HomeMy WebLinkAboutAgenda Packets - 2022/04/04CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, April 4, 2022
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. 2023-25 Strategic Plan Final Review -Brian
2. Budget Discussion — Mark
3. H2 Flats Expansion — Jon
4. Community Gardens — Don & Nyle — General Discussion
5. City Communications — Nyle Verbal discussion
NEXT EDA MEETING: Monday, April 11, 2022 at 6:00 pm
NEXT COUNCIL MEETING: Monday, April 11, 2022 at 6:30 pm
TOWN HALL MEETING: Monday, April 18, 2022 at 5:30 pm
NEXT COUNCIL WORK SESSION: Monday, May 2, 2022 at 6:30 pm
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of Mounds View Staff R
Item No: 01
Meeting Date: April 4, 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. In order for staff to have time to include any
Strategic Planning initiatives & capital expenditures into the 2023 Budget & CIP process the timing of completing
the Strategic Plan update ideally should be updated by the April -June timeframe.
Discussion:
Each Council person was interviewed and asked a series of questions as it relates to the Strategic Plan update.
Those responses were combined into one draft document. Many categories had two or more of the same or similar
responses. For simplicity, duplicated responses were reduced to one main statement. The Council reviewed the
Draft 2023-25 Strategic Plan at its March 7, 2002 Worksession. Any suggested edits have been completed. This
is the second and 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,
YY&44Vt_
Brian Beeman, MPA, CMC
Assistant City Administrator
ATTACHMENT(S):
1) DRAFT 2023-25 Strategic Plan
The Mounds View Vision
A Thriving Desirable Community
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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
-Irl C CoUnl'I OesolU`;on to hn tiJ-d fnr th= 06 -r--nary budgets.
LVJI_ I IN LILV - Y -
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 addresses, who we are, what we want, and how we get what we want.
CITY OF MOUNDS VIEW
STRATEGIC PLAN
Vision
Misson
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
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STRATEGIC PLAN 2023 - 2021)
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
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 good Infrastructure: Public Transportation, City Street Program,
HOPP Program, County Owned Roads, Trails, Parks, Internet Access/Connectivity,
Met -Council Waste -Water Charges & Storm water Management Plan
3. Demographics: Diversity & Outreach. More Participation from Diverse Population
4. Employee Recruitment & Retention
5. Business Retention & Expansion, Housing Stock, Affordable Housing, Absentee 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 good infrastructure in such a way that is walkable & attractive, safe, and
affordable, Unit all facets of City, City service and a memorable city with good
transportation options, ensure entire city is well connected with trails for walkability
and ridership, ensure parks are well maintained with variety of amenities.
■ 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 Affordable Housing
■ Create a culture where employees desire to work and remain employed with
Mounds View, Seeing Challenges as Opportunities and ensuring adequate staffing
Create and maintain a positive business climate where businesses want to locate and
remain in Mounds View, Make it appealing and easy for those raised here want to come
back, improve and beautify Mounds View Boulevard, continue with a good BR&E
program, focus on redevelopment efforts
CITY OF MOUNDS VIEW
7
STRATEGIC PLAN
Strategies are combined and synthesized from the overall themes. These strategies form the basis for the
goals and action steps. (3 Year Target)
■ Address the property tax levy limitation on inflow & infilatration, & keep the same level of service while
--- -- -- - rr+onitor1ng expenses, expdrid-oi-i-Cit�L-Strerlg-tl-is Ake-splash-pad,-La-ndlardf,to_takL--:care--o:EprQperties}-----
ensuring they are following codes and rules, and forcing them to keep up maintenance. Consider
more townhomes and Affordable Apartments and other housing options.
■ Maintain and plan for infrastructure improvements including waste water, water, & transportation,
r..nntinue 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, consider more parks amenities, especially at Silverview Park, consider adding more
amenities around splash pad and alternate play equipment for special needs children & develop a
parks funding plan, Consider ways to make MV parks more of a destination. Ensure an efficient city-
wide garbage collection system.
