HomeMy WebLinkAboutCCP 09-20-2004
Mayor:
Beverly Aplikowski
~
~HILLS
Arden Hills City Council
WORK SESSION
1245 W. Highway 96
Arden Hills, Minnesota
55112
651.634.5120
www.ci.arden-hills.mn.us
Councilmembers:
David Grant
Brenda Holden
Gregg Larson
Lois Rem
4:45 p.m.
Monday, September 20, 2004
Agenda
1. Call to Order
2.
Al!enda Items
A. Utility Rate Study
StaftnPresenters
Murtuza Siddiqui, Steve
McDonald(Abdo, Eick and
Meyers)
Scott Clark
Bob Sundberg (School Board)
Murtuza Siddiqui, Tom Moore,
Michelle Wolfe
Michelle Wolfe, Schawn Johnson 7:15
Time
4:45
B. Building Inspector Position
C. School District Update
D. CIP
5:30
6:00
6:30
E. Civil Engineer
3. Council Reports
,
A. Couucilmember Holden
B. Council member Larson
C. Councilmember Rem
D. Councilmember Grant
E. Mayor Aplikowski
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MEMORANDUM
DATE:
Agenda Item 2.A
September l5, 2004
TO: Honorable Mayor and City Council
FROM: Murtuza Siddiqui, Finance Director/Treasurer ""'-'
SUBJECT: Utility Rate Study
BACKGROUND:
In July 2004, the COlillcil approved hiring Abdo, Eick, and Meyers (consultant) to perform a
Utility Rate Study. The City had not reviewed or adjustcd its water rates since 1999, and sewer
and storm water rates since 2001. Currently, the enterprise funds are breaking even from a
routine operational perspective. This does not take into account major maintcnance projects. The
existing ratc structure does not appear to be adequate and is not able to accommodate
maintenance of the sewer, storm water, and water infrastructure in the long-term.
DISCUSSION:
The consultant has completed the Utility Rates Study. The study not only reviewcd thc City's
rates and analyzed the cash flow requirements, but it has also compared rates with eleven other
cities from the surrounding communities. The attached report is very comprehensive with
summary recommendations on page nine. It should be noted that this study does not assume
debt issuance and has used the most recent 5 year CIP data.
Overall, if the City accepts the consultant's recommendation, an average resident that uses
15,000 gallons of water per quarter will see an increase of $22.74 on their quarterly bill. A
commercial account with an average usage of l20,000 gallons of water pcr month will noticc a
rate increase of $182.20 per month.
Please note that thc proposed rates by the consultant can bc modified if the City dccidcs to
modify the list of future CIP/PMP projects by either adding to or deleting from the list of
proposed projects. A list of anticipated CIP/PMP projccts was given to the consultants in early
August to compile the data and perform an analysis. This is not a list that has been formally
approved by the Council. Once tile Council formalizes the CIP/PMP projects, the consultant's
spreadsheet model can be adjusted accordingly.
The consultant's report is very comprehensive and is attached for your review. Steve McDonald
(consultant) will be presenting the report at the mccting.
Memo
Utility Rate Study
2
RECOMMENDED ACTION:
Staff is providing thc consultant's draft report to
feedback.
the Council and is seeking guidance and
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MEMORANDUM
DATE:
TO:
September 15,2004
Mayor and City Council
Michelle Wolfe, City Administrator
FROM: Scott Clark, Community Development Director se-
SUBJECT: Upgrading Building Inspection Position
ITEM: 2B
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Proposal
At the initial August 9, 2004 City budget discussion, it was expressed that staff is examining the
issues of needing to increase the current half-time building inspection position to full-time. The
net affect on the budget would bc an increase of approximately $30,000 (salary and benefits).
This additional cost, and the additional lost revenue from the Lake Johanna Fire District, has
been incorporated in the proposed 2005 budget. At the current time thc building inspection
position works "full-time" by working half-time for the City and half-time as Fire Marshall for
the Lake Johanna Fire District. The Fire District is looking at converting their Fire Marshall
position to full-time which means thcy would sever their "job share" position with the City. The
issuc for tile City is two fold I) Should the position be upgraded to a full-timc position and if not
2) What are possible solutions for filling a half-time position which can bc problematic.
Current Protective Inspectiou Service Functions
The main Protective Inspection service functions are as follows:
1) Receiving and processing permit applications. Staff has attached a memorandum
dated July 18, 2004 from Dave Scherbel, Building Official, illustrating an eight year
history of permits issued, value of construction and fecs.
2) Plan checking
3) On-going inspcctions of projects
4) Finalizing inspections
5) Code enforcemcnt
6) Gencral service
For purposes of analysis, it is very difficult to justify an increased position based solely on
"looking at historic numbers" and comparing building activity to other cities, etc. Different types
of permits demand differcnt types of inspections, levels of construction complexity, reporting
aberrations (meaning a permit issucd at the end of a year but the inspection work happening in
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September 15, 2004 Memo to City Council
Building Position
Page 2 of 4
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the next) makes analysis difficult. In addition, Arden Hills is a unique small City. Most
communities of our size do not have major universities, corporate campuses like Guidant or
Land O'Lakes and construction of new institutional buildings (City Hall, Ramsey County
Facility and schools). In addition, what does not show up in these numbers is the time necessary
for code enforcement activities.
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What Are the Current Senice GaDS
After extensive internal discussions and observations of the inspection function, it seems clear
that we are mceting the goals of timely permit processing, adequate response time (based on no
public complaints regarding inspection time) and the ability to meet basic needs. What is not
being met are final inspections for lower priority permits (roofing, replacement mechanical,
decks, some residential additions.) A system is in place where both the resident and the
contractor receive a notice at the timc a permit is issued that a final inspection is required.
However, a great majority of the time there is no call for a final inspcction and the permits are
then left "open" until the time is fonnd to proactively review unfinished permits and complete
the inspections. At this time there is an estimated I, 200 permits that has not been completed.
The issucs of finalizing permits is a time consuming process, if a contractor does not call, since
thc resident needs to be contacted, an inspection time arranged, etc. The upgrading of the
building inspector position will assist greatly in having the bnilding inspection division complete
the pemlit process. Althongh we have not explored the issue of liability in detail, it appears that .
the City could have a liability issuc if permitted work fails in somc capacity and causes harm.
