HomeMy WebLinkAboutAgenda Packets - 2022/10/03
CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, October 3, 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. Storm Water update – Stantec & Don
a. Update on the Storm Water Pond assessment Stantec has been working on. Final
report will be done by year end and will schedule for workshop in 2023
2. Architects Presentations for exploration of Community Center Expansion – Oertel, Adkins,
Kodet
3. Review Other Funds Budget – Mark
4. Sign Ordinance – Mayor Mueller
THIS PAGE LEFT BLANK INTENTIONALLY
October 3, 2022 Council Workshop Memorandum
To: Mounds View City Council
From: Administrator Zikmund
Date: September 28, 2022
Re: October 3, 2022 Workshop
Background:
We have a full agenda for our workshop meeting with this memo providing some additional information, guidance for
the council to consider on each item, and a proposed schedule to help guide the management of our time. Additionally,
I took the Public Comment off the agenda given our full agenda. Certainly if council feels strongly about allowing a
measure of time to some public comment that is council’s prerogative. We could also allow it at the end of the meeting.
1. Storm Water Pond Assessment Update:
Stantec will be on hand to give us an update on the field work they have been conducting over the past few
months. The final report will be done later this year and we will schedule more time at one of the workshops in
early 2023. Staff felt it was important to provide an update at this time given the substantive work done to date
and Stantec’s ability to share highlights.
2. Community Center Expansion Exploration:
Per council discussion and consensus to move forward with the continued exploration of expansion, staff sought
out and met with three architectural firms. 13 were contacted. All three will have twenty minutes, including
leaving time for council to ask questions. The scope of the work is very limited, concept drawings/renderings
and determining accurate costs. Needs and space limitations define the majority of the project; 3 gyms, locker
rooms, and updating/upgrading the reception/common areas. Council will be asked to make a decision at the
October 10, 2022 council meeting. 20 minutes is scheduled after the 3 presentation for council consensus but
more discussion could occur at the October 10, 2022 meeting.
3. Other fund budgets:
Council is familiar with other funds, utility, enterprise, etc. – Director Beer’s memo provides complete
information.
4. Update of Sign Ordinance:
Mayor Mueller asked that the item be put on a workshop agenda for discussion – specific to campaign signs.
This is an ordinance change and the timelines in statute to adopt or amend an ordinance would takes us past the
current election. Thus, council can begin the discussion and continue as council and time permits.
Schedule for October 3, 2022 Workshop
6:30 to 6:40 - Call to Order/Roll Call/Public Comment
6:40 to 7:00 PM - Stormwater Assessment Update – Stantec
7:00 Pm to 7:10 – Q & A
7:25 to 7:45 – Architect 1(Adkins Associate - )
7:50 to 8:10 – Architect 2 (Oertel – Andrew Cooper)
8:15 to 8:35 – Architect 3 (Kodet – David Kodet)
8:40 to 9:00 – Discussion/Consensus
9:00 to X – Other Funds Budgets
X to X – Sign Ordinance
September 29, 2022
Attn: Nyle Zikmund & the Mounds View City Council
RE: STATEMENT OF QUALIFICATIONS- MOUNDS VIEW COMMUNITY CENTER
Dear Mr. Nyle Zikmund and Mounds View City Council,
Oertel Architects and our consultant partners are extremely excited to submit this proposal for professional design services for
the predesign process for your Community Center project. We are also excited to meet with the council to demonstrate our
commitment to this project and how we will again partner with the City of Mounds View on this very important community building
project.
Our design work is focused on creating community assets that work toward the betterment of the community health and well-
being for community they serve. Whether we are working on a public works facility, a small park shelter, or an expansion of
water treatment plant, each project type receives the care and attention from us that makes each project unique and builds up a
community.
Our overall team has been assembled based on previous and current working relationships, and experience in working on projects
that are receiving or will receive state funding. Within this proposal, you will find our project understanding and proposed work plan.
Expertise in Community Centric Building Projects. Oertel Architects will lead the entire planning and documentation process. Oertel
Architects is an award-winning firm in the field of designing and executing community function facilities. We have worked in every
region of Minnesota and other states across the Midwest planning and designing over 100 community serving facilities of various
typologies and sizes. Our experience in multiple building projects provides our design team with the perspective and ability to cross-
pollinate our projects with insight and a greater scope of design influence.
Experience In Continuing Developed Community Relationships. One of our key tenants of our practice is developing relationships
with clients. We appreciate and depend on how those relationships continue to bring us work with clients for which we enjoyed
working with and they enjoyed working with us.
Within this proposal, you will find our complete and qualified team to complete this project for the City of Mounds View. This entire
team prides itself on our responsive, inclusive and common-sense approach to community-centric projects. Our team’s expertise
and experience we know will be an asset to the Mounds View Community.
We look forward to meeting with you and answering any questions you may have about our proposal and work with you. If you have
any additional questions after our discussion, please to not hesitate to contact me.
Thank you,
Andrew Cooper, AIA, Principal
Oertel Architects, Ltd.
Andrew Cooper, AIA, Principal
1795 St. Clair Avenue
Saint Paul, MN 55105
p: (651) 696-5186 x 313
e: acooper@oertelarchitects.com
PROJECT UNDERSTANDING
Oertel Architects understands that
this Community Center project is
an extremely exciting prospect for
the City of Mounds View and the
surrounding community.
This initial step in the greater
realization of the ultimate project
of designing and constructing the
Community Center Expansion is
the initial scoping, concept design,
and total project cost opinion that
is required to demonstrate to the
State of Minnesota Legislature that
this project deserves state funding
to provide this regional community
service amenity.
Oertel has already performed
the preliminary “idea” study for
this project. We understand that
that initial idea is what facilitated
Mounds View City Council to
request and execute an economic
study of the impact of this facility
on the community. In our internal
discussions, research, and discussion
with city staff in preparation, we
understand that the results of
that study indicated that this is a
facility that would have a significant
regional impact on community event
planning, athletic competition events,
and impact on local and regional
businesses.
Mounds View’s position within the
Twin City Metro Area and the location
of this facility within Mounds View
would make it an attractive location
for events and thus it was determined
as a very economically feasible
project. Our overall project approach
and design process would strive to
program and design a facility that
meets those regional expectations
and provides the city with a distinctive
resource within the region.
161 FT
ADDITIONAL COURTS
PLAN KEY
NEW SEATING
FITNESS CENTER EXPANSION
MEN’S & WOMEN’S LOCKER ROOMS
RECEPTION PLAZA / GARDEN
UPDATED COMMON AREA & DESK
EXISTING BUILDING
AERIAL VIEW
SITE LAYOUT
EXISTING GYM UPDATES POTENTIALPARKINGPOTENTIALRETENTION PONDRELOCATIONPARKING
CALCULATIONS:SPACES LOST: 113
SPACES ADDED: 30NET: 125
POTENTIAL SPACES ADDED: 53
TOTAL WITH PARKING
ADDITION: 185*
TOTAL WITHOUT: 125*
*TOTAL SPACES BEFORE WAS 208
MOUNDS VIEW COMMUNITY CENTER 1
PROJECT UNDERSTANDING
STATE FUNDED PROJECTS
As part of the process, we will
be completing the State required
Predesign manual. While somewhat
cumbersome, the manual does
prompt a proactive approach to the
design and understanding of the
project by requiring a thorough review
of various design metrics including:
• Individual Space Requirements
• The Basis Of Need
• Operational Requirements And
Costs
• Project Scheduling
• Sustainability Requirements
The completion of the document will
both inform the design of the project
and prove the City has performed the
due diligence required for a “shovel-
ready” project in advance of any
funding request.
As a proposed state-funded
project, the facility will be subject
to compliance with the state’s
B3 guidelines. Oertel Architects’
approach to B3 focuses less
on completing a proscribed
“checklist” and more on utilizing
the requirements of the program to
improve the quality of each individual
project. We understand that one size
doesn’t fit all, and we will work to
provide a common-sense roadmap for
each of the B3 requirements.
Examples of projects we’ve worked
on with State Funding- Right, top:
The Ledge Amphitheater, The Palace
Theatre, Steele County Public Works
Facility, and the Mankato Transit
Facility.
The Ledge Amphitheater, Waite Park, MN
The Palace Theater, St. Paul, MN
Steele County Highway Department, Owatonna, MN
Mankato Metro Transit, Mankato, MN
MOUNDS VIEW COMMUNITY CENTER 2
WORK PLAN
1.0 PROJECT MANAGEMENT
Overall project management of this predesign project process will be administered by Andrew Cooper from Oertel
Architects. The coordination of the mandatory State of Minnesota Predesign Manual will be administered by Thomas
Stromsodt. Design Deliverables will be coordinated and executed by Daniel Englund and several others from our office.
Your ultimate day-to-day contact will be Andrew. However, by laterally integrating our firm into every project we have
in the office, you get a team design effort with each member of the firm being able to speak with members of city staff,
community members, other design team members, and outside resources to help execute a successful project.
Our approach to the management of a project of any size is to keep work moving in a forward trajectory, even as the
occasional re-group or circle-back discussion is necessary. Early in the process, we identify critical information exchanges
and milestones within the project timeline to ensure that continued progress toward delivery. Some processes will rely
on the expertise of the design team to advance work products, others need to allow for feedback from other disciplines,
city staff, and community members to provide critical direction.
In addition to schedule management and deliverable progress in each design step or phase, we include two specific
subtasks that are critical to project management and success.
1.1 KICK-OFF MEETING
The kick-off meeting will the formal introduction of the entire project team. This meeting will
consist of reviewing previously established project goals, objectives, and preconceptions from
city and design team members. The ultimate goal of this meeting is to establish a base for
moving forward and developing progress.
Part of this kick-off meeting will be to also explore and define the process required for this
project to secure state funding. This is dictated by the State of Minnesota Predesign Manual for
state-funded projects. Our team is very familiar with these documents and will help guide the
discussion and establish critical data points for inclusion in the final document.
Oertel Architects will provide the agenda for this meeting, take minutes, and distribute results of
the meeting to all attendees, and keep them filed for reference.
1.2 BI-WEEKLY CHECK-INS
These meetings are quick check-ins with design team members and our client team to track
progress on work efforts. Oertel will conduct meetings with the client to review progress every
other week, and in off-weeks, conduct meetings with the design team to identify informational
needs and track progress. Sometimes, it is important to get those two meetings to be performed
on the same day, to review milestone deliverables. Oertel will coordinate and schedule those
with both groups.
These check-in meetings are more successful as virtual meetings and because they are scheduled
and have specific discussion topics, they can take place will within an hour to manage time for all
entities involved in the project.
2.0 REDISCOVERY
Oertel Architects is in a unique position, as we already executed the preliminary idea study that was used for the
economic impact study. Our first step in the overall design process in this case is “Rediscovery”. We want to review
candidly with staff and city officials the feedback and thoughts on the initial idea and build from that. In addition to
building from that previous work, we need to identify new informational needs and work scopes that will be required to
provide a comprehensive request for state funding.
MOUNDS VIEW COMMUNITY CENTER 3
WORK PLAN
2.1 INITIAL CONCEPT REVIEW AND GOAL SETTING; STAFF AND STAKEHOLDER FEEDBACKThis will be initially completed as part of the kick-off meeting. This feedback loop will include as many voices as can be collected at the initial kick-off meeting to help establish goals for the predesign and ultimate project.
One of the critical components of the State Predesign Manual is goal setting for the project. In addition, State Funding mandates the inclusion of the Minnesota State Sustainable Building Guidelines (B3), which also requires establishing goals and team integration. As part of this task and in concert with the kickoff meeting, our team will facilitate a discussion that establishes the basis of the project, based on the requirements of the predesign manual. This will allow the development of final deliverables that can land on the legislature’s agenda for much easier review.
Part of establishing a complete participatory design is establishing a stakeholder feedback process. In addition to our check-ins with clients and partner design team members where specific individuals or groups can be brought in, we would propose a simple online survey to collect additional information. This can be distributed to other city staff and officials, critical stakeholders and interest groups and even to the greater community for feedback. The questions or required feedback would be developed in cooperation with the entire team to get relevant feedback that will influence the design process, establish community buy-in and
support the findings to be presented within the predesign submittal. K:\016927-000\Graphics\Park Concepts\WSB Community Sites\016927_Fridley Park ConceptsFridley, Minnesota
December 9, 2021| WSB Project number: 016927-000
Fridley Park Concepts - Moore Lake Park
Scale in Feet
120’0’60’
NEW SHELTER (~6-8 TABLES)
POTENTIAL FUTURE PARKING EXPANSION
NEW PLAYGROUND W/SHADED SEATING AREAS
EXISTING SHELTER
FUTURE OPTION (AS FEASIBLE): NEW BEACH PAVILION- RESTROOMS- MEETING ROOM- VENDING/CONCESSIONS- EXTERIOR SEATING PLAZA- BOARDWALK W/SEATING
KAYAK/PADDLE RENTAL & STORAGE AREA
BOARDING DOCK
RECONSTRUCTED PARKING LOT (~86 TO 94 STALLS)
NEW SHELTER (~4 TABLES)
HAMMOCK GROVE
PICNIC AREA
40-50 PERSON SHELTER
NEW ROUNDABOUT W/ACCESS IN AND OUT OF PARK
DROP OFF AREA
RCWD WATER QUALITY PROJECT
BASKETBALL COURT
FLEXIBLE LAWN / FIELD SPACE
EXISTING VOLLEYBALL COURTS CENTRAL AVEGARDENA AVE
POTENTIAL FUTURE WATER TREATMENT / STORAGE
NATURE PLAY AREA
LAWN / PICNIC
NEW SHELTER (~4 TABLES)
REPLACE DOCKS
RESHAPED BEACH
WATER TREATMENT
94
Item 8.
CITY OF FRIDLEY- MOORE LAKE PARK FACILITY- FEEDBACK LOOP
EARLY CONCEPT -
DEVELOPED WITH STAFF
PARK BONDING/
FUNDING CONCEPT PLAN
COMMUNITY RESIDENT CONCEPT
FEEDBACK
CITY COUNCIL CONCEPT SELECTION AND
NEIGHBORHOOD INFORMATION GATHERINGS
CONCEPT SELECTION AND DESIGN
DEVELOPMENT
MOUNDS VIEW COMMUNITY CENTER 4
WORK PLAN
2.2 EVALUATION AND COLLECTION OF ADDITIONAL DISCOVERY
In order to provide as complete a design for this stage, as accurate a project cost opinion and
funding request as possible, more information will be required to provide a credible basis for the
project in the predesign deliverable. These things include, but are not limited to:
a) Stormwater Study
b) Event Programming and Fiscal Feasibility Study
c) Parking Study
d) Technical Site Survey
e) Geotechnical Evaluations
f) Precedent Studies (Examples of similar projects)
a. We understand the stormwater study is nearly complete for this site, which was initiated as
a result of idea study Oertel Architects initially completed for Mounds View. The results of
this study will have impacts on the scope of the project on-site, as well as potential regional
impacts and sustainable building strategy implementation impacts. This will need to be
completed and reviewed by our team to fully understand the impacts of this expansion
project on the site.
b. It will be important to understand the types and sizes of events and fiscal impact as
developed in that study by CSL. Those impacts will help develop expectations for the
proposed design in terms of amenities, finishes, and appearance.
c. Parking impacts will be a critical design element for this project. Parking demand will
influence and be influenced by the stormwater study and the economic impact study. The
ultimate parking demand will be identified by city standards, but also meeting expectations
by event planners and end users. How those parking demands are met will be investigated
and implemented in this predesign and concept design process. Important to understand
will also be the impacts of mass transit and multi-modal transportation on the use of this
project. This is also a critical component of the B3 Guidelines as well.
d. The previous idea study was developed using aerial photography from online resources. To
complete a realistic and implementable design, the design team will need a full technical site
survey to establish buildable area limitations, grading and utility design feasibility.
e. Geotechnical Evaluations will be important at this stage to demonstrate that a structure
of this size and use is feasible on this site. Our team feels confident in our previous design
experience on similar projects and as part of the initial idea study, that we could assist the
city in securing these services early in the process to properly inform design decisions and
ultimate project costs.
f. Understanding what has been done previously in surrounding communities will help
properly scope the project and identify wants and needs for space and quality within this
project. This is also a critical component of the Predesign Manual submission. Oertel
Architects will work with the city team to facilitate those tours and establish how those tours
collect information to influence this project.
MOUNDS VIEW COMMUNITY CENTER 5
3.0 SITE AND BUILDING SPACE NEEDS PROGRAMMING
3.1 SITE ANALYSIS AND CONTEXTUAL REVIEW
Part of our design approach and philosophy is to be responsible to the site and surrounding
context of any project size and scope. We will assess any potential design influencing existing
conditions such as site size and available building area, topography of the site, traffic access
and egress and potential traffic impacts, utility and infrastructure improvements, and future
development.
We will also review environmental characteristics that will impact how the building project is
designed to address climatic considerations, energy conservation considerations, and impact on
the overall natural environment. These assessments will be required to establish how entries
are oriented and designed, where windows are located, where renewables can be located,
among other characteristics. There are additional, more technical considerations that will be
part of the actual design process once funding is awarded and the full B3 process is implemented
that impact the site design. By addressing these initial investigations, those later considerations
have been initially addressed and set up for success and ease of implementation in later design
phases.
Finally, our context review includes the understanding of zoning context, and impact on
neighbors. This includes traffic impacts, screening considerations, local stormwater runoff,
acoustic and light pollution considerations, parking impacts, setbacks, and other considerations.
3.2 DETAILED SPACE PROGRAMMING AND DIAGRAMMING
A critical part of this predesign project is to establish a detailed space needs for the design
process to begin. Oertel Architects has integrated the predesign manual’s space needs inventory
worksheet, into all of our project’s space need programming. We have done this regardless of
state funding processes.
We will lead the discussion for each space type required at this facility, facilitating discussion
where required, providing guidance and expertise in some areas, and researching information
where necessary to complete the detailed programming for the following spaces that were
identified in the initial idea study: a) Gym Space and Spectator Areas, b) Community Fitness
Functions, c) Community Meeting / Gathering / Serving Functions, d) Locker Rooms, e) Office
and Administrative Functions, f) Open Lobby / Circulation and wayfinding functions, and g)
Building Function and Support spaces.
Building function and support includes areas such as mechanical and electrical rooms. Storage
of equipment and not-in-use furniture, and restrooms. Restroom and locker room demand and
design is evolving in our community to address cultural and societal considerations. Our team is
prepared to discuss these considerations with you and how those designs reflect the values and
needs of Mounds View.
WORK PLAN
White Earth Nation Fleet Storage
Pre-Design Packet
MOUNDS VIEW COMMUNITY CENTER 6
WORK PLAN
3.3 SUSTAINABLE DESIGN PROGRAMMING
Part of any project is how to include sustainable building principles into projects in an
implementable, maintainable, and cost-effective manner. The state funding requirements
require more technical and specific strategies to be implemented, but these features are never
far from our design ethos, as we know it isn’t far from yours. The City of Mounds View is already
implementing strategies for the inclusion of renewables within your city facilities, by including
PV panels on city facility roofs.
For this project, Oertel will work with Mounds View to establish goals for sustainable building
strategies and help you prioritize those goals during the programming and cost opinion
development tasks. For example, if Mounds View wanted the new community center to be a
Net Zero facility, we would establish that as a goal and discuss feasibility of that strategy, and
work with our sustainability consultant and engineering team to come up with ways this could
be achieved and identify ranges of cost for implementing that as a strategy. Regardless of city
goals, the funding will come with preestablished goals and benchmarks for the project. This is
part of the B3 guidelines and meeting the SB 2030 benchmark. SB 2030 is a mandatory energy
use reduction from a baseline model for similar facilities. We are working with several projects
implementing the B3 Guidelines and working to meet the SB 2030 benchmark with facility
typologies that are challenging to meet that standard, and we are confident that at this stage,
we can effectively help the city sculpt and develop a project scope and funding request that
meets the energy sustainability needs for the project.
However, Sustainability isn’t just about energy efficiency. We are designing these facilities for
people to use and increase community and personal well-being. As such, Sustainability should
also include the user experience. One example of how we have addressed this in our designs is
through simplified building forms that allow visitors and frequent users alike to readily identify
building entries and easily access interior spaces through the open and user-friendly lobby and
circulation spaces. We also introduce effective daylighting strategies in an egalitarian manner
throughout the facility to increase
the comfort and productivity of all
people using the facility.
Sustainability is also about
using resources responsibly. As
mentioned, we employ simple
designs with specific features
to enhance specific functions.
Simple design features use fewer
building materials, conserving
waste while also utilizing the
project budget as responsibly
as possible. Simple forms and
selective building material
selection also enhances the
energy efficiency of the facility,
bringing our sustainable building
approach full circle.
MOUNDS VIEW COMMUNITY CENTER 7
WORK PLAN
3.4 PUBLIC ART PROGRAMMING
Part of the predesign manual
development process, includes
looking for areas where public
art can be incorporated into
the project, per state statute,
if it is required as part of the
request. This project could
incorporate a community
involvement within the process
to ask about a community art
piece or implementation that
could enhance the appeal of
the project to the community
and the legislative body. As
part of the programming phase for this project, we would include notes and potential ideas for
inclusion of public art within the project for implementation during the execution of the final
design phases.
4.0 CONCEPTUAL DESIGN DEVELOPMENT
4.1 DESIGN PROCESS DELIVERABLES
During conceptual planning, our team will review the previous concept idea and how it
continues to meet or does not meet the established programmatic space needs as part of this
predesign process. Our team will investigate design options that meet the programmatic goals in
the best way the site can accommodate and review those options with the entire project team.
These options will address the opportunities and challenges of each option to meet the program
needs. This planning will typically take several weeks to complete as we coordinate options and
review meetings to get our team on the same page.
4.1.1 SITE AND BUILDING PLANS- We will develop plans that illustrate a high level of initial
detail to illustrate a feasible plan quality. This plan development allows building system
engineers to offer quality design input so we can better estimate the potential project costs.
4.1.2 ELEVATIONS & SECTIONS- Elevations and simple building sections will be used to
illustrate building mass and form that will be informed by building system engineers for a
more complete project cost estimate.
EDINA SOUTHDALE WATER TREATMENT FACILITY
MOUNDS VIEW COMMUNITY CENTER 8
WORK PLAN
4.1.3 RENDERINGS- Renderings are the portion of the deliverable that develop excitement
for a project within the project team and community as a whole. We will develop renderings
that display the complete solution, illustrating how a user will experience the new facility.
4.2 STAKEHOLDER AND COMMUNITY DEMONSTRATION AND FEEDBACK INTEGRATION
As this is a community project, there may be a need to integrate a community informational
meeting to simply explain what the process is and what is being designed. We typically would
see this occurring with a selected option and present a site and building plan with renderings
either in an open house or online newsletter. If included in the process, any feedback that the
city feels need to be incorporated will be included within the design and the final report as part
of the predesign manual.
4.3 PREFERRED CONCEPT DESIGN AND SELECTION
After any feedback is incorporated into the design, the result would be the preferred concept
design and will be the basis for the completion of the predesign manual.
5.0 PREDESIGN MANUAL- PACKET DELIVERABLE
Our team will complete the required submission packet during this task. We will coordinate all required portions of the
predesign manual.
5.1 NARRATIVES AND DESCRIPTIONS
5.2 DRAWING PACKAGE
5.3 PROJECT COST OPINION
COST OPINION EXAMPLE
MOUNDS VIEW COMMUNITY CENTER 9
FIRM INFORMATION
OERTEL ARCHITECTS, LTD. was established and incorporated,
in the state of Minnesota in January of 1996 by Jeff Oertel, with a
commitment to solve design and building challenges so that each
and every project achieves its maximum potential at the least overall
cost, to serve all clients, large and small, using our attention to detail,
understandable design process and problem-solving method of tackling
the big issues, regardless of project size and complexity. We have
instituted a hands-on approach in working out details, understanding
building conditions and working with user groups.
Our firm provides a full range of consulting services including planning,
architectural design, interior design, and construction-related services.
Our firm has worked with over sixty cities, thirteen counties and several
state agencies to date.
Oertel Architects is a small firm by choice as we prefer a direct approach
to all of the projects we work on. Our eleven employees include seven
registered architects, two designers, one design intern, and one interior
designer.
BUSINESS ADDRESS
1795 St. Clair Avenue
St. Paul, MN 55105
www.oertelarchitects.com
LEGAL STATUS, YEAR
INCORPORATED
S Corporation, 1996
OWNERSHIP
Jeff Oertel, Founder/ President
Deb Brandwick, Principal
Thomas Stromsodt, Principal
Andrew Cooper, Principal
Brenda Dever, Associate Principal
CONTACT NAME
Andrew Cooper, AIA, Principal
Principal In Charge
p: (651) 696-5186 x 313
e: acooper@oertelarchitects.com
MOUNDS VIEW COMMUNITY CENTER 10
KEY PERSONNEL
Andrew is a registered architect in the state of Minnesota and
joined our firm in 2002. Andrew has lead and consulted on
multiple community based projects all over the upper midwest
and develop and foster long lasting relationships within our Twin
City Metro Area home and beyond.
Andrew has lead and designed high profile public and private
projects that have become part of our communities fabric. He
has worked with master planning projects, new construction,
and building renovations and expansions. He has extensive
experience in project management and construction
administration. Andrew uses his communication skills and
expertise in the design process to work with communities and
will make sure your project is a community center piece and
source of pride.
RELEVANT EXPERIENCE City of Mounds View Community Center Study City of Mounds View Public Works Facility City of Fridley, MN Moore Lake Park City of Eagan- Woodhaven Park City of Eagan- Trapp Farm Park City of Eagan- Bridle Ridge Park City of Coon Rapids- Riverview Park City of Coon Rapids- Sand Creek Park City of Crystal, MN Becker Park City of South St. Paul- Kaposia Landing Park City of Litchfield, MN Community Center Planning Heritage Greens Pool House Facility- Hudson, WI City of Edina School & Recreation Center Study City of Prior Lake Park Building City of Waite Park, MN Community Park City of Waite Park, MN Rivers Edge Park City of Burnsville, MN Alimagnet Park Dugouts Square Lake Park Contact Station- Stillwater, MN
ANDREW COOPER, AIA,
PRINCIPAL
ROLE: PRINCIPAL IN CHARGE
p: (651) 696-5186 x313e: acooper@oertelarchitects.com
OERTEL ARCHITECTS- PROJECT LEAD ARCHITECTURE & INTERIORS
Thomas joined Oertel Architects in 2000 and is a Registered
Architect in the state of Minnesota. Thomas has extensive
experience in public works, water resources, parks and
recreation facilities and related municipal architectural
structures. He was worked with new construction, historic
renovations, and building expansions, many of which have
sought and successfully secured state funding. Thomas has a
proven track record with past and present clients of providing
a clear and accessible explanation of the design process,
exploring and explaining different building systems, and making
sure everyone has realistic expectations to ensure a successful
outcome.
