HomeMy WebLinkAboutAgenda Packets - 2001/03/05M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Agenda -- March 5, 2001 Work Session.doc
CITY OF MOUNDS VIEW
WORK SESSION AGENDA
MONDAY, MARCH 5, 2001
5:30 p.m.
Council to meet at the
Public Works Garage at 5:30 for
a tour of the facility.
Meeting resumes at City Hall at 6 p.m.
Items Discussed
Per Consensus
45 minutes 1. Presentation / Discussion of Greenfield Park Ponding Proposal –
Rice Creek Watershed District Representatives – Michael Ulrich
10 minutes 2. Banquet Center Management Agreement -- Kathleen Miller
10 minutes 3. Review of Banquet Center Managers Memo Regarding Agreement --
Sharie Linke
15 minutes 4. Community Center – Givonna Reed: NOTE: Report in hard copy only,
no electronic copy.
5 minutes 5. Boards and Commissions Appreciation – Givonna Reed will provide a
verbal report.
20 minutes 6. Continued Discussion of Street Improvements and Assessment Policy –
Michael Ulrich
15 minutes 7. Discussion of possible Nuisance Code Amendments – Jeremiah
Anderson
15 minutes 8. Discussion of Highway 10 Redevelopment Opportunities – Aaron Parrish
A. Discussion of Highway 10 Redevelopment Opportunities
B. Direction Regarding 2625 Highway 10
10 minutes 9. Discussion regarding Highway 10 Proposals – Jim Ericson
5 minutes 10. Upcoming Planning Cases – Jim Ericson will provide a verbal report at
the meeting.
• Pinewood Elementary Expansion
• Minnesota Institute of Public Health office building
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Agenda -- March 5, 2001 Work Session.doc
CITY OF MOUNDS VIEW
WORK SESSION AGENDA
MONDAY, MARCH 5, 2001
5:30 p.m.
Page –2-
10 minutes 11. Title Change – Police Position -- Bill Clark
10 minutes 12. Updated Standardizing Firearms – Bill Clark
15 minutes 13. Monthly Financial Report -- Bruce Kessel
15 minutes 14. Bridges Internet Proposal NOTE: Bring your report.
15 minutes 15. Golf Course Management Agreement
Item No. 1
Staff Report No.
Meeting Date: March 5, 2001
Type of Business: W.K.
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Michael Ulrich, Director of Public Works
Item Title/Subject: Presentation / Discussion of Greenfield Park Ponding
Proposal
Date of Report: August 29, 2018
Representatives from Rice Creek Watershed District will present the preliminary ponding plans
for Greenfield Park. Post cards were sent to over 200 property owners surrounding and adjacent
to the area, informing them of this meeting. An informational meeting was held in late February
to present these plans, take public comments and consider revisions to the initial plan.
The proposed plan will alter the current nature of the park, essentially creating an open water area
and will result in the loss of some forested areas. In return for the utilization of public property,
the City of Mounds View will receive approximately 4 acres of wetland credits, which may be
sold to the public or utilized for City projects involving wetland mitigation. The project, if
approved will also provide surface water treatment of an area of the City, which currently has
none. In the future, if street improvements are constructed in the area, the City may be requested
to construct water quality ponds, which could significantly increase project costs and possible
assessments.
It is anticipated that the Watershed District will request direction from the City Council whether
this project will receive the City’s support to continue.
_________________________________
Michael Ulrich, Director of Public Works
C:\Mike's documents\projects\Greenfield Park Ponds\Pond Proposal WS Decision.doc
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 02--Banquet Center Mgmt Agreement--Kathleen Miller.doc
Item No. 2
Type of Business: WS
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Kathleen Miller, City Administrator
Item Title/Subject: Banquet Center Management Agreement
Date of Report: March 5, 2001
Background
The Mounds View City Council entered into an Agreement (attached) with Innovative
Images on December 7, 1998 for the management and marketing of Mounds View
Community Center Banquet Facility. Per the Agreement, Images was paid $18,000 for the
year ending 1999. The Agreement clearly states under Article II, on page two (2), “The
City will make monthly payments to Images based upon actual gross revenues. Payments
will be made within fifteen (15) days following the end of the month for that month’s actual
gross revenues.”
It has recently come to my attention that this has not occurred, rather Images has been
paid on a monthly basis based upon estimated revenues for the year 2000, resulting in an
overpayment of $8,092.71. I have attached for your convenience a report I requested the
Finance Department provide which illustrates this overpayment. The Finance Department
has been directed that all future payments will be in conformance with the City’s
Agreement with Images.
Staff is seeking City Council direction regarding the overpayment of $8,092.71 to Images.
Options for your review include:
1. Bill Images for reimbursement of the $8,092.71 overpayment, allowing thirty days to
correct the problem, per section IV of the Agreement.
2. Seek reimbursement over a period of time, with interest.
3. Deduct 15% from future payments made to Images until the City is reimbursed in
full.
Respectfully Submitted,
___________________________
Kathleen F. Miller
City Administrator
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 02--Banquet Center Mgmt Agreement--Kathleen Miller.doc
Community Banquet Center Revenue
January February March April May June July August September October November December TOTAL
Receipts $18,344.76 $14,925.26 $16,997.31 $21,642.19 $27,692.81 $30,304.20 $13,912.73 $9,965.82 $28,407.63 $35,155.38 $14,267.51 $22,630.11 $254,245.71
ETC 8,539.76 10,274.42 10,733.96 10,711.89 16,652.16 19,504.39 7,933.46 8,520.79 13,659.99 25,168.59 13,163.18 7,397.09 152,259.68
Robert's 517.52 969.40 1,619.23 2,642.36 3,741.84 5,754.97 1,812.30 876.25 3,601.42 3,527.90 2,589.47 27,652.66
Security 135.00 135.00 79.50 240.00 225.00 382.50 420.00 75.00 427.50 390.00 67.50 60.00 2,637.00
Liquor/sales tax 577.38 589.61 232.43 687.33 958.29 1,528.17 593.72 424.76 1,305.67 1,553.35 150.50 778.96 9,380.17
Misc refunds 175.00 125.00 300.00
Net revenue 8,575.10 2,956.83 4,332.19 7,360.61 6,115.52 3,134.17 3,153.25 69.02 9,238.05 4,390.54 886.33 11,804.59 62,016.20
Cummulative revenue 8,575.10 11,531.93 15,864.12 23,224.73 29,340.25 32,474.42 35,627.67 35,696.69 44,934.74 49,325.28 50,211.61 62,016.20
Innovative Images:
First $30,000 1,715.02 591.37 866.44 1,472.12 1,223.10 131.95 6,000.00
Next $30,000 742.33 945.98 20.71 2,771.42 1,317.16 265.90 2,936.52 9,000.00
Next 30,000 907.29 907.29
Total / contract 1,715.02 591.37 866.44 1,472.12 1,223.10 874.28 945.98 20.71 2,771.42 1,317.16 265.90 3,843.81 15,907.29
Amount paid 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 24,000.00
Difference (284.98)(1,408.63)(1,133.56)(527.88)(776.90)(1,125.72)(1,054.03)(1,979.29)771.42 (682.84)(1,734.10)1,843.81 (8,092.71)
Cummulataive (284.98)(1,693.61)(2,827.18)(3,355.05)(4,131.95)(5,257.67)(6,311.70)(8,290.99)(7,519.58)(8,202.42)(9,936.52)(8,092.71)
G/L & other
worksheets
Banq Center rental 34,118.24
meeting room rental 1,865.00
catering rev 12,423.85
liquor revenue 3,223.99
security revenue 563.00
equip. rental 325.10
damage deposit 100.91
sales/liquor tax 9,380.17
Total revenue 62,000.26
Monthly grand total (62,016.20)$
Difference (15.94)$
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Item No.3
Type of Business: WS
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Kathleen Miller, City Administrator
Item Title/Subject: Banquet Center Agreement Memorandum
Date of Report: March 5, 2001
Background
The City of Mounds View received the attached memorandum from Sharie Linke, General
Manager of Mounds View Banquet & Conference Center on Thursday as the Work
Session Packet material was being compiled. Given that we have not had an opportunity
to carefully review this information, staff would recommend the City Council review and
discuss with Ms. Lindke her concerns regarding the Banquet Center Agreement and
identify any areas that might require further analysis and discussion at a later date.
