HomeMy WebLinkAboutAgenda Packets - 2025/05/12CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, May 12, 2025
Immediately Following Council 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 Update – Brian
2. Upgrade Police Issued Handguns (2026) – Chief Zender
3. Path at Ardan – Next Step – Mayor & CM Clark
4. Revize Website Agreement - Nyle
5. Custodian Account Discussion – Nyle
6. Organized Trash Verbal Update - Nyle
7. Housekeeping Item - Nyle
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?
The Mounds View Vision
A Thriving Desirable Community
Item No: 01
Meeting Date: May 12, 2025
Type of Business: Council Discussion
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 City Council Met March 17, 2025 in a Council Retreat to discuss the 2026-28 Strategic Plan
update. Specifically, the Council completed the Strategies section of “Where We Are Going”. The
next step is to discuss the “How We Get There” section pertaining to more specific Goals and
budget amounts.
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 attached “How We Get There” section of 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 Goals for the 2026-2028 Strategic Plan.
2) A future meeting will likely be needed to review the completed DRAFT.
Respectfully submitted,
________________________
Brian Beeman
City Administrator
Attachment(s):
1. Goals Summary for 2026-2028 Strategic Plan Update
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City of Mounds View Strategic Plan
Spring 2025 Update
For the
2026-28 Strategic Plan
WHO WE ARE (No Changes)
WHERE WE ARE GOING (Completed)
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 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.
Beginning Value Current Value Target/End Value
$6.5 mill $4,835,391 (Note: Decertify TIF 2033) Make
assigned value last as long as
possible
GOALS:
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
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Increase EDA Levy:
Spur Redevelopment to
increase tax valuation,
add jobs & housing
diversity, consider
increasing to $300,000
$150,000 or more as
well as HRA levy
$100,000 $100,000 $150,000 $300,000
EDA Max levy $246,494
HRA Max levy $251,484
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%
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-$6400)
per/year over 3 years,
will take 10 years to
get to $120,000
Deficit Fund: (Delete
entire Row)
$120,000
Develop
Communications Plan
(Delete entire Row)
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.
Address Infrastructure
needs such as: locker
rooms, etc…
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Vision:
MAINTAIN THE COMMUNITY’S INFRASTRUCTURE WHILE PROVIDING HIGH QUALITY CITY SERVICES AND
AMENITIES, WHILE CREATING A WALKABLE, ATTRACTIVE, AFFORDABLE, AND SAFE COMMUNITY. IN
SUCH A WAY THAT IS WALKABLE & ATTRACTIVE, SAFE AND AFFORDABLE.
Strategy:
Continue to maintain and plan for infrastructure improvements including streets, maintaining waste
water, clean water, storm water, fixing potholes, as well as wetland banking & overall comprehensive
transportation plan including but not limited to trails & walkways, bus routes, safe pedestrian crossings,
& transportation services uniting all facets of the City. parks waste water, water, storm water, WIFI
(internet), and transportation,.
Start Value Current Value Target/End Value
$0 $400,000 $4.79 mill
Goals Start Value Current Value Target Value
Maintain and update
the City Street Program
by continuing to
support the city-wide
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 $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
Maintain the City
owned parks and
expand amenities
through Master Parks
Plan
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Support the Master
Parks Plan & its
programs by
developing a parks
funding 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 trail ways such
as Long Lake and Rice
Creek as per Master
Park Plan. ID, expand,
and maintain City’s
strengths to include
splash pad, 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)
Develop wetland
banking near Ardan
Park if feasible
Continue researching
and supporting
greenspace & wetland
preservation as a
funding mechanism
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
$0 $0 Unknown
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has good public
transportation options
ID all County owned
roads and cooperate
with the County to find
ways to improve the
aesthetics and
amenities for
pedestrians and transit
options
Explore ways to
improve high-speed
internet options &
accessibility City-wide
then propose a
feasibility plan to
implement
Educate residents on
Inflow & Infiltration
Ensure continued
timely snow removal &
city-wide sidewalk
snow removal
Ensure Clean Water &
Maintenance
$0 Engineering & Design
$400,000 for water
treatment upgrades
Current Plan $4.5 M for
three water 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
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converting existing
ponds to fishing ponds
and piers, a
museum/veterans
memorial tribute ,
other sports or
expanded sports
facilities, etc.)
