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HomeMy WebLinkAboutAgenda Packets - 1993/06/07 LONG TERM FINANCIAL PLAN WORK SESSION JUNE 7, 1993 5:30 - 7:00 P.M. * * * * * * * * * * • AG EN[ ,QUI ' 1 993 COUNCIL WORK SESSION .................................................................................................................................... 7 * Invitational Presentation by Mounds View Legislators (depending on schedule) - • Geri Evans • Steve Novak 1 . Update of Mounds View Business Park Activity and Proposed Project for Completion of Mounds View Business Park East (Tim Nelson/Bill Franke) 2. Discussion Regarding 1993 Star of the North Summer Games - Chief Ron Fagerstrom 3. Discussion Regarding Regional Senior Center (Samantha Orduno) • Resolution • Follow Up Survey (per Councilmember Quick) 4. Discussion Regarding Future Recreation Activities, i.e., Adventure Golf (per Councilmember Quick) 5. Discussion of County Road Turnback Involving Pleasant View Drive and Spring Lake Road (Mike Ulrich) AGENDA PAGE TWO JUNE 7, 1993 6. Discussion Regarding City Hall Expansion • Sidewalk Lighting (Mike Ulrich) • Preliminary Plans (Samantha Orduno) 7. Consideration of Extension for Water Hook-Up (Mike Ulrich) 8. Discussion Regarding Changing Code to Prohibit Dual Memberships on City Boards and Commissions (Tim Cruikshank) 9. Joint Meeting with District 621 School Board and New Brighton Council 10. Discussion Regarding Request from Park and Recreation Commission to Dedicate Park Improvement Funds for 1993 to the Paving of Hillview Hockey Rink and Development of City Hall Youth Athletic Field (Mary Saarion) 11 . Discussion Regarding ISTEA Grant TO: MAYOR AND CITY COUNCIL FROM: SAMANTHA ORDUNO, CITY ADMINISTRAT DATE: JUNE 2, 1993 RE: INDEX FOR WEEK OF JUNE .7, 1993 - COUNCIL WORK SESSION MEETINGS SCHEDULED FOR THE WEEK OF JUNE 7, 1993 . Monday, June 7, 1993, Long Term Financial Plan Council Work Session, 5:30 p.m., Council Chambers . Monday, June 7, 1993, Council Work Session, 7:00 p.m., Council Chambers ITEMS PROVIDED IN THIS WEEK'S COUNCIL PACKET . This Is It! . Agenda . Unapproved Minutes, May 24, 1993 . Approved Minutes, May 10, 1993 ****************** ADMINISTRATOR'S SCHEDULE (Please note that this schedule is subject to change as meetings are scheduled, rescheduled or canceled. At any time Audrey, Michele, or Tim C. will have my most current schedule and a number where I can be reached at all times.) Friday, June 4 10:00 a.m. Intern Interview Monday, June 7 9:30 a.m. Meeting with Tim Cruikshank/Michele Severson 5:30 p.m. Long Term Financial Plan Work Session 7:00 p.m. Council Work Session MAYOR AND CITY COUNCIL PAGE TWO JUNE 7, 1993 Tuesday, June 8 LEAGUE OF MINNESOTA CITIES CONFERENCE Wednesday, June 9 LEAGUE OF MINNESOTA CITIES CONFERENCE Thursday, June 10 LEAGUE OF MINNESOTA CITIES CONFERENCE Friday, June 11 LEAGUE OF MINNESOTA CITIES CONFERENCE In my absence, Tim Cruikshank will be Acting City Administrator. LONG TERM FINANCIAL PLAN WORK SESSION JUNE 7 , 1993 5 : 30 - 7 : 00 P . M . REQUEST FOR COUNCIL CONSIDERATION Agenda Section: ONJ�ID� STAFF REPORT Report Number: AGENDA SESSION DATE June 7. 1993 Report Date: DISPOSITION Item Description: LTFP DRAFT Administrator's Review/Recommendation: /"- - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) $UNMMARYt Attached please find a rough draft of the 1993 LTFP. Mike Ulrich and Paul Harrington of the Public Works staff rushed in to help complete the Public Works portion of the LTFP following the resignation of the Public Works Director. Neither Mike nor Paul have ever worked on the LTFP before. I believe that they did a good job on it. Staff will be present to discuss this first draft with you on Monday June 7, 1993 . Should you have any questions prior to the meeting please do not hesitate to contact me. Don Brager, Fin ce Director-Treasurer RECOMMENDATION; PRESENTED AT JUNE 7, 1993 COUNCIL WORK SESSION FIRST DRAFT JUNE 3, 1993 1993 LONG TERM FINANCIAL PLAN The 1993 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 5 year plan to meet the service level and capital improvement needs of the City. The plan is comprised of four elements evaluating the public service, capital improvement and long term revenue needs of the community and a capital budget summarizing the capital requirements for the City over the 5 year period. I. 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." Included in the 1993 Public Service Program are organizational charts showing the present and, where appropriate, future organization and staffing of each of the City's departments. Also attached is Appendix A showing the present organization of the City down to the department level. The following is a review of each individual department, an outline of its basic objectives and a determination of what effect the needs of each individual department will have on the City's annual budget. 1 A. ADMINISTRATION As per City Charter the ultimate authority for the administrative operations of the City is the responsibility of the City Council. The City Council and all Advisory Commissions are a division of the overall Administration Department and their operational and capital expenditure plans are included herein. The Clerk-Administrator is responsible for the day-to-day administrative operations of the City. The areas of responsibility include administration of all City departments as well as direct responsibility for the divisions of Fire, Legal, Elections, General Administration and Central Services. 1 . City Council - The City Council is comprised of five elected officials, the Mayor and four Councilmembers, serving non-con- secutive terms who, as a body, are responsible for the adminis- tration of the City. Basically, the objectives of the City Council are identical to those of the City's Departments, as the Council sets the goals and policies which determine each department's objectives. It is anticipated that the level of service provided by the City Council, as it relates to being a division of the Admin- istration section of this report, will not be changed and any increased impact on the City's budget will only result from infla- tionary factors, compensation increases, or increases in fees, dues, or other expenses contained within the City Council budget. In March of 1993, the City Council and Staff conducted a Strategic Planning Session. The 1991 Goals and Objectives which were created at the 1991 Goalsetting Session were re- evaluated and updated. The result is the following revised 5 year goal program for the City of Mounds View. The City's 1993/94 FOCUS 2000 project will be completed in 2 1994 and it is anticipated that the Council will develop an implementation Program that will reflect the results of the FOCUS 2000 recommendations and form the basis for the City's future programs, services plans, goals and objectives. 2. Advisory Commissions -The City's active advisory commissions include the Planning Commission, the Civil Service Commission, the Environmental Quality Commission, the Charter Commission, the Cable Commission and the Parks and Recreation Commission. In addition, the City has two active Task Forces, the Golf Course Task Force and the Senior Center Task Force. The Commissions and Task Forces serve as advi- sory bodies to the City Council and, when functioning jointly with other political subdivisions, operate as an administrative body responsible to the City Council. Over the past year, the Charter Commission has been reviewing the current City Charter to update the Charter to meet the needs of the community according to future trends and commu- nity directives. At recent Council/Staff Goalsetting sessions, the City Council and staff identified the need to review the City Charter with the purpose of establishing consistency of practice with current needs and expectations of the Council, staff and the community. As a result of Goalsetting analysis, the Charter Commission has been doing an in-depth examination of the Charter based on Council guidelines. It is anticipated that the Charter Commission will report their recommendations to the Council late in 1993. The Golf Course Task Force has been working toward the realization of a golf course in the City of Mounds View. They have been meeting regularly and if all goes well, have slated the Spring of 1995 as the completion date for this project. The Senior Center Task Force has also been working on a joint effort with three other cities in the area to provide a senior center and services to the seniors of our communities. The 3 cities involved include Mounds View, Spring Lake Park, Blaine and New Brighton. It is not anticipated that the activities of the City's Commissions will significantly impact the annual budget. Any budgetary increases are expected to result from increases in general operating expenses. 3. Elections - The election activities of the City include the maintenance of Voter Registration records, provision and maintenance of voting and ballot counting equipment, supplies and administrative services, including election judges, necessary for the legal and efficient conduct of elections. It is anticipated that basic election services will change over the next five years with the addition of a Presidential Primary beginning in 1992. Increased expenditures may be required when special elections are held which cannot be anticipated, or the State or Federal governments modify the rules and regula- tions for the conduct of elections. At the present time, the cost for conducting a Presidential Primary are uncertain as the Secretary of States Office has not promulgated rules which will guide the City in conducting this election. 