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Home My WebLink AboutAgenda Packets - 1991/07/01 >;,... NA%>`' >€€€ «<< '``> €€ > ><<«` ............................................... O 7:00 P.M. 1 . Tree Disease Program 2. Screening of Public Works Area from Highway 10 3. Spring Clean Up Costs/Future 4. Future Work Session Dates 5. Fire Alarm Ordinance 6. Long Term Financial Plan . Review of 1992 Revenue Estimate Budget Goals . Budget Work Session Dates 7. Remodeling of City Hall 8. Preliminary Strategies and Action Plans for 1992-1996 Goals (to be provided at meeting) 9. Continuing Role of City Commissions 10. Report on Street Program (to be provided at meeting) ADDITIONAL ITEMS: 1 . Update on Senior Center 2. Update on Fire Department Joint Training Tower WORK SESSION AGENDA PAGE TWO JULY 1 , 1991 3. Update on Everest Development Phase III, Building H 4. Dedication to Safety Ceremony, July 8, 9:00 a.m. 5. Update on Comprehensive Plan NEXT REGULAR COUNCIL MEETING: JULY 8, 1991 TO: Mayor & Council `l FROM: Don Brager, Finance Director - Treasurer DATE: July 1, 1991 SUBJECT: Budget Work Sessions I believe that Budget Work Sessions are needed to address budget issues on a timely basis. I am of the opinion that one Work Session per month is not adequate time to devote to budget issues. I, therefore, propose holding seperate Budget Work Sessions. In order not to add another meeting to already busy schedules of Councilmembers and Staff I propose that Budget Work Sessions be held before regularly scheduled Council meetings at 6: 00 p.m. The only topic to be discussed would be the budget. Publication of the dates of the sessions would enable the public to offer input into the budget process. I propose the following - dates: ' July 22 GO(,&.h e �-r�" + August 5 * v September 3 * September 16 October 7 * October 21 • November 4 * • November 18 December 2 * December 16 * Date of scheduled Work Session DB/hs MEMORANDUM TO: MAYOR AND CITY COUNCIL {{� FROM: PAUL HARRINGTON, PLANNER DATE: July 1, 1991 SUBJECT: COMPREHENSIVE PLAN UPDATE Attached please find copies of the narratives and maps for the planning districts being revised as part of the Comprehensive Plan Update. When reviewing the narratives and maps, please keep the following in mind: - These documents are preliminary in nature and are subject to change and\or modification. - The attached legend will be included on the maps on the final drafts . - The narratives and maps are part of the Development Framework Chapter of the Comprehensive Plan. The remaining Chapters of the Plan will be updated when the final 1990 census figures become available. Staff has been told by the Metropolitan Council that these figures will be available in mid- July. After the narratives and maps have been approved by the Planning Commission, they will be submitted to the Metropolitan Council for review and comment. Staff has been informed that this process can take anywhere from 30 - 60 days . Following the Metropolitan Crninciapproval of the documents,-a final draft will be submitted to the City Council for their approval. MOUNDS VIEW COMPREHENSIVE PLAN UPDATE OLD HIGHWAY 10 CORRIDOR PLAN Old Highway 10 Corridor runs the length of the city limits of Mounds View and 1000 feet either side of the center line of the highway. (Districts along the Corridor include: 1, 2, 5, 6, 8, and 12; refer to Figure XX. ) The highway serves the community as a major east-west arterial; because of the highway's diagonal arrangement, it also serves as the north-south arterial. The Corridor itself is characterized by a mixture of land uses and has typically lacked organization and identity. Significant vegetation exists along the corridor, intermixed with areas of vacant land and residential uses . However, close examination discloses the difficulty of visually determining where Mounds View begins and ends . Virtually all non-residential development and major vacant parcels of land are located within the Old Highway 10 Corridor. Thus, the opportunities for significant change are focused on. this area. The high level of accessibility has attracted a number of highway and commercial uses . Figure XXX depicts the zoning along the Corridor. As has been noted elsewhere in this document, much of the zoning conflicts with the Comprehensive Plan for this area, particularly in reference to residential housing. The residentially planned areas have commercial zoning overlays or existing commercial use incursions . Highway and commercial zoning districts depicted by the heavy vertical lines in Figure XXX dominate the Corridor, particularly on the north side of the highway. • A significant natural resource base of tree massing, wetland and open water exists within the Corridor. These provide a rein- forcement to the image Mounds View wishes to continue develop- ing. . .a City of Trees. There are several properties within the borders of the Corridor wherein use or setbacks do not conform to present standards . These particular_parcels pr=esent _ - - _ _ _ _ not all of which will reach resolution in the near future. They can only be noted, addressed and planned for future conformity with zoning standards . The diagonal nature of the highway makes it an attractive arteri- al but creates significant parceling difficulties and traffic conflicts with multi-legged or non-right angle intersections and odd-shaped parcels of land. Along with this zoning and develop- ment configuration is an extensive pattern of individual lot 0491-1 (No Revisions) access . These individual lot access points characterize the independent nature of the development within the Corridor as contrasted with coordinated development plans . A number of vacant parcels presently exist along the corridor, presenting opportunities for multi-unit residential and/or commercial development. Any development along Highway 10 should not preclude the extension of Knollwood south of Ardan Avenue. Regardless of the ultimate land use, parcels along the Corridor will have to be established with enough depth to provide for adequate building setbacks and to effectively manage site access . At past public meetings, the neighborhoods abutting the Corridor have advanced their desire to continue residential development. Care must be exercised in accomplishing this to assure that the existing residential property owners along the corridor are not being used as a buffer to protect the majority of residential uses beyond the immediate corridor impact area. The areas of low density residential abutting commercial uses are particularly susceptible to Corridor development and are identified in Figure XX. Old Highway 10 should be viewed and planned as Mounds View's "Main Street. " As such, development within the Corridor needs to be organized and managed to reflect a positive identity for the community and, to the extent possible, one which reinforces the desired image. A plan which seeks to establish the Corridor as a regional or sub-regional trade center or collection of regionally oriented land uses is not readily supportable. The pattern of competing regional centers (Northtown, Brookdale and Rosedale shopping centers) serves the city well. The availability of sites within the city, of significant size to provide for consolidated busi- ness within a possible regional center, is also limited. Com- petition, accessibility and site capability serve to reduce the potential and desirability of structuring a major regional center here. The treatment of the Corridor as a continuous commercial highway stip development is plausible and potentially achievable. However suce , - - . -- -. to highway retail and commercial uses contradicts the overriding objective of Old Highway 10 development. That objective seeks to establish an identity and organization to the Corridor which produces a "Main Street" . . .a community-oriented environment. The creation of an Old Highway 10 corridor and management frame- work recognizes the mutually reinforcing uses available in the area. The Corridor framework and concept of "Main Street" 0491-1 (No Revisions) further suggest the categorization of the area into several distinct sectors: East Gate, City Center and West Gate. East Gate, centered on the junction of Old Highway 10 and I-35W, would serve the regional traveler and emphasize highway commercial and hospitality uses . City Center would be the core of Old Highway 10 and reinforce the existing development, creating a strong sense of center and community orientation. Uses would continue to be a mixture of public uses at the govern- ment center, along with organized community retail uses in the two retail districts straddling the highway. The major government center and community park features reinforce the community nature of the district. West Gate, located at the north-western end of Old Highway 10, presents the greatest challenge inplanning as well as the greatest potential. The lack of a cohesive, functional plan for the redevelopment of this portion of the city must be overcome prior to any significant advancement. The complexity of land assembly and other changes necessitates significant local government involvement, especially concerning the question of financial incentives. Public treatment, regulation and individual parcel development must blend together with a strategy to achieve a series of guidelines for the development framework: 1. Old Highway 10 should function as the City's "Main Street" and project a positive, identifiable image for Mounds View. 2 . The existing City government offices, community parks and recreational areas should serve as the area- to be identified as City Center, the focal point of the community. This component of the City would also be a suitable location for additional office park facili- ties, should the market support such expansion. 3 . Major gateways (as noted earlier .. - -n rances to the community should be established as the East and West entrances to the City on Old Highway 10 . 4 . The Corridor should be classified into East Gate, West Gate and City Center with appropriate regulations and investments to reinforce the differing but coordi- nated sectors . 0491-1 (No Revisions) 5 . Landscape and lighting harmony should be achieved over a period of time with a coordinated program of public investments in the right-of-way and private investment on adjacent lands as development or redevelopment occurs . 6 . Landscape, signing and lighting guidelines should be established for the areas within and adjacent to the corridor. 7 . Access for individual lots to Old Highway 10 should be eliminated or consolidated over time to prevent a negative impact on the traffic capacity of the Corridor and to improve the arrangement of abutting uses . 8. Land parcels, whether residential, commercial or industrial, need to be of sufficient size to relate appropriately to Old Highway 10, traffic and circula- tion considerations, the building site and their relationship to abutting neighborhoods . 9 . A network of pathways linking all districts to City Center's retail, parks and other services needs to be facilitated through the creation of easements as opportunities present themselves . 10 . A landscape and set-back buffer for the Corridor should be created by regulation to protect differing adjacent uses . it may be possible to use this buffer as part of an overall pathway system. Specific land use designations and site layouts are ,the logical next steps, keeping the following points in mind: 1. The Corridor area is in need of improvement; current commercial uses are infringing on residential areas without adequate buffering. 2 . Lot depth along Old Highway 10 needs to be-in- creased to permit ef- ec ive site layout and on-site traffic management. 3 . Individual lot access along the highway needs to be either consolidated or phased out and new access prohibited. 4 . New development should be on a scale consistent with the neighborhoods, recognizing this may require financial assistance from government sources . 0491-1 (No Revisions) N. -17 s 4 413— M,JOAN 22� Y A I MI 1 -:14111114111111111°—mto 1 "LIFNil . -IgiP •, um11; [ill 0 Fa NEEM[i .� �. NILLVI DO ` Eilli \ _ 1. I 1 11111a 1 Spring Lak= ro F c I .. .----Th r _ wN[w000 v, I ,—.1,N:I r7/92 , x=loxS� 33L'432 VIEW PARK1110;,..� NI —DI<a160N � 9 } 0 3 a = a -, 1- —9R _-_i El 4 1 ) 11111111111111 A 5 to i 6i s S57: t RD RI8 _. 2 u � CSFAnvlcr An 3 ;dwhcx.�vt ... ,.. , 1 111' filly ' Y .bao�Y — 9 711:1;, - \II/_QL:1 R° 11- �. ril. : s iiir— r IL 0 IIOW:SWAY IANC ,I ..IN ,I, l � ..�� 3 MPSTANO DM L.E4temis „ . ...: :. : : . : PROPOSED LAND USE NATURAL FEATURES* LD Low Density Residential Flood Plain/Metro MD Medium Density Residential W - WAreaetlandDesignated MH Manufactured Housing HD High Density Residential •�• Steep Slopes NC Neighborhood Commercial HC Highway Commercial + + i N D Industrial +++++ Tree Massing PUD S School Open Water O Church P Paris/Public Facility LB * Approximate locations — subject to detailed review upon time of proposed development. NO SCALE 'l1ouHds DISTRICT NORTH Vew -R£PAR£D BY:-TJG DISTRICT 1 (NOTE: This district is part of the Old Highway 10 Corridor; additional planning considerations are contained in that sec- tion. ) District 1, also referred to as City Center, is the most diverse District in the City in terms of land use. The District straddles Old Highway 10 and encompasses the Civic Center, public library, both of the City's community parks and open space, major retail shopping and service businesses, a church, and a full range of housing options from low to high density residential, including a senior citizens apartment building. Silver View Park is the predominant land use comprising nearly 35 acres, of which 12 acres are lake. Natural features include wetlands and open water, Silver View Pond, and tree massing. A major tree massing is located along Old Highway 10 on an undeveloped parcel designated for limited business/medium density residential. These natural area provide significant habitat to wildlife. Old Highway 10 bisects the District on an angle from southeast to northwest. Major intersections of the highway and the county roads are controlled with signal lights . A ring road concept has been introduced to provide interior access to the public and commercial uses within the mixed-use PUD. Minor arterial roads and collector streets encircle the District. A limited number of pedestrian walkways have been developed within the District, which are not yet available in other areas of the City. A significant amount of undeveloped land remains on the south side of Old Highway 10 at the east and west boundaries of the District. New development will be constrained by controlled access to Old Highway 10, wetlands, and the mixed use character of the District. Rehabilitation of housing may be needed, particularly in some of the higher density residential areas . Redevelopment of commercial uses is not expected, aside from cosmetic or store-front enhancement. Old Highway 10 has fragmented the City into two community areas, north and south. The creation_ • _ _ _ - d continued emphasis on the Civic Center and park areas will serve to unify the City. Emphasis on the "City of Trees ' theme will be particularly evident in the City Center area. Future development should be planned to create and enhance the strong focal point of the community. The Civic Center, community parks and public library need to be linked across Old Highway 10 with signage and common landscape and lighting themes . Commercial development should be focused within the existing 0491-1 (No Revisions) Mounds View Square and Silver View Plaza shopping centers . The two centers provide opportunity for both limited and highway oriented retail sales and service businesses. The development of commercial uses in a highway-strip fashion may further fragment the community and is not consistent with community goals . New development in the District will be primarily limited business and/or medium density residential. Preservation of natural amenities not protected by wetland delineation should be incorporated into any new development, as well as provisions for dedication of land to a pedestrian/bicycle trail system. Access to Old Highway 10 should be limited and concentrated. Vehicular circulation should be developed according to a ring road concept to minimize conflicts between Old Highway 10 and local business/commercial and Civic Center users . Relative to general land use patterns, commercial and higher density residential development should be located in proximity to Old Highway 10, with a decrease in intensity of use occurring outward from the highway toward the lower density residential neighborhoods . Differing, abutting land uses should be buffered with open space and landscaping to minimize impact. • 0491-1 (No Revisions) - ZCI J y L m 0 �, y o f O y O O W J o MIX W LaJ o 0 U S 0m PINEWOOD L: i Cs- o Y \ CIR j y O Y Y Y Y CO R� ...