Continue addressing
inflow & infiltration
through maintaining
and expanding the
HOPP Program by
continuing the lateral
sewer line inspection
to reduce the
Metropolitan Council’s
waste water processing
charges, and
maintaining storm
water management
plan. , 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
increases for MCES
charges and 10%
reduction in volume.
100% lined by 2025
Continue Slip lining
Program
Design all parks to be
ADA assessable and
consider the diverse
population
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Preserve greenspace
and wetland and find
funding mechanisms
Maintain clean water
and fix pot holes
Continue exploring
options for
Event/Community
Center’s future and
offer more robust
programing & sharing
of amenities with
surrounding
communities
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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. STABLE SOCIALLY &
FISCALLY, WITH AN ADEQUATE AMOUNT OF ECONOMICALLY COMPETITIVE HOUSING ACROSS ALL
DEMOGRAPHICS.
Strategy:
Continue community engagement while being sensitive to the changing demographics & their needs and
inclusive to all socioeconomic situations.
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 $6050
Community Outreach
Programs: Support and
encourage MVPD
continuing new
outreach opportunities
to pre-pandemic
efforts and activities
such as: The New
Americans Academy,
CPR training, Shop with
a Cop, National Night
Out, neighborhood
outreach, walking and
driving neighborhoods
to hand out police
badge stickers to kids
and other activities.
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
$2000 & staff time $15,000 & staff time Maintain
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Night Out, Coffee with
a Cop, cooperative
outreach with Fire
Dept. and Allina
Ambulance, business
security walk-throughs
and new officer
familiarity with
business layouts,
resident security
systems
workshop/seminar,
etc.
ID other community
outreach programs
that isn’t so reliant
upon the PD and its
resources, utilize
Community Center &
its programs or new
resident security
systems
workshop/seminar,
etc.
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
Mounds View Matters
and come with a catchy
slogan similar to “Click
it or Ticket” only for
speeding. “Obay the
sign or Pay the Fine”
(Delete All Wording
then add): Continue
TZD grant $106,000
Purchase additional
speed sign: $3,335
$106,000 $106,000
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Traffic Enforcement as
staffing commitments
allow especially around
bus stops.
Continue to support
the Community
Engagement
Committee and define
its purpose and
determine its future
Consider a different
cultured committee
member for each
Community
Engagement
Committee Member
Consider an extended
outreach program such
as: Coffee with the
Council at Community
Center and/or going to
different
neighborhoods each
week with a different
theme/topic or specific
problem in that area,
etc. (Kathryn to further
expound and bring a
plan to Council)
Consider reinstating a
full-time NRO for
continued community
relations & outreach
Support the creation of
a new City
Communications &
Community
Engagement Outreach
Specialist/Technician
by 2027, unified one-
voice for all
departments and City
Council
Find ways to keep
youth occupied and
involved in activities,
more robust activity
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programing through
the Community Center,
etc.
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Vision:
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.
Strategy:
Maintain HR policies to recruit and retain staff and provide growth opportunities by making salaries
competitive and equitable, and creating an enjoyable working environment
Start Value Current Value Target/End Value
$6500 $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
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
adjustment & staff
promotions
Market study in 2021
for implementation in
2023, review city
contribution for
benefits for market
Succession Planning.
Prepare for future
employees/Create/update
procedure manuals
Consider budgeting for
and hiring a
“Communications &
Community Engagement
Technical/Specialist” by
2027, unified one-voice
for all departments and
City Council
Explore Employee
Programs: pay scale,
benefits, work
environment, team
building, and work life
balance, encourage
remote working when
feasible, etc.
