HomeMy WebLinkAbout2005-06-22 Handouts
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CITY OF CENTERVILLE
06/22/0512:57 PM
Page 1
*Check Summary Register@
Name
10100 MAIN STREET BANK
Paid Chk# 020341 ABDO, EICK & MEYER, llP
Paid Chk# 020342 ANOKA COUNTY PROPERTY
Paid Chk# 020343 ARNT CONSTRUCTION
Paid Chk# 020344 CINGULAR WIRELESS
Paid Chk# 020345 CONNEXUS ENERGY
aid Chk# 020346 DURABLE COMPONENT TECH
aid Chk# 020347 DURAFUN RECREATION
aid Chk# 020348 FORTIS BENEFITS
Paid Chk# 020349 KlM ENGINEERING INC.
Paid Chk# 020350 MEYER, JOHN
Paid Chk# 020351 MINNESOTA PIPE &
Paid Chk# 020352 NCPERS LIFE INSURANCE
Paid Chk# 020353 REHBEINS BLACK DIRT
Paid Chk# 020354 XCEl ENERGY
Paid Chk# 020355 DAVIES WATER EQUIP.
Paid Chk# 020356 SIMPLY SEAMLESS
Check Date
6122/2005
6/2212005
6122/2005
6/22/2005
6/22/2005
612212005
6122/2005
6122/2005
6122/2005
6122/2005
6/22/2005
6/22/2005
6/2212005
6/22/2005
6/22/2005
6122/2005
Total Checks
JUNE 2005
Check Am!
$16,980.98 YEAR END AUDIT FOR 12-31-04
$400.00 BOND FEES & BOND CERTIFICATION
$6,752.67 21ST AVE ST & STORM WATER IMPR
$213.98 CEll PHONES FOR pw. THRU 6-9-
$320.00 CHARGES FOR RADIO SERVICE FRO
$71.86 SAFTEY HATS
$5,938.43 SKATE PARK EQUIPMENT
$121.50 SHORT TERM DISABILITY INS.
$11,317.50 500,000 GAllON ELEVATED WATER
$101.57 REIMBURSE FOR MILEAGE
$5.00 HYDRANT Oil
$32.00 T. BENDER & J. MEYER LIFE INS
$25.00 BLACK DIRT FOR THE PARKS
$1,015.18 1880 MAIN STREET -SERVTHRU 6
$157.19 SUPPLIES
$1,450.00 CITY HAll GUTTERS
$44,902.86
.
,
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1880 9riain Street. Centervi([e, 9r'l.:N 5.5038
651-429-3232 or Pa:.:( 651-429-8629
June 17,2005
Dear Mayor and Council
I am attaching the cost breakdown of the technology improvements to implement GIS
(Geographic Information System) and Laserfiche Document Imaging and Records
Management.
The City has budged $25,000 in capital improvements for computer improvements for
2005 in the General Fund. That amount together with a contribution from each of the
utility funds will provide the money needed to complete the recommended project. I am
suggesting that we do additional work in 2006 which will be primarily adding the Web
access portion ofLaserfiche and purchasing the ortho-photography and topography maps
from Lino Lakes. If we did nothing beyond what is proposed for 2005, we would have a
very good system, but the Web feature would be especially useful.
We will need to budget for the support and software maintenance in the future and would
budget some additional part-time hours for scanning in archive records.
The staff is united in recommending that we proceed with this project. The benefits are
many, but will include better management and access to city records. The information
will be readily available to more people, and thus we will be less dependent upon one or
two people who may be the only ones that know where certain information is located.
This will especially useful as employees come and go in the future. An additional benefit
will be that the server will be upgraded now, those costs would have been necessary in a
couple of years anyway. I look forward to discussing this further at the work session next
Wednesday, at 5:50 p.m.
Dallas Larson, Administrator
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Price Quote
Part # Oeseri lion
SOFTWARE
Price
01
2250.00 1
550.00 2
330.00 4
100.00 2
80.00 6
495.00 1
165.00 1
2495.00 1
495.00 1
495.00 1
Software Total
lFS10
lFF
lFR
lFPS
lFPM
lFQF
lFQF-l
lFQF-3
lFQF-S
lFQF-12
Laserfiche Team Server MSDE
laserfiche Full User
Laserfiche Retrieval User
Laserfiche 8M shot
Laserfiche Email lu -in
Laserfiche QuickFields
Laserfiche ScanConnect
Laserfiche QuickFieJds Zone OCR
Laserfiche QuickFields Real Time Looku
laserfiche Pattern Matchin
_!P.J~~l!-
Tolal
$2,250.00
$1,100.00
$1,320.00
$200.00
$480.00
$495.00
$165.00
$2,495.00
$495.00
$495.00
$9,495.00
'Y<-<>.-o^ I
* Price does not include state sales tax
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21
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Price Quote
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Part # Descriotion Price Qtv Total
SOFTWARE
LF97840 Laserfiche Plus Pluain 3795.00 I 1 $3,795.00
LF97830 Laserfiche Weblink 7995.00 I 1 $7,995.00
Software Total $11,790.00
I
TECHNICAL SUPPORT and MAINTENANCE
LF9784Qub Laserfiche Plus Plunin Annual Maintenance 1590.00 I 1 $1,590.00
LF97830ub Laserfiche Weblink Annual Maintenance 1590.00 I 1 $1,590.00
SUDDort Total $3,180.00
I
GRAND TOTAL $14,970.00'
* Price does not include state sales tax
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21
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SEH
June 13,2005
RE: City ofCenterville
Data View'"' Implementation
SEHNo. P-CENMN0501.00
Mayor Mary Capra and Council Persons
Attn: Dallas Larson, City Administrator
1880 Main St
CenterviIIe, MN 55038
Dear Mayor and Council:
Short Elliott Hendrickson Inc. (SEH"') is pleased to submit this proposal to provide Data View'"'
Implementation, Training and Support to City Staff.
Project Scope
We understand the City's desire to have better access to parcel, zoning and utility data. Therefore, it is our
suggestion that the City consider the following Scope of Services to incorporate City data into Data View"".
1. Anoka County Tax Parcel data. Obtain and incorporate the County tax parcel shape files for the City
ofCenterville. These files are updated by Anoka County Surveyor's Office, and delivered to the City
on a quarterly basis. This information will also be linked to an extract of the County Taxation
Database. (Layer I of5 included in cost of DataView)
2. Digital Ortho Photos. Incorporate available color FSA (2003) photography, and replace with new
Anoka County 2005 aerials as they become available. (Adding aerial is 2 of 5 layers included in cost
of Data View)
3. City-wide Zoning map. SEH will convert the current AutoCAD zoning map into DataView,m ($500)
and add as a layer to Data View (layer 3 of 5 included with Data View).
4. National Wetland data. Download and add data layer (layer 4 of5 included in cost of DataView).
5. City Subdivision Develop subdivision layer and add to DataView "" (layer 5 of 5 included in cost of
DataView).
6. Overall City BaseMap. SEH will align the current AutoCAD BaseMap (which is in assumed
coordinates) to fit with the NAD83 Anoka County parcel shapefile. This task will involve moving or
incorporating multiple digital files in oue seamless enviromnent. ($1,800)
7. City-wide Utilities (sanitary, water, and drainage systems). SEH will convert the AutoCAD utility
layers into GIS shapefiles and add as layers to DataView. We will attribute by the pipe sizes and
!D's as they appear in the current AutoCAD file. We also have budgeted eight hours for updating
utilities that are not on the existing BaseMap. ($4,800)
Short Elliott HeDdrickson Inc., 3535 Vadnais Center Drive, St. Paul, MN 55110-5196
SEH is an equal opportunity employer I """.sebine.eom 1651.490.2000 1800.325.2055[651.490.2150 fax
Mayor Mary Capra and Council Persons
June 13, 2005
Page 2
8. Trails/Parks/Restrooms. SEH will convert the AutoCAD parks and trails information and add as
layers to DataView. ($750)
9. DataView,m. Deliver the above data sets in DataView"", an easy to use product that SEH has
developed using industry standard technologies. ($1,750 (discounted from $2,500))
10. Training. Provide two-hour Data View" training course. ($250)
II. Technical Support. Provided on an hourly basis at $90 per hour. Estimated 8 hours annually.
Benefits
The project deliverables will have the following benefits:
I. Data View Plus,m will be loaded on the City's data server and the application will be installed initially
on 5 City staff computers, to give access to all staff computers within City.
2. Mailing labels can be prepared with a 300-foot buffer for rezoning notices, or other public notices, in
less than 5 minutes. This is a significant time saver and also adds accuracy to the process.
3. Staffwill have ready access to utility locations.
4. Data View Plus" will add attribute editing functionality, allowing staff the ability to easily update
attribute information within the system.
5. DataView utility layers will contain fields for year built, material, size, and as-built number. These
fields can be populated by City staff or an intern as the city has the man power or funds available.
6. SEH recommends updates to the utilities on an annual basis, unless other City needs determine the
data be updated more often than once a year.
7. SEH can place additional layers of information into DataView as the need arises or the information
becomes available to the City at an hourly rate.
8. SEH will provide the City with a disk of their current AutoCAD files, moved to the new parcel base.
It is recommended that the City share these files with all consultants updating City Maps or creating
new data.
Costs
The cost to provide our services for Tasks 1-9 outlined in our Project Scope if $9,350.00. This cost is an
estimate on an hourly contract.
Future Consideration
Anoka County contracted with Mark Hurd to conduct a new aerial flight in the spring of 2005, which would
be available for purchase in early August 2005. It is believed the price for the aerial photos will be $100 per
square mile. In addition, by collaborating with the City of Lino Lakes for development of 2' contours, the
City of Centerville would have access to those contours for its City at minimal investment.
Scanned Record Drawings. It is assumed that the City has as-built record drawings of utility projects. We
understand the City will contract to index and scan each of these sheets. An attribute (the name of the
scarmed image) can be placed in the sanitary or water data sets to allow easy retrieval of the image in
DataView,m. (Cost to add to DataView can be determined once we know the number of as-built record
drawings).
Mayor Mary Capra and Council Persons
June 13, 2005
Page 3
Schedule
We estimate that Tasks 1-9 can be completed in four to five weeks.
If you have any questions, please do not hesitate to contact us at 1.800.325.2055.
Sincerely,
SHORT ELLIOTT HENDRICKSON INC.
f~>1~
Rebecca Blue
GIS Operations Manager
sll
c:\docurneats and settings\rblue.sehinc'my documents\my documents\propasals\ccntervillc2.doc
Accepted on this
day of
,2005
City of CentervilIe, Minnesota
By:
Title:
1_
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PowerEdge 2850
*C'N'..'ill_;Q)j:Siity...~,..
jt~~rn ":'''"''" ......
The PowerEdge 2850 is a rack optimized general purpose server designed to
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$7,515.78
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Configuration Details
Date
5/11/2005 12:27 PM
Catalog Number
PowerEdge 2850
84 Retail RC956882
Inte/@ Xeon ™ Processor at2.8GHzl1 MB Cache, 800MHz FE
28528 - [221-5962 I
http://premierconfig.dell.comlconfig/config.aspx?c=&ci= WI 096&customer _id=RC95688... 5/11/2005
Premier.Dell.com - Client & Enterprise Solutions, Software, Peripherals, Services - State .., Page 2 00
Additional Processor
Intel@ Xeon ™ Processor at 3.6GHzJ1 MB Cache, 800MHz F>
2P36-[311-3945 ]
Memory
2GB DDR2 400MHz (4X512MB), Single Ranked DIMMs
2G4D4S -[311-3591 ]
Hard Drive Configuration
Drives attached to embedded PERC4ei, RAID 1, 2 Drives ree
MR1 - [341-1354 ]
Hard Drive Backplane
1x6 Hard Drive Backplane,PE2850
1X6BKPL-[311-4282 )
Primary Controller
Embedded RAID (ROM B) - PERC4ei (Embedded Integrated)
ROMB - [341-1506 ]
Primary Hard Drive
73GB 10K RPM Ultra 320 SCSI Hard Drive
73G103 - [341-1305 ]
2nd Hard Drive
73GB 10K RPM Ultra 320 SCSI Hard Drive
73G103 - [341-1305 ]
3rd Hard Drive
73GB 10K RPM Ultra 320 SCSI Hard Drive
73G103 -[341-1305 )
Tape Backup
PowerVault 100T, DAT72, 36/72GB, Internal Tape Backup U
wlOnboard SCSI
DAT72NC-[341-1371 ]
Tape Backup Software
Veritas Backup Exec SBS - Small Business Server - Protectil
VBESBS -[420-5217 ]
Tape Backup Media
DAT72 , Formatted Tape Media Cartridge, 5 Pack
5PKDAT7 - [341-0752 J
Riser Card
Riser with PCI-X Support and Embedded Raid (ROMB) Supr
ROMBPCX - [320-3977 ]
Network Adapter
Dual On-Board NICs
OBNICS - [430-8991 ]
Chassis Configuration
Rack Chassis wlRapid Rails for Dell, HPQ or other Square H
Racks, PE2850
RPDRAIL -(310-5462 ]
Operating System
Windows 2003 Server, Standard Edition with 5 Client licenSE
IN'2K3SVR - [420-4042 J
Documentation
Electronic Documentation and OpenManage CD Kit
EDOCS-[310-5474)
Bezel
Active ID Bezel Option
BEZEL - [313-2693 ]
Power Supply
Redundant Power Supply With Dual Cords (No Y Cord)
RPSNY - [ 310-5463 )
Remote Management
Dell Remote Access Card, 4th Generation for PowerEdge
DRAC4 - [313-2695 )
CD/DVD Drive
24X IDE CD-RW/DVD ROM Drive far PowerEdge Servers, A
CDRWDVD - [313-2692 J
Floppy Drive
1.44MB Floppy Drive
FD - [341-1308 ]
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Monitor
No Monitor Option
N . [320-0058 ]
Keyboard
Standard Windows Keyboard,Gray
s -1310-1676 ]
Mouse
Logitech PS/2 2-button Mouse with Scroll
L2M - [31OM05 ]
Hardware Support Services
3Yr GOLD Support, 4Hr Onsite, SIW Support, TAM Service
GOLD4U - [310-3785902-3262902-4600902-7352950-0117970-0237
Installation Support Services
No Installation Assessment
NOINSTl- [900-9997 ]
Keep Your Hard Drive
Keep Your Hard Drive, 3 Year
KYHD3Y - [960-2578 ]
PowerEdge 2850
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j~;:;~;1 . .
The PowerEdge 2850 is a rack optimized general purpose server designed to
deliver new levels of performance while maintaining the availability and
expandability features that customers expect to find in a 2U rack optimized,
dual processor server. Features include dual Xeon processors, up to 16GB of
RAM, hot plug redundant power (optional), dual-channel embedded RAID
(opUonal), and embedded remote management (optional).
$7,515.78
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Dallas Larson
From: olsales@gateway.com
Sent: Wednesday, May 11, 200512:54 PM
To: dlarson@centervillemn.com
Subject: Gateway PC Deal from Dallas Larson
Greetings!
Dallas Larson was visiting the Gateway.com website and requested that we send you this quote for a
Gateway Pc.
Quote Number: 1673680
Quote Good Through: 6/10/2005
System Name: Gateway 9515
Unit Price:* $1399
Configured Price:* $7608
Quantity: 1
Sub Total: $7608
*Prices do not include shipping and handling and any applicable (taxes).
System Details:
Special Offer: $150 instant savings (limited time promotion) ........[ -US$150.00]
Operating System: Microsoft@ Windows@ Server 2003 Standard Edition with 5-CAL pack ........
[ +US$799.00]
Server Management: Gateway Systems Manager
Chassis Type: 2U rack-optimized chassis
First Expansion Slot Riser: Three Low-Profile with three PCI-X expansion slots (100/66/66)
Second Expansion Slots Riser (Choose One): Full-height Riser with two (133MHz) PCI-X and one
(lOOMHz) PCI-X slots ........[ +US$99.00]
Processor: (I) Intel@3.6GHzXeon™w/ 800MHz FSB and 1MB L2 Cache .......[ +US$600.00]
Memory: 2GB 400-MHz DDR2 ECC SDRAM (4x512MB modules) Dual Rank ........
[ +US$440.00]
Hard Drive: (Tota13) 73GB Ultra320 SCSI SCA 10K rpm hot swappable hard drives ........
[ +US$598.00]
Tape Backup Unit: 36/72GB SCSI DAT-72 TBU with 1 media tape and 1 cleaning cartridge ........
[ +US$659.00]
Tapes: Five DDS-4 tape cartridges ........[ +US$175.00]
Tape Backup Software: Veritas Backup Exec v9.l SBS 2003 Standard Edition .......[ +US$349.00]
Standard Disk Controller: Integrated dual charmel Ultra320 SCSI with 1 internal and 1 external
connector (supports embedded RAID 0/1)
Controller Card: LSI 20320R Ultra320 SCSI controller card (low profile) ........[ +US$189.00]
RAID Card: LSI MegaRAID U320-2 two-charme! Ultra320 SCSI RAID controller with 128MB
cache ($200 instant savings -limited time promotion) .......[ +US$399.00]
RAID Level: Controller RAID Level 5 (Striping with Parity - requires minimum 00 drives and
RAID card)
Floppy Drive: 3.5" 1.44MB diskette drive ........[ +US$30.00]
Optical Drive: 8X DVD/24X CD-RW ........[ +US$69.00]
Extended and On-site Service Programs: 3Yr parts, labor, 3Yr/4 hour on-site 7X24, 3Yr HW tech
5/11/2005
Page 2 of2
support ........[ +US$520.00]
Gateway Enterprise Products Guarantee: If for any reason you aren't completely satisfied with
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Keep Your Hard Drive Program: 3 Yr. Keep Your Hard Drive plan (requires 3 Yr. or greater
warranty) ........[ +US$149.00]
Video: Integrated PCI Graphics - 8MB
High Availability Kit: 9515 High Availability Kit (2nd 700W hot-swap power supply, 4 additional
fans, and monitoring capability) ........[ +US$449.00]
Modem: Low Profile 56K Controller Based Internet / Fax Modem ........[ +DS$69.00]
Network Card: (2) Marvel Dual Port PCle (x4) GbE Ethernet Adapter ........[ +DS$298.00]
Server Installation Suite: Deployment services available, please contact your sales person for
custom pricing
1\dditiqnal Ve.dtas Options: Veritas Backup Exec v9.l Windows SBS Remote Agent CAL - 1
_;{ ....,~,:""_,.. ...;' .;:_", " _'0 _,...~." ~ .
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Rack Accessories: Tool-less slide rails and Cable Management Ann (CMA) (1533697) ........
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Product Overview
'f!!!JJ"
SMC TigerSwitch 10/100/1000 24-port Managed
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Product 10
CDW Part: 416661
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Usually Ships: 6 Same Day
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Main Features
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The power of 48Gbps in a lRU box
---.~----~
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roduct Pricing
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Product Overview
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Product 10
---,~_..,.
COW Part: 522383
Mfg. Part: 3C2000- T
UNSPSC: 43201404
-----------."---.....--, "
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. lO/lOO/lOOOBASE-T (RJ-45) Fast Ethernet PCI Network Interface
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Page 1 of2
c
800.581.4239
"~Product Pricing
<Fl
scorn
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Product Overview
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Insight -
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Inslght
i-SOD-INSIGHT
print I close
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Product Information
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Tech Specs
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Product Overview
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APe 4 Post Open Frame Rack Threaded Holes
Product 10
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CDW Part: 482171
Mfg. Part: AR204
UNSPSC: 24102001
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. overview1spec~'
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800.581.4239
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Product Overview
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MiddleAtlantic Middle Atlantic KDB rack shelf
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Product ID
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6/17/2005
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
ANNUAL FINANCIAL REPORT
YEAR ENDED
DECEMBER 31, 2004
CITY OF CENTERVILLE, MINNESOTA
TABLE OF CONTENTS
DECEMBER 31, 2004
I. INTRODUCTORY SECTION
Elected and Appointed Officials
II. FINANCIAL SECTION
Independent Auditor's Report
Management's Discussion and Analysis
Basic Financial Statemeuts
Government-wide Financial Statements
Statement of Net Assets
Statement of Activities
FundFinanci~Starements
Governmental Funds
Balance Sheet
Reconciliation of the
Balance Sheet to the Statement of Net Assets
Statement of Revenues, Expenditures and Changes in Fund Balances (Deficits)
Reconciliation of the
Statement of Revenues, Expenditures, and Changes in Fund B~ances (Deficits)
to the Statement of Activities
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances -
Budget and Actual
Proprietary Funds
Statement of Net Assets
Statement of Revenues, Expenses and Changes in Fund Net Assets
Statement of Cash Flows
Notes to Financial Statements
Combining and Individual Fund Statements and Schedules
Nonmajor Governmental Funds
Combining Balance Sheet
Combining Statement of Revenues, Expenditures and Changes in Fund Balances (Deficits)
Genem Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances -
Budget and Actual
Debt Service Fund
Combining Balance Sheet
Combining Statement of Revenues, Expenditures and Changes in Fund Balances (Deficits)
Tax and Special Assessment Levies and Collections
III. OTHER REPORT
Report on Minnesota Legal Compliance
Schedule of Findings
Page No.
2-3
I-XI
4
5-6
7-8
9
1O-1l
12
13
14
15
16 -17
18 -34
35 - 37
38 -40
41-44
45 -46
47 -48
49
50
51
INTRODUCTORY SECTION
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31, 2004
Name
Terry Sweeney
Linda Broussard Vickers
Mary Capra
JeffPaar
Tom Lee
Dallas Larson
Teresa Bender
John Meyer
CITY OF CENTERVILLE, MINNESOTA
ELECTED AND APPOINTED OFFICIALS
DECEMBER 31, 2004
ELECTED
Title
Term Expires
Mayor
Council Member
Council Member
Council Member
Council Member
12/31/04
12/31/04
12/31/04
12/31/04
12/31/04
APPOINTED
City Administrator
City Clerk
Finance Director
appointed April, 2005
-1-
FINANCIAL SECTION
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31, 2004
Grandview Square
5201 Eden Avenue
Suite 370
Edina, MN 55436
INDEPENDENT AUDITOR'S REPORT
Honorable Mayor and Council
City ofCenterville, Minnesota
We have audited the accompanying fmancia! statements of the governmental activities, the business-type activities, each major
fund, and the aggregate remaining fund information of the City ofCentervi\1e, Minnesota (the City), as of and for the year ended
December 31, 2004, wmch collectively comprise the City's basic fmancial statements as listed in the table of contents. These
financial statements are the responsibility of the City's management. Our responsibility is to express opinions on these fmancial
statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those
standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are
free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in
the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by
management, as well as evaluating the overall fmancial statement presentation. We believe that our audit provides a reasonable
basis for our opinions.
In our opinion, the fmancial statements referred to above present fairly, in all material respects, the respective financial position of
the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the
City as of December 31, 2004, and the respective changes in financial position and cash flows, where applicable, thereoffor the
year then ended in confonnity with accounting principles generally accepted in the United States of America.
The management's discussion and analysis on pages I through XI is not a required part of the basic fmancial statements but is
supplementary information required by accounting principles generally accepted in the United States of America. We have
applied certain limited procedures, wmch consisted principally of inquiries of management regarding the methods of
measurement and presentation of the reqnired supplementary information. However, we did not audit the information and express
no opinion on it.
952.835.9090 . Fax 952.835.3261
www.aemcpa~.com
Page Two
Our audit was conducted for the purpose offonning opinions on the financial statements that collectively comprise the City's
basic fmancial statements. The combining and iodividual fund statements and schedules are presented for purposes of additional
analysis and are not a required part of the basic fmancial statements. The combioiog and iodividual nomnajor fund statements
and schedules have been subjected to the auditiog procedures applied io the audit of the basic fmancial statements and, io our
opinion, are fairly stated io all material respects io relation to the basic financial statements taken as a whole.
Apri120, 2005
Mioneapolis, Mionesota
Obk,~~m~JLLP
ABDO, EICK & MEYERS, LLP
Certified Public Accountants
952.835.9090 . Fax 952.835.3261
www.aemcpas.com
tervi{{e
1880 :Main Street. Centerviffe, :M'N 55038
'Esta61~4ia{ 1SS7
(651) 429-3232 . 'FtL>C(651) 429-8629
Management's Discussion and Analysis
As management of the City ofCenterville, Minnesota, (the City), we offer readers of the City's [mancial statements this narrative
overview and analysis of the financial activities of the City for the fiscal year ended December 31, 2004. This is the first year of
implementation of GASB Statement No. 34 for the City and some comparative data is not available.
Financial Highlights
The assets of the City exceeded its liabilities at the close of the most recent fiscal year by $18,498,850 (net assets). Of this
amount, $6,200,404 (unrestricted net assets) may be used to meet the City's ongoing obligations to citizens and creditors.
. The City's total net assets increased by $2,779,378.
. As ofthe close of the current fiscal year, the City's governmental funds reported combined ending fund balances of
$5,665,554 an increase of$703,165 in comparison with the prior year. Approximately 22.9 percent of this total amount,
$1,297,956, is available for spending at the City's discretion, but bas been designated for specific purposes.
. At the end of the current fiscal year, unreserved fund balance for the General fund was $1,297,956, or 69.1 percent of
total General fund expenditures. While these funds are not legally reserved, they are designated for future purposes.
. The City's total debt increased by $2,345,000, 62 percent during the current fiscal year. The key factor in this increase
was the issuance of $2,980,000 in bonds.
Overview of the Financial Statements
This discussion and analysis is intended to serve as an introduction to the City's basic [mancial statements. The City's basic
financial statements comprise three components: I) goverrunent-wide financial statements, 2) fund financial statements, and 3)
notes to the financial statements. This report also contains other supplemental information in addition to the basic [mancial
statements themselves.
-1-
Management Discussion and Analysis - Continued
April 20, 2005
The financial statements also include notes that explain some of the infonnation in the financial statements and provide more
detailed data. The statements are followed by a section of combining and individual fund financial statements and schedules that
further explains and supports the infonnation in the financial statements. Figure I shows how the required parts of this anoual
report are arranged and relate to one another. In addition to these required elements, we have included a section with combining
and individual fund financial statements and schedules that provide details about nonmajor governmental funds, which are added
together and presented in single columos in the basic [mancial statements.
Figure 1
Required Components of the
City's Annual Financial Report
Management's
Discussion and
Analysis
Basic Financial
Statements
Required
Supplementary
Information
.-..,..-
....
-..-...
...-...
-",
..,
.-,.
.....
.....
.....
...........
....
.......
......
Government-wide
Financial
Statements
Fund
Financial
Statements
Notes to the
Financial
Statements
Summary
(
)
Detail
-11-
Management Discnssion and Analysis - Contioued
April 20, 2005
Figure 2 summarizes the major fearures of the City's financial statements, including the portion of the City government they
cover and the types of information they contain. The remainder of this overview section of management's discussion and analysis
explains the strncrure and contents of each of the statements.
Figure 2
Major featnres ofthe Government-wide and Fund Financial Statements
Fnnd Financial Statements
Government-wide Governmental Funds Proprietary Funds
Statements
Scope Entire City government The activities of the City that Activities the City operates
(except fiduciary funds) and are not proprietary or similar to private businesses,
the City's compouent units fiduciary, such as police, flIe such as the water and sewer
and Darks svstem
Required financial . Statement of Net Assets . Balance Sheet . Statement of Net Assets
statements . Statement of Activities . Statement of Revenues, . Statement of Revenues,
Expendirures, and Expenses and Changes in
Changes in Fund Fund Net Assets
Balances . Statement of Cash Flows
Accountiog Basis and Accrual accounting and Modified accrual accounting Accrual accounting and
measurement focus economic resources focus and current financial economic resources focus
resources focus
Type of assetl1iability All assets and liabilities, both Only assets expected to be All assets and liabilities, both
information financial and capital, and used up and liabilities that financial and capital, and
short-term and long-term come due during the year or short-term and long-term
soon thereafter; no capital
assets included
Type of in flow/out flow All revenues and expenses Revenues for which cash is AU revenues and expenses
information during year, regardless of received during or soon after during the year, regardless of
when cash is received or paid the end of the year; when cash is received or paid
expendirures when goods or
services have been received
and payment is due during
the vear or soon thereafter
Government-wide Financial Statements
The government-wide financial statements are designed to provide readers with a broad overview of the City's finances, in a
manner similar to a private-sector business.
The statement of net assets presents information on all of the City's assets and liabilities, with the difference between the two
reported as net assets. Over time, increases or decreases in net assets may serve as a useful indicator of whether the financial
position of the City is improving or deterioratiog.
The statement of activities presents information showing how the City's net assets changed during the most recent fiscal year. All
changes in net assets are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of
related cash flows. Thus, revenues and expenses are reported in this statement for some items that will only result in cash flows
in furure fiscal periods (e.g., uncollected taxes and earned but unused vacation leave).
Both of the government-wide fmancial statements distioguish functions of the City that are principally supported by taxes and
intergovernmental revenue (governmental activities) from other functions that are intended to recover all or a significant portion
of their costs through user fees and charges (business-type activities). The governmental activities of the City include general
government, public safety, public works, economic development, culrure and recreation, miscellaneous and interest on long-term
debt. The business-type activities of the City include water and sewer.
-III-
Management Discussion and Analysis - Continued
April 20, 2005
The government-wide financial statements include not only the City itself (known as the primary government), but also a legally
separate Economic Development Authority (EDA) for which the City is financially accountable. The EDA, although legally
separate, functions for all practical purposes as a department of the City, and therefore has been included as an integral part of the
primary government.
The government-wide financial statements can be found on pages 4 - 6 of this report.
Fund Financial Statements
A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific
activities or objectives. The City, like other State and local governments, uses fund accounting to ensure and demonstrate
compliance with finance-related legal requirements. All of the funds of the City can be divided into three categories:
governmental funds, proprietary funds and fiduciary funds.
Governmental funds. Governmental funds are used to account for essentially the same functions reported as governmental
activities in the government-wide finaneial statements. However, unlike the government.wide fmancial statements, governmental
fund fmancial statements focus on near-term inflows and outjlows of spendable resources, as well as on balances of spendable
resources available at the end of the fiscal year. Such information may be useful in evaluating a government's near-term
fmancing requirements.
Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to
compare the information presented for governmental funds with similar information presented for governmental activities in the
government-wide fmancial statements. By doing so, readers may better understand the long-term impact by the government's
near-term fmancing decisions. Both the governmental fund balance sheet and the governmental fund statement of revenues,
expenditures and changes in fund balances provide a reconciliation to facilitate this comparison between governmental funds and
governmental activities.
The City maintains 17 individual governmental funds. Information is presented separately in the governmental fund balance
sheet and in the governmental fund statement of revenues, expenditures and changes in fund balances for the General, Debt
Service Municipal Street and Hunter's Crossing funds, all of which are considered to be major funds. Data from the other
nonrnajor governmental funds are combined into a single, aggregated presentation. Individual fund data for each of these
nonrnajor governmental funds is provided in the form of combining statements or schedules elsewhere in this report.
The City adopts an annual appropriated budget for its General fund. A budgetary comparison statement has been provided for the
General fund to demonstrate compliance with this budget.
The basic governmental fund fmancia! statements can be found on pages 7 - 13 of this report.
Proprietary funds. The City maintains one type of proprietary fund. Enterprise funds are used to report the same functions
presented as business-type activities in the government-wide financial statements. The City uses enterprise funds to account for
its water and sewer.
Proprietary funds provide the same type of information as the government-wide fmancia! statements, only in more detail. The
proprietary fund fmaneial statements provide separate information for each of the enterprise funds.
The basic proprietary fund fmancial statements can be found on pages 14 - 17 of this report.
Notes to Financial Statements
The notes provide additional information that is essential to a full understanding of the data provided in the government-wide and
fund fmandal statements. The notes to the fmancial statements can be found on pages 18 - 34 of this report.
Other Information
The combining statements referred to earlier in connection with nonrnajor governmental funds and internal service funds are
presented following the notes to fmancial statements. Combining and individual fund statements and schedules can be found on
pages 35 - 48 of this report.
-IV-
Management Discussion and Analysis - Continued
April 20, 2005
Government-wide Financial Analysis
As noted earlier, net assets may serve over time as a useful indicator ofa government's financial position. In the case of the City,
assets exceeded liabilities by $18,498,850 at the close of the most recent fiscal year.
By far, the largest portion of the City's net assets (43.2 percent) reflects its investment in capital assets (e.g., land, buildings,
machinery and equipment), less any related debt used to acquire those assets that are still outstanding. The City uses these capital
assets to provide services to citizens; consequently, these assets are not available for future spending. Although the City's
investment in its capital assets is reported net of related debt, it should be noted that the resources needed to repay this debt must
be provided from other sources, since the capital assets themselves cannot be used to liquidate these liabilities.
Summary of Net Assets
ASSETS
Cash and
temporary investments
Receivables
Accrued interest
Delinquent taxes
Accounts
Special assessments
Intergovernmental
Internal balances
Inventories
Prepaids
Deferred charges
Non-depreciable net assets
Depreciable net assets
(net of depreciation)
TOTAL ASSETS
LIABILITIES
Accounts payable
Accrued salaries payable
Contracts payable
Due to other governments
Accrued interest payable
Deposits payable
Unearned revenue
Long-tenn liabilities
Due within one year
Bonds payable
Due in more than one year
Compensated absences
Bonds payable
TOTAL LIABILITIES
NET ASSETS
Invested in capital assets,
net of related debt
Restricted for:
Capital projects
Debt service
Unrestricted
TOTAL NET ASSETS
Governmental Activities
2004 2003
$ 5,822,960
20,91 ]
]03,415
20,326
1,408,036
165,462
(40,000)
]8,149
] 18,113
3,874,458
4,453,465
]5,965,295
2]4,473
28,414
]60,414
3,820
88,892
24,700
205,000
5,505,000
6,230,713
2,6]7,923
4,238,229
2,878,430
$ 9,734,582
$ 5,125,841
13,959
90,743
7,078
460,568
4,698
5,358
11,608
5,462,200
11,182,053
155,062
5,645
46,180
3,040
49,443
24,300
14,370
375,000
9,477
2,920,000
3,602,517
2,167,200
3,095,838
2,316,498
$ 7,579,536
Business-type Activities
2004 2003
$ 3,0]3,530
10,795
123,046
298,027
40,000
12,780
3,297
1,387,134
4,383,529
9,272,138
47,830
7,772
33,168
11,307
7,793
75,000
325,000
507,870
5,370,663
71,631
6,200,404
$ 8,764,268
-y-
$ 3,355,328
10,112
] ]9,508
408,255
] 1,423
3,957
4,717,942
8,626,525
544
798
12,832
70,000
2,418
400,000
486,592
4,247,942
71,631
3,820,360
$ 8,139,933
Total
2004 2003
$ 8,836,490
31,706
103,415
]43,372
1,706,063
165,462
12,780
18,149
121,410
5,261,592
8,836,994
25,237,433
262,303
36,186
193,582
15,]27
96,685
24,700
280,000
5,830,000
6,738,583
7,988,586
71,631
4,238,229
6,200,404
$ 18,498,850
$ 8,481,169
24,071
90,743
126,586
868,823
4,698
11,423
5,358
15,565
10,]80,142
19,808,578
29,988,720
6,443
46,]80
15,872
49,443
24,300
14,370
445,000
11,895
3,320,000
4,089,109
6,415,142
71,631
3,095,838
6,136,858
$ 15,719,469
Management Discussion and Analysis - Continued
April 20, 2005
An additional portion of the City's net assets (20.5 percent) represents resources that are subject to external restrictions on bow
they may be used. The remaining balance of unrestricted net assets (6,136,858) may be used to meet the City's ongoing
obligations to citizens and creditors.
