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07-23-2019 Work Session AgendaCITY COUNCIL WORK SESSION RICHFIELD MUNICIPAL CENTER, BARTHOLOMEW ROOM J U LY 23, 2019 5:00 PM Call to order Discussion of proposed 2019-2020 Goals & Objectives 2. Provide updated Key Financial Strategies information and proposed 2020 Capital Improvement Budget (CIB) and 2021-2024 Capital Improvement Plan (C IP) based on Council direction at the May 14, 2019 work session. Adjournment Auxiliary aids for individuals with disabilities are available upon request. Requests must be made at least 96 hours in advance to the City Clerk at 612-861-9738. AGENDA SECTION: Work Session Items AGENDA ITEM # STAFF REPORT NO.4 WORK SESSION 7/23/2019 REPORT PREPARED BY: Katie Rodriguez, City Manager DEPARTMENT DIRECTOR REVIEW: OTHER DEPARTMENT REVIEW: CITYMANAGER REVIEW: Katie Rodriguez, City Manager 7/18/2019 ITEM FOR WORK SESSION: Discussion of proposed 2019-2020 Goals & Objectives EXECUTIVE SUMMARY: Based on direction provided at the May 14, 2019 work session staff have developed Goals & Objectives for 2019-2020. Staff also developed action steps to realize Council Goals & Objectives. The strategic planning process has been expedited this year due to other priorities but staff plan for a more robust process in 2020. DIRECTION NEEDED: Provide suggested edits to Goals and Objectives so they can be approved as part of the 2020 Budget. BACKGROUND INFORMATION: A. HISTORICAL CONTEXT In 2018 the Council created a strategic action plan that included five main goals. Staff then developed action steps to work towards achieving the goals in 2018-2019. The Council affirmed the five goals and added Core Services at the May 14, 2019 work session. The City has not had a consistent process for goal setting or a formal strategic plan. It is too late in the budget process for a full strategic plan but that is proposed for 2020. B. POLICIES (resolutions, ordinances, regulations, statutes. etc) The Operating Budget Policy requires that the "budget will describe major goals to be achieved and the services and programs to be delivered for the level of funding provided." C. CRITICALTIMING ISSUES: The proposed 2020 Budget will be presented to the Council on August 27, 2019 for discussion and guidance and for adoption on September 10, 2019. D. FINANCIAL IMPACT: Council and staff need to make critical decisions with scarce resources and long-term goals, objectives and action steps guide those decisions. E. LEGAL CONSIDERATION: Council can choose to significantly modify or reject the Goals & Objectives but that provides less time for staff to adjust their action steps and corresponding budgets. ALTERNATIVE(S): PRINCIPAL PARTIES EXPECTED AT MEETING: ATTACHMENTS: Description Type ❑ Goals and Objectives Backup Material ❑ Action Steps Backup Material Al Mission Richfield's mission is to be known as the best place to live, work, learn and do business in the Twin Cities area. We are a customer focused and caring community that strives to foster a sense of neighborliness. Vi Sloth The "Urban Hometown," is a community that reflects the characteristics of living in a close-knit community, while surrounded by the amenities and resources of a broader metropolitan area. The urban hometown feeling is rooted in the personal connections cultivated within our neighborhoods, parks, schools and streets. These connections are reinforced by quality housing, local commercial centers, recreational opportunities, and the cultural diversity found within our city. Our proximity to the Twin Cities only serves to expand the opportunities available to our residents, providing the best of both small town living and urban life. Our goal is to embrace these characteristics, and take steps to maintain and enhance the culture and community that makes us an urban hometown. -2040 Comprehensive Plan ;F F Council Feedback Suggestions for 2020 Strategic Planning • Revisit Core Values -some duplication • Add fiscal responsibility as a Goal • Fine tune equity definition • Better communicate action steps to Council and community, including results • Link action steps to Goals or Core Values ;F F Council Feedback Strengthen fiscal responsibility throughout • Option: Change Core Value from Accountable to Fiscally Responsible? • Option: Change Infrastructure objective o Invest in the City's infrastructure in a fiscally - responsible manner and limit debt impacts on property tax levies ;F F Council Feedback Equity Objectives should be embedded in all City services and programs • Equity is a Core Value • Recommend we also keep as