HomeMy WebLinkAboutCity Council Packet 05-09-1994 SpecialCITY COUNCIL STUDY SESSION
MONDAY, MAY 99 1994
7:00 P.M.
Public Safety Conference Room
I. Capital Improvements Program
H. City Center Expansion Project
M. City Attorney
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: May 5, 1994
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
SUBJECT: Summary of Events
Aquatics Center? The Plymouth- New Hope- Crystal Swim Club has discussed
possible private development of an Aquatics Center in Downtown Plymouth north of
the library site. It would be about an 35,000 square foot building with a competition
pool that could also be used for swimming lessons. It would mainly be used by swim
teams, similar to how ice arenas are rented to hockey teams. They are prepared to
seek grants from Foundations, etc. The City has been talking very preliminarily with
a number of individuals or organizations interested in putting a health club somewhere
in the City. We have heard ideas in locations throughout the City. Most of the people
are talking about somewhat smaller clubs, not a mega club like Northwest.
Apparently, various people are realizing that Plymouth is a large, untapped market for
indoor recreation and fitness.
The Ponds Development. Some council members were invited to a meeting with
some residents and Dan Hunt recently to discuss the possible acquisition of the southern
part of the development by the City, according to Eric Blank. Staff is planning the
following actions on this matter. Eric will include the southern Ponds site in the
biological survey approved by Council. The Open Space Committee will be asked to
continue active study of this site over the next three months. Accordingly, Eric, as
staff member for the Open Space Committee, will be gathering information necessary
for the Committee to reasonably evaluate this site for acquisition along with all of the
other candidates. This will include a meeting with Dan Hunt to gather any available
information about the land, its features, its cost, and any other relevant data. We do
not consider that the Council has authorized us to negotiate a purchase at this time, but
rather that the Council wishes this site to be considered and evaluated for purchase by
the Open Space Committee. Accordingly, I believe it would be best to leave this
matter in the hands of the Eric and the Committee at this time.
Video Dialtone. The Northwest Cable Commission heard a presentation from US
West this week about its application to the FCC to install video dialtone service
throughout much of the Twin Cities, including Plymouth. The attached news release
will give you some more details about this. US West hopes to start construction later
this year on the system, which would allow the transmission of over 60,000 pages of
information per second. The system would allow movies on demand, two way
interaction, information networks, games, and other such services. Traditional cable
companies, like King Videocable, are concerned about their competitiveness because
they have federal price control regulations, there are no franchise fees or requirements
at this time on phone companies, and because they do not feel they are allowed to
compete with phone companies for phone service. The FCC is sorting all of this out,
but there is concern by our local cable commission that new technology is at hand
before the rules are even drafted.
Conference. I plan to be out of the office on Wednesday, Thursday, and Friday
morning next week to attend the annual Minnesota City -County Management
Association meeting at Cragun's near Brainerd. Kathy Lueckert will be Acting
Manager while I am gone.
Budget Schedule. Staff has prepared the 1994 budget schedule. We will give you a
complete copy when we have it printed next week. We are planning to have a draft
budget to you by August 1st. We are tentatively planning budget study sessions for
August 8, 22 and 29. A preliminary levy must be adopted by September 15. We will
be expanding the degree of participation in the budget process by the department heads
and other employees this year. In the past, Finance has prepared many parts of the
budget which were then reviewed by Department managers. This year, we will be
building the budget more from the bottom up to maximize the potential for good ideas
to emerge.
r
LC,14ME
COMMUNICATIONS
Minnesota
FOR IMMEDIATE
RELEASE
FOR INFORMATION
CONTACT:
Bennie Cohen
612-663-5992
U S WEST COMMUNICATIONS SEEKS AUTHORITY
TO BUILD MULTIMEDIA NETWORK IN THE TWIN CITIES
MINNEAPOLIS -- U S WEST Communications announced recently it
will ask the Federal Communications Commission (FCC) for authority
to begin building multimedia video and voice facilities in the Twin
Cities.
The company said it will ask for authority to build multimedia
network facilities in neighborhoods covering almost 300,000
households. It hopes to begin construction in several Minneapolis and
St. Paul area neighborhoods sometime over the next one to two years.
more-
U S WEST -Page Two f
The new network will include parts of or all of the following
communities: Minneapolis, St. Paul, Maplewood, Golden Valley,
Robbinsdale, Edina, St. Louis Park, New Brighton, Columbia Heights,
St. Anthony, Fridley, Brooklyn Center, Crystal, New Hope, Brooklyn
Park, Plymouth, Roseville, Hopkins, Minnetonka, Woodbury,
Landfall, Lake Elmo, Lauderdale, Falcon Heights, Bloomington,
North Oaks, Shoreview, Vadnais Heights, Little Canada and Gem
Lake. (Please see enclosed map and list for more detail.)
The types of services available initially on the system include
offerings like movies on demand, enhanced pay-per-view video
programs, interactive games and home shopping.
MULTIMEDIA NETWORK IN U S WEST TERRITORY
With construction under way in Omaha for the largest multimedia
trial in the United States, U S WEST Communications also named
three other cities where it will begin building the information
superhighway of tomorrow -- Denver, Colo.; Portland, Ore.; Boise,
Idaho; and the Salt Lake Valley, Utah, area.
The company also committed to spend at least $750 million over the
more-
U S WEST -Page Three
next two years toward construction of the information highway
infrastructure. That's above the estimated $60 to $100 million
slated for the Omaha construction project and $250,000 for the Boise
and Salt Lake Valley areas.
The company said it expects to add about 10 more cities to its
superhighway construction list by midyear and expand the list to
include 20 cities by year's end.
Since last February, when U S WEST Communications became the
first telecommunications company in America to commit to begin
building the information superhighway of the future, there has been
tremendous interest in finding ways to bring the benefits of the
multimedia revolution to American consumers as quickly as possible,"
noted Ron James, vice president and chief executive officer for
Minnesota. "We've been at the forefront of the efforts to respond to
this growing demand -- and we intend to stay there."
James said the company will file an application with the Federal
Communications Commission in about a week for authority to build
multimedia network facilities in neighborhoods that include about
292,000 homes and businesses in the Twin Cities.
The company filed applications with the FCC covering about
more-
U S WEST -Page Four 1
330,000 homes in Denver and 132,000 homes and businesses in
Portland, James said.
Federal regulations permit U S WEST Communications to provide
video dialtone service -- video -transmission facilities available to all
programmers on equal terms. But the company needs FCC approval
to build these video-dialtone facilities.
Depending on how quickly the FCC acts on its applications, James
said, the company hopes to begin construction in Minneapolis -St. Paul,
Denver and Portland this year. The company recently announced its
application to the FCC for Boise, Idaho, and locations in the Salt Lake
Valley of Utah.
Much of our early construction will be in our major markets because
that's where the most customers are and where we will face the most
competitive pressure," James said. "But we will not ignore the other
communities of our region. We included Boise among the first cities
for information superhighway construction because it has a strong
economy, a favorable regulatory climate and is a city where we've
successfully introduced other products."
Meanwhile, U S WEST Communications has begun construction of its
more-
I U S WEST -Page Five
multimedia network in Omaha. The FCC approved the company's
application to trial video dialtone service in Omaha in late December
The first multimedia services will be available to as many as 2,500
Omaha homes and businesses in a technical trial beginning during the
third quarter of this year. The technical trial will be expanded to a
market trial involving 60,000 homes and businesses by the fourth
quarter.
Although the technical and market trials in Omaha haven't been
completed, James said the company decided to go ahead with the FCC
filings for the next group of cities because of the time required to
obtain FCC approval. "It took six months to obtain the FCC's
approval for Omaha," James said. "We can't afford to wait for the
completion of the Omaha trials to submit the next set of applications --
particularly since our competitors do not need the FCC's approval to
begin building the facilities they will use to compete against us."
James said the company will propose a network architecture identical
to the one being built for the trial in Omaha in its FCC filing using a
combination of optical fiber and coaxial cable capable of providing
hundreds of video channels and extremely high-quality voice
telephone service to each home or business. But the company expects
more-
U S WEST -Page Six
to make modifications based on what it learns in the Omaha trials.
Because of the tremendous interest, this a somewhat more aggressive
construction schedule than the one we announced last February,"
James added. At that time, the company said it expected to have a
multimedia network infrastructure in place to about 100,000
households by the end of this year and to begin adding at least 500,000
households annually beginning the next.
U S WEST is in the connections business, helping customers share
information, entertainment and communications services in local
markets worldwide. In February, U S WEST became the first
regional Bell company to commit to building an interactive,
multimedia network in the 14 Western and Midwestern states it
serves. In May, U S WEST became the first large American
telecommunications company to form a domestic strategic alliance
with a media company, Time Warner Entertainment.
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CITY COUNCIL STUDY SESSION
May 9, 1994; 7:00 p.m.
DISCUSSION OUTLINE FOR AGENDA
1. Capital Improvements Plan: 1994-1998
Purpose: To review and revise the draft CIP as necessary for Public
Hearing before the Planning Commission on May 25, 1994. Official
council action will be scheduled at one of the regular June Council
meetings.
A. Briefly discuss how CIP does/does not commit the City to a
particular project.
B. Review and revise Public Works project proposals. (Suggested
review standard: Is there at least a 50 % chance that a project of the
general nature stated will be necessary or desirable near the time frame
recommended?)
C. Determine the best alternative plan for Parks CIP from three staff
alternatives.
2. City Center Expansion/Remodeling Project
Purpose: Verify the need for the project and critique the proposed
public presentation of the need.
A. Council members affirm/reaffirm need for the an
expansion/remodeling project.
B. Council members suggest revisions and improvements to
proposed public hearing presentations
3. City Attorney Services
Purpose: Determine desire/need to change City Attorney services and
next steps to do so.
A. Council members and City Manager discuss desire/need to advertise
for legal services.
B. Council members and City Manager discuss preferences regarding
advertising for a contract with a firm, an in-house attorney, or both.
Agenda Number:
For Expenditure Exceeding $15,000
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
Kathy Lueckert, Assistant City Manager
Eric Blank, Park and Recreation Director
Fred Moore, Public Works Director
SUBJECT: 1994 - 1998 Capital Improvements Program
DATE: May 4, 1994 for Study Session on May 9, 1994
1. PROPOSED MOTION: No motion is needed at this time.
2. STATEMENT OF THE PROBLEM, ISSUE OR PROJECT: Earlier this spring
you received the Park portion of the 1994 - 1998 Capital Improvements Program for the
City of Plymouth as recommended by the Parks and Recreation Commission. We are
forwarding two alternative scenarios for the Parks program which do not rely so heavily on
the Community Improvement Fund, and also the non -park remainder of the Capital
Improvements Program (CIP) so that the Council may conclude its initial review of the
projects.
The Planning Commission is scheduled to hold a public hearing on the proposed CIP at its
May 25, 1994 meeting. The Planning Commission will receive much the same document,
although their focus will be on receiving public input and on evaluating how well the
proposed CIP conforms with the Comprehensive Plan and other city planning documents.
Their comments on the CIP then will be forwarded to the City Council for consideration
prior to adoption of the 1994 - 1998 CIP.
The overall goal of the study session on May 9 will be to complete the initial review of all
remaining projects and agree on what projects will be sent to the Planning Commission for
public hearing and comment. Actual official approval of the CIP document will not occur
until one of the Council meetings in June.
3. IDENTIFY AND DOCUMENT THE NEED FOR THE EXPENDITURE:
Each major portion of the CIP--streets, water , sewer, and drainage, parks, and buildings
has its own section in this binder. These sections present project descriptions and need,
funding sources, projected cash flows, and operating costs where appropriate.
4. ALTERNATIVES: Three alternative scenarios have been submitted for the Parks
portion of the CIP. A chart comparing and contrasting their features is attached to this
memo.
Staff is uncomfortable with the degree of spending of CIF funds that would be necessary to
support the projects and timetables recommended by the Park and Recreation Commission.
The City has used one-time capital funds generated by growth to construct or remodel
nearly all of its major buildings within the last few years including Fire Stations, the Public
Safety Building, the Maintenance Center, and two major play fields. Within the last
several years, we have also made a major transfer of capital funds to the street
reconstruction fund because that fund could not meet the needs imposed on it.
We have only a limited number of years left with high growth revenues. Before we spend
a significant amount of the Community Improvement Fund, careful analysis should be
done estimating how much money will be needed to renovate these buildings 15 years from
now as well as construction of any new buildings ( e.g. a possible fourth Fire Station).
Analysis should also be done on the street reconstruction fund to determine if it will need
more transfers in the future. These comments lead to the following philosophical
statements about the CIF fund:
1. The first priority is to assure that future needs for repair or replacement of existing
major capital facilities relating to existing essential services can be met.
2. The second priority is to assure that future needs for new, essential capital facilities
can be met.
3. The third priority is to use the remaining funds for a small number of one-time
opportunities of high priority for the entire community which would not have any
other revenue sources to fund them within a reasonable time.
Accordingly, staff can support scenario two or three which minimize use of the CIF fund.
Scenario three is far closer to the stated wishes of the Council regarding establishing a
funding priority for some development of the Ninth Play field.
5. GENERAL DISCUSSION: The CIP is a plan for the expenditure of public funds for
public improvement projects. Its five year time frame permits staff to project what
improvements --to streets, parks, and water and sewer systems --are needed. These needs
are based on established standards in the Comprehensive Plan or other city planning
documents, or on estimates of population growth and the implications of this growth for
the City's infrastructure. Moreover, the plan allows for wise long-range financial
planning.
Often projects are proposed for the later years of the CIP, and then roll forward with each
annual iteration of the CIP until the appropriate year for funding is reached. However, at
times projects are accelerated or new projects are proposed for immediate funding because
of certain circumstances. The Peony Lane bridge is a good example of this, and shows
that the CIP can be a flexible document, responsive to the needs of the City.
With its five year time frame, the CIP is primarily a planning document for major capital
improvements. The CIP is not a binding document and does not financially or legally
commit the City to any project. Usually, the first year of the CIP is a fairly accurate
expenditure plan since the future time frame is short. Council members should therefore
give extra attention to the first year of the plan and feel reasonably comfortable with it.
The bond rating agencies pay close attention to a city's CIP. Is it fiscally sound and
responsible? Do proposed projects reflect other planning documents, and are the projects
based on legitimate standards and needs? Does the City have adequate reserves to fund the
projects, or will bonding be required?
6. BUDGET EMPACT: Estimated costs, sources of funding. and impacts on operational
costs are shown in the enclosed detailed report. All projects shown on the five year plan
can be funded by existing capital funds or reasonably anticipated future revenues without
increasing the City's property tax rate. The new operating costs are a small fraction of the
amount of new tax or user fee revenue expected with growth. If our rate of growth slows
down, then many of the projects in this plan may also be deferred.
7. RECOMI\/WNDATION: Accept the draft CIP, using alternative three for the Parks CIP,
and refer it to the Planning Commission for public hearing on May 15, 1994.
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MAP PROGRAM
NO YEAR
1. 1994
2. 1994
3. 1994
4.
5.
6.
7.
8.
9.
10.
1995
1995
WATER
DESCRIPTION
Elevated Tower at Hollydale Site
New Co. Rd. 9 - Hwy. 55 to Vicksburg Lane
New Co. Rd. 24 - Hwy. 55 to Medina Rd.
Schmidt Lake Rd. - Vicksburg Lane to Fernbrook Lane
Well No. 14 - Central Well Field
1996 Schmidt Lake Rd./Peony Lane - Vicksburg Lane to Co. Rd. 9
1997 Well No. 15 - Zachary Well Field
1997 Expand Central Water Treatment Plant
1997 Holly Lane - Co. Rd. 9 to Schmidt Lake Rd.
1998 Medina Rd. - Vicksburg Lane to Dunkirk Lane
SANITARY SEWER
MAP PROGRAM
NO YEAR DESCRIPTION
1994 Northwest Trunk Sewer District NW -19
DRAINAGE
MAP PROGRAM
NO YEAR
1. 1994 Pond and Drainage Imp.
2. 1994 Surface Water Management Plan
3. 1995 Pond and Drainage Imp.
4. 1996 Pond and Drainage Imp.
5. 1997 Pond and Drainage Imp.
6. 1998 Pond and Drainage Imp.
DESCRIPTION
Water, Sanitary Sewer, and Drainage Projects
1. 1994 Sanitary Sewer --NW Trunk System, District NW -19 $350,000
Project Description and Need:
Funded from the Utility Trunk fund, this project will install a trunk sanitary sewer
north of Highway 55 along Peony Lane. It will provide service to 400 acres, and is the last
remaining trunk line to be installed in the area of Plymouth within the current MUSA line.
The project involves the extension of the current trunk sanitary sewer which ends along the
east side of the Kimberly Lane Elementary School on County Road 9 westerly along County
Road 9 to Peony Lane. Once operational in 1995, the increase in operating costs will be
500 annually.
Previous Capital Improvements Programs
This project was included in the 1993 -1997 CIP, and the funding and construction
schedule is consistent with previous plans.
Construction and Operating Costs (000's)
1994 1995 1996 1997 1998
Development 350
Operating 0 0.5 0.5 0.5 0.5
1. 1994 Water -- Elevated Tower at Hollydale Site $3,500.000
Project Description and Need:
This 1994 project will construct an elevated 3 Million Gallon water tower near the
intersection of Vicksburg Lane and Schmidt Lake Road to serve the northwest portion of
Plymouth. The City has an Adopted Comprehensive Water System Plan to provide the
necessary water system for both use and fire protection for businesses, industries, and
residents within the City. As the northern portion of Plymouth continues to grow,
additional water storage is necessary to meet these demands. Based upon the growth of the
city over the past four years, this additional storage is necessary before 1996. The
financing for the tower is from the Utility Trunk Fund which receive revenues from area
assessments and connection charges for the water system. Future operational costs are
supported by the revenues charged as a user fee to all water customers.
Previous Capital Improvements Programs
This project was recommended for 1993 funding and construction. The preliminary
studies were completed in 1993, and construction will begin in 1994.
2. 1994 Water -- New County Rd 9 --Highway 55 to Vicksburg Ln $150,000
Project Description and Need:
This 1994 project will install water main lines along the proposed route for new
County Road 9. The water line will serve the developments between Old Rockford Road
and Highway 55. It will provide an additional loop throughout the system for greater
reliability and fire protection. The project's $150,000 cost will be funded from the Utility
Trunk Fund.
Previous Capital Improvement Programs
This project was schedule for 1993 construction in the previous CIP. It was delayed
for one year because of the timing for New County Road 9.
3. 1994 Water -- New County Rd 24 --Highway 55 to Medina Rd $160,000
Project Description and Need:
This 1994 project will install water main lines along relocated County Road 24 south
of Highway 55. This project provides a connection between the existing water system south
of Highway 55 to the water system north of Highway 55. The project's $160,000 cost will
be funded from the Utility Trunk Fund.
Previous Capital Improvements Programs
This project will coincide with the construction of New County Road 24.
2-
4. 1995 Water -- Schmidt Lake Rd --Vicksburg Ln to Fernbrook Ln $570,000
Project Description and Need.-
This
eed.
This 1995 project will provide a water main connection between Vicksburg Lane
and Fernbrook Lane along Schmidt Lake Road. This connection is required as part of the
overall Water Distribution System to allow the elevated water tower to supply water to the
system. This is the last remaining major water main connection within this area.
It will be funded from the Utility Trunk Fund.
Previous Capital Improvements Programs
This project was included in previous CIPS, and is schedule for funding and
construction in the planned year.
5. 1995 Water -- Well No. 14 --Central Well Field $450,000
Project Description and Need:
This 1995 project, funded from the Utility Trunk Fund is the addition of an well at
the Central Well Field. (Niagara Lane and 23rd Avenue adjacent to the Public Maintenance
facility.) As the city's growth continues, additional demand is placed on the water system
by the users. Each well has a capacity of approximately 2 million gallons per day. With
our current rate of growth it has been necessary to add an additional well approximately
every two to three years.