What Ha ens If Workload Is Not Sufficient In A Given Year
Staff recognizes that building inspection/code inspection can be cyclical and an important
question is what happens if this position is upgraded and in a given year the workload does not
equate to a full time position? Staff views that if this happens thc number of shortfall hours
would be minimal, but in any case, a solution would be to hire with the understanding that the
position would occasionally perform Operations and Maintenance duties. The Director of
Operations and Maintenance has supplied a list of these functions which could include:
I) Storm Water Pollution Prevention Plan (SWPPP)
- stencils
-cleaning grit chambers
-cleaning storm water bonds
2) Snow Plow/Winter Work
-City Hall
-Arden Hills Library
-Ice Rink (flooding)
3) Streets
-Fall/Spring street sweeping
-Stencils-crosswalks
-Crack sealing
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Septcmbcr 15, 2004 Mcmo to City Council
Building Position
Page30f4
4) Parks/Trails
-Trail maintenance
-Flower gardens
-Park maintcnance
-Building maintenancc
-City Hall maintenance
5) Miscellaneons
-Televising sewer lines
If The City Elects To Stay At A HaIf-timePosition What Are The Issues
In addition to the service gap issues noted above, the other major issue is hiring a half-time
position that will stay with the City for a reasonable period of time. The City currently has a
unique opportunity with the combincd Building InspectorlFire Marshall position that is not found
in other communities. The options for the City, if they remain with a half-timc position are as
follows:
I) Attempt to find a half-time position in the market. For the last several years the
Building Inspector market has been very difficult from a recruitment standpoint.
Givcn the low number of qualified candidates compared to the number of positions, it
is even more difficult to find someone willing to work half-time. Most likely if
someone is found, it would be a candidate still in school wbo would want a full-time
position upon completion of the degree/certificate. It is unlikely that this type of
person would stay in a part-time position for any length oftimc.
2) Hire a private inspector. In most communities, private inspectors could cost up to
80% of the pemlit issuance fee. The positive aspect of hiring a private inspector is
matching time needs and not having general fund expenditure for staff time if
building activity decreases. From a City standpoint, thc negative is that a private
inspector docs not have the same sense of community ownership which translates into
a different level of customer service in addition to lost revenue to the general fund.
3) Share a half-time position with anothcr community. At this time, the Cities ofNcw
Brighton, Mounds View and possibly Circle Pines are interested in discussing a job
share. This is an innovative solution but still holds some of the same issues of
community ownership and customer service as docs the private inspector.
Does This Up2raded Position Satisfv Future TCAAP Needs
This upgraded position does not assume the future needs ofTCAAP or any greatly expanded
code enforcement activity. This position will satisfy our organizations cmTent needs as Guidant
continues to expand, expansions at our schools, churches, normal new in-fill residential and the
usual activities of residential and commercial remodeling.
Septcmber 15,2004 Memo to City Council
Building Position
Page 4 of 4
What Is the Source of Fundinl! For This Position
The source of funding for this position is covered by building permit fees which are directcd to
thc City's general fund. An incrcase of$30,000 represents 7.8% of the historical annual building
permit revcnue, which is $379,046.
Recommendation
Staff recommends that the existing half-time building inspection position be upgraded to a fhll-
time position in order to satisfy the needs of the division. Ifthc Council elects not to fund this
position, direction should be given regarding what option to pursue in filling the half-time
position.
\\Earth\Planning\Misc Files\Scott\Building position.doc
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CITY OF ARDEN HILLS
MEMORANDUM
DATE:
July 18,2004
TO:
Scott Clark, Community Deve]opment Director
FROM:
Davc Scherbel, Building Official
SUBJECT:
Bnilding Department Report
Relluest
A request was made to compile records of all constmction permits from previous years.
Following is a table listiug all construction records since 1997. The table lists fees collected;
number of permits issued, and total value of all construction. B = Building, P = Plumbing, E =
Electrical, M = Mechanical, and 0 = all other permits. Plcase note that the half year totals for
2004 havc bcen included for informational purposes only.
Buildinl! Dept. Annual Construction Totals
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Year Fee Permits issued Value of
B p E M 0 Construction
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]997 353,282.73 322 NA NA NA 414 30,900,000
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1998 322,838.67 415 NA NA NA 800 28,814,9l5
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- 1999 349,280.49 628 106 326 195 68 19,545,838
--. 2000 305,792.01 510 132 330 229 85 17,074,759
2001 439,645.93 360 67 387 200 68 34,$20,748
2002 260,977.82 352 139 326 191 91 14,492,445
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2003 62l,503.72 391 l63 270 256 130 57,939,914
-~~- 2004* 345,681.83 235 l05 145 116 72 24,021,343
Totals 2,653,321.00 -- 203,288,619
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Average 379,046.00 29,04 1 ,23 1
· Denotes first half totals of2004, not included in total or average
Also requested are a total of all inspections completed. No records have been compiled showing
total number of inspections completcd. However, due to increased rccord keeping ability thc past
two years, staff was able to compile a total of required inspcctions based on permit type and code
requircments.
Required inspection totals
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Permit Type # of permits Required inspections I Total inspections
Year 02 03 Year 02 03
Decks 26 31 3 78 93
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Demolition 1] II I ]1 ]1
----
Driveway 29 25 ] 29 25
- --- --
Mobile home 1] 8 2 22 16
Fencc ]6 l6 ] 16 16
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Commercial New 1 4 ]2* 12 48
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Commercial Remodel 49 57 12* -- 588 684
Rcsidential New 7 5 7 49 35_
Residential Remodel 77 9l 6 462 546
Roofing 87 71 2 174 142
Siding 26 23 2 52 . - 46
-'~-
-- Windows 57 65 1 57 65
Com!. Mechanical l4 38 3 42 l]_~
Resid. Mechanical 177 218 2 354 436
Com!. Plumb 13 26 5 65 130_
Resid. Plumb 89 85 3 267_ 255
Fire supprcssion 46 44 2 92 88
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Watcr & sewer 1] 34 3 33 ]02 __
Total 747 852 NA 2,403 2,~5~
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* denotcs estimated number of inspections
Taking the total number of inspections for 2002, (2,403) and multiplying that number by .5
(reprcsenting one half hour for each inspcction), equals 1 ,20 1.5 hours required to complete those
inspections. Doing the same for 2003, (2,852) equals l,426 hours required to complete thosc
inspections.
Again, this table represcnts the actual number of permits issued, but the total number 0 f
inspections is estimation. Some permits may rcquire fewer inspections, but other inspcctions
may rcquire many more inspections, such as a large commercial job may have as many as 30
footing inspections alone.
Another responsibility of the building department is plan review required on all permits resulting
in stmctural changes, changes in use or adding additional space. Plan reviews may take as little
as ] 5 minutes to complete, or up to over 40 hours for largc commcrcial projects
The building departmcnt is also responsible fix all code enforcement issues in the City, counting
for approximately half of Eric's time.
