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HomeMy WebLinkAboutAgenda Packets - 2022/06/06CITY OF MOUNDS VIEW CITY COUNCIL WORK SESSION AGENDA MOUNDS VIEW CITY HALL Monday, June 6, 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. 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. AGENDA ITEMS DISCUSSED BY CONSENSUS 1. CSL Inc. - Community Center Report — Joel Feldman 2. 2023-2025 Strategic Plan a. Final Review — Brian Beeman b. (Community Development) — Jon Sevald, Isaiah Schoeman 3. Draft 2023 General Fund Budget — Mark Beer 4. Water Treatment Plant Rehabilitation — Phase II — Water Treatment Plant 1 — Coating Interior of Tanks — Don Peterson (Verbal Report) 5. Compensation/Benefits Discussion for Permanent Part Time — Rayla Ewald/Nyle Zikmund 6. Line of Duty Injury, PERA Contribution Discussion — Nyle Zikmund (Verbal Report) NEXT COUNCIL WORK SESSION: Tuesday, July 5, 2022 at 6:30 pm NEXT COUNCIL MEETING: Monday, June 13, 2022 at 6:30 pm THIS PAGE LEFT BLANK INTENTIONALLY Item 01 From: Joel Feldman To: Nvle Zikmund Subject: RE: Monday Date: Thursday, June 2, 2022 10:35:22 AM Attachments: imaae001.pna Report DRAFT - Mounds View Indoor Courts Facility Study - 2022 06 02.pdf Caution: This email originated outside our organization; please use caution. Please see attached report final draft. Upon review by yourself, the Mayor and Council or anyone else you would like to review, we can remove the draft stamp and go final. Once we finalize, we can no longer make any edits or updates to the study. Looking forward to seeing you all on Monday night! Joel JOEL FELDMAN Director 520 Nicollet Mall, Suite 520 1 Minneapolis, MN 55402 o 1 612.294.2006 c 1 612.840.2078 The information contained in this message and any attachment(s) may be privileged, confidential, proprietary or otherwise protected from disclosure and is intended solely for the use of the individual or entity to whom it is addressed. If you are not the intended recipient, you are hereby notified that any dissemination, distribution, copying or use of this message and any attachment is strictly prohibited and may be unlawful. If you have received this message in error, please notify me immediately by replying to this email and permanently delete the message from your computer. From: Nyle Zikmund <nyle.zikmund@moundsviewmn.org> Sent: Thursday, June 2, 2022 5:54 AM To: Joel Feldman <JFeld man @cslintl.com> Subject: Monday [EXTERNAL EMAIL] - Do not click links or attachments unless you recognize the sender and know the content is safe. Want to make sure for next Monday. We are at City Hall, 6:30 Pm. Can you send me the most current "final" report please? Want to make sure I have the most current copy. Thank you. FEASIBILITY STUDY OFA OTENTIAL NEW YOUTH AND ,MATEUR SPORTS COMPLEX in Mounds View, Minnesota IF f'. Al ' 46 L�4 June 2, 2022 (m.*w*'5L (40owSL June 2, 2022 Mr. Nyle Zikmund City Administrator City of Mounds View 2401 Mounds View Boulevard Mounds View, Minnesota 55112 Dear Mr. Zikmund: DRAFT COPY Conventions, Sports & Leisure International (CSL) has completed a draft report summarizing the results of a feasibility study of a potential new Youth and Amateur Sports Complex in Mounds View, Minnesota. The purpose of the analysis is to assist the City of Mounds View and other stakeholders in evaluating key market, program, financial and economic aspects of a potential new Youth and Amateur Sports Complex in Mounds View. The analysis presented in this report is based on estimates, assumptions and other information developed from industry research, data and certain assumptions provided by stakeholders, discussions with industry participants, and analysis of competitive/comparable facilities and communities. The sources of information, the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize, and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The analysis and findings considered the initial years of facility operation, including an anticipated COVID-19 post -pandemic recovery period. All information provided to us by the stakeholders was not audited or verified and was assumed to be correct. As in all studies of this type, the recommendations and estimated results are based on competent and efficient management of the subject facilities and assume that no significant changes in the event/utilization markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. We express no opinion or assurances of any kind on the achievability of any projected information contained herein and this report should not be relied upon for that purpose. Furthermore, there will be differences between projected and actual results. This is because events and circumstances frequently do not occur as expected, and those differences may be material. We sincerely appreciate the opportunity to assist you with this project and would be pleased to be of further assistance in the interpretation and application of the study's findings. Very truly yours, CSL International Conventions, Sports & Leisure International, LLC 520 Nicollet Mall, Suite 520, Minneapolis, Minnesota 55402 9 612.294.2000 9 www.cslintl.com L�4 TABLE OF CONTENTS Executive Summary 1. Introduction 2. Local & Regional Conditions 3. Comparable Facilities 4. Industry Trends 5. Market Demand & Program 6. Cost/Benefit Analysis 4 11 13 25 40 46 53 L EXECUTIVE SUMMARY 0 EXECUTIVE SUMMARY DRAFT COPY Background & Methods Conventions, Sports & Leisure International (CSL) was retained by the City of Mounds View to conduct a feasibility study of a potential new Youth and Amateur Sports Complex in Mounds View, Minnesota. The purpose of the analysis is to assist the City of Mounds View and other stakeholders in evaluating key market, program, financial and economic aspects of a potential new Youth and Amateur Sports Complex in Mounds View. The attached report outlines the findings associated with the analysis. The full report should be reviewed in its entirety to gain an understanding of analysis methods, limitations and implications. The envisioned Youth and Amateur Sports Complex would address opportunities and needs related to local youth and amateur sports and recreation users, while also enhancing opportunities for sports tourism (i.e., tournaments) activity in Mounds View. The information developed as part of the study outlined herein is intended to assist City of Mounds View and other community stakeholders with the information necessary to make informed decisions regarding the potential development and operation of a potential new Youth and Amateur Sports Complex in Mounds View. The study process consisted of detailed research and analysis, including a comprehensive set of market -specific information derived from the following: • PROJECT EXPERIENCE: Experience garnered through more than 1,000 planning and benchmarking projects involving sports, recreation and event facilities throughout the country. • LOCAL VISIT: Local market visit at the outset of the project, including community and facility tours, and discussions with study stakeholders and community leaders • BENCHMARKING: Research and analysis of facility data and interviews conducted with nearly 40 competitive/regional and/or comparable indoor amateur sports facilities. • INTERVIEWS & OUTREACH: Telephone interviews and virtual meetings with stakeholders and representatives of potential user groups, including key local, state, regional and national athletic associations, organizations, clubs and leagues that run sports programs, leagues, tournaments, competitions and meets that could have an interest in a potential new Youth and Amateur Sports Complex in Mounds View. More than 80 organizations were targeted and 30 telephone interviews were completed with organizations representing in excess of 100 annual activities. An outline of the study's contracted scope of work is provided below: 1. Kickoff, Project Orientation, and Interviews 2. Local Market Conditions Analysis 3. Industry Trends Review 4. Competitive/Comparable Facility Analysis 5. Market Outreach, Interviews and Surveys 6. Program, Site and Capital Cost Analysis 7. Financial Operations Analysis 8. Economic Impact Analysis 9. Preparation and Presentation of Final Report Market Demand The potential development of a potential new Youth and Amateur Sports Complex in Mounds View has the opportunity to better accommodate demand among Mounds View area residents and provide a venue capable of attracting sports tourism activity to the destination. Currently, Mounds View and the Mounds View Independent School District offer a variety of indoor amateur sports and recreation facilities; however, there are very few existing facilities that can offer a critical mass of indoor court or activity space capable of accommodating the growing local demand or hosting tournaments, meets or other large competitions. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 5 0 EXECUTIVE SUMMARY DRAFT COPY In order to provide guidance to the City and other community stakeholders, CSL's project leader initially participated in a kick-off visit to Mounds View, which included tours and meetings with key client representatives, stakeholders and business leaders. Subsequently, CSL conducted direct outreach to local area user group candidates and national/regional sports team, club, association and tournament organizers that could represent candidates for use of a new Youth and Amateur Sports Complex in Mounds View. Overall, more than 80 organizations were targeted and 30 telephone interviews were completed with organizations representing in excess of 100 annual activities. These groups were contacted in order to determine their interest in a new facility and the amenities and elements that would be necessary to host a variety of programming essential to the successful operations of the facility, including practices, camps, clinics, training, recreational programs, and other such uses. Based on the results of the research and analyses conducted under this feasibility study, overall findings suggest that a distinct market opportunity exists for a new Youth and Amateur Sports Complex in Mounds View. Key findings and conclusions related to market demand include the following: OVERALL DEMAND & FACILITY FOCUS: In general, interest in a potential new Youth and Amateur Sports Complex in Mounds View, measured through interviews with stakeholders and potential user groups, is considered moderately -strong to strong. Market research and analysis suggest that a state -of -the -industry Youth and Amateur Sports Complex, suitable to accommodate basketball, volleyball, pickleball, martial arts, indoor soccer, and off-season/supplemental training for various field sports and their related practices and training activities, could address certain local and non -local market demand that is not currently being met by existing facilities in the local and regional marketplace. In particular, volleyball and basketball appear to be some of the most prominent sports that would represent core uses of a new Youth and Amateur Sports Complex in Mounds View. Activities such as pickleball, training for baseball, softball and soccer, and community space for before and after school care would be expected to supplement utilization. 2. DEMOGRAPHICS: The goal of any new investment in a new Youth and Amateur Sports Complex in Mounds View would be envisioned to not only meet the needs of Mounds View residents, but also the needs of tournaments, meets and competitions that draw out-of-town visitors to the area and generate economic and fiscal impacts to Mounds View. As a result, the viability of any potential investment in a new Youth and Amateur Sports Complex is dependent, in large part, on local market demographic and socioeconomic characteristics of both the local and regional area, and the marketability of the community to potential visiting participants and spectators. A substantial population base exists within both the primary and secondary markets serving Mounds View (nearly 600,000 within 15 minutes and 2.4 million within 30 minutes' drive). 3. LACK OF DEDICATED INDOOR COURT TOURNAMENT AND TRAINING FACILITIES: Research suggests that unmet demand exists in Mounds View for a quality indoor sports facility that is optimized for youth and amateur sports activity. Outreach and interviews have indicated the lack of facilities in Mounds View and the greater Minneapolis/St. Paul metropolitan area offering a critical mass of indoor courts in one location. Importantly, a new Youth and Amateur Sports Complex in Mounds View would serve residents of other communities surrounding Mounds View that are similarly experiencing challenges with accessing quality indoor training, game and tournament court space. 4. IMPROVED COMMUNITY ACTIVITY SPACE: While optimized to attract youth and amateur sports activities (i.e., practices, games, tournaments, meets and competitions), state -of -the -industry amateur sports facilities, such as the proposed subject Youth and Amateur Sports Complex, often deliver substantial benefits to local community members through enhancing the rental, practice, programming and alternatives available for sports, recreation, leisure and wellness activities. Local usage and attendance (as opposed to non -local usage and attendance) normally contribute the majority of utilization at comparable indoor sports facilities —positively contributing to the quality of life for local citizens. 5. OPTIMIZED OPERATIONS IN CONJUCTION WITH EXISTING MVCC: Mounds View currently has much of the operational staff and management infrastructure in place to manage additional indoor court space at the MVCC. While there will be additional staffing requirements to manage incremental event activity (e.g., event sales/service, custodial, operations, etc.), the MVCC can expect to realize some economies of scale with existing staffing levels. 6. HIGH -IMPACT, YEAR-ROUND PRODUCT: Unlike outdoor sports facilities (such as baseball, softball or soccer complexes), hardcourt indoor sports facilities typically have broad -based usage and tend to be highly -utilized year-round, delivering some of the highest returns -on -investment in terms of utilization, revenue and economic impact per square foot. Typical use types for indoor sports facilities offering hardcourt activity space include, but are not limited to: • Basketball • Table Tennis • Baseball • Open Leisure / Recreation • Volleyball • Running / Walking • Softball • Public / Consumer Shows • Wrestling • Fitness / Aerobics • Soccer • Tradeshows • Cheerleading • Martial Arts • Lacrosse • Special Events • Dance • Pickleball • Rugby • Graduations • Gymnastics • Weightlifting / • Field Hockey • Civic events / Festivals • Futsal Strength Training • Badminton • Before / After School Care CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 6 0 EXECUTIVE SUMMARY DRAFT COPY Facility Concept & Program The purpose of this section is to build off the market demand research, analysis and conclusions related to a potential new Youth and Amateur Sports Complex in Mounds View to evaluate market -indicated facility development options. Recommendations regarding potential facility components and other aspects evaluated in this section are based on the results of the market analysis, including the historical, current and projected demographic and socioeconomic characteristics of the market area, an assessment of existing sports and recreation facilities in the marketplace, characteristics of comparable sports facility developments throughout the country and discussions with potential users of a new Youth and Amateur Sports Complex in Mounds View. Specifically, the following elements represent a target market supportable program and key attributes for a potential new Youth and Amateur Sports Complex in Mounds View: • CONCEPT: Three additional full-sized (95' x 50' alleys) hardwood basketball courts (total of 5 basketball courts, convertible to 10 volleyball courts) extending from the two existing hardwood courts at the Mounds View Community Center. • INCREMENTAL FACILITY SIZE: Approximately 30,000 gross square feet. • PARKING: Approximately 400 total spaces. Order -of -Magnitude Project Costs The table below summarizes the order -of -magnitude program cost summary for a new Youth and Amateur Sports Complex in Mounds View. As shown, it is estimated that the total cost (hard and soft costs) to develop the site and construct the Complex is estimated at approximately $9.9 million (in 2022 dollars). While the final project costs could vary based on changes to the building program, timing of the project, recent economic conditions (e.g., inflation) and other such factors, this cost estimate is useful in determining the appropriate amount of project funding that may be required. Further discussions between stakeholder, local community leaders, project architects and other such individuals will be necessary in order to finalize the building program. This figure does not include any costs related to site acquisition, nor does it consider the highly -volatile steel, lumber and materials costs presently impacting the construction industry nationwide. It is assumed that current construction cost volatility will largely be normalized to pre -pandemic levels by the time that construction services would be contracted/purchased for any new Youth and Amateur Sports Complex in Mounds View. Hard Cost Detail: Hardwood courts Support space HARD CONSTRUCTION COST SUBTOTAL Soft Cost Detail: General Requirements Design Contingency FF&E ESTIMATED SOFT COSTS ESTIMATED TOTAL CONSTRUCTION COSTS 24,000 GSF $250.00 $6,000,000 6,000 GSF $275.00 $1,650,000 $7,650,000 10% $765,000 15% $1,147,500 5% $382,500 $2,295,000 $9,945,000 Cam, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 7 0 EXECUTIVE SUMMARY DRAFT COPY Cost / Benefit Analysis An analysis was completed to produce key cost/benefit estimates associated with a potential new Youth and Amateur Sports Complex in Mounds View, Minnesota. Performance estimates for the Youth and Amateur Sports Complex have been presented over a 20-year projection period. For purposes of this analysis, construction is assumed to commence during 2023 and be completed in 2024, while the first full year of operations is assumed to be 2025. A stabilized year of operation is assumed to occur by the fourth full year of operation (assumed 2028). The assumptions used in this analysis are based on the market research and analysis, past experience with hundreds of similar sports facility projects, local market visits and City and stakeholder -provided data, industry trends, knowledge of the marketplace, and use/financial results from comparable facilities. These estimates are designed to assist project representatives in assessing the financial and economic effects of a new Youth and Amateur Sports Complex and cannot be considered a presentation of expected future results. Accordingly, the analysis of potential financial operating results and economic impacts may not be useful for other purposes. The assumptions disclosed herein are not all inclusive but are those deemed to be significant. Because events and circumstances frequently do not occur as expected, there usually will be differences between estimated and actual results and these differences may be material. A detailed utilization model was developed to consider a large number of variables and inputs to analyze each sport/use for a potential Youth and Amateur Sports Complex in Mounds View. For instance, when considering different types of usage (i.e., use from local leagues/clubs versus non -local tournaments/meets versus clinics/camps/lessons versus open recreation, etc.), separate assumptions were used to generate usage and attendance (participants and spectators) estimates. The exhibit below presents a summary of key utilization levels associated with a Youth and Amateur Sports Complex in Mounds View, pursuant to the previously outlined facility program and assumptions. LEAGUE TEAMS Basketball 10 12 14 18 342 Volleyball 24 30 36 40 770 Indoor Spring Sports 0 0 0 0 0 Total 34 42 50 58 1,112 LEAGUE GAMES Basketball 80 96 112 144 2,736 Volleyball 240 300 360 400 7,700 Indoor Spring Sports 0 0 0 0 0 Total 320 396 472 544 10,436 TOURNAMENTS Basketball 15 17 19 20 391 Volleyball 9 11 13 16 305 Indoor Spring Sports 0 0 0 0 0 Total 24 28 32 36 696 TOURNAMENT GAMES Basketball 1,000 1,160 1,320 1,360 26,600 Volleyball 360 504 576 672 12,864 Indoor Spring Sports 0 0 0 0 0 Total 1,360 1,664 1,896 2,032 39,464 CAMPS & OTHER RENTALS Basketball 60 72 84 84 1,644 Volleyball 20 32 40 40 772 Indoor Spring Sports 24 24 24 24 480 Private Rentals/Practices/Drop-in 1,500 1,580 1,710 1,790 35,220 Total 1,604 1,708 1,858 1,938 38,116 C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 8 0 EXECUTIVE SUMMARY DRAFT COPY The exhibit below presents a summary of projected annual financial operating results associated with a potential Youth and Amateur Sports Complex in Mounds View, as previously outlined herein. Based on the preliminary analysis, upon stabilization (assumed fourth full year of operation), a Youth and Amateur Sports Complex in Mounds View is estimated to generate a net operating profit of approximately $16,500, before debt service and capital repair/replacement funding. This projected level of operating profit is consistent with other comparable indoor sports facilities throughout the country. OPERATING REVENUES Rental Income Camps/Clinics Concessions Advertising/Sponsorship Subtotal OPERATING EXPENSES Salaries, Wages and Benefits Utilities Maintenance and Repair Materials and Supplies Insurance Concessions General and Administrative Subtotal NET OPERATING INCOME $154,400 $175,500 $208,800 $232,200 $5,609,200 $10,400 $13,200 $21,800 $22,200 $543,600 $103,700 $132,700 $157,400 $177,000 $4,246,100 $6,600 $7,600 $8,700 $9,900 $237,400 $275,100 $329,000 $396,700 $441,300 $10,636,300 $160,000 $166,900 $174,900 $184,100 $4,507,500 $65,900 $67,900 $69,900 $72,000 $1,860,500 $27,500 $28,300 $29,100 $30,000 $775,000 $16,500 $17,000 $17,500 $18,000 $465,000 $1,600 $1,700 $1,700 $1,800 $45,500 $57,000 $73,000 $86,600 $97,400 $2,335,400 $15,000 $17,500 $19,000 $21,500 $519,400 $343,500 $372,300 $398,700 $424,800 $10,508,300 ($68,400) ($43,300) ($2,000) $16,500 $128,000 It is assumed that the additional courts consistent with a Youth and Amateur Sports Complex would share important operating synergies with existing Mounds View Community Center operations including shared management and staffing, supplies and equipment, support space and other such elements. Should the City of Mounds View or another entity seek to independently develop a multi -court indoor youth sports complex elsewhere in the area, that complex would be expected to operate with a significantly higher expense budget and much lower cost coverage ratio. C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page g 0 EXECUTIVE SUMMARY DRAFT COPY Summary & Key Projections Based on analysis results, a summary of key cost/benefit projections for a Youth and Amateur Sports Complex in Mounds View associated with its construction and annual operations is presented below (upon stabilization of operations, assumed to occur by the fourth full year of operations). ANNUAL ANNUAL NON -LOCAL ANNUAL ATTENDEE DAYS ATTENDEE DAYS HOTEL RM NIGHTS 901300 0 38,800 1,600 ANNUAL FINANCIAL CONSTRUCTION CONSTRUCTION is OPERATING RESULTS - COSTS O ECONOMIC IMPACT _ $16;500 - $9.95M $8.4 M ANNUAL ANNUAL ANNUAL DIRECT INDIRECT/INDUCED ECONOMIC O SPENDING SPENDING OUTPUT $3.1 M + $2.1 M - $5.2M ANNUAL ANNUAL 0 ANNUAL PERSONAL EMPLOYMENT TOURNAMENT & gs INCOME (FULL&PART-TIME JOBS) PRACTICE HOURS $2.1 M 69 3,970 In addition to the quantifiable projections of utilization, financial operations and economic impacts shown above, there are a number of potential benefits associated with a Youth and Amateur Sports Complex in Mounds View that cannot be quantified. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in facilities of this nature. These qualitative impacts/benefits may include: • Potential transformative and iconic effects. • Enhanced quality of life for community residents. • Additional programmable space for Mounds View Community Center. • Inducement of follow-up visitation. • Spin-off development. • Anchor for revitalization of targeted areas within a community. • Various other benefits. CS, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 10 L INTRODUCTION 0 INTRODUCTION DRAFT COPY Introduction & Background Conventions, Sports & Leisure International (CSL) was retained by the City of Mounds View to conduct a feasibility study of a potential new Youth and Amateur Sports Complex in Mounds View, Minnesota. The purpose of the analysis is to assist the City of Mounds View and other stakeholders in MOUNDS VIEW evaluating key market, program, financial and economic aspects of a potential new Youth and Amateur Sports Complex in Mounds View. The envisioned Youth and Amateur Sports Complex would address opportunities and needs related to local youth and amateur sports and recreation users, while also enhancing opportunities for sports tourism (i.e., tournaments) activity in Mounds View. The information developed as part of the study outlined herein is intended to assist the City of Mounds View and other community stakeholders with the information necessary to make informed decisions regarding the potential development and operation of a potential new Youth and Amateur Sports Complex in Mounds View. The study process consisted of detailed research and analysis, including a comprehensive set of market -specific information derived from the following: • PROJECT EXPERIENCE: Experience garnered through more than 1,000 planning and benchmarking projects involving sports, recreation and event facilities throughout the country. • LOCAL VISIT: Local market visit at the outset of the project, including community and facility tours, and discussions with study stakeholders and community leaders • BENCHMARKING: Research and analysis of facility data and interviews conducted with nearly 40 competitive/regional and/or comparable indoor amateur sports facilities. • INTERVIEWS & OUTREACH: Telephone interviews and virtual meetings with stakeholders and representatives of potential user groups, including key local, state, regional and national athletic associations, organizations, clubs and leagues that run sports programs, leagues, tournaments, competitions and meets that could have an interest in a potential new Youth and Amateur Sports Complex in Mounds View. More than 80 organizations were targeted and 30 telephone interviews were completed with organizations representing in excess of 100 annual activities. An outline of the study's contracted scope of work is provided below: 1. Kickoff, Project Orientation, and Interviews 2. Local Market Conditions Analysis 3. Industry Trends Review 4. Competitive/Comparable Facility Analysis 5. Market Outreach, Interviews and Surveys 6. Program, Site and Capital Cost Analysis 7. Financial Operations Analysis 8. Economic Impact Analysis 9. Preparation and Presentation of Final Report CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 12 LOCAL & REGIONAL CONDITIONS �'', q 'I L 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Introduction An important component in assessing the potential success of a new Youth and Amateur Sports Complex in Mounds View is the demographic and socioeconomic profile of the local and regional market. The strength of a market in terms of its ability to support and utilize sports and recreation facilities is measured, to some extent, by the size of the regional market area population, its age, income, and other characteristics. In addition to the demographic profile of the local and regional market area, other local market characteristics have relevance when considering the attractiveness of a particular community as a host for high -quality sports and recreation facilities. These include items such as transportation accessibility, existing inventory of athletic facilities, and visitor amenities (such as hotels, attractions and other such items). Market & Destination Attributes Located in Ramsey County, Mounds View is a small suburb of the Twin Cities located immediately off 35-W. Mounds View is located in close proximity to Blaine Sports Center, downtown Minneapolis and the Mississippi River. With a total area of 4.12 square miles, the 2020 census estimated population of the city of Mounds View is approximately 13,250, while the population of Ramsey County is estimated at 550,200. City government is comprised of a Mayor and four Council Members. The Anoka County -Blaine Airport (James Field) serves the area and sits within a ten minutes drive of Mounds View. Mounds View is in close proximity to the National Sports Center in Blaine, which hosts a calendar of amateur sporting events and tournaments with participants from all over the country. Medtronic, the worldwide medical device company, has its Cardiac Rhythm Management campus, with approximately 3,000 employees, in Mounds View. Mounds View features the Mermaid Entertainment and Event Center and Mounds View Americlnn Hotel and Suite. Offered are two event spaces that include the Coral Bay Ballroom and the Atlantis Ballroom. Mounds View Public Schools includes two high schools, three middle schools and six elementary schools. They include Irondale High School, Mounds View High School, Chippewa Middle School, Edgewood Middle School, Highview Middle, and Bel Air, Island Lake, Pinewood, Sunnyside, Turtle Lake and Valentine Hills Elementary Schools. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 14 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Location & Accessibility Transportation access is vital to the success of any sports or event facility. Ease of access is not only important from the perspective of attracting participants and spectators, but also factors into the site selection process of tournament producers and other sponsoring organizations. The exhibit and map below illustrates the proximity of Mounds View with other nearby markets and the markets/land area captured within 15, 30, 90, and 180 minutes of drive -time of the Mounds View Community Center. These distances will be utilized on the subsequent page and later in the report for purposes of comparing demographic and socioeconomic variables. Proximity and Drive Times of Key Regional Markets to Mounds View . 13 .Market 0118 Population 430,000 Minneapolis, MN Saint Paul, MN 14 0:15 312,000 Eden Prairie, MN 30 0:33 64,000 Lakeville, MN 37 0:41 69,000 Rochester, MN 91 1:28 121,000 Mankato, MN 93 1:33 44,000 Eau Claire, WI 97 1:31 69,000 Brainerd, MN 118 1:59 14,000 Duluth, MN 145 2:08 87,000 Waterloo, IA 203 3:27 67,000 Fargo, ND 232 3:30 126,000 Madison, WI 273 4:10 270,000 Demographic & Socioeconomic Characteristics The exhibit on the following page presents a summary of key demographic metrics associated within the aforementioned driving distances surrounding the Mounds View Community Center, along with city of Mounds View, Ramsey County, state of Minnesota and United States benchmarking data. As shown in the exhibit, the estimated population within a 30-minute drive of the Mounds View Community Center is approximately 2.3 million and is expected to grow slightly over the next five years. The population within 90 minutes of Mounds View increases significantly to more than 4.4 million, while an estimated 6.5 million people reside within a three -hour's drive of Mounds View. Additionally, household income is another important socioeconomic characteristic of host markets that typically impacts facility performance. Median household income within 30 minutes of Mounds View is lower than that of the Minnesota and US benchmarks. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 15 QLOCAL &REGIONAL CONDITIONS Summary of Key Demographics Associated with Mounds View, Minnesota DRAFT COPY DLMOGRAPHIC VARIABLE POPULATION: 2010 Total Population 500,030 2,086,748 3,998,881 5,985,294 12,155 508,640 5,303,925 308,745,538 2021 Total Population 544,415 2,290,424 4,408,431 6,460,746 12,807 536,985 5,762,325 333,934,112 2026 Total Population 567,484 2,393,454 4,612,903 6,698,028 13,329 553,787 5,992,188 345,887,495 Historical Annual Growth (2010-2020) 0.89% 0.98% 1.02% 0.79% 0.54% 0.56% 0.86% 0.82% Projected Annual Growth (2021-2026) 0.42% 0.45 % 0.46% 0.37% 0.41 % 0.31 % 0.40% 0.36% AGE: Median Age 37.5 37.6 38.0 39.1 39.2 36.7 39.0 38.5 Population age 25to44 26.49% 26.04% 26.84% 26.50% 28.10% 26.17% 26.06% 26.60% AGE DISTRIBUTION: Under15 17.78% 18.19% 18.93% 18.36% 17.97% 18.20% 18.52% 18.40% 15to24 13.94% 13.05% 12.88% 12.74% 10.82% 13.86% 12.60% 13.00% 25to34 14.73% 14.98% 13.92% 13.36% 14.60% 15.56% 13.48% 14.00 % 35to44 13.41% 13.76% 13.61% 12.89% 13.92% 12.96% 12.97% 12.60% 45to54 11.22% 11.78% 12.18% 11.92% 11.71% 10.77% 11.90% 12.50% 55 and over 28.93 % 28.25% 28.48 % 30.72 % 31.01 % 28.67 % 30.53 % 29.50% HOUSEHOLD INCOME: Median Household Income $76,569 $78,817 $80,782 $73,265 $72,784 $69,113 $75,244 $62,203 Per Capita Income $37,409 $41,661 $40,853 $37,841 $34,501 $36,404 $38,556 $34,136 INCOME DISTRIBUTION: $0to$24,999 12.95 % 13.72% 12.40% 14.16% 12.21 % 15.75% 13.93 % 19.10% $25,000 to $49,999 18.57 % 17.27 % 16.86 % 18.80 % 21.51 % 19.86 % 18.29 % 20.90 % $50,000 to $74,999 17.14% 16.21% 16.56% 17.92% 17.40% 17.49% 17.58% 17.30% $75,000 to $99,999 15.78 % 14.31 % 14.48 % 14.58 % 16.58 % 14.01 % 14.53 % 12.84 % $100,000 to $149,999 19.74% 18.89% 19.83% 18.34% 23.42% 18.74% 18.63% 15.30% $150,000 or more 15.81% 19.60% 19.88% 16.20% 8.89% 14.15% 17.03% 14.80% POPULATION BY RACE/ETHNICITY: White/Caucasian 67.70% 69.37% 78.10% 82.37% 73.49% 61.99 % 80.73% 72.40% Black/African American 13.10% 13.32% 8.91% 6.65% 7.80% 13.70% 7.30% 12.60% American Indian 0.78% 0.80% 0.70% 0.85% 0.73% 0.76% 1.22% 0.99% Asian 11.60% 9.26% 6.54% 5.04% 11.11 % 16.20% 5.31 % 4.80% Pacific Islander 0,04% 0.06% 0,06% 0.06% 0.11 % 0,06% 0.06% 0.20% Other Race 2.76% 3.32% 2.50 % 2.19% 2.73% 3.07% 2.35% 6.20 % Two or More Races 4.00% 3.87% 3.21% 2.84% 4.02% 4.22% 3.03% 2.90% Hispanic Origin 6.21% 7.39% 5.98% 5.46% 6.00% 7.64% 5.83% 16.30% Diversity Index 56.8 56.2 44.8 38.5 50.4 63.1 41.2 60.6 BUSINESS: Total Business 2021 17,783 81,910 146,233 233,229 219 18,141 206,473 11,994,763 Total Employees 2021 ' 299,379 1,473,654 2,395,345 3,512,200 4,128A, 349,723 3,142,038 146,120,824 Employee/Residential Population Ratio 0.55:1 0.64:1 0.54:1 0.54:1 0.32:1 0.65:12 0.55:1 0.44:1 Source: Esri, 2022. The level of population from which sports and recreation facilities will draw participants, both short-term and long-term, impacts the utilization of the facilities. Additionally, household income is another important socioeconomic characteristic of host markets that typically impacts facility performance. Income levels can serve as an indication of area households' ability to support sports and recreation in the region by paying league and registration fees and other costs associated with participation. The affluence of area households can also impact the types of programming that will be most successful at a sports and recreation facility. As is typical in most communities housing a sports and recreation facility of the nature being considered, the marketplace will likely be sensitive to material increases in sports registration fees that may become necessary to support the operations of a potential new Youth and Amateur Sports Complex. In developing fee structures for a potential new Youth and Amateur Sports Complex in Mounds View, it will be important to identify price points that allow local swim/sports/recreational organizations to afford to use the facility without pricing -out the participant base through increased participation/registration fees. To potentially mitigate the impact of lower household incomes, it may become important to emphasize the opportunities provided by a sports facility to youths from underprivileged families. Further, it may be beneficial to consider scholarship and other financial assistance programs to maximize utilization of the facility. C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 16 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY The regional corporate base (number of companies) also can play an important role in the success of sports facilities. Corporate sponsorships and donations are potential sources of capital funding and operating income for amateur sports and recreation facilities. The majority of corporate sponsorship opportunities in comparable sports facilities are often in the form of sponsorships, banners, scoreboard advertising and other such opportunities; many of which would be relatively inexpensive. As a result, a significant portion of companies within a host market have the opportunity to participate in advertising and sponsorship opportunities at local sports and recreation facilities. The maps below detail heat maps by census tract that show the Mounds View area, with the stars indicating the location of the Mounds View Community Center. The heat maps display the relative density of demographic data points as smoothly varying sets of colors ranging from cool (lighter color, indicating a low density of points) to hot (darker color, indicating a high relative density of points). `..ice L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota . Page 17 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Corporate Base The breadth and characteristics of the inventory of companies within a particular market can provide an indication of the general potential for propensity to purchase sponsorship/advertising in major sports facilities. Indirectly, the size of a local corporate base tends to be correlated with the level and breadth of supporting community amenities (i.e., hotels, restaurants, transportation infrastructure, etc.), which are relevant when considering non -local events, such as tournaments, meets and competitions. The largest 20 employers in Mounds View are listed in the exhibit below. The major employers in Mounds View fall under a variety of industries such as manufacturing, healthcare, technology, education and government. Sample of Employers in Mounds View Ace Supply Company I Service Mermaid Entertainment and Event Center I Entertainment Allina Ambulance Services I Health & Fitness ■ Mermaid Restaurant & Sports Bar I Restaurants Apple Tree Dental I Health & Fitness ■ MFI Metal Finishers Inc. I Manufacturing Aramark I Service ■ Midway Industrial Supply I Distribution Bauer Welding & Metal Fabricators I Manufacturing ■ Midwest I.V. and Homecare I Health & Fitness BioLife Plasma Services I Health & Fitness ■ Midwest Medical Services I Professional Office C.G. Hill I Manufacturing ■ Midwest Medical Services, Inc I Health & Fitness Carley Foundry I Manufacturing ■ Midwest Motor Express I Service Central Sandblasting I Manufacturing ■ Minvalco I Service CoAg Medical I Manufacturing ■ Moe's Restaurant I Restaurants CrossFit Southpaw I Health & Fitness ■ MultiTech Systems I Manufacturing Dahle Law Professional Office ■ Outsource Receivables, Inc. Service Dell -Comm Service ■ Owens & Minor Distribution Development Resource Group Professional Office ■ Pink Flower Vietnamese Restaurants Empirehouse, Inc. Manufacturing ■ Pro Guard Sports Distribution Eurofins DQCI Service ■ Quanex Manufacturing Excel Engineering Professional Office ■ RJ Riches Family Resturant Restaurants FedTech Manufacturing ■ Royal Janitorial Supplies and Equipment Distribution InnerActive Playground Entertainment ■ Solid Design Solutions Manufacturing J&W Instruments, Inc. Distribution ■ Terry Enterprises Distribution Jonco Die Company Manufacturing ■ Tony's Sandwich King Restaurants Lee-Noonan/Minnkota Sales Distribution ■ Tyson Distribution Magno International Distribution ■ U.S. Geological Survey Professional Office Magnuson Cabinets Service ■ Vallen Distribution Medtronic Professional Office ■ Zero Gravity Trampoline Park Entertainment Source: City of Mounds View, 2022. C.r. Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 18 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Hotel Inventory A community's hospitality infrastructure, in terms of hotels, restaurants, entertainment and other such factors, normally contributes heavily to the potential success of a sports tourism facility, such as the potential new Youth and Amateur Sports Complex in Mounds View. The marketability of sports tourism facilities typically increase when supporting amenities infrastructure exist within close driving proximity. The chart and map below summarize the key lodging facilities located in Mounds View and the surrounding communities within five miles of the Mounds View Community Center. In total, there are just under 1,200 hotel rooms provided through 13 hotels. There are two hotels in the City of Mounds View: The Americlnn provides 69 rooms; each with a microwave, small refrigerator, sitting area, and cable TV. Guests can also utilize the pool and game room in the adjacent restaurant. The Days Inn provides 70 rooms with Wi-Fi and an on -site gym. However, the upkeep of the hotel may prove unsatisfactory for those visiting the potential new facility. All 13 properties are a part of the Twin Cities Gateway — the prime destination for youth and amateur sports, as well as only a short drive from Saint Paul, Minneapolis, and all their attractions. Summary of Primary Lodging Facilities in Mounds View Rooms• Anoka County-Blalne Circle Pines Facility Name (number) (miles) Airport d LBxingtgn Days Inn 70 1.0 , ® Americlnn 69 1.2 Homewood Suites 124 2.3 4 ke Spring La Country Inn -Shoreview 83 2.4 Park i l Dcl,r,rno Rtl NC I Cnu>>ty Roa 1 © Quality Inn - Coon Rapids 56 4.0 1 I Mourl Arden Hills Country Inn -Coon Rapids 108 4.4 - � army Training Holiday Inn 72 4.5 + 1 r Rica Creek West Trail Site w 4 Fridley z corridor InTown Suites 136 4.6 1 - a 1 Arden Hills Shoreview t a 1 © Quality Inn -Arden Hills 62 4.7 I I mBaymont 59 4.7 I I mSpringHill Suites 139 4.8 i New Brighton 51 c • ® Hilton Garden Inn 99 4.9 I Best Western Plus 115 4.9 I a Columbia I Heights I --———— — — — — -' — --, a `� Lake C = > 2 i Source: Mounds View Convention & Visitors Bureau, Google maps, 2022. 1Cam, L Feasibility Study Potential Youth Amateur Sports Complex in Mounds View, Minnesota Page 19 of a new and 9 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Mounds View Attractions & Amenities Tournament and competition directors frequently consider the destination outside the host facility when selecting a site for their events. To evaluate the appeal of Mounds View, CSL has prepared the map below that displays the hotel, dining, and attractions inventory within the city. There are a total of 13 restaurants and five attractions including Zero Gravity Trampoline Park, InnerActive (indoor playground), Moe's Restaurant, and the Mermaid Entertainment & Event Center. Access to amenities is often critical in the decision -making process of meet, tournament, camp, clinic and other event organizers and attendees. a Lake k $her -wood Road 0 Fthea5t­ — —001- ru CL ai I Rice Creek Rice ek North R ei nal West T ra i I Tr I Corridor Attractions and Amenities Source: Twin Cities Gateway, CSL Research, TripAdvisor, Google Maps, 2022. Hotels Dining Options Attractions (number of (number of (number of hotel rooms) establishments) 0 establishments) Cc C1 am, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota . Page 20 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Local Amateur Sports & Recreation Facilities The number of potentially competitive sports and recreation facilities in the local market is also an important consideration with respect to the overall viability of any new sports facility project. There are currently 15 facilities within the local area that offer sports surfaces in a single facility, but most facilities listed below would not represent significant competitors for a new Youth and Amateur Sports Complex in Mounds View. Within the area, 13 of the 15 facilities are in the Mounds View Public School District, and school court and gym space are becoming increasingly difficult to access, as school teams and members of the school district receive priority over sports teams and tournaments outside the district. The two facilities not within the school district, the Shoreview YMCA and the Shoreview Community Center, are not set up to host large sports events. A new facility would allow for growth in programming, better accommodation of local sports groups, and has the potential to attract new and larger tournaments to the Mounds View area. Summary of Local Amateur Sports & Recreation Facilities in Mounds View Edgewood Middle School 3 1 Irondale High School 2 1 Pinewood Elementary 1 1 Sunnyside Elementary 1 2 1 3 Turtle Lake Elementary Pike Lake Elementary 1 5 1 3 4 4 Mounds View High School Valentine Hills Elementary Highview Middle School 4 5 Shoreview YMCA 2 5 Shoreview Community Center 2 5 Bel Air Elementary 1 5 Snail Lake Elementary 1 5 Chippewa Middle School 4 6 Island Lake Elementary 2 6 Source: Mounds View ISD, Google Maps, 2022. C1 am, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 21 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Regional Amateur Sports & Recreation Facilities There are presently 12 facilities within the larger Twin Cities region offering high quality facilities and multiple sports surfaces that could potentially compete for sports tourism business (i.e., tournaments, meets, and competitions). However, two of the three largest facilities, Bloomington Kennedy and Bloomington Jefferson High Schools, are within the Bloomington Public School District and are programmed for school sports events. The other ten facilities have limited opportunity and difficulty in getting enough court space to host a large tournament or event. Summary of Regional Amateur Sports & Recreation Facilities in Mounds View ©© O Bloomington Kennedy High School 8 16 Anoka Ramsey Athletic Association Complex 8 8 O o"i^iwa . O51 Pail Bloomington Jefferson High School 7 7 Forest Lake Fieldhouse 6 6 O Rochester Regional Sports Center 6 6 • 0 i� National Volleyball Center 0 11 I Lindbergh Center 5 7 Andover Community Center 4 8 d Hope Fieldhouse 4 4 O Fa b.A Q Prior Lake Fieldhouse 4 6 Apple Valley Community Center 4 6to Minnesota Select Volleyball Center 0 8 Source: Facility management, 2022. C1 am, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 22 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Of the facilities listed on the previous page, the five presented below represent key indoor facilities that accommodate a significant share of local and non -local indoor sports facility demand. Bloomington Kennedy & Jefferson High Schools The Kennedy Activity Center and Jefferson Activity Center are nearly identical. Both feature five hardwood basketball/volleyball courts, each with their own LED electronic scoreboard and seating for approximately 60 people. They each have a large room adjacent to the courts that can function as tournament headquarters, trainer's room, or a referee hospitality site. Bloomington Kennedy's main gym has seating for 1,900 people and 3 courts; for 8 courts total. Bloomington Jefferson's main gym has seating for 1,250 people and 2 courts; for 7 courts total. Anoka Ramsey Athletic Association Complex The Anoka Ramsey Athletic Association plans to build a 180,000-square-foot domed facility in Ramsey, possibly by the end of 2022. The facility would have one and a half indoor turf fields, 8 full-size basketball courts, volleyball courts, batting cages, and a weight training area. Funding would come from charitable gambling and saving the $250,000 the association pays to vendors annually to rent gym and field space. The complex would also be able to host trade shows and it is estimated to draw in as many as 500,000 visitors per year. Forest Lake Fieldhouse The Forest Lake Fieldhouse was recently built in 2017, it's a part of the Forest Lake Area High School. It is roughly the size of a football field containing six basketball/volleyball courts. The facility hosts many sports events as well as gym classes. Andover Community Center The Andover Community Center hosts a variety of different sports programs for all ages including the ACC Open Basketball sessions, ACC Indoor Volleyball, open hockey/open skate, indoor soccer lessons, pickleball lessons, and skating lessons. The facility also has an indoor track, snack/beverage vending machines, and meeting room available for meetings, training events and private parties. In addition, the facility offers a free after school program for middle school students, and high school students are eligible to utilize the field house for open basketball. Rochester Regional Sports Center & National Volleyball Center The Rochester Regional Sports Center is a multi -purpose facility with 44,000-square-feet of competition floor space, and a 1,700-seating capacity. In total, the venue can hold a maximum of six volleyball courts, six basketball courts or sixteen wrestling mats. The National Volleyball Center is a multi -use building that is highly tuned for the sport of volleyball. There are 11 courts within the center and three additional courts in the adjacent Century High School. The facility offers many programs for all ages including open volleyball, summer camps & clinics and private lessons. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 23 0 LOCAL & REGIONAL CONDITIONS DRAFT COPY Metro -Area Tournament Activity To gain a better understanding of the market for tournament activity that currently exists, we conducted an inventory of basketball and volleyball tournaments throughout the greater Minneapolis/St. Paul metropolitan area. Leveraging a variety of tournament aggregator websites including Minnesota Youth Athletic Services and SportsEngine, we compiled data on over 900 tournaments that were held in the most recent winter sports season. As shown below, there were over 200 basketball and 700 volleyball tournaments held throughout the metro area, the vast majority of which were conducted within one or two days. The average tournament entry fee was approximately $330 for basketball and nearly $200 for volleyball tournaments. The vast majority of these tournaments were hosted by a local community sports association for competition or fundraising purposes or a facility to generate occupancy within the complex. Additional detail is presented below. Summary of Metro -Area Basketball Tournaments Summary of Metro -Area Volleyball Tournaments No. of Tournaments 211 No. of Tournaments 723 First Tournament 9/18/2021 First Tournament 12/5/2021 Last Tournament 7/31/2022 Last Tournament 6/12/2022 Boys Tournaments 136 53.8% Girls Tournaments 117 46.2% Tournament Average Length 1-day Tournaments 2-day Tournaments 3-day Tournaments 1.7 77 121 13 36.5% 57.3% 6.2% Age of Tournament Participants % of Total 3rd Graders 63 6.3% 4th Graders 173 17.3% 5th Graders 186 18.6% 6th Graders 186 18.6% 7th Graders 184 18.4% 8th Graders 182 18.2% 9th -12th Graders 26 2.6% Adults 1 0.1 % Registration Average Cost $331 No. of Tournaments <$100 2 1.1 % No. of Tournaments $100-$199 24 13.3% No. of Tournaments $200-$299 38 21.0% No. of Tournaments $300-$399 40 22.1% No. of Tournaments $400-$499 76 42.0% No. of Tournaments $500+ 1 0.6% Seasonalityof Total September 1 0.5% October 2 0.9% November 35 16.6% December 43 20.4% January 60 28.4% February 57 27.0% March 1 0.5% April 3 1.4% May 5 2.4% June 1 0.5% July 3 1.4% Average Length 1.0 1-day Tournaments 692 95.7% 2-day Tournaments 31 4.3% Age of Tournament Participants % of Total 11 u 65 6.1 % 12U 133 12.6% 13U 120 11.4% 14U 194 18.4% 15U 152 14.4% 16U 186 17.6% 17U 84 7.9% 18U 123 11.6% Registration • % of Total Average Cost $198 Tournaments <$100 55 7.9% Tournaments $100-$124 97 13.9% Tournaments $125-$149 231 33.2% Tournaments $150-$174 95 13.6% Tournaments $175-$199 24 3.4% Tournaments $200+ 194 27.9% Seasonalityof Total December 4 0.6% January 145 20.1% February 135 18.7% March 202 27.9% April 175 24.2% May 47 6.5% June 15 2.1% Number. % of Total Average No. of Teams 15 7 Teams or Fewer 35 5.0% 8-11 Teams 270 38.7% 12-15 Teams 149 21.4% 16-19 Teams 132 18.9% 20-23 Teams 33 4.7% 24-27 Teams 31 4.4% 28-31 Teams 14 2.0% 32 Teams or More 33 4.7% CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 24 L COMPARABLE FACILITIES QCOMPARABLE FACILITIES Overview A benchmarking analysis of selected comparable indoor amateur sports facilities located throughout the country was conducted. This section provides information on the various physical and operational characteristics of comparable facilities. The data helps place a potential new Youth and Amateur Sports Complex in Mounds View within a comparable context with respect to facility offerings, demographics and other related host market features. The comparable facilities reviewed were selected based on their characteristics, space offerings and the size and location of the markets in which they are located. The exhibit below presents a summary of the 12 selected comparable indoor sports facilities and markets analyzed. ® m * a 5 900 1, 3 7 Summary of Characteristics of Selected Comparable Facilities Source: CSL research, interviews with facility management, facility websites, 2022. Demographic Comparison DRAFT COPY The level of population from which sports facilities will draw participants, both short-term and long-term, impacts the utilization of the facilities. As shown in the exhibits on the following page, Mounds View's population ranks just below the midpoint of comparable facility markets for most demographic measurements. As previously mentioned, household income is another important socioeconomic characteristic of host markets that typically impacts amateur sports facility performance. Income levels can serve as an indication of area households' ability to support sports and recreation participation by paying league and registration fees and other costs associated with participation. The affluence of area households can also impact the types of programming that will be most successful at a new sports facility. C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 26 0 COMPARABLE FACILITIES DRAFT COPY The regional corporate base (number of companies) also can play an important role in the success of sports facilities. The majority of corporate sponsorship opportunities in comparable sports facilities are often in the form of sponsorships, banners, scoreboard advertising and other such opportunities; many of which would be relatively inexpensive. As a result, a significant portion of companies within a host market have the opportunity to participate in advertising and sponsorship opportunities at local sports and recreation facilities. M ON N © H F © N N F S S mi C m S ® D ® G AA Population cCook, IL 418,696 ounds View, MN 596,931 3mmond, IN I 331,794 shers, IN I 243,367 3blesville, IN I 144,016 sw Century, KS I 105,055 1rt Wayne, IN I 268,916 lringfield, OR I 138,925 oux City, IA I 115,904 ape Girardeau, MOI 74,090 3lina, KS I 51,189 ckinson, NO I 28,818 atlinburg, TIN 1 6,656 MM 2,991,218 2,356,740 I 1,598,821 I 1,051,023 I 783,437 I 768,222 10,133,454 4,403,092 9,637,975 3,262,008 3,198,753 2,832,235 2,127,018 1,089,969 1,109,490 928,172 963,674 173,089 1,072,877 , •,, 18,012,509 6,460,668 21,407,699 15,594,493 14,906,552 5,561,493 I 476,699 19,406,266 I 331,969 146,433 4,476,123 3,516,995 6,744,328 4,452,045 431,108 I 5,675,813 • , „ 106,684 73,748 33,963 28,080 ® Number of Businesses McCook, IL 13,643 106,955 1 329,545 1 598,931 2 Mounds View, MN I 18,418 I 83,597 1 146,121 1 233,230.,& © Hammond, IN 9,945 1 42,253 318,905 702,653 Fishers, IN 9,583 37,908 103,003 496,498 © New Century, KS 3,609 30,306 97,395 201,828 Noblesville, IN I 4,303 27,381 101,544 481,189 Fort Wayne, IN 15,506 68,608 608,313 I 9,963 Springfield, OR I 5,977 12,323 36,882 166,854 Sioux City, IA 4,586 1 5,599 44,295 141,829 mi Cape Girardeau, MO 3,315 3,960 29,995 221,570 m Salina, KS 3,394 39,488 168,877 2,353 ® Gatlinburg, TN 2,037 36,485 185,390 737 ® Dickinson, NO 1,807 9,379 22,337 1,525 AVERAGE Rank (out of 13) ©© Entertainment/Recreation Spending McCook, IL 8560,764,347 $3,617,709,497 $13,309,188,885 $22,514,539,764 2 Mounds View, MN I $775,732,843 I $3,396,346,211 $6,252,259,251 $8,802,447,338 © Hammond, IN I $304,902,022 I $1,539,817,459 $12,646,447,118 $26,233,749,395 Fishers, IN I $385,103,388 $1,371,814,551) 1 $3,683,553,040 $17,481,778,450 © New Century, KS I $123,756,075 I $1,169,474,961 $3,501,210,708 $6,320,681,400 Noblesville, IN $213,637,317 $1,066,423,615 $3,623,227,010 $16,901,218,707 Fort Wayne, IN $291,249,337 $510,221,855 $2,180,885,286 $21,877,630,176 Springfield, OR $142,145,959 $366,258,248 $1,157,850,003 $5,633,398,836 Sioux City, IA $115,146,762 $154,897,101 $1,248,293,089 $4,334,491,861 m Cape Girardeau, MO $76,965,196 $109.652,690 $970,269,859 $7,490,320,201 m Salina, KS $50,855,303 $78,336,783 $1,018,651,717 $5,305,752,709 ® Dickinson, ND $45,761,280 $55,281,893 $253,158,766 $625,837,045 ® Gatlinburg, TN $6,661,559 $27,353,616 I $1,179,536,200 I $6,028,926,318 AVERAGE Rank (out of 13) ©©� Average Household Income M New Century, KS 1 2 Mounds View, MN I © Dickinson, NO I Noblesville, IN I © McCook, IL I ® Fishers, IN I Sioux City, IA I © Springfield, OR I © Fort Wayne, IN I Hammond, IN I Cape Girardeau, MOI Salina, KS I Gatlinburg, TN I $98,787 1 $96,535 I $98,992 $120,287 $110,013 I $120,244 I $73,994 I $71,540 I $76,752 I $67,986 I $72,570 I $68,232 I $64,118 1 $111,498 $104,834 $99,065 $98,627 $97,803 $94,584 $76,617 $76,473 $75,970 $72,836 $70,586 $70,321 $65,684 1 $88,059 1 I $105,192 I $88,190 $78,799 $95,642 $89,242 $81,072 $80,302 $102,926 I $80,783 I $92,792 $79,635 $76,538 I $82,748 $77,066 I $91,397 $71,744 I $80,410 $102,371 I $90,779 $70,259 I $76,910 $73,438 I I $73,495 $83,050 $70,583 Retail Sales lE McCook, IL $6,333,979 $45,072,940 $151,651,606 $266,591,784 2 Mounds View, MN I $10,657,347 I $44,468,361 I $73,494,126 I $106,397,752 © Hammond, IN I $5,372,880 I $19,666,673 I $143,205,453 $312,312,599 Fishers, IN $5,182,960 $15,966,428 I $44,256,603 I $211,601,017 © New Century, KS $13,270,949 I $40,431,508 I $83,325,481 $1,684,226 © Noblesville, IN I $43,691,747 $207,071,825 $2,239,189 $11,593,759 Fort Wayne, IN $5,278,260 $7,005,154 I $28,571,492 $267,073,720 Springfield, OR $2,429,304 I $6,632,426 I $16,871,615 $74,258,061 ® Sioux City, IA $3,003,474 I $3,281,367 I $17,011,982 $51,122,924 Cape Girardeau, MO $1,655,855 I $1,822,198 $12,520,456 $94,123,597 Salina, KS $1,252,090 I $1,404,391 $19,471,243 I $70,257,707 Gatlinburg, TN $137,640 I $640,649 $18,055,632 I $82,628,662 Dickinson, NO $427,064 I 8508,823 I $3,702,087 I $8,172,033 Participant Sports Spending McCook, IL I $21,035,691 $131,093,891 I $488,646,185 I $795,814,420 2 Mounds View, MN I $28,963,636 I $126,589,625 I $232,708,046 I $299,684,40A ® Hammond, IN I $10,467,307 I $53,976,329 I $460,214,120 I $923,058,416 Fishers, IN I $15,175,501 $50,223,854 $125,697,388 $590,494,509 © New Century, KS $4,875,636 $44,461,889 $123,176,502 $206,481,106 ® Noblesville, IN $39,170,672 $8,730,336 $123,963,164 $571,810,433 Fort Wayne, IN $10,234,068 $17,277,744 I $68,261,938 $743,058,656 ® Springfield, OR $12,963,902 $4,933,409 I $40,816,135 $203,718,294 ® Sioux City, IA $3,939,856 $5,078,956 $39,037,605 I $134,573,602 Cape Girardeau, MO $29,472,272 I $2,627,376 $3,480,840 I $242,028,941 m Salina, KS I $1,786,190 $2,493,283 $32,850,888 $177,075,665 ® Dickinson, ND I $1,471,884 $1,640,436 $7,614,876 $17,908,923 G,I burg, TN I $196,583 $858,786 I $36,748226 I $178,964,298 C„i , L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 27 0 COMPARABLE FACILITIES DRAFT COPY Case Studies Case studies for the selected comparable indoor amateur sports facilities are provided below and on the pages that follow. Utilization figures represent the most recent full year not impacted by the COVID-19 pandemic (in most cases, 2019). Best Choice Fieldhouse � X CITY, STATE: Fishers, IN OWNER: Private OPERATOR: Private YEAR OPENED: 2013 FACILITY SIZE (SF): 53,000 COST (original, in millions): N/A COST (current, in millions): N/A COURTS (basketball): 6 COURTS (volleyball): 6 Best Choice Fieldhouse in Fishers, Indiana is a 53,000 sq ft basketball facility privately owned and operated. The facility opened in 2013 and attracts 800,000 players and spectators annually through training, games, tournaments and more. The fieldhouse contains six full-size basketball/volleyball courts with a championship court seating up to 1,000 attendees. In the center of the complex is a high -quality concession area with an observatory deck above it. The fieldhouse hosts youth leagues, tournaments, individual trainings, and an elite traveling team. Head trainer, Isaac Loechle, was formerly a D1 basketball coach and has now shifted his skillset to youth sports. Training sessions are available for beginners and advanced players grades 2nd-12tn $200/month for training once per week (four sessions) and $320/month for training twice per week (eight sessions). The facility also offers adult basketball leagues throughout the year and a variety of basketball options available for every age and skill level. CL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 28 0 COMPARABLE FACILITIES DRAFT COPY lc., n Cape Girardeau Sportsplex CITY, STATE: Cape Girardeau, MO OWNER: City of Cape Girardeau OPERATOR: City of Cape Girardeau YEAR OPENED: 2017 FACILITY SIZE (SF): 121,000 COST (original, in millions): $12.5 COST (current, in millions): $15.2 COURTS (basketball): 6 COURTS (volleyball): 12 The Cape Girardeau Sportsplex is a 121,000 square -foot, multi -sport facility located on Interstate 55 in Cape Girardeau, Missouri. The Sportsplex opened in May of 2017 at a cost of $12 million. It is owned and operated by the City of Cape Girardeau, with construction debt service and operations supported by a 1.0 percent restaurant tax, which generates an estimated $160,000 annually. The Sportsplex includes two fully -enclosed regulation indoor turf fields with netting and drop -down batting cages; six high school regulation basketball courts convertible to twelve hardwood volleyball courts; multi -use space for meetings; and full -service concessions. The 10+ acres for the building and surrounding parking was donated by Midamerica Hotels Corporation. Court and turf rentals for tournaments are available with both a commercial and non-profit rate that vary based on number of usage days and number of courts. The average court rate per day is $425 for commercial and $305 for non-profit. The average turf rate per day is $615 for commercial and $410 for non-profit. The City of Cape Girardeau Parks & Recreation Department has developed programming for various indoor sports including basketball, volleyball and sports training. The Sportsplex hosts over 40 annual tournaments, most of which are two-day events. Nearly every weekend is occupied from early December through July (with the exception of the two weeks spanning Christmas and New Years). The facility also has full -service concessions and a multi -use space for team meetings, coach's clinics, team parties and more. The facility is open to the public for court, turf and batting cage use or can be rented for tournaments. According to facility management, the facility draws tournament business from a five -state region including Missouri, Arkansas, Illinois, Kentucky and Tennessee. The facility generated revenues of $595,000 and expenses of $701,000 excluding approximately $325,000 in depreciation. Revenue include concessions, usage fees and other miscellaneous sources. Expenses include those related to contractual services, general operating expenses, materials and supplies, personnel services and other expenses. Approximately 13 full-time equivalents are dedicated to facility operations. C.,,iSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 29 QCOMPARABLE FACILITIES 7M Fief -f 1 AL\ Finch Creek Fieldhouse DRAFT COPY CITY, STATE: Noblesville, IN OWNER: Klipsch-Card Athletic Facilities OPERATOR: Klipsch-Card Athletic Facilities YEAR OPENED: 2018 FACILITY SIZE (SF): 130,000 COST (original, in millions): $24.0 COST (current, in millions): $28.1 COURTS (basketball): 5 COURTS (volleyball): 5 The Finch Creek Fieldhouse in Noblesville, Indiana is a 130,000-square foot facility that opened in 2018 at a cost of $24 million. It was brought to development through a partnership between the City of Noblesville and Klipsch-Card Athletic Facilities, LLC; the owner and operator of the facility. The city funds the project with $600,000 per year from property taxes and rental fee revenue as well as additional funding of $200,000 annually. The fieldhouse consists of 5 hardwood basketball courts, 11 indoor batting cages, and 65,000-square feet of turf space. The complex also offers a 10,000-square foot physical therapy office, indoor and outdoor concessions, a second -floor viewing area and high -definition cameras for streaming and recording game play. The Finch Creek Fieldhouse grounds contain trails, four pickleball courts, a lighted basketball court, playgrounds, picnic space, and a seasonal splash pad. Memberships are offered for baseball and softball batting cages for individuals or families at time increments of three months, six months or twelve months. The facility offers youth sports camps in baseball, softball, football and basketball, with 14 instructors for the various camp and training offerings. St. Vincent Sports Performance is the exclusive provider of athletic trainers and healthcare. The complex hosts large sporting events, team and individual training and large private parties. It was initially anticipated the facility would create 40 full-time jobs and 350 part-time jobs. CFeasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 30 0 COMPARABLE FACILITIES DRAFT COPY n Hammond Sportsplex CITY, STATE: OWNER: OPERATOR: Hammond, IN City of Hammond City of Hammond YEAR OPENED: 2018 FACILITY SIZE (SF): 135,000 COST (original, in millions): $17.0 COST (current, in millions): $19.9 COURTS (basketball): 6 COURTS (volleyball): 10 The Hammond Sportsplex officially opened in September 2018. The 135,000-square foot facility includes two regulation -size indoor turf soccer fields that can be utilized as a baseball/softball field, six basketball courts that can be converted into ten volleyball courts, six batting cages, an upper level quarter -mile track open free to the community, a community room, concessions, and restrooms and changing rooms. The $17 million facility was constructed by Madison Construction in partnership with the City of Hammond. The Sportsplex sits on the old site of the Woodmar Mall on Indianapolis Boulevard-, centrally located in Hammond, yet easily accessible for traveling teams and non -local guests. The facility was funded by a $9 million loan from the U.S. Department of Housing and Urban Development in conjunction with a tax -increment financing district (TIF) that covered the additional $8 million needed. Major tenants include Kennedy Avenue Chiropractic, Velocity 219 Volleyball Club and various youth volleyball and basketball leagues/camps. Full -day facility rental (eight hours) for the six basketball and volleyball courts is $3,000 per day and $1,600 for two turf soccer fields. Courts and fields rent individually for $50 per hour during peak for basketball and $65 per hour for volleyball. Non -peak rentals are $25 per hour for basketball and $35 for volleyball. Soccer is $100 per hour for a full -field and $60 per hour for a half -field. !�� ■ ',i }'sai�c �"? '_ _ . 46 �. - 3— C;,SL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 31 0 COMPARABLE FACILITIES DRAFT COPY a Max McCook CITY, STATE: MM 11McCook, IL OWNER: Village of McCook OPERATOR: Village of McCook YEAR OPENED: 2006 FACILITY SIZE (SF): 150,000 COST (original, in millions): N/A COST (current, in millions): N/A COURTS (basketball): 6 COURTS (volleyball): 4 Max McCook Athletic & Exposition, The MAX, is a 150,000-square foot multi- purpose facility located in McCook, Illinois. It is owned and operated by the Village of McCook and opened in 2006. The facility has 25,000 square feet of hard court space, containing two full- sized main basketball courts, a full-sized private wood court gymnasium, and an elevated private deck court. It also consists of 80,000 square feet of turf space that can be divided into four fields,- a baseball/softball academy with 8 batting tunnels, 2 full size dirt pitching mounds, and 3 full size turf/rubber pitching-, three locker rooms; a strength training area,- and a 6,000 square foot restaurant space. The complex is home to many special events throughout the year. The space and amenities provide the opportunity to host both large and small events including expositions, corporate events, health fairs, dog shows, birthday parties and school events. The MAX is designed to allow coinciding events as well as singular, full - building events. The entire building is climate controlled to allow for year- round usage, and an over -field viewing mezzanine with allows for sight -lines from all locations and a comfortable off -field environment. There is also a full concession and vending area within the complex. Open gym rental is available for $9 per person or a $70 punch card that is good for ten visits. Court and turf rental are also available. The facility's main tenants are Lions Juniors Volleyball Club, Lyons Township Soccer Club, Prep Baseball Report, and Top Tier Baseball. MAX Days through MAX Camp are offered to children 6-12 years old during summer, fall, winter, and spring break. The program provides full days of sports, activities, and other kinds of fun. Parents have flexibility to choose the number of days for their kids. The program runs 9:00am — 4:00pm, and extended hours are available for an extra fee in the morning and afternoon to accommodate schedules. