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Home My WebLink AboutResolution 9069RESOLUTION NO. 9069 CITY OF MOUNDS VIEW COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION ADOPTING 2020-2022 STRATEGIC PLAN WHEREAS, the city of Mounds View (the "City") has prepared a three-year strategic plan to serve as a guide for staff to develop annual budgets and five-year capital improvement plans; and, WHEREAS, City staff has completed individual City Council interviews and the ideas, thoughts, and comments of the City Council have been integrated into the 2020-2022 Mounds View Strategic Plan; and WHEREAS, the City Council has met with Department Heads and other staff to discuss the Strategic Plan in detail; and WHEREAS, the City Council has reviewed the three-year strategic plan for the years 2020 through 2022 and has determined that it represents the policy goals and overall vision of the City Council with respect to the continued operation and investment by the City; and, WHEREAS, the City Council wishes to adopt the three-year strategic plan for the years 2020-2022 to serve as a tool in developing and implementing budgets and consideration of other decisions by the City Council and City staff. NOW, THEREFORE, BE IT RESOLVED, by the Mounds View City Council, Mounds View, Minnesota, that the 2020-2022 strategic plan, contained in Exhibit A of this resolution is hereby approved and adopted and shall be placed on file at City Hall. Adopted this 28th day of January, 2019. Carol A. Mueller, Mayor ATTEST: A Nyle kmu , City Administrator EXHIBIT A 2020-2022 Strategic Plan [see attach Errorl Unknown document property name. 2020–2022 Three Year Strategic Plan Adopted by City Council January 28th, 2019 Resolution NO. 9069 for 2020 budget cycle Next Update: Anticipated to begin February-March 2020 with staff and April-May 2020 with the City Council and final adoption with City Council Resolution completed by the end of May 2020 to be used for the 2021 preliminary budgets. The City’s Strategic Plan is used as a guide to develop the annual budgets and five-year Capital Improvement Plan (CIP). In 2019 the Mounds View City Council had a General fund operating budget of $7,398,300 with net assets of $9,290,534. The City Council sets the overall policy for the City whereby many of the City’s Commissions/Committees and departments seek to accomplish and fulfill those policies through major themes, strategies, the Council’s overall vision, established goals, departmental action steps, and assigned tasks. Strategic planning addresses, who we are, what we want, and how we get what we want. WHO WE ARE Vision: A THRIVING DESIRABLE COMMUNITY Mission: PROVIDE HIGH QUALITY PUBLIC SERVICES IN A FISCALLY RESPONSIBLE MANNER Core Values: General – Transparent, Honest, Responsive, Efficient, Practical, Service oriented People – Respectful, Responsible, Friendly, Helpful, Knowledgeable, Team Players Market: We serve 13,327 residents and 5,211 households (Met-Council 2017) within an area of 4.03 square miles (US Census) and 21,278.4 acres. Brand Promise: Strategically located near main transportation corridors in the renowned Mounds View School District; residents, workers, and visitors, will enjoy a livable/walkable/business friendly community that is safe with reliable infrastructure, and reasonable taxes. Elevator Pitch: The City of Mounds View is a third ring suburb of diverse residents with a population of 13,327 located 10 miles north of Minneapolis and St. Paul in Ramsey County and surrounded by the Cities of Blaine, Arden Hills, New Brighton, Fridley, and Spring Lake Park. We are known for our large residential lots, mature trees, and excellent school district. WHAT WE WANT Major Themes: The five most important Characteristics or strategic policy areas of Mounds View 1) Financial Stability 2) Maintain good Infrastructure 3) Demographics: Diversity & Outreach 4) Employee Recruitment & Retention 5) Business Retention & Expansion Vision Statements: A vision statement is an outcome, a result, and an ideal to strive for over a period of time. The following vision statements define the future of Mounds View.  Financial Stability  Maintain good infrastructure in such a way that is walkable & attractive, safe, and affordable  A progressive City that is welcoming, and a desirable destination to all ages & cultures, who seek progress through partnerships, and a place where residents can work, live, and play safely and show pride in the community  Create a culture where employees desire to work and remain employed with Mounds View  Create and maintain a positive business climate where businesses want to locate and remain in Mounds View Strategies: Strategies are combined and synthesized from the overall themes. These strategies form the basis for the goals and action steps. (3 Year Target)  Address the property tax levy limitation in the City Charter, educate residents on Inflow & Infiltration, & keep the same level of service while monitoring expenses.  Maintain and plan for infrastructure improvements including waste water, water, & transportation  Increase community engagement while being sensitive to the changing demographics & their needs and inclusive to all socioeconomic situations  Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries competitive and creating an enjoyable working environment.  