Previous Capital Improvements Programs
This project was planned for 1994 funding and construction in previous CIPs. It is
delayed because the recent wet years have somewhat decreased water demand.
6. 1996 Water -Schmidt Lake Rd/Peony Ln/Vicksburg Ln to Co Rd 9 $600,000
Project Description and Need.-
This
eed.
This 1996 project will be funded by the Utility Trunk Fund and by special
assessments from benefiting properties. The project involves the extension of a major water
distribution main easterly from the water tower to Peony Lane and then southerly to connect
3-
with the existing Water Distribution System at County Road 9 and Peony Lane. With the
anticipated development within the area, this water main is necessary to provide adequate
water to the users. Individual water mains, called lateral water mains, are installed along
streets with each development.
Previous Capital Improvements Programs
This project was recommended for 1995 funding and construction in the previous
CIP. A delay is recommended because of the studies on the Schmidt Lake Road
alignment, and the timing of the Hollydale Water Tower.
7. 1997 Water -- Well No. 15 --Zachary Well Field $500,000
Project Description and Need:
Slated for construction in 1997, Well No. 15 is needed because of anticipated users
on the water system.. This well will be constructed to serve the Zachary Water Plant at
Zachary Lane and County Road 9. The cost of the new well is $500,000, and will be
financed through the Utility Trunk Fund.
Previous Capital Improvements Programs
This project was included in previous CIPs, although the proposed CIP recommends
delaying construction until 1997 because of less than anticipated demand.
S. 1997 Water -- Expand Central Water Treatment Plant $4,600.000
Project Description and Need.-
The
eed.
The current capacity of the two existing water treatment plants is 20.5 million
gallons per day; the City's current peak day usage is 18.5 million gallons per day. In
accordance with projected population growth, it is expected that use will equal this
treatment capacity in 1997. So that the system can meet the demands of customers, it is
proposed to expand the Central Water Treatment Plant by 12 million gallons to bring
overall capacity to 32 million gallons per day. This expansion will satisfy projected needs
for a minimum of ten years. The growth of the city and its water use will be monitored for
the next two years to determine if the expansion is necessary as projected.
This project will be funded from the Water Utility Operating Fund. This fund receives its
revenue from the users of the City's water system.
4-
Previous Capital Improvements Programs
This project was recommended in the 1993 - 1997 CIP. A delay of one year is
recommended because of less than anticipated growth rates.
9. 1997 Water -- Holly Ln --County Rd 9 to Schmidt Lake Rd $180,000
Project Description and Need:
This 1997 project provides a major distribution main along Holly Lane from County
Road 9 to the Soo Line Railroad. It would connect to the water main going easterly to the
water tower. The water main is necessary to ensure service to the expected users within
this area.
This project will be funded through special assessments on the benefiting properties
and through the Utility Trunk Fund.
Previous Capital Improvements Programs
This is a new project to the 1994 - 1998 CIP. It will coincide with the construction
of Holly Lane.
10. 1998 Water -- Medina Road --Vicksburg Lane to Dunkirk Lane $300.000
Project Description and Need:
This 1998 project will install a water main connection along the southerly side of
Highway 55 between Vicksburg Lane and Dunkirk Lane. The water main is necessary as
part of our overall water system to ensure that the system is interconnected to serve the
users within the entire northwest part of the city. This water main along with the other
major water mains in the system provides the distribution system from the two water
treatment plants to the water towers and then to our customers. It will be funded through
the Utility Trunk Fund.
Previous Capital Improvements Programs
This project, recommended for 1993 funding and construction in the adopted CIP, is
scheduled for 1998 because of the uncertainty of road alignments.
5-
1. 1994 - 1998 Drainage -- Pond and Drainage Improvements $125,000
Project Description and Need:
The City has an adopted Storm Drainage Plan to provide for storage and conveyance
systems for surface water runoff. As development continues to occur, portions of the plan
are constructed in coordination with the development. The majority of the cost is the
responsibility of the development, but there are some minor system costs which the City
pays in accordance with the plans. Also, minor storm drainage improvements are made
throughout the city to correct existing system problems. The City has established a Storm
Water Fund to provide revenues for these improvements. Revenues in the fund were
generated from a property tax levy for the storm sewer districts. The location of specific
projects are not known at this time, but are identified individually with development.
Previous Capital Improvements Programs
Improvements to the City's storm water management systems are a part of every
CIP.
Construction and Operating Costs (000's)
1994 1995 1996 1997 1998
Development 25 25 25 25 25
2 1994 Drainage -- Surface Water Management Plan $250,000
Project Description and Need:
This 1994 project is the preparation of a Comprehensive Surface Water Management
Plan for the entire city. This plan is mandated by state law, metropolitan council rules,
Minnesota Board and Water Resources Rules, and by water management organizations.
This plan will incorporate the requirements of the general plans adopted by the four water
management districts within the city. The plan will address both water quantity and water
quality. The estimated $250,000 consulting cost to prepare the plan will come from the
Storm Water Fund.
Previous Capital Improvements Programs
This is a new project to the 1994 - 1998 CIP.
6-
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PARKS
MAP PROGRAM
NO YEAR DESCRIPTION
1. 1994 Acquisition of Open Space
2. 1994 Construct Accessible Playground
3. 1994 Land Acquisition - 9th Playfield
3a. 1994 Land Acquisition - 10th Playfield
4. 1994 Replace 4 Playgrounds in Neighborhood Parks
5. 1994 Gleason Lake Elem. - School Playground
6. 1994 Trails
7. 1994 Seven Ponds Neighborhood Park Development
8. 1994 Cardinal Ridge Neighborhood Park Land Acquistion
9. 1994 Contract Payment (KSE Park)
10. 1994 West Medicine Lake City Park - Road Relocation/Land Acquisition
3. 1995 9th Playfield - Phase I Development
6. 1995 Trails
8. 1995 Cardinal Ridge Neighborhood Park Development
9. 1995 Final Contract Payment (KSE Park)
10. 1995 West Medicine Lake City Park - Phase II
6 1996 Trails
11. 1996 Park Replacement Work
3. 1997 9th Playfield - Phase II Development
6. 1997 Trails
7 1997 Neighborhood Park Development
11. 1997 Park Replacement Work
6. 1998 Trails
11. 1998 Park Replacement Work
Park Projects
Project descriptions are included in the following paragraphs. Project numbers
correspond to the summary spreadsheet.
A summary financial chart follows the project descriptions. More detailed
information is available in the financial section.
Attachment 1 is an earlier memorandum on ninth playfield acquisition.
Plymouth Creek Tennis Courts and the Medicine Lake Fishing Dock have been
deleted, based on previous Council input.
1. 1994 Acquisition of Open Space $250,000
This project will acquire property through the City's new open space program. The
City Council recently approved funding for a consultant study which will analyze
several sites in Plymouth which are possible candidates for acquisition. Funding for
this project will be a grant from the Community Improvement Fund. On May 2, the
City Council authorized a $13,800 expenditure for the consultant study.
2. 1994 Accessible Playground
Project Description and Need
135.00
This project developed a handicapped accessible playground at Plymouth Creek
Park. The facility would be located just west of Fernbrook Lane and south of the
existing hockey rinks. In 1993, the City had a consultant review all of the facilities and
programs of the City to determine conformance with the recently approved Americans
with Disabilities Act (ADA). Handicapped accessible playgrounds is one of the major
areas of deficiency: currently, only one of 26 playgrounds is deemed accessible.
This new playground will replace an existing structure at Plymouth Creek Park,
which is an old wooden facility located near the woods. The strategy is to have one
major, centrally -located, 100 % accessible playground for the community. As the other
playgrounds come up on their normal rotation for redevelopment, each of them will be
required to have approximately 20-30% of the facility made handicapped accessible.
The funding for the first facility will come from Park Dedication Funds and
Community Development Block Grant funding as recommended by the H.R.A.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 135,000
Operating No additional operating cosy
3. 1994 Acquisition of Ninth Playfield Site $1,216,000
Project Description and Need
The background information, needs analysis, and financial information is covered in
Attachment 1 in this section.
Previous Capital Improvements Programs
This project was included in the 1993 - 1997 Capital Improvements Program.
Development and Operating Costs
1994 1995 1996 1997 1998
Acquisition 1,216,000 0 0 0 0
Development 0 250,000 500,000 0 0
Operating 0 0 5,000 30,000 30,000
4. 1994 & 1996 Playground Replacements $300,000
Project Description and Need:
As a general rule, the existing playground facilities do not currently meet the
guidelines of the Consumer Product Safety Bureau, the ADA, or the most recent
standards of the American Society of Testing and Measures for safety. In the years
ahead, as playgrounds are replaced, each will be brought up to conformance with all of
the latest safety requirements. Because the City is self-insured, an important part of
our risk management program requires meeting these most recently adopted standards.
1994 Playgrounds
Each of these playground structures is an old wooden facility constructed in 1981
or earlier. They are scheduled for their normal year for replacement in 1994.
Timber Shores 53rd & Zachary Lane
Hemlock 24th & Hemlock
Mission Hills 39th & Zachary Lane
Schmidt Lake 50th & Goldenrod
1996 playground replacements will be determined at a later date.
2-
Development and Operating Costs
1994 1995 1996 1997 1998
Development 200,000 0 100,000 0 0
Operating No additional operating costs
5. 1994 Gleason Lake Elementary School $10,000
Project Description and Need
This item consists of helping fund playground improvements at Gleason Lake
Elementary School. The City Council has already taken action on this item to
authorize the distribution of $10,000 to the local P.T.A.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 10,000 0 0 0 0
Operating No additional operating costs
6. .1994-1998 Trail Development
Project Description and Need.
1,300.000
A recent survey conducted by the University of Minnesota during 1993 indicates
that Plymouth residents want more walking and biking trails. It is their first priority.
Generally, the sites selected each year are integral to connecting with other portions of
the existing trail system. Each mile of trail added requires some year-round
maintenance.
Previous Capital Improvements Programs
Adding new trails to the City's trail network is included in previous CIPs.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 200,000 200,000 300,000 300,000 300,000
Operating 1,050 4,575 5,625 6,675 7,725
1911
7. 1994 & 1997 Neighborhood Park $295.000
Project Description and Need:
The Park and Recreation Commission annually looks at all of the undeveloped
park property and attempts to prioritize the development of each site. Historically, one
new neighborhood park is developed each year. Each of these parks will meet the need
of providing park facilities within a six -block walking distance of each of their
neighborhoods, as called for in the Comprehensive Plan for Plymouth Parks.
In 1994, the Seven Ponds Neighborhood Park will be developed. This project
consists of a small five to seven acre neighborhood park located northeast of County
Roads 101 and 24. An active citizen group has been lobbying the Park Commission for
the past two years during the development of the capital improvement budget for
improvements at Seven Ponds Park.
Previous Capital Improvement Programs
The adopted CIP calls for the construction of neighborhood parks in 1995, 1996,
and 1997. Development of this park has been advanced one year because of the
interest of the residents.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 120,000 0
Operating 0 8,500
0 175,0000 0
8,500 8,500 17,000
8. 1994 & 1995 Cardinal Ridge Land Acquisition/Development $245.000
Project Description and Need
This park is a negotiated item between the City and Daniel Development. The
current proposed plan includes approximately two acres in excess of the City's park
dedication requirements. A tentative agreement calls for paying Daniel Development
30,000 per acre for these two additional acres. By including this additional land into
the park, the City can protect the three major wetlands located north of 52nd Avenue
and east of Zachary Lane. The Daniel Development project was approved by the City
Council on May 2, 1994.
4-
Development and Operating Costs
1994 1995 1996 1997 1998
Development 60,000 185,000 0 0 0
Operating 0 9,000 9,000 9,000 9,000
9. 1994 & 1995 Payment for Kids for Saving Earth Park $74,000
Project Description and Need
A year ago, the City entered into a contract to purchase 23 acres of land
immediately west of 494 and two blocks north of County Road 9. This park will serve
as an environmental education center. Contract payments in the amount of $36,000
and $38,000 will be made in 1994 and 1995.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 36,000 38,000 0 0 0
Operating 1,000 1,000 1,000 1,000 1,000
10. 1994 West Medicine Lake Park
Project Description and Need:
2,000,000
This park will be developed in three phases. Phase 1 consists of the land
acquisition of three single family home sites, and the development of the realignment of
West Medicine Lake Boulevard between 18th Avenue and 23rd Avenue. The funding
for this ($2,000,000) currently is allocated in the tax increment fund, which has a
balance of $13,000,000. Phase 2 will consist of the development of the park, such
items as swimming beach, trails, picnic shelters, volleyball, children's playground,
tennis courts, et cetera. Funding for this phase of the project is shown in 1995, and is
contingent on receipt of a state and federal grant. Phase 3, unfunded at this time, is the
addition of a permanent building at the park site. The Park Commission, in the
development of future budgets, will review the need, timing, and funding for such a
structure.
In the City's comprehensive plan, Walking Neighborhoods 27 and 39 currently
have unmet deficiencies of between 13 and 19 acres of neighborhood park land.
Because this is one of the oldest original developed areas of the City, no neighborhood
park land was set aside. Thus, 25 years ago, the City set out to create a park by
5-
acquiring homes and businesses along West Medicine Lake. These decisions were
reinforced by the 1982 park system plan, which called for a city park on the west shore
of Medicine Lake, one which would meet the city-wide needs of all our residents, as
well as the needs of the immediate neighborhood.
A very small park, consisting of simply the lake shore for a beach and a small
playground area, has been in operation for a number of years. The playground
equipment had to be taken down a year ago because it was dilapidated and dangerous.
The Park & Recreation Advisory Commission has hosted five public meetings on the
development of this park. They also set up a citizen focus group of eight residents
from the area surrounding the park to work in conjunction with the consultant on the
development of the park. The overwhelming sentiment of the residents has been for
development of the park.
Previous Capital Improvements Programs
The Park Commission and Planning Commission have both previously approved this
project. The City Council, in the 1993 Capital Improvements Program, allocated the
funding in 1994 for Phase I development of this park. Because of these approvals,
because of the extremely long history of the project, and because of the deficiency of
developed park land in this area, the development of West Medicine Lake Park should
be a priority.
Development and Operating Costs
1994 1995 1996 1997 1998
Development 2,000,000 750,000 0 0 0
Operating 0 0 70,000 60,000 60,000
11. 1996 - 1998 Park Reolacement Work $689,000
Project Description and Need
Funding for replacement work comes from an annual interfund transfer from Park
Dedication Funds to the Park Replacement Fund. The money is held in a trust account
to earn interest, and is used to repair and rebuild the City's park infrastructure as it
ages, which is replaced according to maintenance schedules and needs.
Development and Operating Costs
1994 1995 1996 1997 1998
Acquisitions 0 0 99,000 207,000 383,000
Operating No additional operating costs
6-
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CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: April 7, 1994
TO: Mayor and City Council
FROM: Dwight Johnson and Eric Blank
SUBJECT: Land Acquisition for Playfield near New High School
Executive Summary of Needs Analysis and Proposed Purchase
NEEDS ANALYSIS
The need for a new playfield area has been examined in three ways:
1. Using a standard for acres of sports fields per 1000 population
2. Using a total acres of sports fields per population standard
2. Using a growth projection of current usage of fields
1. Standard guidelines for the number of various types of fields per 1000
population were developed years ago based upon the standards
found in the similarly situated cities of Maple Grove, Eden Prairie, and
Minnetonka. Based upon the standard for the number and type of fields needed
for our eventual estimated population of 82,500, it is estimated that an
additional 119 acres will be needed.
The total acres per 1000 standard requires only that we divide our eventual
population of 82,500 by 1000 and multiply by 2.5 acres per 1000. This
calculation indicates that we have need for about 52 additional acres of
playfield area.
The current usage standard projects an historical 10% growth in youth teams
per year over the last three years. All present fields are 100 % scheduled during
prime time" (Monday thru Thursday evenings in season). Fridays and
Saturdays are reserved for 100-200 makeup games that occur each year. On
Sundays, the fields are open for the general public to use. Continued fast
growth in youth teams indicates a need for 21 new fields within four years.
This number of fields would require 65 more acres in four years.
PROPOSED LAND ACQUISITION NEAR NEW HIGH SCHOOL
The proposed acquisition of land north of the Soo Line and west of Peony is
recommended because:
1. Our share of the land will replace 50 acres of land previously designated for
acquisition at Dunkirk and County Road 9.
2. Our comprehensive plan indicates a need for a playfield in this location.
3. It has been recommended by the Parks and Recreation Commission.
4. Several forms of needs analysis show a future need for more playfield space.
5. The opportunity for efficient layout and usage of fields with the new high
school exists.
6. The cost is in the mid-range of a recent City appraisal on the land.
7. The land is well buffered from future land use conflicts on all sides.
8. The City will acquire an environmentally valuable wooded area along Elm
Creek.
9. The location will accommodate the needs of one future neighborhood park
as well as a major playfield.
10. The land is an asset that will likely appreciate in value, protecting us from
long range financial loss as a result of purchase in 1994.
DATE: April 7, 1994
TO: Dwight Johnson, City Manager
FROM: Eric J. Blank, Director, Parks and Recreation
SUBJECT: LAND ACQUISITION - PLAYFIELD NINE - NEEDS ANALYSIS
The following report provides background information and a detailed needs analysis for the
acquisition and ultimate development of the City's ninth playfield.
Comprehensive Plan Park Guidelines
Plymouth's comprehensive plan is based on the foundation of 50 walking neighborhoods and
10 driving communities. All neighborhood parks and community playfields are based on this
planning idea. The park system consists of four building blocks: 1) neighborhood parks, 2)
community playfields, 3) city parks, and 4) special use parks; all connected by a fifth element,
trails. The definition, selection and distribution of these elements are based on the recreational
needs of the citizens of Plymouth and tempered by land form and the land use and
transportation system of the City.
Exhibit 1 defines a community playfield. Briefly, the standard for a playfield is 2.5 developed
acres per thousand population, with a minimum of 20 acres and roughly a maximum of 65
developed acres.
Exhibit 2 highlights in gray the areas that in 1982 were deemed to be deficient of playfield
facilities. In 1982, we had six playfields: Plymouth Middle School, Zachary Park, Plymouth
Creek Park, LaCompte Park, Ridgemount Park, and Oakwood Elementary School. With the
1993 construction of the Bass Lake and Parkers Lake playfields the deficiencies in the
northeast quadrant of the City, lying basically east of 494, referred to as the Eagle Lake
driving neighborhood, and in southwest Plymouth, the Kreatz Lake driving neighborhood,
lying predominantly west of Vicksburg and south of County Road 24, were met. Based on the
standards in the 1982 plan, the Elm Creek driving neighborhood and the westerly half of the
Bass Lake driving neighborhood still are deficient in community playfield facilities.
Land Acquisition - Playfield Nine - Needs Analysis Page 2
Approximately one half of the Elm Creek area is outside the MUSA line and most, if not all,
of the Bass Lake area remaining is outside the MUSA line.
Needs Analysis
Playfields Per Capita Standard
In late 1989, Brauer and Associates was hired to help review the comprehensive park plan for
the 1990 update. As part of that update, we did a needs analysis for sports facilities as it
would relate to the development of the Bass Lake and Parkers Lake playfields and the need for
future playfields.
Graph A shows the adopted City of Plymouth standards for facilities compared to the cities of
Maple Grove, Eden Prairie, Minnetonka and the overall average. These cities were chosen
because of their similar size, growth rates, and location in western Hennepin County.
Plymouth's community playfield standards meet, within reason, the other community standards
for facilities compared.
