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Agenda Packets - 1997/03/17
• mostelensoilwoRicsEssioNEEIEBEEBENE •••••••••••• • •••...••••• •.• , Items Discussed Per Consensus ffiERUNCOONtILSOISINESSIMMIN 1. Discussion of Economic Development and Community Development Issues in Mounds View. Staff Report No. 97-1997WS (Cathy Bennett, Director of Economic Development&Pam Sheldon, Director of Community Development) 2. Discussion of Bel Rae Community Center Election Status Report. Staff Report No. 97-1998WS (Chuck Whiting, City Administrator&Bruce Kessel, Director of Finance) 3. Discussion of Possible Ordinance Adopting the 1996 Long Term Financial Plan. Staff Report No. 97-1999WS (Bruce Kessel, Director of Finance) • MEMO To: Honorable Mayor and City Council From: Chuck Whiting, City Administrator Re: March 17, 1997 City Council Work Session Date: March 13, 1997 Monday's work session was set up as an informational meeting with Council to get up to speed on the status of community and economic development work being done in the community. Cathy and Pam will go over this subject in as much detail as the Council wants on Monday. I have taken the liberty of adding an item with Bruce to keep you all up to date on the Bel Rae election stains. Bruce's memo reviews the mail in ballot option and I hope by Monday night to have a draft information fold out for your review prior to mailing. I may also want to reschedule the public information meeting as I realize that if people wait for that meeting in order to decide how to vote, their ballots will likely not reach City Hall by the Saturday election. With that in mind, I will suggest moving the meeting or just setting a second one the prior week. Also in your packet is the election question. I made the change to reflect the gym option and the $3.3 million cost, plus made a minor change to the Children's Home Society description after talking with them about how best to describe their business. So the process continues to whir or whirl along, depending on the moment. Just for information sake, Mary Saarion and I have looked at options in Park and Recreation and I • will be meeting with Nick Temali next week to compare notes on options that may be workable for Community Ed and the City. Also, I have been in touch with Don Salverda in preparation for the March 22 retreat session with Council and staff. Please remember this is on your schedule for S:30 am at the golf course club house. Have a good weekend and see you on Monday evening. • INTER 4110 MEMO OF F ICE To: Mayor and City Council From: Pamela Sheldon, Community Development Director Cathy Bennett, Economic Development Director Subject: Worksession on March 17 Date: March 14, 1997 Attached you will find the staff report for the item on economic development and community development issues in Mounds View for your March 17 Work Session. We have invited the members of the Planning Commission and Economic Development Commission to attend, since they are also very interested in the issues we hope to discuss with City Council. • Item No._ Staff Report No. 9.7— 199 7 WS Meeting Date: March 17, 1997 Type of Business: Council Business WK• Work Session;PH:Public Hearing; CA:Consent Agenda;CB:Council Business City of Mounds View Staff Report To: Mayor and City Council From: Cathy Bennett,Economic Development Director Pamela Sheldon,Community Development Director Item Title/Subject: Discussion of Economic Development and Community Development Issues in Mounds View Date of Report: March 14,1997 Summary: Guidance is needed from the City Council on several issues related to economic development and community development in Mounds View. First, cities attempt to shape the future of the community by preparing plans and adopting development regulations like zoning, and by investing public dollars in capital improvement projects. For the most part, actual construction of that future is done by the private marketplace. Staff receives contacts from business people and developers on a regular basis about possible projects they want to build in the Mounds View. Each of these projects presents opportunities, questions and consequences. Sometimes they fit into existing plans and sometimes they do not fit. What happens to these opportunities has an impact on the City's future economic base, and its ability to generate revenues to pay for services desired by its citizens. 1111 • Issue: We need direction on how to deal with these opportunities, and what goals the City Council wants to set for developing the City's economic base. Second, the City's adopted Comprehensive Plan was prepared in 1979 and is 18 years old. Several efforts have been made to update it but none have been adopted. In the meantime, in 1993-1994, citizens worked on a series of task forces to develop Mounds View Focus 2000 which identified community issues, and set goals and action steps to address them. Many of them relate to development, redevelopment, neighborhood revitalization and the City's economic base. A citizen subcommittee was created which prepared the Highway 10 Redevelopment Study, and the Highway 10-Area 9 Study is underway. • Issue: We need direction on what plans should be used in our day-to-day dealings with property owners and developers as they bring projects to the City. Do these plans need to be updated? Third, the Highway 10 Corridor is in high demand at this time. The City--City Council, Commission members and Staff need to be able to respond in a consistent, timely fashion or opportunities may be lost that would benefit the community. • Issue: We are suggesting priority be given to a goal setting process for the Highway 10 • Corridor that will establish a picture of what the community wants this corridor to be, so we can take advantage of the opportunities that would further this vision. City of Mounds View Staff Report Economic/Community Development Issues • March 14, 1997 Page 2 • I. Introduction How a community chooses to deal with land use affects the economic base. The level of tax capacity generated by the land use will result in the possible level of revenue that can be used to provide services for the community. Types of choices: unrestricted growth planned growth no-growth, stagnation H. How Local Economies Work Direct relationship - Increase in the tax base and creation of jobs. Commercial taxes are calculated at a higher rate than residential properties and a commercial investment typically demands less public services. Therefore, there is a larger net amount of dollars coming back to the public sector from a commercial development than there is from single family homes. Example: An acre of land with a single family home, a non-homesteaded home and a commercial business that have the same estimated market value of$150,000. Total taxes are more than double for commercial and rental property than they are for single family residential property. Taxes Generated Single Family Home=$3,100 Non-Homestead (rental) =$7,000 Business= $7,200 Indirect Relationship -New commercial growth creates a host of short and long term economic impacts to the community and region as a whole. These impacts go beyond the direct tax benefits and job creation by a particular development and is referred to as the multiplier or ripple effect. When a business expands or a new business comes into the community, it creates jobs throughout the area's economy. Jobs are created directly by the expansion or relocation but additional jobs are also created by the expanding or new business buying supplies and services from other businesses in the area. In addition, the new payroll that flows through the area from the jobs created supports other businesses in the area when these payroll dollars are spent on local goods and services. On the flip side, the decline of a business reduces its spending on local goods and services and also reduces the purchasing power of the employees in that business. Example: The potential for new commercial development in Mounds View will typically • come from the Retail, Business Services, Restaurants, Manufacturing and Possibly City of Mounds View Staff Report Economic Development/Community Development Issues March 14, 1997 Page 3 Hotel/Entertainment Sectors. The following shows the total job multiplier in these industries and includes both the consumer and production aspects. (These numbers are estimates to be used only as guidelines in measuring the economic impact to a region from industry growth. They are developed by the U.S. Department of Commerce) Retail - 1.4 Manufacturing- 1.8 Restaurants- 1.3 Business Services- 1.5 Hotel/Entertainment- 1.8 Therefore, every new retail job created supports the creation of under half a job created elsewhere and every new manufacturing job created supports the creation of three quarters of a job created elsewhere. III Mounds View's Situation A. Current Economic Base Business Parks • Mounds View Business Park on Highway 10 • Mounds View Industrial Park on Old Highway 8 • Bridges Technology Center on Coral Sea Street. (Currently almost fully developed - only three-four parcels left for development) Commercial Corridor Properties: Scattered commercial businesses, two retail centers, vacant