+1........ �`''. B z N Ca W ,..y HC a DR NC �aG Y Y <cDn11 ,s 4...e' do Y J LD M HD ., DR. "� c j SILVER VIEW PARK GF N _ 4 a I y in � � riliki HC 2 z , r. i x . �I, 7p CITY HALL At n CIViC `� v� P.0 `• . ' �� BRONSON • ,� ; F ENTER NSON Y , �' AK �� -!= • �� • °�G HC MD Y Y 1`�� 1 o ex: _w Q SF Y • V W W W , .11,14, ` Q D7 y Y i i i J, __----'- i © 1y I, O W H4DGES I Y i 0 ♦ I 4P,,, / '_ YW HD -Y., - o - o r fa,,re. ilhill FA I IP Z 1 I---I I I rel II I I w DISTRICT 2 (NOTE: This district is part of the Old Highway 10 Corridor; additional planning considerations are contained in that sec- tion. ) District 2 forms the City's East Gate area and the existing development includes commercial uses, the majority of which is a PUD straddling Old Highway 10 . Some high density and low density residential uses exist on the south side of the highway. Natural features, which add to the attractiveness of an area while constraining development patterns, are rather limited in District 2 . An area of wetland surrounded by a large tree massing exists in the far south-west corner. Part of this area is a nature path which was constructed with access from Woodale Drive and County Road H. Several holding ponds have been constructed in connection with the PUD on the north side of the highway and several are proposed for the south side in the PUD. There is also a small wetland area near the south-east corner. The highway lies diagonally through the district and physi- cally divides it. The land uses and the industrial park, however, lend some degree of unification to the area. The heavily traveled hiahway h=__rings considorab tansienL— -- local traffic to and from Mounds View. Limited vacant land exists within this district in the form of industrial/commercial parcels . The greatest opportunity lies in the fact that this district is the East Gate of Mounds View, 0491-1 (No Revisions) planned as the city's hospitality and industrial center. Some commercial building has occurred as part of the PUD, but additional land is available for development. A small wetland exists in this area as well. Property on the west end of the PUD, abutting Old Highway 10 and County Road H2 is a candidate for redevelopment, possibly as part of the larger PUD. The low density residential property on the south side of the highway in this district could afford the opportunity for redevelopment. It is imperative that primary consideration be given to limiting the impact of any development on the adjacent district(s) . 0491-1 (No Revisions) L., � C W� HC > > � HC m I CNN a v� 0 a`2` 1 WOODALE cy cr cm, i. W DR W ,__ l U Z' ' z w � w w D = L. O C7 w DR QW. , C DPIUD iPW 'W tap ► 0 0W i . LD OS- siW W ; 0 .0 PR W Wfl0)GEWOOD yyQy4, R. HIGH 0 11 Q y tit ti 1 Or SCHOOL y W y 1 W Q 0 a� W W Q W t ' - FW 0 0 f/ WWW 1- 0�W la RICE CREEK CO RD - D �d „ � ' ,....•00 35W District 3 District 3 is one of Mounds View's smallest districts, both in acreage and population. The District boundaries are County Road H and Rice Creek on the north, Old Highway 8 on the east, and the City of New Brighton on the south and west. The predominant use of this district is a mobile home park comprising almost half of the area. The remainder of the area is developed industrial, mostly trucking companies and warehouse space. Between the mobile home park and the industrial area is a motel fronting Old Highway 8 . Access to the area is limited to Old Highway 8 . There is only one entrance (Windsor Way) to the mobile home park and one entrance to the industrial development. The most obvious natural feature of this area is Rice Creek which winds through a dense treed area designated wetlands in the undeveloped northern portion. In order to preserve the natural environmental qualities of the area adjacent to Rice Creek, Ramsey County has acquired this area under the County Open Space Plan. The southwestern portion of the district, behind the industrial development also contains designated wetlands and some steep sloping. The majority of open space is owned by Ramsey County. There is minimal room for expansion within the industrial area and the vacant lot near the motel. Redevelopment and realignment of Old Highway 8 will remain a high priority in future planning. Turn lanes into the industrial area and the mobile home park should be included in any redevelopment plan. The Rice Creek area of of District should be developed to include bicycle trails, walking paths and benches . This is the East Gate of the Old Highway 10 corridor and should be in the forefront of future planning to reinforce its role as focal point. However, the City should insure that any development which exists or is subsequently developed in this district does not have an adverse impact on Rice Creek. ;EWOOD HIGH V O ��i ;HOOL -P 0y O RICE CRS --- • • :D �� 35W + i Y M •iY# f # f.441..• f i # iv# • . T # it t i t # Y +�1 4 •+ it*iint•4+ v 4. +•+ 4 N+ a l /CHESHIRE I.�c�P \.."6 r4 z KINGSWAY LANE o a z H. l Z IV BUCKINGHAM LANE v //) 3P --I cS' H C ., ,. DICKENS LANE .20 c., Gt L E:xti:;:ig:::... ")10,1,0C,;.. a i •• MUSTANG DRIVE District 4 District 4, located in the extreme northeast corner of the City is bordered on the south and west by New Highway 10 and on the east by the City- of Blaine. This District includes approximately 100 acres of land, predominantly wetland, which includes Judicial Ditch No. 1 flowing through the area. The balance of the District is comprised of an industrial development and additional property zoned for industrial use. Along with New Highway 10, the transportation needs of the District are serviced by Interstate 35W and County Road J. The realignment of County Road J, as part of the New Highway 10 development, will not have any significant affect on the traffic patterns in the District. The wetlands area of the District have been designated by the City to be protected for recreational and conservancy purposes . Eventual development of the land is dependant upon the result of a study to determine the most appropriate use. CO 'D —.... 4110 IND/ o,�-�:• .5. PUD ='---": eet � ( IND 0 eigt..,:iii '\1 x' z _P'..-.11111-4o*-9-:," 0*-_- 0 c) a .Q'• O o PAR' O'/-'�- tilt, - . 0 Lu ARD „migilikin .1:4 cc N --41-41WF ---- 0 IP 0.0 P �.� ,� . • . . ,i-w Ir LAPORT �d ` • - DR District 5 (NOTE: This district is part of the Old Highway 10 Corridor; additional planning considerations are contained in that sec- tion. ) Except for one commercial parcel and a scattering of duplexes on Old Highway 10 and County Road J, District 5 is a single family residential neighborhood, with most lots being relatively large. There is a considerable mixture of older and newer homes in the District. The topography is relatively flat, which has contributed to some significant drainage problem. The District is served by Groveland Park located along the southcentral border of the District. There is one small wetland in the District. Access is to Old Highway 10, County Road J on the north, and to Long Lake Road on the east. Traffic is very heavy on Old Highway 10, heavy on County Road J, and heavier than expected on several of the north/south through streets . A 1990 traffic study conducted by Short-Elliott-Hendrickson, Inc. (SEH) indicated that for Spring Lake Road, Red Oak Drive, and Groveland Road more than half of the traffic on these streets have originations and destinations outside of Mounds View. Local streets in this District appear to be serving regional transportation needs . The Airport Access Road interchange on New Highway 10 may significantly increase traffic on the previously mentioned streets, according to the study. Due to the primary north/south runway orientation, the Anoka County/Blaine Airport (Janes Field) impacts this District most signficantly. Scattered vacant residential parcels exist throughout the district. The available parcels within the district are large - enough to meet all current building setbacks and allow proper site access . The availability of these parcels offers the opportunity for fill-in, low density, residential dwellings . Residents of the d1 - - - essed their concern-over transient traffic using the streets as a route to another destination. Any redevelopment should exercise caution in creating further opportunities for increased traffic through the district. A number of homes within the district are in need of rehabilitation. Efforts should be made to identify any state or federal funds that may be available for improvement of these dwellings . The City would need to act as a liaison to encourage redevelopment and to aid residents in obtaining the funding. The development within the district should continue to focus on low density residential. Expansion of the commercial district is not desirable or recommended. The development of County Road J and the turnback of the right- of-way to the City offers the opportunity to develop a buffer zone for the residences along County Road J. Traffic in the area needs to be monitored and caution exercised so that changes to correct the problem do not create additional problems . Comments from existing residents should be included in any decisions that may change the character and traffic patterns of the district. 0 C0 Rl.'. j ct 84TH ' AVE. NE W o n o > °C c a \ p v y�1- z -\-1 i\\\ 13ROVELAND LD \� w\.. w CT al Qo ww -, ce d J o = W o O A Li- r 3 o PAR 7-• z Z N l o Q/1 Y o W 3 y W a. r � Al i P III AVE_ _ via- T k. F a w z o 0 > L4P--�RLQPJPORT Dz oix 'il w H C O oQ�- O a r s SHERWOOD nu ce Q O District 6 (Note: District 6 lies within the Old Highway 10 Corridor Plan. Additional planning considerations are contained within that section. ) The predominant land use within District 6 is single family housing built on relatively large lots . Land use along the Old Highway 10 corridor is a mixture of single and multiple family residential, a day care facility and highway commercial. Also located in the District are two churches, one with an elementary school. There is a considerable mixture of old and new homes in the District. There are no officially designated wetlands in the District. The topography is relatively flat which has contributed to significant drainage problems . The District is served by Hillview Park located along the eastern border of the District. Access is to Old Highway 10, County Road I on the south, and to Long Lake Road on the east. Old Highway 10 and County Road I are the major traffic impacts on the District, with noise from Old Highway 10 being a major problem. As in District 5, District 6 suffers from higher than expected traffic on the North/South through streets. Long Lake Road and Hillview Road also carry a considerable volume of traffic. The Airport Access Road interchange at New Highway 10 may significantly increase traffic on several streets . Due to the primary north/south runway orientation, the Anoka County/Blaine Airport (Janes Field) impacts this District. The District offers limited opportunities for fill-in low density residential development. A number of homes within the district are in need of rehabilitation. Efforts should be made to identify any state or federal funds that may be available for - improvement of these dwellings . The City would need to act as a liaison to encourage redevelopment and to aid residents in obtaining the funding. The Old Highway 10 Corridor is a mixture of single family, medium density and high density residential as wel - • ' . . . . - y-development or redevelopment outside of the Old Highway 10 Corridor should be single residential-to maintain the primary character of the District. Any planning proposal in this area should not preclude the extension of Knollwood Drive, south of Ardan Avenue. Additional redevelopment opportunities on Old Highway 10 should be closely reviewed to minimize negative impact on the overall residential character of the District. I IA r\L)Mr I I r,,vL1 5 , I a. cn a a Z O O > LAPORT DF LAPORT Df� w oce w c., P� O MIXED U ', E o ,-,- RESIDEN AL w SHERWOOD W a a 0 • T 4 ci o L Drx a J d = ce U ce w Oa Y Ce ikil H C HILLVIEW i• C PARK RD = i a- HILLVIEW ROAD 0 o .41V4 o O N 0 Z w _z J z o a Q • �f V) O J u; Yi OAKWOOD[ • �-�F �' a L DR a 4 a z Q • • g 4 w Lake Y' 9� , r DISTRICT 7 District 7 consists entirely of residential neighborhoods bounded and accessed by County Road I to the south and Long Lake Road to the west. A mobile home park and single family homes exist along the Interstate 35W corridor. A greenway has been acquired in the northwest portion of the District to serve as a buffer between New Highway 10 and residential properties . This District was one of the first large residential developments in the City. Aging units and the negative effects of the mobile home park makes this area a prime candidate for rehabilitation and/or redevelopment. A number of homes within the district are in need of rehabilitation. Efforts should be made to identify any state or federal funds that may be available for improvement of these dwellings . The City would need to act as a liaison to encourage redevelopment and to aid residents in obtaining the funding. The District is served by Greenfield, Ardan and Oakwood Parks . Located within the District are several wetlands that serve an important role in the City's Storm Water Management System. These wetlands are protected from development by the City's Wetland Zoning Ordinance. New Highway 10 and County Road I are the major traffic impacts on the District, with noise from New Highway 10 being a major problem. Long Lake Road, Hillview Road, and Quincy Street also carry a considerable volume of traffic. Due to primary north/south runway orientation, the Anoka County/Blaine Airport (Janes Field) impacts the District. The mobile home park is a permitted use due the City's adoption of a mobile home park zone (R-5) , even though it exceeds current density standards making it a grandfathered condition. The City should take an active roll in working to lessen the impact of existing conditions within the mobile home park. 0491-1 (No Revisions) � �. A••, PAR $ \ PAlik AR D AVE 4.....