HomeMy WebLinkAboutCity Council Packet 04-01-1991 SpecialCITY OF PLYMOUTH
AGENDA
COUNCIL STUDY SESSION
APRIL 1, 1991 5:00 P.M.
1. Review Process for Appointments to Boards and Commissions:
A. Draft Policy and Ordinance With Respect to Terms.
B. Interview Schedule.
2. Special Assessment Committee Reports:
A. Larch Heights Lagoon.
B. 1991 Street Reconstruction Program Assessments.
C. Private Streets.
3. Public Works Facility Expansion Project.
A. Review Design Development Drawings and Cost Estimates.
Please bring your copies of staff reports on these topics with
you! Thanks.
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447
DATE: March 28, 1991
TO: Mayor & City Council
FROM: James G. Willis, City Manager.
SUBJECT: ADOPTION OF POLICY AND ORDINANCE AMENDMENT WITH RESPECT
TO BOARDS, COMMISSIONS, AND COMMITTEES
1. ACTION REQUESTED: Review and consider for adoption the
attached "Policy Relating to Selection, Performance and
Orientation of Persons Appointed to Boards, Commissions, and
Committees," and Ordinance Amendment Establishing Revised
Terms for the Planning Commission, and Park and Recreation
Advisory Commission. If the Council desires to revise the
present term for Board of Zoning, Adjustment and Appeals
members, direction should be provided as this requires a
zoning ordinance revision.
2. BACKGROUND: At the March 18 study session, the City Council
discussed appointments to City boards and commissions. A
great deal of discussion took place with respect to whether
or not the terms of boards and commission members should be
revised to provide for fewer reappointments each year.
The Council also discussed the possibility of encouraging
community participation on the various commissions by
establishing a maximum number of terms or years which a
board or commission member could serve.
In accordance with City Council direction, I revised the
existing City Policy with respect to selection, performance,
and orientation of board, commission, and committee members.
Specifically, provisions have been added which define
additional performance standards, clarify the selection and
appointment process, and set forth revised terms and maximum
lengths of service.
3. RECOMMENDATIONS AND CONCLUSIONS: At the study session,
there was discussion of two or three year terms. As the
Council is aware, the current terms for all three advisory
bodies is two years. Prior to 1989, the term for Park and
Recreation and Planning Commissions were reduced from three
years to two years. If the Council decides that it wishes
ADOPTION OF POLICY AND ORDINANCE AMENDMENT WITH RESPECT
TO BOARDS, COMMISSIONS, AND COMMITTEES
March 28, 1991
Page 2
to revise commission terms, then this information should be
incorporated in the policy and ordinance prior to their
adoption.
The Council also discussed a maximum length of consecutive
service for each commissioner. Some Councilmembers felt
that six years was appropriate, and others that eight years
was appropriate.
I suggest Council consideration of providing for three year
terms with a limit of three terms or eight years service,
whichever is greater. This will enable a person to serve
nine years. However, with long term appointments, I believe
you will see greater turnover, particularly during terms.
If the Council desires to establish a maximum number of
years and service, consensus should be reached and the
appropriate number of years should be incorporated in the
policy.
I will provide additional information at the April study
session on this subject.
Fb:kec
attachment
POLICY RELATING TO SELECTION PERFORMANCE AND ORIENTATION
F
PERSONS APPOINTED TO BOARDS, COMMISSIONS AND COMMITTEES
Resolution No. 91 -
April 1, 1991
Supersedes Res. 81-31, Jan. 5, 1985; Res. 85-103,
Jan. 28, 1985; Res. 86-506, Aug. 18, 1986)
The material in this policy is supplemental to that set forth in
Plymouth City Code Section 305 and Minnesota Statutes with
respect to advisory commissions This policy shall apply to all
boards, commissions and committees appointed by the City Council
unless exceptions are expressly made by the Council.
This policx is
designed to accomplish the following:
1. Generally describe the function of each commission, the role
of the individual commissioners, and the time commitment
required for successful participation.
2. Acquaint applicants and incumbents with
performance standards against which their performance will
be annually evaluated by the City Council.
3. Concisely outline the legal and civic expectations of
commissioners and commissions.
4. Familiarize commissioners with the formal duties and
responsibilities of individual commissions with respect to
legal and procedural requirements.
5. Establish the general procedures the City Council will
follow for appointment and reappointment of members to
boards, commissions and committees.
Format
The format of the orientation program consists of both written
material and oral information provided by City staff, commission
chairpersons and the City Council to prospective members
1. Written material.
A. Summary of position and responsibilities. This
document is a pamphlet made available to prospective
applicants the time of application. It describes the
positions and responsibilities of all the commissions
and further summarizes the job description.
B. Introductory packet. Assembled by respective staff
liaison, and commissions, the packet consists of
information such as: a general overview of the legal
and procedural aspects of advisory commissions per
statutes, ordinances and policies; description of
agenda and staff report functions, format for
conducting public hearings, including basic
parliamentary procedures and approved "flow process"
relative to items of business before the advisory
commission and City Council. Also included are copies
of applicable ordinances, portions of the Comprehensive
Plan, a copy of the City's Goals and Objectives and
Criteria for development, a sample staff report, agenda
and minutes, and appropriate maps.
2. Oral Information
A. Conveyed to prospective commissioners by the Mayor and
City Council primarily at the interview and selection
stage of the appointment process. Special emphasis is
placed upon the expectations of the Council and current
commissioners for new commission members.
B. Provided initially and on an ongoing basis by the
Commission chairpersons, particularly about procedures
and participation in a group setting. A "buddy system"
is used to assign more experienced commissioners to
help orient and advise new commission members.
C. Provided by staff, particularly in answering questions
raised following review of the written materials and
with respect to technical information regarding
specific commission business.
Performance Standards for Board and Commission members
At least annually, and normally in December, the Council will
review board and commission members on the following:
1. A minimum of 80 percent annual attendance at meetings and
work sessions.
2 Commissioners spend from 10 to 40 hours per month as needed
for commission preparation and meeting attendance,
Consistent active participation in meetings which
demonstrates completion of:
a. background research,
b. site visitations,
c reading all report materials to gain an and hemewerle
understanding and deliberating on of
the issues before the commission.
4. Behavior confirms that the commissioner understands that the
role of the commission is advisory by statute and not policy
making.
5. In all decisions the commissioner considers overall benefit
to the City, not parochial considerations.
6. The commissioner displays an understanding that Council may
take final action which varies from Commission
recommendations after consideration and deliberation.
Selection and Appointment Process
Following is an outline of the appointment process and the way in
which the orientation program integrates with it:
1 The City Manager's office will maintain a record of all
council appointments to boards, commissions, and committees
and will notify the Council of: a) vacancies: and b)
existing members who do not wish to be reappointed On the
basis of this information the Council solicits applications
by advertisement or newspaper article.