Respectfully Submitted,
___________________________
Kathleen F. Miller
City Administrator
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
TO: MOUNDS VIEW CITY COUNCIL
FROM: SHARIE LINKE, GENERAL MANAGER
MOUNDS VIEW BANQUET & CONFERENCE CENTER
(INNOVATIVE IMAGES MARKETING & MANAGEMENT LLC)
DATE: MARCH 5, 2001
SUBJECT: REQUEST FOR AMENDMENT TO CONTRACT FOR SERVICES
TO MARKET AND MANAGE THE MOUNDS VIEW BANQUET CENTER
AND OVERVIEW OF BANQUET CENTER OPERATIONS
REQUEST: As President of Innovative Images Marketing and Management LLC, I
am requesting that the Mounds View City Council amend the contract
between the City of Mounds View and Innovative Images to include a
guaranteed payment for management services in the amount of $24,000
per year with additional commission to be paid when gross revenues
reach $80,000. I further request that this guaranteed amount be
retroactive to January 1, 2000. Furthermore, it is requested that
payments be made to Innovative Images every two months in the
amount of $4,000.00.
BACKGROUND INFORMATION: Over the last 27 months, Innovative Images has been
paid only $44,000 for the management of the Banquet and Conference Center. This
includes a full-time manager, myself, often working seven days and evenings per week at
a minimum of 40 –50 hours per week and Kathy Harrer, my administrative assistant
working 40 – 50 hours per month as a paid employee of Innovative Images. Which means
Innovative Images pays her social security, workers compensation and unemployment
taxes as well as corporate taxes. The approximate breakdown of hours are as follows:
Sharie Linke November, 1998 – January, 2001 4440 hours (figured at only 40 hrs./week)
Kathy Harrer January, 1999 – January 2001 1340 hours (figured at only 40 hrs/month)
Total hours 5780 hours
$44,000 divided by 5780 hours equals $7.61 per hour. Kathy gets paid $10.00 per hour.
This doesn’t include her benefits or Innovative Images corporate taxes. Why has
Innovative Images invested so much time and effort into the project? Because the
Banquet Center has possibilities if the City is willing to continue to support our efforts.
Innovative Images has NOT been paid since November of 2000. But, in good faith, we
have continued to operate the Banquet Center due to numerous commitments for 2001
and a high volume of clients requesting space for upcoming events. Unfortunately, it’s
impossible to continue to operate without a guaranteed income.
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Memo to City Council
March 5, 2001
Page two
We are getting more and more inquiries and clients coming to facility. That takes more
time to coordinate the activities, facility set-up and take-down, cleaning schedules, event
supervision schedules, client meetings, and administrative duties.
Attached is an overview of the Banquet Center operations for 1999-2001. Please take the
time to read this information in order to get a proper perspective into the time and effort put
into the establishment of this facility.
I encourage every Councilmember to call me or email with questions regarding this
operation. Open and clear communication is paramount to the success of any project.
Without all the facts, it’s impossible to make an informed decision.
Sharie Linke Community Center Office 763-717-4041
Email: shariel@rcmnet.org OR linke2@uswest.net
Cell Phone No. 612-839-2103
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Mounds View Banquet & Conference Center
Overview of Operations
1999 – January 2001
Innovative Images Marketing & Management
Innovative Images Marketing & Management was contracted in November of 1998 to establish the
procedures, policies and marketing plan for the Mounds View Community Center Banquet Facility.
Innovative Images owner, Sharie Linke, has maintained an office at the Center in order to facilitate the day
to day administration of the center. Duties include responding to telephone inquiries, showing of the
facility Monday – Sunday, daytime and evening, at the convenience of the client. Completing all
paperwork relating to rental of facility including but not limited to lease agreement, client profile, and
financial reports. Innovative Images Marketing and Management staff dedicates approximately 40 – 50
hours per week at the Center. This would include supervision of all events, administration of facility and
records, client interaction, overseeing maintenance of facility, hiring, training, supervising and evaluating
personnel, providing marketing concepts and facilitating client needs prior to and during events.
Establishment of Procedures and Policies.
Through research of other area facilities, not limited to community centers, Innovative Images
established the rental rates and policies for use of the facility (see attachments A and B.) These
policies and rates are competitive with surrounding facilities including, but not limited to, the New
Brighton Family Service Center, Shoreview Community Center, Maplewood Community Center,
Maple Grove Community Center, Brooklyn Center Community Center and area hotels and
restaurants with meeting facilities.
Procedures for documenting client records were established by Innovative Images to include:
lease agreements, general policy and decorating policy, reservation cancellation policy, and client
profiles (see attachments C, D, E, F, G)
Equipment and Facility Needs
As the process began to establish the Banquet and Conference Center, it was clear that additional
pieces of equipment and facility items needed to be addressed. The following equipment was
purchased and services hired to provide a professional facility:
Equipment --
• Refrigerator
• Ice Machine
• Coffee Urn (provided at no cost by Sysco with purchase of coffee product)
• Freezer
• Dishwasher – (provided by Elegant Thymes Catering)
• Commercial carpet cleaner
• Commercial vacuum cleaner
• Overhead projectors
• TVs & VCRs
• Microphones
• Portable sound system
• 40 conference tables
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*The above kitchen equipment conforms with NSF regulations
Banquet Center Overview
Page two
Services –
• Add heavy duty electric service to equipment room
• Add water line into equipment room
• Add volume control dials to Banquet Room in order to control PA system
Marketing the Facility
Marketing the facility is of the utmost importance. If people don’t know that the facility is here,
there won’t be any rentals. Through a comprehensive marketing plan, Innovative Images staff
spent countless hours preparing a wide variety of marketing materials with a goal of increasing
usage during non-peak hours. The following are a few of the marketing tactics used to increase
clientele:
Target Marketing
• Corporation, businesses in the north metro area using the Name Bank.
• Corporate Planner Conferences – attendance at the Conference at RiverCentre
• Schools – offering youth banquet specials
• Wedding Fairs – attendance at Wedding Fairs – Mpls. Convention Center
• Telemarketing – calling north metro businesses to find out their needs
Print / Electronic Advertising
• Minnesota Meetings and Events Magazine
• Twin City Bridal Association Book
• Minneapolis/St. Paul Bridal Association Book
• Ads in various local newspapers
• Ads in youth sports programs
• Bi-monthly articles and ads in Mounds View Matters
• Development of website: www.moundsviewbanquets.com
• Web advertising on national banquet site: www.banquetrooms.com
• Wedding and Corporate Packets
• Flyers, brochures, booklets, etc.
Open Houses
• Bridal Open Houses and Reception Food Tastings are held on a regular basis.