4. Central Services - The Central Services Division of the Administration Department provides for the management, main- tenance and operation of the City Hall building, office equipment, personnel services, information systems such as computer hardware and software applications and efficient pro- cessing of information. This portion of the budget is also responsible for half the printing costs of the City Newsletter, costs of the receptionist and part-time clerical staff, half the costs of the Assistant to the City Administrator, the costs of the custodian, the purchasing and stocking of office equipment and supplies and custodial equipment and supplies, postage costs, maintenance agreement costs, liability costs and automobile insurance premiums. Other important plans for the Central Services Division in the 4 years 1994-1998 include: Continued maintenance and upgrade of the Network System which is now fully implemented and operational. Staff have been trained on the system and continue to take advantage of its benefits by utilizing the system on a daily basis to meet the City's growing communication and informational needs. To continue to utilize the system efficiently, keeping the software and equipment current is essential. Because of the rapid change in technology and the constant updates to computer - software, much of the required link-up equipment will require upgrades over the next five years. It is important to note that one of the on-going priorities of the next five years and beyond is to maintain the City's commitment to remain on the cutting edge of technology. Maintaining the City's ability to quickly, accurately and effectively process, record and communicate information as well as provide timely, safe and efficient service in the day-to-day municipal operations is vital to the safety and well-being of all the residents of Mounds View. Capital Expenditures 1994-1998 Computer System Upgrades $10000 During the year, many unforeseen technical idiosyncracies can surface which require system upgrades - either software or hardware related. Some of the software programs that might be useful include complaint tracking software, ordinance, resolution, code and minutes accessibility software and records retention software. Providing funding for such technical needs is sound practice to keep the organization functioning well and to provide better service to the community. Network System Replacement and Upgrades 5 1994 Tape Back-up system $3,500 A good data back-up system is one of the most important features of a computer system. This feature prevents valuable information from being lost or accidentally destroyed. The tape back-up system the City currently uses is inefficient and incomplete. It requires someone to walk around to each computer, attach a remote back-up unit and occupy that computer work station during the lengthy back-up process. This system can only be used on a select few computers that have this capability. With the new system, all information would be saved directly to a tape through the file server while the user is still using the computer. A work station could be backed-up by any user at any time. 1996 File Server $4,000 Necessary hardware for network. By 1996, the original file server will have outlived its life and should be upgraded to a computer with more hard disk space and the ability to process information more quickly. City Hall Replacement of City Hall equipment and furniture is an on-going process due to the frequency of uses both by the public and City Hall staff. Much of the current City Hall furniture is old and in need of repair or replacement. In addition, with the proposal of the City Hall expansion, other furniture items will be needed as well. Approximately $4,785 has been budgeted in 1994 for miscellaneous "soft costs" attributed to the expansion project. Capital Expenditures 1994 Conference tables and chairs for old $3,500 Planning and Engineering Area 6 1994 Paper Shredder $1 ,000 1994_ Refrigerator for employee lounge $750 1994 Telephone system - Direct Inward Dial $2,300 1995 Miscellaneous equipment $1 ,000 1995 Replacement of microfilm machine $10,000 1995 Replacement of postage machine $12,000 1996 Replacement of fax machine $2,500 1997 Replacement of copier $25,000 On-going maintenance of the Records Retention Program and Central File System created in 1992. The purpose of the pro- gram is to better facilitate the information and service needs of the Council, staff and community. The system will provide the mechanism to safely and accurately catalogue, store and re- trieve information in a timely manner. Expenditures in the ensuing years will include necessary file storage units and on-going records retention training for staff. Capital Expenditures 1994 Lateral Files $ 2,000 1995 Lateral Files $ 2,000 5. Legal - Due to the growing complexity of legal issues facing the City now and in the future, the City Council and staff determined that the City could be best served by the services of a larger, more service diverse law firm. 7 In 1992, a new City Attorney was selected by Council. Jim Thompson, from the law firm of Holmes and Graven, was selected to represent the City in all matters relating to litigation and general legal issues. Prosecution will continue to be handled by Mark Karney. While the annual expenditures for legal service will increase in 1993 and beyond, the ability of the City to effectively and efficiently meet legal obligations, anticipate and resolve po- tentially expensive costs is significantly enhanced by utilizing the services of a law firm specializing in municipal law. It must also be noted that unforeseen events, federal or state actions or mandates, make it difficult to accurately determine the costs for this service. 1993 is the first complete year with the new legal firm and the increased legal expenditures. The City's policy has always been to conduct itself in a manner that avoids litigation, therefore, pending any unforseen litigation activities, the City does not anticipate a significant increase in expenditures for legal services in the next 5 years other than possible rate increases. Prosecution services remain the responsibility of Mark Karney. Again, the expenditure amount for this is not easily estimated, but the City does not anticipate significant increases in the annual budgetary numbers during the next 5 years. 6. Fire The City is part of a Tri-City Joint Powers Agreement with the cities of Blaine and Spring Lake Park to provide fire prevention and protection services. The three cities jointly own all of the property, buildings (five stations) and equipment of the Blaine/Spring Lake Park/Mounds View Fire Department. The transfer of ownership occurred after the 1990 referendum which 8 provided the necessary funding for the three cities to purchase the assets of the previously private service provider. 7) General Administration General Administration, headed by the Clerk-Administrator, involves the following responsibilities and activities: * Personnel Administration * Official Records Retention Program * Coordination of Information Services (MIS) * Economic De/Redevelopment Activities * Intergovernmental Relations * Public Relations * Council/Commission Liaison * Business Liaison Activities * Business Licensing * Enterprise Development * Inter and Intra Communications * Employee Training and Professional Development * Special Research and Projects 5 YEAR OBJECTIVES 1994 * Coordinate the development of the City's municipal golf course * Complete the 1993/94 FOCUS 2000 project * Complete the City Hall expansion project * Hire the Economic Development Coordinator and initiate an expanded economic re/development program * Commence the Process for Highway 10 Redevelopment Program 9 * Coordinate the financial and intergovernmental activities of the proposed Regional Senior Center * Development of an implementation plan for the final FOCUS 2000 recommendations and subsequent Council actions * Expand the inter-office network capabilities and program activities * Implement a "Counter" Information System for the public to access meeting minutes, resolutions, ordinances via computer terminal on the front counter 1995 * Implement a Council-modem communication link-up to City Hall * Complete the Regional Senior Center project * Coordinate the final development phase of the municipal golf course and subsequent marketing program * Begin Mounds View Business Park East/West Project * Secure a Senior Housing Project 1996 * Secure a senior housing project * Initiate Phase I (as defined by Council action) of the Highway 10 redevelopment program * Begin Mounds View Business Park East/West project * Creation of an Economic Development Director (may be an 10 reclassification of Economic Development Coordinator position) 1997 * Complete Phase I of the highway 10 Redevelopment Program * Begin Mounds View Business Park East or West 1998 * Initiate Phase II of the Highway 10 Redevelopment Program * Development of the O'Neal property * Complete Business Park Development The goals for 1995 - 1998 will be re-examined after the FOCUS 2000 recommendations. 