2. Citizen inquires about position.
3. This policy, "Information to Applicants" and an Sap
statemen application form are andlist- of staff an
ee -- . an eenta - provided to applicant. for dd
4. Following review of applications, the City Council
determines which candidates it wishes to interview and
interviews applicants and discusses the position and
expectations.
5. The Council selects and appoints. The Council may wish to
once more meet with the appointee to discuss expectations
and responsibilities.
6. The appointee meets with the chairperson of the commission
and discusses in particular the rules and procedures
followed by the commission as well as techniques for
assuming the role of an active commissioner.
7. The appointee meets with staff. The appointee would be
provided with the written material at this stage and the
discussion with staff would include a brief overview of the
significance of the particular material as well as the
procedures and legal requirements.
Length of Terms and Maximum Service
1 The Council recognizes that there is a need for reasonable
continuity on its permanent boards and commissions and to a
lessor degree, other bodies which generally tend to be
appointed for specific tasks. The Council also recognizes
that there exists in the community a reservoir of citizen
talent willing to serve on boards, commissions, and
committees In order to strike a balance between continuity
of membership and providing additional opportunities for
volunteer service, the Council has determined that
appointments to its boards, commissions and committees
shall be for a maximum of consecutive terms, or
years, whichever is greater.
2. In the event of a vacancy on a board or commission position
during the term of the position, it shall be the Council's
Practice to fill the position for the unexpired portion of
that term.
3/91
INFORMATION FOR APPLICANTS TO PLYMOUTH'S ADVISORY COMMISSIONS
Background Information
Plymouth City Ordinance provides for the creation of advisory
commissions including Planning, Park and Recreation, and Board of
Adjustments and Appeals. The purpose of each advisory commission is
to provide input to the City Council from concerned residents
regarding specific issue areas addressed by each commission.
Membership on a commission is voluntary and appointments are made by
the City Council for two or three year terms. Council procedure for
filling commission positions generally consists of a review of
applications, Council interview of prospective commissioners and
selection of successful applicants. This handout is designed to
provide you with summary information regarding each of the commissions
and information about what you can expect as a commissioner on a
Plymouth advisory commission.
In General
Volunteer commissioners invest a substantial amount of time (anywhere
from 10 to 40 hours per month) to commission related activities. In
many cases, commissions have subcommittees selected to deal with
specific issues which occasionally arise. Commissions meet once, and
in some cases, twice per month. Work sessions may be scheduled
periodically. Prior to the regularly scheduled meeting, commissioners
receive an agenda packet which contains staff reports and substantial
background information briefing the commissioners about petitions,
applications, etc., to be considered at the meeting. Staff reports
are often quite detailed; two or more hours will be required to review
an agenda packet to become fully familiar with agenda items.
Commissioners are expected to maintain regular attendance at the
monthly meetings, participate in the formal meeting, physically review
sites, when appropriate, and render decisions based upon the overall
good to the community as opposed to more parochial interests.
Periodic self evaluations regarding attendance and performance are
completed by each commission member for the chairperson of the
commission and subsequent review by the City Council. Commissioners
recognize that their respective commissions are advisory and do not
have policy-making power. The City Council will give thorough
consideration to commission recommendations in dealing with subject
matter coming before it.
Data About Plymouth Advisory Commissions
I. PLANNING COMMISSION
A. Regularly meets: 7:00 p.m., second and fourth Wednesdays of
each month.
B. Purpose: The Planning Commission is established under the
provisions of the Minnesota Municipal Planning Act. As
such, it is responsible for reviewing requests and
applications by petitioners to ensure that such petitions
conform with the City's land use regulations and
Comprehensive Plan.
C. Membership: The Planning Commission consists of seven
members, four of whom are appointed from four districts
within the City. The four districts are shown on the
attached map. Three members of the commission are appointed
from the City at large. Members of the commission are
appointed by the Council for staggered year terms
expiring January 31 of each year. The Chairperson and Vice
Chairperson are appointed by the commission from among
members of the commission for a term of one year.
D. Duties and Responsibilities: The powers and duties of the
Planning Commission include preparation and submittal of the
comprehensive plans and periodic amendments thereto to the
City Council for implementation, periodic review and study
of the provisions of the Plymouth Zoning Ordinance and
subdivision regulations, study of applications for
amendments to the Zoning Ordinance, and applications for
special permits, site plan approval and preliminary and
final plats. In each of the above capacities the commission
submits recommendations to the City Council for
consideration at regular City Council meetings.
II. PARK AND RECREATION ADVISORY COMMISSION (PRAC)
A. Regularly meets: 7:00 p.m., second Thursday each month.
B. Purpose: The purpose of the Park and Recreation Advisory
Commission is to review current and future community park
and recreation needs, programs, and facilities and recommend
actions which will promote the implementation of the City's
park and recreation plans.
C. Membership: The Park and Recreation Advisory Commission
consists of seven members, four of whom are appointed one
from each of the districts shown on the attached map. Three
commissioners are appointed from the City at large. Members
are appointed by the Council for staggered year terms
expiring on January 31 of each year. The Chairperson of the
commission is appointed by the commission from among the
members of the commission for a term of one year.
D. Duties and Responsibilities: The Park and Recreation
Advisory Commission is responsible for holding meetings to
consider matters pertaining to parks and public recreation
programs in the City, preparing and submitted to the City
Council a comprehensive plan and periodic amendments for the
future development of the City park and recreation system,
and to act in an advisory capacity to the Council on all
matters relating to park and recreation programs and issues
in the City.
III. BOARD OF ADJUSTMENTS AND APPEALS
A. Regularly meets: 7:00 p.m., second Tuesday of the month.
B. Purpose: The purpose of the Board is to hear appeals and,
where appropriate, grant adjustments to administrative
determinations of the Zoning Ordinance in accordance with
procedures and guidelines set forth in the Zoning Ordinance.
C. Membership: The Board consists of one Planning Commissioner
and six residents of the community appointed at large. The
Zoning Administrator (Building Official) serves as an ex
officio member without voting rights on the Board, The
Board is appointed by the Mayor and City Council with
citizen members appointed for year terms. The
Commission appoints the Chairperson from the citizen members
of the Board.
D. Duties and Responsibilities: The Board is responsible for
the consideration of applications for variances and
modifications to provisions of the Zoning Ordinance relating
to height, yard, area and lot width and depth regulations,
sign regulations, parking and load regulations, fence
regulations, minimum floor area requirements, and district
boundary lines for special protection districts. Procedures
for Board operations are set forth in greater detail in
Section 11 of the Plymouth Zoning Ordinance.
