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12-09-2024 City Council Meeting December 09, 2024 7:00 PM Fridley City Hall, 7071 University Avenue N.E. Agenda Call to Order The Fridley City Council (Council) requests that all attendees silence cell phones during the meeting. A paper copy of the Agenda is at the back of the Council Chambers. A paper copy of the entire Agenda packet is at the podium. FridleyMN.gov/1564/Agenda- Center. Pledge of Allegiance Proposed Consent Agenda The following items are considered to beroutine by the Council and will be approved by one motion. There will be no discussion of these items unless a Councilmember requests, at which time that item may be moved to the Regular Agenda. Meeting Minutes 1.Approve the Minutes from the City Council Meeting of November 25, 2024 2.Receive the Minutes from the City Council Conference Meeting of November 25, 2024 New Business 3.Resolution No. 2024-174, Certifying the Final Tax Levy Requirements for 2025 to the County of Anoka 4.Resolution No. 2024-175, Approving a Budget for the Fiscal Year 2025 and the 2025-2029 Capital Investment Program 5.Resolution No. 2024-179, Awarding 2025 Trail Improvements Project No. 2025-21 6.Resolution No. 2024-181, Designating Precincts and Polling Locations for the 2025 Election Year Licenses 7.Resolution No. 2024-176, Approving Temporary Lawful Gambling Permit for Capable Partners for Event to be Held March 8, 2025 Claims 8.Resolution No. 2024-180, Approving Claims for the Period Ending December 4, 2024 Open Forum 2 City Council Meeting 12/9/2024 Agenda Page 2 The Open Forum allows the public to address the Council on subjects that are not on the Regular Agenda. The Council may take action, reply, or give direction to staff. Please limit your comments to five minutes or less. Regular Agenda The following items are proposed for the Council's consideration. All items will have a presentation from City staff, are discussed, and considered for approval by separate motions. Public Hearing(s) 9. Public Hearing for Improvements for 2025 Street Rehabilitation Project No. ST2025-01 and Resolution No. 2024-177, Ordering Final Plans, Specifications and Calling for Bids for 2025 Street Rehabilitation Project No. ST2025-01 New Business 10. Resolution No. 2024-178, Awarding 2025 Neighborhood Parks Improvements Project No. 25- 70912 11. Ordinance No. 1426, Amending the Fridley City Code to add Chapter 312, Cannabis Business, and Amending the Fridley City Code Chapter 209, Fees (First Reading) Informal Status Reports Adjournment Accessibility Notice: !If you need free interpretation or translation assistance, please contact City staff. !Si necesita ayuda de interpretación o traducción gratis, comuníquese con el personal de la ciudad. !Yog tias koj xav tau kev pab txhais lus los sis txhais ntaub ntawv dawb, ces thov tiv tauj rau Lub Nroog cov neeg ua hauj lwm. !Haddii aad u baahan tahay tarjumaad bilaash ah ama kaalmo tarjumaad, fadlan la xiriir shaqaalaha Magaalada. Upon request, accommodation will be provided to allow individuals with disabilities to participate in any City of Fridley services, programs or activities. Hearing impaired persons who need an interpreter or other persons who require auxiliary aids should contact CityClerk@FridleyMN.gov or (763) 572-3450. 3 Jufn!2/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City Council Submitted By:Melissa Moore, City Clerk/Communications Manager Title Approve the Minutes from the City Council Meeting ofNovember 25, 2024 Background Attached are the minutes from the City Council meeting of November 25, 2024. Financial Impact None. Recommendation Staff recommend the approval of the minutes from the City Council meeting of November 12, 2024. Focus on Fridley Strategic Alignment Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship X Organizational Excellence Attachments and Other Resources Minutes from the City Council Meeting of November 25, 2024 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 4 Jufn!2/ City Council Meeting November 25,2024 7:00 PM Fridley City Hall, 7071 University Avenue NE Minutes Call to Order Mayor Lund called the City Council Meeting of November 25,2024, to order at 7:00 p.m. Present Mayor Scott Lund Councilmember Dave Ostwald Councilmember Tom Tillberry Councilmember Ryan Evanson Councilmember Ann Bolkcom Absent Others Present Walter Wysopal, City Manager Scott Hickok, Community Development Director Joe Starks, Finance Director Sarah Sonsalla, City Attorney Pledge Of Allegiance Approval of Proposed Consent Agenda Motion made by CouncilmemberBolkcomto adopt the proposed Consent Agenda.Seconded by CouncilmemberTillberry. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Approval/Receipt of Minutes 1.Approve the Minutes from the City Council Meeting of November 12,2024. 2.Receive the Minutes from the City Council Conference Meeting of November 12,2024. 3.Approve the Minutes from the Board of Canvass Meeting of November 12, 2024. 4.Receive the Minutes of the Environmental Quality and Energy Commission (EQRC) Meeting of October 8, 2024. 5 Jufn!2/ City Council Meeting 11/25/2024 Minutes Page 2 5.!Receive the Minutes of the Housing and Redevelopment Authority of October 3, 2024. 6.!Receive the Minutes of the Public Arts Commission Meeting of October 2, 2024. 7.!Receive the Minutes of the Parks and Recreation Commission Meeting of October 7, 2024. New Business 8. Resolution No. 2024-169, Awarding Apex Lift Station Improvements Project No. 24-519. 9. Resolution No 2024-170, Approving Gifts, Donations and Sponsorships Received Between October 19, 2024 and November 15, 2024. 10. Resolution No. 2024-172, Approving a Second Extension of Final Plat Approval for PS #23-02 Petitioned by Stonebrooke Engineering on behalf of the City of Minneapolis. 11. Resolution No. 2024-173, Approving the Revised Employment Agreement between the City of Fridley and Walter T. Wysopal, City Manager. 12. Second Reading of Ordinance 1427, Conveying Outlots A, B & C, Locke Ponte, to Pulte Homes of Minnesota LLC Claims 13. Resolution No. 2024-171 Approving Claims for the Period Ending November 20, 2024. Open Forum, Visitors: (Consideration of Items not on Agenda 15 minutes.) No one from the audience spoke. Adoption of Regular Agenda Motion made by Councilmember Ostwald to adopt the regular agenda. Seconded by Councilmember Tillberry. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Regular Agenda Public Hearing(s) 14. Resolution No. 2024-168, Declaring Privately Owned Property at 5809 Arthur Street NE Hazardous and Ordering Razing of the Hazardous Building 6 Jufn!2/ City Council Meeting 11/25/2024 Minutes Page 3 Motion made by Councilmember Bolkcom to open the public hearing. Seconded by Councilmember Ostwald. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Scott Hickok, Community Development Director, presented a request for an order to raze property at 5809 Arthur Street. He stated that tonight the Council is asked to take action on the resolution and also on the abatement order. He provided background information and history of the property at 5809 Arthur Street. He reviewed the requirements of State Statute related to the order and the next steps if the resolution is approved tonight. He also reviewed steps the property owner could take to avoid razing the structure. Motion made by Councilmember Evanson to approve the abatement order into the record. Seconded by Councilmember Ostwald. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Councilmember Evanson used the scenario that the homeowner decided to make improvements and asked the length of time that would be provided. He stated that he would not want to be in a position where some menial improvements are made, and the process is drug along for years. Mr. Hickok replied that the City has already provided an abundance of time and care over the past 11 years. He stated that because someone may be living in the structure that is a danger and therefore a timeframe of 30 days has been provided for the work to be done or the structure to be razed. He stated that a notice of the public hearing was provided to the homeowner, and he chose not to attend tonight. Councilmember Evanson commented that everyone respects private property rights, and this property owner has been provided with an abundance of time. He stated that he has heard comments from many residents related to the condition of this property. Councilmember Bolkcom stated that realistically the work would not be completed in 30 days. She asked if a contractor were to be hired and progress was being made, she would think more time would be provided. Mr. Hickok confirmed that could be done but noted that significant progress would need to be made in order to show the investment and commitment to move forward. He stated that the siding was not done in a manner that showed that commitment and/or investment. Councilmember Bolkcom asked how soon the neighborhood could expect to see something if the property owner chooses not to take any action. Mr. Hickok reviewed a potential timeline and the uncertainties in terms of serving the property owner and action by the court. He estimated that perhaps the structure could be removed in March. He explained that the property would still remain of the property owner. He explained that the existing home is a liability to the property owner, a future property owner, and the City. He explained that part of the City contract would be for the lot to be seeded after the structures are razed so that it could be mowed and maintained. He confirmed that it would be the responsibility of the property owner to maintain the grass on the property. Councilmember Tillberry asked if there is a history of paying for this type of thing, as it could be easy for someone to walk away from this with the City left holding the bill. Mr. Hickok replied that the property owner has paid the assessments and taxes each year. He stated that if the property did go 7 Jufn!2/ City Council Meeting 11/25/2024 Minutes Page 4 the route of tax forfeiture, the City would have a lien and the County would ask the City what it wanted to do with the property. He stated that the property could be sold at market value or if it were going to be used for a public purpose, it could be obtained at no cost. He noted that in either scenario the City would recover the funds. Councilmember Ostwald commented that fill will need to be hauled to fill in the foundation, which he would imagine would be an expensive process and asked if the season would cause any issues. Mr. Hickok stated that he has spoken with staff who have experience in this type of activity and has found winter to be a better time to do the work than summer, although recognizing that significant snow could be a burden. He explained that they would work with utilities to ensure that proper connections were maintained should a new home be constructed at a later date. Motion made by Councilmember Ostwald to close the public hearing, Seconded by Councilmember Evanson. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Motion made by Councilmember Evanson to adopt Resolution No. 2024-168, Declaring Privately Owned Property at 5809 Arthur Street NE Hazardous and Ordering Razing of the Hazardous Building. Seconded by Councilmember Ostwald. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Motion made by Councilmember Evanson to approve the abatement order in the matter of the hazardous building located at 5809 Arthur Street NE. Seconded by Councilmember Bolkcom. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. 15. Truth-in-Taxation Public Hearing, Proposed 2025 Budget and Property Tax Levy Motion made by Councilmember Tillberry to open the public hearing. Seconded by Councilmember Bolkcom. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. Joe Starks, Finance Director, provided , budget goals and objectives, and the 2025 budget process. He presented the proposed 2025 budget and property tax levy. He provided more detailed information on the homestead market value exclusion, tax capacity, economic expectations, general assumptions, and general fund expenditures and revenues. He provided additional details on the proposed property tax levy, comparison information, and available property tax programs. He briefly reviewed information on some other City funds. Motion made by Councilmember Bolkcom to close the public hearing, Seconded by Councilmember Evanson. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously. 8 Jufn!2/ City Council Meeting 11/25/2024 Minutes Page 5 New Business Informal Status Reports The Council wished the residents a happy Thanksgiving and noted that the recent turkey bingo was successful at Springbrook. Councilmember Evanson also reminded residents not to deep fry frozen turkeys and to only use the deep fryer outside. Adjourn Motion made by Councilmember Ostwald to adjourn. Seconded by Councilmember Evanson. Upon a voice vote, all voting aye, Mayor Lund declared the motion carried unanimously and the meeting adjourned at 8:03 p.m. Respectfully Submitted, Melissa Moore Scott J. Lund City Clerk Mayor 9 Jufn!3/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City Council Submitted By:Melissa Moore, City Clerk/Communications Manager Title Receive the Minutes from theCity Council Conference Meeting ofNovember 25, 2024 Background Attached are the minutes from the City Council conference meeting of November 25, 2024. Financial Impact Recommendation Receive the minutes from theCity Council conference meeting ofNovember25, 2024. Focus on Fridley Strategic Alignment Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship X Organizational Excellence Attachments and Other Resources Minutes from the City Council Conference Meeting of November 25, 2024 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. : Jufn!3/ City CouncilConference Meeting November 25, 2024 5:30PM Fridley City Hall, 7071 University Avenue NE Minutes Roll Call Present:Mayor Scott Lund Councilmember Dave Ostwald Councilmember Ryan Evanson Councilmember Ann Bolkcom Councilmember Tom Tillberry Others Present:Wally Wysopal, City Manager Melissa Moore, City Clerk/Communications Manager Joe Starks, Finance Director Scott Hickok, Community Development Director Joe Starks, Finance Director Beth Kondrick, Deputy City Clerk Nancy Abts, Associate Planner Danielle Herrick, City Management Intern Patrick Vescio, Councilmemberelect Items for Discussion 1.Commission Onboarding Manual Danielle Herrick, City Management Internpresented the City Council with a draft of the Commission Onboarding Manual. The Council provided direction on further revisions. 2. Cannabis Update Beth Kondrick, Deputy City Clerk and Nancy Abts, Associate Planner presented the City Council with a draft ordinanceregarding cannabis regulation in the City. The Council will consider further revisions. 21 Jufn!4/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City Council Submitted By:Joe Starks, Finance Director/City Treasurer Title Resolution No. 2024-174, Certifying the Final Tax Levy Requirements for 2025to the County of Anoka Background On September 23, 2024, the Fridley City Council (Council), pursuant to the Fridley City Charter and Minnesota Statutes § 275.065, certified the Proposed 2025Property Tax Levy (Proposed Levy) to the County Auditor (Resolution No. 2024-120). Using the Proposed Levy, the County Auditor mailed parcel specific notices of proposed property taxes to all property owners for the upcoming year, along with the time and location for the annual TruthinTaxation (TNT) Hearing for the City of Fridley (City). On November 25, 2024, the Council conducted the TNT Hearing for taxes payable in 2025. Pursuant to Minnesota Statutes § 275.07, the Council must also certify a Final Property Tax Levy (Final Levy) to the county auditor on or before December 27, 2024(five working days after December 20 of each year). As outlined below, the property tax levy supports four separate budget areas. Based on the discussions to date, staff recommend the Council adopt the attached resolution certifying a Final Levy of $21,677,595, or an overall increase of approximately 5.34% or $1,099,796compared to the previous year. Since the change in the property tax levy for the General Fund, IT Capital Projects Fundand SNC Fundexceed 5%, the Fridley City Charter § 7.02.1 requires the Council to adopt the Financial Impact Staff estimate that City property taxes for a residential homestead, with a median assessed value of $288,900for 2025(compared to approximately $284,700for 2024), mayincreaseby approximately $24, from about $1,197for 2024to about$1,221for 2025. These projections are based on property tax th information received by Anoka County on and around November 13to use for the TNTpublic hearing. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 22 Jufn!4/ Recommendation Staff recommend the approval of Resolution No. 2024-174, Certifying the Final Tax Levy Requirements for 2025 to the County of Anoka. Focus on Fridley Strategic Alignment Vibrant Neighborhoods & Places Community Identity & Relationship Building X Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship X Organizational Excellence Attachments and Other Resources !Resolution No. 2024-174 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 23 Jufn!4/ Resolution No. 2024-174 Certifying the Final Tax Levy Requirements for 2025 to the County of Anoka Whereas, the Fridley City Charter § 7.02 grants the City of Fridley (City) the power to raise money by taxation pursuant to the laws of the State of Minnesota; and Whereas, Minnesota Statute § 275.07, subd. 1 requires the City to certify its final tax levy requirements to Anoka County on or before December 27, 2024 (five working days after December 20) in each year; and Whereas, the City has adequate fund balances and reserves to pay bond principal and interest payments on General Obligation Bond Series 2017A in the amount of $199,212 and authorizes the County Auditor to cancel $199,212 of the related Bond Levy for taxes payable in 2025, leaving a balance of $2,979,256 for taxes payable 2025 for Series 2017A. Whereas, the City has adequate fund balances and reserves to pay bond principal and interest payments on General Obligation Bond Series 2022A in the amount of $96,623 and authorizes the County Auditor to cancel $96,623 of the related Bond Levy for taxes payable in 2025, leaving a balance of $1,932,450 for taxes payable 2025 for Series 2022A. Now therefore, be it resolved, that the City Council of the City of Fridley hereby certifies to the County of Anoka, State of Minnesota, the following final tax levy to be levied in 2024 for collection in the year 2025: Final 2024 Property Tax Levy Levy Component Amount General Fund $ 16,098,360 Information Technology Capital Projects Fund 86,261 Springbrook Nature Center Fund 581,268 Bonded Indebtedness (2017A & 2022A) 4,911,706 Total $ 21,677,595 Be it further resolved, that the City Council authorizes the City Manager, or their designee, to transmit a certified copy of this resolution to the County of Anoka, Minnesota. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. _______________________________________ Scott J. Lund Mayor Attest: __________________________________ Melissa Moore City Clerk 24 Jufn!5/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City Council Submitted By:Joe Starks, Finance Director/City Treasurer Title Resolution No. 2024-175, Approving a Budget for the Fiscal Year 2025and the 2025-2029Capital Investment Program Background Pursuant to the FridleyCity Charter §§7.04-7.05, the Fridley City Council (Council) shall adopt an annual budget for the General and Special Revenue Funds as well as all funds as identified by the City Manager. Generally, these sections also control the format and adoption process for the budget. On September 23, 2024, the Council adopted the Proposed 2025General FundBudget consistent with these requirements (Resolution No. 2024-121). Additionally, the Council conducted several budget meetings throughout the year. On November 25, 2024, the Council, conducted the required TruthinTaxation (TNT) Meeting, which allowed members of the public to discuss the Proposed 2025Budget, Proposed 20252029Capital Investment Program (CIP) and Proposed 2025Property Tax Levy in advance of final adoption. There were no suggestions or changes as a result of the TNT Meeting. The Proposed 2025Budget maintains service levels as determined by the Council. The expenditures of the Proposed 2025Budget total $76,588,300, supported by $62,286,100of revenues. Due to this difference, the City will make use of cash and fund balances to support planned capital expenditures. Financial Impact Based on the 2025budget for all City funds, a planned, negative variance of $14,302,200across all budgeted funds is reflected. To support these costs, the City plans to make use of a variety of internal funding sources, including but not limited to the use of $9,769,900from various capital project funds, namely $7,591,200from the Parks Capital Projects Fund from bond proceeds received in 2022for the Park System Improvement Plan. Recommendation Staff recommend the approval of Resolution No. 2024-175, Approving a Budget for the Fiscal Year 2025and the 2025-2029Capital Investment Program. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 25 Jufn!5/ Focus on Fridley Strategic Alignment Vibrant Neighborhoods & Places Community Identity & Relationship Building X Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship X Organizational Excellence Attachments and Other Resources !Resolution No. 2024-175 !Proposed 2025 Budget !Proposed 2025-2029 CIP Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 26 Jufn!5/ Resolution No. 2024-175 Approving a Budget for the Fiscal Year 2025 and the 2025-2029 Capital Investment Program Whereas, the City Manager presented a Proposed 2025 Budget and Proposed 2025-2029 Capital Investment Program as stipulated by the Fridley City Charter (Charter) § 7.04 to the Fridley City Council (Council) for their review and consideration; and Whereas, the Proposed 2025 Budget and its associated volumes and appendices provides for an effective and orderly allocation of financial resources; and Whereas, on November 25, 2024, consistent with the Charter § 7.05, the Council has held a public meeting to give interested citizens a reasonable amount of time in which to be heard, and an opportunity to ask questions prior to passage of the final budget; and Whereas, the Council concluded that the 2025 Budget, as proposed, meets the needs of the City and the requirements of the Charter. Now therefore, be it resolved that the City Council of the City of Fridley hereby approves and adopts the 2025 Budget, and 2025-2029 Capital Investment Program as presented. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. _______________________________________ Scott J. Lund Mayor Attest: __________________________________ Melissa Moore City Clerk 27 Jufn!5/ 202 Budget Volume No.1 28 Jufn!5/ This page was intentionallyleft blank. 29 Jufn!5/ TABLE OF CONTENTS TABLE OF CONTENTS.................................................................................................................................................... 3 BUDGET ORGANIZATION............................................................................................................................................ 7 Budget Structure......................................................................................................................................................... 7 BUDGET AUTHORITY..................................................................................................................................................... 8 Elected Officials........................................................................................................................................................... 8 Appointed Officials.................................................................................................................................................... 8 Department Directors............................................................................................................................................... 8 INTRODUCTION AND BUDGET SUMMARY........................................................................................................10 Introduction...............................................................................................................................................................11 Vision Statement and Organizational Values...............................................................................................11 Focus of Fridley........................................................................................................................................................11 Budget Goals and Objectives..............................................................................................................................11 Budget Challenges and Issues, Short–Term..................................................................................................12 Inflationary Pressures.............................................................................................................................................12 American Rescue Plan Act (ARPA)........................................................... Park System Improvement Plan.........................................................................................................................13 Budget Challenges and Issues, Long–Term...................................................................................................13 Park System Improvement Plan.........................................................................................................................14 Budget–at–a–Glance...............................................................................................................................................16 ORGANIZATION AND BUDGET OVERVIEW........................................................................................................21 Brief History of the City of Fridley.....................................................................................................................22 Land Use and Development History................................................................................................................22 Demographic and Economic Trends................................................................................................................23 Organizational Governance and Structure.....................................................................................................26 Financial Policies and Procedures.....................................................................................................................31 Budget Assumptions and Considerations......................................................................................................36 Property Tax...............................................................................................................................................................37 Debt Service...............................................................................................................................................................40 GENERAL FUND.............................................................................................................................................................42 General Fund Summary.........................................................................................................................................43 Department: City Management Summary....................................................................................................48 2: Page 3 Jufn!5/ Division: City Management (City Manager’s Office) (121) ...................................................................... 52 Division: Employee Resources (126) ................................................................................................................ 54 Division: Communications and Engagement (127) ................................................................................... 55 Division: City Clerk/Records Management (City Clerk’s Office) (128) ................................................ 56 Division: Elections (129) ....................................................................................................................................... 57 Division: Non–Departmental (141) .................................................................................................................. 58 Department: Finance Summary ........................................................................................................................ 59 Division: Accounting (131) .................................................................................................................................. 61 Division: Assessing (City Assessor’s Office) (132) ....................................................................................... 62 Division: Information Technology (133) ......................................................................................................... 63 Department: Public Safety Summary .............................................................................................................. 64 Division: Police (211) ............................................................................................................................................. 66 Division: Emergency Management (215) ....................................................................................................... 67 Division: Fire (219) .................................................................................................................................................. 68 Department: Public Works Summary .............................................................................................................. 69 Division: Facilities Management (311) ............................................................................................................ 72 Division: Engineering (314) ................................................................................................................................. 73 Division: Forestry (315) ......................................................................................................................................... 74 Division: Park Maintenance (316) ..................................................................................................................... 75 Division: Street Lighting (317) ........................................................................................................................... 76 Division: Street Maintenance (318) .................................................................................................................. 77 Division: Fleet Services (319) .............................................................................................................................. 78 Department: Parks & Recreation ...................................................................................................................... 79 Division: Parks & Recreation (410) ................................................................................................................... 80 Department: Community Development ........................................................................................................ 81 Division: Building Inspections (511) ................................................................................................................ 84 Division: Planning (512) ....................................................................................................................................... 85 Division: Rental Inspections (514) .................................................................................................................... 86 SPECIAL REVENUE FUNDS ......................................................................................................................................... 87 Fund: Cable Television (225) .............................................................................................................................. 88 Fund: Solid Waste Abatement (237) ............................................................................................................... 89 Fund: Police Activity (260) ................................................................................................................................... 90 Fund: Springbrook Nature (270) ....................................................................................................................... 91 31 Page 4 Jufn!5/ CAPITAL PROJECT FUNDS ......................................................................................................................................... 92 Fund: Building Capital Projects (405) .............................................................................................................. 93 Fund: Streets Capital Projects (406) ................................................................................................................. 94 Fund: Parks Capital Projects (407) .................................................................................................................... 95 Fund: Information Technology Capital Projects (409) .............................................................................. 96 Fund: Equipment Capital Projects Fund (410) ............................................................................................. 97 ENTERPRISE FUNDS ..................................................................................................................................................... 98 Fund: Water Utility Fund ...................................................................................................................................... 99 Fund: Sanitary Sewer Utility Fund .................................................................................................................. 102 Fund: Storm Water Utility Fund ...................................................................................................................... 105 Fund: Municipal Liquor ...................................................................................................................................... 108 GLOSSARY ..................................................................................................................................................................... 112 ……………………………………………………………………………………………………………… 18 32 Page 5 Jufn!5/ This page was intentionallyleft blank. 33 Page 6 Jufn!5/ BUDGET ORGANIZATION Budget Structure The2025 Budget for the City contains the following volumesand supplemental budget documents and/or appendices. Figure No.1: Budget Structure and Volumes Volume TitleDescription No. IBudget Overview and A summary of the overall budget containing a brief history Summaryof the organization, demographic and economic trends, organizational structure, budget summaries, major budget assumptions and factors, and analysis and discussion of budget decisionsalong with a review of fund balances and debt service. The summary also includes discussion of common budget terms and information about any underlying assumptionsas appendices, if needed. IIBudget Detail and A detailed reviewof all budgetedrevenues and expenditures, Financial Reportsincluding personnel, materials and supplies. The volume represents the adopted budget for the purposes of budget authority and compliance. IIICapital Investment A summary and detailed review of the various capital Program (CIP) budgets and funds of the City including individual project analysis, debt serviceand other considerations. Thisvolume represents the adopted budget for the purposes of budget authority and compliance for all capital project funds. Due to its length, the City compiles the Final2025–2029 CIP as a separate document. OtherFinancial Each volume and/or section of this budget isadopted in Management Policiescompliance with the various financial management polices as adopted by the City Council. For more information on these policies, please contact the Finance Department. 34 Page 7 Jufn!5/ BUDGET AUTHORITY The Budget for the City of Fridley, Minnesota (City, Fridley) for the Fiscal Year beginning January 1, 2025, and ending December 31, 2025. Pursuant to Section 7.04 and 7.05, and other applicable chapters or sections of the City Charter, this document and its associated volumes and appendices shall be considered the estimates as prepared by the City Manager and the complete financial plan for the City for the ensuing fiscal year. This document contains the sums to be raised and from what sources, and the sums to be spent and for what purposes. For the purposes of compliance, these documents, assembled in three volumes, shall be the Adopted 2025 Budget. With the support of the City Manager and other staff, the City Council reviewedthis budget on April 22, July 22, August 26, September 9, September 23, October 28, November 12 and November 25, 2024. The City Council and other applicable officials involved in the development of this budget are listed below. Elected Officials 4 Year Terms Expiring December MayorScott J. Lund2024 Councilmember At–LargeDavid Ostwald2024 Councilmember, Ward No. 1ThomasTillberry2026 Councilmember, Ward No. 2Ryan Evanson2026 Councilmember, Ward No. 3Ann R. Bolkcom 2026 Appointed Officials City ManagerWalter T. Wysopal City Attorney, Civil AffairsSarah J. Sonsalla City Attorney, Criminal AffairsCity of Coon Rapids City ClerkMelissa M. Moore Department Directors Director of Community DevelopmentScott J. Hickok Director of Parks and RecreationMichael W. Maher Director of Employee ResourcesRebecca A. Hellegers Director of Finance and City TreasurerJoseph A. Starks Director of Public Safetyand Chief of PoliceRyan N. George Director of Public Worksand City EngineerJames P. Kosluchar 35 Page 8 Jufn!5/ Volume No. 1 Budget Overview and Summary 36 Page 9 Jufn!5/ INTRODUCTION ANDBUDGET SUMMARY This section of the 2025 Budget provides information regarding the following budget areas or topics: Introduction; Budget goals and objectives; Budget challenges and issues; and Budget–at–a–Glance. The remainder of this page intentionally left blank. 