Graph A
Selected Community Playfield Facility Standards
Graph B outlines our facility needs based upon projected City population. These projections
are for saturation at the current MUSA line and assume a straight line growth. These
projected needs are compared in Graph C with existing facilities to determine the demand for
new facilities between now and the year 2010. This analysis assumes the participation in
youth sports continues to grow in proportion to the straight line growth and population.
Plymouth Maple Gr. Eden Pr. Minnetnka Average
Hockey 25/1000 33/1000 5/1000 5/1000 39/1000
Tennis 5/1000 66/1000 511000 5/1000 54/1000
Softball 5/1000 5/1000 2/1000 5/1000 42/1000
Baseball 2/1000 14/1000 2/1000 2/1000 185/1000
Football/Soccer 3/1000 25/1000 N.D. 2/1000 216/1000
Football N.D. 05/1000 N.D. 05/1000
Soccer N.D. 1/1000 N.D. 1/1000
Graph B outlines our facility needs based upon projected City population. These projections
are for saturation at the current MUSA line and assume a straight line growth. These
projected needs are compared in Graph C with existing facilities to determine the demand for
new facilities between now and the year 2010. This analysis assumes the participation in
youth sports continues to grow in proportion to the straight line growth and population.
Land Acquisition - Playfield Nine - Needs Analysis Page 3
Including school district and other park facilities as used.
The "total" column shows the cumulative number of facilities that we would need to build,
based on our standards. The eighth column shows the new facilities at Bass Lake and Parkers
Lake and should be subtracted from the total cumulative. Since the average field requires 3.13
acres, a total of at least 119 additional acres of playfield area is needed, according to this
calculation.
Existing
Graph B
1995 2000
Simple Needs Projection Based on Standards 1982
Total Bass/ Remain -
Year Pop.* Hockey Tennis Softball/ Baseball Football/
25/1000 .5/1000 Baseball .2/1000 Soccer
Parkers
60'-751) (901) .3/1000
Tennis 28
5/1000
1990 52,939 13 26 26 11 16
1995 60,682 15 30 30 12 18
2000 68,426 17 34 34 14 21
2010 83,913 21 42 42 17 25
This represents growth with the current MUSA line. 1989 Population Estimates.
Softball/
Graph C
3
Projected Added Facilities Based on Simple Needs Projection
Including school district and other park facilities as used.
The "total" column shows the cumulative number of facilities that we would need to build,
based on our standards. The eighth column shows the new facilities at Bass Lake and Parkers
Lake and should be subtracted from the total cumulative. Since the average field requires 3.13
acres, a total of at least 119 additional acres of playfield area is needed, according to this
calculation.
Existing 1990 1995 2000 2010 Total Bass/ Remain -
1989* Parkers ing Need
Tennis 28 0 2 4 8 14 8) 6
Courts
Softball/ 23 3 4 4 8 19 2) 17
Baseball
60'-75'
Baseball 5 6 1 2 3 12 3) 11
90'
Hockey
Rinks
10 3 2 2 4 11 1) 10
Football 12 4 2 3 4 13 3) 10
Soccer
Including school district and other park facilities as used.
The "total" column shows the cumulative number of facilities that we would need to build,
based on our standards. The eighth column shows the new facilities at Bass Lake and Parkers
Lake and should be subtracted from the total cumulative. Since the average field requires 3.13
acres, a total of at least 119 additional acres of playfield area is needed, according to this
calculation.
Land Acquisition - Playfield Nine - Needs Analysis Page 4
Total Acres Per Capita Standard
In 1993, the City had eight operational playfields; a list of these playfields is Exhibit 3. These
eight sites total approximately 153 acres. Our standard at 2.5 ac./1,000 would suggest a
minimum acreage of 140 is needed at this time (56,000 population x 2.5). With an eventual
population of 82,500, our eventual need by this standard will be an additional 52 acres.
Current Usage Standard
Looking at the actual current usage of the City's playfields provides a more valid test of the
playfields standards. Each year, starting in late April, youth athletic associations will use
every facility that the City and School District has for team practices. About five years ago,
we stopped issuing permits for practices on our facilities. Instead, Rick Busch of our staff
meets with each of the athletic associations and assigns fields for their summer games. It then
is up to the associations then to assign the practice times to their own teams on what will be
their game fields during the summer.. Because it is early in the season and most of the coaches
would like to practice two, three or four times a week, we continually hear from most of the
athletic associations that we are short practice facilities during the first four weeks of the
season. Between mid-May and June 1, the actual game schedules will begin for the various
youth and adult programs. Every facility that the City has within our playfield system will
have between one and four games played on it Monday through Thursday evenings, with very
few exceptions. Approximately half of our facilities will have a scheduled game or practice on
Friday evenings, and approximately half will also have some type of scheduled activity on
Saturdays. Thus, between roughly May 15 and August 1, all of our facilities are running
between 95% and 100% capacity. As a general rule, we do hold Sunday open so that anyone
in the community can go to a park and use the facilities on a first come, first served basis.
The exception to this is when rentals are made at Zachary or other facilities by the soccer and
baseball associations for weekend tournaments.
The next problem is that during the eight to ten weeks the games are taking place, there are
generally no available facilities for teams to have one practice a week, or for citizen use or
church groups, etc. Also, in a summer like 1993, where we experienced a great number of
rain out days, it is conceivable that we can have between 100 and 200 make-up games that to
schedule. Friday nights and Saturdays are generally reserved for scheduling make-up games.
Make-up games will bump teams that were originally scheduled for a practice on Friday night
or Saturday.
Exhibit 4 shows the number of games played on City facilities between 1984 and 1993. A
phenomenal growth from approximately 2,800 games to over 4,200 games can be traced to
four things:
an increase in population
an increase in participation by girls and women
an increase in baseball due to the Twins winning the World Series
Land Acquisition - Playfield Nine - Needs Analysis Page 5
an increase in soccer because of its popularity as a new sport in America.
Exhibit 5 shows a chart of the growth in youth teams just in the last three years. The numbers
show an annual increase of 10% increase in the number of youth sports teams. The number of
adult sports teams has been held constant in an effort to make more facilities available to youth
teams. In the last three years, we have taken two softball fields that were primarily used for
adults and made them exclusively available to youth. New adult teams could be organized if
space was available.
Because of the increased participation, we currently have T -Ball for ages 7 and under being
played at the following sites:
Mission Neighborhood Park
Sunset Elementary
Greenwood Elementary
Birchview Elementary
Oakwood Elementary.
We also have youth baseball and softball being played at Timber Shores Park Neighborhood
Park and Lions Neighborhood Park. Because of the high demand for facilities within the last
four years, we have upgraded two baseball/softball fields at Zachary Elementary and West
Medicine Lake Community Club for youth athletic association use and this past fall, two fields
were upgraded at Birchview Elementary. This spring, we are working in cooperation with the
Wayzata School District on upgrading facilities at Greenwood Elementary School to provide
facilities for younger age baseball and soccer teams. Making these small expenditures in
cooperation with the Wayzata and Robbinsdale school districts at existing facilities has helped
us forestall more expensive expenditures on new facilities.
As northeast and northwest Plymouth continue to grow in the years ahead, we have every
reason to believe that this type of increase in participation will continue at a constant rate of
growth. At the current rate of growth, in four years the youth teams may increase from
approximately 360 teams to 527 teams. Sixty-four new teams will fill eight fields to capacity
assuming two games per night, with each team playing twice per week. One hundred sixty-
seven new teams would fill approximately twenty one new fields.
Acquiring a Ninth Playfield Site
The following is a brief background on how we have reached the decision to acquire the
property at Peony and Soo Line Railroad. In 1990, the City Council officially amended the
comprehensive plan to identify 50 acres at the southeast corner of Dunkirk and County Road 9
as a future community playfield site. Authorization was granted to begin negotiations with the
landowner on this property. When the price of this property was determined to be too high,
the City Council directed PRAC and City staff to undertake a study to identify alternative sites
for a playfield. Following a review by the Park and Recreation Advisory Commission and a
Land Acquisition - Playfield Nine - Needs Analysis Page 6
public hearing by the Planning Commission, the Council formally amended the comprehensive
plan to identify 150 acres of property lying north of the Soo Line Railroad and west of Peony
Lane as a future community playfield location. The City Council had given direction to staff
to begin negotiation on property in a manner so as to not artificially drive up the cost of the
land because the City was attempting to negotiate its purchase.
Because it was common knowledge that the school district was also looking in northwest
Plymouth for the site of a future secondary school, as a matter of courtesy, the City shared its
preferred site with the school superintendent. In the ensuing months, the school board
eliminated their other alternative sites and selected this land as their preferred site. The School
Board, as of this time, has purchased the northerly 130 acres and is requesting that the City
proceed with the acquisition of the southerly 31 acres. The major advantages of this property
are:
the southern border will be buffered by the railroad tracks.
the westerly border will be buffered by the golf course and Elm Creek.
the northerly border can be buffered again by Elm Creek and the woods.
the easterly border will be buffered by Peony Lane.
The negotiated cost of the property is approximately half or less than any other
property inside the MUSA area.
The northerly portion of the property contains perhaps one of the three largest
woods left undeveloped within the City of Plymouth.
Elm Creek flows west to east through the entire northern section of the property.
Roughly 50 acres of untreed land will be available for outside sports facilities.
In the future, as development penetrates the MUSA line, all surrounding land uses
will have the benefit of knowing the developed use of this land.
Both the School District and the City likely will save tax dollars by jointly planning
and developing this site.
Financial Analysis
The City's cost to purchase one half of this site is approximately $1,216,000. The draft
capital improvements program allocates 100% of this funding to come from park dedication
funds currently on hand. It is possible that as early as 1995, it will be necessary for the City
to make some capital improvements to the site in order to capture the benefit of jointly
developing it at the same time as the School District. These capital improvements primarily
involve site preparation and work such as massive earth grading, extension of sewer, water and
electric utilities, development of NURP ponds, storm drainage systems, and entry roads.
After this site work, one of the first phases of development in the park may be the
development of an adult sports complex to handle the needs of our adult softball and baseball
programs. This would permit the reassignment of space at Zachary Park on the east side of
494 to meet the growing demands within the Robbinsdale School District. I would anticipate
that this could take place sometime in the late 90's.
Land Acquisition - Playfield Nine - Needs Analysis Page 7
Summary
In conclusion, the usage and demand for sports facilities by Plymouth residents is, and is
projected to be, at a high level for the foreseeable future. It is absolutely paramount that we
respond accordingly and acquire the necessary property to ensure that timely development can
take place in the future. The acquisition of property will generally take precedence over
development of any project within the capital improvements program. The purchase of land is
a sound investment in our community's resources. Actions and decisions of previous decision
makers point to the same conclusion: investing in this land is a wise choice for Plymouth's
future.
EB/np
Attachments
EXHIBIT 1
COMPREHENSIVE PLAN
COMMUNITY PLAYFIELD
Size and Function
Service area: 1 community (driving neighborhood)
approximately 1 to 1.5 mile radius)
Spatial standard: 2.5 developed ac./1,000 population (ultimate)
Size: minimum 20 developed acres; maximum 65 developed acres
Type of usp: intensive, active, formal, programmed
Clientele: primary emphasis on ages 8-50
Functional characteristics: almost entirely recreation
Context
COMPREHENSIVE PLAN
EXHIBIT 1 (con't.)
Location: - proximity to secondary schools is desirable
central location in community is not necessary
on collector or minor arterial roadways
Access: pedestrian/bicycle, automobile, and public transpor-
tation
Adjacent land use: non-residential is preferred;'buffering
is desirable if adjacent to residential
Natural Conditions
Resource dependency: non -resource oriented
Exposure: exposed with views into the site from at least one
direction
Topography: flat and well -drained conditions are mandatory
Vegetation: required only as esthetic consideration or buffering
Development
Timing: begin development when service population reaches
3,000
Degree of development: high
Typical facilities/activities:
Active (all lighted)
baseball , soccer - basketball
softball - field hockey - tennis
football - hockey - pleasure skating
Passive
spectator seating and seating areas
Support
parking -- dependent on actual - waste receptacles
facilities, generally between - some plant materials
3 to 7 spaces/acre - signage
structure with restrooms and - full utilities
concessions - some storage facilities
Other comments
not generally associated with other park types or areas
not required in industrial neighborhoods, but may be
located there
heavily programmed activities by schools, City b leagues
RR 10
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Bass Lake Playfield
1 soccer/football field
1 hockey rink
2 softbalUbaseball fields
Oakwood Plavfield
3 soccer/football fields
1 hockey rink
2 softball/baseball fields
190' baseball field
Plymouth Pla, field
3 soccer/football fields
2 hockey rinks
3 softball/baseball fields
Ridgemount Playfteld
3 soccer/football fields
2 hockey rinks
2 softballfbaseball fields
EXHIBIT 3
PLAYFIELD FACILITIES
LaCompte Park
2 softballfbaseball fields
1 hockey rink
Parkers Lake Pla, geld
2 soccer/football fields
1 softballfbaseball field
2 90' baseball fields
Plymouth Creek Park
2 soccer/football fields
2 hockey rinks
2 softball/baseball fields
190' baseball field
Zachary Playfleld
2 soccer/football fields
2 hockey rinks
4 softball/baseball fields
190' baseball field
EXHIBIT 4
PLYMOUTH PLAYFIELD USAGE 1984-93
NUMBER OF GAMES PLAYED
TOUCH FOOTBALL 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
Plymouth Creek 106 0 118 118 118 118 112 98 0 66
Zachary 0 102 0 0 0 0 0 0 80 0
Totals 106 102 118 118 118 118 112 98 80 66
TOTALS PER FIELD
Bass lake 0 0 0 0 0 0 0 0 0 70
Lacompte 70 40 40 90 111 81 120 114 129 136
Oak, -wood 415 438 405 432 432 608 390 267 343 378
Parkers Lake 0 0 0 0 0 0 0 0 0 256
Plymouth Creek 515 463 511 654 575 525 569 615 574 640
Plymouth Middle School 226 269 280 312 352 355 381 405 403 436
Ridgemount 139 135 141 172 261 312 243 298 250 129
Zachary 1.480 1,739 1,515 1,638 1,604 2060, 2030, 1959, 2,279 2205
Totals 2,845 3,084 2,892 3,298 3,335 3,941 3,733 3,660 3,978 4,250
Tlese totals do not include team practices, school physical education classes, and drop-in
usage.)
Number of Summer Athletic Association Teams
EXHIBIT 5
Estimated
1991 1992 1993 1994
Plymouth/Wayzata Baseball 76 86 105 115
Plymouth/Wayzata Softball 32 33 37 40
Plymouth/Wayzata Soccer 24 25 27 28
Plymouth Athletic Assoc. Soccer 73 69 71 75
New Hope/Plymouth Baseball 51 57 60 65
New Hope/Plymouth Soccer 14 26 38 40
Totals 270 296 338 363
1994-1998
Capital Improvement Program
By Project Type
STREETS
MAP PROGRAM
NO YEAR DESCRIPTION
1. 1994 Co. Rd. 9/Nathan Lane Intersection Improvements
2. 1994 County Road 61 (Northwest Blvd.)/Campus Dr. Traffic Signal
3. 1994 Xenium Lane - 38th Ave. to Northwest Blvd. with Vinewood Lane Connection
4. 1996 26th Ave. - Kilmer Lane to Medicine Ridge Road
5. 1994 36th Ave./Lancaster Lane Traffic Signal
6. 1994 New Co. Rd. 9 - Hwy. 55 to Vicksburg Lane
7. 1994 New Co. Rd. 24 - Hwy. 55 to Kimberly Lane
8. 1994 Pineview Lane/CP Railroad Signal Imp.
9. 1994 Hwy. 55 North Frontage Rd./South Shore Dr. Imp.
10. 1994 Vicksburg Lane - Co. Rd. 47 to North City Limits
11. 1994 Street Reconstruction Program
12. 1995 Co. Rd. 61 (Xenium Ln.) - Hwy. 55 to 24th Ave.
13. 1995 Co. Rd. 9 - Polaris Ln. to I-494
14. 1995 Peony Lane Bridge over CP Railroad
15. 1995 Zachary Lane/East Medicine Lake Blvd. - 36th Ave. to Medicine Ridge Rd.
16. 1995 Schmidt Lake Rd. - Vicksburg Lane to Fernbrook Lane
17. 1995 Street Reconstruction Program
18. 1996 Ridgemount Ave. Co. Rd. 73 to Plymouth Rd.
19. 1996 Peony Lane - Hwy. 55 to Co. Rd. 47
20. 1996 Zachary Lane - 36th Ave. to Co. Rd. 9
21. 1996 Street Reconstruction Program
22. 1997 Zachary Lane - Co. Rd. 10 to Co. Rd. 9
23. 1997 Holly Lane - Co Rd. 9 to Railroad
24. 1997 Co. Rd. 101 - 19th Ave. to Hwy. 55
25. 1997 Street Reconstruction Program
26. 1998 Co. Rd. 73 - Hwy. 55 to South City Limits
27. 1998 Ferndale Rd. - Co. Rd. 6 to South City Limits
28. 1998 Street Reconstruction Program
Street Projects
Project descriptions and costs are detailed in the following paragraphs. Project numbers
correspond to those on the summary spreadsheet.
A summary financial chart follows the project descriptions. More detailed financial
information is included in the financial section.
A chart explaining traffic intersection ratings is Attachment 1.
In the Street Evaluation Study, road rated above 70 may require resurfacing; roads
given a ranking of below 70 should have some level of reconstruction. Roads rated
below 60 require total reconstruction.
1. 1994 County Road 9 and Nathan Lane Intersection $350,000
Project Description and Need
This project will make improvements at the intersection of County Road 9 and
Nathan Lane. These improvements will involve traffic signal modifications to provide left
turn movements for vehicles on the north/south city street along with an additional traffic
lane for left turning vehicles. The improvements are required to relieve traffic congestion
and improve the level of service operation at the intersection. The existing level of service
at this intersection is "F," and the improved level of service will be "D."
Previous Capital Improvements Programs
This project was recommended for construction in 1993 in the 1993 - 1997 CIP. It
was delayed one year because of higher workload priorities.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 350
2. 1994 County Road 61 (Northwest Blvd)/Campus Dr Traffic Signa $80,000
Project Description and Need
In 1990 the City Council requested that Hennepin County study the need for a traffic
signal at the intersection of Northwest Boulevard and Campus Drive. This intersection is
increasingly busy, and will be the major intersection serving the new West Suburban Health
Center. It meets warrants of the Uniform Manual of Traffic Control Devices, and will
greatly improve safety. The City Council approved the agreement with Hennepin County
for the installation of the traffic signal on April 18, 1994.
Previous Capital Improvements Programs
This project was recommended for construction in 1993 in the 1993 - 1997 CIP. It
was delayed for one year pending Hennepin County's programming of the project.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 60 20
Operating Costs
1994 1995 1996 1997 1998
Maintenance 300 1,200 1,200 1,200 1,200
3. 1994 Xenium Ln --38th Ave to Northwest Blvd w/Vinewood $1,500,000
Project Description and Need
As called for in the Thoroughfare Guideplan, this project will construct Xenium
Lane from 38th Avenue to Northwest Boulevard, and construct a connection to Vinewood
Lane and the shopping center bordering County Road 9. Construction of Xenium Lane will
require the acquisition of property along the proposed road. The primary funding source
for this project is tax increment financing. In December 1992, the City Council directed
that this project be included in the Capital Improvements Program after receiving requests
from property owners in the area. Traffic studies indicated that the roadway is necessary at
full development of the Northwest Business Campus. The City has not been successful in
negotiating the purchase of the necessary street right of way. The City's traffic consultant
is currently doing a roadway/intersection analysis to determine if the roadway is needed at
this time, based upon existing traffic conditions and the additional traffic generated from
projects under development. The finding of this traffic study will be presented to the City
Council coincident with a recommendation to acquire the necessary right of way.
Previous Capital Improvements Programs
This project was slated for construction in 1993 in the 1993 - 1997 CIP. It was
delayed for one year because of right-of-way acquisition issues.
