HomeMy WebLinkAboutAgenda Packets - 2025/03/03 (2)
CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, March 3, 2025
Immediately Following Special Meeting
ROLL CALL: Lindstrom, Gunn, Meehlhause, Clark, Smith
Council Work Sessions are informal gatherings of the council at which no final
decisions are made, rather consensus discussion to direct staff on council
decision items.
AGENDA ITEMS DISCUSSED BY CONSENSUS
1. Strategic Plan Council Session 2026-2028 – Progress update/discussion
2. Non-Profit use of Public Buildings/Spaces
3. Joint Charter Commission/Council Meeting March 18
4. Tree Lighting – CM Gunn
PUBLIC COMMENT
Citizens may speak to issues not on tonight’s agenda. Before speaking,
please give your name and address for the minutes. Also, please limit your
comments to three minutes. As a reminder, public comment is for addressing
the Council only. Comments or concerns regarding Staff must be submitted
in writing to the Mayor or City Administrator. Failure to respect these
guidelines will result in me asking you to cease commenting and asking you
to return to your seat. That said, is there anyone here for public comment?
NEXT COUNCIL WORK SESSION: Monday, April 7, 2025 at 6:00 pm
NEXT COUNCIL MEETING: Monday, March 10, 2025 at 6:00 pm
THIS PAGE LEFT BLANK INTENTIONALLY
The Mounds View Vision
A Thriving Desirable Community
Item No: 01
Meeting Date: March 03, 2025
Type of Business: Council Business
City Administrator Review: _____
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Brian Beeman, Assistant City Administrator
Item Title/Subject: Strategic Plan Update 2026-2028
Introduction: The next three year Strategic Planning process has started. Individual Strategic
Planning sessions were held with each City Council Member. Due to a number of proposed
changes from the current 2023-2025 Strategic Plan, a meeting with the full City Council is
recommended to come to a consensus on the new plan.
Discussion:
The individual City Council Member Strategic Planning sessions have been completed and any
new information from the current Strategic Plan has been combined and summarized. (attached)
Strategic Plan Strategy/Goal:
A progressive city that is welcoming and desirable destination to all ages and cultures, who
seek progress through partnership, and a place where residents can live, work and play safely
and show pride in the community.
Financial Impact:
None
Recommendation:
Review the Strategic Plan updates, discuss, and come to a consensus on the updates so that a
resolution approving the 2026-2028 Strategic Plan can be considered in an upcoming City
Council regular meeting.
1) The goal for this meeting is to finalize the Major Themes for the 2026-2028 Strategic
Plan.
2) If time permits the Council should also finalize the Vision Statements.
3) Last, time permitting, the Council should discuss and finalize the Strategies.
4) A future meeting will likely be needed to review the Goals section.
Respectfully submitted,
________________________
Brian Beeman
City Administrator
Attachment(s):
1. Current 2023-25 Strategic Plan
2. Summary of 2026-2028 Updates
2023-2025
Strategic Plan
CITY OF MOUNDS VIEW
CITY OF MOUNDS VIEW STRATEGIC PLAN2
2023-2025 Strategic Plan Amended by City Council June 13, 2022 Resolution NO. 9600 for 2023 budget cycle
2019-2022 Strategic Plan Adopted by City Council January 28th, 2019 Resolution NO. 9069 for 2020 budget cycle
Next Update: Anticipated to begin January-February 2025 with City Council, February-March 2025 with staff and April
2025 Council Resolution to be used for the 2026 preliminary budgets.
The City’s Strategic Plan is used as a guide to develop the annual budgets and five-year Capital Improvement Plan
(CIP).
In 2022 the Mounds View City Council had a General fund operating budget of $8,302,782 with net assets of
$9,343,765. The City Council sets the overall policy for the City whereby many of the City’s Commissions/Committees
and departments seek to accomplish and fulfill those policies through major themes, strategies, the Council’s overall
vision, established goals, departmental action steps, and assigned tasks.
Strategic planning helps us define, budget for, and achieve community goals.
CITY OF MOUNDS VIEW STRATEGIC PLAN3
Who We Are 5
Vision
Mission
Core Values
Brand Promise
Where We Are Going 6
Major Themes
Vision Statement
Strategies
How We Get There 7
Strategy: Property Tax Levy Limitation
Strategy: Infrastructure Improvement
Strategy: Community Engagement
Strategy: Implement HR Policies
Strategy: Positive Business Climate
Strategy: Housing & Code Enforcement
STRATEGIC PLAN 2023 - 2025
STRATEGIC PLAN 2023 - 2025
WHO WE ARE
CITY OF MOUNDS VIEW STRATEGIC PLAN5
Who We Are
Vision:
A THRIVING DESIRABLE COMMUNITY
Mission:
PROVIDE HIGH QUALITY PUBLIC SERVICES IN A FISCALLY RESPONSIBLE MANNER
Core Values:
General – Transparent, Honest, Responsive, Efficient, Practical, Service oriented
People – Respectful, Responsible, Friendly, Helpful, Knowledgeable, Team Players
Market:
We serve 13,249 residents and 5,207 households (US Census 2020) within an area of 4.03 square
miles (US Census) and 21,278.4 acres.