For More Information
More detailed data regarding the purpose, procedures and regulations
governing each commission may be found in Section 305 of the Plymouth
City Code and, in the case of the Board of Adjustment and Appeals, in
Section 11, Subd. C of the Plymouth Zoning Ordinance.
Planning Commission
Park & Recreation
Advisory Commission
Board of Adjustment
and Appeals
STAFF COMMISSION CHAIR
Chuck Dillerud 550-5059
Eric Blank 550-5131
Joe Ryan 550-5031
Appoinment Districts
Plymouth
Advisory Commissions
W p
CITY SCALE OF Ml ESO
PLYMOUTH- S ° ___ ,.__
HI
HUM M19"I MMM MUMN11
District 1
STREET MAP
CITY OF PLYMOUTH
ORDINANCE NO. 91 -
AN ORDINANCE AMENDING PLYMOUTH CITY CODE SECTION 305,
RELATING TO ADMINISTRATIVE CODE, BOARDS AND COMMISSIONS, BY
REVISING COMMISSION AND BOARD TERMS
THE CITY COUNCIL OF THE CITY OF PLYMOUTH ORDAINS:
Section 1. The Plymouth City Code, Subsection 305.03,
Subdivision 2, is hereby amended as follows:
Subd. 2. Membership. The Planning Commission consists of seven
members appointed in the manner set forth in this Subsection. The
City is divided into four districts and one member of the Commission
is appointed from each district described as follows:
District No. 1 - The area bounded by the City's northerly City
limits on the north; I-494 on the east; Highway
55 westerly to County Road 24 and County Road 24
westerly to the City's western city limits on
the south; and the western city limits on the
west.
District No. 2 - I-494 on the east; Highway 55 westerly to County
Road 24 and County Road 24 westerly to the
City's western City limits on the north; and the
City's western City limits on the west; and the
City's southern city limits on the south.
District No. 3 - I-494 on the west, County Road 9 on the north;
the City's eastern City limits on the east; and
the City's southern City limits on the south.
District No. 4 - I-494 on the west; County Road 9 on the south;
the City's eastern City limits on the east; and
the City's northern City limits on the north.
Three members of the Planning Commission are appointed from the City
at large. Members of the Commission are appointed by the Council for
a staggered termD of two years, expiring on January 31st of each
year. (Amended, Ord. No. 88-01, Sec. 1; Ord. No. 89-03, Sec. 1)
Section 2. The Plymouth City Code, Subsection 305.05,
Subdivision 2 is amended as follows:
Subd. 2. Membership. The Park and Recreation Advisory
Commission consists of seven members appointed in the manner set forth
in this subsection. The City is divided into four districts and one
member of the Commission is appointed for each district:
Ordinance 91 --
Page 2
District No. 1 - The area bounded by the City's northerly City
limits on the north; I-494 on the east; Highway
55 westerly to County Road 24, and County Road
24 westerly to the City's western City limits on
the south; and the western City limits on the
west.
District No. 2 - I-494 on the east; Highway 55 westerly to County
Road 24 and County Road 24 westerly to the
City's western City limits on the north; the
City's western City limits on the west; and the
City's southern City limits on the south.
District No. 3 - I-494 on the west; County Road 9 on the north;
the City's eastern City limits on the east; and
the City's southern City limits on the south.
District No. 4 - I-494 on the west; County Road 9 on the south;
the City's eastern City limits on the east; and
the City's northern City limits on the north.
Three members of the Commission are appointed from the City at large.
Members of the Commission are appointed by the Council for a staggered
terms of t -we years expiring on January 31st of each year.
Amended Ord. No. 79-33, Sec. 1; Ord. No. 88-01, Sec. 2; Ord. No. 89-
03, Sec. 2)
Section 3. This Ordinance is effective upon passage and
compliance with Plymouth City Code Section 110.11.
Mayor
ATTEST
City Clerk
Str c'- Mate - indicates deleted text
Underscore - indicates new text
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447
DATE: April 5, 1991
TO: Mayor & City Council
FROM: James G. Willis, City Manager
SUBJECT: APRIL 22 COUNCIL MEETING
The agenda for the meeting of the 22nd at this juncture does not
look like it's going to be overwhelming, but ...
We received the draft report from Sumek Associates and they plan
on having the final report available for us next week. They
would like to present it to the City Council as soon as
practicable. Because of the cost of bringing them up here, I
want to see if we can't get the "biggest bang for our buck."
Accordingly, I am proposing for your approval, the following
schedule for April 22.
Sumek & Associates study meeting
with City Council 2:00 - 5:00 p.m.
Financial Task Force 5:30 - 6:30 p.m.
Plymouth Forum 6:30 - 7:00 p.m.
Council meeting 7:00 p.m.
Sumek & Associates say they would like to have up to three hours
to present their report and respond to Council questions. I
don't know that it will take that long, but I am responding to
their recommendation. Following their presentation at a study
session, they would have a brief presentation at the formal
Council meeting. Immediately thereafter, they would go to a
general membership meeting of the Fire Department, where the
report would be reviewed with the firefighters in order that they
could raise their questions directly to the consultants.
APRIL 22 COUNCIL MEETING
April 5, 1991
Page 2
I estimate that the formal presentation of both Sumek &
Associates and the Financial Task Force at the 7 p.m. Council
meeting would not take more than 30 to 40 minutes maximum. We do
have the 1990 Street Reconstruction Program special assessment
hearing scheduled for that evening. Based upon the experience of
our hearings a year ago, I do not expect that this hearing will
last more than 30 minutes. The balance of the Council's agenda
has not yet been formalized.
I have reviewed this schedule with Mayor Bergman, who feels that
it is doable and he is willing to make the time commitment on
that date. I would appreciate hearing from other Councilmembers
by Monday afternoon in order that I can confirm with Sumek &
Associates the April 22 date, as well as schedule a meeting with
firefighters.
JW:kec
cc: Dick Carlquist, Public Safety Director
Laurie Rauenhorst, City Clerk
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447
DATE: April 5, 1991
TO: Mayor City Council
FROM: James G. Willis, City Manager
SUBJECT: TOUR OF BROOKLYN PARK SOLID WASTE FACILITY
Representatives of Hennepin County have indicated to us their
willingness to schedule a tour of the Brooklyn Park Solid Waste
Facility for Monday, April 15 at 1 p.m. This time would enable
Council and Planning Commission members an opportunity to see the
plant in full operation. It is estimated that the tour itself
would last about an hour. I would appreciate your contacting the
City Clerk, Laurie Rauenhorst, not later than Tuesday, April 9,
and let her know whether or not you will be able to attend
morning and early afternoon.
