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HomeMy WebLinkAboutAgenda Packets - 2021/11/01CITY OF MOUNDS VIEW CITY COUNCIL WORK SESSION AGENDA MOUNDS VIEW COMMUNITY CENTER Monday, November 1, 2021 6:30 p.m. ROLL CALL: Mueller, Hull, Meehlhause, Bergeron, Cermak Council Workshops are informal gatherings of the council at which no final decisions are made, rather consensus discussion to direct staff on council decision items. AGENDA ITEMS DISCUSSED BY CONSENSUS 1. Community Center Expansion Possibilities — Nyle/Don a. Don Peterson —Architectural Renderings b. Joel Feldman CSL Sports Marketing c. Kent Wolf — Johnson Controls d. Bill Strusinki & Les Heen— Libby Law Firm 2. Strategic Plan Third Quarter 2021 Update — Brian 3. Review Town Hall Meeting — Discuss April or September for 2022 — Rayla 4. Consider EEO Policy Change and Addition of Transgender Policy — Rayla 5. Review Proposed Street Design Layout for County Road I - Don 6. Review 2022 Draft Fee Schedule — Nyle PUBLIC COMMENT Citizens may speak to issues not on tonight's agenda. Before speaking, please share your full name and address. Also, please limit your comments to three minutes. NEXT COUNCIL WORK SESSION: Monday, December 6, 2021 at 6:30 pm NEXT COUNCIL MEETING: Monday, November 8, 2021 at 6:30 pm THIS PAGE LEFT BLANK INTENTIONALLY Item No: 1 Meeting Date: November 1, 2021 Type of Business: Council Workshop City Administrator Review: of Mounds View Staff R To: Honorable Mayor and City Council From: Don Peterson, PWPRFREC Director Nyle Zikmund, City Administrator Item Title/Subject: Community Center Expansion Introduction: As part of the Strategic Plan, Compressive Plan Update, and Workshop/Retreat specific to Mounds View Boulevard, Council directed staff to further explore opportunities on our campus given we are the largest landowner on the Boulevard. Prior to this, council authorized further work on the Tribute Park specific to forming a committee which is in process. Tonight's meeting will provide council and opportunity to "explore" what might be described as a "maximum" expansion of the Community Center with a focus on the recreation side — specifically youth and amateur sports via an 3 gymnasium expansion. Presenters will appear/present in the following order: 1. Director Peterson who will share architectural renditions created by Ortel, the same firm of record for the public works building. These are concept in nature but identify maximum use of the existing site when taking into account the parking. Don will also share some cost estimates. 2. Joel Feldman from CSL marketing will share their firm's expertise and proposal to conduct a feasibility report that would provide council validated data on what revenue could be generated from tournaments, clubs and other rentals. 3. Kent Wolf from Johnson Controls represents a contractor that could undertake the construction but along with those services, brings "state of the art" smart building technology. 4. Bill Strusinski and Les Heen with Libby Law Firm are seasoned and highly respected consultants specializing in governmental relations and in this case, a bonding bill request. Next Steps: If council wishes to further explore they should consider; 1. Take some time to absorb and reschedule further discussion at a future meeting. 2. Provide direction to staff to engage with one or more consultants. Staff recommendation would be start with CSL as a feasibility study is the key in determining the scope of the project in a fiscal equation. Bonding requests provide 50% of a project. 3. Consider engaging with Libby Law Firm in developing a Bonding Proposal as these take some time and there are a number of items that could be worked simultaneously while the feasibility work is begin done. The Mounds View Vision A Thriving Desirable Community In combination (2 & 3) , Council would approved expenditures of approximately $70,000 to explore the option of a multi -million dollar expansion of which 50% could be funded via a bonding request; that being successful — results in an more viable project. Lastly, as part of this effort, Director Peterson and staff have been working on the "west" side potential, which includes the Tribute Park, but ties in on parking and overall vision. Don will touch on this but further exploration at this will occur at a workshop in the near future. Respectfully submitted, Nyle Zikmund City Administrator The Mounds View Vision A Thriving Desirable Community RESOLUTION NO. XXXX CITY OF MOUNDS VIEW COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION APPROVING A TEMPLATE FOR RESOLUTIONS TO BE USED FOR FUTURE REFERENCE WHEREAS, the City Council reviewed and approved the template at its work session on April 4, 2012; and, WHEREAS, as a result of the template existence, a suitable number of supporting clauses should be used to support a reasoned and justified conclusion; and, WHEREAS, in recognition of these additional clauses, a certain action would be appropriate and consistent with the City's adopted policies. NOW, THEREFORE BE IT RESOLVED THAT the Mounds View City Council approves the format and structure of the template attached as Exhibit A and includes additional clauses as may be necessary. NOW, THEREFORE BE IT FURTHER RESOLVED THAT the Mounds View City Council authorizes the preparation and execution of the template by the Mayor and City Administrator. NOW, THEREFORE BE IT FINALLY RESOLVED THAT the cost associated with the execution of the template shall be paid from Account # 100-4160-3030 and that the 2012 Budget shall be amended accordingly. Adopted this 25t" day of January 2010. Carol A. Mueller, Mayor ATTEST: Nyle Zikmund, City Administrator (SEAL) The Mounds View Vision A Thriving Desirable Community Johnson Controls Performance Infrastructure (PI) The power behind your mission Johnson 010 Controls --w' Introductions Energy Savings Performance Infrastructure Benefits Enabling Legislation Smart Building Technology — OpenBlue, Advanced Metering Infrastructure Why Johnson Controls, Development Process, Sustainable Decarbonization General Discussion, Next Steps Questions Johnson SO Controls z Introducing Johnson Controls J� �tro,s����'�' Performance Infrastructure (I'I) GLOBAL PRESENCE 14 op *a *40 0 z Annual Revenue of $36 Billion and currently ranked 67t" in Fortune 500 Creating Smart Building Environments for 13� rs GfoAll�y focused with 120,000 employees, work ng in 2,000 locations, in 152 countries i • 640 active PC projects • Pioneered the Performance Infrastructure industry • Over 3,100 total PC Contracts since 1983 • Total value of outstanding guarantees: $6.3 Billion LOCAL FOCUS - MINNESOTA FOCUS • 7 Minnesota regional offices • 292 Minnesota employees I Safer, Smarter Buildings & Cities CONTROLS fl .. QQ HVAC EQUIPMENT [ ] SECURITY FIRE & HAZARD PROTECTION BUILDING SERVICES & PARTS ou LIGHTING, CONTROL & RETROFIT If ■ � OPERATIONAL INTELLIGENCE & ruoLOSS PREVENTION ENERGY STORAGE RETAIL SYSTEMS TEC-IMkOCY iWPASTRu{TuRE _ I 41 w A60 _ PER FGRMAWE FIFRJI,STRUCrUkE'" low OIL I EMfWS 9U0i4 WDE ST51WS _� - y IHTEfiRf.Tlblr Q ^ram TOTAL BUILDING MANAGEMENT SYSTEMS Johnson Controls I ice■ � - ~ti '_ii • � , ti r i N• •f i J . ■ ■ I. I 1, ,` ■ L PC- Energy Performance Contracting '•�;■ �'� i69hh UbA� ' Facility upgrades are paid for Customers can refresh At the end of the ESPC, by a portion of the cost facilities and reduce the customer owns all of savings resulting from these energy consumption the improvements and improvements over a set without the need for receives all of the term. capital expenditures. continuing savings. Johnson Ij0 Controls 5CRe-purposing a portion of current Utility Budget J LNI + 0 v Before Work Excess cash is ■ Enabling legislation: Minnesota yours to spend on other programs State Statute § 471.345 - Energy Efficiency Projects Majority of savings go to pay for ESPC ' Energy savings may pay for program costs like infrastructure improvements over debt service a term of 20 years Your energy/water 0 JCI also will also submit consumption is applications for; State, Federal reduced Grants, utility rebates, local, and other incentives Utility Spend ' Energy projects are self -funded with savings and are bundled to � Cost Savings include p longer payback g Excess Savings infrastructure needs After Work, During Term I, Johnson �J�{f Controls 0 ➢ SourceWell Cooperative Purchasing 0 ➢ Cooperative purchasing group that services members in the government, education and non-profit sectors. ➢ Follows all competitive contract law requirements under Minnesota statues to solicit, evaluate and award these contracts. ➢ Minnesota State Statute § 471.345 Energy Efficiency Projects ➢ Allows municipalities to enter into a contract with a qualified provider of guaranteed energy savings. ➢ Not to exceed a 20-year term of useful life. ➢ Long Term Lease — Johnson Controls redevelops existing/new construction. City maintains ownership and JCI under lease provides; design, financing, builds, operates and maintains (XX-years). Asset is returned to City(end of term) with predetermine (i.e. 75%) equipment life expectancy. Johnson 60 Controls FA Customer Challenges Achieving business and financial goals Mitigating infection risks for occupants Increasing occupant comfort, safety and wellness Driving productivity and performance Uncertainty on how to approach the Digital Transformation OpenBlue Enterprise Reducing operating and lifecycle costs Maintaining and scaling operations quickly with minimal impact to staffing and budget Increasing operational �...�pe��orma_nce Improving energy consumption and lid Maintaining building value w OpenBl'u k .Announcir. ■ We are worl ! domair , whet and Digital Tecl ■ OpenBlue is th come rogernei experiences, so provide better — and so much ■ We have dedicated teams or who partner with our customers and experts to develop a tailored blueprint of the future for their building and can share more information about the exciting value this blueprint can deliver. This is how value... keeps building. Blueprint of the Future for smart, sustainable buildings. Impactl'ul A complete suite ofsustainability connected solutions. Aueprint of the Lure We deliver- Impactful sustainability'" New occupant experiences • Respectful safety & security New occupant experiences Respectful safety & security t iY Outcomes Typical Business Digital Solutions Smart Operating Costs Workplace Frontier iiiii ' 92% • Staff costs in 0 • salaries & benefits •0000 00000 see** 00000 Soso* 00000 00000 •0000 •0000 00000 6% •••«• 006 • • Rental costs •0000 •0000 2% 004900 •0000 Operating costs Revenue 1 Business I Value 0 Occupant Value 6 Asset Value Safety & Security Maintenance Cost Energy Cost , , 1 l I 4 Reduce Costs Johnson 1j, 0 Controls IoT Adoption by Domain & Application Focus (Global) The market for devices is being led by Security & Access Control applications Adoption of HVAC applications driven by substantial energy savings and attractive RDIs "Without question, the one thing for both owners and tenant facility managers to change is around ventilation. Run the fans, Upgrade the filters, and keep the filters clean. It's a veryshort sighted savings to pinch pennies in energy and filter line items when there are tens of thousands of dollars at play in healthcare costs avoided and in benefits to be goined from the increased productivity of the people inside." John Macomber, Harvard Business School Data processing is rapidly moving to the Edge, from 10% to 75% of all Enterprise -generated data in just 3 years Johnson ontrol's Open6lue Enterprise Manager Supporting this Data Management 373 j85 352 327 3i4 319 ?48 25>i 238 208 46 20S 182 493 167 142 100 Advanced Metering Infrastructure (AMI) How does it work? o The most common network topology is a "Star Network" meaning one path of communication between the meter and the AMI system repeater/collector o Collector backhauls data into the cloud via Wi-Fi, Ethernet, or Cellular o Data is available to the utility via internet browser — mobile, desktop, etc. — via analytics software o Automated integration between AMI system and billing system software Cloud o Hourly data for meter reads with capability for on - demand reads from the office o Prompt notification of Alerts & Alarms Customer -side leak detection (constant meter Advanced consumption) Metering Tamper Infrastructure Reverse flow Low battery How does it Temperature & pressure (optional) work? Water quality sensors (optional) o Distribution leak detection (optional) — leaks in distribution piping o Daily reports o Remote shut -offs o Customer Web Portals (optional) o Smart City/loT capabilities o Increased customer service o Reduced labor required to read meters, perform shut -offs, final reads, etc. o Eliminate meter re -reads due to inaccurate data inputs o Increased safety for meter readers and fewer insurance claims Advanced Metering o Reallocation of existing labor to other tasks within the utility Infrastructure o Reduced carbon footprint from vehicle emissions and required maintenance due to fewer miles driven for purposes of meter reading Benefits o Reduced non -revenue water in your system Leak detection data allows you to target leaks in distribution system (optional) and alert customers when they may have a leak on their property Hourly data shifts burden of proof from utility to account owner regarding high bill complaints More accurate meters = equity in billing o Establish backbone for Smart City/IoT in the future JCI holds the national contract with SourceWell (Cooperative ` Purchasing) "Pre -qualified" Energy Service Provider recognized by the State of Minnesota 640 active PC projects in United States N 7 Global presence with local focus. Products and Services: Security, Fire, HVAC Controls Building Automation, Renewables Complete Building Services (Performance Infrastructure) " PI" Implemented over 3,000 projects throughout the United States � E Turnkey Program Management Capabilities: a Design, Build, Operate, Finance, Maintain f Strong Local Presence in Minnesota and Metro Area Why Johnson Controls? • Experienced JCI Team -Energy Performance Contracts • Understand Project Finance/Funding • Life Cycle Approach vs. Cheapest 1 st Cost J • Guaranteed Outcome (Technical and Financial) • Single Source Accountability i • Experience in Planning, Construction/Renovation • Process Driven (Vision to Actualization) • Federal Grant & Utility Rebate 17 Applications Unrivalled Accuracy. Proven Savings. Over 640 active performance contracts, with more than $6.5 billion in guaranteed savings. * WORLDS ETHICALAMA, N M CQMPANIES, 'W W.EiNISPNERE.COM ppSGQ ACG REQI TLeQ RN✓RCY SERVICE PRU�iD�a // 'DR "Highest Accnedilati on Level Energy Service Provider" BUTON DOLLAR Nafivnel Assocralion of Energy Service Companies" ROUNDTABLE Most recent Ethical Company Assessment was last completed in 2019 due to Covid-19 18 Johnson 61 Controls 1C1 can deliver a project which is vendor neutral rarmeny ivjrH • JCI often purchases and installs non-JCI Materials/Equipment. As an OEM, we can offer pass through pricing on our equipment. • Your input and relationships matter to determine which competitive product pricing to seek • JCI provides a comprehensive scope of services and deliver a complete design build package • Communication and JCI transparency along with the City's Staff oversight minimizes the Mounds View's Risk! Johnson 61 Controls 19 Concept Meeting 1 Review Business Case and 40 Review IGA with City decided nest steps Council. 2 b 41 Business Case/Preliminary Analysis 30 -45 days Council Approval to implement interested measures 3 6 Engage in Investment Grade Audit 30-90 days Project construction 9-12 months along with performance guarantee over term of project The project's reduced emissions would be equivalent to: 9,835,995 CO2 sequestered by tree seedlings grown for 10 years in an urban scenario rAl 41,426 CO2 emissions from the energy of homes for one year nn 82,14? CO2 e ' *1 t from pa r�ve6h, .ICJ .Q! .n G w �� 0 00 2,094 �CO2 emissions from coal filling railcars 451,299 CO2 sequestered by acres of US forest 892,102 CO2 emissions from barrels of oil consumed Johnson 61 Controls PAS 02021 Johnson Controls, Inc. This document is intellectual property of Johnson Controls, Inc. and should not be disseminated. Do not copy (physically, electronically, or in any other media) without the express written permission of Johnson Controls, Inc. © 2021 Johnson Controls, Inc. This document is intellectual property of Johnson Controls, Inc. and should not be disseminated. Do not copy (physically, electronically, or in any other media) without the express written permission of Johnson Controls, Inc. NextSteps. . 0 ME . Co -Authoring a Scope — Memorandum of Understanding or — Project Development Agreement(PDA) as the initial step City Council Action Item Gaining an understanding for Mounds View's facility goals/needs Johnson * Controls `tea 02021 Johnson Controls, Inc. This document is intellectual property of Johnson Controls, Inc. and should not be disseminated. Do not copy (physically, electronically, or in any other media) without the express written permission of Johnson Controls, Inc. © 2021 Johnson Controls, Inc. This document is intellectual property of Johnson Controls, Inc. and should not be disseminated. Do not copy (physically, electronically, or in any other media) without the express written permission of Johnson Controls, Inc. �—f I I ,II Johnson 4 hvank y u ! Kent, W If Sr. Account E ecut 612.403.538 kent.wolf@j .com ve ESL October 25, 2021 Mr. Nyle Zikmund City Administrator City of Mounds View 2401 Mounds View Boulevard Mounds View, Minnesota 55112 nyle.zikmund@moundsviewmn.org Dear Mr. Zikmund: The purpose of this letter is to outline a potential scope of work to be undertaken by CSL to conduct a feasibility analysis for a potential new youth and amateur sports complex in Mounds View, Minnesota. The purpose of this letter is to outline a potential scope of work and associated fees related to a study we could undertake at your request. We are excited about the opportunity to assist you and other stakeholders with these evaluation and planning issues. PROPOSED SCOPE OF WORK The proposed scope of services outlined herein is comprised of a study process we have successfully implemented for similar projects throughout the country. We would look forward to further discussing any specific study preferences or alternatives you may have for this project. The primary tasks are outlined below, followed by a more detailed description of the study effort on the subsequent pages. Task 1. Kickoff, Project Orientation, Tours and Interviews Task 2. Economic, Demographic and Destination Analysis Task 3. Industry Characteristics and Participation Trends Analysis Task 4. Competitive and Comparable Facility Analysis Task 5. Market Outreach, Interviews and Surveys Task 6. Facility Recommendations and Utilization Analysis Task 7. Cost Analysis Task 8. Economic Impact Analysis Task 9. Preparation and Presentation of Final Report An outline of the specific steps and components of each of these tasks is provided below and on the following pages. Task 1. Kickoff, Project Orientation, Tours and Interviews As an initial task in the engagement, we will work with City of Mounds View representatives and other key stakeholders to establish the specific project goals and timeframe. An initial planning meeting will take place to collect pertinent project data and to identify the local organizations, officials and others that we will need to meet with at the study's outset. This is a critical first step, and we will spend several days in the community conducting local interviews, reviewing existing data and visiting existing area youth/amateur sports facilities, visitor industry/hospitality infrastructure and other amenities. We expect to undertake in -person travel, however, should health concerns surrounding the current COVID-19 pandemic prevent or limit an in -person visit, we would work with you and other stakeholders to conduct telephone and/or video conference calls. We will connect with key project stakeholders to obtain background information related to the project. These interviews could include individuals such as elected and appointed City representatives, current and potential new youth and amateur sports complex users and user groups, area hoteliers, hospitality and service industry representatives, and other community groups and stakeholders. These meetings will focus on understanding conditions with regard to local market characteristics, facility needs and the opportunities that future investment in the youth and amateur sports complex sector may represent. Conventions, Sports & Leisure International 520 Nicollet Mall • Suite 520 • Minneapolis, MN 55402. 