• Attendance at Wedding Fairs 2 to 3 times per year. This is a time consuming effort but
generally culminates in several bookings.
• Corporate Open Houses – held 1 – 2 times per year.
Marketing of this facility is an on-going process. It is time consuming but necessary and effective if
done properly. After every marketing push, there is a definite increase in inquiries and bookings.
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Through increased awareness of the facility and outstanding service, weddings and corporate
trade has increased each year since its opening.
Customer Service
Excellence in the area of customer service has been the primary goal of Innovative Images
Marketing and Management and Elegant Thymes Catering. From first contact with a prospective
client, the staff of both companies strives to be professional, friendly and helpful.
Banquet Center Overview
Page three
This philosophy has paid off with the recent addition of three corporate clients: Minnesota
Department of Transportation, Minnesota State Department of Children, Families and Learning,
and the University of Minnesota Extension Service. Upon completing evaluations, each client gave
our facility a very high rating.
No matter how large or small an event is each client is given individualized attention to every detail.
Though the diligent efforts of Innovative Images and Elegant Thymes staff, we have gained an
outstanding reputation for excellence in service. This is evident through “word of mouth”
advertising and referral clients, especially from the wedding reception trade.
Value to the City of Mounds View
As most people know, it takes a business at least 3 – 4 years to get of the ground and begin
showing a profit. Through a contractual agreement with Innovative Images Marketing and
Management, the City of Mounds View has had an ideal situation. Not only does Innovative
Images bring its experience in marketing and event planning to the center, but also over 25 years
of community involvement and awareness of the dynamics of the city and surrounding
communities. This is extremely advantageous to the City of Mounds View when dealing with the
residents of the City. Groups such as the girl scouts, boy scouts, Irondale High School band and
athletic groups, Lions Club, Chamber of Commerce, local church groups, senior citizens, and other
non-profit groups have used the center for a wide variety of activities from the “Me and My Guy
Dances” for the girl scouts, to the Blue and Gold Banquet for the boy scouts, swing dances for the
band, Harvest Ball for the senior citizens and more. The school district has held many activities in
the center including four ALC graduations. The DARE graduation was held there as well. Do
these activities bring in revenue for the City and for Innovative Images? Definitely NOT! But they
do bring good will and people into the center. As General Manager of the facility, I firmly believe
that participating in events held in the center is good public relations, especially when the residents
know that their tax dollars have been used to build a facility. Why do I believe that? I believe it
because I am an active volunteer in the City and a taxpayer as well. Unfortunately, non-profit
activities do negatively affect the “bottom line”. These are trade offs that I feel are necessary.
How much would it cost the City to hire a Banquet Manager and Assistant?
A full time Banquet Manager employed by the City of Mounds View at a salary level
comparative with other banquet centers would be the following:
Manager’s Annual Salary (40 hours/week) ...................................................... $38,000.00
Benefits (FICA, workers compensation, unemployment insurance, PERA)......... 5,700.00
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Health insurance ................................................................................................. 2,400.00
Total Managers Salary .................................................................................. $46,100.00
Administrative Assistant’s Salary (20 hours/week) @ $10.00/hour ................. $10,400.00
Benefits (FICA, workers compensation, unemployment insurance, PERA)......... 1,560.00
Health insurance (prorated) ................................................................................. 1,200.00
Total Administrative Assistant Salary ......................................................... $13,160.00
Event Supervisors (average 50 hours/month @ $8.00/hour) ............................ $4,000.00
Benefits (FICA, workers compensation, unemployment insurance) ....................... 480.00
Total Event Supervisors ................................................................................. $4,480.00
Total Estimated Salaries for City employed staff ....................................... $63,740.00
Banquet Center Overview
Page four
Events held in 1999
Weddings ...................................................................................................................... 13
Anniversaries/Banquets................................................................................................... 2
Non-Profit/School District .............................................................................................. 26
Corporate ...................................................................................................................... 48
Youth Banquets ............................................................................................................... 3
City meetings/events ..................................................................................................... 11
Promotional marketing events ......................................................................................... 9
YMCA Classes/Senior Exercise .................................................................................... 65
Church ........................................................................................................................... 28
Senior Events/Resident groups ....................................................................................... 4
Concert ............................................................................................................................ 1
Total activities held in Banquet Center or Dance Floor in 1999 ......................... 210
Events held in 2000
Weddings ...................................................................................................................... 29
Anniversaries/Banquets................................................................................................... 8
Non-Profit/School District .............................................................................................. 27
Corporate ...................................................................................................................... 39
Youth Banquets ............................................................................................................. 13
City meetings/events ..................................................................................................... 12
Promotional marketing events ......................................................................................... 7
YMCA Classes/Senior Exercise .................................................................................. 115
Church ............................................................................................................................. 6
Senior Events/Resident groups .................................................................................... 10
Concert ............................................................................................................................ 3
Total activities held in Banquet Center or Dance Floor in 2000 ......................... 269
Events already booked for 2001
M:\MasterFiles\1999 thru 2010\2001\City Council\Work Session Packets\03-05-2001 W. S\Item 03--Banquet Center Agreement Memo--Kathleen Miller.doc
Weddings ...................................................................................................................... 30
Anniversaries ................................................................................................................... 4
Non-Profit/School District ................................................................................................ 7
Corporate ...................................................................................................................... 28
Youth Banquets ............................................................................................................. 11
City meetings/events ....................................................................................................... 2
Promotional marketing events ......................................................................................... 2
YMCA Classes/Senior Exercise .................................................................................. 104
Church ............................................................................................................................. 0
Senior Events/Resident groups ....................................................................................... 1
Concert ............................................................................................................................ 0
Total activities scheduled to date Banquet Center or Dance Floor in 2001 ...... 188
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Banquet Center Overview
Page 5
Explanation of Events
Weddings: Wedding receptions with average attendance of 200 – 250. They generally
include complete catering and beverage service with gross catering revenues on average
of $3000. The City receives a percentage of the beverage and catering revenues.
Anniversaries-Banquets-Miscellaneous: Anniversary parties, a variety of banquets and
events that are not youth related or corporate, i.e. World Harvest Ministries Fundraising
Banquet, dances that don’t include catering, craft fairs, etc.
Corporate: Conferences, seminars, luncheons, recognition banquets, meetings all for
corporations, small businesses, Chamber of Commerce, etc.
Non-Profits/School District: Any activities held by local non-profit organizations such as
girl scouts and boy scouts, Lions Club, Garden Club, Festival Committee, etc. In addition
this includes School District activities and meetings whereby they receive the room and
catering at a greatly discounted rate. This includes ALC graduations, meetings and
seminars, band booster activities, student activities, etc. It also includes use by other
building tenants such as Children’s Home Society and Community Education.
Youth Banquets: Youth awards and recognition banquets held by local high schools at the
end of the season or for special events. A special youth all inclusive banquet menu is
used for their convenience in planning the event. We currently do many banquets for
Irondale, Mounds View, Spring Lake Park, Fridley, Centennial, and Osseo.
City: These are events, meetings, activities planned by the City of Mounds View Staff or
Council. Although a specific time line is stated in the contract, Innovative Images has
remained very flexible regarding the scheduling of these activities in order to facilitate the
City’s needs.
YMCA Classes/Senior Exercise: Senior Exercise programs (1 hour on Mondays &
Thursdays) are given use of the dance floor area twice a week, as it is important for them
to maintain a consistent exercise regimen. There are approximately 30 seniors that
exercise regularly. In addition, when available, the YMCA uses the dance floor area for
such activities as pre-school dance, line-dancing, etc. The YMCA does not pay for this
space and it is used only when paying event has not previously been scheduled.