8) STAFFING LEVEL PROJECTIONS 1994 Over the past several years, the City's program for economic redevelopment has slowed due to the many administrative demands placed on the Department. At the 1993 Council/Staff Strategic Planning Session and subsequent follow-up meeting in April, the Council identified as a top priority the creation of an Economic Development Authority and the creation of a full-time, regular position of Economic Development Coordinator to activate am aggressive and sustained economic redevelopment 11 program. It is anticipated that the position will assume responsibility for the following activities: * Coordination of all of the City's Tax Increment District operations * Coordinate Economic Development Authority activities * Package re/development programs * Expand Business Retention Program * Coordinate land acquisition and site preparation programs for _pending or proposed projects * Actively and aggressively attract business development along Highway 10, consistent with identified City goals and objectives * Actively and aggressively pursue senior housing development * Coordinate Code revisions regarding nuisance ordinances and relevant planning and zoning ordinances * Monitor 610 Corridor development * Monitor any activity regarding airport expansion Requirements for the position will be a Masters Degree in Urban Planning, Public Administration or related field and at least 3 years of experience in municipal economic development. Salary will be based on a Stanton comparison and a 5 step progression pattern, consistent with City policy. It is anticipated that the Step 5 and benefits will be an expenditure of $45,000 - $50,000 (Step 5 will be realized in 1996 or '97, depending on the individual's experience and qualifications at the time of employment). ADMINISTRATION 5 YEAR PROJECTED CAPITAL EXPENDITURES 1994 12 * Office Furniture: The addition of a new F-T position will create the need for office equipment that will be reflected in the 1994 expenditures. * Partitions: Money has been allotted for four partitions to "section off" office space within an open area in the Administration Addition. Since all new office furniture is cost prohibited, the partitions will make it possible to camouflage the older furniture and allow to office to remain functional and welcoming. * - P.C. and Laser Printer: A new 486 P.C. and small, personal laser printer is anticipated for the Economic Development Coordinator * Conference Chairs: A small conference room is planned for the Administration Department expansion. The conference table will be purchased in 1993 and the chairs in 1994. 1995 * Office Furniture: The only expenditure anticipated is replacement/purchase of miscellaneous office equipment. * P.C.: Replacement update of receptionists' 286 to a 486 P.C. 1996 P.C. and Printer Replacements: The Administrator's and Administrative Secretary's 386 P.C.'s and laser printers will be upgraded to current technology for more efficient operations. 1997 P. C. Replacements: The Assistant to the City Administrator and Administration Clerk's 386 P.C.'s and laser printers will be upgraded to current technology for more efficient operations. 13 1998 Miscellaneous Office Equipment: Replace outdated non- functional office equipment. B. FINANCE The Finance Department, headed by the Finance Director, who also serves as Treasurer, coordinates the financial activities of the City. Currently, department activities include the following: 1 . Oversee the financial planning activities of the City. a. Coordinate the preparation of the Long-Term 14 Financial Plan. b. Direct and coordinate preparation of the annual budget with close involvement and input from the Department Heads and Clerk-Administrator. 2. Perform all City accounting and financial reporting activities. a) Prepare and control accounts payable. b) Receive and manage all municipal revenues. c) Prepare and control payroll. d) Utility billing preparation and collection. 3. Prepare monthly financial reports, the annual financial statements, and assist auditors in the conduct of their annual audit of City financial records. 4. Invest temporarily idle City funds to maximize return on available resources. 5. Manage the City's insurance programs and evaluate and recommend modifications to ensure maximum protection at minimum cost. 6. Oversee the debt management program of the City. 7. Oversee the City's general purchasing program. In recent years external factors have caused a repriortization of the duties and responsibilities of the Finance Department. Economic considerations, i.e., the economy and State's "fiscal crisis", have brought about an increasing emphasis upon financial reporting. New, generally-accepted accounting standards and reporting requirements mandated by the State of Minnesota, have and will continue to promote greater disclosure and understanding of City finances by bond rating services, State and Federal agencies, the general public, and other readers of City financial statements. 15 Economic conditions have precipitated reductions in the amounts of Federal and State Aids to cities. Those reductions have challenged cities 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 in recent years as a result of greater involvement and participation by staff and Council. In 1988, 1989, 1991 , and 1992 the Government Finance Officer's Association of the United States and Canada (GFOA) awarded it's Distinguished Budget Presentation Award to the City for its budget document. As a consequence, the City has been able to continue to provide needed public services to its residents with only modest increases in property tax rates and has developed cash flow and contingency reserves needed to maintain its financial integrity. In order to maintain its ability to provide needed public service to its residents, the City needs to maintain the present level of financial planning and to expand long range planning efforts begun with the 1983 Water and Sewer System Maintenance and Capital Improvement Program. That type of planning should be undertaken for acquisition/replacement and maintenance of all land, buildings and equipment. Staff has prepared a replacement schedule for all City vehicles and equipment. The City has established a fund into which monies will be placed annually for replacement of vehicles and equipment. The purpose of this fund is to ensure that necessary funds be on hand for timely replacement of vehicles and equipment and to avoid large unplanned expenditures or "budget busters" which would place a strain on the City's finances. • One of the goals of the Department the past few years has been to maintain/or improve the City's bond rating; that goal has been accomplished. In April of 1991 and again in May 1993, the City received a rating of A from Moodys Investors Service for various bond issues. The City's financial advisors stated that this was the best rating that could be obtained by a 16 City of our size. The rating committee of Moodys felt that the City had sound financial management. They were impressed with the City's financial planning and the fact that designations for cash flow and emergencies had been established. The Finance Department has had the goal of substantially improving the City's Comprehensive Annual Financial Report. To achieve this goal several objectives were established. These objectives are outlined in the following paragraphs. • The first objective was the implementation of a Fixed Asset Accounting System. Such a system enables the city to properly inventory and account for its investment in equipment, vehicles, and buildings and structures. In 1988 Staff inventoried existing items. After the inventory was completed it was entered onto the fixed asset accounting system. • A second objective was to obtain a Certificate of Achievement for Excellence in Financial Reporting for the City from the Government Finance Officers Association of the United States and Canada (GFOA). This Certificate is given to those government units whose financial reports are prepared in accordance with generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board. In order to receive this Certificate the fixed asset accounting system described in the preceding paragraph was implemented and various practical tables, listing ten years of data, have been prepared. The City's comprehensive annual financial reports for the years ended December 31 , 1988, 1989, 1990 and 1991 were submitted to the GFOA and the City was awarded a Certificate of Achievement for Excellence in Financial Reporting. During 1992 1,921 Certificates were awarded to governmental units throughout the United States. Of these, 86 were awarded to governmental units in Minnesota. The Certificate is valid for one year only. Staff has submitted the 1992 Comprehensive Annual Financial Report to GFOA for consideration for a Certificate in 1993. Capital items proposed include: 17 • Advances in computer technology and the development of new software, which utilizes that advanced technology, causes existing equipment to quickly become obsolete. A new personal computer is proposed for the Payroll Clerk in 1995 and for the Accountant and Finance Director in 1996. • A laser printer is proposed for the Finance Director for 1994 to improve the quality of reports and graphics presentations. • The present check protector/signer is in excess of ten years old. Its replacement is proposed for 1994. • The average life of a computer system is three to five years. Therefore, staff proposes the purchase of a new computer system in 1995. The estimated cost is $35,000. • Significant modifications in the word processing and presentation graphics software the department uses seem to be released by software vendors with increasing frequency. The new versions of software enable the department to work more efficiently and also produce higher quality reports and presentation graphics. Upgrades for software are proposed for 1994 through 1998. • Replacement of an existing high speed printer, used for production of accounts payable checks and financial reports is proposed for 1997. • The present fixed asset accounting software does not provide the reports needed for the City's Comprehensive Annual Financial Report. Department personnel have to manually sort date to produce the required reports. The purchase of new fixed asset accounting software is proposed for 1994. C. POLICE The objective of the Police Department is to provide basic Police Service, preserve the peace, and protect the public by enforcing State 18 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. Basic services provided by the Police Department include: a. 