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. Proiections
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The City has historically performed well in building department revenue despite its population
size due to its rather large corporate and business basc located within the City. The City employs
more people than rcsidc in Ardcn Hills, and duc to its location in the Metro area is continually
looked at by new businesses. With the continued growth of Guidant corporation and other
businesses located in Arden Hills, along with the continued progress of the TCAAP
dcvclopmcnt, the City is positioned to experience strong building and construction growth for
years to come.
Summary
The building department has historically been understaffed, resulting in being reactive, not
proactive. Pcrmits continue to remain open when no final is callcd for due to lack of staff time to
follow up. Corrcction ordcr follow up timcs continuc to build when contractor does not call for
inspection. Record keeping and organization continues to be delayed due to lack of stafftime.
Building Dcpt. staff responds to issues as they arise, with no time to follow thru completely with
issues and/or projects.
Request
Staff requests the position of building inspector to be increased to full time. With the halftime
position agreement coming to a close with Lake Johanna by increasing their inspector position to
full time, and in light of the City's continual need for additional staffto adequately do there job,
the need becomes even more pressing. In viewing the Cities revenue from licensing and permits
( The above tables do not reflect additional revenue sourccs from Iiccnsing and administrative
record keeping) and with building department revenue to provide for adequate inspection, plan
review, interpretation, and code enforcement, staff feels the request is not only reasonable but
needed. Please review the above infoffilation and notifY staff if you shall need additional
information or clarification.
CITY OF ARDEN HILLS
MEMORANDUM
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DATE:
January 13, 2004
TO:
Michelle Wolfe, City Administrator
FROM:
Dave Scherbel, Building Official
SUBJECT:
Building Department annual report for 2003
Report
A total of366 building permits were issued, as well as l,2l0 plumbing, water, sewer,
mechanical, fire, zoning, and sign permits were issued in 2003.
Five (5) ncw homes were constructed with a total value of$2,573,552.00, with an averagc value
of$514,710.00
The total value of all building permits was $57,939,9l4.00.
The total of all fees collected was $621,503.72
Notable Commercial Construction:
4201 Lcxington Ave - Guidant -
(remodel building F "old control data")
421 1 Lexington Ave. - - Guidant.-
(training center add.)
4100 Hamline Avc.- - Guidant -
(Bldg. E South add.)
4251 Fernwood Ave.- - Guidanl-
(Bldg. N add.)
37]J Lexington A ve- -Cub Foods -
(Addition)
1425 Highway 96- -Ramsey Co. Public Works-
(Maintenance Bldg)
3820 Clevcland Ave -Tramm Office Bldg-
(Office Building)
$1,746,850.00
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$13,000,000.00
$4,000,000.00
$5,197,000.00
53,046,358.00
$16,487,874.00
$903,239.00
Attached are the totals of all-building, mechanical, plumbing, water, sewer, fire, electrical, and
sign pennits.
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CITY OF ARDEN HILLS
MEMORANDUM
DATE:
January 10, 2003
TO:
Joe Lynch, City Administrator
FROM:
Dave Scherbel, Bnilding Official
SUBJECT:
Building Department annual report for 2002
Report
A total of 352 building permits were issucd, as well as 770 plumbing, water, sewer, mechanical,
fire, zoning, and sign permits were issued in 2002.
Seven (7) new homes were constructed with a total value of$2,434,828.00, with an average
value of $347,832.00
The total value of all building pennits was $14,492,445.00.
The total of all fees collected was $439,645.93
Notable Commercial Construction:
4201 Lexington Ave - Guidant -
(remodel building F "old control data")
3900 Bcthel Dr. - - Bethel College.
(numerous remodels)
1900 County Rd. 1.- - MN DOT -
(Drivers test station)
4251 Femwood Ave.- - Guidant
(Dormitory, classroom remodels)
3673 Lcxington Ave- -Now Sports -
(Addition)
$2,853,557.00
$617,960.00
$799,980.00
$750,000.00
$380,000.00
Attached are thc totals of all-building, mechanical, plumbing, water, sewer, fire, electrical, and
sign permits.
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MEMORANDUM
DATE:
September 15, 2004
AGENDA ITEM: 2C
TO: Mayor and City COlIDcil
FROM: Michelle Wolfe, City Administrator ~
SUBJECT: School District Update
School District Board member Bob Sundberg will be present at the Septcmber 20 Work Session
to discuss School District issues. Superintendent Jan Witthuhn forwarded materials to you under
a separate cover for review prior to the work session. All of the materials except for the map
have been reproduced in this packet for easy reference. The materials include the power point
presentation that will be presented that evening.
Attachments: Materials from MVSD
MW
I\EanhlAdminlCiry Administrator'IMemo'1200419_20_04 Work Session MVSD.doc
clf) ;Ad fJ1in .
Mounds View
PUBLIC SCHOOLS
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Jim Witthuhn
SI~pnI111(1Idwl
F" E ".~- ,,~:c-:--
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September 8, 2004
SEP 1 0 2004
CITY OF ARDEN HillS
Dear Mayor Aplikowski and Council Members,
In the coming months, Mounds View Public Schools will be discussing the topic of repurposing
schools with members of our conununity. I want to thank you for making time during your
September 20 Council work session at 6:00 p.m. to hear more about this topic fl-om
representativcs of our School Board and administration.
During our time with you. wc plan to share the following information:
. The Mission of Mounds View Public Schools
. Financial projections
. Enrollment projections
. The decision-making process for rcpurposing schools
. The criteria we should use in this process
. The community's role in helping infonll our decision making
.
We also would like to hear your comments on school repurposing and its potential impact on your
communities.
I hope you find it helpful to have the enclosed handouts in advance of our meeting. In the
meantilne, please visit our web site, ~~y\v.mounct~y'i~\'!_?chools,orl! for nlorc infonnation on this
important topic.
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2959 H<lmline Avenue N. . Roseville, MN 551 13-1664 .651-639.6118 phone. 651-639-6103 fax. www.moundsviewschookorg
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Protecting the Excellence:
Closing schools and rcpUlposing buildings
c-7ftI:!~"~~,!~Y'':.~
Meeting Goals
. Mission of the District
.. Financial projections
~ Enrollment projections
. Decision-making process
. Feedback on criteria
.. Community's role
~~~!?:"~1~;~:::::
Vision
Small class sizes
A comprehensive
curriculum
Co-curricular
opportunities
ii?t"~,I~),"~'.!;;;'~:
Meeting Goals
Definitions of:
"Closing Schools"
and
"'Repurposing Buildings"
;;:.t. ~,j~,;u~\I~;~:~~
Mission
"
Mounds View Public Schools will
educate allle-arrlers through a broad
range of programs that set high
expectations and inspire
outstanding achievement.