land, single family homes and multifamily homes. Many of these uses are in need of rehabilitation. Scattered Neighborhood Businesses;Examples: Tom Thumb, Fedors Sixteen percent of Mounds View's market value comes from commercial uses which generates thirty eight percent of the total tax capacity. This commercial market value and tax capacity is generated from only three percent of the total parcels in the community. Usage Market Value Net Tax Capacity # of Parcels Single Family 297,772,850 3,923,995 3,642 Commercial/Industrial 63,213,000 2,839,512 106 Multi Family 22,597,800 712,190 86 City of Mounds View Staff Report Economic Development/Community Development Issues March 14, 1997 Page 4 1111 E. Leakage of Dollars and Loss of Economic Activity There is currently a leakage of dollars leaving the community. This is due to lack of services and the concentration of big box developments in neighboring communities where services are clustered. We are currently living in a society of convenience. People spent their dollars outside the community because the services they demand are located in the same geographic location. The big box concentration of development provides them with one destination to meet the majority of their needs. To attract this type of development takes large amounts of contiguous commercial land. Unfortunately, the opportunities for new large developments are very limited in Mounds View. Focused plans that are supported by the decision makers in the community will help to capture and maximize the limited commercial opportunities that are available in the City. By supporting land use choices that create a destination, we can provide attract developments that will result in new dollars coming in from outside the community. This type of development will aid in supporting the success of commercial businesses already present in the community. 111 IV. Mounds View's Largest Economic Opportunity-Highway 10 A. Current Opportunities Several opportunities for redevelopment are present which, if capitalized, will improve the economic base and image of the City. These areas should be the focus for the City. The largest area of opportunity that will have a significant impact on the City's tax capacity is Highway 10. The market drives development and new investment. City staff is being approached all the time with regards to potentials on Highway 10. This interest is precipitated by the demands of the market. What the market is demanding does not match with current zoning and comprehensive plans that the community developed many years ago. Unfortunately the market is cyclical and can not wait for a community to engage in a long term planning process. They will go elsewhere and the opportunities for property will decline. Where are the opportunities? Vacant Land O'Neil Property, Wmiecki/Iones Property and City Owned Property. Blighted properties with no desire or capital by current ownership to improve Pleasant Wood Apts (Red Oak), Auto Central, Simons, Pak Co. Improvements to existing properties • Mermaid and Moundsview Square. City of Mounds View Staff Report Economic Development/Community Development Issues March 14, 1997 Page 5 B. Dynamics of the Corridor: • ■ High Traffic Volumes and Access: 40,000 cars per day acts as a benefit for commercial business and steers the market for development that needs this volume of traffic. This large volume of traffic can also be seen as a detriment for pedestrian and neighborhood circulation. The access to regional highways is excellent but access to particular parcels is difficult. ■ We are a"Pass Through" Community: Need to encourage development that provides a destination so that people v; i use the existing services in the community and increase the direct affect of the multiplier on the community reducing the impact of the purchasing leakages currently present. • Parcel Structure: There are shallow and irregularly shaped parcels that directly abut to single family neighborhoods. The properties that have a natural barrier such as a street that separates them from the residential neighborhood is the most marketable. Parcels that directly abut the neighborhoods and are irregular in shape will be more difficult to develop. Careful examination and planning will be needed to ensure that there is minimal impact to the neighborhood while accommodating a marketable use for the property. G Where do we go from here? Staff has some tools to assist in addressing these market demands but we need more tools and direction from the policy makers. Comprehensive Plan; prepared in 1979; adopted in 1982 Mounds View Focus 2000 Highway 10 Redevelopment Plan Highway 10, Section 9 Study Direction is needed from City Council on your objectives for economic development and community development activity in Mounds View and what that means for the Highway 10 corridor. We need to find a way to capture the objectives of the community with a process that can keep pace with the market. Do we need more planning? goal setting? new evaluation of communities objectives? How should staff be dealing with inquiries? We want to carry out Council and Community Objectives. City of Mounds View Staff Report Economic Development/Community Development Issues March 14, 1997 Page 6 There is a potential for a large increase in the tax base with commercial investment in these areas of the corridor where opportunity exists. Public policy decisions makers must evaluate the highest and best use for these properties of which is driven by what the market demands. Because some parcels have constraints it may be necessary to invest public funds to reduce theses barriers. In some instances the property constraints may reduce the highest and best use of the property. All of these aspects must be evaluated. Staff is suggesting that given the level of activity and interest along Highway 10, this needs to be given priority. Cathy B, 'nnett, Econo c Development Director / /hn- -- . Pamela Sheldon, Community Development Director N:\DATA\USERS\PAMS\SHARE\SPECPROJ\ECONCD\EDCOM.RPT Item No. 2 Staff Report No.q7 -19618W3 Meeting Date: March 17, 1997 Type of Business: WK • WK: Work Session;PH:Public Hearing;CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report To: Chuck Whiting, City Administrator From: Bruce Kessel, Finance Director Item Title/Subject: Advisory election information Date of Report: March 13, 1997 Based upon our discussion after the March 10th City Council meeting, I have obtained information relating to the costs and procedures of conducting the proposed advisory election by mail ballot. The City has 7,513 registered voters. If we follow the rules as established by the Secretary of State's Office (see attached), ballots are to be mailed at least 14 but not more than 20 days prior to the election; if the election were to be held on April 5th, this would between March 15th to March 22nd. As noted below, we will not be able to meet this requirement, but will try to come as close as possible to those dates. For the actual balloting, we will obtain labels (cost of$128) from the Mn Secretary of State's Office which will be based upon registered voters; we are attempting to coordinate the labels with the voter registration rosters which will be used at the election. The labels will be affixed to envelopes which instruct the post office to not to forward said mail ($0.14 per envelope). A ballot secrecy envelope ($.07), and a return envelope which includes required instructions for signing and witnessing ($.14) will be included along with the ballot, instructions for completing the ballots ($.07), and possibly an informational flyer. Postage is estimated to be $.55 for the initial mailing and state guidelines requires return postage of$.32. Estimated total cost for supplies is $10,000 plus the cost of the ballots and any informational flyer. The vendor for the election supplies has indicated that they do not presently have enough of all the envelopes in stock and that it would take approximately 2 to 2 '/2 weeks to have additional envelopes printed (March 27); it may be possible for a rush order that could speed up the delivery by several days and it will take at least one day to put the labels on the envelopes and prepare the ballots for mailing. As such, we hope to have the ballots sent out sometime between March 24 and 27th. We will be meeting early next week with several election judges to determine the number of judges that will be needed and will have a list of judges for your consideration at the March 24th City Council meeting. We will also be posting and publishing a sample ballot and the dates and times for registering and voting. It is anticipated that we will allow individuals to register at City Hall during normal business 110 hours on April 3rd or 4th, or on other days by special arrangement. On election day,judges would be at the Bel Rae from 8:00 a.m. to 3:00 p.m. for registration and voting. At three City of Mounds View Staff Report March 13, 1997 Page 2 o'clock, the polls would close and the votes would be counted. Any ballot received by us through the mail on or before Saturday, April 5th would be counted (Excluding envelopes that • were not properly signed or witnessed