At the end of the current fiscal year, the City is able to report positive balances in all three categories of net assets, both for the
City as a whole, as well as for its separate governmental and business-type activities.
There was an increase of $624,336 in restricted net assets reported in connection with the City's business-type activities.
Governmental activities. Governmental activities increased the City's net assets by $1,369,042, thereby accounting for 68.7
percent of the total growth in the net assets of the City. Key elements of this increase are as follows:
2004
Governmental Activities
Changes in Net Assets
Revenues
Program revenues
Charges for services $
Operating grants and contnbutions
Capital grants and contributions
General revenues
Property taxes/tax increments
Other taxes
Grants and contributions not
restricted to specific programs
Unrestricted investment earnings
Miscellaneous
Capital contributions from
other funds
442,812
104,298
1,636.566
1,540,185
5,098
13,884
139,088
153,203
(387,349)
Total revenues
3,647,785
Expenses
Governmental activities
General government
Public safety
Public works
Economic development
Culnrre and recreation
Miscellaneous
Interest on long-term debt
Business-type activities
Water
Sewer
644,210
827,930
524,498
46,452
107,563
18,101
109,989
Total expenses
2,278,743
Change in net assets
1,369,042
7,579,540
786,000
$ 9,734,582
Net assets, January 1
Prior period adjustment
Net assets, December 31
2003
$ 347,347
159,749
1,760,247
] ,464,242
764
20,801
88,548
12,020
3,853,718
1,123,551
820,296
390,644
47,037
76,067
29,247
110,989
20] ,323
270,450
3,069,604
1,266,427
6,313,109
$ 7,579,536
Business-type Activities
2004 2003
$
588,676
40,058
82,773
387,349
1,098,856
189,459
285,061
474,520
624,336
8,139,932
$ 8,764,268
-VI-
$
617,835
795,734
75,832
10,540
1,499,941
606,092
335,704
941,796
1,007,088
5,635,253
1,497,593
$ 8,139,934
Total
2004 2003
$ 1,031,488
104,298
1,676,624
1,540,185
5,098
13,884
221,861
153,203
4,746,641
644,210
827,930
524,498
46,452
18,101
109,989
189,459
285,061
2,645,700
1,993,378
15,719,472
786,000
$ 18,498,850
$ 965,182
159,749
2,555,98]
1,464,242
764
20,801
164,380
22,560
5,353,659
1,123,551
820,296
390,644
47,037
76,067
29,247
110,989
807,415
606,154
4,011,400
2,273,515
11,948,362
1,497,593
$ 15,719,470
Management Discussion and Analysis - Continued
April 20, 2005
The following graph depicts various governmental activities and shows the revenue and expenses directly related to those
activities.
Expenses and Program Revenues - Governmental Activities
$1,900,000
$700,000
. Expenses
. Revenues
$1,500,000
$1,100,000
$300,000
$(100,000)
"
~ ~
" "
o i;
Oll
~
~
'"
00
.:<
:g
0..
00 " "=' 00 is E
~ u " " "
's 6 '" .12 0 -
0 ~ SoD
" g 10 00
0 <>< ~ ' "
.:< is .!l ~ = ] gp,,=,
:g " " u " .!l
u ~ ~ u
~ U 00
0.. ~
Revenues by Source - Governmental Activities
Miscellaneous
3.8%
Charges for services
11.0%
Operating grants and
contributions
2,6%
Unrestricted investment
earnings
3.4%
~
Capital grants and
contributions
40.6%
Other taxes
0,1%
Property taxes~'
38.2%
Grants and contributions
unrestricted
0.3%
For the most part, increases in expenses closely paralleled inflation and growth in the demand for services.
-VII-
Management Discussion and Analysis - Continued
April 20, 2005
Business-type activities. Business-type activities increased the City's net assets by $624,336, accounting for 31.3 percent of the
total growth in the City's net assets. Key elements of this increase are as follows:
Expenses and Program Revenues - Business-type Activities
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$-
. Expenses
. Revenues
Water
Sewer
Revenues by Source - Business-type Activities
Charges for services
82.8%
Unrestricted investment
earnings
11.6%
Capital grants and
contributions
5.6%
-VIII-
Management Discussion and Analysis - Continued
Apri120, 2005
Financial Analysis of the Government's Funds
As noted earlier, the City uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements.
Governmental funds. The focus of the City's governmental fUnds is to provide information on near -term inflows, outflows and
balances of spendable resources. Such information is useful in assessing the City's financing requirements. In particular,
unreservedfund balance may serve as a useful measure ofa government's net resources available for spending at the end of the
fiscal year.
As of the end of the current fiscal year, the City's governmental funds reported combined ending fund balances of$5,665,552, an
increase of $703,163 in comparison with the prior year. Approximately 48 percent oflhis total amount $2,738,208 constitutes
unreservedfund balance, which is available for spending at the City's discretion. The remainder of fund balance is reserved to
indicate that it is not available for new spending because it has already been committed to pay debt service and prepaid expenses
in the amount of $2,927,344.
The General fund is the chief operating fund of the City. At the end of the current year, the fund balance of the General fund was
$1,316,103. As a measure of the General fund's liquidity, it maybe useful to compare both unreserved fund balance and total
fund balance to total fund expenditures. Umeserved fund balance represents 69.1 percent of fund expenditures, while total fund
balance represents 70.1 percent of that same amount.
. The fund balance of the City's General fund increased by $247,722 during the current fiscal year.
The Debt Service fund has a total fund balance of$2,870,417, all of which is reserved for the payment of debt service. The net
increase in fund balance during the current year in the Debt Service fund was $203,390.
Proprietary funds. The City's proprietary funds provide the same type of information found in the government-wide fmancial
statements, but in more detail.
Uurestricted net assets ofthe enterprise funds at the end of the year amounted to $8,764,268. The total growth in net assets for
the funds was $624,336. Other factors concerning the fmances oflhis fund have already been addressed in the discussion of the
City's business-type activities.
General Fund Budgetary Highlights
The City's General fund budget was not amended during the year. The budget called for spending down approximately $2,000 of
reserves. Revenues exceeded expectations and expenditures were under expectations by $126,019.
-IX-
Management Discussion and Analysis - Continued
April 20, 2005
Capital Asset and Debt Administration
Capital Assets. The City's investment in capital assets for its governmental and business type activities as of December 31,
2004, amounts to $14,098,586 (net of accumulated depreciation). This investment in capital assets includes land, structures,
improvements, machinery and equipment, park facilities, roads, highways and bridges.
Major capital asset events during the current fiscal year included the following:
. Construction in progress was a result of the Municipal Street and Hunter's Crossing projects
Additional information on the City's capital assets c'!I1 be found in Note 3C on pages 26 - 27 of this report.
Capital Assets Net of Depreciation
Governmental Activities Business-type Activities Total
2004 2003 2004 2003 2004 2003
Land $ 1,213,300 $ 1,241,300 $ $ $ 1,213,300 $ 1,241,300
Buildings 493,890 511,462 493,890 511,462
Improvement other
than building
Machinery and equipment 396,681 389,707 396,681 389,707
InfrastructureIPUC plant 3,562,894 3,501,852 4,383,529 4,471,837 7,946,423 7,973,689
Construction in progress 2,661,158 603,879 1,387,134 246,105 4,048,292 849,984
Total $ 8,327,923 $ 6,248,200 $ 5,770,663 $ 4,717,942 $ 14,098,586 $ 10,966,142
Long-term debt. At the end of the current fiscal year, the City had total bonded debt outstanding of$6,11O,000. While all of the
City's bonds have revenue streams, they are all backed by the full faith and credit of the City.
Outstanding Debt
Governmental Activities Business-type Activities Total
2004 2003 2004 2003 2004 2003
General obligation bonds $ 5,710,000 $ 3,065,000 $ $ $ 5,710,000 $ 3,065,000
General obligation
revenue bonds 230,000 400,000 470,000 400,000 700,000
Total $ 5,710,000 $ 3,295,000 $ 400,000 $ 470,000 $ 6,110,000 $ 3,765,000
Minnesota statutes limit the amount of net general obligation debt a City may issue to 2 percent of the market value of taxable
property within the City. Net debt is debt payable solely from ad valorem taxes. Tbe City currently has no debt applicable to this
limit.
Additional information on the City's long-term debt can be found in Note 3D on pages 28 - 30 of this report.
-x-
Management Discussion and Analysis. Continued
April 20, 2005
Eeonomic Factors and Next Year's Budgets and Rates
. Property valuations within the City remain strong and growing.
. Inflationary trends in the region compare favorably to national indices.
All of these factors were considered in preparing the City's budget for the 2005 fiscal year.
Sewer and water rates have remained unchanged for several years. A rate increase was approved for 2005.
Requests for Information
This financial report is designed to provide a general overview of the City's finances for all those with an interest in the City's
finances. Questions concerning any of the information provided in this report or requests for additional financial information
should be addressed to the Finance Director, City ofCenterville, 1880 Main Street, Centerville, Minnesota, 55038.
-XI.
GOVERNMENT-WIDE
fiNANCIAL STATEMENTS
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31,2004
THIS PAGE IS LEFT BLANK
INTENTIONALLY
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF NET ASSETS
DECEMBER 31, 2004
Governmental Business-type
Activities Activities Total
ASSETS
Cash and temporary investments $ 5,822,960 $ 3,013,530 $ 8,836,490
Receivables
Accrued interest 20,911 10,795 31,706
Delinquent taxes 103,415 103,415
Accounts 20,326 123,046 143,372
Special assessments 1,408,036 298,027 1,706,063
Intergovernmental 165,462 165,462
Internal balances (40,000) 40,000
Inventories 12,780 12,780
Prepaids 18,149 18,149
Deferred charges 118,113 3,297 121,410
Non-depreciable capital assets 3,874,458 1,387,134 5,261,592
Depreciable capital assets (net of accumulated depreciation) 4,453,465 4,383,529 8,836,994
TOTAL ASSETS 15,965,295 9,272,138 25,237,433
LIABILITIES
Accounts payable 214,473 47,830 262,303
Accrued salaries payable 28,414 7,772 36,186
Contracts payable 160,414 33,168 193,582
Due to other goverrunents 3,820 11,307 15,127
Accrued interest payable 88,892 7,793 96,685
Deposits payable 24,700 24,700
Long-term liabilities
Due within one year
Bonds payable 205,000 75,000 280,000
Due in more than one year
Bonds payable 5,505,000 325,000 5,830,000
TOTAL LIABILITIES 6,230,713 507,870 6,738,583
NET ASSETS
Invested in capital assets, net of related debt 2,617,923 5,370,663 7,988,586
Restricted for:
Capital projects 71,631 71,631
Debt service 4,238,229 4,238,229
Unrestricted 2,878,430 3,321,974 6,200,404
TOTAL NET ASSETS $ 9,734,582 $ 8,764,268 $ 18,498,850
The notes to the financial statements are an integral part of this statement.
-4-
Functions/Programs
Governmental activities
General government
Public safety
Public works
Economic development
Culture and recreation
Miscellaneous
Interest on long-term debt
Total governmental activities
Business-type activities
Water
Sewer
Total business-type activities
Total
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF ACTIVITIES
FOR THE YEAR ENDED DECEMBER 31, 2004
Program Revenue
Operating Capital Grants
Charges for Grants and and
Expenses Services Contributions Contributions
$ 644,210 $ 16,787 $ $
827,930 349,756 48,798
524,498 65,191 1,636,566
46,452 70 55,500
107,563 11,008
18,101
109,989
2,278,743 442,812 104,298 1,636,566
189,459
285,061
25,636
14,422
269,389
319,287
474,520
588,676
40,058
$ 2,753,263
$ 1,031,488
$
104,298
$ 1,676,624
General revenues
Taxes
Property taxes, levied for general purposes
Tax increments
Other taxes
State grants and contributions not restricted to specific programs
Unrestricted investment earnings
Miscellaneous
Capital contributions from other funds
Total general revenues and transfers
Change in net assets
Net assets, January I
Prior period adjustment
Net assets, December 31
The notes to the financial statements are an integral part of this statement.
-5-
Net (Expenses) Revenues
and Changes in Net Assets
Governmental Business-type
Activities Activities Total
$ (627,423) $ $ (627,423)
(429,376) (429,376)
1,177,259 1,177,259
9,118 9,118
(96,555) (96,555)
(18,101) (18,101)
(109,989) (109,989)
(95,067) (95,067)
105,566 105,566
48,648 48,648
154,214 154,214
(95,067) 154,214 59,147
1,500,543 1,500,543
39,642 39,642
5,098 5,098
13,884 13,884
139,088 82,773 221,861
153,203 153,203
(387,349) 387,349
1,464,109 470,122 1,934,231
1,369,042 624,336 1,993,378
7,579,540 8,139,932 15,719,472
786,000 786,000
$ 9,734,582 $ 8,764,268 $ 18,498,850
-6-
THIS PAGE IS LEFT BLANK
INTENTIONALLY
FUND
FINANCIAL STATEMENTS
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31, 2004
CIlY OF CENTERVILLE, MINNESOTA
BALANCE SHEET
GOVERNMENTAL FUNDS
DECEMBER 31,2004
101 412
Municipal
Debt Street
General Service Improvement
ASSETS
Cash and temporary investments $ 1,333,091 $ 2,839,515 $ 332,543
Cash with fiscal agent 5,550
Receivables
Accrued interest 4,740 10,241 1,192
Delinquent taxes 45,565
Accounts 6,302
Special assessments 14,092 1,393,944
Due from other governments 165,462
Prepaid items 18,149
TOTAL ASSETS $ 1,587,401 $ 4,249,250 $ 333,735
LIABILITIES AND FUND BALANCES
LIABILITIES
Accounts payable $ 214,187 $ 242 $ 15,077
Due to other funds 40,000
Due to other governments 3,430
Contracts payable 32,289
Accrued salaries payable 8,730
Deferred revenue 44,951 1,338,591
TOTAL LIABILITIES 271,298 1,378,833 47,366
FUND BALANCES
Reserved for debt service 2,909,195
Reserved for prepaid items 18,149
Umeserved (deficit)
Designated, reported in the General fund 1,297,954
Undesignated, reported in:
Special revenue fund
Debt Service fund (38,778)
Capital projects funds 286,369
TOTAL FUND BALANCES 1,316,103 2,870,417 286,369
TOTAL LIABILITIES AND FUND BALANCES $ 1,587,401 $ 4,249,250 $ 333,735
The notes to the financial statements are an integral part of this statement.
-7-
446
Other Total
Hunter's Governmental Governmental
Crossing Funds Funds
$ 172,567 $ 1,139,694 $ 5,817,410
5,550
619 4,119 20,911
88 45,653
14,024 20,326
1,408,036
165,462
18,149
$ 173,186 $ 1,157,925 $ 7,501,497
$ 1,080 $ 12,484 $ 243,070
40,000
390 3,820
65,533 58,695 156,517
266 8,996
1,383,542
66,613 71,835 1,835,945
2,909,195
18,149
1,297,954
19,643 19,643
(38,778)
106,573 1,066,447 1,459,389
106,573 1,086,090 5,665,552
$ 173,186 $ 1,157,925 $ 7,501,497
-8-
THIS PAGE IS LEFT BLANK
INTENTIONALLY
CITY OF CENTERVILLE, MINNESOTA
RECONCILIA nON OF THE BALANCE SHEET
TO THE STATEMENT OF NET ASSETS
GOVERNMENTAL FUNDS
AS OF DECEMBER 31,2004
Total fund balances - governmental
$ 5,665,552
Amounts reported for the governmental activities in the statement
of net assets are different because:
Capital assets used in governmental activities are not fInancial
resources and therefore are not reported as assets in governmental funds.
Cost of capital assets
Less: accumulated depreciation
9,866,546
(1,538,623)
Long-term liabilities, including bonds payable, are not due and payable in the
current period and therefore are not reported as liabilities in the funds.
Long-term liabilities at year-end consist of:
Bond principal payable
Less bond discount net of accmnulated amortization
Accrued vacation payable
(5,710,000)
118,113
(19,418)
Some receivables are not available soon enough to pay for the current period's expenditures,
and therefore are deferred in the funds
Special assessments
Taxes
1,383,543
57,761
Governmental funds do not report a liability for accrued interest until due and payable
(88,892)
Total net assets - governmental activities
$ 9,734,582
The notes to the fmancial statements are an integral part of this statement.
-9-
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES (DEFICITS)
GOVERNMENTAL FUNDS
YEAR ENDED DECEMBER 31, 2004
412
Municipal
Debt Street
General Service Improvement
REVENUES
General property taxes and other
Property taxes $ 1,476,123 $ $
Tax increments
Licenses and permits 234,463
Intergovernmental 192,554
Charges for services 2,346
Fines and forfeitures 23,202
Special assessments 2,202 722,045
Interest on investments 29,175 62,120 17,610
Miscellaneous 44,121 19,000
TOTAL REVENUES 2,004,186 803,165 17,610
EXPENDITURES
Current
General government 481,213
Public safety 842,191
Public works 293,699
Culture and recreation 64,198
Economic development 8,266
Miscellaneous 18,103
Capital outlay 170,311 1,869,016
Debt service
Principal 565,000
Interest and other 112,592 5,858
TOTAL EXPENDITURES 1,877,981 677 ,592 1,874,874
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 126,205 125,573 (1,857,264)
OTHER FINANCING SOURCES (USES)
Sale of general fixed assets 110,000
Transfers in 14,969
Bond issued 77,817 2,143,633
Transfers out (3,452)
TOTAL OTHER FINANCING SOURCES (USES) 121,517 77,817 2,143,633
NET CHANGE IN FUND BALANCES 247,722 203,390 286,369
FUND BALANCES (DEFICITS), JANUARY I 1,068,381 2,667,027
FUND BALANCES, DECEMBER 31 $ 1,316,103 $ 2,870,417 $ 286,369
The notes to the financial statements are an integral part of this statement.
-10-
446
Other Total
Hunter's Governmental Governmental
Crossing Funds Funds
$ $ $ 1,476,123
39,642 39,642
234,463
192,554
2,346
23,202
724,247
6,117 24,066 139,088
8,082 106,227 177,430
14,199 169,935 3,009,095
481,213
842,191
293,699
2,157 66,355
8,266
18,103
655,320 308,008 3,002,655
565,000
118,450
655,320 310,165 5,395,932
(641,121) (140,230) (2,386,837)
110,000
3,452 18,421
758,550 2,980,000
(14,969) (18,421)
758,550 (11,517) 3,090,000
117,429 (151,747) 703,163
(10,856) 1,237,837 4,962,389
$ 106,573 $ 1,086,090 $ 5,665,552
-11-
CITY OF CENTERVILLE, MINNESOTA
RECONCILIATION OF TIiE STATEMENT OF
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES (DEFICITS)
TOTHESTATEMENTOFA~TlliS
GOVERNMENTAL FUNDS
YEAR ENDED DECEMBER 31, 2004
Total net change in fund balances - governmental funds
Amounts reported for governmental activities in the statement
of activities are different because:
Capital outlays are reported in governmental funds as expenditures. However, in the statement of
activities, the cost of those assets is allocated over the estimated useful lives as depreciation
expense.
Capital outlay
Depreciation expense
The capital projects funds accounted for the construction of Water and Sewer fund assets. These
costs of these assets are recorded as expense in the fund statements. When these assets
are complete, they assets are transferred from the governmental to the business type activities.
The issuance of long-term debt provides current financial resources to governmental funds, while
the repayment of principal oflong-term debt consumes the current fInancial resources of governmental
funds. Neither transaction, however, has any effect on net assets. Also, governmental funds report
the effect of issuance costs, premiums, discounts and similar items when debt is fIrst issued,
whereas these amounts are deferred and amortized in the statement of activities.
Principal repayments
Debt issued or incurred
Interest on long-term debt in the statement of activities differs from the amount reported in the
governmental fund because interest is recognized as an expenditure in the funds when it is due,
and thus requires the use of current fInancial resources. In the statement of activities, however
interest expense is recognized as the interest accrues, regardless of when it is due.
Governmental fund report debt issuance premiums and discounts as an other financing
source or use at the time of issuance. Premimns and discounts are reported as an
unamortized asset or liability in the district-wide fInancial statements.
Certain revenues are recognized as soon as it is earned. Under the modified accrual
basis of accounting certain revenues cannot be recognized until they are available
to liquidate liabilities of the current period.
Special assessments
Property taxes
Some expenses reported in the statement of activities do not require the use of current
financial resources and, therefore, are not reported as expenditures in governmental funds.
Loss on sale ofland
Compensted absenses
Change in net assets - governmental activities
The notes to the fmancial statements are an integral part of this statement.
-12-
$
703,163
2,698,185
(203,113)
(387,349)
565,000
(2,980,000)
(39,447)
106,505
914,521
29,518
(28,000)
(9,941)
$ 1,369,042
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES-
BUDGET AND ACTUAL
GENERAL FUND
YEAR ENDED DECEMBER 31, 2004
Variance with
Final Budget -
Budgeted Amounts Actual Positive
Origioal Final Amounts (Negative)
REVENUES
General property taxes $ 1,539,829 $ 1,539,829 $ 1,476,123 $ (63,706)
Licenses and permits 259,200 259,200 234,463 (24,737)
Intergovernmental 116,223 116,223 192,554 76,331
Charges for services 1,348 1,348 2,346 998
Fines and forfeitures 22,000 22,000 23,202 1,202
Special assessments 2,202 2,202
Interest on investments 25,000 25,000 29,175 4,175
Miscellaneous 38,400 38,400 44,121 5,721
TOTAL REVENUES 2,002,000 2,002,000 2,004,186 2,186
EXPENDITURES
Current
General government 445,791 466,791 481,213 (14,422)
Public safety 823,115 746,115 842,191 (96,076)
Public works 239,756 307,756 293,699 14,057
Culture and recreation 75,832 62,832 64,198 (1,366)
Economic development 5,000 11,000 8,266 2,734
Miscellaneous 16,000 20,000 18,103 1,897
Capital outlay 398,506 389,506 170,311 219,195
TOTAL EXPENDITURES 2,004,000 2,004,000 1,877,981 126,019
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES (2,000) (2,000) 126,205 128,205
OTHER FINANCING SOURCES (USES)
Sale of fixed assets 11 0,000 11 0,000
Transfers in 14,969 14,969
Transfers out (3,452) (3,452)
TOTAL OTHER FINANCING SOURCES (USES) 121,517 121,517
NET CHANGE IN FUND BALANCES (2,000) (2,000) 247,722 249,722
FUND BALANCES, JANUARY I 1,068,381 1,068,381 1,068,381
FUND BALANCES, DECEMBER 31 $ 1,066,381 $ 1,066,381 $ 1,316,103 $ 249,722
The notes to the fmancial statements are an integral part of this statement.
-13-
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF NET ASSETS
PROPRIETARY FUNDS
DECEMBER 31, 2004
Business-type Activities -
Enterprise Funds
Water Sewer Total
ASSETS
CURRENT ASSETS
Cash and temporary investments $ 856,731 $ 2,156,799 $ 3,013,530
Receivables
Accrued interest 3,043 7,752 10,795
Accounts 47,688 75,358 123,046
Special assessments
Current 459 459 918
Due from other funds 40,000 40,000
Inventories 12,780 12,780
TOTAL CURRENT ASSETS 960,701 2,240,368 3,201,069
NONCURRENT ASSETS
Special assessments receivable - deferred 184,145 112,964 297,109
Deferred charges 1,484 1,813 3,297
Non-depreciable capital assets 1,310,687 76,447 1,387,134
Capital assets 2,625,951 2,927,534 5,553,485
Less accumulated depreciation (503,768) (666,188) (1,169,956)
TOTAL NONCURRENT ASSETS 3,618,499 2,452,570 6,071,069
TOTAL ASSETS 4,579,200 4,692,938 9,272,138
LIABILITIES
CURRENT LIABILITIES
Accounts payable 48,124 11,013 59,137
Contracts payable 33,168 33,168
Accrued salaries payable 3,886 3,886 7,772
Accrued interest payable 3,507 4,286 7,793
TOTAL CURRENT LIABILITIES 88,685 19,185 107,870
NONCURRENT LIABILITIES
Due within one year 33,750 41,250 75,000
Due in more than one year 143,250 181,750 325,000
TOTAL NONCURRENT LIABILITIES 177,000 223,000 400,000
TOTAL LIABILITIES 265,685 242,185 507,870
NET ASSETS
Invested in capital assets, net of related debt 1,945,183 2,038,346 3,983,529
Restricted for future expansion 71,631 71,631
Uillestricted 2,368,332 2,340,776 4,709,108
TOTAL NET ASSETS $ 4,313,515 $ 4,450,753 $ 8,764,268
The notes to the financial statements are an integral part of this statement.
-14-
CITY OF CENTERVILLE, MINNESOTA
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS
PROPRlETARY FUNDS
YEAR ENDED DECEMBER 31,2004
Business-type Activities -
Enterprise Funds
Water Sewer Total
OPERATING REVENUES
Charges for services $ 193,938 $ 254,694 $ 448,632
OPERATING EXPENSES
Salaries and benefits 47,823 48,882 96,705
Supplies 15,615 1,680 17,295
Other services and charges 39,084 21,956 61,040
Utilities 2,118 1,060 3,178
MCES - disposal charges 115,945 115,945
Depreciation and amortization 76,208 85,015 161,223
TOTAL OPERATING EXPENSES 180,848 274,538 455,386
OPERATING INCOME (LOSS) 13,090 (19,844) (6,754)
NONOPERATING REVENUES (EXPENSES)
Interest on investments 28,622 54,151 82,773
Special assessments 25,636 14,422 40,058
Hook up fees and unit charges 75,451 64,593 140,044
Interest expense (8,611) (10,523) (19,134)
TOTAL NONOPERATING REVENUES (EXPENSES) 121,098 122,643 243,741
INCOME BEFORE CONTRlBUTIONS AND TRANSFERS 134,188 102,799 236,987
CAPITAL CONTRIBUTIONS FROM OTHER FUNDS 372,232 15,117 387,349
TRANSFERS IN (OUT) (3,635) 3,635
CHANGES IN l\'ET ASSETS 502,785 121,551 624,336
FUND NET ASSETS, JANUARY 1 3,810,730 4,329,202 8,139,932
FUND NET ASSETS, DECEMBER 31 $ 4,313,515 $ 4,450,753 $ 8,764,268
The notes to the financial statements are an integral part of this statement.
-15-
CITY OF CENTERVILLE, MINNESOTA
COMBINING STATEMENT OF CASH FLOWS
ENTERPRISE FUNDS
YEAR ENDED DECEMBER 31, 2004
Business-type Activities -
Enterprise Funds
Water Sewer T olal
CASH FLOWS FROM OPERATING ACTIVITIES
NET CASH PROVIDED (USED) BY
NONCAPITAL FINANCING ACTIVITIES
$ 194,642 $ 250,452 $ 445,094
21,528 (132,338) (110,810)
(45,545) (46,604) (92,149)
170,625 71,510 242,135
(43,635) (43,635)
3,635 3,635
(43,635) 3,635 (40,000)
Receipts from customers and users
Payments to suppliers
Payments to employees
NET CASH PROVIDED BY OPERATING ACTIVITIES
CASH FLOWS FROM NONCAPITAL FINANCING ACTIVITIES
Transfers out
Transfers from other funds
CASH FLOWS FROM CAPITAL
AND RELATED FINANCING ACTIVITIES
Purchase and construction of capital assets
Hook up fees and unit charges
Special assessments received
Principal paid on bonds
Interest paid on bonds
(772,122) (53,813) (825,935)
75,451 64,593 140,044
81,132 69,154 150,286
(31,500) (38,500) (70,000)
(9,188) (11,229) (20,417)
(656,227) 30,205 (626,022)
29,659 52,431 82,090
(499,578) 157,781 (341,797)
1,356,309 1,999,018 3,355,327
$ 856,731 $ 2,156,799 $ 3,013,530
NET CASH PROVIDED (USED) BY CAPITAL
AND RELATED FINANCING ACTIVITIES
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received on investments
NET INCREASE (DECREASE)
IN CASH AND CASH EQUN ALENTS
CASH AND CASH EQUIVALENTS, JANUARY I
CASH AND CASH EQUIVALENTS, DECEMBER 31
The notes to the fInancial statements are an integral part of this statement.
-16-
Business-type Activities -
Enterprise Funds
Water Sewer Total
RECONCILIATION OF OPERATING INCOME (LOSS)
TO NET CASH PROVIDED BY OPERATING ACTNITIES
Operating income (loss) $ 13,090 $ (19,844) $ (6,754)
Adjustments to reconcile operating income (loss)
to net cash provided by operating activities
Depreciation 76,208 85,015 161,223
(Increase) decrease in assets:
J\ccountsreceivable 704 (4,242) (3,538)
Inventories (1,357) (1,357)
Increase (decrease) in liabilities:
Accounts payable 79,702 8,303 88,005
Accrued salaries 2,278 2,278 4,556
NET CASH PROVIDED BY OPERATING ACTIVITIES $ 170,625 $ 71,510 $ 242,135
NONCASH CAPITAL AND
RELATED FINANCING ACTIVITIES
Assets contributed by other funds $ 372,232 $ 15,117 $ 387,349
-17-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A. Reporting Entity
The City of Centervi11e, Minnesota (the City), operates under the "Optional Plan A" form of government as defmed
in the State of Minnesota statutes. Under this plan, the government of the City is directed by a Council composed of
an elected Mayor and four elected Council Members. The Council exercises legislative authority and detetmines all
matters of policy. The Council appoints personnel responsible for the proper administration of all affairs relating to
the City. The City bas considered all potential units for which it is fmancially accountable, and other organizations
for which the natore and significance of their relationship with the City are such that exclusion would cause the
City's financial statements to be misleading or incomplete. The Governmental Accounting Standards Board
(GASB) has set forth criteria to be considered in determining fmancial accountability. These criteria include
appointing a voting majority ofan organization's goveruing body, and (1) the ability of the primary government to
impose its will on that organization or (2) the potential for the organization to provide specific benefits to, or impose
specific financial burdens on the primary government. The City does not bave any component units.
B. Government-wide and Fund Financial Statements
The government-wide financial statements (i.e., the statement of net assets and the statement of changes in net
assets) report information on all of the nonfiduciary activities of the primary government and its component units.
For the most part, the effect of interfund activity bas been removed from these statements. Governmental activities,
which normally are supported by taxes and intergovernmental revenues, are reported separately from business-type
activities, which rely to a significant extent on fees and charges for support.
The statement of activities demonstrates the degree to which the direct expenses of a given function or segment are
offset by program revenues. Direct expenses are those that are clearly identifiable with a specific function or
segment. Program revenues include I) charges to customers or applicants who purchase, use, or directly benefit
from goods, services, or privileges provided by a given function or segment and 2) grants and contributions that are
restricted to meeting the operational or capital requirements of a particular function or segment. Taxes and other
items not properly included among program revenues are reported instead as general revenues.
Separate fmancial statements are provided for governmental funds and proprietary funds. Major individual
governmental funds and major individual enterprise funds are reported as separate columns in the fund fmancial
statements.
C. Measurement Focus, Basis of Accounting, and Financial Statement Presentation
The government-wide fmancial statements are reported using the economic resources measurement focus and the
accrual basis of accounting, as are the proprietary fund financial statements. Revenues are recorded when earned
and expenses are recorded when a liability is incurred, regardless of the tinting of related cash flows. Property taxes
are recognized as revenues in the year for which they are levied. Grants and similar items are recognized as revenue
as soon as all eligibility requirements imposed by the provider bave been met.
Governmental fund financial statements are reported using the current financial resources measurement focus and
the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and
available. Revenues are considered to be available when they are collectible within the current period or soon
enough thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be
available if they are collected within 60 days of the end of the current fiscal period. Expenditores generally are
recorded when a liability is incurred, as under accrual accounting. However, debt service expenditores, as well as
expenditores related to compensated absences and claims and judgroents, are recorded ouly when payment is due.
Property taxes, franchise taxes, licenses and interest associated with the current fiscal period are all considered to be
susceptible to accrual and so have been recognized as revenues of the current fiscal period. Only the portion of
special assessments receivable due within the current fiscal period is considered to be susceptible to accrual as
revenue of the current period. All other revenue items are considered to be measurable and available ouly when
cash is received by the City.
-18-
CITY OF CENTERVILLE, MINNESOTA
NOTES TOFINANClAL STATEMENTS
DECEMBER 31, 2004
Note I: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES - CONTINUED
Revenue resulting from exchange transactions, in which each party gives and receives essentially equal value, is
recorded on the accrual basis when the exchange takes place. On a modified accrual basis, revenue is recorded in
the year in which the resources are measurable and become available.
Non-exchange transactions, in which the City receives value without directly giving equal value in return, include
property taxes, grants, entitlement and donations. On an accrual basis, revenue from property taxes is recognized in
the year for which the tax is levied. Revenue from grants, entitlements and donations is recognized in the year in
which all eligibility requirements have been satisfied. Eligibility requirements include timing requirements, which
specify the year when the resources are required to be used or the year when use is first perntitted, matching
requirements, in which the City must provide local resources to be used for a specified purpose, and expenditure
requirements, in which the resources are provided to the City on a reimbursement basis. On a modified accrual
basis, revenue from non-exchange transactions must also be available before it can be recognized.
Deferred revenue arises when assets are recognized before revenue recognition criteria have been satisfied. Grants
and entitlements received before eligibility requirements are met are also recorded as deferred revenue. On the
modified accrual basis, receivables that will not be collected within the available period have also been reported as
deferred revenue in the fund financial statements.
The preparation of financial statements in conforntity with accounting principles generally accepted in the United
States of America requires management to make estimates and assumptions that affect certain reported amounts and
disclosures. Accordingly, actual results could differ from those estimates.
The City reports the following major governmental funds:
The Generalfund is the City's primary operating fund. It accounts for all fmancial resources of the City,
except those required to be accounted for in another fund.
The Debt Service fund accounts for the resources accumulated and payments made for principal and interest
on long-term general obligation debt of governmental funds.
The 2004 Municipal Street Project fund accounts for the resources to complete the street project.
The Hunter's Crossing.fund accounts for the resources to complete the capital project development.
The City reports the following major proprietary funds:
The Water fund accounts for the activities of the water distribution system the City maintains.
The Sewer fund accounts for the activities of the City's sewage collection operations.
Private-sector standards of accounting and financial reporting issued prior to December I, 1989, generally are
followed in both the government-wide and proprietary fund financial statements to the extent that those standards do
not conflict with or contradict guidance of the Governmental Accounting Standards Board (GASB). Governments
also have the option offollowing subsequent private-sector guidance for their business-type activities and enterprise
funds, subject to this same limitation. The City has elected not to follow subsequent private-sector guidance.