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Vision:
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 THAT
SUPPORT HEALTHY BUSINESS ECONOMIC DIVERSITY
Strategy:
Continue BR&E program, maximize utilization of development space and current list of available sites.
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,
Increase the EDA levy to have
funds available for
redevelopment projects, housing
rehabilitation, 1-4 units and
commercial development and
loan programs
$50,000 Gen Fund
transfer Part of
EDA Levy
$150,000 $300,000 Total for
operational
expenses and
property acquisition
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
Consider Increasing
EDA Levy to help
support the
acquisition of land
for redevelopment
Provide a variety of housing stock
and maintain effective co
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
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neighborhood with proper style
and landscaping
Strategize how to attract new
higher-end restaurants and how
to keep them here
Consider replacing older homes
built in the 1940-50’s
Continue supporting Tax
Increment Financing (TIF) as an
economic development tool
Research and/or create programs
to maintain 1960-70’s homes
Research various programs and
potential housing solutions for
homeless
Maintain support for
manufactured Mobile Home
Parks: allow private sector to lead
convert, maintain, or replace.
Examples: tiny homes,
townhomes, owner-occupied,
industrial
Consider ways to make Mounds
View more of a destination
Continue to research other types
of industries/businesses that we
don’t have that would add to the
diversity mix of businesses
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Vision:
MAINTAIN EFFECTIVE HOUSING & CODE ENFORCEMENT & MOUNDS VIEW BOULEVARD
Strategy:
Address Absentee Landlords, Attract Affordable Housing Opportunities, Aggressive Code Enforcement,
Encourage land owners to maintain their properties. Provide a variety of housing options including tiny
homes for homeless, maintain or demolish older housing stock and maintain effective code
enforcement promoting responsible landlords and home owners
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
landlords take care of
their properties. Force
landlords and
homeowners to
upkeep and maintain
their properties
$0 Personnel costs $0 Personnel costs $0
Beautification of
Mounds View Blvd:
Cooperate with
Ramsey County in
implementing new
features and improved
beautification,
aesthetics, and
landscaping including
but not limited to
different plant species
in median that looks
professional, clean, and
neat. Conduct and
budget for
improvements in
phases and use Hwy 96
as an example
$0 $0 Staff Time
Affordable Housing:
Ensure the attraction
of affordable housing
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opportunities across all
demographics
Encourage landowners
to maintain and take
care of properties to
ensure they are
following codes and
rules and forcing them
to keep up
maintenance
Ensure Housing Rental
Program is robust, easy
for landlords to
understand and follow
and apply to and
enforce.
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)
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Vision:
KEEP UP WITH TECHNOLOGY INCLUDING A ROBUST AND USER-FRIENDLY WEBSITE AND SUPPORTING
CITY-WIDE AND DEPARTMENTAL SOFTWARE & TECHNOLOGY IMPROVEMENTS AND EXPLORING
ARTIFICIAL INTELLIGENCE
Strategy:
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, Apps,
simplifying website, payment systems, etc.
Start Value Current Value Target/End Value
$0 $0 $0
Goals Start Value Current Value Target Value
Each Dept. to Assess an
determine what
software programs are
best suited to keeping
them relevant and
efficient them
determine costs and
present proposals to
the City Council as
necessary
Research and
determine the best
available APP or
Program for a robust
Resident Notification
System
Ensure an on-line
payment system is set
up for each
Department that is
user-friendly, quick,
and efficient. And safe.
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Vision:
UPDATE CITY CODE & CHARTER TO KEEP UP WITH MODERN TIMES & TRENDS
Strategy:
Continue reviewing Sections of the City Code annually and to partner with City Charter Commission to
ensure Charter itself meets the needs of all constituents and residents, city staff, and City Council.