as well as any ballot that appeared to have an identifying mark on it). The results will be summarized for your consideration on April 7th. It should be noted that there will be ballots that will not receive until after the election is over that will not be counted; some returned envelopes will not be signed or may not have a witness resulting in additional ballots that will not be counted. Following the state election guidelines as close as possible, however, should reduce criticism from any group that special rules were adopted which would influence the election. • • Item No. Staff Report No. Cn—X 99W-5 Meeting Date: March 17, 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: Possible Ordinance adopting the 1996 Long Term Financial Plan Date of Report: March 13, 1997 The City Charter requires that a long term financial plan be adopted by the City Council by Ordinance. During 1996, the City Council held various meetings on the plan, and adopted the 1997 budget based upon information in the plan,however due to on oversight,the long term financial plan was not adopted by Ordinance. Attached is a copy of a draft Ordinance and the 1996 Long Term Financial Plan that has been modified to reflect adjustments that were made during the 1997 budget process. Within the next several months, it is anticipated that work will begin on the 1997 Long Term Financial Plan. If the Council feels that to meet the Charter requirements the Ordinance needs to be adopted, we • can place the first reading on the agenda for March 24th and the second reading for April 14th or make changes to reflect additional information or hearings that you feel are necessary. If on the other hand, the Council feels that due to the time frame that time and expense associated with the adoption of the Ordinance is not warranted,the Ordinance will not be finalized; we will, however,take the steps necessary to insure that this oversight does not occur in the future. ;. ORDINANCE NO. CITY OF MOUNDS VIEW111 County of Ramsey State of Minnesota An Ordinance adopting the 1996 Long Term Financial Plan The City Council of the City of Mounds View does hereby ordain: SECTION I. The 1996 Long Term Financial Plan was presented on 071996 and available for public inspection in the Office of the City Administrator. SECTION IL The 1996 Long Term Financial Plan is hereby adopted. SECTION III. This ordinance shall take effect thirty days after the date of its publication. Introduced and read by the City Council of the City of Mounds View on March 24, 1997. Read andassed bythe CityCouncil of the City of Mounds View this 14th day of April, 1997. 410 p ATTEST: MAYOR (SEAL) CITY ADMINISTRATOR APPROVED AS TO FORM: CITY ATTORNEY • 1996 LONG TERM FINANCIAL PLAN • • 2 • LONG TERM FINANCIAL PLAN YEARS 1997-2001 Purpose: To provide a reasonable estimate of the operational and capital costs of • the municipal government services and programs for a five year period. What the LTFP is: A plan A framework A map 3 • :1996 LONGT1�1I FIITAl'�TIAL PIhN :: INTRODUCTION The 1996 Long Term Financial Plan, prepared in compliance with Section 7.05 of the Home Rule Charter for the City of Mounds View, is designed to provide a five year plan to meet the service level and capital improvement needs of the city. The plan is comprised,of four components: A. - Public Service Program illB. Capital Improvement Plan C. Capital Budget D. Long Term Revenue Program The program/performance based budget format describes services based on specific service programs. • 4 • PUBLIC SERVICE PROGRAMS • . 5 110 CT CVTII A. PUBLIC SERVICE PROGRAM The Public Service Program, as outlined in Section 7.05, Subdivision 2 of the Home Rule Charter, is to be: "...a continuing five-year plan for all public services estimating future needs for the public health, safety and welfare of the City. It shall measure the needs and objectives for each City Department, the standard of services described, and the impact of such service on the annual operating budget." City Council Program Function and Service Standards As per City Charter, the ultimate authority for the administration operations of the City is the City Council. The City Council is comprised of five elected officials, the Mayor and four Councilmembers, ii• each to serve non-consecutive terms. It is the responsibility of the City Council to develop public policy that will determine and guide the future direction of the City of Mounds View. Every year City Staff and Council conduct a Strategic Planning Session to develop short and long range goals for the future of City programs and services. In addition, July of 1993 marks the date in which the City Council initiated a community-wide visioning process known as FOCUS 2000. After a nine month process, FOCUS 2000 resulted in a community-driven long range plan for the future of Mounds View. There was concentration in the areas of: • Business, growth and development; • Housing and neighborhoods; and • General government. FOCUS 2000 represented the beginning of a partnership between the public and their officials in determining the future direction of the City. The FOCUS 2000 Report was presented to the Council and community members and then distributed to all Mounds View Stakeholders. This plan set the stage for subsequent Council/Staff Strategic Planning Sessions by providing specific recommendations for the desired services and programs to be developed within the next five years. BUDGET IMPACT Personnel: • 6 Staffing levels have not increased and are not anticipated to increase. General Expenditures: General expenditures will remain within the 1996 levels, with the possibility of a slight increase due to inflationary costs. B. CAPITAL IMPROVEMENT PLAN No capital items are anticipated for this program. C. CAPITAL IMPROVEMENT PLAN Not applicable. • • 7 . illD ISOR COL IS ION ,,,,:.„„,,,.„,,,„:„:,,,„:,,,:,,,,,„.„,„,,:„.„,,:„.„:„.:,:,.,E,„„.„.:,„„,.,,.„.„„„.,,.„.„.,.„„„:„:„„,:,,.„,:„.,„,„„,.:„„„,,.,.„,.,,,,.,:„.,,.,,.„.,:,,:,:i„,,,,„:„,„,,,,„,„,,.„,,,,;„„„:„:„,„:„,.,.„„,„„„,„„,,,.,,,,,,,„„.„„„,.„„.,,„:,,.,,:,.,„„,!„,::„„„„:„„:„„.,:„.„„„„„„:„,..„,!„„,„.„„„„.,,„„„:„„„,„:„,„„„„„!„„.„,.,.,.„„,,„„„„„,,,„,„„„„„„,;.,;,,„„::::.„„„„,!,,,,,„:„„„„,„„„„!„,„,,.„„.„„„„,,„,,,„„,„„„,.„,„,, A. PUBLIC SERVICE PROGRAM Advisory Commissions / Task Forces Program Function and Service Standards Advisory Commissions are created by the City Council and under the Council's specific direction to explore topics that may impact City policy. The Planning Commission has additional statutory responsibility and authority to serve in an advisory capacity to the Council. The commissions help guide the City in achieving the aspirations and action steps represented by the Five Year Goal Plan. The City has four advisory commissions: • Planning Commission • Economic Development Commission 411 • Parks and Recreation Commission • Cable Commission BUDGET IMPACT Personnel: No staffing additions are anticipated in this program for the next five years. The personnel included in this program include only overtime pay for a staff member to take Planning Commission Minutes. General Expenditures: In response to the FOCUS 2000 recommendations, additional Task Forces will be created in the next five years to explore such topics as volunteer activities in the community and housing and neighborhood preservation and enhancement. General expenditures are likely to increase in the next five years because of the need for these additional commissions and task forces. B. CAPITAL IMPROVEMENT PLAN No capital items are anticipated for this program. 4110 C. CAPITAL BUDGET Not applicable. 8 ADMINISTRA 'IVE SERVICE* . •• S: OFFICE OF THS CLERK- DMII ISTR T A. PUBLIC SERVICE PROGRAM Administrative Services consists of the following programs: • Office of the Clerk-Administrator • Human Resources • Public Information • Central Services • MIS Office of the Clerk-Administrator • Program Function and Service Standards The Clerk-Administrator is responsible for the day-to-day administrative operations of the City and implementation of all City policy adopted by the City Council or mandated by County, State or Federal law. PROGRAM OBJECTIVES ARE TO: • Maintain positive relations with Legislative representatives and remain actively involved in Legislative matters that may impact the City; • Implement designated FOCUS 2000 recommendations in accordance with the Council approved Implementation Plan; • Efficiently manage the City's services, operations and programs to provide the stakeholders of the City with quality services; • Efficiently and effectively implement Federal/State mandates and laws, Council policy and other government requirements; and 9 • Oversee the City's economic development/redevelopment long term plan and action steps with 11111 emphasis on completion of the Business Park and redevelopment of the Highway 10 corridor. • Oversee the on-going economic development/redevelopment plan established by the EDA. • Develop, through direct acquisition or coordinated sale, sites in the City identified by the EDA. • Monitor impact of new tax structure for local governments and recommend response. • Develop financial response to the sunset of the Franchise