-- q- a v .t a Al. I ,� v m 0 1 0 ..OVP 1 illjarld o- al0 w oW ROAD W W W alb - allinallEnrAal, a , Q Y v ... W �W w l SQUIRE LAN • ce z GREENFIE ci ti W w �'ti •• `w y. QUAK� m DR z W 4.Air Q a w Y W� o O. LD a v vi ~ P o LD D,' D [ \z La 1 0 z t V�\y V ~ N 1 a w ^I 32USTAD DAL 3 HILLVIEW =1 '�' CORNELL DRIVE PARKo L. .LYIEW RD z _____ . w I I .. .. .. �.•KWOOD DR P W a y Y y V L V 1 a . . y ,� F OAK`~'OOD u1 DR J i O + L �+ N O �/ �J `►' ,Q z a m p 4Ya .7 I DR V) CIR 1-=• > PI NEWOOp pR Z vo ~i ❑2 22 a CO RD I `1 5 1 i f .1 �i DISTRICT 8 District 8 is fully developed consisting primarily of single family residential neighborhoods . Residents are served by Lambert Park in the southwestern portion of the District. No undeveloped land remains within the District. Located on the eastern edge of the District adjacent to Inter- state 35W is a mobile home park which is a permitted use due to the City's adoption of a Mobile Home Zoning (R-5) district- even though it exceeds current density standards making it a "grandfathered" condition. The City should take an active roll in working to lessen the impact of existing conditions within the mobile home park. One of the City's first concentrations of duplex units is located in this District on Raymond Avenue directly adjacent to the mobile home park. These units have begun to deteriorate and are prime candidates for rehabilita- tion/redevelopment should funding sources be identified. Several non-conforming businesses are located in the northwest and southwest corners of the District. As the opportunity presents itself through transitions in ownership, these non- conforming uses should be eliminated. Pinewood Elementary School, the only public school in the City, is located in the northeast corner of the District. The school 's balifields are used and maintained by the City for various recreation programs . Additionally, the school 's playground is extensively used and serves a regional clien- tele. The two existing wetlands in the District are protected from development by the City's Wetland Zoning Ordinance. Topograp- hically, the District is relatively flat, however, steep sloping exists in the Northeast area of the District in the Pinewood School vicinity. 1 W > H N �_ O i? Q C ► . Dii-i ..ii GROBERG PINEWOOD ;:;: ST SCHOOL '3 rx o eq ro w z iiii.71- o W BELLE LN �' w Q in Q BRONSON DRIVE lin ' . LD i > Y Q , a Q o � + LAMBERT AVE _ -JI Q F- ,4,z) . N C LAMBERT r z _ �`' o Z p O 49 d PARK ? 0 o �' 0 - P I . o' J >- Q AM oct a CO RD H2 iniN LLI Q \\N\ w Q DISTRICT 9 (NOTE: This District is part of the Old Highway 10 Corridor; additional planning considerations are contained in that sec- tion. ) District 9 forms the south-western border of Mounds View and is defined by Silver Lake Road on the west, County Road H on the south and County Road H2 on the north. The District is essentially low-density residential with the exception of two commercial properties and Edgewood Middle School. The District is served by Woodcrest and Random Parks, and features slopes, tree massing and wetland areas including a protected wetland area on the west side of Long Lake Road. There is also a small artificially created body of open water. The majority of the housing stock is well maintained, although many do not meet current square footage requirements . There are also several homes requiring rehabilitation. Access to this area is via County Road H on the south and County Road H2 on the north. North-south arterial roads are Silver Lake Road to the west and Long Lake Road to the east. Traffic on Long Lake Road impacts the District significantly, especially near its intersection with Old Highway 10 . Both the north and south edge of this District experience considerable east-west traffic on County Roads H and H2 as they approach Old Highway 10 and 35W. Limited commercial opportunity exists within the District. Other than a few open lots allowing fill-in housing in various neighborhoods, there is also land on the south side of County Road H2 which is available for low density, single or multi- family housing. The low-density residential character of the District should be maintained. 0491-1 (No Revisions) RD ' 1 i a `` Q -\\\\NN 1. Fri LOUISA AVE o . v _ D Q a y W a o `v v j� Q Q a > y a co CONN /I o CLEARVIEW AVE w r CLEARVIEW AYE W • J CD Ci �D RIDGE11:::P LANE z \._..... .. ,I. : .41',. t W ' W P j W W E Z W �� a . . Li Q ��! "� a L Dr WOODALE DR WOODALE DR -' �. 0 DAL: Ii av DR Wo a QiK-s-aw rit z Z Q �` W o .7".:14110:. i'i'i S • OODCRES to 6 ,,,�� # EDGEWOOD WOODC REST IDR — a I�� ! JR_ HIGH o zo 00 0 �� 0. SCHOOL I- o ca c5 FE a w O W , �i:., District 10 • District 10 is entirely residential in character, single family homes on very large lots . A church on the north boundary and an apartment development on the east boundary are the only other land uses aside from low density residential. The location of these higher land uses reduces the intrusion of traffic into the interior of the District. Mature tree massing with dense undergrowth, slopes, wetlands and Spring Creek represents a significant share of the natural features to be found in Mounds View. The southwestern portion of the District contains a wetland area bounded by steep slopes, of which 1. 6 acres have been designated park land to remain in a natural state. The City has reserved limited easement along Spring Creek as part of a future community trail system. Future land use in the District is limited to residential, fill- in development. The character of the neighborhood, as well as wetlands and other natural features can be best preserved by single family residences on large lots. Some homes in the area are in need of rehabilitation. A district-wide clean up program is needed to reduce the hazards associated with dense under- growth. Heavily traveled county roads ring the District and therefore must be monitored and managed to control negative impacts the area. Future street easement along the border of Fridley, a southern continuation of Pleasant View Drive, is unlikely, as there is no benefit to property on the west at this time. (1) ► { — - i ‘.....1/4.) i\L.P. IF Ill ----- ill O • ,_._, a *711 i O O N )W W 1 • lir sW WOW 4.1 411 O O O ' , 0 Wfi% a J 00 = O 1 I o O z0 Y �P�E - DR 0pyo Iv 4. LLI 4 N AL o e�A�i� W W t 1 �4 LD D L ♦ 4 ,�W ��.•A•♦� ��A ��A� WW OODCREST c• W W40,�-W ; �;AW W W *. . a31i14. • W W © !IlkIjiti '' W .v W PARK.V 4 W 4 • �AA�►A�' W 41, O -t> 1 W W W W 4'�•� T ( INGVJEWV4 � LN > � A� W��CA�A,� - -0 .4� �� V Wt`� � 4 z J *AA �!� �� I o C- E1 4111 le 4n, it• RD H r District 11 District 11 is predominately comprised of single family homes built on very large lots. Two-family homes have been built along Silver Lake Road and along County Road H2 . The District contains a significant number of mature trees, as well as three small wetlands . These wetlands are privately owned and platted property, but are protected from development by the City Wetland Zoning Ordinance. The area adjacent to the southern shore of Spring Lake is a conservation, preservation, and recreation area. There is no park located within the District; the only public facility is a well house. The District is bordered on three sides by county roads; Silver Lake Road, County Road I, and County Road H2 . The fourth side is the border between the cities of Fridley and Mounds View. There are no non-conforming uses within the District, however, a former neighborhood convenience store is closed and boarded. The minor arterial roads, Silver Lake Road and County Road I, combined with the impact of the collector streets, County Road H- 2 and Spring Lake Road, subjects the residents of the District to a significant amount of traffic. Residents have noted at public meetings that County Road I and H2 are frequently used by large trucks as well. Except for the former neighborhood commercial site, development opportunity within the District is limited to fill-in, low density residential. Because only a few scattered parcels remain undeveloped, it does not appear that an open-space park facility can be created. The planning focus for this District is to preserve .the existing low density residential nature of the area and to protect the area from negative traffic impacts. Traffic counts should be monitored and traffic management techniques employed as needed. Provisions for safe pedestrian/bicycle access to park facilities in adjacent districts should be established. The former neighborhood commercial site should be redeveloped as residential, at a density that the site can Suppor _ negative—impact to the surrounding two-family homes . . CO ii)o ---cs W Q o J ci 0 0 .. > SILVER \ w — -+ > (n O W 0 Z 0 CD BRONSON DRIVE P ►E, IE BRONSON • .. W W W > W r PARKV W W W W 1.1-iU{1� 4, W 4, ` W W W W / HODGE W 4, W W 4, W Ct W 4, 4, 4, Q > 0 W W _Z E- 4. W W n 4- V) 1 CO i I [ I f District 12 (NOTE: This district is part of the Old Highway 10 corridor; additional planning considerations are contained in that section. ) District 12 abuts Old Highway 10 and forms the southern section of the City's West Gate entrance. Land use along the highway is multi-use commercial; the highest use is presently a gas station on the corner of the highway and Silver Lake Road. This district is primarily low density residential with isolated pockets of medium and high density uses . The District is serviced by Lakeside Park, on the north side of Spring Lake, which is jointly managed by the Lakeside Park Commission. Some tree massing appears in this area but most are contained on residential property. The predominant natural feature is a portion of Spring Lake, the only natural lake within the City's boundaries . Some commercial properties existing along Old Highway 10 are non- conforming due to setbacks and inadequate parking, which should be monitored in order to capitalizd on any opportunity to align them with City codes. A few sparsely located open lots exist for fill- in residential development but the vast majority of property in this district is already consumed. The present housing stock is generally in good repair. The Silver Lake area and water pipe easement along County Road I has the potential to assist in the City's plans to develop a system of pathways leading to City Center. Additional recreational opportunities exist along the south shore of Spring Lake, where it lies within Mounds View city limits . r 0• . 0 0 CC 2- C.)U CC Q C z �O Q a UW Y W MIXED kt i CL USE ,O HILLVIEW RD , RESID- ENTIAL F * J 0,if,1/44, 77 o ct 4t->.<1 ci9z L LOAKWOODOloolkihi v Y DR C 0 0 0 0 o J r Spring Lala - 0 cr Co a 196 Q w cn • REPORT ON MOUNDS VIEW STREET PROGRAM Introduction The street program in Mounds View is based on a pavement inventory rating. This rating is obtained from a visual inspection of all streets within the City. The concept of this program is to provide the appropriate maintenance strategy to the street sections that will benefit from each strategy. Many street segments have deteriorated to a level that requires reconstruction in the not to distant future. These streets need to be incorporated into a reconstruction program. The thrust of recent city councils has been to plan for the major reconstruction of County Road I, County Road J and Long Lake Road by Ramsey County. The City has a financial interest in these projects as the County requires matching funding on certain segments of the work on county roads. County Road I has been completed, County Road J will be completed this year and Long Lake Road is scheduled to be reconstructed in 1992 . It is now time to consider the local city streets and develop a program for reconstruction of these streets. Based on the street inventory, approximately 7.25 miles of street need to be reconstructed. While the cost of reconstruction can vary greatly, a preliminary estimate of $100 per lineal foot is considered a good conservative figure. The 7 . 25 miles represents nearly $4 million dollars of reconstruction . This figure is beyond the community's ability to finance over the next 10 years. There are alternatives to reconstruction that will be addressed later in the report. The balance of the local streets in the City need to be included in an annual preventive maintenance program to keep them in good condition . The preventive maintenance program consists of patching , crack sealing, chip seals, and thin asphalt overlays. These surface_ treatmentstrategies -can extend the life of good pavements from the normal 20 year life to well into 30 or 40 years. The City has been using chip seals for the last 2 years, and a thin overlay program was used in 1988 . Patching has been an on-going program for the last 3 years, also. This report is intended to present strategies for a cost effective program of improving streets in poor condition while maintaining other streets in good condition. 1 Rating System The rating system employed for MOunds View streets is a visual ranking of common defects associated with reducing the life of a street. These defects include rutting (depressions in the wheel tracks) , raveling (loss of surface aggregate or binder material) , flushing (excess asphalt bleeding to the surface) , corrugations (ripples across the direction of traffic) , patching, and various types of cracking. Each type of defect is ranked according to the severity and area affected. The rankings are then used to determine a 'score' for each segment of street. The segments are usually a city block in length. The inventory of scores is maintained in a computer database. The maintenance strategy appropriate for different segments is then established by a computer program that searches the database comparing various scores to the maintenance strategy under consideration. This is also the method for determining the street segments to be included for reconstruction. Preventive Maintenance During the last 3 years the city has had a preventive maintenance program for city streets. This program has included thin overlays (in 1988) and chip seals (in 1989 & 1990) . Patching is currently a year around program under city forces . The purpose of preventive maintenance is to improve certain types of pavement defects before they create problems requiring reconstruction. The pavement of a street can be compared to a roof of a house. As long as moisture is kept out of the pavement system, the structural integrity is maintained. When moisture permeates the system, the structural integrity is reduced significantly. Similar to a roof, the strength is decreased as the structural components deteriorate. The subsoil and base courses of a roadway can lose up to 75% of the structural capability when saturated-. Preventive maintenance such as chip seals, is an attempt to restore the impermeability of the pavement. This is accomplished by the asphalt layer sprayed onto the surface. The chip layer is intended to protetit th- _ . . . - wearing sur ace for traffic. The chips also improve stopping distance_ andimprovereflectivity of the pavement, both safety considerations. Thin overlays function much the same as chip seals. However, there is also an increase in the load carrying capability of the pavement system. Overlays are significantly more expensive than chip seals and therefore are used only where conditions warrant the additional expense. Patching and crack sealing are maintenance strategies that address isolated areas of the pavement. Patching is obviously the method of filling potholes and repairing pavement cuts . It is 2 also the method for repairing severe cracking distress called 'alligator' cracking. Sealing cracks in pavements is another method of keeping moisture out of the pavement system. This consists of applying an asphalt material, usually modified by adding some form of rubber, to the cracks after they are cleaned of sand and other materials. • Pavements deteriorate on a continually accelerating schedule. A pavement at 10 years is often 90% of the quality of a new pavement. At 15 years the quality is maybe 80%; and 50-60% at 20 • years . Left unchecked few pavements are functional after 25-30 years. Preventive maintenance is an attempt to alter the aging process of pavements. National research has shown that $1 .00 spent on preventive maintenance while a pavement still retains much of its original quality will restore the pavement system to a higher level and significantly slow the aging process. Quite often the research shows that the expenditure of $1 . 