, 1996,pursuant to Filing Receipt No. RI-277896.
1.06. Associates represents that it is the fee owner of the real estate described in
Exhibit A attached hereto ("Subject Property"), that it agrees to burden the Subject
Property with an easement in favor of City in the form attached hereto as Exhibit B
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•
("Easement") and hereby consents to the issuance of an award by the court-appointed
• Commissioners herein awarding damages to it in the amount of$1.00.
IL AGREEMENT.
NOW THEREFORE,IN CONSIDERATION OF THE PREMISES AND OTHER GOOD •
AND VALUABLE CONSIDERATIONS, CITY AND ASSOCIATES HEREBY AGREE AS
FOLLOWS:
• 2.01. Associates hereby: (a) consents to the issuance by the above court of its
order approving petition and its order authorizing transfer of title and possession of the
Easement herein in favor of City; (b)agrees to grant the Easement sought by City in said
proceedings, provided that the Easement granted to City is consistent with Exhibit B
attached hereto ("Easement"); and (c) consents to the issuance by the court appointed
commissioners of an award of damages in the amount of$1.00 to Associates due to the
taking of said Easement.
2.02. Associates hereby waives any further claim for compensation in this
proceeding.
2.03. This Agreement is contingent upon the granting of consent hereto by: (a)
the holder of a mortgage encumbering the Subject Property, Great West Life & Annuity
Insurance Company, a Colorado corporation; and (b) the City Council of the City of
iew. Mounds View-
.,
Z71,116149 3
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Dated: February ./1_, 1997 KENNEDY & GRAVEN, CHARTERED
/ • ! • ,
• By A..40.4 1.Lid t
• Robert J. Lindall
Robert C. Long (1•.452)
Corrine H. Thomson (149743)
470 Pillsbury Center
Minneapolis, MN 55402
. Telephone: (612) 337-9300
• ATTORNEYS FOR PETITIONER
CITY OF MOUNDS VIEW
11
Dated: February 1997 By
4-1/
Georg . Frisch,
5030 W'oodlawn Boulevard
Minneapolis, MN 55417
Telephone: (612) 724-2929
ATTORNEY FOR MOUNDSVIEW
SQUARE ASSOCIATES, LLP, a
Minnesota limited liability partnership
("Assoc ")
•
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EXki113i 1 A
•
Property Address: North corner of intersection of T.H. 10 and Long Lake Road, Mounds
• View, Minnesota
Description of Subject Property:
All that part of the Northeast Quarter of the Northeast Quarter of Section 7, Township 30
North, Range 23 West, Ramsey County, Minnesota, lying northeasterly of S.T.H. No. 10,
subject to S.T.H. No. 10, subject to Long Lake Road over the easterly 33 feet thereof, and
subject to County Road I.
Subject to easements in favor of the City of Mounds View.
Subject to the rights of the State of Minnesota to erect temporary snow fences upon S.T.H.
No. 10 right-of-way and upon the lands adjacent thereto as described on Page 453, Book 1440
of Deeds, Document No. 1326463.
Subject to a Highway Easement in favor of Ramsey County dated march 9, 1988, filed April
1,1994 as Document No. 2796562.
Description of Permanent Easement Bein&Acguired Herein:
A perpetual easement for construction, maintenance, repair and reconstruction of a
i pedestrian bridge and for access thereto, over, under and across that part of the
Northeast Quarter of Section 7, Township 30, Range 23, Ramsey County, Minnesota,
lying northeasterly of the northeasterly right of way line of the 225 foot wide right of
way of Trunk Highway 10, as currently established, westerly of the westerly right of
way line of the 66 foot wide right of way of Long Lake Road and southerly of the line
described as follows:
Beginning at the point of intersection of said northeasterly right of way of
Trunk Highway 10 and said westerly right of way of Long Lake Road; thence
northerly along said westerly right of way line of Long Lake Road for 121.00
feet; thence deflecting to the left 90 degrees for 87.24 feet; thence
southwesterly and perpendicular to said northeasterly right of way line of Trunk
Highway 10 to a point on said right of way line of Trunk Highway 10 145.00
feet northwesterly of the point of beginning and there terminating.
4110
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Exhibit A. continued •
410
Name Nature of Interest
Moundsview Square Associates, a Fee owner
Minnesota general partnership consisting of
Edward J. Paster and Jacqueline Paster
Great-West Life & Annuity Insurance Mortgagee
Company, a Colorado corporation
Security Bank & Trust Company Mortgagee
Moundsview Square Corporation, a Financing Statement
Minnesota corporation
Mohamed Aly dba M.A.C. Bridgeman Soda Possible holder of an interest
Grill
Bridgeman Division of Land O'Lakes, Inc. Financing statement
Snyder Drug Stores, Inc., a Minnesota Tenant
corporation
Minnesota Fabrics, Inc., a Minnesota Tenant
corporation •
TNP, Inc., dba Hardee's of Mounds View, Possible holder on an interest
Minnesota
Clayton Management, Inc. Financing Statement
Hardee's Food Systems, Inc., a North Assignment of Leases & Rents
Carolina corporation
City of.Mounds View Special assessments
County of Ramsey Real estate taxes
•
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•
EXHIBIT
I' . & .