Tax. BUDGET IMPACT Personnel: Personnel in this program consist of the following: • City Administrator • Personnel Coordinator • Assistant to the City Administrator/Deputy Clerk General Expenditures: General expenditures will decrease in 1997 due to a reduction in the account"Other Professional Services." B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund. 10 ADMINISTRATIVE SERVI S. hU lU�� N RESC�I�RCES A. PUBLIC SERVICE PROGRAM Human Resource Program Function and Service Standards This program is responsible for personnel services including professional development for City staff and providing a safe work environment by developing and implementing a safety plan to minimize loss. PROGRAM OBJECTIVES ARE TO: • Maintain personnel files in accordance with the relevant Federal, State and Local Laws; • Recruit and maintain quality employees; and • • Provide competitive compensation program for employees based on performance standards and maintain compliance with Pay Equity. BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Personnel Coordinator General Expenditures: General expenditures will slightly increase due to the reorganization of the Administration Department; the Administrative Clerk will become Personnel Coordinator and the Administrative Intern position will be eliminated. B. CAPITAL IMPROVEMENT PLAN No capital items are anticipated for this program. C. CAPITAL BUDGET Not applicable. 11 ADMINISTRATIVE SERVICES: : PUBLIC INFORMATION A. PUBLIC SERVICE PROGRAM Public Information Program Function and Service Standards The Public Information Program is responsible for all general and specific informational outreach and communication efforts made by the City to residents, businesses and other stakeholders. This program is responsible for half the printing and postage costs of the City Newsletter, as well as the cost and postage of other promotional material distributed by the City (i.e., the New Residents Guide). PROGRAM OBJECTIVE The overall goal of this program is to provide the general public with as much information as possible to keep them informed and encourage them to participate in activities throughout the community. 410 BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Parks and Recreation Administrative Aide • Personnel Coordinator • Assistant to the City Administrator/Deputy Clerk • Economic Development Coordinator General Expenditures: General expenditures will increase in 1997 due to the increase in salary due to the reorganization of the Administration Department. In addition, $2,500 has be transferred from Capital Expenditures to Professional Services for Internet Services. B. CAPITAL IMPROVEMENT PLAN No capital items are anticipated for this program. . C. CAPITAL BUDGET Not applicable. 12 'RAT�VE ERVICE: CENTRAL SERVICES A. PUBLIC SERVICE PROGRAM Central Services Program Function and Service Standards The Central Services Program of Administrative Services provides for the efficient management,main- tenance and operation of the City Hall building and office operations. Responsibilities include those of: • Purchasing and stocking of office supplies; • Purchasing custodial equipment and supplies; • Leasing office equipment such as the photocopy machine and the postage machine; 111. • Maintaining mechanicals such as the telephone system, the fire alarm system, the HVAC system and the elevator; • Providing for utilities such as electricity and gas, general postage, maintenance agreements, general liability and staff automobiles; • Renewing maintenance agreements; • General liability issues; and • Organizing professional services such as Municipal Code updates from Sterling Codifiers. PROGRAM OBJECTIVES Central Services provides for a functional,pleasant, efficient facility where employees can work and residents and other visitors can conduct business. BUDGET IMPACT Personnel: 411 Personnel in this program consist of the following: 13 • Receptionist • Assistant to the City Administrator/Deputy Clerk • Personnel Coordinator • Part-time Custodian General Expenditures: Salary expenditures will increase in 1997 due to the reorganization of the Administration Department. In addition, many general expenditures in this program are market driven inflation factors such as postage, gas, electric, rental and paper cost increases. An analysis of the communication needs of City employees indicates the need for a study to take place. The costs of improving communication will cover an analysis to possibly include the addition of phone lines, VoiceMail, and other communication components. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. Perhaps the largest future expenditure will be the replacement of the HVAC system for City Hall. The cost(estimated to be $100,000) will be funded through$25,000 being set aside for 1996, 1997, 1998 and 1999. • C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund. • 14 • ADMINISTRATIVE SERVICES: MANAGEMENT IN ORMATION SYSTEMS MIS A. PUBLIC SERVICE PROGRAM MIS Coordination Program Function and Service Standards The MIS program is responsible for information systems such as computer hardware and software applications, efficient processing of information, and a coordinated records retention program that is accurate and proficient. PROGRAM OBJECTIVES One of the continuous priorities of the City Council is to aid in the City's commitment to stay up-to- • date with new computer and communications technology. The City's ability to quickly, accurately and effectively process, record and communicate information, as well as provide timely, safe and efficient service in daily municipal operations, is vital to the livelihood of all residents of Mounds View. BUDGET IMPACTS Personnel: Personnel in this program consist of the following: • Computer Consultant (Occasionally) • Assistant to the City Administrator/Deputy Clerk General Expenditures: Salary expenditures will decrease in 1997 due to the reorganization of the Administration Department. It is also anticipated that consultant costs will decrease due to in-house training. City staff continues to take advantage of the benefits of the computer network by utilizing the system on a daily basis to meet the City's growing communication and informational needs, but there are numerous features that are not being utilized that would greatly reduce the amount of time currently used to process and share information. To continue to utilize the system efficiently,keeping the soft- ware and equipment current is essential. Because of the rapid change in technology and the constant • 15 updates to computer software, much of the required equipment will require upgrades over the next five years. For the past three years, the City has budgeted this expenditure because many unforeseen technical problems can surface during the year which require system upgrades - either software or hardware related. 1997's goals include the scanning of Police Department records, and City Ordinances and Resolutions. It is anticipated that the City can then download these ordinances and resolutions onto the network for City staff and resident use. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. Capital equipment will be an ongoing activity in this program as the City continues to keep up with the rapid pace of technology. It is anticipated that future capital equipment expenditures may include a comprehensive computer/information system assessment. C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund. S • 16 ECONOMIC :DEVELOPMENT: BUSINESS R:E CRU IMN ANIS 'TElT` O '� A. PUBLIC SERVICE PROGRAM Business Retention and Recruitment Program Function and Service Standards This program is responsible for the City's economic development and redevelopment activities. Under Business Retention and Recruitment, there will be continued assistance in the stimulation of business growth and diversification. This will be accomplished through the exploration and expansion of funding mechanisms which support and sustain quality job opportunities for the residents of Mounds View. PROGRAM OBJECTIVES ARE TO: • • Explore financial possibilities and educate local businesses about funding mechanisms available for business expansion and attraction; • Coordinate redevelopment activities in relation to the City's main corridors; • Develop positive relationships with local businesses and act as the City liaison for these businesses; • Manage development funds and be an advocate of legislation regarding the use of these development funds; and • Respond and actively initiate proposals to attract and retain quality businesses. BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Economic Development Coordinator • Personnel Coordinator • Finance Director • • City Administrator 17 410 General Expenditures: Although personnel services decreases due to less administrative support for Business Retention and Development, contractual services increase resulting in an overall increase in general expenditures. The item"Other Professional Services"makes up the majority of budget increases. Staff is budgeting for bond and fiscal consulting services to more accurately gauge what is being spent on an annual basis. These services will continue being funded through Mounds View's tax increment districts. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for capital improvement projects may be through a variety of funding sources: • •• Tax Increment Financing Bonding S • 18 ECO O IC OP r� : A. PUBLIC SERVICE PROGRAM Marketing Program Function and Service Standards In an effort to increase the positive awareness of the City of Mounds View, there is a strong focus on developing and monitoring marketing activities of the City. With the approval of a new marketing program in 1995, the necessary steps to implement and fund the program throughout the next few years will be a challenge. The program includes the coordination of Citizen/Business Marketing Task Force activities, which entails: the development and implementation of improved communication and marketing materials, promotional campaigns and image enhancement tools. In addition,the City of Mounds View will actively market through press releases, community recognition awards and group presentations. • PROGRAM OBJECTIVES ARE TO: • Continually communicate with Mounds View businesses through the New Brighton/Mounds View Area Chamber of Commerce and Business Beat Newsletter; • Coordinate the publication of marketing and communication materials; • Monitor the Mounds View Marketing Program (i.e., Buy Mounds View First Campaign, Good News Campaign, Welcome Banners and New Resident Welcoming Program); • Coordinate fund raising activities to raise money for marketing activities; • Evaluate the effectiveness of the marketing program; • Market housing and rehabilitation programs; • Submit press releases and coordinate press opportunities regarding the activities in Mounds View for distribution throughout the Region. • 19 BUDGET IMPACT 40 Personnel: Personnel in this program consist of the following: • Economic Development Coordinator • Personnel Coordinator General Expenditures: Although personnel services decreases due to less administrative support for marketing activities, contractual services increase resulting in an overall increase in general expenditures. It is anticipated that additional materials will be needed to market City owned land for redevelopment. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. Funds have been included for additional commercial banners and partial funding for a monument sign as recommended by the Mounds View Marketing program. C. CAPITAL BUDGET • Funding for all capital equipment will be through the General Fund. • 20 STREET LIGHT' UT A. PUBLIC SERVICE PROGRAM Street Light Utility Program Function and Service Standards The Mounds View City Council has determined that it is in the best interest of the City to operate, maintain and improve upon the street lighting system throughout the City. This, in turn, promotes the general health, safety and welfare to those using city streets and walkways. The street light utility has been in effect since 1991 and was implemented as a means of supporting operations from a funding source other than the General Fund. This is consistent with the user fee philosophy supported by the Council. In accordance with the streetlight utility installation plan(adopted by the City Council in 1993 as proposed by the Police Department's needs assessment)ten new streetlights will be added each year until completion. Residents may petition for any additional lights. • BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Assistant to the City Administrator/Deputy Clerk General Expenditures: General expenditures will increase slightly in 1997 due to the reorganization of the Administration Department. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for all capital equipment will be through the Street Light Utility Fund. Capital expenditures scheduled for this program will consist of adding ten new street lights each year for three years in accordance with the proactive street light installation program. Additional lights may be installed as requested by residents through the petitioning process. • 21 0 ,E1E1E1EIIII'l 1E1E iE 1E 1.:iEliiEll.EIEIE,iElELIE.-:l.sklE.i E,,I.E:ii i..i1A:,;-:: :,i:,i.g EH:iERE iE iE iE Ei:li i.1E iE i 1 iEE is i;l.i 1 1 1E iE iE i il i'FINANCE iii i'i i 1.i 1:i;.111E.i.i•iilil,:i;=. 1.gi.iii:E10.illiligil.Sililliii::.ililiMigiiiiililiiiii!iiiiiiiiii!iiiii.!iiiiiiii.ili! A. PUBLIC SERVICE PROGRAM Financial Services Program Function and Service Standards Financial Services consist of the following programs: Annual Finance Report and Audit: This program provides for the production of the City's Comprehensive Annual Financial Report and conducting an annual audit of the City's Financial records. Budgeting: The purpose of this program is to provide for the preparation of the Long Term Financial Plan and the Annual Operating Budget and their monitoring upon adoption by the City Council. Accounting and Payroll Services: The purpose of this program is to provide accounting and payroll services to the Council and City employees. 40 Financial Services: The purpose of this program is to provide various types of financial services to the City, City Council, City Administrator, and Department Heads. PROGRAM OBJECTIVES ARE TO: • Oversee the financial planning activities of the City; • Coordinate the preparation of the Long Term Financial Plan; • Direct and coordinate preparation of the annual budget with close involvement and input from Department Heads and the Clerk-Administrator; • Perform all City accounting and financial reporting activities, to include: - Prepare and control accounts payable, - Receive and manage all municipal revenues, - Prepare and control payroll, and . Utility billing preparation and collection; 40 • Prepare monthly financial reports, the annual financial statements, and assist auditors in conducting the annual audit of City financial records; 23 • Invest temporarily idle City funds to maximize return on available resources, as permitted by . law; • Manage the City's insurance programs and evaluate and recommend modifications to ensure maximum protection at minimum cost; • Oversee the debt management program of the City; and • Oversee the City's general purchasing program. BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Finance Director • Accountant • Payroll Clerk No new staffing positions are projected for the next five years. General Expenditures: • Economic conditions have precipitated reductions in the amounts of Federal and State aid to cities. Those reductions have challenged the City of Mounds View to maintain levels of service to their citizens with reduced revenues. The City has met this challenge through improved financial planning. The annual budget has been substantially improved as a result of greater involvement and participation by staff and Council. Financial self-sufficiency is an on-going goal of the City. To achieve this goal the Finance Department will identify various user and/or franchise fees which may be applicable to the City and report these to the City Council. The Department will also look at various funding sources which may be used for the improvement and/or expansion of the City's infrastructure, parks and open spaces. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for capital improvement projects may be through a variety of funding sources: • General Fund il • Water Fund • Sewer Fund • Surface Water Management Fund 24 OMMI ITY DE E: OPMEN A. PUBLIC SERVICE PROGRAM Community Development Services Program Function and Service Standards Community Development Services consists of the following programs: • Planning • Development Review • Inspection • Code Enforcement The Community Development Department has as its focus the administrative application of land use and building regulations as adopted by the Municipal Code. The main goal of the Department is to • ensure that development within the city is accomplished in accordance with the requirements spelled out in various City Codes, as well as planning and providing for a conducive living and working environment for Mounds View's resident population. PROGRAM OBJECTIVES ARE: • Planning and zoning review, zoning code enforcement, development review, planning and zoning code review; • Building, fire, and housing inspections; • Recycling coordination and reporting, coordinating educational activities to reduce solid waste disposal problems and creating incentives for recycling; • Implementing and enforcing zoning and sign code regulations, issuing permits, administering public nuisance codes related to land use; and • Housing rehabilitation program administration- including grant administration, rental inspection and promotion. BUDGET IMPACT S 25 Personnel: 410 Personnel in this program consist of the following: • Community Development Director • Building Inspector • Planning Associate/Code Enforcement Officer • Housing Inspector • Department Secretary Following the completion of the Housing Stock Analysis in March of 1995,the City Council took the final step towards housing rehabilitation in the City by hiring a full-time Housing Inspector to implement programs and recommendations outlined in the study. With the hire of this inspector,the Community Development Department has the service areas of: planning, housing, code enforcement, and building inspection and engineering adequately covered by employees. No additional staff is anticipated in the near future. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. • C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund. 26 • POLICE A. PUBLIC SERVICE PROGRAM Police Services Program Function and Service Standards Police Services consists of the following programs: • Administration • Crime Prevention • Patrol • Investigations • Management Information System • Emergency Services • Community Service • Animal Control The focus of the Police Department is to provide basic police service,preserve the peace, and protect the public by enforcing State and Local laws. In doing so, the Department's role is to enforce the law in a fair and impartial manner recognizing both the statutory and judicial limitations of police authority and the constitutional rights of all persons. PROGRAM OBJECTIVES Prevention of Crime: Involving the community in programs such as Operation Identification and Block Watch. Instilling in the community a sense of concern for crime problems and law enforcement needs to help combat the problems. Deterrence of Crime: Routine patrolling of the City streets,parks, and business areas and investigating behavior which appears to be criminally directed. Apprehension of Offenders: After a crime has been committed, the Department duty is in identifying and arresting the perpetrator, obtaining the necessary evidence, and cooperating with other law enforcement agencies and courts in prosecution of cases. Recovery and Return of Property: The Department makes every reasonable effort in recovering lost or stolen property, in identifying the owner(s), and ensuring the property's prompt return. 111111 Traffic Control: Facilitating the safe and expeditious movement of vehicular and pedestrian traffic, enforcing traffic laws, investigating traffic accidents and directing traffic. • 27 Public Service: Assisting and advising in routine and emergency situations. • Animal Control/Nuisance Abatement: The Community Service Officer and Officers of the Department have duties of enforcing animal control and nuisance ordinances in order to maintain the health and safety of the community. School Liaison/Youth Counseling: The Department's Investigators and'Officers work closely with school officials, probation officers, human services and other agencies in promoting the health, safety and welfare of the community's youth. Emergency Services: Assisting in the coordination and planning of procedures to be used in the event of a major disaster or hazardous materials incident. Aiding the injured,providing security and coordinating support groups are responsibilities and duties for which the Department is well prepared. BUDGET IMPACT Personnel: Personnel in this program consist of the following: • Police Chief • Lieutenant • Sergeants • • Patrol Officers • D.A.R.E. Officer • Investigators • CSO Officer • Department Secretaries No additional staff is anticipated for 1997. General Expenditures: Consideration should be given to upgrading our emergency/weather system with the purchase of a new siren. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund. • 28 A. PUBLIC SERVICE PROGRAM Public Works Services Program Function and Service Standards Public Works Services consists of the following programs: • Streets Pavement Management Snow and Ice Control Sign Maintenance • Fleet Services Building and Grounds Maintenance Squad and Staff Car Maintenance Vehicle and Equipment Maintenance • Surface Water Management • System Maintenance Street Sweeping • Water Administration Water Production Infrastructure and Equipment Maintenance • Wastewater Administration Underground Inspection Infrastructure and Equipment Maintenance • Engineering The Public Works Department is responsible for the planning, construction, operation and maintenance of the City's infrastructure. The department is split into the five divisions of: Street Maintenance, Water Operations, Sewer Operations, Surface Water Management, and Fleet Services. PROGRAM OBJECTIVES ARE TO: • Maintenance of City Hall, City shop facilities including the parking lots and equipment and • vehicles; 29 • Install and maintain of traffic signs under the City's jurisdiction(1,450); 40 • Perform snow and ice control,patching and sweeping of thirty-six miles of streets under the City's jurisdiction; • Operate and maintain six municipal wells and chlorinate/fluoridate water for disinfection and health benefits; • Operate and maintain three filtration plants for removal of iron and manganese. • Maintain approximately 251,000 feet of watermains, over 1000 valves, and 402 hydrants in the water distribution system; and • Operate and maintain the sanitary sewer collection system(two lift stations, approximately 235,000 feet of sewer mains and over 900 manholes). The current goals of the department are to improve the efficient delivery of service through more productive equipment, improve work scheduling, create preventive maintenance programs and respond appropriately to maintenance needs. BUDGET IMPACT Personnel: • Personnel in this program consist of the following: • Director of Public Works • Operators • Mechanic • Engineering Technician • Seasonal In the last two years surveys have been sent to Stanton 5 cities regarding staff levels in the Water, Sewer, Streets and Shop Divisions. In all accountable areas, Mounds View's staffing levels are relative to, or considerably lower than the polled municipalities. Staff recommends that the following additional positions be considered to provide the maintenance needs for the City and customers. 1997: One full-time public work mechanic to be funded through various programs;this would fill a vacant position that is currently staffed jointly between the foreman/mechanic and the Director of Public Works. Seasonal employees currently budgeted in the water and sewer departments would remain constant at four. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. S C. CAPITAL BUDGET Funding for all capital equipment will be through the General, Water, Wastewater and Surface Water Management Funds. 30 A. PUBLIC SERVICE PROGRAM Parks, Recreation and Forestry Services Program Function and Service Standards The Parks and Recreation Services consists of the following programs: • Recreation Administration • • Recreation Programming • Recreation Sales and Marketing • Park Administration • Park Improvements • General Parks Maintenance and Repair • Athletic Field Maintenance • • Tree Disease Control • Reforestation and Beautification • Recreation Activity General • Adult Recreation Activities • Youth Recreation Activities • Swimming Recreation Activities • Cable Casting- City Meetings • Cable TV-Public Info Programming The mission of the Parks, Recreation&Forestry Department is to enhance quality of life with the provision of opportunities for health and wellness programs, leisure recreation and social activities. The program strives to provide the community with a variety of park facilities, healthy trees, aesthetic open spaces, greenspaces and multi-use trails. PROGRAM OBJECTIVES Recreation Administration: Includes administrative activities, coordination, grant preparation, budgeting, community group interaction, City Council communication and reporting. Park Improvements: Entails the replacement of old or damaged equipment, installation of new facilities, and acquisition and development or preservation of parklands, trails and open spaces. 31 411110 Park Maintenance: Provides for safe, aesthetic, functional and diverse park facilities and amenities which offer people opportunities to pursue recreational activities and interests. Park Administration: Administers the duties of documentation, communication,reporting,park file retention, park ordinance regulations, grant preparation, budgeting, the facility permitting process and other activities required for park activities and facilities management. Sales and Marketing: Publicizes City sponsored programs and activities. The program provides, through an information campaign, a list of activities being offered and procedures of registering and participating. Programming: Includes the organization, coordination, collaboration, community liaison work and sponsorship endeavors that result in community activities and program opportunities. Athletic Field Maintenance: Prepares the athletic fields for games and tournaments and keeps them in safe and functional playing order. Athletic fields include both city park and school district facilities including softball, baseball, football and soccer fields. Reforestation: Provides for planting, reforestation and protection of trees in the parks, city entries, corner lots, streets and boulevards. • Tree Disease Control: Provides city-wide diseased tree inspection. Focus is placed on treatment or removal to eliminate the spread of fungus and insect diseases. Cable Casting City Meetings: Increases citizen awareness of city government functions. The program also provides cable casting of agendas of Commission and City Council meetings. Cable Casting Public Information Programs: Informs the public of activities and events,topics and