"
(~;,~.~~'~~-~;":;',':
Effective Schools
"Educate all
learners"
NCLB
"Broad range of
programs"
"High
expectations"
Comprehensive
curriculum
Achievement
targets
?if;~~~',:"~,~:
Effective Schools
"Inspire outstanding achievement"
:::;:,:::~:::' ~.(t,I' : ',i
i\CT scores _ ~
Basic Skills Tests
, i
Me\',
("*-;~-,!;~~~:-~,;~
Efficient Schools
AdmillistraliOIl spending is dcdirling.
100_00''''
9Q.00%
80.00"/.
70_00%
6O.00Y.
~.OO%
4(1.00%
JOJ!O'l'.
10,00% _ 'i.'Xl'" 5.700/.
]Q.OO%~,loiIi--
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,
IlJ%urC."~r.IFu,,dl
---;--
1(100..0] 100HI1
Hl02-1l3
OJ_04"
"-budgclcd
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Declining
Enrollment
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A
V
=
Declining
Revenue
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Efficient Schools
Student
Il1slruction
and Support:74e
1'1
,Ii
~it" '"~ BoiWinY"lJ(
1""'PQrt'll~o'5'
D"tficl&S<hooIAominlilrilljn.1:4(
o;,t,k\ su~~ort $",>,.,,)(
Ii..' [~\t"I." th~" K
~;,~~';';~'~~:;~'~";~
Efficient Schools
lvlinnesota Taxpayers ASSOCIation:
'~lJnderfunded, yet efficient. n
.
Spending:
Efficiency:
Outcomes:
Avet"J.ge
Above Average
Above Average
~,~;:'.u':1:,:':;::
Declining Enrollment
Factors:
. Decrease i.n Ramsey County
births
. Settled population
. I\,iore school choices ;tv;lij;tbJe
{"'*":,I::":~~~;~~
.
2.
..
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Declining Enrollment
12000-
H:OOO (
10,000
9,000
'.000
7,000
6.000
5.000
<.000
J,OOO ,
1,000 '
1.1lO0
o
'94 '96 '98 '00 '02 '[)4. '06' 'Oil' '10' '12' '14*
. = prOjected enrollment ~,.,~l"~~'J_'\!'~'
Declining Enrollment
Metro School Closings
North St. Paul 2001
White Bear Lake 2002
St. Paul 2004
Minneapolis
Robhinsdale
2005 (ullderconsicier:ation)
2005 (lJll<ler~on"de[~tJOn)
Inver Grove Hgts. 2007
~~~:,"~~~,:':~,\
Revenue -
Expenses =
Funding Gaps Ahead
2005-06: (-$4.9) million
2006-07: (-$8.9) million
2007-08: (-$13.5) million
;;t:.~:~-~,:~!:
Declining Enrollment
!4
Largest class;
. Class of 2007
(Sophomores)
ID MV .~I.L
414 540 954
2007 Kindergarten = 629
;;:t~j:,unu~V"-..,
Declining
Enrollment
=
Declining
Revenue
~
V
;;1;/:~'t.:.~?::Y;;~
State Restricted Spending
~.-T..,,,-
..$....
,--c':" "<<',
iA":-. ~<;)W~;;
",,', ,.'-,-/'
\f','/"_",__,,,,s:1.)
.'-J'_;'.."'~
Capital
.BDOks
-Computers
oHuildings
~("$"".":"
:''-','" ",,")/:
.;<.."-,,
'c<\..:s:/
Operating
'Teachers
-Support sl:lff
:lJt~~,~~~:~:~.tion
3
To Protect the Excellence
~
Goals:
. Operate buildings
more efficiently
. $] million in
annual savings
Operating
~~~;'c!-,~#_:"Y'"j;~:
To Protect the Excellence
Optimal size:
550-650 students
~-!:~';!-~:::~-
To Protect the Excellence
. Schools with larger enrollment.
. Attendance area changes.
. Transportation route changes.
;;4':"~:'Y~~I~ :',~'::
To Protect the Excellence
. Repurposing ~ using buildiugs
for another purpose.
. \Ve will keep our 13 school sites
open. Some will house programs
currently in other locations.
(jf{;t~'~~-,;-~~;r'J;:
To Protect the Excellence
Estimated savings:
$300,000 - $500,000
per school
~;~~',~~,~,~~::-:
We need your participation
]. Criteria to be considered.
2. Scenarios for specific school
repllrposing based on
criteria.
(*"_?~~.\1;!~.:>~':
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in 110 [larticularorder
The Criteria
. Neighborhood
cohesiveness
. Geographical ualance,
diversity and
demographic balance
. School feeder system
. Potential savings
. Comprehensivc
program
. Opportunities
afforded
. Age and condition
. Adaptability and
flexibility
. Repurposing costs
. T rallsportation costs
;;;t;,~~"_"~'I'Y;~'
Communication
www.moundsviewschools.org
E-mail:
repurpos iug@moundsvi ew schoo I S. OTg
~"~,I~."':~:,;~~,~
in no particular order
The Criteria
. Neighborhood
cohesiveness
. Geographical balance,
diversity and
demographic balance
. School feeder system
. POl entia I savings
. ComprehensIve
proi-,'Tam
. OppOltuniiies
afforded
. Age and condition
. Adaptability and
flexibility
. Repurposing costs
Transportation costs
r>it-o~t,:,:,"*!~_~_
The Process
CRITERIA DISCUSSION:
f!!l~
.'~"
focused Forums,
Sept. 13 and 28 Board
meetings
SCENARJO DISCUSSION:
. Focused Forum,
October 26 Board meeting
DECISION DL;\IlLl!\E:
December 14.2004
r?:t~~~0:,~.~;~~~
Meeting Goals
. Mission of the District
. Financial projections
. Enrollment projections
. Decision-making process
. Feedback on criteria
. Community's role
~!:~~~~7~
5
Enrollment trends
Resident student enrollment is declining in Mounds View Public
Schools. \^lhile the District's projection techniques have been
accurate in forecasting enrollment for upcoming school years,
these techniques are not appropriate for forecasting longer -range
trends. In order to gain a better projection of District-level student
enrollments for the next 10 years, a professional demographer
service - Hazel Reinhardt Consulting Services ~ was contracted.
The report suggests that by 2014. K-12 enrollment could dlp to
8,250 students or less.
Mounds View experiences a net loss of students.
Over the past 10 years, more resident students have enrolled in
schools outside of our district than non-resident students who
have enrolled in our schools. This year we experienced a net loss
of 172 students.
. 2003 Enrollment
Students OUT
504
Net Joss of students
l___--..l.
-600 -500 400 -300 -200 -100 0 100 200 300 400
Source- October 1, 2003, District enrollment report
Non-resident enrollment has grown slowly.