RELEVANT EXPERIENCE City of Inver Grove Heights- South Valley Park City of Apple Valley- Lebanon Cemetery Covered Ceremony Shelter City of St. Paul- Historic Palace Theatre Renovation City of Apple Valley- Cobblestone Park City of Champlin- Warming House Upgrades City of Waconia- City Square Park City of Winsted- Dugout Improvements City of Champlin- Andrews Park concession/restroom bldg/picnic shelter/splash pad City of Shakopee Aquatic Facility, Shakopee, MN City of Wausau, WI- Kaiser Pool Building, Schulenburg Pool Building, Memorial Pool Building City of Minneapolis- Van Cleve Pool Building City of Foley Community Pool House, Foley, MN William O’Brien State Park Contact Station Afton State Park Contact Station Expansion City of Richfield Community Center Renovation Bottineau Recreational Complex – Northeast Minneapolis, MN
THOMAS STROMSODT,
AIA, PRINCIPAL
ROLE: PROJECT MANAGER,
PREDESIGN MANUAL OVERSIGHT
p: (651) 696-5186 x314e: tstromsodt@oertelarchitects.com
MOUNDS VIEW COMMUNITY CENTER 11
KEY PERSONNEL
DANIEL ENGLUND, AIA
ROLE: DESIGN ARCHITECT
p: (651) 696-5186 x311
e: denglund@oertelarchitects.com
BRENDA DEVER, ASSOC.
PRINICIPAL
ROLE: INTERIOR DESIGN
p: (651) 696-5186 x308
e: bdever@oertelarchitects.com
Daniel joined our firm in January of 2015 and has become an
invaluable member of our team. He is dedicated, dependable,
and detail-oriented. His responsibilities include schematic
design, master planning, project coordination, client/ public
contact, 3D building modeling, construction documents, and
construction administration. Daniel also leads our 3D modeling/
rendering team in bringing your project to life.
Relevant experience includes: Mounds View Community Center
Study, City of Mounds View Public Works Facility, City of Inver
Grove Heights- South Valley Park, City of Robbinsdale City Hall
Renovations, City of Edina Water Treatment Facility, City of
Apple Valley- Lebanon Cemetery Covered Structure, City of
Waconia Waterford Park, City of Anoka- Greenhaven Golf Course
Maintenance Facility, City of Waite Park- Park Buildings, City of
Waite Park Amphitheater, City of Apple Valley- Cobblestone Park,
City of Minneapolis- Van Cleve Pool House, City of Champlin
Warming House Improvements, City of Winsted- Dugout
Improvements Brenda joined our firm in 2003 and serves as an interior designer,
resource librarian, marketing coordinator, and office manager to
the firm. To date, she has worked on, in some capacity, virtually
every project that has come through the office. Duties include:
assembling proposals and qualifications packages for potential
projects, space planning, architectural drawings, interior
and exterior finish selections, furniture selection, creating
presentation boards, creating finish schedules and plans, client
contact, InDesign, AutoCAD, and SketchUp.
Relevant experience includes: City of Mounds View Public Works Facility, City of St. Paul Historic Palace Theatre Renovation, City of Eagan, MN Trapp Farm Park, City of Waconia, MN Brook Peterson Park Renovation, City of Waite Park, MN- The Ledge Amphitheater, Sand Creek Park Warming House & Concession Building, Coon Rapids, MN, Andrews Park Changing Building/Restroom Facility, Champlin, MN, Big Marine- Washington County, MN (Contact Station, Swim Beach Facility, Restroom Facility, Picnic Shelter), Afton State Park Contact Station Expansion, City of Anoka Greenhaven Golf Course Upgrades, Kaposia Landing Concession Building- South St. Paul, MN, City of Shakopee Aquatic Facility, Shakopee, MN, City of Foley Community Pool House, Foley, MN, William O’Brien State Park Contact Station
MADDY PETERS,
ASSOC. AIA
ROLE: DESIGN SUPPORT
p: (651) 696-5186 x303
e: mpeters@oertelarchitects.com
Maddy joined Oertel Architects as a summer intern in 2016 and now as a full-time employee, has proven to be an indispensable member of our team. As support to our project architects, Maddy has the knowledge and the know-how to properly document, analyze and convey results of design issues. Ms. Peters responsibilities and duties include pre-design, schematic design, 3D modeling, design development documents, project coordination, and construction documents in both Revit and
AutoCAD.
Relevant experience includes: City of Fridley Moore Lake Park
Facility, City of Eagan- Bridle Ridge Park , Waconia City Square
Park, Rivers Edge Park Building, Waite Park, MN, Community
Park Building, Waite Park, MN, Becker Park Restroom Building,
Crystal, MN, Trapp Farm Park Building, Eagan, MN, Support Staff
on multiple projects.
MOUNDS VIEW COMMUNITY CENTER 12
Emanuelson-Podas has a broad and deep expertise in the community center and
fitness sector, including a 25-year history of partnering with Life Time Fitness (dating
back to their first ground-up club in Eagan, Minn.). EP is honored to have provided
mechanical and electrical design for each of their more than 100 locations.
From managing the complexities of aquatic systems’ ventilation to designing for
lighting across dramatically disparate fitness and community gathering spaces, EP
has the expertise and experience to bring your center to life.
MECHANICAL & ELECTRICAL
ENGINEERING
KELLY ARTZ, PE, RCDD, LEED
AP, WELL AP
ELECTRICAL
ENGINEER /PARTNER
p: (952) 540-4043
e: KArtz@epinc.com
SCOTT VANDER HEIDEN,
PE, LEED AP
MECHANICAL ENGINEER |
MANAGING PARTNER
p: (952) 540-4012
e: SVanderheiden@epinc.com
Kelly is an integral member of the electrical and technology
teams at EP. He has 25 years of experience working across a
range of market sectors with particular strength in the education
market. He is directly involved in all aspects of electrical design,
including lighting, power, fire alarm, telecommunications and
security systems. His status as a Registered Communications
Distribution Designer (RCDD) demonstrates his exceptional skill
in telecommunications design.
Kelly works closely with each member of the team to develop
solutions that meet the client’s goals. Helping clients balance
first costs with long-term adaptability and effectiveness is one
of Kelly’s strongest assets. Kelly is a LEED-registered professional
and is one of the first engineers in the state of Minnesota to
receive WELL certification. His commitment to efficiency and
sustainability have made him a go-to resource for projects
seeking environmental responsibility and occupant wellness
goals.
Relevant experience:
• Life Time Fitness – Over 100 fitness clubs
• Northeast YMCA, White Bear Lake, MN
• Hinckley Community Center, Hinckley, MN
• District 1 Community Center, Onamia, MN
• Shakopee Mdewakanton Sioux Community, Dakotah! Ice
Center, Prior Lake, MN
• Shakopee Mdewakanton Sioux Community, Dakotah! Sport
and Fitness, Prior Lake, MN,
• Xperience Fitness, multiple locations
• University of Minnesota Golf Training Facility, Minneapolis,
MN
• University of Minnesota Fieldhouse, Minneapolis, MN
Scott is a managing partner and registered mechanical engineer
with 20 years of experience as a consulting engineer. He has
extensive experience designing HVAC, plumbing, piping, fire
protection and building automation systems, as well as project
management and construction administration expertise. Scott
has worked in a variety of industry sectors including corporate,
civic and municipal, education, financial, housing, hospitality,
restaurant, retail, and worship.
Scott is a LEED-accredited professional and has a special focus on
leading and designing sustainable projects, with multiple LEED-
registered projects under his belt.
Scott enjoys creating and maintaining business relationships with
building owners and architects. He thrives on helping building
owners make informed decisions about building systems by
engaging early in the design process and leveraging both his
experience and energy modeling technologies.
Relevant experince:
• Life Time Fitness – Over 100 fitness clubs
• Northeast YMCA, White Bear Lake, MN
• Hinckley Community Center, Hinckley, MN
• District 1 Community Center, Onamia, MN
• Shakopee Mdewakanton Sioux Community, Dakotah! Ice
Center, Prior Lake, MN
• Shakopee Mdewakanton Sioux Community, Dakotah! Sport
and Fitness, Prior Lake, MN,
• Xperience Fitness, multiple locations
• University of Minnesota Golf Training Facility, Minneapolis,
MN
• University of Minnesota Fieldhouse, Minneapolis, MN
KEY PERSONNEL
MOUNDS VIEW COMMUNITY CENTER 13
Since 1961, SRF has been a highly respected member of the Midwestern
consulting community, with offices in Minneapolis-MN, Saint Paul-MN,
Fargo-ND, Bismarck-ND, Madison-WI, and Omaha-NE. As a 100% employee-
owned multi-disciplinary planning, engineering, and surveying company,
SRF’s planners, designers, and engineers collaborate with our clients and their
stakeholders to develop creative solutions for the most challenging projects.
Together, we create vibrant communities and dynamic experiences. Our
award-winning projects range from context-sensitive site development planning
and design, revitalized neighborhoods and urban spaces, and multi-modal
transportation planning and design.
LANDSCAPE ARCHITECTURE,
CIVIL ENGINEERING
MICHAEL AARON, PECIVIL ENGINEER
p: (763) 249-6756 e: maaron@srfcomsulting.com
Mike has more than 30 years of experience in site
planning, municipal engineering, highway and trail design,
hydraulic analysis, and stormwater management. His
municipal and site development expertise includes project
management, feasibility, predesign, demolition, layout,
drainage, utilities, grading, detailing, and supporting
specifications as well as permitting and contract
administration. He has demonstrated his outstanding civil/
site skills on many of SRF’s well-known municipal facilities,
commercial, and retail site development projects.
Relevant Experience:
• Minneapolis Public Schools, Minneapolis, MN
• Dakota County Fleet Storage Building, Empire
Township, MN
• Transit Bus Garage Facility, Minot, ND
• Arden Hills National Guard Vehicle Maintenance Shop,
Arden Hills, MN
• Ramsey Public Works Facility (with Oertel)
Paul has 25 years of experience as a development
consultant in the tribal, commercial, residential, and
government markets and has worked on numerous
projects. He brings a complement of skills to assist clients
which involves site layout, communications, entitlements,
detailed design, construction documents, construction
administration, and overall development success. Paul
enjoys collaborating with and leading multidisciplinary
teams to develop creative solutions that address project
challenges and meet key target dates.
Relevant Experience:
• Mystic Lake Casino and Hotel Parking / Landscape
(Shakopee Mdewakanton Sioux Community) – Prior
Lake, MN,
• Miccosukee Resort & Gaming Development
(Miccosukee Tribe) – Miami, FL,
• Fargo Mid-America Steel Site Redevelopment
Brownfield Assessment – Fargo, MN,
• Ames Arena / Lakeville North High School – Lakeville,
MN
• Lakeville North and South High Schools Syn Turf Fields
– Lakeville, MN
PAUL SCHROEDER, PLA,
ASLA, LEED AP
LANDSCAPE ARCHITECT
p: (763) 249-6796
e: pschroeder@srfconsulting.com
KEY PERSONNEL
MOUNDS VIEW COMMUNITY CENTER 14
KEY PERSONNEL
JANNEKE SCHAAP,
ASSOC. AIAB3 CONSULTANT
p: (612) 839-0039e: janneke@precipitatearch.com
Relevant experience:
• MnDOT Clearwater Truck Station (B3 Consultant- with
Oertel)
• New Ulm, MN (LEED Consultant- with Oertel)
• City of Apple Valley Central Maintenance Facility
(Green Globes Sustainable Design Consultant- with
Oertel)
• The Hub Community Center- Perham, MN (B3
Sustainable Buildings Guidelines Consultant).
Precipitate, PLLC are leaders in climate action architecture
and consulting, and are committed to bringing the
architectural community along toward carbon positivity.
The firm has broad experience with leading project teams
through sustainable building programs including MN’s B3
and LEED, and are experts in passive house (Phius) design
and consulting.
Precipitate founder Elizabeth Turner, AIA, CPHC, was
involved with previous updates to the B3 program while
employed by a previous firm, integrating user input and
feedback to inform program iterations. She also brings
experience managing energy and water data collection
in B3 Benchmarking. Janneke Schaap, Assoc. AIA, was
brought on to expand the firm’s offerings with sustainable
design consulting via green building programs, helping
projects navigate how the B3 guidelines fit with their
process and managing documentation in the B3 tracking
tool. We have experience working with the Oertel team on
multiple projects navigating green rating systems.
As your project partner, we would rather help you figure out how to achieve your project goals than tell you why it cannot be done. Curiosity and imagination inform our approach as much as knowledge and experience. We listen carefully, and when appropriate, work with you as early as the programming phase to help integrate structure into the overall design, which often helps avoid costly design changes later on. When we learn something new, we share it with you, so your business benefits from the same knowledge.
STRUCTURAL ENGINEERING
J.W. MURPHY CURRAN, PE,
SE, PRINCIPAL
STRUCTURAL ENGINEER
p: (612) 604-3623
e: mcurran@mbjeng.com
Murphy fills multiple project roles, whether as principal-in-charge or structural engineer of record, taking on a wide range of responsibilities that include design direction and decision-making, structural team oversight, structural coordination with other project disciplines, budget management, and proposal and contract preparation, and others. Murphy is experienced with all types of structural systems and materials and brings a highly creative approach to all his projects. With exceptional communication and organizational skills, he leads each project focusing on efficiency and constructability while supporting the project’s aesthetic elements.
Relevant Experience: Anoka County Northtown Public Library Remodel, Blaine, MN, Camp Tanadoona Dining Hall, Excelsior, MN, City of Andover YMCA Community Center Expansion, Andover, MN, City of Apple Valley Cobblestone Park Pavilion and Restroom Building, Apple Valley, MN, City of Eagan Bridle Ridge Park Building, Eagan, MN, City of Eagan Trapp Farm Park Pavilion, Eagan, MN, City of Excelsior Commons Bandshell, Excelsior, MNCity of Hilltop City Hall Addition, Hilltop, MN, City of Lake Elmo City Hall and Fire Station, Lake Elmo, MN, City of Minneapolis City Hall Renovations (multiple projects), Minneapolis, MN, City of St. Paul Lilydale Regional Park Pickerel Lake Pavilion, Lilydale, MN, City of Waite Park River’s Edge, Waite Park, MN, City of Waite Park The Ledge Amphitheater, Waite Park, MN, City of Woodbury City Hall Renovation, Woodbury, MN, Dakota County Wescott Public Library Renovations, Eagan, MN, Gibbs Farm Red Barn Renovation, Falcon Heights, MN, Metro Transit Police Department Office Building, Minneapolis, MN, Minneapolis College of Art and Design Gateway Garden, Minneapolis, MN, Minneapolis Parks and Rec Eloise Butler Wildflower Garden Bridge and Boardwalk, Minneapolis, MN, Minnesota Governor’s Residence Renovation, St. Paul, MN, Minnesota Landscape Arboretum Bailey Shrub Walk Pavilion, Chaska, MN, Minnesota Landscape Arboretum Hsiao Garden Pavilion and Entry Gate, Chaska, MN
SUSTAINABILITY & B3
CONSULTANT
MOUNDS VIEW COMMUNITY CENTER 15
MOUNDS VIEW
COMMUNITY
CENTER STUDY
Recent developments along the HWY 10 corridor through Mounds View, MN prompted the city to examine the feasibility of a renovation and addition to the current cities community center in an effort to further encouragecorridor development. The process included information gathering, existing facility and site analysis, spaceneeds programming, and concept development.
The proposed program consisted of a new community garden space, fitness area, locker rooms, and three additional full size basketball courts to accommodate many of the cities hosted youth sporting events.
Working with city staff and key leadership, multiple design options were developed and considered with respect to impact on existing parking, site parameters, and community center operations. The preferred layout was present to city council for community input and feedback.
Key personnel: Andrew Cooper- lead architect, Daniel Englund, design architect, other support staff (not listed
above) who will also work on your project
CONTACT
Don Peterson, Public Works Director
5394 Edgewood Dr, Mounds View, MN 55112
e: don.peterson@ci.mounds-view.mn.us
p: (763) 717-4053
PROJECT EXPERIENCE- OERTEL ARCHITECTS
MOUNDS VIEW COMMUNITY CENTER 16
FAIRMONT
COMMUNITY
CENTER STUDY
Oertel Architects and Bolton & Menk worked with the City of Fairmont to review needs, develop a building program, review multiple sites and provide initial project budgeting for a new multi-function community center.
This effort brought together multiple public agencies; the City of Fairmont, Martin County, Fairmont Area School District, and private parties such as the Mayo Clinic Health System and community organizations such as the Project 1590, a local community action group, and the local youth hockey association.
The approach was to bring all these groups together to get input on what this facility could be. It was our job to organize and conduct those events.
The city moved forward on this project with another firm.
Key personnel: Andrew Cooper- Lead architectural planner, Maddy Peters- architectural support
CONTACTPaul Hoye, Finance Director City of Fairmont100 Downtown Plaza, Fairmont, MN 56031 e: phoye@fairmont.orgp: (507) 238-3934
MOUNDS VIEW COMMUNITY CENTER 17
VADNAIS
HEIGHTS
COMMUNITY
CENTER
The Commons is a part of the North Service Center which
also houses Public Works and a Fire Station. The venue
is used by the city for voting and other large municipal
events and can be rented out by the public for weddings,
corporate banquets or seminars, and fundraisers. Utilizing
four different spaces within the building, the venue can
accommodate groups of 15 to over 400. In addition to
the large open gathering room, the community space has
a fully functional commercial kitchen, a large and small
conference room, and an elegant fireplace reception
room. This project received the WoodWorks Central
Region Interior Beauty of Wood Award.
Key Personnel: Thomas Stromsodt- Design Architect, Andrew Cooper- Design coordinator, Brenda Dever- Interiors
CONTACT
Mark Graham, Retired Director of Public Services
e: mjlagraham@comcast.net
p: (651) 245-6493 (personal cell)
MOUNDS VIEW COMMUNITY CENTER 18
WHITE EARTH NATION FLEET STORAGE FACILITY- Key Personnel:
Andrew Cooper, Daniel Englund, SRF Consulting- Paul Schroeder,
Mike Aaron
PROJECT EXPERIENCE- OERTEL ARCHITECTS
RAMSEY PUBLIC WORKS FACILITY- Key Personnel: Andrew
Cooper, Daniel Englund, Brenda Dever, SRF- Mike Aaron, EP-
Electrical & Mechanical Engineering, MBJ- Murphy Curran
MN NATIONAL GUARD FIELD MAINTENANCE- Key Personnel:
Andrew Cooper, Brenda Dever, SRF- Civil Engineering, MBJ-
Murphy Curran Structural Engineering
MOUNDS VIEW COMMUNITY CENTER 19
CONSULTANT PROJECT EXPERIENCE- EMANUELSON PODAS
HINCKLEY COMMUNITY CENTER- Hinckley, MN
LIFE TIME FITNESS
DAKOTAH! ICE CENTER- Shakopee Mdewakanton Sioux Community
MOUNDS VIEW COMMUNITY CENTER 20
PROJECT SCHEDULE
1.0 PROJECT MANAGEMENT
2.0 REDISCOVERY
3.0 SITE AND BUILDING SPACE NEED PROGRAMMING
4.0 CONCEPT DESIGN DEVELOPMENT
5.0 PRE-DESIGN DELIVERABLE
1.1 Kick Off Meeting
1.2 Bi-Weekly Check-ins
2.1 Initial Concept Staff and Stakeholder Feedback
a) Kick-Off Meeting - Goal Setting
b) Online Survey Feedback Loop
2.2 Evaluation and Collection of New and Additional Detail
a) Stormwater Study
b) Event Programming and Fiscal Feasibility Study
c) Zoning Study
d) Technical Survey
e) Geo-technical Evaluations
f) Precedent Studies (Examples of Similar Projects)
3.1 Site Analysis and Contextual Review
3.2 Detailed Space Programming
a) Gym Space and Spectator Demand
b) Community Fitness Functions
c) Community Meeting, Gathering, and Serving Functions
d) Locker Room Demand and Size
e) Office and Administrative Functions
f) Building Function and Support Spaces
• Restrooms
• Storage
• Mechanical and Electrical
3.3 Sustainability Programming
a) Minnesota B3 Programming
b) Consideration of Heating and Cooling Systems
3.4 Public Art
4.1 Design Progress Deliverables
a) Building and Site Plans
b) Elevations and 3D Modeling
c) Concept Cost Comparison
4.2 Stakeholder and Community Demonstration and Feedback
4.3 Preferred Concept Selection
5.1 Minnesota Pre-Design Manual for Capital Projects
5.2 Plans
5.3 Elevations
5.4 Renderings
5.5 Total Project Cost Opinion OCTOBER 10, 2022NOVEMBER 2022DECEMBER 2022JANUARY 2023PRIMARY TASK DURATION
TASK SPILL/EXTENSION
REGULARLY SCHEDULED TOUCH POINTS
WORK TASK DURATION
WORK TASK SPILL/EXTENSION
WORK TASK COMPLETION GOAL
KICKOFF MEETING / OWNER PROVIDED DELIVERABLE
TASK SCHEDULE KEY:
MOUNDS VIEW COMMUNITY CENTER 21
CONCLUSION
Oertel Architects and our entire team would like to thank you again for asking us to provide you with this
qualifications package and meet with you regarding your project.
We sincerely hope that our enthusiasm and approach to the intricacies, complexities, challenges and
opportunities associated with designing a community asset facility and securing state funding has come
through in that approach and enthusiasm.
We are looking forward to meeting with you and seeing and hearing what questions you may have for us, and
what your enthusiasms are for this project and this partnership.
Sincerely,
Andrew Cooper, AIA, Principal
Oertel Architects, Ltd.
Andrew Cooper, AIA, Principal
1795 St. Clair Avenue
Saint Paul, MN 55105
p: (651) 696-5186 x 313
e: acooper@oertelarchitects.com
MOUNDS VIEW COMMUNITY CENTER 22
THIS PAGE LEFT BLANK INTENTIONALLY
PROPOSAL FOR:
CITY OF MOUNDS VIEW
▶ YOUTH AND AMATEUR SPORTS COMPLEX
Submitted September 29, 2022 | Contact Daniel Kodet AIA, NOMA, CID
i KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
Cover Letter
Firm Information
Project Team
Project Understanding and Approach
Firm Experience
Fee Letter
Contents
1
3
5
9
13
KODET ARCHITECTURAL GROUP
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW ii
September 29, 2022
Mr. Nyle Zikmund
City Administrator
City of Mounds View
2401 Mounds View Boulevard
Mounds View, MN 55112
RE: Youth and Amateur Sports Complex Concept Plans and Cost Estimation Study
Kodet Architectural Group appreciates the opportunity
to submit a proposal to the City of Mounds View for
the Youth and Amateur Sports Complex project. Our
firm understands the importance of these types of
facilities, as they are critical contributors to the vitality
of the community. We are a full-service architectural
firm, which looks at the design as being individual to
each communities identity and not a “one-size fits all”
scenario. Our process places emphasis on collaboration
and developing innovative methods of connecting the
facility and the various activities the Youth and Amateur
Sports Complex offers to further enrich the City of
Mounds View now and into the future.
Over the last 30 years, community facilities have been a
cornerstone of our firm’s portfolio. From our experience
we have established a comprehensive approach that will
aim to engage the City in creating innovative solutions
in designing an expanded Youth and Amateur Sports
Complex to best meet your needs and strengthen the
services to the community through the following:
• Planning process involving and coordinating
with the City Council, staff, stakeholders, and
the community to determine the opportunities
and deficiencies and how these can best be
addressed in planning.
• Making the best use of the site, addressing
parking, stormwater, and overall function of
events for the facility on-site.
• Maximizing building utilization with careful
consideration of Sports Complexes, the existing
building, and the programs unique complexities
to enhance operating efficiencies.
• Design quality is an important element
for long-term use and value. We look at
low maintenance, efficient, and functional
facilities that are also a point of pride for your
community.
• Cost estimating by Kraus-Anderson is critical
to determining priorities and the feasibility of
changes; our team includes the right partner for
this.
• Sustainable Design that provides long-term
value and enhances the building’s functions and
provides operational cost savings.
The Kodet Team understands the significance of
community infrastructure like this. We will work
collaboratively with the City of Mounds View to develop
a vision that fits your community and sets you up for the
funding success required to get this project constructed.
Our firm appreciates the opportunity to present our
design team in person to discuss on how to achieve your
long-range objectives and vision.
Sincerely,
Daniel Kodet, AIA, NOMA, CID
President and CEO
Kodet Architectural Group, Ltd.
d: 612-381-2101
e: dkodet@kodet.com
Dear Mr. Zikmund:
▶ Cover Letter
1 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Firm Information
Office Address
15 Groveland Terrace
Minneapolis, MN 55403
p: 612.377.2737
Kodet Architectural Group, Ltd.
Kodet Architectural Group is a second-generation
family-owned architecture practice based in
Minneapolis. We specialize in community-focused
design, including recreational, schools, libraries,
churches, maintenance facilities, and other structures
that enhance connections and opportunity within
communities. The firm has a strong portfolio of award-
winning civic projects.
Kodet has been involved in community facility planning
since the firm started. Our experiences include the full
spectrum of architectural services, including master
planning, programming, security, sustainability, deferred
maintenance, additions, and new building design. While
our design work is diverse, we approach each project
with a focus on representing the best interests of our
clients. A commitment to design excellence, while
meeting project budgets and schedules, comprises the
firm’s primary practice philosophy.