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 32 QCOMPARABLE FACILITIES - -- -- --------- �v .f F,�� New a. {` Century Kish.° Fieldhouse 1�sF DRAFT COPY CITY, STATE: New Century, KS OWNER: Johnson County OPERATOR: Johnson County Parks & Rec YEAR OPENED: 2011 FACILITY SIZE (SF): 88,000 COST (original, in millions): $5.8 COST (current, in millions): $8.9 COURTS (basketball): 4 COURTS (volleyball): 8 The New Century Fieldhouse is located in New Century, Kansas. It opened in 2011 as an 88,000 square foot facility at a total cost of $5.8 million. It is owned by Johnson County and operated by the Johnson County Parks and Recreation Department. The indoor sports and multi -use facility has over 40,000 square feet of court space that can be configured to include four basketball courts, eight volleyball courts, four futsal courts, or even pickleball courts. It also features a 27,000 square foot indoor turf field that can be utilized for a variety of field sports and activities. Other features include a large multi -purpose room, concessions, flat screen TVs, a lounge, meeting rooms, an upper -level longue area with court and field views, and four party rooms for meetings, parties, or other special events. The fieldhouse offers a wide assortment of programs, activities and clinics for all ages and interests. They offer fitness and health, arts and crafts, walking, adult and youth leagues, youth camps and clinics, and 50 plus programming. When the facility opened in 2011, it had already booked events for every weekend from December through April. In 2012, they had nearly 93,000 participants, and by 2013, they had nearly 117,000 participants. Courts and turf space as well as the multi -purpose room are all available to be rented. �.,iSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 33 0 COMPARABLE FACILITIES DRAFT COPY w �� 2 Rocky Top Sports World CITY, STATE: Gatlinburg, TN OWNER: City of Gatlinburg OPERATOR: Sports Facilities Companies YEAR OPENED: 2014 FACILITY SIZE (SF): 86,000 COST (original, in millions): $20.0 COST (current, in millions): $27.4 COURTS (basketball): 6 COURTS (volleyball): 12 The 80-acre Rocky Top Sports World (Complex) opened in 2014 and is a joint development of the City of Gatlinburg and Sevier County. The City of Gatlinburg serves as the owner and Sports Facilities Companies (SFC) operates the complex under contract. The Complex includes six turf outdoor fields and a natural grass championship stadium with seating for 1,500 people. The outdoor fields are configurable for 14 youth soccer fields. Six of the fields feature lights. The signature facility of the Complex is an indoor court complex referred to as "The Rock". The Rock has 53,000 SF of hardwood court space in an 86,000-square foot facility. The configuration allows for six basketball courts or 12 volleyball courts in addition to team rooms, referee locker rooms, a full -service indoor/outdoor cafe, office space for coaches and a balcony viewing area. There is a separate facility in an adjacent location that can accommodate four additional basketball courts and five volleyball courts. The City contributed approximately 70 percent of the development cost by issuing bonds and the County contributed the balance utilizing bonds and grants. The Complex was created to encourage sports tourism in the City and County. Any teams that are based in Sevier County or affiliated with a Sevier County School qualify for the opportunity to use the Rocky Top facilities for free. Specific times are allocated during the week for this free use. Local officials indicate that having a booking policy clearly outlining the objectives of the complex is important for long-term success. Marketing of the Complex is part of the private management team's annual budget but is significantly augmented by the City's overall tourism marketing budget. The Complex management team works closely with the City, State, Gatlinburg Convention and Visitors Bureau, school officials and hoteliers to maximize bookings, particularly during the slower winter months when tourism surrounding the Smoky Mountains is not as robust. In 2018, the complex hosted 190 events, including 61 multi -day events in both traditional and non-traditional sports, and drew over 120,000 athletes and spectators to the complex, according to facility management. This activity was estimated to generate nearly $50 million in economic impact to Sevier County. In 2019, Rocky Top Sports World (both indoor and outdoor facilities) generated operating revenues of $1.2 million and operating expenses of $1.7 million in 2019, which excludes depreciation of $1.2 million. Operating revenues primarily consisted of food services, events, sponsorships and rentals. Operating expenses included personnel costs, occupancy and contractual services. CFeasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 34 0 COMPARABLE FACILITIES DRAFT COPY odum6L Is. A Salina Fieldhouse CITY, STATE: Salina, KS OWNER: City of Salina OPERATOR: City of Salina YEAR OPENED: 2017 FACILITY SIZE (SF): 68,500 COST (original, in millions): $11.8 COST (current, in millions): $14.4 COURTS (basketball): 6 COURTS (volleyball): 8 The Salina Fieldhouse located in downtown Salina, Kansas opened in 2017, is owned and operated by the Salina Parks and Recreation Department. The 68,500-square foot facility had a cost of $11.8 million. Funding came through public and private partnerships, and half was funded through private donations held in a provisional fund at the Greater Salina Community Foundation. The facility contains six basketball courts, three of which are hardwood and three are synthetic turf. The courts can be converted to eight volleyball courts or six futsal courts. The facility also has a 21,000-square foot indoor turf space that can accommodate soccer, football, kickball, baseball, softball and field hockey, as well as drop -down batting cages and pitching tunnels. Additionally, the complex has a spacious entrance, lobby, team gathering areas, a concession area and a landscaping with featured art elements. The fieldhouse mainly hosts Parks and Recreation programming, as well as clubs, teams and organizations, and is capable of hosting a variety of athletic events such as league play, tournaments, team practices, camps and clinics. Court rentals are available for $30/court/hour for practices, and $40/court/hour for events. Turf rental is also available at a rate of $35/one- third of the field/hour before 5:30pm, and $45/one-third of the field/hour after 5:30pm and on weekends. It is also possible to rent out half the facility or the whole facility. Salina Fieldhouse has youth and adult programs for basketball, soccer, flag football, volleyball, pickleball and wiffle ball. Cam, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 35 COMPARABLE FACILITIES DRAFT COPY Spiece Fieldhouse CITY, STATE: Fort Wayne, IN OWNER: OPERATOR: Private Private YEAR OPENED: 2000 FACILITY SIZE (SF): 150,000 COST (original, in millions): N/A COST (current, in millions): N/A COURTS (basketball): 8 COURTS (volleyball): 8 The Spiece Fieldhouse in Fort Wayne, Indiana is a state-of-the-art basketball and fitness center, owned and operated by Thomas Spiece. It opened in 2001 as a 150,000-square foot. The facility underwent a $2.5 million renovation in 2021 that included upgrades to the basketball courts, new fitness equipment and the opening of the new Adrenaline Adventure Park — a family -oriented athletic park. The fieldhouse consists of eight basketball or volleyball courts, and a 45,000- sqare foot indoor turf space. Additionally, the building contains spas, saunas, a large fitness and performance center, an indoor track, childcare options and updated locker rooms. The facility is used for athlete development, weight training, sports games and tournaments and group fitness classes. The facility is youth through senior friendly. Court rental is available for $50/court/hour before 5pm Monday -Friday, and $70/court/hour after 5pm and on weekends. Turf fields are also available to rent at a rate of $70/field/hour Monday -Sunday. Membership fees are as follows: Red Card Membership • $20 enrollment fee $20 monthly fee • Includes: Full weight section accessibility with limited hours. White Card Membership • $20 enrollment fee $35 monthly fee • Includes: Full weight section accessibility, 24/7. Basketball access when available. Blue Card Membership • $20 enrollment fee $50 monthly fee 1-5 family members covered • Includes: Full weight section accessibility, 24/7. Basketball access when available. Group fitness classes. Youth sports training. Black Card Membership • $20 enrollment fee $75 monthly fee 1-5 family members covered • Includes: Full weight section accessibility, 24/7. Basketball access when available. Group fitness classes. Youth sports training. 2 monthly guests. Access to turf fields when available. C1 - Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 36 QCOMPARABLE FACILITIES '� �HeAreer+r, ACADEMY r k-1 E The Arena DRAFT COPY CITY, STATE: Sioux City, IA OWNER: Private OPERATOR: Private YEAR OPENED: 2019 FACILITY SIZE (SF): 80,000 COST (original, in millions): $13.0 COST (current, in millions): $14.6 COURTS (basketball): 5 COURTS (volleyball): 5 The Arena is an 80,000-square-foot facility located in Sioux City, Iowa. It opened in 2019 at a cost of $13 million and is owned by Mike Hesse and operated by HCC Enterprises. the Arena was built by remodeling an existing 60,000-square-foot retail store into a sports facility. $1.5 million in assistance came from an economic development grant provided by the city. The facility offers five full-size basketball/volleyball courts with 18 basketball hoops with height control, divider curtains and scoreboards. They have an Arena Performance Facility with new equipment, and a certified performance coach-, an Arena Wrestling Academy with new equipment, small group training and tournaments and matches,- as well as an Arena Dance Academy with a hardwood dance studio. Additional amenities include classrooms,- locker rooms-, batting cages,- the Wells Blue Bunny Lounge with flatscreen TVs,- the Scheels Snack Shack with a large selection of food, snacks, and drinks-, the Chesterman's Sports Bar & Grill with a full bar and food menu-, and upper -level mezzanine seating with views of all five courts. The complex focuses on developing young athletes both physically and mentally, looking to build their character, create team players and enrich the community. They also strive to deliver top tier training through elite coaches, trainers and facilities. They try an emphasize two things: affordable programming without sac The Arena hosts leagues, tournaments, clubs, camps and other events for youth baseball, basketball, volleyball, wrestling and dance, as well as fitness classes through the Arena Fit program — all geared toward Siouxland athletes. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 37 0 COMPARABLE FACILITIES DRAFT COPY . .::.• ;a n West River Community Center CITY, STATE: Dickinson, ND OWNER: City of Dickinson OPERATOR: City of Dickinson YEAR OPENED: 2004 FACILITY SIZE (SF): 135,000 COST (original, in millions): $12.2 COST (current, in millions): $24.7 COURTS (basketball): 4 COURTS (volleyball): 4 The 135,000-square foot West River Community Center originally opened in 2004 as a 77,000-square foot complex at a cost of $12.2 million. A half -cent sales tax funded $8.7 million of the project cost, with $3.5 million coming from private fundraising efforts. The Center was expanded twice, most recently in 2013, at a total cost of $15.0 million. Each expansion was funded by an extension of the half -cent sales tax. The facility contains four basketball courts, a weight room, daycare, lap and leisure pool, offices, two tennis courts, a golf simulator, an outdoor waterpark and a group fitness area. One -month memberships are available for $50 for all ages 2+. 3-month memberships are available as follows: 19+ $125, 2-18 years old $90 and seniors 60+ $115. Corporate memberships for local businesses are a large part of their business as well. In 2019, the West River Community Center averaged 105 monthly members, 475 three-month memberships and 6,100 annual memberships. The facility has never operated at a loss. The half -cent sales tax is used to fund the center and the City subsidizes up to $130,000 for capital repairs. Utilities expense is roughly $400,000 per year. Unique revenue opportunities include concessions, tanning beds, indoor vending machines and donations. All marketing is handled through the City of Dickinson and the Dickinson Conventions and Visitors Bureau. The facility has 12 full-time employees and 120 part-time employees. CS, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 38 0 COMPARABLE FACILITIES DRAFT COPY Bob Keefer Center CITY, STATE: Springfield, OR OWNER: Willamalane Parks & Rec OPERATOR: Willamalane Parks & Rec YEAR OPENED: 2010 FACILITY SIZE (SF): 97,000 COST (original, in millions): $8.0 COST (current, in millions): $12.8 COURTS (basketball): 6 COURTS (volleyball): 11 The Bob Keefer Center located in Springfield, Oregon, opened in 2010, is a 97,000-square foot facility owned and operated by the Willamalane Park and Recreation District. The Park and Recreation District purchased the foreclosed Regional Sports Center for $1.5 million transforming it into the Willamalane Center after $450,000 in improvements, repairs and remodeling. It was renamed the Bob Keefer Center in 2016 at the retirement of the long-term Superintendent of the Willamalane Park and Recreation District. Bob Keefer Center athletic courts provide space for a multitude of sports for group and large-scale events and tournaments. The facility contains six basketball courts that can be converted to 12 volleyball courts, four indoor tennis courts, three roller derby rinks, four outdoor baseball/softball fields, four lighted, outdoor, artificial soccer fields, and seating for 1,000 people. Additionally, the facility has a climbing wall, a fitness/martial arts area, and 25,000-square feet of office space, conference room space, and early childhood educational space. Indoor courts can be rented for between $25 to $60 per hour, and outdoor turf fields can be rented for between $25 to $45 per hour, with an extra $15 per hour for lights. The complex has four meeting spaces: Two50 Youth Center • High-tech youth center that features 8 flat -screen TVs with PS3s and an 18-foot-wide 3D HD projection screen. There is also a pool table and lounge area. • Capacity:49 • Rental Rate: $50-$60 per hour Heron Room • 718-square foot room with and advanced sound system, It's great for business meetings, presentations, and workshops. Includes: Full weight section accessibility, 24/7. Basketball access when available. • Capacity:49 • Rental Rate: $40-$50 per hour Ken Long Room • 1,772 square feet with a gym -type resilient floor, an adjacent warming kitchen, and an advanced sound system. It can be divided into two rooms and is good for dances, parties, and gatherings. • Capacity: 118 full/49 north section/73 south section • Rental Rate: $65-$75 full/$40-$50 north/$50-$60 south Mill Race Room 235 square foot conference room. • Capacity:16 • Rental Rate: $15-$18 per hour CS, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 39 L INDUSTRY TRENDS OINDUSTRY TRENDS Overview The economy of any destination can be influenced by many factors outside the control of community leaders. Economic conditions, corporate relocations, changes in governmental or institutional presence and other factors will influence employment, income, tax revenues and other critical aspects of an economy. In Mounds View, as with many communities, the visitor industry also plays an important role in local and regional economic health. Visitors to a market offer an opportunity to inject new dollars into the economy, with relatively limited use of public infrastructure. Visitor spending then generates net new tax revenue, reducing the tax burden on residents. At the same time, the competition for visitor industry market share is fierce. Communities throughout the country, many competing with Mounds View, continue to invest in assets and amenities that are designed in part to attract visitors. Much of this investment involves sports tourism facilities. The market success of sports tourism facility products can be partially attributed to broader industry characteristics and trends. In order to assess the current and future strength of the market with regard to sports tourism activity that could utilize a potential new sports facility product in Mounds View, it is important to evaluate prominent and emerging trends from a national perspective. Sports tourism is one of the fastest growing sectors of tourism. An increasing number of communities throughout the country are investing in the development and operation of large, multi -sport amateur sports complexes for the purpose of driving new sports tourism, as well as better accommodating local sports and recreation demand. An increase in the number of travel sports programs and participation has been matched by the recognition by many communities of the oftentimes high return -on -investment modern sports complexes can have in host destinations in terms of driving visitation, hotel room nights and economic impact. In 2022, Sports Events and Tourism Association (Sports ETA) released its annual State of the Industry report for 2021 noting an estimated direct spending impact of $39.7 billion. This impact resulted in a total economic impact of $91.8 billion, creating 635,000 full- and part-time jobs and generating $12.9 billion in tax revenue for municipalities throughout the country. Additionally, the study noted that despite decreased attendance at sports tourism activities in 2020, the industry rebounded in 2021 to levels comparable to 2019 levels. Significant investment in sports facilities and multi -component sports complexes has occurred throughout the country. Modern sports and event facilities have significantly evolved in terms of capabilities, flexibility, amenities, operating efficiencies and revenue generation opportunities. DRAFT COPY �-4� CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 41 OINDUSTRY TRENDS Participation Levels DRAFT COPY A summary overview of sports participation trends in the United States and the West North-Central region has been assembled. An understanding of these trends at a national, regional and local level provides a framework from which to begin to assess potential demand for new Youth and Amateur Sports Complex in Mounds View. Swimming The statistical data presented in this section was derived from the National Sporting Goods Association's Sports Participation study, which was most recently conducted in 2018. The study measures the annual number of participants in a variety of sports and recreational activities, and the frequency of participation during the previous calendar year. Research is derived from a study based on approximately 40,000 interviews encompassing youth and adult sports participation. Additionally, we have analyzed data from the National Recreation and Park Association 2019 Agency Performance Review (representing the latest relevant pre -pandemic data), which presents data and insights from over 1,000 park and recreation agencies, including metrics on facilities per resident, budgets, staffing and more. Although it is anticipated that a large portion of programming at a new Youth and Amateur Sports Complex in Mounds View would be dedicated to local sports and recreation, it is important to understand the overall rates on a national level. National participation levels can provide insights into the overall popularity of a sport or athletic activity, as well as the size of the base from which to attract new frequent participants. The exhibit to the top right presents a summary of the national participation rates of indoor sports, broken out by participation level (i.e., frequent, infrequent and occasional). Swimming, basketball and volleyball have the highest participation levels for indoor sports with a high amount of infrequent and occasional participants, and a relatively normal number of frequent participants. Investing in more of these facilities benefits many communities across the nation. The exhibit to the bottom right summarizes sports participation levels by age group for indoor sports. A new Youth and Amateur Sports Complex in Mounds View would be anticipated to be utilized by a variety of age groups, and it is important to understand which sports and athletic activities appeal to each age group in order to consider appropriate programming. The largest user groups in almost every sport are ages 7 to 11 and ages 12 to 17. Youth sports dominate the national participation levels; therefore, facility management can plan on having most of its programming originating from youth sports and athletics. Basketball National Participation Levels - Indoor Sports (in millions) ■Frequent ■Occasional EInfrequent Volleyball E 3.3 10.5 Gymnastics & 6.0 Cheerleading r 3.5 Hockey (Ice)' 3.3 Wrestling L 3.2 9.3 24.6 Source: National Sporting Goods Association's Sports Participation Study . National Participation Levels by Age — Indoor Sports ■ 7-11 ■ 12-17 ■ 18-24 ■ 25-34 ■ 35-44 ■ 45-54 ■ 55-64 ■ 65-74 ■ 75+ Basketball Cheerleadina Ice Hockey Gymnastics Swimming���E=4 13% 10% Volleyball Wrestling Source: National Sporting Goods Association's Sports Participation Study. 47.9 C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 42 OINDUSTRY TRENDS This exhibit to the right summarizes the frequent participation rates nationally and regionally for each sport indicated. The rate of participation includes only frequent users and does not account for occasional and infrequent users. The exhibit below summarizes the estimated population base participating in each identified sport based on participation rates applied to the overall market population. As previously mentioned, the rate of participation includes only frequent users and does not account for occasional and infrequent users. Using this type of extrapolation, the hypothetical number of frequent basketball and volleyball participants within a 30-minute drive of Mounds View calculates to 38,778 and 51,059 persons, respectively. Importantly, this type of evaluation metric is only one of a number of tools that are helpful in assessing demand associated with various sports and activities. Further research, including interviews with potential user groups, will be presented and discussed in subsequent sections of this report. DRAFT COPY Indoor Sports: Basketball 50+ 1.57% 108 1.69% Cheerleading 70+ 0.28% 70 0.19% Gymnastics 40+ 0.54% 75 0.40% Martial Arts 80+ 0.46% 115 0.53% Pickleball 30+ 0.05% 100 0.05% Volleyball 20+ 1.17% 191 2.23% Wrestling 50+ 0.16% 141 0.22% Outdoor Sports: _ Baseball 50+ 0.70% 110 0.77% Flag Football 50+ 0.14% 124 0.17% Lacrosse 60+ 0.11 % 64 0.07% Soccer 40+ 1.31 % 128 1.68% Softball 40+ 0.59% 129 0.75% Tackle Football 50+ 0.71 % 119 0.84% 15-Minute 30-Minute 90-Minute 180-Minute Drive Time Drive Time Drive Time Drive Time of MVCC of MVCC of MVCC of MVCC National Regional National Regional National Regional National Regional Rate Rate Rate Rate Rate Rate Rate Rate Basketball 8,534 9,217 35,905 38,778 69,108 74,636 101,280 109,383 Volleyball 6,354 12,136 26,733 51,059 51,453 98,275 75,407 144,026 Gymnastics 2,940 2,205 12,367 9,275 23,803 17,852 34,884 26,163 Cheerleading 1,511 1,057 6,356 4,449 12,233 8,563 17,927 12,549 Wrestling 856 1,206 3,599 5,075 6,927 9,768 10,153 14,315 Soccer 7,128 9,124 29,989 38,386 57,720 73,882 84,592 108,277 Tackle Football 3,849 4,580 16,192 19,268 31,164 37,086 45,673 54,351 Flag Football 758 939 3,187 3,952 6,134 7,606 8,990 11,148 Lacrosse 615 394 2,588 1,656 4,981 3,188 7,300 4,672 Baseball 3,810 4,191 16,027 17,630 30,848 33,933 45,209 49,730 Softball 3,186 4,110 13,405 17,292 25,800 33,282 37,811 48,777 Martial Arts 2,511 2,887 10,563 12,147 20,330 23,380 29,795 34,264 Pickleball 251 251 1,058 1,058 2,036 2,036 2,983 2,983 C.,SL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 43 OINDUSTRY TRENDS DRAFT COPY The "state -of -the -industry" in terms of the physical product aesthetics and functionality of youth and amateur sports facilities has continued to advance year -over -year in communities throughout the country. Organizers for youth and amateur sports activities increasingly prefer, and oftentimes demand, modern facility complexes with state -of -the -industry playing surfaces, equipment and amenities. Beyond attracting higher numbers of teams, athletes, tournaments, visitors and economic impact, modern youth and amateur sports facilities often offer significant advancements in operating efficiencies and enhanced revenue generation opportunities, as compared to previous generations of facilities. Synthetic turf is increasingly utilized for both outdoor and indoor sports facility projects, delivering significant advantages over other surfaces, particularly for sports tourism activity. The following present some noteworthy trends relative to design and capabilities of indoor turf sports facilities: 1. FACILITY DESIGN ELEMENTS: A typical indoor turf facility has a space of at least 75'x185', with the ability to increase the size of the playing surface to accommodate a variety of user groups, with a minimum ceiling height of thirty feet. The minimum space allotted to turf in a given facility should be no less than 15x60 feet or 900 square feet of turf space. However, those spaces can only support training and clinics, and no competitions or leagues because of the lack of space, and, in fact, are typically located inside of fitness centers as an alternative place to do focused training. 2. UPKEEP: Turf, like any other exercise facility, requires regular cleaning and maintenance should occur to keep the facility attractive and inviting. In addition, the use of cleats on turf, regardless of type, reduces its lifespan by 50 percent so it is generally recommended to require use of turf shoes to not need to consistently replace turf padding. 3. COST: There are two primary upfront costs regarding installation of turf, the drainage base and the turf itself. The drainage base lies below the turf and allows any liquids to seep through and reach the drainage system without getting trapped. These systems can last 20-30 years, and cost approximately $4 per square foot. The turf panels themselves are laid atop the drainage base, a conservative price estimate for cost is $5 per square foot of turf space. All in all, for a typically 75'x185' turf field, installation costs can range from $120,000 to $180,000. 4. DURABILITY: The industry standard for a given turf field's life span is between eight and twelve years, though with proper maintenance and cleaning fields have been shown to last longer. 5. ANCILLARY REVENUES: To generate additional revenues for turf facilities, a variety of programs should be considered such as membership fees, admissions fees, seniors' programs, in-house tournaments and mother's programs. Additionally, more traditional revenue sources such as corporate partnerships (sponsorship and advertising), food service (concessions and hospitality) and event space rental for non -sports activities (e.g., consignment sales, meetings, team building events, etc.) can provide important support to year-round operations. The following present some noteworthy trends relative to design and capabilities of indoor sports tourism -focused facilities: • Critical mass of high -quality courts, fields and playing surfaces in one location. • Maximization of local uses and sports tourism. • Flexibility to accommodate the widest variety of uses. • Synthetic turf (indoor & outdoor) is increasing accepted and expected by most tournament and local sports/rec activity. • Growing emphasis on partnerships (equity, sponsorship and ancillary development). • Focus on creating/enhancing the quality of sub -destinations surrounding facility complexes. • Incorporation of quality amenities & specialty components: o Performance centers o eSports capabilities/technology o Restaurants/cafes/food courts o Fitness & wellness o Leisure amenities (child play areas, mini -golf, AR tech) o Ancillary development (hotels, retail, attractions) FOOD COURTS_ WCORPORATIONOFAME Y:�.i. �LSuls�1'fPLti l rL1^L.'si:'f �Y—� "-- C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 44 0 INDUSTRY TRENDS DRAFT COPY COVID-19 Pandemic Effects & Recovery Since early 2020, the negative impact of the COVID-19 pandemic on the sports/recreation, event, entertainment, retail, hospitality and tourism industries cannot be understated. Cancellations and postponements of nearly all events and gatherings through the end of 2020 and early 2021 occurred. Most live event activity throughout the country was cancelled, postponed or shifted to a virtual format through mid-2021. These conditions, however, will not be permanent. The timeline for full industry recovery is still somewhat uncertain. Late 2021 and early 2022 saw a widespread loosening of public assembly restrictions and began to manifest a general return of consumer confidence, travel and participation in all types of event activities. From the perspective of a potential new Youth and Amateur Sports Complex in Mounds View, it is important to consider how the planned product will be positioned following this highly -unusual period. Careful planning during this period could lead to significant and cost-effective product development over the next economic recovery and growth cycle and beyond. Near -term planning, marketing and sales efforts associated with the proposed sports facility project should be able to capitalize on this unique timing. Subsequent operational planning will certainly take into account the evolving needs and best practices facing such facilities in a post-COVID environment (including emphasis on flex spaces, attendee/participant social distancing, PPE and other health/safety policies, amenities and operating practices). A best practices approach developed by Legends, CSL's parent company, is summarized below. As a long-term planning document, the findings and conclusions presented herein are believed to be relevant with respect to a post - pandemic recovery within the context of the likely timeframe of facility development and operation of a potential new Youth and Amateur Sports Complex in Mounds View. For example, the timeline of facility development would most likely represent construction completion and commencement of operations in 2024 or later. Indications suggest that the industry will most likely be in a post-COVID environment by that time, with a significant portion of event activity nationwide functioning consistent with the pre-COVID environment and a portion of activity continuing to grow or evolve. C1 am, Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 45 MARKET DEMAND & PROGRAM 4% F q L QMARKET DEMAND &PROGRAM Overview The potential development of a new Youth and Amateur Sports Complex in Mounds View has the opportunity to better accommodate demand among Mounds View area residents and provide a venue capable of attracting sports tourism activity to the destination. Currently, Mounds View and the Mounds View Independent School District offer a variety of indoor amateur sports and recreation facilities; however, there are very few existing facilities that can offer a critical mass of indoor court or activity space capable of accommodating the growing local demand or hosting tournaments, meets or other large competitions. In order to provide guidance to the City and other community stakeholders, CSL's project leader initially participated in a kick-off visit to Mounds View, which included tours and meetings with key client representatives, stakeholders and business leaders. Subsequently, CSL conducted direct outreach to local area user group candidates and national/regional sports team, club, association and tournament organizers that could represent candidates for use of a new Youth and Amateur Sports Complex in Mounds View. Overall, more than 80 organizations were targeted and 30 telephone interviews were completed with organizations representing in excess of 100 annual activities. These groups were contacted in order to determine their interest in a new facility and the amenities and elements that would be necessary to host a variety of programming essential to the successful operations of the facility, including practices, camps, clinics, training, recreational programs and other such uses. Specific groups contacted as part of this process and stakeholder meetings include the following: • ACE Athletics • Active Kids Association • Blaine Soccer Club • City of Mounds View • Coon Rapids Cardinal Basketball Club • Fridley Youth Sports Basketball Association • Hype Volleyball • Impact Volleyball • Irondale Baseball League • Irondale Basketball Association • Irondale High School • Kokoro Volleyball • Midwest Gymnastics • Minnesota AAU • Minnesota Fury Basketball • Minnesota Heat Hoops • Minnesota Volleyball Association 1 • Minnesota Youth Athletic Services (MYAS) • MKG North Martial Arts • Mounds View Basketball • Mounds View Community Center • Mounds View High School • Mounds View Parks and Recreation • North Country Region Volleyball • North Suburban Soccer Association • Northern Impact Volleyball Club • Northern Lights Volleyball • Prep Network • Spring Lake Park Panthers Basketball Club • Tribe Athletics Sports Events • Triple Crown Sports • Twin Cities Gateway • Willie Brown Taekwondo DRAFT COPY The purpose of the remainder of this section is to provide a summary of the research and analysis of market demand and opportunities to guide the evaluation and planning for a new Youth and Amateur Sports Complex project Mounds View, as summarized on the following pages. CSFeasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 47 QMARKET DEMAND &PROGRAM Basketball Demand Basketball is the leading participatory team sport in the U.S. Based on national statistics, there are more than 25.2 million individuals that participated at least once in basketball last year. Of these participants, nearly 4.7 million people (19 percent) participated in basketball activities at least 50 times, with another 10.6 million people (42 percent) playing basketball at least ten times. Among team sports, basketball is the activity with the most nationwide participants and has maintained this level of participation for over ten years. Boys and girls can start out at an early age with adjustable hoops with in-house teams or camps/clinics, working their way up to full -court games and traveling teams for players seven and older. League and tournament games typically feature eight to ten athletes and two to three coaches per team and an average of 1.5 spectators per athlete. Younger teams tend to attract more spectators, as do girls games. DRAFT COPY Historically, games and practices have been held in gymnasium space found in local high schools, middle schools and elementary schools, as well as in other community facilities such as churches and health and fitness clubs (e.g., YMCAs, etc.). However, increasing utilization of school gymnasium space, coupled with rising costs of labor, security, utilities, insurance and other costs to operate school gymnasiums and growing demand among sports organizations for practice and game spaces have put pressure on communities to develop purpose-built court spaces to accommodate this demand. Most basketball leagues and tournaments require access to a minimum of four to six courts to accommodate both boys and girls programs for a variety of age groups. Historically, these courts have been amassed among a variety of locations throughout a community; however, league and tournament organizers increasingly note the ease and importance of maintaining activity at a single location. Court sizes can range from approximately 5,000 square feet per court to up to nearly 10,000 square feet for championship court requirements (which incorporates additional surrounding space for seating, scorer's tables, benches, etc.). Additional requirements include temporary/bleacher seating for 20 to 40 people per court, bathroom facilities, concessions, lobby/registration space, small meeting facilities, dividing walls/curtains for courts and at least five feet of distance around each court (ten feet total between courts). Conversations with area basketball leagues indicate a moderate to strong level of demand for a multi -court sports facility capable of hosting weekday practices and weekend tournaments. Specific organizations expressing an interest in utilizing indoor court space at the Mounds View Community Center include the Mounds View Basketball Association (MVBA) and Blaine Youth Basketball (BYB). Each association indicated demand for indoor practice space between mid -September through mid -March on Mondays, Tuesday and/or Thursday, during which time they could utilize all five potential courts for between two and four hours per night. On average, basketball organizations would look to rent the facility for approximately $25 to $35 per court hour. Additionally, demand was noted for hosting weekend tournaments between November and February. These tournaments would be two -days long, held on Saturday and Sunday and would look to attract between 50-60 teams per tournament weekend. In addition to tournaments hosted by the MVBA and BYB, organizations including the Spring Lake Park Panthers Basketball Club, Minnesota Fury Basketball, Minnesota Fury Basketball, Minnesota Heat Basketball and Tribe Athletics Sports Events indicated demand for hosting weekend tournaments. Tournaments would primarily be held during the primary season; however, moderate demand exists for off-season tournaments as well. On average, tournaments generate approximately $2,000 to $2,500 in rental revenue per weekend tournament. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 48 QMARKET DEMAND &PROGRAM Volleyball Demand There are over 10.6 million people participating in volleyball in the United States at least once over the past year, of which nearly 33 percent (3.5 million) were considered frequent participants, having participated 20 or more days in the last year. Another 3.7 million (35 percent) participated in at least 5 volleyball activities last year. Volleyball participation rates continue to grow among young girls and many communities have introduced youth and high school boys' volleyball teams and leagues as well. Most girls start playing volleyball at a slightly older age than basketball, with many not starting out until their pre - teen or early teen years; however, there are some volleyball programs offered for girls as young as 4/5 years old. Teams consist of six players on the court. Younger teams typically have fewer substitutes to maximize playing time, with older and more competitive teams typically rostering 12 players with 2 to 3 coaches per team. r 17 11111��, llllll_llllllfl� ,' �'I I �� -_ DRAFT COPY Based on court construction and configuration, it is typical to be able to fit two youth/tournament volleyball courts within one full- sized basketball court. Tournaments can attract 60 to 70 teams within a 6 to 8 court facility and an average of 1.8 spectators per athlete. Similar to basketball, tournament organizers have historically been forced to utilize multiple venues across a community. However, with the growing interest in the sport, more tournaments are being held in venues that are able to accommodate a greater mass of courts to accommodate multiple age groups and competition levels simultaneously. Overall, demand for indoor volleyball space is strong, as an estimated 30,000 people currently playing and demand for court space continuing to increase as participation expands into boys volleyball and among adult volleyball leagues. Conversations with area club volleyball programs such as Impact Volleyball Club and Northern Impact Volleyball Club indicated moderate to strong demand for a multi -court sports facility to host weekday practices and weekend tournaments. Each Club indicated primary demand exists for two nights per week for up to four hours of practice time on up to ten volleyball courts (equivalent to approximately five full-sized basketball courts). Club volleyball season typically runs from November through early May. Similar to basketball demand, club volleyball demand is primarily on Mondays, Tuesdays and Thursdays, as many participants attend religious classes on Wednesday nights. Clubs and other organizations typically look to rent out the court space between $20 and $30 per court hour. However, demand also exists for Wednesday night volleyball court space through the Minnesota Volleyball Association (MVA), which is an adult league that currently runs from October through the end of December. Conversations with MVA leadership suggested that an opportunity exists to extend the season or offer additional seasons in the winter and/or spring months. Moderate weekend tournament demand was also noted for in -season tournaments, which would primarily consist of two-day tournaments that can attract approximately 80 teams per tournament. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 49 0 MARKET DEMAND & PROGRAM DRAFT COPY Other Indoor Sports Demand There are a variety of other indoor sports that typically require a critical mass of flat floor space and accompanying seating in which to host practices, games, competitions, tournaments, meets, exhibitions and other such events. Indoor training space for baseball, softball, soccer and other spring sports is one such potential opportunity from January through March/early April. Organizations such as the Irondale Baseball League, Irondale High School and North Suburban Soccer Association indicated a moderate to strong interest in off-season indoor training space for baseball, softball and/or soccer. These organizations could utilize the entire five -court complex an average of three times per week. While they prefer prime hours (between 5:00 pm and 9:00 pm, these organizations offering opportunities for off-season training are generally flexible with their utilization and willing to utilize early morning, late night and even weekend space for training. Another opportunity is with Active Kids Association, which is a 501(c)3 non -for -profit organization that offers summer camps, before and after school programs, school release break day programs and community events designed for kids and families to spend time playing a variety of sports, socializing, learning healthy lifestyle skills and attending educational events. Program offerings tend to be early mornings, before the school day, immediately following school release and weekdays during the summer months. They serve over 800 families and 1,000 kids in grades kindergarten through fifth grade, annually. As a non- profit organization, they tend to seek more modest rental terms; however, they utilize indoor activity space during typical non -peak hours and provide an important service to area households with working parents and underserved families. Pickleball is one of the fastest growing sports in the nation, with an estimated 4.8 million participants, with 4.0 million participants playing eight times per year or more, according to USA Pickleball. Depending on configuration, facilities can get two or three pickleball courts on each full-sized basketball court and can operate year-round on weekdays during typical non -peak rental periods. The average age of pickleball players has been declining in recent years, as younger individuals begin to participate, with an estimated decrease in the average age by 2.9 years from 2020 to 2021. Additionally, pickleball tournaments have been increasingly prevalent in some markets; however, these tournaments tend to be held at dedicated pickleball facilities, and not a multi -sport indoor court complex. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 50 0 MARKET DEMAND & PROGRAM DRAFT COPY Market Demand Conclusions Based on the results of the research and analyses conducted under this feasibility study, overall findings suggest that a distinct market opportunity exists for a new Youth and Amateur Sports Complex in Mounds View. Key findings and conclusions related to market demand include the following: OVERALL DEMAND & FACILITY FOCUS: In general, interest in a potential new Youth and Amateur Sports Complex in Mounds View, measured through interviews with stakeholders and potential user groups, is considered moderately -strong to strong. Market research and analysis suggest that a state -of -the -industry Youth and Amateur Sports Complex, suitable to accommodate basketball, volleyball, pickleball, martial arts, indoor soccer, and off-season/supplemental training for various field sports and their related practices and training activities, could address certain local and non -local market demand that is not currently being met by existing facilities in the local and regional marketplace. In particular, volleyball and basketball appear to be some of the most prominent sports that would represent core uses of a new Youth and Amateur Sports Complex in Mounds View. Activities such as pickleball, training for baseball, softball and soccer, and community space for before and after school care would be expected to supplement utilization. 2. DEMOGRAPHICS: The goal of any new investment in a new Youth and Amateur Sports Complex in Mounds View would be envisioned to not only meet the needs of Mounds View residents, but also the needs of tournaments, meets and competitions that draw out-of-town visitors to the area and generate economic and fiscal impacts to Mounds View. As a result, the viability of any potential investment in a new Youth and Amateur Sports Complex is dependent, in large part, on local market demographic and socioeconomic characteristics of both the local and regional area, and the marketability of the community to potential visiting participants and spectators. A substantial population base exists within both the primary and secondary markets serving Mounds View (nearly 600,000 within 15 minutes and 2.4 million within 30 minutes' drive). 3. LACK OF DEDICATED INDOOR COURT TOURNAMENT AND TRAINING FACILITIES: Research suggests that unmet demand exists in Mounds View for a quality indoor sports facility that is optimized for youth and amateur sports activity. Outreach and interviews have indicated the lack of facilities in Mounds View and the greater Minneapolis/St. Paul metropolitan area offering a critical mass of indoor courts in one location. Importantly, a new Youth and Amateur Sports Complex in Mounds View would serve residents of other communities surrounding Mounds View that are similarly experiencing challenges with accessing quality indoor training, game and tournament court space.. 4. IMPROVED COMMUNITY ACTIVITY SPACE: While optimized to attract youth and amateur sports activities (i.e., practices, games, tournaments, meets and competitions), state -of -the -industry amateur sports facilities, such as the proposed subject Youth and Amateur Sports Complex, often deliver substantial benefits to local community members through enhancing the rental, practice, programming and alternatives available for sports, recreation, leisure and wellness activities. Local usage and attendance (as opposed to non -local usage and attendance) normally contribute the majority of utilization at comparable indoor sports facilities —positively contributing to the quality of life for local citizens. 5. OPTIMIZED OPERATIONS IN CONJUCTION WITH EXISTING MVCC: Mounds View currently has much of the operational staff and management infrastructure in place to manage additional indoor court space at the MVCC. While there will be additional staffing requirements to manage incremental event activity (e.g., event sales/service, custodial, operations, etc.), the MVCC can expect to realize some economies of scale with existing staffing levels. 6. HIGH -IMPACT, YEAR-ROUND PRODUCT: Unlike outdoor sports facilities (such as baseball, softball or soccer complexes), hardcourt indoor sports facilities typically have broad -based usage and tend to be highly -utilized year-round, delivering some of the highest returns -on -investment in terms of utilization, revenue and economic impact per square foot. Typical use types for indoor sports facilities offering hardcourt activity space include, but are not limited to: • Basketball • Table Tennis • Baseball • Open Leisure / Recreation • Volleyball • Running / Walking • Softball • Public / Consumer Shows • Wrestling • Fitness / Aerobics • Soccer • Tradeshows • Cheerleading • Martial Arts • Lacrosse • Special Events • Dance • Pickleball • Rugby • Graduations • Gymnastics • Weightlifting / • Field Hockey • Civic Events / Festivals • Futsal Strength Training • Badminton • Before / After School Care CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 51 0 MARKET DEMAND & PROGRAM DRAFT COPY Facility Concept & Program The purpose of this section is to build off the market demand research, analysis and conclusions related to a potential new Youth and Amateur Sports Complex in Mounds View to evaluate market -indicated facility development options. Recommendations regarding potential facility components and other aspects evaluated in this section are based on the results of the market analysis, including the historical, current and projected demographic and socioeconomic characteristics of the market area, an assessment of existing sports and recreation facilities in the marketplace, characteristics of comparable sports facility developments throughout the country and discussions with potential users of a new Youth and Amateur Sports Complex in Mounds View. Specifically, the following elements represent a target market supportable program and key attributes for a potential new Youth and Amateur Sports Complex in Mounds View: • CONCEPT: Three additional full-sized (95' x 50' alleys) hardwood basketball courts (total of 5 basketball courts, convertible to 10 volleyball courts) extending from the two existing hardwood courts at the Mounds View Community Center. • INCREMENTAL FACILITY SIZE: Approximately 30,000 gross square feet. • PARKING: Approximately 400 total spaces. Order -of -Magnitude Project Costs The table below summarizes the order -of -magnitude program cost summary for a new Youth and Amateur Sports Complex in Mounds View. As shown, it is estimated that the total cost (hard and soft costs) to develop the site and construct the Complex is estimated at approximately $9.9 million (in 2022 dollars). While the final project costs could vary based on changes to the building program, timing of the project, recent economic conditions (e.g., inflation) and other such factors, this cost estimate is useful in determining the appropriate amount of project funding that may be required. Further discussions between stakeholder, local community leaders, project architects and other such individuals will be necessary in order to finalize the building program. This figure does not include any costs related to site acquisition, nor does it consider the highly -volatile steel, lumber and materials costs presently impacting the construction industry nationwide. It is assumed that current construction cost volatility will largely be normalized to pre -pandemic levels by the time that construction services would be contracted/purchased for any new Youth and Amateur Sports Complex in Mounds View. Hard Cost Detail: Hardwood courts Support space HARD CONSTRUCTION COST SUBTOTAL Soft Cost Detail: General Requirements Design Contingency FF&E ESTIMATED SOFT COSTS ESTIMATED TOTAL CONSTRUCTION COSTS 24,000 GSF $250.00 $6,000,000 6,000 GSF $275.00 $1,650,000 $7,650,000 10% $765,000 15% $1,147,500 5% $382,500 $2,295,000 $9,945,000 CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 52 L COST/ BENEFIT ANALYSIS 0 COST / BENEFIT ANALYSIS DRAFT COPY Overview & Key Assumptions An analysis was completed to produce key cost/benefit estimates associated with a potential new Youth and Amateur Sports Complex in Mounds View, Minnesota. Performance estimates for the Youth and Amateur Sports Complex have been presented over a 20-year projection period. For purposes of this analysis, construction is assumed to commence during 2023 and be completed in 2024, while the first full year of operations is assumed to be 2025. A stabilized year of operation is assumed to occur by the fourth full year of operation (assumed 2028). The assumptions used in this analysis are based on the market research and analysis, past experience with hundreds of similar sports facility projects, local market visits and City and stakeholder -provided data, industry trends, knowledge of the marketplace and use/financial results from comparable facilities. Additional planning (i.e., site selection, soil and environmental testing, architectural design, etc.) must be completed before more precise estimations of the Youth and Amateur Sports Complex's ultimate construction and operating costs can be made. Also, upon completion of further planning, revenue and expense assumptions should be updated to reflect changes to the assumptions made herein. These estimates are designed to assist project representatives in assessing the financial and economic effects of a new Youth and Amateur Sports Complex and cannot be considered a presentation of expected future results. Accordingly, the analysis of potential financial operating results and economic impacts may not be useful for other purposes. The assumptions disclosed herein are not all inclusive, but are those deemed to be significant. Because events and circumstances frequently do not occur as expected, there usually will be differences between estimated and actual results and these differences may be material. COSTS (Construction & Operations) Preliminary analyses were completed to estimate order -of -magnitude construction costs and the annual financial operating performance associated with a Youth and Amateur Sports Complex in Mounds View. Construction cost estimates were generated using industry per -unit data adjusted for conditions in Mounds View and cost data of comparable youth and amateur sports facility projects, modified for time and locations. To produce the financial operating estimates, a computer -based model was developed incorporating comparable facility data and the estimated levels of utilization and attendance derived from the market analysis to generate estimates with regard to potential annual facility operations. Revenues including rentals, concessions, advertising and sponsorship revenues, and other such sources were estimated. Expenses including salaries/wages/benefits (including contracted services costs), utilities, maintenance & repair, materials & supplies, insurance, general & administrative, programming and others were estimated. The comparison of revenues and expenses enables stakeholders to evaluate the level of facility -supportable revenues or public subsidies that may be required for annual Youth and Amateur Sports Complex operations. It has been assumed that the Youth and Amateur Sports Complex in Mounds View would be publicly -owned and operated as an expansion of the Mounds View Community Center (MVCC). Figures only represent the incremental annual operations of the MVCC as a result of the development of the Youth and Amateur Sports Complex and do not include construction debt service payments, capital repair/replacement reserve funding or other non -operating income and expenses. BENEFITS (Economic Impacts & Other) The ability of an amateur sports facility to generate new spending and associated economic impact in a community is often one of the primary determinants regarding a decision by a public sector entity to participate in investing in the development and/or operation of such facilities. Beyond generating new visitation and associated spending in local communities, amateur sports complexes also benefit a community in other important ways, such as providing venues for athletic and recreation activities attended and participated in by local community members and drawing new visitation/traffic into target areas. The impact of an amateur sports facility project is maximized when out-of-town athletes/participants and family members or guests spend money in a community while visiting. This spending by visitors represents new money to the community hosting the event. This new money then creates multiplier effects as the initial spending is circulated throughout the local economy. It is important to note that spending estimates associated with the potential new Youth and Amateur Sports Complex only represent spending that is estimated to be new to the Mounds View area (net new spending), directly attributable to the operation (and existence) of the potential new Youth and Amateur Sports Complex. Cam, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 54 0 COST / BENEFIT ANALYSIS DRAFT COPY Economic Impact Concepts & Methods The investment in a new Youth and Amateur Sports Complex project will be expected to provide quantifiable benefits. These quantifiable benefits often serve as the "return on investment' of public dollars that are contributed to develop the facility project and site. Quantifiable measurements of the effects that facility project could have on the local economy are characterized in terms of economic impacts and fiscal impacts. Direct spending represents the primary spending that would occur as a result of the construction and operations of the Youth and Amateur Sports Complex. Direct spending occurs in three ways: A primary intent of this analysis is to estimate the direct spending that could occur directly at the Youth and Amateur Sports Complex itself, in order to approximate the potential associated tax revenues generated from such spending. The vast majority of Construction and In -Facility Spending will be estimated to occur within the Mounds View area. Additionally, net new impacts will be generated throughout the Mounds View area, primarily relating to Out -of -Facility Spending (i.e., spending occurring off the Youth and Amateur Sports Complex site by visitors to the Mounds View area on items such as hotels, restaurants, retail, transportation, etc.). From a broad perspective, gross direct spending would flow to various economic entities, including the City of Mounds View, Ramsey County and other applicable municipal government(s), restaurants, hotel operators, retail businesses and other such entities. However, some of the spending that occurs in connection with the ongoing operations of the Youth and Amateur Sports Complex project would not fully impact the local area. As such, reductions must be made to gross direct spending to reflect the amount of direct spending associated with the Youth and Amateur Sports Complex project and site improvements that are considered net new to Mounds View. These adjustments include: LEAKAGE represents the portion of gross spending estimated to occur outside the larger geographic area considered for this analysis (Mounds View). Immediate leakage occurs when initial direct expenditures occur outside the area, such as an out-of-town Youth and Amateur Sports Complex visitor that patronizes a hotel or restaurant located outside of Mounds View. Leakage also occurs when initial local spending is used immediately to pay for goods, services, etc. outside of Mounds View. Examples of this type of secondary leakage include food and beverage profits retained by companies based outside of Mounds View. DISPLACEMENT refers to spending that would have likely occurred anyway in Mounds View without the presence of the Youth and Amateur Sports Complex. Examples of displaced spending would include spending by Mounds View residents in connection with their visit to the new Youth and Amateur Sports Complex site (registrations, food and beverage, retail items, etc.) that would have been spent in Mounds View anyway on other items (e.g., movies, restaurants, shopping, etc.) if they did not visit the Youth and Amateur Sports Complex site. Another example of displaced spending would include out -of -facility spending by non -local individuals visiting from outside of Mounds View whose primary purpose for visiting Mounds View was something other than visiting or participating in activities at the Youth and Amateur Sports Complex itself, and who would have spent their money in some other form in Mounds View. The concept of displacement is oftentimes referred to as the substitution effect. The flow of gross direct spending is adjusted to reflect only the spending that is considered net new to the local economy (i.e., Mounds View). The resulting spending after all adjustments is referred to throughout the remainder of this analysis as net new direct spending. C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 55 0 COST / BENEFIT ANALYSIS DRAFT COPY Economic impacts are further increased through re -spending of the direct spending. The total impact is estimated by applying an economic multiplier to initial direct spending to account for the total economic impact. The total output multiplier is used to estimate the aggregate total spending that takes place beginning with direct spending and continuing through each successive round of re -spending. Successive rounds of re -spending are generally discussed in terms of their indirect and induced effects on the area economy. Each is discussed in more detail below. INDIRECT EFFECTS consist of the re -spending of the initial or direct expenditures. These indirect impacts extend further as the dollars constituting the direct expenditures continue to change hands. This process, in principle, could continue indefinitely. However, recipients of these expenditures may spend all or part of it on goods and services outside the market area, put part of these earnings into savings or pay taxes. This spending halts the process of subsequent expenditure flows and does not generate additional spending or impact within the community after a period of time. This progression is termed leakage and reduces the overall economic impact. Indirect impacts occur in a number of areas including the following: • Wholesale industry as purchases of food and merchandise products are made. • Transportation industry as the products are shipped from purchaser to buyer. • Manufacturing industry as products used to service the Youth and Amateur Sports Complex and site, vendors and others are produced. • Utility industry as the power to produce goods and services is consumed. • Other such industries. INDUCED EFFECTS consist of the positive changes in spending, employment, earnings and tax collections generated by personal income associated with the operations of the Youth and Amateur Sports Complex and other related facilities. Specifically, as the economic impact process continues, wages and salaries are earned, increased employment and population are generated, and spending occurs in virtually all business, household and governmental sectors. This represents the induced spending impacts generated by direct expenditures. Indirect and induced effects are calculated by applying the appropriate multipliers to the net new direct spending estimates. The appropriate multipliers to be used are dependent upon certain regional characteristics and also the nature of the expenditure. Generally, an area which is capable of producing a wide range of goods and services within its borders will have high multipliers, a positive correlation existing between the self-sufficiency of an area's economy and the higher probability of re -spending occurring within the region. If a high proportion of the expenditures must be imported from another geographical region, lower multipliers will result. The multiplier estimates used in this analysis are based on the IMPLAN system. IMPLAN, which stands for Impact Analyses and Planning, is a computer software package that consists of procedures for estimating local input-output models and associated databases. Input-output models are a technique for quantifying interactions between firms, industries and social institutions within a local economy. IMPLAN was originally developed by the U.S. Forest Service in cooperation with the Federal Emergency Management Agency and the U.S. Department of the Interior's Bureau of Land Management to assist in land and resource management planning. Since 1993, the IMPLAN system has been developed under exclusive rights by the Minnesota Implan Group, Inc., which licenses and distributes the software to users. Currently, there are thousands of licensed users in the United States including universities, government agencies and private companies. The economic data for IMPLAN comes from the system of national accounts for the United States based on data collected by the U.S. Department of Commerce, the U.S. Bureau of Labor Statistics and other federal and state government agencies. Data are collected for 440 distinct producing industry sectors of the national economy corresponding to the Standard Industrial Categories (SICs). Industry sectors are classified on the basis of the primary commodity or service produced. Corresponding data sets are also produced for each county and zip code in the United States, allowing analyses at both the city and county level and for geographic aggregations such as clusters of contiguous cities, counties, individual states or groups of states. Data provided for each industry sector include outputs and inputs from other sectors; value added, employment, wages and business taxes paid; imports and exports; final demand by households and government; capital investment; business inventories; marketing margins and inflation factors (deflators). These data are provided both for the 440 producing sectors at the national level and for the corresponding sectors at the local level. Data on the technological mix of inputs and levels of transactions between producing sectors are taken from detailed input-output tables of the national economy. National and local level data are the basis for IMPLAN calculations of input-output tables and multipliers for geographic areas. The IMPLAN software package allows the estimation of the multiplier effects of changes in final demand for one industry on all other industries within a local economic area. C1 .,,iS Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 56 0 COST / BENEFIT ANALYSIS DRAFT COPY The multiplier effects estimated in this analysis include: • TOTAL OUTPUT represents the total direct, indirect and induced spending effects generated by the new Youth and Amateur Sports Complex. Total output is calculated by multiplying the appropriate total output multiplier by the estimated direct spending within each industry. • PERSONAL INCOME (EARNINGS) represent the wages and salaries earned by employees of businesses impacted by the new Youth and Amateur Sports Complex. Personal earnings are calculated by multiplying the appropriate personal earnings multiplier by the estimated direct spending within each industry. EMPLOYMENT is expressed in terms of total jobs and includes both full and part-time jobs. Employment is calculated by dividing the appropriate employment multiplier by one million, and then multiplying by the estimated direct spending within each industry. In addition to the economic impacts that could be generated by the new Youth and Amateur Sports Complex, fiscal revenues could be generated to Mounds View and various other municipal/governmental entities from a variety of sources. In preparing estimates of fiscal impacts, revenues generated to Mounds View from direct, indirect and induced spending were examined. As a focus of this analysis relates to the economic and tax impact within the Mounds View area, the primary fiscal revenues estimated herein are sales and lodging taxes that are estimated to be generated within Mounds View. The net new tax impacts consider reductions for assumed displaced spending within Mounds View, as well as spending that is assumed to occur outside of Mounds View. Although there may be other tax revenues and public sector fees/charges generated as a result of the construction and operations of the new Youth and Amateur Sports Complex, net new food & beverage and innkeeper's taxes represent the most directly -attributable and relevant sources relating to this analysis. The graphic to the right illustrates key measurements of economic and tax impacts utilized INDIRECT in this analysis. Commencing with the estimation of SPENDING net new direct spending associated with the Youth Food & Merchandise and Amateur Sports Complex project, successive Transport Company rounds of re -spending generate indirect and induced p g generauce Manufacturers Energy/Utilities effects. The sum of all this net new spending in Mounds View's economy represents total economic output. This new economic output, in turn, likewise generates added earnings (personal income), jobs (employment) and tax revenues. In addition to the quantifiable benefits associated with a new Youth and Amateur Sports Complex, there are a number of existing and potential benefits that cannot be quantified. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in facilities of this nature. These include issues pertaining to quality of life, ancillary economic development facilitation, employment opportunities, community pride, complementing the greater project site and other such items. ECONOMIC OUTPUT Personal Income Employment Taxes INDUCED SPENDING Business Services Household Spending Governmental Other Sectors DIRECT SPENDING Construction In -Facility Out -of -Facility The quantitative impact figures do not include economic impact that could be generated by other greater project elements associated with any larger mixed -use project and other ancillary private sector development/investment that may occur as result of the Youth and Amateur Sports Complex development (i.e., hotels, restaurants, etc.). Some of the impacts associated with the new Youth and Amateur Sports Complex would be quantitatively captured by these other developments and improvements, but substantial additional economic impact could be generated by any new public or private investment that occurs at, or near, the site. The net effect of a calculation of quantified economic impact could hypothetically be several times greater in magnitude (depending on the level of investment and development outcomes that are ultimately realized at, or near, the site). CSFeasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 57 0 COST / BENEFIT ANALYSIS DRAFT COPY Estimated Utilization A detailed utilization model was developed to consider a large number of variables and inputs to analyze each sport/use for a potential Youth and Amateur Sports Complex in Mounds View. For instance, when considering different types of usage (i.e., use from local leagues/clubs versus non -local tournaments/meets versus clinics/camps/lessons versus open recreation, etc.), separate assumptions were used to generate usage and attendance (participants and spectators) estimates. The exhibit below presents a summary of key utilization levels associated with a Youth and Amateur Sports Complex in Mounds View, pursuant to the previously outlined facility program and assumptions. LEAGUE TEAMS Basketball 10 12 14 18 342 Volleyball 24 30 36 40 770 Indoor Spring Sports 0 0 0 0 0 Total 34 42 50 58 1,112 LEAGUE GAMES Basketball 80 96 112 144 2,736 Volleyball 240 300 360 400 7,700 Indoor Spring Sports 0 0 0 0 0 Total 320 396 472 544 10,436 TOURNAMENTS Basketball 15 17 19 20 391 Volleyball 9 11 13 16 305 Indoor Spring Sports 0 0 0 0 0 Total 24 28 32 36 696 TOURNAMENT GAMES Basketball 1,000 1,160 1,320 1,360 26,600 Volleyball 360 504 576 672 12,864 Indoor Spring Sports 0 0 0 0 0 Total 1,360 1,664 1,896 2,032 39,464 CAMPS & OTHER RENTALS Basketball 60 72 84 84 1,644 Volleyball 20 32 40 40 772 Indoor Spring Sports 24 24 24 24 480 Private Rentals/Practices/Drop-in 1,500 1,580 1,710 1,790 35,220 Total 1,604 1,708 1,858 1,938 38,116 As shown, the primary sources of utilization at a new Youth and Amateur Sports Complex in Mounds View would consist of weekend tournament activity Oust over 2,000 annual court hours of usage) and private rentals, practices and drop -in activity (over 1,900 annual court hours). Limited opportunity exists to host league games, primarily consisting of adult basketball and volleyball games, as the in -season model for youth basketball and volleyball is to practice Monday through Thursday and play tournaments on weekends. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 58 0 COST / BENEFIT ANALYSIS DRAFT COPY Estimated Attendance The exhibit below presents a summary of estimated attendance levels associated with a potential Youth and Amateur Sports Complex in Mounds View. LEAGUES Basketball 480 576 672 864 16,416 Volleyball 2,400 3,000 3,600 4,000 77,000 Indoor Spring Sports 0 0 0 0 0 Total 2,880 3,576 4,272 4,864 93,416 TOURNAMENTS Basketball 8,000 9,280 10,560 10,880 212,800 Volleyball 3,600 5,040 5,760 6,720 128,640 Indoor Spring Sports 0 0 0 0 0 Total 11,600 14,320 16,320 17,600 341,440 CAMPS & OTHER RENTALS Basketball 900 1,224 1,512 1,680 32,196 Volleyball 400 704 800 920 17,544 Indoor Spring Sports 432 528 576 624 12,144 Private Rentals/Practices/Drop-in 8,700 9,020 10,340 10,660 209,280 Total 10,432 11,476 13,228 13,884 271,164 SPECTATORS Basketball 18,722 21,834 24,929 25,986 507,240 Volleyball 15,320 20,764 24,088 27,676 530,664 Indoor Spring Sports 216 264 288 312 6,072 Total 34,258 42,862 49,305 53,974 1,043,976 TOTAL ATTENDANCE Basketball 28,102 32,914 37,673 39,410 768,652 Volleyball 21,720 29,508 34,248 39,316 753,848 Indoor Spring Sports 648 792 864 936 18,216 Private Rentals/Practices/Drop-in 8,700 9,020 10,340 10,660 209,280 Total 59,170 72,234 83,125 90,322 1,749,996 C1 am, L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 59 0 COST / BENEFIT ANALYSIS DRAFT COPY Financial Operating Projections Many indoor amateur sports facilities of this nature involve public sector funding participation (both in terms of construction and operations). Many similar youth and amateur sports facilities throughout the country operate at an annual financial deficit. Non - operating direct support could come from a variety of sources including public sector support (i.e., general funds, dedicated tax proceeds, etc.), grants, philanthropy and other such sources. The exhibit below presents a summary of projected annual financial operating results associated with a potential Youth and Amateur Sports Complex in Mounds View, as previously outlined herein. Based on the preliminary analysis, upon stabilization (assumed fourth full year of operation), a Youth and Amateur Sports Complex in Mounds View is estimated to generate a net operating profit of approximately $16,500, before debt service and capital repair/replacement funding. This projected level of operating profit is consistent with other comparable indoor sports facilities throughout the country. OPERATING REVENUES Rental Income Camps/Clinics Concessions Advertising/Sponsorship Subtotal OPERATING EXPENSES Salaries, Wages and Benefits Utilities Maintenance and Repair Materials and Supplies Insurance Concessions General and Administrative Subtotal NET OPERATING INCOME $154,400 $175,500 $208,800 $232,200 $5,609,200 $10,400 $13,200 $21,800 $22,200 $543,600 $103,700 $132,700 $157,400 $177,000 $4,246,100 $6,600 $7,600 $8,700 $9,900 $237,400 $275,100 $329,000 $396,700 $441,300 $10,636,300 $160,000 $166,900 $174,900 $184,100 $4,507,500 $65,900 $67,900 $69,900 $72,000 $1,860,500 $27,500 $28,300 $29,100 $30,000 $775,000 $16,500 $17,000 $17,500 $18,000 $465,000 $1,600 $1,700 $1,700 $1,800 $45,500 $57,000 $73,000 $86,600 $97,400 $2,335,400 $15,000 $17,500 $19,000 $21,500 $519,400 $343,500 $372,300 $398,700 $424,800 $10,508,300 ($68,400) ($43,300) ($2,000) $16,500 $128,000 It is assumed that the additional courts consistent with a Youth and Amateur Sports Complex would share important operating synergies with existing Mounds View Community Center operations including shared management and staffing, supplies and equipment, support space and other such elements. Should the City of Mounds View or another entity seek to independently develop a multi -court indoor youth sports complex elsewhere in the area, that complex would be expected to operate with a significantly higher expense budget and much lower cost coverage ratio. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 60 0 COST / BENEFIT ANALYSIS DRAFT COPY Economic Impacts The exhibit below presents a summary of the annual, and 20-year cumulative total of projected economic impacts generated in Mounds View by the potential new Youth and Amateur Sports Complex. The economic impact estimates additionally assume: • Construction impacts occur during the construction period, prior to the first year of operation -these impacts are shown under the 20-year cumulative estimates. • In -facility impacts are driven by the gross spending occurring at the sports facility itself and represent a percentage of gross operating revenues that are estimated to be net new to Mounds View. • Out -of -facility impacts are generated across a variety of industries within Mounds View by athletes, families and sponsoring organizations that do not reside in Mounds View. Out -of -facility spending by residents who reside in Mounds View is not counted for this analysis, as such spending is assumed to represent displaced spending that would have otherwise occurred locally. Reductions have been made to account for certain spending (i.e., hotel) that is assumed to leak to areas outside of Mounds View. A) Construction Impacts Net New Hotel Room Nights 0 0 0 0 0 Total Attendee Days 0 0 0 0 0 Net New Non Local Visitor Days 0 0 0 0 0 Direct Spending $0 $0 $0 $0 $4,972,500 Indirect/Induced Spending $0 $0 $0 $0 $3,414,209 Economic Output $0 $0 $0 $0 $8,386,709 Personal Income $0 $0 $0 $0 $2,824,243 Employment (full & part-timejobs) 0 0 0 0 60 B) In -Facility Impacts Net New Hotel Room Nights 0 0 0 0 0 Total Attendee Days 0 0 0 0 0 Net New Non Local Visitor Days 0 0 0 0 0 Direct Spending $165,060 $197,400 $238,020 $264,780 $6,381,780 Indirect/Induced Spending $113,572 $135,880 $163,824 $182,254 $4,392,605 Economic Output $278,632 $333,280 $401,844 $447,034 $10,774,385 Personal Income $117,001 $139,577 $168,402 $187,259 $4,514,158 Employment (full & part-timejobs) 4 5 5 6 147 C) Out -of -Facility Impacts _ Net New Hotel Room Nights 1,040 1,284 1,467 1,589 30,797 Total Attendee Days 59,170 72,234 83,125 90,322 1,749,996 Net New Non Local Visitor Days 25,411 31,393 35,870 38,832 752,824 Direct Spending $1,674,093 $2,130,297 $2,507,100 $2,795,577 $67,147,691 Indirect/Induced Spending $1,148,028 $1,460,875 $1,719,272 $1,917,098 $46,047,278 Economic Output $2,822,122 $3,591,172 $4,226,372 $4,712,676 $113,194,970 Personal Income $1,160,142 $1,476,289 $1,737,412 $1,937,326 $46,533,143 Employment (full & part-timejobs) 37 48 56 63 1,503 TOTAL NET NEW IMPACTS Net New Hotel Room Nights 1,040 1,284 1,467 1,589 30,797 Total Attendee Days 59,170 72,234 83,125 90,322 1,749,996 Net New Non Local Visitor Days 25,411 31,393 35,870 38,832 752,824 Direct Spending $1,839,153 $2,327,697 $2,745,120 $3,060,357 $78,501,971 Indirect/Induced Spending $1,261,600 $1,596,755 $1,883,096 $2,099,353 $53,854,092 Economic Output $3,100,754 $3,924,452 $4,628,215 $5,159,710 $132,356,063 Personal Income $1,277,142 $1,615,866 $1,905,815 $2,124,586 $53,871,544 Employment (full & part-timejobs) 41 52 62 69 1,709 CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 61 0 COST / BENEFIT ANALYSIS DRAFT COPY Summary & Key Projections Based on analysis results, a summary of key cost/benefit projections for a Youth and Amateur Sports Complex in Mounds View associated with its construction and annual operations is presented below (upon stabilization of operations, assumed to occur by the fourth full year of operations). ANNUAL ANNUAL NON -LOCAL ANNUAL ATTENDEE DAYS ATTENDEE DAYS HOTEL RM NIGHTS 901300 0 38,800 1,600 ANNUAL FINANCIAL CONSTRUCTION CONSTRUCTION is OPERATING RESULTS - COSTS O ECONOMIC IMPACT _ $16;500 - $9.95M $8.4 M ANNUAL ANNUAL ANNUAL DIRECT INDIRECT/INDUCED ECONOMIC O SPENDING SPENDING OUTPUT $3.1 M + $2.1 M - $5.2M ANNUAL ANNUAL 0 ANNUAL PERSONAL EMPLOYMENT TOURNAMENT & gs INCOME (FULL & PART-TIME JOBS) PRACTICE HOURS $2.1 M 69 31970 `..ice L Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota • Page 62 0 COST / BENEFIT ANALYSIS DRAFT COPY Qualitative Impacts / Other Benefits In addition to the more quantifiable benefits, some benefits related to the construction and operation of a Youth and Amateur Sports Complex in Mounds View cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided, these types of non -quantifiable impacts of a project of this nature and scope can serve to elevate Mounds View's profile and brand as a youth and amateur sports destination and as a quality place to live, work, learn and play. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving a major investment in community assets and infrastructure. These include issues pertaining to quality of life (through accommodating local events that would otherwise not be able to visit Mounds View itself), ancillary economic development facilitation, employment opportunities, community pride and other such issues. Potential non -quantifiable benefits could include: • Potential Transformative and Iconic Effects — High profile, sports facility projects, like the proposed Youth and Amateur Sports Complex, can have extensive, long-lasting transformative impacts on the Mounds View community and destination, in terms of quality of life, community prestige, perception by visitors and non -locals and other such effects. • Quality of Life for Residents — New/enhanced sports, recreation and special event facilities provide diversified activities for local residents and families, which can make Mounds View a more attractive and enjoyable place to reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation. All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire quality sports, recreational, meeting, entertainment, cultural and leisure amenities. • Additional Programmable Space for Mounds View Community Center — while additional courts are expected to provide a direct benefit to indoor youth and amateur sports programming, the additional court space provides important programmable space for daytime community activity such as before/after school childcare, daytime summer youth programming and daytime community health and wellness space (e.g., pickleball, ping pong, wellness classes, etc.). • New Visitation —New visitors will be attracted to the area because of an athletic tournament, meet, competition, clinic or camp. These attendees, in turn, may elect to return to the area later with their families, etc. for a leisure visit after visiting the area for the first time. • Spin -Off Development — New retail/business tend to invariably sprout up near major new sports and event facility developments, spurred by the operations and activities associated with the facilities, representing additions to the local tax base. Enhanced economic growth and ancillary private sector development (or improvement) surrounding the ultimate site for a Youth and Amateur Sports Complex in Mounds View may be spurred by the investment in the project • Anchor for Revitalization — Major sports facility and other tourism facility developments can oftentimes serve as an anchor for larger master plans and revitalization efforts. Indoor sports facilities, like the proposed project, can attract consistent levels of annual attendees, particularly those with disposable income. This added visitation to an area or district can be critical to the health and vitality of existing nearby businesses, as well as providing the incentive for future investment by the private sector in business improvements and expansions. • Other Benefits — Increased synergy with the other athletic, event, hospitality and entertainment facilities can lead to increased visitation to Mounds View and recognition of the community as a desirable place to reside. CSL Feasibility Study of a Potential new Youth and Amateur Sports Complex in Mounds View, Minnesota 9 Page 63 I / 1 of Mounds View Staff R Item No: 02 A Meeting Date: June 6, 2022 Type of Business Council Worksession City Administrator Review To: Honorable Mayor and City Council From: Brian Beeman, Assistant City Administrator Item Title/Subject: DRAFT 2023-25 Strategic Plan Introduction: The City is engaging in its 2023-25 Strategic Planning process. The City Council has reviewed the DRAFT Strategic Plan at the March, April, and May worksessions. Staff has made all edits as directed. Discussion: This is the fourth review, and it is anticipated that it is the final review before the new Strategic Plan is adopted. Strategic Plan Strategy/Goal: Complete the Final Review of the 2023-25 Strategic Plan. 1) Look for any content that may have been missed. 2) Ensure the content makes sense. 3) Look for any grammatical edits. As, this will become available to the public on the City's website and other areas. Financial Impact: Much of the Strategic Plan will require capital resources in order to successfully plan, implement, and successfully complete the overall Vision and Mission of the City. An overview of the main expenditures can be found in the "How We Get What We Want" section. This highlights the main Goals, Strategies, and Vision Statements for the 2023-25 Strategic Plan. Recommendation: Complete the Final Review. Once the Council is satisfied with the document, staff will prepare a Resolution for consideration at an upcoming City Council meeting. Respectfully, AV&44V--- Brian Beeman, MPA, CMC Assistant City Administrator ATTACHMENT(S): 1) DRAFT 2023-25 Strategic Plan The Mounds View Vision A Thriving Desirable Community DZ3-711 M0j_WD:JSVtUV 2023-2025 Strategic Plan Amended & Adopted by City Council April 11, 2022 Resolution NO. XXXX for 2023 budget cycle 2019-2022 Strategic Plan Adopted by City Council January 28th, 2019 Resolution NO. 9069 for 2020 budget cycle Next Update: Anticipated to begin January -February 2025 with City Council, February -March 2025 with staff and April 2025 Council Resolution to be used for the 2026 preliminary budgets. The City's Strategic Plan is used as a guide to develop the annual budgets and five-year Capital Improvement Plan (CIP). In 2022 the Mounds View City Council had a General fund operating budget of $8,302,782 with net assets of $9,343,765. The City Council sets the overall policy for the City whereby many of the City's Commissions/Committees and departments seek to accomplish and fulfill those policies through major themes, strategies, the Council's overall vision, established goals, departmental action steps, and assigned tasks. Strategic planning helps us define, budget for, and achieve community goals. CITY OF MOUNDS VIEW STRATEGIC PLAN yl Vision Mission Core Values Brand Promise Major Themes Vision Statement Strategies Strategy: Property Tax Levy Limitation Strategy: Infrastructure Improvement Strategy: Community Engagement Strategy: Implement HR Policies Strategy: Positive Business Climate CITY OF MOUNDS VIEW 3 STRATEGIC PLAN f" STRATEGIC PLAN 2023 - 2025 WHO WE ARE A THRIVING DESIRABLE COMMUNITY PROVIDE HIGH QUALITY PUBLIC SERVICES IN A FISCALLY RESPONSIBLE MANNER General —Transparent, Honest, Responsive, Efficient, Practical, Service oriented People — Respectful, Responsible, Friendly, Helpful, Knowledgeable, Team Players Market: We serve 13,249 residents and 5,207 households (US Census 2020) within an area of 4.03 square miles (US Census) and 21,278.4 acres. Brand Promise: Strategically located near main transportation corridors in the renowned Mounds View School District; residents, workers, and visitors, will enjoy a livable/walkable/business friendly community that is safe with reliable infrastructure, and reasonable taxes. Elevator Pitch: The City of Mounds View is a third ring suburb of diverse residents with a population of 13,249 located 10 miles north of Minneapolis and St. Paul in Ramsey County and surrounded by the Cities of Blaine, Arden Hills, New Brighton, Fridley, and Spring Lake Park. We are known for our large residential lots, mature trees, and excellent school district. Tagline: Solving, Helping, Serving CITY OF MOUNDS VIEW 5 STRATEGIC PLAN n 141k MENEM._, �� 1. -I- I STRATEGIC PLAN 2023 - 2025 Where we are going The five most important characteristics or strategic policy areas of Mounds View 1. Financial Stability 2. Maintain community's Infrastructure 3. Demographics: Diversity & Outreach 4. Employee Recruitment, Retention, and Succession Planning 5. Business Retention & Expansion 6. Housing Stock, Affordable Housing, Responsible Landlords A vision statement is an outcome, a result, and an ideal to strive for over a period of time. The following vision statements define the future of Mounds View. ■ Financial Stability ■ Maintain the community's infrastructure while providing high quality City services and amenities, while creating a walkable, attractive, affordable and safe community. ■ Public transportation: Unite all facets of the City with good transportation options ensuring entire city is well connected with trails for walk -ability and ridership options covering all areas of the City ■ Maintain and update the City Street Program by supporting the street levy, and long-range planning. Continual coordination with Ramsey County to upkeep amenities and appearances of County Owned Roads within Mounds View with emphasis on improving and beautifying Mounds View Boulevard. ■ Maintain and expand the HOPP program by continuing the lateral sewer line inspection to reduce the Metropolitan Council's waste water processing charges, implementing upgrades to the drinking water distribution system, and developing and implementing a storm water management plan ■ Maintain the City owned parks and expand amenities ■ Continue to expand the City's trailway system to create an enhanced walkable community that provides walkable access to city parks and regional trailways such as Long Lake and Rice Creek ■ Work with internet providers to improve internet access throughout the City ■ A progressive City that is open and welcoming, and a desirable destination to all ages and cultures, who seek progress through partnerships, and a place where residents can work, live,and play safely and show pride in the community. Stable socially & fiscally, with an adequate amount of economically competitive housing across all demographics. ■ Create a culture where employees desire to work and remain employed with Mounds View, seeing challenges as opportunities, ensuring adequate staffing, and preparing for the future. CITY OF MOUNDS VIEW 7 STRATEGIC PLAN cI I"5 I \1 4 iY p[1! WE VIEW ■ Create and maintain a positive business climate where businesses want to locate and remain in Mounds View though a good BR&E program and redevelopment efforts. ■ Provide a variety of housing options with responsible landlords and effective code enforcement. ■ Make it appealing and easy for former residents to be able to move back to Mounds View. Strategies are combined and synthesized from the overall themes. These strategies form the basis for the goals and action steps. (3 Year Target) ■ Continue addressing inflow & infiltration through the HOPP program. ■ Maintain and plan for infrastructure improvements including waste water, water, & transportation. Continue with city-wide levy system for streets vs. going back to the assessment process. ■ Ensure entire city is well connected and walkable and consider improving transportation options and programs, explore how to make intersections more pedestrian friendly. Develop a city-wide walkability and safer intersections plan. ■ Expand on City Strengths ■ Consider more parks amenities, like splash the pad, at primarily Silverview & City Hall parks and add alternate play equipment for special needs children. ■ Develop a parks funding plan. ■ Consider ways to make Mounds View parks more of a destination. ■ Ensure an efficient city-wide garbage collection system. CITY OF MOUNDS VIEW 8 STRATEGIC PLAN ■ Increase community engagement while being sensitive to the changing demographics and their needs, and inclusive to all socioeconomic situations. ■ Support and return MVPD outreach to pre -pandemic efforts and activities such as: The New Americans Academy, CPR training, climbing wall, Shop With a Cop, National Night Out, neighborhood outreach, walking and driving neighborhoods to hand out police badge stickers to kids and other activities. Develop other community outreach programs, and consider a full-time additional Community Relations/Outreach officer. Consider increased funding for police training. ■ Maintain a safe community by enforcing the law such as traffic enforcement. ■ Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries competitive and equitable, and creating an enjoyable working environment. ■ Continue BR&E program. Maximize utilization of development space and current list of available sites. Consider residential redevelopment and thriving small businesses with neighborhood appeal. ■ Support the development of a variety of house stocks that includes affordable and market rate and the maintenance of properties. ■ Increase the EDA levy to have funds available for redevelopment projects, housing rehabilitation, and loan programs, and older housing stock replacement. ■ Reconsider the existing housing loan program by reducing interest rates. ■ Continuing supporting tax increment financing (TIF) as an economic development tool. ■ Consider more town homes and affordable apartments and other housing options. ■ Encourage land owners to maintain and take care of properties to ensure they are following codes and rules and forcing them to keep up maintenance. Make low interest loans available to address maintenance needs. CITY OF MOUNDS VIEW 9 STRATEGIC PLAN f•_ :SS�+F- "fir - nv_c �7:... _ ram_.-' . •-' •;.^.: STRATEGIC PLAN How we get there FINANCIAL STABILITY, STRUCTURALY BALANCED BASED ON TRADITIONAL SOURCES THAT FUND THE NEEDS OF THE COMMUNITY WITHOUT RELYING ON THE LEVY REDUCTION BALANCE ASSIGNED WITHIN THE GENERAL FUND AND LGA Keep the same level of service while being fiscally responsible. Reduce the General Fund deficit spending and reduce the reliance on the levy reduction fund. CITY OF MOUNDS VIEW 11 STRATEGIC PLAN 3-5 goals per vision in table format. Every goal should be SMART. Specific, Measurable, Achievable, elevant, & , ime bound. .. Start Value Enhance Revenue Sources: Without relying on Franchise fee $295,000 property. Taxes & keep taxes reasonable and Other fees & charges accountable. $635,000 NOTE: Franchise fee revenue can only increase with more development of housing and businesses. Prioritize Services: eliminate low priority services ID by department Increase EDA Levy: Spur Redevelopment to $100,000 increase tax valuation, add jobs & housing diversity, consider increasing to $150,000 or more as well as H RA levy. Operate under balanced budget that meets Budget 90% of LGA Draw the needs and goals of the community. Reduce down levy reduction by reliance upon the levy. Reduction fund and any LGA $250,000 funds by 3-5%. Deficit Fund: Reduce the fund by 50%to $120,000, then put golf course Money to something else. Use the spend down on infrastructure related projects or Community Center maintenance etc. NOTE: This can occur sooner through utilizing the Charter's increased property tax levy abilities or by increasing the street fund levy and reducing the franchise fee revenue assigned to street maintenance by a corresponding amount. Develop Communications Plan to educate $0 residents & on the seriousness & impacts of the Charter levy limitation then present at joint meeting and/or education materials Community Center: Move forward with expansion if CSL study finds it economically feasible. Potential funding resources are: Pursue state bonding money. Consider utilizing some percentage of the levy reduction fund to reduce potential City initiated bonding impact on property taxes. Explore other sourcing options. Current Value Target Value Franchise fee Franchise fee $326,000 Other fees $335,000 Other fees & charges $727,000 & charges $750,000 ID by department ID by department $100, 000 $150, 000 EDA Max levy $246,494 HRA Max levy $251,484 Budget 90% of Reduce by 5-8% LGA Draw down ($4000-$6,400) per/ levy reduction by year over 3 years, will $238,000, 2022 take 10 years to get to $120, 00 $120, 000 $0 $10,000 plus staff time with minimal supplies 12 Vision: Ad MAINTAIN GOOD INFRASTRUCTURE IN SUCH A WAY THAT IS WALKABLE & ATTRACTIVE, SAFE AND AFFORDABLE. Strategy: T 11 - Maintain and plan for infrastructure improvements including streets, parks waste water, water, WIFI (internet), and transportation. Start Value Current Value Target/End Value $0 $400,000 $4.79 mill GoalsStart ValueCurrent Value Target Value Maintain a $150,000 Street fund levy vs. having $0 $0 $150,000 part of assessments for seal coat & overlay etc. Refine the 2022 levy 10 year maintenance and infrastructure program, Improve the streets that haven't been addressed to date ID, expand, and maintain City's strengths to include $0 $0 Trail segment 8: splashpad, parks, trails/sidewalks, park programs, $290,000 must ID Community Center, & beautification of Mounds View funding source. Boulevard. Consider other areas of the city to connect (Included in Street and add additional trails, walkways, amenities, Project) features and improved appearances. ID needs & funding sources for transportation, work $0 $0 Unknown with MTA on commuter shuttles to get to larger hubs, and longer hours so residents aren't stranded, ensure MV has good public transportation options ID all County owned roads and cooperate with the County to find ways to improve the aesthetics and amenities for pedestrians and transit options Explore ways to improve high-speed internet options & accessibility City-wide then propose a feasibility plan to implement Educate residents on Inflow & Infiltration Ensure continued timely snow removal & city-wide side walk snow removal Ensure Clean Water & maintenance $0 Engineering & design Current Plan $4.5 $400,000 for water mill for three ater treatment upgrades treatment plants over2019-21 CITY OF MOUNDS VIEW 13 STRATEGIC PLAN Complete City-wide slip lining within 3 years if feasible Research Organized Garbage Collection Developing overall storm water & maintenance plan $154,000 2022 ID attractions that are destinations in order to eliminate Mounds View as a just drive though suburb, make it appealing and easy for those who grew up MV to be able to move back, ex: (obstacle course, autistic park features, other water features, explore possibility of converting existing ponds to fishing ponds and piers, a museum/veterans memorial tribute, other sports or expanded sports facilities, etc.) $972,249 Maintain the HOPP Program, develop information $1,082,918 $1,200,651 by PR & Implementation Plan to residents and Slip lining $175,000 2022 Slip lining 2025, assumes businesses that educates and addresses the $175,000, City is 3.5% cost increase consequences of inflow & infiltration & ways to about 80% lined for MCES charges help reduce and/or eliminate the extra water and 10% reduction capacity with a goal of reducing the costs that in volume. Met -Council invoices the City by at least 2-3% 100% lined by annually. Expand & continue HOPP Program 2025 with apartments & businesses CITY OF MOUNDS VIEW 14 STRATEGIC PLAN DEMOGRAPHICS: A PROGRESSIVE CITY THAT IS WELCOMING AND A DESIREABLE DESTINATION, TO ALL AGES AND CULTURES, WHO SEEK PROGRESS THROUGH PARTNERSHIP, AND A PLACE WHERE RESIDENTS CAN LIVE, WORK, AND PLAY SAFELY AND SHOW PRIDE IN THE COMMUNITY. iiStrategy: I a � -A Continue community engagement while being sensitive to the changing demographics & their needs and inclusive to all socioeconomic situations. arget/Enc $2000 plus staff time $147,000 plus staff time Maintain $147,000 plus staff time .. Start Value— Current Value Target Value Continue enforcement & responsiveness to drug $0 VCET officer $132,000 Maintain dog & problem, traffic, code violations, & petty crimes. 2nd dog $20,700 training, annual both dogs $6,050 Community Outreach Programs: Continue with pre- COVID levels of diversity Event(s) & good Public Relations ex: (New Americans Academy, CPR Training, Climbing Wall, Shop with a Cop, National Night Out, Coffee with a Cop, cooperative outreach with Fire Dept. and Allina Ambulance, business security walk-throughs and new officer familiarity with business layouts, resident security systems workshop/seminar, etc. ID other community outreach programs that isn't so reliant upon the PD and its resources, utilize Community Center & its programs or new programing, Parks, and other venues Expand on New Americans Academy, as well as ID & creating regular meeting with Neighborhood Captains program Speeding: Address the speeding issue by potentially closing some streets, adding speed bumps, and communicating to the public the PD is stepping up its speed enforcement, advertise the actual fines in the Newsletter, and come with a catchy slogan similar to "Click it or Ticket" only for speeding. "Obey the sign or Pay the Fine." $2000 & staff time TZD grant $106,000 Purchase additional speed sign: $3,335 $15,000 & staff time I Maintain $106, 000 $106, 000 CITY OF MOUNDS VIEW 15 STRATEGIC PLAN ;WiSiA0A- CREATE A CULTURE WHERE EMPLOYEES DESIRE TO WORK AND REMAIN EMPLOYED WITH MOUNDS VIEW. Strategy: Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries competitive and creating an enjoyable working environment. $6,500 1$65,850 Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries competitive and creating an enjoyable working environment. $6,500 1$65,850 $197,550 GoalsStart Value� W Current Value Target Value Recruitment of Qualified Diverse workforce $0 $31,500 Maintain Update Personnel Manual, maintenance only Staff time as needed Staff time as needed Maintain some legal some legal Competitive Salary & Benefits Packages, Training & $0 Market study done $65,850 market Market study in 2021 EDU Related to Employee Job & Leadership, etc., in 2017 for 2019 adjustments & staff for implementation Education, Promotion Opportunities, Other Creative implementation promotions in 2023, review city Incentives contribution for benefits for market Succession planning. Prepare for future employees/ turnover Create/update procedure manuals CITY OF MOUNDS VIEW 16 STRATEGIC PLAN CREATE AND MAINTAIN A POSITIVE BUSINESS CLIMATE WHERE BUSINESSES WANT TO LOCATE AND REMAIN IN MOUNDS VIEW. Strategy: Continue BR&E program, maximize utilization of development space and updated list of available sites, & consider residential redevelopment. Start Value Current Value Target/End Value $108,665 $110,165 $120, 080 Goals Start Value� = Current Value Target Value Fill Vacant Space & Continue BR&E Program $108,665 Personnel costs Personnel costs $108,665, $118,445, & $1,635 Advertising $1,500 Advertising Support Redevelopment & Development Recruitment $50,000 Gen fund $50,000 Gen fund Maintain Staff time Efforts transfer transfer to support ED activities Finance Top Redevelopment Areas Industrial/ $212,000 fund balance Fund balance at end $570,000 fund Commercial/Residential of year $1,237,489 balance, (Adding cash balance $90,000 p/yr) plus ($881,501) proceeds from Crossroad Pointe Thriving small business neighborhood appeal: Support through Forgivable Loan program, setting aside land for service oriented business like convenience stores or similar in residential neighborhood areas Townhomes & Condos that are more financially appealing than single-family homes or apartments: Identify and set aside strategic lots within the City like the Sham 0 Kennel lot, Arden Park Redevelopment area, and MV Square. Ensure townhomes are integrated into the neighborhood with proper style and landscaping Strategize how to attract new higher -end restaurants and how to keep them here CITY OF MOUNDS VIEW 17 STRATEGIC PLAN • HOUSING & CODE ENFORCEMENT & MOUNDS VIEW BOULEVARD. Strategy: 10 1 Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement, Encourage land owners to maintain their properties. Start Value Current Value Target/End Value $0 $0 r, .