Mounds VIew is accepting a slightly growing number of
non-resident students.
1995
1.5% Non.residents I
2003
3% Non-residents I
Source: Mounds View Public Schools enrollment r"'rarts
Mounds View
PUBLIC SCHOOLS
Competition is increasing.
An increasing number of resident students are enrolling in
non-public schools.
.
Where do resident students enroll?
100
84%
11,563
1995
80
. 2003
60
40
20
4%
1% 2%
159 211
o
Mounds View Non-public other
Public Schools schools public schools
Home
school
~ The results posted in 2003 represent a fairly typical capture rate for an inl1er ring
suburban schc..ol district. (Hazel Reinhardt Consulting Services, December 2003)
Source: Mounds View Public Schools enrollment reports
.
Enrollment will continue to decline rapidly.
Enrollment is expected to decline faster in the next 10 years
than in the previolls 10 years.
10,500
1Q,316
10,000
10,006
9,757
9,500
9,~_48_
9,263
Estimaledtotal
decline'" 2,070
9,000
8,992
8.500
8,800
8,6228,501
- 8-"41"6--
, 8,300
8,246
8000 L_.---l
, 2003 '04 'O~)
(actual)
, ----'-
'06 '07 '08 '09 '10 '11 '12 '13 '1-4
Thesr projections consider:
Minnesota State Demographer's projection of Ramsey County
5-year-olds, The number of 5-year-olds is projected to decrease
bet\veen 2000 and 20]0 and then begin to increase after 201.
An "aver;:tge" rate of net out migration from District schools.
ProFcted housing unit growth, based on the number of existing
and projected housing units and applying a child pef household
estimate to the housing unit COUllt.
Source: Hazel R€lrlhsrdt Consulting Services, Oecember 2003
The District will lose more school-aged children
than the county or state.
T.OOI District's child-pef-household ratio is expected to
d e more than the county or state's between 2000 and 2010.
The reasons? The District has a higher percentage of middle-aged
resid,nts whose households are likely to "empty nest" this decade,
In oddition, births in Ramsey County have fallen dramatically.
Child-per-household ratio
2000 2010 Change
Minnesota 0.54 0.45 ~16.7%
Ramsey County 0.51 0.43 -15.7%
Mounds View
Public Schools 0.44 0.35 -20.5%
These projections consider:
Type and costs of housing units
. Number of empty nests as Baby Boomers age
Source 2000 Census and projections made in 2002 by the
Minnesota State Demographer
"Iunds View's enrollment is negatively
cted by two factors - the decrease
in Ramsey County births and increased
competition. Further, the age structure
and past behavior suggest a 'settled'
population, which is likely to age in place?'
_ Demographer's report, December 2003
Middle aged,
well educated
and settled.
Population characteristics
of District residents
Age
The District's population is older than
in Ramsey County and even slightly older
than in Minnesota as a whole. Median age is especially
high in North Oaks, Shoreview and New Brighton.
The District's proportion of youth (under 18 years) tends
to be lower than the state and county prop~rtioJ1s, especially
in Arden Hills and New Brighton.
Education
The District's adults are especially well educated. A mucb
higher proportion of adults have at least a bachelor's degree
in Arden Hills, New Brighton, North Oaks, Shoreview and
Roseville. Women with higher levels of .education tend to have
fewer children.
Movement
North Oaks, Shoreview and Arden Hills have very "settled"
populations. Only Mounds View and New Brighton have
movement comparable to Ramsey County. This suggests
student turnover will be modest.
Source: 2000 Census, with analysis by Hazel Reinhardt
Consultmg Services, December 2003
Fewer students, fewer dollars. As enrollment declines, so does revenue.
Mounds View Public Schools
General Fund Financial Projection (Unreserved)
2000-0.1
2001-02
2002-03
Revenue $81.608,951 $82,710,682 $84,688.693 $81,158,385
Expenditure $83,235,314 $83.475,336 $82,197,955 58~,129.4n
Difference ($1.626,363) ($764.654) $2,490,738 $28,914
Beg. Fund Galance $507,583 ($1.118,780) 1$1.883.434) $607,304
Ending Flmd Balance ($1.118,780) 1$1.883.434} $607,304 $636.218
:2004-05** 2005--06* * 2006-07** 2007..o8"*:~
S82,734,410 579.227,383 S76,590.697 572,963,814
582,734.4~O 584.105,270 $85,446,302 586,508,860
$0 1$4.877 .887) ($8.855,605) ($13,545,046)
$636.218 $636,218 ($4.241,669) ($13,097.274)
$636.218 ($4.241.669) ($13,097.274) ($26.642,320)
;2Q03..o4 *
..eel ~*Proposp.d
S Rve Year Financial Projection.
MOllrlds View Public Schools
These projections reflect:
A projected enrollment decline.
No increase in state aid.
August 2004
Revenue received from the
voter-approved levy effective
2004-05 and beyond,
Inflationary increases of 2.5 percent
in tiscal year 2004 and beyond.
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~ Mounds View
('?'If PUBLIC SCHOOLS
Criteria
for closing schools and repurposing buildings scenarios
September 3. 2004
BACKGROUND
Like many districts around the state, enrollment is declining for Mounds View Public Schools.
Projections indicate the District will lose 2,000 students over the next 10 years. In our district, the
reason is a low birth rate and families that remain settled in their homes. In the meantime,
competition for students continues to increase.
lil an effort to protect the excellence of our schools, preserve small class sizes and in response to
declining enrollment, the School Board is considering repurposing buildings with a goal of saving
at least $1 million, The Board has committed to making a final decision by December 14, 2004.
following an extensive public engagement process.
A set of criteria will be used to develop scenarios for specific building repurposing, Before
specific scenarios are developed and considered, the Board invites the community to evaluate the
following proposed criteria.
PROPOSED CRITERIA (in no particular order)
"To detennine specific school closings and rcpurposing scenarios,
the School Board should consider. , ."
I, The neighborhood cohesiveness of school attendance areas,
2, The gcographical balance, diversity and demographic balance of all scliools with the
District boundaries.
3, The impact of changes on the present school feeder system,
4, The potential savings achieved by repurposing the buildings and relocating programs from
leased spaces into District buildings.
5, The ability to deliver a comprehensive program,
6, The opportunities afforded to students as a result of reconfiguring school attendance areas,
7. The age and condition ofhuildings,
8. The future adaptability and l1exibility of the buildmgs.
9. The repurposing costs necessary to rclocate people and programs mto the buildmgs.
10. The transportation costs associated WIth busing relocated students.
1. Neighborhood cohesiveness
FACTS
The District's present attendance areas have been
unchanged for 14 years, and the current grade
configuration of K-5, 6-8, 9-12 has been in place
since 1990.