JW:kec
cc: Planning Commissioners
Laurie Rauenhorst, City Clerk
Blair Tremere, Director of Planning & Community Development
Fred Moore, Public works Director
CITY OF PLYMOUTH
FINANCIAL TASK FORCE REPORT
APRIL 22, 1991
CITY OF PLYMOUTH
FINANCIAL TASK FORCE REPORT
TABLE OF CONTENTS
Introduction ...................................... 1
Historical Financial Picture ............................. 1
Current Financial Position ............................. 1
Future Financial Needs ............................... 1
General Fund Revenues ............................... 2
General Fund Expenditures ............................. 2
Capital Improvement Fund ............................. 3
Operating Reserves ................................. 5
Other Funds ...................................... 5
Planning & Forecasts ................................ 6
General Operations ................................. 8
Recommendations Regarding Specific Capital Projects ............. 9
Appendix A: Glossary ................................ 12
Appendix B: Review of Assumptions
Used in MUNIES Analysis ..................... 13
Appendix C: Analysis of Fund Balances ..................... 14
Appendix D: Capital Improvement Fund Analysis ............... 15
44
CITY OF PLYMOUTH
FINANCIAL TASK FORCE REPORT
The primary purpose of city government is to provide for the public health, safety
and welfare of its residents. Within this purpose the City specifically legislates and
administers community development, public safety, parks and recreation, and public works.
The City has an obligation to carry out these essential functions in an efficient and cost
effective way.
The purpose of the Financial Task Force has been to review the financial history of
the city, evaluate Plymouth's current financial position, project the City's future financial
needs and make recommendations to meet the future financial needs of the city.
HISTORICAL FINANCIAL PICTURE
The City of Plymouth has been well managed on a fiscally conservative basis. The
City has utilized available funding methods in an effective manner without over extending
itself with general obligation bonds, tax increment financing or other special sources of
funds. In fact, the City's prudent use and investment of funds has generated a general fund
reserve of approximately $3,900,000 as of December 31, 1990 as well as significant other
reserves for special purposes. These reserves provide the City with financial stability and
the interest income from these reserves has reduced the need for additional tax revenue.
The operating reserves also provide the City with the funds needed to meet cash flow
obligations between the semi-annual collection of property tax.
CURRENT FINANCIAL POSITION
Property tax levies are limited by the State of Minnesota and challenge the City to
find other sources of revenue to meet the current service needs. Current operating needs
of the City are reaching or exceeding the limits of revenue generated through tax levies,
homestead and agricultural credit aid, fees and permits and other miscellaneous sources of
revenue. Additionally, the citizens in general are concerned with increases in property
taxes and are unwilling to bear additional burdens in this area.
These limitations put pressure on the City Council to use reserve funds to meet
current needs. Alternatives are to increase fees and permit revenue or cut expenses thereby
reducing services to the citizens of Plymouth. All of these choices carry their own
problems.
I t11I yIIS\[a 71f I 1-Z•
Increasing costs of current operations, and the future growth of Plymouth will be the
primary cause of increases in City operating expenditures and capital improvements. The
current levy limits placed on the City by the state legislature will cause projected shortfalls
each year over at least the next 10 years and probably further. The City should not rely
on its reserves to meet current operating needs.
City of Plymouth Financial Task Force Report
Capital projects such as streets, sewer, and water infrastructure can continue to be
funded through special assessments. Capital projects such as public buildings and parks
can be funded through the sale of general obligation bonds, dedicated funds or the capital
improvement fund. The City should not expand capital facilities and infrastructure beyond
the ability of the City to fund the operations and maintenance of the new facilities.
GENERAL FUND REVENUES:
Today's State statutes prescribe a stringent levy limit that, for Plymouth, has
not kept pace with the City's growth rate and severely limits the City's ability to
control its own revenue. Within this formula the City's tax revenue is expected to
increase 6.5% per year for the next 3 years. Expenditures for the same three years
are expected to increase 10.5%. This is a continuation of the prior three year trend.
We believe that the residents of Plymouth and their elected local officials should have
the authority to set the appropriate levy for mandated and desired services.
The City also faces a budget crisis because of the state's current budget
problems. The City is at the mercy of the state for homestead and agricultural credit
aid and will suffer from the state's current budget problems in the form of reduced
local government aid. The City's 1991 budget includes $1.44 million of homestead
and agricultural credit aid. The City has been notified that the July 1991 payment
will be reduced by $200,000 and further reductions are anticipated for the December
1991 payment.
City officials should work with local citizens and the available interest
groups to lobby the legislature to eliminate the current formula for
municipal levy limits. A new levy limit formula should take into account
the full impact of annual growth plus inflation. Including full growth in
the formula will allow the Cty to recover additional costs created by
growth.
2. Establish a formal, annual review of all fees charged for City services.
This review would look at similar fees for similar services in comparative
municipalities, new types of fees, new levels of fee structure, and
elimination of fees. The fee structure would be adopted by the City
Council each year.
GENERAL FUND EXPENDITURES:
The projected gap between revenue and expenditures discussed in the previous section
must be dealt with not only from the revenue side but also from the expenditure side.
We recommend the following general steps:
1. Evaluate all current and future services provided by the city to assure
their necessity and compatibility with the City's mission and goals. Set
priorities accordingly.
2. Identify city services which could be performed on a cooperative basis
with other government units and sharing of the costs.
2
City of Plymouth Financial Task Force Report
3. Develop a five year financial projection for all new and expanded
facilities to reflect the future impact on the City's operating expenses.
The construction costs of buildings, parks and roads is not necessarily the
problem, it is the ongoing costs of operating these facilities that may
burden the City in the future.
4. Continue to evaluate the use of leased equipment and contractual services
to meet seasonal needs.
CAPITAL MPROVEMENT FUND:
Through prudent management of its financial resources the City has built substantial
reserves which are available to fund future capital improvements. Wise use of these
funds is imperative. As the City grows there will be significant demands for capital
projects such as public buildings, parks and infrastructure. In order to prudently use
these financial resources we recommend the following policies be adopted:
1. A capital improvements fund should be established to provide an ongoing
source of financing for major capital projects. We recommend that this
fund be created with an initial balance of $13,000,000. The initial
source of these funds could come from the funds outlined in appendix C.
These funds, like all other funds of the city, would be invested to
generate income. 90% of this interest income would be available for
capital projects. The remaining 10% of the interest income would be
added to principal to build the fund for some hedge against inflation. The
required annual minimum balance is $13,000,000 plus 10% of interest
earned annually.
The City staff should also review, on an annual basis, all unrestricted
funds and recommend to the Council the transfer of appropriate
undesignated reserves to the capital improvement fund. Additionally,
the arbitrage funds from the special assessment debt service fund should
be transferred to the capital improvement fund when available. All of
these funds would be available for expenditure provided the projects meet
the requirements outlined below.
2. Expenditures from the fund should be limited as follows:
A. Expenditures from the fund should be made solely from accumulated
interest earnings and funds transferred from other fund accounts
which are in excess of the required minimum principal balance.