612.294.2000 • www.cslintl.com Mr. Nyle Zikmund October 25, 2021 Page 2 of 7 Task 2. Economic, Demographic and Destination Analysis The purpose of this task is to define and evaluate the local market characteristics of the Mounds View area and assess the area's ability to support a new youth and amateur sports complex. Characteristics to be evaluated include the following: • Existing/planned youth/amateur sports facilities, multipurpose event facilities, and other public assembly facilities in the local area. • Key demographic and socioeconomic characteristics and trends, such as population, disposable income, retail sales, entertainment spending, corporate base and other such indicators. • Existing/planned lodging properties, rooms and cost structures. • Destination marketing efforts, programs and funding. • Tax rates, collections and uses (e.g., hospitality industry taxes, sales/use taxes, etc.). • Proximity issues to major metropolitan markets and other population centers. • Air, rail, ground transportation and shuttle access. • Entertainment, recreation and other cultural amenities. • Key community resources. • Other such characteristics. The results of this task will be used in combination with data prepared throughout the study to assess Mounds View's competitive position within the marketplace and its abilityto accommodate additional youth and amateur sports complex event demand. By understanding the type of youth sports, sports tourism and other event activity currently accommodated within the community, we can focus our recommendations on facility development that could add to the overall level of events, attendees and economic impact. Task 3. Industry Characteristics and Participation Trends Analysis In the past, youth and amateur sports facility strategic planning projects responded to changes in the industry in ways that could be considered linear — add more fields or indoor space, a routine and steady upgrade to technology or changes in lighting, scoreboards, locker rooms or other amenities. Today, CSL is exploring the premise that changing demographics and preferences will influence how the event attendee base undertakes participation in youth and amateur sports activities. These changes may demand more significant and transformational responses from amateur sports complexes — beyond simply adding more courts. Further, as the COVID-19 pandemic affected every industry and economic sector worldwide, we have considered the near and longer -term impacts on the domestic youth and amateur sports facility industry. As part of this task, we will provide an overview of amateur, recreational and sports tourism participation trends in the local, regional and national marketplace. An understanding of these trends provides a framework from which to assess potential demand for new amateur sports facilities in Mounds View. Throughout this task, we will evaluate these and related trends, summarizing the potential impact on a new youth and amateur sports complex. An evaluation of these trends will be important in "framing" and placing overall market demand estimates into the context of the industry, presently and into the foreseeable future. Task 4. Competitive and Comparable Facility Analysis The number and types of facilities in the local and regional market that may compete for the limited supply of facility users will affect the market potential for anew youth and amateur sports complex. In this step, we will review the existing youth, amateur and recreational sports offerings throughout the competitive regional and statewide marketplace. We will develop inventories of sports tourism and amateur sports facilities/complexes to determine the level of competition within the marketplace and identify areas of potential need. We will analyze existing and planned local and regional competitive youth and amateur sports facilities to assess the relation, interaction and impact, if any, they may have on the demand for potential new youth and amateur sports space in Mounds View. Mr. Nyle Zikmund October 25, 2021 Page 3 of 7 Additionally, we will also evaluate projects around the country that may offer some element of comparable insight (e.g., pricing structures, staffing levels, sponsorship/advertising opportunities, expense ratios, etc.). We will specifically focus on identifying and analyzing facilities in markets similarto Mounds View. The types of data that will be assembled include the following: • Facility type and marketing focus. • Physical characteristics including event space offerings, number/size of fields and/or courts, indoor turf and other facilities, fixed and temporary seating levels, etc. • Future expansion plans. • Layout, staging and design features. • Event characteristics (levels, attendance, utilization, future bookings, etc.). • Ancillary services and amenities. • Operating revenues and expenses. • Individual/family membership, day pass and other usage rates. • Tenant and daily event rental terms. • Sponsorship and advertising opportunities. • Available parking. • Area demographics. • Location characteristics and transportation access. • Other such characteristics. This analysis will assist in providing data as to how a new youth and amateur sports complex could compete within the greater regional marketplace, as well as later assisting in the evaluation of the associated financial operations, pricing structure and staffing levels. Task 5. Market Outreach, Interviews and Surveys The purpose of this task is to develop primary industry market research specific to the Mounds View community. Each market is different and there is no substitute for the extensive research that is necessary to ensure that the decisions made accurately reflect the distinctive characteristics of your community. Employing this research -based approach not only ensures that the findings and recommendations reflect the unique conditions of Mounds View, it provides you with a comprehensive understanding of how findings and recommendations were reached. In -person interviews, telephone/video conferences and/or other focus group interviews with key local individuals, user groups and business leaders will be conducted near the outset of the study to gain insight into the local community's attitude toward development and operations of a youth and amateur sports complex. Beyond these local interviews, we will identify and interview via telephone/video conference a sample of potential users and/or user groups from a local, regional and state-wide basis. These interviews allow us to go beyond simply relying on competitive and comparable facility data in order to develop utilization and other financial operating assumptions. These interviews may include organizations and/or individuals from the following event segments: • National, regional, and local tournament organizers. • Amateur sports associations. • Various youth and adult recreational sports associations, clubs and organizations. • Local municipal Parks and Recreation departments. • Local school districts. • Local colleges and universities. • Other potential user groups of youth and amateur sports space, as identified. Mr. Nyle Zikmund October 25, 2021 Page 4 of 7 Event organizer survey results will be analyzed to provide summaries of the following data specific to the potential for adding new youth and amateur sports space in Mounds View: • Likelihood of utilizing a youth and amateur sports complex in Mounds View. • Reasons for not choosing to utilize new indoor sports space in Mounds View. • Physical characteristic needs (i.e. number and size of courts/turf fields, other supporting infrastructure, etc.). • Space/seating levels required. • Overall hotel room requirements. • Other important community requirements. • Event seasonality. • Length of the event/activity, etc. • Projected participant, spectator and other attendance levels. • Past facility use. • Perceptions of the Mounds View area. • Other related information and relevant opinions. By combining the results of this step with the analysis results generated in previous steps, we will be able to identify the event markets that represent the primary sources of demand for a new youth and amateur sports complex in Mounds View, upon which future facility recommendations and event estimates are based. Task 6. Facility Recommendations and Utilization Analysis The purpose of this task is to synthesize findings from the previous tasks to analyze and translate market demand into a supportable facility program and project utilization. Initially, we will prepare an analysis of the market supportable facility program for the development of a new youth and amateur sports complex in Mounds View. In analyzing the potential facility development options, we will present a comparison of each market indicated scenario in terms of: • Physical characteristics such as number, size and type of fields and/or courts, hardwood vs. sportcourt, etc. • Fixed and temporary seating levels. • Size of support space and other functional areas. • Level of finish of the facility's d6cor and surfaces. • Size and type of kitchen space and/or other food service areas. • Amount and type of other revenue -producing areas. • Storage space and other such supporting infrastructure needs. • Possibilities for future expansion. • Important equipment, food and beverage and other amenities. Further, we will identify any external factors that could significantly affect the ability of any identified development scenario to maximize its potential. Should any existing complementary facilities, amenities and/or infrastructure be deemed inadequate to accommodate the noted demand, we will conduct a preliminary assessment of such items/issues. We will discuss potential methods of facilitating their development/creation, including incentivizing private sector participation and/or creative public/private partnerships to enhance the infrastructure needed to adequately support any future youth and amateur sports complex investment. Next, based on the identified market supportable demand and event space program(s) identified, we will project the anticipated usage among local, drive-in and overnight visitors. We will evaluate how successfully a new youth and amateur sports complex could accommodate existing and future demand from Mounds View -area users while competing with other regional facilities for the opportunity to host non -local games, tournaments, meets, camps, clinics, practices and other such events. Mr. Nyle Zikmund October 25, 2021 Page 5 of 7 Specifically, from these data we will provide information on the following: • Description of events and activities that could utilize a youth and amateur sports complex. • Appropriate mix of utilization from each category. • Projected attendance at each type of activity/sport. • Estimates of patron spending on concessions, merchandise, tickets, etc. • Access and/or rental terms anticipated. • Level of patron use. We will identify the event markets that represent the primary sources of demand for a youth and amateurs ports complex in Mounds View and assess the potential penetration of these markets to estimate event levels, attendance levels and other primary characteristics by type of activity/sport. These estimates will form the basis on which we will evaluate the financial implications of operating a new youth and amateur sports complex and its ability to accommodate demand and fill areas of need in the market. Task 7. Cost Analysis In this task, we will preliminarily estimate order -of -magnitude construction costs, as well as annual financial operating costs for a new youth and amateur sports complex. The projection of estimated construction costs will be based on per - unit data among identified youth and amateur sports complexes and other types of venues comparable to the new event facility projected to be market supportable in Mounds View. These high-level models will be adjusted for time, location and present-day market conditions. We will then conduct a detailed financial analysis to develop an operating budget and pro forma financial statements for the first few years of operations, through a stabilized year, for a new youth and amateur sports complex under the identified supportable development scenario(s). Based on the potential event/usage mix, facility usage levels, attendance, rent and fee structures, per capita spending estimates, our knowledge of the industry, and the financial performance of comparable youth and amateur sports complexes, we will prepare estimates of operating revenues and expenses associated with a potential new venue in Mounds View. Revenue and expense estimates will include, but are not limited to, the following: Facility Rental Fees Registration/Membership Fees Concessions Merchandise Parking Advertising / Sponsorships Naming Rights Other Miscellaneous Revenue Labor Utilities Insurance Contract Services Repairs and Maintenance Administration Capital Reserve Funding Other Miscellaneous Expenses We will develop a detailed integrated financial model that accommodates extensive sensitivity analysis to estimate the financial operations specific to a new venue under each supportable development scenario identified in the previous phase. This model allows flexibility in adjusting certain key variables and cost-effective analysis of a variety of potential facility operating scenarios and supportable program characteristics. In addition, this sensitivity analysis allows us to estimate potential annual fluctuations by modifying various inputs and assumptions, thereby providing an assessment of the potential financial and operating risks involved with facility operations. Task 8. Economic Impact Analysis Next, we will estimate the economic and fiscal (tax) impacts associated with the operation of a new youth and amateur sports complex, under each supportable development scenario identified in the previous phase. As part of this analysis, we will develop estimates of total incremental out-of-town visitors to the Mounds View area generated as a result of the operation of a new youth and amateur sports complex. We will then apply appropriate per -attendee spending estimates using industry data adjusted to the local area. The resulting attendee spending levels will be segmented by industry and applied to economic impact multipliers. Mr. Nyle Zikmund October 25, 2021 Page 6 of 7 The multipliers, specific to Mounds View and provided by leading input/output multiplier models, will be used to estimate total economic output, earnings and employment generated as a result of a new youth and amateur sports complex. From these economic impact variables, we will apply appropriate local, regional and statewide tax rates to estimate the added tax revenue generated. In addition to the quantitative benefits outlined, we will discuss the quality -of -life and other qualitative benefits associated with development of a new youth and amateur sports complex in Mounds View. Recreational and other community uses of similar event space in comparable national markets will be presented to offer real world examples of successful integration of various facility components. Further, we will rely on our extensive outreach and community survey results to provide real-time feedback to the City and other community stakeholders on important considerations that impact the decision -making process. The completion of the economic and fiscal impact analysis will allow for a comparison of key costs and benefits associated with the development and operation of each identified development scenario for a youth and amateur sports complex in Mounds View. Importantly, costs and benefits of each independent scenario will be comparatively evaluated to allow City representatives, project stakeholders and the greater Mounds View community assess issues related to return on investment and overall community benefit. We will present estimates of economic impacts associated with facility operations for the first few years of operations through a stabilized year. Task 9. Preparation and Presentation of Final Report In this final task, we will prepare a written report summarizing our findings and conclusions. We will summarize these matters in a draft report, including an executive summary, which will be submitted to you prior to finalizing the document. After comments are incorporated, we will issue a final written report summarizing all findings, conclusions and recommendations. We will also conduct oral presentations of study findings for the City and other appropriate stakeholders. Mr. Nyle Zikmund October 25, 2021 Page 7 of 7 PROPOSED FEES & TIMING We are prepared to commence this engagement upon receipt of notice to proceed. Total professional fees for any engagement will depend on the number of hours required to complete the project and skill levels of the assigned personnel. Total professional fees and out-of-pocket expenses associated with the proposed scope of services outlined herein will not exceed $49,500. Professional fees and out-of-pocket expenses will be billed and are payable on a monthly basis. Professional fees and out-of-pocket expenses will be billed and are payable on a monthly basis. We are prepared to commence this engagement upon receipt of notice to proceed. We would look forward to further discussing the specific study preferences or alternatives you may have for a market and financial feasibility study for an indoor youth sports complex in Mounds View. We expect to complete the tasks outlined within the Proposed Scope of Services (outlined herein) within 12 to 14 weeks of project initiation, reflecting the extensive amount of primary market research and subsequent analysis required to draw informed conclusions. For purposes of preparing this proposal, we have assumed up to three visits to Mounds View during the course of the study. We expect to undertake in -person travel, however, should health concerns surrounding the COVID-19 pandemic prevent or limit an in -person visit, we would work with you and other stakeholders to conduct telephone and/or video conference calls. The initial kickoff visit would be attended by appropriate project team representatives for purposes of project organization/planning, tours and local community interviews and outreach. We would be available for conference calls as needed to complement the study effort and coordination/collaboration. However, given the nearby geographic location of the professionals who would be assigned to this project, additional visits could be added if requested. Regular progress updates will be forwarded to you in -person or via conference call during the study period. Furthermore, we anticipate completing the contracted elements in full, performing all work as set forth in the final contract. In the event that a decision not to proceed occurs within the time frame finally agreed upon for this engagement, we will cease our work, and bill you for time incurred on the project. Upon your review of this information, please do not hesitate to contact me at (612) 294-2006 or jfeldman@cslintl.com. We would look forward to the opportunity to assist you with your planning concerning this project and could put together an engagement letter (contract) at your request. Sincerely, Joel Feldman CSL International R L, LJ � �� �" _ �w 3p �x if _ :��i.