2-
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 200 1,300
Operating Costs
1994 1995 1996 1997 1998
Maintenance 1,600 1,600 1,600
4. 1994 26th Avenue—Kilmer Ln to Medicine Ridge Rd $420,000
Project Description and Need
Reconstruction of 26th Avenue from Kilmer Lane to Medicine Ridge Road was a
part of the 1993 program. Intensive discussions with the neighbors led to some design
modifications and a number of alternatives. The most recent design proposal includes a
trail on the south side of 26th Avenue and a road width of 32 feet. The project will bring
26th Avenue up to state design standards, and will provide safety improvements.
Reconstruction of 26th Avenue likely will reduce maintenance costs. 26th Avenue received
a rating of 71, indicating resurfacing and possible reconstruction.
Previous Capital Improvements Programs
This project was recommended as part of the 1993 street reconstruction program. It
was delayed for one year because of discussions with the neighborhood on the specifics of
the project.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 100 320
5. 1994 36th Ave and Lancaster Lane --Traffic Signal $100,000
Project Description and Need
The traffic at the intersection of 36th Avenue and Lancaster Lane justifies a traffic
signal. Over the past few years there have been operational problems at the intersection
3-
noted by Plymouth Metrolink, since this intersection serves the park and ride lot by the
Four Seasons Shopping Center. A traffic signal will greatly improve traffic flow and safety
at this intersection. The existing level of service at this intersection is "F," and will be
improved to "C." Since the signal will provide benefit to the transit system, funding is
available for one half the cost from transit funds.
Previous Capital Improvements Programs
This project was recommended for 1993 implementation in the 1993 - 1997 CIP. It
was delayed for one year because of workload priorities.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State
Year Assessments Fund Fund State Aid County Other
1994 50 50
Operating Costs
1994 1995 1996 1997 1998
Maintenance 0 600 1,200 1,200 1,200
6. 1994 New County Road 9 --Hwy 55 to Vicksburg Ln $1,730,000
Project Description and Need
This project will begin construction to extend County Road 9 to Highway 55. The
extension of County Road 9 is called for in the Thoroughfare Guide Plan. Hennepin
County will not participate in this project because County Road 9 currently exists at a
northerly location. The road is needed because of the development currently taking place
along the corridor for New County Road 9 and to provide the necessary transportation
system between eastern and western Plymouth. While special assessments on some of the
properties just west of the current intersection of County Road 9 and Vicksburg Lane will
provide a portion of the funding for the new road, most of the funding is from MSA.
Previous Capital Improvements Programs
This project was included in the 1993 - 1997 Capital Improvements Program.
During 1993, the City has been acquiring right-of-way. Construction will begin in 1994.
4-
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid Countv Increment
1994 190 1,540
Operating Costs
1994 1995 1996 1997 1998
Maintenance 7,000 7,000 7,000 7,000
7. 1994 County Road 24 --Highway 55 to Kimberly Lane $1,360,000
Project Description and Need
The realignment of County Road 24 will connect County Road 9 (the previous
described project) with County Road 24 to provide a continuous east/west arterial street
across central Plymouth. The City's Land Use Plan calls for major retail facilities along the
County Road 9 corridor. The new right of way has been provided with the developments
and the project has been constructed in phases as Medina Road has been relocated. A
traffic signal at the intersection of relocated County Road 24/New County Road 9 and
Highway 55 will be provided as part of the project.
Previous Capital Improvements Programs
This is the third phase of overall improvements for the area, which was begun in
1991.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/Stats Tax
Year Assessments Fund Fund State Aid County Increment
1994 100 1,260
Operating Costs
1994 1995 1996 1997 1998
Maintenance 0 0 0 0 0
5-
8. 1994 Pineview Lane --CP Railroad Crossing $70,000
Project Need and Description
The City's efforts to install cross arms on the existing signal at the railroad tracks on
Pineview Lane span two years. Staff has had numerous discussions with the CP Railroad
and the neighbors to address the safety issues present at this intersection. This project will
install the crossing arms at the Pineview Lane railroad crossing.
Previous Capital Improvements Programs
This project was slated for 1993 construction in the 1993 - 1997 CIP. It has been
delayed because of the difficulty in receiving necessary approvals from the CP Railroad.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 70
9. 1994 Highway 55 North Frontage Rd/ South Shore Dr $300,000
Project Description and Need
This project will relocate the north frontage road at Highway 55 and South Shore
Drive. The project involves moving the existing frontage road connection away from
Highway 55 and out of the right turn lane to improve safety at the intersection. The
relocated frontage road will also allow better access to the frontage road, since there will be
additional room for vehicles to wait at the traffic signal on Highway 55 without blocking
the frontage road intersection. The project is proposed at this time to coincide with
redevelopment of the Holiday Station Stores' site. The City Council ordered the
development of detailed plans for this project on April 4, 1994.
Previous Capital Improvements Programs
This is a new project in the 1994 - 1998 CIP. It is recommended because of the
redevelopment of the Holiday Store site.
6-
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 30 20 250
10. 1994 Vicksburg Ln --County Road 47 to City Limits $50,000
Project Description and Need
Completing a 1/4 mile section of Vicksburg Lane from County Road 47 to the City
Limits will complete the paving of Vicksburg Lane. This road connects with Maple
Grove's portion of Vicksburg Lane, and is a part of the long term plan for thoroughfares
between the two cities. Maple Grove is proposing to undertake the improvement of
Vicksburg Lane southerly from County Road 10 in 1994. The roadway is proposed to be
improved to a rural type facility (similar to Vicksburg Lane south of County Road 47).
Since there is not yet a decision on a land use plan within this area, an interim improvement
is proposed to complete the paving of Vicksburg Lane at this time.
Previous Capital Improvements Programs
This is a new project in the 1994 - 1998 CIP. It is recommended for construction at
this time to coincide with Maple Grove's improvement plans.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 50
11. 1994 Street Reconstruction Program $2,040,000
Project Description and Need
The City's new In -House Engineering team will be working on the design work for
the 1994 Street Reconstruction Program, except for Vicksburg Lane. In December the City
Council approved the streets to be included in the 1994 program. These streets generally
were rated in the 70's, and are as follows:
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25th Avenue - Highway 101 to Dunkirk Lane
Shiloh, Willow Ponds and Ponderosa Additions (this area is generally
west of Dunkirk, south of 30th Avenue, north of 25th Avenue and
easterly of Jewel Lane.
27th and 28th Avenue between Fernbrook Lane and Niagara Lane in the
industrial park.
Vicksburg Lane - County Road 47 to Schmidt Lake Road
These areas were ranked 11, 15, and 16 in priority out of over 80 areas. Most of these
streets are in need of resurfacing, which provides the highest return on investment.
The City has prepared a Street Reconstruction Program to analyze and provide
recommended improvements to the approximately 240 miles of City streets. On a biannual
basis, all streets are evaluated and a recommended two year program is prepared. The
Council has adopted a policy that for the entire Street Reconstruction Program, 30 % of the
cost will be assessed to the benefiting properties and 70% will be paid for with funding
from the City. State Aid funds will be used for Vicksburg Lane and the City's consultant
will continue to prepare the plans for this portion of the project.
Street reconstruction generally reduces overall maintenance costs.
Previous Capital Improvements Programs
Street reconstruction projects are included in previous CIPS. Specific
recommendations on individual projects are dependent on the biannual street evaluation
study.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1994 540 1,200 300
8-
12. 1995 Xenium Lane --Highway 55 to 24th Av $750,000
Project Description and Need
This project will improve Xenium Lane south from Highway 55 to the intersection
with 24th Avenue. This project will be done by Hennepin County, but the City is required
to participate in the cost in accordance with their adopted policies. This section of Xenium
is very heavily traveled and leads up to one of the busiest intersections in the City The
existing traffic level is 16,000 vehicles per day, and is projected to increase to 23,000 per
day by 2010. Additional lanes (both right and left turns) will be provided along with a
median to separate the traffic. This project will require the acquisition of the existing
AMOCO Service Station.
Previous Capital Improvements Programs
A much longer version (to County Road 6) of this project is in the Adopted 1993 -
1997 CIP. Its scale has been reduced to coincide with Hennepin County's programming
decisions for this road.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 537 213
13. 1995 County Road 9 --Polaris Lane to I-494 $1,855,000
Project Description and Need
This project will widen and improve County Road 9 from I-494 to Polaris Lane.
Since this is a Hennepin County road, most of the project's costs will be funded by county
money. Several concerns have been expressed about the preliminary plans for County Road
9; the most significant issue is that of the location of a sidewalk or trail. The City and
Hennepin County plan to hold neighborhood meetings on the proposed project in May, and
the project will be before the City Council for preliminary approval in June.
East of Fernbrook the daily vehicle count on County Road 9 is 20,000; west of Fernbrook
the daily count is 10,000. By the year 2015, the eastern count will be 40,000, and the
western count will be 23,000 vehicles per day.
9-
Previous Capital Improvements Programs
This project was recommended in the 1993 - 1997 CIP, and is slated for
construction in the year proposed for it.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 1,620 235
14. 1995 Peony Lane Bridge over the CP Railroad $850,000
Project Description and Need
Providing a grade -separated crossing at the Peony Lane intersection with the CP
Railroad is a component of the development of District 284's new high school and the
City's ninth playfield. This project involves constructing a bridge over the railroad tracks
to provide a safer crossing for Peony Lane, the primary road serving the proposed new high
school. Should the high school not be built, the grade -separated crossing will not be
required at this time.
Previous Capital Improvements Programs
This is a new project in the 1994 - 1998 CIP. It is recommended because of the
proposed new high school for District 284.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 850
Operating Costs
1994 1995 1996 1997 1998
Maintenance 2,000 2,000
15. 1995 Zachary Ln/E. Medicine Lake Blvd - Medicine Ridge Rd. to 36th Ave.
1,000,000
Project Description and Need
The City has had plans to improve the roadway to an urban standard and Hennepin
County proposes a trail going southerly from French Park along the same corridor. In
order to construct the regional trail, it will require acquisition of properties along the
roadway. This project has been proposed for several years, but Hennepin Regional Parks
has not had the funding for the trail. It appears that the Park District will have the funding
in 1994 and therefore the project could proceed in 1995. This would be a joint project
between the City and the Park District with the City only financing the road improvement
costs.
This section of Zachary was rated below 70, indicating partial reconstruction is needed.
Current daily vehicle trips average about 2,400.
Previous Capital Improvements Programs
This project was recommended in the 1993 - 1997 CIP, although it was slated for
construction in 1993. It was delayed because of Hennepin County programming and
funding decisions.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 200 800
16. 1995 Schmidt Lake Road--Fernbrook Ln. to Vicksburg Ln. $1,500.000
Project Need and Description
This project completes the next section of Schmidt Lake Road, extending it from
Fernbrook to Vicksburg Lane. Schmidt Lake Road is classified as a "Minor Arterial" in the
Thoroughfare Guide Plan. Construction of the road is needed to provide another east/west
route through the City and to relieve the existing traffic on the existing "Minor Collector"
street (44th/45th/46th) between Fernbrook Lane and Vicksburg Lane. Without Schmidt
Lake Road, this "Minor Arterial" street is carrying excess traffic. The completion of
Schmidt Lake Road will provide a connection to Northwest Boulevard and Vicksburg Lane
to distribute traffic generated by the residential development within the area, and likely will
11 -
relieve some of the traffic burden on County Road 9. A major water main is necessary
along this alignment, and therefore the area needs to be graded to conform with the
proposed roadway. Since major funds will be expended to grade the area, the roadway
should be completed to provide the roadway system for proper distribution of traffic in the
area. This five year CIP does not include the extension of Schmidt Lake Road westerly of
Vicksburg Lane. Some additional portions of Schmidt Lake Road may be constructed
westerly of Vicksburg Lane concurrently with the development of property.
Previous Capital Improvements Programs
This project was included in the 1993 - 1997 CIP. Originally planned for
construction in 1993, it is delayed because of right-of-way acquisition and other work
priorities.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 300 1,200
Operating Costs
1994 1995 1996 1997 1998
Maintenance 0 0 8,000 8,000 8,000
17. 1995 Street Reconstruction Program $1,500,000
Project Description and Need
In 1995, the street reconstruction program will focus on those streets specified in the
1993 street survey as needing major reconstruction work. The following areas were
identified.
1. Plymouth Boulevard - Highway 55 to 36th Avenue.
2. Creekwood Hills/Evonne's Lakeview/Schmidt Lake West Additions (west of
Larch Lane between 47th Avenue and Schmidt Lake road).
3. Cedar Ridge Addition (southwest corner County Road 9 and Fernbrook
Lane.
12-
4. Ranchview Lane - Gleason Lake Road to 7th Avenue.
These streets were ranked 25 and 29 in priority out of 80 areas.
The City's In -House Engineering staff will use a computer aided design system (CAD) to
do the detailed engineering for the program. In general, street reconstruction reduces
overall maintenance costs.
Previous Capital Improvements Programs
Street reconstruction projects are included in previous CIPs. Specific
recommendations on individual projects are dependent on the biannual street evaluation
study.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1995 500 1,000
18. 1996 Ridgemount Ave --County Road 73 to Plymouth Road $700,000
Project Description and Need
Ridgemount Avenue forms the border between Minnetonka and Plymouth. This
project will make improvements to Ridgemount Avenue, which include adding concrete
curb and gutter and reconstructing the current road surface. Also the need for a separate
walkway will be considered as part of the project. Minnetonka is proposing to include this
project as part of their 1996 Capital Improvements Program. Special assessments against
benefited properties would be based on the Street Reconstruction Policy.
Previous Capital Improvement Programs
This is a new project to the 1994 - 1998 CIP. It is recommended to coincide with
Minnetonka's improvement plans.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1996 210 490
13-
19. 1996 Peony Lane --Highway 55 to County Road 4 $1,500,000
Project Description and Need
Peony Lane will be improved between Highway 55 and County Road 47. Peony
Lane will be the thoroughfare serving the proposed District 284 high school and the City's
ninth playfield. Improvements will include a four lane urban roadway from Highway 55
northerly to the high school. Estimated daily traffic now is 500, projected traffic levels
with the high school will be 9,000 by the year 2010.
Consideration of improving the northern section of Peony Lane is dependent on the
completion of a land use study for the area. If the northern section is completed, its cost
will be $500,000. The roadway will need to be realigned northerly of 54th Avenue to
eliminate the four 90 degree bends. The connection to County Road 47 will be coordinated
with the City of Maple Grove to provide the proper link to their street system.
Previous Capital Improvements Program
This is a new project to the 1994 - 1998 CIP. It is recommended because of the
proposed new high school for District 284 and the potential for a ninth City playfield.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1996 500 500
20. 1996 Zachary Lane --36th Avenue to County Road 9 $800,000
Project Description and Need:
This project would improve Zachary Lane to an urban standard. The existing road
is approximately 30 years old and requires complete reconstruction (rated below 60)
Substantial development has taken place over the past 15 years with no improvement to
Zachary Lane. The proper width of the roadway would be determined during the
preliminary design phases so that the reconstructed road would serve the traffic need for an
additional 20 years. Current traffic levels are 4,000 trips per day, estimated to increase to
8,000 per day by 2010.
14-
Previous Capital Improvements Programs
This project was recommended for funding and construction in 1994 in the previous
CIP. A delay until 1996 is recommended because of scheduling issues.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1996 50 750
21. 1996 Street Reconstruction Program $800,000
Project Description and Need
In 1996, the street reconstruction program will focus on those streets specified in the
1995 street survey as needing major reconstruction work. No roads currently are identified.
The City's -In-House Engineering staff will use a computer aided design system (CAD) to
do the detailed engineering for the program.
Previous Capital Improvements Programs
Street reconstruction projects are included in previous CIPS. Specific
recommendations on individual projects are dependent on the biannual street evaluation
study. Reconstruction generally reduces maintenance costs.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1996 240 560*
Ridgemount Avenue project is technically a street reconstruction project.
22. 1997 Zachary Ln --County Road 9 to County Road 10 $2,000,000
Project Description and Need
The process to finish improvements to Zachary Lane will end in 1997. This portion
of the project will improve Zachary Lane from County Road 9 north to County Road 10.
The project will involve upgrading existing rural Zachary Lane to an urban roadway of the
proper width to serve the traffic needs for the next 20 years. The current roadway was
constructed in 1965 and is in need of complete reconstruction (rated below 60) to serve
current traffic and future traffic. Traffic counts are expected to grow from 5 - 6,000 trips
per day currently to 6 - 9,000 by 2010.
Previous Capital Improvements Programs
This project was slated for 1994 construction in the 1993 - 1997 CIP. A delay is
recommended because of scheduling issues.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1997 2,000
23. 1997 Holly Lane --County Rd 9 to Railroad $600,000
Project Description and Need
This project will make improvements to Holly Lane, from County Road 9 to its
intersection with future Schmidt Lake Road. It is anticipated the area north of County Road
9 and west of Holly Lane would begin to develop in 1995 or 1996. Existing Holly Lane
was only constructed as a temporary facility to serve the minor traffic on this dead-end
roadway. Holly Lane, in accordance with the Thoroughfare Guide Plan will serve as the
north/south "Major Collector" street within the area. The improvement would terminate
southerly of the railroad at the most northerly street into the new development.
Previous Capital Improvements Programs
This project was recommended in the 1993 - 1997 CIP, and the year proposed for
construction is consistent with previous plans.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1997 480 120
16-
24. 1997 County Rd 101 -49th Ave to Highway 55 $3,550,000
Project Description and Need
This project will improve County Road 101 from 19th Avenue to Highway 55. The
improvement will include widening the existing two lane roadway to a four lane facility
with additional turn lanes at major intersections, such as County Road 24. This will be a
Hennepin County project and they have it included within their 1997 Capital Improvements
Program.
Previous Capital Improvements Programs
This is a new project in the 1994 - 1998 CIP. It is recommended to coincide with
Hennepin County's programming plans.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1997 540 3,010
25. 1997 Street Reconstruction Program $1,500.000
Project Description and Need
In 1997, the street reconstruction program will focus on those streets specified in the
1995 street survey as needing major reconstruction work. No roads currently are identified.
The City's -In-House Engineering staff will use a computer aided design system (CAD) to
do the detailed engineering for the program. Maintenance costs are reduced through street
reconstruction.
Previous Capital Improvements Programs
Street reconstruction projects are included in previous CIPS. Specific
recommendations on individual projects are dependent on the biannual street evaluation
study.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1997 450 1,050
17-
26. 1998 County Road 73 --Highway 55 to South City Limits $2,000,000
Project Description and Need
This project will improve County Road 73 from Highway 55 south to the Plymouth
City Limits. The project will continue from our south city limits to I-394 within the City of
Minnetonka. Hennepin County will provide the majority of the funding needed for this
project, and tax increment financing will fund the City's portion. The project would
require the acquisition of properties to provide a direct connection to Highway 55 at its
current intersection. This project is proposed by Hennepin County.
Previous Capital Improvements Programs
This is a new project in the 1994 - 1998 CIP, and will coincide with Hennepin
County's improvement plans..
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1998 1,706 294
27. 1998 Ferndale Road --County Road 6 to South City Limits $700,000
Project Description and Need
This project will make the following improvements to Ferndale Road: an urban two
lane roadway, and a pedestrian path. The increase in traffic on this road has made it unsafe
for pedestrians, bike riders, and skaters, and it is projected to increase to 3,000 vehicles per
day by 2010. The Ferndale improvement project requires the cooperation of the cities of
Orono and Wayzata. Orono and Wayzata must complete a city limits boundary change in
order that the roadway can be placed on the State Aid system which will provide the
funding for the project.
Ferndale is rated below 60, indicating total reconstruction is needed.
Previous Capital Improvements Programs
This project was recommended for 1993 construction in the 1993 - 1997 CIP.