37 Page 10 Jufn!5/ Introduction The City of Fridley (City) seeks to provide its residents, businesses and their visitors with a remarkable community. As part of this commitment, the City Council and City Manager strive to provide an organization that meets the expectations and needs of the community through a thoughtful and fiscally responsible annual budget. In order to guide and inform the development of the annual budget, the City relies upon a series of guiding principles and documents, principally the Vision Statement, Organizational Values and the strategic plan, known as Focus on Fridley. Vision Statement and Organizational Values. In 2015, the City Council adopted the following Vision Statement to generally guide the operations, programs and projects of the City. The City Council reaffirmed this Vision Statement in 2019: We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. The City Council also established three primary Organizational Values to guide the behaviors and culture of the organization. In all things, the City shall be: Friendly, Responsive and Driven. These values are always at the center of any discussion about changes in the budget. In fact, any major budget adjustment or request submitted by the City Manager identifies the Organizational Value(s) enhanced by the change. Focus of Fridley. More specifically, in 2019, the City Council, through two strategic planning workshops, discussed their ideas and thoughts for the City over the next several years. Using these discussions, the City Council eventually compiled a strategic plan, known as Focus on Fridley. Along with several specific projects, the City Council identified five strategic goals or “focus areas” to guide other City initiatives and programs. In no particular order, these Focus Areas are: Community Identity and Relationship Building; Public Safety and Environmental Stewardship; Vibrant Neighborhoods and Places; Financial Stability and Commercial Prosperity; and Organizational Excellence. These Focus Areas provide guidance throughout the development of the budget and serve as direction for daily activities and expenditures of the organization. Based on previous practices, the City Council may conduct another strategic planning exercise in 2025, which will have a similar impact on the budget development process. Budget Goals and Objectives Like other local governments, and consistent with the Guiding Principles outlined above, the City Council continues its effort to provide excellent public services at a fiscally responsible cost to the property tax– and utility rate payers. Under these general goals and objectives, the City Council relies upon a series of specific guidelines to inform the development of the annual budget: 38 Page 11 Jufn!5/ To fund excellent public services at a fiscally responsible cost To stabilize ongoing revenues and expenditures, and minimize/eliminate unanticipated variances; To maintain structural balance and appropriate cash and fund balance levels; To make the best use of existing City resources; To set the levy in conjunction with long-term planning; To increase accountability and transparency throughout the budget process; and To ensure a conservative budgetary approach. In addition to these activities, the City also strives to improve the financial awareness and literacy of both internal staff and external stakeholders. As such, the City conducts monthly internal meetings to review key financial data and changes in applicable fiscal policies. Additionally, the City conducts or plans to conduct several community events to improve the understanding of the public with respect to City services and to provide an important avenue for the public to express their critiques, ideas and thoughts regarding City operations, projects and ultimately the budget. Budget Challenges and Issues, Short–Term Along with the goals and objectives, the City also actively acknowledges and seeks to address various challenges and issues concerning the financial health of the organization. The City further acknowledges that some of these issues may be beyond its exclusive control. However, the City Council works diligently to limit these and other risks for the City and its stakeholders. Personnel Services. The biggest impact on the 2025 Budget and Levy is personnel services as it encompasses about 78% of the total General Fund expenditures. In the General Fund alone, personnel services expenditures increase about $1,497,900, or 8.5%, largely due to approved and anticipated market rate increases from negotiations of four Public Safety labor agreements, proposed progression through the City’s compensation plan for union and non-union employees, an anticipated worker’s compensation premium increase and health insurance premium increase. Inflationary Pressures. Multi-decade high inflation continues to have an impact on the City. The October 2024 inflation rate has generally slowed to 2.6% from a multi-decade high of 9.1% in June 2022. The Federal Reserve has begun decreasing the Federal Funds Rate from a target of 5.25-5.50% at this time last year to a current target of 4.50-4.75%, with further decreases possible. The impact from inflationary pressures on the 2025 Budget is factored in albeit at a lower impact than the last couple of years. 39 Page 12 Jufn!5/ Park System Improvement Plan. In 2022, the City issued $20.7 million in General Obligation Tax Abatement Bonds as a means for financing a majority of the $30 mil. Park System Improvement Plan (PSIP), with the remaining amount being funded from internal City funds, specifically the Community Investment Fund. The project is estimated to span approximately 8 years. Debt service payments for the bonds were levied beginning in 2023 and will be repaid over 15 years. There was a significant amount of capital expenditures in the Parks Capital Fund beginning in 2023 and continuing for the next several years as the PSIP progresses. For 2025, there is about $7,325,000 in capital expenditures budgeted for the PSIP. Additional information related to the Park System Improvement Plan can be found at: Park System Improvement Plan - City of Fridley. State Aids and Grants. The State of Minnesota (State) provides the City with various financial aids to defray the costs of certain activities and programs, including, but not limited to Local Government Aid (LGA), Municipal State Aid (MSA) and Police State Aid. These various funding sources tend to fluctuate based on the financial health of the State and political will of elected State officials. To protect the City and its operations from this volatility, the City has limited the reliance on these types of aid for General Fund revenues. Similar to the Adopted 2024 Budget, the 2025 Budget appropriates approximately 11% of these funding sources, including about 4% from LGA, to the General Fund, satisfying the desire of the City Council. Economic Health. In addition to thoughtfully budgeting State funding sources, the City also actively monitors the statuses of the local, regional, national and international economies. The City remains home to several national and international corporations. In fact, as of assessment year 2024, taxes payable year 2025, commercial and industrial uses account for almost 48% of the property tax base. As such, any downturn in the economy, particularly the manufacturing sector, will have an impact on the City. The City continues efforts to diversify its property tax base through several redevelopment efforts, most notably through the addition of single– and multi–family housing. In fact, between 2016 and 2022, the City added approximately 1,046 units of housing. The 2025 Budget assumes a period of conservatively modest economic growth while keeping in mind the impacts of inflation and corresponding policy action. As mentioned, inflation has generally slowed, albeit much more prolonged, making the possibility of further federal funds rate decreases a possibility. While federal funds rate decreases can stimulate economic growth, they can have a negative impact on City revenues with lower investment rate earnings. Conservative revenue projections are included in this proposal to align with conservative growth projections of the economy. Budget Challenges and Issues, Long–Term Apart from these short–term considerations, the City must also weigh several long– or longer–term issues and/or goals against the immediate needs of the organization and/or community. Generally, the 2025 Budget successfully balanced these needs and provided an opportunity for the City to either address or move toward addressing these challenges. 3: Page 13 Jufn!5/ Park System Improvement Plan. As mentioned above, in 2022, the City issued $20.7 million in General Obligation Tax Abatement Bonds as a means for financing a majority of the $30 mil. Park System Improvement Plan (PSIP), with the remaining amount being funded from internal City funds, specifically the Community Investment Fund. The project is estimated to span approximately 8 years. Debt service payments for the bonds were levied beginning in 2023 and repaid over 15 years. There will continue to be a significant amount of capital expenditures in the Parks Capital Fund which began in 2023 and will continue for many years as the PSIP progresses. Additional information related to the Park System Improvement Plan can be found at https://www.ci.fridley.mn.us/1412/Park-System- Improvement-Plan Demands for Service. As the population of the City continues to increase and become more diverse, the City will experience new and greater demands for programs and services. For example, an increasing population will result in a need for more public safety personnel and equipment, and place greater stress on City infrastructure. Understanding these dynamics will be key for ensuring the appropriate use of City resources. To address this challenge, the City continues to explore various strategies and programs, such as the formation of a continuous improvement effort, known as the Process Management Team, to eliminate waste and improve the efficiency of City services. More specifically, the City constructed a new Fridley Civic Campus, which opened in 2018, to provide the organization with facilities to respond to the increasing demand for City services. Organizational Competitiveness. Like any local government or private business, the City strives to maintain its competitiveness with surrounding communities within a variety of areas, such as local amenities, quality of services, property tax rates and public utility rates. The City regularly reviews the activities and costs–of–living of area municipalities to ensure a strong return on investment for residents and businesses. In addition to these efforts, the City Council and City Manager work diligently to make the City an excellent place to work with competitive pay and benefits to both attract and retain a talented workforce. Additionally, in 2021 and 2022, the City reviewed the Compensation Plan with the assistance of an external consultant. The review included a benchmark market analysis and Compensation Plan design adjustments. The plan was implemented in 2022 with 2022 budget authority. The City will continue to be thoughtful in supporting both competitive wages and property taxes through the thoughtful reallocation of existing financial resources. 41 Page 14 Jufn!5/ The remainder of this page was intentionally left blank. 42 Page 15 Jufn!5/ Budget–at–a–Glance The 2025 Budget authorizes up to $76,588,300 of expenditures for all budgeted funds, an increase of about $15,227,700, or 24.8% compared to the previous year. Generally, this change reflects a series of budget adjustments among the various budget categories, most notably an increase in capital outlay of $9,426,000. The majority of this increase relates to the PSIP and the start of the Commons Park Project, funded from the Parks Capital Fund. In addition, the start of the Locke Park Water Treatment Plant (WTP) Upgrades Project, funded from the Water th Utility Fund. Other services and charges increase about $4,309,600, mostly due to design work for the proposed 57 Avenue Bridge, which is funded through the Streets Capital Fund with State Bonding. Finally, personnel services expenditures increased $1,611,400, largely due to approved and anticipated market rate increases from negotiations of four Public Safety labor agreements, proposed progression through the City’s compensation plan for union and non-union employees, an anticipated worker’s compensation premium increase and health insurance premium increase. The 2025 Budget supports these expenditures with $62,286,100 of revenues across all budgeted funds, an increase of about $11,101,100, or 21.7% compared to the previous year. Primarily, the increase in revenues reflects an increase of $5,395,300 in intergovernmental revenue, th mostly due to state bonding for the design of the 57 Avenue Bridge Project and a federal grant for the University Avenue Lighting Improvements Project. Additionally, there is an increase of $3,447,400 in other financing sources, almost entirely due to loan proceeds for the Locke Park WTP Upgrades Project. Figure No. 2: Revenues and Expenditures Summary, All Budgeted Funds $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $- ActualBudgetBudget 202320242025 ExpendituresRevenues 43 Page 16 Jufn!5/ Based on these changes, the 2025 Budget reflects a planned, negative variance of $14,302,200across all budgeted funds. To support these costs, the City plans to make use of a variety of internal funding sources, including but not limited to: $9,769,900of fund balance from various Capital Project Funds (mainly due to projects using thefund balance related to bond proceeds received in 2022 for the Park System Improvement Plan); About $4,375,900of fund balance from various Enterprise Funds(for capital outlay projects) Generally, these uses of fund balance support capital projects as outlined in the 2025–2029 Capital Investment Program (CIP). The City typically plans for these capital projects over a series of years, often accruing fund balances specifically to support theirextraordinary costs. The City may also support these projects through the use of debt or interfund loans. Simply put, the City planned to use its “savings” for these needs. The table on the previous page outlines the various funding sources and expenditure areas for all budgeted funds between 2023 and the current budget year. 44 Page 17 Jufn!5/ Governmental Funds and Enterprise Funds. The City maintains two primary sets of funds: 1) governmental funds; and 2) proprietary funds. Governmental funds account for typical government programs and tax–supported operations. For the 2025 Budget, governmental funds comprise approximately 57.4% and 59.7% of all budgeted revenues and expenditures, respectively. In total, the 2025 Budget authorizes governmental fund revenues totaling $35,770,600 and expenditures totaling $45,696,900, or an increase of 22.9% and 27.4%, respectively, compared to 2024. These changes may be attributed to an increase capital outlay in 2025. The table on the next page outlines government fund activities between 2023 and the 2027 forecasted year. In total, the 2025 Budget anticipates a $9,926,300 use of fund balance in governmental funds. Generally, the use of fund balance may be attributed to the use of $9,769,900 from various capital project funds, namely $7,591,200 from the Parks Capital Projects Fund. This is the usage of bond proceeds received in 2022 to pay for costs associated with the approved Park System Improvement Plan (PSIP). These uses of fund balance are the result of long–planned capital projects, as well as bond proceeds received in 2022, and consistent with previous City practices regarding the financing of capital projects. It is important to note that governmental funds include the General, Special Revenue and Capital Projects Funds. Per the Government Accounting Standard Board, enterprise funds “are employed to report on activities financed primarily by revenues generated by the activities themselves, such as a municipal utility.” At present, the City maintains four such funds to support three public utilities and the municipal liquor enterprise. The table two pages down summarizes these funds between 2023 and the 2027 forecasted year. For the 2025 Budget, Enterprise funds comprise approximately 42.6% and 40.6% of all budgeted revenues and expenses, respectively. In total, the 2025 Budget authorizes Enterprise fund revenues totaling $26,515,500, or an increase of about 4,418,700 or 20.0%. Expenses total $30,891,400, or an increase of about $5,397,800 or 21.2%, compared to 2024. The changes in expenses are the result of an increase in capital outlay of $5,533,00 planned for 2025. The increase in revenue is attributed to $3,300,000 in planned loan proceeds to help fund the Locke Park WTP Upgrades Project and recommended changes in public utility rates. 45 Page 18 Jufn!5/ 46 Page 19 Jufn!5/ 47 Page 20 Jufn!5/ ORGANIZATION AND BUDGET OVERVIEW This section of the 2025 Budget provides information regarding the following budget areas or topics: Brief history; Land use information; Demographic and economic trends; Organizational governance and structure; Financial policies and procedures;and Budget assumptions and considerations; Property tax levy analysis; and Debt service. The remainder of this page was intentionallyleft blank. 48 Page 21 Jufn!5/ Brief History of the City of Fridley As with most urban areas, the City may trace its initial settlement to its proximity to the Mississippi River and its tributaries, principally Rice Creek. In fact, the original name for the community was Manomin, a variant on an Ojibwe word meaning “wild rice” or “wild river.” In the early years, traders used the Mississippi River to bring their goods to market. The fur trading route along the Mississippi River became known as the Red River Ox Cart Trail, which would later become a military road betweenPoint Douglas and Fort Ripley. The area that would become Fridley was a key ferry crossing of the Mississippi River establishedin 1854. In 1879, the area or township was renamed for one of its early settlers and land holders, Abram Fridley. The military road, now known as East River Road, developed into a center of commerce, particularly at the confluence of Rice Creek and the Mississippi River. In 1949, Fridley Township incorporated as a village, which the community now celebrates during its annual “49er Days” festival. In 1957, the Village of Fridley officially incorporated as a “home rule” municipalityandbecamethe fourteenth largest community in the State of Minnesota (State) by 1965, due in– part to rapid post–World War II expansion. In that same year, the City experienced two natural disasters – a significant flood of the Mississippi River and a series of tornadoes on May 6, 1965, which destroyed about one out of every four homes. Despite these events, the community rebuilt and continues to growto this day. Figure No. 3: Fridley Map Land Use and Development History Apart from the access to water transportation, the City also enjoyed access to modern conveyances, most notably the St. Paul and Pacific Railroads – the forerunners of the Burlington Northern Santa Fe (BNSF) Railway Company. Additionally, the City maintained access to Minneapolis via two streetcar lines, which allowed people to commute to and from their places of employment. With the development of the interstate highway system, and the conversion of State Highway 100 into Interstate 694, the City enjoyedaccess to another significant transportation route. As such, other State, Anoka County (Anoka) and local routes developed around Interstate 694, including East River Road, State Trunk Highways 47 (University Avenue) and 65 (Central Avenue). 49 Page 22 Jufn!5/ These roadways, combined with a major railway access and many public transportation options, make the City a transportation hub attracting considerable commercial and industrial development. The physical divisions created by these features create other development, infrastructure and planning challenges, which the City still addresses to this day and may be reflected in this budget. At present, the City covers a jurisdiction of approximately 11 square miles. Given the size of the community, and its status as a first–ring suburb, the Metropolitan Council, a regional planning agency, considers the City to be completely developed. Demographic and Economic Trends Following the expansion of transportation infrastructure, and the momentum built from the war–time economy, the City quickly converted from principally agricultural activities and uses to industrials ones. With the location of these significant centers of employment, the City attracted thousands of new residents and rapidly changed into a full–service, fully–developed community. Since 1970, its population has been at or near approximately 28,000 residents. Based on the 2020 Census, the City remains home to about 29,590 people. However, with a planned increase in density, the City projects the population to increase by about 9.8% to 32,500 by 2040. Figure No. 4: Historic and Projected Population 32,500 35,000 30,228 29,590 29,233 27,449 30,000 31,600 25,000 28,335 27,208 20,000 15,182 15,000 10,000 3,798 5,000 1,392 693 0 193019401950196019701980199020002010202020302040 4: Page 23 Jufn!5/ Age. Along with this projected increase, the City anticipates the age of the population to Figure No. 5: Total Population by decrease on average in the immediate future. As of 2019 (the latest year of Census data readily Age Group available), about 50% of the population remains below the age 35, while about 20% is above the Age Range 2010 2019 age 60. Between 2017 and 2019, the Median Age for the City decreased from 36.9 years to 35.4 Under 5 years 5.8% 6.8% years, respectively. As such, the average age of the population remains below the average for 5 to 9 years 6.3% 6.6% the State. Figure No. 5 outlines the age ranges of the community. 10 to 14 years 7.2% 6.7% 15 to 19 years 7.4% 4.2% Race. While the population of the City continues to decrease in average age, it also continues 20 to 24 years 7.1% 6.7% to become more ethnically and racially diverse. In fact, as of the 2000 Census, nearly 89% of the 25 to 29 years 6.1% 9.1% population identified as white or Caucasian, compared to about 69% in 2019. In that same time 30 to 34 years 4.9% 8.8% period, the fastest growing racial group was those identifying as Black or African American 35 to 39 years 8.2% 7.6% increasing from 3.4% of the population in 2000 to just over 16% in 2019. The City anticipates 40 to 44 years 7.5% 4.7% these trends to continue for the foreseeable future. Figure No. 6 provides a breakdown of the 45 to 49 years 7.9% 5.5% total population by race. 50 to 54 years 6.8% 6.2% Figure No. 6: Total Population by Race 55 to 59 years 5.5% 7.4% Race 2000 2010 2019 60 to 64 years 5.3% 4.6% White 88.7% 81.9% 68.8% 65 to 69 years 4.7% 4.6% Black or African American 3.4% 12.4% 16.3% 70 to 74 years 3.4% 3.7% American Indian/Alaska Native 0,8% 2.4% 1.6% 75 to 79 years 2.4% 3.1% Asian 3.0% 5.4% 5.6% 80 to 84 years 2.2% 2.2% Some Other Race 1.2% 0.0% 3.8% 85 years and over 1.2% 1.5% Two or More Races 2.9% 3.0% 3.9% Total Population 27,208 29,590* *Source: 2020 Census Data Total Population 27,449 27,208 29,590* Income. Generally, the City hosts a disproportionate number of commercial and manufacturing industries and their associated jobs. As a result, the City maintained a median household income of about $63,800 in 2019, which remains below the median household income for both the County and State. The community also maintains a poverty rate of approximately 9.6%, which compared negatively to the County (5.9%), but positively with the national trend (13.4%). 51 Page 24 Jufn!5/ Despite being one of the geographically smaller communities in the area, the City hosts the greatest number of employees in the County and anticipates this trend to continue for the foreseeable future. In fact, the Metropolitan Council projects an increase in the number of employees and households like thosementioned above for population. Figure No. 7 below details these long–term projections. Figure No. 7: Households and Employment, Projections 30,000 25,000 20,000 15,000 10,000 5,000 0 2010202020302040 HouseholdsEmployment Source: Thrive MSP 2040 -Forecasts as of January 1, 2021 These and other factors inform the development, review and adoption of the annual budget. Additionally, the City maintains aseries of community indicators and performance measurements, which capture and measure the happenings of City operations and community trends. They are compiled as a separate Performance Measures Report adopted annually by the City Council. For more information on these performance measures, please see Volume 2of this document and/or visit the Citywebsite. 52 Page 25 Jufn!5/ Organizational Governance and Structure Generally, the budget and/or policy development process involves the City Council, City Manager and the respective Advisory Commission, if applicable. The City Charter and Fridley City Code (City Code) outlines the expectations and responsibilities for each party. Along with these actors, the budget and policy development process also include the advice and insight of City staff and various external stakeholders, such as local civic organizations and interested government agencies (i.e., County, State). City Charter. Pursuant to Article XII of the Minnesota Constitution and Minnesota Statute § 410, the City operates as a charter or “home rule” municipality and may exercise any powers and authorities established by the City Charter, assuming the same do not conflict with State or Federal law. As such, the City Charter defines the structure of the City, and the framework under which it operates. The City Charter addresses the structure of the City Council; the powers and duties of the City Manager; development of the budget; the authority to establish taxes and fees; and the operation of public utilities, among other areas. Consistent with the abovementioned constitutional provisions and State law, the City Council also receives advice and guidance pertaining to the City Charter from a Charter Commission. The Charter Commission regularly reviews the City Charter and makes recommendations for amendments as may be required from time–to–time. The Charter Commission consists of 15 members and meets at least once per year. City Council. The City Charter creates a City Council–City Manager form of local government. Pursuant to City Charter § 2.01.2, “All discretionary powers of the City, both legislative and executive, shall vest in and be exercised by the City Council. It shall have complete control over the City administration but shall exercise this control exclusively through the City Manager and shall not itself attempt to perform any administrative duties.” It also establishes the City Council as a five–member, non–partisan body, including a Mayor and four Councilmembers. The Mayor serves as the presiding officer of the City Council, may vote as a full member of the body and does not enjoy any veto powers. Figure No. 8 summarizes the elected officials of the City and their respective offices and terms. Figure No. 8: Mayor and City Council PositionNameStart of TermEnd of Term Mayor Scott Lund January 1, 2021 December 31, 2024 Councilmember, At–Large David Ostwald January 1, 2021 December 31, 2024 Councilmember, Ward No. 1 Thomas Tillberry January 1, 2019 December 31, 2026 Councilmember, Ward No. 2 Ryan Evanson January 1, 2019 December 31, 2026 Councilmember, Ward No. 3 Ann Bolkcom January 1, 2019 December 31, 2026 53 Page 26 Jufn!5/ Consistent with the City Charter, the Mayor and the Councilmember–at–Large shall be elected in the same interval as the President of the United States of America to a term of four years. The other three Councilmembers shall be elected in the same interval as Governor of the State of Minnesota, also to a four–year term. The City Charter also controls for vacancies in the City Council and similar circumstances. City Manager. Pursuant to City Charter § 6.01, the City Manager serves as the Chief Administrative Officer of the City, shall be appointed by a simple majority of the City Council for an indefinite period in an at–will capacity. The City Manager need not be a resident of the City but must be a citizen of the United States of America. The City Manager also serves as the Executive Director of the Housing and Redevelopment Authority (HRA). In 2013, the City Council appointed Walter T. Wysopal as City Manager. The City Charter, in a variety of chapters and sections, outlines various responsibilities and powers of the City Manager, including, but not limited to: To ensure the enforcement of all applicable laws, ordinances and resolutions of the City and City Council; To appoint and remove any and all City employees; To exercise control over all City affairs through the various departments and divisions of the City; To prepare the annual budget and supervise all contracts and purchases of the City; To keep the City Council advised of the financial condition of the City; and To recommend for adoption any such actions or measures for the welfare of the City and its residents, including the City budget. Advisory Commissions. In addition to the advice and insight of the City Manager and other staff, the City Council also relies upon several standing, advisory commissions and/or committees as it may establish by ordinance or other action. As of December 31, 2024, the City Council maintains the Advisory Commissions as outlined in Figure No. 9, which may be found on the next page. Each of the commissions meet on a regular basis and their members serve without compensation, except for the reimbursement of eligible expenses. 54 Page 27 Jufn!5/ Figure No. 9: Advisory Commissions CommissionDescription Planning Commission The Planning Commission is responsible for community planning and development Seven Members of comprehensive goals and policies, including but not limited to land use, housing, Three–Year Term public services, human services, and other related community activities. It also makes recommendations on amendments to the zoning ordinance, special use permits, and subdivision requests. Environmental Quality and Energy Commission The EQEC advises the City Council on a broad range of environmental policies and (EQEC) programs and the management of environmental resources. It provides the City Seven Members Council with accurate information to assist in making and implementing sound Three–Year Term environmental policy in such areas as solid waste abatement programming, environmental education, waste reduction and water resource management. Parks and Recreation Commission The Parks and Recreation Commission provides for the comprehensive development Five Members of park facilities and recreational activities for the well–being of the City residents. It Three–Year Term recommends actions to enhance the park and recreation opportunities in Fridley and provides direction for related City goals and policies. The Committee is Advisory to the City Council and sees its mission as advising Council Public Arts Commission on matters of Public Art: …Dedicated to fostering a sense of belonging, sparking Seven Members Three–Year Term dialogue and inspiring innovation through the strategic integration of art into our urban fabric, enhancing the quality of life for all residents and visitors. Housing and Redevelopment Authority The HRA implements housing rehabilitation programs and redevelopment projects Five Members that create new housing opportunities to meet local housing needs. It also Five–Year Term administers programs that are designed to enlarge the tax base, create jobs and create vital, attractive businesses in blighted or underdeveloped areas of the City. It also administers any Tax Increment Financing (TIF) Districts established in the City. 55 Page 28 Jufn!5/ Due to its activities and significant financial resources, the City recognizes the HRA as a component unit for accounting and budget purposes. As such, the HRA Board of Commissioners adopts a separate budget and property tax levy independent of the City budget, but subject to the authority of the City Council. Therefore, this budget document does not establish any budget authority, nor does it contain additional financial information, for the HRA or its associated activities and/or projects. However, it may from time–to–time address budget authority for cost–sharing arrangements between the City and the HRA. The remainder of this page was intentionally left blank. 56 Page 29 Jufn!5/ Organizational Structure. Per the direction of the City Manager, and as ratified by the City Council as of September 26, 2019, the City maintains the organizational structure outlined in Figure No. 10. Figure No. 10: Organizational Structure 57 Page 30 Jufn!5/ Financial Policies and Procedures Along with determining the manner of presentation for the budget, the City Charter also establishes the protocol for the passage and enforcement of the budget. Most notably, City Charter § 7.07 stipulates the process for amending a duly adopted annual budget, specifically “the \[City\] Council shall not have power to increase the amounts therein fixed in the budget resolution, whether by the insertion of new items or otherwise, beyond the estimated revenues, unless the actual receipts shall exceed such estimates, and in that event, not beyond such actual receipts. The \[City\] Council may at any time, by resolution passed by a vote of at least four (4) members of the \[City\] Council, reduce the sums appropriated for any purpose by the budget resolution or authorize the transfer of sums from the unexpended balances of the budget to other purposes.” The City Charter also makes provisions for emergency appropriations, which may not exceed more than 10% of the total budget for those funds as identified by the City Manager. In additional to applicable City Charter, State and Federal regulations, the City maintains a series of ordinances, policies and procedures that guide and underpin the budget development process, including, but not limited to: Capital Investment Program Policy; Community Investment Fund Policy; Debt Management Policy; Fund Balance Policy; Investment Policy; Operating Budget Policy; Public Purpose Expenditure Policy; Public Utilities Revenue and Remittance Policy; Revenue Policy; and Self–Insurance Fund Policy. In general, these policies and procedures are adopted as a single Financial Management Policy Manual (Manual). Due to its length, the manual is included in Volume 2 of this document. Budgeted Funds and Structure. Consistent with the City Charter § 7.04, the City Manager must prepare the annual budget estimates for all funds as identified by the City Manager as requiring annual budget estimates. Figure No. 9 identifies those funds with budget estimates as prepared at the direction of the City Manager. It also identifies the internal structure of those funds. 58 Page 31 Jufn!5/ Figure No. 11: Budgeted Fund Structure City of Fridley Governmental FundsProprietary Funds General Capital Project FundsSpecial Revenue FundsEnterprise Funds Fund Solid Spring- BuildingStreet Parks Sanitary Storm Capital IT Capital Waste Police brook Water Municipal Equipment Capital Capital Capital Cable TVSewer Water ProjectsAbate-ActivityNature UtilityLiquor Projects ProjectsProjectsProjectsUtilityUtility mentCenter City Charter § 7.04 also stipulates the structure of the budget estimates and their presentation, including comparative figures for the current budget year and actual figures for the two preceding fiscal years by organizational unit. Additionally, the section requires the budget estimates to be expressed in their major subdivisions: salaries and wages; ordinary expenses (expenditures); and capital outlay. The budget estimates included in each of the volumes that comprise this budget document are designed to fulfill this requirement. Additionally, Figure No. 12 outlines the primary fund structure for the various departments and divisions as authorized by the City Council as of September 26, 2019. 59 Page 32 Jufn!5/ Figure No. 12: Fund Structure by Department and Division Department/Division Primary Fund Department/Division Primary Fund Legislative Department Police Forfeiture Forfeiture City Council General Public Works Department City Management Department Facilities Management General City Management General Engineering General Legal General Street Lighting General Non-Departmental General Park Maintenance General Emergency Reserves General Street Maintenance General Communications and Engagement General Fleet Services General Elections General Building Capital Projects Building Capital City Clerk General Street Capital Projects Street Capital Cable Television Cable Television Parks Capital Projects Parks Capital Employee Resources Department Equipment Capital Projects Equipment Capital Employee Resources General Water Utility Operations Water Utility Community Services Department Sanitary Sewer Utility Operations Sanitary Sewer Utility Parks and Recreation General Storm Water Utility Operations Storm Water Utility Springbrook Nature Center (SNC) SNC Finance Department Community Development Department Accounting General Building Inspections General Assessing General Planning General Information Technology (IT) General Rental Inspections General IT Capital Projects IT Capital Projects Solid Waste Abatement Solid Waste Abatement Water Utility Administration Water Utility Public Safety Department Sanitary Sewer Utility Administration Sanitary Sewer Utility Police General Storm Water Utility Administration Storm Water Utility Emergency Management General Municipal Liquor Municipal Liquor Fire General Police Activity Police Activity 5: Page 33 Jufn!5/ Basis of Accounting and Budgeting. Governmental funds are budgeted and accounted for using a current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included on the balance sheet. Reported fund balance is considered a measure of “available spendable resources.” Governmental fund operating statements represent increases (i.e., revenues, other financing sources) and decreases (i.e., expenditures, other financing uses) in net current assets. Proprietary funds are budgeted and accounted for on a flow of economic resources measurement focus. This means that all assets, including fixed assets, and all liabilities, including long–term liabilities, associated with their activity are included on their balance sheets. Their reported fund equity is segregated into contributed capital and retained earnings components. Proprietary fund type operating statements present increases (i.e., revenues) and decreases (i.e., expenses) in net total assets. Proprietary funds are accounted for using the accrual basis of accounting. Revenues are recognized when earned, and expenses are recorded at the time the liabilities are incurred. Governmental and fiduciary funds are budgeted and accounted for using the modified accrual basis of accounting. Their revenues are recognized when susceptible to accrual (i.e., when they become measurable and available). “Measurable” means the amount of the transaction can be determined and “available” means collectible with the current period or soon enough thereafter to be used to pay liabilities of the current period. Major revenues that are susceptible to accrual include property taxes (excluding delinquent taxes received over 60 days after year–end), special assessments, intergovernmental revenues, charges for services, and interest on investments. Major revenues that are not susceptible to accrual include fees and miscellaneous revenues; such revenues are recorded only as received because they are not measurable until collected. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred, except for principal and interest on general long–term debt, which is recognized when due. 61 Page 34 Jufn!5/ Budget Development Process. To ensure appropriate analysis and review for the City Council and staff, the City adheres to the following budget development schedule. 62 Page 35 Jufn!5/ Budget Assumptions and Considerations As part of the budget development process, the City makes a variety of assumptions regarding several factors or variables. Generally, these assumptions and other considerations include estimates or projections about compensation adjustments, economic conditions, inflationary pressures, insurance costs and non–property tax levy revenues, among other factors. Per the direction of the City Council, the City relies upon a conservative budget model. As a general rule, the City normally budgets for slightly less than anticipated revenues and slightly more than anticipated expenditures. The model tends to eliminate unanticipated budget variances and prevent budget “holes.” As such, the City makes limited modifications to external funding sources or revenues and alters anticipated expenditures using a three–year rolling average with adjustments based on specific needs identified by the City Council and/or City Manager. Figure No. 14 outlines a few of the assumptions used to form the annual budget. Figure No. 14: Major Budget Assumptions, Expenditures (Selected) Category Adjustment Comments Salaries/Wages (not including step movement) 3.0% For all City staff; per collective bargaining agreements. Health Insurance 12.0% Per current figures received from vendor. Worker’s Compensation Insurance 10.0% In anticipation of renewal cost, received LMC budget guide. Property/Casualty Insurance 10.0% In anticipation of renewal cost, received LMC budget guide. MCES Sanitary Sewer Utility Charge 6.63% Based on amount received from Met Council. Along with these assumptions, the annual budget remains consistent with the previous actions of the City Council and/or City Manager. Specifically, it relies upon guidance from various plans, including, but not limited to, the 2040 Comprehensive Plan, Focus of Fridley Strategic Plan, Active Transportation Plan, Americans with Disabilities Act (ADA) Transition Plan, Pavement Management Plan, and the University Avenue and Trunk Highway 65 Corridor Development Study. In addition to these plans and studies, the City Council or City Manager may execute agreements and/or contracts that also inform budget development, such as collective bargaining agreements, fringe benefit contracts, property leases and software maintenance agreements. 63 Page 36 Jufn!5/ Figure No. 15, on the next page, outlines the various revenue assumptions for the 2025 Budget. Generally, these revenue assumptions reflect adjustment to previous estimates based on market conditions and information known as of this date. Figure No. 15: Major Budget Assumptions, Revenues (Selected) CategoryAdjustmentComments Property Taxes (proposed tax levy) 7.68% Proposed, certified tax levy Licenses and Permits 9.14% Per trend and average redevelopment activity Intergovernmental 7.46% Primarily Local Affordable Housing Aid (transferred to HRA) Charges for Service 9.61% Primarily School Resource Officers (SROs), Public Safety security services and administrative charges/interfund chargebacks The 2025 Budget assumes a period of conservatively modest economic growth while keeping in mind the impacts of inflation and corresponding policy action. As mentioned, inflation has generally slowed, albeit much more prolonged, making the possibility of further federal funds rate decreases a possibility. While federal funds rate decreases can stimulate economic growth, they can have a negative impact on City revenues with lower investment rate earnings. Conservative revenue projections are included in this proposal to align with conservative growth projections of the economy. Property Tax In Minnesota, property tax administration typically occurs at the county–level of government with assistance from the Minnesota Department of Revenue. Although most counties provide property assessment services for their respective municipalities and townships, the City provides a local or City Assessor to determine the market value of every property within Fridley. The City opted for this model due to its considerable commercial/industrial property tax base. Per Minnesota Statute § 275.065, all home rule and statutory cities must certify a Property Tax Levy to their respective county auditor on or before five working days after December 20 in each year. For the City, the Property Tax Levy supports four separate budget areas: 1) General Fund; 2) Information Technology (IT) Capital Equipment Fund; 3) Springbrook Nature Center (SNC) Fund; and 4) various debt service funds. Process. Generally, the process for determining the property tax against any property begins with determining its estimated market value or the value of property as if it were sold in the open market under competitive circumstances. Per State law, the acceptable sales ratio of purchase price to assessed value must be 90% to 105%. 64 Page 37 Jufn!5/ Along with assessed or market value, each parcel receives a property class. These property classes correspond to Class Rates, which affect the amount of property tax assessable against each type of property. For example, the Class Rate for commercial/industrial properties is 2.0%, whereas the class rate for residential homestead property is 1.0%. Applying the Class Rate to the estimated assessed or market value determines the tax capacity of the individual parcel, and the aggregate of all property within the community may be referred to as the Net Tax Capacity. To calculate the property tax for a particular property, the City and/or county must determine the Property Tax Rate, or the Property Tax Levy as determined by the City Council as a fixed amount of money, divided by the Net Tax Capacity. By multiplying the Property Tax Rate by Class Rate by the estimated assessed or market value, the City and/or county determine the actual property tax payable by a given parcel subject to property tax. Pursuant to Minnesota Statute § 272.02, certain uses, such as places of worship or institutions of public charity, may be exempt from property taxes. Additionally, State law also permits certain valuation exclusions for property tax purposes, most notably for residential homesteads. Along with this form of property taxation, the State also allows for market value property tax referenda, a property tax against the assessed or market value of a property based on a rate established by State law or a local referendum. In Fridley, the City determines the property tax levy for the Springbrook Nature Center in this manner. Therefore, in order to determine the property taxes payable in any given year for a parcel, the City and/or county needs to perform both calculations based on net tax capacity and market value referenda. In addition to these property tax calculations, the City remains subject to the Fiscal Disparities Program, or a property tax base sharing program among the seven– county metropolitan area concerning commercial/industrial properties. The Fiscal Disparities Program is quite complex and beyond the scope of this budget document. Analysis. After performing the various property tax calculations, the City may determine its Net Tax Capacity and other pertinent property tax information. Figure No. 16, on the next page, describes the Net Tax Capacity for Fridley. Unlike other municipalities, the property tax base for the City is disproportionately commercial/industrial. In Minnesota, the average municipality would be between 30% and 40% commercial/industrial, making the City somewhat more sensitive to certain shifts in the economy. The figure also shows the shifting in tax base for 2025, with Commercial/Industrial and Residential Non-homestead (apartment, multi-family, etc.) encompassing more of the total tax capacity and Residential Homestead encompassing less. 65 Page 38 Jufn!5/ Net Tax Capacity by Classification –Net Tax Capacity by Classification – Payable 2024 Payable 2025 18% 15% 2% 1% 38%32% 46%48% Residential HomesteadResidential Homestead Commercial/IndustrialCommercial/Industrial Railroad/Public UtilityRailroad/Public Utility Residential, Non-HomesteadResidential, Non-Homestead Property Taxes Payable for 2024Property Taxes Payable for 2024 Property Taxes Payable for 2025 Median Median Value Homestead: $284,700Value Homestead: $284,700 Median Value Homestead: $288,900 66 Page 39 Jufn!5/ Based on this change, the estimated City property taxes for a residential homestead with amedianassessed value of $288,900for 2025 (compared to approximately $284,700for 2024) will increaseby approximately $24, from about $1,197for 2024 to approximately $1,221 for 2025. These projections are basedonproperty tax estimatesandmay be subject to change upon the release of audited property tax information by the County. Debt Service Like many local governments, the City finances some of its capital projects with debt. Generally, the process a municipalityuses to borrow money may be referred to as “bonding,” named for the most common type of indebtedness used by local governments. In its simplest terms, a municipal bond is a loan from a bond holder (i.e., investor) to the City (i.e., issuer or borrower) with an agreement to repay the loan over a fixed period with interest at certain intervals, usually semi–annually. The City services $73,355,000in outstanding debt. In total, the City will levy $4,911,706in property taxes to service outstanding debt in 2024 (collectible in 2025); the City does not plan to issue any debt as part of the 2025 Budget. Figure No. 18 outlines the debt service profile for the City. Figure No. 18: Outstanding Debt Service, December 31, 2024 SeriesTypeOutstanding PrincipalMaturity 2016AGeneral Obligation, Utility Revenue1,870,0002031 2017AGeneral Obligation, Capital Improvement40,245,0002042 2019AGeneral Obligation, Tax Increment9,510,0002035 2020AGeneral Obligation, Tax Increment1,680,0002026 2022AGeneral Obligation, Tax Abatement20,730,0002038 Total$74,035,000 67 Page 40 Jufn!5/ Using this debt service and market value for property taxes payable in 2024 of $4,378,541,100, the City currently maintains a total debt–to– market value ratio of approximately 1.68%. When excluding debt supported by utility revenues and tax increment, the total debt–to–market value ratio decreases to 1.37%. Assuming an estimated population of 29,590 in 2020, the per capita debt for the former is approximately $2,479 and about $2,028 for the latter; both amounts, and ratios are sustainable for the community. As of December 31, 2024, the City maintains an Aa2, or the third highest, credit rating from Moody’s Investors Service, Inc. In Minnesota, several sections of State law, as well as various Federal regulations, control the issuance, repayment and limits related to these, and other types of financial obligations applicable to municipalities. While most of these regulations are too complex for this budget document, the City regularly monitors its debt limit as controlled by Minnesota State 475.53, which limits so-called statutory debt to not more than three percent of the estimated market value of a municipality. Figure No. 19 addresses this limit as well as the statutory debt reserve established by administrative policy of the City Manager. Figure No. 19: Statutory Debt Limit, as of December 31, 2024 Criteria Action Value Estimated Market Value n/a $4,378,541,100 Estimated Debt Limit (per Minnesota Statute § 475.53) Multiply 3.0% Statutory Debt Limit Subtotal $131,356,233 General Obligation Debt, Paid Solely from Property Taxes Subtract $40,245,000 (excludes Tax Abatement as not part of debt limit) Unused Statutory Debt Limit Total $91,111,233 Statutory Debt Reserve Subtract $20,000,000 Remaining Statutory Debt Limit Total $71,111,233 68 Page 41 Jufn!5/ GENERAL FUND This section of the 2025 Budget provides information regarding the following departments and their respective divisions as supported by the General Fund: Summary; Legislative Department; CityManagementDepartment; Employee Resources Department: FinanceDepartment; Public SafetyDepartment; Public WorksDepartment; Parks & Recreation; and Community DevelopmentDepartment. 69 Page 42 Jufn!5/ General Fund Summary The 2025 Budget for the General Fund authorizes $24,293,300of expenditures, an increase of about $1,497,900or 7.3%, compared to the previous fiscal year. As outlined below, the 2025 Budget supports these expenditures with $24,293,300of revenues, resulting in the same increase as expenditures from the previous fiscal year. Based on the budget authority for 2025, the General Fund accounts for about 39.0% and 31.7% of all budgeted revenues and expenditures, respectively. 2026/2027 Forecast Assumptions: 4% Increase for Charges for Services Revenue 4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance) 3% Increase for SuppliesExpenditures 3% Increase for Other Services & Charges Expenditures 6: Page 43 Jufn!5/ General Fund Revenue. T he General Fund receives a variety of revenues to support City operations, including charges–for–service, intergovernmental aid, licenses and permits, and property taxes among other funding sources. Like most other municipalities, the property tax levy comprises most of the General Fund revenue. For 2025, property taxes represent about 66.4% of all revenues received by the fund. In total, the property tax levy for the General Fund totals about $16,098,300 in 2025, an increase of about $1,147,700 or 7.7% compared to the previous fiscal year. The 2025 Budget also assumes other changes to various revenue sources, including a $269,100 increase in charges for services, primarily for revenues received from the school resource officer contracts, security services provided by public safety and administrative charges/interfund chargebacks. There is also a $193,300 increase in intergovernmental aid, primary for local affordable housing aid received, which is then transferred to the HRA for carryout the applicable housing programs. For 2025, General Fund revenues total $24,293,300, an increase of $1,653,600 compared to the Adopted 2024 Budget. General Fund, Revenue Summary 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 - ActualBudgetBudget 202320242025 41 - Taxes42 - Special Assessments43 - Licenses and Permits 44 - Intergovernmental45 - Charges for Services46 - Fines and Forfeitures 47 - Miscellaneous49 - Other Financing Sources 71 Page 44 Jufn!5/ General Fund Expenditures. Consistent with previous years, the Public Safety Department continues to account for the plurality of General Fund expenditures accounting for about 49.2% of all budget authority in 2025, followed by Public Works Department at about 21.2% with all other departments accounting for about 29.6% of the expenditures for the General Fund. Figure No. 21 below outlines this breakdown in greater detail. Like previous years, Personnel Services account 78.51% of all General Fund expenditures and Other Services and Charges comprises about 16.9%, with the remaining balance supporting Supplies and Other Finance Uses. As part of the 2025 Budget, Personnel Services, which includes salaries and benefits, increased approximately $1,497,900, or 7.85% compared to the previous fiscal year, due to approved and anticipated market rate increases from negotiations of four Public Safety labor agreements, proposed progression through the City’s compensation plan for union and non-union employees, an anticipated worker’s compensation premium increase and a health insurance premium increase. For 2025, General Fund expenditures totaled $24,293,300, an increase of about $1,653,600 compared to the Adopted 2024 Budget. General Fund Expenditures by Department $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- ActualBudgetBudget 202320242025 11 - Legislative12 - City Management 13 - Finance14 - Non-departmental 21 - Public Safety31 - Public Works 41 - Parks and Recreation51 - Community Development 72 Page 45 Jufn!5/ General Fund, Expenditure Summary $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- ActualBudgetBudget 202320242025 61 - Personnel Services62 - Supplies63 - Other Services & Charges99 - Other Financing Uses This page was intentionally left blank. 73 Page 46 Jufn!5/ Department: Legislative Division: City Council(111)Mayor: Scott Lund Areas of Responsibility. The City Council sets policy for the City within guidelines of the City Charter and provides administrative directives through the City Manager. The City Council has two regular meetings scheduled each month for the purposesof setting policy and other official business. Four commissions provideadvice to the City Council: Charter, Planning, Parks and Recreation, Public Arts and Environmental Quality and EnergyCommissions. The Charter Commission is a semi–autonomous body charged with reviewing the City Charter;members are appointed by the Chief District Judge. 74 Page 47 Jufn!5/ Department: City Management Summary City Manager: Walter Wysopal Description. The City Management Department, also referred to generally as the City Manager’s Office, provides administrative and executive oversight for all City activities and projects. Specifically, the department includes the following divisions: City Management (also known as the City Manager’s Office); Communications and Engagement; Legal (City Attorney’s Office); Non–Departmental; Elections; City Clerk For operational and leadership purposes, Employee Resources functions as a standalone department despite being located within the City Manager’s Office (CMO). For strategic leadership purposes, it is served by a department-level position to reflect the organizational-wide responsibilities. It is structured as a division for budgetary purposes due to the number of financial resources under its oversight and control and is located within a grouping of similar sized functional areas within the CMO. 2024 Update. The City Management Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Communications and Engagement: The Division continued to innovate and improve the City government’s internal communications tools. The Division released a Request for Proposals to outsource the City’s recording and production of public meetings. A service agreement with North Metro Television was executed and the vendor is successfully performing the service. The Division began the process of updating the City’s website, which launched in the fall of 2024. A resident-first perspective was taken when analyzing the site’s content and structure, built off of community feedback and testing. The Division worked with each department to review every page to prioritize plain language and essential information. The Division coordinated the 2024 Resident survey, results of which help inform the legislative priorities of the City Council and operational procedures of departments. The Division orchestrated several valuable outreach events, such as the City Open House, Night to Unite, City-wide garage sales, and Conversations with the Council. It also provided support to other departments for their community engagement work. The Division crafted, implemented and trained staff on the City’s Language Access Plan. 75 Page 48 Jufn!5/ City Clerk: The Division continued to manage the City’s recodification project by updating the Public Nuisance and Lands and Buildings titles. The Division successfully completed an update to the City’s Data Practices Policy and authored a generative artificial intelligence (AI) policy. The Division led the City’s business licensing renewal process, ensuring cross-departmental coordination and customer satisfaction. Elections: There were three elections in 2024, all of which were successfully completed. The Division hired and trained over 120 Election Judges to administer voting at the City’s 10 precincts. Employee Resources: Employee Resources launched a training and development program called EMERGE. This innovative leadership development program provides a comprehensive platform for personal and professional growth, developing and improving leadership and core soft skills that are necessary to navigate the challenges of leadership in our dynamic organization. The group has met for full day, immersive development sessions, completed individual tasks and assignments and participated in regular mentor/mentee sessions. Employee Resources continues to focus on legislation passed by the Minnesota House and Senate, including laws related to paid sick and safe leave, paid family leave, labor relations, and adult use cannabis to ensure the city stays compliant and makes necessary adjustments as the legislature makes revisions. Employee Resources reviewed and revised the seasonal handbooks for public works and recreation, as well as the handbook for the liquor store staff. Additionally, policies were reviewed, revised, or created to address changing legislation or enhanced use of technology, including generative AI and electronic document routing. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Communications and Engagement: The Division will hire and onboard a new Communications Specialist position, which will help the Division expand its service offering to departments and improve the efficiency of existing processes and services. The Division will coordinate with Public Safety on expanded emergency communication strategies. The Division will lead the innovation of the City’s external communication tools such as FridleyMN.gov, the Performance Measures Report, Quarterly Public Safety Update, promotional emails and social media presence, PAFR and others. 76 Page 49 Jufn!5/ The Division will lead the innovation of the City’s internal communication tools such as the Annual Report, Inside Fridley, SharePoint and streamlined calendaring. The Division will support Citywide events through pre-event strategy and planning, event promotions, photography, etc. City Clerk The Division will continue to lead the charge on recodifying the City Code with the goal of completing the Licensing, Franchises, Utilities and Rights-of-Way and the Public Ways and Places titles. The Division will lead the work being done to the Licensing title of the Code to re-write many of the chapters and related business processes for licensing administration. The Division will lead an update the City’s agenda management system and implement a project management software to support organization-wide project initiatives. The Division will facilitate the City’s regulatory obligations to the emerging cannabis-related legislation by the State. The Division will implement a new Records Management Program to help support data practices Elections 2025 will be an off year for elections in the City unless the need for a special election arises. Employee Resources Employee Resources will continue to monitor legislation that enacts new or revised laws that impact employees, such as paid family leave, earned sick and safe time, labor relations rules and processes, MNOSHA standards, and notification requirements. In preparation of changing workforce demographics, including the expected retirements of the last of the “Baby Boomer” generation, more focus will be placed on workforce planning. This includes identifying key tasks and ensuring there is a continuity plan in place in the event the primary employee is unavailable. Additionally, reviewing organizational architecture to identify potential avenues for succession planning will be prioritized. The external labor market is expected to continue to place pressure on wages for staff. Employee Resources will monitor the market while also focusing on other benefits and workplace culture initiatives that improve retention. Lastly, our leadership development program targeting emerging leaders in the organization will enter its second year with a new co- hort. The success of the program this past year has led to the decision to grow the program in this next year, leading to the chance develop and hone the leadership skills of more employees within the organization. 77 Page 50 Jufn!5/ 78 Page 51 Jufn!5/ Division: City Management(City Manager’s Office) (121) Manager: Walter Wysopal Areas of Responsibility. The City Manager provides general administrative supervision for all City departments. This role includes review and approval of budgets, employee and labor management, and the development of policy recommendations for the City Council. The City Manager's Office also prepares City Council agendas and has responsibility for communication with staff, the City Council, the general public and other governmental agencies. 79 Page 52 Jufn!5/ Division: Legal (City Attorney’s Office)(124) Manager: Walter Wysopal Areas of Responsibility. The City Attorney’s Office provides legal counsel to the City Counciland City staff on legal issues orquestions and prosecutes criminal offenses. At present, two separate entities providethese services: 1) Kennedy and Graven, Chartered, for civil affairs; and 2)City of Coon Rapids, for criminal affairs. Kennedy and Graven, Charteredattends City Council meetings, provides legal opinions, and aids in the development of ordinances and resolutions. The City of Coon Rapidsprosecutes criminal offenses on behalf of the City. 7: Page 53 Jufn!5/ Division: Employee Resources (126) Director: Becca Hellegers Areas of Responsibility. The Employee Resources Divisions supports and maintains the human resources of the City. It addresses all human resources matters of the organization, including: compensation analysis; employee recruitment and retention; employee benefits; labor relations and negotiations; personnel regulation and policy compliance; and workforce development. The Employee Resources Division also works closely with the Accounting Division in support of payroll administration. 81 Page 54 Jufn!5/ Division: Communications and Engagement (127) Manager: Melissa Moore Areas of Responsibility. The Marketing and Communications Division supports the marketing and promotional efforts of the City, including: media relations; municipal liquor store marketing; newsletter production; social media management; special events and programs; and video production. Financially, the costs of its activities are shared with the Cable Television Fund (225). 82 Page 55 Jufn!5/ Division: City Clerk/Records Management (City Clerk’s Office) (128) Manager: Melissa Moore Areas of Responsibility. The City Clerk’s Office supervisesthe City's records management program and document imaging system; Minnesota GovernmentData Practices Actcompliance; and the Elections Division. It also maintains the City Code and City Charter, monitors local and state legislation, provide research and analysis services, draft city ordinances, resolutions, policiesand procedures, andprovide general information to public officials, general public and city personnel on various regulations. The City Clerk’s Office also serves as the staff liaison to the City Charter Commission. 83 Page 56 Jufn!5/ Division: Elections (129) Manager: Melissa Moore Areas of Responsibility. The Elections Division administerselections and works to minimize any delays experienced by voters. It also serves as an important impartial authority for encouraging voter registration, for recruiting and assigning election judges, assisting in the accuracy of the voting equipment, counting of ballots and the certification of elections results and petitions. 84 Page 57 Jufn!5/ Division: Non–Departmental (141) Manager: Walter Wysopal Areas of Responsibility. Established in 1990, the Non–Departmental Division accounts for those revenues and expenditures that are not easily allocated to more specific departments and/or divisions within the General Fund. Additionally, the division accounts for all property tax revenue received by the General Fund. 85 Page 58 Jufn!5/ Department: Finance Summary Director: Joe Starks Description. As an internal service department, the Finance Department provides advice, guidance and financial services for all other departments and divisions of the City. Additionally, the Department supervises the activities of the Municipal Liquor Division, which may be reviewed in greater detail in the Enterprise Fund section of this budget document. In addition to supervising the Municipal Liquor Division, the department includes the following divisions: Accounting; Assessing; Information Technology; 2024 Update. The Finance Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Creating resiliency with backup coverage in multiple areas. Started succession planning for the department. Accounting - Successfully created and distributed transparent, readily accessible and understandable easily understood financial reports that led to receiving three awards: the Certificate of Achievement for Excellence in Financial Reporting, Popular Annual Financial Reporting Award and the Distinguished Budget Presentation Award. Focused on professional development, which included the Assistant Finance Director being selected for the national GFOA Treasury and Investment Management Committee. IT - Upgraded virtual infrastructure, rolled out new active threat detection and response system and enhanced system monitoring and started quarterly staff technical training. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Continued contingency planning to ensure there is backup coverage in all areas. Continue fraud awareness and protection efforts City-wide. Continue succession planning for the department. Ensuring department’s software best meets our needs. Liquor – Continue to use upgraded security video system at Store #1 to ensure employee safety and gather evidence for the Fridley Police to prosecute and deter criminal activity within the store, analyzing current store locations against possible relocation and store sites within the City in order to maximize liquor operations profitability and monitoring the legalization of marijuana and its impact on liquor sales. 86 Page 59 Jufn!5/ Assessing – year-round PT staffing, continue pursuit of paperless processes for future data collection in the field with mobile devices and continued efforts to negotiate the best outcomes in defense of property tax petitions. IT – continue strengthening cybersecurity with tabletops and exploring zero trust, upgrade server and network infrastructure, focus on business continuity, disaster recovery, incident response planning, and provide ongoing staff training. Accounting – implementing paperless purchasing card system, streamline payment processing internally and continue to provide transparent, readily accessible and understandable financial reporting. Revisiting the City’s customer service area (front desk, utility billing) to ensure it’s a centralized process. 87 Page 60 Jufn!5/ Division: Accounting(131) Manager: Korrie Johnson Areas of Responsibility. The Accounting Division administers, supervises and plans for allthe City's financial activities. These activities include: financial reporting; utility billing andcollections; accounts payable and revenue collections; investmentsmanagement;debt management; risk management; grant management; payroll processing; and budget preparation. It providesfinancial information to the City Counciland City staff. The Accounting Division alsoprovides financialmanagementservices forthe Fridley Housing and Redevelopment Authority (HRA)and supervises the “front desk” of theFridley Civic Campus. 88 Page 61 Jufn!5/ Division: Assessing (City Assessor’s Office)(132) Manager: Patrick Maghrak Areas of Responsibility. The City Assessor’s Office implements variousproperty tax and valuation related statutesof the State of Minnesota (State)as they apply to the City. It classifies all taxable property and determines the appraised value of all real estate within the City. The divisionalso assists with special assessment, development review and other special projects, as assigned. 89 Page 62 Jufn!5/ Division: Information Technology(133) Manager: Mike Grundman Areas of Responsibility. The Information Technology Division provides information system support, networking support and application development for all City departments. It alsocoordinates the City's use of information technology through long–range planning, policy development and facilitates communication between the City and its citizens through development of the website and other information resources or tools. 8: Page 63 Jufn!5/ Department: Public Safety Summary Director: Ryan George Description. Established in 2018, the Public Safety Department supervises all public safety and emergency response activities and programs for the City. In addition to the Police Activity Fund (outlined in another section of the budget as a Special Revenue Fund), the department includes the following divisions: Police; Emergency Management; and Fire. 2024 Update. The Public Safety Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Fire Division Integration of 2 FTE firefighters has been instrumental in addressing staffing challenges and addressing consistency and accountability. Delivery of Engine 1 as well as Rescue 3 and Rescue 6 have been successful and are now in service. Recruitment and Retention continue to be a top priority and require more staff time and resources than ever before. Inspections and Community Health are excellent. Outreach and Training continue to improve with more opportunity. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Fire Division rd The top priority of the Fire Division in 2025 is the addition of an FTE Full-time firefighter (the 3 of 3 to fill 24-hour shifts). This addition not only addresses ongoing staffing challenges but helps in communication across all shifts and provide accountability to paid, on-call staff. As recruitment and retention continue to be the top challenge, the addition of full-time staff solidifies positions and can reduce the burden of hiring additional paid on call members. The existing full-time firefighter have taken on administrative duties such as: common area inspection, smoke alarm installations, maintenance, outreach, and many more. The primary administrative duty for the third firefighter is expected to be oversight of all training. 91 Page 64 Jufn!5/ 92 Page 65 Jufn!5/ Division: Police(211) Manager: Ryan George Areas of Responsibility. The Police Division promotes the safety of the City by partnering with the community to preserve life and protect property. It provides professional police services, including: law enforcement; crime investigation and prevention; apprehension of violators; and medical emergency response. The Police Division collaborates with the community through a school resources officer and other programs. Members of the Division also serve on various groups, such as the Anoka–Hennepin Narcotics and Violent Crimes Taskforce. In its efforts to address the needs of the City, the Police Division places an emphasis on community partnerships. 93 Page 66 Jufn!5/ Division: Emergency Management(215) Manager: Ryan George Areas of Responsibility. The Emergency Management Division plans and implements the response to local, regional and national emergencies on behalf of the City and in accordance with applicable guidelines or regulations. In addition to maintaining the Emergency Operations Center, the Division trains personnel for emergencies, supports a team of volunteer reservesand maintains the outdoor emergency warning sirens. 94 Page 67 Jufn!5/ Division: Fire(219) Manager: Maddison Zikmund Areas of Responsibility. The Fire Division provides emergency response and management for all hazards, including: fires, medical emergencies; rescues; and accidental releases of dangerous materials. It also conducts building and building plan inspections for fire code compliance. The Fire Division also supports a variety of community programs, such as the annual fire prevention training in local elementary schools. It offers 24–hour services through a team of full–time and paid–on–call firefighters. The Fire Division staff also serves on various interagency taskforces (e.g., Minnesota State Chemical Assessment Team for the North Metro). It operates two fire stations. 95 Page 68 Jufn!5/ Department: Public Works Summary Director: James Kosluchar Description. The Public Works Department is responsible for engineering, design and maintenance of City streets, sidewalks, parks, water, sanitary and storm water utility systems, City Hall and City Garage, and maintenance of equipment. Technical support in the form of surveys, drafting, research and utility location is provided by Engineering for the development of improvements plans, construction and safety programs for the City. T he department includes the following divisions: Facilities Management; Engineering; Street Lighting; Parks Maintenance; Utilities; Street Maintenance; and Fleet Services. 2024 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Department–wide: Review of Department policies, succession planning. Updating training and safety programs. Facilities: Additional services to new park building, working to provide support services Citywide. Planning for future staffing upon completion of Commons Park building. Added integration of security systems for facilities. Engineering: Large projects continue including Commons Park, University corridor projects, and joint projects with Anoka County. Seeking funding opportunities with Anoka County and MnDOT. Leading implementation of Parks Master Plan improvements. Working on updates to engineering standards and related ordinances. th Street Lighting: Updating plans for retrofit or abandonment of decorative streetlights on 57 Ave and Osborne Road. Plans completed, and construction awarded for the University Lighting project. Forestry: EAB and hazardous tree process streamlined with new equipment and updated GIS, administering private grant for removal of trees impacted by EAB. Parks Maintenance: Improving all trail/walk access year-round (incl. non-City routes); aid Parks Implementation Plan. Street Maintenance: Long-range planning on streets and trails citywide ongoing. Fleet Services: Initiating a review of real-time diagnostics for and stabilize the schedule for leased vehicles. 