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HomeMy WebLinkAboutResolution 10116 - 2025/06/23RESOLUTION NO. 10116 CITY OF MOUNDS VIEW COUNTY OF RAMSEY STATE OF MINNESOTA RESOLUTION ADOPTING 2026-2028 STRATEGIC PLAN WHEREAS, the City of Mounds View (the " City") has prepared a three-year strategic plan to serve as a guide for staff to develop annual budgets and five-year capital improvement plans; and WHEREAS, City staff has completed individual City Council interviews, and the ideas, thoughts, and comments of the City Council have been integrated into the 2026- 2028 Mounds View Strategic Plan; and WHEREAS, the City Council has met with Department Heads and other staff to discuss the Strategic Plan in detail; and WHEREAS, the City Council has reviewed the three-year strategic plan for the years 2026 through 2028 and has determined that it represents the policy goals and overall vision of the City Council with respect to the continued operation and investment by the City; and WHEREAS, the City Council wishes to adopt the three-year strategic plan for the years 2026-2028 to serve as a tool in developing and implementing budgets and consideration of other decisions by the City Council and City staff. NOW, THEREFORE, BE IT RESOLVED, by the Mounds View City Council, Mounds View, Minnesota, that the 2026-2028 strategic plan, contained in Exhibit A of this resolution is hereby approved and adopted and shall be placed on file at City Hall. Adopted this 23rd day of June, 2025. ATTEST: _AX, J_ X / Nyl Zik nd, City Administrator (SEAL) _x■ 2026- 2028 Strategic Plan [see attachment] CITY OF MOUNDS VIEW 2026-2028 Strategic Plan The City's Strategic Plan is used as a guide to develop the annual budgets and a five-year Capital Improvement Plan (CIP). In 2025 the Mounds View City Council had a General fund operating budget of $8,746,539. 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 improvement goals. History Next Update: The 2029-2031 Strategic Plan is anticipated to begin January -February 2028 with City Council discussions and an estimated April 2028 City Council Resolution to finalize the Strategic Plan to be used for the 2029 preliminary budgets. 2026-2028 Strategic Plan Amended by City Council June 23, 2025 Resolution NO. for 2026 budget cycle 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 1 WHO WE ARE Vision: A THRIVING DESIRABLE COMMUNITY Mission: PROVIDING 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 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, Shoreview, New Brighton, Fridley, and Spring Lake Park. Known for its large residential lots, mature trees, and excellent school district, Mounds View is a walkable, safe community. Tagline: Built on Tradition, Focused on the Future WHERE WE ARE GOING 1. Financial Stability 2. Maintain Community's Infrastructure & Greenspace 3. Demographics: Diversity & Outreach Improved Communication 4. Employee Recruitment, Retention, and Succession Planning 5. Business Retention & Expansion and Business Diversity 6. Housing Stock, Responsible Landlords & Owners 7. Keep up with Tech nology-We bsite & Software Programs 8. Update City Code & Charter 2 ■ Financial Stability: structurally balanced model, based on traditional sources that fund the needs of the community with a reasonable tax base ■ 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 the entire city is well connected with trails for walkability 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 an emphasis on improving and beautifying Mounds View Boulevard ■ Maintain and expand the H2OPP Water Preservation Program by continuing the lateral sewer line inspection program to reduce the Metropolitan Council's wastewater processing charges, and maintain the storm water management plan ■ Continue to maintain the City owned parks, implement the Master Park Plan to expand amenities, and expand the City's trail way system, creating an enhanced walkable community that provides walking access to City parks and regional trailways, such as Long Lake Park and Rice Creek ■ Develop wetland banking near Ardan Park if feasible ■ A progressive City that is open and welcoming and a desirable destination for all ages and cultures, who seek progress through partnerships. 