As a general rule the effect of interfund activity has been eliminated from government-wide financial statements.
Exceptions to this general rule are charges between the City's water and sewer function and various other functions
of the City. E1imination of these charges would distort the direct costs and program revenues reported for the
various fimCtiODS concerned.
-19-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES - CONTINUED
Amounts reported as program revenues include I) charges to customers or applicants for goods, services, or
privileges provided, 2) operating grants and contribution, and 3) capital grants and contributions, including special
assessments. Internally dedicated resources are reported as general revenues rather than as program revenues.
Likewise, general revenues include all taxes.
Proprietary funds distinguish operating revenues and expenses from nonoperating items. Operating revenues and
expenses generally result from providing services and producing and delivering goods in connection with a
proprietary fund's principal ongoing operations. The principal operating revenues of the City enterprise funds are
charges to customers for sales and services. Operating expenses for enterprise funds include the cost of sales and
services, administrative expenses and depreciation on capital assets. All revenues and expenses not meeting this
definition are reported as nonoperating revenues and expenses.
When both restricted and unrestricted resources are available for use, it is the City's policy to use restricted
resources first, then unrestricted resources as they are needed.
D. Assets, Liabilities and Net Assets or Equity
Deposits and Investments
The City's cash and cash equivalents are considered to be cash on hand, demand deposits and short-term
investments with original maturities of three months or less from the date of acquisition.
Cash balances from all funds are pooled and invested, to the extent available, in certificates of deposit and other
authorized investroents. Earnings from such investments are allocated on the basis of applicable participation by
each of the funds.
Minnesota statutes authorize the City to invest in obligations of the U.S. Treasury, commercial paper, corporate
bonds, repurchase agreements and shares ofinvestroent companies registered under the Federal Investment
Company Act of 1940 and whose only investments are obligations guaranteed by the United States or its agencies.
Investments for the City are reported at fair value. The Minnesota Municipal Money Market Fund (4M)
investment pool operates in accordance with appropriate Minnesota laws and regulations. The reported value of the
pool is the same as the fair value of the pool share.
Accounts Receivable
Accounts receivable include amounts billed for services provided before year end. Unbilled utility enterprise fund
receivables are also included for services provided in 2004. The City annually certifies delinquent water and sewer
accounts to the County for collection in the following year. Therefore, there has been no allowance for doubtful
accounts established.
Interfund Receivables and Payables
Activity between funds that are representative of lending/borrowing arrangements outstanding at the end of the
fiscal year are referred to as either "due to/from other funds" (i.e., the current portion of interfund loans) or
"advances to/from other funds" (i.e., the non-current portion ofinterfund loans). All other outstanding balances
between funds are reported as "due to/from other funds." Any residual balances outstanding between the
governmental activities and business-type activities are reported in the government-wide financial statements as
"internal balances."
-20-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 1: SUMMARY OF SIGNlFlCANT ACCOUNTING POLICIES - CONTINUED
Property Taxes
The Council annually adopts a tax levy in December and certifies it to the County for collection in the following
year. The County is responsible for collecting all property taxes for the City. These taxes attach an enforceable lien
on taxable property within the City on January I and are payable by the property owners in two installments. The
taxes are collected by the County Auditor and tax settlements are made to the City during January, July and
December each year.
Taxes payable on homestead property, as defined by Minnesota statutes, were partially reduced by a market value
credit aid. The credit is paid to the City by the State of Minnesota (the State) in lieu of taxes levied against the
homestead property. The State rentits this credit in two equal installments in October and December each year.
Delinquent taxes receivable include the past six years' uncollected taxes. Delinquent taxes have been offset by a
deferred revenue liability for delinquent taxes not received within 60 days after year end in the fund financial
statements.
Special Assessments
Special assessments represent the fmancing for public improvements paid for by benefiting property owners. These
assessments are recorded as receivables upon certification to the County. Special assessments are recognized as
revenue when they are received in cash or within 60 days after year end. All special assessments receivable are
offset by a deferred revenue liability in the fund financial statements.
Inventories and Prepaid Items
All inventories are valued at cost using the first-in/first-out (FIFO) method. Inventories of governmental funds are
recorded as expenditures when consumed rather than when purchased.
Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items
in both government-wide and fund fmancial statements.
Capital Assets
Capital assets, which include property, plant, equipment and infrastructure assets (e.g., roads, bridges, sidewalks,
and sintilar items) are reported in the applicable governmental or business-type activities columns in the
government-wide fmancial statements. Capital assets are defined by the City as assets with an initial, individual cost
of more than $5,000 (amount not rounded) and an estimated useful life in excess of three years. Such assets are
recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are
recorded at estimated fair market value at the date of donation.
The costs ofnorrnal maintenance and repairs that do not add to the value of the asset or materially extend assets'
lives are not capitalized.
Major outlays for capital assets and improvements are capitalized as projects are constructed. Interest incurred
during the construction phase of capital assets of business-type activities is included as part of the capitalized value
of the assets constructed.
-21-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES - CONTINUED
Property, plant and equipment of the City are depreciated using the straight line method over the following
estimated useful lives:
Assets
Land improvements
Other improvements
Buildings and improvements
System improvements/infrastmcture
Machinery and equipment
Vehicles
Other assets
Useful Lives
in Years
4 to 25
10 to 20
10 to 50
20 to 50
3 to 20
3tolO
3 to IS
Compensated Absences
It is the City's policy to permit employees to accumulate earned but unused paid time off benefits to a maximum of
176 hours. All paid time offpay is accrued when incurred in the government-wide and proprietary funds. A
liability for these amounts is reported in governmental funds only if they have matured, for example, as a result of
employee resignations and retirements. Uuion employees are allowed severance equal to their unused compensatory
time. In governmental fund types the cost of these benefits is recognized when payments are made to the
employees.
Long-term Obligations
In the government-wide financial statements, and proprietary fund types in the fund fmancial statements, long-term
debt and other long-term obligations are reported as liabilities in the applicable governmental activities, business-
type activities or proprietary fund type statement of net assets. Beginning January I, 2003, bond premiums and
discounts, as well as issuance costs, are deferred and amortized over the life of the bonds using the straight-line
method. Bond issuance costs are reported as deferred charges and amortized over the term of the related debt.
In the fund fmancial statements, govermnental fund types recognized bond premiums and discounts, as well as bond
issuance costs, during the current period. The face amount of debt issued is reported as other fmancing sources.
Premiums received on debt issuances are reported as other financing sources while discounts on debt issuances are
reported as other fmancing uses. Issuance costs, whether or not withheld from the actual debt proceeds received, are
reported as debt service expenditures.
Fund Equity
In the fund fmancial statements, govermnental funds report reservations of fund balance for amounts that are not
available for appropriation or are legally restricted by outside parties for use for a specific purpose. Designations of
fund balance represent tentative management plans that are subject to change.
-22-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 2: STEWARDSHIP, COMPLIANCE, AND ACCOUNTABILITY
A. Budgetary Information
Annual budgets are adopted on a basis consistent with accounting principles generally accepted in the United States
of America for the General fund. All annual appropriations lapse at fiscal year end. The City does not use
encumbrance accounting.
In August of each year, all departments of the City submit requests for appropriations to the City Administrator so
that a budget may be prepared. Before September 15, the proposed budget is presented to the Council for review.
The Council holds public hearings and a fmal budget is prepared and adopted in early December.
The appropriated budget is prepared by fund, function and deparlment. The City's department heads, with the
approval of the City Administrator, may make transfers of appropriations within a department. Transfers of
appropriations between departments require the approval of the CounciL The legal level of budgetary control is the
department leveL Budgeted amounts are as originally adopted, or as amended by the CounciL The budget was
amended in 2004.
B. Excess of Expenditures Over Appropriations
For the year ended December 31, 2004, expenditures exceeded appropriations in the following departments (the
legal level of budgetary control).
Generalgovennnent
Administration
Assessing
Legal and accounting
General government bnilding
Public safety
Police protection
Fire protection
Civil defense
Animal control
Public works
Engineering services
Culture and recreation
$ 12,443
203
1,022
5,446
4,697
110,106
727
426
5,022
1,366
These over expenditures were funded by lower than expected expenditures in other departroents and greater than
anticipated revenues.
C. Deficit Fund Equity
The following funds had a deficit fund balaoce as of December 31, 2004:
Fund
Amount
Debt service
Elementary School Water Extension
Capital projects
TIF District 1-4
$
38,778
6,985
The City plaos to fund these deficits with future revenues from tax increment, special assessments and transfer from
other funds.
-23-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS
A, Deposits and Investments
In accordance with Minnesota Statutes and as authorized by the Council, the City maintains deposits at those
depository banks, all of which are members of the Federal Reserve System.
Minnesota Statutes require that all City deposits be protected by insurance, surety bond, or collateral. The market
value of collateral pledged must equal 110% of the deposits not covered by insurance or bonds (140% in the case of
mortgage notes pledged).
Authorized collateral includes the legal investments described below, as well as certain first mortgage notes, and
certain other State or local government obligations. Minnesota Statutes require that securities pledged as collateral
be held in safekeeping by the City or in a fmancial institution other than that furnishing the collateral.
At year end, the City's carrying amount of deposits was $6,928,201 and the bank balance was $6,908,282. Of the
bank balance, $677,100 was covered by federal depository insurance or by collateral held by the City's agent in the
City's name. The remaining balance of$6,231,182 was collateralized with securities held by the pledging financial
institution's trust department or agent in the City's name.
Investments are categorized into these three categories of credit risk:
1. Insured or registered, or securities held by the City or its agent in the City's name.
2. Uninsured and unregistered, with securities held by the counterparty's trust department or agent in the
City's name.
3. Uninsured and unregistered, with securities held by the counterparty, or by its trust department or agent, but
not in the City's name.
At year end, the City's investment balances were as follows:
Category
2
3
Reported!
Amount
Fair Value
U.S. Government Securities
$ 1.855.529
$
$
$ 1,855,529
Investments not subject to categorization
Broker money market accounts
4M Investment Pool
41,797
5,113
Total investments
$ 1.902.439
Total cash and investments:
Carrying amount of deposits
Investments
Cash with fiscal agent
Petty cash
$ 6,928,20 I
1,902,439
5,500
350
$ 8.836.490
Total
-24-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
B. Receivables
A summary of all intergovernmental receivables as of December 31, 2004 is as follows:
Fund
Governmental activities
General
County
State
Total
$ 12,388
$ 153,074
$ 165.462
Governmental funds report deferred revenue in connection with receivables for revenues that are not considered to
be available to liquidate liabilities of the current period. Governmental funds also defer revenue recognition in
connection with resources that have been received, but not yet earned. At the end of the current fiscal year, the
various components of deferred revenue and unearned revenue reported in the governmental funds were as follows:
Unavailable
Unearned
General fund
Taxes
Special assessments
Debt service funds
Special assessments
$ 30,858
14,093
$
1,338,591
Total
$ 1,383,542
$
-25-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
C. Capital Assets
Capital asset activity for the year ended December 31,2004 was as follows:
Beginning Ending
Balance Increases Decreases Balance
Governmental activities
Capital assets not being depreciated
Land $ 1,241,300 $ $ (28,000) $ 1,213,300
Construction in progress 603,879 2,057,279 2,661,158
Total capital assets
not being depreciated 1,845,179 2,057,279 (28,000) 3,874,458
Capital assets being depreciated
Buildings 1,031,981 1,031,981
Infrastructure 4,131,565 197,525 4,329,090
Machinery and equipment 579,885 56,032 (4,900) 631,017
Total capital assets
being depreciated 5,743,431 253,557 (4,900) 5,992,088
Less accumulated depreciation for
Buildings (520,519) (17,572) (538,091)
Infrastructure (629,713) (136,483) (766,196)
Machinery and equipment (190,178) (49,058) 4,900 (234,336)
Total accumulated depreciation (1,340,410) (203,113) 4,900 (1,538,623)
Total capital assets
being depreciated, net 4,403,021 50,444 4,453,465
Governmental activities
capital assets, net $ 6,248.200 $ 2,107,723 $ (28,000) $ 8.327,923
-26-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
Beginning Ending
Balance Increases Decreases Balance
Bnsiness-type activities
Capital assets not being depreciated
Construction in progress $ 246,105 $ 1,141,029 $ $ 1,387,134
Capital assets being depreciated
Infrastructure 5,481,230 72,255 5,553,485
Less accumulated depreciation for
Infrastructure (1,009,393) (160,563) (1,169,956)
Total capital assets
being depreciated, net 4,471,837 (88,308) 4,383,529
Business-type activities
capital assets, net $ 4,717,942 $ 1,052,721 $ $ 5,770,663
Depreciation expense was charged to functions/programs of the City as follows:
Governmental activities
General government
Public safety
Streets and highways
Culture and recreation
$ 27,175
5,764
129,555
40,619
Total depreciation expense - governmental activities
$ 203.1 13
Business-type activities
Water
Sewer
Total depreciation expense - business-type activities
$ 75,911
84,652
$ 160.563
-27.
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
D. Long-term Debt
General Obligation Bonds
The gove=ent issues general obligation bonds to provide funds for the acquisition and construction of major
capital facilities. General obligation bonds have been issued for governmental activities.
General obligation bonds are direct obligations and pledge the full faith and credit of the City. General obligation
bonds currently outstanding are as follows:
General Obligation Improvement Bonds
The following bonds were issued to finance various improvements and will be repaid primarily from special
assessments levied on the properties benefiting from the improvements. Some issues, however, are partly financed
by ad valorem tax levies. All special assessment debt is backed by the full faith and credit of the City. Each year
the combined assessment and tax levy equals 105 percent of the amount required for debt service. The excess of 5
percent is to cover any delinquencies in tax or assessment payments.
Description
Balance
Authorized Interest Issue Maturity at
and Issued Rate Date Date Year End
$ 615,000 4.25 - 4.50 % 08/01/1998 02/01/2009 $ 340,000
650,000 4.75 - 5.25 11/01/2000 02/01/2011 100,000
990,000 3.20 - 4.45 11/01/2001 02/01/2013 915,000
635,000 3.00 - 4.10 10/31/2002 02/01/2014 635,000
G.O. Improvement
Bonds of 1998
G.O. Improvement
Bonds of 2000
G.O. Improvement
Bonds of 200 1
G.O. Improvement
Bonds of 2002
G.O. Temporary
Improvement
Bonds of 2003
G.O. Temporary
Improvement
Bonds of 2004A
G.O. Improvement
Bonds of 2004B
740,000 1.50
07/01/2003
07/01/2006
740,000
780,000 1.75
04/01/2004
04/01/2007
780,000
2,200,000 2.25 - 4.50
06/01/2004
02/01/2020
2,200,000
Total General
Obligation Improvement Bonds
$ 5.710,000
-28-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
Annual debt service requirements for general obligation improvement bonds are as follows:
Year Ending
December 31,
General Obligation Improvement Bonds
Governmental Activities
Principal Interest Total
Total
$ 205,000 $ 198,804 $ 403,804
1,065,000 175,793 1,240,793
1,125,000 146,530 1,271,530
360,000 127,115 487,115
375,000 113,579 488,579
1,540,000 373,851 1,913,851
845,000 139,820 984,820
195,000 4,387 199,387
$ 5.710.000 $ 1.279.879 $ 6.989.879
2005
2006
2007
2008
2009
2010 - 2014
2015 - 2019
2020 - 2024
General Obligation Revenue Bonds
The following bonds were issued to fmance improvements to the water system They will be retired by user charges
and are backed by the full faith and credit of the City.
Balance
Authorized Interest Issue Maturity at
Description and Issued Rate Date Date Year End
G.O. Water Revenue
Bonds of 1998 $ 720,000 4.40-4.80 % 07/01/98 02/01/09 $ 400.000
Annual debt service requirements for general obligation revenue bonds are as follows:
G.O. Revenue Bonds
Year Ending Business-type Activities
December 31, Principal Interest Total
2005 $ 75,000 $ 17,015 $ 92,015
2006 75,000 13,603 88,603
2007 80,000 9,998 89,998
2008 85,000 6,099 91,099
2009 85,000 2,039 87,039
Total $ 400.000 $ 48.754 $ 448.754
-29-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FrnANClAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
Changes in Long-tenn Liabilities. During the year ended December 31,2004, the following changes occurred in
liabilities reported in the generallong-term debt account group.
Beginning
Balance
Ending
Balance
Decreases
Increases
Governmental activities
Bonds payable
General obligation
bonds
General obligation
revenne bonds
$ 3,065,000
$ 2,980,000
$ (335,000) $ 5,710,000
Total bonds payable
2,980,000
(230,000)
(565,000) 5,710,000
230,000
3,295,000
Compensated absences
payable
25,579
(15,637) 19,419
9,477
Governmental activity
long-term liabilities
$ 3,005.579
$ (580,637) $ 5,729,419
$ 3,304,477
Business-type activities
Bonds payable
General obligation
revenue bonds
Compensated absences
payable
$ 470,000
$
$ (70,000) $ 400,000
(337) 5,648
3,567
2,418
Business-type activity
long-term liabilities
$
3,567
$ (70,337) $ 405.648
$ 472,418
Construction Commitments
Due Within
One Year
$ 205,000
205,000
19,419
$ 224,419
$ 75,000
5,648
$ 80,648
The City bas an active construction project as of December 31, 2004. The project is the construction of a water
tower. At year end the City's commitments with contractors are as follows:
Spent Remaining
Contractor to Date Commitment
Maguire Iron $ 630,197 $ 312,917
Northdale Construction 484,734 114,016
Dave Perkins Contracting 429,706 58,695
Dressel Contracting 1,516,287 189,972
Total $ 3,060,924 $ 675,600
-30-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
E. !nterfund Receivables, Payables and Transfers
Tbe composition of interfund balances as of December 31, 2004, is as follows:
Due to/from other funds:
Receivable Fund
Payable Fund
Amount
Enterprise
Water
Debt Service
$ 40.000
Tbe following is a schedule of interfund transfers as of December 31, 2004:
Transfer in:
Noumajor
General governmental Sewer
Fund Fund Funds Enterprise Total
Transfer out:
General $ $ 3,452 $ $ 3,452
Peltier Park 3,807 3,807
Noumajor
governmental 11,162 11,162
Water enterprise 3,635 3,635
Total transfers out $ 14.969 $ 3.452 $ 3.635 $ 22.056
Transfers in the governmental funds were completed to close out funds. Transfers from the Water and Sewer funds
were completed for project costs.
F. Tax Increment Districts
The City is the administering authority for the following tax increment fmancing district:
Tax
Increment
District No. 1-4
Type of district
Economic
Year established
8/24/1995
Tax capacity
Original
Current
$
4,811
34,500
Captured - retained
$
29.689
-31-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 3: DETAILED NOTES ON ALL FUNDS - CONTINUED
G. Fund Equity Reservations and Designations
The components of fund equity are descnbed in Note 1. Certain reservations and designations have been made in
the following funds:
Fund
Net assets - Reserved
Enterprise
Sewer
Purpose
Amount
Senior housing project corrnnitment
$ 71,631
Fund balance - Reserved
Debt Service
General
Debt service on bonds issued
Prepaids
$ 2,909,195
18,149
Total reserved fund balance
$ 2,927,344
Fund balance - Unreserved - Designated
General
Working capital
$ 1,297,954
Note 4: DEFINED BENEFIT PENSION PLANS - STATEWIDE
A. Plan Description
All full-time and certain part-time employees of the City are covered by defined benefit plans administered by
the Public Employees Retirement Association of Minnesota (PERA). PERA administers the Public Employees
Retirement Fund (PERF), which is a cost-sharing, multiple-employer retirement plan. The plan is established
and administered in accordance with Minnesota statutes, chapters 353 and 356.
PERF members belong to either the Coordinated Plan or the Basic Plan. Coordinated Plan members are covered
by Social Security and Basic Plan members are not. All new members must participate in the Coordinated Plan.
PERA provides retirement beuefits as well as disability benefits to members, and benefits to survivors upon
death of eligible members. Benefits are established by Minnesota statute, and vest after three years of credited
service. The defmed retirement benefits are based on a member's highest average salaty for any five successive
years of allowable service, age and years of credit at tennination of service.
Two methods are used to compute benefits for PERF's Coordinated and Basic Plan members. The retiring
member receives the higher of a step-rate benefit accrual fonnula (Method I) or a level accrual fonnula (Method
2). Under Method I, the annuity accrual rate for a Basic Plan member is 2.2 percent of average salaty for each
of the first 10 years of service and 2.7 percent for each remaining year. The annuity accrual rate for a
Coordinated Plan member is 1.2 percent of average salaty for each of the first 10 years and 1.7 percent for each
remaining year. Under Method 2, the annuity accrual rate is 2.7 percent of average salaty for Basic Plan
members and 1.7 percent for Coordinated Plan members for each year of service.
For all PERF members whose annuity is calculated using Method 1, a full annuity is available when age plus
years of service equal 90. A reduced retirement annuity is also available to eligible members seeking early
retirement.
-32-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31,2004
Note 4: DEFINED BENEFIT PENSION PLANS - STATEWIDE - CONTINUED
There are different types of annuities available to members upon retirement. A normal annuity is a lifetime
annuity that ceases upon the death of the retiree - - no survivor annuity is payable. There are also various types
of joint and survivor annuity options available which will reduce the monthly normal annuity amount, because
the annuity is payable over joint lives. Members may also leave their contributions in the fund upon termination
of public service in order to qualify for a deferred annuity at retirement age. Refunds of contributions are
available at any time to members who leave public service, but before retirement benefits begin.
The benefit provisions stated in the previous paragraphs of this section are current provisions and apply to active
plan participants. Vested, terminated employees who are entitled to benefits but are not receiving them yet are
bound by the provisions in effect at the time they last terminated their public service.
PERA issues a publicly available financial report that includes fmancial statements and required supplementary
information for PERF. That report may be obtained on the web at www.mnpera.org, by writing to PERA, 60
Empire Drive, Suite 200, St. Paul, Minnesota 55103-1855 or by calling 651-296-7460 or 1-800-652-9026.
B. Funding Policy
Minnesota statutes, chapter 353 sets the rates for employer and employee contributions. These statutes are
established and amended by the State legislature. The City makes annual contributions to the pension plans
equal to the amount required by Minnesota statute. PERF Basis Plan members and Coordinated Plan members
are required to contribute 9.10 percent and 5.10 percent, respectively, of their annual covered salary. The City is
required to contribute the following percentages of annual covered payroll: 11.78 percent for Basic Plan PERF
members and 5.53 percent for Coordinated Plan PERF members. The City's contributions to the PERF for the
year ended December 31, 2004, 2003 and 2002 were $22,756, $23,440 and $20,932, respectively. The City's
contributions were equal to the contractually required contributions for each year as set by Minnesota statutes.
Note 5: OTHER INFORMATION
A. Risk Management
The City is exposed to various risks of/oss related to torts; theft of, damage to and destruction of assets; errors
and omissions; injuries to employees; and natural disasters for which the City carries insurance. The City obtains
insurance through participation in the League of Minnesota Cities Insurance Trust (LMCIT), which is a risk
sharing pool with approximately 800 other governmental units. The City pays an annual premium to LMCIT for
its workers compensation and property and casualty insurance. The LMCIT is self sustaining through member
premiums and will reinsure for claims above a prescribed dollar amount for each insurance event. Settled claims
have not exceeded the City's coverage in any of the past three fiscal years.
Liabilities are reported when it is probable that a loss has occurred and the amount of the loss can be reasonably
estimated. Liabilities, if any, include an amount for claims that have been incurred but not reported (lBNRs).
The City's management is not aware of any incurred but not reported claims.
B. Legal Debt Margin
In accordance with Minnesota statutes, the City may not incur or be subject to net debt in excess of2 percent of
the market value of taxable property within the City. Net debt is payable solely from ad valorem taxes and,
therefore, excludes debt fmanced partially or entirely by special assessments, enterprise fund revenues or tax
increments. The City does not have any debt subject to the 2 percent limit.
-33-
CITY OF CENTERVILLE, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2004
Note 6: COMMITMENTS
In 1997, the City entered into a Joint Powers agreement with the Anoka County Housing and Redevelopment
Authority (ACHRA) to provide senior housing within the City. The ACHRA has issued $1,290,000 of Housing
Development Revenue Bonds to provide for construction costs of the project. The City has reserved $71,631 in the
Sewer enterprise fund in accordance with the agreement with ACHRA. This amount is to be used in the event revenue
is not sufficient to cover operating expenses and debt service. The City would also be liable for any deficit above the
amount reserved. This commitment exists until December 31,2012. No expenses were incurred relating to the
commitment in 2004.
Note 7: PRIOR PERIOD ADJUSTMENT
The City made the following prior period adjustment to add assets acquired in prior years:
Adjustment!
Restatement
Governmental activities
Additional assets added to list
$
786,000
-34-
COMBINING AND INDIVIDUAL FUND
STATEMENTS AND SCHEDULES
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31, 2004
CITY OF CENTERVILLE, MINNESOTA
NONMAJOR GOVERNMENTAL FUNDS
COMBINING BALANCE SHEET
DECEMBER 31, 2004
Special
Revenue
Fund
614
402
Capital Projects Funds
414
415
Park Pedestrian Storm
Cable T.V. Fund Trail Ways Water
ASSETS
Cash and temporary investments (deficits) $ 15,473 $ 316,204 $ 12,500 $ 302,397
Receivables
Accrued interest 55 1,137 45 1,084
Delinquent taxes
Accounts 4,160 7,864
TOTAL ASSETS $ 19,688 $ 317,341 $ 12,545 $ 311,345
LIABILITIES AND FUND BALANCES (DEFICITS)
LIABILITIES
Accounts payable $ $ $ $ 10,129
Due to other governments
Contracts payable
Accrued salaries payable 45 221
TOTAL LIABILITIES 45 10,350
FUND BALANCES (DEFICITS)
Unreserved
Undesignated 19,643 317,341 12,545 300,995
TOTAL FUND BALANCES (DEFICITS) 19,643 317,341 12,545 300,995
TOTAL LIABILITIES
AND FUND BALANCES (DEFICITS) $ 19,688 $ 317,341 $ 12,545 $ 311,345
-35-
Capital Projects Funds - Continued
317 438 440 441 442 443
Eagle Pheasant
TlF Pheasant The Pass Marsh Pheasant
District 1-4 Marsh Shores (Phase 2) (Phase 2) Marsh III
$ (6,683) $ 155,909 $ $ 55,797 $ 56,864 $ 8,978
561 201 205 32
88
$ (6,595) $ 156,470 $ $ 55,998 $ 57,069 $ 9,010
$
$
$
$
290 $
788 $
45
390
390
290
788
45
(6,985)
156,470
55,708
56,281
8,965
(6,985)
156,470
55,708
56,281
8,965
$
(6,595) $ 156,470 $
$
55,998 $
57,069 $
9,010
-36-
TillS PAGE IS LEFT BLANK
INTENTIONALLY
CITY OF CENTERVILLE, MINNESOTA
NONMAJOR GOVERNMENTAL FUND
COMBINING BALANCE SHEET - CONTINUED
DECEMBER 31, 2004
Capital Projects
Funds - Continued
447 445
Total
Centerville Nonmajor
Town Office Peltier Governmental
Park Preserve Funds
ASSETS
Cash and temporary investments (deficits) $ 3,013 $ 219,242 $ 1,139,694
Receivables
Accrued interest 11 788 4,119
Delinquent taxes 88
Accounts 2,000 14,024
TOTAL ASSETS $ 5,024 $ 220,030 $ 1,157,925
LIABILITIES AND FUND BALANCES (DEFICITS)
LIABILITIES
Accounts payable $ $ 1,232 $ 12,484
Due to other governments 390
Contracts payable 58,695 58,695
Accrued salaries payable 266
TOTAL LIABILITIES 59,927 71,835
FUND BALANCES (DEFICITS)
Unreserved
Undesignated 5,024 160,103 1,086,090
TOTAL FUND BALANCES (DEFICITS) 5,024 160,103 1,086,090
TOTAL LIABILITIES
AND FUND BALANCES (DEFICITS) $ 5,024 $ 220,030 $ 1,157,925
-37-
CITY OF CENTERVILLE, MINNESOTA
NONMAJOR GOVERNMENTAL FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCES (DEFICITS)
YEAR ENDED DECEMBER 31,2004
Special
Revenue
Fund
614
402
Capital Projects Funds
414
415
Park Pedestrian Storm
Cable TV. Fund Trail Ways Water
REVENUES
Tax increments $ $ $ $
Refunds and reimbursements 7,408
Interest on investments 473 181 45 8,731
Miscellaneous 2,415 90,804
TOTAL REVENUES 7,881 2,596 45 99,535
EXPENDITURES
Current
Culture and recreation
Personal services 2,072
Other services and charges 85
Capital outlay
Public works 141,767
Economic development
TOTAL EXPENDITURES 2,157 141,767
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 5,724 2,596 45 (42,232)
OTHER FINANCING SOURCES (USES)
Transfers in 2,777
Transfers out
TOTAL OTHER
FINANCING SOURCES (USES) 2,777
NET CHANGE IN FUND BALANCES 5,724 5,373 45 (42,232)
FUND BALANCES (DEFICITS), JANUARY 1 13,919 311,968 12,500 343,227
FUND BALANCES (DEFICITS), DECEMBER 31 $ 19,643 $ 317,341 $ 12,545 $ 300,995
-38-
Capital Projects Funds - Continued
317 438 440 441 442 443
Eagle Pheasant
TIF Pheasant The Pass Marsh Pheasant
District 1-4 Marsh Shores (Phase 2) (Phase 2) Marsh III
$ 39,642 $ $ $ $ $
4,089 3 1,451 2,525 308
39,642 4,089 3 1,451 2,525 308
218
4,138
31,785
2,392
38,186
38,186
218
4,138
31,785
2,392
1,456
4,089
(215)
(2,687)
(29,260)
(2,084)
(3,847)
(2,466)
(4,849)
(3,847)
(2,466)
(4,849)
1,456
242
(215)
(5,153)
(34,109)
(2,084)
(8,441)
156,228
215
60,861
90,390
11,049
$
(6,985) $ 156,470 $
$
55,708 $
56,281
$
8,965
-39-
THIS PAGE IS LEFT BLANK
INTENTIONALLY
CITY OF CENTERVILLE, MINNESOTA
NONMAJOR GOVERNMENTAL FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCES (DEFICITS) - CONTINUED
YEAR ENDED DECEMBER 31, 2004
Capital Projects
Funds - Continued
447 445
Total
Centerville Nonmajor
Town Office Peltier Governmental
Park Preserve Funds
REVENUES
Tax increments $ $ $ 39,642
Refunds and reimbursemeuts 7,408
Interest on investments 22 6,238 24,066
Miscellaneous 5,600 98,819
TOTAL REVENUES 5,622 6,238 169,935
EXPENDITURES
Current
Culture and recreation
Personal services 2,072
Other services and charges 85
Capital outlay
Public works 598 88,924 269,822
Economic development 38,186
TOTAL EXPENDITURES 598 88,924 310,165
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 5,024 (82,686) (140,230)
OTHER FINANCING SOURCES (USES)
Transfers in 675 3,452
Transfers out (3,807) (14,969)
TOTAL OTHER
FINANCING SOURCES (USES) 675 (3,807) (11,517)
NET CHANGE IN FUND BALANCES 5,699 (86,493) (151,747)
FUND BALANCES (DEFICITS), JANUARY I (675) 246,596 1,237,837
FUND BALANCES (DEFICITS), DECEMBER 31 $ 5,024 $ 160,103 $ 1,086,090
-40-
CITY OF CENlERVILLE, MINNESOTA
GENERAL FUND
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES -
BUDGET AND ACTUAL
YEAR ENDED DECEMBER 31, 2004
(Wifu comparative actual amounts fOT fue year ended December 31, 2003)
2004 2003
Variance with
Budgeted Amounts Final Budget -
Actual Positive Actual
Original Final Amounts (Negative) Amounts
REVENUES
General property taxes $ 1,539,829 $ 1,539,829 $ 1,476,123 $ (63,706) $ 1,425,932
Licenses and permits
Business 18,500 18,500 11,255 (7,245) 20,718
Nonbusiness 240,700 240,700 223,208 (17,492) 250,001
Total 259,200 259,200 234,463 (24,737) 270,719
Intergovernmental
State
Property tax credits 13,217 13,217 19,468
State grants aid 1,333 1,333 667 (666) 1,333
Police aid 21,922 21,922 25,596 3,674 25,249
2% Fire relief aid 92,968 92,968 153,074 60,106 116,282
Total 116,223 116,223 192,554 76,331 162,332
Charges for services
General government 500 500 362 (138) 412
Other 848 848 1,984 1,136 361
Total 1,348 1,348 2,346 998 773
Fines and forfeitures 22,000 22,000 23,202 1,202 26,830
Special assessments 2,202 2,202 1,087
Interest on investments 25,000 25,000 29,175 4,175 20,777
Miscellaneous
Refunds and reimbursements 13,000 13,000 8,893 (4,107) 25,328
Other 25,400 25,400 35,228 9,828 9,236
Total 38,400 38,400 44,121 5,721 34,564
TOTAL REVENUES 2,002,000 2,002,000 2,004,186 2,186 1,943,014
-41-
CITY OF CENTERVILLE, MlNNESOT A
GENERAL FUND
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES -
BUDGET AND ACTUAL - CONTINUED
YEAR ENDED DECEMBER 31, 2004
(With comparative actual amounts for the year ended December 31, 2003)
2004 2003
Variance with
Budgeted Amounts Final Budget -
Actual Positive Actual
Original Final Amounts (Negative) Amounts
EXPENDITURES
Current
General government
Mayor and Council
Personal services $ 16,150 $ 16,150 $ 14,856 $ 1,294 $ 14,452
Other services and charges 1,350 1,350 473 877 62
Total 17,500 17,500 15,329 2,171 14,514
Elections
Personal services 3,950 3,950 3,505 445
Supplies 1,850 1,850 379 1,471 43
Total 5,800 5,800 3,884 1,916 43
Planning and zoning
Other services and charges 6,000 7,000 6,824 176 4,386
Administration
Personal services 219,841 215,841 227,839 (11,998) 256,673
Supplies 6,500 6,500 6,159 341 5,117
Other services and charges 79,850 81,850 82,636 (786) 66,765
Total 306,191 304,191 316,634 (12,443) 328,555
Assessing
Other services and charges 7,500 17,500 17,703 (203) 17,468
Legal
Other services and charges 78,000 93,000 94,022 (1,022) 78,595
Insurance
Other services and charges 2,500 2,500 2,071 429 ],580
General government building
Supplies 1,600 1,600 878 722 502
Other services and charges 20,700 17,700 23,868 (6,168) 27,304
Total 22,300 19,300 24,746 (5,446) 27,806
Total general government 445,79] 466,791 481,213 (14,422) 472,947
-42-
CITY OF CENlERVILLE, MINNESOTA
GENERAL FUND
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES -
BUDGET AND ACTUAL - CONTINUED
YEAR ENDED DECEMBER 31, 2004
(With comparative actual amounts for the year ended December 31, 2003)
2004 2003
Variance with
Budgeted Amounts Final Budget -
Actual Positive Actual
Original Final Amounts (Negative) Amounts
EXPENDITURES - CONTINUED
Current - Continued
Public safety
Police protection
Other services and charges $ 484,549 $ 484,549 $ 489,246 $ (4,697) $ 486,369
Fire protection
Remittance to relief association 153,074 (153,074) 128,782
Other services and charges 175,645 125,645 82,677 42,968 81,621
Total 175,645 125,645 235,751 (110,106) 210,403
Building inspection
Personal services 142,771 122,771 101,261 21,510 76,825
Supplies 1,800 2,800 3,727 (927) 1,236
Other services and charges 15,250 7,250 7,953 (703) 11,748
Total 159,821 132,821 112,941 19,880 89,809
Civil defense
Other services and charges 2,100 2,100 2,827 (727) 1,231
Animal control
Other services and charges 1,000 1,000 1,426 (426) 1,359
Total public safety 823,115 746,115 842,191 (96,076) 789,171
Public works
Streets
Personal services 120,061 110,061 90,563 19,498 84,351
Supplies 18,900 16,900 8,818 8,082 8,439
Other services and charges 77,795 159,795 170,255 (10,460) 176,520
Total 216,756 286,756 269,636 17,120 269,310
Recycling
Personal services 2,879 2,879 3,168 (289) 2,846
Supplies 2,000 1,000 1,000 20
Other services and charges 3,121 2,121 873 1,248 108
Total 8,000 6,000 4,041 1,959 2,974
Engineering services
Other services and charges 15,000 15,000 20,022 (5,022) 14,224
Total public works 239,756 307,756 293,699 14,057 286,508
-43-
CITY OF CENlERVILLE, MINNESOTA
GENERAL FUND
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES -
BUDGETANDACTUAL-CONTINUED
YEAR ENDED DECEMBER 31, 2004
(With comparative actual amounts for the year ended Decemher 31, 2003)
2004 2003
Vatiance with
Budgeted Amounts Final Budget -
Actual Positive Actual
Original Final Amounts (Negative) Amounts
EXPENDITURES - CONTINUED
Current - Continued
Culture and recreation
Parks and recreation
Personal services $ 31,957 $ 21,957 $ 24,230 $ (2,273) $ 23,413
Supplies 5,775 5,775 5,523 252 2,224
Other services and charges 38,100 35,100 34,445 655 32,259
Total culture and recreation 75,832 62,832 64,198 (1,366) 57,896
Economic development
Supplies 200 1,200 433 767 1,635
Other services and charges 4,800 9,800 7,833 1,967 2,076
Total economic development 5,000 11,000 8,266 2,734 3,711
Miscellaneous
Other services and charges 16,000 20,000 18,103 1,897 15,085
Total current expenditures 1,605,494 1,614,494 1,707,670 (93,176) 1,625,318
Capital outlay
General government 25,000 120,000 113,638 6,362 28,258
Public works 373,506 269,506 56,673 212,833 62,860
Total capital outlay 398,506 389,506 170,311 219,195 91,118
TOTAL EXPENDITURES 2,004,000 2,004,000 1,877 ,981 126,019 1,716,436
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES (2,000) (2,000) 126,205 128,205 226,578
OTIfER FINANCING SOURCES (USES)
Sale of general fixed assets 110,000 110,000
Transfer in 14,969 14,969 9,434
Transfer out (3,452) (3,452) (105,564)
TOTAL OTIfER FINANCING
SOURCES (USES) 121,517 121,517 (96,130)
NET CHANGE IN FUND BALANCES $ (2,000) $ (2,000) 247,722 $ 249,722 130,448
FUND BALANCES, JANUARY 1 1,068,381 937,933
FUND BALANCES, DECEMBER 31 $ 1,316,103 $ 1,068,381
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CITY OF CENTERVILLE, MINNESOTA
DEBT SERVICE FUNDS
COMBINING BALANCE SHEET
DECEMBER 31, 2004
306 308 312 325
G.O. Elementary
Improvement School
Mound 21st Avenue Bonds of Water
Trail Improvements 2004B Extension
ASSETS
Cash and temporary investments $ 21,933 $ 38,630 $ 307,791 $ 921
Cash with fiscal agent
Receivables
Accrued interest 79 138 1,107 39
Special assessments
Current 32,684
Delinquent 262
Deferred 6,773 592,61l 20,991
TOTAL ASSETS $ 22,012 $ 45,541 $ 934,193 $ 22,213
LIABILITIES AND FUND BALANCES (DEFICITS)
LIABILITIES
Accounts payable $ $ $ $
Due to other funds 40,000
Deferred revenue 6,773 592,61l 20,991
TOTAL LIABILITIES 6,773 592,61l 60,991
FUND BALANCES (DEFICITS)
Reserved for debt service 22,012 38,768 341,582
Umeserved
Undesignated (38,778)
TOTAL FUND BALANCES (DEFICITS) 22,012 38,768 341,582 (38,778)
TOTAL LIABILITIES
AND FUND BALANCES (DEFICITS) $ 22,012 $ 45,541 $ 934,193 $ 22,213
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324 336 327 342 345 346
G.O.