Continue BR&E program, maximize utilization of development space and current list of available sites, encourage land owners to maintain their properties, & consider residential redevelopment HOW DO WE GET WHAT WE WANT? Vision: Strategy - Address the property tax levy limitation in the City Charter, educate residents on Inflow & Infiltration, & keep the same level of service while monitoring expenses. Beginning Value Current Value Target/End Value $6.5 mill $5.29 mill $ Decertify TIF 2033 Make last as long as possible Goals (3-5 goals) per vision in table format. Every goal should be SMART. Specific, Measurable, Achievable, Relevant, & Time bound. Goals Start Value Current Value Target Value Modify Charter Cap: Change the 2% plus Inflation or 5% whichever is less and increase to 8% 2% plus inflation or 5% whichever is less 2% plus inflation or 5% whichever is less 8% or inflation whichever is greater Enhance Revenue Sources: Without relying on property taxes Franchise fee $295,000 Other fees & charges $635,000 Franchise fee $295,000 Other fees & charges $635,000 Franchise fee $320,000 Other fees & charges $675,000 Prioritize Services: and eliminate low priority services ID by department ID by department ID by department Increase EDA Levy: Spur Redevelopment to increase tax valuation, add jobs & housing diversity $100,000 $100,000 EDA Max levy $213,000 HRA Max levy $218,000 Operate under balanced budget that meets the needs and goals of the community. Reduce reliance upon the levy reduction fund and any LGA funds by 3-5%. Budget 90% of LGA Draw down levy reduction by $250,000 Budget 90% of LGA Draw down levy reduction by $250,000 Reduce by 3-5% ($2,500-$4,162) per/year over 3 years, will take 20 years to get to $0 Develop Marketing Plan/Business Case to be used as education tool to residents & Charter Commission to address the seriousness of the Charter levy limitation then present at joint meeting $0 $0 $10,000 plus staff time with minimal supplies Develop education PR & Implementation Plan that addresses the consequences of inflow & infiltration & ways to help reduce and/or eliminate the extra water capacity with a goal of reducing the costs that Met-Council invoices the City by at least 2-3% annually $972,249 Slip lining $175,000 $972,249 Slip lining $175,000, City is about 80% lined $937,348 by 2021, assumes 3.5% cost increase for MCES charges and 10% reduction in volume. 100% lined by 2022 Vision: Strategy - Maintain and plan for infrastructure improvements including waste water, water, & transportation Start Value Current Value Target/End Value $0 $400,000 $4.79 mill Goals Start Value Current Value Target Value Initiate a $150,000 Street fund levy. Refine the 10 year maintenance and infrastructure program $0 $0 $150,000 part of 2019 levy Maintain parks, expand trails, sidewalks, and park programs (through the YMCA) & beautification of Mounds View Boulevard $0 $0 Trail segment 8: $290,000 must ID funding source ID needs & funding sources for transportation $0 $0 Unknown Ensure Clean Water & maintenance $0 Engineering & design $400,000 for water treatment upgrades Current Plan $4.5 mill for three water treatment plants over 2019-21 Vision: Strategy - Continue community engagement while being sensitive to the changing demographics & their needs and inclusive to all socioeconomic situations Start Value Current Value Target/End Value $2000 plus staff time $147,000 plus staff time Maintain $147,000 plus staff time Goals Start Value Current Value Target Value Continue enforcement & responsiveness to drug problem, traffic, code violations, & petty crimes & support 2nd K-9 unit. $0 VCET officer $115,000 2nd SRO summer hours $25,000 Maintain $24,000 for dog & training Community Outreach Programs: Diversity Event(s) & Public Relations & establish reserve officer program $2000 & staff time $7000 & staff time Maintain Networking with other communities & organizations Staff time Staff time Maintain ID & create regular meetings with neighborhood Captains Staff time Staff time Maintain Vision: Strategy - Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries competitive and creating an enjoyable working environment. Start Value Current Value Target/End Value $6,500 $65,850 $197,550 Goals Start Value Current Value Target Value Recruitment of Qualified Diverse workforce $0 $31,500 Maintain Update Personnel Manual Staff time as needed some legal Staff time as needed some legal Maintain Competitive Salary & Benefits Packages, Training & Promotion Opportunities, Other Incentives $0 Market study done in 2017 for 2019 implementation $65,850 market adjustments & staff promotions Market study in 2021 for implementation in 2022, review city contribution for benefits for market competitiveness Vision: Strategy - Continue BR&E program, maximize utilization of development space and updated list of available sites, encourage land owners to maintain their properties, & consider residential redevelopment Start Value Current Value Target/End Value $108,665 $110,165 $120,080 Goals Start Value Current Value Target Value Fill Vacant Space & Continue BR & E Program $108,665 Personnel costs $108,665, Advertising $1,500 Personnel costs $118,445, & $1,635 Advertising Support Redevelopment & Development Recruitment Efforts $50,000 Gen fund transfer $50,000 Gen fund transfer to support ED activities Maintain Staff time Finance Top Redevelopment Areas Industrial/Commercial/Residential $212,000 fund balance $300,000 fund balance at end of year $570,000 fund balance, (Adding $90,000 p/yr) plus proceeds from Crossroad Pointe