00 on preventive maintenance will save more that $5 . 00 on rehabilitation or reconstruction. Reconstruction/Rehabilitation Pavements that have deteriorated beyond a certain point can not • effectively be helped by preventive maintenance strategies. A chip seal may add a year or 2 of life, but long term improvement necessitates a more intense alternative . Reconstruction is required for pavements in very poor condition: Rehabilitation may be an alternative for marginal pavements. The computer program indicated that 7. 25 miles of streets were beyond preventive maintenance. The traditional answer would be reconstruction of these streets. In some cases this is required for utility work, storm sewer upgrades, or for correcting deep seated deficiencies. • In many cases an alternative is to rehabilitate the pavement. This may consist of a structural overlay of 3 or more inches of asphalt where grades allow or some method of pavement surface removal and new pavement construction. Ramsey County has been using a cold recycling process that grinds the existing pavement, - - reet incorpora • •' . ' . pavemen in e base course, and then pacing a new asphalt surface onthestreet. Another method occasionally utilized is a system of heating pavement surfaces until they are workable , scarifying the surface, and then adding additional asphalt material prior to compacting the surface. The appropriate strategy requires a detailed review of the conditions peculiar to each pavement . section. However, it a majority of cases one of the rehabilitation alternative is likely to be appropriate . By carefully choosing the appropriate alternative, it is estimated that the average cost of a • reconstruction/ rehabilitation program can be reduced to $25 to 3 da $35 per lineal foot. This would require $1 million dollars for a program of reconstruction and rehabilitation. The program can be stretched over a 10 year period or possibly even 15 years. The major concern is to establish a funding scheme and begin the establishment of a program. Funding There appear to be 4 basic funding mechanisms for a rehabilitation/reconstruction program. These are the traditional use of improvement districts , a city wide assessment, appropriations out of the general fund, or a utility approach. The traditional mechanism in use in many cities is to establish improvement districts to finance the reconstruction or rehabilitation of each street in the program. The major concern is that since a vote of those affected is necessary, the timing of repairs may not coincide with the most cost effective alternative. A pavement that could be rehabilitated may not receive approval until the pavement is in such a condition as to require complete reconstruction. Some cities have included a city-wide assessment for streets or alleys. The concept is that the overall program benefits all residents and, therefore, an assessment is established each year for the overall program in the city. • Appropriations from the general fund tend to fluctuate greatly from year to year. This is not necessarily detrimental , unless the fluctuation causes streets that could be rehabilitated to fall into the reconstruction category. The final approach being used in a few cities ' is a utility concept. While this is currently only used in a small handful of • cities, many cities are expressing interest in the concept. -The theory is that the streets should be paid for by the users. The concept determines the use each property receives from the street system and then charges the property in accordance with the benefit. The use is usually determined by the number of trips generated from each property and-the types of vehicles involve. in the •trips. Semi-trucks have a higher factor than cars. _A garbage truce would also have a higher factor than a delivery truck. It is also conceivable to develop a funding scheme which combines elements of the above options. Possibly a city wide assessment would handle up to the center 24 feet, and improvement districts would handle the outer parking lanes, if any, or other features requested by those residents. Summary 4 • The future direction of the street program needs to be planned in a careful and thoughtful manner. Preventive maintenance should be a corner stone of the program. Funding mechanisms are a necessary ingredient and need to be determined prior to establishing a program. Staff will need to do additional research and provide additional reports as a part of establishing a long term program. Standards of rehabilitation or reconstruction will be needed. A planned multi-year program will provide the least cost to the resident, but will be dependent on the funding levels available; if insufficient funds are available, the long term cost is likely to be higher. • 5 STREET RECONSTRUCTION PROGRAM ADAMS STREET FROM ERICKSON RD. TO GROBERG ST. ADAMS STREET FROM BRONSON DR. TO ERICKSON RD. ARDAN AVE. FROM SUNNYSIDE RD. TO EASTWOOD RD. BELLE LANE FROM BRONSON DR. TO QUINCY ST. BRONSON DRIVE FROM KNOLLWOOD DR. TO GROVELAND RD. BRONSON DRIVE FROM QUINCY ST. TO CLIFTON DR. BRONSON DRIVE FROM ADAMS ST. TO QUINCY ST. CLEARVIEW AVE. FROM SUNNYSIDE RD. TO GREENWOOD DR. CLIFTON DRIVE FROM CO.RD.H2 TO BRONSON DR. :' STWOOD ROAD FROM HILLVIEW RD. TO SHERWOOD DR. EASTWOOD ROAD FROM CO.RD.I TO HILLVIEW RD. EDGEWOOD DRIVE FROM SHERWOOD RD. TO LAPORT DR. ERICKSON ROAD FROM ADAMS ST. TO CO.RD.I FAIRCHILD AVE.. FROM ARDAN AVE. TO CO.RD.J GREENFIELD AVE. FROM WOODALE DR. TO O'CONNELL DR. GREENWOOD DRIVE FROM NORTHSIDE #7741 TO HILLVIEW RD. HILLVIEW ROAD FROM QUINCY ST. TO I-35W SERVICE DR. IRONDALE ROAD FROM WOODCREST DR. TO WOODALE DR. JACKSON DRIVE FROM PINEWOOD DR. TO TERRACE DR. JACKSON DRTVE FROM CO.RD. I Te - _ • eep e JACKSON—DRIVE - FROM SHERWOOD RD. TO LAPORT DR. KNOLLWOOD DRIVE FROM BRONSON DR. TO CO.RD.I KNOLLWOOD DRIVE FROM CO.RD.H TO WOODCREST DR. KNOLLWOOD DRIVE FROM CO.RD.H2 TO BRONSON DR. KNOLLWOOD DRIVE FROM CO.RD. I TO OAKWOOD DR. LOIS DRIVE FROM JACKSON DR. TO CUL—DE—SAC 1 STREET RECONSTRUCTION PROGRAM PINEWOOD COURT FROM CO.RD.H2 TO NORTH PINEWOOD DRIVE FROM JACKSON DR. TO ' QUINCY ST. PINEWOOD DRIVE FROM QUINCY ST. TO I-35W SERVICE DR. PLEASANT VIEW DRIVE FROM BRONSON DR. TO CO.RD.I PLEASANT VIEW DRIVE FROM T.H.10 TO PLEASANT VIEW CT. QUINCY STREET FROM CORNELL DR. TO SHERWOOD RD. RAINBOW LANE FROM WOODCREST DR. TO RIDGE LN. RED OAK DRIVE FROM LONGVIEW DR. TO CO.RD.H2 RIDGE LANE . FROM IRONDALE RD. TO EDGEWOOD DR. SHERWOOD ROAD FROM GREENFIELD PL. TO JACKSON DR. SHERWOOD ROAD FROM EDGEWOOD DR. TO GREENFIELD PL. ST.MICHAEL STREET FROM CO.RD. I TO OAKWOOD DR.- SUNNYSIDE ROAD FROM T.H.10 TO HILLVIEW RD. SUNNYSIDE ROAD FROM LOUISA AVE. TO CO.RD.H2 TERRACE DRIVE FROM QUINCY ST. TO I-35W SERVICE DR. WOODALE DRIVE FROM KNOLLWOOD DR. TO SILVER LK.RD. WOODCREST DRIVE FROM RED OAK DR. TO SUNNYSIDE RD. JJOODLAWN DRIVE FROM EDGEWOOD DR. TO CO.RD.I WOODLAWN DRIVE FROM SHERWOOD DR. TO LAPORT DR. TOTAL SQ. YDS. OF Reconstruction Needed 123 ,267 Total Miles 7. 26 2 1991 PREVENTIVE MAINTENANCE PROGRAM CLEARVIEW AVE. FROM IRONDALE RD. TO EDGEWOOD DR. GROVELAND COURT FROM GROVELAND RD. TO EAST GROVELAND COURT FROM CUL-DE-SAC HILLVIEW ROAD FROM GLORIA CIR. TO SPRING LK.RD. HODGES LANE FROM PARK VIEW TERR. TO PARK VIEW DR. JACKSON DRIVE FROM OAKWOOD DR. TO HILLVIEW RD. JACKSON DRIVE FROM HILLVIEW RD. EAST TO HILLVIEW RD. WEST JACKSON DRIVE FROM PINEWOOD DR. TO TERRACE DR. JACKSON DRIVE FROM CO.RD.I TO PINEWOOD DR. KNOLLWOOD DRIVE FROM BRONSON DR. TO CO.RD. I KNOLLWOOD DRIVE FROM CO.RD.I TO OAKWOOD DR. KNOLLWOOD DRIVE FROM ARDAN AVE. TO CO.RD.J LAKE COURT CIRCLE FROM LAKE CT.DR. TO NORTH LAKE COURT DRIVE FROM MOUNDS VIEW DR. TO MOUNDS VIEW DR. MOUNDS VIEW DRIVE FROM LAKE CT.DR. TO LONG LK.RD. MOUNDS VIEW DRIVE FROM CO.RD.I TO LAKE CT.DR. PARKVIEW DRIVE FROM SILVER LAKE RD. TO CO.RD.H2 PARK VIEW DRIVE FROM CUL-DE-SAC PARK VIEW TERRACE FROM PARK VIEW DR. TO PARK VIEW DR. PARK VIEW TERRACE FROM CUL-DE-SAC -PLEASANT VIEWS DRIVE FROM -BRONSON DR. TO CO.RD.I PLEASANT VIEW DRIVE FROM T.H.10 TO PLEASANT VIEW CT. PLEASANT VIEW DRIVE FROM PLEASANT VIEW CT. TO 84TH AVE. NE PLEASANT VIEW DRIVE FROM 84TH AVE. NE TO CUL-DE-SAC PLEASANT VIEW DRIVE FROM CO.RD.H TO WOODALE DR. QUINCY STREET FROM CO.RD.H2 TO WOODALE DR. 1 1991 PREVENTIVE MAINTENANCE PROGRAM QUINCY STREET FROM WOODALE DR. TO T.H. 10 RIDGE LANE FROM SUNNYSIDE RD. TO BRIGHTON LN. SILVER VIEW DR. FROM MOUNDS VIEW DR. TO T.H.10 SUNNYSIDE ROAD FROM WOODCREST DR. TO RIDGE LN. SUNNYSIDE ROAD FROM RIDGE LN. TO CLEARVIEW AVE. SUNNYSIDE ROAD FROM LOUISA AVE. TO CO.RD.H2 SUNNYSIDE ROAD FROM CLEARVIEW AVE. TO LOUISA AVE. WOODALE DRIVE FROM T. H. 10 TO QUINCY ST. WOODALE DRIVE FROM KNOLLWOOD DR. TO SILVER LK.RD. WOODALE DRIVE FROM PLEASANT VIEW DR. TO KNOLLWOOD DR. WOODALE DRIVE FROM QUINCY ST. TO PROGRAM AVE. WOODCREST DRIVE FROM RED OAK DR. TO SUNNYSIDE RD. WOODCREST DRIVE FROM RAINBOW LN. TO EASTWOOD RD. WOODCREST DRIVE FROM LONGVIEW DR. TO REDOAK DR. WOODCREST DRIVE FROM BRIGHTON LN. TO . RAINBOW LN. WOODCREST DRIVE FROM SILVER LK.RD. TO LONGVIEW DR. WOODCREST DRIVE FROM EASTWOOD RD. TO GREENWOOD IDR. WOODCREST DRIVE FROM SUNNYSID RD. TO BRIGHTON LN. TOTAL SQ. YDS. OF Reconstruction Needed 88 ,397 Total Length 23 ,941 2 LAINE N --65------••-------1---- i 17 Izi 500 i BLAINE . a Ld 1 DJ N 1 Mil Milli 1 . . .. _ z g 1 O n"1 1;-''• ' co ; . g -1111.110L —Ma_ m.o. rt.. 1 , E g g 1 g 0::•:•.•:::.... I •:•:•::::N2m... ................. _2. 'AMPI • : :::,:,::::,................. i I.... : i E :i 1 .:::•:::::::::::::::::::;:::::::::m. - IIIIK: .FRT.q.t:Kgf ' LihilliN , . 111.11111111h, .:I •:•:•:::::.:.:•:•:•:.:.:.:,'' v ' 4111rW Flil---i irpd_ I un —1 6 1 3.01,AFIV 1 . i HI ,.„:„....., ..,„:„.:..„„,,.„„„,,.. ........... ,.„ - , ,,,,i4p. .„: dLiratT 11#f ..::::' { g g Me -1 ' ,--/—1 Jr•ft. Aw g ( 0 i 5 P 11 ! 1 iiiMid "11111111 el. ce r 1 t.. 1 1 -sr illi (11 .,socal=.7 .... . 0 ma 1 4 ceiTp 0 ! . ri —111 .,.. ,t4,, .D.VOCe CD D I < ' • NEW BRIGHTON /6.L-72:2:44kal"A ` City of ( niblYWAY WI[ i . 1 ''111111111111111 411'. VL1 12/C 1}- Ramsey County, Minnesota • STREET MAP .SS 1 r% 2-8-90 REV. 2-14-90 • • • COUNCIL/STAFF 1991 TEAMBUILDING GOALS PRIORITY•RANK GOAL A Rehabilitate City Hall. A Create methods for upgrade and rehabilitation of existing buildings. • A Develop and plan towards turning Highway 10 into a City"Downtown Boulevard. A Develop a financial plan of self sufficiency in development of the •City. • B . Improve and expand infrastructure. B Build a community center. B Establish on going marketing program to create and promote a new identification for Mounds View. B Provide a multi-modal transportation system for Mounds View (total community). • C Develop a plan to include citizens in government and planning. C Establish closer/better co e: , R. - efforts with Planning Commission • for gradin Pb g Comprehensive Plan. C Participate in cooperative efforts ' with other governmental agencies, when appropriate, to ensure quality and efficiency of service delivery. GOAL: REHABILITATION OF CITY HALL The City will make a commitment to the rehabilitation of the City Hall facility with the purpose of creating a safe and attractive working environment for staff, a multi-purpose facility for the community - one which provides a positive statement for the community. STRA1'bGY: Utilizing the 1990 Space Needs Analysis of City Hall, contract for architectural and financial service providers to develop space design and cost projections for the remodeling and possible expansion of City Hall. REVENUE/RESOURCE POLICY PROPOSAL: . 1991 - Budget Transfers . 1992 - Increased Budget Appropriations ACTION PLAN: 1991 - Update the facility and equipment study - Provide funding alternatives to City Council for structure rehabilitation/remodeling and equipment purchases - Determine what components of the analysis may require an outside consultant. - Develop project timeline and required implementation plan for Council approval - Hire required outside consultants for preliminary work as as approved by the Council -2- ACTION PLAN: 1992 - Determine final space allocation and develop preliminary design and specification - Finalize cost projects and identify funding mechanisms - Prepare Budget - Develop public relations strategy - Appoint Task Force to determine appropriate plans for implementation - Hold public informational meetings to inform community about proposal STAFF RESPONSIBLE FOR AC HONS: Primary: City Administrator in Conjunction with Other Department Directors Approving Authority: City Administrator/City Council • Consultation: Springsted Architectural/Design Firms GOAL: CREATE METHODS FOR UPGRADE AND REHABILITATION OF EXISTING HOUSING STOCK The City of Mounds View is a mature suburban community with single family housing dominating existing land-use pattern. The majority of this housing stock is pre-1960 and in need of rehabilitation. STRATEGY: Analysis of the housing stock within the City will be completed to determine those areas to be targeted as part of the redevelopment/rehabilitation process. All appropriate governmental agencies will be contacted and this assistance will be solicited when relevant to our needs. REVENUE/RESOURCE PROPOSAL: • Contact neighboring communities for a possible exchange of program information. • Ramsey County CDBG. • Metropolitan Council Data Center. ACTION PLAN: 1991 - Prepare a comprehensive housing stock conditions study for both single-family and multi-family housing by April, 1991. Review Ramsey County Community Development Block (CDBG) statistics regarding housing as shown in their housing assistance - plan by April, 1992. Review 1990 census date on housing and social conditions within Mounds View -- ongoing. 