Location: Minneapolis, MN
Year Established: 1983
Staffing by Discipline:
Architects 3
Designers 6
Support 1
Total 10
• Hmong College Prep Academy | Phase 1 - 3 Addition
+ Remodel
• Hmong College Prep Academy | Phase 4 Addition
• Hmong College Prep Academy | Phase 4 Sports
Dome + Parking Ramp
• Hmong College Prep Academy | Phase 5 New
Middle School + Remodel
• Pleasant Hill Library | Dakota County
• Minnesota State Academy for the Deaf | Wilkins Hall
• Twin Cities Academy | New Building Design
• Yinghua Academy | Renovation + Addition
• City of Bloomington | Dred Scott Wheelhouse
• Three Rivers Park District | Baker Park Restroom
and Boat Rental Buildings
• Three River Park District | Baker Park Shower and
Infirmary Building
Experience with Similar Projects:
Point of Contact
Daniel Kodet, AIA, CID
p: 612-381-2101
e: dkodet@kodet.com
Architectural Prime-Consultant
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 2
▶ Firm Information
Kraus-Anderson Construction Company
Kraus-Anderson has been helping clients with their
needs since 1897. The facility assessment practice has
grown to help our customers understand and identify
needs to better help with the operation of each build-
ing. Therefore, KA has helped customers prioritize their
organization’s growing needs.
KA’s team works collaboratively with clients to provide
facility assessments, construction feasibility, logistical
planning, cost estimating, and construction management
services. Kraus-Anderson also employs mechanical and
electrical engineers to assist with evaluation of existing
building systems.
Our in-house expertise brings a comprehensive under-
standing of a building and potential issues that arise as
buildings require maintenance. Bringing our construction
and engineering expertise to a facility review allows us
to find answers and solutions. It translates to under-
standing the potential construction options, scheduling,
and phasing that will be required to resolve said issues.
Our preconstruction/project estimating capabilities
allow us to tap into the latest and greatest information
on market data and real-time costs of materials and
equipment.
Location: Minneapolis, MN
Year Established: 1897
Staffing by Discipline - Facility Assessment Practice:
Architects 3
Prof. Engineers 5
Other Staff 20
Total 28
• Mounds Park Academy - Facilities Assessment |
Maplewood, MN
• City of Little Canada Facilities Assessment | Little
Canada, MN
• Eastern Carver County Schools - Facilities
Assessment | Carver, MN
• City of Monticello - Facility Assessment | Monticello,
MN
• City of Chanhassen - Facilities Assessment |
Chanhassen, MN
• Jordan School District - Facility Assessment |
Jordan, MN
• City of Burnsville - Facilities Assessment | Burnsville,
MN
• The Duluth Playhouse - Facilities Assessment |
Duluth, MN
Experience with Similar Projects:
Cost Estimation Sub-Consultant
Preconstruction Team Mechanical & Electrical Systems Team (MEP)
Virtual Design & Construction (VDC) / Drone Team Building Science Team
Market Sector Leadership Construction Executives
OUR PEOPLE
KA’s team works collaboratively with clients to provide
facility assessments, construction feasibility, logistical
planning, cost estimating, and construction management
services. Kraus-Anderson also employs mechanical and
electrical engineers to assist with evaluation of existing
building systems.
3 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Project Team
DANIEL KODET,
AIA, NOMA, CID
Kodet Architectural Group, Ltd.
Role: Principal-in-Charge
Experience: 15 Years
Registration: Architect (MN #57304)
and CID (MN #C02500)
Daniel is the second-generation owner and principal in
charge of Kodet. A passionate advocate for architecture
that serves the common good, he believes that well-
designed structures can enhance growth, connection,
communication, and equality within a community. Daniel
has worked on government, religious, educational,
corporate, and cultural projects for local, national,
and international clients, and these experiences have
impressed upon him that the best design outcomes arise
from a client-centered process.
Relevant Experience:
• Our Father’s Lutheran Church Facility Planning
Document | Rockford, MN
• Episcopal Church of the Ascension Visioning and
Master Plan | Stillwater, MN
• Lutheran Church of the Good Shepherd |
Minneapolis, MN
• Westwood Lutheran Church | Minneapolis, MN
• Central Lutheran Church | Minneapolis, MN
• First Unitarian Society | Minneapolis, MN
• Twin City Chinese Christian Church | Roseville, MN
• Minnesota Historical Society 1500 Mississippi
Building Assessment | St. Paul, MN
Teri will serve as Project Manager and Day-to-Day
contact for the project. With more than 30 years of
experience in the architectural profession, Teri is
committed to ensuring that stakeholders’ expectations
are met and exceeded in every aspect of project design
and delivery. She has over 30 years of ADA Assessment +
Accessibility analysis and understands the requirements
+ level of detail necessary for completing a thorough
assessment. She is well-versed in the various issues
related to religious buildings
Relevant Experience:
• Lutheran Church of the Good Shepherd |
Minneapolis, MN
• Westwood Lutheran Church | Minneapolis, MN
• Central Lutheran Church | Minneapolis, MN
• First Unitarian Society | Minneapolis, MN
• Twin City Chinese Christian Church | Roseville, MN
• St. Bridget Catholic Church | Minneapolis, MN
• St. Croix Lutheran Church | West St. Paul, MN
• Church of St. Joseph the Worker | Maple Grove, MN
• Our Saviour’s Lutheran Church | Minneapolis, MN
• Twin Cities Academy Existing Facility Assessment |
St. Paul, MN
• East Side Freedom Library Facility Assessment | St.
Paul, MN
TERI NAGEL,
LEED AP BD+C, ALEP
Kodet Architectural Group, Ltd.
Role: Project Manager
Experience: 30+ Years
Registration: Certified Minnesota
Accessibility Specialist
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 4
▶ Project Team
TIM KITTILA,
PE
Kraus-Anderson
Role: Facilities Assessment Manager
Experience: 17 Years
Registration: Professional
Mechanical Engineer MN #46615
Tim helps the owner verify program needs and assists
in generating a master plan that addresses the facility
options and the risks that exist for each of the options
presented. He observes, reviews, and documents
the facility conditions, including - but not limited to
- site conditions, exterior envelope, interior finishes,
mechanical and electrical systems, ADA requirements,
and safety and security. He will present all viable options
and costs associated as a part of a comprehensive plan.
Relevant Experience:
• Mounds Park Academy - Facilities Assessment |
Maplewood, MN
• City of Little Canada Facilities Assessment | Little
Canada, MN
• Eastern Carver County Schools - Facilities
Assessment | Carver, MN
• City of Monticello - Facility Assessment | Monticello,
MN
• City of Chanhassen - Facilities Assessment |
Chanhassen, MN
• Jordan School District - Facility Assessment |
Jordan, MN
• City of Burnsville - Facilities Assessment | Burnsville,
MN
• The Duluth Playhouse - Facilities Assessment |
Duluth, MN
DUSTIN PHILLIPS,
Kraus-Anderson
Role: Senior Project Manager
Experience: 17 Years
Registration: APWA, IFMA
Dustin will be responsible for monitoring and refining
the long-range and short-term plans to ensure success
on the project. He will provide project oversight and
team support throughout planning. Dustin’s relevant
experience with city facilities will prove invaluable as
constructibility and risks are anticipated, planned for,
and effectively mitigated.
Relevant Experience:
• City of Burnsville | Facilities Assessment
• City of Chanhassen | Facilities Assessment
• City of Little Canada | Facilities Assessment
• City of Monticello | Facility Assessment
• Isanti County | Facilities Assessment
• Scott County | Government Center Remodel
• City of Woodbury | City Hall Renovation
• City of White Bear Lake | Public Safety Center
Addition
• City of Burnsville | City Hall Renovation
5 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Project Understanding and Approach
Kodet doesn’t believe that we will have ‘the answer’ right away. Our team has extensive experience with sports
and recreational facilities like Mounds View’s Community Center, but every client and every project is unique.
Collaboration is critical to how we do our work. The following will be key to our process for the Youth and
Amateur Sports Complex Concept Plans and Cost Estimation Study:
Creating an Integrated
Team with the City of
Mounds View, Kodet,
and Kraus-Anderson
Fostering an Inclusive
and Forward Looking
Concept Plan and Cost
Estimation Process
Leveraging Our
Experience with
Recreational and
Sport Complexes
++
An Integrated Team
Based on the Feasibility Study conducted by CSL, we
recognize that the Mounds View has already put careful
thought into the planning of this project. Our proposed
team of Kodet Architectural Group and Kraus-Anderson
is excited to team with you towards the realization of
your vision to become a draw for sports in the region.
Much like Kodet, Kraus-Anderson was founded on
the values of serving communities and belief that
collaborating closely with clients, architects, and the
community early on lays the groundwork for success.
The value of working with a combined Architect/
Contractor team during the Concept Plan and Cost
Estimation process is that we see the full range of
possibility for this project; from the minute details and
immediate needs to the long term opportunities at the
city scale.
Engaging Staff and Stakeholders in the Design Process
With 35+ years of experience working in the Municipal
sector, Kodet understands the importance of staff and
stakeholder engagement as a component of the design
process. We’ve facilitated participation plans that
have engaged a variety of stakeholder groups including
specific users, committees, community groups, student
organizations, city governments, and the general public.
We advocate the fundamental principal that those
affected by a decision have the right to be part of the
decision making process. We aim to provide information
to the Mounds View in a meaningful way and to be clear
about how their input has affected the project outcome.
There is no ‘One Size Fits All’ in project engagement
and Kodet will guide you through the design of a custom
approach that best fits the City of Mounds View.
Experience with Recreational and Sport Complexes
Sport Complexes are vital infrastructure and traditional
gathering points within our community. This project will
focus on providing a state-of-the-art and efficient Sports
Complex facility, we will collaborate to develop a facility
which the amenities required to support your current
operations and accommodate for future growth.
With basketball court design, especially for a potential
tournament gym, the accessory areas are as critical
as the court itself. First, is providing adequate space
around the court for players to step out while running
after a ball without ending up in the observer seating or
walking areas. Next, is determining how many spectators
is desired and providing quality viewing, typically on the
long side of the court. Then, providing adequately sized
locker rooms for teams, convenient restrooms for all
spectators, and a locker room with restroom for referees
all enhance the experience.
Beyond the gym, creating a wellness room and/
or a weight room allow athletes to train and for the
community to come in and use quality equipment. A
walking or running track around the upper perimeter
is also another amenity sometimes provided to allow
dual purpose to these gym areas for winter walkers and
birds-eye view standing for games. Finally, to make the
experience better for everyone are concessions areas
with casual seating for long tournament days.
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 6
▶ Project Understanding and Approach
1. CONCEPTUAL DESIGN
From day one, we will pair design analysis and concepts with cost estimation for your project utilizing
historical cost data normalized to the time and location of the project. Modelogix (historical cost
modeling database) allows KA to leverage its extensive project cost history of similar projects to quickly
generate accurate, location- and time-sensitive conceptual estimates for your project.
2. BEST PRACTICES
The above program combined with our team’s experience allows us to explore design concepts in a
meaningful way. Whether that is building layout, building materials, lead time issues or things to consider
related to training or functionality to "future proof" your facility. Our team can be bring value with data
driven solutions so that the City can make the best possible choice for them.
3. COST ESTIMATION
KA can provide pricing options pending impacts of state bonding. Both Kodet and Kraus Anderson
are working on similar facilities right now with these types of impacts to help all involved be aware of
deadlines and cost or schedule impacts.
Defining Scope: Expansion of Existing Facility
Based on our meeting with you and the CSL Feasibility
Study provided, we understand this project is to provide
Concept Plans and Cost Estimation, for the expansion of
the existing Community Center from 2 courts to 5 total
basketball courts (convertible to 10 volleyball courts).
The scope of this study includes:
• Determining building the size and location for
the increased facility size and expanded parking
requirements.
• Preparing building plans, site plans, and illustrative
renderings of both interior and exterior spaces.
• Recommending best practices for the projects
design.
• Preparing project cost estimates.
This facility needs to meet contemporary requirements
for Sports Complexes, including adequate training
spaces, locker rooms, storage, and functional
requirements to maintain the function and on-going
occupancy of the existing Events Center and community
programs that share the overall facility.
Kodet and Kraus Anderson will establish the pre-design
scope of the project, including extent of building
program, square footages, adjacencies, site layout, initial
cost estimates based on the concepts, project cost
budget, and the project schedule. We will be working
with the City of Mounds View to design the Concept
Plans of the building in preparation for pursuit of
bonding in the 2023 legislative session.
Project Success: Conceptual Design,
Best Practices, Cost Estimation
Project success cannot happen without successful pre-design activities. Our team has the proven experience to
successfully develop concepts, cost estimates and provide key information to keep the project on track. We start
by putting together the following three elements along with an Overall Budget Summary that tracks both hard costs
and soft costs, encompassing all aspects of the project. This is done in partnership with the City of Mounds View,
Kodet, and Kraus Anderson and can be used by the City to pursuing bonding through the State. Cost Certainty
7 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Project Understanding and Approach
Our clients are central to our practice; you are the core of the
design team and the force that drives and guides the creative
process. We are motivated by your passion for your cause.
Kodet builds community. The structures we design for cities, school districts, congregations and other organizations
all begin with this question: How can we spark and strengthen community connections? Our process goes beyond
basic programming and budget calculations; we delve deep into the activities and culture that animate each client’s
community. We stay engaged with clients long after construction is complete, reviewing our work, reengaging on
second-phase projects, and volunteering at community events. The result of our focus on community buildings is
a diverse portfolio of quality, affordable, durable, and aesthetically striking structures where people work, play,
worship, learn, and connect in ways that nourish communities and advance the greater good.
Our Vision
We believe that everyone benefits when communities
have a place to gather in person to play, work, worship,
learn, laugh, celebrate, and connect. We strive to design
spaces where everyone feels welcomed and well-served.
Our Mission
To design buildings that spark connections, strengthen
relationships, and support and benefit communities—
including the community that is the Kodet team.
Our Beliefs
• We believe in-person connections nourish people
and strengthen communities.
• We believe that affordability and aesthetics can
coexist in design.
• We believe that every client deserves our best work
and outstanding service.
Our Goals
• To design buildings that benefit communities and
their members.
• To nurture and strengthen our clients’ communities
and our own.
• To advance the work of the profession through civic
involvement and public service.Hmong Academy - Phase III Grand Opening
Listening is fundamental to our design philosophy. We listen to learn about what
makes the City of Mounds View special and unique to the community that lives
and works there.
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 8
▶ Project Understanding and Approach
The project schedule lays the groundwork for extensive activity to be done by a variety of project partners. To
achieve successful collaboration, significant project management and scheduling must be conducted effectively
and communicated to the entire team. We develop, track, and review the schedule as a team throughout the
project timeline with diagrams like the rough draft below:
9 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Firm Experience
HMONG COLLEGE PREP ACADEMY | NEW K-12 CAMPUS
KODET ARCHITECTURAL GROUP, LTD.
SCOPE: Master Planning,
Renovations, and
New Construction
LOCATION: St. Paul, MN
COST: Phase 1: $895,000
Phase 2: $700,000
Phase 3: $12.5 Million
Phase 4: $27.9 Million
Phase 5: $24 Million
COMPLETED: Phase 5: Spring 2022
Hmong College Prep Academy is a growing charter school that relocated
to an existing building and has been remodeling to fit their expanding
program ever since. The building was originally a health club and required
a substantial amount of work to accommodate the vibrant elementary,
middle, and high school programs. Through 5 phases of renovations and
new construction, the Kodet Team collaborated with the Hmong College
Prep community, staff, and stakeholders to identify opportunities and
deficiencies within the existing health club building to build a campus for
the Academy. We connected through listening sessions to engage the
community and develop a stronger understanding of the school’s unique
vision to create a community and cultural home for the area’s Hmong
population.
Phase I: Locker Room + Lunchroom Renovation
Phase II: Gymnasium Renovation + Stage Addition
Phase III: Renovation + HS Addition + LEED Certification + New Entry
Phase IV: Parking Ramp + Sports Dome + Elementary Addition
Phase V: Middle School Addition + Robotics Arena + Skyway + Student
Commons + Gymnasium with track
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 10
▶ Firm Experience
HMONG COLLEGE PREP ACADEMY | NEW K-12 CAMPUS
KODET ARCHITECTURAL GROUP, LTD.
11 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Firm Experience
TWIN CITIES ACADEMY | NEW BUILDING DESIGN
KODET ARCHITECTURAL GROUP, LTD.
SCOPE: New Construction
LOCATION: St. Paul, MN
COST: $12.9 Million
SIZE: 61.188 sf
COMPLETED: 2016
PROJECT TEAM:
Teri Nagel
Daniel Kodet
John Brandel
Twin Cities Academy (TCA) is a tuition free public charter middle and
high school in St. Paul, Minnesota and is consistently rated in the top tier
of charter schools in the state. TCA needed to relocate into a facility
which would promote their visions of empowering + inspiring young adults
to make a difference. In collaboration with the staff + stakeholders the
Kodet team was able to design a school which was both cost effective and
better suited for their educational needs, now and into the future.
Vital to the vision of the new facility was to create a warm welcoming
space for students, staff, and the community to gather. The open
entryway achieves this, as students enter their new space with inviting
windows which fill the entry way with natural light. As one progresses
into the atrium, they gravitate towards the fireplace, which rests between
the library + gymnasium. The fireplace provides a welcoming environment
for families, students, the public, and staff; creating a warm public place.
The new Twin Cities Academy provides the school with a permanent
presence in the neighborhood. Utilizing a previously desolate site, the
building returns value to the community. The school promotes pride and
community amongst staff and students, giving a facility that designed and
built with integrity.
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 12
▶ Firm Experience
YINGHUA ACADEMY | ADDITION AND REMODEL
KODET ARCHITECTURAL GROUP, LTD.
SCOPE: Addition and Remodel
LOCATION: Minneapolis, MN
COST: $6.5 Million
SIZE: 83,500 sf
COMPLETED: 2015
PROJECT TEAM:
Teri Nagel
John Brandel
Daniel Kodet
Yinghua Academy was the first Chinese immersion charter public
school established in the United States. As one of the most successful
Chinese immersion schools in the nation, it has a cutting-edge curriculum
recognized for leading in Mandarin Chinese and English education for all
students.
With a growing enrollment, and expanded community outreach, the
School made the decision to expand on their 45,000 sq. ft. building to
meet its growing educational needs. This original building functioned as
an elementary school owned by Minneapolis Public Schools and Kodet
worked with parents, administration, and staff to add a 38,500 sq. ft
addition. The addition provides a combination of classrooms, media,
student commons, and a high school-sized gymnasium.
The new addition was designed to fit into the neighborhood by carefully
controlling the height of the building. The building plan reflects innovative
educational design by featuring single central entry point for security and
check-in, the school also features a central student commons that links all
the major spaces which provides flexibility to accommodate the multiple
uses the facility engages in every day it also includes break out spaces
and student work exhibit areas.
13 KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW
▶ Fee Letter
The following is in response to your fee request for Concept Plans and Cost Estimation for the expansion of your
current Community Center into a 5 gymnasium Youth and Amateur Sports Complex for the City of Mounds View.
These services will address the expansion of your existing facility and provide cost estimation for the proposed
concepts. We welcome the opportunity to review and discuss any part of the fee proposal. Based on our on-site
meeting, the Concept Plans and Cost Estimation for the City of Mounds View must include consideration of the
following Scope of Work:
Concept Plans Services $29,500
This portion takes into account all aspects of your site and facility, assessing the internal and external connections of
your church and school buildings with consideration to their best, most efficient, and safest use.
• Develop a concept plan drawing showing all changes
• Develop a phasing drawing to implement plans
• Square foot phasing costs to implement concept plan
• Concept plan strategies to meet flexible future needs
• Concept plan drawing, site plan drawing, elevations and perspective renderings (2 interior, 2 exterior) as
mutually determined
• Concept plan Document
• Stakeholder meetings, generally two to four groups, as mutually determined
• Two (2) community meetings in addition to the stakeholder meetings as mutually determined
Cost Estimation Services $5,000
Upon completion of the concept planning effort by Kodet, Kraus-Anderson will to assist with pre-construction
estimation for the Mounds View Recreation Center addition. Kodet will provide KA detailed conceptual plans from
the Master planning efforts. KA will then provide various costs estimates, based upon the provided concepts, but
in the context of current construction market conditions. KA will leverage in-house estimates, pre-con estimation
modeling and estimation tools, as well as information from local vendors in order to provide the City an accurate
estimation of total construction costs (hard and soft). Phases of the projects maybe required as well as an
estimation of construction phasing and timing. Escalation will also be included for project construction timing.
We propose to provide the preconstruction estimation services- furnish all labor, material, worker’s compensation,
all liability insurance, and to pay all state, federal and local taxes to provide this assessment for a lump sum fee of
$5,000.
Proposed Fee(Concept Plans + Cost Estimation): Lump Sum Fee: $34,500
Recommendations: We recommend that the City of Mounds View obtain a current site survey, Phase I, and II
Environmental Site Assessments for this work. Kodet can assist in the selection of qualified consultants for this work
whose contract would be held directly with the City.
Additional Services: Additional Services and Specialty consultants, if required, are in addition to the above and to
be based on hourly rates. These services may include:
1. Virtual walkthroughs, Physical building model
2. Mechanical, Electrical, Plumbing, and/or Structural engineering services
3. Landscape, lighting, and or acoustical consultation
4. Environmental analysis, design, etc. (e.g. asbestos & lead) to be coordinated by Kodet at hourly rates provided
and paid directly to the vendor by owner
5. Investigative or Intrusive Testing and Specialty Assessment Service
KODET ARCHITECTURAL GROUP | CITY OF MOUNDS VIEW 14
▶ Fee Letter
Recommended Add-Alternate - Conditions Assessment $9,400
As an additional consideration, Kraus-Anderson can provide Mounds View a Facility Condition Assessment of the
existing 1998 facility portion. This area of the facility is approximately 26,000 SF. The goal of the assessment will
be to identify all deferred maintenance and upcoming facility expenditures for this section of the facility, but also
digitize the findings into a consolidated and detailed report. The facility condition assessment and site review will be
inclusive of a 10-year plan of current and anticipated deferred maintenance, and provide approximation of costs for
each line-item deferred maintenance identified. This will allow for the City to consider the potential costs of upkeep
for the existing facility to give the city the transparency for upcoming maintenance costs.
Proposed Fee (Concept Plans + Cost Estimation + Conditions Assessment): Lump Sum Fee: $43,900
We propose to provide the preconstruction estimation services- furnish all labor, material, worker’s compensation,
all liability insurance, and to pay all state, federal and local taxes to provide this assessment for a lump sum fee of
$9,400.
Summary
The basic need for Concept Plans and Cost Estimation services centers around having a clear direction on the scope
and cost of the project for use by the City in pursuing bonding through the State. The added value of the conditions
assessment is to demonstrate the City’s full and comprehensive review of the entire facility in these planning efforts.
The above fees and schedule can be reviewed and discussed for any clarifications or revisions based on changes to
project scope and/or time. I trust that the above is responsive to your Request for Proposal. We are excited to team
with the City of Mounds View.
Sincerely,
KODET ARCHITECTURAL GROUP, LTD.
Daniel Kodet, AIA, NOMA, CID
President and CEO
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Item No: 3
Meeting Date: October 3, 2022
Type of Business: Work Session
Administrator Review:
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Mark Beer, Finance Director
Item Title/Subject: Review Special Revenue, Debt Service, Capital Projects and
Enterprise Funds Draft Budgets for 2023
Attached are the budgets for the Other Funds (Special Revenue, Debt Service, Capital Projects, and
Enterprise) for your consideration.
The Council has reviewed the General Fund and will again in November or December. The Special
Revenue, Debt Service, Capital Projects, and Enterprise funds have not been reviewed.
Enterprise Funds
The City has and will continue to perform long term capital maintenance on the various utility systems.
Many of the systems are aging and have received or will need attention in the next few years. This has
driven the need for rate increases.
Staff is recommending that the base charge increase by $1 per quarter per connection. Variable rates
would increase by a dime for the lowest tier and slightly more for higher tiers in 2023. Water line repair
insurance would not increase for 2023 and is currently $8.00 per quarter. Overall water rates would
increase $0.95 per month or $11.44 annually. Future base charges would increase by smaller amounts
until the base charge is approximately 65% of revenue. This may mean that variable rates won’t increase
for several years but the base rate will. The City is implementing major improvements to the water
treatment plants and well control equipment and should finish in 2024. New smart water meters will be
installed in 2023/24 which will improve services and accuracy.
The Sewer fund anticipates a 4% increase in user charges which will add $1.33 per month or $15.99
annually to a residential utility bill. Met Council Environmental Services (MCES) waste charges increased
by 5.89% for 2023 Future increases of 4% for 2024, and 3.5% for 2025 will help stabilize the sewer fund.
The Storm Water fund will have a proposed $1 per quarter or $4 per year increase in 2023. This will
continue to build reserves to finance the deferred maintenance on the storm water system. The City will
be slip lining some of the storm sewers to extend their lives in the coming years and that could impact
future rates also. The Street Light Fund will have no increase in 2023. Total utility charges will increase
by $2.62 per month or $31.43 for the full year.
Capital Projects Funds
There are a number of capital projects that are anticipated to occur in 2023 the most prominent is
reconstruction of Pleasant View road and Spring Lake road which will occur over 2 years. There are
small projects for City Hall and the Community Center conference room, hardening of the dais, and front
counter and other miscellaneous improvements. There is a $75,000 transfer budgeted in the General
Fund for 2023 to the Special Projects Fund.
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Special Revenue Funds
Most of the special revenue funds are small and the budgets are driven by the specific revenues received.
The most note worthy are the Cable, EDA, Community Center, and TIF 5 as they have the most significant
activity. The EDA fund will be funded by an EDA levy not exceeding $100,000, a transfer from TIF 5 & 6
that is limited to 5% of the increment in TIF 5 and 10% in TIF 6 (approx. $99,600) and a $50,000 transfer
from the General Fund. The transfer from the General Fund to the Community Center Fund is proposed
to stay at $350,000 but will need to be revisited in 2024.
Debt Service Fund
This fund accounts for a tax levy to pay the debt service for the Public Works facility, the amounts
correspond to principal and interest amounts due on February 1 and August 1 and are collected the year
prior to the debt service payment.
Staff would recommend that Council review the funds and make any recommendations that they may
have.