*. � ? +•' ctI f . 1' - > n s _ _ _ w,��:' .T y SPORTS ° 3 a FIRM THE LEADING ADVISORY AND PLANNING FIRM O V LR V I L V V SPECIALIZING IN PROVIDING CONSULTING SERVICES TO THE SPORTS, ENTERTAINMENT, CONVENTION & LEISURE INDUSTRIES. CSL was established for the specific purpose of providing a source of focused research and expertise in the entertainment, convention, multipurpose event, hospitality and leisure industries. Members of our firm have been providing services to these specialized industries since the mid-1990's and have been involved in over 2,000 engagements. We assist our clients from the earliest stages of project planning, ensuring that all decisions are informed ones. Our consultants provide in-depth information, creative solutions to underlying issues, a thorough analysis of financial implications, and various measurements of risk and return surrounding alternative courses of action. CSL has built its reputation on meeting client needs by delivering quality services that have credibility in the marketplace. Our firm is able to provide these services by drawing upon the years of experience of its professional staff. Being consistently involved in many major transactions allows our professionals to obtain knowledge of both tangible and intangible components of completed transactions, the reasons for failed efforts, and changes in the marketplace affecting revenue streams for a variety of event facilities. Our project team has extensive experience in providing assistance for a variety of municipalities, teams, facilities and entities in the entertainment, convention, multipurpose event, hospitality and leisure industries. Collectively, with over 180 years of specific consulting experience, no other competing firm has the depth or breadth of experience to match CSL. This level of broad and extensive experience is unmatched and provides CSL with a platform from which to assist our clients from a base of working knowledge throughout the event facility industry, in every major U.S- market, each of the major sports leagues, collegiate facilities and municipal venues. Our diversity of experience provides us with a broad and comprehensive perspective of the issues facing our clients. CSL brings the experience of numerous prior engagements to the planning phases of your project. This experience will help you recognize the issues your project will be facing and efficiently identify solutions to each. Our experience will ensure that you are maximizing the potential revenues from your project. CSL International - Indoor Amateur Sports Facility Qualifications Page 1 C.,SL \a CO' \N• MARKET DEMAND FINANCIAL ECONOMIC IMPLEMENTATION In nearly all of our projects, MARKET DEMAND forms the basis of the evaluation of a facility project, development initiative, or strategic planning exercise. Without a clear and accurate understanding of demand potential unique to a specific market and project, all later analysis of programmatic, financial, economic and implementation issues may be misdirected. As such, we utilize the most comprehensive set of research and analysis tools and techniques in the industry to comprehensively evaluate and estimate the unique market demand and potential for each project. Our methods have been employed and refined through hundreds of diverse projects over the past 30 years. Building on market conclusions, FINANCIAL and ECONOMIC issues are often central to the consideration of facility development, performance enhancement, and economic development projects. Our extensive database of comparable projects collected over hundreds of engagements is a critical asset during our analysis of project financial and economic issues. Being consistently involved in many projects and transactions throughout North America allows our professionals to obtain knowledge of both tangible and intangible components of successful projects/transactions, the reasons for failed efforts, and changes in the marketplace affecting financial and economic characteristics. IMPLEMENTATION is key to any successful project. Our professionals bring a wealth of industry -specific experience to every one of our engagements, delivering objective answers, creative solutions and focused recommendations to complex projects. We provide our clients with the detailed information they need to make informed decisions regarding project implementation. CSL International - Indoor Amateur Sports Facility Qualifications Page 2 C..SL The following provides a brief summary of services that CSL provides with regard to feasibility planning: n ECONOMIC IMPACT ANALYSIS 1� J Provide an estimate of the quantitative and qualitative short and long-term economic and fiscal impacts of recreation and tourism or construction and operations of a project or entity on the local area. STRATEGIC PROJECT PLANNING Establish the framework for the initial planning phases of a project and to design an action plan to bring a project from planning to successful operation. W011k MARKET FEASIBILITY Estimate probable market demand for municipalities, sports teams, leagues and facilities projects and identify appropriate market(s) in which to compete. FINANCIAL ANALYSIS © Develop a financial model based upon estimated levels of utilization and patron spending that will reflect important variables that will impact the financial operations of recreation programs/facilities, sports teams, leagues, and other facilities and entities. PREFERENTIAL AMENITIES ANALYSIS Assist in the evaluation, market positioning, pricing, quantity, target markets and successful marketing of preferential amenities. Such amenities include private suites, club seating, loge boxes, personal seat licenses, private clubs and other related concepts. FACILITY FUNDING ANALYSIS Identify funding alternatives that could be available to support various initiatives and to develop a strategic funding plan. This analysis can also be used to initiate the process of identifying prospective interest in all components of the financing plan and to evaluate the level of private or public sector funding that may be necessary. j FACILITY DESIGN CRITERIA ��.•dd Assist in defining optimal size and configuration criteria for a recreation, sports, or entertainment facility within a given market. LITIGATION ASSISTANCE Assist parties in litigation regarding economic or market issues related to the recreation, sports or entertainment industry. NEGOTIATION ASSISTANCE Assist in reaching negotiated development, relocation, lease and management agreements with a variety of parties, including facility management, concessionaire and other such parties. STRATEGIC PLAN DEVELOPMENT AND IMPLEMENTATION Assist in the development and implementation of a strategic business plan. This includes the consideration of the organization of the development, construction, operational and legal teams. In addition, this step will assist in developing the appropriate pricing and inventories for general and premium seating, establishing a marketing plan, and selecting various facility contractors (i.e. concessionaires, media, etc.). VALUATION ANALYSIS Develop exposure -based calculations of the fair market value of a property, relying on a variety of both quantitative (on -site visibility, broadcast exposure, paid and earned media) and qualitative (property prestige, track record with sponsors, loyalty of audience and degree of sponsor protection) factors. CSL International - Indoor Amateur Sports Facility Qualifications Page 3 CS ABOUT LEGENDS Legends, a joint venture between two of the most iconic sports organizations, the Dallas Cowboys and New York Yankees, was born in 2008 because sports, entertainment and media organizations believed that there was an area of opportunity for an agency that focused on offering a holistic view of the entire industry and sought a team of experts to pioneer these efforts. Over the last 12 years, the company has assembled a leadership team and over 400 full-time professional staff with deep industry experience across professional and collegiate sports organizations, leagues and agencies. In 2011, Legends acquired Conventions, Sports & Leisure International, LLC ("CSL"), the largest sports venue market study and financial feasibility consulting firm in the United States. CSL has been involved in more than 2,000 engagements with collegiate, professional, municipal, and international organizations over nearly three decades. In 2015, Legends formed a strategic partnership with Live Nation to drive content to our partners 365 days -a - year, maximizing the profitability of their venues. Legends operates six best -in -class service divisions, Global Planning, Global Sales, Global Partnerships, Hospitality, Global Merchandise, and Technology Solutions, and has four headquarters spanning the globe. Our founding principles of being innovators and delivering excellence with an entrepreneurial spirit, results in full accountability in our operations, and continually pushes us to self -evaluate against our own high standards and ultimately leads to an experience that is second to none. Legends believes that being best in class means aligning with the very best partners. SPORTS ENTERTAINMENT The focus of Legends Project Development ("LPD") is to provide comprehensive Owner's Representative and Project Management services to the sports, entertainment and public assembly industries. LPD provides a COLLABORATIVE APPROACH to the owner's representative role that results in a venue that maximizes enhancement of the fan experience, generates OPTIMAL REVENUE, reduces time and costs associated with design and construction, and delivers industry leading venues with REDUCED OPERATING AND MAINTENANCE COSTS. The LPD team actively manages the daily work of all project participants and closely coordinates and communicates with the client so that the project remains on time and under budget while maximizing revenue. CSL International -Indoor Amateur Sports Facility Qualifications • Page 4 t:SL COMMUNITY FIRST CHAMPION CENTER APPLETON, WISCONSIN In 2015, CSL assisted the Fox Cities Convention and Visitors Bureau comprehensively evaluate the market, programmatic, financial and economic feasibility of a new Indoor Hardwood Sports Complex and an expanded/new multi -sheet Ice Complex in the Fox Cities. As envisioned, the facilities would drive new visitation and economic impact to the Fox Cities destination, as well as enhance rental, practice and other special event facility alternatives available for area residents. The Fox Cities Champion Center, offering a combination of ice and hardcourt facilities, opened in Fall 2019. CSL has been engaged by the Fox Cities Convention and Visitors Bureau (FCCVB) numerous times over the years. In 2013, CSL was re-engaged by the FCCVB to provide business planning advisory services, including an updated market analysis associated with the Fox Cities Exhibition Center and the overall related convention facility product that includes existing conference space provided within the Radisson Paper Valley Hotel. In order to plan and implement a successful development, ownership, management and operational framework for the project based on industry best practices and to best protect the interests of the public sector, CSL provided targeted advisory assistance to the FCCVB and other relevant stakeholders in planning for funding, partner/stakeholder roles and other business planning aspects for the convention center project. CSL had previously been engaged by the FCCVB in 2008 and again in 2009, first to conduct a feasibility study for a new convention center and then to provide professional services related to the planning, evaluation and transaction assistance concerning a potential public/private partnership agreement for a new convention center development and associated headquarters hotel (existing or new) in the Fox Cities area. CSL International -Indoor Amateur Sports Facility Qualifications • Page 5 C✓�� Imm W- W STRATEGIC SPORTS TOURISM FACILITY PLAN FAIRFAX COUNTY, VIRGINIP In 2019, CSL and CHA were selected by the Fairfax County Park Authority, in partnership with Visit Fairfax, Fairfax County, Nova Parks and other community partners via a competitive bid process to conduct a sports complex market analysis and feasibility study in Fairfax County, Virginia. Located just outside of Washington, D.C., the County is home to over 1.0 million people and offers numerous indoor and outdoor amateur and recreational sports facilities throughout 395 square miles. The goal of this study was to develop a strategic plan to provide improved athletic facilities to serve area residents while better positioning the County to attract sports tourism activity and generate incremental economic impacts for the community. Our analysis consisted of a comprehensive inventory and analysis of existing recreational and amateur sports facilities throughout Fairfax County, accounting for factors such as location, accessibility, owner/ operator, usage and expansion potential. Analyzed facilities included indoor ice rinks, indoor gymnasium space, indoor tracks, indoor pools/natatorium, indoor turf facilities, outdoor diamond fields for baseball/ softball, outdoor rectangle fields for soccer, football, lacrosse, rugby, etc. and other recreational sporting facilities. In -person interviews and focus groups were completed with more than 100 stakeholders assess the strengths, weaknesses and challenges among existing facilities, while investigating the potential opportunities for expanding, enhancing and/or developing new amateur and recreational sports facilities in the County. Additionally, our analysis considered the competitive environment for sports tourism activity in the greater Washington, D.C. marketplace, a review of comparable national amateur sports and sports tourism facilities and further exploration of the potential demand for new sports facility space in Fairfax County among a variety of potential user groups and disciplines. Our recommendations touched on potential partnerships that could be formed to fund the development and/or ongoing operations of new facilities, analysis of the benefits and challenges of development at various sites located throughout the County, development a series of five strategic initiatives for operating new amateur sports and sports tourism complexes and a comprehensive cost/benefit comparison of each identified development option. CSL International -Indoor Amateur Sports Facility Qualifications • Page 6 C✓�� DOW BAY AREA FAMILY YMCA INDOOR SPORTS FACILITY dAY Ul I Y, IVIIL;HIUA In 2019, CSL was engaged by the Dow Bay Area Family YMCA in Bay City, Michigan to conduct a feasibility analysis for the potential development of an indoor sports complex. Since opening in 2011, the DBAF YMCA has well exceeded its capacity of membership, despite only having two courts in its gymnasium. With Bay City experiencing significant growth, completion of the first phase of a master planned mixed -use development adjacent to the YMCA (uptown Bay City) and the commencement of phase two (including additional housing and corporate space), members of the YMCA Board of Directors felt the need to study the market potential and financial implications of developing a multi -sport indoor facility with up to four (4) courts and two (2) 12,000-square foot indoor turf fields. We benchmarked nearly 50 competitive and/or comparable indoor sports and recreational facilities, completed telephone interviews with current and potential users of new indoor sports space and conducted an online survey of over 500 YMCA members and community stakeholders to gauge interest levels in new facilities. Based on the research, we projected utilization levels at the potential new facility, developed order -of -magnitude construction cost estimates, projected the financial implications of operating the complex and highlighted the potential economic and community benefits associated with being able to offer this new space. CSL International -Indoor Amateur Sports Facility Qualifications • Page 7 CSL POTENTIAL INDOOR SPORTS AND AQUATIC COMPLEX WILLIAMSBURG, VIRGINIA CSL was part of a project team retained by James City County, Virginia to provide market, financial and economic impact analyses related to potential indoor sports facility developments for the city of Williamsburg, Virginia. Two primary development scenarios were being considered. The first option consisted of an indoor 50-meter competitive swimming complex. The second was for an indoor multipurpose, multi -court recreational sports facility. Both options were envisioned to focus on hosting large-scale tournaments, drawing teams from throughout the region and country, and generating economic impact to the area. CSL evaluated the market demand for both options, based on factors such as the demographics, hotel accommodations, and area attractions of the local and regional market; local, regional, and national comparable and competitive facility operating information; and surveys of potential users and other project stakeholders. Estimates of demand, utilization, financial operations and economic impact were developed for each scenario, providing project representatives with a clear picture of the costs and benefits associated with each potential development option. CSL International -Indoor Amateur Sports Facility Qualifications • Page 8 t:SL rM COUNTY -WIDE ASSESSMENT & FEASIBILITY STUDY OF DEVELOPING A SPORTS TOURISM -RELATED COMPLEX POR � COUNTY, INDIANA In 2014, CSL conducted a comprehensive analysis of the market potential for a variety of amateur sports facilities and/or complexes, which could include, but are not limited to, a natatorium, a multipurpose indoor complex, outdoor fields for baseball/softball, soccer and other similar sports, an indoor hockey rink and other such facilities with Porter County, Indiana and Indiana Dunes Tourism. Concurrently, CSL evaluated the viability of a potential expansion and/or redevelopment of the Porter County Expo Center and Fairgrounds (PCEC). Important goals of these study efforts were to: • Improve the quality of facilities available for use by local events and other activity currently using Porter County facilities. • Provide some measure of quality -of -life benefit to the local community. • Better position Porter County to compete for new non -local tournaments, competitions, meets and other events that could provide added visitation and related economic impact. We conducted extensive outreach within the local community and among potential user groups including local, regional and state organization event planners, amateur sports tournament, competition and meet organizers, representing hundreds of different annual events. Additionally, we reviewed local visitor industry assets and regional sports participation trends, and analyzed regional and national facilities that could potentially compete for events with Porter County. These collective analysis and planning efforts resulted in a prioritized list of development options for amateur sports facility development. Based on the County's stated goals of sustainability and economic impact generating potential, we recommended partnering with Valparaiso University to develop a state- of -the -industry natatorium, followed by municipal development of an outdoor sports complex. In May 2015, Valparaiso voters approved a bond referendum for Valparaiso Community School improvements, including development of a new $18 million Natatorium, which opened in late 2019. CSL International -Indoor Amateur Sports Facility Qualifications • Page 9 CSL A 1 INDOOR SPORTS COMPLEX JANESVILLE, WISCONSIN In 2018, CSL was engaged by the City of Janesville, with participation by the Janesville Area Convention and Visitors Bureau, to conduct a feasibility study for a proposed indoor sports complex in Janesville, Wisconsin focusing on a two -sheet ice arena with the potential to consider other uses including, but not limited to, an indoor turf training field, running/walking track and/or an indoor playground. An important initial step of this engagement included a detailed analysis of the Janesville Ice Arena and existing usage from local organizations including the Janesville Jets of the NAHL junior hockey league, the Janesville Youth Hockey and Figure Skating Club; adult hockey leagues; area high schools; and, a variety of other court and/or turf user groups. Detailed analysis was conducted on the demographic and socioeconomic standing of the community, the competitive regional facility inventory for ice, court and indoor turf training facilities and the capacity of the Janesville destination to accommodate increased visitation through sports tourism. Measurable unmet demand was noted for a potential new indoor sports and recreation facility, with the strongest area of need focusing on additional ice facilities. CSL recommendations envisioned a two -sheet complex, with the second sheet being developed with the flexibility to remove dasher boards and bleachers to provide space for temporary indoor courts and/or turf space. We developed pro forma and economic impact projecting cost/benefit models for continuing operations of the existing Janesville Ice Arena (as a baseline) compared to a market supportable program of event space, and a second potential development scenario that included a somewhat reduced program (to account for potential funding limitations within the market). CSL International -Indoor Amateur Sports Facility Qualifications • Page 10 CSL y�. 