96 Page 69 Jufn!5/ 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Department–wide: Succession plan implementation will begin. Training and safety programs for new staff. Facilities: Services for new park buildings. Planning for future staffing upon completion of Commons Park building. Comprehensive evaluation of control / security system upgrades. Solar addition to Moore Lake Park. Engineering: Safe Street planning will occur, and we will continue seeking funding opportunities with Anoka County and MnDOT as rd corridor improvements are fully identified. Planning and design of 73 Avenue Corridor will be re-initiated. Leading implementation of Parks Master Plan improvements. Working to enhance division processes and procedures. Street Lighting: Administer construction of the University Lighting project, planning for City decorative lighting. Forestry: More private tree inspections and activity, administering private grant for removal of trees impacted by EAB. Re-evaluate and update EAB plan. Parks Maintenance: Complete planning to improve snow and ice response on trails/walks; establish new maintenance practices for park improvements. Street Maintenance: Identify jurisdictional changes to current City streets. Fleet Services: Optimize the schedule for leased vehicles and implement pooling. 97 Page 70 Jufn!5/ 98 Page 71 Jufn!5/ Division: Facilities Management(311) Manager: Jeff Jensen Areas of Responsibility. The Facilities Management Division m aintains the exteriors and interiors of theFridleyCivic Campus, Public Works Buildingand otherCitybuildings, as assigned. It strives to maintain all City facilitiesin a manner thatensures safety and extends theiruseful life. 99 Page 72 Jufn!5/ Division: Engineering(314) Manager: Brandon Brodhag Areas of Responsibility. The Engineering Division d evelops plans, sets specifications and determines estimates for capital improvement projects and programs. Itis alsoresponsible for the design and construction of streets, sanitary sewer collection systems, storm water facilities, and water treatment and distribution systems. TheEngineering Divisionalso maintains records on various projects in the City(i.e., “as–built”), and utility service locations. Also, the GIS Geographic Information System (GIS) functions are housed in the Engineering Division and maintain the mapping and graphics systemsfor the City. 9: Page 73 Jufn!5/ Division: Forestry (315) Manager: Jeff Jensen Areas of Responsibility. The Forestry Division provides for the health of the trees and other foliage of the City. Generally, it provides for maintenance of trees located in parks, streets and other areas either owned or operated by the City, including removal, replacement, planting, trimming and inspection services. The Forestry Division also provides for the removal and replacement of private trees consistent with tree replacement programming. :1 Page 74 Jufn!5/ Division: Park Maintenance (316) Manager: Jeff Jensen Areas of Responsibility. ThePark Maintenance Division plans, designs, constructs and maintains both the active and passive areas of the Park System in coordination with the Parks and Recreation Division. It also supports the activities of the Parks and Recreation Commission and assists with community celebrations and festivals. :2 Page 75 Jufn!5/ Division: Street Lighting (317) Manager: Jeff Jensen Areas of Responsibility. TheLighting Division maintains the overhead lighting throughout the City, including all park lights, streetlights, traffic signals and other lighting services. :3 Page 76 Jufn!5/ Division: Street Maintenance(318) Manager: JeffJensen Areas of Responsibility. TheStreet Maintenance Division performs the necessary tasks to reduce the depreciation and wear of City streets. It also strives to maintain the desirable standards of appearance, serviceability and safety, which includes street sweeping,repair of street surfaces, and snow and/or ice prevention and removal. :4 Page 77 Jufn!5/ Division: Fleet Services (319) Manager: Kelly Odenthal Areas of Responsibility. The Fleet Services Division provides for the maintenance and upkeep of all City–owned equipment and vehicles, including dump trucks, fire trucks, lawnmowers, passenger vehicles, pick–up trucks, squad cars and sport utility vehicles. It may also refer certain activities and repairs to external organizations, as need or required by warranty. :5 Page 78 Jufn!5/ Department: Parks & Recreation Director: Mike Maher Description. Recreation engages the community in a variety of year-round activities and events. In addition to supervising the Springbrook Nature Center (outlined in another section of the budget as a Special Revenue Fund), the department includes the following divisions: Parks and Recreation. 2023 Update. The Parks & Recreation Department made significant progress on several of the goals and objectives outlined in the Adopted 2023 Budget. Deer management was very successful with the fully permitted number of 30 deer being removed from Fridley. Having two interns has been very helpful to expand programming. Mondays at Moore Lake, Moore Lake Grand Opening, Rec and Roll, Adventure and Preschool Camps are all new or expanded programs Facility rental income has exceeded budgeted numbers, largely from Moore Lake Community Building and Locke Park Thus far, the City has been able to offer rentals without a designated staff member on site unless requested for an additional fee Staffing at Springbrook has been strong in 2024 with excellent candidates and several returning seasonal staff members Day camp revenues at Springbrook Nature Center has exceed budget to offset increases in seasonal wage rates 2024 Other Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Recreation We expect to hold steady in 2025 with no new budget requests and to focus on program and process improvement from increases and new facilities in 2024 such as Moore Lake Park and Locke Park Planning will be underway in 2025 for opening of a new facility (2026) and signature park at Commons and additional administrative and program staff may be requested to staff the facility and manage reservations May look to fill void in community for arts education after North Suburban Center for the Arts closing Springbrook Nature Center The Springbrook Interpretive Center will be 9 years old and has been seeing an increase in maintenance and repair costs Donations continue to be less of a factor since the completion of capital expansion at Springbrook Opportunity to expand preschool programming :6 Page 79 Jufn!5/ Division: Parks & Recreation (410) Manager: Margo Numedahl Areas of Responsibility. TheParks & Recreation Division provides a wide variety of year–round leisure activities, which contribute toward the physical, social and emotional well–being of participantsof all ages. It provides programs in the following areas: instructional recreation activities; competitive athletic leagues; fitness activities; special events; cultural arts; and outings. Beginning in 2020, this Parks & Recreation Division ceased operation ofa Senior Center. :7 Page 80 Jufn!5/ Department: Community Development Director: Scott Hickok Description. The Community Development Department coordinates and plans for all the different real estate developments in the City including: commercial; industrial; and residential (both single family and multi–family homes). The department promotes commercial and industrial development to expand the job base with livable wage employment opportunities and to increase the tax base. In addition to serving as the primary staff liaison to the Housing and Redevelopment Authority (HRA), the Planning Commission and the Environmental Quality and Energy Commission, the department includes the following divisions: Building Inspections; Planning; and Rental Inspections. 2024 Update. The Community Development Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Building Inspections Continued contract relations with Electrical Inspector, adjusted fees to be consistent with fees in other cities where the inspector also works. Continued to create efficiencies and familiarize all building staff with full operational benefits of CitizenServe Continued training as required to maintain certification of inspectors and provide additional training to Permit Technician/License Coordinator Planning Continued re-write of the Zoning Code. Staff took a broader view by engaging the consulting services of HKGI to complete a portion of the tasks to provide the highest level of customer clarity. Both plain text and graphics will be used to aid in making the Code easy to read and interpret. Continued future planning efforts at Mississippi and Central Continued to refine and perfect Code Enforcement process and data collection efforts, relative to further improving neighborhood appearances. Public Art Task Force was formed after 2023 Public Engagement efforts. The Task force became a Public Arts Commission in Mid- 2024. The first installment of a Public Art piece is anticipated by December 2024. Rental Inspections Brought CitizenServe on-line in March for all applications, letters, follow-up documentation, and financial data. Brought on two staff to replace to inspectors who retired early this year Modified 2 inspector positions from 32 hours/week, with benefits to 40 hours/week. :8 Page 81 Jufn!5/ 2025 Other Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Building Inspections Continued training as required to maintain certification of inspectors and provide additional training to Permit Technician/License Coordinator Continued contract relations with Electrical Inspector, adjusted fees to be consistent with fees in other cities where the inspector also works. Planning The Development at Mississippi and Central will see activity this year as the HRA and City Council have agreed upon the product-type they would like to see in this location. Platting, will be required to prepare the area for redevelopment and establishment of a Tax Increment District Work will continue with the Public Arts Commission to prepare a Public Arts Policy and Comprehensive Plan for future art placement and City beautification. Coordination with the Fridley Creative Arts Non-Profit will help fund future Art Installations th Work will continue the planning-side of the 57 Avenue Bridge project and associated work on Home Depot, Goodwill Site. The potential Platting of an additional pad site on the Home Depot Campus could occur with the Bridge area. Planning assistance will be critical. Potential assignments as necessary to facilitate transfer of Islands of Peace Park to County. Rental Inspections Continue inspections on the schedules defined to assure new units are dovetailed into a 3-year inspection rotation. New buildings are inspected after one year, then on the 3-year rotation. Anticipated a new fee schedule for rental inspection to keep pace with the costs of running the inspection program Continue to perfect CitizenServe to meet needs of Rental Division :9 Page 82 Jufn!5/ :: Page 83 Jufn!5/ Division: Building Inspections (511) Manager: Tony DeForge Areas of Responsibility. The Building Inspections Division enforces the building code and applicable ordinances within the City in order to prevent health and safety hazards. It also provides applicable information to homeowners and businesses and reviews building plans and provides coordination of inspections. 211 Page 84 Jufn!5/ Division: Planning (512) Manager: Stacy Stromberg Areas of Responsibility. The Planning Division oversees all land development activities and efforts in the City in compliance with the Comprehensive Plan. It also maintains compliance with ordinances related to public nuisances, subdivisions and zoning. The Planning Division serves as the liaison to the Planning Commission and the Environmental Quality and Energy Commission. It is also responsible for the administration of the various waste reduction programs provided by the City and partnering agencies. 212 Page 85 Jufn!5/ Division: Rental Inspections (514) Manager: Paul Bolin Areas of Responsibility. The Rental Inspections Division provides for the systematic inspection and licensing of all rental units located in the City. In doing so, it protects the health, safety and well–being of the Fridley community, and preserves valuable housing stock for current and future residents. 213 Page 86 Jufn!5/ SPECIAL REVENUE FUNDS This section of the 2025 Budget provides information regarding the following departments and their respective divisions as supported by Special Revenue Funds: Summary; Cable Television Fund; Solid Water Abatement (i.e., Recycling) Fund; Police Activity Fund; and Springbrook Nature Center Fund. Summary Special Revenue Funds are designed to account for the activities of a specific revenue source and are legally restricted for a specific purpose. At present, the City maintains budgetedfunds for Cable Television, Solid Waste Abatement (i.e., recycling), Police Activity and the Springbrook Nature Center(SNC). The City budgets for these funds in a similar manner to the General Fund. The 2025 Budget assumes a total of $1,875,000in Special Revenue Fund revenues, an increase of about $16,400or less than 1.0%, compared to the Adopted 2024 Budget, largely due to a recommended increase in the solid waste abatement fee for curbside recycling. Along with this increase, the 2025 Budget also includes about $18,100in additional expenditures, largely due to an increase in cost of the new curbside recycling contract in the Solid Waste Abatement Fund. 214 Page 87 Jufn!5/ Fund: Cable Television (225) Department: Community Services and Employee RelationsCity Manager: Wally Wysopal Division: Communications and EngagementManager: Melissa Moore Areas of Responsibility. The Cable TV Fund supports the Fridley Municipal Television Channel 17, website and social media programming as well as programming for Public Access Channel 15. All regular City Councilmeetingsare broadcast live and for playback on Channel 17. Staff produce more than 90 programs a year. The Cable TV Fund also provides equipment necessary for the operations of Channel 17. 215 Page 88 Jufn!5/ Fund: Solid Waste Abatement (237) Department: Community DevelopmentDirector: Scott Hickok Division: RecyclingCoordinator: Rachel Workin Areas of Responsibility.Established in 1991, the Solid Waste Abatement Fund supports various activities, including: curbside recycling; drop-off events to eliminate electronics and appliances; and marketing and educational activities. Generally, the Fund seeks to reduce or prevent items from entering the waste stream that may be handled in some other form or fashion. 216 Page 89 Jufn!5/ Fund: Police Activity (260) Department: Public SafetyDirector: Ryan George Division: PoliceManager: Steve Monsrud Areas of Responsibility. The Police Activity Fund receives grants and intergovernmental aiddesigned to support public safety activities. In most cases, the grants are provided on a reimbursement basis. However, in some situations, funds are provided in advance andexpended on specific activities or projects. The Police Activity Fund supportsthe Public Safety Data System (PSDS) System, a county–wide data sharing service for public safety agencies. The City physically houses the personnel associated with the PSDS System. 217 Page 90 Jufn!5/ Fund: Springbrook Nature (270) Department: Community Services and Employee RelationsDirector: Mike Maher Division: Springbrook Nature CenterManager: Tara Rogness Areas of Responsibility. The Springbrook Nature Center (SNC) Fund supports activities and programs related to the Springbrook Nature Center, a premier park and open space reserve. The fund also supports the maintenance and operation of the Interpretive Center, a multi– use facility that provides natural resources programming and classroom space. The SNC partners with local school districts and non–profits to provide a variety of educational opportunities. The entire park area may be explored by the general public. 218 Page 91 Jufn!5/ CAPITAL PROJECTFUNDS This section of the 2024 Budget provides information regarding the following funds and their respective divisions as supported by Enterprise Funds: Summary; Building Capital Projects Fund Street Capital Projects Fund; Parks Capital Projects Fund; Information Technology Capital Projects Fund; and Equipment Capital Projects Fund. For additional information and analysis regarding the 2025 Budget for the Capital Projects Funds, please refer to the 2025–2029 Capital Investment Programon the Finance page onthe City’s website.A summary of projects included in the 2025-2029 CIP is included in Volume 2. Summary Capital Projects Funds are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets. Often these funds make use of fund balances to finance the sometimes–extraordinary cost of certain capital projects. At present, the City maintains budgeted funds for Buildings, Streets, Parks, Information Technology and Equipment. The 2025 Budget includes a total of $19,372,200of Capital Projects Funds expenditures, an increaseof about $8,158,200, or about 72.8%, compared to the previous year. Generally, this increase may be attributed to the planned capital expenditures in the Streets Capital Projects Funds and planned Park System Improvement Plan. For the Streets Capital Projects Fund, the City plans to complete twomajor capital projects: 2025 Street Rehabilitation Project, with plans to spend approximately $1,120,000, and the University Avenue Lighting th Improvements Project, with plans to spend $2,200,000. Additionally, the City will be finishing design for the 57Avenue Bridge project, planning to spend $2,350,000 in design funded with state bonding. Forthe Parks Capital Projects Fund the City plans to spend approximately $7,325,000 related to the approvedPark System Improvement Plan. Consistent with City Council guidance, the City may ultimately expend about $30,000,000 on park system related capital projects over an approximate 8-yearperiod which began in 2023. 219 Page 92 Jufn!5/ Fund: Building Capital Projects (405) Department: Public WorksDirector: James Kosluchar The Building Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or majorrepairs of public buildings, including: the Fridley Civic Campus (i.e., City Hall, Police Station, Fire Station No. 1); the Public Works Building; and other municipal buildings that may not be otherwise supported by other Capital Project Funds. The City may also use the fund to finance the acquisition of real estate for the City and its component units. 21: Page 93 Jufn!5/ Fund: Streets Capital Projects (406) Department: Public WorksDirector: James Kosluchar The Street Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairsof transportation infrastructure, including: curb and gutter; bridges; sidewalks; streets; streetlights; traffic signals and signage; and trails. The City may expend funds on such facilities under its jurisdiction or in partnership with an area agency controlling similar assets within the City. 221 Page 94 Jufn!5/ Fund: Parks Capital Projects (407) Department: Public Works/Community Services and Employee ResourcesDirector: James Kosluchar/Mike Maher The Parks Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairsof parks and open spaces maintained by the City, including: community and neighborhood parks; playground and recreation equipment; recreation facilities; trails located in and around park units; and related activities. 222 Page 95 Jufn!5/ Fund: Information Technology Capital Projects (409) Department: FinanceDirector: Joe Starks The Information Technology (IT) Capital Projects Fund accounts for funds accumulated for the acquisition, expansion, improvement, replacementand/or major repairsof IT resources and systems, including: computers; enterprise–level or major software; networking equipment; servers; and other significant hardware. The IT Capital Projects Fund may not support ongoing IT costs or operations, such as licensing and maintenance fees. 223 Page 96 Jufn!5/ Fund: Equipment Capital Projects Fund (410) Department: FinanceDirector: Joe Starks The Equipment Capital Projects Fund, also known as the Capital Equipment Program (CEP) accounts for funds accumulated for theacquisition, replacementand/or major repairsof larger or more expensive equipment, including: public works and public safety vehicles and equipment; parks and landscaping equipment; and other major equipment needs as determined by the City Manager and City Council. 224 Page 97 Jufn!5/ ENTERPRISE FUNDS This section of the 2025 Budget provides information regarding the following funds and their respective divisions as supported by Enterprise Funds: Summary; Water Utility Fund; Sanitary Sewer Utility Fund; Storm Water Utility Fund; and Municipal Liquor Fund. For additional information and analysis regarding the various capital projects for EnterpriseFunds, please refer to the 2025–2029 CIP, found on the Finance page within the City’s website.A summary of projects included in the 2025-2029 CIP is included in Volume 2. Summary Enterprise Funds are funds designed to account for proprietary activities in which fees or rates are charged to external users for goods or services. At present, the City maintains such funds for Water Utility, Sanitary Sewer Utility, Storm Water Utility andMunicipal Liquor. For these funds, the City prepares a five–year budget projection for each fund and determinesthe appropriate fees and rates for end users. Additionally, the City regularly engages third–party consultants to review fund activities to ensure proper fund management and adequate financial resources. Ideally, these funds areself-sustaining, supporting both their operating and capital project needs. The 2025 Budget includes a total of $30,891,400of Enterprise Fund expenses, an increaseof about $5,397,800, or about 21.2%, compared to the previous year. Generally, this change may be attributed to an increase in capital outlay expenditures, whichare increasing $5,533,000or 111.7%. 225 Page 98 Jufn!5/ Fund: Water Utility Fund Department: Public Works Director: James Kosluchar Areas of Responsibility. The Water Utility Fund provides for the treatment, distribution, and metering of safe drinking water to properties within the City. The fund also maintains water pressure and fire hydrants used for fire suppression throughout the City. Additionally, the fund supports the cost of all debt service associated with capital improvements for the water utility. 2024 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Design for Locke Park WTP upgrade to address PFAS, began planning work on Tower 1 replacement plan, and planning for Commons Park WTP site. The Water Operations Division continued to work on funding for Locke Park WTP upgrade to address PFAS. Remaining ARPA funds were committed. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Construction of Locke Park WTP upgrade to address PFAS, planning for Commons Park WTP. 226 Page 99 Jufn!5/ Division: Administration and OperationsOperations Manager: Jason Wiehle Administration Manager: Korrie Johnson 2026/2027 Forecast Assumptions: 5% Increase for Water Utility Fee (Proprietary Revenue) in 2026 & 2027 4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance) 3% Increase for SuppliesExpenditures 3% Increase for Other Services & Charges Expenditures 227 Page 100 Jufn!5/ Division: Debt ServiceManager: Korrie Johnson 228 Page 101 Jufn!5/ Fund: Sanitary Sewer Utility Fund Department: Public Works Director: James Kosluchar Areas of Responsibility. The Sanitary Sewer Utility Fund provides for maintenance of trunk and collector sanitary sewer systems and sanitary sewer lift stations maintained by the City. The fund also provides support for wastewater treatment in concert with the Metropolitan Council. Additionally, the fund supports the cost of all debt service associated with capital improvements for the utility. 2024 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Cooperative work with MCES on Phase 1 Inflow/Infiltration study is being worked on. Remaining ARPA funds were committed. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Replace Apex Lift Station, Cooperative work with MCES on Inflow/Infiltration study. 229 Page 102 Jufn!5/ Division: Administration, Operations and CapitalOperations Manager: Jason Wiehle Administration Manager: Korrie Johnson 2026/2027 Forecast Assumptions: 5% Increase for Sanitary SewerUtility Fee (Proprietary Revenue) in 2026 & 2027 4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance) 3% Increase for SuppliesExpenditures 22: Page 103 Jufn!5/ Division: Debt ServiceManager: Korrie Johnson 231 Page 104 Jufn!5/ Fund: Storm Water Utility Fund Department: Public Works Director: James Kosluchar Areas of Responsibility. The Storm Water Utility Fund provides for maintenance of trunk and collector storm water systems maintained by the City. The fund also establishes and maintains improvements and programs provided to meet storm water quality objectives as established by the Metropolitan Council and other agencies. Additionally, the fund supports the cost of all debt service associated with capital improvements for the utility. 2024 Update. The Public Works Department made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Concluding work on operating procedures and ordinances with regard to new MS4 permit, developing an upgraded asset inventory and maintenance program. Remaining ARPA funds were committed. 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Storm Water Operations: Evaluate operations capabilities; requests for funding of additional TMDL projects. 232 Page 105 Jufn!5/ Division: Administration and OperationsOperations Manager: Jeff Jensen Administration Manager: Korrie Johnson 2026/2027 Forecast Assumptions: 4% Increase for Storm Water Utility Fee (Proprietary Revenue) in 2026 & 2027 4% Increase for Personnel Services Expenditures (includes wages, benefits and worker’s compensation insurance) 3% Increase for SuppliesExpenditures 233 Page 106 Jufn!5/ Division: Debt ServiceManager: Korrie Johnson 234 Page 107 Jufn!5/ Fund: Municipal Liquor Department: Finance Director: Joe Starks Areas of Responsibility. Established in 1949, the Municipal Liquor operation consists of two retail locations with annual sales in excess of $6,000,000 annually, with a portion of the net profits benefiting the General Fund and the Equipment Capital Projects Fund. Generally, the fund “pours its profits” back into the City and alleviates the property tax burden on businesses and residents of the community. The fund contains two divisions – one for each store. 2024 Update. The Finance Department and Municipal Liquor Division made significant progress on several of the goals and objectives outlined in the Adopted 2024 Budget. Continued analysis of liquor store enterprise and long-term options for Store #1 & Store #2, increased number of applications for open liquor store positions, implemented sick and safe time to part-time employees 2025 Significant Issues and Priorities. Along with the trends, there are several other significant issues or priorities, including but not limited to those mentioned below. Continue to use upgraded security video system at Store #1 to ensure employee safety and gather evidence for the Fridley Police to prosecute and deter criminal activity within the store, analyzing current store locations against possible relocation and store sites within the City in order to maximize liquor operations profitability and monitoring the legalization of marijuana and its impact on liquor sales. 235 Page 108 Jufn!5/ Division: Store No. 1Manager: Kyle Birkholz 236 Page 109 Jufn!5/ Division: Store No. 2 Manager: Kyle Birkholz 237 Page 110 Jufn!5/ This page was intentionallyleft blank. 238 Page 111 Jufn!5/ GLOSSARY Accounting System. The total structure of records and procedures which record, classify, summarize, and report information on the financial position and results of operations of a government or any of its funds, fund types, balanced account groups, or organizational components. Accounts Payable. A liability account reflecting amounts on an open account owing to private persons or organizations for goods and services received by a government. Accounts Receivable. An asset account reflecting amounts owing on an open account from private persons or organizations for goods and services furnished by a government. Accrual Basis of Accounting. Method of accounting that recognizes the financial effect of transactions, events, and interfund activity when they occur, regardless of the timing of the related cash flows. Adopted Budget. Refers to the budget amounts as originally approved by the city council at the beginning of the year and also to budget document which consolidates all beginning-of - the-year operating appropriations and new capital project appropriations. American Rescue Plan Act (ARPA). Funds delivered through the Coronavirus State and Local Fiscal Recovery Funds (SLRF) to state and local governments across the country to support their response to and recovery from the COVID-19 public health emergency. Appropriation. An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one-year period. Assessed Valuation. Valuation that a government sets on real estate or other property as a basis for levying taxes. Tax-exempt property is excluded from the assessable base. Assets. Property and equipment owned by a government which has monetary value. 239 Page 112 Jufn!5/ Audit. An audit is a systemic examination and evaluation of an organization’s financial records, conducted by an independent party, to determine whether the financial statements accurately reflect the organization’s financial position and compliance with relevant account standards. Balanced Budget. A budget in which the sources of funds (revenues) are equal to the uses (expenditures). Basis of Accounting. The technical term that describes the criteria governing the timing of the recognition of transactions and events. Bonds. A written promise to pay a specified sum of money called principal at specified dates, including interest at a designated time. Bonds are typically used for long-term debt. Budget. A financial operations plan of Final or adopted expenditures for a given period and the Final or adopted revenues to finance them. Capital Investment Program (CIP). A plan for capital expenditures to be incurred each year for a fixed period of years and the estimated resources to finance the projected expenditures. Capital Outlay or Expenditure. Expenditures which result in the acquisition of or addition to fixed assets which have a value of $10,000 or more and have a useful life of more than one year. Capital Project. The largely one-time cost for acquisition construction, improvement, replacement, or renovation of land, structures and improvements thereon. Capital Project Fund. Fund type used to account for financial resources that are restricted, committed, or assigned to expenditures for capital outlays including the acquisition or construction of capital facilities and other capital assets. Component Unit. A legally separate organization for which the City is financially accountable. Current Assets. Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Current Liabilities. Liabilities which are payable within one year. Debt. An obligation resulting from the borrowing of money or the purchase of goods or services. 23: Page 113 Jufn!5/ Debt Service Fund. Governmental fund type used to account for accumulations of resources that are restricted, committed, or assigned to expenditure for principal and interest. Deficit. An excess of expenditures over revenues, a loss in business operations. Depreciation. In accounting for depreciation, the cost of a fixed asset, less any salvage value is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. Division. A major organization unit within a department. Usually, divisions are responsible for carrying out a major component of the department. Encumbrance. Commitments related to unperformed (executor) contracts for goods or services. Enterprise Fund. Proprietary fund type used to report an activity for which a fee is charged to external users for goods or services. Expenditure/Expense. Where accounts are kept on the modified accrual or accrual basis of accounting, the cost of goods received, or services rendered. Fee. A general term used for any fixed charge levied by the government associated with providing a service permitting an activity or imposing a fine or penalty. Major types of fees include business and non-business licenses, fines, and user charges. Fiscal Disparities. A revenue sharing program comprised of local government units within the Twin Cities Metropolitan area. Under this program a portion of growth in commercial, industrial, and public utility property value of each community is contributed to a tax base sharing pool. Each community receives a distribution of property value from the pool based on market value and population of each city. Fiscal Year. The twelve–month period to which the annual budget applies and at the end of which the City determines its financial position. The City’s fiscal year is January 1st to December 31st. Fixed Asset. Long–term tangible assets which are “fixed” in nature, such as building, land, and equipment. Fund. An accounting entity with a self-balancing set of accounts in which assets, liabilities, and equity are recorded for a specific activity or objective. 241 Page 114 Jufn!5/ Fund Balance. Net position of a governmental fund (difference between assets, liabilities, deferred outflow of resources, and deferred inflows of resources). Governmental Accounting Standards Board (GASB). The authoritative accounting and financial reporting standard-setting body for state and local governments. Government Finance Officers Association (GFOA). An organization that represents public finance officials in the United States and Canada. General Fund. One of the five governmental fund types. The general fund typically serves as the chief operating fund of a government. The general fund is used to account for all financial resources not accounted for in some other fund. General Obligation (GO) Bonds. Bonds that are backed by the full faith and credit of the City. Goal. A statement of direction, purpose, or intent that describes the future state of condition or result to achieve. Governmental Funds. Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital project funds, and permanent funds. Grant. A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the state and federal governments. Housing and Redevelopment Authority (HRA) of the City of Fridley. The HRA was formed by the City to provide housing and redevelopment assistance to Richfield citizens and businesses. Infrastructure. Long-lived capital assets that normally are stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Intergovernmental Aid. Revenues from other governments in the form of grants, entitlements or shared revenues. Internal Service Fund. Proprietary fund type that may be used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government and its component units, or to other governments, on a cost-reimbursement basis. 242 Page 115 Jufn!5/ Investment. Securities permitted by law are purchased and held for the production of income in the form of interest. Liquidity. The amount of time that is expected to elapse until an asset is realized or otherwise converted into cash or until a liability must be paid. Local Government Aid (LGA). An aid program consisting of sales and income revenues collected by the State of Minnesota and redistributed to local governments to reduce local property tax burdens. Market Value. The value determined by the County Assessor for real estate or property used for levying taxes. Modified Accrual Basis. The basis of accounting which recognizes increases and decreases in financial resources only to the extent that they reflect near-term inflows or outflows of cash. Revenues are recognized to the degree that they are available to finance expenditures of the fiscal period. Similarly, debt service payments and a number of specific accrued liabilities are only recognized as expenditures when payment is due because it is only at that time that they normally are liquidated with expendable available financial resources. Municipal State Aid (MSA). An aid program consisting of gas tax revenues collected by the State of Minnesota redistributed to local governments for road improvements. Objective. An achievement that can be attained only if the attempts are made in a particular direction. Program. A group of activities, operations, or operational units directed to attain a specific purpose or objective. Project. A temporary endeavor with a beginning and an end and it must be used to create a unique product, service or result. Final Budget. The recommended city budget submitted by the city manager to the city council. Proprietary Fund. Funds that focus on the determination of operating income, changes in net position (or cost recovery), financial position, and cash flows. There are two types of proprietary funds: enterprise funds and internal service funds. Reserves. Funds set aside for unanticipated expenditures or unforeseen emergencies, as well as to have adequate working capital for current operating needs to avoid short-term borrowing. 243 Page 116 Jufn!5/ Retained Earnings. The amount of money an entity has left over after spending within a year. It is the amount by which an entity’s assets are greater than its liabilities. Revenue. Funds collected as income to offset operational expenditures including property taxes, charges for service, licenses and permits, etc. Special Assessment. A levy made against a property to defray all, or part of the cost of a capital improvement or service deemed to benefit that property. Special Revenue Fund. A fund established used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Tax Capacity Value. The taxable portion of the market value which is based on classification rates determined by the type of property tax. Tax Capacity Rate. The old “mill rate” derived in same manner mill rates were determined. Tax capacity rate is equal to levy divided by tax capacity (old, assessed value). New tax capacity rates will be expressed as percentages. Tax Increment Financing. Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of an area. Tax Levy. The amount of property taxes levied to finance operations that are not funded by other services. Taxes. Compulsory charges levied by a government to finance services performed for the common benefit. Working Capital. The difference between current assets and current liabilities. 