Respectfully Submitted,
Mark Beer
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 5,292,965 370,922 7.54%
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 308,835 301,755 335,107 305,000 330,000 25,000 8.20%
Other taxes 26,477 29,309 34,206 26,000 27,000 1,000 3.85%
Hotel/motel tax 71,957 29,264 52,820 50,000 53,000 3,000 6.00%
Licenses and permits 348,201 269,447 294,605 252,872 277,172 24,300 9.61%
Intergovernmental 1,303,053 2,419,722 2,078,190 1,267,202 1,254,370 (12,832) -1.01%
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 33,750 - 0.00%
Interest 316,381 196,579 (62,699) 80,000 90,000 10,000 12.50%
Miscellaneous 323,497 310,601 355,163 274,221 275,789 1,568 0.57%
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 8,453,628 388,846 4.82%
Expenditures:
Legislative Services:
City Council 58,013 50,168 52,792 61,953 65,852 3,899 6.29%
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 92,202 5,399 6.22%
Administrative Services:
City Administrator 305,115 307,051 311,557 339,624 352,474 12,850 3.78%
Elections 26,954 27,023 35,743 37,750 37,750 - 0.00%
Finance 274,866 282,535 291,811 306,457 319,739 13,282 4.33%
Central Services 298,124 252,163 301,375 321,430 338,086 16,656 5.18%
Subtotal 905,059 868,772 940,486 1,005,261 1,048,049 42,788 4.26%
Community Development 441,676 417,362 466,285 504,002 530,453 26,451 5.25%
Police 3,325,570 3,258,674 3,474,836 3,637,988 3,861,260 223,272 6.14%
Fire 693,855 685,219 620,491 731,098 695,664 (35,434) -4.85%
Public Works Administration 153,706 118,975 121,077 129,566 141,473 11,907 9.19%
Parks, Recreation & Forestry:
Recreation 125,940 96,795 - - - - 0.00%
Parks 342,429 399,410 485,102 493,517 520,368 26,851 5.44%
Forestry 44,185 64,092 65,004 78,144 77,061 (1,083) -1.39%
Subtotal 512,554 560,297 550,106 571,661 597,429 25,768 4.51%
Fleet Services:
Building & Grounds Mtnce 143,343 171,071 179,260 137,507 180,714 43,207 31.42%
Vehicle & Equipment Mtnce 113,381 136,106 129,935 144,608 154,352 9,744 6.74%
Subtotal 256,724 307,177 309,195 282,115 335,066 52,951 18.77%
Streets:
Pavement Management 234,368 218,179 203,663 238,426 250,378 11,952 5.01%
Snow & Ice Control 177,992 161,346 149,384 163,180 171,775 8,595 5.27%
Sign Maintenance 47,318 42,676 38,601 70,476 72,300 1,824 2.59%
Subtotal 459,678 422,201 391,648 472,082 494,453 22,371 4.74%
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 10,185,628 1,882,846 22.68%
Net change in fund balance 50,252 553,761 (33,831) (238,000) (1,732,000) (1,494,000)
Beginning Fund Balance 9,200,534 9,250,786 9,804,547 9,770,716 9,532,716
Ending Fund Balance 9,250,786 9,804,547 9,770,716 9,532,716 7,800,717 (1,494,000)
1
City of Mounds View
GENERAL FUND
2023 Budget Summary
Community Park Public 2023 2022 Percent
Legislative Admin Finance Central Development Police Fire & Rec Works Misc.Total Total Variance Change
Current
Personnel services 43,066$ 341,904$ 295,892$ -$ 483,220$ 3,322,852$ -$ 378,491$ 604,661$ 6,500$ 5,476,586$ 5,156,363$ 320,223$ 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 22,697 297,496 42,868 433,733 489,555 134,210 200,414 108,079 1,821,748 1,770,483 51,265 2.90%
Contingency - - - - - - - - - - - - - 0.00%
Current total 92,202 390,224 319,739 338,086 530,453 3,861,260 489,555 597,429 970,992 114,579 7,704,519 7,285,136 419,383 5.76%
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 92,202$ 390,224$ 319,739$ 338,086$ 530,453$ 3,861,260$ 695,664$ 597,429$ 970,992$ 2,389,579$ 10,185,628$ 8,302,782$ 1,882,846$ 22.68%
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)5,399 12,850 13,282 16,656 26,451 223,272 (35,434)25,768 87,229 1,507,373 1,882,846
Percent change 6.22%3.41%4.33%5.18%5.25%6.14%-4.85%4.51%9.87%170.86%22.68%2
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3
CITY OF MOUNDS VIEW, MINNESOTA
Special Revenue Funds 2023 Budgets
Combining Statement of Revenues and Expenditures
and Net Changes in Fund Balances
Cable Community Lakeside Recycling TIF TIF
TV Forfeiture EDA Center Park Grant District #5 District #6 2023 2022
Revenues:
Taxes 112,000 - 100,000 - - - 1,884,584 83,935 2,180,519 2,127,185
Intergovernmental:
County grants - - - - - 32,631 - - 32,631 32,631
Other local govt.- - - - 25,000 - - - 25,000 23,000
Charges for services:
Culture and recreation - - - 433,000 - - - - 433,000 421,000
Miscellaneous:
Fines - 2,000 - - - - - - 2,000 2,000
Investment income - -- 300 25 - 1,500 500 2,325 2,025
Other - -- - 500 - -- 500 500
Total revenues 112,000 2,000 100,000 433,300 25,525 32,631 1,886,084 84,435 2,675,975 2,608,341
Expenditures:
Public safety
Supplies - 10,200 - - - - - - 10,200 4,200
Contractual services - 500 - - - - - - 500 500
Sanitation
Personal services - - - - - 16,163 - - 16,163 16,284
Supplies - - - - - 750 - - 750 500
Contractual services - - - - - 15,718 - - 15,718 15,847
Culture and recreation:
Personal services 48,491 - - 576,245 5,765 - - - 630,501 601,681
Supplies 2,500 - - 29,600 2,500 - - - 34,600 33,780
Contractual services 57,552 - - 249,114 17,260 - - - 323,926 334,736
Economic development
Personal services - -161,448 - - - - - 161,448 156,168
Supplies - - 350 - - - - - 350 350
Contractual services - - 60,824 - - - 1,769,690 76,042 1,906,556 1,863,228
Capital outlay - - 30,000 - - - - - 30,000 30,000
Total expenditures 108,543 10,700 252,622 854,959 25,525 32,631 1,769,690 76,042 3,130,712 3,057,274
Surplus of revenues over
(under) expenditures 3,457 (8,700) (152,622) (421,659) - - 116,394 8,393 (454,737) (448,933)
Other financing sources (uses)
Transfers in - -152,622 350,000 - - - - 502,622 499,633
Transfers out - - - - - - (94,229) (8,393) (102,622) (99,633)
Total other financing
sources (uses)- - 152,622 350,000 - - (94,229) (8,393) 400,000 400,000
Net change in fund balance 3,457 (8,700) - (71,659) - - 22,165 - (54,737) (48,933)
Fund balance, January 1:176,699 9,398 1,303,993 319,208 17,688 31,594 919,485 34,064 2,812,129 2,712,073
Fund balance, December 31 180,156 698 1,303,993 247,549 17,688 31,594 941,650 34,064 2,757,392 2,663,140
Total
4
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Cable TV (Fund 210):
Revenues
3180 Franchise fee 117,649 116,730 122,006 116,000 112,000 (4,000) -3.45%
3680 Other revenue - - 3,500 - - - 0.00%
Total revenue 117,649 116,730 125,506 116,000 112,000 (4,000) -3.45%
Operating expenses
Operations (4350)
Personnel services
0100 Salaries, regular 68,926 37,650 39,799 42,784 27,406 (15,378) -35.94%
0110 Salaries, over-time 1,096 - - - - - 0.00%
0150 Salaries, part-time - - - - 11,248 11,248 #DIV/0!
0300 Social security 3,865 2,532 2,695 3,272 2,956 (316) -9.66%
0321 PERA 4,080 2,853 2,939 3,208 2,900 (308) -9.60%
0400 Group insurance 10,424 7,485 7,583 8,878 3,696 (5,182) -58.37%
0500 Workers compensation 218 255 238 351 285 (66) -18.80%
Total personnel services 88,609 50,775 53,254 58,493 48,491 (10,002) -17.10%
Materials & supplies
1230 Supplies, equipment 978 - 75 2,000 1,800 (200) -10.00%
1600 Supplies, operating 5 - 22 710 700 (10) -1.41%
Total materials & supplies 983 - 97 2,710 2,500 (210) -7.75%
Contractual services
3030 Other professional services 9,258 27,103 25,776 22,500 25,000 2,500 11.11%
3630 Training & conferences 199 - - - - - 0.00%
3800 Mileage & parking 3 - - - - - 0.00%
3900 Grants & subsidies 29,256 29,494 29,573 30,603 31,052 449 1.47%
5130 Repairs, equipment - - - 1,500 1,500 - 0.00%
Total contractual services 38,716 56,597 55,349 54,603 57,552 2,949 5.40%
Capital
7030 Equipment 107,921 - - - - - 0.00%
Total capital outlays 107,921 - - - - - 0.00%
Total expenditures 236,229 107,372 108,700 115,806 108,543 (7,263) -6.27%
Net change in fund balance (118,580) 9,358 16,806 194 3,457 3,263 1681.96%
Fund balance, beginning year 268,921 150,341 159,699 176,505 176,699 194 0.11%
Fund balance, end of year 150,341$ 159,699$ 176,505$ 176,699$ 180,156$ 3,457$ 1.96%
39,699 56,597 55,446 57,313 60,052
60,052
5
Fund: 210 Cable TV Revenues
Account Description 2020 2021 2022 2023 Description
3180 Franchise fee revenue 116,000 112,000 116,000 112,000 Estimated collections
116,000 112,000 116,000 112,000
Fund: 210 Department: 4350 Operations
1230 Supplies, equipment < $5000 2,000 2,000 2,000 1,800 Equipment costing less than $5,000 per item
2,000 2,000 2,000 1,800
1600 Supplies, operating 200 200 200 200 Recording media - tapes, DVD's
800 800 510 500 Batteries, cables, bulbs, tapes, misc
1,000 1,000 710 700
3030 Other professional services 6,500 6,500 6,500 6,500 Web streaming meetings $501 per month. (current $1502/qtr)
23,000 16,000 16,000 18,500 Broadcast and Video Production support
29,500 22,500 22,500 25,000
3630 Training & conferences 500 300 - - Attendance at local training
500 300 - -
3800 Mileage & parking 50 25 - - Mileage
50 25 - -
3900 Grants & subsidies 30,259 31,167 30,603 31,052 Share of costs of North Suburban Cable Commission
30,259 31,167 30,603 31,052
5130 Repairs, equipment 1,500 1,500 1,500 1,500 Repair and maintenance of equipment
1,500 1,500 1,500 1,500
7030 Capital, equipment > $5000 - - - - Supplemental duct work/air conditioning
- - - - Control room/Council chambers replacement
- - - -
64,809 58,492 57,313 60,052
-57.98%-9.75%-2.02%4.78%
6
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Forfeiture (Fund 225):
Revenues
3514 Forfeitures 20,312 22,816 11,664 2,000 2,000 - 0.00%
Total revenue 20,312 22,816 11,664 2,000 2,000 - 0.00%
Operating expenses (4200):
Materials & supplies
1230 Supplies, equipment 2,305 13,961 4,620 4,000 10,000 6,000 150.00%
1600 Supplies, operating 280 6,900 - 200 200 - 0.00%
Total materials & supplies 2,585 20,861 4,620 4,200 10,200 6,000 142.86%
Contractual services
3030 Other professional services 8,313 5,391 4,198 500 500 - 0.00%
Total contractual services 8,313 5,391 4,198 500 500 - 0.00%
Capital
7030 Equipment - - - - - - 0.00%
Total capital outlays - - - - - - 0.00%
Total expenses 10,898 26,252 8,818 4,700 10,700 6,000 127.66%
10,700
Net change in fund balance 9,414 (3,436) 2,846 (2,700) (8,700) (6,000) 222.22%
Fund balance, beginning year 3,274 12,688 9,252 12,098 9,398 (2,700) -22.32%
Fund balance, end of year 12,688 9,252 12,098 9,398 698 (8,700) -92.57%
7
Fund: 225 Forfeiture Revenues
Account Description 2020 2021 2022 2022 Description
3514 Forfeitures 2,000 2,000 2,000 2,000 Sale of forfeited vehicles at auction.
2,000 2,000 2,000 2,000
Fund: 225 Department: 4200 Operations
1230 Supplies - equipment < $5000 7,600 - - - (2) radios
5,000 - - - (2) light bars
500 - - Crime scene kit
- 6,000 - - Evidence tracking system (barcode)
- - - 6,000 Body/squad cameras
- - 4,000 4,000 Miscellaneous vehicle equipment
- - - - Portable Breath Tester (PBT)
- 1,200 - - Replacement Glock pistols (2)
12,600 7,700 4,000 10,000
1600 Supplies - operating 200 200 200 200 Supplies to prepare vehicles for auction. (tows, title fees, batteries)
200 200 200 200
3030 Other professional services 500 500 500 500 Share of auction costs.
500 500 500 500
7030 Equipment > $5000 - - - - Camera
- - - -
13,300 8,400 4,700 10,700
315.63%-36.84%-44.05%127.66%
8
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
EDA (Fund 230):
Revenues
3101 Tax collections 93,170 100,774 99,973 100,000 100,000 - 0.00%
3464 Development fee - nonrefundable - - 1,500 - - - 0.00%
3610 Investment income - - - - - - 0.00%
3615 Interest received on notes 309 45 239 - - - 0.00%
3680 Other revenue 1,654 - - - - - 0.00%
3972 Transfers 135,563 839,036 146,679 149,633 152,622 2,989 2.00%
Total revenue 230,696 939,855 248,391 249,633 252,622 2,989 1.20%
Operating expenses
Housing and Economic Development (4650):
Personnel services
0100 Salaries, regular 91,694 114,465 117,010 119,753 123,765 4,012 3.35%
0150 Salaries, part-time 12,719 - - - - - 0.00%
0300 Social security 6,884 7,694 8,173 9,161 9,468 307 3.35%
0321 PERA 7,676 8,560 8,535 8,981 9,283 302 3.36%
0400 Group insurance 14,249 14,616 14,866 17,426 17,808 382 2.19%
0500 Workers compensation 569 666 611 847 1,124 277 32.70%
Total personnel services 133,791 146,001 149,195 156,168 161,448 5,280 3.38%
Materials & supplies
1600 Supplies, operating - 751 - 200 200 - 0.00%
2100 Book & periodicals - - - 150 150 - 0.00%
Total materials & supplies - 751 - 350 350 - 0.00%
Contractual services
3030 Other professional services 33,461 30,563 22,709 32,472 32,508 36 0.11%
3100 Telephone 550 600 600 600 600 - 0.00%
3420 Advertisements 780 - - 1,500 1,500 - 0.00%
3430 Printing - - - 500 500 - 0.00%
3610 Memberships 940 110 295 950 950 - 0.00%
3630 Training & conferences 2,647 351 525 3,490 3,490 - 0.00%
3800 Mileage 1,790 247 970 350 350 - 0.00%
4750 Real estate taxes 19,993 - - - - - 0.00%
4800 Insurance 475 754 519 649 649 - 0.00%
5210 Housing improvement 2,570 1,524 2,455 22,222 20,277 (1,945) -8.75%
Total contractual services 63,206 34,149 28,073 62,733 60,824 (1,909) -3.04%
Capital outlays
9300 Business subsidies - - 5,000 30,000 30,000 - 0.00%
Total expenditures 196,997 180,901 182,268 249,251 252,622 3,371 1.35%
Net change in fund balance 33,699 758,954 66,123 382 - (382) -100.00%
Fund balance, beginning year 444,835 478,534 1,237,488 1,303,611 1,303,993 382 0.03%
Adj for land held for resale
Fund balance, end of year 478,534 1,237,488 1,303,611 1,303,993 1,303,993 - 0.00%
2023 Budget Summary
9
Fund: 230 EDA Revenues
Account Description 2020 2021 2022 2023 Description
3101 Tax revenue 100,000 100,000 100,000 100,000 EDA/HRA Levy (Increase to $150,000 in 2024 per strategic plan)
100,000 100,000 100,000 100,000
3972 Transfers 88,036 89,690 91,484 94,229 Transfers from TIF 5
- 6,989 8,149 8,393 Transfers from TIF 6
- - - - Transfers from TIF 7
50,000 50,000 50,000 50,000 Transfers from General Fund
701,000 - - - Transfer from Street Improvement
839,036 146,679 149,633 152,622
939,036 246,679 249,633 252,622
Fund: 230 Department: 4650 Housing and Economic Development
1600 Supplies, operating 360 200 200 200 Misc office supplies
360 200 200 200
2100 Books & periodicals 200 150 150 150 Misc. reports & periodicals (Finance & Commerce)
200 150 150 150
3030 Other professional services 4,000 4,000 4,000 4,000 Legal fees for development reviews
5,000 5,000 5,000 5,000 Financial consultant fees (Ehlers)
14,500 14,500 14,500 14,500 Special project consultant fees
1,738 1,772 1,772 1,808 5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
4,500 4,500 4,500 4,500 Loan Program and Energy Audit Consultant (CEE)
1,000 2,700 2,700 2,700 Marketing Consultant fees
30,738 32,472 32,472 32,508
3100 Telephone 600 600 600 600 Cell phone
600 600 600 600
3420 Advertising 1,500 1,500 1,500 1,500 Targeted advertisements.
1,500 1,500 1,500 1,500
3430 Printing 400 400 400 400 Property ad printing
100 100 100 100 Misc printing
500 500 500 500
3610 Memberships 400 400 400 400 Economic Development Assoc of MN (EDAM)
250 250 250 250 Twin Cities North Chamber of Commerce dues
- 300 300 300 Mn Real Estate Exchangers (MREE)
60 60 - - MN Assoc. of Govt. Communicators (MAGC)
710 1,010 950 950
3630 Training & conferences 535 535 535 535 IEDC Conference Minneapolis
275 275 275 275 Ehlers Finance Seminar
600 600 1,200 1,200 EDAM spring/summer conferences
2,007 2,020 1,480 1,480 Other miscellaneous training
9,417 3,430 3,490 3,490
3800 Mileage 350 350 350 350 Misc. mileage
4800 Insurance 649 649 649 649 Allocation of the City's property & liability insurance
649 649 649 649
5210 Housing programs 23,000 23,000 22,222 20,277 Housing Improvement programs
23,000 23,000 22,222 20,277
9300 Business loans/subsidies/grants 25,000 30,000 30,000 30,000 Business improvement partnership loans/subsidies/grants
25,000 30,000 30,000 30,000
93,024 93,861 93,083 91,174
-46.05%0.90%-0.83%-2.05%
10
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11
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Community Center (Fund 252):
Building overhead (4350)
Building overhead revenues 193,449 553,459 3,071 300 300 - 0.00%
Building overhead expenditures 53,119 360,996 - - - - 0.00%
Net Building Overhead Operations 140,330 192,463 3,071 300 300 - 0.00%
Banquet Center (4730):
Banquet revenues 117,585 18,577 90,131 104,500 124,500 20,000 19.14%
Banquet Center expenditures 126,953 90,694 120,713 160,536 196,770 36,234 22.57%
Net Banquet Center (9,368) (72,117) (30,582) (56,036) (72,270) (16,234) 28.97%
Recreation (4732):
Recreation revenues 114,155 24,926 449,349 516,500 508,500 (8,000) -1.55%
Recreation expenditures 279,654 213,172 483,618 626,139 612,475 (13,664) -2.18%
Net Recreation (165,499) (188,246) (34,269) (109,639) (103,975) 5,664 -5.17%
Office/RISE space (4734):
Office/RISE revenues 8,196 5,053 14,700 18,000 18,000 - 0.00%
Office/RISE expenditures 5,470 5,388 5,981 6,982 7,702 721 10.32%
Net Office/RISE space 2,726 (335) 8,719 11,018 10,298 (721) -6.54%
Creative Kids Child Care Center (4736):
Creative Kids revenues 132,000 132,000 132,000 132,000 132,000 - 0.00%
Creative Kids expenditures 29,800 27,817 32,500 37,210 38,012 802 2.16%
Net Creative Kids 102,200 104,183 99,500 94,790 93,988 (802) -0.85%
Total revenue 565,385 734,015 689,251 771,300 783,300 12,000 1.56%
Total expenditures 494,996 698,067 642,812 830,867 854,959 24,092 2.90%
Net change in fund balance 70,389 35,948 46,439 (59,567) (71,659) (12,092) 20.30%
Fund balance, beginning year 225,999 296,388 332,336 378,775 319,208 (59,567) -15.73%
Fund balance, end of year 296,388 332,336 378,775 319,208 247,549 (71,659) -22.45%
(continued)
12
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Community Center (continued):
Building overhead (4350)
Building revenues:
3610 Investment income 3,370 2,755 (790) 300 300 - 0.00%
3680 Miscellaneous 79 704 1,527 - - - 0.00%
3685 Insurance reimbursement - - 2,334 - - - 0.00%
3972 Transfers 190,000 550,000 - - - - 0.00%
Total building overhead revenues 193,449 553,459 3,071 300 300 - 0.00%
Operating expenses
Personnel services
0100 Salaries, regular 22,102 43,948 30,809 51,669 67,070 15,401 29.81%
0110 Salaries, overtime 626 357 1,731 1,234 1,326 92 7.46%
0150 Salaries, part-time - - - - 6,856 6,856 #DIV/0!
0300 Social Security 1,674 3,365 2,462 4,046 5,755 1,709 42.24%
0321 PERA 1,706 3,195 2,265 3,968 5,643 1,675 42.21%
0400 Group insurance 6,779 142 838 12,600 19,080 6,480 51.43%
0500 Workers compensation 2,183 2,397 2,090 2,889 4,894 2,005 69.40%
999 Allocation of salaries (35,070) (53,404) (40,195) (76,406) (110,624) (34,218) 44.78%
Total personnel services - - - - - - 0.00%
Materials & supplies
1210 Supplies, buildings & grounds 3,165 901 790 1,500 1,500 - 0.00%
1230 Supplies, equipment 4,708 294 2,710 800 800 - 0.00%
1600 Supplies, operating 7,680 7,855 7,053 9,300 9,300 - 0.00%
2400 Uniforms 578 801 3,130 470 1,000 530 112.77%
2410 Mats & towels 2,494 1,640 3,200 2,500 2,500 - 0.00%
2999 Allocation of supplies (18,625) (11,491) (16,883) (14,570) (15,100) (530) 3.64%
Total materials & supplies - - - - - - 0.00%
Contractual services
3030 Other professional services 15,384 11,193 15,886 16,900 2,400 (14,500) -85.80%
3100 Telephone 4,755 5,163 4,645 3,500 5,100 1,600 45.71%
3200 Water & sewer 6,977 10,611 8,420 8,600 8,600 - 0.00%
3210 Electricity 46,201 41,922 54,015 47,000 49,000 2,000 4.26%
3220 Natural gas 16,299 13,155 17,308 17,000 17,500 500 2.94%
3530 Refuse collection 3,480 4,376 4,845 4,720 5,000 280 5.93%
3630 Training & conferences - - - 1,000 2,000 1,000 100.00%
3999 Allocation of utilities & Ins (93,095) (86,420) (105,120) (98,720) (89,600) 9,120 -9.24%
4010 Rental, equipment - - - - - - 0.00%
4800 Insurance (liability)- - 6,560 8,200 8,200 - 0.00%
5110 Repairs, building & grounds 13,200 11,917 7,859 9,770 9,770 - 0.00%
5130 Repairs, equipment 24,205 18,121 24,013 28,547 28,547 - 0.00%
5999 Allocation of repairs (37,406) (30,038) (38,431) (46,517) (46,517) - 0.00%
Total contractual services - - - - - - 0.00%
Debt service
8011 Lease payable - principal 42,198 342,385 - - - - 0.00%
8021 Lease payable - interest 10,921 18,611 - - - - 0.00%
Total debt service 53,119 360,996 - - - - 0.00%
Total Building overhead exp 53,119 360,996 - - - - 0.00%
Total Building Overhead Net 140,330 192,463 3,071 300 300 - 0.00%
160,434 159,807 151,217 (continued)
13
Fund: 252 Department: 4350 Community Center Building Overhead Expenditures
Account Description 2020 2021 2022 2023 Description
1210 Supplies, bldgs & grounds 1,282 1,500 1,500 1,500 Lights, signs, fertilizer
1,282 1,500 1,500 1,500
1230 Supplies, equipment < $5000 800 800 800 800 Small tools & equipment
3,500 3,500 - - Drinking fountains
4,300 4,300 800 800
1600 Supplies, operating 7,800 7,800 9,300 9,300 Batteries, soap, paper towels, cleaning supplies for bathrooms
Paper cups, plates, etc. for lounge & customer service events
7,800 7,800 9,300 9,300
2400 Uniforms 470 470 470 1,000 Uniforms/Clothing (7.3% of $4,500 + .8 FTE x $175)
470 470 470 1,000
2410 Mats & towels 1,500 2,250 2,250 2,250 Floor mats and cleaning towels to provide better protection of carpets
250 250 250 250 Special events
1,750 2,500 2,500 2,500
3030 Other professional services 600 600 600 600 Backflow inspection, alarm inspection,
500 500 500 500 Sprinkler inspections
14,500 14,500 14,500 - Custodial services: 12 months $xxx
1,300 1,300 1,300 1,300 Commercial carpet cleaning service (twice annually)