77 _ f- 1 sPaars `. AMATEUR SPORTS COMPLEX FEASIBILITY STUDY GREENVILLE, NORTH CAROLINA CSL was engaged in 2016 by the Greenville -Pitt County Convention and Visitors Bureau to conduct a feasibility study and strategically plan for potential development of a Sports Complex or otherwise enhancing the youth/ amateur sports and sports tourism market in Greenville, North Carolina. Our research process involved an extensive number of in-depth interviews with key project stakeholders including representatives of local youth sports organizations, East Carolina University, City/County officials, tourism industry representatives and other civic and business leaders. Additionally, we conducted extensive survey outreach of local community members to better understand their need for and interest in supporting new/improved amateur sports facilities in the Greenville community. Further, we conducted a detailed benchmarking analysis of competitive and/or comparable area sports facilities and an extensive survey of potential user groups of new sports facilities in the market. The collective analysis and planning efforts resulted in a prioritized list of supportable development options for amateur sports facility development in Greenville. Based on the areas of greatest community need and potential opportunity to generate new tourism spending in the community we recommended three potential development scenarios, including a 50-meter competition pool, indoor court space and/or a diamond field complex to complement their existing inventory of youth/amateur sports spaces. CSL International -Indoor Amateur Sports Facility Qualifications • Page 11 t:SL Ai ►�#�• -f,�; Fib _ �. ��,-�,-s.t f/ -.ddL 1 �+'• `1 r 0 CAMPUS RECREATION AND WELLNESS CENTER IOWA CITY, IOWA The University of Iowa engaged CSL International to assess demand and revenue potential from non -student membership for a 150,000 square foot, $69 million Campus Recreation and Wellness Center. The Campus Recreation and Wellness Center includes 24,000 square feet of cardio-vascular machines and weight equipment, three multi -purpose courts, a jogging track, a climbing wall and a 50-meter competitive swimming pool and a leisure pool. As part of our scope of work, we completed nearly 2,700 surveys with current faculty/staff, retired faculty/staff, university alumni (only alumni living within a 10-mile radius of the planned Campus Recreation and Wellness Center were surveyed), and the general public to determine potential demand and revenues generated from memberships, daily -use fees, locker rentals and a towel service. CSL International -Indoor Amateur Sports Facility Qualifications • Page 12 CSL pwr Arffill� `` �� e" .. i._ 1 1 i _- - - .. FEASIBILITY ANALYSIS FOR ANEW COMMUNITY RECREATION & AQUATIC COMPLEX SIDNEY, MONTANA In 2015, CSL was engaged by the Richland Community Complex Board of Directors (Board) to conduct a feasibility analysis for the potential development of a new multipurpose event center in Sidney, Montana. The Board's vision was to develop a unique event venue capable of hosting a variety of event types to maximize community recreation and event space, while providing an opportunity to develop a tourism asset for the market and eastern Montana region. We conducted a detailed analysis of local community assets, exploring opportunities to enhance existing space first before developing new event space. This analysis also provided insight into the potential operational implications of new community recreation and event space on existing facilities. Our extensive research included analysis of local community demographics and future growth projections, the competitive regional facility environment and outreach to potential new users of Sidney event space. Ultimately, the identified building program consisted of an indoor recreation and aquatic facility, workout facilities, meeting and event space and other such amenities. We developed a detailed model of projected financial operations and economic impacts based on research of pricing and operational models of competitive regional facilities and comparable facilities throughout the country in markets similar to Sidney. Additionally, we leveraged research from an on-line email survey of residents and stakeholders designed to identify interest levels and the community's willingness to pay for access. Further, we created detailed case studies of funding mechanisms employed in other communities, analyzing strengths and challenges of implementing each in Sidney. CSL International -Indoor Amateur Sports Facility Qualifications • Page 13 CSL may [ice acm r POTENTIAL INDOOR SPORTS AND RECREATION FACILITIES ELMHURST, ILLINOIS In 2016, CSL was engaged by the City of Elmhurst and the Elmhurst Park District to conduct a feasibility study of potential new indoor sports facilities in Elmhurst, Illinois. Elmhurst is a suburb of Chicago, located 20 miles west of downtown and ten miles south of O'Hare International Airport with a City population of approximately 45,800. Two key areas of focus for the study were a potential new/expanded indoor sports and recreation facilities (including both hardwood and multipurpose sport court -oriented venues) and a new ice complex. Other potential facilities that were considered included a new indoor aquatic center and an indoor turf facility. CSL implemented a two -phased, multi -faceted approach to determine the local need for such facilities and whether any potential exists to support ongoing operations through attracting non -local tournaments, competitions and other such non -local events. The first phase of the study included a local market and existing conditions analysis, competitive and comparable facilities analysis, potential user surveys, among other efforts to evaluate the market demand, supportable facilities program, usage and program levels for potential indoor sports facilities. The second phase built off these findings to evaluate various key quantitative program, cost and benefit aspects of potential indoor sports facilities. We further assessed other pertinent areas such as site/ location issues, funding options and development of a structure to effectively market and attract a sustainable capacity of visitors and events to potential indoor sports facilities in Elmhurst. CSL was again retained in 2019 to update various aspects of the market and financial analyses as more aspects of the project were clarified through site selection and architectural design and costing. CSL completed additional market demand interviews and further refined market, financial, and economic impact projections. CSL International -Indoor Amateur Sports Facility Qualifications • Page 14 CSL SIOUX FALLS RECREATION COMPLEX SIOUX FALLS, SOUTH DAKOTA CSL was retained by the Sioux Falls Events Center & Recreation Facility Task Force to assess the market and financial feasibility of a new indoor sports complex that was envisioned to include ice rinks, gym space, soccer fields, an aquatics center and various other programming spaces. Based on a review of comparable sports and recreation facilities and interviews with representatives of numerous local and regional sports and recreation organizations, detailed estimates were developed concerning the potential utilization of each potential programming space. In addition, the potential revenues and expenses associated with facility operations were estimated, and the economic impacts that could be generated by non-resident facility patrons were assessed. CSL International -Indoor Amateur Sports Facility Qualifications • Page 15 C✓�� N'L: ,k\ s LANE COUNTY YOUTH & AMATEUR SPORTS FACILITES EUGENE, OREGON In 2016, CSL was engaged by the City of Eugene and the Travel Lane County Facilities Committee to conduct a market demand and feasibility study to determine the need for multi -use sports facilities in the cities of Eugene and Springfield, Oregon. As part of our study effort, we compared and contrasted the market demand and feasibility of a combined indoor/outdoor complex against separate indoor and outdoor sports complexes with the ultimate goal of expanding the capacity for sports programming for area residents and generating economic impact within the community. CSL implemented a two-phase, multi -faceted, approach to determine the demand and financial implications of potential multi -use sports facilities. Phase One consisted of detailed research and analysis steps designed to comprehensively evaluate market demand, supportable facilities program, and use levels for the multi -use sports facilities. Phase Two built off of these findings to evaluate key aspects of cost and location issues, funding options and ownership/management alternatives. Through our study, we analyzed the potential impact of new/expanded sports facilities on the various indoor sports complexes throughout the area including, but not limited to, the Bob Keefer Center for Sports and Recreation, the potential redevelopment of Civic Park for Kids sports programming, University of Oregon's on -campus sports facilities, and amateur sports facilities within the Lane Events Center. Considering the existing and growing development of indoor sports facilities, CSL outlined a supportable program of outdoor sports facilities to maximize utilization and economic impact in the community. CSL International -Indoor Amateur Sports Facility Qualifications • Page 16 CSL i;' A. � �l 1111! 1.11 ql ft VIKINGS LAKES HOTEL AND CONFERENCE CENTER EAGAN, MINNESOTA In 2017, CSL was engaged by the Eagan Convention and Visitors Bureau and the City of Eagan to determine the feasibility of developing a hotel conference center located within a larger 200-acre development that would be the new headquarters for the Minnesota Vikings of the National Football League. The master planned Viking Lakes Development is expected to include administrative offices for the Vikings, a 6,000-seat outdoor stadium, additional indoor and outdoor practice fields, as well as mixed -use office, retail, residential and entertainment offerings. As part of our engagement, CSL was responsible for developing a market demand assessment of conference and event space within the Vikings Lakes Development and recommending an appropriate size and mix of event space to accommodate this demand. We conducted extensive outreach among local, state, regional and target national events to measure the overall demand, supportable facility program and hotel room requirements. Demand was measured among state, regional and national associated events, corporate meetings and conferences, indoor/outdoor amateur sports, concerts and other entertainment events. Concurrently, we worked with members of the project team to develop a financial feasibility analysis for a hotel property that would be appropriately positioned to support group, leisure and transient lodging activity in the market. The results of the financial feasibility analysis resulted in the identification of a funding gap between the estimated cost to construct the hotel conference center property and the projected value of the property. As such we engaged the various project stakeholders in conversations regarding creative opportunities to mitigate or reduce this gap including evaluating potential options such as the costs and benefits associated with reducing the upfront capital investment in the project, discussing potential public -sector involvement opportunities and leveraging ancillary private -sector assts. In 2018, MN Eagan Ventures, a real estate arm of Minnesota Vikings ownership, announced plans to develop a 320- room hotel with 18,000 square feet of meeting space. The hotel opened in 2020. CSL International -Indoor Amateur Sports Facility Qualifications • Page 17 CSL MULTI -USE EVENT CENTER AT THE MALL OF AMERICA BLOOMINGTON, MINNESOTA In 2018, was engaged by the Bloomington Convention and Visitors Bureau (BCVB) and Triple Five Group of Companies (Triple Five Group) to conduct planning and feasibility research for a potential new multi -use event center located in Bloomington adjacent to the Mall of America (MOA). Triple Five Group owned approximately 33 acres or land adjacent to the MOA and were considering a variety of development options, including a potential new multi -use event center and/or hotel. As envisioned, the multi -use event center and hotel would be designed to drive new tourism and associated economic impacts to the City of Bloomington; attract new and larger events to the market and MCA; expand the hotel room supply in Bloomington; diversify the market's hotel product offerings; continue to expand the market reach of MCA; and, encourage additional private development investment in the surrounding areas. CSL conducted local market and site visits to develop a working understanding of the economic climate of Bloomington and the South Loop District (the district surrounding MOA), developed benchmarking research and analysis of local, regional and national competitive and comparable multi -use event facilities and conducted more than 100 telephone interviews with representatives/planners of more than 500 potential events including planners of state, regional and national association events, corporate meetings and events, amateur sporting events/tournaments/competitions and public/consumer shows. We developed three alternate development scenarios for consideration and projected utilization, financial operating impacts and economic and room night impacts for each scenario. Additionally, we provided guidance on potential funding mechanisms and developed case studies of funding mechanisms used in comparable national markets for hotel and event center development. CSL International -Indoor Amateur Sports Facility Qualifications • Page 18 CSL Al, CSL FIRM EXPERIENCE AMATEUR SPORTS FACILITY PROJECTS THA 1 AVE BEEN BUILT • Campus Recreation and Wellness Center (Iowa City, IA) — opened July 2010 • Chappapeela Sports Park (Hammond, LA) — opened January 2013 • D1 Sports Training Facility (Madison, MS) — opened May 2013 • DE Turf Sports Complex (Frederica, DE) — opened Spring 2017 • Community First Champion Center (Appleton, WI) — opened Fall 2019 • Gradin Community Sports Park (Gresham, OR) — opened June 2009 • Sports Pavilion Lawrence at Rock Chalk Park (Lawrence, KS) — opened October 2014 • McKinney Soccer Complex at Craig Ranch (McKinney, TX) — opened spring 2005 • Overland Park Soccer Complex (Overland Park, KS) — opened September 2009 • Rocky Top Sports World (Gatlinburg, TN) — opened July 2014 • Toyota Soccer Center (Frisco, TX) — opened August 2005 • Woodside Sports Complex (Mauston, WI) — opened June 2013 SAMPLE OF AMATEUR SPORTS & REC FACILITY EXPERIENCE • Abilene Sports Complex (Abilene, TX) — Market, Financial, Economic & Funding Feasibility Study • Batavia Indoor Sports Complex (Batavia, NY) — Feasibility Study • Boise Aquatic Center (Boise, ID) — Market Assessment & Peer Review • Box Elder Community Center (Box Elder, South Dakota) — Feasibility Study • Burkburnett Baseball Complex (Burkburnett, TX) — Feasibility Study • Bannister Mall Soccer Complex (Kansas City, MO) — Feasibility Study • Chapel Hill Proposed New Sports Complexes (Chapel Hill, NC) — Feasibility Study • Chappapeela Sports Park (Hammond, LA) - Market, Financial, Economic Impact Feasibility • Chico Amateur Sports Facility Needs Assessment (Chico, California) — Feasibility Study • Collin County Sports Complex (McKinney, TX) — Market, Financial & Economic Impact Study • Colorado Swim Center (Lone Tree, CO) — Feasibility Study • Concord Proposed New Hardcourt & Aquatics Complex (Concord, NC) — Feasibility Study • Delaware County Amateur Sports Complex (Muncie, IN) — Feasibility Study • Elmhurst Potential Indoor Sports & Recreation Facilities (Elmhurst, IL) — Feasibility Study • Fairfax County Sports Tourism Facilities (Fairfax County VA) — Feasibility Study & Strategic Plan • Eugene Proposed New Multi -use Sports Facilities (Eugene, OR) — Feasibility Study • Fort Bend County Multipurpose Facility (Fort Bend County, Texas) — Feasibility Study • Fieldhouse USA (Frisco, TX) — Naming Rights / Sponsorship Marketing • Frisco Sports Complex (Frisco, TX) — Market & Financial Feasibility Study • Fremont Sports Complex (Fremont, CA) — Feasibility Study • Gradin Community Park (Gresham, OR) — Market & Financial Feasibility Study • Grand Junction Sports Complex (Grand Junction, KS) — Feasibility Study • Grand Rapids Soccer Complex (Grand Rapids, MI) — Feasibility Study • Greenville Propose New Amateur Sports Complex (Greenville, NC) - Feasibility Study • Idaho Falls Event Center (Idaho Falls, Idaho) — Market, Financial and Economic Feasibility Study • James W. Cownie Soccer Park (Des Moines, Iowa) — Expansion Feasibility and Facility Master Plan • Janesville Indoor Sports Complex (Janesville, Wisconsin) — Feasibility Study • Juneau County Woodside Sports Complex (Mauston, WI) — Feasibility Study • Kansas City Sports Complex (Kansas City, KS) — Market & Financial Feasibility Study • Keene Fieldhouse (Keene, NH) — Market, Financial, Economic & Funding Impact Feasibility • KSPN Sports Complex (Las Vegas, NV) — Financial Projections • Lake of the Ozarks Proposed Sports Complex (Osage, Beach, MO) — Feasibility Study • Louisville Multipurpose Amateur Sports Complex (Louisville, KY) — Feasibility Study • Madison Sports Complex (Madison, MS) — Market & Financial Feasibility Study • Marble Falls Sports Complex (Marble Falls, TX) — Feasibility Study • MCC Fieldhouse (Kansas City, MO) — Feasibility Study • Moore County Sports Complex (Pinehurst, NC) — Feasibility Study • Muscatine Amateur Sports Complex (Muscatine, IA) — Feasibility Study • Olathe Soccer Complex (Olathe, KS) — Market and Economic Impact Study • Onondaga County Outdoor Field Sports Complex (Syracuse, NY) - Feasibility Study • Palm Beach Gardens Spring Training Complex (Palm Beach Gardens, FL) — Feasibility Study • Pearland Proposed New Amateur Sports Complex (Pearland, TX) — Feasibility Study • Racine Proposed New Field Complex (Racine, WI) — Feasibility Study • Rochester Redeveloped Sports Complex (Rochester, MN) - Feasibility Study • Rocky Top Sports World (Gatlinburg , TN) — Feasibility Study • Sioux Falls Recreation Complex (Sioux Falls, SD) — Feasibility Study • Southern Delaware Proposed New Indoor Sports Complex (Southern Delaware) — Feasibility Study • Spokane Proposed New Sports Complexes (Spokane, WA) — Feasibility Study • Sports Complex Master Plan (Millbrook, Alabama) — Market & Financial Feasibility Study • Sports Pavilion Lawrence at Rock Chalk Park (Lawrence, KS) — Feasibility Study • University of Iowa Recreation & Wellness Center (Iowa City, IA) — Market Demand Study • University of Mary Washington (Fredericksburg, VA) Natatorium — Feasibility Study • Valparaiso Amateur Sports Complex (Valparaiso, IN) — Feasibility Study • Waukee Amateur Sports Complex (Waukee, IA) — Feasibility Study • Wild Horse Pass Baseball Complex (Chandler, AZ) — Feasibility Study • Williamsburg Potential Indoor Sports Complex (Williamsburg, VA) — Feasibility Study CSL International -Indoor Amateur Sports Facility Qualifications • Page 19 CSL Proposal to the City of Mounds View for a Capital Campaign September 20, 2021 "Building Trust One Conversation at a Time" Submitted by: Bill Strusinski Les Heen Libby Law Office 855 Rice Street St. Paul, MN 55117 TABLE OF CONTENTS Overview .................................. 