1992 Begin implementation of housing redevelopment/rehabilitation program by July, 1992. STAFF RESPONSIBILIT)F S FOR ACTIONS: Primary - City Administrator/Planner with the research help of interns. Approving Authority - City Administrator. GOAL: • Creation of Highway 10 as a"community oriented" downtown boulevard which is conducive to pedestrian travel and representative of a community "downtown" focus. STRATEGY: The ability to create Highway 10 as a downtown boulevard is greatly influenced by the construction plans for the 610 highway. To this end, the implementation strategy for this goal incorporates the need to be involved in the planning and implementation of the 610 highway as well as working closely with state agencies and local business to determine needs and appropriate courses of action. REVENUE/RESOURCE POLICY PROPOSALS: 1991 • Special budget allocation for intergovernment action. 1992 • • . Pursue Community Development Block Grant funding mechanism ' . Budget allocations for impact study • AC;11ON PLAN: 1991 Membership in North Metro Mayors Association Active involvement by Staff/Council representing Cross-Town Council— . Collect data/information on similar "downtown boulevard" projects in other states ACTION PLAN: 1992 Work with Mn/Dot and Ramsey County regarding highway turnback project and funding Continue monitoring and participating in 610 project • - Together with the Marketing Advisory Commission and Planning Commission as well as Focus or Task Force groups, establish area priorities/design themes - Develop a "Streetscape" plan for transforming Highway 10 into a community oriented/pedestrian sensitive avenue or boulevard - a streetscape plan which ties various aspects of the community together. - Develop a phased plan of implementation of improvements with financing mechanisms incorporating both private and public funding sources. STAFF RESPONSIBLE FOR ACTIONS: Primary: City Administrator in Conjunction with Other Department Directors Approving Authority: City Administrator/City Council Consultation: Other Departments, Marketing Commission, Outside Agencies, Local Businesses and Professional Consultants - GOAL: DEVELOP A PLAN OF FINANCIAL SELF SUFFICIENCY IN THE DEVELOPMENT OF THE CITY The City will investigate and consider all revenue sources and financing methods available to ensure the continued provision of governmental services to it' s residents and to adequately maintain the City's infrastructure. Financing strategies will be developed to enable the goals envisioned at the Council/Staff Teambuilding Session a reality. Strategy: During the 1992 budget process analyze recent legislative changes in local government aids and property taxation and their impacts upon City finances. As action plans are formulated for various City goals work with the Council, Clerk-Administrator, and Department Heads, as needed, to develop financing methods to assist in the implementation of those goals. 1991 MANAGEMENT ACTION PLAN Action Steps: * Develop estimates of impact of reductions in Local Government Aid upon the City * Analyze changes in levy limitation law and its impact upon the City * Study changes in property tax class rates and their effect on residential and commercial property taxpayers * Assist in development of a balanced budget for 1992 which maintains City services at present levels Staff responsibilities: Primary: Finance Director in cooperation with Clerk-Administrator and Department Heads Approving Authority: Clerk-Administrator/City Council MANAGEMENT PLAN 1992 Action Steps: * Analyze impacts of property tax class rate changes upon the City's tax increment financing districts and the ability of the districts to generate sufficient tax increments to meet debt service requirements * Develop a method for estimating future local government aids the City will receive now that those aids are tied directly to sales tax collections * Consider various user fees to help finance various City services Staff responsibilities: Primary: Finance Director in cooperation with Clerk-Administrator and Department Heads Approving Authority: Clerk-Administrator/City Council Consultation: Springsted DB/hs C: \LP10\FILES\ACTION GOAL: IMPROVE AND EXPAND INFRASTRUCTURE The City of MOunds View will commit itself to a program of improving the existing infrastructure of the City and expand the infrastructure in areas necessary or beneficial to the citizens. Strategy: To use the annual updating of the Capital Improvements Program as a tool to introduce and implement necessary improvements in the various components of the City's infrastructure. Revenue/Resource Policy Proposal 1992. and Future - Determine funding alternatives and elect a strategy for long term programs. 1991 MANAGEMENT ACTION PLAN Action Steps: * Conduct a thorough water system evaluation to determine the areas needing improved service or areas to improve efficiency of existing service. * Complete the improvements currently budgeted as part of the water bond program. * Prepare a system analysis of the Sanitary Sewer system to determine appropriate strategies for improving existing mains and a program of upgrading facilities. * Develop a long term street program and funding strategy to provide a cost effective program of street improvements. * Implement the surface water management plan through adoption of funding mechanisms and approval of capital outlays. 1992 MANAGEMENT ACTION PLAN Action Steps: * Prepare a 5 year capital improvements plan based on the water system evaluation. * Complete all projects authorized under the currently approved bond program. * Develop 5 year program for sewer system rehabilitation based on system evaluation study. * Begin street reconstruction/rehabilitation program in concert with funding availability. * Implement regional surface water projects as funds available allow. Staff Responsibilities : Primary: City Engineer/Director of Public Works. Approving Authority: City Administrator/City Council Consultation: Consulting Engineering Firms GOAL: DEVELOP A REGIONAL SENIOR CITIZFN'S CENTER The City will make a commitment to participate in the joint city development of a senior citizen's center with the purpose of providing a multitude of services to senior citizens through the collaborative efforts of the four neighboring cities including Mounds View, Spring Lake Park, New Brighton and Fridley. STRAIEGY: A report will be presented to the four city councils during a joint meeting to be held at Bunker Hills Activity Center on Wednesday, July 10, 1991 at 7:30 p.m., presenting the different research areas. It is intended that at this meeting a twenty-one member senior center task force would be appointed (based on proportionate representation) to prepare a formal plan of action for the development of a Senior Citizen Center. REVENUE/RESOURCE PROPOSAL: • Establish a taxing authority through Special District legislation. • Levy taxes based on a proportionate formula. • Establish an endowment fund. • Pursue CDBG project grant funding. • User fees including dues and program fees and facility rentals. AL LION PLAN: 1991 - Review the preliminary proposal by the four City Councils by September 1. - Review the preliminary proposal by senior citizens by December 1. - The four City Councils provide joint authorization to proceed by December 31. - Meeting with State legislative delegation by November 1. 1992 - Preparation of special district legislation by January 1. - Completion of interim financial arrangements among four cities by May 1. - Land Acquisition: Complete by July 1. - Construction Phase: August, 1992 - August 1993. 1993 - Staffing of new center: Complete by October 1. - Regional Senior Center begins operation by November 1, 1993. STAFF RESPONSIBLE FOR AC;IIONS: Primary - City Administrator in conjunction with other department staff in issues appropriate to the concerns of the senior center project. Approving Authority - City Administrator / City Council GOAL: To develop an on-going marketing program which utilizes community talents and a redevelopment focus to create and promote an improved image and identification for the City of Mounds View. STRATEGY: Creation of an Economic Development or Housing and Redevelopment Authority and additional advisory commissions to utilize the talents of community leaders, organizations and businesses to focus on promotional campaigns to enhance the City's tax base, aesthetic environment and image in the Metropolitan area. REVENUE/RESOURCE POLICY PROPOSALS: 1991 . Current budget year alloctions with minor fund transfers 1992 . Additional Budget Allocations Special Funding Mechanisms ACTION PLAN: 1991 Establish a community focus group composed of residents and representatives of local churches, businesses, schools, and non-profit organizations to identify community business, social and cultural needs as well as define/refine the City's Mission. - - Develop a plan to establish an Economic Development or Housing Rehabilitation Authority to maximize community talents in economic and redevelopment fields while retaining City Council oversight. Develop a Marketing Advisory Commission and marketing program designed to enhance the tax base and image of the community. Utilizing the input of the Focus Group and the Marketing Advisory Commission, Council and Staff, develop the Mounds View Master Plan 2000 Goals and Objectives -2- ACTION PLAN: 1992 Hire a management assistant (F-T, budgeted position) to assist the City Administrator in implementing marketing program activities. Establish an Economic Development Commission or Housing Rehabilitation Authority Draft and secure City Council approval of coordination of plan of Economic Development Commission or Housing Rehabilitation Authority and planning activities Draft and gain City Council approval for City Marketing Plan Provide for increased expenditures for publications, brochures and promotional materials Establish redevelopment target areas and invite proposals STAFF RESPONSIBLE FOR AC11ONS: Primary: City Administrator in Conjunction with Other Department Directors Approving Authority: City Administrator/City Council Consultation: Other Departments, Marketing Commission, Outside Agencies, Local Businesses and Professional Consultants PROVIDE A MULTI-MODAL TRANSPORTATION SYSTEM FOR MOUNDS VIEW (TOTAL COMMUNITY) STRATEGY Gather information tying into neighboring communities and facilities. For example, the light rail stations and adjacent systems. Also, through an ambitious advocacy group, network with other municipalities in the development of a overall system of multi-modal transportation. REVENUE RESOURCE - Budget appropriations - Grant funds MANAGEMENT OBJECTIVES 1991 - Gather information Form an advocacy group 1992 and beyond - Review existing trail plans Determine points of interest Determine connecting routes Develop implementation plans Construct routes RESPONSIBILITIES OF STAFF The gathering of information would be conducted by the Clerk Administrator and Department Directors. The appointment of a advocacy group would be the responsibility of the City Council. The advocacy group would be facilitated by City Staff depending upon the expertise and information available regarding the _ special interest and issues. The advocacy group would be a vital link to the community for the cooperative efforts necessary for the development of a multi-modal transportation system. GOAL : PARTICIPATE IN COOPERATIVE EFFORTS The City of Mounds View will make a commitment to participate with other government agencies in exploring and/or implementing cooperative efforts and the sharing of services . STRATEGY: City Councils , City Managers/Administrators, and Department Heads of surrounding governmental agencies will continue to meet individually and collectively to determine the feasibility of sharing governmental services . Cost effectiveness and levels of services will be the focal point of discussion when considering consolidation. REVENUE/RESOURCE PROPOSAL : 1991 - NONE 1992 - POSSIBLE INCREASES IN BUDGET ACTION PLAN: 1991 - Identify cooperative efforts that can be implemented immediately. - Continue discussions with the western Ramsey County cities coalition. Refine existing cooperative efforts to •insure cost effectiveness and efficiency. - - Identify cooperative effort that we can and can not do, both immediately and in the future. 1992 - Monitor finding of legislative cooperative effort commission. Continue to discuss feasibility of cooperative efforts with other governmental agencies in all areas of municipal services. STAFF RESPONSIBILITIES: Primary - City Administrator and Department Heads Approving Authority - City Council • 6/24/91 FIRST DRAFT 1991 LONG TERM FINANCIAL PLAT' The 1991 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 Depai talent, the standard of services described, and the impact of • such service on the annual operating budget." Included in the 1991 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 depai tauent 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 depai tluent will have on the City's annual budget. A. Administration - The administration portion of the Public Service Program encompasses a wide variety of activities which will be addressed individually. These individual areas of activity are City Councilc> Advisory Commissions, Elections, City Hall, Legal`, Fire, and Clerk-Administrator's office. 1) City Council - The City Council is comprised of five elected officials, the Mayor and four Councilmembers, serving non- consecutive terms who, as a body, are responsible for the administration of the City. Basically, the objectives of the City Council are identical to those of the City's Departments, as the Council sets thegoals 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 Administration section of this report, will not be changed and any increased impact on the City's budget will only result from inflationary factors, compensation increases, or increases in fees, dues, or other expenses contained within the City Council budget. 2) Advisory Commissions - The City's active advisory commissions include Planning, Civil Service,Environmental Quality Task Force, Charter Commission and Parks and Recreation. The Commissions serve as advisory bodies to the City Council and, when functioning jointly with other political subdivisions, operate as an administrative body responsible to the City Council. An example of this is the North Suburban Cable Communications Commission, a consortium—of-10 north suburban Ramsey County municipalities established to coordinate the franchising and oversee the operation of Cable TV service in the 10 municipalities of which the City is a member. It has been several years since the City Charter has been reviewed and updated according to current needs, future trends and community directives. At the 1991 Council/Staff Goalsetting session, the City Council and staff identified the need to review the City Charter with the purpose of 2 Goalsetting session, 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 coirimunity. As a result of Goalsetting analysis, the Council will direct the Charter Commission to undertake 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 in early 1992. It is not anticipated that the activities of the City's Commissions will significantly impact upon the annual budget. Any budgetary increases are expected to result from increases in general operating expense. 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 regulations 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 pi omulgatecl rules w c will guide the City in conducting this election. 4) City Hall - The City Hall Division of the Administration Department provides for the maintenance and operation of the City Hall building and office equipment, personnel services, costs of the receptionist, office supplies, postage and liability and automobile insurance premiums. 