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. b. Deterrence of Crime Routine patrolling of the City streets, parks, and business areas reduces crime because criminals feel immediate apprehension would be imminent. In the course of routine patrol officers investigate behavior which reasonably appears to be criminally directed. c. Apprehension of Offenders Once a crime has been committed, it is the duty of the Department to initiate the Criminal Justice process by identifying and arresting the perpetrator, to obtain the necessary evidence, and to cooperate with other law enforcement agencies and the courts in the prosecution of the case. d. Recovery and Return of Property The Department makes every reasonable effort to recover lost or stolen property, to identify the owner(s), and to ensure its prompt return. 19 e. Traffic Control To facilitate the safe and expeditious movement of vehicular and pedestrian traffic, the Department enforces traffic laws, investigates traffic accidents, and directs traffic. f. Public Service The public relies on the Police Department for assistance and advice in many routine and emergency situations which occur in the community. Although many of these calls are not police regulated, we respond to those requests and render such aid and/or advice as indicated by the situation. g. Animal Control/Nuisance Abatement The Community Service Officer and Officers of the Department enforce the animal control and nuisance ordinances. The Department impounds dogs and other animals and interacts with residents to maintain the health and safety of the community. h. School Liaison/Youth Counseling The Department's Investigators and other officers of the Department work closely with school officials, probation officers, human services and other agencies to aid in the health, safety and welfare of the community's youth. i. Emergency Services The Department assists in coordinating and planning with other agencies procedures used in the event of a major disaster or hazardous materials incident. Rendering aid to the injured, providing security and coordinating support groups is a responsibility and a duty that the Department 20 is prepared for. The Police Department provides police services to the community year around, twenty-four hours per day. At the present time, the Department employs: Chief, Lieutenant, two Sergeants, two Investigators and nine Patrol Officers. The Department also employs a Community Service Officer, one full time Secretary and one part time Secretary. Support services are provided by the Ramsey County Sheriff's Department, the Bureau of Criminal Apprehension and other agencies. To help supplement the manpower shortage, the Department created a Reserve Unit in 1986. The Reserve Unit presently consists of seven members who regularly patrol with sworn officers. Reserve Officers and/or part-time officers should not be considered as a replacement for a regular full-time officer. Their authority, duties, and responsibilities are very limited. The current ratio of one officer per 1 ,000 inhabitants is below the State average of 1 .2 officers per 1 ,000 inhabitants for Class V cities. In response to national and local concern about drug abuse, the Police Department will attack the problem in two ways. On the prevention side, we will be working with school officials on a drug education program at Pinewood School. Project D.A.R.E. (Drug Abuse Resistance Education) is a substance use prevention program designed to equip elementary school children with skills for resisting pressure to experiment with tobacco, drugs and alcohol. This Fall we will have an officer teaching five fifth grade classes for a period of seventeen consecutive weeks. The D.A.R.E. Officer will spend a minimum of two days a week at Pinewood School during this seventeen week period. On the enforcement side, the Police Department will try to assign an officer to the Ramsey County Drug Task Force. This assignment will be for a minimum period of three months. An assignment for a longer period would be of a great benefit for Mounds View, but without hiring additional staff, both the Drug Task Force and Project D.A.R.E. would be in jeopardy. 21 In 1994, all squads should be equipped and utilizing mobile data terminals. Increased costs will be realized with the use of this equipment. Our current computer system has been in place since 1986. Updates to hardware and software portions of this system should be anticipated. With an increase in population and a commercial and business district rapidly growing, police activity is increasing. Cutbacks in police services may be realized if revenues remain constant. Services such as unlocking car doors, property damage accidents, and vacation house checks may be in jeopardy unless additional resources are found. It will be the Police Department's goal to maintain police services within the resources available. STAFFING LEVEL PROJECTIONS • In recent years, the Police Department has realized a significant increase in "calls for service". Officers are spending more time in responding to calls. Consequently, less time is being spent in the enforcement and prevention area of police work. • The Department will request an additional officer for 1994. With a population of 13,000 and an additional officer, the ratio of Police Officer per 1 ,000 residents will be 1 .2. The state annual average for Class V cities is 1 .2. Because of increased clerical demands, the Department will be requesting five additional hour per week for the part-time secretary. • Police Departments in Ramsey County are and will continue to discuss and study the possibilities of consolidation of services. Discussions will continue with the school district and New Brighton Police Department about a liaison officer at the high school level. The current proposed plans call for an equal sharing of cost between the three entities. 22 POLICE ORGANIZATIONAL CHART BELONGS HERE 23 D. PLANNING AND ENGINEERING A number of issues affect the staffing level projection for the Public Works Department. These include the Council's desire to provide more thorough and inclusive levels of rental housing inspection, zoning and sign code enforcement along with nuisance code issues, the increasing vacation accrual among a "senior" maintenance crew, and the level of project construction identified by the City Council. Some of these issues are in 'flux' at the time of these projections and, therefore, the final staffing needs may be adjusted after decisions in these areas are made. In the Engineering and Planning Department, the positions of City Planner, Building Inspector, and Engineering Aide would be continued as the workload in these areas continues to expand. It is also projected to continue the Recycling Coordinator/Code Enforcement position and add a new position of Housing Inspector. The major issue at this time is the Council's stated desire to increase the rental housing inspection program to include nearly complete coverage of the rental stock in the City. This may also include enhanced review and inspections of operations in the City's 3 manufactured housing parks. A full time housing inspector is projected to meet the needs of a vastly increased program of housing inspection. Currently, approximately 10% of the rental units in the City are inspected annually. This includes one visit to each building and one or more unit inspections in each building. Therefore, 4-plexes are completely inspected on a 4 year cycle, 6-plexes on a 6 year cycle, etc. To achieve more complete review of each unit in the City will require a nearly 9-fold increase in the number of inspections required. Fortunately, this will not require a 9-fold increase in time as it will be more efficient (timewise) to inspect additional units on each floor of a building. Further discussion with Council will determine the level of expertise needed for this position. It is expected that a recent graduate of North Hennepin's Building Inspection Technology program or a similar background will be an appropriate candidate for this position. The experience of the building inspector is a necessity 24 to provide supervision and interpretation of the codes applicable to rental unit inspection. E. PUBLIC WORKS/MAINTENANCE The Public Works Department is responsible for the planning, construction, operation, and maintenance of the City's infrastructure. For budget purposes, the department is split into 7 budgetary areas. These are Engineering and Planning, City Shop, Street Maintenance, Water Operations, Sewer Operations, Surface Water Management, and Recycling. The major areas of services provided by the department are as follows: a. Planning and zoning review, zoning code enforcement, development review, planning and zoning code review. b. Building inspection, fire inspection, housing inspection and plan review. c. Engineering services for water, sewer, street and traffic operations; capital improvement projects; and development review. d. Maintenance of 52 city vehicles and other city equipment. e. Maintenance of City Hall and City Shop facilities including parking lots and equipment. f. Snowplowing, patching and sweeping of over 42 miles of streets under the City's jurisdiction. g. Installation and maintenance of traffic signs under City jurisdiction; currently there are over 1 ,400 traffic signs. h. Operation and maintenance of 6 municipal wells; including chlorination and fluoridation of water for disinfection and health benefits. 