^ demographer has divided the District into 64
attendance area sub units. These sub units could be
used to change attendance areas without disrupting
logically defined neighborhoods (such as dividing
boundaries down the middle of a street).
Applications for intra-district transfers are approved
on a space-available basis only and can be granted
for the following reasons:
. Intent to change residency
. Daycare
. Siblings
. Employee request
. A compelling educa!!~nal reason
<'
,
.
CONSIDERATIONS
After a boundary change, Mlhat percent of the
school" s students would be required to attend a new
school in 20OS-2006O
.
.
.
.
.
2. Geographical halance, diversity and demographie balance
FACTS CONSIDERATIONS
35\V divides the District into an east side and west \Vhat changes in racial and socio-economic
side. diversity can be expected in the renlaining schools?
Demographic srudies show that east side schools
have:
.
A more stable resident population.
Fewer students and a greater rate of
projected enrollment decline than \vest side
schools.
Less racial and socio-economic diversity
than west side schools.
Fewer students requiring free-and-reduced
lunch than west side schools.
.
.
.
Demographic studies show that west side schools
have:
.. A more mobile resident population.
. More students and a slower rate of
projected enrollment decline than east side
schools.
.. 1v1ore racial and socio-economic diversity
than cast side schools.
. More students requiring free-and-rcJuced
lunch than east side schools.
In two years (2006), lronda!e High School is
expected to have a larger emollment than Mounds
View High School.
The federal No Child Left Behind act requires the
District to meet proficiency levels for all students
including those with limited English proficiency,
special education students and those who qualify for
free/reduced lunch.
Can the remaining schools accommodate expected
changes in future housing developments?
What challenges will the remaining schools face in
meeting the requirements of the federal No Child
Left Behind act?
3. School feeder system
FACTS
1l1C District's present feeder system has been
unchanged for 14 years.
In two years (2006), lrondale High School is
expected to have a larger emollment than 1\.1ounds
View High Schuol.
CONSIDERATIONS
What percent of students would be affected by a
change in the educational path of the feeder system?
What kind of enrollment balance is achieved in'the
secondary schools?
4. Potential saviugs
FACTS
School buildings will be repurposcd, not closed or
sold.
The estimated savings realized by closing a school
program and repurposing the building is $300.000-
$400,000. This considers the expenses necessary to
repurpose buildings (relocating staff, moving
expenses, etc.)
The savings are realized through reductions in
school administration, office staff, clerks,
custodians, support staff and some utilities. Yet, the
levels of staffmg will IDeet the class size ranges
established annually by the School Board and will
accommodate the optimal school size of 600
students established by the School Board,
The savings are not a one-time savings. They are
realized annually.
Moving programs currently housed in leased spaces
into school facilities also allows the District to
discontinue several leases for which taxes arc
presently levied.
S. Comprehensive program
FACTS
U --..-...
Protecting the excellence by delivering the same
level o.r co. .n.1Prehen. .stve educational progranuning
rcquir~s a?~uate space, revenue and staffing.
6. Opportunities afforded
FACTS
By closing schools and redirecting resources to the
remaining schools, the District will work to protect
the excellence and support plans for long-term
growth.
CONSIDERATIONS
\Vill the remaining schools have sufficient resources
to provide acceptable leveJs of support staff service?
.
.
CONSIDERATIONS
After school closings, can the District protect the
excellence of the remaining schools?
CONSIDERATIONS
\Vhat kind of new educational, co-curricular and
social opportunities would students at the remaining
schools experience as a result of new students
attending from different neighborhoods?
.
.
.
.
7. Age and condition
FACTS
The average age of school buildings is 30 years old.
All buildings have received substantial construction
renovations making them safer, cleaner and more
flexible,
All buildings require ongoing facility maintenance
efforts. Many require roof repair, etc,
Local engineering professionals afe volunteering to
develoD a building condition evaluation system.
8. Adaptability and flexibility
FACTS
Considering revenue and staffing issues, the School
Board has dctcnnincd an optimal size for
elementary schools is 600 students.
The number of teaching positions in a school affects
the number of classrooms necessary.
As usual, teaching and support staff positions will
be reduced in proportion to the rate and scope of
declining enrollment and to levels that meet the
class size ranges established annually by the School
Board.
Projections indicate the District v..rilllose 2,000
students over the next 10 years.
The class 0[2007 (this year's sophomore class) is
the largest class the District will experience for
many years.
9. Repurposing costs
FACTS
School buildings will be repurposed, not closed or
sold.
Short-term expenses will include moving fees,
technology accommodations and retrofitting
expenses such as providing the required number and
types of rcstrooms, adequate office spaces and
adequate classroom spaces. Long~tcrm expenses
will include deferred maintenance, etc.
The specialized programs currently located in leased
spaces \vi11 require special physical
accormnodations.
CONSIDERATIONS
Does the building' 5 age or condition present
concerns making it not sui,table or desirable for
long-term school use?
Can necessary fuhlre repairs, deferred ma,intenance
or improvements be made efficiently?
CONSIDERATIONS
How many classrooms are in the building, and how
many aTe currently vacant?
Can the building be adapted to accommodate more
classrooms iffumre revenue makes it possible to
lower class sizes and to offer more class sections?
Can the building adapt to both short-term and loug-
range enrollment projections?
Does the building currently house any District-wide
programs (ECFE. etc.)? Could the building house
these programs in the future?
How much space do the District-wide programs and
the District Service Center require?
CONSlDERA TIONS
Does the building require significant expenses
associated with repurposing 1t?
Can the building be repurposed in a timely rnarmer?
10. Transportation costs
FACTS
Fewer schools wil~ create:
. New attendance areas
. Mme students living two nllles or more
from school who qualify for free bus
servlce.
. Fewer srudents who live within two miles
of school who cunently pay a bus fee,
. Longer bus routes.
. Possibl ' more buses needed.
CONSlDERA nONS
How will the school's new attendance a;~as affect I
transportation expenses?
Could transportation expense issues prompt neV'l
school start and end times for the school?
.
.
.
.
r
.
.
.
~MoundsView
~ ~llLlC SCHOOLS
Why close schools and repurpose buildings?
Frequently asked questions (F AQs) about closing schools and repurposing
buildings S'p"mba], 2004
Why are you closillg schools?
Like many suburban districts, Mounds View is experiencing declining enrollment that will
decline faster in the next 10 years than in the previous 10 years, By 2014, the District will have
2,000 fewer students, As enrollment declines, so does the revenue it takes to provide a
comprehensive program for the students in our schools. As revenue declines, our fixed expenses
continue to rise with inflation, while state funding remains flat. By closing schools and
repurposing the buildings. the District can protect the excellence in the remaining schools more
easily and can use its facilities more efficiently,
WOIl 'tfuture developmellts like Ihe TeAAP lalld ill Ardell Hills brillg us more studellls?