B. Expenditures may be made from principal but at no time should the
remaining fund balance drop below 50% of the required principal
balance. If expenditures are made, they should either be structured
as a loan to restore the required minimum principal balance within 5
years, or no further expenditures of any kind should be made from
the fund until investment earnings have reestablished the principal at
3
City of Plymouth Financial Task Force Report
an amount equal to that existing before the expenditures plus 10% of
the investment earning that would have been earned per year if the
principal had not been reduced.
3. Because the projects funded from this source will not require voter
approval, the following policies should be adopted regarding capital
expenditures from the fund:
A. The project to be funded should have been included for at least two
years in the City's formally adopted capital improvement program.
B. The City Council should hold a public hearing on whether the
proposed project should be funded. The public hearing must be held
in the form of two meetings at least 30 days apart.
C. The City Council should make the following findings which shall be
incorporated into an adopted resolution:
1. The project has sufficient community wide benefit as
determined by a review of its intended uses, addresses a
community wide need or problem and is consistent with other
City goals, programs and policies.
2. The project to be funded could not be financed but for the use
of the capital improvements fund.
3. The capital improvements fund is not replacing funding from
another previously programmed and/or available source.
4. The project has been included in at least two consecutive,
formally approved capital improvement programs.
5. If principal is used, the project has the ability to reasonably
restore the capital improvement fund to its required minimum
balance as adjusted each year.
6. An estimate of the ongoing annual operating and maintenance
costs has been made for a period of 5 years and the sources for
paying such costs are identified.
D. If any of the findings in paragraph (C) cannot be made and the
projects meet the expenditure limitations imposed in part 2 above,
the expenditure should be made from the fund only after the
affirmative vote of at least 70% of the Council.
OPERATING RESERVES:
Just as a private sector business needs retained earnings to provide working
capital to finance operations, the City of Plymouth needs a general fund reserve to
4
City of Plymouth Financial Task Force Report
finance ongoing operations. General fund reserves will provide the needed resources
to meet cash flow demands between the outflow of expenditures and the inflow of
revenue. Additionally an adequate reserve is necessary to meet short-term
unanticipated revenue shortfalls or unanticipated one-time extraordinary expenses.
Reserve funds should not be used to fund ongoing operations or used to balance the
budget.
The City's general fund reserve appears to be adequate. At present it is
approximately 40% of Plymouth's annual budget. We recommend that
the City maintain the reserve at this 40% level.
OTHER FUNDS:
Central Equipment Funds:
The purpose of this fund is to provide for future equipment replacement needs
of the city.
We recommend that the City Council review this fund balance for
adequacy. The replacement cost and timing of existing equipment should
be evaluated. Based on this evaluation, the rental charges assessed the
various departments should be adjusted. $1,000,000 from this fund
should be transferred to the capital improvement fund to help fund the
cost of the public works building.
Risk Management Fund:
The purpose of this fund is to protect the City from future claims which have
been self-insured. No future additions are warranted at this time. The City
Council should continue to monitor claim levels and adjust the fund balance
accordingly.
Housing and Redevelopment Fund:
The purpose of this fund is to assist the City in its effort to provide a variety of
quality affordable housing for various income levels through the development
process and through Housing and Redevelopment Authority activity.
Projects requiring more than the existing fund balance should follow the
capital expenditure procedures as previously outlined on page 4.
Park Dedication Funds:
The City Council has established these funds for building future parks. These
funds are primarily raised from fees and land dedicated by developers.
If these funds are insufficient to meet the costs of future park needs, fees
paid by developers should be increased and/or additional revenue should
be obtained through the capital improvement fund or bond referendums.
5
City f Plymouth Financial Task Force Report
Water and Sewer Enterprise Funds
The funds in the water and sewer enterprise funds have accumulated through
utility customer fees and interest on the accumulated reserves.
1. The task force recommends that these funds be used for cash flow
purposes within these funds and for capital expenditures for specific
water and sewer purposes. Because the proposed public works garage
benefits the water and sewer departments, it is appropriate that a portion
of the construction costs of this building should be paid from these funds.
2. We recommend that the reserves in these accounts remain at
approximately their current level. While there will be years that generate
funds beyond expectations, the Council should attempt to keep reserves to
the minimum level necessary. Any reserves in excess of approximately
the current level of reserves should be returned to users in the form of
temporary rate adjustments on utility bills.
PLANNING & FORECASTS:
Review of the Tischler & Associates Report and MUNIES Analysis:
The task force reviewed the assumptions used in the MUNIES analysis and the
related report from Tischler and Associates dated January 17, 1991. We find
that there are many assumptions used that distort the results of the analysis.
Our review indicated that the gap between revenue and expenses could be
significantly greater than projected but not necessarily due to population
growth. The assumptions we believe distort the results are outlined in
Appendix B.
1. We recommend that the assumptions used in the MUNIES system and the
related Tischler report should be modified as outlined in Appendix B.
before proceeding with the Springsted report on development.
2. As a result of reviewing the MUNIES system analysis, the task force
recommends that the City investigate new projection software. At the
time that the MUNIES system was implemented this was felt to be the
best available. Today most of the national CPA firms have special
consulting departments for municipalities and have developed projection
software which the City should investigate. These same consulting
departments would be available to conduct the productivity and
operational analysis mentioned later in this report.
Five Year Projections:
The prudent use of the City's funds is a primary responsibility of the City
Council. To properly manage these funds the City Council must look beyond
the current years budget.
C1
City of Plymouth Financial Task Force Report
1. We recommend the City staff prepare a five year projection of the City's
operating budget based on anticipated growth as a routine part of the
annual budget process. Additionally the City's capital improvement plan
should be prepared on a five year basis and reviewed in conjunction with
the operating budget.
2. The Council should review these documents during their budget review
process so that they are familiar with the cost consequences that their
decisions today will create in future years.
Strategic Planning:
Planning is the systematic development of actions aimed at reaching objectives.
It involves analyzing, evaluating, and selecting opportunities. A strategic plan
is a written statement that tells the strategies of why, how and when specific
objectives will be achieved. The City has conducted many feasibility studies
on various projects in the past. They have also prepared a mission statement,
goals and objectives.
We recommend that the City establish a formal strategic planning function.
Although the city presently has a comprehensive land use plan, we are
recommending that the strategic plan encompass all aspects of the city's
operation including finance, law enforcement, parks and recreation and
community development. Starting from the mission statement, goals and
objectives previously developed, the City should develop a formal strategic plan
and then relate all feasibility studies to this plan. The strategic planning
function should include the development of criteria for evaluating departments
and projects as to their goals and objectives and evaluation of the projects and
departments to determine that they operate within these goals and objectives.