Because of the interjurisdictional issues which accompany this project, it is recommended
for delay until 1998.
18-
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1998 50 650
28. 1998 Street Reconstruction Program $1,500,000
Project Description and Need
In 1998, the street reconstruction program will focus on those streets specified in the
1997 street survey as needing major reconstruction work. No roads currently are identified.
The City's In -House Engineering staff will use a computer aided design system (CAD) to
do the detailed engineering for the program. Street reconstruction has a favorable impact
on maintenance costs.
Previous Capital Improvements Programs
Street reconstruction projects are included in previous CIPS. Specific
recommendations on individual projects are dependent on the biannual street evaluation
study.
Costs and Funding Sources (000's)
Special Infrastructure Utility Minnesota Fed/State Tax
Year Assessments Fund Fund State Aid County Increment
1998 450 1,050
19-
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LEVEL OF SERVICE DESCRIPTIONS
The operational characteristics of roadways can be expressed as
one of six levels of service (L.O.S.), described as A through F.
Levels of Service "A" through "C" describe free to stable flow
conditions where there are few problems in using the roadways.
Level of Service "D" describes conditions approaching unstable
flow where problems begin to occur on the roadway, especially
for turning traffic.
Level of Service "E" describes unstable flow conditions where
traffic volumes on the roadway are at capacity levels and many
problems develop,;,i.e., long delays, much congestion and long
queues (a queue is a waiting line of vehicles).
Level of Service "F" describes forced flow and failure
conditions on the roadway, characterized by severe congestion
and extremely long delays. As an example, under L.O.S. "F"
conditions, a motorist would experience a delay of at least
one full cycle length at a signalized intersection.
Building Projects
1. 1994 City Center Expansion $3,200,000
Project Description and Need
This project will construct a 13,500 square foot addition to City Center, providing
much needed room for City Center staff. The project also will remodel existing space and
construct a walkway between City Center and the Public Safety building. A space needs
analysis conducted three years ago indicated that the City Center would need around
30,000 square feet of office space by 2011. The additional office space will alleviate
cramped and inefficient work space, provide additional public meeting space, improve
energy efficiency, and help the City comply with the Americans with Disabilities Act. The
City Center expansion project is the final phase in the City's public building improvement
program. Previous projects included the new Public Safety building, Fire Station 3, and
renovations to Fire Stations 1 and 2 and the Maintenance facility.
Paying for construction of the project will not require an increase in the tax levy.
Funds are available in the Permanent Improvement Revolving Fund, in the Project
Administration Fund, in the Public Facilities Fund, and in the Sewer and Water Funds.
A companion project to the City Center Expansion project may be the remodeling
of the City Council Chambers and improvements to the City's cablecasting capabilities.
The project's $300,000 cost would come from the City's Cable Reserve Fund.
Previous Capital Improvements Programs
The City Center Expansion project has been in previous CIPs.
Development Costs (000's)
PIR Project Admin Public Facilities Water Sewer
1994 1,000 500 1,000 500 200
Operating Costs
1994 1995 1996 1997 1998
Building Operations 0 5,000 20,000 20,000 20,000
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EXHIBIT I - SCHEDULE C
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 1-3
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS: CAPTURED
FISCAL TAX
DISPARITY CAPACITY
ESTIMATED
TAX
INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 143,210 762,836 275,531 $344,095 394,135 394,135
1993 1994 117,594 709,476 282,175 309,707 388,165 64,027 324,138
1994 1995 125,578 630,087 242,062 262,447 315,353 315,353
1995 1996 143,033 630,087 233,687 253,367 304,442 304,442
1996 1997 0 0 0 0 0 0
1997 1998 0 0 0 0 0 0
1,402,096 64,027 1,338,069
C LAS S IF ICATI O N/RATE :
COMMERCIAL/INDUSTRIAL
PAYABLE '92 3.100% - 1 st $100,000
4.750% - OVER $100,000
PAYABLE '93 3.000% - 1st $100,000
4.700% - OVER $100,000
PAYABLE '94 3.000% - 1 st $100,000
4.600% - OVER $100,000
LOCAL TAX RATE: PAYABLE '92 114.542%
PAYABLE '93 125.333%
PAYABLE '94 120.159%
ADJUSTMENT FACTOR: 13.900%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 44.47%
PAYABLE '93 47.67%
PAYABLE '94 47.98%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I - SCHEDULED
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 1-4
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED ESTIMATED
TAX TAX
CAPACITY INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 48,384 662,348 229,691 384,273 440,039 440,039
1993 1994 47,474 595,113 226,188 321,451 402,328 14,177 388,151
1994 1995 48,252 535,716 195,902 291,562 350,049 350,049
1995 1996 49,410 535,716 195,436 290,869 349,217 349,217
1996 1997 50,596 535,716 194,960 290,160 348,366 348,366
1997 1998 0 0 0 0 0 0
1,889,999 14,177 1,875,822
CLASSIFICATION/RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 - 3.100% 1 st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1 st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 114.512%
PAYABLE '93 - 125.160%
PAYABLE '94 - 120.060%
ADJUSTMENT FACTOR: 2.400%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE'92 - 37.41%
PAYABLE '93 - 41.30%
PAYABLE '94 - 40.19%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I - SCHEDULE E
CrrY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 1-5
T.I.
COLL-
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS: CAPTURED ESTIMATED
FISCAL TAX TAX
DISPARITY CAPACITY INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 61,613 447,809 141,418 $244,778 280,300 280,300
1993 1994 57,911 441,743 158,470 225,362 282,063 11,056 271,007
1994 1995 59,474 389,212 133,463 196,275 235,648 235,648
1995 1996 61,079 389,212 120,156 207,976 249,696 249,696
1996 1997 62,729 389,212 119,552 206,931 248,441 248,441
1997 1998 64,422 389,212 118,932 205,858 247,153 247,153
1,543,301 11,056 1,532,245
CLASSIFICATION/RATE:
COMMERCIALII ND USTRIAL
PAYABLE '92 - 3.100% - 1st $100,000
4.750% - OVER $100,000
PAYABLE '93 - 3.000% - 1 st $100,000
4.700% - OVER $100,000
PAYABLE '94 - 3.000% - 1st $100,000
4.600% - OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 114.512%
PAYABLE '93 - 125.160%
PAYABLE '94 - 120.060%
ADJUSTMENT FACTOR: 2.700%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 - 36.62%
PAYABLE '93 - 41.29%
PAYABLE '94 - 40.48%
PREPARED BYSPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I - SCHEDULE F
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 2-1
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED
TAX
CAPACITY
ESTIMATED
TAX
INCREMENT
1992 1993 15,617 251,443 89,217 146,609 168,134
1993 1994 11,789 245,371 95,895 137,687 168,058
1994 1995 11,907 243,498 92,067 139,524 174,118
1995 1996 12,033 243,498 92,017 139,448 174,023
1996 1997 12,161 243,498 91,966 139,371 173,927
1997 1998 0 0 0 0 0
858,259
CLASSIFICATION/RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 - 3.100% 1 st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1 st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 114.682%
PAYABLE '93 - 122.058%
PAYABLE '94 - 124.794%
ADJUSTMENT FACTOR: 1.060%
PROJECTED FISCAL DISPARITY RA710: PAYABLE '92 - 37.83%
PAYABLE '93 - 41.05%
PAYABLE '94 - 39.75%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I — SCHEDULE G
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 3-1
T.I.
COLL
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
FISCAL
DISPARITY
CAPTURED
TAX
CAPACITY
ESTIMATED
TAX
INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 376,578 1,926,946 590,263 960,105 1,125,839 1,125,839
1993 1994 379,116 1,486,422 475,680 631,626 792,273 637,702 154,571
1994 1995 390,489 1,371,030 417,588 562,953 719,082 719,082
1995 1996 402,204 1,371,030 412,599 556,227 652,243 652,243
1996 1997 0 0 0 0 0 0
1997 1998 0 0 0 0 0 0
3,289,437 637,702 2,651,735
CLASSIFICATION/RATE:
COMMERCIAUINDUSTRIAL
PAYABLE '92 - 3.100% 1 st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE *92 - 117.262%
PAYABLE '93 - 125.434%
PAYABLE '94 - 127.734%
ADJUSTMENT FACTOR: 3.0000/.
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 - 38.07%
PAYABLE '93 - 42.96%
PAYABLE '94 - 42.59%
PREPARED BY SPRINGSTED INCORPORATED: 28—Apr-94
EXHIBIT I - SCHEDULE H
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 3-2
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED
TAX
CAPACITY
ESTIMATED
TAX
INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 11,387 325,536 116,086 198,063 232,253 232,253
1993 1994 10,317 311,367 122,259 178,791 224,265 86,487) 310,752
1994 1995 10,668 291,006 110,362 169,976 217,118 217,118
1995 1996 11,030 291,006 110,219 169,756 216,837 216,837
1996 1997 11,406 291,006 110,072 169,529 216,546 216,546
1997 1998 11,793 291,006 109,919 169,294 216,246 216,246
1,323,265 86,487) 1.409.752
CLASSIFICATION/RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 -
PAYABLE '93
PAYABLE'94
LOCAL TAX RATE: PAYABLE '92 -
PAYABLE '93 -
PAYABLE '94 -
ADJUSTMENT FACTOR:
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92
PAYABLE'93
PAYABLE'94
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
3.100% - 1st$100,000
4.750% - OVER $100,000
3.000% - 1 st $100,000
4.700% - OVER $100,000
3.000% - 1st $100,000
4.600% - OVER $100,000
117.262%
125.434%
127.734%
3.40096
36.95%
40.61%
39.37%
EXHIBIT I - SCHEDULE I
CITY OF PLYMOUTH. MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 3-3
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED
TAX
CAPACITY
ESTIMATED
TAX
INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 145,411 978,403 314,537 518,455 607,951 607,951
1993 1994 151,492 900,523 315,888 433,143 543,309 199,851 343,458
1994 1995 159,976 881,490 298,912 422,602 539,807 539,807
1995 1996 168,966 881,490 295,187 417,336 533,080 533,080
19% 1997 178,462 881,490 291,253 411,774 525,976 525,976
1997 1998 188,492 881,490 287,098 405,900 518,472 518,472
3,268,594 199,851 3,068,743
CLASSIFICATION/ RATE:
COMMERCIALIINDUSTRIAL
PAYABLE '92 - 3.100% 1 st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1 st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 117.262%
PAYABLE '93 - 125.434%
PAYABLE '94 - 127.734%
ADJUSTMENT FACTOR: 5.620%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 - 37.76%
PAYABLE '93 - 42.17%
PAYABLE '94 - 41.43%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I — SCHEDULE J
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 4-1
T.I. DEBT
COLL. SERVICE
YEAR YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED ESTIMATED
TAX TAX
CAPACITY INCREMENT
TAX
INCREMENT
ABATEMENT
NET
TAX
INCREMENT
1992 1993 803,309 1,487,966 535,143 149,514 $176,579 176,579
1993 1994 770,092 958,487 120,830 67,565 84,590 74,210 10,380
1994 1995 756,411 927,928 310,970 0 0 0
1995 1996 795,744 927,928 310,970 0 0 0
1996 1997 837,123 927,928 310,970 0 0 0
1997 1998 0 0 0 0 0 0
261,169 74,210 186,959
C LASS IFICATION/RATE:
COMMERCIALIINDUSTRIAL
PAYABLE '92 - 3.100% i st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 118.102%
PAYABLE '93 - 125.199%
PAYABLE '94 a 0.000%
ADJUSTMENT FACTOR: 5.200%
PROJECTED FISCAL DISPARITY RATIO: 78.16%
PREPARED BY SPRINGSTED INCORPORATED: 28—Apr-94
EXHIBIT I - SCHEDULE K
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 4-2
T.I.
COLL.
YEAR
DEBT ADJUSTED
SERVICE BASE
YEAR VALUE
TOTAL
TAX
CAPACITY
LESS:
FISCAL
DISPARITY
CAPTURED
TAX
CAPACITY
ESTIMATED
TAX
INCREMENT
1992 1993 4,834 163,343 59,639 98,870 113,337
1993 1994 2,567 151,199 60,831 87,801 107,168
1994 1995 2,590 148,173 57,650 87,933 109,735
1995 1996 2,613 148,173 57,641 87,919 109,717
1996 1997 2,637 148,173 57,631 87,905 109,700
1997 1998 0 0 0 0 0
549,657
C LASS IFI CATI O N/ RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 - 3.100% 1st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 114.632%
PAYABLE '93 - 122.058%
PAYABLE '94 - 124.794%
ADJUSTMENT FACTOR: 0.900%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 - 37.62%
PAYABLE '93 - 40.93%
PAYABLE '94 - 39.60%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
T.I. DEBT ADJUSTED
COLL. SERVICE BASE
YEAR YEAR VALUE DISPARITY CAPACITY INCREMENT
1992 1993 94,821
1993 1994 67,036
1994 1995 67,036
1995 1996 67,036
1996 1997 67,036
1997 1998 0
CLASS IF ICATIO N/RATE:
COMMERCIAL/INDUSTRIAL
LOCAL TAX RATE:
ADJUSTMENT FACTOR:
EXHIBIT I - SCHEDULE L
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 4-3
mi
TOTAL LESS: CAPTURED ESTIMATED
TAX FISCAL TAX TAX
CAPACITY DISPARITY CAPACITY INCREMENT
835,027 257,174 483,032 578,62
735,901 270,189 398,676 495,3E
705,507 251,566 386,905 489,22
705,507 251,566 386,905 489,22
705,507 251,566 386,905 489,22
0 0 0
PAYABLE '92 3.100% - 1 st $100,000
4.750% - OVER $100,000
PAYABLE '93 - 3.000% - 1 st $100,000
4.700% - OVER $100,000
PAYABLE '94 - 3.000% - 1 st $100,000
4.600% - OVER $100,000
PAYABLE '92
PAYABLE'93
PAYABLE '94
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92
PAYABLE '93 -
PAYABLE '94 -
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
119.789%
124.253%
126.446%
0.000%
34.74%
40.40%
39.40%
I
TAX NET
INCREMENT TAX
ABATEMENT INCREMENT
578,621
34,067 461,302
34,067
489,227
489,227
489,227
0
EXHIBIT I - SCHEDULE M
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 5-1
T.I. DEBT ADJUSTED
COLL. SERVICE BASE
YEAR YEAR VALUE
1 st $100,000
4.600% OVER $100,000
1992 1993 178,197
1993 1994 137,002
1994 1995 144,948
1995 1996 153,355
1996 1997 162,250
1997 1998 171,660
CLASSIFICATION/RATE:
COMMERCIALIINDUSTRIAL
LOCAL TAX RATE:
ADJUSTMENT FACTOR:
PROJECTED FISCAL DISPARITY RATIO:
TOTAL LESS: CAPTURED
TAX FISCAL TAX
CAPACITY DISPARITY CAPACITY
1 st $100,000
4.600% OVER $100,000
433,053 0 254,856
591,098 0 454,096
643,608 0 498,660
643,608 0 490,253
643,608 0 481,359
643,608 0 471,948
PAYABLE '92 - 3.100% 1 st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
PAYABLE '92 - 114.682%
PAYABLE '93 - 123.046%
PAYABLE '94 - 123.466%
5.800%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
ESTIMATED TAX NET
TAX INCREMENT TAX
INCREMENT ABATEMENT INCREMENT
292,274 292,274
558,748 84,501 474,247
615,677 615,677
605,298 605,298
594,316 594,316
582,697 582,697
3,249,010 $84,501 $3,164,509
EXHIBIT I - SCHEDULE N
CITY OF PLYMOUTH,
MINNESOLNO. CURRENT CALCULATION OF TAX INCT
ECONOMIC DEVELOPMENT DISTRICT1
T.I. DEBT ADJUSTED TOTAL LESS: CAPTURED ESTIMATED TAX NETCOLL. SERVICE BASE TAX FISCAL TAX TAX INCREMENT TAXYEARYEARVALUECAPACITYDISPARITYCAPACITYINCREMENTABATEMENTINCREMENT
1992 1993 163,952 430,731 0 266,779 312,830 312,83019931994148,487 345,722 0 197,235 247,397 32,192 215,20519941995159,030 367,779 0 208,749 266,643 266,64319951996170,400 367,779 0 197,378 252,119 252,11919961997182,584 367,779 0 185,195 236,556 236,E19971998195,639 367,779 0 172,140 219,881 219,881
1,535,427 32,192 1,503,235
CLASSIFICATION/RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 - 3.100% 1st $100,000
4.750% OVER $100,000
PAYABLE '93 - 3.000% 1st $100,000
4.700% OVER $100,000
PAYABLE '94 - 3.000% 1 st $100,000
4.600% OVER $100,000
LOCAL TAX RATE: PAYABLE '92 - 117.262%
PAYABLE '93 - 125.433%
PAYABLE '94 - 127.734%
ADJUSTMENT FACTOR: 7.150%
PROJECTED FISCAL DISPARITY RATIO: 0.00%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
EXHIBIT I - SCHEDULE O
CITY OF PLYMOUTH, MINNESOTA
CURRENT CALCULATION OF TAX INCREMENT
ECONOMIC DEVELOPMENT DISTRICT NO. 7-1
T.I.
COLL.
YEAR
DEBT
SERVICE
YEAR
ADJUSTED
BASE
VALUE
TOTAL
TAX
CAPACITY
LESS: CAPTURED
FISCAL TAX
DISPARITY CAPACITY
ESTIMATED
TAX
INCREMENT
1992 1993 25,209 349,120 123,892 $200,019 208,614
1993 1994 15,116 988,799 396,748 576,935 601,726
1994 1995 15,509 1,033,450 401,396 616,545 643,038
1995 1996 15,666 1,033,450 401,334 616,450 642,939
1996 1997 15,824 1,033,450 401,272 616,355 642,839
1997 1998 15,983 1,033,450 401,209 616,258 642,739
1998 1999 16,144 1,033,450 401,146 616,160 642,637
1999 2000 16,307 1,033,450 401,081 616,062 642,534
4,667,065
CLASS IFICATION/RATE:
COMMERCIAL/INDUSTRIAL
PAYABLE '92 - 3.100% - 1 st $100,000
4.750% - OVER $100,000
PAYABLE '93 - 3.000% - 1 st $100,000
4.700% - OVER $100,000
PAYABLE '94 - 3.000% - 1st $100,000
4.600% - OVER $100,000
LOCAL TAX RATE: 104.297% FROZEN RATE
ADJUSTMENT FACTOR: 1.008%
PROJECTED FISCAL DISPARITY RATIO: PAYABLE '92 - 38.25%
PAYABLE '93 - 40.75%
PAYABLE '94 - 39.43%
PREPARED BY SPRINGSTED INCORPORATED: 28 -Apr -94
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EXHIBIT 11
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
1986A G.O. TAX INCREMENT DEBT SERVICE
AS OF 12/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 425,000 6.300 29, 637.50 454, 637.50
1994 1995 500,000 6.500 32, 500.00 532, 500.00
1995 1996 0.00 0.00
1996 1997 0.00 0.00
1997 1998 0.00 0.00
1998 1999 0.00 0.00
925,000 62,137.50 987,137.50
The Total P&I for the 1994 maturity is only the February 1, 1994 payment.
Prepared By: SPRINGSTED Incorporated (26—Apr-94 ) II -2
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
19868 G.O. TAXABLE TAX INCREMENT DEBT SERVICE
AS OF 12/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 150,000 7.400 13,150.00 163,150.00
1994 1995 200,000 7.600 15, 200.00 215, 200.00
1995 1996 0.00 0.00
1996 1997 0.00 0.00
1997 1998 0.00 0.00
1998 1999 0.00 0.00
350,000 28, 350.00 378, 350.00
The Total P&I for the 1994 maturity is only the February 1, 1994 payment.