G.O. G.O. G.O. Temporary G.O.
Improvement Improvement Improvement Improvement Improvement Total
Parkview Bonds of Bonds of Bonds of Bonds of Bonds of Debt Service
Development 2000 2001 2002 2003 2004A Funds
$ 307,901 $ 153,650 $ 554,367 $ 833,735 $ 367,506 253,081 $ 2,839,515
5,550 5,550
1,106 552 1,992 2,996 1,308 924 10,241
32,684
22,407 22,669
7,835 13,256 213,504 483,621 1,338,591
$ 316,842 $ 167,458 $ 556,359 $ 836,731 $ 610,275 $ 737,626 $ 4,249,250
$ 242 $ $ $ $ $ $ 242
40,000
7,835 13,256 213,504 483,621 1,338,591
8,077 13,256 213,504 483,621 1,378,833
308,765 154,202 556,359 836,731 396,771 254,005 2,909,195
(38,778)
308,765 154,202 556,359 836,731 396,771 254,005 2,870,417
$ 316,842 $ 167,458 $ 556,359 $ 836,731 $ 610,275 $ 737,626 $ 4,249,250
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CITY OF CENTERVILLE, MINNESOTA
DEBT SERVICE FUNDS
COMBINING SCHEDULE OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCES (DEFICITS)
YEAR ENDED DECEMBER 31, 2004
306 308 312 325
G.O. Elementary
Improvement School
Mound 21st Avenue Bonds of Water
Trail Improvements 2004B Extension
REVENUES
Special assessments $ $ 16,520 $ 283,147 $ 11,897
Interest on investments 688 1,065 2,068 40
Miscellaneous 19,000
TOTAL REVENUES 19,688 17,585 285,215 11,937
EXPENDITURES
Debt service
Principal 230,000
Interest and other 7,879
TOTAL EXPENDITURES 237,879
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 19,688 17,585 285,215 (225,942)
OTHER FINANCING SOURCES
Bonds issued 56,367
NET CHANGE IN FUND BALANCES 19,688 17,585 341,582 (225,942)
FUND BALANCES, JANUARY I 2,324 21,183 187,164
FUND BALANCES (DEFICITS), DECEMBER 31 $ 22,012 $ 38,768 $ 341,582 $ (38,778)
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324 336 327 342 345 346
G.O.
G.O. G.O. G.O. Temporary G.O.
Improvement Improvement Improvement Improvement Improvement Total
Parkview Bonds of Bonds of Bonds of Bonds of Bonds of Debt Service
Development 2000 2001 2002 2003 2004A Funds
$ 2,365 $ 2,867 $ $ $ 163,415 $ 241,834 $ 722,045
8,161 3,352 14,737 21,911 7,587 2,511 62,120
19,000
10,526 6,219 14,737 21,911 171,002 244,345 803,165
60,000 200,000 75,000 565,000
16,867 10,300 37,433 22,370 5,953 11,790 112,592
76,867 210,300 112,433 22,370 5,953 11,790 677,592
(66,341) (204,081 ) (97,696) (459) 165,049 232,555 125,573
21,450 77,817
(66,341) (204,081 ) (97,696) (459) 165,049 254,005 203,390
375,106 358,283 654,055 837,190 231,722 2,667,027
$ 308,765 $ 154,202 $ 556,359 $ 836,731 $ 396,771 $ 254,005 $ 2,870,417
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CITY OF CENTERVILLE, MINNESOTA
TAX AND SPECIAL ASSESSMENT LEVIES AND COLLECTIONS
DECEMBER 31,2004
TAX LEVIES AND COLLECTIONS
Percentage
Collection Percent Collection of Total
Total of Current of Levy of Prior Total Collections
Year Levy Years' Levy Collected Years' Levy Collections to Levy
1995 $ 449,058 $ 445,422 99.19 % $ 4,315 $ 449,737 100.15 %
1996 531,775 520,523 97.88 5,077 525,600 98.84
1997 536,082 532,625 99.36 929 533,554 99.53
1998 562,007 557,814 99.25 4,422 562,236 100.04
1999 762,130 748,136 98.16 18,259 766,395 100.56
2000 985,009 968,826 98.36 13,933 982,759 99.77
2001 1,210,000 1,186,697 98.07 14,048 1,200,745 99.24
2002 1,480,623 1,458,801 98.53 17,986 1,476,787 99.74
2003 1,480,623 1,363,522 92.09 16,481 1,380,003 93.20
2004 1,539,329 1,416,636 92.03 36,992 1,453,628 94.43
SPECIAL ASSESSMENT LEVIES AND COLLECTIONS
Percentage
Collection Percent Collection of Total
Total of Current of Levy of Prior Total Collections
Year Levy Years Levy Collected Years' Levy Collections to Levy
1994 $ 57,881 $ 52,792 91.21 % $ 2,591 $ 55,383 95.68 %
1995 104,251 100,431 96.34 1,470 101,901 97.75
1996 93,420 91,836 98.30 5,904 97,740 104.62
1997 175,539 130,529 74.36 1,614 132,143 75.28
1998 116,286 110,705 95.20 42,760 153,465 131.97
1999 273,814 259,003 94.59 55,058 314,061 114.70
2000 151,401 141,190 93.26 2,414 143,604 94.85
2001 261,982 252,397 96.34 22,385 274,782 104.89
2002 177 ,893 169,966 95.54 8,725 178,691 100.45
2003 132,977 126,865 95.40 5,911 132,776 99.85
2004 175,670 153,399 87.32 9,771 163,170 92.88
-49-
OTHER REPORT
CITY OF CENTERVILLE
CENTERVILLE, MINNESOTA
YEAR ENDED
DECEMBER 31, 2004
THIS PAGE IS LEFT BLANK
INTENTIONALLY
Certified Puhlu, Acco_ & Comultont.
Grandview Square
5201 Eden Avenue
Suite 370
Edina, MN 55436
REPORT ON MINNESOTA LEGAL COMPLIANCE
Honorable Mayor and Council
City of Centerville, Minnesota
We have audited the financial statements of the City ofCenterville, Minnesota (the City) as of and for the year ended
December 31,2004, and have issued our report thereon dated April 20, 2005.
We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the
provisions of the Minnesota Legal Compliance Audit Guide for Local Government, promulgated by the Minnesota Office of the
State Auditor pursuant to Minnesota statute, section 6.65. Accordingly, the audit included such tests of the accounting records
and such other auditing procedures, as we considered necessary in the circumstances.
The Minnesota Legal Compliance Audit Guide for Local Government covers six main categories of compliance to be tested:
contracting and bidding, deposits and investments, conflicts of interest, public indebtedness, claims and disbursements and
miscellaneous provisions. Our study included all of the listed categories.
The results of our tests indicate that, with respect to the items tested, the City complied with the material terms and conditions of
applicable legal provisions.
This report is intended solely for the information and use of the Council, management, others within the City and the Minnesota
Office of the State Auditor and is not intended to be and should not be used by anyone other than these specified parties.
April 20, 2005
Minneapolis, Minnesota
QbbJ~~M~)LLP
ABDO, EICK & MEYERS, LLP
Certified Public Accountants
-50-
952.835.9090 . Fax 952.835.3261
www.aemcpas.com
THIS PAGE IS LEFT BLANK
INTENTIONALLY
Findin~
2004-1
CITY OF CENTERVILLE, MINNESOTA
SCHEDULE OF FINDINGS
DECEMBER 31, 2004
Description
Segregation of Duties
Our study and evaluation disclosed that because of the limited size of your office staff, your City has limited
segregation of duties. A good internal control structure contemplates and adequate segregation of duties so that
no one individual handles transactions from inception to completion. While we recognize that your City is not
large enough to permit an adequate segregation of duties in all respects, it is important that you be aware of this
reportable condition.
Management Response
Management recognizes that it is not economically feasible to correct this fmding, is aware of the condition and
is relying on oversight by management and the Council to monitor this condition. In addition, the City has
implemented specific internal control policies to address segregation of duties issues.
-51-
Proposal
Downtown Master Plan
City of Centerville, Minnesota
Hoisington Koegler Group, Inc.
123 North Third Street
Suite 100
Minneapolis, Minnesota 55401
Ph: 612.338.0800
Fx: 612.338.6838
June 16, 2005
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Hoisington Koegler Group Inc.
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Creative Solutions for Land Planning and Design
Hoisington Koegler Group Inc.
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16 June 2005
Mr. John Meyer
Finance Director
City of Centen'ilIe
CenterviIle, Minnesota
RE: Proposalfor Redevelopment Pian
Dear Mr. Meyer:
Hoisington Koegler Group Inc. is pleased to present this proposal to provide services to Centerville
as it plans for the challenges and opportunities presented by the County Road 14 project. HKGi has
a great deal of experience working with downtown communities to define a vision that can be
shared by all stakeholders and to strategize enhancements based on that vision. As the enclosed
proposal will indicate, HKGi has performed numerous downtown and redevelopment planning
projects for cities in Minnesota. A key feature in each of these projects is a process that places
stakeholders at the center. Through the involvement of the people ofCenterville, we can help
ensure that the redevelopment plan will reflect their values and spirit. For this project, HKGi will
work collaboratively with the McComb Group and the City's consulting engineer. HKGi has an
extensive list of projects where we have collaborated with other directly or indirectly. Our project
team consists of the following key HKGi staff:
Brad Scheib as project manaoer: Brad has over 10 years of experience as a planner working on projects
of varying sizes and scales. Brad will serve as project manager and lead land use planner on the
project. J'if! ,HeMenimen as project designer: Jeff has over 15 years of experience in the field of urban
design and landscape architecture. JeWs experiences reach well beyond Minnesota. He will provide
direction and oversight to site design and master planning. Bryan Harjes as project desiener: Bryan
has over 5 years of experience working on downtown planning, site design and master planning
projects. Bryan will playa significant role in the "charrette" process and will lead the urban design
exploration of the project. LiI Leatham as project technician and desiBn support: Lit is a landscape
architect with over 7 years of experience in site planning and streetscape design. Lil will provide
design support and mapping services to the project. HKGi has a number of other professional
resources that will be available to work on this project through an office wide collaborative
approach to our work.
We arc excited by the challenges we see in this project and we look forward to discussing our
credentials with you in greater detail. If there is any further information that we can provide to
assist you with your decisions, please let me know. I can be reached directly at 612.252.7122 or
bscheib@hkgi.com.
Sincerely,
h:2K~e ler pIne.
Brad Scheib, CP
Vice Preside
123 North Third Street. Suite 100. Minneapolis, MN 55401-1659
Ph (612) 338-0800 Fx (612) 338-6838
About Hoisington Keogler Group In<. ....-----------------------------------------------......-. 3
Relevant Experience .....-.-.--------------------------------------......-...............-...-- 4
Project Understanding ------------------------------------.....................------------------------ 8
Statement of Philosophy and Work Program .....-------------------------------------------- 9
Overall Project Schedule .-.........---------------------------------------------------................16
Project Budget --------------------------------------------....................---------------------16
Resumes ---------------------------------.....................-----------------------------------------17
~
~
Table of Contents
Hoisington Koegler Group Inc.
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Hoisington Koegler Group Inc. (HKGi)
HKGihelps clients build the types of places that people want to live in, work in and
playin by providing the fOWldations for successful community development. HKGi
focuses its community-based planning approach towards building public support for
a sOWld set ofland use and urban design initiatives and forging an implementation
strategy to help the community make the most of its financial and human resources.
Redevelopment and downtown revitalization projects can be extremely complex.A
broad range of urban design, funding and revenue,land use, and improvement issues
must be considered in order to maximize the likelihood of success. Such projects
require strong leadership supported by extensive redevelopment/revitalization
experience. In addition to crafting several award-winning revitalization plans, plans
developed by HK Gi have garnered real world results, attracting development and
spurring both public and private economic development projects.
Since its establishmentin 1982, HKGi has developed a planning and design approach
that has helped the firm grow from a one-person firm into a planning and design
firm that employs 14 professionals. HKGi's approach has helped the firm establish
itself as one of the premier planning firms in Mirmesota. More importantly, this
approach has helped clients throughout the Upper Midwest build successful
communities andmemorable places.
Thefollowingpagesrepresentour experience and proposal for the Centervilleproject.
About Hoisington Koegler
Group Ine.
Hoisington Koegler Group Inc.
123 Norlh Third Street, Suite 100
MInneapolis, Minnesota 55401
p: 612.B8.0BOD
f: 612.338.6838
web: www.hkgl.com
Incorporated with the Slate 01 Minnesota In
1982
Principals:
Mark Koegler, ASLA, President
Brucl! Chamberlain, ASLA, VlcI! President
Paul Paige, RLA, VlcI! President
Brad ScheIb, AICP, Vice President
Staff:
8 Landscape Architects
3 Community Planners
15trateglcPlanner
2 Support Slaff
Services:
Site Design
Environmental Review
CDmpreben5Jlle Planning
Urban Design
Downtown PlannIng
Commercial Area RevitalizatIon
Transit Oriented Development Planning
Strategic Planning
Corrldorsludles
Streetscape Design
Master Planning
Park and Trail Planning
A sampling oIHKGi redevelopmenf/fPvit4liziJUon plilnningprojeds:
,. Golden Triangle litnd USe/MulU-Modal Tlilnspottation Sludr-- Eden
Pmllle
1. Downtown Master Plan; Hastingr
3. Downtown East/North Loop Master Plan; Minneapolis
4. Excelsior Boulevard CorrldorPlan; 51. Louis Park
5. little Conoda RoadIRke SbPet Redevelopment Guide; UMe Canada
5. 7th Avenue Redevelopment Plan; Newpott
7. RidJfield uke MasterP/an/lyndale Gateway; Richfield
8. Gateway Redevelopment Master Plan; Detroit lakes
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Client [ontad: John Grossman (jgrossman@dhastings.mn.usj--HRA Dir.-651.4Bo.2347
Date of proJed Involvement: 2002-2003 with ongoing implementation assislance
HKGi Budget: $45-000 approximate
The City of Hastings, a classic Mississippi Rivertown, enjoys a commercially vibrant,
historically intact downtown district that serves local residents with a variety of
serviocs and retail options and attracts visitors from around the region.A number of
changes, either already in the works or visible on the horizon, prompted the City to
hire HKGi to complete a Uvable Communities Grant application to help fund a
downtown master planning effortthat will help the City guide those changes so they
have a positive effect on the downtown.
Highlights of the Downtown Master Plan include: greater connections between
Downtown and the Mississippi Riverfront; identification of a number of potential
redevelopmentsitcs; a strategy to capitalize on thepotcntialfor a downtown commuter
rail station; a set of design guidelines to help downtown maintain its architectural
integrity; a strategy to increase the amount of residential options in and around
downtown; and the use of innovative stormwater treatrnentmethods to help the City
control its infrastructure costs and improve environmental quality. In addition, a
strong strategic plan, designed to help the City fund and achieve its goals, makes up
a central part of the Master Plan.
Hastings hilS I!flJo)'Pd a history of iJrrtJitedurally signitkanl bridges. ll1e l11QS/er plan fl!(OIT1J11e/Jds that the Oty be proactive in
ensutfng that reconstnk1/on oItheaJffent Highway 61 bridge (above) retains a diSUnd dJafiJder iJnd integI<Jtes ameniUes that
will if1{lf!Qse the visibility of downtown Hilstings and Improve access to downtown from the brtdge
PROJECT EXPERIENCE
Downtown Master Plan
Hastings, Minnesota
Hastings Housing and Redevelopment Authority
Onginal Hastings featuff!S iJ nlJfT1/Jer of historically signif!@nt homes and
busInesses. TlJe master plaD design guidelines win encomage new
developments to maintain the dJaracter 01 Original HiJsUngs.
IAll.l.yMlt~y
FOlLOWS VACArEO
RAlLROADRfQHTOf'W/('/
One of the master plan:r mote Innovative initiatives ff.'aXT1IT1efIds the
integration of stonn Willer ha1tment wetliJnds iJnd dfiJins into the
downtown landscape.
llJe Master Plan envisions the Hastings Riverfront as a l1!gIOIIEI n!(r1!iJtiOllEI atftadion. l11e riverfront plan in/egfi1tes iJ nurnlJer of different sites into a continuous riverfront park featuring tJails, plazas, open spaces,
sClJlptureganfens, a bindshe/l and a marina. Although Ute downtown historic district mrrenUy tums its biKX on the river; plans for the rivelfront will int~ the new parks into the downtown iJfPQ. HKGi has
already developed the she plans tor the River Rats park and Levee Park. and the Bailly's Landing Redevelopment Is in the /aUer plannIng stoges.
Hoisington Koegler Group Inc.
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{fient Contad: Joel Hanson (joel.hanson@d.lillle--canada.mn.us) [fly Administrator
651.766.4040
Date of Projed Involvement: 1995-t996 with ongoing implementaUon through 2003
HKGi Budget: $5(4000 approximate
The City ofUttle Canada, realizing that it had no oiteria for judging what kind of
development best suited the mmmunity for this higWy visible site, hired Hosington
Koegler Group to develop a plan for the entire Rice Street mrridor. Because
redevelopment in this fairly well-developed, although somewhat neglected mrridor
would affect numerous businesses, land owners, and nearby residents, the prooess
involved significant public participation. The plan, which includes market analysis,
financial feasibility, and urban design, will provide the framework for redevelopment
of this site as well as others within the study area.
The Development Guide features a more intense focus on the Rice Street/Little
CanadaRoadintersedion.Thisintersedion wouldbemmethemostintenselydeveloped
commercial node along Rice Street, acmmmodatingnew commercial, office and
residential uses and creating a district that serves pedestrians from nearby
neighborhoods as well as cars traveling the Rice Street mrridor. Principles outlined
for this area will provide a model for redevelopment of other commercial nodes in
the mrridor.
Addlt/(){M/ high-, medlum- and Jow-denslty residential development will proVide critka/aJ support for commercial deve/oprnfnts
infhea~a.
PROJEIT EXPERIENCE
Rice Street/Little Canada
Road Development Guide
lillie Canada, Minnesota
City of lillie Canada
streetsGJpe elements iJnd p1anUng pat/ems esIiJbIjSh aD urban design
frQmework. Downtown will be iJ mix of uses connected by public open
spaces.
5ltmsCilfH! impro/lf'JJ1l!fJls along Little GlnadiJ ROiJd iJlP aD important
pub/Ic redevelopment InitlaUve, The Gty minimized local costs by
cooniinating work with planned improvements by Ramsey County.
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(lIent (ontad: Julie W1schnack Dwtschnack@d.hutchlnson.mn.usj -Dlredor of Planning and
Zonlng-32o.234.4258 Dale of Projed Involvement: 2002-2003
HKGl8udget: $80,000 approximate
Although the City of Hutchinson's downtown maintained much ofits original
character, signs of its age and decreasing economic viability were beginning to show,
prompting the City to hire a consulting team, led by HKGi, to develop a master plan
to guide future efforts to revitalize downtown Hutchinson. The study included an
extensive assessment of downtown's rurrent conditions; a market analysis; land use,
traffic, and parking recommendations; streetscape and building design guidelines;
and an implementation strategy to guide the City through plan implementation.
The Master Plan attempts to build upon Hutchinson's existing streng1hs. For example,
the City's residents have a strong history of supporting the performing arts and
wouldlike their downtown to include such opportunities.1he Master Plan seizes on
this objective by proposing an initiative to reuse a downtown school auditorium as
a multi-organizational performing arts center that could host locally-produced and
touring productions. Civic uses such as the library--a Carnegie library surrounded
by library Square park---also form a pillar of the downtown fabric. Revitalization
efforts should capitalize on the activity generated by civic uses. Other initiatives
build on the downtown's historic character, the Crow River and Luce Line Trail as
recreational attractions, and the desire of Hutchinson's residents to see more downtown
residential opportunities.
.
l'
!. Q~-L
oft,,~ .
The (row RiverCommons- iJ riverfront park, would provide iJ ~tioni1l albadion for downtQwn and would conned to the
LiKe line T/iJil H would also pmvideao all1<Ktive setting tornew houSing on the opportunities.
PROJEG EXPERIENCE
Downtown Revitalization
M aster Pia n
Hutchinson, Minnesota
(fly of Hutchinson
2003 Minnesota APA
Award Winner
\.~'"
....
i t'~i'-~t;L;:;,
~ \' ....,u,;,. ~ ~;.~". .' ,~dt
t ~,~.:!:;~"<,,, . ~~
A fanners matket built adjacent to LibtalJl Square {()/Jld atbad visitors to
the downtown. The design Of the pavilion might mltrO! the lIbfillY'S
fffltuf1!S.
The fabric 01 Downtown HutdJlnson retains I!1lJ(/1 q{ Its historic
dJaooer (top /ell photo), but many Individual properties suffer from
undeflltlllzaUon and a resuhing s/Jor1Qge of investment In maIntenance
and upkeep. Reuse ofproperties stI(/J i1S the St4te Theater (bottom Ieft/
and /he HutdJinson Hotel (top left) will be necesSiJry in omer to
begin the process of revltallzaUon. AddlUonal stJeetscaping
designed to complement existing !eidures siKh iJS the
Hager Jewelry dtxk (right), is also called for in the Milster Plan.
Hoisington Koegler Group Inc.
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Client Conti/d: Ji/mie Verbrugge (fi/mie. verbrugge@cirosemountmn.us) City Administfi1tor
651.322.2006 Di/te of Projed tnvolvement: 2004 HKGi Budget: $5aOOO
Less than two years after a downtown redevelopment plan failed to receive City
Council approval, the Rosemount Port Authority turned to HKGi to help chart a
course for the future of Downtown Rosemount. HKGi ledan eight -month planning
process that drew on input from the public, market research, financial analysis,
developer reviews, and HKGi's uroan design and project experience. Furthermore,
because of the history of planning elforts in downtown Rosemount, HK Gi placed
additional emphasis on formulating a plan that the City could immediately begin
toimplement.
Downtown Rosemount is facing several imminent changes that will have a great
effecton the economic and physical landscape. Without sound strategies to guide the
City through changes such as the relocations of St. Joseph's Church and the Genz-
Ryan business; aredevelopmentproposalfor the Brockaway Glass Factory; a purchase
agreement for a key piece of downtown property; siting of a Dakota County library;
and future improvements to the downtown schools, such changes might either have a
detrimental effect on the downtown environment or might not be realized to their
fullest potential as catalysts for positive downtown redevelopment.
The planning process identified eight separate "focus areas" within the downtown.
Suchan approach allowed for a clearer evaluation of the opportunities and constraints
facing each area within downtown and will allow the City to systematically address
the many changes either in progress or on the horizon.
me COIffefJI of ~ti/;I condos was iJ unique rrdevelopment initiative that grew 0JJt of the planning process. This (()I1(epI. which
featulf!S rondos available for purrhase by business ownelS, CiJptures the dJilooer of other downtown homes alreadyamwrted
locommetdal use. Tllls InIt@Uvelsdlrectedspedflcal/yloWilrrlsi1challengingsHethiltnowhousesilpl11mblngcontJading
business.
PROJEIT EXPERIENCE
Development Framework
for Downtown Rosemount
Rosemount~ Minnesota
Rosemount Port Authority
City of Rosemount
T11e (ore &sf area feabJres new mlxed.yse development (lettt hlgh-
density residentliJl (center lOp), and medilJlTl-density (flghtj foaJsf!d
ilround a stonn water retention pond thai doubles as an open space
amenity.
Sl Joseph's ChUM ilnd Huegel's EJew/or ilte community IiJndmilrks In
Rosemounl The Development Hamework fT1iJkes these 'part of the
foundation for rPdevelopl11f!fll lbe muff will be development Ih3t tnJly
reIleds lheoof(J({er ilnd idenutyoflhecommunity.
Hoisington Koegler Group Inc.
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This proposal was written basedonarequestforproposalsfrom the City ofCenterville.
Our understanding of the project is based on the following:
I. Conversations with John Meyer including review of the response
to RFP questions from John Meyer recieved on June 14-
a. Redesign of CSAH 14 has generated various impacts to the
downtown area of CenterWle. Property owners are interested in
devising a plan to help understand the impacts. These and other
factors suggest the need for a plan for downtown Centerville.
h The City is contracting with the McComb Group to conduct a
commercial and housing market analysis to inform the
redevelopment planning efforts.
c The City is contracting with Bonestroo RoseneAnderlik and
Associates to assist with engineering components of the
redevelopment plan.
d. The City has limited staff resources to assist with the planning
process: however, Mr. Meyer has a public finance background that
can help with evaluating appropriate fiscal tools for
implementation.
e. The City has secured funding assistance for this project through
Anoka County CDBG allocations.
2. Windshield survey of the project area.
3. Review of available reports and design concepts for CSAH 14 through
Anoka County-AltemativeAnalysis Report: CSAH 14 from [-35W to 1-
35E Report. Completed by SRF Consulting Group in July of2004-. Current
Layout as of April of 2005 completed by SRF Consulting Group. Both
doruments obtained from the CSAH 14 Web site.
4. Review of documented discussions through meeting minutes via the City of
Centerville'sWebsite.
S. Review of available electronic mapping data.
Project Understanding
Downtown Cen/ervi/Ie aerial photogtaph from 2003
Design Concept for CSAH 14 from 04107/05. Sourre of /mage from
Moo County web sHe ilnd SRF ConsuHing Group.
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HKGi must first understand what exists and what people desire for
development in this area. The fIrst steps in this process are meant to provide
that base of understanding, so that subsequent explorations are directed
toward concepts that can be supported by the community and property
owners. HKGi intends to work directly with a Steering Committee, whose
primary role is to guide the development of concepts and to evaluate them
as they evolve into a fillal plan. We also believe that the community -
especially land and building owners and local businesses -- should be
e"..posed to the work before it is completed. We have structured the work
program to allow input from the community at key points in the
development of the plan. HKGi proposes to conduct a significant portion
of the investigation and exploration "on site." It is our intention to conduct
an intensive work session (commonly known in design circles as a
"charrette"), which would include meetings with the community, affected
property owners and the Steering Committee. The charrette process allows
for very direct community participation and is one of the best ways of
engaging people in planning processes. The charrette encourages sharing
and exploration from the beginning and throughout the planning process.
The charrette process would be used in tasks I and 3, with the more
intensive charrette as part of task 3. The Work Program that follows is the
basis for this proposal and can be modified to more directly meet the needs
of the city.
Task 0.0 Organize the effort
Prior to undertaking any investigations or preparing anyplans, the HKGi team will
collect all available background information. We ,vill begin compiling base map
information, so that mapping can be efficiently verified during our fIrst visit to the
community. Base map data will come komAnoka County and the City's consulting
engineers. We will meet with Staff am! representatives of a Steering Committee to
review theproject, define project roles and responsibilities, agree to a schedule and
the approach to the work. The purpose of this task is to clariIY intentions and roles
at the outset of the project, ratherthanhaving to refocus or redirect eHorts once work
hasbegun.
Sub - Tasks Include:
O. I Collect and assemble backgrolIDd data including butnotlintited to current
zoning designations and related ordinances, comprehensive plan
designations and all sections relating to downtown and transportation,
past plans impacting the project area, building condition assessments,
property ownership records and property values, profile information for
1_- _
Project Philosophy
The HKG; teams planning philosophy for this
proje<t focuses on the following key themes:
. Effective means of public partidpation
. Place appropriate planning and urban design
. Integrating buill and natural systems
. Exploration of all the possibilities
. Implementation considerations at every step
Work Program
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the proposed roadway, current and forecasted traffic volumes.
0.2 Assemble base mapping from available data including but not
limited to property boundaries, building locations, contours, other
physical features, existing and proposed roadway alignments,
existing and proposed utility locations, and current aerial
photography; to the extent that this information can be provided
in digital formats, the resulting map can be more effectively used
in the planning process. We will rely on available aerial photography
as provided by the best source.
0.3 Summarize background data andmeet with Staff to verilY data and identifY
gaps.
0.4 Conducta"Kick-Off"Meetingwiththe Steering Committee to review tasks,
outcomes, roles, responsibilities and schedule; and to discuss other points
thatwill affect the success or outcomes of the project.
Task 1.0 Identify what exists
The creation of the Redevelopment Plan should he rooted in what is appropriate to
Centerville---- nota set of directions imposed without regard for its unique character
and qualities. Centervillehasmuch to draw from: a strong and compelling plan for
this part of downtown shouldbave a way of reflecting the character of the town and
the desires of its people, and the opportunities that might be afforded by the
realignment of CR 14. HKGi will establish the local influences for design and
development character ~ a process that will lead to a plan that reinforces local
qualities and opportunities ~ and will define the functional character that will be
necessary to support development within the project area. The catalyzing event for
this project is the proposed improvements and redesign of CR 14, the HKGi team
will be particularly observant regarding key transportation characteristics.
The redevelopment area does not exist in a vacuum. ft is located near a major
regional park and open space amenity and is directly connected to the regional
freeway system. A part of our investigations will include the pursuit of information
for concerns or opportunities that lie beyond the particular bounds of the project
area. It is our experience that the work of investigating the community might best
begin with a tour lead by "local experts." While we will be gathering quantitative
information about the project area, the tour provides us withan opportunity to hear
anecdotal information ~ which often is more interesting and to the point than
what we find in our research
It will also be importantin this stage of the work to examine the potential of various
types of development. An overview will be provided that addresses the likelihood of
liJsk OOeliveT<lbles:
. complied base mapping for project area
and summary of key points relating to the
project area from background information
provided by the City of Centerville
. agreement on work tasks, deliverable< and
project schedule
. Steering Committee Meeting #1
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retail, entertainment, lodging, office and even residential uses - information
that will be essential in understanding the land use patterns that might
ultimately occur in this part of downtown. In this aspect of the work,
market potential will be framed (by the McComb Group) in a more general
way to allow for realistic discussions of possible development scenarios.