244 Page 117 Jufn!5/ 245 Page 118 Jufn!5/ 246 Page 119 Jufn!5/ 247 Page 120 Jufn!5/ 248 Page 121 Jufn!5/ 249 Page 122 Jufn!5/ 24: Page 123 Jufn!5/ 251 Page 124 Jufn!5/ 252 Page 125 Jufn!5/ 253 Page 126 Jufn!5/ 254 Page 127 Jufn!5/ 255 Page 128 Jufn!5/ 256 Page 129 Jufn!5/ 257 Page 130 Jufn!5/ 258 Page 131 Jufn!5/ 259 Page 132 Jufn!5/ 25: Page 133 Jufn!5/ 261 Page 134 Jufn!5/ 262 Page 135 Jufn!5/ 263 Page 136 Jufn!5/ 264 Page 137 Jufn!5/ 265 Page 138 Jufn!5/ 266 Page 139 Jufn!5/ 267 Page 140 Jufn!5/ 268 Page 141 Jufn!5/ 269 Page 142 Jufn!5/ 26: Page 143 Jufn!5/ 271 Page 144 Jufn!5/ 272 Page 145 Jufn!5/ 273 Page 146 Jufn!5/ 274 Page 147 Jufn!5/ 275 Page 148 Jufn!5/ 276 Page 149 Jufn!5/ 277 Page 150 Jufn!5/ 278 Page 151 Jufn!5/ 279 Page 152 Jufn!5/ 27: Page 153 Jufn!5/ 281 Page 154 Jufn!5/ 282 Page 155 Jufn!5/ 283 Page 156 Jufn!5/ 284 Page 157 Jufn!5/ 285 Page 158 Jufn!5/ 286 Page 159 Jufn!5/ 287 Page 160 Jufn!5/ 288 Page 161 Jufn!5/ 289 Page 162 Jufn!5/ 28: Page 163 Jufn!5/ 291 Page 164 Jufn!5/ 292 Page 165 Jufn!5/ 293 Page 166 Jufn!5/ 294 Page 167 Jufn!5/ 295 Page 168 Jufn!5/ 296 Page 169 Jufn!5/ 297 Page 170 Jufn!5/ 298 Page 171 Jufn!5/ 299 Page 172 Jufn!5/ 29: Page 173 Jufn!5/ 2:1 Page 174 Jufn!5/ 2:2 Page 175 Jufn!5/ 2:3 Page 176 Jufn!5/ 2:4 Page 177 Jufn!5/ 2:5 Page 178 Jufn!5/ 2:6 Page 179 Jufn!5/ 2:7 Page 180 Jufn!5/ 2:8 Page 181 Jufn!5/ 2:9 Page 182 Jufn!5/ 2:: Page 183 Jufn!5/ 311 Page 184 Jufn!5/ 312 Page 185 Jufn!5/ 313 Page 186 Jufn!5/ 314 Page 187 Jufn!5/ 315 Page 188 Jufn!5/ 316 Page 189 Jufn!5/ 317 Page 190 Jufn!5/ City of Fridley, Minnesota Capital Investment Program 202-202 318 Jufn!5/ 319 Jufn!5/ TABLE OF CONTENTS Budget Guiding Principles Executive Summary Capital Project Funds Building Capital Projects 1 Street Capital Projects Park Capital Projects Information Technology Capital Projects Equipment Capital Projects Enterprise Funds Water Utility Sanitary Sewer Utility Storm Water Utility Municipal Liquor 31: Page 1 Jufn!5/ BUDGET AUTHORITY The Proposed Capital Investment Program (CIP) for the City of Fridley, Minnesota (City) for the Fiscal Year beginning January 1, 2025, and ending December 31, 2025. Pursuant to Section 7.04 and 7.05, and other applicable chapters or sections of the City Charter, this document and its associated volumes and appendices shall be considered the estimates as prepared by the City Manager and the complete financial plan for the City for the ensuing fiscal year(s). This document contains the sums to be raised and from what sources, and the sums to be spent and for what purposes. For the purposes of compliance, these documents shall be the Proposed 2025 Budget. With the support of the City Manager and other City staff, the City Council (Council) will formally adopt this budget on December 9, 2024. The Council and other officials involved in the development of this budget are listed below. Elected Officials 4 Year Terms Expiring December Mayor Scott J. Lund 2024 Councilmember, AtÏLarge David M. Ostwald 2024 Councilmember, Ward No. 1 Thomas C. Tillberry 2026 Councilmember, Ward No. 2 Ryan D. Evanson 2026 Councilmember, Ward No. 3 Ann R. Bolkcom 2026 Appointed Officials City Manager Walter T. Wysopal City Attorney, Civil Affairs Sarah J Sonsalla City Attorney, Criminal Affairs City of Coon Rapids City Clerk Melissa M. Moore Department Directors Director of Community Development Scott J. Hickok Director of Community Services Michael W. Maher Director of Employee Resources Rebecca A. Hellegers Director of Finance & City Treasurer Joseph A. Starks Director of Public Safety and Chief of Police Ryan N. George Director of Public Works and City Engineer James P. Kosluchar 321 Page 2 Jufn!5/ BUDGET ORGANIZATION Proposed Budget Structure The Proposed 2025 Budget for the City of Fridley, Minnesota (City, Fridley) contains the following volumes and supplemental budget documents and/or appendices. Figure No.1: Budget Structure and Volumes Volume TitleDescription No. I Budget Overview and A summary of the overall budget containing a brief history Summary of the organization, demographic and economic trends, organizational structure, budget summaries, major budget assumptions and factors, and analysis and discussion of budget decisions along with a review of fund balances and debt service. The summary also includes discussion of common budget terms and information about any underlying assumption and appendices, if needed. II Budget Detail and A detailed review of all budgeted revenues and Financial Reports expenditures, including personnel, supplies and contractual services. The volume represents the proposed operating budget for the purposes of budget authority and compliance. III Capital Investment A summary and detailed review of the various capital Program (CIP) budgets and funds of the City including individual project analysis and other considerations. The volume represents the proposed budget for the purposes of budget authority and compliance for all capital project funds. Other Financial Each volume and/or section of this budget are adopted in Management Policies compliance with the various financial management policies as adopted by the Council. For more information on these policies, please contact the Finance Department. 322 Page 3 Jufn!5/ GUIDING PRINCIPLES To guide and inform the development of the annual budget, the Council and City Manager rely on a series of guiding principles and documents, principally the Vision Statement, Organizational Values and the strategic plan, known as Focus on Fridley. Vision Statement In 2015, the Council adopted the following Vision Statement to generally guide the operations, programs and projects of the City. The Council reaffirmed this Vision Statement in 2019. We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. Organizational Values The Council also established three primary organizational values to guide the behavior and culture of the organization. In all things, the City shall be: Friendly, Responsive and Driven. Focus of Fridley In 2019, the Council, through two strategic planning workshops, met to discuss their ideas and thoughts for the City over the next two years. Using these discussions, the Council eventually compiled a strategic plan known as Focus on Fridley. Along with several specific projects, the Council identified five strategic goals or Ñfocus areasÒ to guide other City initiatives and programs. In no particular order, these Focus Areas are: 1. Community Identity and Relationship Building; 2. Public Safety and Environmental Stewardship; 3. Vibrant Neighborhoods and Places; 4. Financial Stability and Commercial Prosperity; and 5. Organizational Excellence. These Focus Areas provide guidance throughout the development of the Proposed 2024 Budget and serve as direction for daily activities and expenditures of the organization. Based on previous practices, the Council will likely conduct another strategic planning exercise in 2023, which will have a similar impact on the budget development process and planned expenditures. 323 Page 4 Jufn!5/ EXECUTIVE SUMMARY Introduction Annually, the Council, upon the recommendation of the City Manager, proposes a fiveÏyear Capital Investment Program (CIP) to provide for and maintain public facilities and equipment. As both a budgeting and planning tool, the CIP balances the finite resources of the City with the policy goals and objectives of the Council. The CIP and the associated capital projects differ from the operating budget as they often represent larger, individual or ÑoneÏtimeÒ financial obligations that may span several years (e.g., the construction of a new building). Generally, a capital project may include the acquisition of real estate, construction of public improvements and/or the purchase of equipment. Per City policy, the activity or project must exceed $10,000 for inclusion in the CIP generally. Along with the Guiding Principles outlined above, the CIP remains consistent with the actions and plans of the Council, including, but not limited to: 2040 Comprehensive Plan; Active Transportation Plan; Americans with Disabilities Act (ADA) Transition Plan; Pavement Management Plan; and the University Avenue and Trunk Highway 65 Corridor Development Study. In addition to these plans and studies, the Council adopts several agreements and/or contracts, which also modify the CIP. Lastly, the City adopted a new Park System Improvement Plan 2022, which will have a significant impact on capital planning and projects for the next 8 years. Budget Development Process Through an extensive process, the City, in concert with Anoka County and other agencies, identified various activities and capital projects eligible for inclusion in the CIP. The CIP seeks to both determine the full cost of the project (e.g., design, engineering, construction, inspection, operations) and assign appropriate funding or revenue sources accordingly. Given the limited resources of the City and the typically high cost of capital projects, the City rates all capital project requests using five priority categories. In order, they are: 1. Essential, Health or Safety Mandate; 2. Provide Efficiency or Return on Investment; 3. Provides LongÏTerm Benefit; 4. External Funding Available; and 5. Future Consideration. Many capital projects may be considered under multiple priority categories. In those situations, the capital project will be assigned the highest, applicable priority rating. The ratings are assigned by staff and are not necessarily reflective of the overall priorities of the CIP as approved by the Council. 324 Page 5 Jufn!5/ As mentioned above, the development process for the CIP requires several months of review and analysis. Despite this process, the City may add a capital project at any time based on the level of need (e.g., safety concern, legal mandate), consistent with the City Charter (Charter). Absent such a change, the CIP development typically follows the following schedule. Document Structure For accounting and budget development purposes, the City divides the CIP into several areas. Generally, there are two types of funds supporting capital projects: 1) Capital Project Funds; and 2) Enterprise Funds. For the purposes of this document, they are further divided into a total of nine sections as outlined on the next page. 325 Page 6 Jufn!5/ Figure No. 3: CIP Funds by Fund Type Capital Project Funds Enterprise Funds 1. No. 405, Building Capital Projects 1. No. 601, Water Utility 2. No. 406, Street Capital Projects 2. No. 602, Sanitary Sewer Utility 3. No. 407, Park Capital Projects 3. No. 603, Storm Water Utility 4. No. 409, IT Capital Projects 4. No. 609, Municipal Liquor 5. No. 410, Equipment Capital Projects More information and analysis concerning each area may be found in their respective section in the latter portions of this document. These sections include discussion about the allowable uses of the fund and/or section, project highlights or comments and further financial analysis. Lastly, only the first year of the CIP constitutes budget authority or the authorization to expend funds related to the respective capital projects per City regulations. The remaining four years may be considered a plan and are subject to change annually as part of the CIP development process. Financial Summary The Proposed 2025Ï2029 CIP contains 149 separate capital projects with planned expenditures totaling approximately $84,283,500 spread over the fiveÏyear plan. Over that same period, the City anticipates $84,283,500 in funding sources. In 2025, the City plans to expend $9,769,900 of fund balances from the five Capital Project Funds while not using cash balances in the four Enterprise Funds. Figure No. 4 outlines the revenue projections in greater detail. 326 Page 7 Jufn!5/ With respect to expenditures, the Proposed 2025Ï2029 CIP budgets approximately $30,120,000 for all capital projects across the various funds in 2025. Figure No. 5 outlines the proposed capital project costs in greater detail. Generally, the CIP expenditures for 2025 remain consistent with previous years. Figure No. 5: Capital Project Expenditures by Fund, 2025 0% 0% 2% 25% 27% 0% 10% 8% 6% 21% StreetStorm WaterWaterSanitary SewerCapital Equipment Cable TVParksIT ProjectsBuildingsLiquor External Funding. From time to time, the City may receive a grant or partner with another agency, such as a neighboring municipality, to accomplish certain capital projects. Figure No. 6 below outlines some of the various grants and contributions from external agencies anticipated as part of Proposed 2025Ï2029 CIP. Figure No. 6: Anticipated Capital Grant Awards Proposed 2025Ï2029 CIP Fund Project Year Amount Source th Streets Capital Project 57 Avenue Bridge 2025 $2,250,000 State Design Bonding Streets Capital Project University Avenue 2025 $1,800,000 Federal Lighting Improvement Storm Water Utility Sylvan Park Stormwater 2025 $1,500,000 Watershed Treatment 327 Page 8 Jufn!5/ Despite these external funding sources, the City may need to examine revenue alternatives for the various funds soon, which may include increases in chargesÏforÏservice, interfund loans from the Community Investment (CI) Fund and increased levy and revised allocations of local government aid (LGA). For example, the Proposed 2025Ï2029 CIP includes $26,000,00 in Provisional Projects th for the 57 Avenue Bridge Project. Unlike regular capital projects, the City has not yet identified funding sources for the Provisional Projects. These capital projects are for planning purposes only and do not confer or establish any official budget authority. Figure No. 7 below outlines the revenues and expenditures for the Proposed 2025Ï2029 CIP including the Provisional Projects. Figure No. 7: Capital Project Expenditures, by Funding Source 40,000,000 30,000,000 20,000,000 10,000,000 - BudgetProjectionProjectionProjectionProjection 20252026202720282029 StreetStorm WaterWaterSanitary Sewer Capital EquipmentParksIT ProjectsBuildings LiquorProvisional For more detailed analysis regarding any section of the CIP or greater information about a specific capital project, please refer to that CIP section or the capital project worksheet, respectively. Community Investment Fund. In 2019, the Council created the Community Investment (CI) Fund. Generally, the CI Fund shall be used to issue interfund loans to support the cost of longÏ term improvements to public utilities owned and operated by the City, specifically the Water, Sanitary Sewer and Storm Water Utilities. Upon repayment, the interest income earned on those interfund loans, or a certain amount of fund balance may be used to support the cost of park and recreation improvements throughout the City. As of December 31, 2023, the CI Fund maintained a cash balance of about $11,226,984. Future planned uses include approximately $10 million for the Park System Improvement Plan as well as a projected $1.3 million interfund loan to the Equipment Fund in 2026 to finance the replacement of the aerial apparatus fire truck. Repayment would begin in 2027. 328 Page 9 Jufn!5/ Fund Balance Thresholds. For public utilities, the City attempts to maintain a cash balance of 6 months of operating, debt service and anticipated capital costs. Due to the inclusion of capital costs, the cash balance threshold may fluctuate based on the activity of the given year. For the various funds included in the Proposed 2025Ï2029 CIP, the City maintains different cash or fund balance thresholds. These thresholds ensure that adequate resources are available to meet cash flow needs for carrying out the regular activities of the fund. The thresholds are based on the average expenditures over a fiveÏyear period plus any capital projects planned for a given year. They may also change based on the anticipated activity of the fund in question. These thresholds are outlined in Figure No. 8. Figure No. 8: Fund or Cash Balance Thresholds Fund No. Fund Threshold Basis 405 Building Capital Projects 35% Fund Balance 406 Street Capital Projects 35% Fund Balance 407 Park Capital Projects 35% Fund Balance 409 IT Capital Projects 35% Fund Balance 410 Equipment Capital Projects 35% Fund Balance 601 Water Utility 50% Cash Balance 602 Sanitary Sewer Utility 50% Cash Balance 603 Storm Water Utility 50% Cash Balance 609 Municipal Liquor 5% Cash Balance Conclusion Through thoughtful planning, a sensible use of financial resources and meaningful engagement with interested stakeholders, the Proposed 2025Ï2029 CIP makes transformative investments in the Fridley community. It builds upon the evergreen effort of the City Manager and Council to make the City a safe, vibrant, friendly, and stable home for families and businesses. Consistent with the process outlined above, the Council will consider final adoption of the Proposed 2025Ï2029 CIP on December 9, 2024, following additional review throughout the rest of the year. The remainder of this page intentionally left blank. 329 Page 10 Jufn!5/ City of Fridley, Minnesota Capital Investment Program 2025 thru 2029 EXPENDITURES BY FUND 20252026202720282029 FundBudgetProjectionProjectionProjectionProjectionTotal Street 7,615,000 1 ,770,000 1,150,000 2,045,000 1,550,000 14,130,000 Storm Water 3,016,000 2,526,000 1,461,500 1 ,213,000 1,933,000 10,149,500 Water 6,275,000 8,116,000 3,550,000931,000 3,230,000 22,102,000 Sanitary Sewer 1,740,000 1,349,000654,000 944,000 549,000 5,236,000 Capital Equipment 2,458,000 3 ,035,000 1,436,000 791,000 736,000 8,456,000 Cable TV - - - 10,000- 10,000 Parks 8,280,000 6 ,094,000 1,499,000 5,116,000 590,000 21,579,000 IT Projects 591,000 3 70,000 2 20,000 325,000 180,000 1,686,000 Buildings 70,000 1 70,000 7 0,000 120,000 420,000 850,000 Liquor 75,000 - - - - 75,000 Provisional 500,00071,000 3 00,000 26,000,0001,150,000 28,021,000 Total 30,191,000 23,235,000 15,254,0008,416,500 35,198,000 112,294,500 FUNDING SOURCES BY TYPE 20252026202720282029 TypeBudgetProjectionProjectionProjectionProjectionTotal (9,769,900)(3,414,900)(522,300)(4,400)(387,800)(14,099,300) Use of Fund Balances 87,200(4,193,300)(913,500)(2,617,300)(2,973,300)(3,793,189) Use of Cash Balances Total (9,682,700) (7,608,200) (1,435,800) (2,621,700) (3,361,100) (17,892,489) 32: Page 11 Jufn!5/ 331 Page 12 Jufn!5/ BUILDING CAPITAL PROJECTS Introduction and Allowable Uses The Building Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairs of public buildings, including: the Fridley Civic Campus (i.e., City Hall, Police Station, Fire Station No. 1); the Public Works Building; and other municipal buildings that may not be otherwise supported by other Capital Projects or Enterprise Funds. The City may also use the fund to finance the acquisition of real estate for the City and its component units. The primary funding sources for this fund include Local Government Aid (LGA) and transferÏin or repayment from the Housing and Redevelopment Authority (HRA) for a loan related to property acquisition for the Fridley Civic Campus. Project Highlights In 2025, the CIP for the Building Capital Projects Fund appropriates $70,000 of budget authority for: $50,000, Facility Security Improvements (Project No. 405Ï31Ï25150) $20,000, General Building Improvements (Project No. 405Ï31Ï25151) Financial Summary The Building Capital Projects Fund remains approximately $1,746,700 above the fund balance threshold established for the fund in 2025. Based on the projected level of capital project activity, the fund will remain above fund balance requirements through the end of the fiveÏyear projection, as outlined in Figure No. 9 on the following page. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes no Ñcarry-overÒ budget authority from 2024 in the Building Capital Projects Fund. Proposed 2025 Ï2029 CIP, Funding Sources and Expenditures $600,000 $2,000,000 $1,800,000 $500,000 $1,600,000 $1,400,000 $400,000 $1,200,000 $300,000 $1,000,000 $800,000 $200,000 $600,000 $400,000 $100,000 $200,000 $- $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesCapital Plan ExpendituresEnding Fund Balance 332 Page 13 Jufn!5/ BUILDING CAPITAL PROJECTS FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 405BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Interest on Investments$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 150,000 Total Funding Sources$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 150,000 Capital Plan Expenditures Total Expenditures$ 70,000$ 170,000$ 70,000$ 120,000$ 420,000$ 850,000 Surplus (deficiency) of funding sources over (under) expenditures$ (40,000)$ (140,000)$ (40,000)$ (90,000)$ (390,000)$ (700,000) Estimated Beginning Fund Balance 1,846,276 1,806,276 1,666,276 1,626,276 1,536,276 8,481,380 Estimated Ending Fund Balance$ 1,806,276$ 1,666,276$ 1,626,276$ 1,536,276$ 1,146,276$ 7,781,380 Fund Balance Requirement (35% of Average)$ 59,500$ 59,500$ 59,500$ 59,500$ 59,500$ 297,500 Difference ($) 1,746,776 1,606,776 1,566,776 1,476,776 1,086,776 7,483,880 333 Page 14 Jufn!5/ 334 Page 15 Jufn!5/ 335 Page 16 Jufn!5/ 336 Page 17 Jufn!5/ 337 Page 18 Jufn!5/ 338 Page 19 Jufn!5/ 339 Page 20 Jufn!5/ STREET CAPITAL PROJECTS Introduction and Allowable Uses The Street Capital Projects Fund accounts for funds accumulated for the acquisition, construction, improvement and/or major repairs of transportation infrastructure, including: curb and gutter; bridges; sidewalks; streets; streetlights; traffic signals and signage; and trails. The City may expend funds on such facilities under its jurisdiction or in partnership with an area agency controlling similar assets within the City. The primary funding sources for this fund include Federal grants, State Grants, Municipal State Aid (MSA) and special assessments. Additionally, the operating budget includes significant funding from a variety of sources for ongoing maintenance activities related to streets. Project Highlights In 2025, the CIP for the Street Capital Projects Fund appropriates $7,615,000 of budget authority for 13 capital projects, most notably: th $2,350,000, for the 57 Avenue Bridge Design (Project 406-31-25801) $2,200,000, for University Avenue Lightings Improvements (Project 406-31-31-24801) $1,120,000, for STÏ2025Ï01 for the rehabilitation of various concrete street segments and minor repairs to public utilities including Black Forest, North Innsbruck and South Innsbruck Neighborhoods (Project No. 406Ï31Ï 25001); $800,000, for the Mississippi Street Improvement Project Ï Phase II (Project No. 406Ï31Ï 25900); $555,000, for ADA Improvements (Project No. 406-31-25800); and $200,000, a transfer out to the General Fund to support the personnel costs associated with ÑinÏhouseÒ capital project administration, engineering, and inspection. Generally, the City does not budget personnel costs directly to capital project funds. Financial Summary During the initial analysis for the fund in early 2019, planned capital project expenditures exceeded available funding sources resulting in a negative fund balance beginning in 2022 and continuing for the foreseeable future. Based on that analysis and a desire of the Council not to reduce or eliminate planned capital projects, the Council reviewed several funding alternatives designed to improve the fund projection. As a result of these discussions, the Council implemented a hybrid funding solution, which included the levying of additional property taxes. In practice, the property tax changes allowed the Streets Capital Projects Fund to reallocate approximately $251,700 of street sealing expenditures annually, a traditionally operating budget cost, to the General Fund thereby providing more working capital for capital projects. 33: Page 21 Jufn!5/ The Council further augmented this funding strategy by amending the special assessment policy. In effect, the policy change increased the special assessments per property by approximately 15%, depending upon the given capital project, and allowed the City to seek a greater reimbursement for staff time associated with assessable capital projects. Generally, the combination of these changes improved the longÏterm solvency of the Streets Capital Project Fund. Shortly after the implementation of these changes, the Council, as a result of a resident petition from particular neighborhood, opened discussions about certain streets in the community experiencing earlier than expected deterioration. Generally, the City attributed this rapid deterioration to an industryÏwide change in certain asphalt formulas during the 1990s, which has since been corrected. Due to this challenge and interest from the community, the Council, upon recommendation of the City Manager, revised the Pavement Management Plan and modified Proposed 2022Ï2026 CIP to address the issue. For 2025, and moving forward, $280,000 in additional Local Government Aid (LGA) will be allocated to ensure the fund is able to meet fund balance requirements and fund necessary projects. The fund will remain in compliance with fund balance requirements through 2029. Figure No. 10 on the next page outlines the financial position of the fund over the fiveÏyear period excluding the provisional projects mentioned below. Based on the current revenue and expenditure levels, the Street Capital Projects Fund cannot support any additional capital projects without exhausting the existing fund balance. As such, the City shifted 2 capital projects from active to provisional status, including: $26,000,000, for 57th Avenue Bridge Construction (Project No. 406Ï31Ï24802); and $1,450,000, for Mississippi Street Improvement Project Ï Phase II. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $430,000 of ÑcarryÏoverÒ budget authority from 2023 in the Streets Capital Projects Fund. Figure No. 10: Street Capital Projects Fund Summary Proposed 2025 Ï2029 CIP, Funding Sources and Expenditures $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesCapital ProjectsEnding Fund BalanceMin Fund Balance 341 Page 22 Jufn!5/ STREET CAPITAL PROJECTS FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 406BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Municipal State Aid - State Aid/Muni Routes$ 1,400,000$ 450,000$ 125,000$ 725,000$ 425,000$ 3,125,000 Municipal State Aid - Local Routes 620,000 480,000 270,000 375,000 251,000 1,996,000 Local Government Aid 350,000 350,000 370,000 370,000 370,000 1,810,000 Federal Highway Funds 1,800,000 - - - 1,800,000- State Bonds 2,250,000 - - - 2,250,000- Special Assessments 740,000 550,000 410,000 625,000 554,000 2,879,000 Interest on Investments 30,000 30,000 30,000 30,000 30,000 150,000 g Sources$ 7,190,000$ 1,860,000$ 1,205,000$ 2,125,000$ 1,630,000$ 14,010,000 Total Fundin Capital Projects Engineering Division Transfer Out$ 200,000$ 180,000$ 180,000$ 180,000$ 180,000$ 920,000 Capital Plan Expenditures 7,615,000 1,770,000 1,150,000 2,045,000 1,550,000 14,130,000 penditures$ 7,815,000$ 1,950,000$ 1,330,000$ 2,225,000$ 1,730,000$ 15,050,000 Total Ex Surplus (deficiency) of funding sources over (under) expenditures$ (625,000)$ (90,000)$ (125,000)$ (100,000)$ (100,000)$ (1,040,000) Estimated Beginning Fund Balance 1,724,960 1,529,960 1,439,960 1,314,960 1,214,960 7,224,800 Projects Carried Forward from Prior Years 430,000 - - - - Estimated Ending Fund Balance$ 1,529,960$ 1,439,960$ 1,314,960$ 1,214,960$ 1,114,960$ 6,614,800 Fund Balance Requirement (35% of Average)$ 766,500$ 766,500$ 766,500$ 766,500$ 766,500$ 3,832,500 Difference ($) 763,460 673,460 548,460 448,460 348,460 2,782,300 Municipal State Aid Balances and Projections s (167,560)822,339 (207,459) (207,459) 77,642 317,502 Beginning Balance Municipal State Aid - State Aid Route Allocation of Municipal State Aid - State Aid Routes410,101 410,101 410,101 410,101 410,101 2,050,505 Usage of Municipal State Aid - State Aid Routes(1,400,000) (450,000) (125,000) (725,000) (425,000) (3,125,000) Ending Balance of Municipal State Aid - State Aid Routes(167,560)(207,459)77,642(522,358)62,743(756,993) Beginning Balance Municipal Local - Local Routes(568,294) (636,278) (564,261) (564,261) (282,245) (2,615,340) Allocation of Municipal Local - Local Routes552,016 552,016 552,016 552,016 552,016 2,760,082 Usage of Municipal Local - Local Routes(620,000) (480,000) (270,000) (375,000) (251,000) (1,996,000) Ending Balance of Municipal Local - Local Routes(636,278)(564,261)(282,245)(387,245)18,771(1,851,258) Total Municipal State Aid, Estimated Ending Balance(803,838)(771,721)(204,603)(909,603)81,514(2,608,251) Net, Fund Balance and Municipal State Aid726,122668,2391,110,357305,3571,196,4744,006,549 Funding Sources To Be Determined/Capital Project Contingent$ 26,000,000$ 300,000$ 1,150,000$ -$ 27,450,000-$ g Sources$ 26,000,000$ 300,000$ 1,150,000$ -$ 27,450,000-$ Total Fundin 342 Page 23 Jufn!5/ 343 Page 24 Jufn!5/ 344 Page 25 Jufn!5/ 345 Page 26 Jufn!5/ 346 Page 27 Jufn!5/ 347 Page 28 Jufn!5/ 348 Page 29 Jufn!5/ 349 Page 30 Jufn!5/ 34: Page 31 Jufn!5/ 351 Page 32 Jufn!5/ 352 Page 33 Jufn!5/ 353 Page 34 Jufn!5/ 354 Page 35 Jufn!5/ 355 Page 36 Jufn!5/ 356 Page 37 Jufn!5/ 357 Page 38 Jufn!5/ 358 Page 39 Jufn!5/ 359 Page 40 Jufn!5/ PARKS CAPITAL PROJECTS Introduction and Allowable Uses The Parks Capital Projects Fund accounts for funds accumulated for the acquisition, design, engineering, construction, improvement and/or major repairs of parks and open spaces maintained by the City, including: community and neighborhood parks; playground and recreation equipment; recreation facilities; trails located in and around park units; and related activities. The fund also supports capital project planned for the Springbrook Nature Center. The primary funding sources for this fund include the Community Investment Fund, LGA, park dedication fees and State grants. The transfersÏin from other funds may fluctuate based upon the performance of those funds. Project Highlights In 2025, the CIP for the Park Capital Projects Fund appropriates $8,280,000 of budget authority for 17 capital projects, most notably: $6,300,000, for Commons Park Improvements related to the PSIP (Project No. 407-31- 24710); $600,000, for SNC Boardwalk Trail Replacement (Project No. 407-31-25443) $331,000, for Sylvan Hills Park Improvements related to the PSIP (Project No. 407-31- 24706); $250,000, for Jubilee Park Improvements related to the PSIP (Project No. 407-31-25712); $150,000, for Locke Park Upgrades (Project No. 407-31-25601) and $144,000, for Oak Hill Park Improvements (Project No. 407-31-25709). Additionally, the fund includes $50,000 of budget authority for possible grant applications (Project No. 407Ï31Ï25600). The budget authority may only be expended to support matching requirements for qualified park and open space grants. In the past, the City often reallocated funds from other capital projects to support grant activities. However, this budget authority will allow the City to maximize external funding without unexpectedly impacting other capital projects. Financial Summary The City will use approximately $6,690,000 in bond proceeds (from bonds issued in 2022) to support 17 capital projects in 2025. The fund meets the fund balance threshold established by the Council; even with these higher expenditure levels for the Parks Capital Project Fund due to the approved Park System Improvement Plan. In 2022, the Council adopted the Park System Improvement Plan (Plan). Given the anticipated financial impact of the Plan, the Proposed 2025Ï2029 CIP temporarily suspends most fund activities to increase the resources generally available to implement the Plan and avoid any unnecessary or unplanned Park System improvements due to adoption of the Plan. During this transition, the Parks Capital Projects Fund will continue to support capital projects for the Springbrook Nature Center and to maintain the safety of the Park System. It will also provide budget authority for design and engineering costs related to the Plan. 35: Page 41 Jufn!5/ Through this approach, the fund may reserve additional monies to support anticipated Plan activities. The fund meets fund balance requirements through 2025 then drops below through 2029. The fund balance requirement is higher because of the Plan, though transfers from the CIF will continue to cover all Plan expenditures through the end of the program. Figure No. 11 outlines the financial position of the fund over the fiveÏyear period (excluding the Provisional Projects). Despite the needs associated with the Plan, the Proposed 2025Ï2029 CIP continues the reallocation $375,000 (or $75,000 annually) of municipal liquor proceeds, over the fiveÏyear period, from the Parks Capital Projects Fund to the Equipment Capital Projects Fund to support the planned replacement of an Aerial Platform Apparatus (i.e., ladder truck) in 2026 (Project No. 410Ï21Ï25901). As a result, all municipal liquor proceeds will be used to support capital equipment needs. Additionally, $475,000 (or $95,000 annually) in LGA is shifted to the Equipment Capital Projects Fund, IT Capital Projects Fund and Streets Capital Fund to support capital equipment, technology and streets infrastructure needs. The approved Plan includes approximately $30 mil. of improvements over an 8Ï10-year period. The recommendation from the PlanÔs Finance Advisory Committee, and approved by Council, includes funding the plan from approximately $21 mil. in bond proceeds from the issuance of General Obligation Tax Abatement Bonds, which were approved and issued in 2022. The remaining approximately $9 mil. will be funded from internal City funds, namely the Community Investment Fund. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $346,000 in ÑcarryÏoverÒ budget authority from 2024 in the Parks Capital Projects Fund. Figure No. 11: Parks Capital Projects Fund Summary Proposed 2025 -2029 CIP, Funding Sources and Expenditures $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesCapital Plan ExpendituresEnding Fund Balance 361 Page 42 Jufn!5/ PARKS CAPITAL PROJECTS FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 407BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Local Government Aid$ 30,000-$ 30,000$ 30,000 30,000 120,000$ Park Dedication Fees5,000 5,000 5,000 5,000 5,000 25,000 Federal Grant40,000 - - - - 40,000 Interest on Investments180,000 80,000 77,500 77,500 77,500 492,500 To Be Determined (For Grant Matching)50,000 50,000 50,000 50,000 50,000 250,000 State Grant Funds 572,000 - - - - 572,000 Community Investment Fund (Transfer In) 2,785,400- 1,530,900 5,147,900 360,000 9,824,200 Total Funding Sources$ 847,000$ 2,950,400$ 1,693,400$ 5,310,400$ 522,500$ 11,323,700 Capital Plan Expenditures$ 8,280,000$ 6,094,000$ 1,499,000$ 5,116,000$ 590,00021,579,000 Engineering Division Transfer Out158,200162,500166,900166,900171,400825,900 Total Expenditures$ 8,438,200$ 6,256,500$ 1,665,900$ 5,282,900$ 761,400$ 22,404,900 Surplus (deficiency) of funding sources over (under) expenditures$ (7,591,200)$ (3,306,100)$ 27,500$ 27,500$ (238,900)$ (11,081,200) Estimated Beginning Fund Balance 12,305,254 5,060,054 1,753,954 1,781,454 1,808,954 22,709,670 Projects Carried Forward from Prior Years 346,000 Estimated Ending Fund Balance$ 5,060,054$ 1,753,954$ 1,781,454$ 1,808,954$ 1,570,054$ 11,974,470 Fund Balance Requirement (35% of Average)$ 1,568,343$ 1,568,343$ 1,568,343$ 1,568,343$ 1,568,343$ 7,841,715 Difference ($) 3,491,711 185,611 213,111 240,611 1,711 4,132,755 362 Page 43 Jufn!5/ 363 Page 44 Jufn!5/ 364 Page 45 Jufn!5/ 365 Page 46 Jufn!5/ 366 Page 47 Jufn!5/ 367 Page 48 Jufn!5/ 368 Page 49 Jufn!5/ 369 Page 50 Jufn!5/ 36: Page 51 Jufn!5/ 371 Page 52 Jufn!5/ 372 Page 53 Jufn!5/ 373 Page 54 Jufn!5/ 374 Page 55 Jufn!5/ 375 Page 56 Jufn!5/ 376 Page 57 Jufn!5/ 377 Page 58 Jufn!5/ 378 Page 59 Jufn!5/ 379 Page 60 Jufn!5/ 37: Page 61 Jufn!5/ 381 Page 62 Jufn!5/ 382 Page 63 Jufn!5/ 383 Page 64 Jufn!5/ 384 Page 65 Jufn!5/ 385 Page 66 Jufn!5/ 386 Page 67 Jufn!5/ 387 Page 68 Jufn!5/ INFORMATION TECHNOLOGY CAPITAL PROJECTS Introduction and Allowable Uses The Information Technology (IT) Capital Projects Fund accounts for funds accumulated for the acquisition, expansion, improvement, replacement and/or major repairs of IT resources and systems, including: computers; enterpriseÏlevel or major software; networking equipment; servers; and other significant hardware. The IT Capital Projects Fund may not support ongoing IT costs or operations, such as licensing and maintenance fees. The primary funding sources for this fund include LGA, property taxes and State grants. At present, no other CIP section receives property tax support for its activities or projects. Project Highlights In 2025, the CIP for the IT Capital Projects Fund appropriates $591,000 of budget authority for 12 capital projects, most notably: $275,000, for Network Switch Replacement (Project No. 409-13-25301) $130,000, for the regular replacement of various computers, servers, network equipment and peripheral devices as well as the purchase of new equipment as determined by the annual IT Project Schedule and associated threeÏyear strategic plan (Project No. 409Ï13Ï 25001), and $47,000, for a criminal justice information system upgrade for the purchase and implementation of several security systems (Project No. 409Ï13Ï24300); In addition to these activities, the IT Capital Projects Fund supports the research and development of technology solutions for the City through an annual appropriation of $10,000 in the form of an ÑInformation Technology Innovation SetÏAsideÒ (Project No. 409Ï13Ï25003). Generally, the setÏ aside allows the City to respond in the timelier fashion to the technology needs of the organization and technology developments outside of the regular CIP development schedule. Regardless of the capital project, all expenditures supported by the IT Capital Project Fund must be consistent with the IT System Principles as authorized by the City Manager in 2019. Financial Summary Due to the planned level of expenditures, the City will use approximately $157,700 of fund balance in 2025. The fund will be about $16,300 below the fund balance threshold in 2025 and, based on the projected expenditures, will not meet the fund balance threshold until 2027. Figure No. 12 outlines the planned activities and corresponding change in fund balance. Given the cost pressure on the fund over the projection period, the Proposed 2025Ï2029 CIP assumes an eight percent increase in the property tax levy for the IT Capital Project Fund annually through 2026. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $30,000 ÑcarryÏoverÒ budget authority for 2024 in the IT Capital Projects Fund. 388 Page 69 Jufn!5/ Figure No. 12: Information Technology Fund Summary Proposed 2025 -2029 CIP, Funding Sources and Expenditures $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesCapital Plan ExpendituresEnding Fund Balance The remainder of this page intentionally left blank. 