Contingency/Disaster Recovery Planning
We recommend that the City develop a comprehensive contingency/disaster
recovery plan. There should be two components to the plan:
the plans and procedures to implement recovery efforts of operations
and services to all residents; and,
2. ' the plans for recovery of data processing operations.
The plans for recovery of data processing operations should include
backup arrangements with an off-site servicer. With the increased use of
personal computers, adequate backup of these systems is also necessary.
One contingency that should be carefully reviewed is the city's ability to
recover from a temporary or permanent loss of one or more public utility
facilities. This might be a City owned facility such as a water treatment
plant or a privately owned facility such as telephone service or
electricity.
7
City of Plymouth Financial Task Force Report
Finally, the City Council should review the contingency plans annually
and formally approve these plans.
Financial Advisory Committee:
Just as a private sector business uses an audit committee to advise its
board of directors, we recommend that the City Council establish an
ongoing Financial Advisory Committee of appointed citizens to provide
the City Council with continuing financial expertise. The committee
could provide input on specific assignments directed to them by the
council, assist with strategic planning, review the annual audited financial
statements and provide comments and suggestions.
GENERAL OPERATIONS:
Operational Effectiveness:
The largest expense incurred by the City is that of salaries and related
personnel costs. Therefore, it is critical that the human resources of the City
are managed to achieve maximum effectiveness.
Using the goals and objectives of the City as stated in the mission statement as
a focal point, the optimal organizational structure can be defined. All
positions within the organization should be analyzed based on their role in
supporting the goals and objectives of the City. A workload analysis should be
performed and at a minimum, should address the following items:
Identification of workload fluctuations due to seasonal or calendar
requirements.
Analysis of actual work performed. The question that must be
answered is "What value is the task adding to the work?" It is possible
that old procedures exist due to a need or concern that is no longer
present today.
Determination that the work is being performed efficiently by
employees at the proper level within the appropriate unit of the
organization.
Departmental Standards:
One of the toughest tasks in any service organization is development of a
measurement of effectiveness. Specific, predefined criteria for evaluating level
of staffing, quality of service, and cost is essential to understand, manage, and
control government.
Once standards are established and approved by the Council, measurements,
including financial, should be implemented. All employees will receive routine
feedback and will be the best source of cost reduction ideas as well as service
enhancement suggestions. The results should be reported on a regular basis.
City of Plymouth Financial Task Force Report
Enhanced Community Awareness:
The City officials have begun to provide City residents with more information
on current issues and concerns. Such information has been made available
through cable television, newsletters to residents, town meetings and local
newspapers.
In addition to communication to City residents, the City should improve
communication from City residents. It is important to develop a sense of
community spirit and community ownership. The City Council should seek
more citizen involvement in commissions and task forces as well as through
public hearings. We also strongly recommend that the City hire an outside
market research firm to conduct random focus groups with City residents.
These focus groups should discuss and offer input on City services, future
growth, community activities, capital projects, and other issues of importance
to the city.
Increased Volunteerism:
As we discussed, City residents should continue to become more involved in
City decisions. In addition, increased volunteerism can assist the City meet
budget requirements by reducing consulting fees paid to outside parties.
A vast resource which largely goes untapped is our citizens. The City should
establish a volunteer "corps" of citizens to assist with park and recreational
activities.
RECOMMENDATIONS REGARDING SPECIFIC CAPITAL PROJECTS IN EXCESS
OF $1 MILLION:
In the course of the task force's work several capital projects were referred to us for
our input. Additionally we were informed of other capital projects which will impact
the City's finances in the future. The City has many good capital projects which it
could undertake. The financial resources are obviously limited. Future projects
should be based on not what is currently affordable but what is permanently
affordable. These projects should be considered within the constraints of the capital
improvement fund recommendation outlined previously on page 4. Even if the
resources from the capital improvement fund are not used to finance a particular
project we recommend that the same expenditure criteria as outlined on page 4 be
met for each project in excess of $1 million and a similar resolution justifying the
expenditure be required from the City Council.
Public Works Building, Public Safety Building, and City Center Improvements
Based on our limited review of these proposed buildings, it appears that there
is a definite need for these facilities. We recommend considering the phased
construction of these projects so that the buildings are not over built and money
tied up in facilities which are not needed for an extended period. The task
6
City of Plymouth Financial Task Force Report
force believes these are projects which could be funded through the use of the
capital improvement fund once the expenditure procedures and criteria has been
met. At this time the funds could be borrowed from the capital improvement
fund and repaid with the special assessment bond fund arbitrage funds over the
next five years.
Parkers Lake and Bass Lake Playfields
The task force recommends that the need for these parks be reevaluated before
the City proceeds further with construction of two major parks at the same
time. Needs should be established based on national or state criteria for park
facilities per capita and input from various park users such as residents and
recreational groups. In addition to usage needs, the five year operating costs
of the park facilities must be evaluated. The funds to provide adequate
maintenance do not appear to be readily available.
The primary source of funds for construction of these parks should be the park
dedication funds previously discussed. Additional funding should come from
referendums or the capital improvement fund, when funds are available.
Senior Citizen Housing
The task force recommends the City Council refrain from purchasing the 5.37
acre senior citizen site until such time as a market study and feasibility study
have been completed. The current market for senior citizen housing is
depressed. The task force is concerned that the investment of Housing and
Redevelopment Authority funds for the site may be premature based on market
conditions.
We are also concerned that the City appropriately evaluates the true need for
additional senior housing in our community, as well as whether such a service,
if needed, is financially feasible. The City should consider the cost to the
taxpayers versus the benefit provided to a small number of citizens and the
financial risk if such a housing project failed or was only partially successful,
as is occurring in many of the senior housing projects in the metropolitan area
today.
Community Center
The community center issue has had an emotional history and has created much
diverse opinion among the community and City council. This issue requires
special consideration. If the Council intends to proceed with this project,
extraordinary effort is required to obtain citizen input and consensus.
We recommend the following actions should be followed:
1. Seek citizen input from focus groups selected at random.
2. Conduct a feasibility study.
10
City of Plymouth Financial Task Force Report
3. Hold several public hearings.
4. Follow the procedures and criteria for capital expenditures outlined
for the capital improvement fund.
5. Hold a bond referendum. At present, if the City Council adopts the
capital improvement fund policy which is outlined above, there are
no existing funds available to build a community center.
Finally, we wish to thank the City staff and especially Jim Willis and Dale Hahn for
the many hours of work put into gathering information and briefing the task force on the
City's operations and finances. The task force will be happy to discuss this report and
answer any questions at the City council's convenience.