3 Strategy.....................................3 Scope of work ..............................4 Timeline .................................... 5 Fees..........................................6 Key Person Responsible..................6 Track Record and References ............ 6 Our Philosophy ..............................7 Staff Biographies ...........................8 Bill Strusinski Les Heen Buck McAlpin Kirsten Libby 2 OVERVIEW Libby Law Office submits this proposal to represent The City of Mounds View and any partners on issues relating to securing a state bond funding construction grant for a new multicomplex indoor basketball sports facility. State bond funds, through a local fiscal agent, can be used for land. Libby Law Office submits this proposal to represent the City of Mounds View on issues relating to acquisition, pre -design, design, construction, equipment, and relocation costs associated with the project. We understand the total scope of this project is $ ? M and the City, and any partners are seeking a 50% state match in the amount of $ ? M. This proposal is to provide the government affairs consulting services needed to obtain state funding by the end of the 2022 session of the legislature. The Minnesota Legislature has a long history of providing matching funds for local building projects and for non -profits. However, there are two statutory tests the project must meet. First, the project must demonstrate that it is significant beyond the immediate community where the facility is located. It must prove regional or statewide significance. Second, the grant recipient must demonstrate it has raised a 50% match from non -state sources. Together, we can achieve success. This project will fulfill a need for such an athletic facility in the northern suburbs. We have the state government skills necessary to achieve your construction grant goal. We have been successfully securing state government support for capital projects for over 40 years. STRATEGY There are many activities and management decisions that need to occur over the next two years if this initiative is to be successful. We would assist The City and coalition partners in fully developing the project request that will be used by Minnesota Management and Budget, the Governor and the Legislature to make decisions. Libby Law Office proposes to work directly with and educate key staff and members involved in the project on the action steps that need to be achieved in order to get a state grant to construct and equip a new facility. More details are provided in the scope of work section of this proposal. We envision a team approach that brings together several resources and staff so as to make all of our efforts more productive. As a matter of convenience, we have broken down essential activities that must happen on both the local and state government level. Although the current state bonding budget cycle (2021 and 2022) does provide an opportunity to secure state bond funds, it may take some additional time to fully develop the project ask. 2022 would be a good time to introduce a bill for this initiative. The legislature likes to partner with organizations that bring a lot to the table, particularly a 50% match. The state taxpayers get twice as much benefit for half of the cost. Your project fits local the economic development criteria and creates jobs. This project will require a local fiscal partner to collaborate with the state. To be effective in making your case to legislators, you will need to develop a Case Statement. We recommend that you incorporate the following items should be outlined in a Case Statement: • A brief statement defining the need (purpose) for a facility in your area. • A description of the public customers or users who need the facility. Are there alternative uses? • A description of the opportunity to do this now instead of later. • Listing of the supporters or partners of the project, with the understanding that this list may expand as you do outreach. • A description of where the facilities are to be located and why. • A description of the estimated cost to construct this facility. • Description of who will own, operate and maintain the facility. • Description of how you will be able to manage the operations (who will continue to pay for it, and how it will be paid for, such as revenue from users.) • Description of the regional benefit, making it clear that more than one community will use the new facility, perhaps with a description of how far anyone would have to travel to find a similar facility. • Description of who may not support the building of the facility, and a brief description of your reasoning that refutes their claims. • Basics of a facility by the numbers: how big, how much it would cost, how many key parts are involved (such as how many basketball courts), how many users it could handle. • A discussion of local economic development opportunities such as bringing in more visitors to the community. The case statement should serve as the base document to garner support from other potential local partners and the legislature. As we work on this issue, there will be other elements as well. A case statement often goes through several drafts, but this is a start. We will be happy to work with you on refining this statement to make it as effective as possible. SCOPE OF WORK We are proposing a two phase approach to helping you secure a capital (bonding) grant from the State of Minnesota. As such, we propose to provide the following services for each phase. Local activities and interactions • Provide assistance in putting together your Case Statement. • Meet with appropriate staff and consultants who are engaged in this project including: City Administrators and city councils, public relations professionals, and an owner's representative (construction manager and architect). We would like to reaffirm the scope of the project and the cost. These meetings would be used to make sure all players are on the same page. A collective team approach will dramatically ensure the chances of 4 success. We would like to review any documents already prepared that will support an application to the State Department of Management and Budget for a construction grant. • Meet with key project staff to develop a strategy to secure additional local and State support for this project. • Meet with any other groups that the Mounds View City Administrator and Libby Law Office deems necessary. State activities • Prepare a bill and secure legislative authors for funding in the 2022 session. • Meet with the respective Chairs of the House and Senate Capital Investment Committees to present this initiative and to secure their support. • Assist in the development of arguments as to why this initiative is of regional significance. • Assist in the preparation and submission of the state grant application to the State Department of Management and Budget. This submission will be the responsibility of the local fiscal partner. • Develop a strategy to secure grassroots support for this project. More local and regional support leads to broader legislative support for this initiative. • Meet face-to-face with all Capital Investment Committee members and educate them on the specific merits of this initiative with the goal of securing their support. • Meet with legislative leadership to secure their support. • Meet with the Governor and/or the senior executive team in order to present this initiative and secure their support. • Assist the project team as they develop materials to be used in individual meetings with legislators and for presentations before the State Capitol Investment Committees. • Assist project representatives with all presentations before legislative committees. • Assist in scheduling a proposed project site visit for the House and Senate Capital Investment Committees. TIMELINE We suggest that we become engaged with the project as soon as possible. The timeframe of starting to plan and develop this project in October works well with our schedule and would provide sufficient time to complete the tasks that will need to be accomplished prior to the start of the 2022 legislative session on January 31 st. Collectively, we need to spend the remaining time in 2021 to refine the project scope, establish a grassroots network, identify possible authors and allies, coordinate legislative and philanthropic activities and gathering political intelligence on proponents and opponents. State general obligation bonds will be used to finance 50% of this project. According to state law, these GO Bond construction grants can only be made to a local government as the fiscal partner. As such, the local fiscal partner will need to pass a resolution of support before a bill is introduced in 2022 session of the legislature. The sooner we would start the more time we have to collectively develop options and to make any project or political adjustments. Although complex, your project is a part of a process that will have several activities occurring at different times. There are many steps to the process and some will take more time than others. It is most important to use the time before session to develop the project plan and to develop the strategy to gather the political support to implement that plan. FEES It is proposed that a multiphase contract for government relations consulting serves be developed. These phases are separate and distinct and would require an affirmative action to proceed to the second phase. Phase I This phase would include our help in developing the basic Case Statement and the legislative strategy for securing implementation of the project. The fee for this phase of the initiative would be $20,000. We suggest this phase be initiated as soon as possible and be completed by January 31, 2022. The fee for this first phase can be paid in four equal monthly installments of $5,000 each commencing upon the execution of a contract. Phase II Once the decision is made to proceed with the legislative request for a construction grant, we will initiate the scope of work identified in the state activities section of this proposal. For Phase II, we propose a fee of $100,000 for a twenty-four month period commencing on February 1, 2022 and ending on January 31, 2024. This fee would be payable at the rate of $4,166.66 per month for 24 months. This fee is for government relations services only and does not include any public relations, local fundraising, construction management or legal services. KEY PERSON RESPONSIBLE Bill Strusinski and Les Heen will be taking the lead on this initiative and will be directly involved in all discussions between the project team, executive branch agencies and members and staff of the legislature. Their efforts will be supported by Buck McAlpine and Kirsten Libby. TRACK RECORD Bill Strusinski and the Libby Law Team have a proven track record in successfully securing over $200M in state capital investment funds for state, local government and non-profit capital 11 projects during his forty plus year tenure in working on such initiatives. During his time as the Deputy Commissioner and Commissioner of the Department of Administration he developed, presented, lobbied and negotiated the Governor's Capital Budget with the legislature. Since that time he has been involved in more than a dozen capital investment projects for non-profit organizations. In fact, in 1985, he helped the legislature find a way to establish the process that Constitutionally allowed non-profit organizations to receive state general bond funds. As a result, he secured funding for the very first non-profit project to go through the process. His novel approach of using a local fiscal partner to lease the facility to the non-profit was approved by the state's bond council and has been used to fund such projects ever since. Enacting Capital Investment (bonding) bills is a very complicated process. Some steps require more detailed administrative knowledge of the process and other steps require political understanding and networking. Regardless of the size of the project, it is more important to pay attention to the fundamentals of the process so as to avoid procedural or political pitfalls that become insurmountable obstacles. We have a proven track record and a very intimate and detailed knowledge of the procedural and management steps that need to be followed in the process. This new proposed project compliments the Sports Facility complex in the northern suburbs and will fill a void that exists for a facility for indoor youth activities. We admire and support your mission and sincerely believe that state level capital investment grant decision makers will as well. Success is obtainable because you can demonstrate the regional and statewide significance of your project. We believe Libby Law Office is uniquely qualified to compliment your mission and your efforts to achieve state funding. Besides the management and political skills necessary to successfully secure a capital fund grant, each of us has experiences with and a major commitment to our communities. Our work efforts compliment and support our civic commitments. OUR PHILOSOPHY As lobbyists, we are selective in who we represent because we need to feel a genuine pride in our clients so we can hold our heads high when presenting their issues. We have always successfully used our skills to fight for the clients and the issues in which we believe. A good public mission is very important to us. All of us at Libby Law Office strongly endorses your project and your mission. We have a long history of empowering and supporting non-profit and local government enterprises to do good things and serve their communities. We have passion for your cause and believe our knowledge and experience make us the right fit to join your team and achieve success. We believe in empowering clients to do good things and to defend their business and/or personal interests. We can lobby and we can negotiate. We try to approach problem solving by employing the most effective and least costly approach for our clients. We employ a collaborative style in working with clients in order to make certain priorities of the client are fully accommodated and achieved. This approach enables us to take advantage of 7 the expertise of each associate and to maximize the client's professional staff resources available to work in specific issue areas. We sort through issues together so we can clearly identify all of the factors necessary to best protect the interests of the client. The lobbying successes we have achieved are based on a clear understanding of the law, the legislative process and the regulatory process. We believe in the importance of participatory government which affords all parties the opportunity to be represented on all major issues affecting their interests. We are experienced in presenting new ideas and resolving complex problems. We know how to translate concepts and issues into legislation and we know how to develop strategies that lead to favorable outcomes. In lobbying we build bridges with political leaders and government officials in an attempt to gain their respect and meet the needs of our clients. Our credibility is always on the line so we approach all issues in a constructive manner that maximizes our vast knowledge base of public policy and the complexities of the legislative process. We know the key state players, we know the rules and we know how to negotiate for the best results. Xa11�I Y .'"Ll Bill Strusinsla —Government Affairs Specialist Bill Strusinski has 49 years of state government lobbying experience. Early in his career, he served in a variety of positions in the executive branch including Deputy Commissioner and Commissioner of Administration. He served three Governors including Wendell Anderson, Rudy Perpich and Al Quie. He was responsible for the daily operations of the State Building Code and State Architects Office, Central Motor Pool, Purchasing and five other divisions that provided general support services to all state agencies. He was also responsible for all state construction for five years and was the Governor's lead advocate to secure legislative funding support for over $1 Billion in state capital investment projects. Since his early days in state government, Bill has developed expertise in building and construction regulations, government finance and tax policy, public health policy, capital investment (bonding projects) and business regulation. He continues to work extensively with the major business regulatory (commerce), legacy, environment, finance, capital investment and tax committees in the legislature and understands their impact on small business and individuals. Bill is one of the most seasoned and senior lobbyists at the State Capitol. His extensive experience in solving complex problems and working on major issues affecting his clients has earned him a solid reputation as "a lobbyist who can get things done!" He has E3 received numerous awards recognizing his professional abilities including being named as one of the top ten lobbyists in Minnesota by the Star and Tribune Newspaper. What Bill enjoys most about lobbying is empowering people and using his rich experience and contacts in the public and private sectors to successfully represent his clients. Les Heen — Government Affairs Specialist Les began working on the Minnesota State Senate staff in 1990, producing and anchoring regional television programs for Senate Media Services. Later that year, he became a committee administrator for Senator LeRoy Stumpf and worked on a wide variety of issues for the Senator's northwestern Minnesota district. His work included organizing legislative capital investment tours, and reviewing building proposals for the state's higher education systems while Senator Stumpf served as Chair of the Senate Higher Education Funding Division. As Legislative Network Director for the University of Minnesota Alumni Association starting in 1996, Les directed efforts to make University supporters a powerful force at the State Capitol. In 1998, his grassroots organizing played a major role in securing $242 million for University capital investment projects. Les later worked on statewide communications and legislative initiatives for Minnesota Farmers Union, and served as a guest lecturer for organizations seeking to improve legislative relations. Most recently, Les served for twelve years as President and General Manager of Pioneer PBS —the regional PBS station for southwestern and west central Minnesota. In this role, he testified many times before legislative committees on public television initiatives, and worked to secure a $1.95 million legislative appropriation for equipment at Pioneer's new Granite Falls headquarters. Buck McAlpin — Government Affairs Specialist Buck has worked in Government Affairs for nearly 20 years. In in 2004, Buck founded McAlpin Consulting LLC, to provide consulting and active lobbying services to corporate, trade association and non-profit clients, which provides primarily health care consulting. Buck has worked in the health care arena since 1985, starting as a Paramedic for North Memorial Health Care and working through the ranks to Operations Manager and most recently as the Director of Government Relations. Buck has an extensive background in health care financing and a strong understanding of the commercial and governmental payment programs at the State and Federal level. Buck also understands the legislative hurdles involved around "Scope of Practice" issues. Buck drafted, lobbied and successfully implemented the first of its kind "Community Paramedic" program in Minnesota. Buck travels around the Country as a frequent speaker and a sought out expert on Scope of Practice issues and implementation of the Community Paramedic Program. 