$0 Start Value Current Value Target Value Address Absentee Landlords, enforce aggressive code $0 Personnel costs $0 Personnel costs $0 enforcement with landlords and homeowners, Ensure land lords take care of their properties. Force land lands and homeowners to upkeep and maintain their properties Beatification of Mounds View Blvd: Cooperate with $00,000 Gen fund $00,000 Gen fund Maintain Staff time Ramsey County in implementing new features and improved beatification, aesthetics, and landscaping including but not limited to different plant species in median that looks professional, clean, and neat. Conduct and budget for improvements in phases and use Hwy 96 as an example Affordable Housing: Ensure the attraction of new low- income housing opportunities across all demographics Ensure Housing Rental Program is robust, easy for landlords to understand and follow and apply to and enforce. Consider a facade and landscaping policy that is more robust while allowing for native pollinator plant species and other alternative landscaping that looks professional and pleasing including but not limited to urban gardening and creative energy saving projects CITY OF MOUNDS VIEW 18 STRATEGIC PLAN THIS PAGE LEFT BLANK INTENTIONALLY MaU—NDS VIEW of Mounds View Staff R Item No: 02b Meeting Date: June 6, 2022 Type of Business: WS City Administrator Review: To: Honorable Mayor and City Council From: Jon Sevald, Community Development Director Item Title/Subject: 2023-2025 Strategic Plan (Community Development) Introduction: The Strategic Plan includes a number of Goals involving the Community Development Department. Additional discussion and clarification is needed from the City Council to refine a work plan for Staff. Below, is staff's interpretation of the Council's Goals. If time is constrained, focus should be on Goals A and C. Goals B and D can wait. Vision: Housing & Code Enforcement & Mounds View Boulevard Strategy/Problem: Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement, Encourage land owners to maintain their properties. Goal A: Address Absentee Landlords, maintain incentive & rewards, code enforcement with landlords and homeowners, Ensure land lords take care of their properties. Force land lords and homeowners to upkeep and maintain their properties. Problem identified 1. Address Absentee Landlords. An "Absentee Landlord" is interpreted to be a licensed rental property owner whose property incurs more than three consecutive code violation notices (e.g. the landlord is not responsive to the City's correction orders). Generally, when code corrections are incomplete, the City issues three notices with compounding fines ($150, $300, $450). The fourth notice is an Administrative Citation (District Court). The City has issued 0 Administrative Citations in 2022; 9 (2021); 15 (2020); and 22 (2019). 2. Maintain incentive & rewards. The City's Crime -Free Rental Housing Program is voluntary. Participating landlords may receive a 20%, 33%, or 50% reduction in license fees. Rental License fees are $100 + $25 p/unit. In 2021, there were 13 (7%) participating landlords. 3. Code enforcement with landlords and homeowners. Ensure landlords take care of their properties. Force landlords and homeowners to upkeep and maintain their properties. The following chart illustrates the source of housing/zoning complaints. The Mounds View Vision A Thriving Desirable Community Item 02b Page 2 of 10 100 80 60 40 20 0 Ol Ol Ol 01 Ol Ol O O O O O O ci ci rl ci ci " N N ci rl 0 0 N N N N N N N N N N N N N 0 O C)0 O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N C T Q. > C T cu > C T CU > C m N Z _ 2 2 N Z _ 2 � cn Z - z ■ Neighbor Complaint (all types) ■ Referred by another Dept/Agency (all types) ■Self Initiated Inspection - Field find (all types) On the average month, the City receives 4 complaints from neighbors, 1 complaint by an agency/department, 13 complaints (self - initiated by inspector), and 2 complaints by rental tenants. Data previous to 2019 is not available. In previous years, the City was much more proactive at code enforcement (e.g. more field -find violations). This changed in 2016, due to a change of inspectors. Policy Question: how proactive should Staff be? Currently, Staff rely on neighbor complaints (reactive), and monitors (semi -proactive) historically problematic properties. There are different degrees of code violations. For example, residents who park on the lawn because their driveway is too narrow, vs. residents with outside storage, who habitually collect things that they cannot properly store. Both may result in $900 fines, and court citations. Different neighbors and neighborhoods have different tolerances for their neighbors. One resident may be tolerant of their neighbor storing their boat in the backyard, while another resident may be intolerant of the neighbor storing garbage cans in front of their garage. Both may result in $900 fines, and court citations. Why it matters Rentals: 29% (1,521) of Mounds View households are "occupied" rental units (5.5% vacant).' 2,336 rental units are licensed by Mounds View (108 buildings with 4+ units). Crime -Free Multifamily Housing: The intent of this voluntary program is to educate landlords of crime prevention strategies, including tenant screening, lease agreements, evictions, building security, and other topics. Participants may receive "free" police reports of their property (250 per page savings). 1 US Census Bureau, 2016-2020 American Community Survey i lie Muunus vie.. —lull A Thriving Desirable Community Item 02b Page 3 of 10 Code Enforcement: Well -kept properties reflect the livability of the larger neighborhood. Solvable or 1. Address Absentee Landlords: Solvable & Impossible. Solvable impossible? because the City can be more proactive at code enforcement, and hold Hearings to consider revocation of absentee landlords. Impossible because, even when a rental license is revoked, it can take 1+ years to enforce evictions, and may not result in any improvement to the property (could be less maintained as a vacant building). 2. Maintain incentive & rewards: Solvable, because incentives can be increased (e.g. free rental licenses, paid through increasing fees of non -participates). 3. Code enforcement with landlords and homeowners: Solvable & Impossible. Solvable because the City can be more proactive & aggressive at enforcement. Impossible because it is likely that a resident who disagrees with the law, or cannot afford to correct a violation, will continue to violate the law. Being more aggressive will not reduce the number of violations, but will increase Staff's workload. There's a Policy Question of what is the City Council's expectation to not see, as they travel through the city. What Success 1. Address Absentee Landlords: Establish a policy of conducting a looks like Hearing to consider revocation of a Rental License for any rental (measureable?) property incurring more than _ major complaints, or _ minor complaints within a calendar year. Example; no heat = major complaint; tall grass or accumulation of rubbish = minor complaint. 2. Maintain incentive & rewards: Measurable via annual survey of comparable city incentives/rewards for landlords participating in Crime Free Rental Housing program. 3. Code enforcement with landlords and homeowners: Staff's intent is to continue; (1) rental fire inspections on a 1-year cycle; (2) rental housing inspections on a 3-year cycle, and (3) as -necessary, exterior property maintenance inspections. Policy Question: Does the City Council want to increase or decrease inspection cycles? Who is Code Enforcement: Isaiah Schoeman, Fire Marshal/Firefighter/Code responsible? Inspector Crime -Free: Sarah LeVoir, Neighborhood Resource Officer Resources The City has budgeted for seasonal part-time help (vacant in 2020, 2022). available Results have been mixed when staffed. Resources needed None, unless policy is changed to be more proactive/aggressive at code enforcement. Example; full-time seasonal, vs. part-time seasonal. The Mounds View Vision A Thriving Desirable Community Item 02b Page 4 of 10 Notes 50XX Irondale Rd: In 2019, the City Council conducted a Hearing to deny2 a Rental License for an unlicensed single-family home. The property had been an unlicensed rental beginning in 2017. The property incurred one zoning violation (2019) for accumulation of rubbish (neighbor complaint). The property or its tenants, incurred 32 police calls between 2017 and 2019, leading to the denial of licensure in 2019. The home was sold in 2020, and is now owner occupied. 2075/2081 Hillview Rd: In 2021, the City Council conducting a Hearing revoking' the Rental License(s) for two six -unit apartment buildings due to numerous code violations, including allowing persons to live in a garage. After revocation, the City filed civil and criminal charges against the owner for operating an unlicensed rental property. The matter is unresolved (units are still occupied). Goal B : Beautification of Mounds View Boulevard: Cooperate with Ramsey County in implementing new features and improved beautification, aesthetics, and landscaping including but not limited to different plant species in median that looks professional, clean, and neat. Conduct and budget for improvements in phases and use Hwy 96 as an example. Problem identified Beautification of Mounds View Boulevard Why it matters Investment in public lands can reflect or encourage private investment. Solvable, or Solvable. impossible? What Success f�— looks like AL4 �P� 4 �m am�r fVmgy ofc ealeareFpeAlouafr Few i�geax poYk�a pkaramemhavrxvaxala u sr f84�n f �"-� Aj t �f ; i `� `� • . � p yr, S 4:1j11':f"C.:�PJ uxnre usedef My aflle wmw G485eafau ekrrgwAg ?v 191. .... _.. A Design Theme for Highway 10 (1998). "Woods & Wetlands" theme, includes mounded center islands (top), monument signs (bottom), and concentrated landscaping at intersections. Z Resolution 9187 s Resolution 9434 .. .. —ion A Thriving Desirable Community Item 02b Page 5 of 10 Omamantal T--\ Existing Rigm-of--Way County Road 10 Redevelopment and Revitalization Plan (2002). Plan focused on intersection realignment, and continued landscape plan. County Road 96, Arden Hills County Road 96, Shoreview The Mounds View Vision A Thriving Desirable Community Item 02b Page 6 of 10 Silver Lake Road, New Brighton Coon Rapids Boulevard, Coon Rapids Coon Rapids Boulevard, Coon Rapids The Mounds View Vision A Thriving Desirable Community Item 02b Page 7 of 10 MN Highway 61, White Bear Lake Who is Don Peterson, PWPRF Director responsible? Jon Sevald, Community Development Director Mark Beer, Finance Director Resources $0 available Resources TBD needed Notes Option 1: Allocate $ annually to add landscaping at intersections, add seasonal PW staff to maintain, and replace two monument signs. Option 2: Allocate $ to update the 1998 landscape plan, + Option 1, + improvements to center median (e.g. mounds, guardrails, and plantings). Goal C . Affordable Housing; Ensure the attraction of new low-income housing opportunities. Problem identified 1. Ensure the attraction of new low-income housing opportunities. Why it matters Shortage of affordable housing. Solvable, or Solvable. impossible? What Success Additional affordable housing below 50% AMI (e.g. $500 - $1,000 rent). looks like Policy Question: is this what the City Council meant by "Affordable Housing"? Who is Brian Beeman, Assistant City Administrator responsible? Jon Sevald, Community Development Director Mark Beer, Finance Director Resources TIF, Tax Abatement available ..iuunds View Vision A Thriving Desirable Communit Item 02b Page 8 of 10 Resources needed Developable land Notes At a previous City Council Work Session, the Council verbally clarified that "affordable housing" means housing that is affordable to the average Mounds View resident, e.g. $73,243 median household income4, or maximum of $2,197 (30% of income) p/month housing expenses (mortgage or rent + utilities). This is generally equivalent to a $314,000 house'. The median home in Mounds View has an Estimate Market Value of $270,500. The Metropolitan Council assigns an Allocation of Need for affordable housing to each metro city and township. After completion of Villas of Mounds View, the City's Allocation is anticipated to be: 11 units @ < 30% AMI 11 units @ 31 % - 50% AMI 0 units @ 51 % - 80% AMI 30% AMI = household income of $13,200 (11 -person), $15,100 (2 persons), and $16,980 (3 persons) (2019 dollars). Goal D : Ensure Housing Rental Program is robust, easy for landlords to understand and follow and apply to and enforce. Problem identified 1. Housing Rental Program is robust. 2. [Housing Rental Program] easy for landlords to understand and follow and apply to 3. [Housing Rental Program is] enforce[able]. Why it matters 29% (1,521) of Mounds View households are "occupied" rental units (5.5% vacant).6 2,336 rental units are licensed by Mounds View (108 buildings with 4+ units). Solvable, or Solvable. impossible? What Success "No problems" to be experienced. looks like Who is Jon Sevald, Community Development Director responsible? Isaiah Schoeman, Fire Marshal/Firefighter/Code Inspector Jenny Nelson, Permit Technician 4 US Census Bureau, 2020 American Community Survey 5-year Estimate Subject Tables 5 Google/Lenclingtree.com mortgage calculator. 6 US Census Bureau, 2016-2020 American Community Survey i lie nnounus vie.. —lull A Thriving Desirable Community Item 02b Page 9 of 10 Resources available Research & advice from other cities Resources needed None Notes 1. "Robust" is not measurable, but, Staff can research & compare ordinances of other cities (where we are similar, and where we are different). 2. The Rental Program is complicated for landlords with limited experience, or those who are new to Mounds View. The City Code has been amended a number of times in recent years with mixed results. Example, a few years ago, we tried to go paperless, only to find that many landlords were not computer literate, resulting in substantial fines for late rental license renewals (landlords did not read emails). In 2022, we required submittal of a lease agreement with the intent of landlords proving that they were using one (many did not, although it's required by code). 3. "The City Code is enforceable". The City Code is enforceable by its nature. The penalty for violating the Rental Housing Code can be a misdemeanor, every day. Further, the City Council has the authority to deny and/or revoke a rental license with cause, and to order a building to be vacated if occupied in violation of the Rental Housing Code. In reality, this can take a lot of time (months or years) if the landlord is not cooperative. Recommendation: Prior to the City Council adopting Goals A, B, C & D, Staff is requesting clarification; A. Absentee Landlords: Currently, code enforcement is reactive (single-family), and semi - proactive (multi -family & non-residential) for properties with a history of violations. Does the City Council want to continue this strategy, or be more proactive (aggressive)? Aggressive means daily patrolling of neighborhoods for code violations. Instead of the current average of 13 self -initiated violations per month, it is likely to be 13+ per day. B. Mounds View Boulevard: With the exception of constructing trail segments, the City has allocated limited funding for landscape & signage improvements, and no planning since 2000. Does the City Council want to allocate funds for annual improvements & maintenance, or study further (e.g. update 1998 and 2000 plans)? C. Affordable Housing: Does the City Council want additional affordable housing (affordable, per state's definition), vs. only market rate? What is written as a goal, vs. what the Council has stated, are contradictory. D. Housing Rental Program: What is the problem that the City Council would like Staff to solve? The 2040 Comprehensive Plan includes a number of Goals & Policies related to the 2023-2025 Strategic Plan, including; code enforcement; public investments; affordable housing; enhancing I Fie IVluurlub V lew V 151url A Thriving Desirable Community Item 02b Page 10 of 10 the appearance of Mounds View Boulevard and completing trails; and establishing a focal point in the City. Again, if time is constrained, discussion should focus on Goal A (code enforcement) and Goal C (affordable housing). Goal B (Beautification of Mounds View Boulevard) and Goal D (Rental Housing Program) is fairly clear, and can be discussed at a later Work Session. Respectfully, �eQx Jon Sevald, AICP Community Development Director The Mounds View Vision A Thriving Desirable Community -y 1 City of Mounds View Staff Report Item No. 3. Meeting Date: June 6, 2022 Type of Business: Work Session City Administrator Review: To: Honorable Mayor and City Council From: Mark Beer, Finance Director Item Title/Subject: 2023 Draft General Fund Budget There is no state levy limit for 2023. The charter will limit any levy increase up to 6.5 percent with a majority or up to 9% with a super majority. (4/5ths) The current inflation number is 8.3%. (CPI) City departments have been refining their budgets and more adjustments will occur as more accurate information becomes available. The state has concluded the current legislative session with a special session a possibility. Local Government Aid (LGA) is proposed to increase from $850,317 to $857,240. 90% of LGA was included in the 2023 budget. Ramsey County will release preliminary valuation information in August, at that time staff will be able to more accurately calculate the preliminary tax rate and the effect on properties. 2022 is the final year for the labor contracts for the three bargaining groups. Health insurance premiums are capped at a maximum increase of 7% with final premiums provided in October so will be an estimate at this time. The City contribution for 2022 is $1,170 per employee per month. General fund Assigned fund balance (levy reduction) will be approximately $4,645,385 at December 31, 2022. Staff is proposing to transfer a portion of that balance to the Street Improvement Fund due to the change in seal coating and overlay scheduling. (1.5M-2023, 750K-2024) The Council has been using a measured draw down of the levy reduction fund balance and the Strategic Plan proposes that to drop to $232,000 for 2023. The preliminary imbalance after considering the proposed draw down of $232,000 and $1,500,000 from the levy reduction fund leaves an imbalance of $327,684. There are several options that can be used to close this imbalance. (Increase revenues, reduce expenditures, use fund balance, or a combination of all three) A 1 % levy increase would generate an additional $61,789. The City needs to certify a preliminary levy and General Fund budget to the County by September 301h This can be done in August or September. Once set the levy can go down but not up. The City will hold a truth in taxation meeting on Monday, December 5th, 2022 at 6:00 pm with a continuation meeting on Monday, December 121h, 2022 at 6:30 pm if needed. Final levy and budget approval may occur at the December 121h meeting. Conclusion Staff is looking for any additional direction from the Council on how they would like to proceed. Respectfully Submitted, Ma Oz -eer Mark Beer, Finance Director City of Mounds View 2023 Budget Summary 2019 2020 2021 2022 2023 Change from 2022 General Fund: Actual Actual Actual Budget Request Dollar Percent Revenues: Property taxes - Base levy 4,245,901 4,516,708 4,666,766 4,922,043 4,960,795 38,752 0.79% Special tax levies, Bonds 165,800 171,190 166,291 165,916 127,164 (38,752) -23.36% Special tax levies, Operations 349,145 369,145 369,145 424,145 424,145 - 0.00% Franchise tax 308,835 301,755 335,107 305,000 315,000 10,000 3.28% Other taxes 26,477 29,309 34,206 26,000 26,500 500 1.92% Hotel/motel tax 71,957 29,264 52,820 50,000 53,000 3,000 6.00% Licenses and permits 348,201 269,447 294,605 252,872 276,172 23,300 9.21% Intergovernmental 1,303,053 2,419,722 2,078,190 1,267,202 1,308,882 41,680 3.29% Charges for services 38,007 60,384 42,893 49,625 47,625 (2,000) -4.03% Fines & forfeitures 46,098 25,596 43,311 33,750 35,750 2,000 5.93% Interest 316,381 196,579 (62,699) 80,000 85,000 5,000 6.25% Miscellaneous 323,497 310,601 355,163 274,221 272,789 (1,432) -0.52% Transfers: Water Fund 80,446 82,859 85,345 87,905 90,542 2,637 3.00% Sewer Fund 80,446 82,859 85,345 87,905 90,542 2,637 3.00% Storm Water Fund 8,309 8,558 8,815 9,079 9,351 272 3.00% Street Light Fund 2,854 2,940 3,028 3,119 3,213 94 3.01% Vehicle & Equipment Fund - - - 26,000 27,000 1,000 3.85% Total revenues 7,715,407 8,876,916 8,558,331 8,064,782 8,153,470 88,688 1.10% Expenditures: Legislative Services: City Council 58,013 50,168 52,792 61,953 61,935 (18) -0.03% Advisory Commissions 39,379 3,900 37,548 24,850 26,350 1,500 6.04% Subtotal 97,392 54,068 90,340 86,803 88,285 1,482 1.71% Administrative Services: City Administrator 305,115 307,051 311,557 339,624 365,770 26,146 7.70% Elections 26,954 27,023 35,743 37,750 37,750 - 0.00% Finance 274,866 282,535 291,811 306,457 329,439 22,982 7.50% Central Services 298,124 252,163 301,375 321,430 358,238 36,808 11.45% Subtotal 905,059 868,772 940,486 1,005,261 1,091,197 85,936 8.55% Community Development 441,676 417,362 466,285 504,002 532,399 28,397 5.63% Police 3,325,570 3,258,674 3,474,836 3,637,988 3,870,193 232,205 6.38% Fire 693,855 685,219 620,491 731,098 695,664 (35,434) 4.85% Public Works Administration 153,706 118,975 121,077 129,566 141,953 12,387 9.56% Parks, Recreation & Forestry: Recreation 125,940 96,795 - - - - 0.00% Parks 342,429 399,410 485,102 493,517 527,144 33,627 6.81% Forestry 44,185 64,092 65,004 78,144 77,892 (252) -0.32% Subtotal 512,554 560,297 550,106 571,661 605,036 33,375 5.84% Fleet Services: Building & Grounds Mmee 143,343 171,071 179,260 137,507 155,970 18,463 13.43% Vehicle & Equipment Mtnce 113,381 136,106 129,935 144,608 149,992 5,384 3.72% Subtotal 256,724 307,177 309,195 282,115 305,962 23,847 8.45% Streets: Pavement Management 234,368 218,179 203,663 238,426 249,779 11,353 4.76% Snow & Ice Control 177,992 161,346 149,384 163,180 170,876 7,696 4.72% Sign Maintenance 47,318 42,676 38,601 70,476 72,231 1,755 2.49% Subtotal 459,678 422,201 391,648 472,082 492,886 20,804 4.41% Other Convention & Visitor's Bureau 65,455 29,314 47,865 47,500 50,350 2,850 6.00% Social Service Coordination 35,329 57,054 51,936 53,206 57,729 4,523 8.50% Miscellaneous/contingency 3,662 3,574 2,897 6,500 6,500 - 0.00% Transfers to other funds 690,000 1,374,000 1,525,000 775,000 2,275,000 1,500,000 193.55% Debt service 24,495 166,468 - - - - 0.00% Subtotal 818,941 1,630,410 1,627,698 882,206 2,389,579 1,507,373 170.86% Total expenditures 7,665,155 8,323,155 8,592,162 8,302,782 10,213,154 1,910,372 23.01% Net change in fund balance 50,252 553,761 (33,831) (238,000) (2,059,684) (1,821,684) Beginning Fund Balance 9,200,534 9,250,786 9,804,547 9,770,716 9,532,716 Ending Fund Balance 9,250,786 9,8049547 9,770,716 995329716 794739032 (198219684) City of Mounds View GENERAL FUND 2023 Budget Summary Community Park Public 2022 2021 Percent Legislative Admin Finance Central Development Police Fire & Rec Works Misc. Total Total Variance Change Current Personnel services $ 39,149 $ 355,200 $ 305,592 $ - $ 481,166 $ 3,327,330 $ $ 387,098 $ 574,470 $ 6,500 $ 5,476,505 $ 5,156,363 $ 320,142 6.21% Materials & supplies 3,450 1,310 1,150 40,590 4,365 104,675 84,728 165,917 - 406,185 358,290 47,895 13.37% Contractual services 45,686 47,010 22,697 317,648 46,868 438,188 489,555 133,210 200,414 108,079 1,849,355 1,770,483 78,872 4.45% Contingency - - - - - - - - - - - - - 0.00% Current total 88,285 403,520 329,439 358,238 532,399 3,870,193 489,555 605,036 940,801 114,579 7,732,045 7,285,136 446,909 6.13% Other Principal - - - - - - 115,475 - - - 115,475 148,025 (32,550) -21.99% Interest 5,634 5,634 9,991 (4,357) -43.61% Capital outlays 85,000 - 85,000 84,630 370 0.44% Transfers to other funds - 2,275,000 2,275,000 775,000 1,500,000 193.55% Other total 206,109 2,275,000 2,481,109 1,017,646 1,463,463 143.81% Department Total $ 88,285 $ 403,520 $ 329,439 $ 358,238 $ 532,399 $ 3,870,193 $ 695,664 $ 605,036 $ 940,801 $ 2,389,579 $10,213,154 $ 8,302,782 $ 1,910,372 23.01% 2022 Budget 86,803 377,374 306,457 321,430 504,002 3,637,988 731,098 571,661 883,763 882,206 8,302,782 Increase (Decrease) 1,482 26,146 22,982 36,808 28,397 232,205 (35,434) 33,375 57,038 1,507,373 1,910,372 Percent change 1.71% 6.93% 7.50% 11.45% 5.63% 6.38% -4.85% 5.84% 6.45% 170.86% 23.01% N General Fund Revenue Detail - 2023 Budget Acct 2019 2020 2021 2022 2023 Change from 2022 # Description Actual Actual Actual Budget Request Dollar Percent 3101 3101 3101 3101 3111 3112 3180 3195 3211 3212 3214 3216 3221 3223 3231 3232 3233 3234 3235 3236 3238 3239 3240 3241 3242 3243 3250 3251 3252 3253 3254 3255 3256 3257 3258 3260 Taxes Current ad valorem property tax 4,245,901 4,516,708 4,666,766 4,922,043 4,960,795 38,752 0.79% Fire bonds 165,800 171,190 166,291 165,916 127,164 (38,752) -23.36% PERA rate increase property tax 39,145 39,145 39,145 39,145 39,145 - 0.00% Police referendum mkt rate tax 310,000 330,000 330,000 385,000 385,000 - 0.00% Manufact home tax - current 18,767 19,351 27,890 18,000 19,000 1,000 5.56% Manufact home tax - delinquent 7,710 9,958 6,316 8,000 7,500 (500) -6.25% Franchise tax on utilities 308,835 301,755 335,107 305,000 315,000 10,000 3.28% Hotel/Motel tax 71,957 29,264 52,820 50,000 53,000 3,000 6.00% Total taxes 5,168,115 5,417,371 5,624,335 5,893,104 5,906,604 13,500 0.23% Licenses and Permits Liquor on -sale Liquor off -sale Sunday liquor sales Malt off -sale Tobacco license Amusement devices Bowling alley Garbage hauling Gasoline station Used car sales Kennel Restraurant licenses Transient & solicitor Apartment Rental conversion Dog license Massage therapy Chickens and bees General contractor HVAC contractor Cement contractor Asphalt contractor Excavating contractor Sign & billboard contractor Sewer & water contractor Other contractor License check Fire permits Subtotal licenses 17,600 125 19,053 17,000 17,000 - 0.00% 520 260 420 1,000 500 (500) -50.00% 600 - 800 - 500 500 0.00% 200 510 315 100 100 - 0.00% 2,970 1,650 2,310 3,300 3,000 (300) -9.09% 640 - 784 400 400 - 0.00% 672 - 672 672 672 - 0.00% 3,770 3,670 3,670 3,800 3,800 - 0.00% 900 1,560 1,230 850 850 - 0.00% 204 225 225 200 200 - 0.00% 360 333 315 200 200 - 0.00% 2,815 345 3,755 3,200 3,200 - 0.00% 4,284 2,244 2,754 2,200 2,200 - 0.00% 54,477 81,953 77,165 55,000 75,000 20,000 36.36% 6,225 1,325 2,250 1,000 1,000 - 0.00% 965 2,987 604 1,400 1,400 - 0.00% 357 5 357 - - - 0.00% 306 390 670 100 100 - 0.00% 1,140 1,620 1,550 1,100 1,100 - 0.00% 2,280 3,180 3,300 4,400 3,000 (1,400) -31.82% - 60 - 100 100 - 0.00% - - - 100 100 - 0.00% - - - 50 50 - 0.00% - - - 100 100 - 0.00% - 480 60 - - - 0.00% 2,280 2,430 3,425 2,000 2,200 200 10.00% 1,592 1,380 1,429 1,800 1,500 (300) -16.67% 1,235 1,025 1,325 900 1,000 100 11.11% 106,392 107,757 128,438 100,972 119,272 18,300 18.12% 3 General Fund Revenue Detail - 2023 Budget Acct 2019 2020 2021 2022 2023 Change from 2022 # Description Actual Actual Actual Budget Request Dollar Percent 3268 Plan check fee 55,736 23,830 26,005 30,000 27,000 (3,000) -10.00% 3270 Building permits 143,735 94,351 91,906 90,000 90,000 - 0.00% 3271 Fixed fee - building permits 300 550 1,357 - - - 0.00% 3272 Wetland buffer permit 148 - - - - - 0.00% 3273 HVAC permits 26,635 22,805 28,228 18,000 24,000 6,000 33.33% 3274 Plumbing permits 10,486 14,510 11,610 9,000 11,000 2,000 22.22% 3275 Non -building permits 4,380 4,175 5,826 4,500 4,500 - 0.00% 3279 Conditional use permits 400 1,000 800 400 400 - 0.00% 3280 Building surcharge (50) 95 327 - - - 0.00% 3281 Fixed fee building surcharge (47) (27) (165) - - - 0.00% 3282 Mechanical/commercial surchar 756 802 810 - - - 0.00% 3283 HVAC surcharge (804) (762) (750) - - - 0.00% 3284 Plumbing surcharge (248) (525) (223) - - - 0.00% 3285 Fire inspection surcharge 88 175 40 - - - 0.00% 3286 Water & sewer surcharge 39 143 166 - - - 0.00% 3287 Commercial plmb surcharge 255 568 230 - - - 0.00% Subtotal permits 241,809 161,690 166,167 151,900 156,900 5,000 3.29% Total licenses & permits 348,201 269,447 294,605 252,872 276,172 23,300 9.21% Intergovernmental: 3318 Federal police grant - 14,191 78,405 50,000 60,000 10,000 20.00% 3319 Other federal - 1,004,135 650,000 - - - 0.00% 3341 Local Government Aid 739,446 820,801 844,568 765,336 771,516 6,180 0.81% 3345 Performance Aid 1,866 1,892 1,855 1,866 1,866 - 0.00% 3346 PERA Aid 8,671 - - - - - 0.00% 3351 Street Aid - MSA maintenance 135,960 147,096 136,263 135,000 145,000 10,000 7.41% 3355 Police Aid 172,505 196,897 183,085 175,000 180,000 5,000 2.86% 3356 Police training 19,883 18,818 19,577 18,000 18,500 500 2.78% 3357 State police grant 3,793 - 5,509 - - - 0.00% 3359 Other state grants 33,686 22,285 43,252 25,000 25,000 - 0.00% 3370 Other local government revenue 20,563 36,137 25,649 15,000 15,000 - 0.00% 3371 IDS 4 621 - SRO's 166,680 157,470 90,027 82,000 92,000 10,000 12.20% Total intergovernmental 1,303,053 2,419,722 2,078,190 1,267,202 1,308,882 41,680 3.29% Charges for services 3410 Advertising revenue - - - 500 100 (400) -80.00% 3414 Fire inspections - 431 - - - - 0.00% 3415 Housing inspections 63 822 900 100 100 - 0.00% 3418 HRA inspections 63 - 200 200 200 - 0.00% 3419 Investigations - - 1,606 200 200 - 0.00% 3420 DHS fire inspections 150 100 150 - - - 0.00% 3421 Police reports 1,578 1,088 1,814 1,200 1,200 - 0.00% 3422 Documents / copies - - - 150 50 (100) -66.67% 3423 Customer service 55 10 10 500 100 (400) -80.00% 3425 Book sales - various 48 30 - - - - 0.00% 3426 Reimbursed staff time - 2,145 1,328 100 500 400 400.00% 3430 Right-of-way 10,776 7,380 4,970 9,000 7,500 (1,500) -16.67% 3431 Street opening fee 600 800 600 - - - 0.00% 3432 Tree removal charges 18,350 44,778 25,465 35,000 35,000 - 0.00% 3433 Overload permits - - 375 - - - 0.00% 3458 Zoning letter 300 200 400 75 75 - 0.00% 3461 Subdivision 700 - 2,200 1,000 1,000 - 0.00% 3462 Variance 900 1,200 400 1,000 1,000 - 0.00% 3463 Rezoning 1,250 - 1,275 200 200 - 0.00% 3464 Development - non refund 2,774 1,000 1,200 200 200 - 0.00% 3465 Code appeal 400 - - - - - 0.00% 3467 PUD amendment - 400 - 200 200 - 0.00% Total charges for services 38,007 60,384 42,893 49,625 47,625 (2,000) -4.03% FA I THIS PAGE LEFT BLANK INTENTIONALLY General Fund Revenue Detail - 2023 Budget Acct 2019 2020 2021 2022 2023 Change from 2022 # Description Actual Actual Actual Budget Request Dollar Percent Fines and Forfeitures 3510 Ramsey County municipal court 42,640 23,916 36,943 32,000 34,000 2,000 6.25% 3511 Controlled Substance Fines - - 5,012 - - - 0.00% 3520 Administrative offenses 2,633 1,230 1,356 1,000 1,000 - 0.00% 3525 False alarm charges 825 450 - 750 750 - 0.00% Total fines & forfeitures 46,098 25,596 43,311 33,750 35,750 2,000 5.93% Other Revenue 3550 Special assessments 5,788 5,141 1,290 3,000 3,000 - 0.00% 3610 Investment income (charge) 316,381 196,579 (62,699) 80,000 85,000 5,000 6.25% 3630 Billboard Lease 124,754 127,297 130,152 132,613 133,105 492 0.37% 3631 Water tower rental 94,440 98,218 102,147 76,908 79,984 3,076 4.00% 3634 Equipment and space rental - 1,344 - - - - 0.00% 3639 Security 380 784 1,660 - - - 0.00% 3649 Charitable gambling 10% - - 5,092 - - - 0.00% 3650 Donations 50 1,400 - - - - 0.00% 3651 Donations - K9 1,425 1,625 1,550 600 600 - 0.00% 3652 Donations - parks - - - - - - 0.00% 3654 COPS events 4,540 4,550 1,100 5,000 5,000 - 0.00% 3665 Park site permit 22,864 5,624 28,288 15,000 15,000 - 0.00% 3679 Vending machine commissions - - - 100 100 - 0.00% 3680 Other revenue 31,695 6,131 5,377 15,000 10,000 (5,000) -33.33% 3685 Insurance reimbursements 35,078 35,792 49,495 20,000 20,000 - 0.00% 3911 Sale of assets 1,182 22,462 28,212 5,000 5,000 - 0.00% 3912 Resale of materials 1,301 233 800 1,000 1,000 - 0.00% Total other revenue 639,878 507,180 292,464 354,221 357,789 3,568 1.01% Transfers & Debt proceeds 3972 Transfers: Vehicle & Equip replacemen - - - 26,000 27,000 1,000 3.85% Water 80,446 82,859 85,345 87,905 90,542 2,637 3.00% Sewer 80,446 82,859 85,345 87,905 90,542 2,637 3.00% Storm Water 8,309 8,558 8,815 9,079 9,351 272 3.00% Street light 2,854 2,940 3,028 3,119 3,213 94 3.01% 3993 Debt proceeds - - - - - - 0.00% Total Transfers & Debt 172,055 177,216 182,533 214,008 220,648 6,640 3.10% Total 7,715,407 8,876,916 8,558,331 8,064,782 8,153,470 88,688 1.10% 0 2023 Budget Summary City Council (100 - 4100): Personnel services 0100 Salaries, regular 0300 Social Security 0321 PERA 0500 Workers compensation Total personnel services Materials & supplies 1600 Supplies, operating Total materials & supplies Contractual services 3030 Other professional services 3610 Memberships 3630 Training & conferences 4800 Bonding & insurance Total contractual services Total City Council Advisory Commissions (100-4110): Materials & supplies 1600 Supplies, operating 2100 Books & periodicals Total materials & supplies Contractual services 3030 Other professional services 3630 Training & conferences 3900 Festivities Commission Total contractual services Total Advisory Commissions Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent 34,596 34,596 34,596 34,596 34,596 - 0.00% 1,338 1,338 1,358 2,647 2,647 - 0.00% 1,050 1,050 1,071 1,730 1,730 - 0.00% 178 160 145 194 176 (18) -9.28% 37.162 37.144 37.170 39.167 - 39.149 (18) -0.05% 1,857 1,654 3,486 3,300 3,300 - 0.00% 1,857 1,654 3,486 3,300 - 3,300 - 0.00% 6,336 5,222 5,815 6,400 6,400 - 0.00% 5,716 5,602 5,491 5,436 5,436 - 0.00% 6,466 - 310 7,000 7,000 - 0.00% 476 546 520 650 650 - 0.00% 18,994 11,370 12,136 19,486 - 19,486 - 0.00% 0.00% 58,013 50,168 52,792 61,953 - 61,935 (18) -0.03% 20,851 13,024 15,622 22,786 22,786 22,786 23 64 - 100 100 - 0.00% - - - 50 - 50 - 0.00% 23 64 - 150 - 150 - 0.00% 21,906 3,836 15,657 9,000 9,000 - 0.00% - - - 200 - 200 - 0.00% 17,450 - 21,891 15,500 17,000 1,500 9.68% 39,356 3,836 37,548 24,700 - 26,200 1,500 6.07% 0.00% 39,379 3,900 37,548 24,850 - 26,350 1,500 6.04% 7 Fund: 100 Department: 4100 Account Description 2020 2021 City Council 2022 2023 Description 1600 Supplies, operating 1,200 1,300 1,000 1,200 1,100 1,000 1,200 1,100 1,000 1,500 800 1,000 Employee awards luncheon (R9275) Strategic planning sessions Plaques and gift certificates for employee length -of -service awards (R9275) 3,500 3,300 3,300 3,300 3030 Other professional services 6,200 6,400 6,400 6,400 Contractual minutes for Council rings ( $225 x 24 reg, + 3 special) 6,200 6,400 6,400 1 6,400 3610 Memberships 30 5,686 30 5,686 30 5,406 30 5,406 Mn Mayor's Association North Metro Mayors 5,716 5,716 5,436 5,436 3630 Conferences 7,000 7,000 7,000 7,000 Council training, LMC conference, LMC meetings/training, RCLLG, Other 7,000 7,000 7,000 7,000 ZooBonds & insurance 650 650 650 650 General property & liability 650 650 1 650 1 650 23,U66 23,U66 22, /m) 22;186 6.96% 0.00% -1.21% 0.00% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 18,288.40 18,880.50 19,495.20 20,245.80 Fund: 100 Department: 4110 Account Description 2020 2021 2022 Advisory Commissions 2023 Description 1600 Supplies, operating 60 140 60 140 40 60 40 60 Misc supplies for various commissions. Copies for Charter Commission 200 200 100 100 2100 Books & periodicals 100 100 50 50 Misc periodicals - Comp plan review, Ordinance revisions. 