Citizen members
Eugene Preiss, Co-chair
John Edson, Co-chair
William Jackson
Jennifer Martin
Michael McConnell
Nancy Norman
Jay Trumbower
Ex -officio
Kim Bergman, Mayor
Lloyd Ricker, Councilmember
James Willis, City Manager
Dale Hahn, Finance Director
11
City of Plymouth Financial Task Force Report
Appendix A: Glossary of Terms
ARBITRAGE:
In the case of the City, this is the selling of municipal bonds to finance special
assessment projects such as water, sewer, and street improvements; collecting the special
assessments prior to the maturity of the bonds; and investing these assessment proceeds in
qualified investments to generate interest income in excess of the interest expense paid by
the City on the underlying bonds. The difference between the interest earned and the
interest paid is called arbitrage income. This income is available to the City for general
purposes as soon as the related bonds have been fully paid off.
HOMESTEAD AND AGRICULTURAL CREDIT AID (HACA):
This is money received from the State of Minnesota to buy down local property
taxes. HACA is deducted from the total tax levy certified by the City Council prior to
spreading the levy against the City's property valuation.
INFRASTRUCTURE:
The City's permanent installations and facilities such as buildings, water and sewer
improvements, streets and parks.
LEVY:
The total amount of the taxes to be collected in a year from all property owners
within the City.
12
City of Plymouth Financial Task Force Report
Appendix B: Review of Assumptions Used in MUNIES Analysis
The assumptions we believe distort the results are as follows:
1. The revenue side of the analysis includes increases in property tax
revenue due to the state's specified 3% inflation factor instead of only
increases due to growth. Expenses are projected in 1990 dollars.
2. All of the expense analysis is done on a linear population growth trend.
3. The growth in City employees is projected on a linear basis tied to
current levels of employment compared with 1990 population figures.
4. Staff numbers are based on 1990 levels but there have been changes in
the 1991 budget for additional personnel at similar population levels.
Example: the police department is budgeted to add 2 officers in 1991.
Population is not significantly different, therefore the officers per capita
is already different than the projection.
We recommend that the analysis be revised and that the following changes be made:
1. The revenue side of the analysis should only consider additional property
tax levies generated through growth, without the 3% inflation factor.
2. Not all departments will experience linear growth in employees as
population grows. Some departments will experience much slower
growth in employees in the future than they have in the past. A
productivity and operational analysis should be conducted to determine
the optimal effective level of personnel at the present time and determine
what functions will grow as population grows. Using this analysis the
assumptions for employment growth should be revised. Specific
departments which we believe will not grow at a linear rate are the City
manager and finance department.
3. In addition to projecting the incremental revenue and costs from growth
in the city, we recommend that a 10 year projection of the total City
budget be prepared. This projection will probably indicate the gap
between revenue and expenses will be much larger than the current
analysis indicates.
4. The incremental revenue and cost projection should be run at the
population growth rates projected by the City and also at the rates
projected by the Metropolitan Council. This will give the City a range
within which to work.
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City of Plymouth F'mancial Task Force Report
Appendix C: Analysis of Fund Balances as of December 31, 1990
20,776,000
Proposed Projects:
Public Safety 3,700,000
Public Works 3,800,000
Parks (1) 3,000,000
10,500,000
1) May be partially funded from future park dedication fees.
14
Estimated
Fund Unencumbered Required Recommended Discretionary
Balance Committed Balance Reserves Reserves Reserves
General Fund 31900,000 3,900,000 3,900,000 0
Recreation 18,000 18,000 18,000 0
Police State Aid 178,000 215,000 37,000) 37,000) 0
Building & Equipment 1,500,000 104,000 1,396,000 1,396,000 0
Forestry 15,000 15,000 15,000 0
Parkers Lake Cemetery Maint 49,000 49,000 49,000 0
Transit System 130,000 80,000 50,000 50,000 0
Community Devel Block Grant 47,000 47,000 47,000 0
Project Administration 828,000 828,000 428,000 400,000
City & Community Parks 830,000 830,000 330,000 500,000
Neighborhood Parks 379,000 379,000 379,000 0
Park Replacement 60,000 60,000 60,000 0
Public Facilities 1,221,000 1,221,000 1,221,000 0
Housing & Redevelopment 25,000 25,000 25,000 0
General Obl. Debt Sery 89,000 89,000 89,000 0
Tax Increment Bond Debt Sery 6,111,000 6,111,000 6,111,000 0
Special Assess. Debt Sery 27,000,000 27,000,000 27,000,000 0
Gen. Capital Proj Const 310,000 310,000 310,000 0
Minnesota State Aids Const 862,000 862,000 862,000 0
Special Assessment Const 13,858,000 13,858,000 13,858,000 0
Permanent Improv Revolv. 12,341,000 800,000 11,541,000 1,200,000 10,341,000
Water 5,900,000 5,900,000 4,500,000 1,000,000
Sewer 2,800,000 2,800,000 2,800,000 400,000
Central Stores 180,000 180,000 180,000 0
Central Equipment 1,875,000 1,875,000 875,000 1,000,000
Risk Management 4,500,000 4,500,000 4,500,000 0
Parkers Lake perpetual 70,000 70,000 70,000 0
85,076,000 1,199,000 83,877,000 48,325,000 21,911,000 13,641,000
Estimated future interest earnings 1991 through 2004 7,135,000
20,776,000
Proposed Projects:
Public Safety 3,700,000
Public Works 3,800,000
Parks (1) 3,000,000
10,500,000
1) May be partially funded from future park dedication fees.
14
City of Plymouth Financial Task Force Report
Appendix D: Capital Improvement Fund Analysis
Assumption: Start w/ $13,000,000 - Initially disburse $5,250,000 each In 1991 and 1992, repay to
minimum level before other funds are used.
12,418,000 $7,135,000 ($10,500,000)
15
BEGINNING EARNINGS OTHER RECOVERABLE ENDING REQUIRED EXCESS
BALANCE a 7% ADDITIONS DISBURSEMENTS BALANCE RESERVE FUNDS
1991 13,600,000 585,000 800,000 5,250,000) 9,735,000 13,091,000 3,356,000)
1992 9,735,000 314,000 2,875,000 5,250,000) 7,674,000 13,183,000 5,509,000)
1993 7,674,000 537,000 195,000 8,406,000 13,275,000 4,869,000)
1994 8,406,000 588,000 175,000 9,169,000 13,368,000 4,199,000)
1995 9,169,000 642,000 295,000 10,106,000 13,462,000 3,356,000)
1996 10,106,000 707,000 155,000 10,968,000 13,556,000 2,588,000)
1997 10,968,000 768,000 600,000 12,336,000 13,651,000 1,315,000)
1998 12,336,000 864,000 95,000 13,295,0DO 13,747,000 452,000)
1999 13,295,000 931,000 1,775,000 16,001,000 13,843,000 2,158,000
2000 16,001,000 1,120,000 110,000 17,231,000 13,940,000 3,291,000
2001 17,231,000 1,206,000 15,000 18,452,000 14,038,000 4,414,000
2002 18,452,000 1,292,000 15,000 19,759,000 14,136,000 5,623,000
2003 19,759,000 1,383,000 15,000 21,157,000 14,235,000 6,922,000
2004 21,157,000 1,481,000 15,000 22,653,000 14,335,000 8,318,000
12,418,000 $7,135,000 ($10,500,000)
15
CITY OF PLYMOUTH
ESTIMATED 12/31/90 FUNDS
Discretionary 0' 0% " %
Recommended (26.8%) Req u i red (57.0%)
40 l
CITY OF PLYMOUTH
SUMMARY OF FINANCIAL TASK FORCE REPORT
APRIL 22, 1991
The purpose of the financial task force has been to review the financial history of
the city, evaluate Plymouth's current financial position, project the City's future financial
needs and make recommendations to meet the future financial needs of the City.