a Goal for now since we have work to do to operationalize our equity values • Option: Change Goal o Definition: Ensure that the City's services are accessible to people of all races, ethnicities, incomes and abilities and embed equity values in all of our processes. ;F F Core values Lead the way The City of Richfield seeks to continuously improve the services it provides to resi- dents through innovative and creative solutions. The city cultivates an environment of growth for its staff and resi- dents. Responsive The City of Richfield listens and responds to feedback from residents. New projects undertaken by the city will reflect the needs of residents. Both elected officials and city staff will provide timely, knowledgeable customer ser vice to residents at all times. 6 Accountable The City of Richfield manages its resources in a responsible manner. The city aims to provide services that promote an active and healthy com- munity in the most fiscally responsible way. Community centered The City of Richfield puts its citizens first, The city is cit- izen -focused and makes all decisions based on what is in the best interest of current and future residents. Richfield is constantly seeking oppor- tunities to collaborate with residents to set goals and accomplish objectives. Celebrate diversity The City of Richfield cele- brates the diversity of its residents and staff. The city seeks to better understand the needs of the community's different cultures. Richfield's diverse culture is one of its greatest strengths and assets. Equitable The City of Richfield believes that every citizen deserves access to high -quality munici- pal services. The city will work with the community partners to promote an environment of equity and inclusion. Richfield will reduce inequity by focus- ing on the areas of greatest need. r ( IL (D C) D I 14D I INFRASTRUCTURE Invest in the City's infrastructure to best serve today's and tomorrow's residents, businesses and visitors. DEVELOPMENT Attract and retain development that creates prosperity for all and is consistent with the City's "Urban Hometown" character. EQUITY Ensure that the City's services are accessible to people of all races, ethnicities, incomes and abilities. HOUSING Provide a full range of quality housing options through our policies and programs. CORE SERVICES Promote and value the city's core services and its contributions to making Richfield an exceptional place to live, learn, work and play. Goa.rastructure • Definition: Invest in the City's infrastructure to best serve today's and tomorrow's residents, businesses and visitors. • Objectives — Invest in the City's infrastructure in a fiscally - responsible manner — Engage with the community on infrastructure project priorities and details — Communicate and promote the value of ongoing infrastructure projects — Build climate resiliency into City infrastructure ;F F Goal: I `rastructure • Examples of Action Steps — Install community dog park — Develop a timeline and funding plan for a new nature center — Complete infrastructure resiliency plan, including action steps for Storm, Sewer, and Water utilities — Complete a funding package for the 77th Underpass for construction in 2021 — Renew the integrity of critical water infrastructure serving the west -side of Richfield by lining the three I-35W watermain crossings and the 65th Street watermain ;F F Goals: Develop:-- • Definition: Attract and retain development that creates prosperity for all and is consistent with the City's "Urban Hometown" character. • Objectives — Cultivate a healthy, local economic environment that values the City's small businesses and promotes living wage jobs — Proactively engage with residents and businesses about development projects and programs — Understand the needs of existing and prospective Richfield businesses and create a supportive business environment ;F F Goals: Developir. 0%00%0 0 Examples of Action Steps — Review process of bringing a development to Council/residents. Foster a better understanding of "vested entitlements" granted in the zoning code, develop recommendations for developer's community engagement, and research other cities' approaches — Create economic development plan; including the development of an inventory of tools to assist existing businesses, an identification of potential new tools, a small businesses directory (in association with the Chamber) and an identification of benefits and challenges of doing business in Richfield — Update agreement with Richfield Tourism and Promotion Board ;F F Goa.