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 socio-economic levels ■ 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. ■ Create and maintain a positive business climate where businesses want to locate and remain in Mounds View through a good Business Retention and Expansion program (BR&E) and redevelopment efforts that support healthy business economic diversity ■ Support and provide a variety of income -based housing options, maintain or demolish older housing stock and maintain effective code enforcement, promoting responsible landlords and homeowners ■ Keep up with Technology including a robust and user-friendly website while supporting City- wide software & technology improvements across departments ■ Update the City Code and Charter as necessary to keep up with modern times & trends 3 ■ Continue addressing inflow & infiltration through the H2OPP program ■ Continue to maintain and plan for infrastructure improvement by maintaining streets, providing healthy, clean drinking water, managing wastewater, and storm water, developing wetland banking & developing and supporting an overall comprehensive transportation plan, that includes trails & walkways, bus routes, safe pedestrian crossings, & transportation services ■ Continue with city-wide property tax levy for streets in lieu of assessment process. ■ Support the Master Parks Plan & its programs by developing a parks funding plan. ■ Continue researching and supporting greenspace & wetland preservation as funding mechanisms ■ Continue exploring options for Event/Community Center's future ■ Offer more robust programming for all age groups through both the Community Center and by partnering and sharing amenities and programing with surrounding communities ■ Continue to support Community Engagement Committee and define its purpose as the committee determines its future ■ Increase community engagement, being sensitive to the changing demographics and needs, while being inclusive to all socioeconomic situations ■ Support and encourage MVPD continuing new outreach opportunities efforts and activities such as: The New Americans Academy, CPR training, Shop with a Cop, Night to Unite, neighborhood outreach, walking and driving neighborhoods to hand out police badge stickers to kids as well as other activities ■ Consider reinstating a full-time NRO for continued community relations & outreach as staffing permits ■ Support the creation of a new City Communications Technician providing a unified voice for all departments as well as City Council ■ Keep up with and expand Technology. Explore Artificial Intelligence use and create a policy regarding use ■ Maintain a safe community by enforcing the law, such as traffic enforcement ■ Maintain HR policies to recruit and retain staff. Provide growth opportunities by making salaries competitive and equitable, and create an enjoyable working environment ■ Continue BR&E program. Maximize utilization of development space and current list of available sites Increase the EDA levy to have funds available for redevelopment projects, housing rehabilitation, 1-4 units and commercial development, and residential and commercial loan programs ■ Continue supporting tax increment financing (TIF) as an economic development tool ■ Maintain support for Manufactured Home Parks ■ Research various programs and potential housing solutions for the unhoused ■ Consider ways to make Mounds View more of a destination ■ Be open to industries/businesses that would expand the City's business diversity • Find ways to provide positive reinforcement for landowners who maintain and take care of their properties. Encourage landowners to keep up maintenance to ensure they are following codes and rules ■ Continue to partner with Charter Commission to ensure Charter meets the needs of residents, city staff, and City Council. 4 HOW WE GET THERE Vision: FINANCIAL STABILITY: STRUCTURALLY BALANCED MODEL BASED ON TRADITIONAL SOURCES THAT FUND THE NEEDS OF THE COMMUNITY WITH A REASONABLE TAX BASE Strategy: Keep the same level of service while providing innovative ideas and being fiscally responsible. Maintain General Fund balanced budget and maintain fund balance to 50% of total budget. Continue planning for major capital expenses by transferring end of year balances. Beginning Value Current Value Target/End Value Levy Reduction $ $3,023,160 (Note: Decertify TIF 2033) Make assigned value last as long as possible GOALS: Goals Start Value Current Value Target Value Enhance Revenue 2025 Franchise fee Sources without relying budget $360,000 Other on property taxes & fees & charges keep taxes reasonable $950,000 and accountable. Example(s): Cannabis, Conduit Bond Financing, etc. NOTE: Franchise fee revenue can only increase with more development of housing and businesses and/or approved rate increases Prioritize Services: ID by department ID by department ID by department eliminate low priority services that have a measurable reduction in staffing hours and/or dollar amounts Continue a balanced Budget 90% of LGA 2025 = 100% of LGA budget that meets the (Council to discuss needs and goals of the actual % at budget community. Reduce time. Could budget less reliance on Local than 90% based on Government Aid (LGA) General Fund levy by budgeting for less requirements. than 100% Community & Event Center: Consider moving forward with improvements by addressing Infrastructure needs such as: locker rooms, ADA compliant restrooms, etc. Vision: MAINTAIN THE COMMUNITY'S INFRASTRUCTURE, PROVIDING