Resident Miscellaneous and Seniors: Use includes memorial services, senior dances,
homeowner association meetings.
Church: Church groups meeting at the center sometimes use the area for play practice,
choir practice, etc.
Concerts: Large volume concerts seating up to 450 people.
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Mounds View Banquet Center Overview
Page 6
The events are listed by individual event only, not the number of hours the event uses the
banquet center. Some activities may use the center for only an hour like the senior
exercise while other activities such as the corporate rentals will use the facility the entire
day (8 hours). The average wedding reception rental is 10 hours and the average youth
banquet rental is 3 hours. So while it may look like the YMCA uses the facility more than
anyone else, each event is only one hour in length. So in comparison, weddings for 2001
will take approximately 300 hours of the facility time and the YMCA only 104 hours.
Use of the facility by non-profit groups is at a discounted rate. Use for wedding receptions
is at the full weekend rate. So again, just by using the per event statistics, is not
necessarily an accurate comparison.
Conclusion
Through marketing and extensive customer service efforts, the number of corporate and
wedding clients is on the increase and should continue to grow if the same level of service
is maintained. Corporate and wedding clients both expect to receive professional, patient,
detailed service. Prompt return of phone calls, decisive responses and experienced
planning are all attributes that Innovative Images staff has strived to provide. Continued
target marketing and sales in the corporate area as well as participation in wedding
industry marketing will ensure that the clientele continues to utilize this facility.
While use by community organizations and residents is important, it must be realized that
this use does not provide a revenue source and generally is more labor intensive than
“paying” customers. Innovative Images has provided event supervision and liaisons for
these activities although it is not contractually required. This is another area in which
Innovative Images has, in good faith, continually provided professional management of this
City facility while not receiving compensation.
In order for Innovative Images to continue to plan for the future of the Mounds View
Banquet and Conference Center, revision of the contract between the City of Mounds View
and Innovative Images must be amended to accommodate for the extensive labor put into
the management of this facility for non-revenue producing activities.
It is imperative that effective and open communication as well as trust between the City
staff, City Council and Innovative Images be established and maintained in order to ensure
that the Mounds View Banquet and Conference Center will flourish for many years to
come.
Item No. 6
Staff Report No.
Meeting Date: March 5, 2001
Type of Business: W.K.
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Michael Ulrich, Director of Public Works
Item Title/Subject: Continued discussion of Street Improvements and
Assessment Policy
Date of Report: August 29, 2018
Staff has obtained some additional information requested by the City Council the last time this
issue was before the Council.
1. Eliminating the 25% assessment for Curb and Gutter will add approximately
$130,000 to the City cost of a three quarter (3/4) mile project.
2. Utilizing the entire franchise fee (4%)for payment of possible bonded projects will
still result in an assessment of approximately $2,200.00, for a ¾ mile project with an
estimated 100 parcels, for a 20 year construction schedule (10 Projects)
3. A franchise fee of 5.3% would be required for the same 20-year schedule to eliminate
individual property assessments.
4. The established Pavement Condition Index (PCI) ratings which establish various
maintenance / reconstruction, can vary from agency to agency, somewhat of a
standard is 0 –35 reconstruct, 36 – 55 overlay, 56 – 90 maintenance. Methods vary
with pavement designs and other factors such as drainage, existing curb and gutter
and pavement structure. Mounds View’s current threshold PCI’s are 0 – 45 poor,
reconstruct & no preventative maintenance. PCI’s of 75 and higher receive
preventative and permanent maintenance procedures. The area in between these two
PCI’s should be for overlay and mill and overlays, but this procedure will not correct
drainage issues in most cases, and the initial pavement structure must be adequate for
this application.
Staff presented survey information from the surrounding Cities also at the last meeting. Council
made requests for the results and additional information. The following are the results of the
initial inquires and the additional information.
a. New Brighton Reconstructs 2-5 miles per year, replace streets after 30 years,
perform sealcoats and crack sealing throughout life cycle, possible mill and overlay on some
streets. The average assessment is $1,000.00 per lot, they use no Pavement Management Program
but do evaluate pavements internally, do neighborhood improvements and funding is from the
yearly capital improvements budget.
b. Shoreview Reconstructs approximately ½ mile of residential streets per year.
Storm sewer is based on square footage; the maximum amount assessed is $1,120.00. This is
assessed only one time on the property even if in 10 years they return to do another project on the
City of Mounds View Staff Report
August 29, 2018
Page 2
storm sewer. They assess only for curb and gutter because the theory of reconstructing the road is
to bring it up to standards and the curb and gutter is necessary for that achievement. The
assessment is the total cost of the curb and gutter for the project divided by the residential units
plus any storm sewer assessment. Shoreview has a Pavement Management Program and works
on a Municipal State Aid street occasionally.
c. Roseville Has reconstructed 4 miles per year for the past 12 years, now they
are concentrating on MSA streets, 1 –2 miles per year. They have a Pavement Management
Program with rating of 0 –35 Problem, 36 –56 Marginal, 56 and Over Adequate. The average
assessment is 25% of the project, excluding utility repairs. They also do neighborhood projects.
d. Blaine Utilizes software named Roadware, which rates the pavements
from 1 – 10, 1 being the worst. Staff has been directed to only perform overlays, which are not
assessed. Budgeted annually is $500,000.00
e. Spring Lake Park Reconstructs approximately 4 miles per year, plans to complete the
entire city in the next 4 years. The assessment is 40% of the project, which is approximately
$2,200.00 per property.
Staff will bring the project map and PCI map to the Council Meeting. If this information is
incomplete in regards to what members of the Council requested, please call me.
_________________________________
Michael Ulrich, Director of Public Works
Item No: 7
Meeting Date: 3/5/01
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor & City Council
From: Jeremiah Anderson, Housing/Code Enforcement Inspector
Item Title/Subject: Discussion regarding possible amendments to Chapter
607, Nuisances, of the City Code
Date of Report: February 26, 2001
Background:
Chapter 604 of the Mounds View City Code, Nuisances, was completely repealed and
replaced with a new Chapter 607, Nuisances, on March 20, 1995 with the passage of
Ordinance 556. One of the biggest changes that came with Ordinance 556 was the
addition of some City abatement procedures. Since that time, there have been only
minor changes to the existing Nuisance Code.
Almost six years have passed since the last major review of the Nuisance Code.
During that time, enforcement issues relating to junk, garbage, debris and
abandoned/junk vehicles have accounted for the majority of all violations. These
violations continue to be the most prevalent and are, the most time consuming
violations for staff to resolve due to their abundance and the social/economic
conditions that often accompany their presence. In addition to consuming staff
time, these types of violations contribute to urban blight, which has a direct impact
on the appearance of a community.
The current provisions of the Nuisance Code allow for the abatement of vehicles and
other public nuisances. However, after review of the current enforcement provisions
in the Nuisance Code, it appears that several areas may need to be clarified in order
to allow staff uniform enforcement procedures that are at a minimum, equal to
Minnesota State Statutes.
When a vehicle is found to be in violation of the provisions in Chapter 607 of the
City Code, a notice of violation is sent out to the property owner specifying a
timeframe for compliance. If the property owner does not comply within the
timeframe allowed, staff has two primary options available; 1) Begin the abatement
process, or 2) Issue an Administrative Offense or Ramsey County District Court
Citation. Since the primary goal of a code compliance program is not to impose
monetary fines, but rather gain overall compliance, the fines associated with the two
approaches in option 2) infrequently achieve the desired result of compliance.