Brand Promise:
Strategically located near main transportation corridors in the renowned Mounds View School
District; residents, workers, and visitors, will enjoy a livable/walkable/business friendly community
that is safe with reliable infrastructure, and reasonable taxes.
Elevator Pitch:
The City of Mounds View is a third ring suburb of diverse residents with a population of 13,249
located 10 miles north of Minneapolis and St. Paul in Ramsey County and surrounded by the Cities
of Blaine, Arden Hills, New Brighton, Fridley, and Spring Lake Park. We are known for our large
residential lots, mature trees, and excellent school district.
Tagline:
Solving, Helping, Serving
STRATEGIC PLAN 2023 - 2025
Where we
are going
CITY OF MOUNDS VIEW STRATEGIC PLAN7
Where We Are Going
Major Themes:
The five most important characteristics or strategic policy areas of Mounds View
1. Financial Stability
2. Maintain community’s Infrastructure
3. Demographics: Diversity & Outreach
4. Employee Recruitment, Retention, and Succession Planning
5. Business Retention & Expansion
6. Housing Stock, Affordable Housing, Responsible Landlords
Vision Statements:
A vision statement is an outcome, a result, and an ideal to strive for over a period of time.
The following vision statements define the future of Mounds View.
Financial Stability
Maintain the community’s infrastructure while providing high quality City services and amenities,
while creating a walkable, attractive, affordable and safe community.
Public transportation: Unite all facets of the City with good transportation options ensuring
entire city is well connected with trails for walk-ability and ridership options covering all
areas of the City
Maintain and update the City Street Program by supporting the street levy, and long-range
planning. Continual coordination with Ramsey County to upkeep amenities and appearances
of County Owned Roads within Mounds View with emphasis on improving and beautifying
Mounds View Boulevard.
Maintain and expand the HOPP program by continuing the lateral sewer line inspection to
reduce the Metropolitan Council’s waste water processing charges, implementing upgrades to
the drinking water distribution system, and developing and implementing a storm water
management plan
Maintain the City owned parks and expand amenities
Continue to expand the City’s trailway system to create an enhanced walkable community that
provides walkable access to city parks and regional trailways such as Long Lake and Rice Creek
Work with internet providers to improve internet access throughout the City
A progressive City that is open and welcoming, and a desirable destination to all ages and cultures,
who seek progress through partnerships, and a place where residents can work, live,and play
safely and show pride in the community. Stable socially & fiscally, with an adequate amount of
economically competitive housing across all demographics.
Create a culture where employees desire to work and remain employed with Mounds View,
seeing challenges as opportunities, ensuring adequate staffing, and preparing for the future.
CITY OF MOUNDS VIEW STRATEGIC PLAN8
Create and maintain a positive business climate where businesses want to locate and remain in
Mounds View though a good BR&E program and redevelopment efforts.
Provide a variety of housing options with responsible landlords and effective code enforcement.
Make it appealing and easy for former residents to be able to move back to Mounds View.
Strategies:
Strategies are combined and synthesized from the overall themes. These strategies form the basis for the
goals and action steps. (3 Year Target)
■Continue addressing inflow & infiltration through the HOPP program.
■Maintain and plan for infrastructure improvements including waste water, water, & transportation.
Continue with city-wide levy system for streets vs. going back to the assessment process.
■Ensure entire city is well connected and walkable and consider improving transportation options and
programs, explore how to make intersections more pedestrian friendly. Develop a city-wide
walkability and safer intersections plan.
■Expand on City Strengths
Consider more parks amenities, like the splash pad, at primarily Silverview & City Hall parks
and add alternate play equipment for special needs children.
Develop a parks funding plan.
Consider ways to make Mounds View parks more of a destination.
■Ensure an efficient city-wide garbage collection system.
CITY OF MOUNDS VIEW STRATEGIC PLAN9
■Increase community engagement while being sensitive to the changing demographics and their needs, and
inclusive to all socioeconomic situations.
Support and return MVPD outreach to pre-pandemic efforts and activities such as:
The New Americans Academy, CPR training, climbing wall, Shop With a Cop, National Night
Out, neighborhood outreach, walking and driving neighborhoods to hand out police badge
stickers to kids and other activities.