HIGH QUALITY CITY SERVICES AND AMENITIES, WHILE CREATING A WALKABLE, ATTRACTIVE, AFFORDABLE, AND SAFE COMMUNITY Strategy: Continue to maintain and plan for infrastructure improvements by maintaining streets, providing health, clean water, managing wastewater, and storm water, developing wetland banking & developing and supporting an overall comprehensive transportation plan trails & walkways, bus routes, safe pedestrian crossings, & transportation services uniting all facets of the city Start Value Current Value Target/End Value $0 $400,000 1 $4.79 mill Goals Start Value Current Value Target Value Maintain and update $300,000 consider 2025 levy = $300,000 $300,000-$500,000 the City Street Program increasing annually for 2025 Franchise Fee = levy by end of 2028 by continuing to construction costs to $360,000 support the city-wide $500,000 over 3 years. street levy, and long- Continue utilizing 50% range planning by of Franchise Fee for following the Master street project funding. Street Plan. 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 the City owned parks and expand amenities through Master Parks Plan Support the Master Parks Plan & its programs by developing a parks funding plan Continue to expand the $0 $0 Trail segment 8: Final City's trail way system Segment Spring Lake to create an enhanced Rd to Pleasant View Dr, walkable community $290,000 must ID that provides walkable funding source. As, access to city parks and there currently is not regional trail ways such funding (Included in as Long Lake and Rice Street Project) Creek as per Master Park Plan Develop wetland banking near Ardan Park if feasible Continue researching, supporting, and preserving green space & wetland preservation as a funding mechanism ID needs & funding $0 $0 Unknown sources for transportation, work with Metropolitan Transit Authority (MTA) on commuter shuttles to get to larger hubs, and longer hours so residents aren't stranded, ensure MV has good public transportation options ID all County owned roads and cooperate with the County to find 7 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 Ensure Clean Water & $0 Maintenance Continue Implementing $154,000 2022 overall storm water & maintenance plan Continue addressing inflow & infiltration through maintaining and expanding the H2OPP Program by continuing the lateral sewer line inspection to reduce the Metropolitan Council's wastewater processing charges and maintaining storm water management plan. Continue Slip Lining $972,249 Slip lining 2025 = $1,000,000 City 2026 = $500,000 Program (Complete by $175,000 is about 80% lined 2027 = $250,000 2032) Fix potholes in a timely manner Continue exploring options for Event/Community Center's future Offer more robust programing & sharing of amenities with surrounding communities H. Vision: DEMOGRAPHICS: A PROGRESSIVE CITY THAT IS OPEN AND WELCOMING AND A DESIRABLE DESTINATION, FOR 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 SOCIO-ECONOMIC LEVELS Strategy: Continue community engagement, being sensitive to the changing demographics of the City and their needs while working to be inclusive to all socioeconomic situations. Start Value Current Value Value $2000 plus staff time target/End $147,000 plus staff timeintain $147,000 plus staffe Goals Start Value Current Value Target Value Continue enforcement $0 VCET officer $153,000 & responsiveness to drug problem, traffic, code violations, & petty crimes Community Outreach $2000 & staff time $7,000 & staff time Maintain Programs: Support and encourage MVPD continuing new outreach opportunities efforts and activities such as: The New Americans Academy, CPR training, Shop with a Cop, National to Unite, neighborhood outreach, walking and driving neighborhoods to hand out police badge stickers to kids and other activities. ID other community outreach programs that are not 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 meetings with Neighborhood Captains program Speeding: Continue TZD grant $106,000 TZD Grant = $26,430 Traffic Enforcement as Purchase additional staffing commitments speed sign: $3,335 allow, especially around bus stops. Ensure the Community Engagement Committee reports to the City Council by June 26, 2026, with a progress report, formal plan and recommendations Continue to support the Community Engagement Committee and define its purpose to determine its future Diversify the Community Engagement Committee by recruiting directly and encouraging a different cultured committee member for each committee position Consider specific neighborhood outreach initiatives Consider reinstating a full-time NRO for continued community relations & outreach based on staffing needs Support the creation of a new City Communications 10 Technician by 2027, providing a unified voice for all departments as well as City Council Find ways to keep youth occupied and involved in activities, more robust activity programing through the Community Center, etc. 