■ Increase community engagement while being sensitive to the changing demographics
& their needs and inclusive to all socioeconomic situations, provide the MVPD freedom to do
outreach as they did pre -pandemic like New Americans Academy, CPR training, climbing wall, Shop
With a Cop, National Night Out, neighborhood outreach, walking and driving neighborhoods handing
out police badge stickers to kinds & other activities. Addressing speeding, develop other community
outreach programs and consider a full-time Community Relations/Outreach officer, consider increased
funding for police training.
CITY OF MOUNDS VIEW 8 STRATEGIC PLAN
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ri
■ Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries
competitive and equitable, and creating an enjoyable working environment and equitable pay.
■ Continue BR&E program, maximize utilization of development space and current list of available sites,
encourage land owners to maintain their properties, & consider residential redevelopment, thriving small
businesses with neighborhood appeal, increase the EDA levy to at least $150,000 or more as well as the HRA
fund to have funds ready for redevelopment projects and housing rehab program & replacing older housing
stock by identifying which homes are in need of demolishing or rehab, keep supportingTIF as an economic
development tool, reconsider existing housing loan programs by reducing interest rates.
CITY OF MOUNDS VIEW 9 STRATEGIC PLAN
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STRATEGIC PLAN '
How we
get there
Vision:
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
ElStrategy:
Address the property tax levy limitation in the City Charter, educate residents on Inflow & Infiltration, &
keep the same level of service while monitoring expenses.
CITY OF MOUNDS VIEW 11 STRATEGIC PLAN
{ Goals:
3-5 goals per vision in table format. Every goal should be
SMART.
Specific, Measurable, Achievable, Relevant, & Time bound.
Start,Vailu'p, Current Value Targe't Value
Modify Charter Cap: Change the 2% plus Inflation 2% plus inflation or 2% plus inflation or 6.5 % simple majority
or 5% whichever is less and increase to 9%, then 5% whichever is less 5% whichever is less up to 9 % with super
address competitive service & staffing issues ` majority of inflation if
greater
Enhance Revenue Sources: Without relying on Franchise fee $295,000
property. Taxes & keep taxes reasonable and Other fees & charges
accountable $635,000
Prioritize Services: and eliminate low priority ID by department
services r
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
HRA levy
OperiR under balanced -budget that meets
the needs and goals of the community_ Reduce
reliance upon the levy. Reduction fund and any LGA
funds by 3-556.
Deficit Fund: Reduce the fund by SO% to $120,000,
then put golf course Money to something else. Use
the spenddown on infrastructure related projects
or Community Center maintenance etc.
Develop Communications Plan to educate
residents & on the seriousness & impacts of
the Charter levy limitation then present at joint
meeting and/or education materials, Once
Maintain the HOPP Program, develop information
PR & Implementation Plan to residents and
businesses that addresses the consequences of
inflow & infiltration & ways to help reduce and/or
eliminate the extra water capacity with a goal of
reducing the costs that Met -Council invoices the
City by at least 2-3% annually
Budget--90P/a of LGA
down levy
reduction by $250,000
$0
$972,249
Slip lining $175,000
Franchise fee
$326,000 Other fees
& charges $727,000
Franchise fee
$335,000 Other fees
& charges $750,000
ID by department
ID by department
$100,000
$150,000
EDA Max levy
$246,494
HRA Max levy
$251,484
-8udget9G'X of
Reduce .by.5-8%
LGA Draw down
I ($4000-$6,400) per/
levy reduction by
I 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
$1,082,918 2022
Slip lining $175,000,
City is about 80% lined
$1,200,651 by 2025,
j assumes 3.5% cost
increase for MCES
charges and 10%
`reduction in volume.
100% lined by 2025
Fla
MAINTAIN GOOD INFRASTRUCTURE IN SUCH A WAY THAT IS WALKABLE & ATTRACTIVE, SAFE AND
AFFORDABLE.