Develop other community outreach programs, and consider a full-time additional Community
Relations/Outreach officer.
Consider increased funding for police training.
■Maintain a safe community by enforcing the law such as traffic enforcement.
■Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries
competitive and equitable, and creating an enjoyable working environment.
■Continue BR&E program. Maximize utilization of development space and current list of available sites.
Consider residential redevelopment and thriving small businesses with neighborhood appeal.
■Support the development of a variety of house stocks that includes affordable and market rate and the
maintenance of properties.
Increase the EDA levy to have funds available for redevelopment projects, housing rehabilitation, and
loan programs, and older housing stock replacement.
Reconsider the existing housing loan program by reducing interest rates.
Continuing supporting tax increment financing (TIF) as an economic development tool.
Consider more town homes and affordable apartments and other housing options.
Encourage land owners to maintain and take care of properties to ensure they are following codes and
rules and forcing them to keep up maintenance. Make low interest loans available to address
maintenance needs.
STRATEGIC PLAN 2023 - 2025
How we get there
CITY OF MOUNDS VIEW STRATEGIC PLAN11
How We Get There
Vision:
FINANCIAL STABILITY, STRUCTURALY BALANCED BASED ON TRADITIONAL SOURCES THAT FUND THE
NEEDS OF THE COMMUNITY WITHOUT RELYING ON THE LEVY REDUCTION BALANCE ASSIGNED WITHIN
THE GENERAL FUND AND LGA
Strategy:
Keep the same level of service while being fiscally responsible.
Reduce the General Fund deficit spending and reduce the reliance on the levy reduction fund.
Beginning Value Current Value
Target/
End Value
$6.5 mill $4,835,391
(Note: Decertify TIF 2033)
Make assigned value in fund
last as long as possible
12
Goals Start Value Current Value Target Value
Enhance Revenue Sources: Without relying on
property. Taxes & keep taxes reasonable and
accountable.
NOTE: Franchise fee revenue can only increase with
more development of housing and businesses.
Franchise fee $295,000
Other fees & charges
$635,000
Franchise fee
$326,000 Other fees
& charges $727,000
Franchise fee
$335,000 Other fees
& charges $750,000
Prioritize Services: eliminate low priority services ID by department ID by department ID by department
Increase EDA Levy: Spur Redevelopment to
increase tax valuation, add jobs & housing diversity,
consider increasing to $150,000 or more as well as
HRA levy.
$100,000 $100,000 $150,000
EDA Max levy
$246,494
HRA Max levy
$251,484
Operate under balanced budget that meets
the needs and goals of the community. Reduce
reliance upon the levy. Reduction fund and any LGA
funds by 3-5%.
Budget 90% of LGA Draw
down levy reduction by
$250,000
Budget 90% of
LGA Draw down
levy reduction by
$238,000, 2022
Reduce by 5-8%
($4000-$6,400) per/
year over 3 years, will
take
10 years to get to
$120,00
Deficit Fund: Reduce the fund by 50% to $120,000,
then put golf course Money to something else. Use
the spend down on infrastructure related projects
or Community Center maintenance etc.
NOTE: This can occur sooner through utilizing the
Charter’s increased property tax levy abilities or
by increasing the street fund levy and reducing
the franchise fee revenue assigned to street
maintenance by a corresponding amount.
$120,000
Develop Communications Plan to educate
residents & on the seriousness & impacts of
the Charter levy limitation then present at joint
meeting and/or education materials
$0 $0 $10,000 plus staff
time with minimal
supplies
Community Center: Move forward with expansion
if CSL study finds it economically feasible. Potential
funding resources are:
Pursue state bonding money.
Consider utilizing some percentage of the levy
reduction fund to reduce potential City initiated
bonding impact on property taxes.
Explore other sourcing options.
Goals:
3-5 goals per vision in table format. Every goal should be
SMART.
Specific, Measurable, Achievable, Relevant, & Time bound.
CITY OF MOUNDS VIEW STRATEGIC PLAN13
Start Value Current Value Target/End Value
$0 $400,000 $4.79 mill
Goals Start Value Current Value Target Value
Maintain a $150,000 Street fund levy vs. having
assessments for seal coat & overlay etc. Refine the
10 year maintenance and infrastructure program,
Improve the streets that haven’t been addressed to
date
$0 $0 $150,000 part of
2022 levy
ID, expand, and maintain City’s strengths to include
splashpad, parks, trails/sidewalks, park programs,
Community Center, & beautification of Mounds View
Boulevard. Consider other areas of the city to connect
and add additional trails, walkways, amenities,
features and improved appearances.