CONCLUSIONS:
1. The City of Plymouth has been well managed on a fiscally conservative
basis. The City has utilized available funding methods in an effective
manner without overextending itself with general obligation bonds or tax
increment financing.
2. Due to the anticipated continual growth of the City, the general fund levy
limitations currently mandated by the state (an annual increase of 3% plus
one-half of population growth) will create general fund deficits in future
years. Under these limitations the City's portion of total property taxes will
continue to decrease.
3. Cuts in State Homestead and Agricultural Credit Aids (HACA) will be less
serious for Plymouth than for many other cities. HACA accounts for
approximately 12% of Plymouth's 1991 budget, other cities may receive as
much as 50% of their revenue from HACA.
4. The capital cost of new and replacement streets, sewer and water
infrastructure has been and can continue to be funded through special
assessments and utility charges.
5. Through prudent management of its financial resources the City has built
substantial reserves which are available to fund future capital improvements.
As summarized on the attached schedule, the City's estimated December 31,
1990 fund balances were $85 million. We believe $13.6 million of these
funds are available for current and future capital improvement projects. By
the year 2004 an estimated additional $7.1 million in interest earned on
special assessments will be available for capital improvements.
RECOMMENDATIONS:
1. Maintain a general fund reserve of 40% of the annual budget to meet short-
term revenue shortfalls or unanticipated one-time extraordinary expenditures.
The current balance of $3.9 million is approximately 40% of the current
budget.
2. Before committing to major new capital projects the City should also
evaluate their impact on future operating and maintenance costs.
3. $13.6 million of the City's current discretionary funds should be used to
establish a permanent Capital Improvement Fund (CIF) for funding major
new capital projects. A minimum balance should be maintained in the CIF
by limiting expenditures.
4. Financial forecasts beyond one year are necessary:
a. The City staff should develop five year summary operating
revenue and expenditure projections for all budgeted funds.
b. Establish a formal strategic planning function that will work
with the City Council to analyze and select goals and
objectives for the City.
5. Establish a Contingency/Disaster Recovery Plan for all phases of City
government.
6. Analyze the City's operational effectiveness including the quality of service,
functional organization, staffing levels, performance standards, etc. Since
government isn't faced with the market place economics of the private
sector, it is critical the city's human resources be managed for maximum
effectiveness.
7. Seek to increase citizen participation and input in all aspects of local
government including voluntary participation in park and recreation activities
and membership on City commissions and committees.
8. Several specific capital projects were referred to the financial task force for
input. We believe that the public works, public safety and related City
Center improvements are needed and would be properly funded through the
Capital Improvement Fund. We also recommend that these projects should
be built in phases so as to minimize the construction of excess space before
it is needed.
Prior to the development of the Parkers Lake and Bass Lake Playfields, we
recommend that the City more fully assess the current needs for such
expenditures. These parks should also be built in phases so as to minimize
over building these facilities.
9. Obtain broad-based citizen input and consensus before undertaking any
further work on a community center.
10. The City Council should refrain from purchasing the site for the proposed
senior citizen housing project until such time as a market study and
feasibility study have been completed. The City should consider the cost to
taxpayers versus the benefits and risks.
11. To carry on the function begun by the Financial Task Force, the City
Council should appoint a permanent Financial Advisory Committee.
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City of Plymouth F'mancial Task Force Report
Analysis of Fund Balances as of December 31, 1990
20,776,000
Proposed Projects:
Public Safety 3,700,000
Public Works 3,800,000
Parks (1) 3,000,000
10,500,000
1) May be partially funded from future park dedication fees.
Estimated
Fund Unencumbered Required Recommended Discretionary
Balance Committed Balance Reserves Reserves Reserves
General Fund 3,900,000 3,900,000 3,900,000 0
Recreation 18,000 18,000 18,000 0
Police State Aid 178,000 215,000 37,000) 37,000) 0
Building & Equipment 1,500,000 104,000 1,396,000 1,396,000 0
Forestry 15,000 15,000 15,000 0
Parkers Lake Cemetery Maint 49,000 49,000 49,000 0
Transit System 130,000 80,000 50,000 50,000 0
Community Devel Block Grant 47,000 47,000 47,000 0
Project Administration 828,000 828,000 428,000 400,000
City & Community Parks 830,000 830,000 330,000 500,000
Neighborhood Parks 379,000 379,000 379,000 0
Park Replacement 60,000 60,000 60,000 0
Public Facilities 1,221,000 1,221,000 1,221,000 0
Housing & Redevelopment 25,000 25,000 25,000 0
General Obl. Debt Sery 89,000 89,000 89,000 0
Tax Increment Bond Debt Sery 6,111,000 6,111,000 6,111,000 0
Special Assess. Debt Sery 27,000,000 27,000,000 27,000,000 0
Gen. Capital Proj Const 310,000 310,000 310,000 0
Minnesota State Aids Const 862,000 862,000 862,000 0
Special Assessment Const 13,858,000 13,858,000 13,858,000 0
Permanent Improv Revolv. 12,341,000 800,000 11,541,000 1,200,000 10,341,000
Water 5,900,000 5,900,000 4,500,000 1,000,000
Sewer 2,800,000 2,800,000 2,800,000 400,000
Central Stores 180,000 180,000 180,000 0
Central Equipment 1,875,000 1,875,000 875,000 1,000,000
Risk Management 4,500,000 4,500,000 4,500,000 0
Parkers Lake perpetual 70,000 70,000 70,000 0
85,076,000 1,199,000 83,877,000 48,325,000 21,911,000 13,641,000
Estimated future interest earnings 1991 through 2004 7,135,000
20,776,000
Proposed Projects:
Public Safety 3,700,000
Public Works 3,800,000
Parks (1) 3,000,000
10,500,000
1) May be partially funded from future park dedication fees.