389 Page 70 Jufn!5/ INFORMATION TECHNOLOGY CAPITAL PROJECTS FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 409BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Property Taxes$ 86,300$ 93,200$ 96,000$ 98,900$ 101,900$ 476,300 Local Government Aid 330,000 270,000 150,000 200,000 200,000 1,150,000 Interest on Investments 17,000 17,000 17,000 17,000 17,000 85,000 Total Funding Sources$ 433,300$ 380,200$ 263,000$ 315,900$ 318,900$ 1,711,300 Capital Plan Expenditures Total Expenditures$ 591,000$ 370,000$ 220,000$ 325,000$ 200,000$ 1,706,000 Surplus (deficiency) of funding sources over (under) expenditures$ (157,700)$ 10,200$ 43,000$ (9,100)$ 118,900$ 5,300 Estimated Beginning Fund Balance 230,809 103,109 113,309 156,309 147,209 750,745 Projects Carried Forward from Prior Years 30,000 - - - - 30,000 Estimated Ending Fund Balance$ 103,109$ 113,309$ 156,309$ 147,209$ 266,109$ 786,045 Fund Balance Requirement (35% of Average)$ 119,420$ 119,420$ 119,420$ 119,420$ 119,420$ 597,100 Difference ($) (16,311) (6,111) 36,889 27,789 146,689 188,945 38: Page 71 Jufn!5/ 391 Page 72 Jufn!5/ 392 Page 73 Jufn!5/ 393 Page 74 Jufn!5/ 394 Page 75 Jufn!5/ 395 Page 76 Jufn!5/ 396 Page 77 Jufn!5/ 397 Page 78 Jufn!5/ 398 Page 79 Jufn!5/ 399 Page 80 Jufn!5/ 39: Page 81 Jufn!5/ 3:1 Page 82 Jufn!5/ 3:2 Page 83 Jufn!5/ 3:3 Page 84 Jufn!5/ 3:4 Page 85 Jufn!5/ 3:5 Page 86 Jufn!5/ 3:6 Page 87 Jufn!5/ 3:7 Page 88 Jufn!5/ 3:8 Page 89 Jufn!5/ 3:9 Page 90 Jufn!5/ 3:: Page 91 Jufn!5/ 411 Page 92 Jufn!5/ 412 Page 93 Jufn!5/ 413 Page 94 Jufn!5/ EQUIPMENT CAPITAL PROJECTS Introduction and Allowable Uses The Equipment Capital Projects Fund, also known as the Capital Equipment Program (CEP), accounts for funds accumulated for the acquisition, lease, replacement and/or major repairs of larger or more expensive equipment, including: public works and public safety vehicles and equipment; parks and landscaping equipment; and other major equipment needs as determined by the City Manager and Council. The primary funding sources for this fund includes auction proceeds, LGA, municipal liquor store proceeds and utility fees (if applicable). Additionally, the City no longer makes use of equipment certificates or other forms of debt to finance the acquisition or replacement of equipment. Unlike the other sections of the CIP, the CEP may reference other capital project or enterprise funds as funding sources to support the acquisition or replacement of vehicles and equipment. As such, the CEP allows the City to budget and plan for equipment needs across the entire organization and through a unified process. Project Highlights In 2025, the CIP for the Equipment Capital Projects Fund appropriates $2,458,000 of budget authority for 28 capital projects, most notably: $415,000, for Critical Incident Mitigation, De-Escalation Rescue Vehicle (Project No. 410Ï 21Ï25101); $305,000, for Asphalt Paver and Trailer Replacement (Project No. 410-31-25801); $250,000, for Public Safety Communications Upgrade (Project No. 410-21-25105); $229,000, for Dump Truck and Equipment Replacement (Project No. 410-31-24801); and $176,000, for Officer Protection, Safety and Health Equipment (Project No. 410-21-25103). Financial Summary Due to the planned level of expenditures, the City will use approximately $250,000 of fund balance in 2025. The fund is in compliance with fund balance requirements and remains so until 2029, except for being about $12,400 below the requirement in 2027. The significant decrease in fund balance may be primarily attributed to the planned replacement of the Aerial Platform Apparatus (i.e., ladder truck) in 2026 (Project No. 410Ï21Ï26901). Given the financial stress placed on the fund by these major equipment replacements, the Proposed 2025Ï 2029 CIP continues the increased reallocation by $375,000 (or $75,000 annually) of municipal liquor proceeds, over the fiveÏyear period, from the Parks Capital Projects Fund to the Equipment Capital Projects Fund. Additionally, $425,000 (or $85,000 annually) in LGA is shifted to the Equipment Capital Projects Fund, from the Parks Capital Project Fund, to support capital equipment needs. Even with these changes, the fund is scheduled to borrow approximately $1,300,000 in 2026 from the Community Investment Fund in order to purchase the ladder truck. 414 Page 95 Jufn!5/ Additionally, the City Manager, following a review by the Council, authorized the use of longÏterm leases in lieu of acquisition for certain vehicles, most notably for the Public Works and Community Development Departments. By leasing certain vehicles, the City may reduce the overall cost of ownership by acquiring, then selling vehicles sooner to realize higher resale or tradeÏin values. This program also provides the City with a safer, more fullÏefficient fleet, requiring less repair, which better protects staff and reduces operating costs. Figure No. 13 outlines the planned activities and corresponding change in fund balance. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $317,000 in ÑcarryÏoverÒ budget authority from 2024 in the Equipment Capital Projects Fund. Figure No. 13: Capital Equipment Fund Summary Proposed 2025 -2029 CIP, Funding Sources and Expenditures $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesCapital Plan ExpendituresEnding Fund Balance 415 Page 96 Jufn!5/ EQUIPMENT CAPITAL PROJECTS FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 410BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Local Government Aid$ 585,000$ 790,000$ 890,000$ 840,000$ 840,000$ 3,945,000 Public Safety Aid 591,000 - - - 591,000 Liquor Store Proceeds (Transfer) 250,000 250,000 250,000 250,000 250,000 1,250,000 Interest on Investments 15,000 15,000 15,000 15,000 15,000 75,000 Interfund loan 1,300,000- - - 1,300,000- State Grants 52,000 - - - - 52,000 Auction Proceeds 200,000 200,000 200,000 200,000 200,000 1,000,000 Total Funding Sources$ 1,102,000$ 3,146,000$ 1,355,000$ 1,305,000$ 1,305,000$ 8,213,000 Capital Plan Expenditures$ 2,458,000$ 3,035,000$ 1,436,000$ 791,000$ 736,000$ 8,456,000 Interfund Loan Principal + Interest 346,800 346,800 346,800 1,040,400 Total Expenditures$ 2,458,000$ 3,035,000$ 1,782,800$ 1,137,800$ 1,082,800$ 9,496,400 Surplus (deficiency) of funding sources over (under) expenditures$ (1,356,000)$ 111,000$ (427,800)$ 167,200$ 222,200 (1,283,400) Estimated Beginning Fund Balance 2,008,142 969,142 1,080,142 652,342 819,542 5,529,310 Projects Carried Forward from Prior Years 317,000 317,000 Estimated Ending Fund Balance$ 969,142$ 1,080,142$ 652,342$ 819,542$ 1,041,742 4,562,910 Fund Balance Requirement (35% of Average)$ 664,748$ 664,748$ 664,748$ 664,748$ 664,748 3,323,740 Difference ($) 304,394 415,394 (12,406) 154,794 376,994 1,239,170 416 Page 97 Jufn!5/ 417 Page 98 Jufn!5/ 418 Page 99 Jufn!5/ 419 Page 100 Jufn!5/ 41: Page 101 Jufn!5/ 421 Page 102 Jufn!5/ 422 Page 103 Jufn!5/ 423 Page 104 Jufn!5/ 424 Page 105 Jufn!5/ 425 Page 106 Jufn!5/ 426 Page 107 Jufn!5/ 427 Page 108 Jufn!5/ 428 Page 109 Jufn!5/ 429 Page 110 Jufn!5/ 42: Page 111 Jufn!5/ 431 Page 112 Jufn!5/ 432 Page 113 Jufn!5/ 433 Page 114 Jufn!5/ 434 Page 115 Jufn!5/ 435 Page 116 Jufn!5/ 436 Page 117 Jufn!5/ 437 Page 118 Jufn!5/ 438 Page 119 Jufn!5/ 439 Page 120 Jufn!5/ 43: Page 121 Jufn!5/ 441 Page 122 Jufn!5/ 442 Page 123 Jufn!5/ 443 Page 124 Jufn!5/ 444 Page 125 Jufn!5/ 445 Page 126 Jufn!5/ 446 Page 127 Jufn!5/ 447 Page 128 Jufn!5/ 448 Page 129 Jufn!5/ 449 Page 130 Jufn!5/ 44: Page 131 Jufn!5/ 451 Page 132 Jufn!5/ 452 Page 133 Jufn!5/ 453 Page 134 Jufn!5/ 454 Page 135 Jufn!5/ 455 Page 136 Jufn!5/ 456 Page 137 Jufn!5/ 457 Page 138 Jufn!5/ WATER UTILITY Introduction and Allowable Uses The Water Utility Fund accounts for funds accumulated for the operational and capital expenses related to the public water utility owned and operated by the City. For the purposes of the CIP, this section contains budget authority for capital projects related to the acquisition, expansion, improvement, replacement and/or major repairs of water utility facilities and systems, including: fire hydrants; pumps; water mains; water treatment facilities; water towers; wells; and their associated components. The primary funding sources for this fund includes the CI Fund, State grants and water utility fees. Annually, the Council reviews and adopts water utility rates and charges to finance these activities. Project Highlights In 2025, the CIP for the Water Utility Fund appropriates $6,275,000 of budget authority for 12 capital projects, most notably: $3,300,000, for the Locke Park Water Treatment Plant (WTP) Granular Activated Carbon (GAC) Treatment Upgrades Project (Project No. 601-60-25194); $1,150,000, for a new distribution system extension-watermain (Project 601-60-25101); $900,000, to support the reconstruction, rehabilitation, and interconnection of the existing water distribution system in conjunction with annual street rehabilitation project(s) and other street improvements (Project No. 601Ï60Ï25406); and $400,000, for storage retrofits and conditioning (Project No. 601Ï60Ï25192). The public utility funds and their associated CIP sections typically contain capital projects in conjunction with the street improvement planned in the Street Capital Projects Fund. Generally, the City accomplishes these expansions, improvements, or reconstruction of the water utility system in concert with these other capital project in order to reduce the additional costs and further service disruptions from a standÏalone public utility project. Financial Summary The Water Utility Fund will be below the cash balance threshold in 2025 and be above for 2026 and 2027 and then go below the threshold for 2028 and 2029. Additionally, the Water Utility Fund will continue repayment of an interfund loan from the CI Fund for the previously completed Locke Park Water Treatment Plant Rehabilitation Project. Per the terms authorized by the Council, the fund will transfer out approximately $422,000 to the CI Fund annually for 10 years which began in 2020. The interest income from these this interfund loan will be used to support eligible parks and recreation capital projects. The project having the biggest impact on the fund is the Locke Park Water Treatment Plant (WTP) Granular Activated Carbon (GAC) Treatment Upgrades Project, with a projected cost of $6,600,000 between 2025 and 2026. The project has been in provisional status for a number of years as the City awaited funding from the State. The City recently received word the project has been placed on the Draft Drinking Water Revolving Fund 2025 Intended Use Plan (IUP) in the Fundable category. 458 Page 139 Jufn!5/ It is listed as a New Emerging Contaminants project, and while eligible, no determination is made at this time whether the project is eligible for loan forgiveness of up to $3 Mil. under the Disadvantaged Community Principal Forgiveness or Water Infrastructure Funding programs. The revenue projection assumes a 5% increase in water sales annually to support this as well as ordinary capital project expenses, to better maintain appropriate cash balance levels and service interfund loan payments. Should the City be guaranteed for loan forgiveness, rate increases would likely be lower in the future. Figure No. 14 below outlines the planned activities and corresponding change in fund balance. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $1,115,000 in ÑcarryÏoverÒ budget authority for 2024 in the Water Utility Fund. Figure No. 14: Water Utility Fund Summary Proposed 2025 -2029 CIP, Funding Sources and Expenditures $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesNon-Capital ExpensesCapital Plan Expenses Ending Fund BalanceCash Ending Balance 459 Page 140 Jufn!5/ WATER UTILITY FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 601BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Water Utility Fees$ 4,809,700$ 5,050,200$ 5,302,700$ 5,567,800$ 5,846,200$ 26,576,600 Interest on Investments 101,500 103,600 105,700 107,800 110,000 528,600 Bond Proceeds 3,300,000 3,300,000 - - 6,600,000- Total Funding Sources$ 8,211,200$ 8,453,800$ 5,408,400$ 5,675,600$ 5,956,200$ 33,705,200 Non-Capital Expenses Operating Expenses $ 2,494,100$ 2,568,900$ 2,646,000$ 2,725,400$ 2,807,200$ 13,241,600 Debt Service 331,500 730,200 730,200 730,200 730,200 3,252,300 Depreciation 1,010,000 1,015,100 1,020,200 1,025,300 1,030,400 5,101,000 Interfund Loan 583,400 589,400 422,000 422,000 422,000 2,438,800 Subtotal Non-capital Expenses$ 4,419,000$ 4,903,600$ 4,818,400$ 4,902,900$ 4,989,800$ 24,033,700 Capital Plan Expenses Subtotal Capital Plan Expenses$ 6,275,000$ 8,116,000$ 931,000$ 3,550,000$ 3,230,000$ 22,102,000 Total Expenses$ 10,694,000$ 13,019,600$ 5,749,400$ 8,452,900$ 8,219,800$ 46,135,700 Surplus (deficiency) of funding sources over (under) Expenses$ 3,792,200$ 3,550,200$ 590,000$ 772,700$ 966,400$ 9,671,500 Estimated Beginning Fund Balance 18,738,102 22,530,302 26,080,502 26,670,502 27,443,202 121,462,610 Projects Carried Forward from Prior Years 1,115,000 - - - - Estimated Ending Fund Balance$ 22,530,302$ 26,080,502$ 26,670,502$ 27,443,202$ 28,409,602$ 131,134,110 Cash Balance Floor (6 months Operating/DS/Capital)10,720,0503,406,2005,785,8005,785,8005,462,380 Cash Ending Balance8,812,4555,261,7555,940,9553,509,7554,707,755 Difference(1,907,595)1,855,555155,155(2,276,045)(754,625) 45: Page 141 Jufn!5/ 461 Page 142 Jufn!5/ 462 Page 143 Jufn!5/ 463 Page 144 Jufn!5/ 464 Page 145 Jufn!5/ 465 Page 146 Jufn!5/ 466 Page 147 Jufn!5/ 467 Page 148 Jufn!5/ 468 Page 149 Jufn!5/ 469 Page 150 Jufn!5/ 46: Page 151 Jufn!5/ 471 Page 152 Jufn!5/ 472 Page 153 Jufn!5/ 473 Page 154 Jufn!5/ 474 Page 155 Jufn!5/ 475 Page 156 Jufn!5/ 476 Page 157 Jufn!5/ 477 Page 158 Jufn!5/ 478 Page 159 Jufn!5/ 479 Page 160 Jufn!5/ 47: Page 161 Jufn!5/ 481 Page 162 Jufn!5/ SANITARY SEWER UTILITY Introduction and Allowable Uses The Sanitary Sewer Utility Fund accounts for funds accumulated for the operational and capital expenses related to the public sanitary sewer utility owned and operated by the City in concert with the Metropolitan Council. For the purposes of the CIP, this section contains budget authority related to the acquisition, expansion, improvement, replacement and/or major repairs of sanitary sewer utility facilities and systems, including: lift stations; sanitary sewer pipelining and replacement; sanitary sewer force mains; collectorsÔ expansion and reconstruction; and their associated components. The primary funding sources for this fund includes the CI Fund, State grants and sanitary sewer utility fees. Annually, the Council reviews and adopts utility rates and charges to support these activities. Project Highlights In 2024, the CIP for the Sanitary Sewer Utility Fund appropriates $1,740,000 of budget authority for 7 capital projects, including: $1,473,000, for sanitary sewer lift station rehabilitation (Project No. 602-60-24519). The public utility funds and their associated CIP sections typically contain capital projects in conjunction with the street improvements planned in the Street Capital Projects Fund or CIP. Generally, the City accomplishes these expansions, improvements or reconstruction of the sanitary sewer utility system in concert with these other capital project in order to reduce the additional costs and further disruption of a standÏalone public utility project. Financial Summary The Sanitary Sewer Utility Fund will be about $530,400 below the cash balance threshold established by the Council in 2025 and will remain below cash balance thresholds through 2029. A 5.5% rate increase is budgeted for 2025. The City may need to consider increasing this rate in future years as the MCES disposal fee that comprises nearly 80% of all operating expenditures increased 6.63% from 2024 to 2025. 482 Page 163 Jufn!5/ Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $277,500 in ÑcarryÏoverÒ budget authority from 2024 in the Sanitary Sewer Utility Fund. Figure No. 15: Sanitary Sewer Utility Fund Summary Proposed 2025 -2029 CIP, Funding Sources and Expenditures $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- BudgetProjectionProjectionProjectionProjection 20252026202720282029 Funding SourcesNon-Capital ExpensesCapital Expenses Ending Fund BalanceEnding Cash Balance 483 Page 164 Jufn!5/ SANITARY SEWER UTILITY FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 602BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Sanitary Sewer Utility Fees$ 7,701,000$ 8,009,000$ 8,329,400$ 8,662,600$ 9,009,100$ 41,711,100 Interest on Investments 45,000 36,800 45,900 45,900 37,500 211,100 American Rescue Funds 195,500 - - - - 195,500 Total Funding Sources$ 7,941,500$ 8,045,800$ 8,375,300$ 8,708,500$ 9,046,600$ 42,117,700 Non-Capital Expenses Operating Expenses$ 1,039,100$ 1,070,300$ 1,102,400$ 1,135,500$ 1,169,600$ 5,516,900 Sewer Service Charge 5,830,900 6,064,100 6,306,700 6,559,000 6,821,400 31,582,100 Depreciation 415,000 417,100 419,200 421,300 423,400 2,096,000 Interfund Loan 46,800 45,800 - - - 92,600 Subtotal Non-capital Expenses$ 7,331,800$ 7,597,300$ 7,828,300$ 8,115,800$ 8,414,400$ 39,287,600 Capital Expenses Subtotal Capital Plan Expenses$ 1,740,000$ 654,000$ 1,349,000$ 944,000$ 549,000$ 5,236,000 Total Expenses$ 9,071,800$ 8,251,300$ 9,177,300$ 9,059,800$ 8,963,400$ 44,523,600 Surplus (deficiency) of funding sources over (under) expenses$ 609,700$ 448,500$ 547,000$ 592,700$ 632,200$ 2,830,100 Estimated Beginning Fund Balance 11,616,314 12,226,014 12,674,514 13,221,514 13,814,214 63,552,570 Projects Carried Forward from Prior Years 277,500 Estimated Ending Fund Balance$ 12,226,014$ 12,674,514$ 13,221,514$ 13,814,214$ 14,446,414$ 66,382,670 Cash Balance Floor (6 months Operating/DS/Capital)4,221,2005,053,5504,757,1004,544,5004,757,100 Cash Ending Balance3,690,8183,902,4183,519,6183,972,4184,026,218 Difference(530,382)(1,151,132)(1,237,482)(572,082)(730,882) 484 Page 165 Jufn!5/ 485 Page 166 Jufn!5/ 486 Page 167 Jufn!5/ 487 Page 168 Jufn!5/ 488 Page 169 Jufn!5/ 489 Page 170 Jufn!5/ 48: Page 171 Jufn!5/ 491 Page 172 Jufn!5/ 492 Page 173 Jufn!5/ 493 Page 174 Jufn!5/ 494 Page 175 Jufn!5/ 495 Page 176 Jufn!5/ 496 Page 177 Jufn!5/ 497 Page 178 Jufn!5/ STORM WATER UTILITY Introduction and Allowable Uses The Storm Water Utility Fund accounts for funds accumulated for the operational and capital expenses related to the public storm water utility owned and operated by the City. For the purposes of the CIP, this section contains budget authority for capital projects related to the acquisition, expansion, improvement, replacement and/or major repairs of storm water utility facilities and systems, including: flood control; sediment removal; storm water mains and collectors expansion and reconstruction; storm water pond maintenance; water quality improvements; and their associated components. The primary funding sources for this fund includes storm water utility fees. Annually, the Council reviews and adopts utility rates and charges to support these activities. Project Highlights In 2025, the CIP for the Storm Water Utility Fund appropriates $3,016,000 of budget authority for 9 capital projects, most notably: $1,500,000, for the Sylvan Park Storm Water Treatment System (Project 603-60-25468); $430,000, for Watershed District Water Quality Projects (Project 603-60-25102); $400,000, for Storm Water System Upgrades (Project 603-60-25101); $250,000, for TMDL Water Quality Projects (Project 603-60-25467); and $220,000, for storm water system upgrades with street projects (Project No. 603Ï60Ï 25406). In addition to these activities, the public utility funds and their associated CIP sections typically contain capital projects in conjunction with the street improvement planned in the Street Capital Projects Fund or CIP. Generally, the City accomplishes these expansions, improvements, or reconstruction of the storm water utility system in concert with these other capital project in order to reduce the additional costs and further disruption of a standÏalone public utility project. Financial Summary The Storm Water Utility Fund stays above the cash balance threshold through 2028, falling below the threshold in 2029. The cash balance remains healthy despite the significant, ongoing investment by the City in the storm water system. In fact, between 2025 and 2029, the City will spend an estimated $10,149,500 on storm water system related improvements. At this point in time, no interfund loans are in the five-year horizon. 498 Page 179 Jufn!5/ Based on these current cash balance estimates for the Storm Water Utility Fund, the Proposed 2025Ï2029 CIP assumes a 10% increase in storm water utility rate annually through 2026 before returning to a more typical 4% increase for 2027 forward. Generally, these rate changes will support ordinary capital project expenses, maintain appropriate cash balances and service scheduled debt payments while responding to guidance from the Council not to reduce or eliminate planned capital projects. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $765,000 in ÑcarryÏoverÒ budget authority from 2024 in the Storm Water Utility Fund. The remainder of this page intentionally left blank. 499 Page 180 Jufn!5/ STORM WATER UTILITY FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 603BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Storm Water Utility Fees$ 2,320,000$ 2,412,800$ 2,509,300$ 2,609,700$ 2,714,100$ 12,565,900 Special Assessments 400 600 600 600 600 2,800 Watershed Grants 1,575,000 - - - 1,575,000- Interest on Investments 45,000 36,700 45,900 45,900 37,400 210,900 Total Funding Sources$ 3,940,400$ 2,450,100$ 2,555,800$ 2,656,200$ 2,752,100$ 14,354,600 Non-Capital Expenses Operating Expenses$ 1,167,300$ 1,202,300$ 1,238,400$ 1,275,600$ 1,313,900$ 6,197,500 Depreciation 410,000 412,100 414,200 416,300 418,400 2,071,000 Interfund Loan 36,300 30,500 - - - 66,800 Subtotal Operating Expenses$ 1,613,600$ 1,644,900$ 1,652,600$ 1,691,900$ 1,732,300$ 8,335,300 Capital Expenses Subtotal Capital Plan Expenses$ 3,016,000$ 2,526,000$ 1,461,500$ 1,213,000$ 1,933,000$ 10,149,500 Total Expenses$ 4,629,600$ 4,170,900$ 3,114,100$ 2,904,900$ 3,665,300$ 18,484,800 Surplus (deficiency) of funding sources over (under) Expenses$ 2,326,800$ 805,200$ 903,200$ 964,300$ 1,019,800$ 6,019,300 Estimated Beginning Fund Balance 12,869,581 15,196,381 16,001,581 16,904,781 17,869,081 78,841,405 Projects Carried Forward from Prior Years 765,000 - - - - Estimated Ending Fund Balance$ 15,196,381$ 16,001,581$ 16,904,781$ 17,869,081$ 18,888,881$ 84,860,705 Cash Balance Floor (6 months Operating/DS/Capital)3,157,6502,080,7002,589,9502,716,4502,663,010 Cash Ending Balance 4,320,343 3,011,643 2,867,543 3,179,243 2,372,743 Difference 1,162,693 930,943 277,593 462,793 (290,267) 49: Page 181 Jufn!5/ 4:1 Page 182 Jufn!5/ 4:2 Page 183 Jufn!5/ 4:3 Page 184 Jufn!5/ 4:4 Page 185 Jufn!5/ 4:5 Page 186 Jufn!5/ 4:6 Page 187 Jufn!5/ 4:7 Page 188 Jufn!5/ 4:8 Page 189 Jufn!5/ 4:9 Page 190 Jufn!5/ 4:: Page 191 Jufn!5/ 511 Page 192 Jufn!5/ 512 Page 193 Jufn!5/ 513 Page 194 Jufn!5/ 514 Page 195 Jufn!5/ 515 Page 196 Jufn!5/ MUNICIPAL LIQUOR Introduction and Allowable Uses The Municipal Liquor Fund accounts for funds accumulated for the operational and capital expenses related to the sale of beer, wine and liquor by the City. For the purposes of the CIP, this section contains budget authority related to the acquisition, expansion, improvement, replacement and/or major repairs for the two municipal liquor stores operated by the City, including: building and cooler improvements; furnishings and furniture; information technology; real estate; security systems; and signage. The primary funding sources for this fund includes the proceeds from the sale of beer, wine and liquor, and other miscellaneous items sold by the municipal liquor stores. Project Highlights In 2025, the CIP for the Municipal Liquor Fund appropriates $75,000 of budget authority for 2 capital projects: $55,000, for Store #2 Security System Improvements (Project No. 609-69-25103); and $20,000, for Liquor Store Virtual Server Replacement (Project No. 609-69-25101). Financial Summary In 2025, the Municipal Liquor Fund will remain approximately $1,236,700 above the cash balance threshold established by the Council and will continue to stay above threshold requirements through 2029. These additional monies may be used to support further investments in the two municipal liquor store locations over the next five years or transferred to other capital project funds to finance specific capital projects. Generally, the City attributes the strong performance of the Municipal Liquor Fund in 2020 and 2021 to a shift in consumer habits related to the outbreak of COVIDÏ19. Sales have dropped from historic levels during the pandemic but are at or above pre-pandemic levels. The Municipal Liquor Fund will continue to undertake a series of improvements while attempting to maintain its longÏstanding obligations to other funds as well as the appeal and efficient operation of its facilities. Figure No. 17 on the following page outlines the project fund activity through 2029. Budget Reallocation. Based on current expenditure activity, the Proposed 2025Ï2029 CIP assumes $55,000 of ÑcarryÏoverÒ budget authority from 2024 in the Municipal Liquor Fund. 516 Page 197 Jufn!5/ The remainder of this page intentionally left blank. 517 Page 198 Jufn!5/ MUNICIPAL LIQUOR FUND 2025 Capital Investment Program Budget and 2026 through 2029 Plan Funding Sources and Expenditure Projections 20252026202720282029 Fund No. 609BudgetProjectionProjectionProjectionProjectionTotal Funding Sources Liquor Sales6,407,400$ 6,439,400$ 6,471,600$ 6,504,000$ 6,536,500$ 32,358,900$ Interest on Investments15,000 15,100 15,100 15,100 15,200 75,500 Miscellaneous Income- - - - - - Total Funding Sources6,422,400$ 6,454,500$ 6,486,700$ 6,519,100$ 6,551,700$ 32,434,400$ Non-Capital Expenses Cost of Goods Sold$ 4,547,6004,525,000$ 4,570,300$ 4,593,200$ 4,616,200$ 22,852,300$ Operating Expenses 1,463,500 1,507,400 1,552,600 1,599,200 1,647,200 7,769,900 Depreciation44,000 44,200 44,400 44,400 44,600 221,600 Debt Service- - - - - - Transfers388,500 390,000 390,000 390,000 390,000 1,948,500 Subtotal Non-capital Expenses6,421,000$ 6,489,200$ 6,557,300$ 6,626,800$ 6,698,000$ 32,792,300$ Capital Plan Expenses Subtotal Capital Plan Expenses$ -75,000$ -$ -$ -$ 75,000$ Total Expenses6,496,000$ 6,489,200$ 6,557,300$ 6,626,800$ 6,698,000$ 32,867,300$ Surplus (deficiency) of funding sources over (under) Expenses1,400$ (34,700)$ (70,600)$ (107,700)$ (146,300)$ (357,900)$ Estimated Beginning Fund Balance2,415,898 2,417,298 2,382,598 2,311,998 2,204,298 11,732,090 Projects Carried Forward from Prior Years55,000 Estimated Ending Fund Balance$ 2,417,298$ 2,382,598$ 2,204,2982,311,998$ 2,057,998$ 11,374,190$ Cash Balance Floor (5% of Average)328,673 328,673 328,673 328,673 328,673 1,643,365 Cash Ending Balance1,565,411 1,574,911 1,548,711 1,511,611 1,447,011 7,647,655 Difference1,236,738 1,246,238 1,220,038 1,182,938 1,118,338 6,004,290 518 Page 199 Jufn!5/ 519 Page 200 Jufn!5/ 51: Page 201 Jufn!5/ 521 Page 202 Jufn!5/ PROVISIONAL PROJECTS ______ As part of the CIP development process, the City may include Provisional Projects.Again, these capital projects are for planning purposes only and do not confer or establish any official budget authority. Therefore, staff cannot expend any monies related to these planned capital projects prior to identifying a funding source. The Proposed 2025Ï2029 CIP contains seven Provisional Projects: 1.57th Avenue Bridge Construction (Project No. 406Ï31Ï29299- $26,000,000); 2.Mississippi Street Improvement Project Ï Phase II (Project No. 406-31-27899 - $1,450,000); 3.Public Works Building Solar Installation (Project No. 405-31-25199 - $500,000); and 4.SNC Audio Visual Upgrades Ï Part 2 (Project No. 409-13-54199 - $71,000) 522 Page 203 Jufn!5/ 523 Page 204 Jufn!5/ 524 Page 205 Jufn!5/ 525 Page 206 Jufn!5/ 526 Page 207 Jufn!5/ 527 Page 208 Jufn!6/ AGENDA REPORT Meeting Date:December9, 2024 Meeting Type:City Council Submitted By:Jim Kosluchar, Director of Public Works Brandon Brodhag, Assistant City Engineer Malek Elbatta, Graduate Engineer Title ResolutionNo.2024-179,Awarding 2025TrailImprovementsProject No. 2025-21 Background On Tuesday, December3at 9:30 a.m.,bids were publicly opened via the virtual bidding platform QuestCDN and Microsoft Teams for the 2025TrailImprovements Project No. 2025-21. A total of 12 responsive bids were received. This project includes rehabilitation of the existing Citys (City) trail system along Medtronic th Parkway from 7Street to Trunk Highway 65 and along East Moore Lake Drive from Trunk Highway 65 to Central Avenue (CSAH 35). Included as an alternate with the project, staff included trail rehabilitation of a few segments along Central Avenue (CSAH 35) from East Moore Lake Drive to Mississippi Street (CSAH 6). Included with the trail rehabilitation is pavement reclamation, grading, asphalt paving and other ancillary items. The total trail rehabilitation is approximately 0.82 miles. This project is a maintenance project that required attention due to the deteriorating trail conditions, including significant cracking and uneven surfaces within the pavement. Public Works and Engineering staff analyzed the existing trail system and established that it would be advantageous to perform trail rehabilitation with the available 2 budget available was approximately $200,000. The funding supporting this project is typically applied to annual (chip) seal coating of roadways, however, staff has decided to largely suspend that program due to stripping of seal coating the City is experiencing citywide. As noted, 12bidswerereceived (Exhibit A). Bids for the project included a base bid package and optional alternate bid to receive additional pricing on the trail segments along Central Avenue (CSAH 35). For the base bid package(Medtronic Parkway and East Moore Lake Drive), the low bid was received by ACM, LLCof Princeton, MN,in the amount of $144,412.80. This is 29% lower than t of $186,674.The bids received were competitive,with seven out of twelve bids within approximately $3,000 of one another. The lowest six bids were all more than 10% belowOf the twelvebids, the highest bid received was $225,672.65.For the alternate bid package, ACM, LLCcame in alternate bid received was $27,701.58 and the highest alternate bid received was $66,756.09. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 528 Jufn!6/ Based upon the bids received, staff recommends that the project be awarded to ACM, LLC, with a Contract for the base bid and staff will work with the contractor to construct the alternate segments on Central Avenue by other means of construction to lower the cost. The negotiations with the contractor will happen after the award of the contract through a change order, if feasible. The City has not previously worked with ACM, LLC. Staff evaluated the qualifications, such as previous experience and financial requirements of the bidder and proposed subcontractors and believe they are knowledgeable and will deliver the project within the requisite quality specified in the bid documents. The resolution requests the bid amount of $144,412.80 with a 5% contingency, for a total amount of $151,633.44. The contingency would be available for any unforeseen conditions or any additional improvements that may be identified by staff during construction of the project. If the City Council awards the project as proposed with the attached resolution, staff will notify the contractor of the award and issue a notice to proceed to the contractor upon receipt of acceptable submittals. Construction for this project is expected to begin in Spring of 2025 with substantial completion by the end of August 2025. Financial Impact Funding for this project is budget of approximately $200,000. Recommendation Staff recommend the approval of Resolution No. 2024-179, Awarding 2025 Trail Improvements Project No. 2025-21. Focus on Fridley Strategic Alignment X Vibrant Neighborhoods & Places Community Identity & Relationship Building Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship Organizational Excellence Attachments and Other Resources !Resolution No. 2024-179, Awarding 2024 Trail Improvements Project No. 2025-21 !Exhibit A Bid Tabulation Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 529 Jufn!6/ Resolution No. 2024-179 Awarding 2025 Trail Improvement Project No. 2025-21 Whereas, the 2025 Trail Improvements Project (Project) includes rehabilitation of the existing City th of Fridley (City) trail system along Medtronic Parkway from 7 Street to Trunk Highway 65 and along East Moore Lake Drive from Trunk Highway 65 to Central Avenue (CSAH 35); and Whereas, the City has determined this project as necessary under maintenance operations to maintain trail quality and performance; and Whereas, available f budget will be allocated towards the Project; and Whereas, on December 3, 2024, electronic bids for the Project were received and read aloud, a bid tabulation was prepared and a lowest responsive bidder identified. Now therefore be it resolved, that the City Council of the City of Fridley hereby receives the bids per the attached bid tabulation and awards the 2025 Trail Improvements Project No. 2025-21 to the lowest responsive bidder, ACM, LLC of Princeton, MN, for a Contract for the base bid in the amount of $151,633.44, which includes a 5% contingency. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. _______________________________________ Scott J. Lund Mayor Attest: Melissa Moore City Clerk 52: 2025 Trail Improvements Project No. 2025-21 Owner: City of Fridley Jufn!6/ Bid Opening: 12/03/2024 9:30 AM Engineer's EstimateACM LLCAslakson's Services Inc.Bituminous Roadways Inc.Allied Blacktop CompanyPark Construction Company SCHEDULE A: BASE BID Line ItemItem DescriptionUnitQuantityUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtension 1MOBILIZATIONLS1.009,500.00$ 9,500.00$ 6,300.00$ 6,300.00$ 6,500.00$ 6,500.00$ 3,150.00$ 3,150.00$ 7,260.00$ 7,260.00$ 29,600.00$ 29,600.00$ 2COMMON EXCAVATION CY181.0055.00$ 9,955.00$ 26.72$ 4,836.32$ 31.50$ 5,701.50$ 48.00$ 8,688.00$ 51.00$ 9,231.00$ 43.50$ 7,873.50$ 3COMMON EXCAVATION (EXCESS RECLAIM) (P)CY27155.00$ 14,905.00$ 18.10$ 4,905.10$ 24.00$ 6,504.00$ 41.00$ 11,111.00$ 65.00$ 17,615.00$ 40.20$ 10,894.20$ 4SUBGRADE PREPARATION (P)RDST36.43500.00$ 18,215.00$ 350.40$ 12,765.07$ 225.00$ 8,196.75$ 190.00$ 6,921.70$ 253.00$ 9,216.79$ 174.00$ 6,338.82$ 5STREET SWEEPER (WITH PICKUP BROOM)HOUR4175.00$ 700.00$ 250.00$ 1,000.00$ 1.00$ 4.00$ 260.00$ 1,040.00$ 225.00$ 900.00$ 173.00$ 692.00$ 6FULL DEPTH RECLAMATION (P)SY32395.00$ 16,195.00$ 1.50$ 4,858.50$ 3.10$ 10,040.90$ 3.00$ 9,717.00$ 1.82$ 5,894.98$ 1.45$ 4,696.55$ 7TYPE 9.5 SPWEA240C WEAR COURSE ? 3? THICKTON608130.00$ 79,040.00$ 134.33$ 81,672.64$ 123.00$ 74,784.00$ 130.00$ 79,040.00$ 128.00$ 77,824.00$ 112.00$ 68,096.00$ 8REPAIR IRRIGATION SYSTEMLS110,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 9TRAFFIC CONTROLLS110,000.00$ 10,000.00$ 2,850.00$ 2,850.00$ 13,500.00$ 13,500.00$ 3,540.00$ 3,540.00$ 8,910.00$ 8,910.00$ 6,630.00$ 6,630.00$ 10STORM DRAIN INLET PROTECTIONEA18125.00$ 2,250.00$ 184.63$ 3,323.34$ 175.00$ 3,150.00$ 375.00$ 6,750.00$ 175.00$ 3,150.00$ 201.00$ 3,618.00$ 11COMMON TOPSOIL BORROWCY18150.00$ 9,050.00$ 42.00$ 7,602.00$ 75.00$ 13,575.00$ 85.00$ 15,385.00$ 51.00$ 9,231.00$ 75.90$ 13,737.90$ 12FERTILIZER TYPE 3 (350 LB/AC)LB1182.00$ 236.00$ 1.43$ 168.74$ 2.00$ 236.00$ 4.00$ 472.00$ 2.00$ 236.00$ 1.00$ 118.00$ 13SEEDINGAC0.344,500.00$ 1,530.00$ 4,490.00$ 1,526.60$ 10,414.00$ 3,540.76$ 2,000.00$ 680.00$ 12,564.00$ 4,271.76$ 1,020.00$ 346.80$ 14SEED MIXTURE 25-151 (120 LB/AC)LB4110.00$ 410.00$ 5.21$ 213.61$ 7.00$ 287.00$ 5.00$ 205.00$ 1.00$ 41.00$ 6.10$ 250.10$ 15HYDRAULIC BONDED FIBER MATRIX (3500 LB/AC)LB11724.00$ 4,688.00$ 2.04$ 2,390.88$ 1.00$ 1,172.00$ 5.00$ 5,860.00$ 1.00$ 1,172.00$ 3.00$ 3,516.00$ Base Bid Total:$ 144,412.80186,674.00$ 157,191.91$ 162,559.70$ 164,953.53$ 166,407.87$ SCHEDULE B: ALTERNATE BID Line ItemItem DescriptionUnitQuantityUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtension 16MOBILIZATIONLS11,000.00$ 1,000.00$ 6,150.00$ 6,150.00$ 1,300.00$ 1,300.00$ 1,650.00$ 1,650.00$ 3,850.00$ 3,850.00$ 3,240.00$ 3,240.00$ 17REMOVE BITUMINOUS WALKSF54081.00$ 5,408.00$ 2.83$ 15,304.64$ 0.70$ 3,785.60$ 0.90$ 4,867.20$ 1.50$ 8,112.00$ 1.10$ 5,948.80$ 18COMMON EXCAVATION CY4355.00$ 2,365.00$ 95.68$ 4,114.24$ 29.00$ 1,247.00$ 71.50$ 3,074.50$ 54.00$ 2,322.00$ 61.00$ 2,623.00$ 19SUBGRADE PREPARATION (P)RDST6.76500.00$ 3,380.00$ 1,091.00$ 7,375.16$ 225.00$ 1,521.00$ 300.00$ 2,028.00$ 511.00$ 3,454.36$ 203.00$ 1,372.28$ 20STREET SWEEPER (WITH PICKUP BROOM)HOUR2175.00$ 350.00$ 250.00$ 500.00$ 1.00$ 2.00$ 260.00$ 520.00$ 225.00$ 450.00$ 173.00$ 346.00$ 21AGGREGATE BASE CLASS 5CY3451.00$ 1,734.00$ 88.87$ 3,021.58$ 25.00$ 850.00$ 75.00$ 2,550.00$ 108.00$ 3,672.00$ 141.00$ 4,794.00$ 22TYPE 9.5 SPWEA240C WEAR COURSE ? 