The charrette process will be used to present our findings from the tour
and various research in graphic form. This stage of the work will assess or
examine:
o
the character and qualities of downtown Centerville thatmight be reflected
in the redevelopment plan, in an effort to maintain or enhance its
role as a significant part of the downtown commercial district;
land use patterns that might influence directions for development
in the downtown;
o
o
the ability of existing utilities to serve potential new development;
the character and function of streets within and surrounding the
project area and their ability to reasonably serve potential new
development;
the supply and demand for parking to serve existing uses and the
needs for new parking to serve potential new development;
the potential of various development types, as characterized in a
general market assessment.
o
o
o
5ub- Tasks Include:
1 . 1 Tour the project area and surrounding areas.
1.2 Investigate forces that influence the redevelopment plan, including man-
made forces economic forces; community forces; and otherin.O.uences.
1 .3 Review issues and information regarding situations, needs and opportunities
outside of the studyarea.
1 .4 Define general market potential for the project area in terms of likely use,
building format and size, development configuration and feasibility
(utilizing market information assembled from McComb Group).
1.5 Sununarize "found information"in narrative and graphieform.
1.6 Presentfoundinformation ata Steering Comrnitteemeetinginthe form of
an "opportunities and challenges" graphic. This graphic will be further
developed in Task 2.0 following broader public input.
liJsk T Dellverables:
o summary of conditions and influences that
will guide redevelopment in the project area
o summary of issues and opportunities
outside of the project area that may affect
development within the project area
o summary of general market conditions and
potential for redevelopment activity
o project tour and investigations charrette
o Steering Committee Meeting #2
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Task 2.0
Understand what is desired
Meaningful plans must not only recognize those patterns or factors that
reflect the character of a place and the physical or economic potential of
an area, they must also strive to capture the spirit of what the people
desire. HKGi proposes to begin the involvement of the community at this
point in the process; at Workshop One, the community shares their concerns
and provides insights about its desires for the future of this area. It's
particularly important because the change to CR 14 presents challenges
and offers a significant opportunity for uniting downtown Centerville.
Ourtask, in thisphase of the work, is to better understand how the community and
those property owners directly affected by these changes, see downtown evolving
Direction provided through the workshop will form the principles that will guide
the redevelopment master plan.
We begin this process with an understanding that no redevelopment decisions have
been made, no directions have been set, and no plans have been drafted. We would
begin with a presentation - building the case for a redevelopment plan,
understanding changes to CR 14, citing benefits for the community and
businesses, outlining the process for developing the work (and indicating
opportunities for future input); presenting our thoughts about downtown
Centerville and where we see opportunities within the redevelopment
area; and then taking input from participants.
BeyondWorkshop One, HKGi will conduct a series of targeted interviews
with individuals or small groups defined by the Steering Committee. These
interviews, conducted anonymously, will allow HKGi to gain deeper insight
into the issues and concerns of the community, and permit us to understand
the views of "key players" - most likely, those individuals that are directly
affected by any changes within the project area. By agreeing to conduct
the interviews anonymously, we have found the peuple are nwre willing
to share critical information, offer opposing viewpoints, and, most
importantly, to simply participate in the planning process.
Ultimately, this part of the process will be used to inform the planning
process and guide the creation of alternatives for land use and development.
Sub Tasks Include:
2.1 Conduct''keypJarer"iuterviews
2.2 Conduct CommunityWork.41opOne
2.3 Sununarizeinputfromrommunity
Task 2 Deliverables:
. summary of "key player" interviews
. summary of input from the community
. Community Workshop #1
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Task 3.0 Explore possible directions
We propose a charrette format to explore a series of alternatives for the
redevelopment area. The charrette's most significant element is the
collaborative work session conducted on-site by the HKGi team. The session
allows for the interests of the entire consulting team to be shared in a
process that affords balance to the redevelopment scenarios. In this sense,
those alternatives will address not only the physical design and function of
the redevelopment area, they will consider issues of market potential as
prov;ded by the McComb Group.
The HKGi team will generate to to three alternative scenarios for
redevelopment to demonstrate a range of possible solutions, and to provide
a means of evaluating potential directions when no clear solution is evident.
Each alternative might have different implications in terms of aesthetics;
the role of CR 14 as it relates to potential development; the changes in
traffic patterns as a result of the CR 14 redesign; access to development
for both cars and pedestrians; the demand for (or impacts on) parking;
relationship to other community featureslinstitutes (such as the school);
establishment or reinforcement of landmarks or other identity features;
costj development potential; or the means of implementation. Sketches,
diagrams, sections and photographs will be used to illustrate the intentions
of each of the alternative concepts.
The HKGi team will demonstrate various development types and begin to
frame implementation strategies that underlie each concept alternative.
Early consideration of both market potential and development feasibility
will ensure the plan is credible in the marketplace and realistic in terms of
the City's ability to make development occur according to the directions
of the plan. The translation of alternative scenarios to more final direction
occurs only after the Steering Committee has the opportunity to consider
the implications of the alternatives and understand how each alternative
supports other goals of the City. While the community will be asked to
indicated a preference during Workshop Two, the Steering Committee will
be asked to confirm the preferred scenario, or to combine the best aspects
of any of the scenarios presented. The HKGi team will then begin the
process of refining the preferred alternative and creating the final
redevelopment plan.
Sub- Task Include:
3. 1 Develop alternative concepts to explore the broad range of possibilities
through the charretteprocess.
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3.2 Define the general market potential of each alternative concept
using information from the McComb Group.
3.3 Develop preliminary implementation strategies related to
alternative concepts.
3.4 Conduct Community Workshop Two to review alternatives and
select a preferred direction for further refmement.
3.5 Review alternatives with the Steering Committee and confirm a
preferred direction for further refinement.
Task 4.0 Define the redevelopment plan
Once the community has selected a preferred alternative and the Steering Committee
confirms that selection, the HKGi team will prepare a redevelopment plan that
reflects the level of detail needed to ensure consistency with the thoughts shared by
the community and affected property owners and offers continuity through
implementation. HKGi will prepare anillustrative document-with photographs,
sketches, diagrams and supporting narrative- to allow people to fully understand
what is anticipated by the redevelopment plan. The document will be
"friendly and approachable" - a key step in ensuring that it is both read
and understood. It will also provide the requisite tec\mjcal information to
ensure that implementation of the redevelopment plan occurs with
consistency, coherency and credibility.
The plan that results will provide solid direction for the subsequent steps
in the redevelopment process, and will demonstrate how the vision of the
community can be articulated through key redevelopment strategies. It is
important that this redevelopment plan be seen as the tool the community
will use to foster the redevelopment process. Each private sector developer
interested in creating a project in the redevelopment area should be fully
aware that their proposal will be reviewed using the redevelopment plan
as both guide and criteria for suitability
The strategies to be employed in implementing the redevelopment plan
will also be defmed during this stage of the work. Important aspects of the
implementation strategy includes defming the financial tools and resources
that might be applied during the implementation process as well as the
identifying and describing "first step" projects. The HKGi team expects to
work closely with City Staff resources in this task. In order to effectively
move forward the plan must also be put into context with the City's
Comprehensive Plan. The Metropolitan Land Planning act requires that
Ti1sk 3 Deliverables:
. charrette process
development of concept alternatives (up to
three)
preliminary Implementation strategies for
the various alternatives
Community Workshop #2
Steering Committee Meeting #3
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zoning be consistent with the Comprehensive Plan and to that extent, the
redevelopment plan should indicate any changes needed to the
Comprehensive Plan.
The redevelopment plan and implementation strategies will be reviewed
with the Steering Committee and adjustments will be made based on input
received.
Sub- Tasks Include:
4. 1 Refine the preferred alternative into draft redevelopmentpian.
4.2 illustrate character of development and special elements and features of
the plans.
4.3 Define implementation strategies required for moving ahead with the pian.
4.4 Review the plan with the Steering Committee; andmake adjustments as
required.
Task 5.0 Agree to move forward
The redevelopment plan is the community's effort to guide development
along a path that supports their vision. Informing the community of the
directions that have been set might best occur in an "Open House" -
before the work is brought for formal review. An Open House allows the
public to view the master plan at their own pace, to ask questions directly
of the consultants without having to ask the questions publicly, and to offer
written and verbal comments. In particular, this format allows those who
feel they are most directly affected by the plan to ask questions and voice
their thoughts or concerns directly to the consultant team. HKGi proposes
to conduct such an Open House to receive final comments from the
community prior to preparing the final redevelopment plan document.
Input received at the Open House will be reviewed with the Steering
Committee and incorporated into the work as directed. HKGi will then
prepare a draft document for presentation to the City Council. Based on
comments received, the fmal document will be produced.
Sub - Tasks Include:
5. 1 Conduct an Open House to share the redevelopment plan concepts and
implementation strategy with the community.
5.2 Preparedraftredevelopmentplan.
5.3 Review input /rom Open House with the Steering Committee.
5.4 Present draft plan to City Council.
5.5 Prepare and submit fmal plan based on input from the Steering
Committee and the City Council.
Task 4 Dellverables:
draft redevelopment plan illustrating uses;
depictions of character and amenities; a
description of various plan elements and
details; the qualities, character and form of
development and public spaces; and the
functional characteristics desired In a plan
Implementation strategies and first step
projects
Steering Committee Meeting #4
Task 5 Deliverables:
Community Open House
Steering Committee Meeting #5
. City Council meeting
draft redevelopment plan
final redevelopment plan (1 bound hard
copy and 1 digital pdf format on CDI
full-size reproducible copy and digital copies
of all graphics larger than 8-1i2. x 11.
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The fee for preparation of the Redevelopment Plan for Centerville is based
on the Work Program described above. Hoisington Koegler Group Inc.
proposes to perform this work for a fee of not to exceed $48,000 as
itemized by task below.
Task 0.0 Organize the effort
Task 1.0 Identify what exists
Task 2.0 Understand what is desired
Task 3.0 Explore possible directions
Task 4.0 Refine the master plan directions
Task 5.0 Agree to move forward
Subtotal Total Fees
$ 3,300
$4,200
$ 3,600
$11,600
$16,800
$7.200
$46,600
Expenses (mileage/printing/plotting)
$ 1.400
Total Fees with expenses
$48,000
HKGi will complete this work according to a schedule defined in concert
with the City of Centerville 's completion deadline of December 1, 2005.
Our ability to complete the project in the stated time frame depends upon
receiving notice to proceed in a timely manner. Our experience suggests
this work typically takes a six-month or more duration. However, we will
have the staff capacity to add additional resources should they be needed
to complete the project within the desired time frame.
A detailed schedule would be prepared as we commence the project in
Task 0 Organize the Effort.
Project Fees and
Schedule
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PROFESSIONAL EXPERIENCE
BRAD SCHEIB, a vice president and community planner with Hoisington
Koegler Group, has provided planning expertise to a number oflarge scale
projects covering a wide range of planning issues. Most significantly, this
project experience includes redevelopment projects, especially those
involving transportation and transit corridors, and comprehensive planning
projects throughout the Twin Cities Region. Brad also possesses project
management experience on comprehensive plans in Moorhead and Ramsey;
the Town and Country AUAR in Chanhassen; and redevelopment plans in
Newport, the Corcoran Neighborhood in Minneapolis, and the Soutwest
Transitway Analysis in Hennepin County.
AREAS OF EXPERTISE
Brad specializes in land use analysis and planning, especially related to
redevelopment and transportation and transit corridors. He has become
HKGi's resident Transit Oriented Development (TOD) expert through
his work on severalTOD-related projects. Such projects typically focus on
redevelopment. Consequently, Brad possesses a broad base of
redevelopment planning knowledge. He has also toured several U. S. regions
in order to learn about how other areas have addressed redevelopment
andTOD issues.
Brad's communication and public facilitation skills have been essential to
his professional success. These communication skills are especially important
in building public support for initiatives developed during the planning
process. Brad has been able to establish trust with members of the public,
an ability that has helped ensure that projects can progress smoothly once
the planning process is finished and communities begin to implement their
plans.
EDUCATION
Bachelor of Science in Community and Regional Planning, Iowa State
University
Minnesota Real Estate License, Prosource Educational Services
MEMBERSHIPS AND AFFILIATIONS
Minnesota Chapter, American Planning Association
American Institute of Certified Planners
Sensible Land Use Coalition
Minnesota Design Team (Co-Leader)
Urban Land Institute
BRAD SCHEIB, AICP
VICE PRESIDENT
HOISINGTON
KOEGLER
GROUP
INC.
PROJEIT EXPERIENCE
CIty of Champlin, MN;
- Mississippi Crossings Redevelopment Plan
- Comprehensive Plan Amendment
- GIS Slrafegle Plan
City of Ramsey, MN;
- Comprehensive Plan
- Redevelopment Planning
- Commuler Rail Slalion Area Planning
City of Newport, MN; 7th Avenue Redevelopment
Plan
City of Osseo, MN; Downtown Market and land Use
Study
City of Moorhead, MN;
- Comprehensive Plan
. Growth Area Planning
- Zoning Ordinance Revisions
City of Hastings, MN; Downtown Master Plan
Metro Transit;
- Northwest Corridor BRT Station Area Planning
Hennepin County, MN;
- Golden Triangle land UselTransportatlon Study
City of SI. Paul, MN;
- E. 7th StreeVAreade/Seeger Square TOD
CharreUe
- University Avenue/Dale Street TOD Study
City of Minneapolis, MN;
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~
PROFESSIONAL EXPERIENCE
JeffMcMenimenis an award winning landscape archite<.twith over fifteen years of
experience in urban, resort, commwrity and campus planning, and public space
design.As Director ofDesign ofHKGi, Jeffplays a leadership role in the design of
many of the firm 's projects. Jeffishighly regarded for his commitment to producing
legacy project work and the ability to bring creative solutions to complex land
development problems. Jeffhas extensive experience on a wide variety ofprojects
throughout the country and abroad. Most reoendy, as a project leader with Design
Workshop in Denver, Colorado, Jeff sucoessful1y led the design and implementation
ofDenver's Riverli-ont Commons,anaward winning brownfieldredevelopmentlocated
in Denver's Central Platte Valley.
AREAS OF EXPERTISE
Jeff's experience and expertise stretches across a broad spectnnn of the planning and
design discipline. In particular, however, Jeffbrings superb design talents and
sensibilities to the task of place-making in urban environments. He has traveled
extensively throughout the world, studying the plawring and design of great cities
and public spaces. He has successfully leveraged that interest with his talents and a
commitrnentto producing qualityworkto implement several award winningprojects
throughout the country. Jeffis also committed to active participation in professional,
commwrity and academic organizations. He has been an active member of the
Urban Land Institute and the Society of College and University Plawring. He
contiuues to stay actively involved as aninstructor,juror and mentor for the University
of Colorado at Denver and the University of Minnesota College of Architecture and
LandscapeArchitecture.
EDUCATION
University ofMinuesota, LandscapeArchitecture
University of Colorado at Denver, Urban Design
AWARDS
Congress for New Urbanism, Charter Award, Denver Riverfront Commons, Denver,
Co.,2003
Valley Forward Honor Award, Kierland Commons, Phoenix,AZ., 2003
Colorado Chapter ASLA Honor Award, Denver Riverfront Commons, Denver, CO.,
1998
REGISTRATION
Minnesota, license No. 43941
JEFF McMENIMEN
DIRECTOR OF DESIGN
HOISINGTON
KOEGLER
GROUP
INC.
PROJECT EXPERIENCE
'City and County of Denver, CO
- Denver Riverfront Commons Neighborhood
Master Plan (Includes streetscape design of ten
residential and retail streets)
. Uno(al Redevelopment Study
'City of Aurora, CO
- Martin Luther King. Jr. Ubrary Plaza
Redevelopment Design
. Sand Creek Parkway Streets(ape Design
City of Grand Rapids, MN; Downtown Master Plan
Ryan Companies; Minneapolis, MN; Bassett Creek
Valiey Redevelopment Master Plan
City of Moorhead, MN; Growth Area Plan
Hennepin County/Ctly of Edina, MN; Southdale Area
Land Use and Transportation Study
Banff, Alberta, Canada; Banff Downtown
Revitalization Plan
'City of Phoenix, M.; Kierland Commons Specialty
Retail Center
'City of Albuquerque, NM; High Desert Community
Master Plan
City of Tusayan, M.; Canyon Forest Village Master
Plan
City of Broomfield, CO
- Palisade Park Town Center Master Plan
- Limestone Town Center Master Plan
, work perfromed with previous employer
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EXPERIENCE
Bryan Harjes' experience includes work on a mnnber of master planning projects for
both private sector and public sector clients. In addition to providing his site design
expertise to anumber of residential and mixed useprojects, Bryan has also contributed
his urban design skills to several redevelopment projects, including downtown
revitalization plans for Hutchinson and Excelsior; redevelopment guides for areas in
Little Canada and Prior Lake; and streetscape improvements for a number of
communities. In addition, Bryan has played a critical role in the design phase on
larger neighborhood design projects in Cottage Grove and Farmington, as well as the
Upper HarborTerminal Design project along the Upper Mississippi River in
Minneapolis.
Bryan has contributed to a number of park design projects, most notably the award-
winning Hastings River Flats project that features ecological restoration and
preservaton, interpretive resources, and festival grounds on an abandoned industrial
site. Finally, Bryan has produced construction documentation forthe implementation
phase of a number of projects.
AREAS OF EXPERTISE
Bryan's interest and skill in neighborhood design has helped him become one of
HKGi's design experts, particularly in the areas of urban design and residential site
design. He has been the principal designer for a series of residential development
projectsin Cambridge, Ramsey, Carver, Chaska, Gem Lake,and Cologne, Minnesota.
His design talents bave also been tapped for the East Ravine Neigbborhood Pre-
Design projectin Cottage Grove. Bryan's experience developingalandscape/ screening
concept for KARE 11 's office along Highway 55 in Golden Valley led him to be
called on to compose a revised landscape and screening ordinance for the City of
Bloomington.
EDUCATION
Bachelors ofEnviromnental Design, University of Minnesota
M.L.A., llniversityofMinnesota
REGISTRATION
Landscape Architect, Minnesota
BRYAN HARJES, RLA
HOISINGTON
KOEGLER
GROUP
INC.
PROJECT EXPERIENCE
City of Hutchinson, MN;
Downtown Revitalization Master Plan
City of North Branch, MN; ESSBY Redevelopment
Area Master Plan
City of Excelsior, MN;
Downtown Revitalization Master Plan
City of Utile Canada, MN;
Uttle Canada Raad Streetscape and Amenities
Improvements
City af Champlin, MN; Highway 169/Community
Entry Construction Details
City of Hastings, MN
- Downtown Redevelopment and Levee Park
Improvements
-Hastings River Flats and Interpretive Center
- Roadside Park Concepts and Master Plan
- Wallin Park Concepts and Master Plan
City of Prior Lake, MN; Downtown Redevelopment
Guide
City of Cottage Grove, MN; East Ravine
Neighborhood Pre-Design
MetroPlains Development;
State Hospital Site Master Plan, Cambridge, MN
City of Charles City, IA; Main Street Redevelopment
Concepts
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PROFESSIONAL EXPERIENCE
Ul Leatham is a registered landscape architect with experience in applying GIS
applications as a tool for site design, land use planning, transit oriented development
projects and ecological systems analysis. She has been responsible for GIS data
collection and coordination on comprehensive planning projects in Chanhassen,
Hastings, Faribault, Eden Prairie and Cottage Grove. lnaddition to her GIS expertise,
Ulhas contributed parks planning and design expertise to both comprehensive plans
and individual park projects. Most recently, Ulled Hassan Township through a
comprehensive park, trail and open space planningprocess. She also helped develop
the parks component of comprehensive plans for Faribault, Ek River and N orthfield.
AREAS OF EXPERTISE
Ul's primary area of expertise has been as a GIS specialist. Her extensive GIS
contributions to the award-winning Mississippi River Greenway Strategic Plan were
essential in building an ecological framework around which to build the plan.As the
GIS ooordinator on a number of projects for HKGi, she has been responsible not only
for compiling the maps and the data necessary to compose them, but she has also
beenresponsible for ooordinating the GIS work performed by other consultantfirms.
IiI's responsibilites with HKGi have also been increasing as she has begun to playa
more active role in project management and the public participation phases of the
planning process. Partiarlarly throughher project work in Hassan Township and the
City ofChanhassen, Ul has begun to further develop and exercise her communication
skills. The success of these projects indicates that she will continue to assume an
increasing role on future HKGi projects.
EDUCATION
M.L.A. - University of Minnesota
B.A., Political Science - Emory University, Georgia
AWARDS
1999 ASLA MeritAwardfor Student Work
LandscapeArchitectureAcademicAchievementAward, 1998, 1999
ACTIVITIES AND AFFILIATIONS
ASLA, Minnesota Chapter
"Valued Places--LandscapeArchitecture in Minnesota" - contributing author
LILLIAN LEATHAM, RLA
HOISINGTON
KOEGLER
GROUP
INC.
PROJECT EXPERIENCE
Ryan Companies; Bassell Creek Valley
Redevelopment Master Plan, Minneapolis, MN
City of Collage Grove, MN; East Ravine
Neighborhood Pre-Design
CIties of Hopkins and Mlnnetonka; Shady Oak Road
liInd Use Study
City of Mlnnetonka, MN; Glen liIke Neighborhood
Master Plan
City of Minneapolis, MN; Downtown EasVNorth
Loop Master Plan
City of Maplewood; Gladstone Neighborhood
Redevelopment Plan
Premier Development; Master Planning, Dayton,
MN
City of Hastings, MN;
. Hastings Greenway Plan
- Downtown Revitalization Master Plan
City of Sarteli, MN; Area Development Plan
City of Mound, MN;
- Greenway Concepts
- Mound Vision Downtown Revitalization
Hennepin County/City of Eden Pralrle, MN; Golden
Triangle liInd UselTransportalton Study
Cities of Long liIke and Orono; Highway 12
Tumback Study
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A Redevelopment Master Plan Proposal
For Downtown Centerville
Submitted by:
I@JI ~~~oo ~SpS??~~T~~
Contact: Harold Skjelbostad, ASLA
Biko Associates, Inc.
79 13th Avenue Northeast, Studio 104
Minneapolis, Minnesota 55413
612.623.4000
~
I
,
June 16, 2005
1@11 ~~~oo ~SpS??~~T;~
June 16, 2005
Mr. John Meyer, Finance Director
City of Centerville
1880 Main Street
Centerville, MN 55308
Dear Mr. Meyer:
Biko Assodates, Inc. appredates your sending us an
RFP for the Centerville Downtown Redevelopment
Master Plan project, and we are pleased to present
our proposal. Biko Associates' planning and design
practice was built serving small cities in Greater
1vfinnesota.
Through the years our company and the scale and
scope of our projects have grown, but some things
haven't changed. For one, we continue to understand
that successful planning/design projects must revolve
around a study process that involves community
stakeholders including residents, business
owners/ operators, institutions) elected officials, and
staff.
We have assembled a team for this project that has
both the skills and experience to involve community
members; develop, analyze and interprer background
data; and provide credible recommendations to guide
your community's future growth and development.
We would be pleased to put our skills and experience
to work for the City of Centerville. Our Team
includes:
William Smith, AICP - Prindpal in Charge
Harold Skjelbostad, ASLA - Project Manager
Robert Claybaugh, AlA - Project Architect
John Dillingham, PE - Project Engineer
Paul Anton - Market Analyst
Sincerely,
~
I
~'d ~e~
Harold Skjelbostad, ASLA
Project Manager and Primary Contact Person
612.623.4000
COMMUNITY PLANNING AND DESIGN
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSIS
GIlAIN BELT BREWERY BOtTLING HOUSE
79 13th AVENUE N.E. STUDIO 104
MINNEAPOLIS, MINNESOTA 55413-1073
PHONE: 612-{iZ3-4000 FAX: 612-{iZ3-oZ00
FIRM INFORAMTION
Biko Associates' work experiences are separated into
the following categoties:
Community Planning and Urban Design
Sire Planning and Architectural Design*
Transportarion and Traffic Planning
50%
30%
20%
Biko Associates assembles consultant teams that are
tailored to specific projects, based on needed
qualifications and skills. Architectural design on the
Cenrerville Downtown Redevelopment Master Plan
study will be provided by our sub-consultant, Robert
Claybaugh who is rhe founder of Claybaugh
Preservation Architecture*' Utiliry and infrastructure
review and recommendations will be handled hy John
Dillworth, PE, Alliant Engineering Inc.. Market
review and assessment will be conducted by Paul
Anton of Anton Lubov Inc.
Biko Associates has prepared numerous plans borh
for cities and towns in the Upper Midwest.
Downtown Plans are parr of the following list of
projects:
. Anoka
. Athens Township
. North Branch
. Pine City
. Frazee
. Bettendorf
. Eau Claire
. Ramsey
Related planning experiences in small cities in Greater
Minnesota include planning conducted for the
Minnesota Main Street Program (now Hometown,
Minnesota):
. Montgomery
. International Falls
. Renville
. Belle Plaine
. Wabasha
. Detroit Lakes
In addition to Biko Associares' downtown planning
and design experience with small cities in Greater
Minnesora, Mr. Skjelbostad is the 2005 Chair of the
Minnesora Design Team (MDT) and has served as a
team leader for the MDT. This work has resulred in
the preparation of downtown plans for rhe cities of
Caledonia, Pillager, Starbuck, Osakis, Rice and Albert
Lea.
FIRM PRINCIPALS
Firm principals include William Smith, AICP, in
charge of planning and transportation and Harold
Skjelbostad, ASLA, in charge of landscape
arChitecture and urban design.
CONSULTANT TEAM
Team Members
The Biko Associares Consultant Team will be led by
Harold Skjelbostad, ASLA, who will spend
approximately 20 percent of his time on the project
over six months. Harold will serve as project
manager and team leader. As projecr manager, he will
serve as the ptimary point person on the projecr and
will be the "go to person" when issues arise. Project
management responsibilities will also include:
. Contact and communication with the client,
associared agencies and other City
consultants
. Scheduling meetings and events
. Agenda preparation
. Submitting monthly invoices and progress
reporrs
. Proactive troubleshooting to identify and
address project-related issues early on
As consultant team leader, Harold will be responsible
for:
. Organizing the ream
. Quality control
. Schedule adherence
. Ensuring materials and information are
available
Biko Associates has found grear success wirh the
"working projecr manager model." As a working
projecr manager, Harold will address planning and
design issues relared to visioning, development
straregies and policies and agency and other
consultanr coordination. He will also lead activities
relared ro preparation of alternative land use and
housing developmenr scenarios.
Working with Harold will be William Smith, AICP.
Bill's role on the project will be ro conducr the
analysis of existing eonditions including land use and
zoning and stteet and infrastructure sysrems. He willRalso conduct the inventory and assessment of rhe
existing housing stock.
Page 2
Bill will conduct the stakeholder interviews and will
serve as the lead faciliraror during the Community
Meetings. He will additionally conduct the
assessment of benefits and costs for each alternative
Downtown Plan and will facilitate the Steering
Committee)s evaluation and screening of the
alternatives and the selection of a pteferred
alternative. Bill will spend approximately 15 percent
of his time on the project over six months.
Rohert Claybaugh will assisr Biko Associares with
preparation of alternative Downtown Plans both
from the perspective of urban design but also with an
eye roward historic and sustainable architecture..
Robert's extensive experience and his ability to
graphically communicate planning and design
concepts will be invaluable to demonstrate concepts
in plan view and 3D views. His work with form-
based codes will also be critical to the development of
implementation policies for the Downtown Plan.
John Dillingham, PE, will assist Biko Associates with
the review and recommendations for infrastrucnue
improvements based on plan planning and design
directions. John will rely on existing conditions
information from prior utility studies to assess
infrastructure needs.
Paul Anton will assist our Team by reviewing existing
market data from prior studies and make
recommendations for ways in which Centerville can
better position itself to respond to market conditions
and anticipared changes. Housing and commercial
markets will be assessed specifically looking at
conditions that may affect the Downtown Plan.
Biko Associates tecbnicians will collect and prepare
base information and will be responsible for the
development of mapping and graphics.
CURRENT ACTIVE PROJECTS
The following is a list of current active projects for
Biko Associates. Included is the type of project
location, firm's role and status.
. Anoka North Central Business District
Master Plan
Location: Anoka, Minnesota
Firm's role: Urban planning, design, recreational
and trail planning and design and parking needs
and demand analysis
Status: On-going
. Anoka County TOD Housing Study
Location: Fridley, Coon Rapids and Anoka
Firm's role: TOD planning and design for
housing related to the Northstar Commuter Rail
Une
Status: Final revisions to the Final Report
. Anoka Commuter Rail Transit Station
Location: Anoka, :Minnesota
Firm's role: Urban and TOD planning and
design
Status: On-going
. Anoka Community Space Plan
Location: Anoka, Minnesota
Firm's role: Riverfront recreational and trail
planning and design
Status: 75% complete
. Glen Haven - Commercial Development
Location: Glen Lake, Minnesota
Firm's role: Site planning design and
transportation planning
Status: Pending developer approvals
. Lake Street Redevelopment
Location: Lake Street in Soutb Minneapolis
Firm's role: Analysis and development of
objectives for future mixed use options along
Lake Street from 4th Avenue to Blaisdell Ave.
Status: Final revisions to the Final Plan
. Collin Park
Location: Athens Township, Isanti County
Firm's role: Recreational and trail planning and
design
Status: On-going
Our planning/design experience in four communities
is discussed below. The four communities are Anoka,
North Branch, Pine City, and Athens Township.
Project sheets describing these projects in more detail
are included at the end of this proposal.
Anoka North Central Business District Master
Plan 2002 - 2005
Biko Associates was selected by the City of Anoka to
conduct a Planning Facilitation Study to initiate
planning and design for their underdeveloped North
Central Business Disttict (NCBD). This work was a
public participation and facilitation process to
determine the nature and extent, vision and character
of the last remaining urban development opportunity
for Anoka. This involvement expanded to an
Page 3
ongoing consulting relationship that has resulted in
the following list of work:
. Public Facilitation Study
. NCBD Design Guidelines
. Initiation of a Master Developer Direction for
Implementation
. Preparation of a Master Developer RFP and
Orchestrating the Selection Process
. Preparation of the NCBD Master Plan
. Preparation of the Rum River Community Space
Plan
. Livable Communities Grant Application
. Anoka Commurer Rail Transit Station 2002-
2005
Biko Associates was selected to incorporate the
principals of Smart Growth and Transit Oriented
Development into the proposed Northstar
Commuter Rail Station in Anoka. This station
location continues to receive rhe highesr ranking of all
stations along this new mil line in terms of residential
and commercial development opportunities. Work
on this project in on-going and only draft plans have
been produce thus far.
North Branch Research and Planning/ Design
Services 1995 - 1997
Biko Associates was selected by the City of North
Branch to conduct a number of research and
planning/design studies beginning in 1995. First,
Biko Associates conducted socia-economic and
demographic research thar was used by rhe City ro
prepare a successful Small Cities Developmenr grant,
which was submitted ro the Minnesota Department
of Trade and Economic Development.
Following this work, Biko Associates was selected by
Notth Branch to prepare a downtown and
commercial area revitalization plan. The plan
included the ttaditional down-town Ca cenlral
business district) and the TH 95 commercial strip and
I-35/TH 95 commetcial interchange area.
Finally, Biko Associates prepared the first
comprehensive plan for the City of North Branch,
Minnesota, following the merger of Branch Township
and North Branch. Biko Associates was responsible
for completing all elements of the comprehensive
plan including:
. Public participation process
. Land use
. Community services,
. Transportation,
. Public infrastructure, and
. Open space protection
The comprehensive plan was completed in 1997.
Following completion of the plan, Biko Associates
was contracted to update the new community's
zoning and subdivision ordinances.
Pine City Comprehensive Plan 1998
Biko Associates was contracted to prepare the
Comprehensive Plan for Pine City. The planning
process included community charrettes. This was a
first-time occurrence for communities in Minnesota_
Critical issues were orderly housing development and
stahilizing the downtown area. The recommended
approach was developed during a community
charrette process where residents discussed logical
ways to define districts (larger neighborhoods) within
the community. Each district was allocated a share of
anticipated future residential development in the
comprehensive plan.
Athens Township Comprehensive Plan 2003.
2004
The Athens Township Comprehensive Plan was only
completed in 2004, and represented the community's
first comprehensive planning effort. Critical issues
included: a) the possibility of hostile annexation from
the city of Isanti, b) impacts of TH 65 as a barrier
that prevents community cohesion, c)
environmentally sensitive lands and the identification
of appropri-ate land uses (most importantly
residential development), and d) development of a
town center.
The most significant element of the Comprehensive
Plan relative to Centerville is the introduction of the
Town Center for Athens Township.
Biko Associates produced 90% of the Comprehensive
Plan. A sub-consultant to our team prepared zoning
ordinances for the community. OUf scope of services
included a complete process for the preparation of
the Comprehensive Plan. The planning process relied
heavily on public participation. We utilized
Township open house, rhe Annual Meeting and close
coordination with Township Supervisors and
Planning Commissioners to successfully complete the
Plan.
Page 4
Biko Associates~ references are presented below and
on our project sheets, which identify and describe a
project and list a contact persons name, address, and
phone number.
. Pamela Miner, AICP
Planning Division Supervisor
Minneapolis Community Planning and
Economic Development Department
350 South 5'" Street, Room 210
Minneapolis, MN 55415
612-673-3240
. Mr. Thomas Leighton, AICP
Senior Planner
Minneapolis Community Planning and Economic
Development Department
350 South 5"' Street, Room 210
Minneapolis, MN 55415
612-673-3853
. Ms. Carolyn Braun, AlCP
Planning Director
City of Anoka
2015 1 sr Avenue North
Anoka, MN 55303
763-576-2722
. Mr. Rick McVenes
Board of Supervisors
Athens Township
883 261st Avenue NE
Isanti, MN 55040
763-444-8097
Biko Associates was founded by individuals who
believe in the effectiveness and value of an inclusive
and empowering planning and design process.
Commitment to this approach led the partners to
design their services around community involvement
and participation and the principal that opportunities
to choose should be given to institutions and
individuals who are often excluded from public
debates and decision-making processes.
Biko Associates stresses objective and fair analysis,
attention to detaill dear and precise presentations and
high level of client contact and communication. Biko
Associates is recognized as a leader in the area of
public involvement and citizen participation.
Biko Associates are experts in the areas of planning
and design. Stakeholders of Centerville are experts in
understanding local needs and issues that will lead to
a successful future. Our mission and philosophy is to
bring these two talents together to forge a plan that
responds to local, gtassroots interests and needs and
is tempered by a knowledge of local, area, and
regional planning and design issues that will help craft
the most effective Master Plan for Downtown
Centerville.
Weare advocates and adherents of the philosophy
and practice of Smart Growth. We promote these
goals in current and past projects. We are champions
of Transit Oriented Development (TOD). Our work
professionally and our affiliation with the Congress
for the New Urbanism and the Minnesota Design
Team atc witness to our commitment.
It is our understanding that the City of Centerville,
like most similar communities in the Metro Areal are
experiencing those internal and external influences
that cause the need to reassess near term and long
range maintenance and growth strategies and goals.
Master Plans by their very title and nature are
activities that accomplish these goals. This planning
process must address the current needs of Centerville,
for example, to compete favorably with adjacent
communities, and to ensure its future viability by
preparing and following a guide, a Master Plan.