Prepared By; SPRINGSTED Incorporated (26—Apr-94 ) II -3
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
1988 G.O TAX INCREMENT DEBT SERVICE
AS OF 12-/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 175,000 6.300 17, 612.50 192, 612.50
1994 1995 175,000 6.400 24, 200.00 199, 200.00
1995 1996 200,000 6.500 13, 000.00 213, 000.00
1996 1997 0.00 0.00
1997 1998 0.00 0.00
1998 1999 0.00 0.00
550,000 54,812.50 604,812.50
The Total P&I for the 1994 maturity is only the February 1, 1994 payment.
Prepared By: SPRINGSTED Incorporated (26—Apr-94) II -4
EXHIBIT II
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
1988 G.O. TAXABLE TAX INCREMENT DEBT SERVICE
AS OF 12/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 100,000 8.900 44, 287.50 144, 287.50
1994 1995 0.00 0.00
1995 1996 0.00 0.00
1996 1997 0.00 0.00
1997 1998 0.00 0.00
1998 1999 0.00 0.00
100,000 44, 287.50 144, 287.50
This issue was current refunded by the 1993 G.O. Taxable TIF issue.
The Total P&I for the 1994 payment is only the February 1, 1994 payment.
Prepared By: SPRINGSTED Incorporated (26—Apr-94) II -5
EXHIBIT If
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
1990 G.O. TAXABLE TAX INCREMENT DEBT SERVICE
AS OF 12/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 150,000 8.900 60, 075.00 210, 075.00
1994 1995 200,000 8.900 106, 800.00 306, 800.00
1995 1996 225,000 8.900 89, 000.00 314, 000.00
1996 1997 250,000 8.900 68, 975.00 318, 975.00
1997 1998 250,000 8.900 46, 725.00 296, 725.00
1998 1999 275,000 8.900 24, 475.00 299, 475.00
1,350,000 396, 050.00 1, 746, 050.00
The Total P&I for the 1994 maturity is only the February 1, 1994 payment.
Prepared By: SPRINGSTED Incorporated (26—Apr-94 ) II -6
EXHIBIT II
CITY OF PLYMOUTH, MINNESOTA
CAPITAL IMPROVEMENT PROGRAM, 1994 — 1998
1993 G.O. TAXABLE TAX INCREMENT REF. DEBT SERVICE
AS OF 12/31/93
COLL.
YR.
MAT.
YR. PRINCIPAL RATE INTEREST TOTAL P&I
1993 1994 0.00
1994 1995 160,000 3.900 47, 891.67 207, 891.67
1995 1996 210,000 4.350 34,810.00 244,810.00
1996 1997 230,000 4.750 25, 675.00 255, 675.00
1997 1998 295,000 5.000 14, 750.00 309, 750.00
1998 1999 0.00 0.00
895,000 123,126.67 1,018,126.67
This issue refunds the G.O. Taxable TIF Bonds, Series 1988B.
Prepared By: SPRINGSTED Incorporated (26—Apr-94) II -6
Agenda Number:
For Expenditure Exceeding $15,000
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
SUBJECT: City Center Expansion Project
DATE: May 5, 1994
1. PROPOSED MOTION: None at this time.
2. STATEMENT OF THE PROBLEM, ISSUE OF PROJECT: The City Center
currently has inadequate space to serve the needs of the citizens of Plymouth. The City
Center Expansion project will construct a 13,500 square foot addition, remodel existing
space, and build a walkway between City Center and the Public Safety Building. This
expansion will provide space for City Center operations until 2011. The project is
estimated to cost $3.2 million.
3. IDENTIFY AND DOCUMENT THE NEED FOR THE EXPENDITURE: The
space needs analysis conducted in 1991 showed that the City Center had a space deficit of
over 2,500 square feet, and that nearly 30,000 square feet would be needed in 2011. In
1994, this space deficit has increased to 4,500 square feet. The expansion will provide
more public meeting space, make City Center more energy efficient, help the City comply
with the requirements of the Americans with Disabilities Act, and alleviate cramped and
inefficient work space for City Center employees.
4. ALTERNATIVES: Several alternatives exist to the full expansion project. However,
each has drawbacks.
1. The addition could be constructed, but only partially completed, so that the City could
finish and expand into the space as needed in the future. When the project was bid last
summer, this alternative was costed out by the bidders. The cost savings was negligible.
2. The addition could be constructed, but the City could delay remodeling the existing space.
This also was an option requested of bidders last summer. The bids revealed that since
major building systems (such as heating, ventilation, and air conditioning) must be
revamped regardless of remodeling, the savings were inconsequential.
3. The City could lease office space in the community as space needs grow. This option
received serious consideration. While the "raw" price per square foot was attractive, the
cost to equip the leased space to meet city needs increased to price per square foot to a
point where leasing would not save money.
5. DISCUSSION: The purpose of this memorandum is to state briefly the need for City
Center, and to outline the steps staff has taken to provide public information on the project.
The following is a list of public information efforts; some are attached to this report.
The Mayor's Message in the April Plymouth News focused on City Center Expansion
The May Plymouth News featured an article on the City Center Expansion
City staff are working with Channel 35 staff to produce a short video on the project, which
will be shown during the public meetings and at other times on Channel 37
Two informational meetings will be held on the project --May 16 and June 6.
The May issue of The Rock contains an article on the project, explaining to employees time
tables and possible relocation strategies.
Staff had the opportunity to review the City Center plans once again, and some minor
modifications were made. These included examining storage issues, rearranging some interior
walls, and some minor redesign in the Community Development space. The schedule defined
for the City Center Expansion project calls for bid advertisement in June, bid award in August,
and groundbreaking in September. We anticipate bringing a recommendation to proceed with
the feasibility study for the Council Chambers remodeling in June.
In general, our plans for the public information meetings on May 16 and June 6 include
offering tours of City Center at 6:30 PM, presenting a brief staff report and show the video
during the appropriate time of the meetings, answering any questions, and then receiving
public input on the project.
6. BUDGET IMPACT: The estimated cost of the project is $3,200,000. Moneys will
come from the following funds:
Permanent Improvement Revolving $1,000,000
Project Administration 500,000
Facilities Management 1,000,000
Water, 500,000
Sewer. 200,000
The additional annual operating costs of the expanded building are expected to be $20,000.
No tax dollars are needed to pay for the City Center Expansion project.
7. RECONIMENDATION: I recommend that the Council briefly discuss any concerns on
the need for the City Center expansion project, and comment on staff's plans for the public
information meetings on May 16 and June 6.
Mayor's message: Council revisits office expansion
OFy Mayor Joy Tierney
t a March 7 study session, the City
ACouncil revisited an issue that
was in the news just over one
year ago -- expansion of the Ply-
mouth City Center. After developing plans
and specifications for a 13,500 square foot
expansion and a walkway link to the Public
Safety Building, the previous City Council
put the project on hold. That was done so
that newly -elected Councilmembers who
took office in January 1994 could make the
final decision on the project.
The City Center, 3400 Plymouth Blvd.,
houses the offices for the Community De-
velopment, Parks and Recreation, Engi-
neering, Finance and Administration
Departments. According to a 1991 space
needs analysis, city offices will require
28,945 square feet by 2011. The total avail-
able in the existing building is 17,028. The
space needed to meet the needs that existed
three years ago was 19,525 -- about 2,500
quare feet more than our current space.
v. ,
The quarters at the City Center have be-
come increasingly cramped since the study,
and the vacated public safety needs remod-
eling. Now it is up to the Council to deter-
mine how to proceed so that city staff
members can continue to provide efficient,
customer -oriented service that meets the
demands of our growing population.
If we proceed with this project, or a version
of it, we want to see it funded from existing
city reserve funds (like the recent construc-
tion of the Public Safety Building and Main-
tenance Facility) -- not through property
taxes or bonding. When the project was
being considered last year, costs were ex-
pected to be about $3.1 million. However,
due to the time lapse, the City Council will
have the project re -bid before it makes a
final decision. Along with the project, the
Council will also consider the renovation of
the City Council Chambers.
According to the tentative timeline for the
jroject, on April 18 the City Council will
consider authorizing funds for the antici-
pated additional design resulting from re-
cent modifications. The Council will
discuss the full proposal and various op-
tions at a May 2 study session. On May 16
and June 6, the Council will hold public
information meetings to discuss final plans
and hear citizen comment. If the Council
decides to proceed, it will likely authorize
advertisement for bids in June, award bids
in August and begin the renovation by early
fall. Again, keep in mind that these dates are
tentative. Please confirm meeting dates, by
calling 550-5010.
Planning for long-range needs has been a
hallmark of the City of Plymouth. We have
already prepared for our future needs with
the construction of the Public Safety Build-
ing, the renovation and expansion of the
Maintenance Facility and the renovation
and construction of our Fire Stations. The
City Center is the last piece in this long
range planning strategy. We welcome your
input as we embark on the process of deter-
mining how best to meet the needs of our
customers and staff in these other areas.
Mark your calendar
All meetings are scheduled for 7 p.m. at the
Plymouth City Center, 3400 Plymouth
Blvd., unless noted otherwise. Please call
550-5010 to confirm meeting dates.
City Council April 4, 18
May 2, 16
Planning Commission April 13, 27
May 11, 25
Parks and Rec. Commission April 14
May 12
HRA April 21
May 19
Board of Zoning April 12
May 10
Financial Committee, 4 p.m. April 13
May 11
Board of Review April 11
3
Park survey: Sharing m
ideas for improvements
Editor's Note: The last of a three-part series
summarizing the results of a mail survey
about park and recreation programs.
By Eric Blank
Park and Recreation Director
This month's focus is on the most common
suggestions for improvements to city parks
and respondents' feelings on new park and
recreation facilities.
Improvements to Parks: When asked, in
terms of maintenance, which park facilities
needed improvement, 40% said they did
not know, while 24% said that none did. Of
those people identifying areas for improve-
ment, 10% said restrooms could be im-
proved. Five percent identified beaches and
picnic areas, and 5% noted trails and hiking
paths as areas for improvements. Goose
droppings and pet owners not cleaning up
after their dogs were other areas identified
as needing attention.
New Facilities: While the City does not
have plans to build any new facilities, resi-
dents were asked how much more they
would be willing to pay in taxes if it were
determined that a new facility was needed.
Thirty-one percent said that they were not
willing to pay more taxes to build and op-
erate new facilities. Twenty-one percent
said they would pay $1 - $10 a year, while
25% would pay $11 - $25 per year. Eight-
een percent said $21 - $50 per year was an
acceptable amount, and 6% said they
would pay over $50 per year. From a list of
22 items, respondents most often identified
a nature preserve, public indoor and out-
door swimming pools, and a teen center as
new facilities that they would like to see
built even if it meant higher taxes.
The Park and Recreation Commission and
city staff extends their thanks to those peo-
ple who participated in the survey. The
results will be valuable as we develop fu-
ture programs and improve current offer-
ings and facilities. For a complete copy of
the survey, call 550-5130.
AV r An Update from the City of Plymouth, May 1994
City Council to consider Plymouth City Center expansion
The City Council is considering a proposal
to expand the City Center. The City Center,
3400 Plymouth Blvd., houses the Engineer-
ing, Administration, Community Develop-
ment, Finance and Park and Recreation
departments. The Council will hold two
public information meetings on the project
at 7 p.m. on May 16 and June 6. Both will
be held as part of the regular City Council
meeting and shown live on channel 37.
What is being proposed?
Expanding the City Center by 13,500
square feet to meet space needs through
2011, remodeling existing office space and
building a walkway link to the Public Safety
Building. In a related item, the Council will
also consider renovating the City Council
Chambers to improve its presentation and
cablecasting capabilities.
What is this expected to cost?
When last considered in July 1993, it was
expected to cost $3.1 million. Due to the
time lapse, the City Council will need to
re -bid the project before it makes a final
decision.
Will my property taxes increase to fund
this project?
No. It will befunded through capital reserve
funds.
Is the City Center expansion needed?
Three years ago when a consultant com-
pleted a space needs analysis, city offices
had already outgrown the 17,000 square
feet of available office space in the City
Center. The study determined that offices
housed in the City Center required 19,525
square feet to meet 1991 needs. Since then,
the work force has grown to meet demands
ror services trom our growing community.
City offices need approximately 21,525
square feet to meet today's needs. This will
grow to about 30,000 square feet by 2011.
These figures do not include the space
needed for mechanical systems.
Why can't city offices just move into the
space that the Public Safety Department
used to occupy before it moved into its
own building?
The 17,000 square feet noted above as the
office space available in the City Center
includes the 3,300 square feet of space that
was formerly occupied by the Public Safety
Department. Some of that former Public
Safety space is unusable in its current con-
dition because it includes a jail area, garage
and booking room.
What will the expansion accomplish?
It will:
n rrovioe public meeting space;
Alleviate noisy, cramped and inefficient
office conditions;
Expansion - Continued on Page 4
Plan now for Night Out
Start planning now to organize a neighbor-
hood get-together to mark National Night
Out (NNO) on Aug. 2. The Plymouth Po-
lice will hold a NNO coordinator meeting
on Tues., May 24, 7 - 8 p.m., at the Public
Safety Building, 3400 Plymouth Blvd.
Come learn about this crime prevention
event or share your neighborhood's experi-
ence from past years. NNO is aimed at
building community spirit and sending a
message to criminals that your neighbor-
hood is organized. If you cannot attend, you
can register your event by calling Sara
ayija at 550-5198.
Expansion - Continued from Page 1
Provide additional office space to meet
future needs as Plymouth grows; 4
Improve building energy efficiency; and
Help the City comply with the Ameri-
3
cans with Disabilities Act by making the 3
building more accessible to people with
disabilities. : 2
The City has built other facilities in recent 2 2
years. Why another one? Cr
The City built a Public Safety Building and
1
a fire station in addition to renovating the 1
Maintenance Facility and two other fire
stations. This was done to keep up with the
service needs of our developing commu-
nity. The City Center project is the final
existing facility needing expansion and up-
grading.
How will the project affect city services?
City departments will continue to operate
throughout the renovation and expansion.
While some individual staff members may
be relocated to other city buildings during
construction, all services that require one-
on-one customer service such as recreation
Plymouth City Center Space
1991 1994 2011
Space Available E Space Needed
program information, utility billing, home- consider awarding a bid in August and be -
stead filing, engineering and building per- gin the expansion and renovation in Sep-
mits will still be offered at the City Center. tember.
What is the timeline for the expansion? Tours of the City Center will be available at
If the Council opts to proceed with this 6:30 p.m. on May 16 and Jurie 6.
project, it would advertise for bids in June,
City of Plymouth
3400 Plymouth Blvd.
Plymouth, MN 55447
612) 550-5000 TDD 550-5009
Customer Service Line 550-5062
Crime Tip Line 550-5177
Hours: Mon. -Fri., 8 a.m.-4:30 p.m.
Plymouth News is published monthly by the City of
Plymouth to update residents and businesses on
city government news. Editor: Helen LaFave
City Council
Joy Tierney, Mayor John Edson, Ward 4
473-1681 557-8633
550-5069 (voice mail) 550-5067 (voice mail)
David A. Anderson, Ward 1 Carole Helliwell, At -Large
550-5091 (voice mail) 557-1530
550-5066 (voice mail)
Sheryl G. Morrison, Ward 2
550-5068 (voice mail) Chuck Lymangood, At -Large
557-0839
Nicholas Granath, Ward 3 550-5093 (voice mail)
550-5092 (voice mail) NXDS05A (Prodigy ID Number)
NGRANATH@AOL.COM (e-mail)
City Council and Planning Commission meetings are shown live on
channel 37. Check channel 37 for replay times and days.
4
Bulk Rate
Carrier Route Pre -Sort
U.S. POSTAGE
PAID
Permit No. 1889
Minneapolis, Minn.
Postal Customer
In This Issue
City Center Expansion
Wetlands Ordinance
Sparky's Caravan
Hits the Road
Water Restrictions
Printed with soy ink c,n recycled paper.
Rock Report
A Newsletter for City of Plymouth Employees Editor., Helen LaFave April 1994
Council revisits City Center expansion; adopts project schedule
T he City Council will take a look
at the options for expanding/re-
modeling the City Center over the
next few months. As a first step in
that process, the Council adopted a
schedule for the City Center expan-
sion on March 21.
According to the schedule, city staff
will have its final review of plans on
April 28. The Council will review
the proposal at a May study session.
Council will hold two public infor-
mation meetings on the project --
on May 16 and June 6. The Council
will consider authorizing advertise-
ments for bids on June 20. On Aug.
1, Council will consider awarding
bids, with groundbreaking slated
for Sept. 1. Keep in mind that this
schedule is tentative and that Coun-
cil will consider various options as
it pursues this project.
Project History/Background
After developing plans and specifi-
cations for a 13,500 square foot
expansion and a walkway link to
the Public Safety Building, the pre-
vious City Council put the project
on hold. That was done so that
newly -elected Councilmembers
who took office in January 1994
could make the final decision on
the project.
According to a 1991 space needs
analysis, city offices will require
28,945 square feet by 2011. The
total available in the existing build-
ing is 17,028. The space needed to
meet the needs that existed three
years ago was 19,525 -- about
2,500 square feet more than our
current space.
Funding
If Council proceeds with this pro-
ject, or a version of it, it will likely
be funded from existing city reserve
funds (like the recent construction
of the Public Safety Building and
Maintenance Facility) -- not
through property taxes or bonding.
When the project was being con-
sidered last year, costs were ex-
pected to be about $3.1 million.
However, due to the time lapse, the
City Council will have the project
re -bid before it makes a final deci-
sion. Along with the project, the
Council will also consider the reno-
vation of the City Council Cham-
bers.
Engineering Division to bring street reconstruction design in-house
Adding staff typically doesn't trans-
late into savings, but that's what is
expected to happen when the Engi-
neering Division fills three new po-
sitions this month. The new staff
members will handle street recon-
struction design -- a task which has
historically been performed by con-
sultants.
Public Works Director Fred Moore
estimates that moving street recon-
struction design in-house will gen-
erate about $80,000 over the
course of one year. The revenue
will be used to help offset future
street reconstruction projects. The
new positions -- a Design Engineer,
Senior Engineering Technician and
Engineering Techn*+pian -- will be
filled as of April 4. In addition, the
City will purchase a computer
aided drafting (CAD) system so that
streets can be designed in-house.
Moore expects to have the CAD
system operating yet this spring.
The three-person street reconstruc-
tion team will be housed at the
Maintenance Facility until the City
Continued on next page
Rock Report
A Newsletter for City of Plymouth Employees Editor., Helen LaFave May 1994
From the Manager: Expansion phasing schedule takes shape
By City Manager Dwight Johnson
T
he proposed expansion and
renovation of City Center will
be on the City Council's
agenda during May and June. On
May 16 and June 6, the public will
have an opportunity to comment
on the general plans for the City
Center expansion. On June 20, the
City Council will vote on releasing
the project for bid, with selection of
a contractor slated for August. If
approved, groundbreaking for the
project will be around Sept. 1.
Many City Center employees are
interested in the schedule for the
project: in particular, who will be
temporarily moved and when.
While many of these plans still are
being finalized, I can give you a
general outline of the project's
timetable and its implications for
City Center employees:
Sept. 1, 1994 - Oct. 1, 1994 : Site
mobilization, preparation, and
grading. Lower level parking lotdis-
appears. Employees working in
lower level are relocated to Public
Safety and Fire Station lll.
Oct. 1, 1994: Northerly wall elimi-
nated. Work begins on lower level,
such as cutting out the jail cells.
Work begins on the expansion.
Some Engineering employees relo-
cated to Public Works. No other
relocations are required at this
phase of construction.
June 1, 1995: Construction on ex-
pansion completed. Renovation
work begins on Administration and
Finance space. Engineering, Com-
munity Development, and Park and
Recreation occupy lower level and
new expansion space. Administra-
tion and Finance employees are
shifted to accommodate renova-
tion.