Maintain and plan for infrastructure improvements including waste water, water, & transportation,
Start Value Current Value Targetj;±nd Value
400 000 $4.79 mill
Maintain a $150,000 Street fund levy vs. having
assessments for seal coat & overlay etc. Refine the
10 year maintenance and infrastructure program,
Improve the streets that haven't been addressed to
date
Maintain parks, expand trails/sidewalks, and park
programs & Community Center & beautification of
Mounds View Boulevard, consider other areas of the
city to connect and add additional trails and walkways.
ID needs & funding sources for transportation, work
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
Start Value
$0
Educate residents on Inflow & Infiltration,
Ensure continued timely snow removal & city-wide
side walk snow removal
Ensure Clean Water & maintenance E $0
ID and expand on City's strengths to include splash
pad, community center, & MV Blvd improvements by
adding additional amenities, features, appearances,
etc.
Engineering & design
$400,000 for water
treatment upgrades
$150,000 part of
2022 levy
Trail segment 8:
$290,000 must ID
funding source.
(Included in Street
Project)
Unknown
Current Plan $4.5
mill for three ater
treatment plants
over 2019-21
i
CITY OF MOUNDS VIEW
13
STRATEGIC PLAN
Complete City-wide slip lining within 3 years if feasible
Expand & continue HOPP Program with apartments &
businesses
Developing overall storm water & maintenance plan
IQ 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. cx:
(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.)
$154,000 2022
CITY OF MOUNDS VIEW 1.11 STRATEGIC PLAN
�i
DEMOGRAPHICS: A PROGRESSIVE CITY THAT IS WELCOMING AND A DESIREABLE DESTINATION, TO ALL
AGES AND CULTURES, WHO SEEK PROGRESSTHROUGH PARTNERSHIP, AND A PLACE WHERE RESIDENTS
CAN LIVE, WORK, AND PLAY SAFELY AND SHOW PRIDE IN THE COMMUNITY.
Strategy:
Continue community engagement while being sensitive to the changing demographics & their needs
and inclusive to all socioeconomic situations.
$2000 plus staff time $147,000 plus staff time Maintain $147,000 plus staff time
Start Value
Continue enforcement & responsiveness to drug $0
problem, traffic, code violations, & petty crimes &
support 2nd K-9 unit.
Community Outreach Programs: Continue with pre- $2000 & staff time
COVID levels of diversity Event(s) & good Public
Relations ex: (New Americans Academy, CPR Training,
Climbing Wall, Shop with a Cop, National Night Out, Pre -
party, 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 and Pre Party for
Night to Unit, as well as ID & creating regular meeting `
with Neighborhood Captains program
ID & create regular meetings with neighborhood I Staff time
Captains
Speeding: Address the speeding issue by potentially TZD grant $106,000
closing some streets, adding speed bumps, and Purchase additional
communicating to the public the PD is stepping up its speed sign: $3,335
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."
VCET officer $132,000 Maintain dog &
2nd dog $20,700 training, annual both
dogs $6,050
$15,000 & staff time Maintain
Staff time Maintain
$106,000 $106,000
I
1 j
i
CITY OF MOUNDS VIEW 15
STRATEGIC PLAN
CREATE A CULTURE WHERE EMPLOYEES DESIRE TO WORK AND REMAIN EMPLOYED WITH MOUNDS
VIEW.
rI Strategy:
$6,500
Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries
competitive and creating an enjoyable working environment.
565,850
Recruitment of Qualified Diverse workforce
Update Personnel Manual
Cnmpe.titive Salary & Benefits Packages, Training
& EDU Related to Employee Job & Leadership, etc.,
Promotion Opportunities, Other Creative Incentives
$197,550
Stort V
$o
Staff time as needed
some legal
$0 Market study done
in 2017 for 2019
implementation
$31,500
Staff time as nPede.d
some legal
$65,850 market
adjustments & staff
promotions
Maintain
Maintain
Market study in 2021
for implementation
in 2022, review city
contribution for
benefits for market
CITY OF MOUNDS VIEW 16 STRATEGIC PLAN
CREATE AND MAINTAIN A POSITIVE BUSINESS CLIMATE WHERE BUSINESSES WANT TO LOCATE AND
REMAIN IN MOUNDS VIEW,
Continue BR&E program, maximize utilization of development space and updated list of available sites,
& consider residential redevelopment.