16,900 16,900 16,900 2,400
3100 Telephone & internet 3,200 3,500 3,500 5,100 Phones, internet, maintenance agreements, & repairs Metro I-Net
3,200 3,500 3,500 5,100
3200 Water & Wastewater 8,600 8,600 8,600 8,600 Water & sewer charges for community center
8,600 8,600 8,600 8,600
3210 Electricity 47,000 47,000 47,000 49,000 Estimated electrice charges
47,000 47,000 47,000 49,000
3220 Natural gas 15,000 17,000 17,000 17,500 Estimated natural gas charges
15,000 17,000 17,000 17,500
3530 Refuse collection 3,804 4,176 4,320 4,600 Dumpsters $360 x 12 months
400 400 400 400 Extra garbage pick-up charges
4,204 4,576 4,720 5,000
3630 Training - - 1,000 1,000 Misc training
- - - 1,000 Annual Conference
- - 1,000 2,000
4800 Bonding & insurance - - 8,200 8,200 Insurance & bonding cost.
- - 8,200 8,200
5110 Repairs, building & grounds 1,200 1,200 1,200 1,200 Repair floor tiles
4,500 4,500 4,500 4,500 Exterior/Interior building maintenance
770 770 770 770 Exterminator: 12 months X 64.02
1,500 1,500 1,500 1,500 Fire alarm system service
1,300 1,300 1,300 1,300 Parking lot & grounds maintenance
500 500 500 500 Security system service
9,770 9,770 9,770 9,770
5130 Repairs, equipment 11,991 11,991 11,991 11,991 HVAC system maintenance contract
- - 8,556 8,556 Genesis Air bulbs (HVAC)
5,000 6,000 6,000 6,000 HVAC repairs
1,500 2,000 2,000 2,000 Plumbing, electrical, & misc. interior maintenance
18,491 19,991 28,547 28,547
8011 Lease payable (ESP)43,478 - - - Lease payable for energy savings program (matures 2-23-27)
8021 Interest 9,642 - - -
53,120 - - -
191,887 143,907 159,807 151,217
6.89%-25.00%11.05%-5.38%
14
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Community Center (continued):
Banquet Center (4730):
Banquet Revenues
3634 Equipment rental 4,756 404 2,626 4,500 4,500 - 0.00%
3645 Rental - banquet facility 112,829 18,173 87,505 100,000 120,000 20,000 20.00%
0.00%
Total banquet center revenue 117,585 18,577 90,131 104,500 124,500 20,000 19.14%
Banquet Expenditures
Personnel services
0100 Salaries, regular - 370 49,979 50,308 66,545 16,237 32.28%
0110 Salaries, overtime - 27 1,520 - - - 0.00%
0150 Salaries, part time regular pay - 48 4,125 8,320 13,184 4,864 58.46%
0300 Social Security - - 4,211 4,484 6,099 1,615 36.02%
0321 PERA - - 3,705 4,397 5,979 1,582 35.98%
0400 Group insurance - - 1,080 13,512 16,680 3,168 23.45%
0500 Workers compensation - - 320 481 2,421 1,940 403.33%
0999 Allocation of salaries 7,014 10,681 8,039 15,281 22,125 6,844 44.79%
Total personnel services 7,014 11,126 72,979 96,783 133,033 36,250 37.45%
110,908
Materials & supplies
1210 Supplies, buildings & grounds - 2 - - - - 0.00%
1230 Supplies, equipment 767 1,509 1,621 5,000 5,000 - 0.00%
2999 Allocation of supplies 5,215 3,217 4,727 4,080 4,228 148 3.63%
Total materials & supplies 5,982 4,728 6,348 9,080 9,228 148 1.63%
Contractual services
3030 Other professional services 72,511 38,463 451 5,636 5,654 18 0.32%
3100 Telephone - - - 500 500 - 0.00%
3420 Advertising 111 438 38 1,500 3,000 1,500 100.00%
3430 Printing - - 35 250 250 - 0.00%
3999 Allocation of utilities 24,456 22,889 27,791 27,362 24,680 (2,682) -9.80%
4800 Bonding & insurance 1,536 1,763 1,680 2,100 2,100 - 0.00%
5110 Repairs, building & grounds 3,431 1,628 30 2,700 2,700 - 0.00%
5130 Repairs, equipment 1,439 1,248 600 1,600 2,600 1,000 62.50%
5999 Allocation of repairs 10,473 8,411 10,761 13,025 13,025 (0) 0.00%
Total contractual services 113,957 74,840 41,386 54,673 54,509 (164) -0.30%
47,734 63,753 63,737
Total banquet center exp 126,953 90,694 120,713 160,536 196,770 36,234 22.57%
Total Banquet Center net (9,368) (72,117) (30,582) (56,036) (72,270) (16,234) 28.97%
(continued)
15
Fund: 252 Community Center - 4730 Banquet Center Expenditures
Account Description 2020 2021 2022 2023 Description
1230 Supplies, equipment 2,500 3,000 3,000 3,000 Tables, mirrors, microphones, projectors, etc. for Banquet Room
- - 2,000 2,000 Override upgrade to Audio/Visual system
2,000 - - - Ice machine
4,500 3,000 5,000 5,000
2999 Allocation of supplies 4,369 4,640 4,080 4,228 28% Allocation from overall building support
4,369 4,640 4,080 4,228
3030 Other professional services 869 886 886 904 2.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
2,500 2,500 2,500 2,500 Miscellaneous professional services (linen service)
48,485 - - - Banquet facility management (16% of 311,512)
1,750 1,750 1,750 1,750 Carpet cleaning 2 x year
12,000 - - - Extra staff for large events
500 500 500 500 Legal costs
66,104 5,636 5,636 5,654
3100 Telephone/Internet - - 500 500 Cell phone
- - 500 500
3420 Advertising & marketing 500 500 1,500 3,000 Website and traditional advertising, marketing
500 500 1,500 3,000
3430 Printing 250 250 250 250 Brochures, flyers, etc.
250 250 250 250
3999 Allocation of utilities 25,547 27,041 27,362 24,680 28% Allocation from overall building utilities
25,547 27,041 27,362 24,680
4800 Bonding & insurance 2,100 2,100 2,100 2,100 Insurance & bonding cost
2,100 2,100 2,100 2,100
5110 Repairs, building & grounds 1,200 1,200 1,200 1,200 Interior building repairs specific to the banquette center/center divider repairs
1,500 1,500 1,500 1,500 Dance floor maintenance
2,700 2,700 2,700 2,700
5130 Repairs, equipment 1,600 1,600 1,600 2,600 Repairs to kitchen, audio system, and other banquette equipment
1,600 1,600 1,600 2,600
5999 Allocation of repairs 7,913 8,333 13,025 13,025 28% Allocation from overall building repairs
7,913 8,333 13,025 13,025
115,583 55,800 63,753 63,737
-7.74%-51.72%14.25%-0.03%
16
2023 Budget Summary
2019 2020 2021 2022 2023
Actual Actual Actual Budget Request Dollar Percent
Community Center (continued):
Recreation (4732):
Recreation Revenues
3405 Recreation profit 53,141 - - - - - 0.00%
3406 Recreation program fees - - 44,090 121,000 100,000 (21,000) -17.36%
3660 Gym & meeting room rental 33,844 22,704 32,621 25,000 28,000 3,000 12.00%
3661 Open gym participant fees 26,429 1,765 19,553 20,000 30,000 10,000 50.00%
3663 Senior memberships - - 1,669 - - - 0.00%
3679 Commissions - vending 741 457 1,416 500 500 - 0.00%
3972 Transfers - - 350,000 350,000 350,000 - 0.00%
Total Recration revenues 114,155 24,926 449,349 516,500 508,500 (8,000) -1.55%
Recreation Expenditures
Personnel services
0100 Salaries, regular 1,684 183,556 137,834 158,746 20,912 15.17%
0110 Salaries,overtime - 761 - - - 0.00%
0150 Salaries,part-time - 64,912 166,400 120,304 (46,096) -27.70%
0300 Social security 123 18,701 23,274 21,347 (1,927) -8.28%
0321 Pensions 218 14,308 22,817 20,928 (1,889) -8.28%
0400 Group insurance 18,442 26,208 27,480 1,272 4.85%
0500 Workers compensation 1,651 4,532 5,908 1,376 30.36%
0999 Allocation of salaries 24,198 36,849 27,750 52,720 76,331 23,611 44.78%
Total personnel services 24,198 38,874 330,081 433,785 431,044 (2,741) -0.63%
354,713
Materials & supplies
1230 Supplies, equipment - 1,466 8,552 9,000 9,500 500 5.56%
1600 Supplies, operating - - 55 - - - 0.00%
2999 Allocation of supplies 9,313 5,746 8,442 7,285 7,550 265 3.64%
Total materials & supplies 9,313 7,212 17,049 16,285 17,050 765 4.70%
Contractual services
3030 Other professional services 151,079 101,009 9,455 58,528 46,121 (12,407) -21.20%
3100 Telephone - - - 1,000 1,000 - 0.00%
3430 Printing 2,474 1,003 10,421 7,200 12,000 4,800 66.67%
3999 Allocation of utilities 50,579 46,511 56,544 50,410 46,330 (4,080) -8.09%
4010 Rental, equipment 15,035 - 32,704 20,297 20,297 - 0.00%
4800 Bonding & insurance 2,944 3,380 3,220 4,025 4,025 - 0.00%
5110 Repairs, building & grounds 5,329 164 1,588 5,000 5,000 - 0.00%
5130 Repairs, equipment - - 3,340 6,350 6,350 - 0.00%
5999 Allocation of repairs 18,703 15,019 19,216 23,259 23,259 (1) 0.00%
Total contractual services 246,143 167,086 136,488 176,069 164,382 (11,688) -6.64%
153,537 192,354 181,432
Total Recreation exp 279,654 213,172 483,618 626,139 612,475 (13,664) -2.18%
Total Recreation net (165,499) (188,246) (34,269) (109,639) (103,975) 5,664 -5.17%
(continued)
Change from 2022
17
Fund: 252 Community Center - 4732 Recreation Expenditures
Account Description 2020 2021 2022 2023 Description
1230 Supplies, equipment 2,000 2,000 - 1,000 Miscellaneous (copy paper)
- - 2,500 2,500 Explore More supplies
- - 1,000 1,000 Fitness equipment
- - 3,500 2,500 Youth sports
- - 1,000 1,500 Senior programs
- - 1,000 1,000 Teen/Enrichment
2,000 2,000 9,000 9,500
2999 Allocation of supplies 7,801 8,285 7,285 7,550 50% Allocation from overall building support
7,801 8,285 7,285 7,550
3030 Other professional services 127,271 - - - YMCA mgt. contract (other half of fee in recreation)(42% of $311,512)
- - 30,000 30,000 Partner payments - Happy Feet Dance, Pure Intennsity Athletics, Hall of
Fame, Elementary track use, Explore More field trips & transportation, and
Senior trips & transportation
25,870 9,933 Rec Software (2nd yr $9,933) 5% inflator after yr 2 (2024)
23,000 - - - Senior Program Coordinator
2,935 - - - Copier ($2,100) Computer ($835) per agreement
- - - 1,000 Incode E-time sheet module
- - - 2,477 HR recruit/hiring software NEOGOV (1/2 in GF Cent Serv, 2nd yr $9,908/2)
2,606 2,658 2,658 2,711 7.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
155,812 2,658 58,528 46,121
3100 Telephone - - 1,000 1,000 Cell phones (2)
- - 1,000 1,000
3430 Printing 7,200 7,200 7,200 12,000 50% of the cost of printing and mailing the Mounds View Matters newsletter
7,200 7,200 7,200 12,000
3999 Allocation of utilities 48,412 49,838 50,410 46,330 50% Allocation from overall building utilities
48,412 49,838 50,410 46,330
4010 Rental, equipment 250 250 250 250 Scissor lift rental
20,047 20,047 20,047 20,047 Fitness equipment
20,297 20,297 20,297 20,297
4800 Bonding & insurance 4,025 4,025 4,025 4,025 Insurance & bonding cost.
4,025 4,025 4,025 4,025
5110 Repairs, building & grounds 1,500 1,500 1,500 1,500 General building repairs
1,000 1,000 1,000 1,000 Interior improvements
3,500 2,500 2,500 2,500 Gym floor resurfacing & maintenance
6,000 5,000 5,000 5,000
5130 Repairs, equipment 500 500 500 500 Registration system support
- 4,000 4,000 4,000 IT support Metro I-Net
- 1,000 1,000 1,000 Copier annual maintenance
850 850 850 850 Repairs to other equipment
1,350 6,350 6,350 6,350
5999 Allocation of repairs 14,131 14,131 23,259 23,259 50% Allocation from overall building repairs
14,131 14,131 23,259 23,259
267,028 119,784 192,354 181,432
18.65%-55.14%60.58%-5.68%
18
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19
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Office space (RISE)(4734):
Office space revenues
3633 Lease - Office/Chamber space 8,196 5,053 14,700 18,000 18,000 - 0.00%
Total office space revenues 8,196 5,053 14,700 18,000 18,000 - 0.00%
Office space expenditures
Personnel services
0999 Allocation of salaries 1,052 1,602 1,190 2,292 3,319 1,027 44.80%
Total personnel services 1,052 1,602 1,190 2,292 3,319 1,027 44.80%
Materials & supplies
2999 Allocation of supplies 559 345 507 437 453 16 3.66%
Total materials & supplies 559 345 507 437 453 16 3.66%
Contractual services
3999 Allocation of utilities 2,737 2,540 3,131 2,857 2,535 (322) -11.27%
5999 Allocation of repairs 1,122 901 1,153 1,396 1,396 (0) -0.04%
Total contractual services 3,859 3,441 4,284 4,253 3,931 (322) -7.57%
0
Total office space exp 5,470 5,388 5,981 6,982 7,702 721 10.32%
Total office space net 2,726 (335) 8,719 11,018 10,298 (721) -6.54%
(continued)
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Creative Kids Child Care (4736):
Child Care Revenues
3632 Lease - Child Care 132,000 132,000 132,000 132,000 132,000 - 0.00%
Lease ends 7-31-23
Total child care revenues 132,000 132,000 132,000 132,000 132,000 - 0.00%
Child Care Ed Expenditures (19%)
Personnel services
0999 Allocation of salaries 2,806 4,272 3,216 6,112 8,850 2,738 44.80%
Total personnel services 2,806 4,272 3,216 6,112 8,850 2,738 44.80%
Materials & supplies
1600 Supplies, operating - - - - - - 0.00%
2999 Allocation of supplies 3,539 2,183 3,208 2,768 2,869 101 3.65%
Total materials & supplies 3,539 2,183 3,208 2,768 2,869 101 3.65%
Contractual services
3999 Allocation of utilities 15,324 14,479 17,654 18,092 16,055 (2,037) -11.26%
4750 Taxes, licenses, & fees - - - - - - 0.00%
4800 Bonding & insurance 1,024 1,176 1,120 1,400 1,400 - 0.00%
5999 Allocation of repairs 7,107 5,707 7,302 8,838 8,838 0 0.00%
Total contractual services 23,455 21,362 26,076 28,330 26,293 (2,037) -7.19%
Total child care exp 29,800 27,817 32,500 37,210 38,012 802 2.16%
Total child care net 102,200 104,183 99,500 94,790 93,988 (802) -0.85%
20
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Budget Budget Request Dollar Percent
Lakeside Park (Fund 255):
Revenues
3370 Spring Lake Pk contribution 11,500 11,500 11,500 11,500 12,500 1,000 8.70%
3370 Mounds View contribution 11,500 11,500 11,500 11,500 12,500 1,000 8.70%
3610 Investment income 622 353 (99) 25 25 - 0.00%
3665 Park site permit 599 255 1,489 500 500 - 0.00%
Total revenue 24,221 23,608 24,390 23,525 25,525 2,000 8.50%
Operating expenses (4350):
Personnel services
0150 Salaries, part-time 2,297 - 3,680 3,680 5,120 1,440 39.13%
0300 Social security 176 - 282 282 392 110 39.01%
0500 Workers compensation 156 - 253 253 253 - 0.00%
Total personnel services 2,629 - 4,215 4,215 5,765 1,550 36.77%
Materials & supplies
1210 Supplies, bldgs & grounds 74 61 - 800 800 - 0.00%
1600 Supplies, operating 1,677 1,300 - 1,700 1,700 - 0.00%
Total materials & supplies 1,751 1,361 - 2,500 2,500 - 0.00%
Contractual services
3200 Water & sewer 2,480 4,126 5,292 2,400 2,400 - 0.00%
3210 Electricity 1,203 1,379 1,588 1,300 1,300 - 0.00%
3530 Refuse collection - - - 75 75 - 0.00%
4010 Equipment Contribution SLP 5,276 5,276 5,276 5,276 5,276 - 0.00%
4030 Satellites 380 327 532 550 550 - 0.00%
4800 Insurance 4,995 5,504 5,685 6,055 6,055 - 0.00%
5130 Repairs, equipment 2,879 - 1,544 1,154 1,604 450 38.99%
Total contractual services 17,213 16,612 19,917 16,810 17,260 450 2.68%
Total expenses 21,593 17,973 24,132 23,525 25,525 2,000 8.50%
Net change in fund balance 2,628 5,635 258 - - - 0.00%
Fund balance, beginning year 9,167 11,795 17,430 17,688 17,688 - 0.00%
Fund balance, end of year 11,795 17,430 17,688 17,688 17,688 - 0.00%
19,917 19,310 19,760
21
Fund: 255 Lakeside Park Revenues
Account Description 2020 2021 2022 2023 Description
3370 Contributions 11,500 11,500 11,500 12,500 Spring Lake Park contribution for half of cost for joint park
11,500 11,500 11,500 12,500
3370 Contributions 11,500 11,500 11,500 12,500 Mounds View contribution for half of cost for joint park
11,500 11,500 11,500 12,500
3610 Interest revenue 210 25 25 25 Estimated interest earnings at 0.35%.
210 25 25 25
3665 Park site rental 500 500 500 500 Rental of the park by groups or individuals
500 500 500 500
Fund: 255 Department: 4350 Expenditures
1210 Supplies, bldgs & grounds 1,700 1,700 800 800 Paper, sand, etc.
1,700 1,700 800 800
1600 Supplies, operating 800 800 1,700 1,700 Fertilizer & pesticides
800 800 1,700 1,700
3200 Water & sewer 2,400 2,400 2,400 2,400 Estimated water & sewer charges
2,400 2,400 2,400 2,400
3210 Electricity 1,300 1,300 1,300 1,300 Estimated electric charges
1,300 1,300 1,300 1,300
3530 Refuse collection 75 75 75 75 Six months service
75 75 75 75
4010 Equipment, capital charge 4,800 5,276 5,276 5,276 Capital charge for usage of SLP city equipment
4,800 5,276 5,276 5,276
4030 Satellites 700 550 550 550 Five months service
700 550 550 550
4800 Insurance & bonds 4,800 5,504 6,055 6,055 Property & liability insurnace
4,800 5,504 6,055 6,055
5130 Repairs, equipment 2,920 1,705 1,154 1,604 Repair of equipment at the park
2,920 1,705 1,154 1,604
19,495 19,310 19,310 19,760
0.00%-0.95%0.00%2.33%
22
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Budget Budget Request Dollar Percent
Recycling (Fund 290):
Revenues
3360 Other County grants 31,059 24,110 29,540 32,631 32,631 - 0.00%
3610 Investment income - - - - - - 0.00%
Total revenue 31,059 24,110 29,540 32,631 32,631 - 0.00%
Operating expenses
Operations (4420)
Personnel services
0100 Salaries, regular 9,440 10,539 11,347 12,057 - (12,057) -100.00%
0110 Salaries, overtime 195 - 484 - - - 0.00%
0150 Salaries, part time - - - - 13,947 13,947 #DIV/0!
0300 Social security 668 735 838 922 1,067 145 15.73%
0321 PERA 722 801 877 904 1,046 142 15.71%
0400 Group insurance 2,805 2,772 2,880 2,302 - (2,302) -100.00%
0500 Workers compensation 63 70 68 99 103 4 4.04%
Total personnel services 13,893 14,917 16,494 16,284 16,163 (121) -0.74%
Materials & supplies
1600 Supplies, operating 37 - 1,857 500 750 250 50.00%
Contractual services
3300 Postage 977 - 1,016 2,200 1,500 (700) -31.82%
3420 Advertisements - - - - - - 0.00%
3430 Printing 3,461 1,822 1,011 2,500 2,000 (500) -20.00%
3530 Refuse collection 6,028 5,695 8,177 11,147 12,218 1,071 9.61%
Total contractual services 10,466 7,517 10,204 15,847 15,718 (129) -0.81%
Total expenses 24,396 22,434 28,555 32,631 32,631 - 0.00%
Net change in fund balance 6,663 1,676 985 - - - 0.00%
Fund balance, beginning year 22,270 28,933 30,609 31,594 31,594 - 0.00%
Fund balance, end of year 28,933 30,609 31,594 31,594 31,594 - 0.00%
12,061 16,347 16,468
23
Fund: 290 Recycling Grant Revenues
Account Description 2020 2021 2022 2023 Description
3360 Other grants & aid 31,545 31,539 32,631 32,631 Estimated Ramsey County recycling grant
31,545 31,539 32,631 32,631
Fund: 290 Department: 4420 Expenditures
1600 Supplies, operatin 500 500 500 500
500 500 500 500
3300 Postage 2,200 2,200 2,200 1,500 City wide mailing for Cleanup Day, Newsletter, organics
2,200 2,200 2,200 1,500
3430 Printing 500 500 500 300 Articles in City newsletter
2,000 2,000 2,000 1,700 Clean-up Day and Organics printing of direct mailing items
2,500 2,500 2,500 2,000
3530 Refuse collection 12,491 11,431 11,147 11,163 Recycling collections CH, CC, and Parks, Clean-up Days, shredding event
12,491 11,431 11,147 11,163
17,691 16,631 16,347 15,163
-7.71%-5.99%-1.71%-7.24%
24
2019 2020 2021 2022 2023
Actual Actual Actual Budget Request Dollar Percent
TIF # 5 (Fund 450):
Revenues
3101 Tax collections 1,707,400 1,760,668 1,794,771 1,829,694 1,884,584 54,890 3.00%
3610 Investment income 8,175 5,126 (1,653) 1,500 1,500 - 0.00%
Total revenue 1,715,575 1,765,794 1,793,118 1,831,194 1,886,084 54,890 3.00%
Operating expenses (4650):
Contractual services
3030 Other professional 5,306 4,655 3,523 5,372 5,408 36 0.67%
8010 Developer PAG, principal 555,066 626,473 700,322 - - - 0.00%
8020 Developer PAG, interest 1,049,399 1,020,860 988,512 1,721,169 1,764,282 43,113 2.50%
9900 Transfers out to EDA 85,563 88,036 89,690 91,484 94,229 2,745 3.00%
Total contractual services 1,695,334 1,740,024 1,782,047 1,818,025 1,863,919 45,894 2.52%
Net change in fund balance 20,241 25,770 11,071 13,169 22,165 8,996 68.31%
Fund balance, beginning year 849,234 869,475 895,245 906,316 919,485 13,169 1.45%
Fund balance, end of year 869,475 895,245 906,316 919,485 941,650 22,165 2.41%
2023 Budget Summary
Change from 2022
25
Fund: 450 TIF District #5 Revenues
Account Description 2020 2021 2022 2023 Description
3101 Tax increment collections 1,760,734 1,793,817 1,829,694 1,884,584 Estimated collections of incremental taxes on properties in the district
1,760,734 1,793,817 1,829,694 1,884,584
3610 Investment income 3,000 1,500 1,500 1,500 Estimated interest earnings
3,000 1,500 1,500 1,500
Fund: 430 Department: 4650 Economic Development
3030 Other professional services 3,600 3,600 3,600 3,600 TIF administration and reporting fees
1,738 1,772 1,772 1,808 5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
5,338 5,372 5,372 5,408
8010 Pay-as-you-go principal 1,647,364 1,688,413 1,721,169 1,764,282 Principal on a revenue note issued to promote a development. (Medtronic)
1,647,364 1,688,413 1,721,169 1,764,282
9900 Transfer out to EDA Fund 88,036 89,690 91,484 94,229 Transfer to cover the EDA operating budget.
88,036 89,690 91,484 94,229
1,740,738 1,783,475 1,818,025 1,863,919
2.55%2.46%1.94%2.52%
Statutory decertification date: December 31, 2033
26
2020 2021 2022 2023
Actual Actual Budget Request Dollar Percent
TIF # 6 (Fund 441):
Revenues
3101 Tax collections 10,828 79,937 81,491 83,935 2,444 3.00%
3102 Tax collections - delinquent - - - - - 0.00%
3610 Investment income 10 5 200 500 300 150.00%
Total revenue 10,838 79,942 81,691 84,435 2,744 3.36%
Operating expenses (4650):
Contractual services
3030 Other professional 1,316 2,282 1,332 1,602 270 20.27%
8010 Developer PAG, principal - 7,633 72,622 74,440 1,818 2.50%
8020 Developer PAG, interest 4,873 33,211 - - - 0.00%
9900 Transfers out to EDA - 6,989 8,149 8,393 244 2.99%
Total contractual services 6,189 50,115 82,103 84,435 2,332 2.84%
Net change in fund balance 4,649 29,827 (412) - 412 -100.00%
Fund balance, beginning year - 4,649 34,476 34,064 (412) -1.20%
Fund balance, end of year 4,649 34,476 34,064 34,064 - 0.00%
2023 Budget Summary
Change from 2022
27
Fund: 441 TIF District #6 Revenues
Account Description 2020 2021 2022 2023 Description
3101 Tax increment collections 10,522 79,894 81,491 83,935 Estimated collections of incremental taxes on properties in the district
10,522 79,894 81,491 83,935
3610 Investment income 40 200 200 500 Estimated interest earnings at 1.00%.
40 200 200 500
Fund: 441 Department: 4650 Economic Development
3030 Other professional services 425 800 800 1,059 TIF administration and reporting fees
522 532 532 543 1.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
947 1,332 1,332 1,602
8010 Pay-as-you-go principal 4,735 40,826 72,622 74,440 Principal on a revenue note issued to promote a development. (MWF)