25 i. Operation and maintenance of three filtration plants for removal or iron and manganese. j. Maintenance of approximately 250,000 feet of watermains, over 1000 valves, and 400 hydrants in the water distribution system. k. Operation and maintenance of the sanitary sewer collection system, consisting of 2 lift stations, approximately 235,000 feet of sewer mains and over 900 manholes. m. _ Recycling coordination and reporting, educational activities to reduce solid waste disposal problems and incentives for recycling. n. Implementation of zoning and sign code regulations including issuance of permits and enforcement of violations; also including enforcement of public nuisance codes related to land use: The current goals of the department are improving the efficient delivery of services through more productive equipment, improved work scheduling, preventive maintenance programs and appropriate response to maintenance needs. Specific objectives for 1994 are as follows: * Complete a comprehensive housing inventory and analysis including review of possible housing rehabilitation programs and possible funding sources. * Continue review of highway and County Road turnback proposals with special emphasis on existing Highway 10 turnback and redevelopment potential as a community oriented corridor. * Work with Ramsey County on the reconstruction of Old Highway 8/County Road H connection to Highway 10 and the intersection of County Road H-2 and Highway 10. 26 * Enhance employee knowledge and productivity through training in computer technology and provision of efficient equipment and tools. - * Enhance rental housing inspection program by increasing the number of inspections provided and insuring nearly complete coverage of rental units as allowed by resource considerations. * Review the possibilities of amortizing non-conforming land uses and providing a mechanism to reduce the level of non- conformity. * Begin a street reconstruction program which will bring existing streets up to city standards and provide off street trails as appropriate. * Construction of"minor maintenance" surface water management projects such as outlet wiers, skimmer installations, and catch basin repairs. * Continue preventive maintenance projects in municipal drinking water and sanitary sewer collection systems. A number of issues or policies affect the staffing level projection for the Public Works Department. These include Council's desire to consider street reconstruction and improve existing pavement management practices, re-establishing preventative maintenance and inspection of sanitary sewer, and involvement in special projects throughout the department. Many of these goals or programs have not been met to staff's satisfaction for numerous reasons. The level of seniority among the members of the maintenance employees permits the majority of these employees to assure four weeks of vacation per year. The number of employees restricts the ability for these people to utilize their vacation over the winter months due to their workload and weather. This leaves these people needing to take at least 2-3 weeks of 27 vacation, (at least 5 consecutive days) during the spring thru fall months. Some of the workload is then managed through the addition of seasonal employees. Staff has prepared a short analysis of the available work hours in a pay period compared to the actual hours received. This report does not include any sick time or training hours. Many public works programs require staffing levels of four to six employees to perform effectively and at the highest efficiency levels, i.e., patching, cracksealing, watermain flushing, snow and ice control, sanitary sewer maintenance and inspection. To perform any one of these programs at one time requires additional staff from another division. Consequently, the short-handed division's activities must be put on hold pending the completion of the other's task. In most cases, this practice is less than desirable. Listed below are a few programs that need attention, that staff has not been able to reach desired established goals. A. Sanitary sewer maintenance and inspection - a goal has been established based on the age and history of the system. If regular maintenance is not performed on the system, the City could possible face increased blockages, possibly resulting in legal action. B. Pavement management - a cracksealing program has been added to prevent further pavement deterioration on streets that are relatively new or warrant this procedure. This, along with sealcoating will stabilize the life cycle curve of these surfaces. The remainder of the City's streets are deteriorating more rapidly than staff can repair them. A street reconstruction program accompanied by a policy or philosophy of repair/maintenance of the rest of the streets in accordance with the pavement management program must be addressed. C. Water system - the installation of approximately 40 to 50 valves need to be installed throughout the system to provide more effective isolation during construction and emergency situations. 28 Another issue is the repair and replacement of residential water meters which continue to age and fail. Many inaccurate meters can affect water revenues. A testing program needs to be instituted and these meters need to be replaced in a more timely manner. The Gopher State One Call system has burdened our small staff even more. Since its origin, the City has averaged 1 to 1 .5 hours per day during the winter months to 3 to 4 hours per day during the summer months, excluding construction projects, i.e., Long Lake Road. D. - Maintenance and repair of vehicles and equipment - because of increased numbers of equipment and essentially one mechanic, operators are required to perform preventative maintenance and minor repairs themselves. Although this practice is acceptable in most cases, it is not always achievable for technical repairs. In these instances, priority must be determined -- jobs or projects delayed, rescheduled or postponed. During the last couple of years staff has completed a few questionnaires regarding staffing levels in the Public Works areas throughout the Stanton 5 cities. Levels inquired were in water, sewer, streets, shop. In all accountable areas, Mounds View's staffing levels to maintain and increase desired maintenance levels be increased in the following scenario: 1994 - I full time public works position Funded 1/3 G/W/S 1995 - I seasonal streets 1996 - 1 full time public works position, eliminate seasonal in streets. Funded 1/3 G/W/S 1997 - 1 seasonal streets 29 1998 - 1 full time public works position, funded 1/3 G/W/S, eliminate seasonal in streets. Seasonal employees currently budgeted in the water and sewer departments would remain constant (4). F. PARKS. RECREATION AND FORESTRY The goal of the Department is to enhance the good quality of life in the City of Mounds View with the provision of opportunities for leisure _recreation activities, social activities, health and wellness programs and to provide the community with a variety of park facilities, aesthetic open spaces and greenways and multi-use trails. Major areas of service provided by the Department includes: 1 . Recreation Programs -The objective of recreation programming is to enhance the good quality of life through leisure recreation activities offering all city residents the opportunity for participation, enjoyment, socialization and physical activity regardless of economic status, race, religion or ability. 2. Park Improvements The objective of park improvements is to develop a facility replacement schedule to promote safe and functional recreational facilities in the parks and to promote additional park recreational facilities through the development of a park improvement plan as recommended by the Parks and Recreation Commission. 3. Park Maintenance - The objective of park maintenance is to care for the community's infrastructure investment of parks and natural settings, greenspaces, open spaces and trailways and to prepare park facilities for safe and functional use by the community. 4. Park Planning - The objective of park planning is to provide facilities for the many diverse interests the community in an effort to provide the entire community with options for 30 participation in leisure recreational activities through comprehensive planning of parks and facilities. 5. Forestry - The objective of the forestry program is to preserve and supplement the existing green canopy through reforestation and tree disease programs and provide additional support services relative to plants, shrubbery and shade trees for the enjoyment of city residents today and in the future. 