100 100 50 50 3030 Other professional services 500 7,000 3,500 500 6,000 3,500 500 5,000 3,500 500 5,000 3,500 Misc. consultant services. Charter commission legal fees Planning Commission and charter meeting minutes 11,000 10,000 9,000 9,000 3630 Training 75 125 75 125 75 125 75 125 Misc training & conferences. Planning Commissioner training & conferences 200 200 200 200 3900 Festival in the Park 7,500 3,000 5,000 7,500 3,000 5,000 7,500 3,000 5,000 9,000 3,000 5,000 City Festival in the Park (personnel, supplies, restrooms, stage, tables) Music in the Park (statutory limit is $3,000) Fireworks 15,500 15,500 15,500 17,000 27,000 26,000 24,850 26,350 38.46% -3.70% -4.42% 6.04% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 13,620 15,130 16,615 18,035 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Office of the City Administrator (100 - 4130): Personnel services 0100 Salaries, regular 207,990 200,604 214,758 224,593 243,456 18,863 8.40% 0110 Salaries, over -time - - - 1,087 - 811 (276) -25.39% 0150 Salaries, part-time 34,587 49,643 35,909 34,268 37,224 2,956 8.63% 0300 Social Security 16,746 17,440 17,357 19,052 20,701 1,649 8.66% 0321 PERA 6,558 5,398 5,622 16,109 17,502 1,393 8.65% 0400 Group insurance 30,398 26,922 27,368 32,058 33,264 1,206 3.76% 0500 Workers compensation 1,445 1,305 1,286 1,887 2,242 355 18.81% Total personnel services 297,724 301,312 302,300 329,054 - 355,200 26,146 7.95% Materials & supplies 1230 Supplies, equipment 1600 Supplies, operating 2100 Books & periodicals Total materials & supplies Contractual services 3030 Other professional services 3100 Communications 3610 Memberships 3630 Training & conferences 3800 Mileage Total contractual services Total City Administrator Elections (100 - 4140): Contractual services 3030 Other professional services Total contractual services 7030 Capital outlays 1,081 156 - 1,200 1,200 - 0.00% - 68 34 75 - 75 - 0.00% - - - 35 - 35 - 0.00% 1,081 224 34 1,310 - 1,310 - 0.00% 290 585 942 - - - 0.00% 400 1,069 1,409 1,300 1,300 - 0.00% 956 359 1,330 1,610 1,610 - 0.00% 4,329 3,502 4,970 6,050 6,050 - 0.00% 335 - 572 300 300 - 0.00% 6,310 5,515 9,223 9,260 - 9,260 - 0.00% 305,115 307,051 311,557 339,624 - 365,770 26,146 7.70% 7,391 5,739 9,257 10,570 10,570 10,570 26,954 27,023 35,743 37,750 37,750 - 0.00% 26,954 27,023 35,743 37,750 - 37,750 - 0.00% - - - - - - 0.00% Total Elections 26,954 27,023 35,743 37,750 - 37,750 - 0.00% 0 Fund: 100 Department: 4130 1 Office of the City Administrator Account Description 2020 2021 2022 2023 Description 1230 Supplies, equipment < $5000 1,200 1,200 1,200 1,200 Equipment and phones under the $5,000 capitalization threshold 1,200 1,200 1,200 1,200 1600 Supplies, Operating 75 75 75 75 Miscellaneous supplies 75 75 75 75 2100 Books & Periodicals 35 35 35 35 Miscellaneous reference books 35 35 35 35 3100 Communications 1,300 1,300 1,300 1,300 Cell phone service (2) employees 1,300 1,300 1,300 1,300 3610 Memberships 50 50 50 50 MAMA - (Administrator) Metro Area Manager's Association 150 150 150 150 Mn City County Managers Association - 210 210 210 Society for Human Resource Managers (SHRM) - 110 110 110 International Institute of Municipal Clerks (IIMC) 1,000 1,000 1,000 1,000 New Brighton/Mounds View Rotary Club dues (administrator) 40 90 90 90 Municipal Clerks & Finance Officers Association (MCFOA)(2) 1,240 1,610 1,610 1,610 3630 Training & conferences 100 100 100 100 MAMA meetings 650 650 650 650 LMC / miscellaneous training 100 100 100 100 Chamber lunches - - 1,400 1,400 Compass Peer Group/Craig Rapp - Administrator 1,000 1,000 1,000 1,000 LMC annual conference 900 1,800 2,700 2,700 MN Clerks and Finance Officers Annual Conference (MCFOA)(3) 900 900 - - Mn City County Managers Assoc conference 100 100 100 100 Mn Clerks and Finance Officers Association (MCFOA) institute training 3,750 4,650 6,050 6,050 3800 Mileage 300 300 300 300 Miscellaneous mileage @ IRS rate. 300 300 300 300 7,900 9,170 10,570 10,570 0.00% 16.08% 15.27% 0.00% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 6,696.70 6,752.00 7,191.00 7,797.00 und: 100 Department: 4140 Account Description 2020 2021 2022 2023 Description 3030 Other professional services 23,004 31,265 32,750 32,750 Ramsey County elections contract ($7,816.20 per quarter) 9,000 - - - Special election (2020 state primary election) 4,500 5,000 5,000 5,000 Voting equip. maint. Costs (2021, 2020, 2019 - $4,479) 36,504 36,265 37,750 37,750 36,504 36,265 37,750 37,750 36.05% -0.65% 4.09% 0.00% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 31,901 35,026 38,550 38,675 10 2023 Budget Summary Finance (100 - 4150): Personnel services 0100 Salaries, regular 0300 Social Security 0321 PERA 0400 Group insurance 0500 Workers compensation Subtotal Materials & supplies 1230 Supplies, equipment 1600 Supplies, operating 2100 Books & periodicals Subtotal Contractual services 3030 Other professional 3100 Communications 3430 Printing 3610 Memberships 3630 Training 5130 Repairs & maint., equipment Subtotal Total Financial Services Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent 195,513 202,758 210,374 215,276 234,708 19,432 9.03% 13,411 13,742 14,226 16,221 17,522 1,301 8.02% 14,466 15,288 15,354 15,902 17,179 1,277 8.03% 28,202 28,923 29,292 33,872 34,488 616 1.82% 1,317 1,355 1,249 1,738 1,695 (43) -2.47% 252,909 262,066 270,495 283,009 - 305,592 22,583 7.98% 750 - 800 900 900 - 0.00% 11 - 126 50 50 - 0.00% 112 116 159 200 - 200 - 0.00% 873 116 1,085 1,150 - 1,150 - 0.00% 10,048 9,604 9,769 9,835 10,018 183 1.86% 600 600 600 600 600 - 0.00% 732 942 322 700 700 - 0.00% 1,035 1,010 1,020 1,180 1,180 - 0.00% 3,076 2,324 2,353 3,400 3,400 - 0.00% 5,593 5,873 6,167 6,583 6,799 216 3.28% 21,084 20,353 20,231 22,298 - 22,697 399 1.79% 274,866 282,535 291,811 306,457 - 329,439 22,982 7.50% 21,957 20,469 21,316 23,448 23,847 11 Fund: 100 Department: 4150 Account Description 2020 2021 2022 Finance 2023 Description 1230 Supplies, equitpment < $5000 1,000 900 900 900 equip. under the $5,000 capitalization threshold (cell phone $800) 1,000 900 900 900 1600 Supplies, operating 50 50 50 50 Misc supplies - planners, plaques, folders, files, etc. 50 50 50 50 2100 Books & periodicals 300 200 200 200 Misc computer & finance books & periodicals 300 200 200 200 3030 Other professional services 9,034 460 60 100 9,215 460 60 100 9,215 460 60 100 9,398 460 60 100 26% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360) GFOA financial reporting fee Safety deposit box rental Ramsey County overlapping debt, principal taxpayer reports 9,654 9,835 9,835 10,018 3100 Communications 600 600 600 600 cell phone ($50 month) 600 600 600 600 3430 Printing 350 350 350 350 350 350 350 350 Accts Payable & payroll checks & envelopes Invoices, receipts, & bank deposit slips 700 700 700 700 3610 Memberships 400 120 300 340 400 140 300 340 400 140 300 340 400 140 300 340 Government Finance Officer's Association (GFOA) Mn GFOA (2) AICPA Am. Institute of Certified Public Accts MNCPA Mn Society of Certified Public Accountants 1,160 1,180 1,180 1,180 3630 Training & conferences 50 2,000 - 1,000 350 50 2,000 - 1,000 350 50 2,000 - 1,000 350 50 2,000 - 1,000 350 Mn GFOA monthly meetings Seminars & training GFOA National conference (Defer)($2800) Accounting and software training Mileage 3,400 3,400 1 3,400 3,400 5130 Equipment repairs 6,269 6,583 6,583 6,799 40% software support chgs. (30% each in Water, Sewer)(5% increase) 6,269 6,583 6,583 6,799 23,133 23,448 23,448 23,847 2.34% 1.36% 0.00% 1.70% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 19,736.90 20,329.60 20,930.60 21,494.40 12 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Central Services (100 - 4160): Materials & supplies 1110 Stationery 1,122 849 532 1,250 1,000 (250) -20.00% 1120 Copy materials 880 726 643 1,500 1,250 (250) -16.67% 1230 Supplies, equipment 18,160 15,279 28,490 26,000 27,000 1,000 3.85% 1600 Supplies, operating 10,240 7,146 9,405 11,500 11,000 (500) -4.35% 2100 Books & periodicals 169 182 464 340 340 - 0.00% Total materials & supplies 30,571 24,182 39,534 40,590 - 40,590 - 0.00% Contractual services 3010 General legal 65,124 37,818 63,617 48,000 48,000 - 0.00% 3030 Other professional services 20,956 25,855 30,940 25,510 31,010 5,500 21.56% 3100 Telephone 2,021 1,774 805 660 660 - 0.00% 3300 Postage 5,166 7,194 5,964 6,500 6,500 - 0.00% 3410 Legal notices 2,738 2,916 3,232 2,600 2,600 - 0.00% 3420 Advertising 191 227 978 2,500 2,500 - 0.00% 3430 Printing 11,018 11,717 12,180 12,600 12,600 - 0.00% 3610 Memberships 19,344 19,564 19,603 19,327 19,327 - 0.00% 3630 Training & conferences 27,732 2,750 1,751 17,000 17,000 - 0.00% 3800 Mileage - 84 40 - - - - 0.00% 4010 Rental, equipment 1,820 1,820 1,820 2,050 2,050 - 0.00% 4800 Insurance & bonds 13,314 15,114 14,400 18,000 18,000 - 0.00% 5100 Repairs & maint, computers 98,029 100,060 105,976 125,593 156,901 31,308 24.93% 5110 Rep, bldg & grounds - 1,088 113 - - - 0.00% 5130 Repairs, equipment 100 - 422 500 500 - 0.00% Total contractual services 267,553 227,981 261,841 280,840 - 317,648 36,808 13.11% Total central services 298,124 252,163 301,375 321,430 - 358,238 36,808 11.45% 13 Fund: 100 Department: 4160 Central Services Account Description 2020 2021 2022 2023 Description 1110 Stationery 750 750 1,250 1,000 Envelopes, labels, letterhead, etc. 750 750 1,250 1,000 1120 Copy materials 1,500 1,500 1,500 1,250 Copy paper 1,500 1,500 1,500 1,250 1230 Supplies, equipment < $5000 24,000 25,000 26,000 27,000 Comp & security equip under $5,000, pc's, software, switches, cameras.... 24,000 25,000 26,000 27,000 Replace pc's @ $800 4 yr replacement cycle 1600 Supplies, operating 12,000 12,000 11,000 10,500 Toner, rug service, paper, pens, staples, desk supplies, etc. 500 500 500 500 Misc operating supplies 12,500 12,500 11,500 11,000 2100 Books & periodicals 150 150 150 150 Employment handbooks/publications 190 190 190 190 Star Tribune - $190 340 340 340 340 3010 General legal 24,000 24,000 24,000 24,000 Retainer for legal services 26,000 26 000 24 000 24,000 Legal fees outside scope of retainer. 50,000 50,000 48,000 48,000 3030 Other professional services 6,000 6,000 6,000 6,000 General labor assistance - 4,500 - - Federal Single Audit ARPA Grant (if needed) 3,000 1,500 1,500 1,500 Laserfiche assistance - - - 10,000 Personnel market study (2023 for 2024 implementation) 3,100 3,000 3,000 3,000 Western Bank monthly fees 400 400 400 400 US Bank positive pay service 1,200 1,800 1,800 1,800 Section 125 (flex spending plan) & COBRA administration - - 1,650 1,650 Open EnrolhnentBenefits platform 4,000 - 4,500 - Actuary services for GASB 74/75 (every 2 years)(2024 budget) 1,800 400 1,000 1,000 Codification service 2,000 2,000 2,000 2,000 Human resources items 2,520 3,660 3,660 3,660 Web hosting (Revize) (5% annual increase)($2760 + $900 forms) 24,020 23,260 25,510 31,010 3100 Telephone 2,200 2,200 660 660 Basic telephone (analog for alarms) 2,200 2,200 660 660 3300 Postage 200 200 200 200 Courier charges (delivery services) 6,300 6,300 6,300 6,300 General postage includes PW mailings for street projects. 6,500 6,500 6,500 6,500 3410 Legal notices 900 900 900 900 Truth in taxation notices and Ramsey County fees. 1,700 1,700 1,700 1,700 Legal notices and legal publications. 2,600 2,600 2,600 2,600 3420 Advertising 2,500 2,500 2,500 2,500 Job opening advertisements for vacant positions 2,500 2,500 2,500 2,500 3430 Printing 12,000 12,000 12,000 12,000 4 newsletters and postage, YMCA in Comm Ctr Fund. 200 200 200 200 Miscellaneous printing 400 400 400 400 City guides, directories & miscellaneous 12,600 12,600 12,600 12,600 3610 Memberships 625 625 625 625 Ramsey County League of Local Governments (RCLLG) - - 475 475 Twin Cities North Chamber of Commerce 5,243 5,243 5,243 5,243 Metro Cities (0.35% increase for 2019) 12,485 12,485 12,984 12,984 League of Mn Cities dues 18,353 18,353 19,327 19,327 3630 Training & conferences 1,000 1,000 1,000 1,000 League training & seminars 1,500 1,500 1,000 1,000 Laserfiche training and certification - 1,500 1,500 1,500 Gallup Team Grid Software (annual) - 3,525 3,525 Gallup Annual Summit (out-of-state)(annual) 5,300 1,775 1,775 Gallup Training 2,600 - - Strength Finder assessment 10,000 1,600 5,200 5,200 Staff development training 4,000 3,000 2,000 2,000 Administrator 360 review 800 800 800 800 OSHA and blood borne pathogen training 200 200 200 200 Information technology training 17,500 17,500 17,000 17,000 Misc 4010 Rental, equipment 150 150 150 150 1,900 1,900 1,900 1,900 Postage machine and scale rental (lease thru 9/22) 2,050 2,050 2,050 2,050 4800 Bonding & insurance 15,000 15,000 15,000 15,000 Insurance policy premiums 3,000 3,000 3,000 3,000 Allowance for insurance policy deductibles 18,000 18,000 18,000 1 18,000 5100 Repairs, computer 88,691 93,126 111,602 142,910 Computer, phone, network & technology assistance - Metro I -Net 4,611 5,999 7,871 7,871 Laserfiche annual maintenance and storage 1,410 1,410 1,120 1,120 Adobe annual license (15@$67) 1,771 1,771 - - Denial of Service protection (moved to Metro I -Net line) 8,000 9,000 - Computer, printer, and networks repairs. (moved to Metro I -Net line) 5,000 5,000 5,000 5,000 Copier maintenance + overages 109,483 116,306 125, 593 156:901 5130 Repairs, equipment 600 500 500 1 500 Postage meter, copy machine, fax, misc. 600 500 500 1 500 305,496 312,459 321,430 358,238 8.81% 2.28% 2.87% 11.45% 14 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Community Development (100 - 4180): Personnel services 0100 Salaries, regular 313,634 305,246 336,424 347,802 363,793 15,991 4.60% 0110 Overtime, regular - - - 791 - 808 17 2.15% 0300 Social Security 23,226 20,496 20,512 22,302 23,395 1,093 4.90% 0321 PERA 22,996 26,523 31,393 33,326 34,743 1,417 4.25% 0400 Group insurance 29,224 28,347 43,814 54,480 55,200 720 1.32% 0500 Workers comp 1,924 1,956 1,778 2,523 3,227 704 27.90% 0600 Unemployment - 693 - - - - 0.00% Total personnel services 391,004 383,261 433,921 461,224 - 481,166 19,942 4.32% Materials & supplies 1230 Supplies, equipment 355 249 - 1,000 1,000 - 0.00% 1600 Supplies, operating 246 89 35 200 200 - 0.00% 1700 Motor fuels & lubricants 1,093 717 877 1,375 1,875 500 36.36% 2100 Books & periodicals - 754 478 700 - 840 140 20.00% 2400 Uniforms 89 19 484 450 - 450 - 0.00% Total materials & supplies 1,783 1,828 1,874 3,725 - 4,365 640 17.18% Contractual services 3030 Other professional 38,466 26,973 25,131 26,435 32,900 6,465 24.46% 3040 Consultants, development review 1,794 210 152 3,000 3,000 - 0.00% 3100 Telephone 2,393 2,332 2,433 2,568 2,568 - 0.00% 3430 Printing - - - 500 500 - 0.00% 3610 Memberships 1,169 1,681 1,003 1,500 1,700 200 13.33% 3630 Training and conferences 5,058 855 1,734 4,950 6,100 1,150 23.23% 3800 Mileage 9 222 37 100 100 - 0.00% Total contractual services 48,889 32,273 30,490 39,053 - 46,868 7,815 20.01% Total Community Development 441,676 417,362 466,285 504,002 - 532,399 28,397 5.63% 50,672 34,101 32,364 42,778 51,233 15 Fund: 100 Department: 4180 J ommunity Development Account Description 2020 2021 2022 2023 Description 1230 Supplies, equipment < $5000 500 500 1,000 1,000 Miscellaneous equipment & computer peripherals 500 500 1,000 1,000 1600 Supplies, operating 600 500 - - Presentation supplies 600 - - - ARC GIS License 200 200 200 200 Office supplies 1,400 1 700 200 200 1700 Motor fuels & lubs 1,650 1,380 1,375 1,875 Unleaded fuel: 500 gallons @ $3.75 (Gas for Comm Devlopment) 1,650 1,380 1,375 1,875 2100 Books & periodicals 450 500 200 200 Reference materials 100 300 500 500 Intl. Code Council Manuals and Code Updates - - - 140 MSP Business Journal 175 - Manuals, pamphlets, etc. 725 800 700 840 2400 Uniforms 450 450 450 450 Clothing for inspections staff 450 450 450 450 3030 Other professional 1,300 1,300 1,300 1,400 Ramsey County JPA (geographic information system) - - - 15,000 New permit software annual maintenance TBD (see Sp Projects) 5,080 5,235 5,235 - Permit Works system annual software support (includes busi. lic. mod) 4,995 - - Permit Works code enf. module (one-time) 1,495 1,540 1,540 Permit Works code enforcement module software support 1,990 1,855 1,860 Permit works mobile inspector (2) 500 500 500 500 Filing fees (Ramsey County increased fees from $29 to $48) 500 500 - - GIS assistance - - 1,000 1,000 Consulting Planning Services 1,000 1,000 1,000 1,000 Consulting Building Official services 8,000 8,000 10,000 10,000 Consulting Code Enforcement SBM employee (2 days wk x 10 months) 4,000 4,000 4,000 4,000 Abatements of nuisance properties 28,860 23,930 26,435 32,900 3040 Consulting - Development 750 750 750 - Environmental reviews Review (reimbursable) 750 750 750 1,500 City attorney services 750 750 750 - Development case reviews 750 750 750 1,500 Engineering services 3,000 3,000 3,000 3,000 3100 Telephone 1,608 1,608 1,608 1,608 Verizon Cell Accounts (2) for inspectors, Reimb. Director $50/mo 960 960 960 960 network cards for blding. Insp. and code enforcement (2 cards @ $40) 2,568 2,568 2,568 2,568 3430 Printing 900 900 500 500 Forms, flyers, etc. 900 900 500 500 3610 Memberships 320 320 400 400 American Planning Association (APA) - National (1) 50 50 100 100 American Planning Association (APA-MN) - State (1) 155 155 200 200 American Institute of Certified Planners (AICP) - - - 200 Economic Development Assoc. of MN (EDAM) 200 200 250 250 Assoc. of MN Building Officials (2) 40 80 80 80 Fire Marshal's Assoc. of MN 140 140 145 145 International Code Council (ICC) 100 100 100 100 1 OK Lakes Chapter of ICC - - 125 125 MN Assoc. Housing Code Officials (MAHCO) 105 105 100 100 MN Building Permit Technicians Association (MBPTA) 1,110 1,150 1,500 1,700 3630 Training & conferences 850 850 850 850 APA state conference (one attendee) 350 350 350 350 Sensible Land Use Coalition (monthly lunches (6 @ $58) - - - 600 International Code Council (ICC) Permit Tech Certification 400 400 500 500 ICC code seminars - - - 700 EDAM Summer and Winter Conference - 100 100 ICC Ed of Code Administration 1,200 - - - Tuition reimbursement 600 600 600 600 Leadership Growth 400 400 400 400 Other software training - 550 1,550 - Fire Inspector I & 11 training 3,000 - Building Inspection Technology Certificate - 600 Crime Prevention through Environmental Design 1,170 1,170 2,000 Other stafftraining & seminars 4,970 7,320 4,950 6,100 3800 Mileage 100 100 100 100 Misc. use of personal automobiles 100 100 100 100 46,233 42,798 42,778 51,233 -22.41% -7.43% -0.05% 19.76% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 36,688 38,440 40,348 41,939 16 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Police (100 - 4200): Personnel services: 0100 Salaries, regular 1,955,445 1,926,211 2,026,592 2,097,474 2,211,720 114,246 5.45% 0110 Overtime 116,105 121,184 175,215 99,700 102,700 3,000 3.01% 0300 Social Security 32,805 33,849 35,387 38,797 41,575 2,778 7.16% 0321 PERA 330,848 352,162 368,083 377,488 396,459 18,971 5.03% 0400 Group insurance 287,279 291,574 287,419 357,720 362,400 4,680 1.31% 0500 Workers compensation 89,376 96,319 115,460 156,273 212,476 56,203 35.96% 0600 Unemployment - 656 - - - - - 0.00% Total personnel services 2,811,858 2,821,955 3,008,156 3,127,452 - 3,327,330 199,878 6.39% Materials & Supplies 1230 Supplies, equipment 7,083 4,872 9,907 6,100 7,100 1,000 16.39% 1600 Supplies, operating 10,976 11,577 10,363 12,200 12,200 - 0.00% 1700 Motor, fuels & lubricants 33,828 34,496 35,226 44,275 60,375 16,100 36.36% 2100 Books & periodicals 185 143 55 300 300 - 0.00% 2400 Uniforms & clothing 22,140 23,486 27,451 23,780 24,700 920 3.87% Total materials & supplies 74,212 74,574 83,002 86,655 - 104,675 18,020 20.80% Contractual services 3020 Legal, prosecuting attorney 73,500 73,500 73,500 75,000 75,000 - 0.00% 3030 Other professional services 4,263 5,461 5,502 9,850 9,850 - 0.00% 3050 Dispatching 94,793 96,808 91,002 99,274 99,274 - 0.00% 3055 Information systems fees 2,830 1,795 2,611 4,955 4,955 - 0.00% 3070 COPS events 9,332 5,260 8,430 15,000 15,000 - 0.00% 3080 Veternarian services 2,685 906 2,683 2,000 2,000 - 0.00% 3100 Telephone 12,373 15,885 17,960 18,590 18,590 - 0.00% 3210 Electricity 436 434 449 450 450 - 0.00% 3430 Printing 108 - - 400 400 - 0.00% 3610 Memberships 2,045 2,551 1,991 1,656 1,656 - 0.00% 3630 Training 20,574 22,843 28,087 31,870 31,870 - 0.00% 4800 Insurance & bonds 147,549 57,482 56,635 59,500 59,500 - 0.00% 5100 Technology maintenance 64,339 76,267 92,955 95,496 109,803 14,307 14.98% 5130 Maintenance, equipment 4,673 2,953 1,873 9,840 9,840 - 0.00% Total contractual services 439,500 362,145 383,678 423,881 - 438,188 14,307 3.38% Total police 3,325,570 3,258,674 3,474,836 3,637,988 - 3,870,193 232,205 6.38% 513,712 436,719 466,680 510,536 542,863 17 und: 100 Department: 4200 Police Account Description 2020 2021 2022 2023 Description 1230 Supplies, equipment < $5000 3,000 3,000 3,000 3,000 Miscellaneous office equipment - - - 1,000 40 mm launcher 800 800 800 800 Alco-sensor portable breath test (PBT's) ($800 each) 2,300 2,300 2,300 2,300 light bar $2,300 6,100 6,100 6,100 7,100 1600 Supplies, operating 3,000 3,000 3,000 3,000 Photo print supplies, fire extinguishers, gloves, inkjet cartridges, toner, etc. 1,200 1,200 1,200 1,200 K9 Food 500 500 500 500 Portable radio batteries (10) @ $50 6,000 6,000 7,500 7,500 Batteries, breathalyzer parts, DVD's & CD's, disinfectant, simulation ammo ammunition, crime scene tape, emergency blankets, etc. 10,700 10,700 12,200 12,200 1700 Motor, fuels, & lubs - 41,600 35,650 42,625 58,125 Unleaded gas 15,500 gallons @ $3.75/gal. 1,650 1,380 1,650 2,250 K9 take home car gas 600 gallons @ $3.75 43,250 37,030 44,275 60,375 2100 Books & periodicals 300 300 300 300 Traf, law, crim. law, HR, employ. law, school year books, & misc. books 300 300 300 300 2400 Uniforms & clothing 800 820 860 900 Chief 800 820 860 900 Deputy Chief 4,000 4,000 4,000 4,000 Initial officer set-ups replacing up to two retiring officers 15,200 15,580 16,340 17,100 16 officers @ $820, 3 sgts @ $820 - 2020 ($840-2021, $860-2022) 720 720 720 800 Admin. assistant, Records tech, 2@$360 1,000 1,000 1,000 1,000 Traffic vests, Taser holsters, & misc items 22,520 22,940 23,780 24,700 3020 Legal, prosecuting attorney 75,000 75,000 75,000 75,000 Retainer ($6,125 per month)(misc charges $1,500) 75,000 75,000 75,000 75,000 3030 Other professional services 900 900 900 900 Tobacco compliance project 150 150 150 150 Hazardous material disposal fee 1,400 1,400 1,400 1,400 Lab fees, blood tests, physical tests, video, misc. - - 5,000 5,000 Mental Health Service (annual) 240 1,400 1,400 1,400 Automated Pawn service 1,000 1,000 1,000 1,000 Civil Service and medical testing for new officers 3,690 4,850 9,850 9,850 3050 Dispatching 96,808 102,053 99,274 99,274 Ramsey County dispatching (5% estimated increase) 96,808 102,053 99,274 99,274 3055 Informational systems fees 2,080 2,080 2,080 2,080 State service fee - CJDN ($510 per quarter) 2,350 2,350 2,350 2,350 BCA connectivity charge thm Ramsey Cry for CAD 525 525 525 525 IACP.net ($525 annual) 4,955 4,955 4,955 4,955 3070 COPS events/outreach 6,000 6,000 15,000 15,000 NNO, child ID, stickers, shop, bowl, other outreach, COP House ($9,000) 6,000 6,000 15,000 15,000 3080 Veterinarian services 1,000 1,000 1,000 1,000 Veterinary impound services 1,000 1,000 1,000 1,000 K9 vet services 2,000 2,000 2,000 2,000 3100 Telephone 12,348 12,348 12,348 12,348 Cell phones (increase from 14 to 21 phones$49 per)(all smart) 6,242 6,242 6,242 6,242 Air cards for squads CAD (13) at $40.01 per month 18,590 18,590 18,590 18,590 3210 Electricity 320 450 450 450 Civil defense siren's electricity 320 450 450 450 W. THIS PAGE LEFT BLANK INTENTIONALLY 19 Fund: 100 Department: 4200 Police Account Description 2020 2021 2022 2023 Description 3430 Printing 400 400 400 400 Dept manual, Emergency management manual, business cards, 400 400 400 400 3610 Memberships 75 75 75 75 Tri-County Investigator Association 45 45 45 45 Mn Crime Prevention Association 420 420 420 420 Mn Police chiefs 150 150 150 150 IACP (International Association of Chief of Police) 36 36 36 36 MN Sex Crime Investigators Assoc. 30 30 30 30 Natl. Assoc. School Resource Officers 200 200 200 200 K9 memberships - - - - Notary commission (3 year due in 2021)($120+$20) 630 630 630 630 POST license reimbursement 7 @ $90 35 35 35 35 Prof. Law Enforcement Admin. Assoc. 35 35 35 35 National Association of Town Watch 1,656 1,656 1,656 1,656 3630 Training 710 710 710 710 MN Chiefs conference 2@$355 400 400 400 400 BCA/CJDN training (new records tech) 450 450 450 450 Intox certification (6@$75) 1,000 1,500 1,500 1,500 Range Rental 400 400 400 400 MN Sex Crimes Investigators Assoc Conference 2,000 2,000 2,000 2,000 Tuition reimbursement 3,000 3,000 3,000 3,000 Supervisor training - 9,400 9,400 9,400 New K9 (If the foundation does not fund) 2,800 2,000 2,000 2,000 K9 training 600 600 600 600 Emergency Management training 5,000 5,000 5,000 5,000 Employee development courses 4,000 4,000 4,000 4,000 Ramsey County SWAT Training and Equipment (New for 2019) 1,615 1,615 1,615 1,615 Patrol on-line program 795 795 795 795 Post training for officers at Century College (1 officers) 22,770 31,870 31,870 31,870 4800 hnsurance & bonds 25,000 25,000 25,000 25,000 Liability and automotive insurance 14,500 14,500 14,500 14,500 Insurance per MN Statute 299A.465 (disability pension eligible employees) 20,000 20,000 20,000 20,000 Allowance for insurance policy deductibles 59,500 59,500 59,500 59,500 5100 Technology - maintenance - - - - Computer network & technology assistance - Roseville (consolidated below) agreements & support 1,000 1,000 1,000 1,000 Copier maintenance + overages 4,000 2,000 2,000 2,000 Automatic License plate reader maintenance 2,500 2,500 2,500 2,500 Taser Maintenance 5,000 5,000 5,000 8,000 Watch Guard body camera maintenance 2,500 2,500 2,500 2,500 Body Camera Server maint. (transition to cloud in 24 annual maint. $12,000) 7,396 9,582 10,378 10,378 Milestone video maintenance and licenses 5,552 5,253 6,340 6,340 NetMotion 2 factor authentication 33,598 35,278 38,100 49,407 IT support for squad computers and other technology (Metro INet) 362 380 399 399 CAD interface (Tritech)(5%)($344 - 2019) 24,742 25,980 27,279 27,279 Records mgt system and ticket writer annual maintence (Tritech)(5%) 86,650 89,473 95,496 109,803 5130 Repairs, equipment 2,579 2,579 2,579 2,579 Misc. equipment repair - defibs, cameras, recorders, fax, printers. - - 2,000 2,000 Rockwall replacement cables 800 800 800 800 Fire extinguisher recharging and inspection 1,000 1,000 1,000 1,000 Civil Defense siren repair & maint. (all 3 have been upgraded 17, 18) 2,000 2,000 2,000 2,000 Radio repair (one-time reprogramming fee $50) 1,461 1 1,461 1 1,461 1 1,461 800 MHZ radio licenses fees 39 @ 3.12 per month 7,840 1 7,840 1 9,840 1 9,840 469,049 481,707 510,536 542,863 5.78% 2.70% 5.98% 6.33% 20 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Budtet Budget Actual Request Dollar Percent Fire (100 - 4210): Contractual services 3030 Fire inspection services 6,175 2,050 - 2,000 2,000 - 0.00% 3032 Contractual fire services 451,352 463,476 444,872 480,656 481,585 929 0.19% 3050 Dispatching 10,455 5,463 5,628 5,796 5,970 174 3.00% Total contractual services 467,982 470,989 450,500 488,452 - 489,555 1,103 0.23% Capital outlays: 7040 Vehicles & equipment 59,761 51,194 7,440 84,630 85,000 370 0.44% Total capital outlays 59,761 51,194 7,440 84,630 - 85,000 370 0.44% Debt Service: 8010 Principal 133,793 144,782 162,551 148,025 115,475 (32,550)-21.99% 8020 Interest 32,319 18,254 - 9,991 5,634 (4,357)-43.61% Total debt service 166,112 163,036 162,551 158,016 - 121,109 (36,907)-23.36% Total Fire 693,855 685,219 620,491 731,098 - 695,664 (35,434) -4.85% 695,664 2013 Fire Improvement Refunding Bonds will be retired in 2025 2017 Equipment Certificates will be retired in 2022 2018 Equipment Certificates will be retired in 2023 21 Fund: 100 Department: 4210 J1 Account Description 2020 2021 Fire 2022 2023 Description 3030 Fire inspection services 2,000 2,000 2,000 2,000 Contractual fee for Fire Marshalling services (SBM) 2,000 2,000 2,000 2,000 3032 Contractual fire services 464,451 461,824 480,656 481,585 Share joint fire dept. costs (fixed @ 15.50%) 464,451 461,824 480,656 481,585 3050 Dispatching 5,305 5,465 5,796 5,970 Anoka County dispatching fee R8810 annual 3% increases 5,305 5,465 5,796 5,970 7040 Capital, vehicles & equipment 77,430 7,560 84,630 85,000 Share of joint fire department's capital costs 77,430 7,560 84,630 85,000 8010 8020 Principal - Fire bond - Blaine Principal - Equip Certs - SLP Principal - Equip Certs - Blaine Interest - Fire bond - Blaine Interest - Equip Certs - SLP Interest - Equip Certs - Blaine 76,791 35,196 32,796 9,759 3,240 1 5,256 75,950 34,875 33,325 7,967 2,116 1 4,139 77,500 35,650 34,875 6,448 1,070 2,473 79,825 - 35,650 4,898 - 736 15.500% of prin pymt on 2013 refunding Fire bonds 15.500% of prin pymt on 2017 Equip Certs 15.500% of prin pymt on 2018 Equip Certs 15.500% of int pymt on 2013 refunding Fire bonds 15.500% of int pymt on 2017 Equip Certs t 5.500% of int pymt on 2018 Equip Certs 163,038 158,372 158,016 1 121,109 Using 15.500% 712,224 635,221 731,098 695,664 4.07%-10.81% 15.09% -4.85% 22 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Parks Maintenance (100 - 4360): Personnel services 0100 Salaries, regular 130,553 161,400 222,607 217,131 225,901 8,770 4.04% 0110 Overtime, regular 14,277 9,475 20,476 9,308 9,743 435 4.67% 0150 Salaries, part-time 25,933 32,265 22,863 35,392 38,710 3,318 9.38% 0300 Social Security 12,943 15,349 20,066 20,029 20,987 958 4.78% 0321 PERA 10,627 12,224 16,768 16,983 17,673 690 4.06% 0400 Group insurance 21,992 21,933 34,597 42,480 42,480 - 0.00% 0500 Workers compensation 9,261 12,354 11,757 16,670 21,032 4,362 26.17% Total personnel services 225,586 265,000 349,134 357,993 - 376,526 18,533 5.18% Materials & supplies: 1210 Supplies, bldgs & grnds 12,955 12,252 11,976 12,600 14,600 2,000 15.87% 1220 Supplies, vehicles & mowers 4,611 7,224 9,254 6,500 7,000 500 7.69% 1230 Supplies, equipment 13,572 14,042 8,881 13,250 14,850 1,600 12.08% 1600 Supplies, operating 6,774 8,074 10,647 11,000 24,700 13,700 124.55% 1700 Motor fuels & lubs 6,761 7,794 8,367 9,020 12,300 3,280 36.36% 2400 Uniforms & clothing 1,238 2,637 2,710 1,050 1,150 100 9.52% 2410 Mats & towels 608 629 637 728 728 - 0.00% Total materials & supplies 46,519 52,652 52,472 54,148 - 75,328 21,180 39.12% Contractual services: 3030 Other professional services 10,001 9,845 6,785 10,260 1,880 (8,380) -81.68% 3100 Telephone 1,409 1,636 1,348 1,206 1,800 594 49.25% 3200 Water & sewer 7,734 9,307 8,891 6,500 6,500 - 0.00% 3210 Electricity 9,849 9,657 14,274 10,500 10,500 - 0.00% 3220 Natural gas 6,144 4,904 4,614 5,200 5,200 - 0.00% 3610 Memberships - - 400 100 - 100 - 0.00% 3630 Training & conferences 2,395 220 1,889 3,420 5,120 1,700 49.71% 3900 Grants & subsidies 11,500 11,573 11,500 11,500 11,500 - 0.00% 4010 Rental, equipment 1,195 2,628 56 2,000 2,000 - 0.00% 4030 Portable restrooms 5,354 5,256 7,065 6,000 6,000 - 0.00% 4800 Bonding & insurance 10,974 14,118 12,000 15,000 15,000 - 0.00% 5110 Repairs, bldg & grounds 3,769 12,270 14,674 9,690 9,690 - 0.00% 5130 Repairs, equipment - 344 - - - - - 0.00% Total contractual services 70,324 81,758 83,496 81,376 - 75,290 (6,086) -7.48% Total Parks 342,429 399,410 485,102 493,517 - 527,144 33,627 6.81% 116,843 134,410 135,968 135,524 150,618 150,618 23 Fund: 100 Department: 4360 Parks Account Description 2020 2021 2022 2023 Description 1210 Supplies, bldgs & grounds 200 200 200 200 Replace bleacher parts 200 200 200 200 Repair hockey boards, gates 300 300 300 300 Sod 2,000 2,000 2,000 2,000 MV Blvd. trailway landscaping mulch, shrubs, and plants 500 500 500 500 Janitorial supplies 150 150 150 150 Snow shovels 200 200 200 200 Ice melt 500 500 500 500 Round up 500 500 500 500 Perennial flowers for park signs 1,500 1,500 1,500 1,500 Damaged building components (windows, locks, etc.) 300 300 300 300 Graffiti remover 250 250 250 250 Goose repellent 2,000 2,000 2,000 2,000 Replace irrigation heads 2,000 2,000 2,000 2,000 City Hall Park sign (estimate) 2,000 2,000 2,000 4,000 Seed, fertilizer 12,600 12,600 12,600 14,600 1220 Supplies, vehicles 3,500 3,500 3,500 3,500 Oil filters, mower blades, tires, vehicle registration fees, 3,000 3,000 3,000 3,500 Miscellaneous repairs 6,500 6,500 6,500 7,000 1230 Supplies, equipment < $5000 250 250 250 250 Drinking fountain parts 250 250 250 250 Field Lights 250 250 250 250 Park signage 1,000 1,000 1,000 1,000 Bases, jox boxes, etc. 600 700 700 700 Chain saw (emergency only)(every 2 years)(weed whip) - - 2,000 2,000 Replace trash cans ($397 each) - - 4,400 4,400 Grills (CH, Silver View) Ash recepticles (Groveland, Hillview, CH, Random) 4,500 4,400 4,400 6,000 Replace park equipment, fixtures and misc parts, splash pad parts 6,850 6,850 13,250 14,850 1600 Supplies, operating 3,000 2,800 2,800 2,800 Fiber fill for play lots & courts 200 300 300 1,000 Herbicide 2,000 1,800 1,800 1,800 Wood chips for trees 500 700 700 1,500 Ag-lime, black dirt, seed, and surface drying compound for fields 300 500 500 - Surface drying compound - - - 3,000 Splash Pad chemicals 800 800 800 800 Nets 3,100 2,900 2,900 3,100 Field paint & chalk (partially reimb by school district) 700 700 700 700 Landscaping materials - - - 9,500 Broadleaf control supplies (moved in-house from acct. 3030) 400 500 500 500 Hand tools (batteries for hand tools) I1,000 11,000 11,000 24,700 1700 Motor fuels & lubes 6,050 5,060 6,050 8,250 2,200 gallons of unleaded gas @ $3.75 2,925 2,610 2,970 4,050 900 gallons of diesel fuel @ $4.50 8,975 7,670 9,020 12,300 2400 Uniforms & clothing 350 350 350 350 Clothing allowance 2.0 FIFE 500 500 500 500 Uniforms 18.2% of $4,500 200 200 200 300 Safety glasses, masks, ear protection, etc. 1,050 1,050 1,050 1,150 2410 Mats & towels 728 728 728 728 Share of floor mats and shop towels 18.2% of $4,000 728 728 728 728 3030 Other professional services 240 240 240 240 Fire extinguisher inspection/maint. (2@ $120) 1,400 1,400 1,400 1,400 Fire sprinkler testing 120 240 240 240 Backflow prevention testing (3@ $80) 8,380 8,380 8,380 Broadleaf control (moved to acct. 1600 will do in-house) 10,140 10,260 10,260 1,880 24 THIS PAGE LEFT BLANK INTENTIONALLY 25 Fund: 100 Department: 4360 Parks (continued) Account Description 2020 2021 2022 2023 Description 3100 Telephone 1,206 1,206 1,206 1,800 Cellular phones (13.1% of $9,200)(Add tablet in 2023) 850 850 - GPS units for mowers (split with dept 4472) 2,056 2,056 1,206 1,800 3200 Water & wastewater 6,500 6,500 6,500 6,500 Parkland irrigation & park bathrooms 6,500 6,500 6,500 1 6,500 3210 Electricity 12,000 12,000 10,500 10,500 Est. 5 park buildings, park sec. lighting, court & field lighting & splash pad 12,000 12,000 10,500 10,500 3220 Natural gas 4,800 4,800 5,200 5,200 Heating cost for Random, Hillview, Groveland, & Lambert Park bldgs. 