3 In 1990, a City Hall Space Needs Study was conducted to evaluate the current City Hall facilities. As a result of the study and the increasing demands for work and storage space within City Hall, the Council, at the 199,t.-Goalsetting session, established the remodeling of City fall as one of the top priorities for the next five years. Plans for remodeling of City Hall will continue to be formulated during the remainder of 1991. Final space, design, cost and financing determinations will be implemented in 1992/93 subsequent to Council directives. Other important plans for the City Hall Division in the years 1992-1996 include: * Implementation of a computer network system which will enhance service and information delivery in the City. Because many of the components of the network system have been donated, the cost of implementation is substantially reduced. Purchase of additional computer hardware will be necessary in 1992 to initiate the system. Anticipated purchases included a dedicated file server P.C., uninterruptable power supply and network driven software. All related acquisitions will be listed in the Capital Improvement Plan. • 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 M t in edge-of-teehnologyMaintaining-the-Citys 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. * Updating of the necessary office equipment to improve the quality of documents and internal and external communications. 4 1992 - Kroy Lettering Machine Laser Jet Printers 1993 - Replacement of FAX Machine 1994 - P.C. Updates ` 1995 - Copier * Installation of a new or upgraded telecommunications system. The current telephone system is inadequate to meet the current and anticipated future communication needs of the City. A determination will be made in 1991 for a new or an updated system which will be slated for installation in 1992. * Implementation of a Records Retention Program and Central File System in order to better facilitate the information and service needs of the Council, staff and community, it is imperative to improve and maintain a records retention program together with a Central File System. This kind of system will provide the mechanism to safely and accurately catalogue, store and retrieve information in a timely manner. Expenditures in the ensuing years will include necessary file storage units and on-going records retention training for staff. The initial expenditures are slated for 1992 as the system is first implemented. It is anticipated that the start-up costs for 199-2-will-be approximately$3;000. * Implementation of a Compensation Plan which provides for staff compensation based on historical compensation patterns, professionalism and performance standards. * On-going maintenance of the City's Pay Equity Plan. State statutes require an on-going system of maintaining a municipalities pay equity system. In 5 , 1991, the Department of Employee Relations received rulemaking authority from the State Legislature. The rules require a maintenance program whereby every job is evaluated once every three years. Consequently, 1/3 of the positions in the City will be reevaluated in 1992, 1/3 in 1993 and the final third in 1994. It is anticipated that the current Comparable Worth Evaluation System will be updated or a new system implemented in 1992, prior to position reevaluations. 5) Legal - Legal services are provided by contract. Recent change in state law have placed additional burdens on the City in the area of prosecution of misdemeanor cases. Uncertainty as to the responsibility for prosecution of these offenses, the City of the County, has made it difficult to accurately determine budgetary expenditures. The service level and associated costs for both prosecution and civil services will be explored in 1992 to determine the best course of action for future legal expenditures. It is necessary to point out that changes in legislation often have an impact on the degree to which the City utilizes the services of its legal representative. Also, unforseen events often make it difficult to accurately determine the costs for this service. 6) Fire - Fire protection is also obtained through contracting with a private service provider. The 1990 Fire Bond Referendum provided for an additional agreement to the J •- rs—A ent with the cities of Blaine and Spring Lake Park in which, Mounds View will assume its share of joint ownership of all the property, buildings and equipment of the Blaine/Spring Lake Park/Mounds View Fire Depai lucent which had earlier been acquired through the financial resources of the three cities. The effect of the 1990 Referendum will be additional costs to the City in the next several years as funds will be 6 necessary for debt services. These costs will be reflected in the Finance section of this Plan. 7) Planning - The position of City Planner wds created in 1987. During 1991 the position has been responsible for the establishment of an improved planning program including, but not limited to, increase code enforcement activities, updating the City's Comprehensive Plan and administration of the Solid Waste Recycling Program. The creation of a Planning Intern position in 1991 will provide the time and additional staff required to conduct an initial housing inventory. Housing is also a major consideration for City efforts in the next five years. A decline in the quality and visual appearance of a City's housing stock is perhaps one of the leading indicators of a City in trouble. If we want to establish Mounds View as "quite simply the Best city in the northern suburbs" we must be prepared to take any and all steps which may be needed to maintain or improve the quality of our neighborhoods. Plans for 1992 and beyond include: • Comprehensive Housing Inventory and Analysis including project implementation steps for a housing rehabilitation program and identification of funding options. Conceptual analysis of the council/staff goal of making Highway 10 a community-oriented corridor. Continued attention to local resident planning needs. Participate in development and redevelopment plans 7 Impact analysis of activities of surrounding communities (i.e., Ramsey County's proposal for an 18 hole tournament golf course). 8) Clerk-Administrator's Office - The position of Clerk- Administrator is established by Section 6.01 of the Home Rule Charter with Section 6.03 outlining the duties of the Clerk-Administrator. Basically, the duties of the Clerk-Administrator's Office can be summarized as follows: a. All of the duties and responsibilities of a City Clerk in a statutory city including the conduct of elections, maintenance of all municipal records and accounts, and issuance of all licenses and permits, except for building permits and contractor's licenses. b. Assist the City Council in the administration of City affairs including the supervision of its employees, programs and activities, and labor contracts. c. Prepare and submit to the City Council reports relating to municipal projects and/or improvements, periodic financial reports, annual operating budget, long-term financial plan, capital improvement plan and annual financial statements. d. Develop and maintain good public relations with the general public through the preparation and dissemination of news releases and other information, an annual report on the financial condition of the City and other efforts. 8 e. Coordination of the City's activities with outside agencies and consultants. f. Coordination of the City's economic �s development and redevelopment activities. The 1991 appointment of a new Administrator affords an opportunity to establish a "new perspective" in City operations. Characteristic of the new perspective is the commitment to improved communication, services and attention to the trends which will shape the City as it moves into the next century. In May of 2992, the Council and staff attended a one and one-half day Goalsetting/Teambuilding Session. The purpose of this session was two fold: (1) to establish a foundation of teamwork from which the two entities could learn to interact in the best interests of the entire community and, (2) to establish the collective vision for Mounds View for the future. The vision was translated into the goals for the future listed below. Rehabilitate City Hall • Create methods for upgrade and rehabilitation of existing buildings Develop and plan towards turning Highway 10 into a City-Downtown—Bou evard Develop a financial plan of self sufficiency in development of the City. Improve and expand infrastructure. Build a community center. 9 Establish an on-going marketing program to create and promote a new identification for Mounds View. Provide a multi-modal transportation systen 4'or Mounds View (total community). • Develop a plan to include citizens in government and planning. • Establish closer/better cooperative efforts with Planning Commission for upgrading Comprehensive Plan. Participate in cooperative efforts with other governmental agencies, when appropriate, to ensure quality and efficiency of service delivery. The primary focus of the Clerk-Administrator's Office for the next five years and beyond will be to assist the Council in the realisation and implementation of these goals. Equally important and directly related to goal implementation is the continuing commitment, both intellectually and financially, to the annual goalsetting/teambuilding process. Because the process in on-going and instrumental in assisting the Council and staff to focus on long range and strategic planning, the costs will be incorporated into the annual budget. Future objectives for the Administrator's Office include: 1992: Establishment of a full-time Management Assistant. A full- time Management Intern position was authorized in 1991 to assist the Administrator in areas such as special research projects, Personnel Administration, public relations/marketing, and alleviation of some day-to-day administrative details. Establishing this position is instrumental in providing the Administrator the time to implement long-range plans, 10 focus on economic development and redevelopment activities, as well as address the ever-increasing demands placed on the City the state legislature. Development of the Mounds View Master Plan 2000. . Continued involvement in the cooperative efforts of the cities of Ramsey County. Creation of a Housing and Redevelopment Authority to provide a mechanism for future redevelopment and response to increasing housing maintenance and occupancy needs in the City. Coordinate the administrative, financial and legislative requirements associated with the proposed Quad-City Senior Center. . • Oversee the City Hall remodeling project. Monitor the progress of the Highway 610 project. It is anticipated that the next five years will see significant movement towards the completion of this highway system. Initiate a marketing plan for City. Estimated 1992 expenditure is approximately $2,000. Continued concentration on establishing a greater degree of financial independence. T-e five-years-wiil-see continued emphasis on cooperative efforts and joint ventures with other cities and government entities which will require creative methods to decrease service and operational costs to cities. Development and redevelopment issues in the coming years will be directly affected by the trends in the real estate market. The availability of financing is also more limited now than ithas been in recent years. There are few sites remaining in the City which can be developed. The redevelopment sites generally require 11 work in areas of acquisition, relocation and site clearance. All of these factors are difficult by themselves, but in combination, they represent a dramatic concentration of time and money. Housing is also a major consideration for City effofts in the next five years. A decline in the quality and visual appearance of a City's housing stock is perhaps one of the leading indicators of a City in trouble. If we want to establish Mounds View as "quite simply the Best city in the northern suburbs" we must be prepared to take any and all steps which may be needed to maintain or improve the quality of our neighborhoods. 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 Financial Plan. b. Direct and coordinate preparation of the annual budget with close involvement and input from the Depai talent 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. 12 4. Invest temporarily idle City funds to maximize return on available resources. 5. Manage the City's insurance programs and,eyaluate and recommend modifications to ensure maximu h 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 reprioritization 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. 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 and 1990 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 develop 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 13 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. ; s One of the goals of the Department thepast few years las been to maintain/or improve the City's bond rating, that goal has been accomplished. In April of 1991 the City received a rating of A from Moodys Investors Service for a Water Revenue issue. The City's financial advisors stated that this was the best rating that could be obtained by a 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 Depai talent 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 will enable 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 report for the years ended December 31, 1988 and 1989 were submitted to the GFOA and the City was awarded a Certificate of Achievement for Excellence in Financial Reporting. During 1990 1,689 Certificates were awarded to governmental units throughout the United States. Of these, 70 were awarded to governmental units in Minnesota. The Certificate is valid for one year only. Staff has submitted the 1990 Comprehensive Annual Financial Report to GFOA for consideration for a Certificate in 1991. 14 Tnstallation of a new computer system in March 1989 has improved efficiency in the production of payrolls, accounts payable, financial statements, and utility billing. One of the goals of the Department is to purchase a report generator software package. A report generator package will allow creation of customized financial reports. A need exists for this type of software to create reports to be used in the conduct of the annual audit and in the preparation of annual financial reports. The average life of a computer system is three to five ears. Therefore, staff proposes the purchase of a new computer system in 1994 The estimated cost is $65,000. 15 Finance Department Organizational Chart Goes Here f's • f • 16 C. Police/Emergency Services - The objective ofsthe Police Department is to provide basic Police Service, preseive 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. Basic services provided by the Police Depal t,uent 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 Depai tuient 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. 17 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. e. Traffic Control To facilitate the safe and expeditious movement of vehicular and pedestrian traffic, the Depai talent 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 Depai tment 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. 