6. Cable TV -The objective of Cable TV programming is to provide the residents of Mounds-View with programs on Cable TV Channel 16, Government Access, to enhance the residents' awareness of community activities and information. Recreation Golf Course - One specific recreation goal includes the construction and successful operation of a nine hole golf course and driving range. The golf course is expected to be an enterprise program which means that costs of the operation will be funded with revenues. A Golf Course Task Superintendent will be hired during the time of construction to assist in the overseeing the irrigation, turf establishment and grow-in stages. The Golf Course Superintendent will also begin to choose appropriate equipment and materials for the operation of a golf course and driving range. Additional seasonal golf course personnel will be added when the course opens. The initial cost of the Golf Course Superintendent will need to be absorbed by the City until such time that the golf course opens and revenues are collected. The estimated salary of the Golf Course Superintendent is $40,000 plus benefits. Regional Senior Citizen Center - A second recreation goal for the next year and perhaps beyond includes current and future service strategies for senior citizens relating to either joint sponsorship of a regional senior citizen center or continued programming using whatever facilities and resources that can be coordinated through the Department. Participation in the joint powers agreement for the construction of a regional senior citizen center and the annual 31 operation costs total approximately $100,000 yearly contribution. Youth-At-Risk and Adaptive Programming - Another goal for recreation is an escalated joint effort with the school district and other agencies for after and before school activities for children 1st - 8th grade and continued coordination with the school district and neighboring communities regarding programming for students with disabilities. Staying Current with Trends and Standard Programs - A final recreation goal for the next five years is the continued pursuit of new and different varieties of programs which either become of interest or are vogue with the times such as disc golf, line dancing, first aid classes, trips and others along with standard programs including sports and swimming instruction. The forever popular game of softball and baseball continues to be a high demand activity. Over the past years the hitting abilities of even the Class C and D teams have grown where now adult fields are becoming too short. Too many homeruns are being hit over the fences. While rules are being modified to encourage less homerun hitting, it remains a fun part of the game. Heightening the fences at City Hall and Silver View outfields will help alleviate the problems associated with balls going onto Highway 10 at City Hall Park, into Silver Lake Woods homeowners' property at Silver View Park and into the storm water ditch at Greenfield Park. The estimated cost of heightening the fences is Another pitching machine is necessary to meet the demand. The machine is used by many youth coaches -- softball and baseball alike. It is an excellent learning and instruction tool. The cost of a new machine sis $1 ,200.00. Administrative Equipment - With the large output of printed materials that the Department produces and prepares, it is necessary to purchase and install a Super VGA Card and more memory for the computer system of the Administrative Assistant to the Department at a cost of approximately $700.00. 32 In addition, it is necessary to purchase a display case type of information kiosk to be located at City Hall near the Parks, Recreation and Forestry Department to publicize the many resources, programs and activities that the Department offers the community. The estimated cost is $2,000. Parks: Parks Maintenance Equipment - The 1994 Park Dedication fees of $12,500 have been earmarked to pay back a loan from the City for a 1993 matching grant for a trailways project at Silver View and Greenfield Parks. Forestry: The specific goal for the Forestry program is to continue to remain a Tree City USA distinction which is required for future grants and funding. One of the criteria for qualifying for Tree City USA status is a yearly operating budget of no less than two dollars per capita. The Department will continue to work within the one day per week service allotment of the joint powers agreement which allows for one day per week for tree disease inspections and administrative work regarding the removal of diseased trees and one day per week for the maintenance of park trees. One significant project involving the City Forester is the replanting of trees and bushes involving the Long Lake Road improvement project. The large tree planting project will be continued as long as funding is available. Parks included in this planting project include Greenfield and City Hall in 1994, Oakwood in 1995 and Silver View in 1996. This plan is dependent upon a $2,000 annual line item in the Forestry operating budget. Cable TV: The specific five year goal of the Cable TV program is to provide 24 hours of programming on the Channel 16 Government Access. This objective requires more than the half time Cable Technician position, and therefore another goal would be to escalate the number of Cable TV subscribers for 33 a higher reimbursement of programming monies from the Cable TV Franchise to employ a full Cable Technician. Recreation Revenue Resource: It is also the specific goal of the Parks and Recreation Commission to pursue the investigation of a possible revenue producing recreation facility for the City of Mounds View -- to provide an alternate funding source for now and in the future for recreation and parks operations in the City of Mounds View. Provide Resource Information and Coordination of Social Services: The Department has experienced increased demand and requests for social services including senior citizen programming, at-risk youth programming, developmental programming for preschoolers, community service activities for high school students, restitution activities for youth, adaptive programs for those with disabilities, funding assistance for those in need, etc. It is the goal of the Department to assist in the facilitation or coordination of resources to provide assistance for the above causes. However, the staff time and funding for accomplishment of these social demands will impact the success of this goal. Five Year Goals - Looking to the Near Future and Beyond: This is a short synopsis of goals for the next few years and perhaps beyond. External factors may alter the goals, but in 1994 these goals appear to be logical and worthy of funding for the benefit of the community. 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PLNTS HYDRANTS POSITIONS PER POSITION White Bear Lake 1 936 5 941 ** Coon Rapids 2 2122 4 530.5 Minnetonka 8 2402 5 480.4 Shakopee 0 900 4 450 Roseville 0 1750 4.5 388. 89 Oakdale 0 959 2 .5 383 .6 New Hope 0 672 2 336 Eagan 2 2351 7 335.86 ** Burnsville 1 2000 6 333 . 33 Lino Lakes 0 350 1.15 304.35 */** Vadnais Heights 0 520 1.92 270.83 Woodbury 0 1027 4 256.75 Lakeville 0 1500 6 250 Chaska 1 715 3 238.33 MOUNDS VIEW*** 3 455 2 227.5 ** St. Louis Park 5 1500 7 214.29 Shoreview 0 1011 5.5 183 .82 Spring Lake Park 0 228 1. 25 182.4 * New Brighton 4 692 4 173 ** Bloomington 1 3260 21 155.24 ** Crystal 0 763 6 127. 17 Fridley 2 625 5 125 ** Prior Lake 0 583 5 116.6 Forest Lake 1 200 1.75 114. 29 * Cottage Grove 0 650 6 108. 33 Eden Prairie 1 1650 16 103 .13 Richfield 1 1003 11 91.18 Columbia Heights 0 506 6 84. 33 Little Canada 0 300 4 75 * Savage 2 135 2 67 .5 * Robbinsdale 3 335 5 67 Circle Pines 0 163 0.08 20.37 * West St. Paul 0 0 0 0 Falcon Heights 0 125 0 NA * Maplewood 0 1400 0 NA Average 1.0857142857 965. 3714 4.647142 221.0282857 * Suburbs under 10,000 in population (A/O 3-1-91) ** Indicated that they also employ seasonal help ***Please note our number of water treatment plants and employees compared to other cities and their numbers. SEWER MILES PER POSITION COMPARISON SEWER LABOR # OF LIFT MILES PER NAME OF CITY MILEAGE POSITIONS STATIONS POSITION Burnsville 240 3 17 80 Eagan 423 .5 6 30 70.58 ** Maplewood 127 2 12 63 .5 Minnetonka 275 5 38 55 Coon Rapids 220 4 14 55 Vadnais Heights 48 . 7 1 1 48 .7 New Hope 82 2 11 41 MOUNDS VIEW 81. 6 2 2 40.8 ** Oakdale 80. 17 2 14 40 .09 Roseville 180 4 .5 16 40 Richfield 175 5 4 35 Little Canada 34 .75 1 7 34.75 * Eden Prairie 172 5 11 34 . 4 White Bear Lake 110 4 13 27.5 ** Shoreview 120 4.5 17 26 .67 Woodbury 105 4 9 26. 25 Savage 45 2 13 22.5 * St. Louis Park 135 6 23 22 .5 West St. Paul 63 . 11 3 6 21 .04 Spring Lake Park 25.79 1 .25 2 20.63 * Fridley 102 5 13 20.4 ** New Brighton 65.6 3. 5 4 18 . 74 ** Lakeville 110 6 19 18 . 33 Lino Lakes 20.42 1 .15 5 17.76 */** Crystal 125 8 8 15.63 Cottage Grove 88 6 1 14 .67 Bloomington 358 26 25 13 .77 ** Prior Lake 60 . 6 5 27 12 . 12 Columbia Heights 95 8.5 4 11. 18 Robbinsdale 42 .75 5 11 8.55 Falcon Heights 15 2 1 7 .5 * Forest Lake 20 3 .25 9 6.15 * Shakopee 32 6 0 5. 33 Circle Pines 15 0 . 5 4 3 * Chaska NA 3 6 NA Average 111. 22828571 4. 461428 11. 34285 27 . 97 * Suburbs under 10,000 in population (A/O 3-1-91) ** Indicated that they also employ seasonal help EQUIPMENT MAINTENANCE PIECES OF EQUIPMENT PER MECHANIC 20 25 30 35 40 45 50___ 55 60 65 70 75 Brooklyn Park 62 i Inver Grove Heights 56 St. Louis Park 50 Richfield_ 50 Eden Prairie 50 Apple Valley 48 . 1__ New Hope 45 . 71 Roseville 43 . 3 Columbia Heights 41 . 81 `1 Eagan 41 . 211 Plymouth 40 . 3 Lakeville 40 . 0 Hopkins 40 . 0 Burnsville 37 . 5 1 Cottage Grove 35rj Golden Valley 33 . 5 Coon Rapids 33 . 3 1 Brooklyn Center 28 . 61 Minnetonka 28 1 Maplewood 2 7 . 5j Woodbury 25 West St. Paul 25 South ,St. Paul 24 1 Shoreview Mounds View , 521 Autrale Average 39 to 1 .t- �p �- Q 3311: n Q = 0 1 :::,-,;:,,..:-:,--:-,0-..:-:,,.,,..:,::-.:.:-,,- \ ---coC}: _..Q. O O O (OO -------------- 0 0 O - O j 0 ......t)�..a 03 O N \ w .A v:::>� N ::,or:`e O00 >: >>5) ::; »,:. iv b COO to O O O O O O �';;; ((�� N :':OD::`'is:::i0 O O ;_ (O;:::;: \ O o ,pp41. v :O O ,�y,icOI '::. b NI:::" :::G3 O O O N .o::::0.-.,:o O ;tL?:a::::t5 O O O O rci t3? : 1. 00 03 N O) O 0) 41 0 CO \ tO >.b::::_ ::;b: O O O O G N 1/5,:::.:: 44i.< O N t70: :t7: O O O O O fi:::; :; p O w<::':QD: 1:t0:;.I: 0) CO 0 41. 