• Equity • Definition: Ensure that the City's services are accessible to people of all races, ethnicities, incomes and abilities. • Objectives — Continue our partnership with the Government Alliance on Race and Equity — Support both internal and external trainings and policies to advance racial equity — Broaden our equity work to include people of color, women, people with disabilities, seniors, LGBTQ, and low-income individuals, as well as any other marginalized or disadvantage groups — Enhance and promote the City's equity initiatives ;F F Goa- Equity • Examples of Action Steps — Provide ADA training to staff and review programs/activities to ensure community events and recreational activities are accessible — RPD is finalizing the "Vitals" application — Continuing to teach our employees Spanish and providing resources such as language — Create tool kit/processes to include equity as a lens in our work — Initiate a customer service feedback survey of our Deputy Registrar and passport customers to identify opportunities to improve and enhance service ensuring it is equitable — Continue to market our jobs in different venues, host job fairs throughout the community and rewrite our job descriptions to increase the diversity of our workforce ;F F Goal: Housina • Definition: Provide a full range of quality housing options through our policies and programs. • Objectives — Identify and support an optimal mix of housing to serve all residents' needs — Continue to implement affordable housing tools and investigate additional methods to address unmet housing needs, including very affordable housing and accessible housing — Maintain and improve the quality and safety of the City's housing stock, especially naturally occurring affordable housing (NOAH) — Work towards closing the racial disparity gap in homeownership — Strengthen the City's rental housing environment and communicate its value to the community ;F F Goa.m Housing %a, • Examples of Action Steps — Develop and implement a communications plan to convey the value of all residents, including rental households, low- income households, immigrant households — Update housing work plan. Develop appropriate continuum of affordability, identify tools to address unmet needs and investment and preservation of NOAH rental housing — Promote Down -Payment Assistance Program and homeownership resources for underserved populations. — Create "Apartment Liaison" position to expand connections with apartment communities — Research accessible housing tools and incorporate into existing housing programs/resources ;F F Goal: Community Engagement • Definition: Utilize a wide variety of communication and engagement tools to build a stronger relationship with residents, businesses and visitors. • Objectives — Enhance the City 's communication offerings through the utilization of plain language and the use of multiple communication channels — Strengthen partnerships with surrounding communities, Hennepin County, Metropolitan Council, Metropolitan Airports Commission, State agencies and other regional organizations — Expand community partnerships to build civic capital with schools, non-profit organizations, businesses, and faith communities — Build a stronger relationship with residents, especially the city's underserved communities ;F F Goal: Community Engagement • Examples of Action Steps — Develop a campaign to inform all residents on the high quality of Richfield water — Establish afree-standing website for Richfield Liquor. — Conduct a community survey to inform expanded strategic planning and resource allocation — Redesign the city's website to make information more accessible to the community — Launch a pilot citizen's academy residents a better understanding offered by the city to provide of the services ;F F Goal: Core Service • Definition: Promote and value the city's core services and its contributions to making Richfield an exceptional place to live, learn, work and play. • Objectives — Provide excellent core services across all departments — Continuously review core services for improvements, efficiencies, and cost savings — Maintain and improve core services given increasing demand and fiscal constraints — Communicate the value of the City's core services to our residents, elected officials, and staff — Recruit, retain and develop a diverse, committed, high - performing staff — Provide a safe, accessible, and flexible work environment where employees will thrive ;F Goal: Core Service- * Examples of Action Steps — Launch a Flexible Workplace pilot program for staff — Review procurement policies to promote diversity and inclusion, and a strong local economy — Implement Community Risk Reduction Program — Add Public Works Worker to focus on maintaining the planted medians, improving public spaces and snow removal — Implement organized organics and recycling program ;F F Al 2019-2020 City of Richfield Action Steps Action step .. .. Deadline Install fiber along 66th Street to create more redundancy with the City's connection to LOGIS and State. 