October 1, 1995: Completion of
City Center Expansion project.
As I mentioned, these relocation
plans are still in the formative
stages. We recognize that there wi I I
be significant disruptions and in-
conveniences during the expan-
sion and renovation. To help make
certain that you receive timely in-
formation, we are reconvening the
City Center Expansion Task Force
that met last year. This group will
be meeting frequently, and their
primary purpose is to be your eyes
and ears during the expansion pro-
ject. Their names are: Gladys Kaz-
imer, Joan McCormick, Rick
Busch, Nancy Pederson, Tammy
Ward, Milt Dale, Helen LaFave,
Judy McMillin, Fred Moore, Karen
Holm, and Jack Tabery, convenor.
am hopeful that the Council will
approve the City Center project in
the coming months. Thanks for
your patience and cooperation.
Please call me or Kathy should you
have questions or concerns.
Video to focus on proposed City Center expansion
City Center employees will likely
cross paths with a video camera on
Thurs., May, 5 -- and may be even
be videotaped. A staff person from
Northwest Community Television
will be taping from 9 a.m. to noon
in city offices.
The video(..-_) ig is part of the pro-
duction of a short, informational
video on the City Center expansion.
It will be used at the May 16 and
June 6 public information meetings
on the proposed expansion.
The tape will explain to the public
why the expansion is needed, how
it fits in with other long-range city
facility planning and how it will
ag`ect city ser.-" -.es during and alter
construction. Consequently, we
need to show the public the current
conditions in the City Center.
Please give your cooperation to the
camera crew. Communications
Coordinator Helen LaFave will
work with the camera operator
throughout the taping. If you have
any questions on this project, call
Helen on 5016.
0 k )7 )Ck-?s
Reports Column
By Helen LaFave
Communications Coordinator, City of Plymouth
The Plymouth City Council is considering a proposal to expand the City Center.
The City Center, 3400 Plymouth Blvd., houses the Engineering, Administration,
Community Development, Finance and Park and Recreation departments. The Council
will hold two public information meetings on the project at 7 p.m. on May 16 and June
6. Both will be held as part of the regular City Council meeting and shown live on
channel 37 in Plymouth.
The proposal includes expanding the City Center by 13,500 square feet to meet
space needs through 2011, remodeling existing office space and building a walkway link to
the Public Safety Building. In a related item, the Council will consider renovating the City
Council Chambers to improve its presentation and cablecasting capabilities.
This proposal was last considered by the previous City Council in July 1993. At
that time, it was tabled so that Councilmembers who took office in January 1994 could
have input on the project. Then it was expected to cost $3.1 million. Due to the time
lapse, the City Council will need to re -bid the project before it makes a final decision. If
the proposal is approved by the Council, it would be funded through capital reserve
funds.
Three years ago when a consultant completed a space needs analysis, city offices
had already outgrown the 17,000 square feet of available office space in the City Center.
The study determined that offices housed in the City Center required 19,525 square feet to
meet 1991 needs. Since then, the work force has grown to meet demands for services from
our growing community. City offices need approximately 21,525 square feet to meet
today's needs. This will grow to about 30,000 square feet by 2011. These figures do not
include the space needed for mechanical systems.
While expanding the City Center will alleviate noisy, cramped and inefficient
office conditions, it will also: provide public meeting space; improve building energy
efficiency, provide additional office space to meet future needs as Plymouth grows; and
help the City comply with the Americans with Disabilities Act by making the building
more accessible to people with disabilities.
If approved, city departments will continue to operate throughout the renovation
and expansion. While some individual staff members may be relocated to other city
buildings during construction, all services that require one-on-one customer service such as
recreation program information, utility billing, homestead filing, engineering and
building permits will still be offered at the City Center.
If the Council opts to proceed with this project, it would advertise for bids in
June, consider awarding a bid in August and begin the expansion and renovation in
September.
5; I
City Briefs3
Date: May 3, 1994
From: Helen LaFave, 550-5016
On May 16 and June 6, the Plymouth City Council will hold two public
information meetings on a proposal to expand the City Center. Both begin at 7
p.m. and will be part of the regular City Council meetings. The meetings will be
shown live on Plymouth channel 37.
The Council is considering expanding the City Center by 13,500 square feet
to meet space needs through 2011, remodeling existing office space and building a
walkway link to the Public Safety Building. The City Center, 3400 Plymouth Blvd.,
houses the Engineering, Administration, Community Development, Finance and
Park and Recreation departments.
When the proposal was considered in July 1993, it was expected to cost
3.1 million. Due to the time lapse, the City Council will need to re -bid the project
before it makes a final decision. If the proposal is approved by the Council, it
would be funded through capital reserve funds.
In 1991, the City hired a consultant to conduct a space needs analysis of the
City Center. According to the study, the City Center currently has 17,000 square
feet of available office space. The study concluded that offices housed in the City
Center required 19,525 square feet to meet 1991 needs. City offices need
approximately 21,525 square feet to meet today's needs. This will grow to about
30,000 square feet by 2011. These figures do not include the space needed for
mechanical systems.
If the Council opts to proceed with this project, it would advertise for bids
in June, award the bid in August and begin the expansion and renovation in
September. City staff would continue to offer services such as recreation program
registration, utility billing, homestead filing, engineering and building permits at
the City Center throughout the construction.
30-
AD/VINISTR4TIVE OFFICES STUDY
Report
CONTENTS
1 Narrative
Purpose
Study Scope
Methodology
Space Needs & Adjacencies
Expansion Diagrams
Cost Estimates
4 Space Needs Summary
5 Expansion Diagrams
6 Departmental Information
7 Finance
11 Administration
14 Community Development
17 Public Works
20 Parks & Recreation
23 General
25 Definitions
POLSON/hossen/Wright
July 1991
z.
PURPOSE
After initiating the development of a new Public
Safety structure at the City Center site, Plymouth
leaders sought to determine the facility needs of the
remaining Departments. P/ `W was directed to apply
methods used in the Public Safety Study to a
potential renovation and expansion of the existing
structure. Although the report was to be
abbreviated, the study process was to project facility
needs for the year 2011.
STUDY SCOPE
The study process dealt exclusively with the Finance,
Administration, Community Development, Public
Works, and Parks and Recreation Department
operations currently housed in the existing City
Center structure. (A related function, public
meetings, was also considered.) The structure was
designed for expansion northward. The study
process, therefore, assumes that the public lobbies,
Council chambers, and much of the large, lower level
storage space will remain unchanged.
s.
METHODOLOGY
Planning for the potentially expanded block of offices
to be adequate in 20 years is especially important in
Plymouth. The 64% projected population increase
was again applied to personnel figures. (Note that
personnel allocation adequacy was not part of this
study. The population -based increases simply
enable a reasonable estimate of future space
requirements.)
Area requirements are appropriately determined by
the activities to be accommodated. So the primary
study task involved the understanding of current
personnel functions. Current space needs were then
determined. This allowed a more confident
projection of 2011 space needs, using the
population -based personnel increases.
SPACE NEEDS & ADJACENCIES
Space needs tables were developed for each
Department. Understanding and recording internal
adjacencies was also important. Discussions with
Department heads produced comments regarding
possible future operational changes. Parking
requirements are recorded.
The Space Needs Summary shows the space (gross
area) allocated now, required now, and projected for
year 2011 adequacy, for each Department. Those
figures are totalled and 15% of the net area is added
to allow for circulation, toilets, and building
equipment. The results indicate that year 2011 City
offices and supplemental public meeting areas
require 32,000 square feet of floor area. This
translates to 18,500 sf of renovated space plus a
13,500 sf expansion.
4. -
L
V
2
k3
EXPANSION DIAGRAMS
The expansion diagrams show both floors of the
existing structure, with current office space indicated
along side the year 2011 required space. The 2011
diagrams show 18,500 sq. ft. renovated and a 13,500
sq. ft. expansion. (A reconfigured north parking lot
is expected to contain about 40 cars, compared with
the 45 spaces now provided.)
COST ESTIMATES
It is difficult to estimate costs with only floor area
requirements. For example, since needs include
supplement public meeting space, retained lobby
service counters, and more spaces with walls to the
ceiling, renovation requirements could be extensive.
And there are savings associated with a construction
contract that includes both the Public Safety and the
Administrative buildings.
Renovation (18,500 sq.ft. @ $40) $740,000.
Expansion (13,500 sq.ft. @ $100) 1,350,000.
Link ( *280 sq.ft. @ $110) 30,800.
Total Construction $2,120,800.
Testing & Professional 200,000.
Furnishings (75% new) 200,000.
Contingency (10% const) 212,000.
Total Project Estimate $2,733,000.
this assumes that a link is not constructed prior to
the expansion of the present structure
4
Space Needs Summary
department
1. Finance
2. Administration
3. Community Devel.
4. Public Works
5. Parks & Rec.
6. General
subtotal, sfg
mech, circ & tits
15% sfn)
Total, sfg
space figures are gross area totals)
Spre"nt 51991 52011
3,013 4,970 7,430
1,873 2,150 4,130
2,200 3,090 4,680
2,328 3,165 5,085
2,088 2,560 3,700
2.230 3.590 3.920
13,732 19,525 28,945
1,442 2,083 3,038
15,174 21,608 31,983
Current Public Safety Space: 3,296 sfg
Total Building Area: 31,490 sfg
2011 Administrative Spaced Needed 32,000 sfg
Less Existing Administrative Space - 15,200 sfg
Less Abandoned Public Safety Space - 3,300 sfQ
Expansion Required: 13,500 sfg
Renovation Required: 18,500 sfg
1991 Personnel: 72
2011 Personnel: 116
Expansion Diagrams
Present
15,200 sfg
Pubic Safety
Ground Floor N a3'
2011 Required
32,000 sfg
Ground Floor N a3"
First Floor N 99' First Floor N a _—_T
5
R
DEPARTMENTAL INFORMATION
Future Operations
Space Needs Tables
Adjacency Diagrams
7
1. FINANCE
Current Facility Needs:
1. A computer training area.
2. More space.
3. Microcomputer supply space.
4. Reconfigured function placement.
5. Work stations upgrade (better ergonomics, lighting, HVAC).
6. Function placement for proximity supervision.
7. More conference space.
8. Space for programmers and auditors (transient users).
9. Backup computer room ("micro mainframe" protected from water, wind,
fire, vandals, etc.)
2001 Operations:
1. All personnel will have computer terminals at their work stations.
2. There will be less storage of paper records.
3. There will be more use of computer "imaging" capabilities (diagrams,
photos, etc.).
4. Outside agencies will require more data.
5. Computer use will increase more rapidly than population or personnel
increases.
2011 Operations:
1. Data processing will continue to be a "high demand" function.
2. Plymouth will continue to favor equipment investment in lieu of personnel
expansion.
Personnel Parking
1991 - 24 cars
2011 - 39 cars
1. FINANCE present P1 1 01991 S1;1 P2011 02011 S2011
Lobby see 6.01)
1.01 Cashier's Counter 176 1 4 175 2 6 1 200
1.02 Appraiser's Counter 60 0 2 60 0 3 180
1.11 Manager 108 1 3 150* 1 3 150*
1.12 Conference 132 0 7 200* 0 10 250*
1.21 Clerical Supervisor 81 1 2 100* 2 3 200*
1.22 Clerks 182 4 4 280 7 7 490
1.23 Accounting Supervisor 108 1 2 125* 2 3 250*
1.24 Accountants 200 3 3 280 4 4 350
1.25 Meter Readers 60 2 2 80 3 3 120
1.25 Computer Operators 49 1 1 70 2 2 140
1.27 Programmer 72 1 1 125 2 2 250
1.28 Mainframe Computer 212 0 1 210 0 1 210
1.29 I.M.S. Coordinator 66 1 1 100 2 2 200
1.30 Microcomputer Supply 0 0 0 70 0 0 115
1.31 Assessing Supervisor 90 1 3 125* 1 3 125*
1.32 Appraisers 224 4 4 300 7 7 525
1.33 Risk Mgmt Supvr. 63 1 2 100* 1 2 100*
1.34 Prop. Mgmt Supvr. 54 1 2 100* 1 2 100*
1.35 Custodian's Shop 125 1 1 125 2 2 200
1. FINANCE present l[
1.41 Auditors & Programmers see 1.12)
1.42 Computer Training see 1.12)
1.43 Backup Computer
1.44 Supplies see 6.51)
1.81 finance files 35 dwrs
1.82 assessing files 54 dwrs
TOTAL PERSONNEL
TOTAL NET AREA 2,151
TOTAL GROSS AREA 3,013
1.40
walls to ceiling
9
P1 991 1 O1991 1 St 991 11 p2011 1 02011 1 Slot t
1. Finance
11
2. ADMINISTRATION
Current Facility Needs:
1. More space.
2. Conference space.
3. Privacy for selected functions, e.g. the personnel coordinator.
2001 Operations:
1. More resources applied to personnel rights issues.
2. More resources applied to compliance with externally imposed and
expanding regulations.
3. Continued emphasis on accountability and effectiveness in municipal
government.
4. Increased dependence on volunteer workers. Volunteer Coordinator likely.
5. Increased public service requirements.
6. Increased public dialogue surrounding policy issues.
7. Greater need for maintenance of maturing property.
8. A prosecutor, assistant, and secretary will likely be added.
9. Another assistant manager will probably be added.
Personnel Parking:
1991 - 9 cars
2011 - 16 cars
12
2. ADMINISTRATION present
P1991 01991 S1991 2011 02011 S2011
Lobby see 6.01)
2.01 Receptionists 210 2 3 210 3 4. 250-
2.11 Executive Manager 140 1 4 225* 1 4 225*
2.12 Conference 143 0 6 150* 0 10 225*
2.13 Assist Exec. Mgr 90 1 3 150* 2 3 300*
2.14 Exec. Sec/Recptn 42 1 3 100 1 3 100
2.15 Clerk/Typist 42 1 1 60 3 3 180
2.16 Comm. Coordn'r 70 1 1 100 2 2 200
2.17 Personnel Coord'r 35 1 2 100* 2 3 200*
2.18 City Clerk 48 1 2 100* 1 2 100*
2.19 Volunteer Coor'r 0 0 0 1 2 90
2.31 Printing & Collation 30 0 2 75 0 2 100
2.32 Testing & Data Entry 35 0 1 50 0 2 100
2.33 Microfiche Sta(2) 70 0 1 100 0 2 100
2.41 Prosecutor 0 0 0 0 1 3 150*
2.42 Assist. Prosecutor 0 0 0 0 1 2 125*
2.43 Secretary/receptn 0 0 0 0 1 2 75
2.44 Conference 0 0 0 0 0 4 120*
2.45 Law Library 0 0 0 0 0 1 100
3.81 files 15 dwrs 15 15
TOTAL PERSONNEL 9 16
TOTAL NET AREA 1,075 1,435 2,755
TOTAL GROSS AREA 1,873 2,150 4,130
1.74 1.5 1.5
walls to ceiling
2. Administration
ollatin
13
14
3. COMMUNITY DEVELOPMENT
Current Facility Needs:
1. More space.
2. More privacy.
3. More public counter space.
4. Better accommodation of drawings storage and plan reviews.
5. Improved access to computer capabilities.
2001 Operations:
1. Continued accommodation of City development and construction.
2. Use of optical discs and computer imaging.
3. Increased resources applied to code enforcement.
2011 Operations:
1. Possible remote review of plans and drawings using computer technology
and remote communications.
Personnel Parking:
1991 - 17 cars
2011 - 27 cars
15
3. COMMUNITY DEVELOPMENT present
P1991 011 S1 1 P2011 02011 S201 t
Lobby see 6.01)
3.01 Service Counter 60 0 4 120 1 6 180
3.02 Development Techs. 63 1 1 70 2 2 140
3.11 Manager 96 1 3 150* 1 3 150*
3.12 Conference see 3.34) 0 8 175* 0 12 250*
3.13 Manager's Sec/Rec 81 1 2 100 1 2 100
3.14 Clerical 151 3 3 225 5 5 375
3.21 Planning Supervisor 85 1 3 125* 1 3 125*
3.22 Associate Planner 63 1 2 125 3 4 300
3.23 Housing Specialist 63 1 2 125 2 3 250
3.24 Plan Storage 10 0 40 0 1 65
3.31 Building Official 80 1 3 125* 1 3 125*
3.32 Assist. Bldg. Official 80 1 2 125 1 2 125
3.33 Field Inspectors 110 5 4 200 7 6 280
3.34 Inspectors' Interview 110 0 2 100 0 4 200
3.35 Plans Examiner 72 1 2 125 2 3 250
3.36 Plans Storage 10 0 1 40 0 1 65
3.41 Plan Reading 30 0 1 500 2 100
3.81 files 39 dwrs 0 1 39 0 1 39
TOTAL PERSONNEL 17 27
TOTAL NET AREA 1,203 2,059 3,119
TOTAL GROSS AREA 2,200 3,090 4,680
1.83 1.5 1.5
walls to ceiling
3. Community Development
16
17
4. PUBLIC WORKS
Current Facility Needs:
1. Space for recent personnel addition.
2. More Storage/printing/work room space.
2001 Operations:
1. More resources applied to rainwater regulation compliance.
Hydrologist/traffic engineer likely to be added.)
2. Continued street and utility service development.
2011 Operations
1. Computer Aided Drafting system likely.
2. Computerized sharing of regional built environment data.
Personnel Parking:
1991 - 13 cars
2011 - 22 cars
4. PUBLIC WORKS present
P1991 01991 S1991 11 p2011 02011 S2011
I Lobby see 6.01)
4.01 Service Counter 88 0 4 90 0 6 135
4.11 Manager 108 1 3 150* 1 3 150*
4.12 Conference 154 0 6 150* 0 10 225*
4.13 Clerical/Reception 138 2 2 140 3 3 210
4.14 City Engineer 80 1 2 125* 1 3 200*
4.15 Hydologist/Traffic
Engineer
0 0 0 2 2 200*
4.16 Assistant Engineer 80 1 1 125 2 2 225
4.17 Senior Technicians 199 3 3 250 7 7 525
4.18 Technicians 117 2 2 150 3 3 210
4.19 Project Coordinator 54 1 1 90 1 1 90
4.20 Field Inspector 60 1 1 75 1 1 75
4.21 Solid Waste Coordinator 0 1 1 90 1 1 90
4.22 Part-time Technicians 54 95 150
4.23 Computer Work Stations 20 0 1 40 0 2 80
4.31 Water Meter Storage 0 0 1 0 0 1 25
4.32 Printing, Files, Storage &
Meter Assembly
468 0 2 540 0 2 800
4.81 files see 4.32)
TOTAL PERSONNEL 13 22
TOTAL NET AREA 1,620 2,110 3,390
TOTAL GROSS AREA 2,328 3,165 5,085
1.44 1.5 1.5
walls to ceiling
19
Project Coordinator
Reid tractors
Mater Storage
Pritttr», Fins, Storage S Meter Assembly
4, Public Works
9C
5. PARKS & RECREATION
Current Facility Needs:
1. Direct access from the exterior.
2. More convenient access to equipment storage.
2001 Operations:
1. More people involved in more recreation programs.
2. Phone registration for recreation programs.
3. Increase in the average resident age with programs responding.
4. Continued and unpredictable evolution of program types.
2011 Operations:
1. Possible Community Center (ice rink, pool, gymnasium) including P & R
offices.