issues related to the community. Youth Recreation Activities: Include after school activities, school vacation activities, youth athletic programs, trips, safety programs, instructional classes, skill development programs, clinics, pre-school programs and special events. Adult Recreation Activities: Encompasses athletic leagues, instructional classes, trips, clubs, wellness programs, safety programs, social activities (such as 500 tournaments and cribbage) and garden club. General Recreation Activities: Includes special events such as Festival in the Park, Mounds View Community Theater, Garden Club and other service programs. Swimming: Specializes in swimming instruction, water safety, open swims and pool rentals. • 32 BUDGET IMPACT Personnel: Personnel in this program consist of the following: • • Director • Administrative Assistant • Program Supervisor • Parks Maintenance • Cable Technician/Producer • Parks and Recreation Part-time and Seasonal There are no requests for additional personnel for 1997. Projected personnel needs for the next five years are provided below. Parks Maintenance Worker: Parks Maintenance Program - 1999 An additional Parks Maintenance employee is requested. Increased use of parks and increasingly high expectations for park maintenance requires additional hours of labor. This position would be funded through the general fund. At Level I the position and benefits would be approximately$38,000. Seasonal Forestry Assistant and Contracted Tree Trimming Services - 1997 There are many projects that would benefit from additional Forestry work including flower garden creation, additional landscaping projects at City Hall and the Golf Course, the Highway 10 Corridor landscaping project, City and street and boulevard trimming (currently behind in trimming due to the • lack of time and money for contracting work). Grants are readily available, but restricted time, limits the projects. Two options may be considered: • Contracted tree services for trim work along boulevards: budgeted at approximately $10,000 each year. • The addition of a seasonal forestry employee: 100 days of labor at approximately $7.00 per hour($5,600) plus benefits totaling about$6,000. Either option would be funded with general funds. B. CAPITAL IMPROVEMENT PLAN Capital equipment projections are included in the Capital Equipment Plan. C. CAPITAL BUDGET Funding for all capital equipment will be through the General Fund and Park Improvement Funds generated from Park Dedication Fees. City of Mounds View 1996 Long Term Financial Plan ministrative Services SOURCE RT./PROJECT DESCRIPTION RATIONALE 1997::; 1998 1999 2000 2001 OF FUNDS ADMINISTRATIVE SERVICES-Office of City Administrator Personal computers Replace outdated equipment 3,450 2,000 GENERAL FUND Laser printer Replace outdated equipment 1,500 1,500 GENERAL FUND ADMINISTRATIVE SERVICES-Public Information INTERGOVERNMENTAL INFORMATION Improve efficiency 3,000 3,000 3,000 3,000 GENERAL FUND INTERCHANGE(INTERNET) GENERAL FUND Personal computers Replace outdated equipment 250 300 GENERAL FUND Laser printer Replace outdated equipment 150 100 GENERAL FUND SIU- \_. t: : -U. COMPUTER SYSTEM UPGRADES Improve efficiency 8000.,i? 12,500 12,500 12,500 12,500 GENERAL FUND INTERACTIVE COMMUNICATION IMPROVE COMMUNICATIONS 15,000 GENERAL FUND COUNCIL COMPUTERS Improve efficiency 25,000 GENERAL FUND CENTRAL FILE SYSTEM Improve efficiency 20,000 GENERAL FUND Personal computers Replace outdated equipment 200 GENERAL FUND Laser printer Replace outdated equipment 75 GENERAL FUND ADMINISTRATIVE SERVICES-Central Services UPGRADE TELE&COMM.SYSTEMS IMPROVE COMMUNICATIONS 20,000 WATER HEATER Replace outdated equipment 500 GENERAL FUND 40 FAX MACHINE Replace outdated equipment 2,500 GENERAL FUND HVAC/City Hall Sprinkler system Replace outdated equipment :.n:::.13.;1)61.13: 25,000 25,000 25,000 GENERAL FUND ROOF REPAIR CITY HALL Replace outdated equipment 25,000 25,000 25,000 GENERAL FUND Personal computers Replace outdated equipment 600 GENERAL FUND TYPEWRITER Replace outdated equipment 500 GENERAL FUND ADMINISTRATIVE SERVICES-Central Services Laser printer Replace outdated equipment 450 100 GENERAL FUND ADMINISTRATIVE SERVICES-Human Resources Personal computers Replace outdated equipment 2,300 GENERAL FUND . Laser printer Replace outdated equipment 1,000 GENERAL FUND ADMINISTRATIVE SERVICES-Elections Voting booths Improve efficiency 2,000 2,500 GENERAL FUND OPTECH III Replace outdated equipment 4,800 5,000 GENERAL FUND TOTAL ADMINISTRATIVE SERVICES $33000:: $157,475 x65,500 $74,200 $26,600 • Run date 03/13/97 Attachment Al City of Mounds View 1996 Long Term Financial Plan Finance • SOURCE DEPART./PROJECT DESCRIPTION RATIONALE 199 1998 1999 2000 2001 OF FUNDS FINANCE 1 PERSONAL COMPUTER Replace outdated equipment 3,100,_ 3,400 3,750 4,125 4,500 GENERAL FUND 3 BOOKSHELF Improve efficiency 500 GENERAL FUND 1 LASER PRINTER Replace outdated equipment f 300::: 1,750 1,850 2,000 2,500 GENERAL FUND 2 UPGRADE SOFTWARE Improve efficiency 2 50G 2,500 2,500 2,500 2,500 GENERAL FUND 1 HIGHSPEED PRINTER Improve efficiency ;.:.8;000; 9,000 GENERAL FUND >;;t3400_ PRIORITY 1 12400<' PRIORITY 2 PRIORITY 3 5002 TOTAL FINANCE S15 400:: $16,650 $8,100 $8,625 $9,500 • • Run date 03/13/97 Attachment A2 City of Mounds View 1996 Long Term Financial Plan Ammunity Development SOURCE RT./PROJECT DESCRIPTION RATIONALE ;::1997:;;;;: 1998 1999 2000 2001 OF FUNDS COMMUNITY DEVELOPMENT-Planning Personal computers Replace outdated equipment 3,000 GENERAL FUND Laser printer Replace outdated equipment 2,000 GENERAL FUND COLORED PRINTER Improve efficiency 754: GEN/WAT/SEW CAD/GIS UPDATES Replace outdated equipment I20k: 1,200 1,500 1,500 1,500 GENERAL FUND SURVEY EQUIPMENT-1/3 Improve efficiency 1000: 2,400 GEN/WAT/SEW COMMUNITY D .V . LOPM .NT-Inspections Laser printer Replace outdated equipment 2,500 GENERAL FUND Personal computers Replace outdated equipment 2500 GENERAL FUND COMMUNITY DEVELOPMENT-Development review Vertical plan hold stand Improve efficiency 400 COMMUNITY DEVELOPMENT-Code Enforcement Personal computers Replace outdated equipment GENERAL FUND Laser printer Replace outdated equipment 2500 GENERAL FUND FILE CABNET Improve efficiency 20ff: GENERAL FUND TOTAL COMMUNITY DEVELOPMENT $4,456 $5,600 $7,000 $7,500 $1,500 • • Run date 03/13/97 Attachment A3 City of Mounds View 1996 Long Term Financial Plan Police SOURCEill DEPART./PROJECT DESCRIPTION RATIONALE > 1997 1998 1999 2000 2001 OF FUNDS POLICE-Administration FAX MACHINE Replace outdated equipment 2,500: 2,500 GENERAL FUND PAPER SHREDDER Replace outdated equipment .. 2,800 GENERAL FUND VIDEO SECURITY SYSTEM Improve efficiency 6,000 GENERAL FUND OFFICE EQUIPMENT Improve efficiency :I006> 1,000 1,000 1,000 1,000 GENERAL FUND COMPUTER UPDATE Improve efficiency .-7..8002 2,800 2,800 GENERAL FUND VEHICLE Replace outdated equipment 18,000 GENERAL FUND '0_ - X11 I art if 4 C MOBILE RADIO Improve efficiency 4,000 DARE FUND DARE VEHICLE EQUIPMENT Improve efficiency 1,000 1,000 DARE FUND POLICE-Patrol (2)SQUAD CARS Replace outdated equipment32,000: 30,000 32,000 32,000 34,000 GENERAL FUND MOBILE COMPTER TERMINAL Replace outdated equipment 7,000 3,500 GENERAL FUND LIGHT BAR Replace outdated equipment t 3001,300 1,300 1,300 1,300 GENERAL FUND PROPANE CONVERSION Replace outdated equipment 2,000 1,000 2,000 1,000 GENERAL FUND (2)PORTABLE BREATH TESTERS Replace outdated equipment 900 GENERAL FUND CAMERA EQUIPMENT Replace outdated equipment 500 500 GENERAL FUND (2)CELLULAR PHONES Replace outdated equipment 350 700 GENERAL FUND Lockers Replace outdated equipment GENERAL FUND SAFETY BACK SEATS Improve efficiency 1,000 1,000 GENERAL FUND RADAR UNITS Replace outdated equipment 2400: 2,400 2,400 2,400 2,400 GENERAL FUND MOBILE RADIO Replace outdated equipment 2,500: 2,500 2,500 2,500 2,500 GENERAL FUND III (3)VIDEO CAMERAS Improve efficiency 12,000 12,000 GENERAL FUND Personal computers Replace outdated equipment 2,500:: 2,500 2,500 GENERAL FUND POLICE-Investigation CELLULAR PHONES Improve efficiency 600; 600 600 GENERAL FUND POLICE VEHICLE Replace outdated equipment 18000; GENERAL FUND Personal computers Improve efficiency 2,500 GENERAL FUND POLICE-Community Service/Animal Control VEHICLE EQUIPMENT Improve efficiency 1,000 GENERAL FUND TOTAL POLICE :.,:..,:.•,-$65-•600:: $87,550 $71,800 $47,900 $45,600 S Run date 03/13/97 Attachment A4 City of Mounds View 1996 Long Term Financial Plan blic Works SOURCE ART./PROJECT DESCRIPTION RATIONALE s>;1997< 1998 1999 2000 2001 OF FUNDS PUBLIC WORKS-Fleet Services 1 WHEEL BALANCER Replace outdated equipment ,I;150: GEN/WAT/SEW PICKUP TRUCK Replacement program 6,000 GEN/WAT/SEW 2 PRESSURE WASHER Replace outdated equipment »2;000: GEN/WAT/SEW 1 RADIO ANTENNA COAX Replace outdated equipment `';::2;000;: GENERAL FUND 1 R 134 FREON RECYCLER IMPROVE EFFICIENCY/SAFETY GENERAL FUND 1 Personal computers Replace outdated equipment ;:;2;500;; GENERAL FUND PUBLIC WORKS ENTRY Improve efficiency,operation 25,000 GEN/WAT/SEW/SWM PUBLIC WORKS-Streets I TON TRUCK WITH PLOW Replacement program 35,000 GEN/WAT/SEW/SWM I SANDER CONTROLS SAFETY ;4;000:; GENERAL FUND I TON TRUCK Replacement program 30,000 GENERAL FUND 1 STREET MAINTENANCE PROGRAM Improve efficiency 125,000> 125,000 125,000 125,000 125,000 GENERAL FUND 1 ASPHALT ROLLER Improve efficiency —:4,400` GEN/WAT/SEW 1 HEAT LANCE Improve efficiency GENERAL FUND 2 PAINT STRIPER Improve efficiency 2,700 GEN/SWM 2 DUMP TRUCK BOX VIBRATORS Improve safety&operations 1000: GENERAL FUND 1 CRACK FILLING MACHINE Improve efficiency ......