Discussion regarding possible Nuisance Code Amendments
February 26, 2001
Page 2
Discussion:
Minn. State Statute § 168B.101 Subd. 2 allows units of local government to adopt
ordinances and regulations to control the matter of unauthorized vehicles in
accordance with Minn. Statutes § 168B.01 to 168B.101. However, the ordinances
and regulations cannot be less stringent than the provisions in Minn. Statutes §
168B.01 to 168B.101. Since Minn. Statute § 168B.04 gives units of government and
peace officers the authority to take into custody and impound unauthorized vehicles,
the City is authorized to impound these vehicles without obtaining a judicial
determination, (see the attached letter from Kennedy and Graven for further
information on this) as long as the local ordinances are not less stringent that the
statute.
Currently, Section 607.06 Subd. 7a of the Mounds View Code addresses the
abatement of vehicles. Section 607.06 Subd. 7a authorizes any police officer or
other duly authorized person to immediately order any vehicle constituting a public
nuisance to be immediately removed and/or impounded, while section 607.08 Subd.
1 addresses property abatement proceedings in general. Currently, there is no
reference in the enforcement section of the Nuisance Code as to the exact procedure
for the abatement of vehicles that are considered a public nuisance. However,
section 607.06 Subd. 7b of the Code, which addresses the notice and sale of any
vehicle impounded, does reference the entire Minn. Stat. § 168B, governing the sale
of abandoned motor vehicles.
Under the provisions in section 607.08 Subd. 3 of the nuisance code, the owner or
other responsible party of the property on which a nuisance has been abated by the
City is responsible and personally liable to the City for the cost of abatement.
Section 168B.07 of State Statutes provides the owner of a impounded vehicle the
right to reclaim such vehicle from the unit of government or impound lot operator
upon the payment of all towing and storage charges. Thus, the City would not have
to initially pay the abatement expenses and then bill the property owner.
Recommendation:
Authorize staff to research the matter further and draft an ordinance that
strengthens the existing nuisance code provisions regarding the abatement of
vehicles which constitute a public nuisance.
Jeremiah Anderson
Housing/Code Enforcement Inspector
Attachments:
1. Chapter 607 (Nuisances)
2. Letter from Kennedy and Graven Dated July 31, 2000
3. Minnesota State Statute 168B
Item No. 8A
Meeting Date: March 5th, 2001
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; EDA: EDA Business
City of Mounds View Staff Report
To: President and EDA Commissioners
From: Aaron Parrish, Economic Development Coordinator
Item Title/Subject: Discussion of Highway 10 Redevelopment Opportunities
Date of Report: February 28, 2001
Background:
While the Economic Development Commission is currently evaluating redevelopment priorities,
several recent events have occurred in an area that could be considered a high priority
redevelopment area. Accordingly, staff thought that it would be prudent to make the EDA aware of
current issues associated with the redevelopment area in question. This area, situated between
Silver Lake Road, County Highway 10, and Groveland Road, is illustrated below:
The redevelopment area illustrated above is a point of reference. It is anticipated that the area will
change based on further EDC review and potential projects submitted for consideration. The
current land uses by parcel are:
A: Sporting Goods Store/Liquor Store
B: City Owned Residential Property
C, E, F: Vacant Land
D: Vacant Building (Pak Building)
G: Vacant Gas Station
All of the above parcels are located within TIF District #2 with the exception of parcels “C” and “E.”
Parcels “A” and “D” are shown below:
As previously stated, there are several current opportunities that make this area conducive to
redevelopment at the present time. First, inquiry has been made to the city about potential
redevelopment of the former Amoco site (parcels “F” and “G”). While nothing has been solidified at
this point, the possibility of a “sit-down” restaurant was discussed. The same party indicated an
interest in acquiring the vacant lot behind the Pak Building (parcel “E”) for upscale town home
development. These two projects could proceed independently, but given other redevelopment
possibilities on adjacent parcels, staff felt that a more comprehensive approach might be
considered. From a planning perspective, a well articulated mixed-use planned unit development is
preferable to “spot” development.
Second, if it is the intent of the EDA to acquire and redevelop the Pak Building site (parcel “D”) at
some point, it might be better to do so in the near term. This is due to the fact that the building does
not currently have a tenant. As a result, relocation expenses could be significantly minimized. It is
my understanding that a realtor has been retained to lease the property.
Finally, a vacancy currently exists at the city’s rental property located at 7861 Groveland Road. If
the EDA would like to proceed in redeveloping the area, then staff would not re-lease the property.
Discussion Points:
1. What is the EDA’s perspective as it relates to redeveloping this area?
2. If the EDA would like to see this area redeveloped in the near term, what action should staff
take? Potential actions might include:
• Having a site specific plan for the area prepared, or attempting to have a site specific
redevelopment plan prepared in conjunction with the current Highway 10 planning
process (This would be an add-on to the RFP, therefore subject to additional charge)
• Examine the possibility of acquiring the Pak building. However, in the past they have
indicated an unwillingness to sell the building to developers and others that have
approached them. This is also the case with the sport shop / liquor store.
3. If the EDA would like to see property acquired and redeveloped in the near term, would the
EDA be willing to use eminent domain to acquire property for redevelopment purposes? Of
course, this authority is used only if a property owner is unwilling and/or unreasonable and
only after all others avenues have been exhausted.
4. What would the EDA like done regarding the rental property located at 7861 Groveland
Road?
Necessary Actions:
Provide direction to staff regarding the aforementioned discussion points.
______________________________________
Aaron Parrish, Economic Development Coordinator
(763) 717-4029
Item No. 8B
Meeting Date: March 5th, 2001
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; EDA: EDA Business
City of Mounds View Staff Report
To: President and EDA Commissioners
From: Aaron Parrish, Economic Development Coordinator
Item Title/Subject: Direction regarding 2625 Highway 10
Date of Report: February 28, 2001
Background:
Recently, city staff had the opportunity to meet with the owners of Mounds View Animal Hospital.
They are currently located at Silverview Plaza, but would like to construct or purchase a 3,000 to
5,000 square foot building. While a range of potential alternatives were discussed, they indicated a
preference for two particular sites. First, they asked about the possibility of building on City owned
property located 2625 Highway 10. This property is illustrated below:
This property, commonly referred to as the “Blue House” property, has been the subject of inquiry in
the past. Previous proposals contemplated affordable town house development and a Walgreens.
For a variety of reasons, these proposals were determined to be unacceptable and/or infeasible. At
this point, the Mounds View Animal Hospital has asked if the following questions could be
addressed:
1. Is the city interested in having this property developed?
2. If so, what would the city be willing to sell the property for?
3. Could tax increment financing assistance be made available?
With regard to item number two, the City purchased the property for $120,000 and then
subsequently incurred some demolition costs. If the city were interested in developing/selling the
property, I would suggest selling the property at a substantially reduced price given its limited
development potential. The development potential is constrained due to limited access (currently
right in, right out only off of County Road I), adjacent land uses, and the small size of the parcel
(approximately .8 acres). Since the parcel is within TIF District #1, the city could expect to
recuperate its acquisition costs plus generate additional revenue over the next twelve years. This is
possible through additional pooled increment resulting from the new construction. The following is
illustrative:
Suggested Sale Price $ 50,000
Potential Additional Pooled Increment Generated $193,060*
Total Revenue Associated with Property $243,060
Minus Initial Acquisition Cost $120,000
Net Increase in Revenue Until District Decertification: $123,060
*This is based on an assessed market value of $500,000 resulting in annual real estate taxes of $19,306 over a 10-year
period.