01 Although Buck has primarily worked within the health care and public safety committees at the legislature he has also worked within taxes, veterans, commerce and the civil law committees. Buck works very closely to maintain strong relationships with multiple trade associations, state regulatory agencies and lobbyists to meet the needs of his clients. Buck has served on numerous EMS, Healthcare and Public Safety Committees and Associations since 1985. Currently he is a Board member of the MN Rural Health Association, The Office of Rural Health and Primary Care Flex Committee, The Steve Rummler Hope Foundation, The Restart Foundation and he was appointed by the Commissioner of DOLI, Ken Peterson, to serve on the Workers Compensation Medical Review Board. Buck also served as a City Council member and Mayor for the City of Annandale where he grew up and attended high school. Buck maintains a National and State licensure as a Paramedic in Minnesota. Kirsten J. Libby — Principal/Attorney/Government Affairs Specialist Kirsten Libby has vast government experience that covers three states; Minnesota, Arizona and South Dakota. In Minnesota she was appointed Deputy Commissioner of Health by Governor Carlson and also served as Director of Budget and Legislation at the Department of Health. Before going to the health department, she was an executive budget officer in the Department of Finance with responsibilities for the Department of Health and the Department of Human Services. She also worked for the Legislature as a researcher with the Republican Caucus in the area of constituent services, state government finance, pensions, and judiciary. Kirsten also created a government relations program implementing federal, state, and local relations for a medical research facility. Before moving to Minnesota, she worked for South Dakota Governor Bill Janklow and as a budget analyst for the South Dakota Department of Finance. Kirsten also worked for the Arizona Supreme Court. Kirsten sat on the board of the Ramsey County Bar Association and the Second District Ethics Committee. She was an adjunct professor at Hamline University School of Law in the area of real estate. She is the former President of the North End Business Association and former co- chair of the Ramsey County Bar Association's Real Estate Section, Small/Solo Firm Section, and the CLE Oversight Committee. Currently, Kirsten is a member of the Inns of Court and a Ramsey County Conciliation Court Referee. 10 tsV I O1IEW Strategic Plan 21Q3 Report November 1, 2021 itv I O1S VfE-W 2020-2022 Three Year Strategic Plan Strategic Planning Addresses, Who We Are, What We Want, and How We Get There tsV I O1IEW 2020-2022 Three Year Strategic Plan Mission: Provide High Quality Public Services in a Fiscally Responsible Manner Vision: A Thriving Desirable Community Tagline: Solving, Helping, Serving tsV I 01IEW 2020-2022 Three Year Strategic Plan Core Values: General -Transparent, Honest, Responsive, Efficient, Practical, Service Oriented People -Respectful, Responsible, Friendly, Helpful, Knowledgeable, Team Players tsV I O1IEW 2020-2022 Three Year Strategic Plan Market: We serve 13,327 residents and 5,211 households (Met -Council 2017) within an area of 4.03 square miles and 21,278.4 acres tsV I O1IEW 2020-2022 Three Year Strategic Plan 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 MOUNDtIEW 2020-2022 Three Year Strategic Plan Elevator Pitch: The City of Mounds View is a third ring suburb of diverse residents with a population of 13,378 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, medical companies, and excellent school district. itsV [wo.m- D IEW 2020-2022 Three Year Strategic Plan Major Themes: Financial Stability Maintain Good Infrastructure Demographics: Diversity & Outreach Employee Recruitment & Retention �:� Business Retention & Expansion itsV I,IWO.M_ D IEW 2021 Q3 Results/Accomplishments Vision: Create a culture where employees desire to work and remain employed with Mounds View Goal: Focus efforts on recruiting good employees and providing an environment to keep them by emphasizing a diverse employee base without lowering the education and experience standards and setting clear goals and responsibilities Completed: Continual part-time recruiting efforts made in the Parks and Recreation Department itsV [Wo.m- D IEW 2021 Q3 Results/Accomplishments Vision: Create a culture where employees desire to work and remain employed with Mounds View Goal: Update personnel policies to provide flexible work schedules, consider competitive benefits and other HR programs that are competitive with other cities and governmental organizations. Completed: Organized employee appreciation luncheon, Dept. Heads hosted picnic lunch for department staff members, Completed Town Hall meeting itsV I,IWO.M_ D IEW 2021 Q3 Results/Accomplishments Vision: Create and maintain a positive business climate where businesses want to locate and remain in Mounds View Goal: Establish new incentive program to assist with start- up companies Completed: Created Forgivable Loan program for businesses 5 years and younger. 2021 Q3 Results/Accomplishments Vision: Financial Stability & Infrastructure Goal: Modify Charter Cap, Change the % plus inflation or 5% whichever is less and increase to 8% or inflation whichever is greater Completed: Met with Charter Commission Feb 2021 to discuss easing, commission was receptive 2021 Q3 Results/Accomplishments Vision: Financial Stability & Structurally Balanced Budgets Goal: Operate under a balanced budget that meets the needs and goals of the community without reliance upon the levy reduction fund and LGA funds Completed: Adopted the 5 Year Financial Plan and incorporated proposed capital expenditures into draft budgets. Departments prepared requests for Other Funds draft budgets (Special Projects, Debt Service, Capital Projects, and Enterprise (Utility) Funds) which were reviewed at the October work session itsV [WO.M— D IEW 2021 Q3 Results/Accomplishments Vision: A progressive community that is a welcoming, and desirable destination to all ages & cultures, who seeks progress through partnerships, and where residents can work, live, and play safely and show pride in the community Goal: Increase enforcement and responsiveness to drugs, traffic, code violations, and petty crimes. Completed: 1. VCET continued to make major narcotics arrests 2. DUI officer recognized for amount of arrests, citations, and quality of work 3. Officers back to pre-pandemic/unrest levels of proactive activity despite climate itsV l'IW0.M— D IEW 2021 Q3 Results/Accomplishments Vision: A progressive community that is a welcoming, and desirable destination to all ages & cultures, who seeks progress through partnerships, and where residents can work, live, and play safely and show pride in the community Goal: Continue community outreach programs. Focus on diversity events and public relation activities. Completed: 1. NRO conducted numerous outreach events, many tried for the first time 2. Continued National Night Out, numerous rock wall events 3. Numerous crime prevention presentations, community presentations itsV [WO.M— D IEW 2021 Q3 Results/Accomplishments Vision: A progressive community that is a welcoming, and desirable destination to all ages & cultures, who seeks progress through partnerships, and where residents can work, live, and play safely and show pride in the community Goal: Network with other communities and organizations Completed: 1. Continued partnership with Police Foundation 2. Partnered with Ramsey County in Collaborative Sexual Assault reform 3. Joint PD/SBM softball game for outreach and morale 4. NRO worked to revive apartment coalition and meetings itsV l'IWO.M— D IEW 2021 Q3 Results/Accomplishments Vision: Maintain and plan for infrastructure improvements including waste water, water, & transportation Goal: Maintain the existing street fund levy, identify maintenance areas and a general list of infrastructure issues and develop a maintenance plan to address those needs within the confines of a realistic and sustainable budget Completed: 1. Monitor street fund levy for maximum efficiency & effectiveness. $150,000 street improvement fund levy was included in preliminary levy for 2022. 2. 10 year street improvement and maintenance schedule, park capital improvement plan (CIP), and vehicle replacement schedule has been updated and incorporated into the adopted 5 Year Financial Plan into the 2022 draft budgets itsV l'IWO.M_ D IEW 2021 Q3 Results/Accomplishments Vision: Maintain and plan for infrastructure improvements including waste water, water, & transportation Goal: Maintain and expand parks & trails program and the beautification of Mounds View Boulevard as a uniter and not a divider. ID funding sources including outside funds such as grants and other creative and non-traditional funding sources such as non-profit groups Completed: Consider band shell, memorial museum: researched other communities who already have these amenities, id costs both traditional & non-traditional and potential locations. (Part of the MV Blvd improvements) MOUNDS VIEW Questions? Next Strategic Plan 21Q4 Report City Council Worksesson February 7, 2022 Next Three Year Comprehensive Update for New 2023-2025 Strategic Plan ➢ January 24-February 3, 2022 City Council Individual Meetings ➢ February 7 Council Worksession First Draft Review ➢ February 15-March 2022 Staff Review ➢ March 7, 2022 Council Worksession Final Draft Review ➢ Consider City Council Resolution April 11, 2022 to be effective January 1, 2023 ➢ For integration of 2023 Budget & 5 year CIP THIS PAGE LEFT BLANK INTENTIONALLY Work Session Item 4.01 — EEO Policy Presenter — Rayla Ewald Staff is requesting to edit the Equal Employment Opportunity Policy and follow the Leagues wording. This will include removal of the Affirmative Action Plan wording. Legal and the HR Committee have reviewed. SECTION ONE: EMPLOYMENT IN GENERAL 10 IN MIN 11 1 1 The City of Mounds View is committed to providing equal opportunity in all areas of employment, including but not limited to recruitment, hiring, demotion, promotion, transfer, selection, lay-off, disciplinary action, termination, compensation and selection for training. The City of Mounds View will not discriminate against any employee or job applicant on the basis of race, color, creed, religion, national origin, ancestry, sex, sexual orientation, gender identity, or gender expression, disability, age, marital status, genetic information, status with regard to public assistance, veteran status, familial status, or membership on a local human rights commission. For more information on your rights, please visit: www.eeoc.gov or www.dol.gov. Persons who believe that he or she has they have been subjected to discrimination sba4 should report the discrimination to his per their direct supervisor in writing. If the direct supervisor is the source of the complaint, or „+hepNise not suitable, n reports should be made to Human Resources. if H imaR ResourGes does Rot adeai ateiy resDond to the Gity's appeinted City Attorney. All complaints shall be reviewed and investigated and the complainant shall be advised of the results of the investigation. The City Administrator will be kept informed of the situation and the City Attorney will be included if necessary. 1:27 r r r r r 1 - 1 . r . . r r - 1 1 � lwl 1 .if tome this11 at 1 1 any 1 � � Work Session Item 4 — Transgender Policy Presenter - Rayla Ewald Staff is requesting to add the following policy to the Personnel Manual. Legal and the HR Committee have reviewed. Neither have problems with wording. Section 3.01 of the Personnel Manual addresses "Appearance and Dress" and specifically states: "City staff shall not enforce the City's dress code more strictly against transgender and gender diverse employees than other employees." Section 3.XX Access to Gender Segregated Activities and Areas With respect to all restrooms, locker rooms or changing facilities, employees will have access to facilities that correspond to their affirmed gender identity, regardless of their sex at birth. The City maintains separate restroom and/or changing facilities for male and female employees and allows employees to access them based on their gender identity. In any gender -segregated facility, any employee who is uncomfortable using a shared facility, regardless of the reason, will, upon the employee's request, be provided with an appropriate alternative. This may include, for example, addition of a privacy partition or curtain, provision to use a nearby private restroom or office, or a separate changing schedule. However, the city will not require a transgender or gender diverse employee to use a separate, nonintegrated space, unless requested by the transgender or gender diverse employee, because it may publicly identify or marginalize the employee as transgender. Under no circumstances may employees be required to use sex -segregated facilities that are inconsistent with their gender identity. THIS PAGE LEFT BLANK INTENTIONALLY Attachment A — Ordinance 983 MOUNDISVIfE-W 2022 Fee Schedule JANUARY FEBRUARY MARCH Su No Tu We Th Fr 5a 2 5 6 7 1 9 9 11) 11 12 13 14 15 1 F) 17 16 19 20 21 22 23 24 25 26 27 20 29 30 31 APRIL ,;u f.10 Tu Wj Th Fr Sa 1 2 3 4 5 0 7 8 9 10 11 12 13 14 15 16 17 15 10 20 21 22 23 24 25 25 27 2$ 2R N JULY Su No Tu We Th Fr Sa Su W 1`o We Th Fr 1 2 3 .q 5 5 7 8 9 10 11 12 13 14 15 10 17 18 19 210 21 22 23 24 25 26 27 n MAY Su Mlla Tu We Th Fr Sa 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Z7 28 N 30 31 ,AUGUST Su Ma Tu We Th Fr Sa Fm_ Mu Tu We Th Fr Sa 1 2 a 4 5 5 7 $ 9 11) 11 1:2 13 14 15 1$ 17 f$ 19 20 21 22 23 24 2,5 26 27 28 29 80 31 JUKE $ WIO TO " th Fr 1 2 3 4 5 6 8 9 10 11 12 13 14 15 10 17 18 I J 2+0 21 22 2:3 24 25 26 27 2$ 22 30 S EPTE B ER Su Milo Tu We Th fr Sa 1 2 1 2 3 4 5 0 1 2 3 3 4 5 0 7 8 3 70 9 10 11 12 13 4 5 6 7 3 9 10 10 11 12 13 14 15 15 14 15 15 17 10 19 20 11 12 13 14 15 10 17 17 13 19 20 21 22 23 21 22 2a 24 Z5 26 27 18 19 20 21 22 23 24 2+1 25 2AS 27 29 2q 30 28 29 30 31 25 26 27 28 2n 3U 31 OCTO BE R NOVEMBER DEC EMBE R Su 6% Tu We Yn Fr Sa 1 2 3 4 5 8 7 8 9 10 11 12 13 14 15 16 17 18 10 20 21 22 V 24 U 25 27 25 29 34 31 1 2 4 5 5 T 8 -0 10 11 12 13 14 15 18 17 18 19 2+0 21 22 23 24 25 26 27 n 29 30 Fr � � 3 4 5 8 7 8 9 10 11 12 13 14 15 1:6 17 18 1$ 20 21 22 23 24 25 213 27 28 29 30- 31 2401 Mounds View Boulevard I Mounds View, MN 55112 1 (763) 717-4000 1 Fax (763) 717.4019 1 info@moundsviewmn.org 0 1 INDEX 1. Building/Community Development Fees I/. Other Inspection / Planning Fees lll. Miscellaneous copies, maps, agenda, etc. Page 2 Page 3 Page 4 IV. Police/Administrative Offenses Page 5 V. Licenses Page 6 Vl. Parks, Recreation, and MVCC Facility Rental Fees Page 8 Vll. Public Works/Municipal Utility Fees Page 10 Appendix A — 2048 2020 MN State Statutes: 326B.153 Building Permit Fees Appendix B — 2018 2020 MN State Statutes: 326B.148 Surcharge I. BUILDING/COMMUNITY DEVELOPMENT RELATED FEES Building Permit (State Surcharge Required, See Fees shall be based aGGGF Jin`v to the 2018 State Appendix B) Statute 32613. 