WALKWAY AND BRIDGE EASEMENT
111
This grant of Walkway and Budge Easement is given this day of
1997, Moundsview Square Associates, LLP, a Minnesota limited liability partnership, formerly
known as Moundsview Square Associates,a Minnesota general partnership consisting of Edward
J. Paster and Jacqueline Paster (hereinafter referred to as "Grantor") to and in favor of the City
of Mounds View, a Minnesota Municipal corporation (hereinafter referred to as "Grantee").
FOR GOOD AND VALUABLE CONSIDERATION, Grantor and Grantee agree as
follows:
1. Grant of Walkway and Bridge Easement. Grantor, for itself, its successors and
assigns, hereby grants and conveys to Grantee a perpetual, non-exclusive easement in gross for
walkway, bicycle and pedestrian access, and bridge purposes over, under and across
• That part of the Northeast Quarter of Section 7,Township 30, Range 23,Ramsey County,
Minnesota, lying northeasterly of the northeasterly right of way line of the 225 foot wide
right of way of Trunk Highway 10, as currently established, westerly of the westerly right
of way line of the 66 foot wide right of way of Long Lake Road and southerly of the line
described as follows:
Beginning at the point of Intersection of said northeasterly right of way of Trunk
Highway 10 and said westerly right of way of Long Lake Road; thence northerly along
said westerly right of way line of Long Lake Road for 121.00 feet; thence deflecting to
the left 90 degrees for 87.24 feet; thence southwesterly and perpendicular to said
northeasterly right of way line of Trunk Highway 10 to a point on said right of way line
of Trunk Highway 10 145.00 feet northwesterly of the point of beginning and there
terminating.
(the "Easement Parcel"). Without limiting the foregoing, said easement shall permit Grantee to
construct, maintain, repair, operate and reconstruct a pedestrian walkway, bicycle access and
bridge over and across the Easement Parcel. Without limiting the foregoing, Grantee shall have
the right to alter or to remove the drainage pond currently located on the Easement Parcel. Said
4) easement may be used and enjoyed by the Grantee and any members of the public. Grantor shall
B.TL116151 1
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be prohibited from materially or substantially interfering with the access over and across the
Easement Parcel without the prior written consent of the Grantee. Grantor shall not be required4111
to alter the drainage from any portion of its adjoining property which may flow onto the
Easement Parcel. Grantee, at Grantee's cost, and with the prior written consent of Grantor, may
alter the drainage from any portion of Grantor's adjoining property which may flow onto the
Easement Parcel. Grantor shall not obstruct or interfere with access to and from Grantee's bridge
located within the Easement Parcel at any time, and shall not permit any vehicle to be parked or
any obstruction of any kind to exist in said access which will in any way prevent or obstruct
traffic over and across said access.
2_ Damage. If any damage to the Easement Parcel, beyond ordinary wear and tear,
construction of the pedestrian walkway, bicycle access, and bridge, and alteration or removal of
the drainage pond, is caused by the Grantee or members of the public, the damage shall be
repaired promptly, and the cost of repairs of such darnage shall be paid by the Grantee.
III
3. Indemnity. The Grantee shall defend, indemnify and save the Grantor harmless
from and against any and all claims, demands, suits, liabilities, costs, and expenses, including
reasonable attorneys fees, incurred or suffered by reason of(a) loss or damage of any person
and/or property which arise or are caused by (i) the negligence or willful misconduct of the
Grantee or members of the public on the Easement Parcel, or (ii) Grantee's alteration, removal
and/or relocation of the drainage pond currently located on the Easement Parcel, including,
without limitation, any flooding of or drainage onto other properties, or (b) any expense,
including reasonable attorney's or consultant's fees, incurred by Grantor in order to comply with
the requirements of any governmental agency relating to environmental or wetlands laws, which
Grantor has incurred in order to correct any situation arising from Grantee's drainage or alteration
of the ponding area presently located on
the Easement Parcel. III
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•
4. Covenants to Run with the Land. The terms, easements, and covenants contained
herein shall be binding upon the heirs, legal representatives, successors, and assigns of the
Grantor and the covenants,agreements,and easements contained herein shall run with and burden
the Easement Parcel.