18 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 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 eight Patrolmen. 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 Sheriffs Department, the Bureau of Criminal Apprehension and other agencies. 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. To help supplement the manpower shortage, the Depai talent created a Reserve Unit in 1986. The Reserve Unit presently consists of seven members who regularly patrol with sworn officers. Reserve Officers will also be available in the event of disasters or civic events. • 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. o cers per ,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 to implement 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 19 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 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 it would be prohibitive. Police Departments in Ramsey County are and will continue to discuss and study the possibilities of consolidation of services. Communications, crime lab and training are the topics initially being discussed. There is a good possibility that Ramsey County will update its dispatching capabilities with computer aided dispatching and changing radio frequencies to a different band. If this occurs, new radios would have to be purchased and additional costs will be required. With an increase in population and a co G : . .: district rapidly growing, police activity is incr Cutbacks in police service oe . be - • -d if rev- s - -4. . onstant ervices 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. • 20 POLICE ORGANIZATIONAL CHART BELONGS HERE ,. • 21 D. Public Works Depai tinent - The Public Works Department is responsible for overall direction of the City's Public Works functions, building inspection activities, civil engineering, capital improvement projects, fleet management, street maintenance, water and sewer operations. The major areas of services provided by the department are as follows: a. Building inspection, fire inspection, housing inspection, and plan review. b. Engineering services for water, sewer, street, and traffic operations; capital improvement projects; and development review. c. Maintenance of 33 city vehicles and other city equipment. d. There are 40 miles of streets under the City's jurisdiction. In addition, 1,352 traffic signs are maintained by City forces. e. City water production is provided by 6 deep wells. Chlorination and fluoridation equipment is provided for disinfection and health benefits, three filtration plants are operated for removal of iron and manganese, and approximately 250,000 feet of watermains, over 1000 valves, and 400 hydrants are maintained for distribution. f. The sanitary sewer collection system consists of 2 lift stations, approximately 235,000 feet of sewer mains, and over-900 manholes. g. Parks maintenance coordination and direction. The current goals of the Department are improving the delivery of services through more productive equipment, improved work scheduling, and appropriate response to maintenance needs. In 1991 a part-time receptionist/clerk was added to improve communication and record keeping. This position handles telephone calls, relays information 22 to maintenance crews, inputs work accomplishments to the computerized tracking system, and other general office work. Costs for this position would be split between the water fund, sewer fund, and general fund. Specific objectives for 1992 are as follows: review of the existing capital improvement programs in Streets, Surface Water Management, Municipal Water, and Sanitary Sewer to provide a coordinated 5 year Capital Improvements Program including long range goals. - improve record keeping and indexing of existing documents, plans, and system schematics in the Building Department, and in the Water and Sewer Departments. - improve employee productivity through improved employee morale and provision of improved equipment and tools. implementation of a financing system for city-wide surface water projects, operation and maintenance of existing facilities. - continue the preventive maintenance program in the street depart lent based on the pavement inventory system. - reconstruction of Long Lake Road from County Road H to County Road J. 62-u,d — !>-t � ..� . we 23 public works organizational chart goes here 24 E. PARKS, RECREATION AND FORESTRY The goal of the Department is to develop a comprehensive and balanced system of parks, open space, trails and leisure oriented programs for all residents of Mounds View in as economic a manner as possible. Major areas of service provided by the Department are as follows: a. Recreation Program The objective of recreation programming is to enhance the opportunity for good quality of life with the provision of leisure recreational activities offering all city residents the opportunity for participation, enjoyment, socialization and physical activity. b. Park Improvements: The objective of park improvements is to develop a facility replacement schedule to promote safe and functional recreational facilities through the development of a park improvement plan as recommended by the Parks and Recreation Commission. • c. Park Planning The objective or park planning is to provide a comprehensive system of park facilities for the enhancement of quality of e y o Tering parklands, trails and open spaces for leisure recreational pursuits and by providing facilities for the many diverse interests of the community in an effort to provide the entire community with options for participation in leisure recreational interests. 25 b. Forestry Program The objective of the forestry program is toipreserve and supplement the existing floral canopy in Mounds View and provide additional support services relative to plants, shrubbery and shade trees for the enjoyment and quality of life for all city residents. The short term goal of the Depai tnient is to provide additional means of producing revenue in an effort to become as self-sustaining as possible. Ideas for increasing revenues are listed in the objectives for 1992 listed below. The department is requesting that the Athletic Supervision position become a full time position in 1992. The addition of a full time staff member will provide increased administrative and customer services. The extension of the Athletic Supervisor position would enhance the After School program offerings as well as to provide the necessary administration• personnel to cover the office during times when staff is not available in the office because of meetings or staff is in-the-field supervising or preparing for activities, during vacations, sick leave and other times that spreads the depai lucent thin. The cost of the full time position would be funded from the Recreation Activity Fund which is generated from activity fees. Specific objectives for 1992 are as follows: Continue development plans for the construction of a golf course on the park located north of 118 on County Road J. Continue to implement improvements at Silver View Park as described and scheduled in the Silver View Park Improvement Plan. 26 1 i Study the feasibility of a concession program in an effort to augment the recreation revenue source. With the information gained by the economic impact "ti;',17 / model, devise a strategy to market recreation and parks services. Continue the collaboration process for the development of a joint city Senior Citizen Center. Pursue grants and other funding sources for park development, recreation programming and forestry programs. Consider the feasibility of a park patrol service for the security and safety of park users, for the enforcement of park rules and regulations and as a deterrent of park vandalism. The demand for more recreation programs and activities continues to increase. Requests for additional after school activities and pre-school programs is especially evident. Family and industrial recreation programming areas which the department has not pursued, is a vital area of programming for the community. Programming is at a limit with the current staffing level. Increasing the number of programs will require additional staff. The Department continues to provide a source of part time employment to many members of the community and hopes—to—continue to contribute to the economical development of the community with the enticement of an excellent park and recreation system. 27 park and recreation organizational chart goes here 28 MEMORANDUM TO: MAYOR AND CITY COUNCIL la FROM: SAMANTHA ORDUNO, CITY ADMINISTRATOR DATE: JUNE 27, 1991 RE: JOINT MEETING OF THE COUNCILS OF MOUNDS VIEW, SPRING LAKE PARK, NEW BRIGHTON AND FRIDLEY A meeting is scheduled for Wednesday, July 10th at 7 :30 p.m. at the Bunker Hills Activity Center in Coon Rapids, to discuss the proposed Quad-City Senior Center. All members of the participating cities are urged to attend. The purpose of the meeting is to present the report to the Councils on the feasiblity, site selection and funding process for the proposed center. Based on the meetings of the representatives of the four cities, it is recommended that the Councils appoint a twenty- one (21) member Senior Center Task Force to examine in depth the implementation process proposed in the Feasibility Report. A meeting will be held on June 28th to finalize the report details and to also examine issues affecting the school districts involved. Additional information will be provided prior to the joint meeting of the Councils on July 10th. so/mjs R MEMORANDUM Er Municipal Center � 15116?�jb .� 1I1J 6431 University Avenue N.E.I ,s?j\Office of the City Manager Fridley, MN 55432 William W. Burns CITYOF (612) 571-3450 ��°��'ed NN FRIDLEY I n Ga.1 IPA 000 4141 1 IC OS ast // TO: File FROM: William W. Burns, City Manager d' DATE: June 7, 1991 y` SUBJECT: Senior Center Committee Meeting - June 6, 1991. The meeting was convened at 1: 30 p.m. in Meeting Room 1 of the Fridley Municipal Center. We began the meeting by reviewing the attached agenda. The first item of business was to receive a report from Connie Thompson regarding projected revenues and the timing of revenues for the senior endowment program. Connie distributed and reviewed the attached foundation summary. Mr. Greg , a financial planner who has foundation and endowment fund expertise, was at the meeting. Connie reviewed the legal steps required to establish a foundat4!on or endowment fund, and suggested that we attempt to collect $500, 000 before distributing any of the endowment fund money. If we did it in that manner, we could expect $35, 000 to $50, 000 in annual revenues. Connie also described f6undations in several other Minnesota cities--Westonka Senior Foundation, Coon Rapids S-uper—Seniors, Wh--i--tncy Se-ni o-r Cerate-r;and th-e-Le-n--nox—Fo-und-at-i-on i-n St. Louis Park. The parks and recreation directors presented a report regarding the costs associated with five sites. A copy of the report is attached. The committee agreed to continue our plan to include the five sites for recommendation in our final report. We discussed a report prepared by Morrie Anderson and Kelly Schultz regarding rental income from the proposed regional center. Based upon the experience in Brooklyn Park with the Brooklyn Park Community Center, our group believes that we can anticipate receiving a net income of approximately $20, 000 by renting a meeting room and other facilities at the proposed senior center. It was agreed that we would establish $20, 000 as a source of annual revenue for the senior center. Senior Center Committee Meeting June 7, 1991 Page Three It was also suggested that the senior center task force report first to the various park boards in the four jurisdictions and then to the city councils. It was also suggested that as many committee members as possible from our committee be invited to attend the task force meetings. We addressed a potential schedule and decided the following: 1. Between July 10 and September 1, 1991, each council will discuss the ideas presented in the report with their representative to the task force. 2 . The task force will meet between September 1 and December 1, 1991. 3 . The task force proposal would be considered by the various park boards and city councils by December 31, 1991. 4. A meeting with our State legislative delegation will be scheduled for sometime in December, 1991. 5. Special district legislation will be prepared by February 1, 1992 . 6. Land acquisition and design for the senior center project are to be completed by January 1, 1993. 7. The construction phase is to occur between March and September 1, 1993. 8 . Staffing of the senior center is to be complete by July 1, 1993 . 9 . The senior center will open on September 1, 1993 . Having reviewed the above, it was determined that the senior center report would be prepared during the last week in June, 1991, and made available to the committee members. The meeting was adjourned at approximately 3 : 50 p.m. WWB:rsc Attachments REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 3 ONJ�DDS STAFF REPORT Report Number: �C MIu° AGENDA SESSION DATE 3 U L Y 1 , 1 9 91 Report Date: 6/27/91 DISPOSITION Item Description: 1991 SPRING CLEAN UP REVENUES AND EXPENDITURES Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; The 1991 Spring Clean-Up Day revenues and expenditures are listed below. Consistent with the history of this program, expenditures far exceeded revenues. REVENUE: Fees $ 6,441.10 Budgeted Amount $ 5,000.00 TOTAL $ 11,441.10 EXPENDITURES: Goodwill Industries $ 186.50 ARCA/MN (appliances) $ 600.00 Aspen, Inc. (brush) $ 2,850.00 Maust (tires) $ 597.75 Container Service (general disposal) S11,906.12 SUBTOTAL $16,140.37 STAFF WAGES: $ 797.89 TOTAL EXPENDITURES $16,938.26 PROFIT/LOSS: ($5,497.16) The fees were raised in 1991 in anticipation of increased expenditures. However, this action did not provide sufficient revenue to offset the substantial loss. The history of a significant loss each year suggests that the program be examined as to its merit, purpose and possible alternative courses of action. One alternative is to require garbage haulers to provide special pick-up services. The future of this program and possible alternatives needs to be explored at the July 1st Work Session. The 1991 budget provided only $5,000 for Spring Clean Up. The fees collected brought the total revenues to $11,441.10 -- a difference of $4,699.27 (staff wages are excluded) . In order to pay for the total expenditures, it is necessary for Council to authorize a fund transfer (from the Contingency Fund) at the July 8th meeting. RECOMMENDATION; Samantha CiSY Administrator REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 5 OUNDS STAFF REPORT Report Number: ni �C�1° AGENDA SESSION DATE 7/1/91 Report Date: h/2 7/91 DISPOSITION Item Description: POLICE AND FIRE ALARM ORDINANCE Administrator's Review/Recommendation: - No comments to supplement this report J - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; ATTACHED IS DRAFT OF ORDINANCE #493 FOR YOUR REVIEW DON BRAGER, CHIEF FAGERSTROM AND MYSELF HAVE REVIEWED THIS ORDINANCE. IT IS ACCEPTABLE TO ALL OF US. A COPY IS BEING SENT TO ATTORNEY KARNEY FOR HIS REVIEW. e--,-......