1 Administrative Services 2019 This will also allow the City to complete a fiber connection to the Penn Liquor store and possibly other facilities such as oark buildings. Launch a Flexible Workplace pilot program for staff. 6 Administrative Services 2019 Implement and manage city -owned mobile devices to enhance the security and safety of the City's 6 Administrative Services 2019 network. Coordinate an internal leadership academy through the Drucker Institute to provide professional 6 Administrative Services 2020 development opportunities to selected employees in response to the 2019 Employee Engagement survey results. Continue to market our jobs in different venues, host job fairs throughout the community and rewrite 3 Administrative Services On -Going our 'ob descriptions to increase the diversity of our workforce. Implement an election management system to create efficiencies and streamline the recruitment, 6 Administrative Services late 2019 training and compensation of our election 'ud es. Initiate a customer service feedback survey of our Deputy Registrar and passport customers to identify 3,6 Administrative Services 2019 opportunities to improve and enhance service ensuring it is equitable, inclusive and meets the needs of our customers Launch a pilot citizen's academy to provide residents a better understanding of the services offered by 5,6 Administrative Services 2019 the city. Create an external newsletter to provide residents with up-to-date information regarding city initiatives, 5 Administrative Services 2020 programs, services and events. Establish a volunteer/engagement fair to provide residents with an opportunity to make a difference in 5 Administrative Services 2020 their community through the cit 's existing organizations. Redesign the cit 's website to make information more accessible to the community. 5,6 Administrative Services End of 2019 Consider and implement recommendations of the Records Management and Business Processes Report 6 Administrative 2020 to improve and enhance our business processes. Services Executive Be present and engaged with regional groups. 5 All Departments ongoing Create tool kit/processes to include equity as a lens in our work. 3 All Departments/Richfield 2020 CARES Team Directors will report on department level equity efforts annually. 3 All Departments 2020 Utilize MIRA survey results to inform how the city can more effectively communicate with and provide 3,6 All Departments / Richfield 2019-20 services to its Hispanic population. CARES Team Provide educational and growth opportunities to staff on the topic of racial equity and how we can 3,6 All Departments / Richfield ongoing utilize this knowledge in the work we do for the city and its residents. CARES Team Review process of bringing a development to Council/residents. Foster a better understanding of 2 Community Development late'19/early "vested entitlements" granted in the zoning code, develop recommendations for developer's community '20 engagement. and research other cities' approaches. Develop and implement a communications plan to convey the value of all residents, including rental 3, 4, 5 Community Development mid/late households, low-income households, immigrant household, etc. (e.g. Humans of New York) and use 2020 FrameWorks Institute research to promote the value of, and need for, a mix of housing choices. Update housing work plan. Develop appropriate continuum of affordability, identify tools to address 1 4 Community Development 8/19 unmet needs and investment and preservation of NOAH rental housing. 2019-2020 City of Richfield Action Steps Action step Promote Down -Payment Assistance Program and homeownership resources for underserved populations. .. 3,4 .. Community Development Deadline ongoing Develop an "Apartment Liaison" position to expand connections with apartment communities. 4 Community Development 2019-20 Research accessible housing tools and incorporate into existing housing programs/resources. 3,4 Community Development ongoing Create economic development plan; including the development of an inventory of tools to assist existing businesses, an identification of potential new tools, a small businesses directory (in association with the Chamber) and an identification of benefits and challenges of doing business in Richfield. 