$0 $0 Trail segment 8:
$290,000 must ID
funding source.
(Included in Street
Project)
ID needs & funding sources for transportation, work
with MTA on commuter shuttles to get to larger hubs,
and longer hours so residents aren’t stranded, ensure
MV has good public transportation options
$0 $0 Unknown
ID all County owned roads and cooperate with the
County to find ways to improve the aesthetics and
amenities for pedestrians and transit options
Explore ways to improve high-speed internet options
& accessibility City-wide then propose a feasibility plan
to implement
Educate residents on Inflow & Infiltration
Ensure continued timely snow removal & city-wide
side walk snow removal
Ensure Clean Water & maintenance $0 Engineering & design
$400,000 for water
treatment upgrades
Current Plan $4.5
mill for three ater
treatment plants
over 2019-21
Vision:
MAINTAIN GOOD INFRASTRUCTURE IN SUCH A WAY THAT IS WALKABLE & ATTRACTIVE, SAFE AND
AFFORDABLE.
Strategy:
Maintain and plan for infrastructure improvements including streets, parks waste water, water, WIFI
(internet), and transportation.
CITY OF MOUNDS VIEW STRATEGIC PLAN14
Complete City-wide slip lining within 3 years if feasible
Research Organized Garbage Collection
Developing overall storm water & maintenance plan $154,000 2022
ID attractions that are destinations in order to
eliminate Mounds View as a just drive though
suburb, make it appealing and easy for those
who grew up MV to be able to move back, ex:
(obstacle course, autistic park features, other
water features, explore possibility of converting
existing ponds to fishing ponds and piers, a
museum/veterans memorial tribute, other
sports or expanded sports facilities, etc.)
Maintain the HOPP Program, develop information
PR & Implementation Plan to residents and
businesses that educates and addresses the
consequences of inflow & infiltration & ways to
help reduce and/or eliminate the extra water
capacity with a goal of reducing the costs that
Met-Council invoices the City by at least 2-3%
annually. Expand & continue HOPP Program
with apartments & businesses
$972,249
Slip lining $175,000
$1,082,918
2022 Slip lining
$175,000, City is
about 80% lined
$1,200,651 by
2025, assumes
3.5% cost increase
for MCES charges
and 10% reduction
in volume.
100% lined by
2025
CITY OF MOUNDS VIEW STRATEGIC PLAN15
Start Value Current Value Target/End Value
$2000 plus staff time $147,000 plus staff time Maintain $147,000 plus staff time
Goals Start Value Current Value Target Value
Continue enforcement & responsiveness to drug
problem, traffic, code violations, & petty crimes.
$0 VCET officer $132,000
2nd dog $20,700
Maintain dog &
training, annual both
dogs $6,050
Community Outreach Programs: Continue with pre-
COVID levels of diversity Event(s) & good Public Relations
ex: (New Americans Academy, CPR Training, Climbing
Wall, Shop with a Cop, National Night Out, Coffee with
a Cop, cooperative outreach with Fire Dept. and Allina
Ambulance, business security walk-throughs and new
officer familiarity with business layouts, resident security
systems workshop/seminar, etc.
$2000 & staff time $15,000 & staff time Maintain
ID other community outreach programs that isn’t
so reliant upon the PD and its resources, utilize
Community Center & its programs or new programing,
Parks, and other venues
Expand on New Americans Academy, as well as ID &
creating regular meeting with Neighborhood Captains
program
Speeding: Address the speeding issue by potentially
closing some streets, adding speed bumps, and
communicating to the public the PD is stepping up its
speed enforcement, advertise the actual fines in the
Newsletter, and come with a catchy slogan similar to
“Click it or Ticket” only for speeding. “Obey the sign or
Pay the Fine.”
TZD grant $106,000
Purchase additional
speed sign: $3,335
$106,000 $106,000
Vision:
DEMOGRAPHICS: A PROGRESSIVE CITY THAT IS WELCOMING AND A DESIREABLE DESTINATION, TO ALL
AGES AND CULTURES, WHO SEEK PROGRESS THROUGH PARTNERSHIP, AND A PLACE WHERE RESIDENTS
CAN LIVE, WORK, AND PLAY SAFELY AND SHOW PRIDE IN THE COMMUNITY.
Strategy:
Continue community engagement while being sensitive to the changing demographics & their needs
and inclusive to all socioeconomic situations.