While the above is an approximation, over the remaining life of TIF District #1 it appears as if the city
would generate additional revenue even after selling the property at a reduced price. Of course, the
above is also predicated on the fact that additional TIF assistance would not be provided. After a
cursory review, it does not appear as if the potential project is a strong candidate for TIF assistance.
The ongoing administrative and legal costs, limited capacity for the project to generate revenue,
and other issues associated with providing TIF assistance provide the basis for this interpretation.
Should the EDA determine that development should not occur on the parcel, staff would also
request direction about what to do with the property. Options could include leaving it undeveloped,
landscaping, and so on.
The second alternative being considered is across the street adjacent to the WIN Insurance Agency.
This parcel is highlighted as “alternative site” on the map above, and is part of the Silverview Estates
Planned Unit Development. The PUD allows for up to 5,000 square feet of office to be developed
on this particular parcel. This property is located within TIF District #2.
Discussion:
1. Is the city interested in having this property developed? If not, what should be done?
2. If so, would the city be willing to sell the property to Mounds View Animal Hospital, and on
what terms?
Necessary Actions:
Provide direction on the use of 2625 Highway 10.
______________________________________
Aaron Parrish, Economic Development Coordinator
(763) 717-4029
Item No: 9
Meeting Date: March 5, 2001
Type of Business: WK
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business
City of Mounds View Staff Report
To: Honorable Mayor & City Council
From: James Ericson, Community Development Director
Item Title/Subject: Discussion Regarding Highway 10 Reconstruction
and Revitalization Plan Proposals
Date of Report: February 28, 2001
Background:
On December 12, 2000, the City Council authorized the distribution of a request for
proposals (RFP) for a design consultant to develop and recommend a Highway 10
reconstruction and revitalization plan. The RFPs were delivered to more than 50 area
consultants on December 14, 2000. The deadline for a response was set for February
16, 2001. After many meetings, phone calls and miscellaneous communications with
many consultants, the City received proposals from URS/BRW; SEH; SRF; Parsons
Transportation Group; Bonestroo, Rosene, Anderlik & Associates; and Dahlgren,
Shardlow and Uban (DSU); six in all.
Discussion:
Staff reviewed the proposals in the context of how closely the firms were able to
address the issues outlined in the RFP, their understanding of the work to be
performed for the City, their relevant experience, the competence of the team, and
their level of detail. Since all of the proposals were submitted by experienced firms
with qualified staff, the analysis boiled down to which did the best job articulating its
response and how well the proposal captured the essence of what Mounds View is
attempting to accomplish with this corridor project.
Staff narrowed the field of proposals down to three finalists, URS/BRW, SEH and
Bonestroo, and invited each project team in for an interview & presentation in an
effort to get a better sense of their respective abilities and vision. The interviews are
scheduled for Monday and Tuesday, March 5 and 6. After the interviews have been
completed and staff has had an opportunity to reconvene, it is expected that a final
candidate will be selected and forwarded to the Council for its consideration on March
12, 2001.
The following represents some of the factors that led to the selection of the three
consultants:
URS/BRW
• Familiarity with the City and Ramsey County, Highway 96 Corridor plan
• Extensive corridor and design theme experience
• Detailed project approach and work plan
Highway 10 Proposal Update
March 5, 2001
Page 2
SEH:
• Level of understanding as to the purpose and intent of the study
• Detailed project approach and work plan
• Identification of potential funding sources
Bonestroo:
• Organization of the proposal, level of detail
• Comprehension of the project goals and vision
• Funding source identification and analysis
• Scope of Public Involvement
The proposals from the consultants not chosen for interview and presentation—SRF,
Parsons and DSU—were also quite good, which made the selection process difficult yet
to the ultimate benefit of the City.
Recommendation:
No action is needed at this time. Staff would anticipate however that a resolution would
be before the Council at your meeting on March 12, 2001 to award the contract for the
project to one of the consultants.
_____________________________________
James Ericson
Community Development Director
F:\DATA\GROUPS\COMDEV\SPECPROJ\Sp077.00 (Highway 10)\Project\Council Report - March 5, 2001.doc
Item No. 11
Type of Business:
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: William A. Clark, Chief of Police
Item Title/Subject: Title Change – Police Department Position
Date of Report: August 29, 2018
Title Change From Police Lieutenant to Police Commander:
The Police Civil Service Commission voted at their November 20, 2000 meeting
to recommend a change in position title for the Police Lieutenant. The item was
considered after a request from me.
The title change is status only, and was not considered a salary item or salary
change. The status change is similar to changes that have occurred in the Law
Enforcement family around us (attached survey). Police Commander was
recommended to the Commission because it follows the trend being developed
by St. Paul and Minneapolis, who are our area leading edge agencies.
This Position title change places our number two position on an equal status
with the Departments we deal with. Our Lieutenant currently is required to attend
functions where the rank is the lowest present, although he fills the same job as
the others. Raising his stature will raise his credibility. Police agencies are very
rank and status aware, and this is based on their quasi-military organization.
The Change in status will also allow us to send the individual to advanced
training that requires the stature of Major or above.
Respectfully Submitted,
___________________________
William A. Clark
Chief of Police
Survey of Minnesota Law Enforcement Agencies to determine position
title for person second in command, directly below the Chief Law
Enforcement Officer
Of 31 Responding Agencies, the reported breakdown was as follows:
Captain- 9 Agencies (one was Co-director of
Public Safety/Captain)
Chief Deputy- 7 Agencies (Sheriff’s Departments)
Deputy Chief - 5 Agencies
Sergeant- 4 Agencies
Deputy Director or Co-Director of
Police/Public Safety/Law Enforcement- 3 Agencies
Lieutenant- 2 Agencies
Assistant Chief- 1 Agency
Columbia Heights: Captain
Champlin: Deputy Chief
St. Paul Park: Sergeant
New Hope: Captain (2)
St. Anthony: Captain
Le Sueur County: Chief Deputy
Winona County: Chief Deputy
Cottage Grove: Co-Director of Public Safety / Captain
Crystal: Captain (2)
West St. Paul: Deputy Chief
Blue Earth County: Chief Deputy
Minnetrista: Lieutenant
Albert Lea: Assistant Chief
Ramsey County: Chief Deputy
Olmsted County: Director of Law Enforcement
Waseca: Sergeant
Pope County: Chief Deputy
Houston County: Chief Deputy
Fridley: Captain (2)
Orono: Operations Sergeant
Northfield: Captain
Plymouth: Lieutenant (4)
Buffalo: Sergeant (2)
Scott County: Chief Deputy
Faribault: Captain
Blaine: Captain
Spring Lake Park: Sergeant
New Brighton: Deputy Director of Police
Woodbury: Deputy Chief
Roseville: Deputy Chief
Moorehead: Deputy Chief (2)
Agencies that indicated more than one person in the position of second in command disclosed
that each supervisor was usually in charge of a particular division (i.e.: detectives, patrol,
administration, etc.).
Minneapolis and St. Paul utilize the title of Commander heavily (District Commander, Shift
Commander, Watch Commander, Precinct Commander etc.)