3? THICKTON113130.00$ 14,690.00$ 137.96$ 15,589.48$ 123.00$ 13,899.00$ 135.00$ 15,255.00$ 141.00$ 15,933.00$ 122.00$ 13,786.00$ 23TRAFFIC CONTROLLS11,500.00$ 1,500.00$ 2,295.00$ 2,295.00$ 1,500.00$ 1,500.00$ 1,770.00$ 1,770.00$ 4,400.00$ 4,400.00$ 3,060.00$ 3,060.00$ 24COMMON TOPSOIL BORROWCY3450.00$ 1,700.00$ 72.20$ 2,454.80$ 75.00$ 2,550.00$ 98.00$ 3,332.00$ 101.00$ 3,434.00$ 75.90$ 2,580.60$ 25FERTILIZER TYPE 3 (350 LB/AC)LB222.00$ 44.00$ 7.72$ 169.84$ 2.00$ 44.00$ 10.00$ 220.00$ 2.00$ 44.00$ 1.00$ 22.00$ 26SEEDINGAC0.074,500.00$ 315.00$ 21,263.00$ 1,488.41$ 10,414.00$ 728.98$ 2,550.00$ 178.50$ 12,564.00$ 879.48$ 1,020.00$ 71.40$ 27SEED MIXTURE 25-151 (120 LB/AC)LB8.0010.00$ 80.00$ 37.19$ 297.52$ 7.00$ 56.00$ 50.00$ 400.00$ 1.00$ 8.00$ 6.10$ 48.80$ 28HYDRAULIC BONDED FIBER MATRIX (3500 LB/AC)LB2184.00$ 872.00$ 6.70$ 1,460.60$ 1.00$ 218.00$ 5.00$ 1,090.00$ 1.00$ 218.00$ 4.10$ 893.80$ Alternate Bid Total$ 60,221.2733,438.00$ 27,701.58$ 36,935.20$ 46,776.84$ 38,786.68$ 531 Jufn!6/ Diversified PavingWinberg Companies LLCNew Look Contracting, Inc.North Valley, Inc.GMH Asphalt CorporationMinnesota Roadways CompanyShoreline Landscaping & Contracting Unit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtension $ 6,200.006,200.00$ 15,750.00$ 15,750.00$ 12,500.00$ 12,500.00$ 5,464.84$ 5,464.84$ 5,040.00$ 5,040.00$ 4,500.00$ 4,500.00$ 18,430.00$ 18,430.00$ $ 4,637.2225.62$ 60.90$ 11,022.90$ 35.00$ 6,335.00$ 69.13$ 12,512.53$ 74.30$ 13,448.30$ 42.00$ 7,602.00$ 32.50$ 5,882.50$ $ 19,921.2173.51$ 33.60$ 9,105.60$ 35.00$ 9,485.00$ 74.83$ 20,278.93$ 71.75$ 19,444.25$ 62.10$ 16,829.10$ 35.80$ 9,701.80$ $ 4,776.34131.11$ 283.50$ 10,327.91$ 250.00$ 9,107.50$ 222.98$ 8,123.16$ 310.00$ 11,293.30$ 290.00$ 10,564.70$ 1,280.00$ 46,630.40$ $ 1,765.00441.25$ 157.50$ 630.00$ 250.00$ 1,000.00$ 245.92$ 983.68$ 191.00$ 764.00$ 175.00$ 700.00$ 85.00$ 340.00$ $ 9,360.712.89$ 1.84$ 5,959.76$ 2.00$ 6,478.00$ 3.38$ 10,947.82$ 2.37$ 7,676.43$ 1.50$ 4,858.50$ 3.85$ 12,470.15$ $ 77,647.68127.71$ 136.50$ 82,992.00$ 145.00$ 88,160.00$ 120.73$ 73,403.84$ 143.00$ 86,944.00$ 173.10$ 105,244.80$ 153.00$ 93,024.00$ $ 10,000.0010,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ 10,000.00$ $ 9,000.009,000.00$ 6,825.00$ 6,825.00$ 7,000.00$ 7,000.00$ 10,383.18$ 10,383.18$ 6,738.00$ 6,738.00$ 2,000.00$ 2,000.00$ 9,500.00$ 9,500.00$ $ 3,600.00200.00$ 157.50$ 2,835.00$ 175.00$ 3,150.00$ 245.92$ 4,426.56$ 184.00$ 3,312.00$ 350.00$ 6,300.00$ 200.00$ 3,600.00$ $ 16,069.1888.78$ 54.60$ 9,882.60$ 65.00$ 11,765.00$ 73.90$ 13,375.90$ 83.60$ 15,131.60$ 80.00$ 14,480.00$ 38.60$ 6,986.60$ $ 187.621.59$ 8.40$ 991.20$ 5.00$ 590.00$ 1.54$ 181.72$ 2.20$ 259.60$ 2.20$ 259.60$ 5.00$ 590.00$ $ 1,700.005,000.00$ 5,250.00$ 1,785.00$ 15,000.00$ 5,100.00$ 3,876.71$ 1,318.08$ 1,980.00$ 673.20$ 1,980.00$ 673.20$ 5,800.00$ 1,972.00$ $ 239.035.83$ 15.75$ 645.75$ 15.00$ 615.00$ 12.92$ 529.72$ 6.60$ 270.60$ 6.60$ 270.60$ 21.00$ 861.00$ $ 2,660.442.27$ 4.46$ 5,227.12$ 3.00$ 3,516.00$ 2.57$ 3,012.04$ 2.97$ 3,480.84$ 2.75$ 3,223.00$ 4.85$ 5,684.20$ $ 173,979.8167,764.43$ 174,801.504$ 174,942.00$ 184,476.12$ 187,505.50$ 225,672.65$ Unit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtensionUnit PriceExtension $ 4,700.004,700.00$ 6,330.00$ 6,330.00$ 2,500.00$ 2,500.00$ 1,967.34$ 1,967.34$ 5,040.00$ 5,040.00$ 800.00$ 800.00$ 11,260.00$ 11,260.00$ $ 5,408.001.00$ 1.21$ 6,543.68$ 0.75$ 4,056.00$ 1.51$ 8,166.08$ 0.75$ 4,056.00$ 1.00$ 5,408.00$ 3.08$ 16,656.64$ $ 1,999.9346.51$ 105.50$ 4,536.50$ 45.00$ 1,935.00$ 69.14$ 2,973.02$ 172.00$ 7,396.00$ 58.50$ 2,515.50$ 58.20$ 2,502.60$ $ 2,388.24353.29$ 448.38$ 3,031.05$ 300.00$ 2,028.00$ 223.21$ 1,508.90$ 344.00$ 2,325.44$ 260.00$ 1,757.60$ 1,280.00$ 8,652.80$ $ 1,705.88852.94$ 158.25$ 316.50$ 250.00$ 500.00$ 245.92$ 491.84$ 191.00$ 382.00$ 175.00$ 350.00$ 89.00$ 178.00$ $ 1,141.0433.56$ 100.23$ 3,407.82$ 75.00$ 2,550.00$ 96.17$ 3,269.78$ 51.05$ 1,735.70$ 33.25$ 1,130.50$ 45.20$ 1,536.80$ $ 18,847.27166.79$ 171.97$ 19,432.61$ 176.00$ 19,888.00$ 120.17$ 13,579.21$ 147.00$ 16,611.00$ 182.20$ 20,588.60$ 158.35$ 17,893.55$ $ 4,440.004,440.00$ 3,165.00$ 3,165.00$ 4,000.00$ 4,000.00$ 2,021.99$ 2,021.99$ 3,319.00$ 3,319.00$ 850.00$ 850.00$ 5,000.00$ 5,000.00$ $ 2,529.6074.40$ 110.78$ 3,766.52$ 100.00$ 3,400.00$ 73.90$ 2,512.60$ 83.60$ 2,842.40$ 85.00$ 2,890.00$ 38.60$ 1,312.40$ $ 188.988.59$ 21.10$ 464.20$ 10.00$ 220.00$ 56.57$ 1,244.54$ 2.20$ 48.40$ 2.20$ 48.40$ 6.00$ 132.00$ $ 8.10115.71$ 15,825.00$ 1,107.75$ 25,000.00$ 1,750.00$ 1,938.29$ 135.68$ 1,980.00$ 138.60$ 1,980.00$ 138.60$ 5,800.00$ 406.00$ $ 333.2841.66$ 52.75$ 422.00$ 25.00$ 200.00$ 12.92$ 103.36$ 6.60$ 52.80$ 6.60$ 52.80$ 21.00$ 168.00$ $ 1,624.107.45$ 8.44$ 1,839.92$ 4.00$ 872.00$ 2.57$ 560.26$ 2.97$ 647.46$ 2.75$ 599.50$ 4.85$ 1,057.30$ $ 54,363.5545,314.42$ 43,899.00$ 38,534.60$ 44,594.80$ 37,129.50$ 66,756.09$ 532 Jufn!7/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City Council Submitted By:Melissa Moore, City Clerk/Communications Manager Title Resolution No. 2024-181, Designating Precincts and Polling Locations for the 2025Election Year Background Minnesota Statute § 204B.16, subd. 1 requires the governing body of each municipality to designate,by resolution,precincts and polling locations by December 31. The attached resolution designates the precincts and polling locations for 2025. Staff do not anticipate any municipal election in 2025, however this resolution is required if the need arises. Financial Impact Anticipated in the 2025 Annual Budget. Recommendation Staff recommend the adoption of Resolution No. 2024-181, Designating Precincts and Polling Locations for the 2025Election Year. Focus on Fridley Strategic Alignment Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship X Organizational Excellence Attachments and Other Resources Resolution No. 2024-181 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 533 Jufn!7/ Resolution No. 2024-181 Designating Precincts and Polling Locations for the 2025 Election Year Whereas, Minnesota Statute § 204B.16, subd. 1 requires the governing body of each municipality to designate by resolution each year no later than December 31, polling locations for each ward and precinct. Now, therefore be it resolved, that the City Council of the City Fridley hereby approves the polling locations to be used as the municipal polling locations in the calendar year 2025 as follows: Ward 1 Precinct 1 Grace Evangelical Free Church, 755 73rd Avenue N.E. Ward 1 Precinct 2 Hayes Elementary School, 615 Mississippi Street N.E. Ward 1 Precinct 3 Fridley Civic Campus, 7071 University Avenue N.E. Ward 1 Precinct 4 Fridley Community Center, 6085 7th Street N.E. Ward 2 Precinct 1 Woodcrest Elementary School, 880 Osborne Road N.E. Ward 2 Precinct 2 St. Philip's Lutheran Church, 6180 Highway 65 N.E. Ward 2 Precinct 3 Moore Lake Park, 5872 Central Avenue N.E. Ward 3 Precinct 1 Springbrook Nature Center, 100 85th Avenue N.E. Ward 3 Precinct 2 Redeemer Lutheran Church, 61 Mississippi Way N.E. Ward 3 Precinct 3 Stevenson Elementary School, 6080 E River Road N.E. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. Scott J. Lund - Mayor Attest: Melissa Moore, City Clerk 534 Jufn!8/ AGENDA REPORT Meeting Date: December 9, 2024 Meeting Type:City Council Submitted By: Beth Kondrick, Deputy City Clerk Title Resolution No. 2024-176, Approving Temporary Lawful Gambling Permit for Capable Partners for Event to be Held March 8, 2025 Background Pursuant to the Lawful Gambling Chapter of theFridley City Code (Code), certain business licensing activities require approval of theFridleyCity Council(Council), includingTemporary Lawful Gambling permits. The Cityof Fridley(City) received an application from Evan Newton of Capable Partners for a Lawful Gambling permit for a raffle event to be held at Banquets of Minnesota on March 8, 2025. Staff have performed the required verification steps spelled out inthe Code. Upon approval of the Council,the City permitand associated certifications will be forwarded on to the State for issuance of the Temporary Lawful Gambling Permit. Financial Impact All revenues for similarlicensesareanticipated as part of the 2025Budget. Recommendation Staff recommend the approval of Resolution No. 2024-176,Approving Temporary Lawful Gambling Permit for Capable Partners for Event to be Held March 8, 2025. Focus on Fridley Strategic Alignment Vibrant Neighborhoods &Places X Community Identity &Relationship Building Financial Stability & Commercial Prosperity X Public Safety & Environmental Stewardship Organizational Excellence Attachments Resolution No. 2024-176 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 535 Jufn!8/ Resolution No. 2024-176 Approving Temporary Lawful Gambling Permit for Capable Partners for Event to be Held March 8, 2025 Whereas, the Fridley City Code (Code) and various sections of Minnesota Statute (M.S.) direct licensing requirements for certain business activities within the City of Fridley (City); and Whereas, pursuant to the Lawful Gambling Chapter of the Code, the City Council must approve exempt lawful gambling permits; and Whereas, a Temporary Lawful Gambling permit application was submitted by Evan Newton for a raffle event to be held at Banquets of Minnesota on March 8, 2025; and Whereas, permits; and Whereas, applicable City staff recommend the approval of the following permits by the City Council. Now, therefore be it resolved, that the City Council of the City of Fridley hereby approves the Temporary Lawful Gambling permit to be issued to Evan Newton for event to be held March 8, 2025. Gambling Type of License Applicant Staff Approval City Code Minnesota Statute Temporary Evan Newton, !City Clerk Chapter 30 M.S. § 349.166 Lawful Gambling Capable Partners !Public Safety Permit Passed and adopted by the City Council of the City of Fridley this 9th day of December. _______________________________________ Scott J. Lund Mayor Attest: ___________________________________ Melissa Moore City Clerk 536 Jufn!9/ AGENDA REPORT Meeting Date:December9, 2024 Meeting Type:City Council Submitted By:Anna Smieja, Accounting Technician, Accounts Payable Title Resolution No. 2024-180,Approving Claims for the Period Ending December4, 2024 Background Attached is Resolution No. 2024-180and the claims report for the period endingDecember4,2024. Financial Impact Included in the budget. Recommendation Staff recommend the approval of Resolution No. 2024-180, Approving Claims for the Period Ending December4, 2024. Focus on Fridley Strategic Alignment Vibrant Neighborhoods &PlacesCommunity Identity &Relationship Building X Financial Stability & Commercial ProsperityPublic Safety & Environmental Stewardship Organizational Excellence Attachments and Other Resources Resolution No. 2024-180,Approving Claims for the Period Ending December4, 2024 City Council Claims Report Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 537 Jufn!9/ Resolution No. 2024-180 Approving Claims for the Period Ending December 4, 2024 Whereas, Minnesota Statute § 412.271 generally requires the City Council to review and approve claims for goods and services prior to the release of payment; and Whereas, a list of such claims for the period ending December 4, 2024, was reviewed by the City Council. Now, therefore be it resolved, that the City Council of the City of Fridley hereby approves the payment of the claims as presented. Passed and adopted by the City Council of the City of Fridley this 9th day of December, 2024. _______________________________________ Scott J. Lund - Mayor Attest: Melissa Moore City Clerk 538 Jufn!9/ Bank Transaction Report City of Fridley, MN Transaction Detail Issued Date Range: 11/21/2024 - 12/04/2024 Cleared Date Range: - IssuedCleared DateDateNumberDescriptionModuleStatusTypeAmount Bank Draft 11/21/2024DFT0005336BLUE CROSS BLUE SHIELD OF MNAccounts PayableOutstandingBank Draft$ (149,584.98) 11/22/2024EMPOWER RETIREMENT (for MN/MSRS)Accounts PayableOutstandingBank Draft$ (569.98) DFT0005306 11/22/2024EMPOWER RETIREMENT (for MN/MSRS)Accounts PayableOutstandingBank Draft$ (1,440.91) DFT0005307 11/22/2024CITY OF FRIDLEY-MISSION SQUARE-457 Def.CompAccounts PayableOutstandingBank Draft$ (19,431.08) DFT0005308 11/22/2024CITY OF FRIDLEY-MISSION SQUARE-457 Def.CompAccounts PayableOutstandingBank Draft$ (4,497.21) DFT0005309 11/22/2024CITY OF FRIDLEY-MISSION SQUARE RHS Retiree Health SaAccounts PayableOutstandingBank Draft$ (374.40) DFT0005311 11/22/2024OPTUM BANK (HSA)Accounts PayableOutstandingBank Draft$ (3,945.47) DFT0005313 11/22/2024OPTUM BANK (HSA)Accounts PayableOutstandingBank Draft$ (2,760.66) DFT0005314 11/22/2024PERA - PUBLIC EMPLOYEESAccounts PayableOutstandingBank Draft$ (46,206.10) DFT0005315 11/22/2024PERA - PUBLIC EMPLOYEESAccounts PayableOutstandingBank Draft$ (164.46) DFT0005316 11/22/2024PERA - PUBLIC EMPLOYEESAccounts PayableOutstandingBank Draft$ (70,212.19) DFT0005317 11/22/2024CITY OF FRIDLEY-MISSION SQUARE RHS Retiree Health SaAccounts PayableOutstandingBank Draft$ (100.00) DFT0005318 11/22/2024CITY OF FRIDLEY-MISSION SQUARE RHS Retiree Health SaAccounts PayableOutstandingBank Draft$ (2,325.00) DFT0005319 11/22/2024CITY OF FRIDLEY-MISSION SQUARE RHS Retiree Health SaAccounts PayableOutstandingBank Draft$ (600.00) DFT0005320 11/22/2024CITY OF FRIDLEY-MISSION SQUARE Roth IRAAccounts PayableOutstandingBank Draft$ (5,200.93) DFT0005321 11/22/2024BENEFIT RESOURCE LLC - BPA/VEBAAccounts PayableOutstandingBank Draft$ (1,000.00) DFT0005322 11/22/2024INTERNAL REVENUE SERVICE - PAYROLL TAXESAccounts PayableOutstandingBank Draft$ (43,968.12) DFT0005323 11/22/2024INTERNAL REVENUE SERVICE - PAYROLL TAXESAccounts PayableOutstandingBank Draft$ (17,192.70) DFT0005324 11/22/2024MINN DEPT OF REVENUE - PAYROLL TAXAccounts PayableOutstandingBank Draft$ (26,017.56) DFT0005325 11/22/2024INTERNAL REVENUE SERVICE - PAYROLL TAXESAccounts PayableOutstandingBank Draft$ (58,453.85) DFT0005326 11/25/2024US BANK (P-CARDS)Accounts PayableOutstandingBank Draft$ (47,976.70) DFT0005327 12/02/2024SVAP II FRIDLEY MARKET LLCAccounts PayableOutstandingBank Draft$ (22,854.00) DFT0005329 12/02/2024HEALTH PARTNERSAccounts PayableOutstandingBank Draft$ (7,360.15) DFT0005334 Bank Draft Total: (23)$ (532,236.45) Check 11/27/2024ALYSSA & AARON SILVAUtility BillingOutstandingCheck$ (457.64) 11/27/2024ALEX PRO FIREARMS LLCAccounts PayableOutstandingCheck$ (1,249.99) 11/27/2024ALLIED BLACKTOP COAccounts PayableOutstandingCheck$ (16,440.00) 11/27/2024ANOKA COUNTY TREASURY OFFICEAccounts PayableOutstandingCheck$ (950.00) 11/27/2024APPLE FORD WHITE BEAR LAKEAccounts PayableOutstandingCheck$ (383.60) 11/27/2024ASPEN EQUIPMENT COAccounts PayableOutstandingCheck$ (10,904.00) 11/27/2024ASPEN MILLS INCAccounts PayableOutstandingCheck$ (5,702.66) BEISSWENGER'S HARDWAREAccounts PayableOutstandingCheck$ (64.98) BLAINE BROTHERSAccounts PayableOutstandingCheck$ (1,171.58) 12/4/2024 11:11:24 AM Bank Transaction Report Page 1 of 6 Issued Issued Date Range: - 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542 Jufn!9/ Date Cleared 11/22/2024 NumberDescriptionModuleStatusTypeAmount Date 11/22/2024 968FRIDLEY-IAFF DUES/INTL ASSOC/FIRE FIGHTERSAccounts PayableOutstandingEFT$ (80.00) 11/27/2024 Payroll EFTPayrollOutstandingEFT$ (417,376.28) EFT0000231 Payroll EFTPayrollOutstandingEFT$ (206.08) EFT0000232 EFT Total: (4)$ (417,862.36) EFT Reversal 11/22/2024 R-52597R-52597PayrollOutstandingEFT Reversal$ 206.08 EFT Reversal Total: (1)$ 206.08 Report Total: (163)$ (1,749,746.67) 12/4/2024 11:11:24 AM Bank Transaction Report Page 5 of 6 Issued Date Range: - 543 Jufn!9/ Summary Bank AccountCountAmount 0000100479 City of Fridley 163-1749746.67 Report Total:163-1749746.67 Cash AccountCountAmount **No Cash Account**10 999 999-101100 Cash in Bank - CITY Pooled Cash 162-1749746.67 Report Total:163-1749746.67 Transaction TypeCountAmount Bank Draft23-532236.45 Check135-799853.94 EFT4-417862.36 EFT Reversal1206.08 Report Total:163-1749746.67 12/4/2024 11:11:24 AM Page 6 of 6 544 Jufn!:/ AGENDA REPORT Meeting Date:December 9,2024 Meeting Type:City Council Submitted By:James Kosluchar, Public Works Director Brandon Brodhag, Assistant City Engineer Carl Lind, Graduate Engineer Title Public Hearing for Improvements for 2025 Street Rehabilitation Project No. ST2025-01 andResolution No. 2024-177, Ordering Final Plans, Specifications and Calling for Bids for 2025 Street Rehabilitation Project No. ST2025-01 Background On November 12, 2024, theFridleyCity Council (Council) approved Resolution No. 2024-163, receiving the feasibility report for the 2025 Street Rehabilitation Project No. ST2025-01 (Project) and settingthe date for a Public Hearing on Improvements for December 9, 2024. The Hearing on Improvements was advertised in accordance with statutory requirements, including official publication in the Star Tribune on November 27, 2024 and December 4, 2024 and mailed noticewith preliminary estimatesof special assessment on November 18, 2024 to all adjacent property owners subject to special assessment. The Project is approximately 0.89miles in length and includes pavement and utility improvements within the North Innsbruck neighborhood of streets: Arthur Street, East Danube Road, North Danube Road, and West Danube Road(Council Ward 2). The streets and underground utilities in the project area were originally constructed in the early 1970sand notably include a portion of the Cityof Fridley(City)small network of Portland Cement Concrete streets. Since their initial construction, the streets have received periodicmaintenance, however,the need for comprehensive pavement rehabilitation has been triggered by increased deterioration and maintenance costs in recent years. In June 2024, staff began preliminary public outreach for the Project with an in-person informational included information on the proposed improvements, construction, special assessments and tentative project schedule. Project residents were invited via public mailing to attend the informational meeting or view the presented materialon the project website. Public feedback received was incorporated into the development of the Project feasibility report and will be implemented as is feasible. The proposed improvements with the project as detailed in the feasibility report include rehabilitation (water, sanitary sewer, storm sewer) within the project area. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 545 Jufn!:/ In addition to the proposed improvements, staff also investigated traffic calming implementation along East Danube Road following public comments received at the preliminary informational meeting. Staff completed a study of existing traffic volume and speed along the corridor in July and September 2024, concluding that traffic calming improvements are warranted from an engineering perspective. Traffic calming improvements are not currently budgeted or proposed with the project, but they may be initiated via petition by a majority of property owners abutting the corridor. The adopted Capital Investment Program (CIP) currently identifies $40,000 for Traffic Safety Upgrades in 2025, which could be utilized for such improvements in a cost-share between the City and benefitting property owners. Staff will conduct an additional public meeting this month with property owners along the East Danube Road corridor to review feasible traffic calming measures, estimated costs and the procedure for improvement initiation by petition. Costs for the Project will be paid using a combinat State Aid System (MSAS) funding, special assessments to benefitting properties and Utility CIP funds (water, sanitary sewer, and storm sewer). The proposed preliminary estimate of special assessment for the 75 benefitting properties abutting the project is $4,200 per parcel. The proposed preliminary special assessments represent approximately 35% of the estimated assessable pavement improvement costs and strikes a balance between increased rehabilitation costs of concrete pavement and established benefit to individual properties. Following the Public Hearing on Improvements, the Council will be asked to address Resolution No. 2024-177 to consider ordering final plans, specifications and calling for bids for the Project. If the Council elects to proceed with the Project by approving the attached resolution, staff will finalize the design in January 2024, and construction would be completed between May and September 2025. Financial Impact Funding for this project is derived from several sources including Municipal State Aid System funding, special assessments, and Utility CIP funds (water, sanitary sewer, and storm sewer). The Project is budgeted in the adopted Capital Investment Program for 2024-2028. Recommendation Staff recommends that the City Council conduct the public hearing and approve Resolution No. 2024- 177, Ordering Final Plans, Specifications and Calling for Bids for the 2025 Street Rehabilitation Project No. ST2025-01. Focus on Fridley Strategic Alignment X Vibrant Neighborhoods & Places Community Identity & Relationship Building Financial Stability & Commercial Prosperity Public Safety & Environmental Stewardship Organizational Excellence Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 546 Jufn!:/ Attachments and Other Resources !Resolution No. 2024-177, Ordering Final Plans, Specifications and Calling for Bids for the 2025 Street Rehabilitation Project No. ST2025-01 !Public Hearing Advertisement in Star Tribune !Mailed Public Hearing on Improvements Notice (sample) !Project Map Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 547 Jufn!:/ Resolution No. 2024-177 Ordering Final Plans, Specifications and Calling for Bids for the 2025 Street Rehabilitation Project No. ST2025-01 Whereas, the City of Fridley (City) has prepared a Capital Investment Program to systematically and regularly reconstruct and rehabilitate streets and utilities within the City to maintain infrastructure quality and performance; and Whereas, the construction of certain roadway improvements (Improvements) are included within the 2025 Street Rehabilitation Project No. ST2025-01 (Project) as identified within the Capital Investment Program and deemed to be in the interest of the City and property owners affected thereby; and Whereas, ion has prepared a feasibility report and estimates of costs thereof for the Improvements; and Whereas, Resolution No. 2024-163 adopted November 12, 2024, received the feasibility report and set a public hearing regarding the estimated costs, funding and construction of the Improvements for the date of December 9, 2024. Whereas, it is the intent of the City to fund a portion of the project costs through special assessments to benefitting property owners in accordance with its Roadway Major Maintenance Financing Policy; and Whereas, pursuant to Minnesota Statute, proper notification of said public hearing was given; and Whereas, at said Hearing on Improvements, the City Council heard all those parties that desired to address the Council regarding said Improvements in whole or in part. Now therefore be it resolved, that the City Council of the City of Fridley hereby finds and orders: 1.!Such Improvements are necessary, cost-effective and feasible as detailed in the feasibility report. 2.!The Improvements proposed in the feasibility report are hereby ordered to be effected and completed as soon as reasonably possible, to-wit: Street and utility improvements, including concrete pavement rehabilitation, concrete curb spot replacement, fire hydrant replacement and utility repairs including the street segments as follows: 548 Jufn!:/ Arthur Street from North Danube Road to West Bavarian Pass East Danube Road from Matterhorn Drive to North Innsbruck Drive North Danube Road from West Danube Road to North Innsbruck Drive West Danube Road from South Terminus to North Danube Road 3.!The Improvements be incorporated in the 2025 Street Rehabilitation Project No. ST2025- 01. 4.!That the work effecting the Improvements under said Project may be performed under one or more contracts as may be deemed advisable upon receipt of bids. 5.!That the Director of Public Works, James P. Kosluchar, P.E. is hereby designated as the engineer for the Improvements and shall oversee the preparation of plans, specifications and estimates of cost thereof for making of the Improvements. 6.!That final plans, specifications and estimates are prepared by the Public Works Engineering Division and provided to the City Council as they are completed. 7.!That the Engineering Division call for bids in order that Project award(s) and construction can be considered. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. _______________________________________ Scott J. Lund Mayor Attest: Melissa Moore City Clerk 549 Jufn!:/ City of Fridley Notice of Hearing on 2025 Street Rehabilitation Project No. ST 2025-01 Whereas, the City Council of the City of Fridley, Anoka County, Minnesota has deemed it expedient to receive evidence pertaining to the improvements hereinafter described. Now, therefore, notice is hereby given that on the 9th day of December 2024, at 7:00 p.m. the City Council will meet at the Fridley Civic Campus Council Chambers, 7071 University Avenue, N.E., Fridley, MN and will at said time and place hear all parties interested in said improvements in whole or in part. The general nature of the improvements is the construction (in the lands and streets noted below) of the following improvements, to-wit: Street and utility improvements, concrete pavement rehabilitation and utility repairs including the street segments as follows: ARTHUR STREET from NORTH DANUBE ROAD to WEST BAVARIAN PASS EAST DANUBE ROAD from MATTERHORN DRIVE to NORTH INNSBRUCK DRIVE NORTH DANUBE ROAD from WEST DANUBE ROAD to NORTH INNSBRUCK DRIVE WEST DANUBE ROAD from NORTH DANUBE ROAD to SOUTHERN TERMINUS All of said land and parcels abutting the list of street segments above are to be assessed proportionately according to the benefits received by such improvement. The City Engineer has estimated the project cost to be $1,332,000. A tabulation of costs is available at the City’s Engineering Office. A reasonable estimate of the impact of the assessment for each property will be available at the hearing. The City Engineer will be present to describe the physical and financial impact of the proposed project as described in the project feasibility report and proposed plans and specifications. Upon request, accommodation will be provided to allow individuals with disabilities to participate in any City of Fridley services, programs or activities. Hearing impaired persons who need an interpreter or other persons who require auxiliary aids should contact CityClerk@FridleyMN.gov or (763) 57-3450. Published: Star Tribune November 2, 2024 December 0, 2024 54: Jufn!:/ Fridley Civic Campus 7071 University Ave N.E. Fridley, MN 55432 763-571-3450 |FAX: 763-571-1287 |FridleyMN.gov November 18, 2024 PW24-049 Subject:Notice of Public Hearing for 2025 Street Rehabilitation Project No. ST2025-01 Dear Property Owner: The Fridley City Council will conduct a public hearing to consider authorizing construction of the 2025 Street Rehabilitation Project No. ST2025-01. A presentation will be given before Council that will provide information on estimated costs, funding, special assessments, and construction. When: Monday, December 9, 2024; 7:00 p.m. Where: Fridley Civic Campus, Council Chambers 7071 University Avenue NE, Fridley, MN You are subject to a special assessment and your preliminary estimated assessment is $4,200.00. This is in accordance with the City of Fridley special assessment policy and is based on best available information of estimated project costs and assumes similar application of special assessments as in previous projects to the property identified below. Assessment payment options will be presented at the hearing. PROPERTY IDENTIFICATION NUMBER: SUBJECT PROPERTY ADDRESS: We look forward to seeing you at the public hearing. If you have questions, please call the Engineering Division at (763) 572-3554. Sincerely, James P. Kosluchar, P.E. Director of Public Works Enclosure: Publication and Project Area Map (Back of Page) 551 Jufn!:/ City of Fridley Notice of Hearing on 2025 Street Rehabilitation Project No. ST2025-01 th Now, therefore, notice ishereby given thaton the 9day of December 2024, at 7:00 p.m. the City Council will meet at the Fridley Civic Campus Council Chambers, 7071 University Avenue, N.E., Fridley, MN and will at said time and place hear all parties interested in said improvements in whole or in part. The general nature of the improvements is the construction (in the lands and streets noted below) of the following improvements, to-wit: Street and utility improvements, concrete pavement rehabilitation and utility repairs including the street segments as follows: ARTHUR STREET from NORTH DANUBE ROAD to WEST BAVARIAN PASS EAST DANUBE ROAD from MATTERHORN DRIVE to NORTH INNSBRUCK DRIVE NORTH DANUBE ROADfrom WEST DANUBE ROAD to NORTH INNSBRUCK DRIVE WEST DANUBE ROAD from NORTH DANUBE ROAD to SOUTHERN TERMINUS All ofsaid land and parcels abutting the list of street segments above are to be assessed proportionately according to the benefits received by such improvement. The City Engineer has estimated the project cost to be $1,332,000. A tabulation of costs is available at the City’s Engineering Office. A reasonable estimate of the impact of the assessment for each property will be available at the hearing. The City Engineer will be present to describe the physical and financial impact of the proposed project as described in the project feasibility report and proposed plans and specifications. Upon request, accommodation will be provided to allow individuals with disabilities to participate in any City of Fridley services, programs or activities. Hearing impaired persons who need an interpreter or other persons who require auxiliary aids should contact CityClerk@FridleyMN.gov or (763) 571-3450. Published:Star Tribune November 25, 2024 December 02, 2024 552 Jufn!:/ 553 Jufn!21/ AGENDA REPORT Meeting Date:December9,2024 Meeting Type:City Council Submitted By:Jim Kosluchar, Public Works Director Brandon Brodhag, Assistant City Engineer Nic Schmidt, Civil Engineer Title Resolution No. 2024-178, Awarding 2025Neighborhood Parks ImprovementsProject No. 25-70912 Background On Tuesday,December 3 at 9:00 a.m.,bids were publicly opened online via the virtual platform available on QuestCDNand Microsoft Teams for the 2025Neighborhood Parks Improvements Project. Eleven responsivebids were received. This project is part of the City of Fridley(PSIP). Theparks includedin areOak Hill Park, and Jubilee Park(see Exhibit A). The purpose of the project is to provide park improvements that include improved accessibility, playground equipment, and added amenities such as picnic shelters. The playground equipment will be installed by specialized contractors and the remaining sitework and installations will be completed by the 2025Neighborhood Parks Improvements Project contractor. In Septemberof this year, staff applied for an Anoka County administered federal Community Development Block Grant (CDBG). The CDBGwas eligible for public facilities due to the proportion of City residents who are considered low-to moderate-income under the programOctober, the City was awarded by the Anoka County board, funding of $510,000for the 2025 Neighborhood Parks Improvements Project. This project will be funded by the grant, in addition to other contracts for equipment and other improvements. The award funding is contingent upon completion of the Federal Environmental Review with a 30-day public comment period and an executed funding agreement between the City and Anoka County. As noted, eleven responsivebids were received. The low bid was received fromDunaway Construction, Inc. of Columbus, MNin the amount of $209,992.50, which is 55% below $465,646(see Exhibit B). Thenextlowest bid waswithin $71,783.37(34%)of bid.Note that thesecond and eighth lowest bidswereallwithin $67,000 of one another. Of the eleven bids, the high bid received was $694,048.Staffbelievesthe amountof bidsreceived and Dunaway competitivebidis attributed to having availability in their schedule at the beginning of the 2025construction season. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 554 Jufn!21/ Construction of this project is anticipated for next spring with final completion by early June. Note all work under the project must meet federal prevailing wage requirements. The City of Fridley has not contracted with Dunaway Construction in the past; however, staff has reviewed available company information and reviewed references of communities who have worked with this contractor recently and all information received indicates a positive review and that the company has the capacity to perform as the general contractor on this project. The resolution requests the bid amount of $209,992.50 with a 5% contingency, for a total amount of $220,492.13. The contingency would be available for any unforeseen minor exclusions in the plans, or additional improvements that may be identified by staff during construction of the project. If the Council approves the attached resolution, staff will notify the contractor of the award and issue a notice to proceed to the contractor upon receipt of acceptable submittals. Financial Impact Funding is provided through the grant received from the Anoka County administered federal Community Development Block Grant Program, and by bond proceeds through the Capital Investment Program. Recommendation Staff recommends the approval of Resolution No. 2024-178, Awarding 2025 Neighborhood Parks Improvements Project No. 25-70912. Focus on Fridley Strategic Alignment x Vibrant Neighborhoods & Places x Community Identity & Relationship Building Financial Stability & Commercial Prosperity x Public Safety & Environmental Stewardship x Organizational Excellence Attachments and Other Resources !Resolution No. 2024-178 !Exhibit A Project Location !Exhibit B Bid Tabulation Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 555 Jufn!21/ Resolution No. 2024-178 Award 2025 Neighborhood Parks Improvements Project No. 25-70912 Whereas, the City of Fridley (City) began a process of understanding the needs and desires of residents for City parks improvements in 2019 called "Finding Your Fun in Fridley" by conducting public workshops with residents; and Whereas, Fridley residents expressed an interest in improving City parks by upgrading playgrounds and amenities; and Whereas, on April 25, 2022, the Council adopted Resolution No. 2022-36, which approves the Park System Improvement Plan Final Report and authorizes staff to begin the implementation phase of the Plan; and Whereas, the Park System Improvement Plan provides funding for its implementation and includes site improvements in Oak Hill Park, and Jubilee Park; and Whereas, the City has received a Community Development Block Grant of $510,00 for the Project; and Now, therefore be it resolved, that the City Council of the City of Fridley hereby receives the bids for the 2025 Neighborhood Parks Improvements Project No. 25-70912 per the attached bid tabulation and awards the project to the lowest responsive bidder, Dunaway Construction, Inc. of Columbus, MN in the amount of $220,492.13 which includes a 5% contingency. th Passed and adopted by the City Council of the City of Fridley this 9 day of December, 2024. _______________________________________ Scott J. Lund Mayor Attest: Melissa Moore City Clerk 556 Jufn!21/ FyijcjuB 557 Jufn!21/ EXHIBIT B BID TABULATION 2025 NEIGHBORHOOD PARKS IMPROVEMENTS PROJECT NO. 25-70912 BID OPENING: DECEMBER 3, 2024 / 9:00 A.M. (QUEST CDN #9401995) DUNAWAY CONSTRUCTIONGUSTAFSON EXCAVATING, INC.CREATE CONSTRUCTION LLCSUNRAM CONSTRUCTION, INC. ENGINEERS ESTIMATECOLUMBUS, MNNORTH BRANCH, MNMAPLE GROVE, MNCORCORAN, MN EST. EXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUE SEQ.DESCRIPTIONUNITSQTYUNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICE 1MOBILIZATIONLUMP SUM130,000.00$ 30,000.00$ 6,000.00$ 6,000.00$ 19,800.00$ 19,800.00$ 10,000.00$ 10,000.00$ 6,255.70$ 6,255.70$ 2SAWING BITUMINOUS PAVEMENTLIN FT175.00$ 85.00$ 5.00$ 85.00$ 5.82$ 98.94$ 10.00$ 170.00$ 4.00$ 68.00$ 3REMOVE BITUMINOUS PAVEMENTSQ YD345.00$ 135.00$ 10.00$ 30.00$ 25.00$ 75.00$ 100.00$ 300.00$ 10.00$ 30.00$ 4REMOVE SIDEWALK PAVEMENTSQ YD5830.00$ 1,740.00$ 5.00$ 290.00$ 29.70$ 1,722.60$ 25.00$ 1,450.00$ 28.00$ 1,624.00$ 5REMOVE CURB AND GUTTERLIN FT3235.00$ 1,120.00$ 10.00$ 320.00$ 8.59$ 274.88$ 10.00$ 320.00$ 30.00$ 960.00$ 6REMOVE FENCELIN FT13125.00$ 3,275.00$ 8.00$ 1,048.00$ 5.04$ 660.24$ 10.00$ 1,310.00$ 16.00$ 2,096.00$ 7REMOVE LANDSCAPE EDGING PAVERLIN FT265.00$ 130.00$ 5.00$ 130.00$ 19.04$ 495.04$ 20.00$ 520.00$ 20.00$ 520.00$ 8REMOVE PLAYGROUND CONTAINER CURBLIN FT20215.00$ 3,030.00$ 6.00$ 1,212.00$ 5.72$ 1,155.44$ 18.00$ 3,636.00$ 22.00$ 4,444.00$ 9REMOVE PLAYGROUND FILL - 1 FT DEPTHCU YD8635.00$ 3,010.00$ 20.00$ 1,720.00$ 26.86$ 2,309.96$ 70.00$ 6,020.00$ 40.00$ 3,440.00$ 10REMOVE PLAYGROUND EQUIPMENTLUMP SUM17,500.00$ 7,500.00$ 4,000.00$ 4,000.00$ 1,650.00$ 1,650.00$ 12,000.00$ 12,000.00$ 6,800.00$ 6,800.00$ 11REMOVE TRASH RECEPTACLEEACH1200.00$ 200.00$ 50.00$ 50.00$ 99.00$ 99.00$ 400.00$ 400.00$ 300.00$ 300.00$ 12REMOVE BENCHEACH2300.00$ 600.00$ 50.00$ 100.00$ 137.50$ 275.00$ 300.00$ 600.00$ 300.00$ 600.00$ 13REMOVE SIGNEACH1250.00$ 250.00$ 50.00$ 50.00$ 27.50$ 27.50$ 250.00$ 250.00$ 200.00$ 200.00$ 14SALVAGE & REINSTALL CASTINGEACH11,500.00$ 1,500.00$ 1,000.00$ 1,000.00$ 132.00$ 132.00$ 500.00$ 500.00$ 500.00$ 500.00$ 15SITE GRADINGLUMP SUM140,000.00$ 40,000.00$ 9,000.00$ 9,000.00$ 14,300.00$ 14,300.00$ 10,000.00$ 10,000.00$ 22,500.00$ 22,500.00$ 163" BITUMINOUS STREET PATCH W/ 6" CLASS 5 AGGREGATESQ YD3500.00$ 1,500.00$ 250.00$ 750.00$ 220.00$ 660.00$ 600.00$ 1,800.00$ 1,100.00$ 3,300.00$ 17CONCRETE CURB & GUTTER DESIGN B618LIN FT32120.00$ 3,840.00$ 52.90$ 1,692.80$ 48.40$ 1,548.80$ 40.00$ 1,280.00$ 70.50$ 2,256.00$ 18CONCRETE PLAY AREA CURBLIN FT20065.00$ 13,000.00$ 29.95$ 5,990.00$ 50.60$ 10,120.00$ 40.00$ 8,000.00$ 47.25$ 9,450.00$ 19CONCRETE MOW STRIPLIN FT10525.00$ 2,625.00$ 25.10$ 2,635.50$ 33.00$ 3,465.00$ 25.00$ 2,625.00$ 39.50$ 4,147.50$ 204" CONCRETE WALK & PADSSQ FT1,13718.00$ 20,466.00$ 10.00$ 11,370.00$ 11.22$ 12,757.14$ 12.00$ 13,644.00$ 13.65$ 15,520.05$ 21TRUNCATED DOMESSQ FT1285.00$ 1,020.00$ 80.00$ 960.00$ 68.20$ 818.40$ 60.00$ 720.00$ 84.00$ 1,008.00$ 22RETAINING WALLSQ FT24275.00$ 18,150.00$ 60.00$ 14,520.00$ 95.45$ 23,098.90$ 40.00$ 9,680.00$ 48.00$ 11,616.00$ 23INSTALL OWNER-FURNISHED PARK SIGNEACH11,500.00$ 1,500.00$ 500.00$ 500.00$ 110.00$ 110.00$ 400.00$ 400.00$ 750.00$ 750.00$ 24INSTALL OWNER-FURNISHED PICNIC TABLEEACH4400.00$ 1,600.00$ 250.00$ 1,000.00$ 412.50$ 1,650.00$ 200.00$ 800.00$ 425.00$ 1,700.00$ 25INSTALL OWNER-FURNISHED BIKE RACKEACH1300.00$ 300.00$ 250.00$ 250.00$ 594.00$ 594.00$ 500.00$ 500.00$ 375.00$ 375.00$ 26FENCE - ORNAMENTALLIN FT230115.00$ 26,450.00$ 105.00$ 24,150.00$ 118.80$ 27,324.00$ 130.00$ 29,900.00$ 100.00$ 23,000.00$ 27ORANGE BARRIER FENCELIN FT3155.00$ 1,575.00$ 5.00$ 1,575.00$ 2.27$ 715.05$ 10.00$ 3,150.00$ 4.25$ 1,338.75$ 28INLET PROTECTION EACH4250.00$ 1,000.00$ 150.00$ 600.00$ 330.00$ 1,320.00$ 300.00$ 1,200.00$ 150.00$ 600.00$ 29SEDIMENT CONTROL LOG TYPE WOOD FIBERLIN FT1328.00$ 1,056.00$ 6.00$ 792.00$ 4.17$ 550.44$ 5.00$ 660.00$ 4.25$ 561.00$ 30SITE RESTORATIONLUMP SUM115,000.00$ 15,000.00$ 8,000.00$ 8,000.00$ 11,550.00$ 11,550.00$ 7,000.00$ 7,000.00$ 2,500.00$ 2,500.00$ 31MOBILIZATIONLUMP SUM135,000.00$ 35,000.00$ 6,000.00$ 6,000.00$ 8,250.00$ 8,250.00$ 10,000.00$ 10,000.00$ 8,050.55$ 8,050.55$ 32SAWING BITUMINOUS PAVEMENTLIN FT135.00$ 65.00$ 5.00$ 65.00$ 12.69$ 164.97$ 10.00$ 130.00$ 4.00$ 52.00$ 33REMOVE SIDEWALK PAVEMENTSQ YD6630.00$ 1,980.00$ 5.00$ 330.00$ 29.70$ 1,960.20$ 25.00$ 1,650.00$ 28.00$ 1,848.00$ 34REMOVE CURB AND GUTTERLIN FT1335.00$ 455.00$ 10.00$ 130.00$ 21.15$ 274.95$ 20.00$ 260.00$ 30.00$ 390.00$ 35REMOVE PLAYGROUND CONTAINER CURBLIN FT23320.00$ 4,660.00$ 6.00$ 1,398.00$ 5.67$ 1,321.11$ 20.00$ 4,660.00$ 22.00$ 5,126.00$ 36REMOVE PLAYGROUND FILL - 1 FT DEPTHCU YD12635.00$ 4,410.00$ 20.00$ 2,520.00$ 24.44$ 3,079.44$ 70.00$ 8,820.00$ 40.00$ 5,040.00$ 37REMOVE PLAYGROUND PIP SURFACESQ YD1635.00$ 560.00$ 10.00$ 160.00$ 41.25$ 660.00$ 150.00$ 2,400.00$ 80.00$ 1,280.00$ 38REMOVE PLAYGROUND EQUIPMENTLUMP SUM17,500.00$ 7,500.00$ 4,000.00$ 4,000.00$ 3,080.00$ 3,080.00$ 20,000.00$ 20,000.00$ 4,700.00$ 4,700.00$ 39REMOVE TRASH RECEPTACLEEACH1200.00$ 200.00$ 50.00$ 50.00$ 99.00$ 99.00$ 400.00$ 400.00$ 300.00$ 300.00$ 40REMOVE BENCHEACH2300.00$ 600.00$ 50.00$ 100.00$ 137.50$ 275.00$ 400.00$ 800.00$ 300.00$ 600.00$ 41SITE GRADINGLUMP SUM145,000.00$ 45,000.00$ 7,000.00$ 7,000.00$ 12,100.00$ 12,100.00$ 10,000.00$ 10,000.00$ 31,950.00$ 31,950.00$ 42CONCRETE CURB & GUTTER DESIGN B618LIN FT13120.00$ 1,560.00$ 52.90$ 687.70$ 48.40$ 629.20$ 60.00$ 780.00$ 70.50$ 916.50$ 43CONCRETE PLAY AREA CURBLIN FT17065.00$ 11,050.00$ 29.95$ 5,091.50 $ 50.60$ 8,602.00$ 40.00$ 6,800.00$ 47.25$ 8,032.50$ 444" CONCRETE WALK & PADSSQ FT2,09318.00$ 37,674.00$ 10.00$ 20,930.00$ 10.90$ 22,813.70$ 12.00$ 25,116.00$ 13.65$ 28,569.45$ 45TRUNCATED DOMESSQ FT2485.00$ 2,040.00$ 80.00$ 1,920.00$ 68.20$ 1,636.80$ 60.00$ 1,440.00$ 84.00$ 2,016.00$ 46BASKETBALL COURT AND GOAL (COMPLETE)LUMP SUM155,000.00$ 55,000.00$ 28,150.00$ 28,150.00$ 39,050.00$ 39,050.00$ 26,000.00$ 26,000.00$ 28,800.00$ 28,800.00$ 47RETAINING WALLSQ FT15775.00$ 11,775.00$ 60.00$ 9,420.00$ 91.08$ 14,299.56$ 40.00$ 6,280.00$ 48.00$ 7,536.00$ 48INSTALL OWNER-FURNISHED 16'X16' SHELTER INCL. FOOTINGSLUMP SUM125,000.00$ 25,000.00$ 9,500.00$ 9,500.00$ 8,910.00$ 8,910.00$ 20,000.00$ 20,000.00$ 27,000.00$ 27,000.00$ 49INSTALL OWNER-FURNISHED PARK SIGNEACH11,500.00$ 1,500.00$ 500.00$ 500.00$ 594.00$ 594.00$ 400.00$ 400.00$ 750.00$ 750.00$ 50INSTALL OWNER-FURNISHED PICNIC TABLEEACH2400.00$ 800.00$ 250.00$ 500.00$ 412.50$ 825.00$ 200.00$ 400.00$ 425.00$ 850.00$ 51INSTALL OWNER-FURNISHED BENCHEACH3300.00$ 900.00$ 250.00$ 750.00$ 366.67$ 1,100.01$ 300.00$ 900.00$ 425.00$ 1,275.00$ 52INSTALL OWNER-FURNISHED BIKE RACKEACH1300.00$ 300.00$ 250.00$ 250.00$ 594.00$ 594.00$ 500.00$ 500.00$ 375.00$ 375.00$ 53SEDIMENT CONTROL LOG TYPE WOOD FIBERLIN FT1208.00$ 960.00$ 6.00$ 720.00$ 4.58$ 549.60$ 5.00$ 600.00$ 4.25$ 510.00$ 54SITE RESTORATIONLUMP SUM115,000.00$ 15,000.00$ 10,000.00$ 10,000.00$ 11,550.00$ 