We also understand that planning and design analysis
for the downtown area will need to be informed by
completed research and planning studies and ongoing
planning efforts. Among the completed planning
studies are the city's comprehensive plan, the result of
the Minnesota Design Team's visit in 1998, a
Streetscape and Urban Design Guideline Plan, Anoka
County's plans for the realignment and reorganization
of lands adjacent to CSAH 14 & 21, and studies that
addressed utilities, housing and Centerville's
economic market.
Page 5
PHASE 1: GETTING STARTED
Task 1: Establish Steering Committee
The Steering Committee might include a Plan-rung
Commissioner, the City Administrator, members of
the business community, and local institutions, and
citizens. The Commitree will be engaged throughout PHASE 2: DEVELOP ALTERNATIV
the COutse of the project at five Steering Committee Task 7: Conduct Consultant Work Sessiol
meetings. With information learned from Phase 1 act
Task 2: Collect and Anal}'?e Data the consultant team will prepare alternative
Data, including existing land use and zoning mapping; planning and design concepts for the down
information on building permits and housing starts; Th
area. e concepts will represent key e1em(
reports on the age, condition, and value of residential
of downtown such as: community facilities
properties; previous plans and studies; US Census
information, and other materials will be collected and services, land use, transportation, infrastruc
analyzed. A technical memorandum will be prepared town form (community design and image)
Page 8
The scope of the information base will include socio-
economics and demographics, development
projections, the built environment, and the natural
environment. Phase 1 will also include field
reconnaissance activities; interviews with key
stakeholders, elected officials and staff; and the first
Community Meeting.
PHASE 2: ALTERNATIVES DEVELOPMENT
This Phase will focus on the development of
alternative downtown plans. It is anticipated that
Phase 2 will result in 2-3 alternative downtown plans,
which will be further refined in Phase 3. The
alternative plans will be:
· Developed to respond to growth demand
projections prepared in Phase 1 and
· Developed hased on physical impacts to the
study area specifically CSAH 14/21 and
. Evaluated against economic/ fiscal impacts,
environmental impacts, and the community
vision and City goals and objectives in Phase 1.
PHASE 3: SELECTION/REFINEMENT OF A
PREFERRED DOWNTOWN PLAN
This Phase will include tasks where the alternative
Downtown Plans will be presented at a second
Community Meeting. The Phase 3 process includes
work with the Steering Committee to select a
preferred Downtown Plan.
This final Phase of the Downtown Plan process
includes the refinement/completion of mapping and
preparation of a draft plan and a final plan. The draft
plan will be presented to the Planning Commission
for review and approval. The final plan will be
prepared for Council adoption.
WORK PROGRAM TASKS
for distribution to the Steering Committee tl
summarizes findings from Task 2.
Task 3: Conduct Field Reconnaissance and'
Base Mappin!';
The reconnaissance activities will be conducl
two parts. The first part will require four hq
Saturday morning where the con-sultant tearj
guided through the community by rhe Steed/
Committee. At the conclusion of the guided,
Committee will meet to provide the consultal
with an Infirmation T'ronsftr, focusing on the n
important issues to address during the comp
hendsive plan study.
The second part of the reconnaissance activit
be conducted by the consultant team indepe.
of the Steering Committee. A technical
memorandum will be prepared to document
from Task 3. This memorandum, which will
base mapping, will be distributed to Steering
Committee members for review and commer
Task 4: Conduct Stakeholder Interviews
Interviews with up to 10 key stakeholdel
(community members, consultant engine
and Scott County representatives) will b(
conducted. A technical memorandum
documenting the interviews and summar:
findings will be prepared for distribution
Steering Committee members.
Task 5: Facilitate Second Steering Committee
Meeting
The Steering Committee will meet with the COl
team to discuss technical reports submitted to
document Tasks 2, 3, and 4 and provide input
planning the first Community Meeting.
Task 6: Facilitate First Communil;y Meeting
The consultant team will facilitate a Communi
Meeting (Kkk-Off Meeting) where findings fr
Tasks 2, 3, and 4 will be presented and the
community will be actively engoged to define i
and a community vision, goals and objectives.
memorandum documenting findings from the
Community Meeting will be prepared for clistti
to the Steering Committee.
The Downtown Redevelopment Master Plan study
should additionally be informed by the community's
zoning regulations, development of zoning standards
and coordination with Anoka County's
comprehensive plan.
Centerville's Downtown Redevelopment Master Plan
should not only address immediate concerns, but also
provide the community with design srandards,
development policies, and an implementation plan
that can be used to stage future development. One of
those future stages is dealing with the private
development community. We have had recent
success with assisting Cities with public/private
development coordination in terms of planning and
design efforts and assisting with developer selection
and plan implementation.
Our planning/design process will track that of a
typical comprehensive plan with the focus being the
downtown and associated influence zones around the
existing downtown. The identified planning and .
design issues include:
. Communil;y Image and Identit;y
What and where is Centerville? A critical first
question is what does Centerville have to offer
and how can that message be transmitted to the
region. This is a community visioning exercise
not dissimilar to process and exercises conducted
during the Design Team visit. It is important to
recognize those efforts and reinforce them
through this Master Plan effort. Past work will
form the foundation for answers to the what and
where question.
. Complete Inventories
We will conduct complete inventories of existing
systems including housing, husiness,
transportation, trail, shore land, building
conditions, city properties, County Highway land
takings and environmental to assess Plan needs to
address specific topics. This task will be further
refined as we move through the planning and
design process.
. Land Use and Growth Management
The City needs to ensure that land is being
consumed in a logical and sustainable manner in
order to conserve resources and provide residents
the greatest efficiencies and economies possible.
Growth is not a problem. Unbridled growth that
occuts where it should not occur and in a manner
that does not reinforce the community's vision,
Page 6
goals, and objectives is a problem. Growth thar
is not reflective of the vision, goals and objectives
for the downtown area is counterproductive.
Smart Growth philosophies and practices apply
well to CenterviUe. Centerville would do well to
investigate and embrace the practices of Smart
Uving, prior to and together with the stated
desires to incorporate Smart Growth principals.
Smart Living embraces those activities that we
can all enjoy and use today that help to reinforce
Smart Growth principals. One example would
include opting to bike or walk for some daily
errands even though there might not, as yet, be a
dedicated biking or walking path available.
Another example is opting to live near
employment. Granted, not all can afford to
move based solely on employment, but great
benefits can be derived to reducing commuting
time and energy consumption.
Economic Development and Market Analysis
Protecting that which exists and augmenting
existing ventures with complementary uses is vital
to the success of any downtown area. Centerville
must identify its role in the area and region and
approach market and economic development
opportunities that are realistic given surrounding
influences and the needs of the local communiry.
We will rely on existing market data and studies
prepared by The McComb Group to assess
market conditions and make recommendations to
adjust the economic development focus to better
respond to influences. The end result will be ro
determine the direction of business activities, and
evaluate the potential for strengrhening the
downrown through economic development
opportunities.
.
Housing
There is general understanding that a mix of
housing options contributes to the health and
diversity of a community. Housing, arguably the
most expensive investment a community's
residents will ever make, is the single most
important factor that contributes to a
communiry's identity.
An inventory will be conducted as part of the
planning process to assess the current state of
housing supply, location, condition and value
based on available data and studies. Analysis will
also be conducted to assess future demand for
various types of housing (single family and multi-
family) for various housing markets and a range
of ptice points. .
Housing recommendations will address location
and design issues. A focus will be
on sustainable housing development that might
be suitable fot the downtown area.
. Transportation
The ability for Centerville to influence the nature
and extent of proposed County Road 14/21
improvements is vital to offset ot reduce negative
impacts to the downtown area and rake
advantage of opportunities to use the County
Road 14/21 improvements to reinforce
downtown planning and design goals and vision.
Coordination with the Anoka County Highway
Department is one of our first tasks.
linkage to areas within Centerville and linkages
to surrounding transportation systems is vital to
this plan component. It is clear that with change,
the City will want to be able to identify the
impacts of current and future growth on
downtown streets and intersections including an
assessment of congestion issues and level of
servICe.
Multi-modal transportation issues will be
addressed. The ability to add transit options to
the transportation plan is critical to set
Centerville apatt from regional competitors for
economic growth and development options.
A patking needs assessment will be conducted as
part of the transportation section of the
Downtown Plan. An analysis of needs and
demands will set the srage for the incorporation
of a logical parking plan based not just on
individual needs but on the needs of the entire
downtown area.
.
Environmental Analysis
Analysis will be conducted to identify natural and
built areaS where potential environmental issues
may arise. Areas of concern will often be where:
a) sensitive receptors interface with the
externalities of development (parking lots,
parking lot lighring, traffic, etc.) and b) where
development interfaces with the natural
environment, edge conditions.
Polluted sites are mentioned in the RFP. We will
document know sites and consult with the EP A
to determine mitigating measures and potential
costs.
We stress environmentally sensitive plaru
design in all our work. Centerville offers
opportunities given the downtown's ptO>
Centerville Lake. Green technology will
incorporated into the planning process tc
compliance with environmentally sen,
practices.
.
Demographic and Economic Informatiol
Forecasts
Past studies will fornl the foundation for
work. Past and current US Census data"
analyzed to provide a base of information
the community. Socia-economic and
demographic data will serve as the base ft
which projections will be made.
.
Design Guidelines
Urban design and atchitectutal design gui,
will be developed that reinforce Smart Gr
principals and the unique historic charact'
Centerville.
.
Development Strategies
One of the key components of a Master P
implementation or the "Now What" secti<
Centerville will need assistance from the
development community to ensure a viabl
successful downtown. One way to ensure
success is to engage the development com
early in the process as a sounding board ar
resource for decision-making. We have fo
success by involving developers in tours at
roundtable discussions. We have assisted I
with the preparation of Requests for Prop'
from the development community and h"
acted as a liaison between Cities and deveh
to ensure planintegtity.
Biko Associates' proposed work program is di,
into three phases, and each phase is divided int,
specific activities.
PHASE 1: GETrING STARTED
This Phase will be devoted to establishing and
working with a community-based Steering Corr
and building a database of information and red,
a community downtown vision.
Page 7
induding building design and streetscape.
Alternative design standards and policies will be
developed.
Task 8: Facilitate Third Steering Committee Meering
The Steering Committee will meet in a work session
to review the alternative concepts and assist the
consultant team in the selection of concepts that
should be synthesized to develop twO alternative
downtown plans.
Task 9: Develop Alternative Downtown Plans
With input provided by the Steering Committee, the
consultant team will prepare two alternative
downtown plans that ate based on concepts prepared
in Task 7. Each plan will include downtown land
uses, transportationl circulationl patking
improvements to accommo-date new land uses and
future travel demand, infrastructure improvements,
and streetscape treatments and community image
enhancements. Alternative policies and strategies will
be developed to accompany each of the two plans.
PHASE 3: SELECT/REFINE PREFERRED
ALTERNATIVE
Task 10: Facilitate Second Community Meeting
The consultant team will facilitate a second
community meeting to present and explain the two
alternative downtown plans. The meeting will consist
of three sessions:
a) Open House where community members will be
able to review the two alternative concepts;
b) Formal Presentation where the consultant team
will present the two plans and describe associated
characteristics, costs and benefits, and
development implications; and
c) Open Microphone where community members
are able to ask questions and provide comments
on the two alternatives.
A technical repott will be prepared to document
findings from the Community Meeting. The teport
will be distributed to the Steering Committee.
Task 11: Facilitate Foutth Steering Committee
Meeting
The third Steering Commitree meeting will be held to
allow the Committee to review I discuss findings from
the Community Meering and select a preferred
downtown plan from the twO alternatives.
The consultant team will develop an evaluation and
ranking methodology to assist the Steering
Committee in the selection process. Evaluation
criteria will be developed to reflect information
learned in Phase 1 that specifically addresses
identified Issues, community vision and goals, and
input provided by stakeholders.
As mentioned the costs and benefits of each
alternative will be calculated, as will development
implications. 'These will also be available to assist the
Committee in it comparative evaluation and selection
of a preferred alternative.
DOWNTOWN REDEVELOPMENT MASTER PLAN PLANNING/DESIGN PROCESS
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Page 9
Task 12: Refine the Preferred Alternative
The preferred alternative Mil be refined to ensure
that it reflects community preferences identified at
the Community Meeting and input received from the
Steering Committee. Frequently in planning/ design
studies, the preferred alternative is comprised of rhe
best elements of the rwo alternatives and is actually a
hybrid of the rwo the plans.
Task 13: Prepare a Draft Downtown Plan
A draft plan Mil be ptepared that includes text and
illustrations to describe:
. Downtown land uses,
. Downtown transportation and parking systems,
. Downtown streetscape and community design
systems,
. Infrastructure needed to support downtown
development,
. Design guidelines and policies to address use,
frontage, and streetscape,
. Implementation strategies thar identify specific
improvement projects, schedule for
Stooring
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implementation, public/private part-nerships,
costs, and potential sources of funding.
Task 14: Facilitate Fifth steering Committee Meeting
The Steering Committee will meet a fifth time to
review and comment on the draft plan before it is
presented to the CenterviUe Planning Commission.
Task 15: Present Draft Downrown Plan to the
Planning Commission
Based on input from the Steering Committee, the
consultant team will refine the draft downtown plan
and ptesent it to the Planning Commission for
approval.
Task 16: Ptesent the Draft Downtown Plan to
Council
Based on input from the Planning Commission, the
consultant team Mil refine the draft downtown plan
to prepare a final downtown plan and associated
policies and strategies. The final plan Mil be
presented to Council for adoption.
SlNMj
~
-
PHASE 3. SELECTIREFINE PREFERRED ALTERNATIVE
Page 10
Biko Associates' ptoposed timeline for completing the project is five months. The chart presented below illustrates
the project's phases against time. Staff check-point meetings will occur monthly.
Phase 1:
Getting
Started
Phase 2:
Alternatives
Development
Phase 3:
RefInement
Consultant Effort
Steeting Committee Meeting
It.
A
A
Stakeholder Interviews
Community Meeting
KickOoff Meeting
A
Planning Commission/Council Meeting
Biko Associates' proposed budget for direct labor is detailed in the table below. Our total proposed hudget is
$45,030.
Direct Labor Bud et
Project Phase Skjelbostad Smith Claybaugh Dillingham Anton Technicians Total Hours
bv Phase
Phase 1: 30 24 8 8 12 40 122
Geltin" Started
Phase 2: 60 48 24 12 16 50 210
Oevelon Alternatives
Phase 3: 32 32 12 10 g 10 104
Refinements
Total Hours 122 104 44 30 36 100 436
bv Person
Hourlv Rate $100 $100 $120 $135 $100 $60
Total Budget $12,200 $10,400 $5,280 $4,050 $3,600 $6,000 $41,530
Direct Expense Budget: Including mileage, printing, reproductions, photography
$3,500
Total Budget:
$45,030
Page 11
1@l1 ~~~oo ~SpS??~~T::
REGISTERED LANDSCAPE
ARCHITECT
Harold Skjelbostad is the principal-in-
charge oflandscape architecture at Biko
Associates, Inc. Mr. Skjelbostad brings
over 30 years experience in the areas of
master planning, TOD design and
development, urban design and park and
park system planning and design to the
finn.
EDUCATION
Bachelor of Landscape
Architecture, University of Minnesota 1973
EMPLOYMENT EXPERIENCE
Biko Associates, Inc.;
2001
LSA, Inc., Principal, Co-Founder; 1989-
2001
BRW, Inc., Associate LA;
1983 - 1989
lnterDesign, Inc., Associate LA; 1972 -
1983
Brauer and Associates, Inc.
Intern Landscape Architect;
1968 - 1972
ASSOCIATIONS
Registered Landscape Architect, Minnesota
1977
American Society of Landscape Architects
Co-Chair, Minnesota Design Team
2004 - 2006
Congress for the New Urbanism
Minnesota Chapter
COMMUNITY PLANNING AND DESIGN
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSIS
GRAIN BELT BREWERY RO'ITLING HOUSE
79 13th A VENUE N.E. STUDIO 164
MINNEAPOLIS, MINNESOTA S5413.1673
PHONE: 612.623-4660 FAX: 612.623-11206
L~~______ ___
HAROLD SKJELBOST AD, ASLA
PROJECT EXPERIENCE
Town PlanninlZ
North Central Business District Master Plan
Downtown Anoka
Aooka, MN
Northstar Commuter Rail Transit Village
City of Anoka
Aooka, MN
Townshio PlanninlZ
Comprehensive Plan
Greenbush Township
Greenbush, MN
Comprehensive Plan
Athens Township
Athens, MN
Framework Plan
Athens Township
Athens, MN
Comprehensive PlanninlZ
Comprehensive Planning
City of Anoka
Anoka, MN
Comprehensive Plan
City of DePere
DePere, WI
HilZhwav Corridor Plannin!!
TH 14/52 Reconstruction
Aesthetic Design Review Committee
City of Rochester
Rochester, MN
TH 61 Land Use Plan
City of White Bear Lake
White Bear Lake, MN
Community-Based Workshops
Bassett Creek Valley - Redevelopment Organization Committee
Minneapolis, MN
Athens Planning Workshops
Athens Comprehensive Plan
Athens, MN
Aooka Public Facilitation Project
North Central Business District & Commuter Rail Transit Village
City of Aooka
Aooka, MN
Hawthorne Area Community Council
26t Avenue Greenway and Bicycle Path Project
Concept Planning and Design
Minneapolis, MN
Minnesota Design Team Community Planning and Design in Numerous
Cities, Minnesota
Ptlge 12
1
~
I@ll ~~~oo ~SpS?~:~T;~
TRANSPORTATION PLANNER!
COMMUNITY INVOLVEMENT
Bill Smith is a founder and principal of Biko
Associates' transportation planning and
community organizing projects. Mr. Smith
draws on his experiences as a professional
community organizer (1975 to 1984) to
involve residents in planning and design
processes to address local, neighborhood,
community, and regional transportation and
land use issues.
EDUCATION
Master of Urban & Regional Planning
University ofIowa
(Iowa City, Iowa)
B.A. Bio-Psychology
Wesleyan University
(Middletown, Connecticut)
EMPLOYMENT EXPERIENCE
1993 - present
Principal/Owner
Biko Associates, Inc.
1986 - 1993
Transportation Planner
BRW, Inc.
ASSOCIATIONS
Certified Planner,
Member AICP since 1986
American Planning Association
Institute of Transportation Engineers since
1990
State of Minnesota Historic Preservation
Review Board
Transit for Livable Communities
Board Member
COMMUNITY PLANNING AND DESIGN
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSIS
GRAIN BELT BREWERY BOTTLING HOUSE
79 13th AVENUE N.E. STUDIO 104
MINNEAPOLIS, MINNESOTA 55413-1073
PHONE: 6IH~OOO FAX: 61Z-623~200
I
.. -- -- --- -- --
WILLIAM P. SMITH, AICP
PROJECT EXPERIENCE
Mr. Smith has experience In the following areas of transportation
planning.
Traffic Impact Analysis studies for large-scale residential,
institutional, office, retail, and employment center developments in
urban, suburban, and exurban settings
Origin/Destination data collection and analysis
Travel demand forecasting
Transportation element of county and municipal comprehensive
plans
Downtown traffic circulation and parking
Neighborhood-level transportation planning and traffic calming
Bicycle and pedestrian planning and design
Mr. Smith's project experience includes:
Managed the Heart of Anoka (NCBD/CRTV) Planning Facilitation
and Design project, including preparation of housing redevelopment
scenarios for the North Central Business District.
Managed the Lake Street Development Objectives study, developing
alternative redevelopment scenarios (residential and commercial) for
the Lake Street commercial corridor.
Hometown, Minnesota (Minnesota Main Street Program) consultant.
Provided consultant services to communities in Greater Minnesota
on downtown redevelopment, economic development, traffic
circulation and parking. Belle Plaine, Detroit Lakes, Hutchinson,
International Falls, Montgomery, Renville, Wabasha, and others.
Project manager for the City of Frazee Comprehensive Plan
. Prepared transportation element for the City of Ramsey
comprehensive Plan Update.
Prepared the transportation element of the Itasca County, Wabasha
County, and Becker County Comprehensive Plans.
Managed Social and Environmental Justice outreach activities
related to the update of Mn/DOT' s 20-year Statewide Transportation
Plan. Outreach activities (interviews with key stakeholders and
focus group meetings) targeted African Americans, Asian
Americans, Hispanic Americans, and recent immigrant populations.
Facilitated Mn/DOT Transportation Action Model (TAM) processes
in Little Falls and Roseau, MN. These were community-based,
alternative transportation planning processes linking community
needs and visions with transportation-related, capital improvement
planning processes.
Prepared background studies and conducted a public involvement
process for the City of Windom TH 60 Access Management Study.
Conducted a visioning process and prepared a traffic circulation plan
for the Humboldt Industrial Area in Minneapolis to reduce truck
traffic impacts on surrounding neighborhoods and provide for
bicycle circulation needs.
Page 13
[: CLAYBAUGH PRESERV AnON ARCHITECTURE INC
Claybaugh Preservation Architecture Inc (CPAi), founded in 1989, provides outstanding architectural and
technical services for owners and managers of historic buildings and sites. CP Ai also provides consulting services to
design professionals, and training for historic preservation professionals and laypeople. Principal Robert J. Claybaugh
AlA has extensive experience with historic preservation projects and a commitment to preserving our built
environment.
Bob Claybaugh has worked to preserve schools, colleges, churches, courthouses, banks, and other public buildings in
the Midwest and throughout the United States. His involvement has ranged from historic research at the inception of
the project to providing contract documents and construction observation when the required work is underway.
Working with the client, CP Ai will develop an appropriate scope of work for preservation projects of any size and
budget.
Historic Site Experience: CP Ai has provided restoration design services at Minnesota Historic Society properties at
Historic Fort Snelling, Sibley House Historic Site, Split Rock Lighthouse, Folsom House, Historic Forestville, Lower
Sioux Agency and North West Fur Post. Other historic site experience includes the Washington County Historic
Courthouse, Mabel Tainter Memorial and the Robert A. Long Mansion.
Form Based Design Guidelines: Robert Claybaugh has co-developed a form based approach to design guidelines for
new development and existing buildings that utilizes the existing and desired context of the community to regulate
how buildings front the street. We call our approach Context Based Frontage Code. We have developed a frontage
code for downtown redevelopment and preservation in Taylors Falls, Hutchinson, Excelsior and Hastings, Minnesota.
Downtown Fa~ade and Intill Building Experience: CP Ai served as the design architect for the Missouri Main Street
Program and has worked in a number of Minnesota communities on storefront designs for historic buildings. CP Ai
has also designed infill buildings tbat are compatible with the existing historic character of downtown.
Robert J. Claybaugh AlA has practiced architecture for 36 years, specializing in historic
preservation projects. He has developed restoration programs for numerous National Historic
Sites, State Historic Sites, and National Register Properties. Bob Claybaugh has provided design
assistance, training, and design guidelines for building and streetscape renovations in Main Street
towns. Working with the National Main Street Center of the National Trust, he developed and
presented nationwide a seminar on ADA issues in Main Street communities. Bob Claybaugh has
served on the Kansas City, Missouri, Landmarks and City Plan Commissions. He is currently
involved with the Minnesota Design Team, is chair of the Minnesota State Review Board for the National Register and
the chair of the Taylors Falls Economic Development Commission.
Robert Claybaugh has been a principal in architectural practice since 1972 and has gained a regional reputation for his
expertise in historic restoration, renovation and downtown revitalization projects. He has developed successful
restoration programs for many National Register and National Landmark structures in the Midwest. He has also
worked with communities in Minnesota and Missouri to develop fal'ade designs and design guidelines for the
renovation of historic downtown commercial buildings.
EDUCATION
Kansas State University, BArch, 1964
Kansas State University, BS Arch Bng, 1964
REGISTRATION
EXPERIENCE
Registered Architect, Kansas, Minnesota,
Missouri, Wisconsin, NCARB Certified
Claybaugh Preservation Architecture Inc, Principal
Claybaugh Gale Anderson Preservation
Consultants Inc Principal
Solomon Claybaugh Young Architects lnc Principal
Page 14
....
Alliant Engineering, Inc.
Work History
AlIiant Engineering, Inc., 1995 to present (president)
BRW, Inc., 1989 to 1995 (Civil Engineer, Senior Transportation Engineer)
City of Bloomington, 1986 to 1989 (Survey Lead, Roadway Design Technician)
Scott County Highway Department, 1984 to 1986 (Inspector, Survey Lead)
Professional Registrations
Licensed Professional Engineer in Minnesota, Wisconsin, Nebraska, South Dakota, North Dakota, Michigan,
Colorado, Arizona, Illinois, Ohio, Pennsylvania, Oklahoma, Florida, Tennessee, Mississippi, and Georgia.
Certified by National Council of Examiners for Engineering and Surveying (NCEES)
Education
Bachelor of Science in Civil Engineering, University of Minnesota
Background
Mr. Dillingham is the founding Principal of AlIiant Engineering. He has more than 19 years of experience ranging
from the design and construction of public and private infrastructure projects to the research and development of
Intelligent Transportation Systems (ITS). John's primary responsibilities include project management, corporate
planning, administration, and marketing.
Mr. Dillingham has been the project manager for many types of projects throughout Minnesota including highway
design, Intelligent Transportation Systems (ITS) implementation, multi-use development planning and engineering,
and environmental studies. John has also managed many different projects for national clients in the areas of
communications system design, fiber optic systems implementation, and site development.
Roadway Design
. TH 212 Design - Build, MN: 2005
. 1-494 Design - Build Proposal, MN: 2004
. ROC 52 Design - Build, Rochester, MN:
2002- '04
. Wabasha CSAH 5, Wabasha County, MN:
2003
. TH 52/55 and Concord Boulevard
Interchange,Inver Grove Heights, MN:
1995
. TH 169, Northern Minnesota: 1995
. TH 7 at Louisiana, St. Louis Park, MN: 1994
Transportation Planning
. CSAH 45, Carlton County, MN: 1995
. TH 96, St. Paul Northern Suburbs, MN: 1995
. TH 52, Rochester, MN: 1994
...
Recent Project Experience
Intelligent Transportation Systems (ITS)
. District 8 ITS Scoping Study, Marshall, MN: 2003
. District 6&7 ITS Projects, Rochester & Mankato, MN: 2002
. District 2 and 3 TOCC, Duluth & St. Cloud, MN: 2000
. TH 55 AATMS, Minneapolis, MN: 1999
. Smart Work Zone, Minneapolis, MN: 1998
Environmental Planning
. Lexington Preserve Business Park EA W, Blaine, MN: 2003
. Sl. Catherine's EA W, Scott County, MN: Current
. Mississippi Jewel AUAR, Lake City, MN: 2000
. 1-494 DEIS, Minneapolis, MN: 1995
. TH52 DEIS, Rochester, MN: 1994
Page J 5
.
CITY of NORTH BRANCH COMPREHENSIVE PLAN
~
l
NOI'::n.\e.~~u "''''M?'''''''l-l'''N~ve. N
.
LAND USE and
TRANSPORTATION
PLANNING
INFRASTRUCTURE
IMPROVEMENTS
URBAN DESIGN
COMMUNITY ORGANIZING
CLIENT CONTACT:
Mr. John Moosey
City Administrator
City of North Branch
I~I ~~~Oo ~SpS?~~~T~~
COMM UNITYPLAN.NI NGAN DDESIG N
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSIS
25 UNIVERSITY AVENUE S.E. STUDIO 403
MINNEAPOLlS, MINNESOTA 55414
PHONE: 612-62J~4000 PAX: 612-623-0200
www.bikoasSOClates.cuffi
Biko Associates prepared the first comprehensive plan for the City
of North Branch, Minnesota, following the merger of Branch
Township and North Branch. The comprehensive planning process
led to a vision and community development and implementation
plans for the entire thirty-six square mile area. Biko Associates had
previously assisted North Branch (before the merger) by preparing a
downtown and collecting/analyzing data used in its Small Cities
Development grant application to the Department of Trade and
Economic Development.
The community addressed five main issues in the comprehensive
plan:
. Orderly expansion of water and sewer infrastructure
. Business expansion in the downtown business district and
the corridor east of 1-35
. Need for an improved industrial park
Need to preserve open space, wetlands and protect native
habitat
. Land uses inconsistent with zoning
An 18 member Steering Committee of local stakeholders directed
the planning process. Interested citizens offered additional
comments and visions for the future at each milestone of a three
phase process. The community considered three land use scenarios
addressing the main issues. The final plan created an orderly plan
for development both within and outside the urban service
boundary, including design guidelines for new urban development
and guidelines for conservation subdivisions and cluster
development in unsewered areas.
Page 16
~
Pine City Comprehensive Plan
~i iii.
.. I ... . .
..... . !If i.
.....,..ni.. __. .. ............
,..'....v..._.....'.. ....,' ....._..........".
:"1 l'
~ : \: '. ~
'-. .,"/. I
! I
URBAN DESIGN
LAND USE PLANNING
COMMUNITY ORGANIZING
CLIENT CONTACT:
Robert Voss, City Administrator
City of Pine City
300 5th St. Suite 1
Pine City, MN 55063
320-B29-2575
I~ll ~~~Oo ~SpS?~~~T~~
COMMUNITY PLANNING AND DESICN
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSTS
25 UNIVERSITY AVENUE S.E. STUDIO 403
MINNEAPOLIS, MINNESOTA 5541~
PHONE: 612-623-400Q FAX: 612-623-0200
w w w _ b i k 0 ass 0 C i at es . co.. m
L___ __ __ __ __ __ __ __
."JIIIII v
l1li a.:
l__.,;;
.......;....
.....,
Biko Associates, Inc., along with another firm, wrote the comprehensive plan
update for the town of Pine City, Minnesota, a community of 5,000. The plan
was the first in the state to use a public charrette process to guide it.
In addition to standard plan elements such as population projections, street
network recommendations and an environmental issue assessment, the plan is
organized around Pine City's neighborhoods, and includes a small area plan
focusing on Pine City's downtown. The plan also makes recommendations
regarding development and annexation agreements with the surrounding
townships.
After collecting background information, we held a charrette to create a
consensus on Pine City's future. The charrette report organized policy
recommendations by neighborhood, and the focus on revitalizing Pine City's
downtown with public riverfront investment, development of alternative housing,
and adaptive reuse of historical structures.
Page 17
I A THENS TOWNSHIP COMPREHENSIVE PLAN I
r
>
PUBLIC INVOLVEMENT
COMPREHENSIVE
PLANNING
TRANSPORTATION
PLANNING
TOWN CENTER DESIGN
Client Contact:
Carolyn Braun, AICP
2428115'. Avenue
Princeton, MN 55371
612-867-6520
I[@I ~:~Oo ~SpS??~~T~~
COMMUNITY PLANNING AND DESIGN
LAND USE AND TRANSPORTATION
POLICY RESEARCH AND ANALYSIS
GRAIN BELT BREWERY BOTILlNG HOUSE
79 13th AVENUE N.E. STUDIO 104
MINNEAPOLIS, MINNESOTA 55413-1073
PHONE: 612-623-4000 FAX: 612-623-6100
Biko Associates was retained by Athens Township to assist with the preparation
of their first Comprehensive Plan. Prior work for the Township included the
preparation of a Township Framework Plan that addressed critical, short-term
issues of annexation pressure from adjacent communities and access issues along
Highway 65 with MnDOT. Biko Associates successfully completed the
Framework Plan that resulted in opening responsive communications with
adjacent communities and an earned respect from MnDOT in dealing with
transportation issues.
Athens Township recognized that the Framework Plan was merely the first step
in what the Township really needed, a complete Comprehensive Plan. Biko
Associates worked closely with the Board of Supervisors, Planning Commission,
Township staff and all residents through a questionnaire that received a 25%
response rate to ensure a thorough planning and design effort and to help ensure
easy public acceptance and implementation.
Key components of the Plan included a sound environmentally based process to
guide future growth in a manner consistent with the overriding concern of
residents that Athens Township retains its rural character. Potential land
planning techniques such as transfer of development rights and the introduction
of a Town Center to accept the majority of future growth were used to assist the
Township in achieving their goals.
Page 18
~
<
I~I ~~~oo ~SpS??~ATT;~
. CONSULTING
~
GROUP,
I N C.
Transportation' Civil' Structural. Environmental. Planning' Traffic. Landscape Architecture' Parking
June 16, 2005
Proposal No. P05274
Mr.John Meyer
Finance Director
City of CentervilIe
1880 Main Street
CentervilIe, MN 55308
SUBJECT: CITY OF CENTERVILlE DOWNTOWN REDEVELOPMENT MASTER PLAN
Dear Mr. Meyer and Members of the Selection Committee:
The City of CentervilIe is embarking on a planning process to shape the future of your Downtown.
This is an excellent opportunity to highlight and build on the community's existing amenities,
including Centerville and Peltier Lakes and the Centerville Trail System, as well as plan for
enhancements that will maintain the small-town atmosphere and promote vibrancy as the City
continues to grow and evolve over the years. SRF Consulting Group, Inc. is excited about the
opportunities that this project presents and looks forward to assisting the City with this ambitious
effort.
The SRF Team offers several key strengths to the City of Centerville:
Outstanding Creativity and Vision. Led by Barry Warner, FASLA, AICP, Senior Vice President, our
team is comprised of experienced planners, urban designers, and engineers with the talents and
enthusiasm to ensure the success of the planning effort. Monique MacKenzie, AICP. will serve as our
project manager. Monique has a great deal of redevelopment planning and stakeholder facilitation
experience, working as both a city planner and consultant. She will be assisted by Joni Giese, ASLA,
who brings substantial urban design and planning experience to the project. We offer the City
creative solutions and a focus on creating a compelling vision, which is key to realizing Downtown's
full potential and contribution to the community. An appreciation of the environmental,
recreational, historic, and economic resources must be bound together with a vision plan that creates
value for individuals and the community at large.
.
.
.
Multidisciplinary Expertise. Our team's diverse skills provide the technical foundation to develop
realistic and implementable solutions. Each of our team members is noted for their respective
expertise and demonstrated ability to successfully complete challenging projects. Working together,
we offer the City of Centerville the breadth of expertise that is required by this project.
Meaningful Public Process. Our proposal clearly defines a process that will elicit meaningful
stakeholder input, which is critical to a grounded study that truly reflects community priorities and
needs. SRF is noted for our public process and ability to facilitate stakeholder input. We excel at
bringing diverse groups to the table to discuss opportunities, challenges, and limitations, with an
outcome that builds positive momentum and serves as a springboard to implementation.
One Carlson Parkway North, Suite 150, Minneapolis, MN 55447-4443
Telephone (763) 475-0010. Fax (763) 475-2429. http:/ /www.srfconsulting.com
An Equal Opportunity Employer
----I
I
Related. Experience. SRF has a great deal of comparable planning experience that is presented in our
proposal. We have worked for many municipalities across the Twin Cities, including St. Michael,
Minneapolis, Crystal, Eden Prairie, Columbia Heights, and St. Louis Park. This experience is
focused on crafting compelling vision plans and supporting them with solid technical analysis of
natural resources, transportation systems, and development feasibility. By leveraging our expertise,
the City can fully realize the value of your Downtown.