-..A------------- Tim m cher Police hief RECOMMENDATION; FOR COUNCIL REVIEW AND CONSIDERATION ORDINANCE NO. 493 k CITY OF MOUNDS VIEW 410 COUNTY OF RAMSEY STATE OF MINNESOTAriF AN ORDINANCE ESTABLISHING CHAPTER 96 OF THE MOUNDS VIEW MUNICIPAL CODE ENTITLED, "POLICE AND FIRE ALARMS" The City Council of the City of Mounds View does hereby ordain: SECTION I. 92 .01 Definitions Subdivision 1. ALARMS - Means any mechanical functioning or electronic device which directly or indirectly summons Police or Fire personnel. Subdivision 2 . FALSE ALARMS - Means any alarm message or signal that summons Police or Fire personnel to a location where no fire, smoke, criminal activity or other emergency exists. Does not include alarms caused by weather or other conditions deemed to be beyond the control of the alarm manufacturer, installer or owner. Subdivision 3. ALARM USER - The person, firm partnership, association, corporation, company or organization of any kind upon whose premises an alarm or alarm system is installed, operated or maintained. In the case of residential alarms, alarm user shall mean the owner, resident, tenant or leasee of the residence. Subdivision 4. CALENDAR YEAR - Means a twelve month continuous period of time. Subdi i-s-ion-5. CST-Y Mean-s-the-C-it-y-of-Mounds-V-iet 92 .02 FALSE ALARM FEES Subdivision 1. - A fee shall be payable to the City for a third and any subsequent false alarm response within a calendar year. The alarm user will be responsible for payment of the fee. Subdivision 2 . - The following are established fees for false alarms: 1. Fire Alarms (a) For the second false fire alarm in a calendar year - two-hundred ($200. 00) dollars DR AN' ORDINANCE NO. 493 PAGE TWO OF THREE (b) For each subsequent false fire alarm over three (3)in a calendar year, two-hundred fifty ($250 .00) 2 . Police Alarms (a) For the third false police alarm in a calendar year, fifty ($50. 00) dollars (b) For each subsequent false police alarm over three (3) in a calendar year, seventy-five ($75.00) dollars 92 . 03 COLLECTION OF FEES Subdivision 1. - The Police Department and the Fire Department shall document the names of alarm users who violate provisions of this chapter. The names shall be submitted to the Finance Department with the appropriate fee to be charged. Subdivision 2 . - The Finance Department shall be responsible for the collection of false alarm fees . The City shall have the power to collect such fees by whatever means becomes necessary, including the insitution of a civil action against the alarm user responsible for the payment of such fee. 92 . 04 APPEAL PROCESS Subdivision 1. - An alarm user required by the City to pay a fee as a result of false alarm may make written appeal of false alarm charges to the Chief of Police or Fire Chief within 10 days after mailed notice of a false alarm charge. The Chief of Police or Fire Chief has the authority to make final determination as to whether the applicant is to be charged with a false alarm. Subdivision 2 . - An alarm user may appeal the decision of the Chief of Police or Fire Chief to the City Council by submitting a request in writing to the City Administrator within 10 days after the decision of the Chief of Police or Fire Chief. Read by the City Council of the City of Mounds View this day of , 1991. DRAV1 ORDINANCE NO. 493 PAGE THREE OF THREE Read and passed by the City Council of the City of Mounds View this day of , 1991. Mayor Clerk-Administrator APPROVED AS TO FORM: City Attorney 'TE.M 6 TO: Mayor & Council FROM: Don Brager, Finance Director - Treasurer DATE: June 24, 1991 SUBJECT: 1992 Revenue Estimates - General Fund Attached please find Revenue Estimates for 1992 General Fund Revenues, Revenue Assumptions for the 1992 Budget, and a Revenue Commentary. Staff will be present at the July 1, 1992 Study Session to review these items with you. Db\hs REVENUE ASSUMPTIONS FOR THE 1992 BUDGET o Property tax collections are estimated to be 99.5% of the amount levied. This estimate is based upon collection rates for the past ten years. o Licenses and permits are estimated by looking at the trend of collections for the past three, five, and ten years and reviewing recently enacted legislation. o Intergovernmental revenues are budgeted per the amount estimated by State and County agencies disbursing the revenues. The estimates provided have had a tendency to be slightly understated compared to actual revenues received over the past five years. The numbers provided are used in the budget as this coincides with the City's policy of conservatism in budgeting: slightly underestimate revenues and slightly overstate expenditures. o Transfers are actual amounts which will be transferred from one fund to another during the upcoming budget year. o User fees are based upon several factors: 1) past activity, 2) projections of future activity, and 3) the principle that fees charged should cover the costs of providing the service(s) purchased. Each year the City reviews all fees for their adequacy in recovering the costs of providing service(s) and adjusts them accordingly. An example is utility rates. Past consumption is examined and the number of units projected to be sold during the budget year is estimated. To those estimates is added consumption to be used by new residences and/or businesses based upon a review of building permits and development agreements. Then the estimated cost of providing the service is calculated and compared to the user fees estimated to be received. Should anticipated user fees prove to be not sufficient to cover the costs of providing the services they are adjusted until the fees collected equal the costs of providing the service. These same factors are considered when setting other types of user fees. GENERAL FUND REVENUE COMMENTARY Current Ad Valorem property taxes are estimated to be $1,420,645 in 1992 compared to $1, 310, 388 that was levied in 1991. This is an increase of 8.41%. This increase is the result of levying an additional $78, 330 to make up for a decrease in State Aids mandated by the Legislature and including the former levy for Forestry $31,927 in the General Fund. A number of years ago the City received State grants for the inspection of diseased elm trees. That grant program is no longer in effect. As a consequence their is no longer a reason to have a Forestry Fund. Forestry will become a department of the General Fund under the Parks and Recreation division in 1992 and the Forestry Fund will ' be closed. The Minnesota Legislature has reduced the amount of Local Government Aid it will provide to cities in 1992 . For the City of Mounds View this reduction is estimated to be $78, 330. In addition cities' levy limit bases were limited to 1991 levels by the Legislature eliminating the previously allowed adjustment for inflation and population or household growth. The City's levy limitation is calculated by subtracting the amount of Local Government Aid it is certified to receive from it's levy limit base( Current Ad Valorem property taxes + Local Government Aid) . The resultant sum is the City's property tax levy limitation. The amount of Local Government Aid that the City is scheduled to receive in 1992 is estimated to be $78,330 less than the amount it received in 1991. Since the amount of Local Government Aid the City is scheduled to receive is subtracted from the levy limit base to arrive at the levy limitation a reduction in Local Government Aid will result in an increase in the levy limitation. In this case $78, 330. License and permit revenues are estimated to decrease by 5. 98% in 1992 . This decrease is a result of the current economic downturn and the fact that a major portion of the Mounds View Business Park was completed and accounted for higher than normal activity in these accounts in previous years. Fines and forfeitures are estimated to decrease by 1.80% in 1991. This increase is expected to be a result of a continuing trend of decreased Ramsey County court fines which has occurred over the past several years. Minnesota Highway Patrol fines are anticipated to decrease by 33 . 33% in 1992 continuing a decline that began approximately 4 years ago. Administrative Offenses is expected to show a decrease of 14.22% based upon the average amount collected for the past three years. Intergovernmental revenues are expected to decrease by approximately 10.40% in 1992 . This decrease is primarily attributable to a permanent decrease in the amount of Local Government Aid that the City will be receiving in 1992 and future years as a result of legislation enacted in 1991 by the State Legislature. Other intergovernmental revenues are expected to remain constant or to show a modest increase in 1992 . Police aid is expected to remain constant while street aid is expected to increase by 6.25%. Revenues for those aids are from dedicated State funds and have not yet been used as a means to balance the State's expected budgetary shortfall. Current services include subdivision, rezoning and variance fees as well as miscellaneous fees for police reports, photo copies and other customer services. Current services is estimated to be 22 .55% less in 1992 than the amount budgeted for 1991. The amount presently budgeted represents the average amount collected over the past three years. Declines have been seen in subdivision and the assessment search accounts and is the primary reason for the projected decline in current services revenues. Other revenues include investment interest, interfund transfers and miscellaneous revenues. Other revenues is anticipated to increase by 20. 56% over the amount budgeted for 1991 as a consequence of the decrease of several accounts. Investment income is anticipated to decrease substantially as a consequence of a substantial decrease in interest rates which has accompanied the recent economic downturn. Interfund transfers will decrease also for the same reasons due to the fact that the transfer from the Special Projects Fund which is dedicated solely for the purchase of capital outlay items is based upon the anticipated interest earnings of the Fund. Total estimated 1992 General Fund revenues of $2 , 737, 306 are 3 . 32% less than 1991 estimated revenues of $2,831, 335. CITY OF MOUNDS VIEW 1992 BUDGETED REVENUES 06/24/91 100 GENERAL FUND 1988 1989 1990 1991 1992 % '92 Budget Percent of ITEM DESCRIPTION ACTUAL ACTUAL ACTUAL ESTIMATED PROPOSED To '91 Budget Total GENERAL PROPERTY TAXES 3010 CURRENT AD VALOREM $778,758 $787,068 $950,594 $1,310,388 $1,420,645 8.41% 3015 DELINQUENT AD VALOREM $1,785 $10,867 $6,777 $5,207 $5,207 0.00% 3025 MOBILE HOME TAX - CURRENT $7,424 $5,558 $8,470 $0 $0 0.00% 3028 MOBILE HOME TAX - DEL. $1,328 $2,909 $1,929 $0 $0 0.00% 3070 PENALTIES & INTEREST $4,237 $561 $4 $2,307 $2,130 -7.67% 3072 MOBILE HOME PENALTY & INT. $117 $106 $0 $0 $0 0.00% 3080 FORFEITED TAX SALES $4,980 $1,065 $681 $3,029 $2,816 -7.03% TOTAL GENERAL PROPERTY TAXES $798,629 $808,134 $968,455 $1,320,931 $1,430,798 8.32% 52.27% LICENSES & PERMITS 3300 LICENSES $55,171 $60,572 $53,064 $53,488 $50,762 -5.10% 3200 PERMITS $101,657 $153,009 $58,327 $58,223 $54,272 -6.79% TOTAL LICENSES & PERMITS $156,828 $213,581 $111,391 $111,711 $105,034 -5.98% 3.84% FINES & FORFEITS 3710 RAMSEY CTY. MUN. CT. $40,634 $40,634 $40,965 $38,606 $40,000 3.61% 3720 MINNESOTA HIGHWAY PATROL $1,258 $1,258 $990 $1,500 $1,000 -33.33% 3730 ADMIN. OFFENSES $13,698 $13,698 $8,357 $13,029 $11,176 -14.22% TOTAL FINES & FORFEITS $55,590 $55,590 $50,312 $53,135 $52,176 -1.80% 1.91% INTERGOVERNMENTAL REVENUE 3615 HOMESTEAD CREDIT $220,508 $201,481 $279,930 $0 $0 0.00% 3616 MOBILE HOME HOMESTD. $10,648 $8,305 $8,743 $0 $0 000% 3621 LOCAL GOVERNMENT AID $569,146 $820,732 $614,165 $614,165 $537,613 -12.46% 3622 POLICE AID $53,399 $63,404 $61,666 $60,289 $60,289 0.00% 3623 CIVIL DEFENSE $3,261 $7,120 $6,733 $7,120 $6,900 -3.09% 3671 STREET AID $56,484 $70,399 $74,799 $70,399 $74,799 6.25% 3690 OTHER GRANTS IN AID $10,091 $22,138 $8,143 $14,974 $7,583 -49.36% TOTAL INTERGOVERNMENTAL REVENUE $923,537 $1,193,579 $1,054,178 $766,947 $687,184 -10.40% 25.10% CITY OF MOUNDS VIEW 1992 BUDGETED REVENUES 06/24/91 100 GENERAL FUND 1988 1989 1990 1991 1992 % '92 Budget Percent of ITEM DESCRIPTION ACTUAL ACTUAL ACTUAL ESTIMATED PROPOSED To '91 Budget Total CURRENT SERVICES 3401 SUBDIVISION $1,200 $900 $300 $900 $375 -58.33% 3402 VARIANCE $275 $100 $350 $225 $300 33.33% 3403 REZONING $100 $200 $50 $100 $100 0.00% 3410 ADMINISTRATIVE CHARGE $0 $0 $0 $0 $0 0.00% 3415 ADMIN. CHGE. - NON REFUND. $265 $355 $150 $443 $250 100.00% 3420 ASSESSMENT SEARCH $740 $620 $365 $680 $575 -15.44% 3421 POLICE REPORTS $269 $231 $272 $250 $250 0.00% 3422 DOCUMENTS/COPIES $316 $267 $620 $235 $264 12.34% 3423 CUSTOMER SERVICE $386 $315 $356 $351 $352 0.28% 3424 DOG IMPOUNDING FEES $0 $0 $0 $0 $0 0.00% 3475 METER SALES $0 $0 $0 $0 $0 0.00% TOTAL CURRENT SERVICES $3,551 $2,988 $2,463 $3,184 $2,466 -22.55% 0.09% OTHER REVENUES 3901 INVESTMENT INTEREST $78,826 $69,072 $83,391 $95,932 $94,351 -1.65% 3911 SALE OF ASSETS $0 $0 $0 $0 $0 0.00% 3912 RESALE OF MATERIALS $8,014 $1,001 ($24) $0 $0 0.00% 3921 FESTIVAL COMMISSION $5 $1,005 $3,930 $1,000 $1,700 70.00% 3931 PARK DEDICATIONS $461 $350 $0 $0 $0 0.00% 3951 INSURANCE REIMBURSEMENTS $966 $2,639 $1,873 $0 $0 0.00% 3961 TRANSFERS $263,703 $581,033 $257,354 $367,018 $253,763 -30.86% 3991 OTHER REVENUE $16,879 $8,858 $30,571 $5,000 $3,500 -30.00% 3992 LOAN PROCEEDS $0 $0 $0 $93,477 $93,477 0.00% TOTAL OTHER REVENUES $368,854 $663,958 $377,094 $562,427 $446,791 -20.56% 16.32% NON - REVENUE 3820 SURCHARGE $166 $0 $1,241 $0 $0 0.00% 3850 APPROPRIATION - FUND BALANCE $0 $0 $0 $13,000 $12,857 -1.10% 3890 OTHER NON-REVENUE $10,768 $0 $3,370 $0 $0 0.00% TOTAL NON - REVENUE $10,934 $0 $4,611 $13,000 $12,857 -1.10% 0.47% GRAND TOTAL GENERAL FUND $2,317,923 $2,937,830 $2,568,504 $2,831,335 $2,737,306 -3.32% 100.00% REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 7 1111176 STAFF REPORT Report Number: AGENDA SESSION DATE July 1, 1991 Report Date: 6-2 7-91 DISPOSITION City Hall Remodeling Item Description: Administrator's Review/Recommendation: - No comments to supplement this report )3 V - - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY: Staff has reviewed the City Hall Expansion plans submitted by The Architectural Alliance and prepared scaled down remodeling options. The attached floor plans indicate 2 possible schemes for remodeling. These would not supplant the future expansions, but may be able to provide an improved work environment for 5 to 10 years. The options staff developed utilize the existing treatment plant area ,for a community room and Parks and Recreation office space. Both options share the concept of moving Public Works to the basement and terracing to provide windows along the west and south walls. Option 1 would provide a new police garage and remodel the existing garage for office space. Option 2 would provide less space, but does not require any increase in building foot-print. These options are conceptual, we do not have either the time or expertise to do a detailed study. We have developed very rough cost estimates. Option 1 is estimated to cost between $250,000 and $300,000: Option 2 is estimated to be between $200,000 and $250,000. If the Council feels it is appropriate to pursue these options, I would recommend that an architectural firm be retained to refine the options and provide detailed estimates. Ric Min-tor City Engineer/Director of Public Works RECOMMENDATION;