11,550.00$ 7,000.00$ 7,000.00$ 2,900.00$ 2,900.00$ Bid Total:$ 465,646.00$ 209,992.50$ 281,775.87$ 284,171.00$ 297,327.00 Contingency (5%):$ 23,282.30$ 10,499.63$ 14,088.79$ 14,208.55$ 14,866.35 Construction Total:$ 488,928.30$ 220,492.13$ 295,864.66$ 298,379.55 $ 312,193.35 558 Jufn!21/ BRENNAN CONSTRUCTION OF MN, SHORELINE LANDSCAPING & INC.PETERSON COMPANIES, INC.HOBS EXCAVATING, INC.VEIT & COMPANY, INC.PARKSTONE CONTRACTING LLCCONTRACTINGCONCRETE IDEA, INC. CORCORAN, MNCHISAGO CITY, MNNOWTHEN, MNROGERS, MNCOTTAGE GROVE, MNCHISAGO CITY, MNMAPLE LAKE, MN EXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUEEXTENDED VALUE UNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICEUNIT PRICE $ 30,892.5730,892.57$ 34,480.00$ 34,480.00$ 27,930.00$ 27,930.00$ 51,310.00$ 51,310.00$ 20,000.00$ 20,000.00$ 18,380.00$ 18,380.00$ 75,000.00$ 75,000.00$ $ 102.006.00$ 5.00$ 85.00$ 5.00$ 85.00$ 11.50$ 195.50$ 30.00$ 510.00$ 30.00$ 510.00$ 10.00$ 170.00$ $ 69.0023.00$ 41.00$ 123.00$ 214.00$ 642.00$ 82.50$ 247.50$ 200.00$ 600.00$ 15.00$ 45.00$ 30.00$ 90.00$ $ 522.009.00$ 14.00$ 812.00$ 35.00$ 2,030.00$ 9.90$ 574.20$ 30.00$ 1,740.00$ 8.00$ 464.00$ 30.00$ 1,740.00$ $ 160.005.00$ 11.00$ 352.00$ 20.00$ 640.00$ 18.00$ 576.00$ 45.00$ 1,440.00$ 12.00$ 384.00$ 6.00$ 192.00$ $ 524.004.00$ 9.00$ 1,179.00$ 8.00$ 1,048.00$ 9.60$ 1,257.60$ 15.00$ 1,965.00$ 4.12$ 539.72$ 25.00$ 3,275.00$ $ 78.003.00$ 7.00$ 182.00$ 68.00$ 1,768.00$ 31.75$ 825.50$ 10.00$ 260.00$ 3.80$ 98.80$ 25.00$ 650.00$ $ 404.002.00$ 3.00$ 606.00$ 4.00$ 808.00$ 8.10$ 1,636.20$ 10.00$ 2,020.00$ 18.40$ 3,716.80$ 10.00$ 2,020.00$ $ 3,096.0036.00$ 0.01$ 0.86$ 48.00$ 4,128.00$ 30.25$ 2,601.50$ 60.00$ 5,160.00$ 18.00$ 1,548.00$ 25.00$ 2,150.00$ $ 5,000.005,000.00$ 1,892.00$ 1,892.00$ 4,650.00$ 4,650.00$ 1,610.00$ 1,610.00$ 3,500.00$ 3,500.00$ 8,240.00$ 8,240.00$ 10,000.00$ 10,000.00$ $ 53.0053.00$ 94.00$ 94.00$ 563.00$ 563.00$ 533.00$ 533.00$ 600.00$ 600.00$ 80.00$ 80.00$ 500.00$ 500.00$ $ 54.0027.00$ 47.00$ 94.00$ 350.00$ 700.00$ 267.00$ 534.00$ 400.00$ 800.00$ 280.00$ 560.00$ 500.00$ 1,000.00$ $ 260.00260.00$ 94.00$ 94.00$ 295.00$ 295.00$ 333.00$ 333.00$ 600.00$ 600.00$ 85.00$ 85.00$ 500.00$ 500.00$ $ 800.00800.00$ 478.00$ 478.00$ 402.00$ 402.00$ 2,710.00$ 2,710.00$ 2,000.00$ 2,000.00$ 1,285.00$ 1,285.00$ 500.00$ 500.00$ $ 17,900.0017,900.00$ 15,910.00$ 15,910.00$ 4,500.00$ 4,500.00$ 20,410.00$ 20,410.00$ 26,000.00$ 26,000.00$ 28,720.00$ 28,720.00$ 10,000.00$ 10,000.00$ $ 1,230.00410.00$ 487.00$ 1,461.00$ 240.00$ 720.00$ 170.00$ 510.00$ 1,000.00$ 3,000.00$ 510.00$ 1,530.00$ 1,000.00$ 3,000.00$ $ 1,952.0061.00$ 58.50$ 1,872.00$ 76.00$ 2,432.00$ 72.00$ 2,304.00$ 100.00$ 3,200.00$ 65.70$ 2,102.40$ 50.00$ 1,600.00$ $ 9,200.0046.00$ 35.30$ 7,060.00$ 65.00$ 13,000.00$ 45.75$ 9,150.00$ 45.00$ 9,000.00$ 38.60$ 7,720.00$ 55.00$ 11,000.00$ $ 3,150.0030.00$ 31.80$ 3,339.00$ 47.00$ 4,935.00$ 40.25$ 4,226.25$ 45.00$ 4,725.00$ 35.10$ 3,685.50$ 100.00$ 10,500.00$ $ 13,644.0012.00$ 12.80$ 14,553.60$ 13.40$ 15,235.80$ 10.00$ 11,370.00$ 13.00$ 14,781.00$ 12.80$ 14,553.60$ 20.00$ 22,740.00$ $ 744.0062.00$ 84.00$ 1,008.00$ 75.00$ 900.00$ 91.00$ 1,092.00$ 90.00$ 1,080.00$ 90.00$ 1,080.00$ 45.00$ 540.00$ $ 11,277.2046.60$ 86.25$ 20,872.50$ 124.00$ 30,008.00$ 54.50$ 13,189.00$ 75.00$ 18,150.00$ 82.50$ 19,965.00$ 75.00$ 18,150.00$ $ 130.00130.00$ 1,503.00$ 1,503.00$ 920.00$ 920.00$ 883.00$ 883.00$ 600.00$ 600.00$ 1,580.00$ 1,580.00$ 500.00$ 500.00$ $ 520.00130.00$ 595.00$ 2,380.00$ 215.00$ 860.00$ 815.00$ 3,260.00$ 600.00$ 2,400.00$ 1,210.00$ 4,840.00$ 1,750.00$ 7,000.00$ $ 130.00130.00$ 279.00$ 279.00$ 223.00$ 223.00$ 857.00$ 857.00$ 400.00$ 400.00$ 550.00$ 550.00$ 1,000.00$ 1,000.00$ $ 25,750.80111.96$ 117.00$ 26,910.00$ 112.00$ 25,760.00$ 127.00$ 29,210.00$ 105.00$ 24,150.00$ 121.13$ 27,859.90$ 125.00$ 28,750.00$ $ 1,575.005.00$ 3.75$ 1,181.25$ 4.00$ 1,260.00$ 4.00$ 1,260.00$ 8.00$ 2,520.00$ 4.10$ 1,291.50$ 10.00$ 3,150.00$ $ 1,700.00425.00$ 160.50$ 642.00$ 420.00$ 1,680.00$ 233.00$ 932.00$ 350.00$ 1,400.00$ 200.00$ 800.00$ 100.00$ 400.00$ $ 528.004.00$ 4.00$ 528.00$ 6.00$ 792.00$ 8.30$ 1,095.60$ 10.00$ 1,320.00$ 3.65$ 481.80$ 10.00$ 1,320.00$ $ 15,900.0015,900.00$ 8,918.00$ 8,918.00$ 7,800.00$ 7,800.00$ 8,240.00$ 8,240.00$ 7,500.00$ 7,500.00$ 8,810.00$ 8,810.00$ 10,000.00$ 10,000.00$ $ 30,892.5630,892.56$ 37,670.00$ 37,670.00$ 28,500.00$ 28,500.00$ 48,470.00$ 48,470.00$ 23,000.00$ 23,000.00$ 15,640.00$ 15,640.00$ 30,000.00$ 30,000.00$ $ 78.006.00$ 7.00$ 91.00$ 22.50$ 292.50$ 5.00$ 65.00$ 30.00$ 390.00$ 35.00$ 455.00$ 10.00$ 130.00$ $ 1,518.0023.00$ 12.50$ 825.00$ 37.00$ 2,442.00$ 10.75$ 709.50$ 30.00$ 1,980.00$ 8.00$ 528.00$ 30.00$ 1,980.00$ $ 65.005.00$ 16.40$ 213.20$ 48.00$ 624.00$ 27.50$ 357.50$ 45.00$ 585.00$ 15.00$ 195.00$ 6.00$ 78.00$ $ 466.002.00$ 3.25$ 757.25$ 24.00$ 5,592.00$ 7.00$ 1,631.00$ 15.00$ 3,495.00$ 12.00$ 2,796.00$ 10.00$ 2,330.00$ $ 4,536.0036.00$ 0.01$ 1.26$ 37.00$ 4,662.00$ 26.75$ 3,370.50$ 45.00$ 5,670.00$ 22.50$ 2,835.00$ 25.00$ 3,150.00$ $ 528.0033.00$ 12.00$ 192.00$ 87.50$ 1,400.00$ 32.00$ 512.00$ 50.00$ 800.00$ 28.00$ 448.00$ 100.00$ 1,600.00$ $ 5,000.005,000.00$ 3,783.00$ 3,783.00$ 4,810.00$ 4,810.00$ 1,610.00$ 1,610.00$ 7,500.00$ 7,500.00$ 8,320.00$ 8,320.00$ 5,000.00$ 5,000.00$ $ 53.0053.00$ 93.90$ 93.90$ 395.00$ 395.00$ 401.00$ 401.00$ 600.00$ 600.00$ 85.00$ 85.00$ 500.00$ 500.00$ $ 106.0053.00$ 93.90$ 187.80$ 435.00$ 870.00$ 301.00$ 602.00$ 400.00$ 800.00$ 280.00$ 560.00$ 500.00$ 1,000.00$ $ 21,600.0021,600.00$ 18,420.00$ 18,420.00$ 16,400.00$ 16,400.00$ 19,700.00$ 19,700.00$ 23,000.00$ 23,000.00$ 34,900.00$ 34,900.00$ 10,000.00$ 10,000.00$ $ 793.0061.00$ 63.00$ 819.00$ 60.50$ 786.50$ 72.00$ 936.00$ 100.00$ 1,300.00$ 67.50$ 877.50$ 6.00$ 78.00$ $ 7,820.0046.00$ 35.90$ 6,103.00$ 69.00$ 11,730.00$ 45.75$ 7,777.50$ 45.00$ 7,650.00$ 38.12$ 6,480.40$ 55.00$ 9,350.00$ $ 25,116.0012.00$ 12.20$ 25,534.60$ 12.00$ 25,116.00$ 10.25$ 21,453.25$ 13.00$ 27,209.00$ 12.80$ 26,790.40$ 20.00$ 41,860.00$ $ 1,488.0062.00$ 84.00$ 2,016.00$ 75.00$ 1,800.00$ 91.00$ 2,184.00$ 90.00$ 2,160.00$ 90.00$ 2,160.00$ 45.00$ 1,080.00$ $ 26,876.0626,876.06$ 26,010.00$ 26,010.00$ 25,400.00$ 25,400.00$ 22,190.00$ 22,190.00$ 46,000.00$ 46,000.00$ 54,430.00$ 54,430.00$ 175,000.00$ 175,000.00$ $ 4,918.8131.33$ 73.60 $ 11,555.20$ 121.00$ 18,997.00$ 54.50$ 8,556.50$ 75.00$ 11,775.00$ 82.50$ 12,952.50$ 75.00$ 11,775.00$ $ 8,780.008,780.00$ 23,030.00$ 23,030.00$ 7,450.00$ 7,450.00$ 18,950.00$ 18,950.00$ 21,000.00$ 21,000.00$ 43,860.00$ 43,860.00$ 150,000.00$ 150,000.00$ $ 260.00260.00$ 1,503.00$ 1,503.00$ 1,050.00$ 1,050.00$ 883.00$ 883.00$ 600.00$ 600.00$ 1,355.00$ 1,355.00$ 500.00$ 500.00$ $ 260.00130.00$ 595.00$ 1,190.00$ 225.00$ 450.00$ 829.00$ 1,658.00$ 600.00$ 1,200.00$ 1,680.00$ 3,360.00$ 1,750.00$ 3,500.00$ $ 390.00130.00$ 500.00$ 1,500.00$ 150.00$ 450.00$ 820.00$ 2,460.00$ 600.00$ 1,800.00$ 1,210.00$ 3,630.00$ 1,500.00$ 4,500.00$ $ 130.00130.00$ 279.00$ 279.00$ 222.00$ 222.00$ 857.00$ 857.00$ 400.00$ 400.00$ 550.00$ 550.00$ 2,000.00$ 2,000.00$ $ 480.004.00$ 3.75$ 450.00$ 6.00$ 720.00$ 8.70$ 1,044.00$ 10.00$ 1,200.00$ 3.65$ 438.00$ 10.00$ 1,200.00$ $ 20,500.0020,500.00$ 10,960.00$ 10,960.00$ 7,610.00$ 7,610.00$ 9,380.00$ 9,380.00$ 7,500.00$ 7,500.00$ 9,800.00$ 9,800.00$ 10,000.00$ 10,000.00$ $ 310,000.00$ 322,073.42$ 324,483.80$ 348,690.60$ 359,035.00$ 394,951.82$ 694,048.00 $ 15,500.00$ 16,103.67$ 16,224.19$ 17,434.53$ 17,951.75$ 19,747.59$ 34,702.40 $ 325,500.00$ 338,177.09$ 340,707.99$ 366,125.13$ 376,986.75$ 414,699.41$ 728,750.40 559 Jufn!22/ AGENDA REPORT Meeting Date:December 9, 2024 Meeting Type:City CouncilMeeting Submitted By: Beth Kondrick, Deputy City Clerk Nancy Abts, Associate Planner Title Ordinance No. 1426, Amending the Fridley City Code to add Chapter 312, Cannabis Business, andAmending the Fridley City Code Chapter 209, Fees (First Reading) Background In July 2023, Interim Ordinance No. 1411 was passed to place a moratorium on Cannabis Businesses in the City of Fridley (City) and to conduct a study regarding theadoption or amendment of reasonable restrictions on time, place, and manner of operation for any Cannabis Businesses.This moratorium is set to expire on January 1, 2025. In preparation for the expiration of the moratorium and the anticipated State licensing of cannabis businesses, members of the Staff Cannabis Working Group have approved a draft ordinance for cannabis and hemp businesses in the City, Ordinance No. 1426 addsChapter 312, Cannabis Businessto the Code. A draftof the ordinancewas presented to the City Council (Council) at the November 25, 2024 City Council Conference Meeting. In M.S. Chapter 342 there are 11 types of Cannabis Businesses defined (microbusiness, mezzobusiness, cultivator, manufacturer, retailer, wholesaler, transporter, testing facility, event organizer, delivery service, medical cannabis combination). These are the 11 cannabis licenses the Office of Cannabis Management (OCM) will administer. Per State Statute, Cannabis Businesses are allowed to operate in the City if they meet zoning, fire and building code requirements. Of the 11 Cannabis Business license types issued by OCM, the Cannabis Retailer license is the only approval the City will participate in beyondverifying zoning, fire and building compliance. population). Cannabis Retailers are required to be registered by the City after the business receives its license from OCM. When the OCM issues the license, it will notify the City who will collect fees and register the business. Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 55: Jufn!22/ Retail registrations will be processed in a similar matter to liquor and tobacco licenses in the City. The applicant will apply using CitizenServe, and the registration will go through several levels of review: City Manager, Public Safety, Fire, Community Development and the City Council for final approval of registration. The City is in the process of updating the zoning chapters of the City Code, and staff will be incorporating Cannabis uses as part of the recodification process. Until the zoning recodification is complete, land use requirements for cannabis businesses will be in the licensing ordinance. In developing these requirements, considerations were given to zoning requirements and what areas of the City would best fit the various types of cannabis businesses that may seek to open in the City. Under the draft requirements, micro- and mezzo-businesses must comply with the location restrictions for each of their component uses (e.g., the retail aspect of a microbusiness would be allowed in commercial districts; the cultivation aspect of a microbusiness license would be allowed only in industrial districts). The Cll notes that the National Fire Protection Association (NFPA) is in the process of developing standards for cannabis businesses. The standards are expected in 2026 or 2027. To prevent establishing legal nonconformities, cannabis businesses with operations not addressed in an approved NFPA standard will be approved as interim uses. Cannabis businesses that do operate under an approved NFPA standard will be approved as Special Conditional Uses or Permitted Uses. Permitted and Special Conditional Uses create property rights that run with the land, while Interim Uses authorize the temporary use of a property until the occurrence of a particular event or until zoning regulations no longer permit it. If the first reading is approved tonight, staff propose a second reading held at the December 23 City Council meeting and publication on December 27. Financial Impact None. Recommendation Staff recommend the Council approve a first reading of Ordinance No. 1426, Amending the Fridley City Code to add Chapter 312, Cannabis Business, and Amending the Fridley City Code Chapter 209, Fees. Focus on Fridley Strategic Alignment Vibrant Neighborhoods & Places Community Identity & Relationship Building Financial Stability & Commercial Prosperity X Public Safety & Environmental Stewardship Organizational Excellence Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 561 Jufn!22/ Attachments and Other Resources !Ordinance No. 1426 Vision Statement We believe Fridley will be a safe, vibrant, friendly and stable home for families and businesses. 562 Jufn!22/ Ordinance No. 1426 Amending the Fridley City Code to Add Chapter 312, Cannabis and Hemp Businesses and Amending Chapter 209, Fees The City Council of the City of Fridley does ordain, after review, examination and staff recommendation that the Fridley City Code be amended as follows: Section 1 Fridley City Code Chapter 312 Cannabis and Hemp Businesses 312.01 Purpose The purpose of this Chapter is to implement the provisions of Minnesota Statutes (M.S.) Chapter 342, which permits the personal use, possession and transportation of cannabis by those 21 years of age and older, and allows licensed business to conduct cultivation, manufacturing, transport, delivery and sale of cannabis and cannabis products. M.S. Chapter 342 also authorizes the City of Fridley (City) to protect the public health, safety and welfare of residents by regulating cannabis and hemp businesses through its zoning and inspections requirements, as well as restricting the number of retail establishments allowed to operate within the City and the hours of those operations. 312.02 Definitions Unless otherwise noted in this section, words and phrases contained in M.S. § 342.01 and the rules promulgated pursuant to any of these acts, have the same meanings in this ordinance. Applicant: an entity with a license or endorsement issued by the Office of Cannabis Management that is applying for an initial registration or for registration renewal. Cannabis Business: Any of the following licenses issued by the Minnesota Office of Cannabis Management: cannabis microbusiness, cannabis mezzobusiness, cannabis cultivator, cannabis manufacturer, cannabis retailer, cannabis wholesaler, cannabis transporter, cannabis testing facility, cannabis event organizer, cannabis delivery service and medical cannabis combination business. Cannabis Retailer: A business with a cannabis retailer license or cannabis retail endorsement from the Office of Cannabis Management pursuant to Minnesota Statutes § 342.22. Oce of Cannabis Management (OCM): Minnesota Oce of Cannabis Management. Retail registration: an approved registration issued by the City to a state-licensed cannabis retail 563 Jufn!22/ business or lower-potency hemp edible retailer. Retailer: Every business that is licensed under the Act and required to register with the City under Minnesota Statutes, section 342.22. Including cannabis businesses and lower-potency hemp edible retailers. School: a public school as de Ý ned under M.S. § 120A.05 or a nonpublic school that must meet the reporting requirements under M.S. § 120A.24. State license: an approved license issued by the OCM to a cannabis retail business. 312.03 Pre-License Certification of All Cannabis Businesses 1. Before the City receives a request for zoning certification from the OCM applicants must receive any applicable zoning fire and building inspection or approval from the City. 2. The City Manager or a designee is authorized to certify to the OCM if a proposed Cannabis Business complies with the CityÔs zoning regulations and if applicable, with state fire code and building code pursuant to Minnesota Statutes, section 342.13. 3. Without proper approvals, the City will notify the OCM that the business does not meet City regulations. If applicable, the City will certify the application only if no building changes are planned and the building has passed inspection. Building and fire inspections are good for one year after completion. 4. If a Cannabis Retailer receives a pre-license certification under this Section, it does not guarantee that the Cannabis Retailer will receive a registration under section 312.04 and does not impact the registration application processing procedures in section 312.04 (5). 312.04 Retail Registration 1. Registering retailers. Before making retail sales to customers or patients, a Retailer must be registered by the City. Subject to M.S. § 342.22, subd. 5(e) the City may impose a civil penalty, as specified in the Fee Chapter of the Code, for making a sale to a customer or patient without a valid registration from the City and a valid license from the OCM. The City will issue a registration only to those applicants with a valid license from the OCM and who have met the CityÔs requirements. 2. Compliance checks prior to retail registration. Prior to issuance of a retail registration, the City will conduct a preliminary compliance check to ensure compliance with local ordinances. 3. Retail Registration Limits. Pursuant to M.S. 342.13 no more than three Cannabis Retail registrations will be issued in the City. This number may be updated based on the most recent 564 Jufn!22/ published data available from the stateÔs demographer. Registrations issued to businesses with a license preapproval will count toward the CityÔs registration limit. 4. Fees. (a) A registration fee, as established in the Fees Chapter of the Code will be charged to applicants depending on the type of retail business license applied for. (b) All fees are pursuant to M.S. § 342.11. (c) Any registration renewal fee imposed by the City will be charged at the time of the second renewal and each subsequent renewal thereafter. (d) Application fees are non-refundable once submitted. 5. Application. (a) Applications will be processed on a first-come, first-served basis based on the City receiving a complete application. Applications will be considered complete when all required materials and fees are received by the City. (b) The applicant must submit a registration application or renewal form provided by the City. The form may be amended from time to time, but must include or be accompanied by: (1) Name of the property owner (2) Name of the applicant (3) Address and parcel ID for the property for which the registration is sought (4) Certification that the applicant complies with the requirements of this Chapter (5) Payment of required registration fee (6) Proof that taxes, assessments, utility charges or other financial claims of the City or the State are current (7) A copy of a valid State license or written notice of OCM license preapproval. 6. Reasons for Denial. The City will not issue a registration or renewal if any of the following conditions are true: (a) The applicant has not submitted a complete application. (b) The applicant does not comply with the requirements of this Chapter. (c) The applicant does not comply with applicable zoning and land use regulations. (d) The applicant is found to not comply with the requirements of M.S. Chapter 342 or this Chapter at the preliminary compliance check. (e) The location is not current on all property taxes and assessments at the location where the retailer is located. 565 Jufn!22/ (f) The maximum number of registrations, as established in this Chapter, has been issued by the City. (g) The applicant does not have a valid license from the OCM. 7. Issuing the Registration or Renewal. The City will issue the registration or renewal if the Cannabis Retailer meets the requirements of this Chapter. 8. Location change. A State-licensed cannabis retail business is required to submit a new application for registration if it seeks to move to a new location still within the legal boundaries of the City. 9. Renewal of registration. The City will renew an annual registration at the same time OCM renews the cannabis business license. Registrations issued under this Chapter will not be transferred. 10. Compliance checks. The City must complete one compliance check per calendar year of every Retailer to assess if the Retailer meets age veri Ý cation requirements, as required under the Act, and this Chapter. The City must conduct at minimum one unannounced age veri Ý cation compliance check at least once per calendar year. Age veri Ý cation compliance checks will involve persons at least 17 years of age but under the age of 21 who, with the prior written consent of a parent or guardian if the person is under the age of 18, attempt to purchase adult-use cannabis Þ ower, adult-use cannabis products, lower-potency hemp edibles, or hemp-derived consumer products under the direct supervision of a law enforcement ocer or an employee of the local unit of government. 11. Compliance check failure notification. If after the CityÔs compliance checks are complete and a Cannabis Retailer has failed, the City will provide a report to the Fridley City Council (Council) at its next regularly scheduled meeting. The City will submit its report and all supporting documentation to the OCM. 312.05 Registration Enforcement. 1. The Council may impose a fine or suspend a registration on a finding that the registered business has failed to comply with the requirements of this Chapter or any applicable statute or regulation. 2. Notice and Right to Hearing. Prior to imposing a fine or suspending any registration any registration under this Chapter, the City must provide the registered business with written notice of the alleged violations and inform the registered business of their right to a hearing on the alleged violation pursuant to the Appeals and Administrative Citations Chapter of the Code. 3. Within 14 business days of a determination by the City Manager or their designee, any person contesting that decision may appeal to the Council by submitting a written appeal to 566 Jufn!22/ the City Clerk. At its next regular meeting following the City Manager or their designeeÔs decision, the Council will affirm, repeal, or modify that decision. (a) If no request for a hearing is received within 10 days following the service of the notice, the matter will be submitted to the City Council for imposition of the fine or suspension of the registration. 4. Emergency. If, in the discretion of the City, a registered business poses an imminent threat to the health or safety of the public, the City may immediately suspend the registration and provide notice of the right to hold a subsequent hearing as prescribed in this section. 5. Reinstatement. The City may reinstate a registration if it determines that the violations have been resolved. The City will reinstate a registration if the OCM determines the violations have been resolved. 312.06 Cannabis Business Additional Requirements 1. Minimum buffers. The City prohibits the operation of a Cannabis Retailer within 400 feet of another cannabis retailer or school, with the distance computed by direct measurement in a straight line from the nearest legal parcel line of the land used for school or Cannabis Retailer to the nearest external portion of the building in which the cannabis business is proposed to be located. No active Cannabis Retailer or a Cannabis Retailer seeking registration will be prohibited from continuing operation at the same site if a school moves within the minimum buffer zone. 2. Zoning and land use. The City restricts certain cannabis businesses to particular zoning districts. (a) Cannabis Cultivation. An indoor cannabis cultivation business with operations not addressed in an approved National Fire Protection Association (NFPA) standard will be considered an Interim Use. A cannabis business with operations that are addressed in an approved NFPA standard will be considered a Special Conditional Use in the zoning districts identified below. As a review requirement, the cannabis business must submit an Odor Mitigation Plan must identify all odor emitting aspects of the business, as well as mitigations to be implemented to ensure odor is not readily detectable beyond the boundaries of the immediate site. Allowed zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive. (b) Cannabis Manufacturing. (1) A cannabis manufacturing business that includes processing and extraction raw or dried cannabis and cannabis parts into other types of cannabis products such as extract, with operations not addressed in an approved NFPA standard will be considered an Interim Use. A cannabis business with operations that are addressed in 567 Jufn!22/ an approved NFPA standard will be considered a Special Conditional Use in As a review requirement, the cannabis business must submit an Odor Mitigation Plan must identify all odor emitting aspects of the business, as well as mitigations to be implemented to ensure odor is not readily detectable beyond the boundaries of the immediate site. No cannabis business may use metals, butane, propane, or other solvent or flammable product, or produce flammable vapors, to process or test cannabis unless the process used and the premises are verified as safe and in compliance with all applicable codes by a qualified industrial hygienist. Allowed zoning districts: M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive. (2) A cannabis manufacturing business that includes finishing or packaging consumer products by combining processed cannabis extract or prepared plant materials with other processes, ingredients, or materials to create finished consumer goods, but does not include processing of raw cannabis materials into extracts, with operations not addressed in an approved National Fire Protection Association standard will be considered an Interim Use. A cannabis business with operations that are addressed in an approved NFPA standard will be considered a Special Conditional Use in As a review requirement, the cannabis business must submit an Odor Mitigation Plan must identify all odor emitting aspects of the business, as well as mitigations to be implemented to ensure odor is not readily detectable beyond the boundaries of the immediate site. No cannabis business may use metals, butane, propane, or other solvent or flammable product, or produce flammable vapors, to process or test cannabis unless the process used and the premises are verified as safe and in compliance with all applicable codes by a qualified industrial hygienist. Allowed zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District (c) Wholesale establishments, including cannabis wholesale establishments, are permitted uses in the zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District. (d) Cannabis Retail. Cannabis retail establishments, including the retail components of cannabis mezzobusinesses, cannabis microbusinesses, and medical cannabis combination businesses. Allowed zoning districts: C-1 Local Business District; C-2 General Business District; C-3 General Shopping Center District. (e) Cannabis Testing. (1) Laboratories, including Cannabis Testing facilities with operations addressed in an approved National Fire Protection Association Standard, are a permitted principal use in the zoning districts identified below. A cannabis business with operations not addressed in an approved National Fire Protection Association standard will be considered an Interim Use and may operate in M-1 Light Industrial; M-2 Heavy 568 Jufn!22/ Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District. (2) Laboratories, including Cannabis Testing facilities, are a permitted or interim accessory use in the zoning districts: C-1 Local Business District; C-2 General Business District; C-3 General Shopping Center District; M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District. (f) Cannabis Transportation and delivery. Cannabis transportation or delivery uses which involve the transportation of cannabis products from one type of cannabis business to another or to the end consumer are Special Conditional Uses in the zoning districts identified below. Any cannabis transportation or delivery use must have direct access to a collector or higher classification street as identified in the CityÔs current Comprehensive Plan. Allowed zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District. (g) Cannabis combination businesses. The components of a cannabis combination business must comply with the zoning district requirements for the component uses; i.e., retail operations are only allowed in the zoning districts specified for cannabis retail; cultivation operations are only allowed in the zoning districts specified for cannabis cultivation. The portion of a cannabis microbusiness with onsite consumption will be evaluated as a restaurant for off-street parking requirements. 3. Hours of operation. Pursuant to M.S. Chapter 342, cannabis business may only engage in the retail sale of cannabis, cannabis flower, cannabis products, low-potency hemp edibles or hemp-derived consumer products between the hours of 10 a.m. and 9 p.m. 312.07 Hemp Businesses Additional Requirements 1. Zoning. The City restricts certain hemp businesses to particular zoning districts. (a) Hemp Cultivation. An indoor hemp cultivation business with operations not addressed in an approved National Fire Protection Association (NFPA) standard will be considered an Interim Use. A business with operations that are addressed in an approved NFPA standard will be considered a Special Conditional Use in the zoning districts identified below. As a review requirement, the business must submit an Odor Mitigation Plan must identify all odor emitting aspects of the business, as well as mitigations to be implemented to ensure odor is not readily detectable beyond the boundaries of the immediate site. Allowed zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive. (b) Hemp Manufacturing. 569 Jufn!22/ (1) A hemp manufacturing business that includes processing and extraction raw or dried hemp and hemp parts into other types of hemp products such as extract, with operations not addressed in an approved NFPA standard will be considered an Interim Use. A hemp business with operations that are addressed in an approved NFPA standard will be considered a Special Conditional Use. As a review requirement, the business must submit an Odor Mitigation Plan must identify all odor emitting aspects of the business, as well as mitigations to be implemented to ensure odor is not readily detectable beyond the boundaries of the immediate site. No hemp business may use metals, butane, propane, or other solvent or flammable product, or produce flammable vapors, to process or test hemp unless the process used and the premises are verified as safe and in compliance with all applicable codes by a qualified industrial hygienist. Allowed zoning districts: M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive. (2) A hemp manufacturing business that includes finishing or packaging consumer products by combining processed hemp extract or prepared plant materials with other processes, ingredients, or materials to create finished consumer goods, but does not include processing of raw materials into extracts, will be considered a permitted use. Allowed zoning districts: M-1 Light Industrial; M-2 Heavy Industrial; M-3 Heavy Industrial-Outdoor Intensive; S-3 Heavy Industrial, Onaway Addition District 2. Sales within the municipal liquor store. The sale of low-potency edibles is permitted in the municipal operated liquor store. 3. Lower-Potency Hemp Edibles Ï Beverages. The sale of lower-potency hemp edibles that are intended to be consumed as a beverage is permitted if a business meets the requirements of M.S. Chapter 342 and this Chapter. 4. Lower-Potency Hemp Edibles Ï Other-Than-Beverages. The sale of lower-potency hemp edibles other than those that are intended to be consumed as a beverage, is permitted only at businesses that restrict access to individuals who are 21 years of age or older, and that meet the requirements of M.S. Chapter 342 and this Chapter. 312.08 Penalties Administration and Enforcement Any violation of the provisions of this Chapter or failure to comply with any of its requirements constitutes a misdemeanor and is punishable as defined by law. Each day each violation continues or exists, constitutes a separate offense. Violations of this ordinance can occur regardless of whether or not a permit is required for a regulated activity listed in this ordinance. Violations of this Chapter may also be addressed under City Code, section 203.05 Ï Administrative Penalties. Violation of this Chapter are grounds for enforcement against any business license issued by the City of Fridley. 56: Jufn!22/ Section 2 Fridley City Code Chapter 209 Fees 209.12 Fees 5. Licensing/Registration Fees Code Subject Fee 308 Adult Entertainment Establishment $400 Investigation Fee $400 17 Auction Weekly permit $30 Annual permit $150 300 Beekeeping Initial fee $100 Annual renewal fee $25 27 Billiards First table $40 Each additional table $10 15 Bowling Alleys Annual license $40 Per lane $10 28 Carnivals Application fee $75 Each day $75 Required cash deposit or bond $3,000 312 Cannabis Retailer Cannabis Microbusiness Registration $0 $1,000 Renewal Cannabis Mezzobusiness Registration $500 $1,000 Renewal Cannabis Retailer $500 Registration $1,000 Renewal 571 Jufn!22/ Low-Potency Hemp Edible Retailer Registration $125 per location Renewal $125 per location Medical Cannabis Combination Business $500 Registration $1,000 Renewal 21 Christmas Tree Lots Annual license fee $200 Deposit $100 300 Dogs Lifetime license $25 Duplicate license $5 Impound fee $25 Annual Dangerous Dog license $500 Potentially Dangerous Dog license $500 702 Drive-in Theaters $400 607 Entertainment $85 32 Food Establishment Ï Business License $45 32 Food Temporary Ï Business License $30 25 Golf Course, Driving Range $30 319 Haulers $100 for first truck and $40 Mixed Municipal Solid Waste License each additional truck (Garbage Truck), Yard Waste License, Organics License, Recycling License 310 Hemp THC Product Annual License $1,500 Investigation Fee, Individual $200 Investigation Fee, $400 Corporation/Partnership Administrative Penalty for $250 individuals, first violation Administrative Penalty for $500 individuals, second violation within 12 months Administrative Penalty for $750 individuals, third violation within 12 months Administrative Penalty for licensee, $500 first violation $1,000 572 Jufn!22/ Administrative Penalty for licensee, second violation within 36 months 24 Junk Yards $350 609 Liquor, Caterer Annual Caterer Registration $100 Event Notification Permit (per $25 event) 604 Liquor, Consumption and Display Annual State permit $300 One-day City permit $25 603 Liquor, On-Sale Intoxicating Holiday $100 Endorsement 603 Liquor, Lawful Gambling Endorsement $300 610 Liquor Manufacturers/Investigative Fee Individual $200 Partnership/Corporation $400 Alteration of Business $100 Change of Officers $25 On-Sale Brewer/Distillery Taproom $600 License Off-Sale Brewer/Distillery Growler $300 License 603 Liquor, On-Sale Intoxicating No entertainment (a) 0-3,000 square feet $6,000 (b) 3,001-6,000 square feet $7,000 (c) Over 6,000 square feet $8,000 With entertainment or dancing (a) 0-3,000 square feet $7,000 (b) 3,001-6,000 square feet $8,000 (c) Over 6,000 square feet $9,000 603 Liquor, On-Sale Intoxicating Initial Investigative Fee Individual $200 Corporation or partnership $400 603 Liquor, On-Sale Sunday $200 603 Liquor, On-Sale Intoxicating Temporary $25 one day only 602 Liquor, 3.2% Malt Liquor Off-Sale $60 On-Sale $325 Holiday Endorsement $100 573 Jufn!22/ 602 Liquor, 3.2% Malt Liquor, Initial Investigative Fee Individual $90 Corporation or partnership $180 602 Liquor, 3.2% Malt Liquor Temporary $60 603 Liquor, Wine $1,000 603 Liquor, Wine Investigative Initial Fee Individual $200 Corporation or partnership $400 605 Liquor, Bottle Club Annual permit $300 One day permit $25 606 Liquor, On-Sale Intoxicating Club Per club under 200 members $300 Per club of 201-500 members $500 Per club of 501-1,000 members $650 Per club of 1,001-2,000 members $800 Per club of 2,001-4,000 members $1000 Per club of 4,001-6,000 members $2,000 Per club of over 6,000 members $3,000 606 Liquor, On-Sale Club Holiday $100 Endorsement 300 Livestock Initial fee $100 Annual review $25 603 Managerial License (Liquor) $10 125 Massage Therapy Business License Annual license $400 Business investigation fee for $400 (new) $200 (renewal) corporations or partnerships Business investigation fee for $200 (new) $100 (renewal) individual/sole proprietor 125 Massage Therapist License Fee $50 Therapist Investigation Fee $25 22 Music Festivals Per day $700 Filing fee $100 35 Mobile Food Unit Food Truck License $50 Food Truck Fire Safety Inspection $100 Ice Cream Truck License $75 18 Motor Vehicle Body Repair Business $150 574 Jufn!22/ 509 Motorized Vehicles Rental $50 per vehicle 300 Multiple Pet Location License Fee $100 Renewal Fee $25 Impound Fee $25 300 Poultry Initial fee $100 Annual renewal fee $25 Impound fee $25 507 Rental Housing Annual License Single rental unit $100 Two rental units $150 Three rental units $210 Four rental unit $270 $270 plus $12 per unit over Five or more units four units 150% of the annual license fee License renewal late fee if more than seven days late 150% of the annual license fee License fee to reinstate after revocation or suspension $25 License transfer fee License non-compliance fee for properties that were posted for not complying with correction orders or license renewals $250 1-30 days $500 31+ days 125% of the annual license Renting prior to obtaining a license Reinspection fee after second inspection $100 Single, duplex, triplex $300 Four or more units 31 Pawn Shops Annual license fee $3,000 Monthly transaction fee $3 per transaction Reporting failure penalty $4 per transaction Investigation fee $400 575 Jufn!22/ 14 Peddlers/Solicitor $60 per peddler 23 Public Dance $75 13 Retail Gasoline Sales $60 Private Gasoline Pump $30 per location 602, 603, 606 Social Skill Game Tournament Service $100 annually Provider 16 Street Vending Industrial/commercial $50 Residential $70 Both $100 12 Tobacco License $125 12 Tobacco Product Shop License fee $400 Investigation fee $100 503 Tree Management License $150 19 Used Motor Vehicles License $150 per year 209.13 Penalties Code Subject Penalty 203 Administrative Citation General $100 per violation Fire Lane/Reserved Handicap $125 per violation Parking Other Parking $35 per violation 203 Administrative Citation Late Fee General $25 Fire Lane/Reserved Handicap $30 Parking Other Parking $10 312 Cannabis or Hemp Business Sale without valid registration or $2,000 license 504 Snow Removal Penalty Violations of the provisions of this Section are be a misdemeanor, subject to penalties of a maximum of $700 and 90 days in jail per occurrence. In the alternative, the City may, in its discretion, impose a civil penalty as follows: nd 2offense within 365 days $50 $200 576 Jufn!22/ rd 3 offense within six months of any prior offense $500 th 4 offense or more within six months of prior offense(s) In addition, the City may charge to, and assess to the associated property, any damage to City property or injury to City employees attributable to violations of this section. Passed and adopted by the City Council of the City of Fridley on this xx day of \[Month\], 2024. ______________________________________ Scott J. Lund - Mayor ______________________________________ Melissa Moore - City Clerk First Reading: December 9, 2024 Second Reading: Summary Publication: 577