Start Value Current Value Target/End Value
$0 $0 $0
Goals Start Value Current Value Target Value
By the end of 2028
review entire City Code
and consider any City
Code updates Section
by Section
Continue to partner
with Charter
Commission to ensure
Charter itself meets the
needs of all
constituents and
residents, city staff,
and City Council
Address City Council
Vacancies in City
Charter ensuring a
shortened and smooth
transition
Eliminate the City
Charter requirement of
Department Quarterly
Reports.
Eliminate the 1st and
2nd Reading
requirement in the City
Charter. As, it is
redundant and other
Cities are not required
to do this
Consider Amending
Chapter 8 of the City
Charter “Petitioning
Residents” to (Follow
State Statues)
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Item No: 02
Meeting Date:05/12/2025
Type of Business: Work Session
Administrator Review : ____
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Ben Zender, Chief of Police
Item Title/Subject: Upgrade Police Issued Duty Handguns
Introduction:
The Police Department is continuing to evaluate and upgrade our equipment. W e
currently need to update our police issued duty handguns from .40 S&W handguns to
9mm Luger handguns.
Discussion:
A vast majority of the handguns we are currently using are about 10 years old. The
department is researching and testing the new 9mm Glock handgun with optics and
lights (Glock 47) in preparation to transition from the current .40 S&W handgun (Glock
22) to the new 9mm handgun (Glock 47) next year in 2026. There are several reasons
why this is needed.
1. Improve Accuracy
a. Shot placement is the most critical factor in stopping the threat and less
recoil facilitates more accuracy
b. With optics added, it is anticipated officers will increase accurate shot
placement.
2. Reduced Recoil
a. 9mm firearm typically exhibit less recoil, resulting in lower muzzle rise,
allowing quicker follow-up shots than larger calibers.
b. Recoil management is crucial in rapid-fire situations. The 9 mm's less
intense recoil supports better overall control and accuracy. The 9mm also
has an increased magazine capacity.
3. Standardize Ammunition
a. The 9mm Luger is currently the most common caliber used by police
officers in the United States. It has largely replaced the .40 S&W and due
to its improved capacity, manageable recoil, and advancements in
ammunition technology.
b. A vast majority of agencies in MN use the 9mm Luger.
4. Cost Savings
a. Especially when purchased in bulk, 9mm ammunition can be significantly
less expensive. It is not uncommon to see thousands of dollars in savings
at the agency level.
b. The same lower cost also encourages officers to practice on their own as
well.
Upgrade Police Issued Handguns
Page 2
5. Improved Technology with Optics and Lights
a. Emerging trends in law enforcement firearms technology include the
increasing use of red dot sights and weapon-mounted lights.
b. A red dot sight is an optical sight that projects a red dot onto a lens,
providing a clear aiming point. They are becoming increasingly popular in
the law enforcement field.
Cost:
• (24) 9mm Glock 47 MOS handguns ($600/each) $14,400
o Minus trade in value for old guns (175.00/each) -$4,200
Total purchase of (24) new 9mm Glock 47 MOS handguns- $10,200 ($425/each)
• (24) Stream light Tactical lights ($149.99/each) $ 3,600
• (24) Trijicon optics ($459.99/each) $ 11,039.76
• (24) Safariland duty rated Level lll Holsters ($170.00/each) $ 4,080.00
• The total cost for the purchase of new 9mm handguns
(less the trade in value for the old guns), tactical lights,
optics, and duty holsters $28,919.52
2023 Public Safety Aid money can be used to purchase the tactical lights, optics, and
holsters (approx.$ 18,718.52). The remainder can be used from the Special Projects
fund.
Recommendation:
Staff recommends authorizing the department to continue to research and test the new
9mm handguns in preparation to transition from the .40 S&W duty handgun to the 9mm
Luger handgun with accessories.
Respectfully Submitted,
__________________
Ben Zender
Chief of Police