CITY OF MOUNDS VIEW STRATEGIC PLAN16
Start Value Current Value Target/End Value
$6,500 $65,850 $197,550
Goals Start Value Current Value Target Value
Recruitment of Qualified Diverse workforce $0 $31,500 Maintain
Update Personnel Manual, maintenance only Staff time as needed
some legal
Staff time as needed
some legal
Maintain
Competitive Salary & Benefits Packages, Training &
EDU Related to Employee Job & Leadership, etc.,
Education, Promotion Opportunities, Other Creative
Incentives
$0 Market study done
in 2017 for 2019
implementation
$65,850 market
adjustments & staff
promotions
Market study in 2021
for implementation
in 2023, review city
contribution for
benefits for market
Succession planning. Prepare for future employees/
turnover
Create/update procedure manuals
Vision:
CREATE A CULTURE WHERE EMPLOYEES DESIRE TO WORK AND REMAIN EMPLOYED WITH MOUNDS
VIEW.
Strategy:
Implement HR policies to recruit and retain staff and provide growth opportunities by making salaries
competitive and creating an enjoyable working environment.
CITY OF MOUNDS VIEW STRATEGIC PLAN17
Start Value Current Value Target/End Value
$108,665 $110,165 $120,080
Goals Start Value Current Value Target Value
Fill Vacant Space & Continue BR&E Program $108,665 Personnel costs
$108,665,
Advertising $1,500
Personnel costs
$118,445, & $1,635
Advertising
Support Redevelopment & Development Recruitment
Efforts
$50,000 Gen fund
transfer
$50,000 Gen fund
transfer to support
ED activities
Maintain Staff time
Finance Top Redevelopment Areas Industrial/
Commercial/Residential
$212,000 fund balance Fund balance at end
of year $1,237,489
cash balance
($881,501)
$570,000 fund
balance, (Adding
$90,000 p/yr) plus
proceeds from
Crossroad Pointe
Thriving small business neighborhood appeal: Support
through Forgivable Loan program, setting aside land
for service oriented business like convenience stores
or similar in residential neighborhood areas
Townhomes & Condos that are more financially
appealing than single-family homes or apartments:
Identify and set aside strategic lots within the City like
the Sham O Kennel lot, Arden Park Redevelopment
area, and MV Square. Ensure townhomes are
integrated into the neighborhood with proper style
and landscaping
Strategize how to attract new higher-end restaurants
and how to keep them here
Vision:
CREATE AND MAINTAIN A POSITIVE BUSINESS CLIMATE WHERE BUSINESSES WANT TO LOCATE AND
REMAIN IN MOUNDS VIEW.
Strategy:
Continue BR&E program, maximize utilization of development space and updated list of available sites,
& consider residential redevelopment.
CITY OF MOUNDS VIEW STRATEGIC PLAN18
Start Value Current Value Target/End Value
$0 $0 $0
Goals Start Value Current Value Target Value
Address Absentee Landlords, enforce aggressive code
enforcement with landlords and homeowners, Ensure
land lords take care of their properties. Force land
lands and homeowners to upkeep and maintain their
properties
$0 Personnel costs $0 Personnel costs $0
Beatification of Mounds View Blvd: Cooperate with
Ramsey County in implementing new features and
improved beatification, aesthetics, and landscaping
including but not limited to different plant species
in median that looks professional, clean, and neat.
Conduct and budget for improvements in phases and
use Hwy 96 as an example
$00,000 Gen fund $00,000 Gen fund Maintain Staff time
Affordable Housing: Ensure the attraction of
affordable housing opportunities across all
demographics
Ensure Housing Rental Program is robust, easy for
landlords to understand and follow and apply to and
enforce.
Consider a facade and landscaping policy that is
more robust while allowing for native pollinator plant
species and other alternative landscaping that looks
professional and pleasing including but not limited to
urban gardening and creative energy saving projects
Vision:
HOUSING & CODE ENFORCEMENT & MOUNDS VIEW BOULEVARD.
Strategy:
Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement,
Encourage land owners to maintain their properties.
City of Mounds View Strategic Plan
Spring 2025 Update
For the
2026-28 Strategic Plan
WHO WE ARE
(No Changes)
WHERE WE ARE GOING
Major Themes:
Existing: (These didn’t change)
1. Financial Stability
2. Maintain Community’s Infrastructure
3. Demographics: Diversity & Outreach
4. Employee Recruitment, Retention, and Succession Planning
5. Business Retention & Expansion
6. Housing Stock, Affordable Housing, Responsible Landlords
New:
• Improve Communication
• Maintain High Safety Standards: Homeless, Youth, Domestic Violence, etc.
• Maintain and Improve Greenspace
• Keep up with Technology
• Emphasize Economic and Cultural Diversity & Outreach
• Update City Code & Charter
*Consider eliminating any and all references to obtaining more, “Affordable Housing”
Vision Statements: (All existing remained the same)
Financial Stability
Maintain the community’s infrastructure while providing high quality City services and
amenities, while creating a walkable, attractive, affordable and safe community.