-...-.---.,..,_,,:-.. GENERAL FUND 1 LIQUID CHLORIDE TANK Improve efficiency 2,700: GENERAL FUND fpTOTAL PUBLIC WORKS • SI51,4s0< $160,000 $156,000 $125,000 $155,000 s Run date 03/13/97 Attachment A5 City of Mounds View 1996 Long Term Financial Plan Parks SOURCE DEPART./PROJECT DESCRIPTION RATIONALE ::: 4997•M 1998 1999 2000 2001 OF FUNDS • PARKS-Maintenance REPLACE CUSHMAN Replace outdated equipment 18 000' GENERAL FUND 1/2 TON PICK-UP Replace outdated equipment 20,000 GENERAL FUND 3/4 TON PICKUP W/DUMP Improve efficiency 22,000 GENERAL FUND NEW PRINTER Improve efficiency 500 GENERAL FUND TARP FOR GREENFIELD PARK Improve efficiency BOX SCRAPER Improve efficiency DRINKING FOUNTAIN Improve efficiency FINE CUT MOWER(WALKER) Replace outdated equipment 7,000 GENERAL FUND TOTAL PARKS sls,000 $20,000 $7,500 $22,000 $0 • i Run date 03/13/97 Attachment A6 City of Mounds View 1996 Long Term Financial Plan ecreation SOURCE RT./PROJECT DESCRIPTION RATIONALE . 1 97.. . 1998 1999 2000 2001 OF FUNDS RECREATION-Administration Personal computers Improve efficiency .:;:•••::•••i;::..]:.$1.•;.011*: $3,000 $3,000 $3,000 GENERAL FUND COMPUTER UPGRADES Improve efficiency 1,000 1,500 1,500 1,500 GENERAL FUND (3)OFFICE CHAIRS Replace outdated equipment 1,500 GENERAL FUND RECREATION-Programming LEAGUE SOFTWARE(WIN) Improve efficiency 1,350 GENERAL FUND FACILITY MNGMT UPGRADE(WIN) Replace outdated equipment GENERAL FUND RECREATION-Communications 22"MONITOR Improve efficiency 750 INFO KIOSK Improve efficiency 2,000 ELECTRONIC/COMP MESSAGE BOARD Improve efficiency 40,000 TOTAL RECREATION :::13:000:.: $6,100 $41,500 $6,500 $6,000 TOTAL GENERAL FUND $290,900 $453,375 $357,400 $291,725 $244,200 I I tun date 03/13/97 Attachment A7 City of Mounds View 1996 Long Term Financial Plan Economic Development SOURCE DEPART./PROJECT DESCRIPTION RATIONALE >: Y � 1998 /999 2604, 2001 OF FUNDS • ECONOMIC DEVELOPMENT-Business Retention&Development LASER PRINTER 25% Replace outdated equipment 150 TIF FUNDS PENTIUM COMPUTER 25% Replace outdated equipment TIF FUNDS COMPUTER UPGRADES Improve efficiency ECONOMICD .V LOPM .NT-Marketing COMPUTER UPGRADE Improve efficiency 375;:: 3,000 TIF FUNDS LASER PRINTER Replace outdated equipment 3,000 i,500 TIF FUNDS MONUMENT SIGN PER MARKETING PLAN 3,OOQ 3,000 3,000 3,000 GENERAL FUND PENTIUM COMPUTER 10% Replace outdated equipment TIF FUNDS LASER PRINTER 10% Replace outdated equipment 375 TIF FUNDS TOTAL ECONOMIC DEVELOPMENT asoa $6,000 $4,500 $3,525 $3,000 S Run date 03/13/97 Attachment A8 City of Mounds View 1996 Long Term Financial Plan *ter SOURCE T/PROJECT DESCRIPTION RATIONALE :::::::1991 : 1998 1999 2000 2001 OF FUNDS WATER PICK-UP TRUCK Replacement program 6,000 GEN/WAT/SEW 2 LOCATOR Improve efficiencyWATER _ 1 ASPHALT ROLLER Replace outdated equipment < 4400 GEN/WAT/SEW UTILITY TRUCK Replacement program 25,000 WATER 1 CHEMICAL FEED PUMPS Improve efficiency ::::::200:: 2,300 GEN/WAT/SEW/SWM 1 WHEEL BALANCER Replacement ;575: GEN/WAT/SEW 1 CHEMICAL SCALES Replace outdated equipment >'2;800: WATER 2 GATE VALVES Improve service :;::.10;`150:: 5,300 5,450 5,600 WATER 2 WATER TESTER Improve efficiency,operation 400©' WATER 1 COLOR PRINTER Improve quality ::_:.750:: GEN/WAT/SEW/SWM 1 SURVEY EQUIPMENT Improve efficiency,operation GEN/WAT/SEW BOOSTER PLANT ELECTRICAL UPGRADE Improve efficiency,operation WATER 2 PRESSURE WASHER Replace outdated equipment ;2;000:: GEN/WAT/SEW PUBLIC WORKS ENTRY Safety&efficiency 25,000 GEN/WAT/SEW/SWM FORMS BURSTER Replace outdated equipment _ WATER/SEWER 2 COMPACTOR Safety&efficiency 2;400:: WATER TOTAL WATER FUND :,i .:01:;7.15.::: $7,600 $61,450 $5,600 $0 Ili • Z..un date 03/13/97 Attachment A9 • City of Mounds View 1996 Long Term Financial Plan Wastewater SOURCE 41) DEPARTJPROJECT DESCRIPTION RATIONALE 1997 1998 1999 2000 2001 OF FUNDS WASTEWATER 1 WHEEL BALANCER Replace outdated equipment 575: GEN/WAT/SEW PICK-UP TRUCK Replacement program 6,000 GEN/WAT/SEW 1 LOCATOR Improve efficiency2,000 SEWER 1 ASPHALT ROLLER Replace outdated equipment ::•::.,:•:-:._:4;400: GEN/WAT/SEW LATERAL CAMERA CUSTOMER SERVICE25,000 SEWER UTILITY TRUCK Replace outdated equipment 25,000 SEWER ................ 1 SURVEY EQUIPMENT Improve efficiency,operation SEWER 1 COLORED PRINTER IMPROVE QUALITY _750: GEN/WAT/SEW/SWM 2 PRESSURE WASHER Replace outdated equipment 2,000: GEN/WAT/SEW 2 FORMS BURSTER Replace outdated equipment 2,500 WATER/SEWER PUBLIC WORKS ENTRY Safety&efficiency 25,000 GEN/WAT/SEW/SWM ................... .................. ................... ............ . ......... ....... TOTAL WASTEWATER FUND S ii225< $0 $81,000 $0 $0 ill • ill Run date 03/13/97 Attachment A10 City of Mounds View 1996 Long Term Financial Plan rface Water Management SOURCE ART.IPROJECT DESCRIPTION RATIONALE ;199:7;> 1998 1999 2000 2001 OF FUNDS SURFACE WATER MANAGEMENT I LOCATOR Improve efficiency 2 000:: SWM FUND I COLOR PRINTER IMPROVE QUALTIY 750;: GEN/WAT/SEW/SWM PUBLIC WORKS ENTRY Safety&efficiency 25,000 GEN/WAT/SEW/SWM 2 PAINT STRIPER IMPROVE QUALITY GENERAL/SWM TOTAL SURFACE WATER MANAGEMENT II 750 $0 $25,000 $0 $0 • • Run date 03/13/97 Attachment A11 City of Mounds View 1996 Long Term Financial Plan Street Light Utility SOURCE DEPART/PROJECT DESCRIPTION RATIONALE 1997 1998 1999 2000 2001 OF FUNDS • STREET LIGHT UTILITY LIGHTS BY PETITION CUSTOMER REQUEST 2,500: 2,500 STREET LIGHT 10 STREET LIGHTS IMPROVE LIGHTING 5,000:: 5,000 STREET LIGHT TOTAL STREET LIGHT UTILITY FUND S7 500:; $7,500 S • Run date 03/13/97 Attachment Al2 City of Mounds View 1996 Long Term Financial Plan rk Improvement SOURCE RT./PROJECT DESCRIPTION RATIONALE > 19971998 1999 2000 2001 OF FUNDS PARK IMPROVEMENTS WOODCREST GARDEN BUILDING Enhanced use of space PARK DEDICATION PICNIC TABLES&TRASH RECEPTICALS Enhanced use of space 1,000 1,000 1,000 GENERAL FUND AMENITIES FOR G.C.OPEN SPACE Enhanced use of space 1,000 1,000 1,000 GENERAL FUND HEIGHTEN SV FENCE#1 Safety 11,000 GENERAL FUND GREENFIELD PARK STUDY Enhanced use of space 8,000 GENERAL FUND CITY HALL VB LIGHTING USER REQUEST6,000 GENERAL FUND HEIGHTEN SV FENCE#2 Safety 11,000 REC ACTIVITY REPLACE CITY HALL FENCE Safety PARK DEDICATION SAFETY SIGNS Safety PAVE GREENFIELD PATH ACCESSIBILITY 50,000 GENERAL FUND HEIGHTEN GREENFIELD FENCE Safety 12,000 GENERAL FUND REPLACE PLAY EQUIPMENT Replace outdated equipment -...::::]:-.20,000-:: 20,000 20,000 20,000 20,000 GENERAL FUND TOTAL PARK IMPROVEMENTS --*:$20000, $33,000 $33,000 $22,000 $96,000 ID 1111 Run date 03/13/97 Attachment A13 City of Mounds View • 1996 Long Term Financial Plan Transportation SOURCE DEPARTJPROJECT DESCRIPTION RATIONALE 1997 1998 1999 2000 2001 OF FUNDS TRANSPORTATION PED BRIDGE CONSTRUCTION Safety&accessibility ::120;000> Ped.Bridge Fund PED BRIDGE INSP&DESIGN Safety&accessibility 6S 000< Ped.Bridge Fund TRAILWAYS Safety&accessibility 20,000 20,000 20,000 20,000 GENERAL FUND TOTAL TRANSPORTATIONStas 000::: $20,000 $20,000 $20,000 $20,000 • Run date 03/13/97 Attachment A14 City of Mounds View • 1996 Long Term Financial Plan able TV SOURCE RT./PROJECT DESCRIPTION RATIONALE 1997_ :. 1998 1999 2000 2001 OF FUNDS CABLE TV-Information TAPE DECK INCREASE#OF PROGRAMS 2;000:': CABLE TV FUND THAT CAN BE PLAYED CABLE TV FUND TOTAL CABLE TV 52 olio; 50 $0 $0 SO 111 • Run date 03/13/97 Attachment A15 City of Mounds View 1996 Long Term Financial Plan Golf Course SOURCE 11/1 DEPART./PROJECTDPSCRIPTION RATIONALE I997- ; 1998 1999 2000 2001 OF FUNDS GOLF COURSE STORAGE BLDG FOR CARTS PROTECT CARTS24 500 :: GOLF FUND LANDSCAPING BUFFER/SAFETY&BEAUTY ::,•::•:::::::•10•060: 5,000 5,000 5,000 5,000 GOLF FUND BOARDWAL IMPROVEMENTS Safety10000:; 12,000 13,000 GOLF FUND RAIN SHELTER Safety GOLF FUND BUFFER NETTING Safety :::' :1:00000; GOLF FUND GRINDER Improve efficiency 12 000: GOLF FUND BOARDWALK MAT REPLACEMENT Replace outdated equipment2,000 GOLF FUND PATH PAVEMENT Improvement 10,000 15,000 GOLF FUND 3 CEMENT BINS FOR MATERIALS Improve efficiency 6,000 GOLF FUND GREEN RECONSTRUCTION Improvement MAINTENANCE VEHICLE Efficiency PRACTICE RANGE 2ND PRACTICE GREEN Customer service 5,000 GOLF FUND RANGE LESSON AREA Customer service 8090::: 5,000 GOLF FUND RANGE LIGHTING Customer service is 30 000' 23,000 GOLF FUND GOLF RANGE MATS Replace outdated equipment 10,000 GOLF FUND REPLACE NETTING Replace outdated equipment 40,000 GOLF FUND BALL DISPENSER WBALLS&BASKETS Improve efficiency 6,000 GOLF FUND .............. .............. .. ................ . ................ . ................ . ................... ................... ............... .... ............. ................... ..... ........... TOTAL GOLF COURSE FUND 8:19.fkagy 833,000 828,000 842,000 864,000 III Capital improvements are restricted based upon available revenues. This will need to be balanced with improvements that are necessary for the continued successful operation of the facility. IP Run date 03/13/97 Attachment A16