5. Title to Easement Parcel. Grantor represents and warrants to Grantee that it owns
good and marketable title to the Easement Parcel, free and clear of all liens and encumbrances
except those held by parties joining in or consenting to this grant of easement.
IN WITNESS WHEREOF,the above-named party has executed the foregoing instrument
on the day and year first above written.
MOUNDSVIEW SQUARE ASSOCIATES, LLP, a
Minnesota limited liability partnership
By:
Edward J. Paster
Managing Partner
STATE OF MINNESOTA )
} ss.
COUNTY OF )
The foregoing instrument was acknowledged before me this day of February, 1997,
by Moundsview Square Associates, LLP, a Minnesota limited liability partnership by Edward J.
Paster, Managing Partner.
Notary Public
•
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CONSENT OF MORTGAGEE
Great-West Life & Annuity Insurance Company, a Colorado corporation, holder of a
411
mortgage on the property containing the Easement Parcel as described in the foregoing
instrument, hereby consents to and joins in the foregoing easement so as to subject its interest to
the terms of said easement.
GREAT-WEST LIFE & ANNUITY
INSURANCE COMPANY
By:
Its
STATE OF )
) ss-
COUNTY OF )
•
The foregoing instrument was acknowledged before me this day of •
1997, by , the of Great-West Life &
Annuity Insurance Company, a corporation under the laws of Colorado,by and on behalf of said
corporation.
Notary Public
This instrument was drafted by:
Kennedy & Graven, Chartered (RJL)
470 Pillsbury Center
200 South Sixth Street
Minneapolis, MN 55402
612/337-9219
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i
I `
Item No. I4-
Staff Report No. (17- 1 w9, 0)5
Meeting Date: March 3, 1997
• Type of Business: WK
WK: Work Session;PH:Public Hearing;
CA: Consent Agenda;CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor and members of the City Council
From: Bruce Kessel, Finance Director
Item Title/Subject: Proposed revision to City Code relating to probationary periods
(requested by Councilor Koopmeiners)
Date of Report: February 28, 1997
Section 304 of the City Code relates to probationary periods (see attached).
It has been proposed by Councilor Koopmeiners that said section be modified by adding the
following:
304.04 Subd. 4. Cost of living adjustments will not be paid during a probationary period
of an employee, nor within six months of an employee's last salary increase.
It is my understanding that the intent of this proposal is that once an employee had completed
• their probationary period and six months elapsed since their last salary increase, the cost of living
adjustment would then be granted. The employee would then be paid according to the standard
salary schedule and would receive all other cost of living adjustments and step adjustments in the
manner they are granted to all other employees.
If the Council is receptive to this proposal, it is my understanding that an Ordinance would need
to be drafted to incorporate this change into the City Code.
•
304.01 304.04
•CHAPTER '�04
PROBATIONARY PERIOD
SECTION:
304.01: Purpose
304.02: Duration
304.03: Performance Report
304.04: Sick Leave and Other Benefits
304.05: End of Probation; Report
304.01: PURPOSE: The probationary period shall be regarded as an integral part of the
examination process and shall be utilized for closely observing the employee's work,for securing
the most effective adjustment of the employee to their position and for rejecting any employee
whose performance does not meet the required work standards. (1988 Code §6.08) •
304.02: DURATION: All original and promotional appointments shall be probationary
and subject to a probationary period of six (6) months' service after appointment. At any time
during the original probationary period, an employee may be transferred or dismissed. At any
time during the promotional probationary period, an employee may be placed in the position they
occupied previous to promotion. (1988 Code §6.08)
304.03: PERFORMANCE REPORT: At the end of the first three (3) months of the
probationary period, the employee's supervisor shall submit a written report to the
Clerk-Administrator on their observation of the employee's work and their judgment as to the
employee's willingness and ability to perform the duties satisfactorily. (1988 Code §6.08)
304.04: SICK LEAVE AND OTHER BENEFITS:
Subd. 1. Initial Probation; Legal Holidays: During the initial probationary period, but not -
during a promotional probationary period, an employee will not be paid for any absence
from work with the exception of legal, paid holidays.
•
City of Mounds View
304.04 304.05
0 Subd. 2. Vacation and Sick Leave: After six (6) months of service, an employee will be
entitled to sick leave and vacation leave to be accrued from the start of probationary
employment.
Subd. 3. Group Health Benefits: Group health and public assistance benefits shall start the first
day of the month following appointment;however, any waiting periods shall be according
to the terms of the group health policy. (1988 Code §6.08; 1993 Code)
304.05: END OF PROBATION; REPORT: At least ten(10) days prior to the expiration
of an employee's probationary period, the employee's supervisor shall make a written report to
the appointing authority recommending the employee to be retained, dismissed or placed in their
previous position. (1988 Code §6.08)
11111
,.
1111
City of Mounds View