Public transportation: Unite all facets of the City with good transportation options ensuring
entire city is well connected with trails for walk-ability and ridership options covering all
areas of the City
Maintain and update the City Street Program by supporting the street levy, and long-range
planning. Continual coordination with Ramsey County to upkeep amenities and appearances
of County Owned Roads within Mounds View with emphasis on improving and beautifying
Mounds View Boulevard.
Maintain and expand the HOPP program by continuing the lateral sewer line inspection to
reduce the Metropolitan Council’s waste water processing charges, implementing upgrades
to the drinking water distribution system, and maintaining developing and implementing a
storm water management plan
Maintain the City owned parks and expand amenities through Master Parks Plan
Continue to expand the City’s trail way system to create an enhanced walkable community
that
provides walkable access to city parks and regional trailways such as Long Lake and Rice
Creek
Work with internet providers to improve internet access throughout the City
A progressive City that is open and welcoming, and a desirable destination to all ages and
cultures, who seek progress through partnerships, and a place where residents can work,
live ,and play safely and show pride in the community. Stable socially & fiscally, with an
adequate amount of economically competitive housing across all demographics.
Create a culture where employees desire to work and remain employed with Mounds View,
seeing challenges as opportunities, ensuring adequate staffing, and preparing for the future.
CITY OF MOUNDS VIEW 8 STRATEGIC PLAN
Create and maintain a positive business climate where businesses want to locate and
remain in Mounds View through a good BR&E program and redevelopment efforts.
Provide a variety of housing options with responsible landlords and effective code
enforcement.
Make it appealing and easy for former residents to be able to move back to Mounds View.
New:
• Adopt City Code to Modern Times and Keep up with the Trends
• Dissolve or Significantly Revamp the City Charter
• Either maintain or tear down older housing stock
• Develop wetland banking near Ardan Park if feasible
Strategies: (All remained the same)
Continue addressing inflow & infiltration through the HOPP program.
Maintain and plan for infrastructure improvements including waste water, water, &
transportation.
Continue with city-wide levy system for streets vs. going back to the assessment process.
Ensure entire city is well connected and walkable and consider improving transportation
options and programs, explore how to make intersections more pedestrian friendly. Develop
a city-wide walkability and safer intersections plan.
Expand on City Strengths
Consider more parks amenities, like the splash pad, at primarily Silverview & City Hall parks
and add alternate play equipment for special needs children that is inclusive.
Develop a parks funding plan.
Consider ways to make Mounds View parks more of a destination.
Ensure an efficient city-wide garbage collection system.
Increase community engagement while being sensitive to the changing demographics and
their needs, and inclusive to all socioeconomic situations.
Support and return MVPD outreach to pre-pandemic efforts and activities such as:
The New Americans Academy, CPR training, climbing wall, Shop With a Cop, National Night
Out, neighborhood outreach, walking and driving neighborhoods to hand out police badge
stickers to kids and other activities.
Develop other community outreach programs, and consider reinstating a full-time
additional Community Relations/Outreach officer or City Communications & Outreach
Specialist/Technician.
Consider increased funding for police training.
Maintain a safe community by enforcing the law such as traffic enforcement.
Implement HR policies to recruit and retain staff and provide growth opportunities by
making salaries competitive and equitable, and creating an enjoyable working environment.
Continue BR&E program. Maximize utilization of development space and current list of
available sites.
Consider residential redevelopment and thriving small businesses with neighborhood
appeal.
Support the development of a variety of house stocks that includes affordable and market
rate and the maintenance of properties.
Increase the EDA levy to have funds available for redevelopment projects, housing
rehabilitation, and loan programs, and older housing stock replacement.
Reconsider the existing housing loan program by reducing interest rates.
Continuing supporting tax increment financing (TIF) as an economic development tool.
Consider more town homes and affordable apartments and other housing options.
Encourage land owners to maintain and take care of properties to ensure they are following
codes and
rules and forcing them to keep up maintenance. Make low interest loans available to
address
maintenance needs.
New:
• Continue to support Community Engagement Committee and define its purpose and
determine its future.
• Consider budgeting for and hiring a “Communications & Community Engagement
Technician/Specialist” by 2027, unified one-voice for all departments and City Council
• Emphasize Economic and Cultural Diversity & Outreach: Find other types of
industries/businesses that we don’t have that would add to the diversity of businesses.
Further explore and define the Cultural Diversity & Outreach Committee. Consider a
different cultured committee member for each member, consider Coffee with the Council at
Community Center and/or going to different neighborhoods each week with different
theme and bring a different Dept. Head each meeting matching the theme of the week or
the specific problem in that area, etc.