2. Likely "Senior Facility" for drop-in, meeting, and classroom uses.
Personnel Parking:
1991 - 9 cars
2011 - 12 cars
21
5. PARKS & RECREATION present
ATOI S199P O2011 1 2011S
Lobby see 6.01-1
5.01 Service Counter 39 0 4 50 0 6 75
5.11 Director 180 1 3 150* 1 3 150-
5.12 Clerk/Secretaries 184 2.5 3 180 4 4 240
5.13 Conference 150 0 8 175* 0 12 250*
5.21 Recreation Supeet 140 1 2 125* 1 2 125*
5.22 Rec. Specialists 196 3 3 300 5 5 500
part-time positions:
5.31 PT Sr. Prog. Spec. 70 1 2 70 1 2 70
5.32 PT Outreach Coordr. 36 1) 2 50 1) 2 50
5.33 Seasonal 72 200 6 100 330 10 160
5.41 Rec. Equipment 314 0 1 330 0 1 600
5.42 Copying, Supplies,
Equip Staging & Posters
150 0 1 175 0 2 250
TOTAL PERSONNEL 8.5 12
TOTAL NET AREA 1,531 1,705 2,470
TOTAL GROSS AREA 2,088 2,560 31,700
1.36 1.5 1.5
not Department personnel
walls to ceiling
22
S. Parks & Recreation
23
6. GENERAL present
P1991 01991 S1991 p2011 02011 S2011
6.01 Public Lobby
6.02 Public Toilets
6.03 Council Conference Sao]
6.04 Council Anteroom
6.05 Visual Equipment
6.06 P.S. Multiuse 900]
6.07 Storage
6.08 Mechanical
6.09 Trash & recycling 180]
6.10 Storage 2,168*] 3,075]
6.21 Public Meetings 0 0 50 750 0 50 750
6.22 Interviews 0 0 3(x3) 225 0 3(x5) 375
6.23 Public Meetings 267 0 10 270 0 12 270
6.24 Public Mtgs/Lunch 1,002 0 70 1000 0 70 1000
6.25 Vending Kitchen 288 0 5 290 0 7 290
6.31 Mail Processing 105 0 1 105 0 1 150
6.32 Printing & Copying 350 0 2 350 0 3 400
6.41 receiving area 0 0 1 0 0 1 0
6.42 receiving storage see 6.09) 0 1 150 0 1 200
6.43 cleaning storage 10 0 0 5o 0 0 50
6.44 lockers 10 0 1 20 0 1 30
6.45 Showers 0 0 1 50 0 1 50
6.51 Storage
TOTAL PERSONNEL
2,618* 0
0
2 2,618 0
0
2 3,075
TOTAL NET AREA 2,030 3,260 3,565
TOTAL GROSS AREA 2,230 3,590 3,920
1.1 1.1 1 1.1
not part of the administrative offices block; spaces to remain unchanged
1 -int i-cluding bike:,, ar,°" _ rritinn equipment
24
Department Interaction
DEFINITIONS
Adjacency Diagrams
These diagrams indicate primary operational interaction. Functional elements
are represented as circles. Any two functions having significant interaction are
shown touching, indicating that the elements will ideally be located adjacent one
another.
P" Figures
These indicate the number of personnel assigned an operational element.
110" Figures
These are estimates of the "frequent peak number of users". This is a useful
figure in understanding the function and estimating the space required.
S" Figures
These figures represented the space estimated as required to adequately
perform the function. (Additionally, an attempt is made to respect the
administrative hierarchy.)
This is the net area, or visible floor space required for an operational element.
SFG
This is the net area, plus servant space required, e.g. circulation, miscellaneous
storage, personnel toilets, mechanical rooms. The added area is determined
by applying a multiplier (50% of net for departments, plus 15% of net for the
total).
Personnel Projections
The personnel projections for the year 2011 are based on a 64% personnel
growth in each department, (proportional to the predicted population growth).
Administrative Terms
Executive = Jim Willis
Managers = department heads
Supervisors = division heads, plus similar positions
25
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: March 9, 1994
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: City Attorney Services
Background: Attached our several reports from the last year relating to City Attorney
services. One year ago, this month, I outlined a number of pros and cons to having
one or more in-house attorneys. Later, the City Council and staff jointly evaluated our
City Attorney services with the summary results attached. Then, during our budget
study sessions, I outlined the possible costs for various City Attorney options for the
future.
Discussion: After reviewing all of the reports and discussions during the last month as
well as the last year, the following comments are intended to focus our discussion.
1. Consensus for change? The consensus of the City Manager and at least
most of the City Council seems to be that the City could benefit from a change in our
legal services. Some of us may arrive at this conclusion differently than others, but
there appears to be a consensus that performance relating to accurate, consistent, and
timely advice to the City Council is a significant issue.
2. No precipitous change. I hope we can agree that even if we make some
change in legal services soon, any actual changeover should not be precipitous. It
appears that when the City last changed City Attorneys in early 1992, considerable
inefficiency and expense occurred because the City chose to make the change actually
effective almost immediately.
3. In-house vs. contract not an either or choice. The choice between in-
house attomey(s) or a contract with a new law firm is not an either/or decision. The
alternatives are not mutually exclusive. In fact, I doubt that I could recommend to you
that we go with all in-house attorneys at any time in the near future. There are a
number of possibilities incorporating both concepts. For example, we could have a
single in-house "managing" attorney who would take care of most retainer items and
manage one or more legal contracts for additional services such as prosecution, bond
counsel, and special or complicated cases. Or, we could contract with a law firm who
would provide an attorney to work on our site several days a week. Also, the final
structure of our legal services need not be decided immediately. For example, if we
hired a single managing attorney, we could then rely on that attorney's knowledge and
advice to help us decide future questions such as whether or not to do our prosecution
in-house.
4. Major unknown: what quality of attorney applicants would we have?
The biggest problem in deciding how to structure our legal services in the future is a
lack of information. In particular, a major problem is that we do not know what
quality of candidates might be available to us as an in-house attorney. During the past
year, I have been able to set high standards for the recruitment of new staff members.
I certainly do not plan to lower those standards for the City Attorney position. It
would be better to go in some other direction than to hire a mediocre City Attorney on
staff. But none of us really knows what might be available in the market this year for
in-house attorney work.
5. Test the market place to find out. If lack of information is our biggest
problem, a reasonable course of action seems to be to follow a two -track course:
advertise for a well-qualified in-house City Attorney and advertise for a well-qualified
law firm to provide City Attorney services. This two track approach could be either
simultaneous or sequential. The simultaneous scenario would mean that we would
advertise and interview both law firms and individuals at the same time. In the
sequential scenario, we would seek a well-qualified in-house attorney first. If one is
not available, then we could advertise for a law firm.
6. Council role in appointment. When I have hired department directors in
the past, I have kept the Council informed of my progress and arranged for the Council
to meet the final candidates at an informal event such as a luncheon. However, the
Council has not been involved in a major way, which is appropriate under our laws and
charter. The situation with the City Attorney is different. The charter provides that
both the Manager and the Council are legally involved in the selection. The Manager
must appoint and the Council must confirm. It only makes sense to approach this
matter as a team. Whether we seek an in-house attorney or a new law firm, I definitely
plan to have council members involved in a major way with interviews and any other
procedure we might use. I would intend to involve staff members in a significant way
also, as I have done for all other major appointments.
Conclusion: While this discussion does not provide all of the answers, it is hoped that
it will lead us to a process which will help us find the right answers together. A brief
summary of some of the pros and cons of in-house vs. contract attorney services is
attached.
IN-HOUSE CITY ATTORNEY SERVICES
ADVANTAGES and DISADVANTAGES
Advantages of in-house attorney:
More accessible to staff. Much less telephone tag.
Integral part of management team. Understands council and
staff goals first hand.
No questions about billings or hours.
Better preventative law. May see problems developing in time to
solve them.
Much easier to establish work priorities for an in-house attorney.
As an trained, educated professional, the attorney could occasionally
help with other municipal issues that are not strictly legal from time to
time.
We may be more likely to get a specialist in municipal law; a field
which is probably becoming more of a recognized specialty of its own.
Disadvantages of an in-house attorney:
Backup for the attorney is more difficult.
Costs of a law library, extra furniture, etc. would have to be absorbed.
Would also have to find office space.
One or two attorneys may not know that many specialties.
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: March 10, 1993
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: City Attorney services
1. BACKGROUND: A study session has been scheduled for Monday, March 15th, at
5:00 p.m.to discuss various aspects of our City Attorney services. We have contracted
with Robert Meller of Best and Flanagan for just over one year. I have been able to
identify the following issues for discussion:
1. Council evaluation of the performance of the City Attorney
2. Staff evaluation of the performance of the City Attorney
3. Should the billing system be changed to a retainer?
4. Access to the City Attorney
5.. Does the Attorney need to attend all council meetings?
6. Should we consider in-house attorneys, regardless of items 1,2,and 3?
2. DISCUSSION: An evaluation by both staff and council would help me come to a
more informed opinion about our future legal services. I believe that I can then help
you arrive at the best long-term solution. Staff will be undertaking a simple evaluation
process on Thursday afternoon at our regular staff meeting. A copy of our proposed
evaluation form is enclosed. I would suggest that the Council consider completing the
same form at the beginning of the meeting Monday. Staff could then tabulate the
results and forward them to you within the next week or two. A subsequent meeting
will probably be needed to review the results and examine solutions to any problems
presented. I do not propose that Mr. Meller be asked to be present at this meeting or
to answer any concerns that may arise until he has had a chance to hear or read them.
With respect to billings, Acting Manager Frank Boyles requested a proposal from the
City Attorney for billing most of his costs through a retainer fee. Mr. Boyles wrote to
Mr. Meller on December 23, 1992 and February 18, 1993 with this request. I also
encouraged this alternative to be presented when I met with Mr. Meller on March 1,
CITY ATTORNEY SERVICES
Page 2
1993. I suggested that if this is a problem for him or his firm, he might consider
separating out costs for prosecution and civil litigation since the volume of work in
these areas can be variable. We have not received any proposals for a retainer at this
writing.
Mr. Meller does not believe that access to himself or his firm is a problem. Staff
members are asked to begin with new subjects or new problems with Mr. Meller.
After he identifies the nature of the problem, he will often refer the matter to one of his
fellow attorneys in the firm. The staff member then pursues future communications on
that subject with that individual. The other attorneys at Best and Flanagan are asked to
copy Mr. Meller on all opinions and correspondence to the City so that he can monitor
all actions relating to the City.
After reading the minutes of the last year, some issues were evidently raised about
whether or not council members should have individual access to the attorney. Neither
Mr. Meller nor I see any inherent problems with individual council members having
access to the attorney (or any department head for that matter). The contact by
individuals should not engage a great many hours of the attorney's time without some
notification to the City Manager and/or City Council as a whole. Thus, major subjects
requiring extensive review or research should be sanctioned by the Council or
Manager, depending on the item in question. If a retainer system is implemented,
concern about running up excessive bills by any one individual could be alleviated.
Another question that has been raised with me is whether or not it is worth the expense
to have the Attorney attend all council meetings. Different cities give their attorneys
different roles to play. Having worked with about 4-5 different city attorneys in my
career, I have found that it is normally a good idea to have an attorney present. I
believe that I have seen many occasions where the attorney entered into the
conversation to make sure that the resolutions or findings of fact were sufficient to hold
up under challenge. You can reasonably expect your attorney to give you on -the -spot
advice most of the time, especially on procedural questions.
Finally, as you may know, I have been thinking about the pros and cons of having our
own in-house attorneys in the future. I have worked under both systems in my career
and there is no right answer for every community. Some of the pros and cons I have
thought about include:
Contract attorneys can specialize in various aspects of municipal law more and
the City would have all of the resources of a medium or larger firm to draw
upon. On the other hand, in-house attorneys could handle the large majority of
work and difficult questions could still be contracted out from time to time.
CITY ATTORNEY SERVICES
Page 3
In-house attorneys would be more a part of the City team and would have a
better understanding of the City's goals as well as the background of various
issues.
In-house attorneys might be of more assistance with preventive law -keeping us
out of court except when necessary, since they would be in a position to see
problems developing earlier.
In-house attorneys would require some one-time expenses such as a law library
to get started. We would also need to find some office space.
Council members would need to feel that an in-house attorney was their attorney
as well, even if he or she is a staff member. This comfort level may be easier to
achieve with a contracted attorney.
Based upon a quick survey of Minnetonka and Coon Rapids this week, it is still
too soon to say how much money, if any , could be saved with an in-house
attorney. Both cities are approximately our size. Minnetonka spent about
262,000 for its own needs last year. Coon Rapids has a mixed system of in-
house attorneys and contract attorneys and spent $426,015, with about half of
this amount being for outside attorneys. Plymouth has spent $413,883 from
March ,1992 through February, 1993.
3. RECOnEVMNDATION: It is recommended that the Council engage in an
evaluation process of the City Attorney, review a similar staff evaluation, and discuss
and provide direction where appropriate on the issues of billings, access, attendance at
meetings and any further inquiry into the possibility of in-house attorneys.
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: May 11, 1993
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: Evaluation of City Attorney Services
Attached is a copy of the results of the Council -Staff evaluation of City Attorney
services. I have had the opportunity to share this with Bob Meller of Best and
Flanagan.
Mr. Meller requests that these documents be considered confidential under the Data
Privacy laws, since any comments that could be construed as negative could possibly
hurt the City in a future law suit. He believes that this document qualifies for
confidential treatment under the law.
I do not anticipate any further action on this item. If you have any questions, please let
me know.
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: May 11, 1993
TO: Robert Meller, City Attorney
FROM: Dwight D. Johnson, City Manager
SUBJECT: Evaluation
Earlier this year, I asked both council members and department heads to complete an
evaluation form on our City Attorney services. The form was created by me and
consists of questions of both a general nature as well as some more specific areas.
Attached is an aggregated summary of the results, combining both council and staff
evaluations. Several responders split their vote on some questions which will be
discussed more at the end. Although I did not fill out an evaluation form, my
comments follow the explanation of the results below.
Results of the evaluation form.
The greatest strength is found in the results for question one which rates the overall
quality of the advice and work. Seven of the ten found this category to be good while
one said it needs improvement. Two responders indicated "don't know."
The other result that was rated relatively highly pertained to question five, the rating of
the overall satisfaction with the communications with the City Attorney, although the
vote here was more polarized than in question 1. .
Questions showing the most need for improvement were questions 3, 4, and 6.
Question 3 related to helping to avoid preventable law suits. Question 4, which related
to the performance during official council meetings, showed the lowest overall response
from the group. Question six related to the billings.
Questions 2 and 7, relating to the timeliness of the work and the overall ethics and
integrity, were rated good or fair by the majority of responders, but both questions
showed some polarization of the results.
City Manager's comments.
First, there is a fairly broad view that you and your fellow attorneys are knowledgeable
and usually provide good advice to the City.
However, the difficult issues pertaining to the former City Manager during 1992 may
be factors in some of the evaluation results.. Two members of the council believe that
information on this matter was not equally shared with all council members. It is
important to be sure that all council members receive the same information.
The Public Safety Department made specific mention of its favorable relationship with
the prosecutor, John Boyle.
The results indicate that a billing system based largely upon a retainer should help with
the overall satisfaction about the fairness of the billings. I encourage you to pursue this
as soon as possible.
Following a council meeting on April 19th, I asked you to begin spending more time
reviewing the resolutions and ordinances in the council packets prior to the meetings.
You have agreed to do this. Staff members would encourage and appreciate comments
or changes on any matter in the packet prior to the council meeting. Accordingly, you
should continue to make review of the packet a priority. This should assist you in
being more involved in council deliberations and should help you identify moments
when a word from you might help the City make stronger or better reasoned motions or
might prevent us from making a mistake from a legal point of view.
We have had the opportunity to meet on May 4th and review the results of this
evaluation. We appreciate the things that are going well and your willingness to openly
consider changes that might improve the City's working relationship with you. If you
have any questions, please call me.
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447
DATE: November 4, 1993
TO: Mayor and City Council
FROM: Dwight Johnson, City Manager
SUBJECT: City Attorney Costs/Options
One of the principal barriers to reaching a full consensus on the proposed 1994 budget
appears to be the proposed budget for the City Attorney. The September draft budget
showed a projected cost of $388,400 for 1994. This number was simply a three
percent increase over the projected cost for 1993, which was a straight line projection
based upon past monthly expenses. After discussion with Best and Flanagan, it was
determined that the estimated cost for prosecution could be reduced, bringing the new
projected expenses for 1994 to $380,200.
At a Council Study Session on March 15, 1993, staff was invited to present budget
options for City Attorney services during the budget process. A copy of the minutes of
that meeting is attached. The following represent a number of options which the staff
feels generally comfortable recommending. We believe that all of these options, except
possibly option 4, are practical, responsible, and achievable. We understand that any
significant changes in our City Attorney service may need to wait for the new Council
to be seated, but the options might serve to bracket the budget figure we should
anticipate for next year. All figures are General Fund costs. We have expenses
charged to developers, debt service funds, utility funds, capital project funds, and other
non -General Fund areas from time to time.
Option 1: Maintain the existing contract and services with Best and Flanagan. The
new retainer agreement and several more months of cost experience now cause us to
project that the expenses for 1994 under this arrangement will be $350,000. This is a
reduction of just over $30,000 from the previous estimate.
Option 2: Continue prosecution and specialized legal services with Best and Flanagan,
but hire an in-house attorney to do the retainer -type work, development work, HRA
work, capital projects work and most civil litigation.
Salaries, benefits, and expenses 110,000 (1 attorney, 1 legal secr.)
Law Books, Periodicals 5,000
Office Supplies 3,000
Contributions to Reserve Funds 10,000
Contract Services 25,000
Contract Prosecution 216,000
Credit from other funds 30,000)
TOTAL COST 339,000
One time start up costs:
Comment: This option is about a break even financially, but would provide staff with
easier accessibility to the City Attorney.
Option 3: Do most attorney work in-house, including prosecution, except for very
specialized cases.
Salaries, benefits, & expenses
Computers
Law Books, Periodicals
Office Supplies
Contributions to Reserve Funds
Contract Services
Credit from other funds
TOTAL COST
235,000 (3 attorneys, 2 support)
25,000
10,000
5,000
15,000
20,000
30, 000)
270,000
Comment: This option would provide a significant savings potential, apparently due to
the addition of in-house prosecution. Ready accessibility to all attorney services should
help staff efficiency, promote teamwork on important issues with legal ramifications,
and may help improve the City's efforts at preventing unnecessary litigation.
Option 4: Keep Best and Flanagan for all work except prosecution, which would be
done in house.
Salaries, benefits, & expenses
Computers
Law Books, Periodicals
Office Supplies
Contribution to Reserve Funds
Contract Services
Credit from other funds
TOTAL COST
110,000 (2 attorneys, 1 support)
10,000
5,000
3,000
10,000
165,000
10,000)
293,000
Comment: It appears that our actual need is for 1.5 prosecutors at this time. We could
get some credit from other funds by doing the HRA work, but matching attorneys to
the work in this option is still not completely efficient. This option also raises the
difficult question of who supervises the prosecutor. If we later add a City Attorney in
house, we would be introducing a new and different boss for the prosecutor.
Even if we eventually choose Option 3, the most promising cost option, we cannot
assume the full measure of savings in the first year. We would have start up expenses
for furniture, computers and law library materials that would probably add $25,000 to
50,000 to the initial cost. Also, we cannot assume that we could implement this
option before about May 1 at the earliest, even if a decision is made in January, due to
the time it takes to recruit professional employees. Therefore, at best we could save
two thirds of the $80,000 savings compared to Option 1, the existing arrangement.
Then we should add the initial start up costs back in. The savings of $53,000 would
therefore be nearly offset by up to $50,000 of start up costs.
While I believe Option 3 is the most promising option for the City in the long term, I
do not believe we should realistically reduce the 1994 budget for legal services below
the $350,000 listed in Option 1, even if we believe Option 3 should be implemented.
Staff does not believe that entertaining proposals for another attorney firm is cost
effective at this time because we doubt that another firm can significantly lower the
costs below our new retainer arrangement and because of the large transition costs
associated with changing firms.
It is, my hope that these options and this analysis will help us reach a consensus on the
overall 1994 budget, even if we cannot yet make a final decision on how we should
spend the money.