4,800 4,800 5,200 5,200 3610 Memberships 50 50 100 100 Playground inspector license (2) 50 50 100 100 3630 Training & conferences 75 75 75 75 Computer classes 100 100 100 100 Hearing tests/RTN training (2@$50) 60 60 60 60 Maintenance EXPO 110 110 110 110 Loss control workshops 1,600 1,600 1,900 1,900 Playground inspection training (Certified Playground Safety Inspector CPSI) 375 375 375 375 Equipment training (18.2% of $2,050) - - 600 1,800 Green Expo 200 200 200 700 Certified Pesticide Operator (every 5 years)(2) 2,520 2,520 3,420 5,120 3900 Grants & subsidies 11,500 11,500 11,500 11,500 Lakeside Park share of operating costs 11,500 11,500 11,500 11,500 4010 Rental, equipment 2,000 2,000 2,000 2,000 Tools and equipment (sod cutter, chipper, concrete mixer, etc...) 2,000 2,000 2,000 2,000 4030 Portable restrooms 5,500 5,500 6,000 6,000 For May thm Oct, plus special events such as tournaments, & extra cleanings and insurance 5,500 5,500 6,000 6,000 4800 Bonding & insurance 11,000 11,000 11,000 11,000 Insurance policy premiums 4,000 4,000 4,000 4,000 Allowance for insurance policy deductibles 15,000 15,000 15,000 15,000 5110 Repairs, bldgs & grounds 750 750 750 750 Windows, doors, & lock repairs 1,000 1,000 1,000 1,000 Building exterior repairs 1,500 1,500 1,500 1,500 Irrigation system repairs 1,000 750 750 750 Field light repairs 2,500 3,000 3,000 3,000 Repairs to playground equipment 1,500 1,250 1,250 1,250 Repairs to furnaces, plumbing, phones, electrical, etc 1,440 1,440 1,440 1,440 HVAC preventive maintenance agreement (4 park buildings) 9,690 9,690 9,690 9,690 129,459 128,274 13 5, 524 150,618 3.21% -0.92% 5.65% 11.14% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 115,597 118,510 121,786 125,163 26 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Forestry (100 - 4380): Personnel services 0100 Salaries, regular 2,773 3,647 6,410 6,985 7,434 449 6.43% 0110 Overtime, regular 202 135 115 - - - 0.00% 0300 Social Security 225 286 503 534 569 35 6.55% 0321 PERA 226 289 494 524 558 34 6.49% 0400 Group insurance 561 516 1,168 1,440 1,440 - 0.00% 0500 Workers compensation 151 315 302 441 571 130 29.48% Total personnel services 4,138 5,188 8,992 9,924 - 10,572 648 6.53% 0.00% Materials & supplies 1200 Supplies, landscaping 5,287 5,488 5,920 9,400 9,400 - 0.00% 1210 Supplies, bldgs & grnds - - - - - - - 0.00% Total materials & supplies 5,287 5,488 5,920 9,400 - 9,400 - 0.00% Contractual services 3030 Professional services 6,476 5,000 4,200 9,000 7,500 (1,500) -16.67% 3520 Tree removal (offset by charges) 28,284 48,216 45,124 48,000 48,000 - 0.00% 3630 Training & conferences - 200 768 1,820 - 2,420 600 Total contractual services 34,760 53,416 50,092 58,820 - 57,920 (900) -1.53% Total Forestry 44,185 64,092 65,004 78,144 - 77,892 (252) -0.32% 40,047 58,904 56,012 68,220 67,320 67,320 27 Fund: 100 Department: 4380 Forestry Account Description 2020 2021 2022 2023 Description 1200 Supplies, landscaping 400 400 400 400 Landscaping materials 1,500 1,500 1,500 1,500 Small trees to replace damaged trees 2,500 2,500 2,500 2,500 Large trees - storm damage replacement 800 800 800 800 Forestry equipment (saw, chaps, chains) 4,200 4,200 4,200 4,200 Ash tree replacement trees (EAB) 9,400 9,400 9,400 9,400 3030 Professional services 5,000 5,000 5,000 3,500 Tree trimming 500 500 500 500 Asset mgt. software 1,500 1,500 1,500 1,500 Forestry consulting/testing 2,000 2,000 2,000 2,000 Tree injections (Ash every 2 years) 9,000 9,000 9,000 7,500 3520 Tree removal 25,000 25,000 48,000 1 48,000 Remove or treat diseased trees (offset by charges 100-3432) 25,000 25,000 48,000 48,000 3630 Training & memberships 800 800 800 800 Tree Inspector training - - 120 120 ISA membership 600 600 600 600 Arborist Test 300 300 300 900 Tree Inspector license (3) 1,700 1,700 1 1,820 2,420 45,100 45,100 68,220 67,320 0.00% 0.00% 51.26% -1.32% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 62,075 60,440 59,450 60,772 W. 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Public Works Administration (100-4410): Personnel services: 0100 Salaries, regular 118,944 89,909 91,464 95,331 105,821 10,490 11.00% 0110 Salaries, overtime 2,577 1,110 978 - - - 0.00% 0300 Social Security 8,684 6,769 6,870 7,060 7,831 771 10.92% 0321 PERA 8,845 6,816 6,747 6,920 7,678 758 10.95% 0400 Group insurance 9,800 11,059 11,092 14,340 14,520 180 1.26% 0500 Workers compensation 1,456 802 417 687 875 188 27.37% Total personnel services 150,306 116,465 117,568 124,338 - 136,725 12,387 9.96% Materials & supplies: 1600 Operating supplies 176 2400 Uniforms & clothing 134 2410 Mats & towels 46 Total materials and supplies 356 Contractual services: 3030 Other professional services 805 3100 Telephone 719 3610 Memberships 550 3630 Training & conferences 970 3800 Mileage reimbursement - 262 449 800 800 - 0.00% 105 150 150 150 - 0.00% 48 49 - - - 0.00% 415 648 950 - 950 - 0.00% 976 352 900 900 - 0.00% 579 853 773 773 - 0.00% 400 - 1,610 1,610 - 0.00% 140 1,656 895 895 - 0.00% - - 100 100 - 0.00% Total contractual services 3,044 2,095 2,861 4,278 - 4,278 - 0.00% Total public works administration 153,706 118,975 121,077 129,566 - 141,953 12,387 9.56% 3,400 2,510 3,509 5,228 5,228 5,228 29 Fund: 100 Department: 4410 Public Works Adminstration Account Description 2020 2021 2022 2023 Description 1600 Operating Supplies 600 800 800 800 Office supplies 600 800 800 800 2400 Uniforms & clothing 150 150 150 150 33% of Supervisor's uniform cost. 150 150 150 150 3030 Other professional services 100 100 100 100 Physicals & drug testing - new employee 500 500 500 500 Asset mgt software 300 300 300 300 Drug & alcohol testing - federal mandate 900 900 900 900 3100 Telephone 773 773 773 773 Cellphone (8.4% of $9,200) 773 773 773 773 3610 Memberships/license fee 400 400 400 400 American Public Works Association memb. (APWA) (1/2 of $800) 60 60 60 60 City Engineer's Association of MN (CEAM) 200 200 200 200 Safe Assure - - 500 500 Minnesota Parks & Recreation Association (MPRA) 450 450 National Rereations & Parks Association (NRPA) 660 660 1,610 1,610 3630 Training & conferences 500 500 500 500 CEAM / APWA conferences 50 50 50 50 Computer classes/Web training 15 15 15 15 Hearing tests/RTN training (34 FTE@$50) 30 30 30 30 Maintenance Expo 200 200 200 200 Required continuing education seminars 100 100 100 100 Supervisor training 895 895 895 895 3800 Mileage reimbursement 150 100 100 100 vehicle mileage reimbursement 150 100 100 100 4,128 4,278 5,228 5,228 6.58% 3.63% 22.21% 0.00% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 3,925 3,927 4,049 4,205.10 30 2023 Budget Summary 2019 Actual Building & Grounds Maintenance (100 - 4460): Personnel services: 0100 Salaries, regular 9,931 0110 Salaries, overtime 1,145 0300 Social Security 826 0321 PERA 818 0400 Group insurance 1,893 0500 Workers compensation 843 Y-T-D 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Budget Actual Request Dollar Percent 11,882 9,734 13,703 14,493 790 5.77% 880 1,235 864 928 64 7.41% 966 831 1,115 1,179 64 5.74% 921 774 1,093 1,157 64 5.86% 174 403 3,240 3,240 - 0.00% 847 557 767 790 23 3.00% Total personnel services 15,456 15,670 13,534 20,782 - 21,787 1,005 4.84% Materials & supplies: 1210 Supplies, building & grounds 1220 Supplies, vehicles 1230 Supplies, equipment 1600 Supplies, operating 1700 Motor fuels & lubricants 2400 Uniforms & clothing 2410 Mats & towels Total materials & supplies Contractual services: 3030 Other professional services 3100 Telephone 3200 Water & sewer 3210 Electricity 3220 Natural gas 3530 Refuse collection 4010 Rental, equipment 4800 Insurance 5110 Repairs, bldgs & grounds 5130 Repairs, equipment Total contractual services Capital outlays 7030 Equipment Total capital outlays Total buildings & grounds 5,950 2,551 1,542 11,172 11,172 - 0.00% - - 24 - - - - 0.00% 1,114 784 695 2,000 2,000 - 0.00% 7,513 11,621 5,222 5,300 5,900 600 11.32% 356 - - - - - 0.00% 509 36 52 117 117 - 0.00% 75 16 15 1,000 1,000 - 0.00% 15,517 15,008 7,550 19,589 - 20,189 600 3.06% 29,634 44,297 50,377 15,972 20,260 4,288 26.85% 202 1,294 218 129 129 - 0.00% 416 1,091 846 1,000 1,000 - 0.00% 29,325 30,422 33,506 23,500 30,000 6,500 27.66% 19,818 19,501 18,625 17,000 18,500 1,500 8.82% 10,867 10,181 9,574 8,880 10,000 1,120 12.61% 237 - - 200 200 - 0.00% 5,121 5,878 5,600 7,000 7,000 - 0.00% 6,742 21,476 30,521 17,455 20,905 3,450 19.77% 10,008 6,253 8,909 6,000 6,000 - 0.00% 112,370 140,393 158,176 97,136 - 113,994 16,858 17.36% 127,887 155,401 165,726 116,725 134,183 134,183 - 0.00% - 0.00% 143,343 171,071 179,260 137,507 - 155,970 18,463 13.43% 31 Fund: 100 Department: 4460 Building & Ground Maintenance Account Description 2020 2021 2022 2023 Description 1210 Supplies, bldgs & grounds 3,400 3,400 3,400 3,400 Bldg repairs, cleaning/heating supplies, batteries 7,772 7,772 Genesis Air bulbs (HVAC) 3,400 3,400 11,172 11,172 1230 Supplies, equipment < $5000 2,000 2,000 2,000 2,000 Repair parts, filters, hoses, etc., office furniture 2,000 2,000 2,000 2,000 1600 Supplies, operating 1,700 1,700 1,700 1,700 Cleaning supplies 150 150 150 150 Lumber & fasteners 300 300 300 300 Repair items & hardware 300 300 300 300 First aid supplies 200 200 200 200 Light bulbs & ballasts 950 950 950 950 Paper supplies 600 600 600 600 Mechanical items, fans, motors, etc 400 400 400 1,000 Office supplies 700 700 700 700 Paint & supplies - parking lot & building 5,300 5,300 5,300 5,900 2400 Uniforms & clothing 81 81 81 81 Uniforms (1.8% of $4,500) 36 36 36 36 Clothing & boot allowance (.20 @$175) 117 117 117 117 2410 Mats & towels 90 90 90 90 Share of floor mats and shop towels (1.8% of $5,000) 910 910 910 910 Floor mats at CH ($45/month) 1,000 1,000 1,000 1,000 3030 Other professional services 180 400 400 400 Backflow prevention testing (5@$80) 60 60 60 60 Boiler & pressure vessel registration program 6,212 6,212 6,212 9,500 HVAC maintenance (City Hall & PW facilities) 20,400 20,400 - - City Hall cleaning contract (renews in 2019)(moved in house) 4,400 4,400 - - PW cleaning contract (new)(moved in house) 3,500 3,500 3,500 3,500 Carpet cleaning, floor striping & waxing (2 times) 1,800 1,800 1,800 1,800 Alarm testing and monitoring 1,200 1,200 1,200 1,200 Pest control (12@$100) - 1,800 1,800 2,800 Service contract for generator 600 1,000 1,000 1,000 Fire extingiusher inspection/service (30@$20) Toxalet testing 38,352 40,772 15,972 20,260 3100 Telephone 129 129 129 129 Cellphone (1.6% of $7,500)($9,200) 129 129 129 129 3200 Water & Sewer 1,000 1,000 1,000 1,000 Service at City Hall and Public Works buildings 1,000 1,000 1,000 1,000 3210 Electricity 23,500 23,500 23,500 30,000 Electricity at City Hall and Public Works buildings 23,500 23,500 23,500 30,000 3220 Natural gas 17,000 17,000 17,000 18,500 Natural gas at City Hall and Public Works buildings 17,000 17,000 17,000 18,500 3530 Refuse collection 196 196 196 196 Hazardous waste disposal, Lamps $100, batteries $30 264 264 264 264 Hazardous waste annual fee (State of MN PCA) 470 470 470 470 Hazardous waste generator license fee (Ramsey County) 150 150 150 150 Used oil filters ($100 in vehicle maint.) 7,800 7,800 7,800 8,920 Facility dumpsters, city hall, public works 8,880 8,880 8,880 10,000 4010 Rental, equipment 200 200 200 200 Misc. rentals 200 200 200 200 4800 Bonding & insurance 5,500 5,500 5,500 5,500 Insurance policy premiums 1,500 1,500 1,500 1,500 Allowance for insurance policy deductibles 7,000 7,000 7,000 7,000 5110 Repairs, bldgs & grounds 1,500 1,500 1,500 4,500 Door & gate opener repairs 4,755 4,755 4,755 4,755 Building repairs 750 750 750 1,200 Elevator maintenance & repairs 100 100 100 100 MN DOL operating permit - elevator 350 350 350 350 Fire sprinklers & alarm repairs 10,000 1 10,000 10,000 10,000 General building & ground maintenance 17,455 17,455 1 7,455 1 20,905 5130 Repairs, equipment 6,000 6,000 6,000 6,000 HVAC, plumbing & electrical repairs 6,000 6,000 6,000 6,000 1 131,333 133,753 116,725 134,183 10.60% 1.84%-12.73% 14.96% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 114,433 115,651 117,372 118,000 32 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Vehicle & Equipment Maintenance (100 - 4465): Personnel services: 0100 Salaries, regular 42,045 43,851 44,836 45,779 47,154 1,375 3.00% 0110 Salaries, overtime 1,903 2,140 2,169 684 704 20 2.92% 0300 Social Security 2,994 3,043 3,183 3,554 3,661 107 3.01% 0321 PERA 3,278 3,478 3,467 3,484 3,590 106 3.04% 0400 Group insurance 7,847 8,183 8,370 10,224 10,440 216 2.11% 0500 Workers compensation 1,820 1,875 1,489 2,061 1,926 (135) -6.55% Total personnel services 59,887 62,570 63,514 65,786 - 67,475 1,689 2.57% Materials & supplies: 1220 Supplies, vehicles 14,535 31,027 28,050 27,450 30,195 2,745 10.00% 1230 Supplies, equipment 5,739 4,798 6,437 11,000 8,500 (2,500) -22.73% 1600 Supplies, operating 7,133 7,818 3,515 7,500 7,950 450 6.00% 1700 Motor fuels & lubricants - unleadf 3,649 3,431 4,863 3,300 4,800 1,500 45.45% 1701 Motor fuels & lubricants - diesel - - - - - - 0.00% 2400 Uniforms & clothing 584 711 366 305 305 - 0.00% 2410 Mats & towels 198 205 207 220 220 - 0.00% Total materials & supplies 31,838 47,990 43,438 49,775 - 51,970 2,195 4.41% Contractual services: 3030 Other professional services - 71 1,728 - - 0.00% 3100 Telephone 407 416 437 387 387 - 0.00% 3530 Refuse collection - 50 - 100 - 100 - 0.00% 3610 Memberships 1,728 16 - 100 100 - 0.00% 3630 Training 50 130 306 1,810 1,810 - 0.00% 4010 Rental, equipment - - 85 100 - 100 - 0.00% 5120 Repairs, vehicles 17,016 21,330 16,627 17,050 18,550 1,500 8.80% 5130 Repairs, equipment 2,455 3,533 3,800 9,500 9,500 - 0.00% Total contractual services 21,656 25,546 22,983 29,047 - 30,547 1,500 5.16% Total vehicle & equipment maintenance 113,381 136,106 129,935 144,608 - 149,992 5,384 3.72% 53,494 73,536 66,421 78,822 82,517 82,517 33 Fund: 100 Department: 4465 Vehicle & Equipment Maintenance Account Description 2020 2021 2022 2023 Description 1220 Supplies, vehicles 200 200 200 200 Brake fluid 700 700 1,300 1,500 Misc parts, fastners 500 500 500 550 Anti freeze 300 300 300 300 Air conditioning gas 500 500 1,100 1,400 Headlamps, spots, & bulbs 1,000 1,000 1,600 1,800 Tune up items 500 500 500 550 Wiper blades & fluid 2,250 2,250 2,850 3,200 Minor repairs, rebuilds 2,000 2,000 2,600 2,900 Automotive parts 2,500 2,500 2,900 3,400 Filters: oil, air, fuel, transmission 2,500 2,500 3,100 3,500 Brake pads & shoes 10,000 10,000 10,500 10,895 Tires & batteries 22,950 22,950 27,450 30,195 1230 Supplies, equipment < $5000 3,000 3,000 3,000 3,000 Small equipment time up items, hand tools 1,000 1,000 1,000 1,500 Filters belts & hoses 1,000 1,000 1,000 1,500 Hydraulic system repairs - - 3,500 - Band saw 2,500 2,500 2,500 2,500 Vehicle Asset Management software 7,500 7,500 11,000 8,500 1600 Supplies, operating 2,000 2,000 2,000 2,000 Battery charger, Load tester 550 550 600 600 Welding supplies 750 750 800 800 Chains, clevises, & hitch pins 900 900 900 900 Equipment & vehicle cleaning supplies 700 700 700 700 Steel for repairs & fabrication 550 550 550 550 License tabs 950 950 950 1,200 Solvents & degreasers 1,000 1,000 1,000 1,200 Fastners & electrical supplies 7,400 7,400 7,500 7,950 1700 Motor fuels & lubricants 60 60 100 200 Gear Tube 200 200 200 300 ATF - 7 cases 500 500 500 800 Aftermarket additives 2,500 2,500 2,500 3,500 Engine oil: 280 gallons (synthetic) 3,260 3,260 3,300 4,800 2400 Uniforms & clothing 200 200 200 200 Uniforms 6% of $4,500) 105 105 105 105 Clothing and boot allowance (.6@$175) 305 305 305 305 2410 Mats & towels 220 220 220 220 Share of floor mats and shop towels (5.5% of $4,000) 220 220 220 220 3100 Communications 387 387 387 387 Cellular telephone (4.1% of $9,200) 387 387 387 387 3530 Refuse collection 100 100 100 100 Oil filter recycling ($150 in 4460-3530) 100 100 100 100 3610 Memberships 100 100 100 100 Vehicle inspection license renewal (DOT required) 100 100 100 100 3630 Training 30 30 30 30 Hearing test/RTN training (.6@$50) 30 30 30 30 Maintenance Expo 300 300 300 300 Misc training 200 200 1,200 1,200 ASE certifications 250 250 250 250 Vehicle inspection recertification (DOT required) 810 810 1,810 1,810 4010 Rental, equipment 100 100 100 100 Specialty tool & equipment rental 100 100 100 100 5120 Repairs, vehicles 8,000 8,000 8,000 8,500 Accident repairs 750 750 750 900 Alignments 1,000 1,000 1,000 1,200 Glass replacement 400 400 400 435 Radiator repairs, replacement 1,960 1,960 1,960 2,300 Tire repairs 1,200 1,200 1,200 1,200 Ignition scanner software update 1,740 1,740 1,740 1,815 Mitchell On Demand Software 2,000 2,000 2,000 2,200 Transmission repairs 17,050 17,050 17,050 18,550 5130 Repairs, equipment 500 500 500 500 Accident repairs 4,000 4,000 4,000 4,000 Oil testing 3,000 3,000 3,000 3,000 Mechanical repairs 2,000 2,000 2,000 2,000 Motor repairs 9,500 9,500 9,500 9,500 69,682 69,682 78,822 82,517 8.98% 0.00% 13.12% 4.69% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 52,830.40 55,477.10 57,952.30 61,617.50 34 2023 Budget Summary 2019 Actual Street Pavement Management (100 - 4470): Personnel services: 0100 Salaries, regular 125,650 0110 Salaries, overtime 5,222 0150 Salaries, part-time 7,451 0300 Social Security 10,195 0321 PERA 9,220 0400 Group insurance 12,980 0500 Workers compensation 8,020 0600 Unemployment - Y-T-D 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Budget Actual Request Dollar Percent 121,924 105,974 124,493 132,468 7,975 6.41% 6,128 3,228 3,657 3,987 330 9.02% 4,560 14,115 9,984 10,920 936 9.38% 9,488 9,108 10,531 11,236 705 6.69% 9,170 7,944 9,574 10,198 624 6.52% 13,933 13,205 19,080 19,080 - 0.00% 8,622 7,008 9,909 9,637 (272) -2.74% - - - - - - 0.00% Total personnel services 178,738 173,825 160,582 187,228 - 197,526 10,298 5.50% Materials & supplies: 1230 Supplies, equipment 6,205 1,242 841 1,950 1,950 - 0.00% 1240 Supplies, streets 4,840 5,627 4,754 6,500 6,500 - 0.00% 1260 Supplies, traffic control 992 - 560 900 900 - 0.00% 1600 Supplies, operating 1,103 559 1,308 2,000 2,000 - 0.00% 1700 Motor fuels & lubricants 9,465 8,003 9,603 7,865 10,725 2,860 36.36% 2400 Uniforms & clothing 1,765 1,627 1,590 1,211 1,211 - 0.00% 2410 Mats & towels 364 376 380 436 436 - 0.00% Total materials & supplies 24,734 17,434 19,036 20,862 - 23,722 2,860 13.71% Contractual services: 3030 Other professional services 19,225 13,405 13,323 16,450 16,950 500 3.04% 3100 Telephone 1,128 1,353 894 966 966 - 0.00% 3610 Memberships 210 200 200 215 230 15 6.98% 3630 Training & conferences 170 285 1,590 1,005 1,185 180 17.91% 4010 Rental, equipment 3,981 2,046 3,000 5,000 2,500 (2,500) -50.00% 4800 Insurance 4,536 5,206 4,960 6,200 6,200 - 0.00% 5130 Repairs, equipment 1,646 4,425 78 500 500 - 0.00% Total contractual supplies 30,896 26,920 24,045 30,336 - 28,531 (1,805) -5.95% Total street pavement management 234,368 218,179 203,663 238,426 - 249,779 11,353 4.76% 55,630 44,354 43,081 51,198 52,253 35 Fund: 100 Department: 4470 Pavement Management Account Description 2020 2021 2022 2023 Description 1230 Supplies, equipment < $5000 750 750 750 750 Safety vests and other safety equipment 1,000 500 - - Radio/hearing protection - - 800 800 Chainsaw 400 400 400 Hand tools 1,750 1,650 1,950 1,950 1240 Supplies, street repair 4,000 4,000 4,000 4,000 Asphalt & concrete for street patching & curb repair 1,000 1,000 1,000 1,000 Disposal 1,500 1,500 1,500 1,500 Bituminous tack coat/crack fill material 6,500 6,500 6,500 6,500 1260 Supplies, traffic control 400 400 400 400 Traffic cones/baracades 500 500 500 500 portable signs (traffic control) 900 900 900 900 1600 Supplies, operating 1,350 1,350 1,350 1,350 Asphalt hand tools, rakes, etc. 650 650 650 650 Batteries, shop supplies, etc. 2,000 2,000 2,000 2,000 1700 Motor fuels & lubricants 4,225 3,770 4,290 5,850 Diesel fuel: 1300 gallons @ $4.50 3,575 2,990 3,575 4,875 Unleaded fuel: 1300 gallons @ $3.75 7,800 6,760 7,865 10,725 2400 Uniforms & clothing 1,001 1,001 1,001 1,001 Uniforms (10.9% of $4,500) 210 210 210 210 Clothing and boot allowance (1.2@$175) 1,211 1,211 1,211 1,211 2410 Mats & towels 436 436 436 436 Share of floor mats and shop towels (10.9% of $4,000) 436 436 436 436 3030 Other professional services 1,800 1,800 1,800 1,800 Pavement Mgmt software annual maintenance. 5,000 5,000 5,000 5,000 Engineering services. 500 500 500 500 Asset management software annual maintenance 650 650 650 650 ROW weed control 2,500 2,500 2,500 3,000 Sidewalk joint corrections 6,000 6,000 6,000 6,000 CSAH 10 Planter Maintenance 16,450 16,450 16,450 16,950 3100 Communications 966 966 966 966 Cellular telephones (10.5% of $9,200) 966 966 966 966 3610 Memberships 200 200 200 200 American Public Works Association memb. (APWA) (1/4 of $800) 15 15 15 30 Pesticide license renewal (TF) 215 215 215 230 3630 Training & conferences 50 50 50 50 Computer classes 150 150 150 150 Electronics updates, other classes 60 60 60 60 Hearing test/RTN training (1.16@$50) 60 60 60 240 Maintenance Expo 150 150 150 150 APWA/MN conferences. 250 250 250 250 Pavement, sealcoating, patching & sealcoating seminars. 150 150 150 150 Equipment operator training 60 60 60 60 Vehicle inspection license renewal 75 75 75 75 Vehicle inspection recertification 1,005 1,005 1,005 1,185 4010 Rentals, equipment 2,500 2,500 2,500 - Annual trade-in of skidsteer loaders (will purchase out of 460 Veh Equip) 2,500 2,500 2,500 2,500 Specialized equip rental (chipper, crack sealing,) 5,000 5,000 5,000 2,500 4800 Bonding & insurance 4,800 4,800 4,800 4,800 Insurance policy premiums 1,400 1,400 1,400 1,400 Allowance for insurnace policy deductibles 6,200 6,200 6,200 6,200 r7130 Repairs, equipment 500 500 500 500 1 Misc. equipment repairs 500 500 500 500 50,933 49,793 51,198 52,253 0.30% -2.24% 2.82% 2.06% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 59,995 58,978 58,319 57,509 36 2023 Budget Summary Street Snow & Ice Control (100 - 4472): Personnel services: 0100 Salaries, regular 0110 Salaries, overtime 0300 Social Security 0321 PERA 0400 Group insurance 0500 Workers compensation Total personnel services 2019 2020 2021 2022 Actual Actual Actual Budget Y-T-D 8/31/2022 2023 Change from 2022 Actual Request Dollar Percent 52,253 72,027 67,450 58,479 70,288 74,870 4,582 6.52% 24,759 18,155 19,309 7,958 8,197 239 3.00% 7,025 6,169 5,716 5,955 6,324 369 6.20% 7,320 6,243 5,634 5,839 6,200 361 6.18% 11,077 8,551 7,401 11,880 11,880 - 0.00% 6,178 6,507 5,015 7,105 6,850 (255) -3.59% 128,386 113,075 101,554 109,025 - 114,321 5,296 4.86% Materials & supplies: 1230 Supplies, equipment 8,536 9,597 18,325 7,900 8,900 1,000 12.66% 1600 Supplies, operating 30,405 30,830 22,000 31,175 31,375 200 0.64% 1700 Motor fuels & lubricants 5,104 3,295 2,737 3,480 4,680 1,200 34.48% 2400 Uniforms & clothing 573 540 520 458 458 - 0.00% 2410 Mats & towels 302 316 316 328 328 - 0.00% Total materials & supplies 44,920 44,578 43,898 43,341 - 45,741 2,400 5.54% Contractual services: 3030 Other professional services 1,277 1,464 1,551 1,450 1,450 - 0.00% 3100 Telephone and data cards 1,459 882 1,075 3,079 3,079 - 0.00% 3610 Memberships - - - - - - - 0.00% 3630 Training & conferences - 85 - 285 - 285 - 0.00% 5130 Repairs, equipment 1,950 1,262 1,306 6,000 6,000 - 0.00% Total contractual supplies 4,686 3,693 3,932 10,814 - 10,814 - 0.00% Capital outlays 7030 Equipment - - - - - - 0.00% Total capital outlays - - - - - - - 0.00% Total streets snow & ice control 177,992 161,346 149,384 163,180 - 170,876 7,696 4.72% 49,606 48,271 47,830 54,155 56,555 56,555 37 Fund: 100 Department: 4472 1 Account Description 2020 2021 Snow & Ice Control 2022 2023 Description 1230 Supplies, equipment < $5000 500 5,000 400 2,000 500 5,000 400 2,000 500 5,000 400 2,000 500 5,000 400 3,000 Filters Skidsteer broom Chloride Tank Cutting edges, plow shoes 7,900 1 7,900 7,900 1 8,900 1600 Supplies, operating 800 2,250 28,125 800 2,250 28,125 800 2,250 28,125 1,000 2,250 28,125 Welding supplies, steel stock, sod for boulevards, etc. Liquid Mg Chloride: 1,500 gallons @ $1.50 per gallon. Salt: 375 tons @ $75 per ton. 31,175 31,175 31,175 31,375 1700 Motor fuels & lubricants 180 3,250 180 2,900 180 3,300 180 4,500 Engine oil: 30 gallons @ $6.00 per gallon. fiesel fuel: 1,000 gallons @ $4.50 per gallon. 3,430 3,080 3,480 4,680 2400 Uniforms & clothing 300 158 300 158 300 158 300 158 Uniforms (8.2% of $4,500) Clothes & boots allowance (.9@$175) 458 458 458 458 2410 Mats & towels 328 328 328 328 Cost share of mats & towels (8.2% of $4,000) 328 328 328 328 3030 Other professional services 1,450 1,450 1,450 1,450 Weather service reports 1,450 1,450 1,450 1,450 3100 Telephone 579 750 579 750 579 2,500 579 2,500 Cellphone (6.3% of $7,500)($9,200) GPS data cards (Precise) 1,329 1,329 3,079 3,079 3630 Training 85 200 85 200 85 200 85 200 Hearing tests/RTN training (1.1@$XX) Defensive Driving class (2 staff) 285 1 285 285 285 5130 Repairs, equipment 6,000 6,000 6,000 6,000 Plow, blower, salt spreader repairs, paint plow assemblies 6,000 6,000 6,000 6,000 52,355 52,005 54,155 56,555 12.29% -0.67% 4.13% 4.43% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 45,108.20 45,705.40 46,887.60 48,451.10 W. 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Street Sign Maintenance (100 - 4475): Personnel services: 0100 Salaries, regular 19,773 20,766 18,264 21,470 22,670 1,200 5.59% 0110 Salaries, overtime 983 1,003 540 914 997 83 9.08% 0150 Salaries, part-time - - - 3,328 3,640 312 9.38% 0300 Social Security 1,523 1,554 1,373 1,968 2,088 120 6.10% 0321 PERA 1,526 1,555 1,377 1,679 1,774 95 5.66% 0400 Group insurance 2,642 2,739 2,646 3,600 3,600 - 0.00% 0500 Workers compensation 1,431 1,539 1,356 1,922 1,867 (55) -2.86% Total personnel services 27,878 29,156 25,556 34,881 - 36,636 1,755 5.03% Materials & supplies: 1600 Supplies, operating 8,800 4,059 3,151 22,750 22,750 - 0.00% 2400 Uniforms & clothing 211 255 290 435 435 - 0.00% 2410 Mats & towels 61 63 64 160 160 - 0.00% Total materials & supplies 9,072 4,377 3,505 23,345 - 23,345 - 0.00% Contractual services: 3030 Other professional services 6,822 6,050 6,115 8,500 8,500 - 0.00% 3100 Telephone 120 - - 230 230 - 0.00% 3250 Electricity - traffic signals 2,884 3,073 3,338 3,000 3,000 - 0.00% 3630 Training & conferences - 20 - 20 - 20 - 0.00% 5130 Repairs, equipment 542 - 87 500 500 - 0.00% Total contractual supplies 10,368 9,143 9,540 12,250 - 12,250 - 0.00% Total street sign maintenance 47,318 42,676 38,601 70,476 - 72,231 1,755 2.49% 19,440 13,520 13,045 35,595 35,595 35,595 309,457 337,592 339,612 341,723 366,331 39 Fund: 100 Department: 4475 Account Description 2020 2021 Street Sign Maintenance 2022 2023 Description 1600 Supplies, operating 15,000 5,000 1,750 500 500 15,000 5,000 1,750 500 500 15,000 5,000 1,750 500 500 15,000 5,000 1,750 500 500 Signs, posts, sign hardware, and supplies, mail boxes & posts Street name sign panels, posts, hardware Pavement marking paint (moved from 4470) Shop supplies - fastners, degreasers, etc Graffitti remover 22,750 22,750 22,750 22,750 2400 Uniforms & clothing 81 354 81 354 81 354 81 354 Uniforms (1.8% of $4,500) Clothes and boot allowance (.2@$175) 435 435 435 435 2410 Mats & towels 160 160 160 160 Cost share of mats & towels (4% of $4,000) 160 160 160 160 3030 Other professional services 8,000 500 8,000 500 8,000 500 8,000 500 Contract pavement marking (Ramsey Co)(moved from 4470) Asset management software annual maintenance 8,500 8,500 8,500 8,500 3100 Telephone 230 230 230 230 Cellphone (2.5% of $8,000)($9,200) 230 230 230 230 3250 Electricity - traffic signals 3,000 3,000 3,000 3,000 Electricity for traffic signals 3,000 3,000 3,000 3,000 3630 Training & conferences 20 20 20 20 Hearing test/RTN trainging (.4@$50) 20 20 20 20 5130 1 Repairs, equipment 500 1 500 1 500 1 500 1 Traffic signal repairs & maintenance 500 1 500 1 500 1 500 35,595 35,595 35,595 35,595 0.00% 0.00% 0.00% 0.00% 10 yr avg 10 yr avg 10 yr avg 10 yr avg 22,390 25,128 27,891 30,631 Grand Total all PW Departments 344,026 345,106 341,723 366,331 7.65% 0.31% -0.98% 7.20% M 2023 Budget Summary Y-T-D 2019 2020 2021 2022 8/31/2022 2023 Change from 2022 Actual Actual Actual Budget Actual Request Dollar Percent Convention & Visitor's Bureau (100-4653) Contractual services 3045 N Metro Convention Bureau 65,455 29,314 47,865 47,500 50,350 2,850 6.00% Total contractual services 65,455 29,314 47,865 47,500 - 50,350 2,850 6.00% Total Convention & Visitor's Bureau 65,455 29,314 47,865 47,500 - 50,350 2,850 6.00% Miscellaneous (100 - 4700): Personnel services 0300 Social security 144 74 25 - - - 0.00% 0321 PERA 287 395 385 - - - 0.00% 0400 Group insurance 377 383 218 - - - 0.00% 0750 Fitness program 2,854 2,722 2,269 6,500 6,500 - 0.00% Total personnel services 3,662 3,574 2,897 6,500 - 6,500 - 0.00% Contractual services 3065 Family & youth social services 35,329 22,054 51,936 53,206 57,729 4,523 8.50% 3900 Family & youth social services - 35,000 - - - - 0.00% Total contractual services 35,329 57,054 51,936 53,206 - 57,729 4,523 8.50% Miscellaneous 9100 Contingency - - - - 0.00% 9900 Transfers - EDA 50,000 50,000 50,000 50,000 - 50,000 - 0.00% 9900 Transfers - Vehicle & Equip. Funi 325,000 299,000 400,000 300,000 - 300,000 - 0.00% 9900 Transfers - Special Projects 125,000 475,000 725,000 75,000 - 75,000 - 0.00% 9900 Transfers - Community Center 190,000 550,000 350,000 350,000 - 350,000 - 0.00% 9900 Transfers - Street Improvement - - - - - 1,500,000 1,500,000 0.00% Total miscellaneous 690,000 1,374,000 1,525,000 775,000 - 2,275,000 1,500,000 193.55% 0.00% Total miscellaneous 728,991 1,434,628 1,579,833 834,706 - 2,339,229 1,504,523 180.25% Debt Service (100 - 4750): Debt Service ESP 8011 Lease payable 19,459 157,885 - - - - 0.00% 8021 Interest 5,036 8,583 - - - - 0.00% Total debt service 24,495 166,468 - - - - - 0.00% 41 Fund: 100 Department: 4653 A Convention & Visitor's Bureau Account Description 2020 2021 2022 2023 Description 3045 N Metro Convention Bureau 64,600 47,500 47,500 50,350 Payment of 95% of hotel/motel tax collections to (3% tax on gross receipts) support the promotion of tourism. (City retains 5% for administration) 64,600 47,500 47,500 50,350 Fund: 100 Department: 4700 A Account Description 2020 2021 iscellaneous 2022 2023 Description 0750 Fitness program 6,500 6,500 6,500 6,500 Fitness program (maximum $75/month paid with employee sick leave time) 6,500 6,500 6,500 6,500 3065 Family & youth social services 22,779 14,000 26,656 25,000 28,206 25,000 30,604 27,125 Northeast Youth and Family Services (NYFS)(8.5% for 2023) NYFS Mental health case management (assist police) 36,779 51,656 53,206 57,729 9900 Transfers - miscellaneous 50,000 200,000 299,000 75,000 - 50,000 350,000 299,000 75,000 - 50,000 350,000 300,000 75,000 - 50,000 350,000 300,000 75,000 1,500,000 Transfer to Economic Development Authority (EDA) SR fund Transfer to Community Center SR fund (for P&R operating costs) Transfer to Vehicle & Equipment CP fund Transfer to Special Projects CP fund Transfer to Street Improvement CP fund (from assigned FB) Total Transfers 624,000 774,000 775,000 2,275,000 667,279 832,156 834,706 2,339,229 Fund: 100 Department: 4750 Debt Service Account Description 2020 2021 2022 2023 Description 8011 8021 Lease payable 20,049 - Lease payable Energy Savings Program (matures 2-23-27) Interest 4,446 Interest 24,495 42 THIS PAGE LEFT BLANK INTENTIONALLY 11 MOtN!)SVIEw of Mounds 16ew Staff R Item No: 05 A Meeting Date: June 6, 2022 Type of Business Council Work Session City Administrator Review To: Honorable Mayor and City Council From: Rayla Sue Ewald, Human Resource Director Item Title/Subject: Compensation/Benefits Discussion for Regular Part Time Staff Introduction: Effective January 1, 2021, Parks and Recreation programming returned as a City run operation. Staff currently employees 20 regular part time staff and approximately 16 temporary summer staff. 2022 has proven to be a difficult time for recruitment. Once wages were increased with approval of Resolution 9596, applications increased. However there are additional considerations needed for our Regular Part Time Staff. Discussion: To grow our part time staff, considerations have been requested regarding enhancements to wages and benefits. Attached are suggestions for Council to consider which include: ■ Vacation Accumulation • Holiday Pay • Sick Leave Accumulation • Benefits package for employees working 20 hours/week • Step increases in a pay plan, based on the FT pay plan • Consistent Performance Evaluations • COLA's (These were given January 1, 2022) • Evaluate wage increases for the Front Desk Lead and Senior Program Coordinator Recommendation: Consider enhancements to current part time wages and benefits in order to increase and encourage recruitment and longevity at the City of Mounds View. If Council has consensus on one or more of the above items, staff will prepare a Resolution for consideration at an upcoming City Council meeting. Respectfully, —�5 Rayla Sue Ewald, PHR, CMC Human Resource Director ATTACHMENT(S) The Mounds View Vision A Thriving Desirable Community Current Staff Current Part Time Staff: 20 Does not include hired PT PW Office Assistant (no start date yet); PT PW Storm Water Staff Assistant (no candidates) Current Full Time Staff: 52 Anticipated Seasonal FT/PT Staff: 23 Current Benefits (Regular Part Time Staff) Eligible staff participate in PERA COLA January 1st 6.5% of wage goes directly to PERA City contributes 7.5% to PERA Employee vested at 5 years If terminate prior to vesting, employee has option to request reimbursement of 6.5% contribution. Benefits to Consider Regular Part Time Staff Working 20+ hours/Week Vacation accumulation — prorated based on hours hired to work (20/week, etc.) Holiday schedule (if employee scheduled to work on holiday) plus floating holidays - prorated based on scheduled hours Sick Leave accumulation — prorated based on hours hired to work (20/week, etc.) Our benefits package is offered to staff who work 30 hours/week. Does Council wish to consider employees who work 20 hours/week. Health/dental coverage has been requested by a couple employees. IF VACATION ACCUMULATION APPROVED: The Executive Assistant was rehired with per Resolution 8820 on August 28, 2017. Per Res 8820, the 4th WHEREAS indicated 8 hours of personal leave would accumulate for every 240 hours worked. According to the Personnel Manual, Section 1.02 Hiring Practices: K. EMPLOYMENT OF FORMER EMPLOYEES — VACATION SCHEDULE Former employees who are rehired by the City within two (2) years or their separation from the City will continue on the vacation schedule at the point of their departure. If over two (2) years, consideration will be given as part of the negotiation process. Recommendation, if approve vacation accumulation for Part -Time staff, discuss making retro-active for Barb to date of rehire (termination and rehire less than one year of service). Benefits to Consider Regular Part Time Staff — Any Hours/Week Step Increases — Same Pay Plan as full time staff, based accordingly to PT wages Performance evaluations — 90 days; 6 months; annual reviews COLA —January 1st Done 1/1/2022 Regular Part Time Staff Working 20+ hours/Week Wages Still Needing Re -Evaluation Front Desk Lead — Currently earning $16.00/hour - Recommend $18.00/hour Senior Program Coordinator — Currently earning $16.48 - Recommend $18.00/hour