4,735 40,826 72,622 74,440
8020 Pay-as-you-go interest - - - - Interest on a revenue note issued to promote a development. (Medtronic)
- - - -
9900 Transfer out to EDA Fund - 6,989 8,149 8,393 Transfer to cover the EDA operating budget.
- 6,989 8,149 8,393
5,682 49,147 82,103 84,435
#DIV/0!764.96%67.06%2.84%
28
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29
CITY OF MOUNDS VIEW, MINNESOTA
Debt Service Fund 2023 Budgets
Combining Statement of Revenues and Expenditures
GO
CIP
Bonds
2017A 2023 2022
Revenue:
Taxes:
Property taxes 413,983 413,983 416,766
Miscellaneous:
Investment income 500 500 500
Total revenue 414,483 414,483 417,266
Expenditures:
Debt service:
Principal 255,000 255,000 245,000
Interest 138,095 138,095 145,595
Paying agent fees 475 475 475
Continuing disclosure fees 1,750 1,750 1,500
Total expenditures 395,320 395,320 392,570
Surplus of revenue
over (under) expenditures 19,163 19,163 24,696
Net change in fund balance 19,163 19,163 24,696
Fund balance, January 1 415,606 415,606 390,910
Fund balance, December 31 434,769 434,769 415,606
Total
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31
CITY OF MOUNDS VIEW, MINNESOTA
Capital Project Funds 2023 Budgets
Combining Statement of Revenues and Expenditures
Park Vehicle and Special Street
Dedication Equipment Projects Improvement 2023 2022
Revenue:
Taxes -$ -$ -$ 150,000$ 150,000$ 150,000$
Franchise fees - - - 330,000 330,000 305,000
Special assessments - - - 15,000 15,000 15,000
Intergovernmental:
State - - - 435,000 435,000 405,000
Miscellaneous:
Investment income 500 - 1,000 5,000 6,500 6,500
Other 3,000 - - - 3,000 3,000
Total revenue 3,500 - 1,000 935,000 939,500 884,500
Expenditures:
General government - - - - - 75,000
Public safety - 218,000 - - 218,000 81,000
Streets and highways - 25,000 - 2,483,157 2,508,157 2,928,000
Culture and recreation 316,000 69,000 - - 385,000 462,553
Total expenditures 316,000 312,000 - 2,483,157 3,111,157 3,546,553
Excess (deficiency) of revenue
over expenditures (312,500) (312,000) 1,000 (1,548,157) (2,171,657) (2,662,053)
Other financing sources (uses)
Operating transfers
Transfers in - 465,000 75,000 1,500,000 2,040,000 535,000
Transfers out - (147,000) - - (147,000) (61,000)
Total other financing
sources (uses)- 318,000 75,000 1,500,000 1,893,000 474,000
Net change in fund balance (312,500) 6,000 76,000 (48,157) (278,657) (2,188,053)
Fund balance, January 1 (37,512) 2,260,324 1,413,820 178,567 3,815,199 5,384,138
Fund balance, December 31 (350,012)$ 2,266,324$ 1,489,820$ 130,410$ 3,536,542$ 3,196,085$
Total Budget
32
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Park Dedication (Fund 451):
Revenues
3610 Investment income 5,091 3,194 (1,020) 500 500 - 0.00%
3652 Park dedication fees 114,972 - 24,803 3,000 3,000 - 0.00%
Total revenue 120,063 3,194 23,783 3,500 3,500 - 0.00%
Operating expenses
Operations (4350):
Materials & supplies
1230 Supplies, equip. < $5,000 - 748 2,719 - - - 0.00%
1600 Supplies, operating 7,016 - - - - - 0.00%
Total materials & supplies 7,016 748 2,719 - - - 0.00%
Contractual services
5110 Repairs, Buildings & Grounds - 1,167 - - - - 0.00%
Total contractual services - 1,167 - - - - 0.00%
Capital
7050 Construction 75,599 - 9,900 236,553 316,000 79,447 33.59%
Total capital outlays 75,599 - 9,900 236,553 316,000 79,447 33.59%
Total expenses 82,615 1,915 12,619 236,553 316,000 79,447 33.59%
Net change in fund balance 37,448 1,279 11,164 (233,053) (312,500) (79,447) 34.09%
Fund balance, beginning year 145,650 183,098 184,377 195,541 (37,512) (233,053) -119.18%
Fund balance, end of year 183,098$ 184,377$ 195,541$ (37,512)$ (350,012)$ (312,500)$ 833.06%
33
Fund: 451 Park Dedication Fund Revenues
Account Description 2020 2021 2022 2023 Description
3610 Investment income 1,000 500 500 500 Estimated interest earnings at 1%.
1,000 500 500 500
3652 Park dedication fees 3,000 3,000 3,000 3,000 Developer payments
3,000 3,000 3,000 3,000
Fund: 451 Department: 4470 Expenditures
7050 Construction > $25000 45,000 - - - Irrigation & landscaping improvements City Hall Park
58,500 - - - Restroom enclosures, roof, hockey lighting
- - - 20,000 Chair swing - Silver View Park
- - - 171,000 Greenfield playground
- - - 125,000 Pickle Ball court - Silver View Park
- 60,000 146,553 - Random Park Playground
- 40,000 60,000 - Lambert Park Hockey Boards
- 13,000 30,000 - Netting Silver View Park
- 12,500 - - T-Ball field City Hall Park
- - - - 2 park shelters (splash pad)
- - - - Silver View Park Shelter remodel
103,500 125,500 236,553 316,000
34
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Vehicle & Equipment (Fund 460):
Revenues
3680 Miscellaneous revenue 13,289 - - - - - 0.00%
3972 Transfers in - General fund 325,000 299,000 400,000 300,000 300,000 - 0.00%
3972 Transfers in - Water 67,000 67,000 70,000 70,000 80,000 10,000 14.29%
3972 Transfers in - Sewer 52,000 55,000 55,000 55,000 52,000 (3,000) -5.45%
3972 Transfers in - Storm Water 31,000 33,000 33,000 35,000 33,000 (2,000) -5.71%
Total revenue 488,289 454,000 558,000 460,000 465,000 5,000 1.09%
Expenditures
Central Services (4160):
Materials & supplies
1230 Supplies, equipment < $5,000 6,502 - 840 - - - 0.00%
Capital
7030 Equipment 7,601 - - - - - 0.00%
Total Central Services 14,103 - 840 - - - 0.00%
Police (4200):
Materials & supplies
1230 Supplies, equip < $5,000 43,109 10,263 1,800 - - - 0.00%
5120 Repairs, vehicles - 255 - - - - 0.00%
Capital
7030 Equipment - - 92,839 25,000 35,000 10,000 40.00%
7040 Vehicles 95,645 97,068 35,259 56,000 183,000 127,000 226.79%
Total Police 138,754 107,586 129,898 81,000 218,000 137,000 169.14%
Park and rec (4360):
Capital
7030 Equipment 48,171 57,043 115,292 - 29,000 29,000 0.00%
7040 Vehicles - - - - 40,000 40,000 0.00%
Total Park and rec 48,171 57,043 115,292 - 69,000 69,000 0.00%
PW Streets (4470):
Materials & supplies
1230 Supplies, equip < $5,000 - 6,135 - - - - 0.00%
Capital
7030 Equipment 26,464 181,619 - - 25,000 25,000 0.00%
7040 Vehicles - 49,344 201,893 - - 0.00%
Total PW Streets 26,464 237,098 201,893 - 25,000 25,000 0.00%
Other (4160):
9900 Transfer out - General Fund - - - 26,000 27,000 1,000 3.85%
9900 Transfer out - Water - - 125,000 35,000 82,500 47,500 135.71%
9900 Transfer out - Sewer 100,000 - - - - - 0.00%
9900 Transfer out - Storm Water - - - - 37,500 37,500 0.00%
Total other 100,000 - 125,000 61,000 147,000 86,000 140.98%
Total expenditures 327,492 401,727 572,923 142,000 459,000 317,000 223.24%
Net change in fund balance 160,797 52,273 (14,923) 318,000 6,000 (312,000) -98.11%
Fund balance, beginning year 1,744,177 1,904,974 1,957,247 1,942,324 2,260,324 318,000 16.37%
Fund balance, end of year 1,904,974 1,957,247 1,942,324 2,260,324 2,266,324 6,000 0.27%
327,492 401,727 572,923 142,000 459,000
35
Fund: 460 Vehicle & Equipment Fund Revenues
Account Description 2020 2021 2022 2023 Description
3961 Transfers in 299,000 299,000 300,000 300,000 From General Fund ($259,000 5yr Fin Plan)
67,000 70,000 70,000 80,000 From Water Fund
55,000 55,000 55,000 52,000 From Sanitary Sewer Fund
33,000 33,000 35,000 33,000 From Storm Water Fund
454,000 457,000 460,000 465,000
Fund: 460 Department: 4200 Police Operations
7030 Equipment > $5000 12,500 - - - Miscellaneous Equipment for Squads
- - 25,000 35,000 Watchgurard server upgrade (move to cloud)(annual maint. $xx,xxx in 24)
- 101,000 - - (25) 800 Mhz radios ($101,000 in 2021)
12,500 101,000 25,000 35,000
7040 Vehicles 97,400 51,000 56,000 183,000 (3) Squad $43,500, (3) setup $17,500
97,400 51,000 56,000 183,000
Fund: 460 Department: 4360 Parks Operations
7030 Equipment > $5000 - 100,000 - - Replace AEBI tractor
- - - 29,000 Turfcat utility cart
- 100,000 - 29,000
7040 Vehicles 54,000 - - 40,000 Parks maint 3/4 ton pick-up
54,000 - - 40,000
Fund: 460 Department: 4470 Pavement Management Operations
1230 Supplies, equip < $5,000 6,200 - - - Refurbish 2 trailers
6,200 - - -
7030 Equipment > $5000 25,000 - - - Overhaul Loader extend replacement 10 more years
- - - 25,000 Compactor
25,000 - - 25,000
7040 Vehicles 50,000 - - - Street maint 1 ton pick-up (carryover to 2020)
- 200,000 - - Dump truck ($220,000 net of trade-in $20,000)
50,000 200,000 - -
9900 Transfers out 24,000 25,000 26,000 27,000 Various equipment purchases general fund
- 125,000 - - Water - Booster station generator
- - - 37,500 Storm Water tracked skid steer 1/2
- - - 37,500 Water tracked skid steer 1/2
35,000 35,000 35,000 45,000 Water - (1/2 ton truck 4x4 ($35,000) Move to 2023
59,000 185,000 61,000 147,000
304,100 637,000 142,000 459,000
-28.11%109.47%-77.71%223.24%
36
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Budget Budget Request Dollar Percent
Special Projects (Fund 480):
Revenues
3553 Spec assessmt penalty & intere 1,371 635 477 - - - 0.00%
3610 Investment income 39,980 18,796 (6,295) 1,000 1,000 - 0.00%
3680 Other revenue 827,280 - - - - - 0.00%
3972 Transfers in 125,000 475,000 725,000 75,000 75,000 - 0.00%
3993 Bond sales - - - - - - 0.00%
Total revenue 993,631 494,431 719,182 76,000 76,000 - 0.00%
Operating expenses
Operations (4160):
Materials & supplies
1230 Supplies, equipment < $5,000 - 10,208 15,404 - 750 750 0.00%
Total materials & supplies - 10,208 15,404 - 750 750 0.00%
Contractual services (4160)
3030 Other professional services 2,090 12,600 42,475 205,000 145,000 (60,000) -29.27%
5130 Repairs; Equipment - - - - - - 0.00%
Total contractual services 2,090 12,600 42,475 205,000 145,000 (60,000) -29.27%
Capital (4160)
7030 Capital equipment - 22,316 396,084 96,000 23,500 (72,500) (1)
7050 Construction 222,143 337,543 - 18,000 - (18,000) (1)
Total capital outlays 222,143 359,859 396,084 114,000 23,500 (90,500) (1)
Contractual services (4180)
3030 Other professional services - 540 - - - - 0.00%
5130 Repairs; Equipment 3,000 - - - - - 0.00%
Total contractual services 3,000 540 - - - - 0.00%
Capital (4180)
7030 Capital equipment 34,110 - - - - - 0.00%
7050 Construction 20,337 - - - - - 0.00%
Total capital outlays 54,447 - - - - - 0.00%
Capital (4470)
7030 Capital equipment 50,849 - - - - - 0.00%
7050 Construction 365,062 14,500 - - - - 0.00%
Total capital outlays 415,911 14,500 - - - - 0.00%
Total expenses 697,591 397,707 453,963 319,000 169,250 (149,750) -46.94%
Net change in fund balance 296,040 96,724 265,219 (243,000) (93,250) 149,750 -61.63%
Fund balance, beginning year 998,837 1,294,877 1,391,601 1,656,820 1,413,820 (243,000) -14.67%
Fund balance, end of year 1,294,877 1,391,601 1,656,820 1,413,820 1,320,570 (93,250) -6.60%
37
Fund: 480 Special Projects Revenues
Account Description 2020 2021 2022 2023 Description
3610 Investment income 8,000 4,000 1,000 1,000 Estimated interest earnings at 1%.
8,000 4,000 1,000 1,000
3972 Transfers in 75,000 75,000 75,000 75,000 Transfer from General Fund
75,000 75,000 75,000 75,000
Fund: 480 Department: 4160 Expenditures
1230 Supplies, equipment - 7,700 - - Bullet Proof vests (7 officers @ $1,100 each)
- - - 750 Vaccum Comm. Ctr.
- 25,000 - - CommCtr funiture
- 32,700 - 750
3030 Other professional services 29,000 - - - CommCtr upgrades (4 more cameras, ADA imp, door locks, garbage encl.)
- 35,000 35,000 35,000 CommCtr painting (carryover to 2023)
- - 15,000 15,000 CommCtr front counter upgrades (carryover to 2023)
- - 10,000 10,000 CommCtr Repair Skylights (carryover to 2023)
- 15,124 - - CommCtr intrusion system update
- - 70,000 - Consultants for CC expansion (R9484, R9485)
21,000 - - - Codification of City Code
- - - - Comm Dev Permit software TBD
60,000 60,000 75,000 85,000 Finance/Payroll/Utility Billing software upgrade (place holder)
110,000 110,124 205,000 145,000
7030 Capital, equipment > $5000 15,000 - - - CommCtr Basketball hoops
- 60,906 86,000 - CommCtr Banquet Ctr carpet (carryover to 2022)
- - - 13,500 Floor auto scrubber, hand dryers Comm. Ctr.
10,000 10,000 10,000 10,000 Park building video and door lock improvements
- 396,100 - - HVAC upgrades - CH, CC, PW
25,000 467,006 96,000 23,500
7050 Construction > $25000 25,000 25,000 18,000 - PW floor sealing and ADA Doors (Carryover to 2022)
43,553 - - - CommCtr HVAC Improvements (RTU-4,7 and VAV's)(carryover to 2020)
8,555 - - - DP swithches CH & CC (carryover to 2020)
128,000 - - - CommCtr. divider wall replacement & front counter gate
30,000 30,000 - - CommCtr restrooms in gym locker rooms
120,000 - - - CH Conf room, rubber flooring, dais & other misc. imp. (R9487 11-8-21)
175,000 - - - Remodel PD and CH Basement (carryover from 2019)
530,108 55,000 18,000 -
665,108 664,830 319,000 169,250
18.20%-0.04%-52.02%-46.94%
38
2023 Budget Summary
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Budget Budget Request Dollar Percent
Street Improvement (Fund 485):
Revenues
3101 Property taxes 139,666 151,111 149,942 150,000 150,000 - 0.00%
3180 Franchise fee 308,835 301,756 335,107 305,000 330,000 25,000 8.20%
3352 MSA street construction 407,880 484,789 408,790 405,000 435,000 30,000 7.41%
3550 Spec assessmt prepayment 17,017 26,042 21,007 15,000 15,000 - 0.00%
3610 Investment income 60,850 42,740 (14,196) 5,000 5,000 - 0.00%
3680 Other revenue - 1,924 - - - - 0.00%
3972 Transfer from other funds - - - - 1,500,000 1,500,000 0.00%
3993 Bond proceeds - - - - - - 0.00%
Total revenue 934,248 1,008,362 900,650 880,000 2,435,000 1,555,000 176.70%
Operating expenses
Operations (4470):
Contractual services
3030 Other professional services 236,424 24,706 162,295 - - - 0.00%
Total contractual services 236,424 24,706 162,295 - - - 0.00%
Capital
7050 Construction 292,940 579,516 380,702 2,910,000 2,483,157 (426,843) -14.67%
Total capital outlays 292,940 579,516 380,702 2,910,000 2,483,157 (426,843) -14.67%
Other
9900 Transfer out - 701,000 - - - - 0.00%
Total other - 701,000 - - - - 0.00%
Total expenses 529,364 1,305,222 542,997 2,910,000 2,483,157 (426,843) -14.67%
Net change in fund balance 404,884 (296,860) 357,653 (2,030,000) (48,157) 1,981,843 -97.63%
Fund balance, beginning year 1,742,890 2,147,774 1,850,914 2,208,567 178,567 (2,030,000) -91.91%
Fund balance, end of year 2,147,774$ 1,850,914$ 2,208,567$ 178,567$ 130,410$ (48,157)$ -26.97%
39
Fund: 485 Street Improvement Revenues
Account Description 2020 2021 2022 2023 Description
3101 Property taxes 150,000 150,000 150,000 150,000 General tax levy for streets
150,000 150,000 150,000 150,000
3180 Franchise fee 302,500 305,000 305,000 330,000 Half of the 4% franchase fee on gas & electric utilities
302,500 305,000 305,000 330,000
3352 MSA Street Construction 275,000 275,000 405,000 435,000 State aid funds
275,000 275,000 405,000 435,000
3550 Special assessments 22,000 15,000 15,000 15,000 Special assessments on private improvements
22,000 15,000 15,000 15,000
3610 Investment income 20,000 15,000 5,000 5,000 Estimated interest earnings
20,000 15,000 5,000 5,000
3972 Transfer in - - - 1,500,000 Transfer from General Fund (additional $750,000 in 2024)
- - - 1,500,000
769,500 760,000 880,000 2,435,000
Fund: 485 Department: 4470 Expenditures
7050 Construction > $25000 20,000 - - - 2019 Woodale Dr. Closeout
316,000 50,000 - - 2020 Quincy Street (costruction) in TIF #3
75,000 75,000 2,465,000 50,000 2022 Pleasant View and Spring Lake Road (construction phase)
- - 225,000 1,828,000 2023 Spring Lake Road S of MV Blvd (construction phase)
- - - 266,000 Trail segments 7 & 8 bid with street project
- - - 13,000 MV Drive, various cul-de-sacs (design)
- - - 25,000 Pleasant View/Stinson & County Road I ( Reconstruct Design)
- - - 50,000 Bronson Long Lake Road to Edgewood (Reconstruct Design)
- 50,000 75,000 75,000 Trailway development and ADA transition project (2021 - 2023)
- - - 141,157 Pavement Maint. Reclomite - Area J, I, Business Park N & S, Quincy St.
- - - 35,000 Fog seal various parking lots/trails
98,500 172,260 145,000 - Seal coat projects (replaced with Reclomite process)
509,500 347,260 2,910,000 2,483,157
9900 Transfer out 701,000 - - - EDA
701,000 - - -
40
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41
CITY OF MOUNDS VIEW, MINNESOTA
Enterprise Funds 2023 Budgets
Combining Statement of Revenues and Expenses
Sanitary Street Storm
Water Sewer Lighting Water 2023 2022
Operating revenue:
Operating revenues 1,381,084 2,013,740 105,112 402,000 3,901,936 3,763,913
Special assessments 80,500 - - - 80,500 80,500
Connection charges 2,000 - - - 2,000 2,000
Total operating revenue 1,463,584 2,013,740 105,112 402,000 3,984,436 3,846,413
Operating expenses:
Personal services 532,219 477,407 13,391 179,352 1,202,369 1,129,459
Supplies 79,787 34,922 1,000 25,800 141,509 133,904
Contractual services 261,202 161,295 3,850 129,426 555,773 643,481
Electricity & gas 136,500 2,500 82,500 - 221,500 221,100
Disposal charges (MCES)- 1,150,734 - - 1,150,734 1,088,918
Contingency 15,000 15,000 - - 30,000 30,000
Depreciation 220,000 125,000 - 35,000 380,000 355,000
Capital outlays 1,626,000 1,055,000 - 256,000 2,937,000 2,910,000
Total operating expenses 2,870,708 3,021,858 100,741 625,578 6,618,885 6,511,862
Net operating income (loss)(1,407,124) (1,008,118) 4,371 (223,578) (2,634,449) (2,665,449)
Non-operating revenue (expenses):
Investment income 2,000 20,000 1,400 16,000 39,400 39,400
Principal payment on debt (350,000) - - - (350,000) (335,000)
Interest expense (83,223) - - - (83,223) (71,971)
Bond fees / discounts (2,950) - - - (2,950) (2,950)
Total non-operating (434,173) 20,000 1,400 16,000 (396,773) (370,521)
Transfers and other financing sources
Transfers in 82,500 - - 37,500 120,000 35,000
Transfers out (170,542) (142,542) (3,213) (44,351) (360,648) (348,008)
Total transfers and other financing sourc (88,042) (142,542) (3,213) (6,851) (240,648) (313,008)
Revenues over (under) expenditures (1,929,339) (1,130,660) 2,558 (214,429) (3,271,870) (3,348,978)
Add back:
Capital outlays 1,626,000 1,055,000 - 256,000 2,937,000 2,910,000
Principal on debt 350,000 - - - 350,000 335,000
Net income (loss)46,661 (75,660) 2,558 41,571 15,130 (103,978)
Net assets (deficit), January 1 4,639,767 4,568,968 113,434 3,171,801 12,493,969 11,907,761
Net assets (deficit), December 31 4,686,428$ 4,493,308$ 115,992$ 3,213,372$ 12,509,099$ 11,803,783$
Total
42
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Actual Budget 09/30/22 Request Dollar Percent
Water (Fund 700):
Revenues
3375 State pension contribution 478 649 464 - - - - 0.00%
3424 Meter charge - 1 3 - - - - 0.00%
3550 Spec assessments-prepayments - 1,594 - - - - 0.00%
3551 Spec assessments-current 61,379 70,950 77,308 75,000 75,000 - 0.00%
3552 Spec assessments-delinquent 6,070 8,692 6,357 5,000 5,000 - 0.00%
3553 Spec assess.-penalty & interest 1,408 6,328 1,935 500 500 - 0.00%
3610 Investment income 21,328 6,257 4,157 2,000 2,000 - 0.00%
3680 Other revenues 2,219 4,706 1,106 2,000 2,000 - 0.00%
3710 Water sales 954,847 1,168,083 1,261,990 1,219,128 1,280,084 60,956 5.00%
3714 Water service insurance 89,385 93,774 95,441 92,000 92,000 - 0.00%
3715 Utility connections 3,150 3,750 2,350 2,000 2,000 - 0.00%
3716 Penalties 11,777 5,560 12,183 7,000 7,000 - 0.00%
3913 Meter sales 3,675 660 143 - - - 0.00%
3917 WAC/SWM charges 69,500 1,500 500 - - - 0.00%
3972 Transfers - Vehicle & Equip - - 125,000 35,000 - 82,500 47,500 135.71%
Total revenue 1,225,216 1,372,504 1,588,937 1,439,628 - 1,548,084 108,456 7.53%
Operating expenses
Billing Services (4820):
Personnel services
0100 Salaries, regular 43,377 45,907 49,826 49,625 53,699 4,074 8.21%
0150 Salaries, part-time - - - - 2,250 2,250 0.00%
0300 Social security 3,060 3,091 3,562 3,796 4,280 484 12.75%
0321 PERA 2,719 2,922 3,036 3,721 4,198 477 12.82%
0322 GASB 68 Pension Exp 194 5,831 (24,171) - - - - 0.00%
0400 Group insurance 7,238 7,460 7,489 7,361 8,136 775 10.53%
0500 Workers compensation 279 296 279 394 432 38 9.64%
Total personnel services 56,867 65,507 40,021 64,897 - 72,995 8,098 12.48%
Materials & supplies
1600 Supplies, operating - - - 50 - 50 - 0.00%
Total materials & supplies - - - 50 - 50 - 0.00%
Contractual services
3030 Other professional services 8,732 8,616 8,990 9,083 9,256 173 1.90%
3300 Postage 2,474 2,680 2,479 4,600 4,600 - 0.00%
3430 Printing 880 900 1,142 900 900 - 0.00%
3630 Training 1,176 - - 2,400 - 2,400 - 0.00%
5130 Repairs, equipment 4,978 4,899 6,360 8,832 9,107 275 3.11%
Total contractual services 18,240 17,095 18,971 25,815 - 26,263 448 1.74%
Debt Service:
8010 Principal - - - 335,000 - 350,000 15,000 4.48%
8020 Interest - - 75,580 71,971 - 83,223 11,252 15.63%
8030 Paying agent fees - - 237 450 - 450 - 0.00%
8040 Continuing disclosure - - 1,533 2,500 - 2,500 - 0.00%
8050 Issuance costs - 100,764 - - - - - 0.00%
Total debt service - 100,764 77,350 409,921 - 436,173 26,252 6.40%
Miscellaneous:
9900 Transfers out to General Fund 80,446 82,859 85,345 87,905 - 90,542 2,637 3.00%
9900 Transfers out to Vehicle Fund 67,000 67,000 70,000 70,000 - 80,000 10,000 14.29%
Total capital outlays 147,446 149,859 155,345 157,905 - 170,542 12,637 8.00%
Total Billing 222,553 333,225 291,687 658,588 - 706,023 47,435 7.20%
165,686 267,718 251,666 593,691 633,028
633,028
2023 Budget Summary
43
Fund: 700 Department: 4820 Billing Services
Account Description 2020 2021 2022 2023 Description
1600 Supplies, operating 50 50 50 50 Utility billing supplies
50 50 50 50
3030 Other professional services 8,513 8,683 8,683 8,856 24.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
400 400 400 400 County special assessment maintenance fee
8,913 9,083 9,083 9,256
3300 Postage 3,300 3,300 3,300 3,300 3300 bills X $0.50 postage X 4 billings X 1/2 cost
800 800 800 800 Inserting & mailing bills (moved from 3030)
500 500 500 500 Late notices: 500 bills X $0.50 postage X 4 billings X 1/2 cost
4,600 4,600 4,600 4,600
3430 Printing 450 450 450 450 Utility bills (1/2 cost)
450 450 450 450 Envelopes
900 900 900 900
3630 Training 2,400 2,400 2,400 2,400 Seminars on new regulations, software updates, etc. INCODE training
2,400 2,400 2,400 2,400
5130 Repairs, equipment 4,477 4,701 4,936 5,183 Incode software support (30%)(5% annual increase per agreement)
- 1,200 1,200 1,200 Incode UB support
330 350 350 350 Neptune reader maintenance (1/2 in sewer)(2019 first year $610)
1,800 1,800 1,800 1,800 Neptune software maintenance (1/2 in sewer)
495 520 546 574 Handheld interface support for meter readers (1/2 in sewer)(Incode)
7,102 8,571 8,832 9,107
8010 Principal - - 335,000 350,000 Principal due on bonds
- - 335,000 350,000
8020 Interest - 42,000 71,971 83,223 Interest due on 2020 A Bonds
- 42,000 71,971 83,223
8030 Paying agent fees - 450 450 450 Paying agent fees on bond issues
- 450 450 450
8040 Continuing Disclosure - 2,500 2,500 2,500 Annual debt disclosure requirements and Ramsey county sp. Assmt. Fees
- 2,500 2,500 2,500
9900 Transfers out 82,859 85,345 87,905 90,542 Transfer to General Fund for administrative overhead costs
67,000 70,000 70,000 80,000 Transfer to Vehicle & Equipment Fund to fund future purchases
149,859 155,345 157,905 170,542
173,824 225,899 593,691 633,028
44
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Actual Budget 09/30/22 Request Dollar Percent
Water (Fund 700):
2023 Budget Summary
Infrastructure & Equip Maintenance (4823):
Personnel services
0100 Salaries, regular 208,795 248,078 249,508 272,184 281,739 9,555 3.51%
0110 Salaries, overtime 10,051 15,330 11,850 11,460 11,921 461 4.02%
0150 Salaries, part-time 3,884 4,082 - 8,320 20,085 11,765 141.41%
0300 Social security 15,201 18,186 17,635 22,296 23,963 1,667 7.48%
0321 PERA 14,347 18,793 18,551 21,238 22,830 1,592 7.50%
0400 Group insurance 28,470 38,276 38,296 45,510 46,248 738 1.62%
0500 Workers compensation 6,444 6,954 5,208 7,297 7,290 (7) -0.10%
Total personnel services 287,192 349,699 341,048 388,305 - 414,076 25,771 6.64%
Materials & supplies
1210 Supplies, bldg & grnds 171 2,160 2,724 2,750 3,000 250 9.09%
1220 Supplies, vehicles 951 1,637 4,940 1,500 2,000 500 33.33%
1230 Supplies, equipment 9,840 2,836 3,357 2,625 2,625 - 0.00%
1240 Supplies, streets 4,286 5,657 8,350 4,500 5,000 500 11.11%
1250 Supplies, utilities 8,853 8,521 7,336 13,950 13,950 - 0.00%
1260 Supplies, traffic control 132 211 - 200 200 - 0.00%
1600 Supplies, operating 6,461 10,356 13,660 7,000 8,500 1,500 21.43%
1700 Motor fuels 5,331 5,458 6,192 5,593 7,463 1,870 33.43%
2400 Uniforms 1,558 1,335 959 1,100 1,100 - 0.00%
2410 Mats & towels 515 445 415 620 620 - 0.00%
Total materials & supplies 38,098 38,616 47,933 39,838 - 44,458 4,620 11.60%
Contractual services
3030 Other professional services 26,556 15,614 35,422 19,696 45,750 26,054 132.28%
3100 Communications - telephone 3,097 5,210 3,491 3,884 4,084 200 5.15%
3200 Water & wastewater charges 4,326 6,347 9,087 7,200 7,200 - 0.00%
3220 Natural gas 8,771 5,864 7,166 8,500 8,500 - 0.00%
3610 Memberships 325 150 200 360 360 - 0.00%
3630 Training 2,791 1,225 2,714 5,530 5,530 - 0.00%
4010 Equipment rental 4,663 629 265 4,500 - 1,500 (3,000) -66.67%
4800 Insurance 7,484 8,590 8,184 10,230 10,230 - 0.00%
5110 Repairs, bldgs & grnds 5,040 1,983 5,183 10,540 10,540 - 0.00%
5120 Repairs, vehicles 1,014 - - 1,000 - 1,000 - 0.00%
5130 Repairs, equipment 14,409 17,180 6,799 6,000 8,500 2,500 41.67%
5140 Repairs, streets 9,700 15,107 1,402 10,000 10,000 - 0.00%
5150 Repairs, utilities 20,432 13,941 12,092 17,500 17,500 - 0.00%
5155 Water service repair 62,764 94,981 90,444 90,000 90,000 - 0.00%
5160 Repairs, system maintenance - 875 2,935 3,500 3,500 - 0.00%
Total contractual services 171,372 187,696 185,384 198,440 - 224,194 25,754 12.98%
Capital outlays
7030 Equipment - - - 1,425,000 1,466,000 41,000 2.88%
7050 Construction - - - 880,000 160,000 (720,000) -81.82%
7950 Depreciation 230,683 198,159 194,482 220,000 - 220,000 - 0.00%
Total capital outlays 230,683 198,159 194,482 2,525,000 - 1,846,000 (679,000) -26.89%
Miscellaneous:
9100 Contingency - - - 15,000 - 15,000 - 0.00%
Total miscellaneous - - - 15,000 - 15,000 - 0.00%
Total infrastructure & equip maint 727,345 774,170 768,847 3,166,583 - 2,543,728 (622,855) -19.67%
440,153 424,471 427,799 2,778,278 2,129,652
-
45
Fund: 700 Department: 4823 Water Infrastructure & Equipment Maintenance
Account Description 2020 2021 2022 2023 Description
1210 Supplies, Bldgs & grounds 100 100 100 100 Mops, buckets, brooms
500 500 500 500 Light tubes & ballasts
200 200 200 200 Paper products
200 200 200 200 Paint, thinner, & brushes
750 750 750 1,000 Black dirt & sod/seed, landscaping materials
500 500 500 500 Misc. cleaners for well houses & % of shop
500 500 500 500 Irrigation parts
2,750 2,750 2,750 3,000
1220 Supplies, vehicles 300 300 300 300 Air, oil, fuel, & transmission filters
100 100 100 100 Fluids
400 400 400 400 Batteries and tires
50 50 50 50 Paint sealant
150 150 150 150 Tune ups
500 500 500 1,000 Misc repairs
1,500 1,500 1,500 2,000
1230 Supplies, equipment < $5000 100 100 100 100 Tune ups
100 100 100 100 Grounds maintenance equipment
100 100 100 100 Blades, suction hoses, filter screens
175 175 175 175 Hydraulic fluid: 35 gallons @ $4.80 / gallon
200 200 200 200 Solvents & cleaning fluids
200 200 200 200 Air compressor & dehumidifier parts
1,500 1,500 1,500 1,500 Chemical equipment parts (fluoride pumps)
250 250 250 250 Air, oil, fuel, & trans filters (emergency generator)
2,625 2,625 2,625 2,625
1240 Supplies, streets 4,500 4,500 4,500 5,000 Asphalt/concrete/sod/seed for patching minor street, curb, driveway repairs.