• Greenspace & wetland preservation and funding mechanisms
• Infrastructure: Maintain, clean water, fix potholes
• Explore options for Event/Community Center’s future and offer more robust programming
and sharing of amenities and programing with surrounding communities
• Explore new revenue sources, research new businesses, fees, services, etc.
• Explore Employee Programs: pay scale, benefits, work environment, team building, and
work life balance, encourage remote working when feasible, etc.
• Support increased EDA levy to acquire and assemble more parcels for redevelopment, look
at 1-4 units and commercial development
• Consider replacing older homes built in the 1940-50’s
• Programs to maintain 1960-70’s homes
• Research Mobile Home Parks: convert, maintain, or replace. Examples: tiny homes,
townhomes, owner-occupied, industrial
• Create all parks ADA assessable and consider the diverse population
• Maintain High Safety Standards: research various programs and potential housing solutions
for homeless, find ways to keep youth occupied and involved in activities, more robust
activity programing thorough Community Center, etc.
• Keep up with Technology: Explore various software programs and keep up with private
sector and surrounding cities in social media platforms, community activation/notification
systems, Aps, simplifying website, payment systems, etc.
• Continue to partner with Charter Commission to ensure Charter itself meets the needs of all
constituents and residents, city staff, and City Council. And specifically address the
following: 1) Council Vacancies, 2) Eliminating Department Quarterly Reports, 3) Eliminate
1st & 2nd Reading, 4) Chapter 8 Petitioning Residents (Follow State Statutes)
HOW WE GET THERE
Vision:
FINANCIAL STABILITY, STRUCTURALLY BALLANCED BASED ON TRADITIONAL SOURCES THAT FUND THE
NEEDS OF THE COMMUNITY WITHOUT RELYING ON THE LEVY REDUCTION BALANCE ASSIGNED WITHIN
THE GENERAL FUND AND LGA
Strategy:
Keep the same level of service while being fiscally responsible.
Reduce the Maintain General Fund deficit spending and balanced budget fund fund balanced to a fund
balance of 50% of total budget in order to reduce the reliance on the levy reduction fund.
Continue planning for major capital expenses by transferring end-yr balances.
GOALS:
Goals Start Value Current Value Target Value
Same
Same
Same
Operate under
Continue balanced
budget that meets the
needs and goals of the
community. Reduce
reliance upon the levy
reduction fund and any
LGA funds by 3-5%
Deficit Fund: (Delete
entire Row)
Develop
Communications Plan
(Delete entire Row)
Community Center: (All
language stays) Add
the following:
Address Infrastructure
needs such as: locker
rooms, etc…
Vision:
MAINTAIN GOOD INFRASTRUCTURE IN SUCH A WAY THAT IS WALKABLE & ATTRACTIVE, SAFE AND
AFFORDABLE.
Strategy:
Maintain and plan for infrastructure improvements including streets, parks waste water, water, storm
water, WIFI (internet), and transportation, as well as wetland banking.
Goals Start Value Current Value Target Value
Maintain a $150,000
Street fund levy vs.
having assessments for
seal coat & overlay etc.
Refine the 10 year
maintenance and
infrastructure program.
Improve the streets
that haven’t been
addressed to date.
$300,000 consider
increasing annually for
construction costs to
$500,000 over 3 years,
$50,000 p/year
$150,000 part of 2022
levy. $300,000-
$500,000 by end of
2028
Same
Same
Same
Same
Same
Same
Ensure Clean Water &
Maintenance
$0 Engineering & Design
$400,000 for water
treatment upgrates
Current Plan $4.5 M for
three ater treatment
plants over 2019-21
Complete City-wide slip
lining within 3 years if
feasible
Research Organized
Garbage Collection
Developing Overall
storm water &
maintenance plan
$154,000 2022
ID attractions that are
destinations in order to
eliminate Mounds View
as just a drive through
suburb, make it
appealing and easy for
those who grew up in
MV to be able to move
back, ex: (obstacle
course, autistic park
features, other water
features, explore
possibility of
converting existing
ponds to fishing ponds
and piers, a
museum/veterans
memorial tribute ,
other sports or
expanded sports
facilities, etc.)
Continue Slip lining
Program
Vision:
DEMOGRAPHICS: A PROGRESSIVE CITY THAT IS WELCOMING AND A DESIRABLE DESTINATION, TO ALL
AGES AND CULTURES, WHO SEEK PROGRESS THROUGH PARTNERSHIP, AND A PLACE WHERE RESIDENTS
CAN LIVE, WORK, AND PLAY SAFELY AND SHOW PRIDE IN THE COMMUNITY.