00 :;(3i:;:L)t:i.:: CO : : O O O O O N ;til::v>C. b N .p� O -i �y� O > 't0):]:% :'p!: OD 03 0D 03 0) CO 03 �.10).i' : r 0) 03 "Co r pp O O O CO O O O N < ;< O O N :c :t O O O O O O O t :_ :_.: O O M^ O >a ::; :::: : CO CO O co ; ri<: c w 0D CO C N :::,4:::::-:b::-,0 O O C N) 2 O O Ott —k N O tF - O ::0).0):::'03XO N) CO a 03 :p5 tai (o 00 CO OD coO \ t\J) En ::0-:::.70:.::«*:: 00 W al t73:::_N:;t3 O ' : : O O O ::: : N vvhhcrt p t3):-::-►:tp7): 0) \ :;t3}'w:;;� 0 -Pp p 0) t7:o5::to: p N : g 0 00 N O P3 : N :t):03 Cn t3) \ :Sit :9)7 0) o O b b N O::C3 b to p p N 0 N 0 O : OD 0) 0) CO . :0Jr01; N) co \ CO . C O O O N7. : O O N ::::SA,-.0]-2 p p O V N w ;O];< .:•!s!: N N ...Co Gtti'hig:.':�>: CO 00 N) N) 03 "Co pp)p N (G1::'- :C3 b b b b b N taJ#n.;:: O O :fi l::; :ib. O O O O O ZDF REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 1. 'VS STAFF REPORT Report Number: 93-518WS AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: Update of Mounds View Business Park Activity and Proposed Project for Completion of Mounds View Business Park East Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY: Last week, I met with Tim Nelson and Bill Franke to discuss Everest's plans for the completion of the Mounds View Business Park East. They have two manufacturing firms who are interested in located in the Park - this would be owners and not just tenants of Everest. Bill Franke has requested that the Council again consider the use of "pay-as-you-go" TIF for the project. He will be present at Monday's meeting to outline the project. No decisions need be made by the Council Monday night. The presentation is merely to update the Council, outline the proposed project and to explain their request for TIF. Saman•ha Orduno, City Administrator RECOMMENDATION; REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 3. STAFF REPORT Report Number: 9'1-59CWS 1117S ° AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: Discussion Regarding Regional Senior Center Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; The deadline for approval/disapproval of the resolution regarding support of the proposed Regional Senior Center is June 15th. The Council should consider the resolution at the June 14th meeting. At the time of the Information Meeting on the Center, several issues were raised by residents in regards to the site, construction and engineering costs, salaries, contract personnel and "soft costs" . While some of these issues cannot be resolved because the Task Force is still discussing them, the issues can be included in the body of the resolution as areas of concern to be resolved. A draft resolution is attached, which can be used only as a starting point for discussion on Monday night. The final resolution should include all the issues/concerns the Council has so that the Task Force is given clear direction to address each area prior to a request for final actions which may include financial co,•. itments from the four cities. Samant a Ord no, Ci Administrator R,ECOMMENDATIOM DRAFT RESOLUTION JUNE 7, 1993 RESOLUTION NO. CITY OF MOUNDS VIEW COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION RELATING TO THE REGIONAL SENIOR CENTER CITIZENS CENTER TASK FORCE RECOMMENDATION OF MARCH 30, 1993 WHEREAS, in September, 1992 a 21-member Task Force was established by the City Councils of the Cities of Fridley; New Brighton, Mounds View, and Spring Lake Park with the charge of studying the need for senior citizens' services and how the four cities could work together to meet the program and facility needs for our joint senior populations; and WHEREAS, the Task Force met nearly 30 times to complete their work including a . series of public information meetings in the four cities; and WHEREAS, the Task Force presented its findings to the four City Councils on March 30, 1993 , with the recommendation that the four cities jointly construct and operate a regional senior citizens center; and WHEREAS, in order to establish an orderly process which allows further consideration to take place in a timely manner regarding the Task Force report, it is necessary that each City Council indicate their interest in continuing to explore such a joint venture no later than June 15, 1993. NOW, THEREFORE, BE IT RESOLVED by the City of Mounds View that the City Council expresses preliminary interest in pursuing the construction of a regional senior citizen center and authorizes staff to proceed with the drafting of a proposed joint powers agreement that will spell out in more detail the following issues: 1. Site acquisition costs if the Anoka County Park site is not approved by the Metropolitan Council. 2 . Staff salaries and the possibility of contracting for management of the Center. 3 . Breakdown of equipment costs. 4. More precise breakdown on construction and engineering costs. A DRAFT RESOLUTION JUNE 7, 1993 RESOLUTION NO. CITY OF MOUNDS VIEW COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION RELATING TO THE REGIONAL SENIOR CENTER CITIZENS CENTER TASK FORCE RECOMMENDATION OF MARCH 30, 1993 WHEREAS, in September, 1992 a 21-member Task Force was established by the City Councils of the Cities of Fridley; New Brighton, Mounds View, and Spring Lake Park with the charge of studying the need for senior citizens' services and how the four cities could work together to meet the program and facility needs for our joint senior populations; and WHEREAS, the Task Force met nearly 30 times to complete their work including a series of public information meetings in the four cities; and WHEREAS, the Task Force presented its findings to the four City Councils on March 30, 1993, with the recommendation that the four cities jointly construct and operate a regional senior citizens center; and WHEREAS, in order to establish an orderly process which allows further consideration to take place in a timely manner regarding the Task Force report, it is necessary that each City Council indicate their interest in continuing to explore such a joint venture no later than June 15, 1993. NOW, THEREFORE, BE IT RESOLVED by the City of Mounds View that the City Council expresses preliminary interest in pursuing the construction of a regional senior citizen center and authorizes staff to proceed with the drafting of a proposed joint powersreement'that will spell out in more detail the following issues: N /-f 1. 1. :ite acquisition costs if the Anoka County Park site is not approved by the Metropolitan Council. /1111 Staff salaries and the possibility of contracting for management of e Center. Y ' . Breakdown of equipment costs.-- b/41. osts. More precise breakdown on construction and engineering costs. /yf q' • .cam . 7 —r � -41ie" 1 MIMW RESOLUTION NO. PAGE TWO OF TWO r `�5. p, r.anc- \•rov' • • • for - sen' =pre -nta i•- ori e g, ni i d te•" cost- 1993/94 doll. s `, `i (.115-(14 8. 9. 10. BE IT FURTHER RESOLVED to that end, that the City of Mounds View feels that the above stated issues be addressed in order for such a formal decision to occur. Adopted this day of , 1993 . Mayor (SEAL) City Administrator RESOLUTION NO. PAGE TWO OF TWO 5. Governance - providing for more senior representation on the main governing board. 6. Updated costs in 1993/94 dollars 7. 8. 9 . 10. BE IT FURTHER RESOLVED to that end, that the City of Mounds View feels that the. above stated issues be addressed in order for such a formal decision to occur. Adopted this day of , 1993 . Mayor (SEAL) City Administrator REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 5. !VS STAFF REPORT Report Number: 93-521WS AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: County road turnback of Pleasantview Drive and Spring Lake Road Administrator's Review/Recommendation: ( - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) ,SUMMARY; Per Council direction, staff spoke with John Flora, Public Works Director with the City of Fridley, in regards to the proposed county road turnback of Pleasantview Drive. John mentioned that the City Fridley might offer concrete curb and gutter to their residents if the residents paid for it. John stated that they estimate costs of $8.00 per frontage foot. I explained that the City of Mounds View might be interested in the same proposal and possibly holding a joint public informational meeting. John was very much in favor of this. If Council wished to offer the same proposal to the Mounds View residents on Pleasantview Drive and Spring Lake Road, staff will continue to work with the City of Fridley. Staff seeks your direction in this matter. i i C ael Ulrich, Public Works Supervisor RF(" Stafff TIOrT: seeks Council's direction as to the offer of curb and gutter installation on Pleasantview Drive and Spring Lake Road to the residents. REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 6. STAFF REPORT Report Number: 93-522WS FEW AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: Discussion Regarding City Hall Expansion — Preliminary Plans Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY: Attached please find the preliminary layout for the City Hall addition. The plans are a result of meetings with staff, numerous changes, disagreements and finally, a consensus that the layout best meets the needs of staff. Note that there is a large conference room adjacent to the Council office. This is a room that will be large enough to accommodate meetings of 12-20 people and will be a perfect meeting room for the public. The Council office area is adjacent to the Chambers and is intended to provide access to and from the Chambers, the hallway and also the large conference room. Several plans played with the concept of lacing the office on the other side of the Chambers, but this would have severally restricted the expansion space needed for day-to-day departmental