$108,665 $110,165
$120, 080
• . N
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 that are more financially appealing than
single-family homes or apartments: Identify and set
aside strategic lots within the City like the Sham O
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: 1
Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement,
Encourage land owners to maintain their properties.
$0 $0 $0
Start ValuP .
Address Absentee Landlords, enforce aggressive code , $0
enforcement with landlords and homeowners, Ensure i
land lords Lake care of their properties. rorce land
lands and homeowners to upkeep and maintain their
properties _
Beatification of Mounds View Blvd: Cooperate with $00,000 Gen fund
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 l
use Hwy 96 as an example
Affordable Housing; Ensure the attraction of new low-
income housing opportunities _
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
i
professional and pleasing including but not limited to
urban gardening and creative energy saving projects i
Personnel costs $0 ! Personnel costs $0
$00,000 Gen fund Maintain Staff time
CITY OF MOUNDS VIEW 18 STRATEGIC PLAN
MOU-NMtSiEvv
City of Mounds View Staff Report
Item No. 2.
Meeting Date: April 4, 2022
Type of Business: Council Work Session
City Administrator Review:
To: Honorable Mayor and City Council
From: Mark Beer, Finance Director
Item Title/Subject: Discussion of Priorities for the 2023 General Fund Budget
City staff has been busy working on the details of the 2023 budget.
This item is placed on the agenda to give the City Council and residents the opportunity to provide input to staff
early in the process. Department Heads can then use this guidance as they work on the details of their proposed
budgets.
General Fund 2022 Budget by Type
Personnel
62.1%
5,156,363
Contractual services
21.3%
1,770,483
Capital outlays
1.0%
84,630
Supplies
4.3%
358,290
Transfers
9.3%
775,000
Firedebtservice
1.9%
158,016
Total 100% 8,302,782
General Fund 2022 Budget by Function
Police
Public Works
Parka nd Recreation
Fire (SBM)
Community Development
Administration
Finance
Centra I Services
Debt Service (Fire bonds)
Misc. Contracual Service
Legislative
Transfers to other funds
Total
General Fund 2022 Budget by Revenue Source
Taxes (property)
68.35%
5,512,104
Other taxes (hotel, mfg home)
0.94%
76,000
Intergovernmental
15.71%
1,267,202
Franchisefees
3.78%
305,000
Licenses and Permits
3.14%
252,872
Charges for Service
0.62%
49,625
Fines and Forfeits
0.42%
33,750
Investment earnings
0.99%
80,000
Miscellaneous
3.40%
274,221
Transfers In
2.65%
214,008
Total 100.00% 8,064,782
43.8%
3,637,988
10.6%
883,763
6.9%
571,661
6.9%
573,082
6.1%
504,002
4.5%
377,374
3.7%
306,457
3.9%
321,430
1.9%
158,016
1.3%
107,206
1.0%
86,803
9.3%
775,000
100% 8,302,782
Key 2023 Budget Issues:
The February state budget forecast projects a surplus of $9.2 billion for the current biennium (July 1, 2021 thru
June 30, 2023). Local Government Aid was projected to increase minimally. In our case, the 2023 amount was
estimated to be $857,240 under current law compared with $850,373 in 2022. Future economic conditions may
change this and we will have to wait for the legislature as no budget items have been passed. The state legislature
is scheduled to adjourn on May 23. The City Council budgeted for 90% of anticipated LGA for 2022 to guard against
any legislative cuts or economic weakness associated with the state budget.
Inflation has accelerated and is elevated at present. (7.9% February) The Federal Reserve projects inflation to
remain elevated for several years but not at the current level. The City's charter cap was recently amended to
give the City Council more flexibility to respond to the growing challenges the City faces. The charter cap excludes
debt service levies, voter approved levies, and capital project levies from inclusion in the cap calculation. A 1%
levy increase would generate an additional $61,789 in tax revenue. Property taxes account for 68.35% of General
Fund revenues and operating transfers in. Ramsey County will provide preliminary 2023 values and projections
in late August.