Item No. 12
Type of Business:
WK: Work Session; PH: Public Hearing;
CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: William A. Clark, Chief of Police
Item Title/Subject: Standardizing Police Firearms
Date of Report: August 29, 2018
STANDARDIZING POLICE FIREARMS – STATUS REPORT
Based on the Goals in the Annual Police Report, and as a budgeted item, the
Department has established a committee to developed criteria for standardized
firearms. The Department has tested numerous firearms with the participation of
the members of the agency. By survey, the list was narrowed to two firearms,
and the Department would like to begin processing for bids.
To update the Council, items considered during the process were safety features,
dependability, calibier, uniformity to other agencies, conformity to all size hands,
and the preferences of the members of the Department. This item will have
benefit to the Department in issues of vicarious liability, training, safety, and
control.
RECOMMENDATION:
It is requested that the Department continue with the standardization process and
place the items out for bid.
Respectfully Submitted,
___________________________
William A. Clark
Chief of Police
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GOLF COURSE MANAGER EMPLOYMENT AGREEMENT
THIS EMPLOYMENT AGREEMENT ("Agreement") is entered into this __________
day of ____________________, 2001 between the CITY OF MOUNDS VIEW, a municipal
corporation under the laws of Minnesota ("City") and JOHN HAMMERSCHMIDT
("Hammerschmidt") for the position of the City's Golf Course Manager.
WITNESSETH:
WHEREAS, the City is the owner of The Bridges golf course ("The Bridges") located in
the City of Mounds View; and
WHEREAS, Hammerschmidt is experienced in the management of golf courses and is
willing to enter into this Agreement; and
WHEREAS, the City desires to employ Hammerschmidt as the City’s Golf Course
Manager, and Hammerschmidt desires to be so employed; and
WHEREAS, the City desires to establish certain conditions of employment in connection
with Hammerschmidt’s service to the City as Golf Course Manager.
NOW, THEREFORE, in consideration of the mutual covenants and agreements as set
forth herein, the sufficiency of which is hereby acknowledged by both parties, the parties agree
as follows:
ARTICLE I: EMPLOYMENT POSITION
The City agrees to employ Hammerschmidt as Golf Course Manager and
Hammerschmidt agrees to be employed by the City as Golf Course Manager.
ARTICLE II: TERM OF AGREEMENT
The initial term of this Agreement will be five (5) years, commencing on January 1, 2001,
and continuing through December 31, 2005. This Agreement shall automatically renew for two
additional five (5) year terms under the same terms and conditions unless either party gives written
notice of termination to the other party on or before June 30 in the fifth year of each five (5) year
term of the Agreement or the Agreement is terminated by either party for breach of the Agreement
pursuant to Article V of this Agreement.
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ARTICLE III: COMPENSATION
The compensation and benefits set out in this Article represent the total compensation to be
paid to Hammerschmidt for performance of this Agreement.
A. Base Salary. The City will pay Hammerschmidt a base salary of $__________ per year
in 2001, including the City’s standard contributions toward the Minnesota Public Employees
Retirement Fund, Social Security, Medicare, and health insurance. In future years,
Hammerschmidt's base salary will increase by the same percentage increase granted to City
administrative personnel.
B. Incentive Pay. Hammerschmidt will be eligible for incentive pay (as defined and calculated
in this Article) based on performance of The Bridges and the total personnel costs at The Bridges.
C. Compensation Limitations. Hammerschmidt’s total compensation shall not to exceed 95%
of the City Clerk-Administrator's maximum salary, shall not exceed any limits established by
Minnesota Statutes, and shall be established in such a manner so as to maintain the City's
compliance with the State of Minnesota's pay equity statutory requirements. In addition, the total of
all incentive pay shall not exceed 54% of Hammerschmidt's base compensation.
D. Incentive Pay Calculation. Hammerschmidt's final incentive pay will be calculated annually
based on audited financial statements from the Golf Course and established by separate resolution
adopted by the City Council in an amount up to 5% of the gross revenues at The Bridges, subject to
the following conditions:
Total compensation for all City employees at The Bridges, including incentive pay
established by the City Council, shall not exceed 48% of gross revenues at The Bridges. Total
personnel costs shall include all salaries, including incentive pay, and the associated employer's
share of benefits including but not limited to retirement, payroll taxes, proportional percent of
workers' compensation, health insurance and unemployment. Personnel costs shall exclude the
personnel costs associated with lessons.
Gross revenues shall include all revenues derived from activities conducted at The Bridges,
excluding billboard lease revenues, hard goods as set forth in Exhibit A, and less general sales taxes
and sales taxes imposed on the sale of alcoholic beverages. Prepaid fees will not be considered
revenues until such time as The Bridges has provided the goods or services necessary to earn such
fees. Discounts will be considered a reduction of gross revenues. Revenues from lessons, interest
earnings and the proceeds from the sale of non-merchandise items will be excluded from gross
revenues. All sales revenues derived from merchandise sales, which shall include food, beverages,
apparel, memorabilia, golf equipment and supplies and similar items, as well as net sales on items
specifically identified as hard goods as set forth in Exhibit A to this Agreement, shall be included in
gross revenues. The average markup on merchandise sales, which shall include food, beverages,
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apparel, memorabilia, golf equipment and supplies and similar items, but shall exclude items
specifically identified as hard goods as set forth in Exhibit A to this Agreement, shall be at least
85% of the cost of said merchandise including shipping and/or delivery charges. Hard goods, as set
forth in Exhibit A to this Agreement, shall be sold for at least the cost of said merchandise.
E. Extraordinary Circumstances. In situations brought about through acts or conditions that
are deemed to be outside the normal scope or course of operations for The Bridges and which
result in a change in circumstances for the Bridges, the City may in its sole discretion to deviate
from or spend more than the 48% of gross revenues of The Bridges for total compensation for all
City employees at The Bridges.
F. Payment of Incentive Pay. The payment of any incentive pay shall be paid annually as set
forth herein. Ninety five percent (95%) of any incentive pay shall be paid annually on or before
December 15th based upon the projected end of year revenues for the Bridges. The retained five
percent (5%) amount of the incentive pay shall be paid, if required, at such time that audited
financial statements for the preceding year are available and support payment of the retained five
percent (5%) amount. Any difference between projected end of year revenues for the Bridges
and audited financial statements for The Bridges shall be reconciled prior to payment of any of
the retained five percent (5%) amount, if such payment is required.
G. Use of Flex Time. The annual year for accumulation of flex time leave, as defined in the
City’s Personnel and Administrative Handbook, for Hammerschmidt shall be from April 1st to
March 31st of the following year. Hammerschmidt shall utilize accrued flex time leave during
the time period The Bridges is not open for the golf season and prior to March 31st of each year,
if possible. Any accrued flex time balance shall be reduced to forty (40) hours on March 31st of
each calendar year, with no additional accrued flex time leave to be carried over past March 31st
of each calendar year.
H. Professional Organizations, Meetings and Activities. Subject to approval of the City,
Hammerschmidt may attend and participate in appropriate professional meetings at local, state, and
national levels and in such organizations deemed appropriate for the performance of
Hammerschmidt’s duties, with reasonable expenses for such attendance and dues and membership
fees to be borne by the City. Hammerschmidt may hold offices or accept responsibilities in these
organizations as long as they do not interfere with the performance of Hammerschmidt’s duties as
required by this Agreement.
I. Use of Vehicle. Subject to Minnesota Statutes Section 471.666, and any other applicable
federal, state or local law, rule, resolution or ordinance, Hammerschmidt shall have the use of a
truck of his choosing, subject to the approval of the City. Said vehicle shall be replaced every five
years. The City shall maintain automobile liability, property damage, and comprehensive insurance
and pay the normal and necessary expenses for operation and maintenance of such vehicle.