153 and aFe ` eteFFmmned by the GityL Building Offinial (Appendk "` on valuation according to Appendix A, unless specifically noted otherwise or as determined by the CitV's Building Official Building Permit Plan Review 65% of Building Permit Fee (Building Official may waive plan review fee for certain projects that require diminutive plan review such as partial basement finishes, kitchen remodeling, and minor repairs/alterations. Building Permit Reinspection $63.25 per State Statute 326B.153 Building Permit Investigation Fee (starting work Equivalent to permit fee without an approved/issued permit Renewable Energy System (Solar PV Building $4-00 150 Permit: Small Rooftop Streamlined, Geothermal, Wind Energy Conversion) — Residential Renewable Energy System (Solar, Geothermal, See Appendix A Wind Energy Conversion) — Commercial Billboards/Billboard Alterations includes Footings) $250 per billboard plus surcharge Roofing or Siding — Single Family Residential 100 65 Partial (less than 25%) of principal structure; or Detached Accessory Structures only Roofing or Siding — Townhomes and rental $60 per unit properties up to five units Roofing or Siding — Commercial See Appendix A Window or Door Replacement $65 for one window or door within existing openings) $100 for two or more windows and/or doors Telecommunications Antenna — New System $750 plus engineering/inspection fees if located on City -owned property plus surcharge (see Public Works for further information) Telecommunications Antenna — Repairs/ $250 per permit plus surcharge Alterations/Swapping or Adding Antennas to Existing System(City or Private Property) Electrical Permits, State of MN Established by the Minnesota State Boards of Electricity Fire Inspections (DHS) $50 Fire Panel Systems See Appendix A Fire Permit (no surcharge), All permits unless noted $100 otherwise 2022 Mounds View Fee Schedule Page 2 of 14 Fireworks Display/Fireworks Sales $100 Fireworks Sales Only Businesses $350 Fireworks Sales with other Retail (Businesses) $100 Fire Permit, Temporary Tent $50 Fire Permit, Tank Installation (fuel, oil, gas, etc.) $100 per tank Fire Permit, Tank Removal $50 per tank Fire Permit, Operational $50 per year Fire Permit, Chemical Fire Suppression $100 Fire Sprinkler Systems See Appendix A Fire Sprinkler Plan Check 65% of permit (for new construction or 20 heads or more only) Mechanical Permit, Residential (State Surcharge Required, See Appendix B) Minimum $60 or 2% of Valuation, whichever is larger Mechanical Permit, Commercial (State Surcharge Required, See Appendix B See Appendix A Plumbing Permit, Residential (State Surcharge Required, See Appendix B) Minimum $60 or 1.25% of Valuation, whichever is Larger Plumbing Permits, Commercial (State Surcharge Required, See Appendix B See Appendix A Zoning Permits (No Surcharge) Title XV, Chapter 150.050(C)(2) Patio/Deck 30" and under, or not attached $30 Driveways, Sidewalks, Parking Lots, Patios (no permit required for sealcoating or overlays without expansion. A right-of-way permit is required for any construction that disrupts City -owned streets, curbing, sidewalks, etc., residential includes churches and schools. Residential R-1 or R-2 Driveway $45 Residential R-3, R-4 and R-5 Driveway or Parking Lot $75 Residential Gravel (refer to Zoning Code for limitations) $25 Commercial/Industrial Driveway or Parkin Lot $150 Commercial/Industrial Sidewalk or Patio $75 Fence/Kennel — 7' or below (if higher, Building Permit, see Appendix A) $30 Retaining Wall — 4' or below (if higher, Building Permit, see Appendix A $30 Shed (200 square feet or less) $30 Signs — Billboards (Building Permit) See Appendix A Signs (Chapter 1008) up to 100 square feet $75 Signs 100 square feet or over $95 Signs — Re -Facing or Altering $40 Signs, Banners — Temporary $40 per 21-day period (Limit 4 permits per year plus one additional permit for a banner) Swimming Pools, Residential (Above Ground) $30 Swimming Pools In -Ground, Building Permit See Appendix A (Surcharge Required II. OTHER INSPECTION / PLANNING FEES Applicants are responsible for all costs incurred associated with the filing, review and processing of development applications. Such fees to be paid in escrow up front or upon receipt of statement from the City of Mounds View. Fees may include, but are not limited to, costs for consultants retained by the City, consultant planning services, attorney, and engineer fees. A deposit may also be required to cover costs of public notices, materials and staff time spent in the review, research or preparation of materials associated with each application. The applicant shall be responsible for all reasonable incurred costs in excess of the initial fee and/or deposit amount. Any portion of the deposit not spent or encumbered shall be refunded to the applicant within 30 days after consideration of the application is completed. Payment of park dedication fees is required with subdivision applications. Application fees are not refundable. 2022 Mounds View Fee Schedule Page 3 of 14 Building Inspections Conducted Outside Normal Business Hours $63.25/hour (two-hour minimum charge) Change of Address $150 Change of Occupancy 75 Comprehensive Plan Amendment $500 Conditional Use Permit, R-1 or R-2 $200 Conditional Use Permit, All Other Districts $400 Conditional Use Permit Amendment Same as CUP Fee Contractor License (Chapter 1004Title XV, Chapter 150.053 ) $60 Contractor State License Verification Fee $5 per permit Development/Site Plan Review $400 Escrow — Manufactured Homes $500 per permit Escrow — Occupancy (Seed, sod, landscaping; as- building grading survey; driveway installation; curb cut modifications; site clean-up; storm water management; drainage features; site erosion; right- of-way restoration; or any other items as determined by the Building Official) $1,000 for each item Housing Inspection Initial and One Follow -Up (includes now shows) No Charge (Chapter 1012Title XI, Chapter 119) Housing Inspection/No Show, each additional $100 Interim Use Permit (IUP) $400 IUP Amendment $400 Park Dedication Fees (Ord. 745) Residential: $3,500 per unit Non -Residential: Up to 10% of estimated market value (of land) Plan Review (Payment Required Before Plans are Reviewed) 65 percent of permit fee for all commercial permits and for residential permits for new dwellings, dwelling additions, garages, garage additions, decks, sheds over 200 square feet, and major remodeling. Plan Review for Changes, Revisions, or Additions to Plans $47/hour (one half-hour minimum charge) Plan Review, Engineering (Applicable to any project that changes the grade. To be determined by Staff during application review). $100 per permit Plan Review for Outside Consultants for Plan Checking and Inspections or Both Actual costs including administrative and overhead costs Plan Review Similar (all units are same or similar) Each unit after the first shall be 25% or original fee Planned Unit Development (PUD) Chapter 44_29(Title XV, Chapter 160.300) $750 PUD Amendment $400 Refund, Permits (within 100 days of application if work is not commenced) All but $40 Refund, Plan Review 100% (If review has not been done) Refund, State Surcharge 100% Rezoning $500 Vacation, Street or Easement $250 Subdivision $750 Subdivision Escrow $1,000 - $10,000 (at the discretion of the Community Development Director) Subdivision (Reapproval Fee) $100 Text Amendment, Zoning Code $400 Text Amendment, Other City Code $300 2022 Mounds View Fee Schedule Page 4 of 14 Variance, Administrative R-1 or R-2 $100 (additional $125 if formal variance is required) Variance, Formal R-1 or R-2 $200 Variance, All Other Districts $400 Wetland Alteration Permit, R-1 or R-2 $200 Wetland Alteration Permit, All Other Districts $350 Wetland Buffer Permit, R-1 or R-2 $30 Wetland Buffer Permit, All Other Districts $100 Zoning Code Review $200 Zoning Letter $50 per letter III. MISCELLANEOUS FEES Certified Copy $5 plus copy charges if any Filing Fee for Public Office See Mounds View Charter Insufficient Funds NSF Check $30 Municipal/City Code, Copy $200 Notary Public (Mounds View Residents Only) Free of Charge Photocopy, B/W 8 1/2 x 11 $0.25 per side Photocopy, B/W 11 x 17 $0.50 per side Photocopy, Color 8'/2 x 11 $1.00 per side Photocopy, Color 11 x 17 $2.50 per side Pending Assessment Search $10 CD/DVD Copy $15 50th Anniversary Mounds View Cookbook $5 Mounds View History Book $10 IV. POLICE/FIRE/ADMINISTRATIVE OFFENSES Crime Free Multi -Housing Participant No charge Fingerprint Card $20 for first card, $5 each additional Police Report Research (if exceeds 100 pages) $50 per hour Police Report Research (under 100 pages) No charge Certified Copy of Report $5 for certification and .25 per page Clearance Letter $5 Color Computer Printed Copy $5 for 1st page, $1 for each additional Electronic Copies to Digital Media $15 per disc Impound Vehicle Storage Fee $15 per day Annual Permit to Purchase Firearm (State of MN Application) 1 st or 2nd Replacement Permit 3rd and each add'I Replacement Permit No charge No charge $20 each False Alarm (Police/Fire), V False Alarm within 50 12 Months False Alarm (Police/Fire), Each False Alarm in $75 Excess of 3 within 12 months Maintenance -Related Fire Services (Multi -Family Rental Only) $250 Ignition device - Providing to, or in the possession of, a minor Not loos than $50 but ne rnere than $200 $50 Administrative Offenses AlGeh„ i in PublOGG $50 Animal Violation, 1st Violation within 12 Months $25 Animal Violation, 2nd Violation within 12 Months $50 Animal Violation, 3rd and Subsequent Violations within 12 months $75 Building Code $150 2022 Mounds View Fee Schedule Page 5 of 14 $-T98 C^ False Alarm 'I' Caloe Alarm ��iithin 12 Mon#hs False Alarm, in EaGh False Alarm in EXGess of 3 with 7-5 'I 7rcv C i rr-Gode rr �n $ ' 50 Fore Hydrant $2-5 Girrrre-Late e Garbage/Trash Dumping $100 House Numbers, Not to Code $25 illegal Parkigg-,Uap4iGap Zone $200 illegal Parking Tn inks illegal Parking, Snewbird Junk Vehicle See property based violations Junk and Debris See property based violations Parks and Recreation (Chapter 9o9Title IX, Chapter 92 $25 Regulated Business Activity (Chapter 0OTitle XI) $100 No;ise/Loi d Parties: Mufflers, St erces and oth e w...., Violations of State and Gity Noise Codes Property Based Violation, 1st Offense $150 Property Based Violation, 2nd Offense within 12 Months $300 Property Based Violations, 3rd Offense within 12 Months $450 Administrative Hearin $50 st offense8 TobaGGo, Sale to MiRor (for TehaGGG, Eanh Subsequent offense within 'ail iviVtit4s- offense $4-58 Toba GGG, 21 vile�eiithin ' 4 months 8 TobobaGG within 2 moo#hs $58 Watering Ban, 1st Violation Written warning Watering Ban, 2nd Violation $25 Watering Ban, 3rd Violation $50 Watering Ban, 411 Violation $100 Watering Ban, 5th Violation $200 Watering Ban, 61h Violation Given to City Attorney for criminal prosecution Wetland, Altering of (Chanter 101 OTitle XV, Chapter 159) $150 Zoning Code (Chapter 11 Offitle XV,Chapter 160) $150 V. LICENSES All Licenses are Subject to 20% Late Fee Adult Establishment $2,500 per year Adult Establishment, Investigation Fee $500 per person identified on the application as an owner, operator or manager. (If it appears that the investigative costs will exceed $500, the City Administrator shall notify the applicant and give the applicant an estimate of costs. The applicant either shall make an additional deposit equal to the difference between $500 and the total estimate or may withdraw the application Amusement Devises and Genter (Chapter 506) $16 per IGGatlen plus $16 per manhipe Automobile Sales (Chapter 51rTitle XI, Chapter 112) F$225 per year 2022 Mounds View Fee Schedule Page 6 of 14 Amusement Rides, Carnivals, Circuses (Chapter 606 Title XI Chapter 111) $133 first day plus $21 for each additional day Bowling Alleys (Ghapter507 Title XI, Chapter 111) $21 per alley per year Christmas Tree Sales $204 per- ea per season Cigarette and Tobacco (�'"r"'r'vrtu�rer 512 Title XI, Chapter 118) $330 per year Contractor License $60 per year Dog License Fees/Duplicate Tag, After One Year Decrease Full Price by 50% Dog License, Spayed/Neutered $12 for 2 years Dog License, Unaltered $20 for 2 years Dog License, Duplicate Tag $5 Donation Collection Bin $100 per bin per year Garbage/Recycling/Rubbish Hauler (GhapteF 603 Title V Chapter 50) $120 plus $50 per vehicle per year Gasoline Stations (Q apte509 Title XI, Chapter 112) $75 plus $25 per pump per year Chickens/Ducks, Keeping of Title IX Cha ter 90 $100 first year Chicken/Ducks, Renewal $30 per year Honeybees, Keeping of (Title IX, Chapter 901 $50 one time license Kennel, Residential (Chapter 701 Title IX,Chapter 90) $45 per year Kennel, Commercial $80 per year Gambling, Lawful (Premises Permit Investigation Fee) $100 per permit Gambling, Lawful Title XI Chapter 111.128 10% Contribution of Net Profits per year Liquor Title XI Chapter 110 On -Sale, Intoxicating $0.65 per square foot for that space used primarily as bar area and $0.53 per square foot for that space used primarily as dining area with a minimum fee of $3,000 and a maximum fee of $10,000 On -Sale, Intoxicating (Movie Theaters Only) $3,000 base fee plus $100 per theater room allowing alcohol On -Sale, Sunday Sales $200 per year State of MN AGED Buyer's Card $20 new application only) On -Sale, Brewery Taproom $800 per year Off -Sale, Brewery Malt Liquor $200 per year On -Sale Microdistillery $800 per year Off -Sale Microdistillery $200 per year Sunday Growler Sales $200 per year On -Sale Wine $800 per year Off -Sale Intoxicating $260 per year Bottle Club $330 per year On -Sale Malt Liquor/3.2 Beer $800 per year Off -Sale Malt Li uor/3.2 Beer $200 per year Set Ups $330 per year Club $330 per year Temporary Liquor $120 per event Transfer Fee, Liquor License $160 Investigation Fee, Renewal License $50 per year Investigation Fee, Single Person $350 new application 2022 Mounds View Fee Schedule Page 7 of 14 Investigation Fee, Partnership $385 (new application) Investigation Fee, Corporation $450 new application Rental Dwelling (Chapter 1012Title XI Cha ter 119) Administrative Fee (Multi -Family Dwelling) $30 (active license with no renters) Single -Family Dwelling $100 per year New Single Family Rental $100 per year plus conversion fee Multi -Family Rental $100 plus $25 per unit per year Renewal Late Fee 10% of license fee (minimum $100) License Fee Discount, Certification Level C 20% fee reduction License Fee Discount, Certification Level B 33% fee reduction License Fee Discount, Certification Level A 50% fee reduction Transfer of License $100 per building Conversion Fee (conversion from unlicensed rental to licensed rental, if 3 or fewer units in one building). Buildings owned by Nonprofits are exempt from Conversion Fee. $375 in addition to annual license fee. $100 if owner presents proof of participation in an applicable education or hires a management company for at least a year Mobile Food Unit (VIF-U) Vehicle $25 per day $100 per ton (10) days $200 per thirty (30) consecutive days $400 per year Mobile Food Vendor (Ice Cream Truck/Street Vending) $20 per day $100 per year $500 Pawn Shop (Chapter v (Title XI, Chapter 115), Non-refundable Application Fee (Includes Investigation Fee) Pawn Shop, New Manager Investigation Fee $150 Pawn Shop, License $10,000 per year (pro -rated in 30-day increments after June 30th) Pawn Shop, Billable Transaction $1.50 per transaction Pawn Shop, Performance Bond $10,000 Pawn Shop, Failure to Provide Daily Report to City W $100 per day Peddler/Transient Merchants/Solicitor (Chapter 504 Title XI, Chapter 113) Permits $61 per day $204 per month $510 per year Peddler Investigation Fee, Per Person $18.25 Peddler ID Card, Per Person $5 Recuperation/Half Way House (Cher 511 Title XI, Chapter 114) Less than 10 Beds $33 per year Recuperation/Half Way House, 10-49 Beds $55 per year Recuperation/Half Way House, 50-99 Beds $82 per year Recuperation/Half Way House, Over 100 Beds $110 per year Restaurant, Class A (Occupancy Load Greater than 100) Chan} v (Title XI, Chapter 111), Operating 16 hours per day or less $320 per year Restaurant, Class A_(Occupancy Load Greater than 100) Chapter 505i , Operating More than 16 Hours Per Da $560 per year Restaurant, Class B (Occupancy Load of 100 or Less) Chapter 505, Operating 16 Hours Per Day or Less $204 per year Restaurant, Class B (Occupancy Load 100 or Less) Chapter 505, Operating More than 16 Hours Per Day $337 per year Restaurant (Class A or B), Transfer $100 2022 Mounds View Fee Schedule Page 8 of 14 Therapeutic Massage (Chapter T Title XI, $255 per year (pro -rated in 30-day increments after Chapter 114)), Enterprise June 30t" Therapeutic Massage, Each Therapist $102 per year Therapeutic Massage Investigation, Individual $100 new application $50 per year renewal Therapeutic Massage Investigation, Partnership or $350 per year Corporation Therapeutic Massage, Temporary $100 Transfer Fee, Any Other Commercial Business $65 License except Liquor (If Transferable). VI. PARKS, RECREATION, AND MOUNDS VIEW COMMUNITY CENTER (MVCC) FACILITY RENTAL FEES Class 1 School District 621, Mounds View Scouts, Lions and 4-H, Mounds View Area Athletic Associations with 10% roster MV residents Class 2 Mounds View Residents, Mounds View Religious Groups (with Mounds View address), Local Political Groups and Mounds View Non -Profits (with Mounds View Address) Class 3 Mounds View City Employees, Non -Local School Districts, Non -Local Non -Profit Groups Class 4 All For -Profit Groups, Non -Local Religious Groups, Non -Resident Individuals/Private Agencies, Businesses/Vendors and Colleges and Universities The City Administrator may waive the rental fees for charitable events held for the benefit of Mounds View residents upon receiving a written request outlining the nature of such event. Banquet and Conference Center Rentals Fri, Sat, Sun, and Class 4 — 100% Class 3 — 75% Class 2 — 50% Class 1 — 25% Mon-Thurs after 6 pm Mon-Thurs 7 am-6 Class 4 — 60% Class 3 — 50% Class 2 — 45% Class 1 - 25% pm 2021 2022 Hourly Daily Hourly Daily Event Center 1/6 Seats 50 (Class 1 Excludes Set Up Services in Event $64 $643 $64 $643 Center or Additional Set Up in Multi -Purposes Rooms and Gymnasium) N/A Event Center 1/3, Seats 100 (Class 1 Excludes Set Up Services in $1,067 Event Center or additional Set Up in Multi -Purpose Rooms and $105 $1,067 $105 N/A Gymnasium) - Full Event Center, Seats 400 (Class I Excludes Set Up Services in Event Center or Additional Set Up in Multi -Purpose Rooms and $241 $2,435 $241 $2,435 Gymnasium) NOTE: MUST RENT LOBBY FOR 200 OR MORE GUESTS. Multi -Purpose Rooms — Aspen**, Birch; Seating up to 20 (For Multi - Purposes Rooms and Gymnasium Rentals, if the MVCC is Not $64 $643 $643 Otherwise Open, the Permit Holder will be Charged an Additional $20 $50 $500 per Hour for Staffing) **$100 Damage Deposit Required. Multi -Purpose Room — GedarPine**, Seating up to 40, 2-HOUR MINIMUM RENTAL. (For Multi -Purpose Rooms and Gymnasium Rentals, if the MVCC is not Otherwise Open, the Permit Holder will be $75 $754 $75 $754 Charged an Additional $20 per hours for Staffing) **$100 Damage Deposit Required. Multi -Purpose Room — Studio (For Multi -Purpose Rooms and Gymnasium Rentals, if the MVCC is Not Otherwise Open, the permit $75 $754 $75 $754 Holder will be Charged an Additional $20 per Hour for Staffing) Splash Pad Picnic Shelter Rental Fees Pavilion #1 *One 4-Hour Block Per Customer Per Day $40* N/A $40* N/A Pavilion #2 *One 4-Hour Block Per Customer Per Day Miscellaneous MVCC Charges - *Items subject to class rate pricing Screen $50* 2022 Mounds View Fee Schedule Page 9 of 14 Lobby $25 per hour or $150 per day Bar $20 Fabric Backdrop $150 Backdrop Lighting $100 Coffee Pot and Carafes $25 Table Linens $3 each Napkins $0.15 each Prep Kitchen $150 per day Kitchen $350 per day Sound Package — Microphone and up to 4 Speakers $75* Visual Package — Screen and Projector $75* AN Package — Sound Package and Visual Package 1 $125* Gymnasium Rental Class 4 — 100% Class 3 — 75% Class 2 — 65% Class 1 — 50% Full Gym, Hourly $135 Full Gym, All Da 8 am to 9 pm $1,500 Half Gym, Hourly $70 Gym Rental Staffing, Hourly $20 Athletic Field Rentals Reservations Begin Level 1 — City of Mounds View and Community Center February 1-7 Level 2 — School District #621/Mounds View Recognized Youth Athletic Association February 8-14 Level 3 — Recognized Youth Athletic Associations February 15-21 Level 4 — Other Mounds View Resident Community Groups February 21 Level 5 — All Other Individuals or Groups I February 21 Fees are based upon an individual event/game/practice. Field reservations may be limited depending upon the number of teams and fields available. Mounds View Staff will set a seasonal field use policy that may affect field availability. Baseball and Softball Fields (Youth Only) Hillview, Groveland, Oakwood, Greenfield, Lambert and City Hall Parks $15 for 2 hours Softball Fields (Youth) City Hall and Silverview Parks $15 for 2 hours Softball Fields (Adult) City Hall and Silverview Parks $20 for 2 hours Soccer Fields (Youth Only), Groveland and Oakwood Parks $10 for 2 hours Soccer Fields Youth Only) Silverview $50 for 2 hours Lighting Fee for Softball Field, Level 1, 2 or 3 $20 per 2-hour time block Lighting Fee for Softball Field, Level 4 $30 per 2-hour time block Lighting Fee for Softball Field, Level 5 $40 per 2-hour time block Soccer Tournaments (Excludes Silverview) $100 per field per day (If Field Maintenance is Required During Tournament, an Additional $30 per Hour with a 2-Hour Minimum will be Charged) Soccer Tournament — Silverview Park Only $50 for 2 hours Park Shelter/Building Rental, Hillview and City Hall $105 for 4 hours $25 Refundable Key Deposit $200 Refundable Damage Deposit $100 Service Fee (Groups of 50 or More or in excess of 10 trash bags) Should the event go past the agreed rental period, a 2-hour public works call -out fee will be incurred. Park Shelter/Building Rental, Groveland, Lambert, Random and Silverview* $200 for 4 hours $25 Refundable Key Deposit $200 Refundable Damage Deposit $100 Service Fee (Groups of 50 or More or in excess of 10 trash bags) Should the event go past the 2022 Mounds View Fee Schedule Page 10 of 14 agreed rental period, a 2-hour public works call -out fee will be incurred. *Large Group Rental (200+) at Silverview Shelter $500 for 8 hours** includes the Volleyball and Basketball Courts, Horseshoe Pits and 100' around Building. Non- profit organizations and -Night to Unite groups may be eligible for a reduced fees see policy below). **NON-PROFIT POLICY: 1. Non -Profit entities duly registered in the State of Minnesota with active status as denoted on the Minnesota Secretary of State registry that has real property or a physical presence and provide a measurable benefit to the City of Mounds View can submit a written request to the City Administrator that $500 fee be waived. 