Wc don't expect a significant number of students coming from new developmcnts in the next 10
years.
Didu't the markelillg alld enrollmellt efforts illcrease ellrollmellf?
Marketing efforts alone are not expected to reverse the natural decrease we expect. Marketing our
schools in a competitive marketplace can playa key role in helping to slow the rate of the decline,
This year, the District accepted 123 ncw non-resident students and added two additional
kindergarten scctions, Thc District also expects to havc retained more resident students as well.
Didn 'ttlie successfilllevy ensure Ihat all schools would remaill opell?
No. The School Board promiscd that a successful levy would keep all schools open for the 2004-
05 school year. If the levy had failed, school closings would have occurred as early as 2004-05, In
several communications, the Board stated that future closings would be dictated by future
cnrollment and class sizes desired,
Why wasn'l declilling ellrollment predicted earlier?
For much of the 1990s. our enrollment was flat and very reliable. The first sign of a significant
trend in declining enrollment occurred in about 2001 after about three consecutive years of
declines in the 1005. This first sign of a true trcnd occUlTed severa] years after our bond
construction efforts began,
Why did cOllstruction cOlltinue ifschools may be closing?
It was to the District's benefit to opgrade the health and safety of every building bccause the
District plans to use each of its 13 traditional school buildings in some way, There are no plans to
sell any facilities. Bccause the average age of our schools is 30 years old, each site will continue
to benefit from the upgrades and renovations,
What does repurpose meall?
Repurposing schools means the District won't close a school and then sell it or mothball I!. We
plan to keep all of our buildings in use, The District has 13 tradItional school sites: eight
elementary schools, three middle schools and two high schools, We have many programs
currently located in leased space that can be brought into school buildings. Relocating thcm into
open spaces increases our efficiencies,
lIow much mOlley is saved by repurposillg a school?
The estimated savings realized by closing a school program and repurposmg the building is
$300,000 - $500,000. This considers the expenses necessary to rcpurpose buildings (relocating
staff, moving expenses, etc.) The savings are realized through reductions in some school
administration, office staff, clerks, custodians. support staff and some utilities,
If your goal is to save $1 millioll through repllrposillg, how wil/'the other $3 millioll ill
reductiolls be foulld?
We project a sliortfall of$4 million for 2005-06. Only a quarter of these necessary reductions will
come from repurposing, The remaining balance will likely come from addItional reductions and
revenue enhancements. Like our recent budget years, this winter the District plans to ask the
community for help in identifying ways to reduce our budge!.
Could any school be closed?
Currently, there is no scenario that targets specific schools for rcpurposing. The trend of declining
enrollment is most evident in the elementary schools, In clemental)' schools, a population of 550-
650 students per school would generate enough revenue to cover the costs of instmctional and
non-instructional support staff. Currently only three of the eight elementary schools have
enrollments in this range.
Once schools are repurposed, call families choose which school they wish to attend?
When schools are repurposed, new attendance areas will be drawn affecting each schooL As we
have allowed in the past, any family may apply to attend a school outside of their attendance area,
Applications for intra-district transfers are approved on a space-available basis only and can be
granted for the following reasons:
. Intent to change residency
. Daycare
. Siblings
. Employee request
. A compelling educational reason
Are YOII closing schools so YOII call relocate employees from the District Service Center?
No. Schools would be repurposed to more efficiently accommodate our declining number of
students, The District ServIce Center (DSC) is an aging building that has become too costly to
repair and maintain. The DSC is in the process of being sold, and the employees there will be
relocated, just like other programs in leased spaces will be relocated into repurposed buildings.
What happells ifyoII close schools alld overall ellrollmellt goes up?
We may be able to slow the rate of declining enrollment, but an overall increase in enrollment is
unexpected - primarily because of the decline in the Ramsey County birth rate, If overall
enrollment continually Increases in the near future, the District can reconsider how to use its
repurposed facil,tie,. This 1S the advantage of keeping our buildings for District use, and not
seHing our schools.
I
.
.
.
.
.
.
How will closings affect class sizes?
Although students would attend elementary schools closer in size to 600 students, this does not
necessarily mean class sizes would increase as a result of school clo,sings. Class sizes are
determined by ranges set annually by the School Board based on revenue available to hire
teachers to staff classrooms.
How will closings affect transportation?
More students may end up living farther from school and will be eligible for tree transportation,
State law says busing is free if the student lives two miles or more tram school.
When was the last time you closed sehools?
In 1982, the District closed four schools: Ralph Reeder Elementary School, Red Oak Elementary
School, Johanna Jr. High and Edgewood Jr. High,
Are other metro districts closing sehools?
Several school districts have closed schools or are considering school closings as a way to
address the challenge of fewer students. North St. Paul, White Bear Lake and St. Paul have closed
schools recently, and Minneapolis, mver Grove Heights and Robbinsdale are considering closings
in the near future.
e
e
.
~
~~HILLS
MEMORANDUM
DATE:
AGENDA ITEM: 2D
September 15,2004
TO: Mayor and City Council
FROM: Michelle Wolfe, City Administrator rvLM
SUBJECT: Capital Improvement Program (CIP)
BACKGROUND
We have had on-going discussions regarding the City of Arden Hills five-year Capital
Improvement Program (CIP). The CIP as a whole contains estimated budgets for upcoming
capital expenditures on a variety of projects and equipment. Within the CIP are categories such
as the Pavement Management Program, Vehicles and Equipment, Technology (computers, etc,),
and other Infrastructure and Construction projects. Typically a large focus is put on the
upcoming year, in order to ensure that the approved operating budget, tax levy, fee schedule, and
revenue estimates include the approved projects for that year,
In that light, we reviewed with you a proposed project list and associated budget figures for
2005, After the first budget review, we made some changes to thc 2005 project list to address
the discussion and direction provided. For example, we movcd thc SCADA project to a future
year. We also moved the painting of the water tower, leaving $30,000 for the testing of the
water tower.
As a result of the first budget review, we also proceeded with a utility rate study. In conducting
the study, the consultant used the most recent version of the proposed CIP that was available at
that time. As mentioned above, some changes have been made since that time. You will be
reviewing initial results of that study at the September 20, 2004 work session, The ultimate
outcome from that study will have an impact on the planning for the crp and future revisions are
likely for years 2006 and beyond,
DISCUSSION POINTS
As we work through the results and implementation ofthe utility rate study, additional work will
continue on the CIP. In the meantime, there are a few discussion points that we would like to
address at this time.