The SRF Team has a great deal of enthusiasm for this project-we are commitred to assisting the
City and providing the highest quality redevelopment plan possible. We look forward to discussing
the project more fully with the selection commitree and working hand-in-hand with staff during the
planning process. Through this plauning effort, we will assist Centerville's citizens as they build a
stronger sense of community, and pride in their Downtown.
Sincerely,
SRF Consulting Group, Inc.
...
~~
Barry ner, FASLA, AICP
Senior Vice President
Monique MacKenzie, AICP
Senior Planner
o "'able of Contents
o
Background, Experience, & References . . . . . . . . . . . . . . .1
Philosophy & Project Understanding ................ 8
Work Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Project Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 16
Project Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
~
Centerville Downtown Redevelopment D~.
MASTER PLAN
o Back.round, Experjence, .. References
o
SRF Consulting Group, Inc. is a full-service
consulting firm that was established in 1961. Today,
we employ more than 200 planners, landscape
architects, and engineers who work with
municipalities, counties, and state agencies across
the Midwest. Over the years, we have created plans
that:
. Guided the future urban redevelopment and
infill of urban and suburban communities in the
metropolitan area.
. Assisted in revitalizing small towns in greater
Minnesota.
· Developed the tools to implement specific land
planning and redevelopment goals in many
communities.
Successful urban planning brings
design, managerial, and technical
disciplines together to develop
solutions for changing social and
physical environments.
We excel at working on complex technical planning
issues and finding creative and implementable
alternatives that meet stakeholders' needs. Our
approach integrates the basic needs of individuals
and the entire community into a comprehensive
planning solution. We work with communities to
develop plans and policies that are respectful of the
past and recognize the opportunities and pressures
on the horizon.
SRF is recognized for our strengths in meaningful
community input, multi-disciplinary solutions,
flexibility, an adaptive process, and a comprehensive
approach. Our urban planning services include:
. Community planning
. Downtown redevelopment strategies
· Land use plans and policy development
. Commercial and mixed-use corridor plans
~
. Neighborhood and district plans
. Transit-oriented development (TOD) plans
. Housing policies
The SRF Team
For the Downtown Centerville Redevelopment
Master Plan, we have assembled a team with a great
deal of comparable experience and the enthusiasm
needed to successfully complete this project. The
SRF team brings a unique blend of skills to this
planning project for the City of Centerville:
. Experience with similar planning projects.
The SRF team has successfully completed several
recent projects that are similar to the City's
needs. These projects include the Heritage Park
Redevelopment; St. Michael Planning Assistance
and Design Services; and Elmwood Area Land
Use, Transit and Transportation Study, which are
described later in our proposal.
. Recognized ability to foster participation.
We excel at working with both the public and
private sectors in an open planning process
where creative thinking, objective analysis, and
grounded decision making are encouraged. We
take great care to listen to stakeholders-soliciting
input from them is crucial to developing a plan
that is truly supported by the community.
. Multidisciplinary expertise. SRF has
assembled a team of experts to assist Centerville
in developing a plan to meet your needs. Our
team is composed of senior staff members who
have the enthusiasm and talents needed for this
ambitious and challenging project.
On the following pages, we present a brief summary
of our team member's qualifications and a
description of their roles on this project.
Centerville Downtown Redevelopment 0:
MASTER PLAN .
Barry Warner, FASLA, AICP,
Senior Vice President
Barry, a Fellow in ASLA, is a widely
respected urban planner and landscape
architect with 27 years of diverse
project experience. He is known for
innovative design, inclusive public
process facilitation, aud responsive
communication with agencies and citizens as well as
for managing complex urban planning and design
projects to productive outcomes. Barry's knowledge
of urban design, master planning, landscape
architecture, smart growth, transportation, and land
use will be key to developing a redevelopment plan
for Downtown Centerville. Barry will serve as our
principal-in -charge.
Monique MacKenzie, AICP, Senior Planner
Monique has extensive experience in
community development, land use and
zoning, and neighborhood and
infrastructure planning. Her training is
rooted in physical planning, and she is
recognized for her skills in public
involvement, economic development, and the
interface of land use with transportation. In
addition, she has served as a planner-facilitator for
many community-based planning initiatives.
Monique has recently worked on the St. Michael
Downtown Plan, Crystal Heights Preliminary
Redevelopment Plan, Elmwood Land Use and
Transportation Study, and 38th Street Station Area
Master Plan.
Prior to joining SRF, she served as a City Planner
for Minneapolis where she was the project leader
for the land use planning strategy in the Hiawatha
LRT Corridor and the principal author of the City's
comprehensive plan. She has a Master of Urban
Planning degree from McGill University in
Montreal. Monique will contribute to land use
planning, redevelopment strategies, and group
facilitation.
~
--~
Joni Giese, AS LA, Associate
Over the past 10 years, Joni's work has
emphasized site analysis, streetscape
design, trail and park design, and
traffic calming. She is skilled in
providing design solutions that are
sensitive to adjacent land uses, roadway
classifications, and pedestrian needs. Some ofJoni's
recent projects include the Eden Prairie Major
Center Area Land Use and Transportation Study,
the Heritage Park Redevelopment Master Planning
in Minneapolis, and the 38th Street Station Area
Master Plan in Minneapolis. In addition, she has
Master's degrees in Science and Landscape
Architecture from the University of Minnesota. Joni
will contribute to redevelopment strategies, group
facilitation, and streetscape enhancement planning
for the Centerville project.
Mike Jischke, AS LA, Senior Landscape Architect
Mike has seven years of experience in landscape
architecture and architecture. His work at SRF
focuses on urban revitalization and site planning.
He is skilled at integrating multiple design
informants into a cohesive plan, including analysis
of existing conditions, pedestrian and vehicle
movement, and natural systems. Some recent
projects Mike has been involved in include the
Crystal Heights Redevelopment Plan and the 38th
Street Light Rail Transit Station Area Plan. Mike
has a Master's degree in Landscape Architecture
from the University of Minnesota. For the
Centerville project, Mike will assist with preparing
altcrnativcs.
Marie Cote, PE, Principal
Marie has 15 years of experience with
traffic engineering projects, with a
strong emphasis on management and
analysis. She has outstanding technical
abilities and frequently manages highly
complex projects, including traffic
impact, freeway operations, safety, school crossing,
corridor and areawide transportation studies. Marie
leads SRF's Traffic Engineering group and has a
BSCE from Loyola Marymount University. She
Centerville Downtown Redevelopment O~.
MASTER PLAN
2
frequendy works with SRF's planners and urban
designers on projects, including the Eden Prairie
Major Center Area Land Use and Transportation
Study and the St. Michael Downtown Plan. For this
project, Marie will provide expertise on traffic and
development feasibility.
Matt Hansen, PE, LS, Principal
Matt has 16 years of experience in
designing municipal street and utility
improvements. He is experienced in
preparing feasibility studies,
construction plans and specifications,
cost estimates, permit applications, right
of way and easement descriptions, and contract
documents. Matt frequendy manages complex
municipal improvement projects through multiple
agency reviews and approvals. Matt has a Bachelor
of Science in Engineer degree from Iowa State
University. He will provide input on roadway design
questions that may arise during the planning
process.
Jacqueline Corkle, AICP, Associate
Jackie is a transportation planner with
seven years of experience in
transportation, strategic, policy and
land use planning. As a city planner,
she authored ordinances, enforced
zoning and city codes, prepared grant
applications, and authored sections of
comprehensive plans. Her comprehensive planning
experience includes transportation systems, parks,
trails and open spaces. Jackie's experience in
transportation, strategic and policy planning
encompasses statewide, regional, and corridor level
projects and includes many freight, corridor, access
management, and county transportation studies.
Jackie is known for her ability to incorporate agency
and public involvement into planning documents.
Jackie has a Master of Planning degree from the
University of Minnesota. Jackie will assist us in
assessing transportation policy and facilitating the
workshop.
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Andy Mielke, AICP, Senior Transportation Planner
Andy has more than five years of
experience working on a variety of
transportation planning projects. His
skills include technical analysis,
geographic information systems
analysis, and quantitative and
qualitative research. In addition, he excels at public
involvement and will assist in our efforts for the
Centerville project, participating in group
participation. Some of his recent project experience
includes Fargo-Moorhead Transportation Plan
Update, Eau Claire Smart Growth Plan, and River
Falls Transportation Plan. Andy graduated from the
University of Minnesota with a Master's degree in
urban and regional planning.
Mary Bujold, CRE, President,
Maxfield Research
Mary will provide information on the Centerville
real estate market and trends as well as a projected
range of anticipated development. She is a market
expert in residential real estate and market analysis.
She is responsible for overseeing and directing all
research projects for the firm. In addition, she also
heads projects for large-scale land use and
downtown redevelopment studies for municipalities.
Mary has worked with a wide array of public and
private sector clients. A graduate of Marquette
University, Mary also holds an MBA from the
University of Minnesota. She is a licensed real estate
broker in Minnesota.
Centerville Downtown Redevelopment o.
t
MASTER PLAN
3
Experience & References
On the following pages, we present descriptions of
some recent planning projects that exemplify SRF's
work with communities across the Twin Cities.
St. Michael Downtown Plan
Reference: Marc J. Weigk, City Planner/EDA Director .
City v[St. Michael. 3150 Lander Ave NE. St. Michael,
MN 5)376. 763.497.2041
St. Michael began experiencing a population boom
in the late 1990s, and, according to growth
projections, the community will more than double
over the next 25 years. This phenomenal population
growth has challenged the City in many ways,
including planning the future of their downtown.
An emphasis was placed on creating an appealing,
walkable place for St. Michael residents to enjoy for
many years.
In 2003, the City Council began working with SRF
to develop a Downtown Plan that sets a vision
for the coming decades. A key part of the
planning effort was preserving the downtown's
unique character, which includes the historic St.
Michael church, schools, recreation center, and
locally significant businesses. One of the City's
primary concerns was managing traffic at an
increasingly busy intersection in the heart of
downtown.
A citizen's committee considered possible
alternatives for downtown streets and future
development. Access to and rerention of existing
businesses and a welcoming environment for
pedestrians were among the group's most important
criteria for the plan.
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Approved by the City Council in 2004, the plan
guides the expansion of Downtown, calling for
new offices, retail, and residences and a possible
addition to the St. Michael Elementary School. It
also provides the most advantageous parking and
access layout for existing business while maintaining
key local landmarks. The emphasis on creating an
appealing, walkable place ensures that Downtown
St. Michael will continue to be a place for residents
to meet and mingle in the years to come.
Columbia Heights
Downtown Mastel" Plan
The City of Columbia Heights asked SRF to
prepare a master redevelopment plan to improve the
image and vitality of their downtown. The area
includes the traditional downtown commercial core,
City Hall and Community Center area, and
adjacent neighborhoods.
An Advisory Task Force, including citizens and SRF
staff, established objectives and developed a vision
for recommendation to the City Council. The Task
Force began its work by:
. Analyzing the physical, demographic, and market
factors impacting the study area.
Centerville Downtown Redevelopment ([\
MASTER PLAN U
4
. Developing several alternative land use scenarios
and comparing them against project objectives.
. Gathering public input on alternatives.
The two alternatives chosen for inclusion in the
master plan report offer variations in character and
focus for a new downtown identity while
supporting the broader goals of the project. The
"Town Square" alternative centers a mix of civic,
commercial, and residential activities on a
community square adjacent to Central Avenue, and
the "Urban Green" alternative presents Central
Avenue as the focus of civic and commercial activity.
A streetscape plan was also developed that includes
lighting, pavement, street trees, and furnishings that
define the scale and character of the streets within
the downtown core area.
Crystal Heights Preliminary
Redevelopment Plan
Reference: Patrick Peters, CifI1lmunity Development Director 0
City of Crystal' 4141 Douglas Drive North' Crystal, MN
5)422' 763.531.1130
The City of Crystal was awarded a Livable
Communities Opportunity Grant to determine the
redevelopment potential of the Crystal Heights
area. SRF prepared a preliminary physical plan for
SRF's work with the City of Crystal included
developing several concepts fir redeveloping the
Crystal Heights area and working with stakeholders
to select and refine a preferred alternative.
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the area and assess its fiscal feasibility for
redevelopment. Market analysis and an inventory of
existing conditions supported the preparation of
three alternative concepts for the study area. Each
concept was evaluated and a hybrid was chosen as
the preferred alternative for refinement.
Understanding the fiscal feasibility of
redevelopment on the Crystal Heights site was a key
feature of the planning work. SRF worked closely
with our subconsultants and City staff to ensure
that the proposed alternatives were viable from
an economic feasibility perspective. Discussions
of project costs and potential revenues prompted
planning decisions about the level of residential
density, the land use mix, and other community
amenities on the site.
Transit service and facilities were considered as an
integral component of the area's redevelopment.
Each redevelopment concept was evaluated from an
"if/then" perspective to understand how transit
service and facilities could influence the site's
redevelopment potential.
The preliminary redevelopment plan was presented
to the Crystal Economic Development Authority in
2003.
38th Street Station Area
Transit Oriented Development
Master Plan
Reference: Mike Larson. City of Minneapolis 0 350 South
5th Street 0 Minneapolis, MN 5)415 . 612.673.2423
The City of Minneapolis sought consultant
assistance as it considered the future of the area
served by the 38th Street station on the Hiawatha
LRT Line. SRF worked with City staff and a
neighborhood-based steering committee to create a
shared vision for the 38th Street Light Rail Transit
(LRl) station area, which was consistent with
transit oriented development planning principles.
The Station Area Master Plan identifies
opportunities for enhancing the character, identity,
and economic vitality of the 38th Street LRT
station area.
Centerville Downtown Redevelopment 0,':
MASTER PLAN
5
SIGNIFICANT CHANGE SCENARIO
The final plan for the area included a wide
range of land uses: industrial, commercial
retail, open space, transportation/utilities,
residential, and civic.
Our work also included:
. Identifying locations, priorities and guidelines
for new housing and services.
· Enhancing the character of the area.
. Creating a "sense of place."
The end result of the 3 8th Street process draws on
public opinion, land use planning expertise and
market-demand analysis to shape a master plan for
future development that focuses on land use,
development intensities, critical public investments
and change sites.
~
Elmwood Area Land Use, Transit, &
Transportation Study
Reference: Judie Erickson, Planning Coordinator. City of St.
Lrmis Park. 5005 Minnetonka Blvd. St. Louis Park, MN
55416. 952.924.2574
The Elmwood area of St. Louis Park is a 50-year-
old industrial and commercial use area located near
the emerging town center at Park Commons.
Changes in land use along Excelsior Boulevard and
the area's residential and commercial real estate
market have been increasingly visible in the last few
years. The character of the area is strongly
influenced by access to and from major regional
roads such as Highway 100, Highway 7, and
Excelsior Boulevard. The area's future will be
similarly shaped by these connections and the
arrival of LRT in the Southwest Corridor.
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This study sets a 30-year vision for the Elmwood
neighborhood that guides the City's decision-
making on future redevelopment, infill
development, and transportation and
infrastructure changes.
CentervilJe Downtown Redevelopment Ol
MASTER PLAN
6
At the request of Hennepin County and the City of
St Louis Park, SRF completed a long-range plan to
guide land use and transportation changes. We
focused on the areas of redevelopment planning,
market analysis and fiscal impacts, land use,
transportation, and urban planning.
Extensive stakeholder involvement occurred to
solicit input and build consent. We developed a
public involvement plan to elicit input from public
agencies, local businesses, property owners,
neighborhood residents, and developers during the
planning process, which ensured that the needs of
the neighborhood and primary stakeholders were
understood.
The end product provides the City with an
understanding of the economic and physical
influences that will affect the area in the future.
Changes to Highway 100 access, rail crossings of
Highway 100, and the arrival of LRT service are all
anticipated in the next ten to 20 years.
Redevelopment strategies and analysis of
transportation, circulation and transit station
locations, and market assessments of future land use
change will assist the private and public sector alike
in future decision-making for the Elmwood area.
Our work on this project was completed during
2003.
Heritage Park Redevelopment
Master Planning
Reference: Lois Eberhart, Public Works Interagency
Coordinator. City of Minneapolis. 350 Soutb Fifth St. .
Minneapolis, MN 55415. 612.673.5041
Located immediately northwest of downtown
Minneapolis, the Heritage Park Redevelopment
Project is planned to be a vital, amenity-rich
urban neighborhood. SRF led a team to develop
the master plan for the public realm portion of the
project.
Developing the master plan was a collaborative
process involving community representatives,
numerous public agencies, and design teams for the
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housing developer and the public. The following
tasks were performed that informed the final plan:
. Interviews with a wide range of community
representatives to learn about their concerns and
dreams for the new neighborhood
. A series of intensive, multiple-day desigu
charettes were held.
. Public presentations were made and responses
solicited from the community and policy makers.
. Newsletters were sent to the community to
inform them about the process.
*2003 MASLA Award of Excellence
for Planning
The master plan also addressed circulation,
stormwater, utilities, and open space amenities,
balancing their various needs to create a vibrant
new neighborhood.
We continue to work closely with the City, the lead
housing developer and numerous public agencies to
bring the vision of Heritage Park to reality.
Centerville Downtown Redevelopment ~D/
MASTER PLAN
7
o PhUosophy .. pro;ecc Underscandjn8
o
In many of the metropolitan area's rapidly growing
communities, citizens, and leaders are actively
seeking methods to retain a unique sense of place
and character. The pace and scale of growth in
many outlying communities poses a clear prospect
of change for places like Centerville. Our experience
has shown us that planning grounded in a pragmatic
vision of the future is the best way to respond
proactively and preserve the community's most
important physical and civic features.
For this project, we have outlined an approach that
is based on applying best planning practices that are
associated with downtown revitalization to an
intensive and focused series of public participation
events. Based on our project experience, we have
found that well-informed citizens who are actively
involved in planning can be the most effective
engine to drive good planning outcomes.
SRF always works as an impartial
advocate - presenting information
to our clients in order to facilitate
their decision-making process.
Our approach is described in the diagram below. It
is a progressive approach that builds on the
successes and knowledge gained at each phase of the
work.
As shown in the diagram, two large scale public
events would occur at Step 3 (Workshop) and Step 5
(Open House). Other important points of public
involvement would occur at Step 2 (Walking Tour)
and Step 8 (Approval and Adoption). Additional
details of our approach and understanding are
presented in the work program.
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Centerville Downtown Redevelopment 01'
MASTER PLAN "
B
o Work pro.ram
o
The work program we have outlined on the
following pages should be considered a starting
point for Centervilles downtown planning
approach. We welcome the opportunity to revise
and otherwise tailor the process to your specific
needs before officially embarking on the work
Phase I. Kick-Off
SRF will begin the project with a kick-off meeting
with staff and the city-appointed Steering
Committee. This meeting will affirm the project
schedule and expected end products and clarify City
and consultant roles and responsibilities.
During Phase 1, the primary focus will be on data
collection:
. Land use
· Zoning
. Building condition and activity
. Topography
. Soils and/or contamination
. Ownership
. Infrastructure assessment, including sidewalks
and trails
. Parking
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Farmers' markets are a good way to make
downtown a popular city destination in the
growmg season.
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''Main Street" development brings a few
attractive, well-liked community shops or services,
such as restaurants, to a downtown s most
visible and accessible locations.
If there is insufficient data available at the parcel
level from either City or County sources, additional
effort and resources would be required to create
new data though field work or use of City staff time.
Maxfield's market research must be completed
before the first major public event, which is planned
for the third phase in the planning process, can be
initiated. Maxfield will coordinate their effotts with
the McComb Group to deliver a market study
recommending a range of residential and non-
residential development potential, described in total
units or square footage.
..
SRF End Products
. Kickoff meeting notes/summary
. Base mapping using available data (existing
conditions: land use, environmental systems,
roads and traffic, parcels)
. Data collection
· Market analysis report (Maxfield)
. Market analysis review meeting (Maxfield)
Centerville Downtown Redevelopment ~
MASTER PLAN U
9
Preserving the character of local landmarks
may be important to Centerville stakeholders.
SRF End Products
. Attendance and recording of walking tour
discussion
. Walking tour sketch and issues/opportunities
maps
Phase 3 The Big Picture!
This phase will revolve around a public workshop
called "Downtown 2030." At this workshop, we will
use a slideshow to educate the general public about
existing conditions downtown, trends that affect
downtown redevelopment in the metropolitan area
and nationwide, and, finally, the issues and
opportunities identified by the Steering Committee
during Phase 2.
Following this presentation, participants will be
invited to playa planning game that illustrates the
community's vision for Downtown 2030. The
game will consist of representing the market
research study recommendations with appropriately
scaled game pieces, which will be laid down and
moved around by small groups of citizens according
Phase 2. What Are the Issues &
Opportunities?
After assembling the available data and creating new
information when needed, SRF will meet with the
Steering Committee and City staff to conduct a
walking tour of Downtown. The purpose of the
tour is to look at what is on the ground today,
discuss potential opportunities or problems as future
change occurs, and share thoughts about real places
and conditions.
The discussion will end with a quick sketch
mapping exercise, where observations and
possibilities will be noted on the base map. In
addition, we will also observe areas where there are
conflicting ideas, as heard on the walking tour.
By developing
methods of engaging
the right
stakeholders at the
right time, the
Downtown
Redevelopment Plan
can trUly reflect the
needs and desires of
the community.
~
Project Activities
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. Primary Benefrt
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Centerville Downtown Redevelopment r
MASTER PLAN U
10
to their ideas of what the future downtown should
look like. Game pieces will represent housing,
commercial and industrial uses, civic and
community facilities (parks and civic buildings),
parks and open spaces, as well as trails and
sidewalks. Additional categories can be added if
needed.
Involvement in this workshop should be broad
based and inclusive. It is important to extend the
invitation to the broader community, including
young people and families who may not typically
participate in such events. The planning game can
be played simultaneously by between 60 to 80
participants in small groups of up to 10 people,
which will each be led by a facilitator.
Using planning games gets the public involved
and working together to set the direction for
their community's future.
Workshop participants can be recruited through
social and civic networks, including youth groups,
service clubs, and religious congregations. We
recommend designing the planning game and other
materials to be accessible to older kids and teens by
using imagery and interactive materials.
SRF End Products
. Slideshow presenting a) existing conditions, b)
downtown development trends, and c) issues and
opportunities for Centerville
. Planning game for Downtown Centerville 2030
for up to eight small groups
. Planning game preparation, facilitation, and
results synthesis
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Phase 4 What Are the Options?
At this point, SRF will review the six to eight sets of
Downtown Centerville 2030 plans created during
the public workshop and evaluate the recommen-
dations. Based on this information, we will prepare
two alternatives to simplifY the possibilities and
facilitate a discussion of future visions for
Downtown Centerville.
In addition, we will prepare a one-sheet summary
and accompanying graphics to illustrate the two
synthesized alternatives.
SRF End Products
. Two downtown plan alternatives, graphics, and
description
. Description will consist of recommended land
use, transportation, and other physical features,
but does not include technical feasibility/
assessment.
. Steering Committee meeting to preview two
alternatives, including meeting attendance,
presentation, and summary notes
. One set of revisions to alternatives prior to open
house
Some of the key resources in Centerville include
Centerville Lake and the St. Genevieve Church.
Centerville Downtown Redevelopment D.
MASTER PLAN
11
Phase 5 What Works?
At this point, our efforts will be focused on
evaluating the alternatives according to land use,
transportation impacts, and development feasibility.
In addition, two refined alternatives will be
produced for public presentation and review at the
community open house.
It would be useful to have a preferred alternative
selected before the open house, although both
alternatives should be presented. This strategy
enables the public to provide focused input yet still
offers an opportunity to respond to the feedback
and revise the preferred alternative before bringing
it to City elected leaders and decision-makers.
Determining how to implement strategies is
critical to developing a plan that can be realized.
We suggest using a community survey at the open
house in order to elicit focused citizen response,
particularly from people who are not comfortable
speaking at public meetings, but have important
feedback to offer.
SRF End Products
. Refine alternatives (graphics and description)
. Test concepts: land use density, trip generation
analysis, and transportation effects
. Prepare and present at open house (background,
development of concepts, and pros/cons)
. Prepare and reproduce community survey
· Tabulate and report survey responses
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Phase 6 We Like It!
This phase is dedicated to defining a preferred
alternative and finalizing recommendations that can
be advanced for City Council approval and,
ultimately, implementation. Although the budget
does not call for extensive additional technical
analysis of proposals at this stage, this can certaiuly
be expanded on if additional services are needed and
budget is available.
Trails that connect Downtown to Centerville Lake
would be a tremendous asset for Centerville
residents.
SRF End Products
. Final revisions to graphics and description
presented in a technical memorandum.
. Creation of development guidelines.
. Steering Committee meeting to review final
changes and meeting summary notes
Centerville Downtown Redevelopment ~
MASTER PLAN U
12
Phase 7 How Do We Get There?
Strategizing about implementation is a critical
component of developing plans that are useful and
relevant over time. SRF will work with City staff
and associated boards or commissions to bring
targeted efforts and resources together in a single
listing, which is matched to a subject area and
timing, so that this chapter of the work can
continue to be relevant for years to come.
Redevelopment planning with
existing businesses should
accommodate diverse
interests and timeframes.
SRF End Products
. Chart/table identifying implementation strategies
by stakeholder/participant and timeframe
· Discussion with City staff and subsequent
revisions to implementation strategies as
appropriate.
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Safe pedestrian crossings and sidewalks in the
downtown area are likely to be an important
part of the Downtown Plan.
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Phase 8 Get on Board!
During the final phase, SRF will assemble products
from the previous phases into a summary document,
which will include a narrative explaining the intent
and outcome of each phase. We expect one iteration
of document review by City staff and other
stakeholders <as directed by City staff). SRF will also
be available to present to boards, commissions, and
the City Council at three meetings.
Architecture, building materials, and the relation-
ship of windows and entrances to the street are key
features of attractive Main Street development.
SRF End Products
. Preparation of final document
. Production of final document: 15 hard copies
including color graphics and 30 CDs with PDF
files
. Attendance at up to three meetings and up to
four hours per meeting
Centerville Downtown Redevelopment D~'
MASTER PLAN
13
Issues Map
We understand that the City of Centerville wants to
further develop the downtown's unique identity by
focusing on questions of built form, architectural
character, infrastructure improvements, and
development density. We agree that this work is
especially important in response to the significant
development that is occurring in the City's newest
neighborhoods as well as in neighboring cities, such
as Lino Lakes.
On the following page, we present an illustration
that describes some potential projects that could
contribute to Downtown Centerville's present and
future role as the physical, livable, and economically
vibrant heart of the community.
~
Centerville Downtown Redevelopment ~
MASTER PLAN U
14
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Centerville Downtown Redevelopment
MASTER PLAN
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o Pro,ect Bud.et
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We have developed the following budget by phase
for the Centerville planning efforts. Our budget also
includes a fee for our subconsultant, Maxfield
Research, as well as expenses.
Phase Hours Total
I. Kick-Off 34 $3,300
2. Issues & Opportunities 27 $2,500
3.The Big Picture 80 $7,900
.
4. What Are the Options? 47 $4,700
5. What Works? 66 $6,800
6. We Like It! 56 $5,800
7. How Do We Get There? 22 $1,900
8. Get on Board! 58 $5,700
Subtotal 390 $38,600
Subconsultant: Maxfield Research $8,500
Expenses $900
Total $48,000
~
Centerville Downtown Redevelopment 0:' 17
MASTER PLAN .
Downtown Planning & Design Services
Centerville, Minnesota
Creating a Sense of Place
Quality Pedestrian Space
Vibranl Signage
...
A vision thai can be built
16 June 200S
Damon Farber Associates
923 Nicollet ~Iall
Minneapolis, MN 55402
Contact: Damon Farber, FASLA.
Phone: 612.332.7522
With
KKE Architects. Inc.
300 First Avenue ~orth. Suite 500
Minneapolis, M~ 55401-1681
Phone: 612.339-4200
Benshoof & ..tssociatcs, Inc.
10417 Excelsior Bh'd., Suite Two
Hopkins, ~lN 55343-3440
Phone: 952.238.1667
StClnleu Consultants, Inc.
5775 Wayzata Boule\"ard, Suite 955
Minneapolis, Minnesota 55416
Phone: 952.546.3669
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Downtown Centerville
Cover Letter
Mr. John Meyer, Finance Director
City of Centerville
1880 Main Street
Centerville, MN 55308
.,
16 June 2005
Dear Mr. Meyer & Members of the Selection Committee:
Damon Farber Associates appreciates this opportunity to submit a
proposal for the development of a downtown plan, design standards
and Comp plan/zoning recommendations to guide the future
redevelopment of downtown Centerville. Our team has been
assembled to respond to the specific needs of your RFP and we are a
group of highly experienced professionals with extensive experience in
the creation of award winning urban design projects that reflect the
unique qualities of the areas in which they have been developed and
respond to the influences driving the development market. These
projects have become integrated into the daily lives of the people who
live, work, shop and recreate in each community. We look forward to
the development of a plan that accomplishes similar success in
Centerville.
Damon Farber Associates is a Minneapolis based urban design
and landscape architectural firm with extensive experience in the
design of Smart Growth projects through-out the region. We are
currently working on a number of similar projects, including Excelsior
& Grand in St. Louis Park, which was recently honored with the Twin
Cities Smart Growth Award, the next phase of Arbor Lakes mixed-use
retail in Maple Grove and a downtown master plan and development
guidelines for the cities of Brooklyn Center and New Market.
Damon Farber, FASLA will act as the Principal in Charge and Tom
Whitlock, ASLA will be the project manager for the study. Damon and
Tom have been collaborating on similar projects for the past twelve
years. Most recently for the City of Brooklyn Center on the
redevelopment of over 100 acres ofland within the heart of the city's
business district. Other team members include:
. KKE Architects - Inventory of existing uses, building
architectural analysis, review of market analysis & Comp Plan/
zoning ordinance review
. Benshoof and Associates, Inc. - Transportation Planning
. Stanley Consultants, Inc. - Municipal Infrastructure,
Stormwater Management & Watershed Requirements
Our team members have years of experience working with one another
on the design and planning of successful downtown redevelopment,
within the Twin Cities. The individuals identified in our proposal are
highly qualified, award winning, innovative, thoughtful and are
recognized leaders in their profession.
The approach we have outlined has resulted in projects that are
embraced by the communities in which they are developed, reflect the
unique qualities of each city, have become integral to the urban fabric
Doumtown Centeroille
Cover Letter continued
Mr. John Meyer, Finance Director
City of Centervllle
1880 Main Street
Centervllle, MN 55308
iii
16 June 2005
of each community and are aggressively sought by developers to
realize the vision. We plan on working with the community of
CenterviIIe to realize a visionary plan that reflects community input, is
feasible and builds community pride.
Our team has been assembled to respond to the specific needs of your
community and is enthusiastic about the opportunity to build a long-
term relationship with the City of CenterviIIe based upon trust, respect
and a common vision for the redevelopment of a vital community
asset. Please contact me if you have any questions regarding our
submittal.
Sincerely,
MonFa~sociates, Inc.
'/......" ~
Damon Farber, LA
Phone: 612.332.7522
Downtown Centervi/le
Table of Contents
~
Cover Letter
I. Team Organization Page 1
II. Team Qualifications Pages 2-8
III. Relevant Experience Pages 8-16
IV. Philosophy & Understanding Page 17
V. Work Program & Schedule Pages 18-19
VI. Project Budget Page 20
\
-
Downtown Centerville
~
~Th~Vill~g~-at Me~d~t'H:igh-fs
Milwaukee Ro":d'O~ot Mi~-Use
~
Page 1
The Shoppes at Arbor Lakes
IDFA & KKE)
Our Team is a dynamic mix of professionals with cxperience in
designing and implementing downtown redevelopments that reflect the
unique characteristics of the communities in which they are situated
and have demonstrated long-term success in the marketplace. Most of
all, our urban design projects are places for people to live, work, shop
and recreate.
Damon Farber Associates (DFA) is an award winning urban design
& public participation firm, we were recently honored \\;th the Twin
Cities Smart Gro\\th Award, from 1000 Friends of :\1innesota, for our
work on Excelsior and Grand in SI. Louis Park. Our team also ineludes:
.
KKE Architects (KKE) is a nationally recognized
architecture firm, \\;th loeal ties, that has guided the ereation
of a comprehensive architectural charactcr for a number of
significant mixed-use redevelopment efforts \\;thin the
metropolitan area. They are also currently working on
a housing and retail dcvelopment project adjacent to
Centerville and \\;11 pro,;de a real-world assessment of the
Market Analysis prm;ded by the McComb Group. Damon
Farber Associates is currently collaborating \\;th KKE on a
number of mixed-use developments \\;th the metropolitan area.
Benshoof and Associates (BA) is an accomplished
transportation planning firm \\;th extensive experience in the
analysis and planning of comprehensive transportation and
circulation systems that address pedestrian, bicyele, transit,
parking and vehicular needs. Damon Farber Associates is
currently \\'orking with Bcnshoofand Associates on dO\vnto\\,'n
redevelopment studies in ;...rcw \1arket and Brooklyn Center
.Minnesota.
. Stanley Consultants, Inc. (SCI) is a multidisciplinary
engineering firm that prm'ides Centen;lle \\;th a deep pool of
talent and experience \\;th municipal infrastructure and
stormwater management approvals. Damon Farber Associates
is currently working \\;th Stanley Consultants on downtown
rede,'elopment efforts in Granite Falls and Brooklyn Center
Minnesota.
Our team has been assembled to make your project a success!
Downtown Centerville
Team Qualifications
,:,. . Ii ....
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Downtown Wayzata
~~ii
Damon Farber Associates
Urban Design +Landscape Arcllitecture + Public Participation
Damon Farber Associates, Ine was established in 1981 to pro\;de quality
ser\;ees in the areas of Landseape Arehitecture, Site Planning and Urban
Design, Our approach and philosophy is premised upon the concept
that above all else, the design process and product must reflect the
highest le\'e1 of professional expertise, The practiee supports a
collaboratiw approach that is reflected by the quality of work for which
the firm has been responsible, This commitment to quality, eoupled \\;th
an emphasis on design integrity, has resulted in more than thirty
professional planning and design awards and honors since the firm's
inception.
Damon Farber Associates is an organization of twelve experienced
professionals with a broad based background in the areas of:
Landscape Architectural Design
Site and Land Planning
Visual Assessment
DO\mtown Redewlopment
Recreational Planning
Parks and Open Space
Resource Management
Comprehensh'e Planning
We have earned a reputation for imaginath'e and practical solutions to
challenging urban design situations, Damon Farber Associates offers
the full range of services associated \\;th the urban design and planning
process. We ha\'e extensive experience in guiding urban planning
projects ,,;thin the metroplitan area and re\;talizing once tired retail
centers into \;brant mixed-use community destinations.