2. Only one waived fee per year per Non -Profit is allowed. 3. Non -Profit's making and receiving the waiver are still required to submit a $200 security deposit to cover damages and cleaning. 4. Non -Profits making and receiving the waiver must clean the facility and remove all trash or will forfeit their $200 deposit. 5. Residents/Neighborhood Groups requesting use of a Park Facility for Night to Unite are required to pay the $25 security deposit for the key and sign a use agreement that details cleanup and usage requirements. VII. PUBLIC WORKS RELATED FEES Call -Out Rate Schedule Based on Current Wa es Normal Business Hours for Call -Out Rates 7:00 am to 3:00 pm, Monday thru Friday After Hours Call -Out Rate, Specified Time $100 (Minimum 2 hours) Conducted Outside Normal Business Hours Holiday Call -Out Rate, Specified Time Conducted $150 (Minimum 2 hours) on Holidays Right -Of -Way Management Fees (ChapterQ Title V, Chapter 54) Additional Fees May be Required for Legal and Engineering Costs Incurred by the City) All issued right-of-way permits will include a $125 administrative fee. Excavation, Hole Fees, Boulevard Areas $100 per hole Excavation, Hole Fees, Pavement Areas $200 per hole Excavation, Underground Utility Work, Open $50 per 100 lineal feet or fraction thereof (requires Trenching — Boulevard Areas Open hole fee Excavation, Underground Utility Work, Open $70 per 100 lineal feet or fraction thereof (requires Trenching — Pavement Areas hole fee Excavation, Trenchless Installation $35 per 100 lineal feet or fraction thereof Excavation, Overhead Installation $25 per 100 lineal feet or fraction thereof Obstruction, New Pavement $100 per obstruction Obstruction, Replace Existing Obstruction in -kind $50 per obstruction Temporary Obstruction, Dumpster, Portable $25 per obstruction Restroom, etc. Temporary Obstruction, Equipment Used for No Charge Excavation Miscellaneous ROW Management Fees and Costs (Discount for Work Done Pertaining to City Project; Additional Fees May be Required for Legal and En i eering Costs Incurred by the City) Street Opening Permit Requires Deposit $200 Street Opening Deposit To be determined by the Director of Public Works Registration Fee ROW Users and Registrants) $30 Permit Extension $30 Delay Penalty 10% of ROW Permit Degradation Fee Calculated at time of permit Restoration Cost Calculated at time of permit Overhead Utility Line Repair No Charge Penalty for Work Done without a Permit Double Fee 50% 2022 Mounds View Fee Schedule Page 11 of 14 Municipal Water System Fees (GhapteF 9 Water Availability Charge (WAC), Residential WAC Charge, Commercial/Industrial Residential Water Usage Base Charge Residential Water — 0 to 12,000 gallons Residential Water — 12,000 to 24,000 gallons Residential Water — Over 24,000 gallons Commercial Water Usage Base Charge Commercial Water — 0 to 125,000 gallons Commercial Water — 125,000 to 700,000 gallons Commercial Water— 700,001 to 1,100,000 gallons Commercial Water — Over 1,100,000 gallons Water Quality Testing Charge (State) Water Service Line Repair Insurance Charge Failure to participate or grant access regarding Public Works Ordinance Programs. (Installation/Repair/Inspect/Replace) Utility Bill Late Payment Utility Bill Assessment Search Water Service Connection/Repair/Disconnect Size Less than 4 Inches Water Service Connection/Repair/Disconnect Size Over 4 Inches Water Service Inspection or Reinspection After Hours Manual Water Meter Read Hydrant Meter Deposit Hydrant Meter Rental (One Week Minimum) Water Shut-Off/Turn-On Water Shut-Off/Turn-On (Snowbirds) Water Meter Testing Water Testing Water Meter Water Meter Radio Remote Reading Device Curb Stop — Valve Cover Municipal Sanitary Sewer System Fees (S# 1/1 Application Fee — H2OPP Program Sewer Service Availability Charge (SAC) Sewer Usage Rate Sewer Usage Rate Sewer Service Charge, Residential Sewer Service Charge, Commercial/Industrial/ Public Buildings and Churches Sewer Connection/Repair/Disconnect Sewer Unit Charge (New Connection Only) Sewer Inspection or re -inspection after hours. Surface Water Management (SWM) Utility Fees SWM New Construction, R-1 Chapter 52) $500 per unit $1,000 per acre of developable land ($1,000 minimum charge) $ 19.00 20.00 per quarter $ =50 2.60 per 1,000 gallons per quarter $ 2-.7-5 2.86 per 1,000 gallons per quarter $ 0: 8 3.29 per 1,000 gallons per quarter $ 4$09 20.00 per quarter $ 2-.50 2.60 per 1,000 gallons per quarter $ �5 2.86 per 1,000 gallons per quarter $ 3-.92 3.15 per 1,000 gallons per quarter $ 3-48 3.62 per 1,000 gallons per quarter $ 2.43 per connection per quarter $ 8.00 per connection per quarter $150 per connection per quarter 10% of delinquent bill amount $10 $100 plus surcharge $150 plus surcharge After hours call -out rate per visit (Minimum 2 hours) After hours call -out rate per visit $2,500 $50 per week $150 per month No charge during normal business hours, otherwise one hour at call -out rate per visit $25 per shut —off $25 per turn -on Call -out rate per visit (Minimum 2 hours) One hour at call -out rate City cost plus 10% administrative fee City cost plus 10% administrative fee City cost plus 10% administrative fee $150 per lateral line $2,485 per Metropolitan Council Environmental Services Per Quarter $344 3.27 per 1,000 gallons water sold per quarte $39.48 41.06-per residential equivalent unit (REU) connection per quarter $96.97 100.85 per REU connection per quarter $100 plus surcharge $150 per connection Call -out rate Der visit (Minimum 2 hours $212 per lot 2022 Mounds View Fee Schedule Page 12 of 14 SWM New Construction, R-2 $1,038 per acre SWM New Construction, R-3, R-4, R-O $1,500 per acre SWM New Construction, B-1, B-2, B-3, B-4 $1,500 per acre $2,096 per acre $44.0015.00 per unit per quarter SWM New Construction, 1-1, PUD SWM Utility Rate Charge, R-1 Single Family and R- 2 Single and Two Family Residential SWM Utility Rate Charge, R-3 Medium Density Residential $76.55 81.91 per acre per quarter SWM Utility Rate Charge ,R-4 High Density Residential, R-5 Mobile Homes and R-O Residential Office $90.77 97.12 per acre per quarter SWM Utility Rate Charge ,B-1 Neighborhood Business, B-2 Limited Business, B-3 Highway Business and B-4 Regional Business $449.90127.22 per acre per quarter $9243 99.33 per acre per quarter $405.28 112.65 per acre per quarter SWM Utility Rate Charge, 1-1 Industrial SWM Utility Rate Charge, PUD Planned Unit Development SWM Utility Rate Charge, CRP Conservancy, Recreation and Preservation $14.00 15.00 per acre per quarter SWM Utility Rate Charge, School or Church, Public or Private $42.72 45.71 per acre per quarter Illicit Discharge Fee To be determined by the Public Works Director on a case -by -case scenario. Storm Water Management (The permit fee schedule adopted 08/24/2016 by the Rice Creek Watershed District Board. The fee for a permit is the cumulative total of all individual aspects of a project. Government entities are exempt from the permit fees). Rule C (Storm water Management): Single lot, single family residential projects Home, Accessory Structure, Driveway, Etc. 150 Residential Commercial Industrial Institutional Development <1 acre of new or reconstruction impervious surface $1,000 1-2.5 acres of new or reconstructed impervious surface $2,000 2.5-5 acres of new or reconstructed impervious surface $3,500 >5 acres of new or reconstructed impervious surface $5,000 plus $1,000 per acre (capped at $10,000) Rule D Erosion Control Plans <2.5 acres of land disturbance 100 2.5-10 acres of land disturbance IL50 >10 acres of land disturbance $500 Rule E Flood lain Alteration No mitigation required No fee Mitigation re uired 100 Rule F Wetland Alteration Exemption 250 < 1 acre of mitigation required 875 1-5 acres of mitigation required $1,750 13,,500 5-10 acres of mitigation required >10 acres $5,250, Banking Plan $1,750 Rule G (Regional Conveyance Systems): 500 500 Rule I (Public Drainage Systems): 2022 Mounds View Fee Schedule Page 13 of 14 Note: An action that requires a permit under both Rule G and Rule I will be subject under those rules to a single permit fee of $500. Additionally, if the action is one for which a bond for costs has been provided under MN Statute 103E, a Rule G/Rule I fee will not be required. Rule J (Appropriate of Public Water): No fee Rule L (Variances): Variable. See District Permit Variance Guidance Poljc Storm Water Connection/Re air/Disconnect 100 plus surcharge Storm Water Inspection or re -inspection after Call -out rate per visit (Minimum 2 hours) hours Street Lighting Utility Fees Title XV -Cha ter 152.018 Residential (single family homes, duplexes, fourplexes, condominium and townhomes) $4.50 per unit per quarter Commercial/Industrial Institutional/Charitable $21.09 per acre per quarter $21.09 per acre per quarter Apartments $21.09 per acre per quarter Construction Site and Land Disturbance Fees ( Title XV, Chapter 156.006) Additional Fees May be Required for Legal and En i ering Costs Incurred by the City. 50 Cubic Yards or Less $25 $50 51 to 100 Cubic Yards 101 to 1,000 Cubic Yards $50 base fee plus $20 for each 100 cubic yards or fraction thereof $250 base fee plus $35 for each 1,000 cubic yards or fraction thereof 1,001 to 10,000 Cubic Yards 10,001 to 100,000 Cubic Yards 100,001 Cubic Yards or More $500 base fee plus $100 for each 10,000 cubic yards or fraction thereof $1,500 base fee plus $250 for each 100,000 cubic yards or fraction thereof Other Miscellaneous Public Works Fees Load Limit Waiver (Must be authorized by the Public Works Director $125 per trip Call -Out Charge for Contractor Negligence (Lack of Maintenance, Traffic Signs, Etc.) Call -out rate per visit (Minimum 2 hours) plus cost(s)* of any materials required to remedy the issue. *TBD by the Director of Public Works/Parks and Recreation Water Tower Telecommunications Maintenance or Repair Access Fee No charge if during normal business hours, otherwise 2 hour minimum charge for each after hours call -out Water Tower Telecommunications Plan Review and Inspections Actual legal and consulting engineering costs plus $125 for administration costs and $1,000 escrow. RPZ Annual Inspection Violation See Property Based Violations, Section IV, Police/Administrative Offenses Appeal of Public Improvement Bond $250 MN State Statutes 429.036 2022 Mounds View Fee Schedule Page 14 of 14 Appendix A - 2022 City of Mounds View Fee Schedule MINNESOTA STATUTES 2020 32613.153 326B.153 BUILDING PERMIT FEES. Subdivision 1. Building permits. (a) Fees for building permits submitted as required in section 326B.107 include: (1) the fee as set forth in the fee schedule in paragraph (b) or as adopted by a municipality; and (2) the surcharge required by section 326B.148. (b) The total valuation and fee schedule is: (1) $1 to $500, $21; (2) $501 to $2,000, $21 for the first $500 plus $2.75 for each additional $100 or fraction thereof, to and including $2,000; (3) $2,001 to $25,000, $62.25 for the first $2,000 plus $12.50 for each additional $1,000 or fraction thereof, to and including $25,000; (4) $25,001 to $50,000, $349.75 for the first $25,000 plus $9 for each additional $1,000 or fraction thereof, to and including $50,000; (5) $50,001 to $100,000, $574.75 for the first $50,000 plus $6.25 for each additional $1,000 or fraction thereof, to and including $100,000; (6) $100,001 to $500,000, $887.25 for the first $100,000 plus $5 for each additional $1,000 or fraction thereof, to and including $500,000; (7) $500,001 to $1,000,000, $2,887.25 for the first $500,000 plus $4.25 for each additional $1,000 or fraction thereof, to and including $1,000,000; and (8) $1,000,001 and up, $5,012.25 for the first $1,000,000 plus $2.75 for each additional $1,000 or fraction thereof. (c) Other inspections and fees are: (1) inspections outside of normal business hours (minimum charge two hours), $63.25 per hour; (2) reinspection fees, $63.25 per hour; (3) inspections for which no fee is specifically indicated (minimum charge one-half hour), $63.25 per hour; and (4) additional plan review required by changes, additions, or revisions to approved plans (minimum charge one-half hour), $63.25 per hour. (d) If the actual hourly cost to the jurisdiction under paragraph (c) is greater than $63.25, then the greater rate shall be paid. Hourly cost includes supervision, overhead, equipment, hourly wages, and fringe benefits of the employees involved. [See Note.] Subd. 2. Plan review. Fees for the review of building plans, specifications, and related documents submitted as required by section 326B.106 must be paid based on 65 percent of the building permit fee required in subdivision 1. Official Publication of the State of Minnesota Revisor of Statutes 326B.153 MINNESOTA STATUTES 2020 2 Subd. 3. Surcharge. Surcharge fees are required for permits issued on all buildings including public buildings and state licensed facilities as required by section 326B.148. Subd. 4. Distribution. (a) This subdivision establishes the fee distribution between the state and municipalities contracting for plan review and inspection of public buildings and state licensed facilities. (b) If plan review and inspection services are provided by the state building official, all fees for those services must be remitted to the state. (c) If plan review services are provided by the state building official and inspection services are provided by a contracting municipality: (1) the state shall charge 75 percent of the plan review fee required by the state's fee schedule in subdivision 2; and (2) the municipality shall charge 25 percent of the plan review fee required by the municipality's adopted fee schedule, for orientation to the plans, in addition to the permit and other customary fees charged by the municipality. (d) If plan review and inspection services are provided by the contracting municipality, all fees for those services must be remitted to the municipality in accordance with their adopted fee schedule. History: 2009 c 78 art 5 s 11; 2017 c 94 art 2 s 5 NOTE: The amendments to subdivision 1, paragraph (b), by Laws 2017, chapter 94, article 2, section 5, expire October 1, 2021. Laws 2017, chapter 94, article 2, section 5, the effective date. Official Publication of the State of Minnesota Revisor of Statutes Appendix B - 2022 City of Mounds View Fee Schedule MINNESOTA STATUTES 2020 32613.148 326B.148 SURCHARGE. Subdivision 1. Computation. To defray the costs of administering sections 32613.101 to 326B.194, a surcharge is imposed on all permits issued by municipalities in connection with the construction of or addition or alteration to buildings and equipment or appurtenances after June 30, 1971. The commissioner may use any surplus in surcharge receipts to award grants for code research and development and education. If the fee for the permit issued is fixed in amount the surcharge is equivalent to one-half mill (.0005) of the fee or $1, except that effective July 1, 2010, until June 30, 2015, the permit surcharge is equivalent to one-half mill (.0005) of the fee or $5, whichever amount is greater. For all other permits, the surcharge is as follows: (1) if the valuation of the structure, addition, or alteration is $1,000,000 or less, the surcharge is equivalent to one-half mill (.0005) of the valuation of the structure, addition, or alteration; (2) if the valuation is greater than $1,000,000, the surcharge is $500 plus two -fifths mill (.0004) of the value between $1,000,000 and $2,000,000; (3) if the valuation is greater than $2,000,000, the surcharge is $900 plus three -tenths mill (.0003) of the value between $2,000,000 and $3,000,000; (4) if the valuation is greater than $3,000,000, the surcharge is $1,200 plus one -fifth mill (.0002) of the value between $3,000,000 and $4,000,000; (5) if the valuation is greater than $4,000,000, the surcharge is $1,400 plus one -tenth mill (.0001) of the value between $4,000,000 and $5,000,000; and (6) if the valuation exceeds $5,000,000, the surcharge is $1,500 plus one -twentieth mill (.00005) of the value that exceeds $5,000,000. Subd. 2. Collection and reports. All permit surcharges must be collected by each municipality and a portion of them remitted to the state. Each municipality having a population greater than 20,000 people shall prepare and submit to the commissioner once a month a report of fees and surcharges on fees collected during the previous month but shall retain the greater of two percent or that amount collected up to $25 to apply against the administrative expenses the municipality incurs in collecting the surcharges. All other municipalities shall submit the report and surcharges on fees once a quarter but shall retain the greater of four percent or that amount collected up to $25 to apply against the administrative expenses the municipalities incur in collecting the surcharges. The report, which must be in a form prescribed by the commissioner, must be submitted together with a remittance covering the surcharges collected by the 15th day following the month or quarter in which the surcharges are collected. A municipality that fails to report or submit the required remittance to the department in accordance with this subdivision is subject to the remedies provided by section 326B.082. Subd. 3. Revenue to equal costs. Revenue received from the surcharge imposed in subdivision 1 should approximately equal the cost, including the overhead cost, of administering sections 326B.101 to 326B.194. History: 1984 c 544 s 75; ISp1985 c 13 s 127; 1989 c 303 s 1; 1989 c 335 art 4 s 11; 1991 c 2 art 7 s 5; 1994 c 634 art 2 s 7; 1995 c 254 art 2 s 13; 1997 c 202 art 2 s 26; JSp2001 c 10 art 2 s 31; 2002 c 317 s 2; 2007 c 135 art 2 s 5; 2007 c 140 art 4 s 13,61; art 13 s 4; 2009 c 101 art 2 s 109; 2010 c 215 art 8 s 10; 2010 c 280 s 19,20; ISp2011 c 4 art 3 s 8; 2012 c 289 s 5 Official Publication of the State of Minnesota Revisor of Statutes