2 Community Development/ EDA EDA Budget discussion Manage new city manager transition with council -staff retreats and develop standards of engagement. 6 Executive 2019 Build civic capital with schools, non-profit organizations, businesses and faith communities through the National Civic League's Civic Index curriculum. Findings would inform strategic planning process. 3, 5,6 Executive 2020 Implement a City Manager Report to better communicate with council and staff. 6 Executive 2019 Work with community organizations to increase participation in the 2020 Census - especially Richfield's hard to count populations. 5 Executive 2020 Conduct a community survey to inform expanded strategic planning and resource allocation. 3,5,6 Executive 2020 Review procurement and workforce policies to promote diversity and inclusion, and a strong local economy. 2,3 Executive 2020 Update agreement with Richfield Tourism and Promotion Board. 2 Executive 2019-20 Partner with local legislators to advance key city priorities, including funding for the 77th Underpass. 1,6 Executive Ongoing Explore the implementation of electronic time card reporting. 6 Finance 2019-2020 Develop a budget summary document for City Council and public use. 5,6 Finance 2019 Update current pre -plans for all city buildings and recognized critical infrastructure 1 Fire 2020 Determine if there is a way to consolidate annualpermit/license purchases for businesses 6 Fire 2019 Add new position to implement Community Risk Reduction Program, increase inspection efficiencies. 1, 4, 5, 6 Fire 2020 Improve Liquor Operation's electronic mediapresence: Facebook, Twitter and Insta ram. 5 Liquor 2019 Establish a free-standing website for Richfield Liquor. 5 Liquor 2019 Improve community awareness that municipal liquor funds recreation assets. 1,5 Liquor On -going Establish an Officer Wellness program addressing spirtual, physical, and financial health to help officers with stress management and resiliency. Program will also provide better resources to cope after critical incidents. 6 Public Safety 2019 Work with building managers and property owners to inspect properties and provide reports on how to lower crime through crime prevention of the property as in Crime Prevention through Environmental Design, "CPTED". 4 Public Safety On -going Support Services will continually evaluate properties and perform similar inspections, as single family homes, to make sure the properties are well maintained and in compliance with the code. 4 Public Safety On -going 2019-2020 City of Richfield Action Steps Action step Build on what we have accomplished with 1,700 hours of Community Oriented Policing. Expand our programming to reach the varied demographic populations within the city. .. 3, 5, 6 .. Public Safety Deadline On -going Strengthen community partnerships through the JCPP and other programs. On track to maintain or exceed 2018 success: partnering with 30 civic organizations and hosting 21 community outreach events. Hosting first Back to School event this summer and an autism awareness event in 2020. 5 Public Safety On -going Continue to engage with community via social media and train/assign staff to manage. The RPD Facebook pages has 5,600 likes and 3,000 followers on Twitter. 5 Public Safety On -going Finalize the "Vitals' application to provide better services to people with disabilities. 3,5 Public Safety 2019 Continue to use Everbridge as our main emergency notification system and begin promoting dashboards containing information about our department on our websites. 5 Public Safety On -going Partner with Hennepin County as part of the JCCP and with other state agencies, including MAC PD, on training. 5 Public Safety On -going Identify financial resources to offset decreases in funding from County and State JCPP . 3,6 Public Safety 2021 2 Internal promotions of police cadets to police officer positions. Cadets are bi-lingual in Spanish and are persons of color. 3 Public Safety Mid-2020 Have 3 people on the GARE Team since inception and continue to support the work of GARE throughout the city and our department. 3 Public Safety On -going Have achieved 20 percent of our sworn staff as female police officers, the national average is 17%. 3 Public Safety 2019 Run calls for service and provide building managers with assistance to address problems occurring on the property while improving the quality of life for the residents. 