Urban Desion ftfixed-Use l'roiects
The Village at Mendota Heights - RFM Entities
. Exeelsior & Grand - City of St. Louis Park/TOLD Dewlopment
. The Shoppes at Arbor Lakes - Opus Northwest
. Woodbury Lakes Lifestyle Center - Opus Northwest
. Marshall/Main St Master Plan - Henn County Community Works
. Granite Falls Riverfront Revitalization - City of Granite Falls
. Brainerd Downtown Re,'italization - City of Brainerd
Canal Park Drive - City of Duluth
. Downtown Wayzata Urban Design Guidelines - City ofWayzata
. Northside Jobs Park Design Guidelines - MCDA
Golden Valley Commons . Minneapolis Beautiful Iniative - Mpls Planning Department
. Golden Valley Commons - City of Golden Valley & Opus Northwest
. Milwaukee Road Depot Rehabilitation - CSM Corporation & MCDA
The preceding list demonstrates two very important aspects of our
experience - the ability to work \\;th communities to de,'elop a unique
\;sion for the future and the understanding of what aetually works in
the marketplace, These projects have become part of the fabric of
everyday life in each community.
DFA is committed to leading our team and the City to develop a
\;sionary plan for the future of this area that is implementable, nnique
to the City and responds to the \;sion of it's citizens.
Page 2
Downtown Centervil/e
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Team Qualifications continued
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Page 3
KKE Architects
Arcltitecturul Design Guidelines
KKE's 36 years of cxpcricnce tells them that thc bcst way
to be successful is to make their clients look good - not them.
How do they do this? By hearing what you ha"c to say. Understanding
what you think. And shO\\ing how they can expand your ,ision
to accomplish more than you could e"er expect. Their style emphasizes
communication, facilitation and flexibility focusing on building strong
relationships first. And then great solutions. And you'll work with
people you can connect with. Who know your field. Who thri\'e on the
opportunity to help you succeed and astonish you in the process.
170 energetic employees prO\iding a broad range of design,
creative and stratcgic consulting senices. "Expanding the Vision" is a
culturc and an attitude. It's thrhing on thinking that combines
opportunity with imagination. Then expands it exponentially to
accomplish morc than anyonc thought possiblc. Thc confidence to
think beyond boundaries from people who tmly understand your
market. The enthusiasm to embrace new opportunities from people
with a broader pcrspccti\'c. And the rewards to see how much more
successful your project will be from people who can expand upon
your vision.
UrlJUn DesicIlt Mixed-Use Proiects
. Arbor Lakes - Maple Gro\'c, MN
. Robbinsdale Downtown - Robbinsdale, MN
. The Village of Blainc - Blaine, MN
. Mound Marketplacc - Mound, MN
. Blaine Town Center - Blainc, MN
. Riverplace - Minneapolis, MN
. Union Square - St. Paul, MN
. Chino Hills Town Centcr Master Plan
. Great Lake Center Master Plan
. Dalc Street Commercial Corridor Plan(Frogtown)
. Brighton Village - New Brighton, MN
. A\'alon Square
. Apache Plaza Rede\'elopmcnt
Fourth A\'enue & Lake Strcct Dcvelopment - Minneapolis, MN
Redlands Town Center Mastcr Plan
KKE & Damon Farbcr Associates hm'e collaboratcd on mixed-use
urban design projects for thc past fifteen years, Most recently at
Mound Marketplace, Golden Vallcy downtown, The Shoppcs at Arbor
Lakes and the new reno"ations to the Mall of America.
Downtown Centerville
5l
Team Qualifications continued
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Downtown Rochester Parking Analysis
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11
Downtown Osseo Parking Analysis
Benshoof & Associates
Transportation Planning + Parking Analysis
Benshoof & Associates, Inc, was founded in 1982 to prO\;de specialized
sen;ces in traffic engineering, transportation and transit planning, Staff
of Benshoof & Associates, Inc, hm'e prO\;ded transportation sen;ces
and de,'eloped sound working relationships with a variety of go\'ernmental
agencies and private firms, The firm sen'es as on.going traffic engineering
consultants for the Cities of Eden Prairie, Hopkins and Minnetonka and
performs in a similar capacity for se"eral prh'ate organizations,
-
The firm's computer system includes a complete set of current software
for performing traffic engineering and transportation planning analyses,
Benshoofs staff has used the firm's computer system to accomplish various
needs, including: parking studies, traffic forecasts, traffic performance
at intersections, signal system warrant analyses, and traffic performance
along roadway segments, The firm also has a complete ,ideo system for
use in recording current conditions and in conducting traffic sun'eys,
Special characteristics which they have demonstrated through their 20
year history and which distinguish them from other firms in their
industry are:
Extensi\'e leadership and in\'Oh'ement of a principal of the firm
in e"ery project,
Thorough understanding of "big picture" context, of project
objectives and framework in which project is being conducted,
Thinking "out ofthe box" to seek outcomes that are innovati\'e,
resourceful, pragmatic, and satisfactory to key stakeholders,
Exceptional communication and coordination skills to effecti\'ely
work with other team members on a project.
Urbal!.Iles}g!l Mixed-Use Proiects
Brooklyn Center Smart Growth Study Area - Brooklyn Center, MN
Downtown Rochester Parking Analysis - Rochester, MN
Downtown Osseo Parking Analysis - Osseo, MN
. Traffic Impact for the Outlets at Alberl\;lle - Albert\'ille, MN
City of St. Michael Traffic Plan - St. Michael, MN
. Tangletown Neighborhood Traftlc Management Plan - Mpls, MN
Northwest Corridor Busway Study - Metropolitan Council
Loring Park Neighborhood Bicycle Plan, Minneapolis, MN
Marshall/Main Street Corridor Study - Minneapolis, MN
. Low!')' Avenue Transportation Inventory & Analysis - Mpls, MN
Damon Farber Associates has collaborated with Benshoof & Associates
for the past 20 years, Most recently on the Brooklyn Center Smart
GrO\\thstudy and the Marshall/Main Street corridor in northeast
Minneapolis, We transformed an old 4-lane industrial corridor into a
3-lane parkway with bike lanes, transit & a decorati\'e streetscape,
Benshoof & Associates led the negotiations with MnDOT , the Hennepin
County Transportation Department and the Minneapolis Public Works
department.
Page 4
Downtown Centervil/e
~
Team Qualifications continued
Grand Forks Riverfront Revitalization
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First Tier Trails N.aster Plan
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Stanley Consultants, Inc.
lUunicipallrifrustructure & Slorntwuter lUanagemcnt
Since 1913, Stanley Consultants, Inc. has successfully completed more than
21,000 engagements in all 50 states, U.S. territories, and in 93 countries.
Our firm has a full-time staff of nearly 700 qualified experienced
professional, technical, and support staff members representing the major
disciplines in the fields of engineering, architecture, emironmental
sciences, planning, and management.
Corporate headquarters are lou1ted in Muscatine, Iowa, "ith a 45 -person
office in Minneapolis, Minne..<;j()ta. as "..'ell as select national and
international locations. They ha\'e experience working "ith the Shingle
Creek Watershed District and are a "aluable member of the team.
r
Finding innovative solutions to today's complex energy, environmental
and infrastructure problems requires experience, knowledge of
regulatory procedures, and a commitment to excellence. They prO\;de
the full range of professional design se,,;ces from studies and reports
through project design, plans and specifications, value engineering, cost
estimating, project scheduling and construction management. Satisfied
clients include domestic and foreign governments, industries and
institutional organizations, public and private utilities, and the private
sector. Their multidiscipline professionals are committed to prO\;ding
quality se,,;ce using proven principles ,,;th the latest design technology
and information, meeting client needs, and completing engagements
,,;thin schedule and budget.
Urban Desio" JlIixed-UsILProjecJ'i
. Brooklyn Center Smart Growth Study Area - Brooklyn Center, MN
. First Tier Trails Master Plan - 7 metro communities, MN
. Grand Forks Rh'erfront - Grand Forks, NO
. Granite Falls Downtown Re\italization - Granite Falls, MN
. Drainage Study; Village of Winnetka - Winnetka, II.
. Bethel University-Rice Creek Approvals, Arden Hills, MN
Stormwater Management Study; Hoffman Estates, IL
Cra"iord Creek Watershed Study, Des Moines, lA
38th Street Rede\'elopment. Chicago, II.
Hyde Park Commercial District,Chicago, IL Damon Farber Associates has collaborated ,,;th Stanley Consultants for
the past 10 years. Most recently, on the Brooklyn Center Smart GrO\\'th
Study area and the First Tier Trails Master Plan in seven metropolitan
municipalities. The project study area involved the proposed
redevelopment area. DFA and SCI also collaborated on the downtown
Granite Falls Flood mitigation and rh-erfront redtalization plan, which
recently won an award from the Minnesota Association of Hoodplain
Managers.
Downtown Centerville
Your Team
Master Planning & Landcape
Architectural Guidelines
Relevant Project Experience
Brooklyn Center Smart Growth
Study Area
The Village at Mendota Heights
The Shop pes at Arbor Lakes
Canal Park Drive. Duluth, MN
Excelsior &: Grand. St. Louis
Park, MN
Woodbury Lakes Lifestyle
Center
Milwaukee Road Depot Mixed.
use Rehabilitation
Minneapolis Beautiful Initiative
Relevant Project Experience
Brooklyn Center Smart Growth
Study Area
Marshall/Main Street Design
Development Plan
Excelsior & Grand - St. Louis
Park, MN
New Market Town Center
Master Plan
First Tier Trails, Greenways &:
Parks Master Plan. Three
Rivers Park District
Brainerd Downtown Master Plan
Granite Falls Downtown &:
Riverfront Revitalization
~
Damon Farber, FASlA
Principal - In - Charge - Damon Farber Associates
Academic Background
Bachelor of Arts, University of Minnesota
Bachelor of Landscape Architecture, University of Minnesota
Carl Duissberg Gesselchaft Fellowship - Munich, West Germany
Professionul Registrations/Affiliations
Registered Landscape Architect - Minnesota - NO,12538
ClARB Certification - National
Fellow - American Society of Landscape Architects (F ASLA)
Professional Affiliate - American Institute of Architects (MSAIA)
Experience
Damon will lead the team in the development of a long range plan for
the study area. He is an award winning urban planner with extensive
experience working with communities to develop unique solutions to
complicated urban design issues. He also has extensive experience
working with de\.elopers on implementing mixed-use projects. This
balance between \ision and market understanding has resulted in award
winning projects that reflect the community's desire for a creative, safe
and pedestrian emironment and are grounded in function and
feasibility. Above all else, these projects hU\'e become \ital community
destinations. This experience coupled with the o\.er 15 years of
collaboration with members of the team make Damon Farber a proven
leader who belie\.cs a thorough process results in innO\.ative, successful
results. Damon will o\.ersee all aspects of the study and will lead the
design effort.
Tom Whitlock, ASIA
Project .Manager ~ Damon Farber Associates
Academic Buckground
Bachelor of Endronmental Design, University of Minnesota
Professional Registrations/Affiliutions
Registered Landscape Architect - Minnesota - N 0,26292
Mn/DOT Certified Landscape Specialist #598
President or the 1vlinnesota Chapter of the American Society of
Landscape Architects (ASlA)
Affiliate - American Institute of Architects
Society of American Milital)' Engineers
Small Towns Institute
Governors Design Team
Experience
Tom will be the day to day contact on the project and coordinate the
project team. He has extensive experience facilitating the public
participation process from conducting meetings at a neighborhood level
to coordinating meetings invohing multiple cities. He has a firm
understanding of Smart Growth and urban design principles. He is
leading the community process for a similar project in New Market,
MN. He believes a sound process will result in innovative plans that
reflect community desire and market reality. He is a project manager
that will bring candor and a detailed focus to project decision-making,
Page 6
Downtown Centervil/e
Your Team
Master Planning &
Architectural Guidelines
Relevant Project Experience
Arbor Lakes. Maple Grove, MN
Aurora Village. BurnsvHte, MN
Golden Valley Commons -
Golden Valley, MN
Plymouth Town Center -
Plymouth, MN
Tamarack Village - Woodbury,
MN
Prairie Village - Eden Prairie,
MN
Transportatfon Planning
Relevant Project Experience
Downtown Parking Analysis -
Rochester, MN
Downtown Parking Analysis -
Osseo, MN
City Traffic Plan - St. Michael,
MN
Marshall/Main Street Corridor
Study - Minneapolis, MN
Loring Park Neighborhood
Bicycle Plan - Mpls, MN
Lowry Avenue Transportation
Inventory ft ANalysis - Mpls, MN
Page 7
~
"'.
Jack Amdal, AlA
PrinciJ>al.In.ChClrye. KKE Architects
Academic Background
Bachelor of Architecture, North Dakota State University
Bachelor of Arts in Architecture, North Dakota State University
Professional Registrations/Affiliations
American Institute of Architects
Minnesota Shopping Center Association
City ofWayzata City Council
National Association ofIndustrial and Office Properties (N.A.LO.P.)
Experience
Jack has over 20 years of experience as an architect \\;th a specialty in
commercial projects. His in\'Olvement in the master planning and the
architecture of mixed-use ventures has included residential, office,
recreational and retail building types, and has resulted in a number of
professional and industry awards. Throughout his career, Mr. Amdal
has advocated high quality design in the private development
marketplace by encouraging a balance between the owners' business
objectives and those of the community at large.
Jim Benshoof, P.E.
ITincipal.ln-Cltarge -Benshoof nnd Associntcs
Academic Background
University of Newcastle Upon Tyne, England, M.S., Traffic Engineering
Northwestern Uni\'ersity, M.S., Transportation Engineering
University of Minnesota, B.S., Civil Engineering
Professi ollClI Registra tions/ Affilia IiOTL<
Registered P.E. - Minnesota, South Dakota, North Dakota & California
Presented at \'arious traffic engineering and transportation planning
conferences
Institute of Transportation Engineers
Experience
James Benshoofis the President of Benshoof & Associates, Inc. \\;th
overall responsibility for services pro\~ded by the firm. He has
substantial experience in completion oftraffic engineering studies and
de\'elopment oftransportation management programs. In the City of
Minneapolis, has completed transportation management programs for
the follo\\;ng projects: Tanglctown Neighborhood Traffic Management
Plan, East Isles Neighborhood area, Rede\'elopment Plan for the 50th
SI./France area, 1-94 Reconstruction at the Uni\'ersityofMinnesota,
and Rede\'elopment Plan for Sears property on Lake SI. He recently
collaborated \\;th DFA on the Brooklyn Center Smart GrO\\th Study
Area.
Downtown Centervil/e
Your Team
Municfpallnfrastructure &
Stormwater Management
Relevant Project Experience
Medina Road Improvements.
City of Plymouth, MN
C5AH 101 from TH7 to C5AH 5 .
Minnetonka & Deephaven, MN
Tenth Street Bridge. 5t. Cloud,
MN
5,600 acre camp sewage plan.
Hutchinson, MN
Downtown reconstruction -
GlencoeJ MN
Roosevelt Road Reconstruction
. 5t. Cloud, MN
Bridlewood Farm
Redevelopment. Plymouth, MN
Relevant Experience &
Professional References
Ei1
Eugene L. Anderson, P.E.
Principal .1IuniciJlal Engineer -Stanley Com;ultants, Inc.
Acadcmic Background
Uni\'ersity of Minnesota, B.S" Chil Engineering
Professional R cgis Ira lions/ Aj]ilialion.~
Registered Ci\'i1 Engincer - Minnesota
Experience
Professional experience since 1970 wilh a wide \'ariety of projects for
\'arious municipalities. Municipal expertise includes the foI1O\,ing:
drainage design, traffic signalization, municipal street design, utility
design, wetland compensatory mitigation design, specifications,
construction cost estimates, and contract documents, construction
related senices, traffic engineering, street lighting design, permitting,
and project management. He is also experienced with the ,'arious types
offunding for municipal projects and knows the documentation
required for these ,'arious funding methods.
Mr. Anderson has worked on numerous utility projects, including most
recently the 1-494 Design Build Project for MnjDOT. His utility
experience involves water main, sanitary sewer, lift stations and force
mains, and stormwater systems, He has been in\'ol\'ed in all aspects of
street de\'elopment and reconstruction, including special assessment
hearings and preparation of assessment rolls. He has also been
in\'oked in numerous public and neighborhood meetings associated
\\ith these projects.
Brooklyn Center Smart Growth
Study Area - Pages 10-11
Excelsior & Grand - Pages 12-13
.'
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The Shoppes at Arbor Lakes -
Pages '4-'5
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The Village at Mendota Ileights-
Pages 16-17
Page 8
DOlvntolvn Centeruille
Similar Project Experience
Reference
Brad Hoffman, Community
Development Director
City of Brooklyn Center
Phone: 763.569.3300
Project Team
Damon Farber Assaciates
Damon Farber - Urban Design &:
Landscape Architecture
Tom Whitlock . Project Manager
Benshoof and Associates
Jim Benshoof - Transportation
Planning
Stanley Consultants
Eugene Anderson . Public
Infrastructure Impact Assessment
Emer'ltmz Trend
Metroplitan Council
Smart Growth Study Area
Transit Oriented Design
Issues Addressed
Landuse Framework plan to
guide future development.
Design Guidelines to provide
minimum standards regarding
building materials and spatial
relationships to existing
devetopment.
Public Participation Includes
three public meetings and eight
task force meetings.
Integrated landuse planning with
future transportation needs for
downtown.
Development of RFP to send to
developers as well as evaluation
checklist for fair evaluation of
incoming proposals.
Page 9
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Downtown Brooklyn Center
SCOPE: The Brooklyn Center Smart Gro,,'th opportunity site is
situated in Ilrooklyn Center, a city of nearly 30,000 about fh'e and a
half miles northwest of dO"l1town Minneapolis. The 100-aere to"l1
center area encompasses a large area of auto-oriented and "big box"
retail which has grown up around Brookdale mall, some of which is
performing poorly; the Earle Ilrown Heritage Center, a popular
convention center "ithin the buildings of a historic farm; se,'eral city
and county facilities such as the city hall and county library; some areas
of single family and multifamily housing; and a transit hub which Metro
Transit plans to upgrade in the future. Nearby natural and recreational
areas include Shingle Creek, Brookl)l1 Center's Central Park, and the
Shingle Creek Pathway.
Like many cities developed according to the surburban model, Brooklyn
Center lacks a sense of "center." It has the elements that make a good
town, but they are separated and disjointed, and no place feels like the
true heart ofthe city. While aging retail areas pose a challenge for cities,
they also present a great opportunity to imprm'e the quality oflife of the
citizens and for the making of a true community place. The plan "ill
show how one such area could be filled in with new human scale
development to serve as Brookl)l1 Center's newest neighborhood.
Damon Farber Associates has been hired to guide the development of a
Framework Land-Use plan and set of Design Guidelines to prO\ide the
development community "ith direction on preparing development
proposals that reflect the ,ision for the to\\l1 center. The opportunity
site plan illustrates how Smart Gro,,1h de,'elopment in an older
suburban commercial area could Selye to re\italize the area and ensure
its long-term \iability.
Nlaster Plan for the Lakes at Brooklyn Center
Downtown Centerville
Similar Project Experience
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Downtown Brooklyn Center
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Typical Concept Analysis Drawing
Typical Urban Design Section
Team Brooklyn Center
Similar Project Experience
Reference
Tom Harmening, City Manager
City of St. Louis Park
Phone: 952.924.2525
Profect Team
Damon Farber Associates
Damon Farber. Urban Design &
Public Participation
Tom Whitlock - Public Realm 8:
Amphitheater
Statistics
19 Acres(lncludes Amphitheater)
Mixed-use
2 block long "Town Green"
First floor retail development
Apartments
Condominiums
500 Person Amphitheater
Integration of Public Art into the
Public Realm
2 Parking Ramps
On-street Parking
Highly detailed pedestrian
spaces
Pedestrian spaces integrated
with City trail system and Wolfe
Park
Distinctive signage
Page 11
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Excelsior & Grand, St. Louis Park, MN
SCOPE: Excelsior & Grand is a new mixed-use redevelopment which
employs traditional neighborhood planning principles in an existing,
1950'S era neighborhood. Excelsior & Grand is the result ofa community
"ide \isioning process that created a plan for rede\'eloping an eight square
block area into a \ibrant space for living, shopping and working. It
represents the new, transit related, pedestrian friendly, \'ertieally
integrated, mixed-use downtown which this community has ne\'er had.
The centerpiece of the '9 acre project is the Town Green; a 2.75 acre public
open space fronted by retail shops and restaurants. Elements such as
decorative street lighting, banners, seasonal planters, public art, arbors,
fountains and decorative pavers reinforce the pedestrian atmosphere and
promote the image of a \ital community destination. The Town Green
connects the major arterial street on the south "ith the existing public
park on the north. This is designed to encourage public e\-ents and
acthities, both planned and spontaneous.
The Masterplan calls for 660 apartment homes and condominiums for
a variety of income levels, on the upper levels of the mixed-use
buildings. The ground floors contains 76,000 square feet of retail and
restaurant space. Additional retail/service space occupy the ground
floor of two "boutique" office buildings totaling '30,000 square feet.
A five hundred person Veterans' Memorial amphitheater prO\ides a
space for community e\'ents and also prO\ides ADA access to nearby
Wolfe park. The unique partnership between pri\'ate development and
public open space results in a space that reflects the \ision of the
community.
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Excelsior &: Grand Master Plan
Team Brook/un Center
Similar Project Experience
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Excelsior & Grand, St. Louis Park, MN
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Accent lighting enhances public spaces and architecture
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A cohesive and vibrant visual character
Community gathering area
Page 12
leam Bl'ooklyn Center
Similar Project Experience
Reference
At Madsen, City Administrator
City of Maple Grove
Phone: 763.494.6001
Project Team
Damon Farber Associates
Damon Farber. Urban Design
Tom Whitlock. Public Approvals ft
Landscape guidelines
KKE Architects
Jack Amdal - Architecture
Statistfcs
53 Acres
411,000 sq ft of retail
1 block long "Plaza of the
Seasons"
Future phases include
apartments and Condominiums
Transit Station
Integration of Public Art into the
Public Realm
On-street Parking
Highly detailed pedestrian
spaces
Distinctive signage
Page '3
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The Shoppcs at Arbor Lakes - Lifestyle Center
SCOPE: The Shoppes at Arbor Lakes Lifestyle Center results from an
emironment that embodies methods of way finding, an
experiential atmosphere, clarity of organization, a feeling of warmth
and familiarity, and a pedestrian scale. The development of the lifestyle
center responds to the initial phases of Arbor Lakes by pro\iding open
space for community gathering which is not currently present in the
"Main Street" development.
The intent throughout the development is to prO\ide a variety of plant
materials that arc hardy, salt tolerant and drought resistant. The
landscape enhances the change of seasons through the introduction of
materials of various scales, forms, textures and colors.
The outdoorfoeus ofthis development is the 375 foot-long by 125 foot-
"ide "Plaza of the Seasons." The plaza reinforces the concept of
celebrating the four seasons by incorporating large expanses of planted
areas that "ill accommodate a variety of programmed acthities from
small summer concerts, to outdoor markets to wandering minstrels and
costumed stol}1ellers. All the elements combine to create an indting
and exciting year-around outdoor environment.
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Community space deslgned for families
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The Shoppes at Arbor Lakes .Master Plan
Team Brooklun Center
Similar Project Experience
~
The Shop pes at Arbor Lakes - Lifestyle Center
Architecture, site furnishings, lighting and landscape enhance pedestrian experience
Convenient parking
A place for families
Page 14
Team Brooklyn Center
Similar Project Experience
Reference
James Danielson, City Administrator
City of Mendota Heights
Phone: 651.452.1850
Prolect Team
Damon Farber Associates
Damon Farber. Urban Design &.
Landscape Architecture
Statistfcs
23 Acres
Mixed-use
, block long "Market Square"
Retail
2-level Townhomes
Condominiums
Senior Housing
Integration of Public Art into the
Public Realm
2 Parking Underground Ramps
On-street Parking
Highly detailed pedestrian
spaces
Pedestrian spaces integrated
with County trail system and
overall development
Distinctive signage
All residents parking is
underground to minimize
pavement and maximize green
space
Page 15
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The Village at Mendota Heights
SCOPE: The "Village at Mendota Heights", currently under construction,
"ill be a mixed-use de"elopment with approximately 135 new housing
units and approximately 47,000 sf. of retail space and 40,000 sf of office
space. The Developer and the city have made a commitment to outdoor
lhing and wellness; the projects own signature 'Market Square', open space
parks, and thoughtfully planned sidewalks and paths connect the charming
Village "ith regional trails to the Mississippi and Minnesota Rivers.
Damon Farber Associates is working closely "ith the City of Men dot a
Heights, RMF Entities, and Elness Swenson Graham Architects to help
make the vision a reality.
A mix of housing types "ill be provided including 39 row townhomes,
and 36 loft condominium flats. In addition, there "ill be sixty units of
affordable CDA senior housing. The town home neighborhoods "ill
offer two story units "ith underground parking. The North
neighborhood includes two-mansion style, two story condominium
buildings \\ith 36 units total.
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Village at Mendota Heights Master Plan
Team Brookll,n Center
Similar Project Experience
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Senior Housing
Page 16
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We will prO\ide the City of Centel"\ille "ith the highest le\'el of
professional expertise. We believe that a well crafted process that
balances community input "ith market feasibility "ill result in a
\isionary plan for the future and reflect residents' needs for a quality
dO\\TItown experience.
The foundation creatcd through this process "ill ultimately assist the
city in thc analysis of dcvelopmcnt proposals and provide the
Community input on future of area information required for the dc,.elopment community to respond \\;th
proposals that bettcr rcflcct the \ision of the community.
Give form to the vision
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Build partnerships to realize the vision
Page 17
Key guiding, planning and design principles that should be considered
as a part of the downtown planning process include:
Creation of a quality public
realm reflecting the unique
qualities of New Market
Mix of uses
Astreetscape network
Mix of affordability
Public-private paltnerships
Financial sustainability
Crcath'e building density
Balance pedestrian and auto
Shared district parking
Mix of architectural expression
A green nctwork and landscape
A blue nctwork (wetlands!
stormwatcr managcmcnt)
Each of these principles should be considered prior to finalizing a \ision
for the future of downtown to have it become the \ibrant community
destination that "ill make it successful in the long-run. Two steps are
important in getting the project off to a good start - engaging key
stakeholders and the community in the process and a firm
understanding of the existing site and infrastructure. The knowledge
gained from these initial steps "ill serve as a point of reference
throughout the process. This "ill help to insure that all aspects of a
rich, dO\\l1town experience are realized in the master plan.
The plan and guidelines developed through this process must also be
tcstcd against the realities of the market. We are committed to working
"ith Thc McCombs Group to insure that the plans and guidelines are
rcalistic. Our experience tells us that if significant public investment is
made to create a unique sense of place tbat the market forces can
cbange during a redevelopment effort. We "ill work "ith the McCombs
Group to better define bow a new \ision for Centervi1le might create
new market forces.
Once the plan has been tested against market realities it "ill be our
rcsponsibility to work "ith the city to modify the City's Comprebensh'e
Plan and!or Zoning Ordinance to reflect the final plan. The vision
creatcd through this study "i11 ultimately guide the development
community in the continued gro"th of this area.
The approach we have outlined has resulted in plans and guidelines
that arc cmbraced by the communities, in which they were created,
reflect the unique qualities of each city and ha\'e become intertwined
"ith the planning fabric of each community. Our plan is to work with
Centel"\ille to realize a plan that reflects your \'ision, is feasible and
builds community pride. We are enthusiastic about the opportunity to
build a long-term relationship \\ith the City ofCentel"\ille based upon
trust and respect.
Downtown Centerville
Process & Schedule
111
To effectively meet the objectives for this project we have developed a
comprehensive work program, which consists of13 principal tasks.
Tasks 1-4 - A Solid Foundation for Future Decision Maldng
Overview: Tasks 1-4 are designed to provide the project Design Team
with a comprehensive understanding of project goals and deliverables but
also to understand the marketforces in play, the vision for the future and
an understanding of issues facing current land and business owners.
Task 1 - Establish Project Framework: An initial meeting with the
City and the McComb Group will allow for all of the project stakeholders
to start off with the same basis of understanding of project goals and
deliverables. Appropriate refinements will be made based on comments
from the group members.
Task 2 - Site/Transportation Analysis: Obtain and review
pertinent background information for study area, including
characteristics of roadway system, characteristics of existing trail
system, existing and projected traffic volumes, planned improvements
to C8AH 14 and any other roadways in study area, base map and aerial
photograph of study area, and Transportation element of City's
Comprehensive Plan.
Task 3 - Downtown tour with Business/Land Owners: The
purpose of this task is to gain a better understanding of existing issues
facing business owners in the downtown area as well as to understand
their goals and visions for the future.
Task 4 - Public Meeting #1: Presentation of process, visioning
exercises & analysis - a Project team meeting will follow one week later.
Tasks 1-4 Outcome/Deliverables: Meeting Minutes, Analysis
Graphics and supporting documentation.
Tasks ;;-Q - EXDlorine:theAlternatives
Overview: Tasks 5-9 are designed to provide the project Design Team
with a comprehensive set of alternatives that explore what is possible
within the project area. Alternatives will be based upon information
gathered in the analysis phase as well as input received from the Design
Team.
Task 5 - Develop Preliminary Concepts: The overall usefulness
of any set of schemes will rest in the combination of practicality with
creativity and be based upon community vision, market realities and
impact on transportation and public infrastructure. Urban Design
alternatives will incorporate community concerns, encourage creativity
by the development community and be feasible from a market stand
point.
Task 6 - Project Team Meeting: Presentation of alternatives &
review of market forces with The McCombs Group
Task 7 - Public Meeting #2: Presentation of alternatives
Task 8 - Develop Preferred Concept: Develop preferred concept
based upon input received by Design team and general public.
Task 9 - Project Team Meeting: Presentation of refined pill!) 8
Yage 1
Downtown Centerville
Process & Schedule Continued
Schedule
July200S
December 2005
Page 19
III
Tasks 10-1~ - A Common Vision for the Future
Overview: The final tasks focus on completion of a plan that
incorporates community desires, is feasible and recognizes the impacts
on public infrastructure and existing business owners.
Task 10- Public Meeting #3: Presentation of refined plan and
Urban Design Standards.
Task 11- Final Revisions to plan: Make detailed revisions to plan
based upon input received.
Task 12 - Project Team Meeting: Present draft report
Task 13 - Presentation to City: Present final report
Outcome/Deliverable: Booklet with master land use plan and
design guidelines/zoning modifications as defined in RFP.
Task 1 - July 2005 - Establish Project Framework
Includes: Meeting with staff to finalize process, scope and goals.
Task 2 - July 2005 - Site Analysis
Includes: Review of existing vehicular traffic, pedestrian connections,
parking issues, open space connections and redevelopment opportunities.
Task 3 - August 2005 - Meeting with Business/Land Owners
Includes: Presentation of project scope and data gathering on business
owner concerns.
Task 4 - August 2005 - Public Meeting #1 & Project Team
Meeting
Includes: Presentation of analysis and opportunities and constraints.
Task 5 - August 2005 - Develop Preliminary Concepts
Includes: Develop alternative land use scenarios that include public realm
image, architectural design guidelines, open space connections and
transportation impacts.
Task 6 - September 2005 - Project Team Meeting
Includes: Presentation of alternatives
Task 7 - September 2005 - Public Meeting #2 - Alternatives
Includes: Presentation of alternatives
Task 8 - October 2005 - Develop Preferred Concept
Includes: Revision of concepts to preferred smeme and guidelines.
Task 9- October 2005 - Project Team Meeting
Includes: Present preferred option.
Task 10 - October 2005 - Public Meeting #3 - Preferred Option
Includes: Present preferred option.
Task 11 - November 2005 - Final Revisions to Study
Task 12 - November 2005 - Project Team Meeting
Includes: Present draft booklet for review and recommend zoning
adjustments
Task 13 - December 2005 - Submit Final Booklet
Cost
The total fee for the project w;1l be billed at our standard hourly rates
for a fee not to exceed 847,200. Supplemental serdces including
meetings and products beyond that which ha\'e been identified in the
abo\'e outline as a basic ser\'ice, will be prodded at our standard rates
beyond the quoted, base fee. Our a\'erage hourly billing rate is 895.00
per hour. Principal time is invoiced at 8125 per hour. Project landscape
architect time is billed at 8105 per hour, and stafflandscape
architectural time averages 885 per hour. Administrative personnel are
billed at 865 per hour.
Master Plan Tasks Damon f arbc>r KKE A.ehtlocts Bonshoof StanllJ)' Hours Foe Proposal
T a.~ t . July 2005.
_.E~Ia~S!!~tJ'~~ework 8 S 920 S . 4 $ BOO S 12 $ 1.420
h.~ 2 . July 200S - S;t. l
,Analysis 24 S 2400 16 S 2400 JO $ 3750 20 S 2.100 90 S 10.650
ITask 3 - Augusl2005-
) Meeting with Busmess.1.and 400 :' II
Owners 4 S S - S S 4 400
'-Task 4 -August 2005.
Public Meoting #1 & Protect
T 6lIm Mooting 8 S BOO I S 4 $ BOO S 12 $ 1.300
Task 5 - Augusl2005. l
De...~1op Preliminary "
_.9onc~' 48 S 4.BOO 1 12 S 1800 10 $ 1.250 8 $ 840 78 I 8.690
Task 6 - SepCembef 2005 . ,
Proiecl T earn Meetlna 4 S 400 I S - 4 $ BOO $ 8 $ 900
Task 7 - Septcn"Cet 2005 . I
PublIC Me~ing tI2 - BOO 1 I
Alemalrves 8 S S - 4 $ BOO S - '2 1.300
T..~ a . Oc.""", 2005 . 2.400 I
Dev<oklo P".""OO Concool 24 S a S 1200 a $ 1.000 40 S '.600
T ..k 9- Octcbo< 200S .
. Project T earn Meeting . S 400 S . 4 $ BOO S 8 S 900
Ta.~ 10 - October 2005 - ,
Pubfic Meeting #3 - I
Preferred OptlOO 8 S BOO I s - 4 $ BOO S 12 I 1300
- Task 1-'--:- NOverrber 2005 . I
Fmal Revisions lo Sod., 40 S 4.000 8 S 1200 8 $ 1.000 8 $ 840 64 $ 7.040
Task 12 - Novembet 2005 . I
Protect T 6clm Meeting 4 S 1.000 S - 4 $ 500 S 100 I S 1.600
Task 13 - Ducembu' 2005-
, Subm.1 r 1t'I.1 floc.l.Jet :2':.. $=2,400 $ - 4 $ 500 $ 28 $ UOO
f.-~ReTr11bUrsableEi~s s 3.000 S soo $ 400 S 300 0 4.200
208 S 24.$20" 44 S 7.1OOl 88 s " .400 36 S 4.1801 376 s 47,200
I I
TOTAL ESTIMATED FEE S 24,520 S 7.100 S 11.400 S 4.180 S 47.200
Summary
Our team has been assembled to prO\ide the City of Center\'iIle with
the following capabilities:
Experienced Team of Professionals
.. Experience with small communities
.. Award winning team
.. Team committed to a unique
and feasible solution
Public participation experts
Transportation analysis experts
Stormwater management
(impact of redevelopment on
public infrastructure)
We are able to begin work immediately and look forward to establishing
an ongoing relationship \\ith the City of Centenille. Thank you for your
eonsideration and please let us know if you haye any questions.
Page 20