The City will be negotiating contracts with the two police unions and the public works bargaining group. It is
unknown at this time what requests the unions will have. The contracts provided for a 3.0% cost of living
adjustment in 2022. This will be the most impactful item on the future budget.
14 employees will receive step or longevity increases in 2023 of 2%to 10% in addition to a COLA. Health insurance
premium increases are capped at 7% but could be less, we are considered a large group for 2022 and 2023
(experience rated premiums). We will receive our rate notice in September/October. The impact to the budget
will_depend_upon_the-size of_the unknown_rate_increase. The -Cos health insurance contribution was unchanged
in 2022 at $1,170 per month compared with $15 increase for 2021. The Council initiated an HSA contribution for
employees with family coverage similar to single employees of $200 per month, this made the city more
comparable with other cities.
The employer's share of PERA will remain at 7.50% for General (non -police) plan members, the PERA General rate
has increased from 5.53% in 2005 to 7.50% in 2015. The Police plan will remain at 17 7% The police PERA rate
has increased from 9.3% in 2005 to 17.7% in 2020. Current PERA pensions are funded at 87.00% for General
Employees Retirement Fund and 93.66% for Police and Fire Retirement Fund. A liability has been recognized in
the entity -wide financial statements, (General $1,311,028, Police 1,336,148) as a result of implementing GASB
Statement 68. The state legislature controls the resolution of the underfunded pensions.
The payroll cost for 54 FT, 8 PT, 9 PW's seasonal employees, and 10-15 Recreation seasonals is $3,529 per hour,
$28,232 per day, $141,160 per 40 hour week and $7,340,728 per year. Work comp will increase by $63,998 due
primarily to an increase in public safety rates which accounted for $55,033 of the total. Overall, pay and benefit
costs will increase by approximately $386,180 across all funds and $301,057 for the General Fund.
County dispatch fees were $99,274 in 2022. The 2022 fee decreased $2,779 or 2.72% from the prior year, we
have not received the 2023 amounts.
The Fire department will have a 3% to 5% increase in operating costs and a larger capital outlay expense for 2023.
Our share has been mitigated somewhat by a switch to a fixed percentage formula going forward and retirement
of the SLP Equipment Note. (2022 — 15.5%, 2021 — 15.5%, 2020 — 15.998%, 2019 — 16.373%, 2018 — 16.158%,
2017—15.819%)
Information technology costs (phones, computers, copiers, cameras, squad computers, network switches, desktop
services, virtual servers, internet, email, software, laserfiche, anti -virus, VPN connections, and facility WiFi) will
increase by 5-7% due to additional services and transition to a joint powers entity away from the City of Roseville.
This moves Roseville employees to the joint powers entity for long term stability and continuity. This continues
to be an excellent value for the City.
Fuel prices were budgeted at $2.75 unleaded and $3.30 for diesel for 2022, with the current economic conditions
staff is recommending $3.75 and $4.50 for 2023.
Overall most revenues that are tied to economic activity will be improving over 2022. Investment income will
increase modestly in 2023 as a result of Federal Reserve activities. The franchise fee rate is at 4.00%, the revenue
is split between the General fund and the Street Improvement fund.
2021 General Fund unassigned fund balance is $5,037,325 this represents 62.46% of 2022 budgeted revenues and
transfers compared with 63.50% for the prior year. The General Fund also has Assigned fund balance for Levy
Reduction of $4,835,391, and $238,000 to balance the subsequent budget. It has been the Council's policy to
draw down the levy reduction funds over time.
The City Council is updating the current strategic plan for 2023 thru 2025. One of the City's strategic goals is to
develop a balanced budget and reduce reliance on the Levy Reduction Assigned Fund balance by 5% to 8% for
2023 thru 2025. The General Fund deficit will be $500,000 to $600,000 this will be partially offset by the drawdown
of assigned (levy reduction) funds of $232,000 which reflects the strategic goal. This will leave a deficit of
approximately $268,000 to $368,000 before considering any expenditure reductions, use of fund balance or a levy
increase.