4,500 4,500 4,500 5,000
1250 Supplies, utilities 2,500 2,500 5,000 5,000 Paint & sandblasting materials for hydrants
500 500 500 500 Copper, steel & PVC pipe
1,500 1,500 1,250 1,250 Valve box risers, main repair clamps
1,000 1,000 750 750 Hydrant markers
- - - - De-chlorinator
3,450 3,450 3,000 3,000 Hydrant parts (hydrant pump $450 - 2017)
5,000 5,000 3,450 3,450 Meter supplies, etc. (move from account 1600)
13,950 13,950 13,950 13,950
1260 Supplies, traffic control 200 200 200 200 Traffic cones / safety vests
200 200 200 200
1600 Supplies, operating 500 500 500 500 Propane, acetylene & oxygen supplies
400 400 400 400 Gloves, masks, & rags
1,850 1,850 1,850 2,850 Film, first aid supplies, & batteries (add hearing protection)
2,500 2,500 2,500 3,000 Location flags & paint (moved from account 1250)
250 250 250 250 Cleaning supplies
1,500 1,500 1,500 1,500 Additional & replacement hand tools
7,000 7,000 7,000 8,500
1700 Motor fuels & lubs 620 580 1,568 2,138 Diesel fuel - 475 gallons @ $4.50
450 450 450 450 Oil
3,380 2,990 3,575 4,875 Unleaded fuel: 1,300 gallons @ $3.75
4,450 4,020 5,593 7,463
2400 Uniforms 1,100 1,100 1,100 1,100 Uniforms 15.5% of $4,500 and clothing 1.7 FTE x $175 per contract
1,100 1,100 1,100 1,100
2410 Mats & towels 620 620 620 620 Share of floor mats & shop towels (15.5% of $4,000)
620 620 620 620
3030 Other professional services 180 180 400 700 Backflow prevention testing
3,500 3,500 3,500 4,500 Water system leak survey (every 2 years)(not done in 2019)
- - - 20,000 Consultant well head protection phase II
850 850 850 2,500 Annual inspections heating units in all water buildings
1,496 1,496 1,496 2,500 Annual inspection generator units
- - - 450 Copier maintenance agreement (Split with 730)
500 500 500 700 Broadleaf control
1,000 6,000 6,000 6,000 Asset management software
250 250 250 450 Fire sprinkler inspections/testing
200 200 200 200 Fire extinguisher inspection/service (10 @ $20)
750 750 750 1,500 Gopher State One-call locates
2,750 2,750 2,750 2,750 Safety Data Service (1/3 Sewer, 1/3 Storm Water)
3,000 3,000 3,000 3,500 ArcView/GIS base map and engineering consulting (Split with 730)
14,476 19,476 19,696 45,750
3100 Communications - telephone 400 400 400 600 Service & repair
1,954 1,954 1,954 1,954 Cellular phone service (20.06% of $9,200)
631 1,440 1,440 1,440 Data cards for SCADA (4)(75%)(40.01 per card) balance in Sewer
90 90 90 90 800 MHz license fee (33%)(5 radios @ $4.48 per month)
3,075 3,884 3,884 4,084
3200 Water and wastewater charges 7,200 7,200 7,200 7,200
7,200 7,200 7,200 7,200
46
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47
Fund: 700 Department: 4823 Water Infrastructure & Equipment Maintenance
Account Description 2020 2021 2022 2023 Description
3220 Natural gas 8,500 8,500 8,500 8,500 Heating fuel
8,500 8,500 8,500 8,500
3610 Memberships 120 120 120 120 MN Rural Water Association (50%)
100 100 100 100 MN Safety Council
60 60 60 60 Suburban Utility Superintendent Association (SUSA)(50% of $100)
80 80 80 80 Pressurized vessel license
360 360 360 360
3630 Training 150 150 150 150 Computer training/webinars
1,200 1,200 1,200 1,200 Trench safety/confined space alternate years/inspection safety
1,000 1,000 1,000 1,000 Class A license
110 110 110 110 Hearing test/R2K (2.15 FTE * $50)
60 60 60 60 Maintenance Expo
2,000 2,000 2,000 2,000 Water operator class/exam/certificate ($xxx per person)
100 100 100 100 Misc. training seminars
300 300 300 300 Equipment operator training
150 150 150 150 MRWA workshops
400 400 400 400 Tuition reimbursement
60 60 60 60 Work zone safety seminar (every 3 years)
5,530 5,530 5,530 5,530
4010 Rental, equipment 4,000 4,000 4,000 1,000 Skid steer - upgrade
300 300 300 300 Barricades & signs
200 200 200 200 Tools & equipment
4,500 4,500 4,500 1,500
4800 Insurance 10,230 10,230 10,230 10,230 Share of property/liability insurance
10,230 10,230 10,230 10,230
5110 Repairs, buildings & grounds 1,000 1,000 1,000 1,000 Door & lock repairs
1,000 1,000 1,000 1,000 Roof & wall repairs
7,540 7,540 7,540 7,540 Electrical & mechanical repairs (well #2 in 17 well #4 in 18 $4540)
1,000 1,000 1,000 1,000 Site repairs (pavement, fence, irrigation, etc...)
10,540 10,540 10,540 10,540
5120 Repairs, vehicles 1,000 1,000 1,000 1,000 Utility truck repairs
1,000 1,000 1,000 1,000
5130 Repairs, equipment 900 900 900 900 Well and water treatment plant repairs
500 500 500 500 Miscellaneous repairs (Backhoe, Skid steer)
1,000 1,000 - - Repair boiler @ main plant
12,000 - - - Backhoe overhall extend life 10 more years
3,100 - - - Refurbish trailer
1,000 1,000 1,000 2,000 Generator service - Onan
1,500 1,500 1,500 3,000 VFD service
1,000 1,000 1,000 1,000 Meter and valve repairs
1,000 1,000 1,000 1,000 SCADA repairs
100 100 100 100 Radio repairs
22,100 7,000 6,000 8,500
5140 Repairs, streets 10,000 10,000 10,000 10,000 Contractor repairs to streets after water main breaks
10,000 10,000 10,000 10,000
5150 Repairs, utilities 5,000 5,000 5,000 5,000 Fire hydrant repairs
5,000 5,000 5,000 5,000 Gate valve repairs
7,500 7,500 7,500 7,500 Water main repairs
17,500 17,500 17,500 17,500
5155 Water service repairs 75,000 75,000 75,000 80,000 Contractor repairs to residential water services.
15,000 15,000 15,000 10,000 Pavement & curb repairs
90,000 90,000 90,000 90,000
5160 System maintenance 3,500 3,500 3,500 3,500 Water system maintenance & repair items
3,500 3,500 3,500 3,500
7030 Capital, equipment > $5000 15,000 15,000 15,000 15,000 Gate valves
35,000 35,000 1,375,000 1,375,000 Commercial/Residentional meter replacements
- 125,000 - - Generator WTP #1 and booster station
- - - 37,500 T76 T4 Compact Track Loader (skidsteer)(1/2 in Storm Water)
35,000 35,000 35,000 45,000 3/4 ton pick-up 4x2
85,000 210,000 1,425,000 1,472,500
7050 Construction > $25000 3,159,104 3,816,000 800,000 100,000 Water treatment plant engineering, design, construction
150,000 80,000 80,000 60,000 Well pump rehabilitation project (approximately every 7 years per well)
3,309,104 3,896,000 880,000 160,000
7950 Depreciation 240,000 240,000 220,000 220,000 Estimated depreciation
240,000 240,000 220,000 220,000
9100 Contingency 15,000 15,000 15,000 15,000 Contingency
15,000 15,000 15,000 15,000
3,896,310 4,598,485 2,778,278 2,136,152
48
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Actual Budget 09/30/22 Request Dollar Percent
Water (Fund 700):
2023 Budget Summary
Water Production (4825):
Personnel services
0100 Salaries, regular 40,474 29,625 29,068 31,096 32,329 1,233 3.97%
0110 Salaries, overtime 3,142 1,649 2,196 - - - 0.00%
0300 Social security 3,052 2,195 2,079 2,348 2,443 95 4.05%
0321 PERA 2,997 2,240 2,306 2,302 2,395 93 4.04%
0400 Group insurance 6,898 5,351 5,530 6,576 6,720 144 2.19%
0500 Workers compensation 1,034 1,054 971 1,344 1,261 (83) -6.18%
Total personnel services 57,597 42,114 42,150 43,666 - 45,148 1,482 3.39%
Materials & supplies
1600 Supplies, operating 18,439 13,848 19,627 37,775 34,900 (2,875) -7.61%
2400 Uniforms 374 615 601 235 235 - 0.00%
2410 Mats & towels 196 241 207 144 144 - 0.00%
Total materials & supplies 19,009 14,704 20,435 38,154 - 35,279 (2,875) -7.54%
Contractual services
3030 Other professional services 7,612 5,896 6,617 18,545 19,245 700 3.77%
3210 Electricity 118,330 110,253 119,147 128,000 128,000 - 0.00%
5150 Repairs, utilities 538 - - - - - - 0.00%
Total contractual services 126,480 116,149 125,764 146,545 - 147,245 700 0.48%
Total water production 203,086 172,967 188,349 228,365 - 227,672 (693) -0.30%
145,489 130,853 146,199 184,699 182,524
-
Total expenditures 1,152,984 1,280,362 1,248,883 4,053,536 - 3,477,423 (576,113) -14.21%
Revenues over (under) expenditures 72,232 92,142 340,054 (2,613,908) - (1,929,339) 684,569 -26.19%
Add back:
capital outlays - - - 2,305,000 - 1,626,000 (679,000) -29.46%
principal payment on debt - - - 335,000 - 350,000 15,000 0.00%
Change in net assets 72,232 92,142 340,054 26,092 - 46,661 20,569 78.83%
Net Assets, beginning year 4,109,247 4,181,479 4,273,621 4,613,675 4,613,675 4,639,767 26,092 0.57%
Net Assets, end of year 4,181,479$ 4,273,621$ 4,613,675$ 4,639,767$ 4,613,675$ 4,686,428$ 46,661$ 1.01%
751,328 823,042 825,664 3,556,668 2,945,204
49
Fund: 700 Department: 4825 Water Production
Account Description 2020 2021 2022 2023 Description
1600 Supplies, operating 550 550 550 550 Computer supplies
800 800 800 800 Testing reagents
4,125 4,125 4,125 - Sulfur dioxide: 25 150# cylinders @ $1.10 per pound
10,400 10,400 10,400 15,000 Chlorine: 8 - 1 ton cylinders @ .65 per pound
10,350 10,350 10,350 7,000 Chlorine: 75 - 150 # cylinders @ $.92 per pound
7,400 7,400 7,400 7,400 Hydrofluosilic acid: 20,000 pounds @ $0.37
3,300 3,300 3,300 3,300 Chlorine neutralizer
850 850 850 850 Sand separator
37,775 37,775 37,775 34,900
2400 Uniforms 235 235 235 235 Uniforms 3.6% of $4,500 and clothing .4 FTE x $175 per contract
235 235 235 235
2410 Mats & towels 144 144 144 144 Share of floor mats & shop towels (3.6% of $4,000)
144 144 144 144
3030 Other professional services 2,000 2,000 2,000 2,700 Bacteria tests (15*$15*12 months)(+$200 Health Dept Rule)
800 800 800 800 Computer maintenance
5,500 5,500 5,500 5,500 DNR water permit fee (ann. surcharge)(14 - $3826, 15 - $4462, 16 - $4532)
1,120 1,120 1,120 1,120 Full scan tests - 4 @ $280
600 600 600 600 Minimum contamination level (MCL) tests
1,000 1,000 1,000 1,000 Radon tests
800 800 800 800 Random sample tests
1,425 1,425 1,425 1,425 MCES discharge permits (3*$475)
300 300 300 300 MNDPS - EPCRA program ($100/WTP)
5,000 5,000 5,000 5,000 Water Supply Plan
18,545 18,545 18,545 19,245
3210 Electricity 128,000 128,000 128,000 128,000 Electricity for wells, tower & reservoir
128,000 128,000 128,000 128,000
184,699 184,699 184,699 182,524
4,254,833 5,009,083 3,556,668 2,951,704
217.64%17.73%-29.00%-17.01%
50
2023 Budget Summary
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Actual Budget 09/30/22 Request Dollar Percent
Sanitary Sewer (Fund 730):
Revenues
3375 State pension contribution 447 586 407 - - - - 0.00%
3551 Spec. Assessments 668 594 6,319 - - - 0.00%
3610 Investment income 65,558 39,503 (12,515) 20,000 20,000 - 0.00%
3716 Penalties 13,871 6,673 12,303 10,000 10,000 - 0.00%
3719 Sewer inspection charge - 24,900 32,760 - - - 0.00%
3720 Utility sales 1,716,803 1,825,212 1,848,632 1,926,673 2,003,740 77,067 4.00%
3721 SAC charges 3,752 (2,485) 2,485 - - - 0.00%
3725 Utility connections 2,000 11,400 14,900 - - - 0.00%
3726 Penalties & interest 1,004 443 653 - - - 0.00%
3940 Capital Contributions 43,059 - - - - - - 0.00%
3972 Transfers from Vehicle Fund 100,000 - - - - - - 0.00%
Total revenue 1,947,162 1,906,826 1,905,944 1,956,673 - 2,033,740 77,067 3.94%
Operating expenses
Billing Services (4820):
Personnel services
0100 Salaries, regular 43,377 45,907 49,826 49,625 53,699 4,074 8.21%
0150 Salaries, part-time - - - - 2,250 2,250 0.00%
0300 Social security 2,913 3,333 3,467 3,796 4,280 484 12.75%
0321 PERA 2,718 2,922 3,035 3,721 4,198 477 12.82%
0322 GASB 68 Pension expense 101 (2,108) (27,108) - - - 0.00%
0400 Group insurance 7,237 7,460 7,488 6,281 6,984 703 11.19%
0500 Workers compensation 281 299 281 398 428 30 7.54%
Total personnel services 56,627 57,813 36,989 63,821 - 71,839 8,018 12.56%
Materials & supplies
1600 Supplies, operating - - - 50 - 50 - 0.00%
Total materials & supplies - - - 50 - 50 - 0.00%
Contractual services
3030 Other professional services 8,457 8,616 8,683 8,683 8,856 173 1.99%
3300 Postage 2,474 3,174 2,479 4,600 4,600 - 0.00%
3430 Printing 880 4,798 1,142 900 900 - 0.00%
3630 Training 1,176 - - 2,400 2,400 - 0.00%
5130 Repairs, equipment 4,978 4,899 6,360 8,832 9,107 275 3.11%
Total contractual services 17,965 21,487 18,664 25,415 - 25,863 448 1.76%
Miscellaneous:
9900 Transfers out to General Fund 80,446 82,859 85,345 87,905 - 90,542 2,637 3.00%
9900 Transfers out to Vehicle Fund 52,000 55,000 55,000 55,000 - 52,000 (3,000) -5.45%
Total miscellaneous 132,446 137,859 140,345 142,905 - 142,542 (363) -0.25%
Total Billing 207,038 217,159 195,998 232,191 - 240,294 8,103 3.49%
150,411 159,346 159,009 168,370 168,455
Infrastructure & Equip Maintenance (4823):168,455
Personnel services
100 Salaries, regular 206,001 245,524 251,794 263,829 267,786 3,957 1.50%
110 Salaries, overtime 7,081 6,813 11,629 9,597 9,532 (65) -0.68%
150 Salaries, part-time 3,884 4,082 - 9,920 20,085 10,165 102.47%
300 Social security 15,449 18,422 18,800 21,675 22,751 1,076 4.96%
321 PERA 15,413 18,506 18,707 20,509 21,643 1,134 5.53%
400 Group insurance 32,202 38,829 38,112 47,874 48,648 774 1.62%
500 Workers compensation 6,742 13,566 11,129 16,194 15,123 (1,071) -6.61%
Total personnel services 286,772 345,742 350,171 389,598 - 405,568 15,970 4.10%
51
Fund: 730 Department: 4820 Billing Services
Account Description 2020 2021 2022 2023 Description
1600 Supplies, operating 50 50 50 50 Utility billing supplies
50 50 50 50
3030 Other professional services 8,513 8,683 8,683 8,856 24.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
8,513 8,683 8,683 8,856
3300 Postage 3,300 3,300 3,300 3,300 3300 bills X $0.50 postage X 4 billings X 1/2 cost
800 800 800 800 Inserting & mailing bills (moved from 3030)
500 500 500 500 Late notices: 500 bills X $0.50 postage X 4 billings X 1/2 cost
4,600 4,600 4,600 4,600
3430 Printing 450 450 450 450 Envelopes
450 450 450 450 Utility bills (1/2 cost)
900 900 900 900
3630 Training 2,400 2,400 2,400 2,400 Seminars on new regulations, software updates, etc. INCODE training
2,400 2,400 2,400 2,400
5130 Repairs, equipment 4,477 4,701 4,936 5,183 Incode software support (30%)(5% annual increase per agreement)
- 1,200 1,200 1,200 Incode UB support
330 350 350 350 Neptune reader maintenance (1/2 in water)(2019 first year $610)
1,800 1,800 1,800 1,800 Neptune software maintenance (1/2 in water)
495 520 546 574 Handheld interface support meter readers (50% water 50% sewer)(Incode)
7,102 8,571 8,832 9,107
9900 Transfers out 82,859 85,345 87,905 90,542 Transfer to General Fund for admin costs
55,000 55,000 55,000 52,000 Transfer to Vehicle & Equipment Fund for vehicle use
137,859 140,345 142,905 142,542
161,424 165,549 168,370 168,455
52
2023 Budget Summary
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Actual Budget 09/30/22 Request Dollar Percent
Sanitary Sewer (Fund 730):
Materials & supplies
1210 Supplies, bldg & grnds - 133 491 200 200 - 0.00%
1220 Supplies, vehicles 6,103 4,072 4,541 5,000 5,000 - 0.00%
1230 Supplies, equipment 5,805 2,713 5,205 5,350 6,350 1,000 18.69%
1240 Supplies, streets 62 - - 2,000 - 2,000 - 0.00%
1250 Supplies, utilities 2,821 509 1,209 2,900 2,900 - 0.00%
1260 Supplies, traffic control 132 133 - 300 300 - 0.00%
1600 Supplies, operating 5,062 4,785 4,523 8,850 8,850 - 0.00%
1700 Motor fuels 1,868 2,884 3,368 5,915 6,375 460 7.78%
2400 Uniforms 1,391 1,755 2,756 2,169 2,169 - 0.00%
2410 Mats & towels 682 942 844 728 728 - 0.00%
Total materials & supplies 23,926 17,926 22,937 33,412 - 34,872 1,460 4.37%
Contractual services
3030 Other professional services 19,664 21,922 8,818 26,006 41,456 15,450 59.41%
3100 Communications - telephone 1,931 3,129 2,424 2,356 2,906 550 23.34%
3200 Water & sewer 7,107 4,384 4,532 3,300 4,000 700 21.21%
3210 Electricity 2,406 2,357 3,340 2,100 2,500 400 19.05%
3230 Wastewater disposal - MCES 991,993 1,026,404 1,025,642 1,082,918 1,146,734 63,816 5.89%
3231 Wastewater disposal - Strength chg 761 - 2,389 6,000 - 4,000 (2,000) -33.33%
3610 Memberships 425 150 150 1,690 1,690 - 0.00%
3630 Training 2,471 861 3,614 7,530 7,530 - 0.00%
4010 Equipment rental 168 - - 500 - 500 - 0.00%
4800 Insurance 5,341 6,129 6,418 7,300 7,300 - 0.00%
5130 Repairs, equipment 7,089 7,237 10,238 12,550 12,550 - 0.00%
5140 Repairs, streets - - - 10,000 - 10,000 - 0.00%
5150 Repairs, utilities 2,601 - 15,700 17,500 - 37,500 20,000 114.29%
5160 Repairs, maintenance 2,754 5,127 1,229 12,500 - 10,000 (2,500) -20.00%
Total contractual services 1,044,711 1,077,700 1,084,494 1,192,250 - 1,288,666 96,416 8.09%
Capital outlays
7030 Equipment - - - - 25,000 25,000 0.00%
7050 Construction - - - 530,000 1,030,000 500,000 94.34%
7950 Depreciation 97,841 113,690 122,346 100,000 - 125,000 25,000 25.00%
Total capital outlays 97,841 113,690 122,346 630,000 - 1,180,000 550,000 87.30%
Miscellaneous:
9100 Contingency - - - 15,000 - 15,000 - 0.00%
Total miscellaneous - - - 15,000 - 15,000 - 0.00%
1,166,478 1,209,316 1,229,777 1,870,662 2,518,538
2,518,538
Total infrastructure & equip maint 1,453,250 1,555,058 1,579,948 2,260,260 - 2,924,106 663,846 29.37%
Total expenditures 1,660,288 1,772,217 1,775,946 2,492,451 - 3,164,400 671,949 26.96%
Revenues over (under) expenditures 286,874 134,609 129,998 (535,778) - (1,130,660) (594,882) 111.03%
Add back:
capital outlays - - - 530,000 - 1,055,000 525,000 99.06%
Change in net assets 286,874 134,609 129,998 (5,778) - (75,660) (69,882) 1209.45%
Net Assets, beginning of year 4,023,265 4,310,139 4,444,748 4,574,746 4,574,746 4,568,968 (5,778) -0.13%
Net Asset, end of year 4,310,139$ 4,444,748$ 4,574,746$ 4,568,968$ 4,574,746$ 4,493,308$ (145,542)$ -3.19%
1,316,889 1,368,662 1,388,786 2,039,032 2,686,993
53
Fund: 730 Department: 4823 Wastewater Infrastructure & Equipment Maintenance
Account Description 2020 2021 2022 2023 Description
1210 Supplies, bldgs & grounds 100 100 100 100 Paint, bulbs, fuses, etc
100 100 100 100 Seed, dirt, sod, etc
200 200 200 200
1220 Supplies, vehicles 75 75 75 75 Air, oil, fuel & transmission filters
775 775 925 925 Fluids
125 125 2,500 2,500 Repair & replacement parts
600 600 1,500 1,500 Tires & batteries
1,575 1,575 5,000 5,000
1230 Supplies, equipment < $5000 650 650 650 650 Tune up parts
500 500 500 500 Hydraulic fluids & hoses
200 200 200 200 Cutting edges (skid loader)
300 300 300 300 Misc. replacement & repair parts
300 300 300 300 Light equip misc replacement & repair parts
1,000 1,000 1,000 2,000 Camera track and parts (CCTV)
300 300 300 300 Minor repairs
100 100 100 100 Gas detection device parts and supplies
2,000 2,000 2,000 2,000 Vactor cleaning nozzle parts and supplies (nozzle 2017, hose 2018)
5,350 5,350 5,350 6,350
1240 Supplies, streets 200 200 200 200 Tack coat
300 300 300 300 Dewatering rock/agg. base
2,000 2,000 1,500 1,500 Asphalt mix
2,500 2,500 2,000 2,000
1250 Supplies, utilities - - 1,500 1,500 Replacement pumps & motors
100 100 100 100 Filters, packings, relays, etc
300 300 300 300 Speed crete (mortar)
700 700 700 700 Repair parts
300 300 300 300 Manhole covers, adjust rings & bolts
1,400 1,400 2,900 2,900
1260 Supplies, traffic control 300 300 300 300 Traffic cones, work zone sign face, safety vests
300 300 300 300
1600 Supplies, operating 500 500 500 500 Additional & replacement hand tools
250 250 250 250 Glove & paper products
150 150 150 150 Disinfectant supplies
500 500 500 500 Camera supplies
1,500 1,500 1,500 1,500 First aid supplies, protective equip (add hearing equipment for 2017)
200 200 200 200 CD's, DVD's, software
250 250 250 250 Engineering supplies
700 700 700 700 Shop supplies, fastners, soap, degreasers, steet, batteries
500 500 500 500 Pipe, fittings, and accessories (connectors)
500 500 500 500 Locating supplies (paint, flags, markers, etc.)