Page 2 of 3
2005 Proiects
e
Attached is a current draft version oftlle proposed CIP, For 2005 you will see a list of projects
as currently proposed by staff. We believe this reflects the most recent discussions with the City
Council. We would like to ensure that we are on target with this list illld continue preparation of
the 2005 budget consistent with the attached list. If there are any changes desired at this time we
could like to address them. The City Council recently authorized the preparation of the
feasibility report for the 2005 Pavement Management Program (Red Fox/Grey Fox). We expect
to request authorization in October to proceed with preparing plillls for the 2005 Lift Station
Project.
Countv Road E Bridge and Path/Sidewalk
One of the projects listed for 2005 is the sidewalk that would be constructed on the County Road
E Bridge and along the southern side of County Road E west of the bridge to Old 10. The
minutes from the August 23, 2004 work session note requested action as follows:
"City Council agf-eed to have this item placed on a future City Council meeting. The following
options will be given to the residents affected by this project:
1. 6 Foot Sidewalk with Two Foot Pavers; .a
2. 8 Foot Sidewalk. " .,
However, since that time I have had a number of requests to vary from that coursc of action,
Thesc requests have included having another neighborhood meeting and/or having additional
council discussion at a work session. I wanted to use the opportunity at this work session to
verify a course of action. Options include:
I. Hold another neighborhood meeting
2. Schedule additional work session discussion for the City Council
3. Proceed as directed at the August 23, 2004 work session
A fourth option I would like to propose is to proceed as determined at the August 23, 2004
meeting (i,e, schedule for a City Council agenda for action to be taken, send a letter to the
residents indicating the options currently being discussed by Council and inviting their comment
at the meeting), and invite the residents to an "open house" from 6:00-7:00 p.m. prior to the
regular Council meeting in order to review the color picture "renditions" of the options and ask
questions of the staff. The idea is to expedite the decision process while including additional
opportunity for neighbors to review the options and ask questions. However we proceed, we will
notify the neighbors using the same mailing list of the surrounding area that we have used for all
previous correspondence regarding this project.
2006 CIP
.
.
.
-
Page 3 of3
Staff does not want to proceed with too many more changes to the balance of the CI P until some
action is taken regarding utility rates. However, some time ago the Council indicated a desire to
begin neighborhood meetings for the Ridgewood/Siems Court area. The basis for this discussion
was that the neighborhood will be a very complex project and may require several subsequent
meetings. We wanted to allow enough time for the neighborhood process to take place, Given
that the project has been proposed for 2006, and has been contemplated in that year for some
time, it seemed that the neighborhood meetings should get underway soon, However, some
concern has been voiced that perhaps we should wait until the utility rate study is complete and
we can look more closely at the entire financial picture for the ClP, The implication being that
perhaps we will not be proceeding with the RidgewoodlSiems Court project in 2006, At this
time, the staff would like direction as to whether the City Council would like us to proceed with
neighborhood meetings or to hold off until a future date,
DIRECTION REQUESTED
1. Is there a consensus of comfort for the proposed 2005 ClP?
2. How would the City Council like staff to proceed with regards to County Road E
bridge and sidewalk?
3, How would the COlillcil like staff to proceed with regards to the 2006 Pavement
Management Program -- Ridgewood/Siems Court neighborhood?
Attaclunents: Current draft proposed ClP 2005-2009
MW
1,\Farth\Admin\City Administrator'llvlemo\20041,9-20~04 Work Session cip.doc
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~R~~~J-IILLS
MEMORANDUM
DATE:
September 15, 2004
ITEM:2E
TO: Mayor and Council
FROM: Michelle A. Wolle, City Administrator ~
SUBJECT: Civil Engineer Position
Backe:round
In March 2004, the City Council approved a job description for the position of Civil Engineer
and authorized staff to proceed with recruitment. However, before we could get started we
received a resignation notice from a department head-level position, which at the time left us
with two vacancies to fill on staff. We deferred the recruitment until such time that the Assistant
to the City Administrator position was filled. As you know, Schawn Johnson has been hired for
that position and is now on-board,
Discussion
We have an approved job description, salary range, and authorization to proceed,
Johnson has begun preliminary recruitment work, However, I wanted to review a
concepts with the City Council.
Schawn
few key
There is general agreement at the staff level that the addition of a ei viI engineer position would
be advantageous for the following reasons:
I. Customer Serviee - to have engineering expeliise in house would provide a higher level
of service to our residents.
2. Cost Savirigs (direct and indirect) - an in-house engineer would provide cost savings
opportunities since hislher time would be less expensive than a contract engineer. Some
of the savings would be direct. some would be in direct in the form of cost avoidance (if
not for having this position, we would have to contract for the work.)
3. Growing need - our need tin engineering assistance has been growing and wiH continue
to grow. The city has been undeliaking infrastructure improvement projects with the
pavement management program, and there have also been many utility-related projects in
recent years. The TCAAP redevelopment will greatly impact our needs for engineering
as~jstance_
Memo
City Council
Committees & Appointments
2
.
There are also benefits to continuing to contract engineering services. As outlined in the budget
presentation materials, there is a depth and variety of experience available when contracting with
a firm, The current engineering firm has a familiarity with the staff and community, However,
since the in-house position would not be able to perform all engineering functions, we would still
contract for some services and these advantages would still be available to us as needed,
It is important to remember that the benefits of the position can change year-to-year, depending
on the priorities we (staff and Council) set for the position and the types of projects that are
undertaken. For example, if we take a more customer-service approach, the cost savings will not
be as direct. If the goal is to enhance cost savings, then the focus will be on performing tasks
that are "billable". Obviously, there will be a mix of both, but how that balance is achieved can
vary depending on priorities and projects. In either case, it is believed that the benefits outweigh
the costs and that the addition of a civil engineer position would positive for the City of Arden
Hills.
To be very clear, I am not willing to guarantee that this will be a "break-even" position, lfthat is
the direction of the Council, we will be unable to assign work to this position unless it is an
assigmnent we can directly bill for, or something that we would otherwise have to bill our
contracting engineer. In addition, the type of work that can be done will be somewhat
dependent on the candidate we are able to recruit. Engineers can have different areas of
expertise and level of abilities. All of which can affect the workload that we can handle
intemally,
.
I also want to emphasize that the market for this position is very tough. I am not sure what kind
of candidate pool we will be able to tind with the salary range we've established. We may need
to revisit the expectations for the position or other topics such as salary depending on how our
recruitment process proceeds.
Direction ReQuested
Absent any changes desired by City Council, staff will proceed with recruitment as authorized
this past March.
\\EarthlAdmin\City Administrator\l'viemo'120031.09-15-04 Memo to Council RE Civil Engineer. doc
.