Conclusion
Staff is looking for direction from the Council on priorities for the budget and property tax levy. The above items
are some of the issues that will drive the 2023 budget and are presented for your consideration.
Respectfully Submitted,
Mark Beer
6ja-"r.A-
MOUNDS VIEW
of Mounds I/iew Staff R
To:
From:
Item Title/Subject:
Item No: 03
Meeting Date: April 4, 2022
Type of Business: Work Session
City Administrator Review:
Honorable Mayor and City Council
Jon Sevald, Community Development Director
H2 Flats Expansion
Introduction:
The new owner of Scotland Green apartments (now H2 Flats), is requesting a CUP to construct
a Club House. Plans are being provided to the City Council for comments, prior to the Planning
Commission's review (April 20, 2022).
Discussion:
H2 Flats was built in 1972, and includes 11 buildings, totaling 385 units. In 1978, the owner
proposed to build indoor and outdoor recreational facilities.' The outdoor sport courts were
built. The recreational building was not.
The current plan is to; (1) remove the outdoor sport courts, to be replaced with sod, an a
garden; and (2) build a "club house" to include administrative offices, co -working space, and a
recreational room. The building will be in the same location, as proposed in 1978.
A Conditional Use Permit (CUP) is required for the expansion of a Multi -Family facility.2 Staff
review is in -progress. The CUP will be reviewed by the Planning Commission on April 20tn, and
the City Council will conduct a Public Hearing on April 251n
Strategic Plan Strategy/Goal:
Support Redevelopment & Development Recruitment Efforts.
Financial Impact:
N/A
Recommendation:
The Council is requested to make any comments or request any changes. The sport courts are
in poor condition, and were built prior to Silver View Park being developed. The park has
duplicate facilities. The Council should consider what amenities would be expected if a new 385
unit apartment building were built.
Respectfully,
Jon Sevald, AICP
Community Development Director
ATTACHED
Site Photos
Project Description, March 10, 2022
Plan Set, March 10, 2022
' Planning Commission minutes, May 10, 1978.
2 City Code 160.133(D) (Conditional Uses; Multi -family dwelling)
Item 03
Page 2 of 2
Site Photos
H3 Flats. Open areo is location o/'proposed Chrb House (photo Morch 31.2022)
H_' Flat.v. Sport C our(s !n be entoFerl Inhctn ,March 3 /, _70?2),
r Paul Meyer
ARCHITECt5,1NC
H-2 Flatts, LLC
Proposed Clubhouse Building
Project Description
March 10, 2022
H-2 Flats, LLC is proposing a new building, approximately 4,285 sq. ft. in size that will contain an
office suite for on -site property management. Also included in the building is a co -working
space and a fitness center for the residents, along with a package delivery room. The proposed
building will be located between the 2662 building and County Road H2 where a similar building
was planned when the apartments were built, but was never constructed.
As part of the proposed improvements, H-2 Flats, LLC will be removing the neglected basketball
and tennis courts from the northwest part of the property. These will be replaced with green
space and pollinator friendly planting beds. Additional landscaping exceeding the minimum
standards is proposed in the construction area around the clubhouse.
The 8 existing trash enclosures on the site, which contain one dumpster each, will be removed,
replaced, and upgraded. A total of 10 new trash enclosures are proposed, nine of which will
house both a trash dumpster and a recycling dumpster. The 10th enclosure will house a single
trash dumpster. None of the new enclosures will be adjacent to a building or garage.
Existing wide parking spaces will be restriped to 9' wide wherever possible to make up for
parking spaces lost for the proposed improvements. The 89 existing garage spaces will remain
as -is. The number of striped spaces will decrease by one. 21 new parking spaces will be added
at the clubhouse building, with the provision of 18 additional proof -of -parking spaces.
15650 36TH AVENUE NORTH, SUITE 170
PLYMOUTH, MINNESOTA 55446
TEL 763 557-9081 / FAX 763-557-9233
PAUL MEYER ARCHITECTS COM
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