5,000 5,000 3,500 3,500 Chemical blocks for lift stations
300 300 300 300 Filter replacement for sewer gas monitors
10,350 10,350 8,850 8,850
1700 Motor fuels & lubs 300 300 300 300 Fluids
600 600 600 600 Motor oil - 100 gallons $6 gal.
1,300 1,300 1,375 1,875 Unleaded fuel 500 gallons @ $3.75
2,480 2,480 2,640 3,600 Diesel fuel 800 gallons @ $4.50
4,680 4,680 4,915 6,375
2400 Uniforms 1,169 1,169 2,169 2,169 Uniforms 18.2% of $9,995 and clothing 2.0 FTE x $175 per contract
1,169 1,169 2,169 2,169
2410 Mats & towels 728 728 728 728 Share of floor mats & shop towels (18.2% of $4,000)
728 728 728 728
3030 Other professional services 750 750 750 750 Gopher State One Call locates
600 600 600 600 Consulting engineering services - annual lift station inspections
100 100 100 100 Fire extinguisher inspection/servcie (5 @ $20)
- - - 15,000 Engineering study sewer line Silver Lake Rd
- - - 450 Copier maintenance agreement (Split with 700)
1,106 1,106 1,106 1,106 Annual generator service/inspection
1,000 1,000 1,000 1,000 Asset management software
3,000 3,000 3,000 3,000 Arcview/GIS base map and engineering consulting (split with 700)
2,750 2,750 2,750 2,750 Safety Data Service (1/3 Water, 1/3 Storm Water)
- - 16,700 16,700 Sewer I&I monitoring
9,306 9,306 26,006 41,456
3100 Communications - telephone 1,785 1,785 1,785 2,335 Cellular phone service
211 481 481 481 Data cards for SCADA (4)(25%) bal. in Water (40.01 per card per month)
90 90 90 90 800 Mhz radio license fee (33%)(5 radios @ $4.48 per month)
2,086 2,356 2,356 2,906
3200 Water & Sewer service 3,300 3,300 3,300 4,000 Estimated annual charge
3,300 3,300 3,300 4,000
3210 Electricity 2,100 2,100 2,100 2,500 Electricity for lift stations
2,100 2,100 2,100 2,500
45,044 45,314 66,174 85,734
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55
Fund: 730 Department: 4823 Wastewater Infrastructure & Equipment Maintenance (continued)
Account Description 2020 2021 2022 2023 Description
3230 Met Council Environ. Servies MCE 1,024,104 1,025,643 1,082,918 1,146,734 Annual charge (increase 5.89% 2023, 5.58% increase in 2022)
1,024,104 1,025,643 1,082,918 1,146,734
3231 MCES Strength charges 6,000 6,000 6,000 4,000 Strength Charge
6,000 6,000 6,000 4,000
3610 Memberships 120 120 120 120 MN Rural Water Assoc. (50%)
1,400 1,400 1,400 1,400 Wincam membership
70 70 70 70 Suburban Utility Superintendant Association (SUSA)(50% of $100)
100 100 100 100 MN Safety Council (20%)
1,690 1,690 1,690 1,690
3630 Training 1,800 1,800 1,500 1,500 Collection operators training/renewal ($300 per person)
400 400 400 400 Tuition reimbursement (PW Mgt. Class - North Hennepin CC)
150 150 150 150 Computer training/webinars
110 110 110 110 Hearing test/R2K (2.15 FTE * $50)
1,200 1,200 900 900 Confined space/trench safety alternate years)
2,400 2,400 2,100 2,100 DACP Training
1,200 1,200 1,200 1,200 Class A license
1,000 1,000 750 750 Miscellaneous wastewater training (certified pipe inspector)
60 60 60 60 Maintenance Expo
300 300 300 300 Equipment operator training
60 60 60 60 Work zone safety seminar (every 3 years next 2020)
8,680 8,680 7,530 7,530
4010 Rental, equipment 500 500 500 500 Barricades & signs
500 500 500 500
4800 Insurance 7,300 7,300 7,300 7,300 Share of property/liability insurance
7,300 7,300 7,300 7,300
5130 Repairs, equipment 8,000 8,000 8,000 8,000 Repairs to Vactor (jet truck)
2,500 2,500 2,500 2,500 Repairs to camera van and camera equipment
1,000 1,000 1,000 1,000 Repairs to utility truck
250 1,050 1,050 1,050 Misc repairs
11,750 12,550 12,550 12,550
5140 Repairs, streets 10,000 10,000 10,000 10,000 Contractor restoration of pavement, bwd., etc...
10,000 10,000 10,000 10,000
5150 Repairs, utilities 2,500 2,500 2,500 2,500 Lift station repairs
- - - 20,000 Groveland grinder
15,000 15,000 15,000 15,000 Sanitary collection system repairs
17,500 17,500 17,500 37,500
5160 System maintenance 5,000 5,000 5,000 4,000 Root control
4,500 4,500 4,500 4,000 Lift station maintenance/cleaning/pump service
4,000 4,000 3,000 2,000 Sewer debris disposal costs
13,500 13,500 12,500 10,000
7030 Capital, equipment > $5000 - - - - Vactor (includes auto chassis lube)
- - - 25,000 Elevator for sewer camera trolly
- - - 25,000
7050 Construction > $25000 175,000 175,000 500,000 1,000,000 Sewer pipe relining program (2022 deferred to 2023)
25,000 30,000 30,000 30,000 Manhole lining
130,000 - - - Upgrade Bronson lift station and nat gas generator (carryover from 2019)
330,000 205,000 530,000 1,030,000
7950 Depreciation 100,000 100,000 100,000 125,000 Estimated depreciation
100,000 100,000 100,000 125,000
9100 Contingency 15,000 15,000 15,000 15,000 Contingency - may include lift station impeller replacement at Bronson
15,000 15,000 15,000 15,000
1,591,068 1,468,677 1,869,662 2,518,538
56
2019 2020 2021 2022 2023 Change from 2022
Actual Actual Actual Budget Request Dollar Percent
Street Lighting (Fund 740):
Revenues
3610 Investment income 4,085 2,269 (846) 1,400 1,400 - 0.00%
3716 Penalties 966 492 864 700 700 - 0.00%
3740 Street lighting charges 103,901 103,917 104,208 104,412 104,412 - 0.00%
Total revenue 108,952 106,678 104,226 106,512 106,512 - 0.00%
Operating expenses
Operations (4416)
Personnel services
0100 Salaries, regular 6,714 10,556 10,298 9,638 10,490 852 8.84%
0110 Salaries, overtime 216 467 234 - - - 0.00%
0300 Social security 509 740 731 737 802 65 8.82%
0321 PERA 512 754 745 643 700 57 8.86%
0400 Group insurance 1,239 1,579 1,609 1,008 1,008 - 0.00%
0500 Workers compensation 254 273 246 376 391 15 3.99%
Total personnel services 9,444 14,369 13,863 12,402 13,391 989 7.97%
Materials & supplies
1600 Supplies, operating - - 855 1,000 1,000 - 0.00%
Contractual services
3210 Electricity 74,287 85,607 80,271 82,500 82,500 - 0.00%
4800 Insurance 658 756 720 900 900 - 0.00%
5150 Repairs, utilities 1,402 1,508 - 2,950 2,950 - 0.00%
5160 Repairs, system maintenance - 2,431 - - - - 0.00%
Total contractual services 76,347 90,302 80,991 86,350 86,350 - 0.00%
Other
8021 Lease payable - interest (ESP)1,902 3,232 - - - - 0.00%
9900 Transfer to General Fund 2,854 2,940 3,028 3,119 3,213 94 3.01%
Total other 4,756 6,172 3,028 3,119 3,213 94 3.01%
0
Total expenditures 90,547 110,843 98,737 102,871 103,954 1,083 1.05%
Revenues over (under) expenditures 18,405 (4,165) 5,489 3,641 2,558 (1,083) -29.74%
Add back: Capital outlays/Prin on debt - - - - - - 0.00%
Change in net assets 18,405 (4,165) 5,489 3,641 2,558 (1,083) -29.74%
Net assets, beginning year 90,064 108,469 104,304 109,793 113,434 3,641 3.32%
Net assets, end of year 108,469$ 104,304$ 109,793$ 113,434$ 115,992$ 2,558$ 2.26%
81,103 96,474 84,874 90,469 90,563
90,563
2023 Budget Summary
57
Fund: 740 Street Lighting Fund Revenues
Account Description 2020 2021 2022 2023 Description
3610 Interest revenue 1,400 1,400 1,400 1,400 Estimated interest earnings at 1%.
1,400 1,400 1,400 1,400
3716 Penalties 700 700 700 700 Estimated late fees on street lighting charges.
700 700 700 700
3740 Street lighting charges 104,412 104,412 104,412 104,412 Estimated utility charges for street lighting.
104,412 104,412 104,412 104,412
Fund: 740 Department: 4416 Operations
1600 Supplies, operating 1,000 1,000 1,000 1,000 Bulbs, ballasts, covers, etc...
1,000 1,000 1,000 1,000
3210 Electricity 78,500 78,500 82,500 82,500 Estimate
78,500 78,500 82,500 82,500
4800 Insurance 900 900 900 900 Share of property/liability insurance
900 900 900 900
5150 Repairs, utilities 2,950 2,950 2,950 2,950 Repairs to street and trail lighting.
2,950 2,950 2,950 2,950
8011 Lease payable (principal)7,572 - - - Energy savings program (LED trail lighting)
8021 Lease payable (interest)1,680 - - - Interest
9,252 - - -
9900 Transfer out 2,940 3,028 3,119 3,213 Transfer to General Fund for administrative overhead costs
2,940 3,028 3,119 3,213
95,542 86,378 90,469 90,563
3.84%-9.59%4.74%0.10%
58
2023 Budget Summary
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Budget Budget 09/30/22 Request Dollar Percent
Storm Water (Fund 745):
Revenues
3359 Other state grants 155 218 149 - - - - 0.00%
3610 Investment income (charges)56,980 34,677 (11,189) 16,000 16,000 - 0.00%
3716 Penalties & interest 2,683 1,502 2,719 1,500 1,500 - 0.00%
3718 Impact charges 10,716 1,250 212 - - - 0.00%
3730 Surface water charges 314,351 340,809 368,302 400,500 400,500 - 0.00%
3972 Transfer from other funds - - - - - 37,500 37,500 0.00%
Total revenue 384,885 378,456 360,193 418,000 - 455,500 37,500 8.97%
Operating expenses
System Maintenance (4415):
Personnel services
0100 Salaries, regular 81,732 97,585 96,292 97,984 103,163 5,179 5.29%
0110 Salaries, overtime 2,429 3,355 1,619 1,465 1,524 59 4.03%
0150 Salaries, part-time 7,451 4,560 4,440 10,240 14,817 4,577 44.70%
0300 Social security 6,814 7,666 7,635 8,392 9,141 749 8.93%
0321 PERA 6,033 6,762 6,581 7,459 8,695 1,236 16.57%
0322 GASB 68 Pension expens 218 4,495 (11,280) - - - 0.00%
0400 Group insurance 4,378 6,317 6,392 17,218 17,232 14 0.08%
0500 Workers compensation 2,298 2,521 2,083 3,192 3,302 110 3.45%
Total personnel services 111,353 133,261 113,762 145,950 - 157,874 11,924 8.17%
Materials & supplies
1230 Supplies, equipment 7,189 5,372 9,127 2,750 3,750 1,000 36.36%
1240 Supplies, streets 50 - 228 - - - 0.00%
1600 Supplies, operating 1,578 6,007 2,818 4,925 5,425 500 10.15%
1700 Motor fuels 1,547 1,951 2,304 2,475 3,375 900 36.36%
2400 Uniforms 972 482 606 470 470 - 0.00%
2410 Mats & towels 245 241 251 292 292 - 0.00%
Total materials & supplies 11,581 14,053 15,334 10,912 - 13,312 2,400 21.99%
Contractual services
3030 Other professional services 29,757 30,171 23,131 162,292 12,366 (149,926) -92.38%
3100 Telephone 1,015 1,007 1,177 872 1,540 668 76.61%
3610 Memberships 1,033 1,055 1,080 1,045 1,045 - 0.00%
3630 Training 555 161 716 1,695 1,695 - 0.00%
4010 Equipment rental - 5,165 2,860 3,000 3,000 - 0.00%
4800 Insurance 2,926 3,359 3,200 4,000 4,000 - 0.00%
5120 Repairs, vehicles 96 490 39 1,500 1,500 - 0.00%
5150 Repairs, utilities 40,959 90,461 59,405 90,000 90,000 - 0.00%
Total contractual services 76,341 131,869 91,608 264,404 - 115,146 (149,258) -56.45%
Capital outlays
7030 Equipment - - - - 31,000 31,000 0.00%
7050 Construction - 35,910 - 75,000 - 225,000 150,000 200.00%
7950 Depreciation 36,566 35,916 33,996 35,000 - 35,000 - 0.00%
Total capital outlays 36,566 71,826 33,996 110,000 - 291,000 181,000 164.55%
Miscellaneous:
9900 Transfer out 8,309 8,558 8,815 9,079 - 9,351 272 3.00%
Total miscellaneous 8,309 8,558 8,815 9,079 - 9,351 272 3.00%
Total System Maintenance 244,150 359,567 263,515 540,345 - 586,683 46,338 0.00%
132,797 226,306 149,753 394,395 428,809 0.00%
59
Fund: 745 Storm Water Revenues
Account Description 2020 2021 2022 2023 Description
3610 Interest revenue 16,000 16,000 16,000 16,000 Estimated interest earnings at 1%.
16,000 16,000 16,000 16,000
3716 Penalties 1,500 1,500 1,500 1,500 Estimated late payment fees.
1,500 1,500 1,500 1,500
3730 Utility sales 285,000 320,000 340,000 340,000 Estimated surface water charges.
285,000 320,000 340,000 340,000
Fund: 745 Department: 4415 System Maintenance
1230 Supplies, equipment < $5000 1,500 1,500 1,500 2,000 Miscellaneous equipment & parts (AEBI parts, pole camera parts)
1,000 1,000 1,000 1,500 Filters, brakes, bulbs, wipers, tires, batteries, etc...
250 250 250 250 Hoses & nozzles
- 4,000 - - Drone
2,750 6,750 2,750 3,750
1600 Supplies, operating 450 450 450 450 Concrete
2,000 2,000 2,000 2,500 Rain Garden mix, riprap, topsoil, seed and sod
175 175 175 175 Concrete adjustment rings
150 150 150 150 Hand tools
150 150 150 150 CD's, DVD's, software upgrade for camera van
2,000 2,000 2,000 2,000 Catch basin castings, pipe, approns, etc...
4,925 4,925 4,925 5,425
1700 Motor fuels 2,250 2,340 2,475 3,375 900 gallons unleaded @ $3.75 for utility truck
2,250 2,340 2,475 3,375
2400 Uniforms 470 470 470 470 Uniforms/clothing (7.3% of $4,500, .8 FTE x $175 per contract)
470 470 470 470
2410 Mats & towels 292 292 292 292 Share of floor mats & shop towels (7.3% of $4,000)
292 292 292 292
3030 Other professional services 5,750 5,750 5,750 5,750 Consulting engineers (LGU)
- - 150,000 - Storm water system maintenance study
1,500 1,500 1,500 1,500 Arcview/GIS base map consulting
1,000 1,000 1,000 1,000 Asset management software
100 100 100 100 Fire extinguisher inspection/servcie (5 @ $20)
1,192 1,192 1,192 1,266 3.5% of audit (23-36,145, 24-36,870, 25-37,605, 26-38,360)
2,750 2,750 2,750 2,750 Safety Data Service (1/3 Water, 1/3 Sewer)
12,292 12,292 162,292 12,366
3100 Communications 782 782 782 1,450 Cell Phone service
90 90 90 90 800 Mhz radio license fee (33%)(5 radios @ $4.48 per month)
872 872 872 1,540
3610 Memberships 200 200 200 200 American Public Works Association (APWA)(25% of $800)
800 800 800 800 Minnesota Cities Storm Water Coalition
45 45 45 45 MN Safety Council
1,045 1,045 1,045 1,045
3630 Training 200 200 200 200 Seminars & training sessions (Stormwater)
55 55 55 55 Hearing test/R2K (1.1 FTE * $50)
350 350 350 350 Safety training
500 500 500 500 NPDES compliance training
270 270 270 270 Erosion & Stormwater Maint. Certification
220 220 220 220 Equipment operator training
100 100 100 100 Computer/webinar training
1,695 1,695 1,695 1,695
4010 Equipment rental 6,000 3,000 3,000 3,000 Rent mini excavater for clean-outs
6,000 3,000 3,000 3,000
4800 Insurance 2,500 2,500 2,500 2,500 Share of property/liability insurance
1,500 1,500 1,500 1,500 Deductible
4,000 4,000 4,000 4,000
5120 Repairs, vehicles 1,500 1,500 1,500 1,500 Utility truck & equipment repairs
1,500 1,500 1,500 1,500
5150 Repairs & maint., utilities 30,000 30,000 30,000 30,000 Repair & maintain storm sewers, ponds, basins, and drainage issues
60,000 30,000 30,000 30,000 Storm sewer cleaning
30,000 30,000 30,000 30,000 Storm Sewer slip linning improvements
120,000 90,000 90,000 90,000
7030 Equipment > $5000 30,000 15,000 - - Silverview pond aerators
30,000 15,000 - -
7050 Construction > $25000 75,000 75,000 75,000 225,000 Storm water projects (Lois culvert repairs $150,000)
75,000 75,000 75,000 225,000
7950 Depreciation 35,000 35,000 35,000 35,000 Estimated depreciation
35,000 35,000 35,000 35,000
9900 Transfer out 8,558 8,815 9,079 9,351 General Fund
8,558 8,815 9,079 9,351
306,649 262,996 394,395 397,809
60
2023 Budget Summary
2019 2020 2021 2022 Y-T-D 2023 Change from 2022
Actual Actual Budget Budget 09/30/22 Request Dollar Percent
Storm Water (Fund 745):397,809
Street Sweeping (4417):
Personnel services
0100 Salaries, regular 13,366 13,830 14,055 13,544 14,091 547 4.04%
0110 Salaries, overtime 402 707 372 1,465 1,524 59 4.03%
0300 Social security 1,018 1,080 1,073 1,148 1,195 47 4.09%
0321 PERA 992 1,064 1,028 1,126 1,171 45 4.00%
0400 Group insurance 866 910 930 2,880 2,880 - 0.00%
0500 Workers compensation 549 515 475 657 617 (40) -6.09%
Total personnel services 17,193 18,106 17,933 20,820 - 21,478 658 3.16%
Materials & supplies
1230 Supplies, equipment 8 - 7,367 2,500 3,500 1,000 40.00%
1600 Supplies, operating 279 2,850 4,323 3,500 4,500 1,000 28.57%
1700 Motor fuels 3,147 2,776 3,655 4,300 4,300 - 0.00%
2400 Uniforms 102 70 141 116 116 - 0.00%
2410 Mats & towels 58 56 66 72 72 - 0.00%
Total materials & supplies 3,594 5,752 15,552 10,488 - 12,488 2,000 19.07%
Contractual services
3030 Other professional services 8,688 - - - - - 0.00%
3530 Disposal - - - 10,000 - 10,000 - 0.00%
3630 Training - - 164 280 - 280 - 0.00%
5130 Repairs, equipment 1,608 - - 4,000 4,000 - 0.00%
Total contractual services 10,296 - 164 14,280 - 14,280 - 0.00%
Miscellaneous:
9900 Transfer out 31,000 33,000 33,000 35,000 - 35,000 - 0.00%
Total miscellaneous 31,000 33,000 33,000 35,000 - 35,000 - 0.00%
Total street sweeping 62,083 56,858 66,649 80,588 - 83,246 2,658 3.30%
44,890 38,752 48,716 59,768 61,768
35,000
Total expenditures 306,233 416,425 330,164 620,933 - 669,929 48,996 7.89%
Revenues over expenditures 78,652 (37,969) 30,029 (202,933) - (214,429) (11,496) 5.66%
Add back: Capital outlays - - - 75,000 - 256,000 181,000 241.33%
Change in net asssets 78,652 (37,969) 30,029 (127,933) - 41,571 169,504 -132.49%
Net assets, beginning year 3,229,022 3,307,674 3,269,705 3,299,734 3,299,734 3,171,801 (127,933) -3.88%
Accounting Change GASB 68 pension
Net assets, end of year 3,307,674$ 3,269,705$ 3,299,734$ 3,171,801$ 3,299,734$ 3,213,372$ 41,571$ 1.31%
177,687 265,058 198,469 454,163 490,577
61
Fund: 745 Department: 4417 Street Cleaning
1230 Supplies, equipment < $5000 2,500 2,500 2,500 3,500 Misc. sweeper repairs - belts, pumps, hoses, filters, etc.
2,500 2,500 2,500 3,500
1600 Supplies, operating 2,300 2,300 2,300 2,600 Gutter brooms
700 700 700 1,000 Belts, pumps, hoses, filters, etc... for sweeper
100 100 100 150 Gloves, hearing protection, etc...
400 400 400 750 2 dirt shoes
3,500 3,500 3,500 4,500
1700 Motor fuels 2,800 2,800 3,300 3,300 Diesel fuel - 1000 gallons @ $3.30
1,000 1,000 1,000 1,000 Hydraulic oil - 4 changes
3,800 3,800 4,300 4,300
2400 Uniforms 116 116 116 116 Uniforms/clothing (1.8% of $4,500, .2 FTE x $175 per contract)
116 116 116 116
2410 Mats & towels 72 72 72 72 Share of floor mats & shop towels (1.8% of $4,000)
72 72 72 72
3530 Disposal 50,000 25,000 10,000 10,000 Sweeping pile disposal (estimated 5 year project)
50,000 25,000 10,000 10,000
3630 Training 250 250 250 250 NPDES compliance training
30 30 30 30 Maintenance Expo
280 280 280 280
5130 Repairs, equipment 4,000 4,000 4,000 4,000 Sweeper repairs
4,000 4,000 4,000 4,000
7030 Equipment > $5000 - - - 37,500 T76 T4 Compact Track Loader (skidsteer)(1/2 in Water)
- - - 37,500
9900 Transfer out to Vehicle & Equip 33,000 33,000 35,000 35,000 Transfer to Vehicle & Equip Fund for future replacements
33,000 33,000 35,000 35,000
97,268 72,268 59,768 99,268
403,917 335,264 454,163 497,077
3.18%-17.00%35.46%9.45%
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