operations. The lower level plan is not yet complete, but will be in time for Monday's meeting. Please note that, while this plan is not set in stone, it is necessary to finalize the preliminary layout ASAP so that the architect can prepare cost estimates. Based on those estimates, the plans will be finalized or once again, revised to met our very limited budget. Lafk--M41 D ' r� Sa antha Orduno, Ci y Administ at•/ RECOMMENDATION; REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 6. OMf�L STAFF REPORT Report Number: 93-522WS OL�v° June 7, 1993 Report Date: 6-3-93 AGENDA SESSION DATE DISPOSITION Item Description: City Hall Entrance Lights Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheet: :s necessary.) SUMMARY; Staff received a bid from Bacon's Electric to replace the current lights and wiring for the City Hall entrance walk. The first bid included pricing for 6 direct burial posts (either aluminum or fiberglass) with HPS 150 watt lamps, with smoked globes. This fixture would closely resemble the current style. Price quoted was $4,500.00 with a deduction of $1,200.00 for the existing 4 lights. A request was received for a more decorative lamp price. Staff received a second quote amounting to $7.200.00 with a deduction of $2, 200.00 for the existing 4 lights. Staff has received a color brochure for Council's viewing, and seeks direction in this matter. //044( Mic ael Ulrich, Public Works Supervisor R.FCOMMENDATIO�j; ` � see 'ouncil's direction as to the replacement of the entrance walk lights at City Hall. REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 7 • STAFF REPORT Report Number: 93-523WS OUNDS 1111( �V AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: Administrator's Review/Recommendation: ,,,� - No comments to supplement this report AL#rY - Comments attached. 0 Explanation/Summary (attach supplement sheets as necessary.) SUMMARY Donald Harrison of 7069 Pleasant View Drive, spoke with Tim Cruikshank in regards to a request of an extension for the June 1 deadline for municipal water hook up. Staff recommends approval of a 30 day extension request from 7069 Pleasant View Drive to hook up municipal water; the hook up date would then be July 1, 1993 . K---7/1e ////' . _/// Michel Ulrich, Public Works Supervisor Approvalo day extension period for Donald Harrison at 7069 Pleasant View Drive, to hook up to municipal water. REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 8. ONJ� STAFF REPORT Report Number: 93-524WS 111176 AGENDA SESSION DATE June 7. 1993 Report Date: 6-3-93 DISPOSITION Item Description: Discussion Regarding Changing Code to Prohibit Dual Memberships on City Boards and Commissions Administrator's Review/Recommendation: - No comments to supplement this report Al ' - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; In an effort to increase citizen participation in city government, it has been proposed that citizen membership on more than one City board or commission be prohibited. The City currently has six commissions, all established and guided by a specific Chapter of the Mounds View Municipal Code. They are: the Police Civil Service Commission (Chapter 30) , the Human Rights Commission (Chapter 31) , the Planning Commission (Chapter 32) , the Environmental Quality Commission (Chapter 33) , the Parks and Recreation Commission (Chapter 34) , and the Festivities Commission (Chapter 35) . It has been suggested that language be added to the respective Chapters of the City Code to prohibit concurrent commission membership. The Police Civil service Commission is the only commission with language that prohibits concurrent commission membership. Section 30. 02 states, "No commissioner shall, during the term of his membership in said body, hold any other office or employment under the City, the subdivision thereof, except the office of notary public or member of a civil service commission for firemen or other municipal personnel. " Language for the other Chapters could read, "no member of a City board or commission shall serve concurrently on another City board or commission. " (VALlet4 //:044 Tim Cruikshank, Asst. to City Admin. RECOMMENDATION: Direction is requested on whether to change the city code by ordinances for the respective Chapters of the Municipal Code so as to prohibit concurrent membership on more than one City board or commission. MOUNDS VIEW PUBLIC SCHOOLS - District 621 ITEM 9 Agenda 7.8 Item # School Board Meeting May 24, 1993 (date) Subject Set Meeting to Discuss Irondale High School Police Liaison Pilot Program School Board Action (XX) Report ( ) Informational Item ( ) Person(s)Who Will Make Presentation to Board Supt. Burt Nygren BACKGROUND (If necessary, additional information is attached) 1. The Mounds View and New Brighton City Police Departments have expressed an interest in establishing a "Police Liaison Pilot Program" at Irondale High School . The major purpose would be to develop a closer working relationship between school , police and community with the emphasis on communications, counseling and preventative programs (a nice follow-up to relationships developed earlier in D.A.R.E.) . 2. Discussions have been held between police chiefs and Principal Groth. Also, the Superintendent met with the two city managers. ALTERNATIVES TO BE CONSIDERED BY THE BOARD A breakfast meeting has been set to begin exploratory discussions on the idea. The Mounds- View City and New Brighton City Council members, District 621 School Board, city managers, police chiefs, Superintendent and David Groth have been invited. WHEN: Friday, June 25 from 7:30 to 8:30 a.m. WHERE: Irondale High School ACTION TAKEN Motion by Seconded by Voting for Voting Against REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 10. 11106 STAFF REPORT Report Number: 9'3-5 2 5WS D�W AGENDA SESSION DATE June 7, 1993 Report Date: 6-3-93 DISPOSITION Item Description: Discussion Regarding Request from Park and Recreation Commission to Dedicate Park Improvement Funds for 1993 to the Paving of Hillview Hockey Rink and Development of City Hall Youth Athletic Field Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; The Parks and Recreation Commission met Thursday, May 27 to review the Parks Capital 5-year Plan. Plans for the use of the 1993 Park Dedication monies was also discussed. The Parks Improvement Plan for 1993 dedicates $8, 000 for improvements at Silver View Park, (intended to help with either the bridge or path projects) . However, a priority has emerged. Commissioners have had pubic request for rollerblading areas in the City of Mounds View. One place available for use of rollerblading is Hillview Park hockey rink. The Commission visited the site. After discussion as to the pros and cons it was decided that the paving of Hillview Park hockey rink would provide an area for rollerblading as well as hard court for basketball, hopscotch, 4-square and other hard court games that could be played especially during the summer playground activities. The paving of Hillview Park hockey rink would allow the facility to be used during the entire year rather than just 3 months out of the year - - and would be multi-purpose in nature. The rink becomes an eye-sore in the summertime, growing weeds and sitting useless in function. The paving of the hockey rink will provide a current need and provide additional opportunities for recreation activities at Hillview Park. For these reasons the Parks and Recreation Commission requests the City Council to approve changing the designation of the budgeted $8, 000 of Park Improvement funds for Silver View park to Hillview Park. Any remaining monies to be diverted to the City Hall youth ballfield restoration in an effort to get it in shape to be used as soon as possible. Mary Sa.rion, i ' ec or of Parks, Re reation & Forestry RECOMMENDATION; Approve the use of $8,000 in Park Improvement Funds for paving Hillview Park hockey rink with any remaining monies to be spent on the restoration of City Hall youth athletic field. No transfer of funds necessary, just an approval for changing the designation of the funds from Silver View to Hillview and City Hall Park improvements. REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 11. 1111706 STAFF REPORT Report Number: 93-526C. AGENDA SESSION DATE June 7. 1 991 Report Date: 6-3-93 DISPOSITION Item Description: Discussion Regarding ISTEA Grant Administrator's Review/Recommendation: - No comments to supplement this report 41 - Comments attached. , Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; Another ISTEA grant has been prepared for the funding assistance of purchasing and installation of a bridge to span the storm water ditch at Silver View Park. This bridge is necessary to connect the trail leading from Silver Lake Road through the park to County Road I. This particular grant seems to be better suited for this scope of project since the grant project maximum cost is $50, 000. Our grant project is $30, 000 requesting a $15,000 match with $15, 000 city contribution. Grants will continue to be submitted until we finally receive funding for this project. The bridge is necessary to link the trail and for ADA accessibility. • Mary Saai`io, D. e or of Parks, 'ecreation & Forestry RECOMMENDATION; APRIL 20, 1993 SAM: Ron Fagerstrom, Fire Chief, stopped in to see you today. He wanted to be put on the next work session agenda, May 3, to talk to the City Council about 1993 Star of the North Summer Games. (The dollar amount was $500 from Mounds View and $5, 000 from Blaine. Ron was giving amounts of how much each City donates. ) Ron called back later and asked if he could be put on the June 7, 1993 work session agenda because he would be out of town on May_ 3 . Michele