4 Public Safety/Fire On -going Improve our ability to communicate with our customers: Continue to teach our employees Spanish and provide resources such as language line and other applications to break down the language barrier. 3,5 Public Safety/Fire On -going Edina Dispatch is "pushing out" Smart 911 this Spring and Summer as another notification system to help residents in 911 Emergency situations. 5 Public Safety/Fire 2019 Continue to address inequities in the public right-of-way by utilizing the Public Works Public Engagement Process and Guiding Principles. Present to the Council at future work session. 1,3,5,E Public Works On -Going Successfully complete the city-wide water meter replacement program by 2022. 1 Public Works 2022 Successfully complete the reconstruction of L ndale Avenue between 67th & 76th Streets. 1 Public Works 2020 Renew the integrity of critical water infrastructure serving the west -side of Richfield by lining the three 1- 35W watermain crossings and the 65th Street watermain. 1 Public Works 2020 Complete a funding package for the 77th Underpass for construction in 2021. 1 Public Works 2020 Develop a good design for the future of 65th Street for construction in 2021. 1 Public Works 2020 Complete infrastructure resiliency plan, including action steps for Storm, Sewer, and Water utilities. 1 Public Works 2019 Continue to improve mobility choices through right-of-way improvements. 3 Public Works On -going Develop and implement an effective outreach plan regarding Emerald Ash Borer for private property owners. 5 Public Works On -going Continue to find ways to educate the public on ice control on sidewalks and smart salting. 5 Public Works On -going ,Develop a campaign to inform all residents on the high quality of Richfield water. 5 Public Works 2020 2019-2020 City of Richfield Action Steps Action step Partner with schools to educate K-12 students in our community on Public Works as a future career and other topics like water quality, ultimately enhancing school curricula through an on -going partnership. .. 5 .. Public Works Deadline 2020 Add two additional Public Works Workers to focus on maintaining the planted medians and improving public spaces as well as enhancing snow removal. Due to budget constraints one FTE are proposed to be added in 2020 and one in 2021. 6 Public Works 2020 (2021) Determine solution and program to implement an emergency water interconnection. 6 Public Works 2020 Develop a plan to engage the community on capital project priorities. 1, 3, 5 Recreation Services 2020 Develop a timeline and funding Ian for a new nature center. 1 Recreation Services 2020 Review and integrate project priorities and parks master plan into CIB/CIP. Create process to complete this annually. 1 Recreation Services On -Going Bring the Council options to consider for park impact fees in partnership with Community Development 1 Recreation Services/CD 2020 Install community dog park. 1 Recreation Services 2020 Provide ADA training to staff and review programs/activities to ensure community events and recreational activities are accessible. 3,6 Recreation Services On -Going Implement organized organics and recycling ro ram. 6 Recreation Services 2020 Develop a draft document of a city -based Climate Action Plan 1,6 Recreation Services 2020 Explore sustainabilit commission/committee. 5,6 Recreation Services On -Going Execute a plan for the Richfield Ice Arena re ri eraiton renovation 1,6 Recreation Services 2020 Secure funding to build an universally inclusive playground 1, 5, 6 Recreation Services On- oin AGENDA SECTION: Work Session Items AGENDA ITEM # 2. WORK SESSION 7/23/2019 REPORT PREPARED BY: Katie Rodriguez DEPARTMENT DIRECTOR REVIEW: OTHER DEPARTMENT REVIEW: CITYMANAGER REVIEW: Katie Rodriguez, City Manager 7/18/2019 ITEM FOR WORK SESSION: Provide updated Key Financial Strategies information and proposed 2020 Capital Improvement Budget (CIB) and 2021-2024 Capital Improvement Plan (CIP) based on Council direction at the May 14, 2019 work session. EXECUTIVE SUMMARY: In order to provide more time to review the proposed 2020 Budget and Cl B, and 2021-2014 Cl P, staff presented the Key Financial Strategies earlier in the process. Based on Council feedback staff incorporated Recreation Services capital projects into the Cl B/CI P and adjusted the timing of several capital projects to lessen the impact on the property tax levy. Staff will also present more information on proposed utility rate increases. DIRECTION NEEDED: Tonight's work session is a chance to ask questions, review the proposed CIB/CIP and utility rate