Strategy:
Continue community engagement while being sensitive to the changing demographics & their needs and
inclusive to all socioeconomic situations.
Goals Start Value Current Value Target Value
Same
Community Outreach
Programs: Continue
with pre-COVID levels
of diversity Event(s) &
good Public Relations
ex: (New Americans
Academy, CPR Training,
Climbing Wall, Shop
with a Cop, National
Night Out, Coffee with
a Cop, cooperative
outreach with Fire
Dept. and Allina
Ambulance, business
security walk-throughs
and new officer
familiarity with
business layouts,
resident security
systems
workshop/seminar,
etc.
Same
Same
Speeding: (Delete All
Wording then add):
Continue Traffic
Enforcement as staffing
commitments allow
especially around bus
stops.
Vision:
CREATE A CULTURE WHERE EMPLOYEES DESIRE TO WORK AND REMAIN EMPLOYED WITH MOUNDS
VIEW. (No Changes to this Section)
Vision:
CREATE AND MAINTAIN A POSITIVE BUSINESS CLIMATE WHERE BUSINESSES WANT TO LOCATE AND
REMAIN IN MOUNDS VIEW.
Strategy:
Continue BR&E program, maximize utilization of development space and update list of available sites, &
consider residential redevelopment.
Goals Start Value Current Value Target Value
Same
Support
Redevelopment &
Development
Recruitment Efforts
$50,000 Gen Fund
transfer Part of EDA
Levy
Same
Thriving small business
neighborhood appeal:
Support through
Forgivable Loan
Program, setting aside
land for service
oriented business like
convenience stores or
similar in residential
neighborhood areas
Consider Increasing
EDA Levy to help
support the acquisition
of land for
redevelopment
Townhomes & Condos
that are more
financially appealing
than single-family
homes or apartments:
Identify and set aside
strategic lots within the
City like the Sham O
Kennel Lot, Arden Park
Redevelopment area,
and MV Square. Ensure
townhomes are
integrated into the
neighborhood with
proper style and
landscaping
Same
Vision:
HOUSING & CODE ENFORCEMENT & MOUNDS VIEW BOULEVARD
Strategy:
Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement,
Encourage land owners to maintain their properties.
Goals Start Value Current Value Target Value
Same
Same
Affordable Housing:
Ensure the attraction
of affordable housing
opportunities across all
demographics
Same
Consider a façade and
landscaping policy that
is more robust while
allowing for native
pollinator plant species
and other alternative
landscaping that looks
professional and
pleasing including but
not limited to urban
gardening and creative
energy saving projects
(Possibly Consider
Deleting row? Unless
others want to keep it)
The Mounds View Vision
A Thriving Desirable Community
DOCSOPEN\MU210\4\1012734.v2-2/27/25
Item No: 03
Meeting Date: March 3, 2025
Type of Business: Council Business
City Administrator Review: _____
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Nyle Zikmund, City Administrator
Item Title/Subject: Charter Commission Joint Meeting March 18
Introduction:
We are scheduled to meet with the Charter Commission on Tuesday March 18, 2025 at
6:30 in a joint session. Council/staff have three items to discuss.
1. Appointment Process
2. Quarterly Reports
3. Ordinance Adoption
Discussion:
Appointment Process – specific to filling council vacancies, council/commission has been
working on this for more than two years, need to finalize process. Late last year, the
Council chose not to move forward with proposed language from the Charter Commission
because there were minor concerns with the proposed language.
Quarterly Reports – To some degree, a larger discussion on what belongs in a charter.
By definition this is your high-level governance document – similar to the State and
Federal Constitution. A provision of this nature – requiring quarterly reports; but absent
any substantive requirement (s) seems inconsistent. Staff recommendation is to remove
from charter given its ministerial nature in combination of no specific detail. Further, staff
gives reports at virtually every council meeting.
Ordinance Adoption Process – Minnesota State Statute defines the ordinance adoption
process which includes a public notification, public hearing in certain cases, and upon
passage by a defined majority, publication in the official newspaper after which it becomes
effective. In plain terms, Council can adopt an ordinance the night it is heard, just like a
resolution and it becomes effective on the date of publication. An ordinance, unlike a
resolution – must be published in the official newspaper.
The Mounds View Charter adds two substantive conditions; a second reading at least 14
days after the first and effectiveness 30 days days after publication.
The policy issue is best defined by what “special” about Mounds View that the additional
conditions justify the additional administrative and council investments of time/energy as
well as the delay in official adoption. The provision has resulted in challenges at time.
The Mounds View Vision
A Thriving Desirable Community
DOCSOPEN\MU210\4\1012734.v2-2/27/25
Respectfully submitted,
________________________
Nyle Zikmund
City Administrator