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. 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 1 $197,550 Goals Start Value Current Value Target Value Maintain Competitive $0 Market study done 3% Cost of Living Market study in 2021 Salary & Benefits in 2017 for 2019 Adjustment (COLA) for implementation in Packages, Training & implementation for 2025 with 2023, review city Education Related to additional for Police & contribution for Employee Job & Sergeants benefits for market Leadership, etc., Education, Promotion Opportunities, Other Creative Incentives Succession Planning: Prepare for future employees/create/update procedure manuals Consider budgeting for and hiring a "Communications Technician", by 2027, providing a unified voice 11 for all departments as well as City Council Explore Employee Programs: pay scale, benefits, work environment, team building, and work life balance, allow remote working when feasible, etc. Vision: CREATE AND MAINTAIN A POSITIVE BUSINESS CLIMATE WHERE BUSINESSES WANT TO LOCATE AND REMAIN IN MOUNDS VIEW THROUGH A GOOD BUSINESS RETENTION & EXPANSION (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 $160,000 $ Goals Start Value Current Value Target Value Fill Vacant Space & Continue $108,665 Personnel costs Personnel costs BR&E Program $108,665, $118,445, & $1,635 Advertising $1,500 Advertising Support Redevelopment & Part of EDA Levy $160,000 EDA Levy, Operations $200,775 Development Recruitment Efforts, TIF Fees = $100,460 — salary percentage Increase the EDA levy to have share drop in 2026, funds available for Grants = $15,000 redevelopment projects, housing Loans = $50,000 rehabilitation, 1-4 units and Property = $350,000, commercial development and Total = $615,775 loan programs. (Council to determine EDA levy increase as part of overall budget discussions) Continue supporting Tax Increment Financing (TIF) as an economic development tool Research and/or create programs to help maintain aging homes by utilizing existing home improvement loans 12 Research various programs and potential housing solutions for the unhoused Maintain support for residents in manufactured home parks Consider ways to make Mounds View more of a destination. Example: Sports bars, Tree lighting Ceremony, Mermaid, Dunkin Donuts, Planet Fitness, Easter Egg Hunt, Festival in the Park, etc. Continue to research other types of industries/businesses that we don't have that would add to the diversity mix of businesses Vision: MAINTAIN EFFECTIVE HOUSING & CODE ENFORCEMENT Strategy: Support and provide a variety of income -based housing options, maintain or demolish older housing stock and maintain effective code enforcement promoting responsible landlords and homeowners Start Value Current Value Target/End Value $0 $0 I $0 Goals Start Value Current Value Target Value Encourage landowners $4,000. 2024 Budget $2,000. 2025 Budget $10,000 Budget for to maintain and take for Nuisance Property for Nuisance Property Nuisance Property care of properties to Abatements Abatements (long grass Abatements (long grass ensure they are mowing when exceeds mowing when exceeds following codes and 8-inches) 8-inches and clean up rules and ensure exterior maintenance needs are junk/debris/trash at 5- met 7 properties) Ensure Housing Rental $3,600. Approx. 1/3 $3,600. BS&A $3,750 BS&A Program is robust, easy cost of the BS&A for landlords to software yearly cost to Participate and provide Continued participation understand and follow operate the rental resources to the New in Property Managers' and apply to and license certificate Brighton/Mounds View Coalition Group enforce. program. Online Property Managers' application and Coalition Group 13 renewal of rental license certificates Complete an in-depth review of Affordable Housing in Mounds View with the exclusion of Mixed -use Create an ordinance addressing a variety of income -based housing options 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 Uncertain as to how to assign a value to this $0 $0 Goals Start Value Current Value Target Value Each Dept. to assess and determine what software programs are best suited to keeping them relevant and efficient then 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 14 up for each Department that is user-friendly, quick, and efficient. And safe and secure Ensure website is mobile user-friendly and responsive Create an Al policy and explore different possibilities of and usage thereof 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 Uncertain as to how to assign a value $0 $0 Goals Start Value Current Value Target Value Continue regular review of the entire City Code for updates, possibly Section by Section. Consider using (AI) as a tool to review the Code 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 15