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ARTICLE IV: DUTIES AND RESPONSIBILITIES
A. Mutual Duties and Responsibilities. The parties agree to cooperate with each other toward
the common goal of effectively operating and maintaining The Bridges and other City departments,
facilities, and equipment. Whenever possible, golf course employees and other City employees will
assist each other in achieving this common goal. Such assistance will be provided at no additional
cost to the department or program receiving the assistance, provided, that the time spent by golf
course employees providing assistance at City facilities other than The Bridges is approximately
equal to the time spent by other City employees providing assistance to golf course employees.
Hammerschmidt will keep accurate time records for services rendered by golf course personnel
providing assistance to City departments other than The Bridges.
B. Hammerschmidt's Duties and Responsibilities. Hammerschmidt will be responsible for the
management and operation of The Bridges. Hammerschmidt will perform all functions and duties
required of his position as Golf Course Manager as set forth in the job description attached hereto as
Exhibit B and incorporated herein by reference, or as required by law or ordinance.
C. The City's Duties and Responsibilities. The City agrees to do the following:
1. Make all debt service payments, as required by golf course bond covenants, and ensure
adequate funding for agreed-upon capital improvement projects to the extent revenues from
The Bridges are available for such projects.
2. Approve an annual budget including adequate operating and capital outlays and base
salaries and maximum incentive pay for golf course employees by December 31 for the
subsequent year. Included in the budget will be the prices for all categories of green fees,
driving ranges, leagues, and golf cart rentals. In no event will these prices be reduced unless
by agreement of both parties.
3. Permit the use of specialized equipment owned by the City for special projects on the golf
course, provided that Hammerschmidt provides adequate advanced notice for scheduling of
such equipment.
4. The City shall refer all criticisms, complaints, and suggestions called to the City’s attention
regarding The Bridges to Hammerschmidt for study and appropriate action, and
Hammerschmidt shall review and investigate such matters and inform the City of the result
of such review and investigation and of any recommended remedial action.
D. Covenant Not To Compete. During the period when Hammerschmidt is receiving any
compensation under this Agreement, Hammerschmidt shall not, without the prior written consent of
the City in each instance, whether as shareholder, employee, officer, director, partner, sole proprietor,
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consultant or otherwise, directly or indirectly engage or participate in any corporation, partnership,
limited partnership, sole partnership or other entity competitive to or with The Bridges and located in
the following cities: Blaine, Circle Pines, Coon Rapids, Fridley, Lexington, New Brighton, North
Oaks, Roseville, St. Anthony, Shoreview and Spring Lake Park. Hammerschmidt acknowledges that
the City’s remedy at law may not be adequate in the event of any breach or threatened breach of the
terms of this paragraph and hereby consents to the equitable jurisdiction of any appropriate court
having jurisdiction of the matter for the entry of injunctive or other equitable relief.
ARTICLE V: TERMINATION
A. If Hammerschmidt fails to perform any of the terms, conditions, or requirements of this
Agreement, the City will give Hammerschmidt thirty days written notice of such failure. After
receipt of the written notice, Hammerschmidt will have up to thirty days to correct the problem,
except that the City may in any case take immediate steps to correct the problem in order to protect
the health, safety and welfare of the City and the public prior to the end of the thirty-day period
without affecting the City's right to terminate Hammerschmidt. If Hammerschmidt fails to correct
the problem within the thirty-day period, the City may terminate the Agreement by giving
Hammerschmidt thirty days written notice of such termination.
B. If the City fails to perform any of the terms, conditions, or requirements of this Agreement,
Hammerschmidt will give the City thirty days written notice of such failure. After receipt of the
written notice, the City will have thirty days to correct the problem. If the City fails to correct the
problem within that thirty-day period, Hammerschmidt may terminate the Agreement by giving the
City thirty days written notice of such termination.
C. In addition to and without limitation under Article V.A. and V.B., gross and intentional
failure in performance of any of the terms or conditions of this agreement by City or by
Hammerschmidt, shall be deemed good cause for termination by the party wronged. In addition,
City shall have the right to terminate this agreement on 30 days’ notice to Hammerschmidt if
Hammerschmidt violates any federal, state or local law, rule, resolution or ordinance, or
conducts himself publicly or privately in any manner which offends against decency or morality
or causes him to be held in public ridicule or scorn or causes a public scandal.
ARTICLE VI: OTHER PROVISIONS
A. Addresses and Notices. Any notice permitted or required to be given under this Agreement
must be in writing and shall be deemed to have been given if sent by certified mail, postage prepaid,
addressed as follows:
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To the City: City Clerk-Administrator
City of Mounds View
2401 Highway 10
Mounds View, Minnesota 55112
To Hammerschmidt: John Hammerschmidt
_________________________________
_________________________________
If either party has a change of address, that party must give written notice to the other party of such
change. Failure to do so will not invalidate any notices sent to the addresses listed above.
B. Applicable Law. This Agreement shall be construed in accordance with and governed by
the laws of the State of Minnesota.
C. Entire Agreement. This Agreement constitutes the entire Agreement between the City and
Hammerschmidt with respect to the matters addressed herein.
D. Amendment. This Agreement may be modified or amended only with the written approval
of the City and Hammerschmidt.
E. Construction. In the event that any one or more of the provisions of this Agreement, or any
application thereof, shall be found to be invalid, illegal or otherwise unenforceable, the validity,
legality and enforceability of the remaining provisions in any application therefor shall not in any
way be affected or impaired thereby.
F. Assignment. This Agreement shall be binding upon and inure to the benefit of the parties.
No assignment or attempted assignment of this Agreement or any rights hereunder shall be
effective.
G. Authority. Each of the undersigned parties warrants it has the full authority to execute this
Agreement.
H. Waiver. No failure by any party to insist upon the strict performance of any covenant, duty,
agreement, or condition of this Agreement or to exercise any right or remedy consequent upon a
breach thereof, shall constitute a waiver of any such breach or any other covenant, agreement, term,
or condition, nor does it imply that such covenant, agreement, term, or condition may be waived
again.
I. No Conflict. Hammerschmidt affirms that to the best of his knowledge, his involvement
in this Agreement does not result in a conflict of interest with any party or entity that may be
affected by the terms of this Agreement. Hammerschmidt agrees that, should any conflict or
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potential conflict of interest become known to him, he will immediately notify the City of the
conflict or potential conflict.
J. Personnel and Administrative Handbook in Effect. Unless stated otherwise in this
Agreement, the relationship between the City and Hammerschmidt shall be subject to the City’s
Personnel and Administrative Handbook.
[The remainder of this page is intentionally blank.]
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This Agreement was executed as of the day and year first above written.
CITY OF MOUNDS VIEW
By: ________________________________
Richard Sonterre
Its: Mayor
By: ________________________________
Kathleen Miller
Its: City Clerk-Administrator
JOHN HAMMERSCHMIDT
By: ________________________________
John Hammerschmidt
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Exhibit A
Items Specifically Identified as “Hard Goods”
The definition of “hard goods” includes items specifically identified as follows:
Shoes, golf spikes, golf bags, golf clubs, packaged golf balls and any items offered
for retail sale through The Bridges which have remained unsold in the inventory of
The Bridges for a period of time in excess of one (1) year.
Unless written permission is received from the Mounds View City Council, no hard goods items are
to be sold below cost.
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Exhibit B
Golf Course Manager Job Description
[Insert Golf Course Manager Job Description]