increases and provide direction to staff on any needed changes. The Planning Commission is scheduled to review the CIB/CIP at their August 26, 2019 meeting and will then make a recommendation to the City Council. The 2020 Budget and CIB, and the 2021-2024 CIP will be presented to the City Council on September 10, 2019. BACKGROUND INFORMATION: A. HISTORICAL CONTEXT The CIB/CIP and utility rate increases were typically presented with the operating budget at the same work session. Staff are presenting the information earlier to give the Council more time to ask questions and provide guidance. B. POLICIES (resolutions, ordinances, regulations, statutes. etc) A preliminary CIB/CIP is submitted to the Planning Commission by the City Manager. The Planning Commission is required by City Charter to prepare and recommend a CIP for inclusion in the annual budget of the City. The Planning Commission is also required by State Statute to review all proposed capital improvements within the City and make written findings to the City Council for consistency with the Comprehensive Plan. C. CRITICALTIMING ISSUES: The 2020 Budget & CIB and 2021-2024 CIP is scheduled to be adopted on September 10, 2019. D. FINANCIAL IMPACT: The Operating Budget is the annual financial plan for funding the costs of City services and programs. The Capital Improvement Plan (CIP) is the comprehensive list of capital improvements for the community over a five-year period. A capital improvement is defined as any major nonrecurring expenditure for physical facilities. The Capital Improvement Budget (CIB) is the planned capital improvements for 2020 and is integrated into the 2020 Budget. E. LEGAL CONSIDERATION: The Cl B/CI P is adopted by resolution of the City Council as part of the current year budget approval process. The resolution authorizes spending and borrowing only for those projects included in the Capital Improvement Budget for the current budget year. ALTERNATIVE(S): Recommended changes will be incorporated into the proposed 2020 Budget and CIB and 2021-2024 CIP. PRINCIPAL PARTIES EXPECTED AT MEETING: ATTACHMENTS: Description Type ❑ KFS 2019 Backup Material ❑ CIB 2020 and CIP 2021-2024 Backup Material ❑ 2020 KFS CIB CIP Presentation Backup Material City of Richfield FINANCIAL MANAGEMENT PLAN GENERALFUND 2017 2018 2019 2019 2020 2021 2022 2023 2024 2025 2026 2027 Actual Actual Adopted Revised REVENUE 1 GENERAL PROPERTY TAX 12,816,485 13,362,738 12,911,737 12,911,737 13,674,117 14,610,803 15,290,745 15,988,787 16,705,839 17,442,482 18,199,316 18,976,956 2 FISCAL DISPARITIES 2,948,178 2,640,686 3,637,413 3,637,413 3,637,413 3,673,787 3,710,525 3,747,630 3,785,107 3,822,958 3,861,187 3,899,799 3 LICENSES & PERMITS 1,061,107 1,385,288 1,066,100 1,701,500 1,106,600 1,139,798 1,173,992 1,209,212 1,245,488 1,282,853 1,321,338 1,360,978 4ROCAL GOVERNMENT AID 0,000 1,200,000 1, 500,01q 5 OTHER INTERGOVERNMENTAL 1,180,873 1,233,163 1,213,850 1,247,540 1,199,000 1,234,970 1,272,019 1,310,180 1,349,485 1,389,970 1,431,669 1,474,619 6 CHARGES FOR SERVICES 2,145,995 2,246,618 2,210,420 2,551,370 2,337,800 2,407,934 2,480,172 2,554,577 2,631,214 2,710,151 2,791,455 2,875,199 7 FINES & FORFEITS 312,041 310,713 330,000 310,000 325,000 310,000 320,000 330,000 340,000 350,000 360,000 370,000 8 MISC. REVENUE 113,491 153,773 110,550 96,800 105,680 108,850 111,758 115,111 118,564 122,121 125,785 129,558 9 OTHER FINANCING SOURCES 756,580 299,920 1,550,550 555,240 1,603,210 1,619,242 1,635,435 1,651,789 1,668,307 1,684,990 1,701,840 1,718,858 10 TOTAL REVENUE 21,884,750 22,782,899 24,230,620 24,211,600 25,438,820 26,205,385 26,994,646 27,807,286 28,644,004 29,505,524 30,392,590 31,305,968 12 EXPENDITURES 13 LEGISLATIVE/EXECUTIVE 866,235 837,836 928,660 866,050 927,410 955,232 983,889 1,013,406 1,043,808 1,075,122 1,107,376 1,140,597 14 ADMINISTRATIVE 1,274,142 668,263 746,390 856,240 961,630 990,479 1,020,193 1,050,799 1,082,323 1,114,793 1,148,237 1,182,684 15 FINANCE - 674,332 657,700 649,850 673,000 693,190 713,986 735,405 757,467 780,191 803,597 827,705 16 PUBLIC SAFETY 8,214,212 8,671,310 9,516,580 9,507,900 9,847,770 10,143,203 10,447,499 10,760,924 11,083,752 11,416,264 11,758,752 12,111,515 17 FIRE 4,140,668 4,237,354 4,441,800 4,467,460 4,850,230 4,995,737 5,145,609 5,299,977 5,458,977 5,622,746 5,791,428 5,965,171 18 COMMUNITY DEVELOPMENT 1,349,571 1,471,067 1,574,280 1,576,100 1,629,150 1,678,025 1,728,365 1,780,216 1,833,623 1,888,631 1,945,290 2,003,649 19 PUBLIC WORKS 3,964,477 4,075,249 4,187,140 4,106,440 4,299,810 4,428,804 4,561,668 4,698,518 4,839,474 4,984,658 5,134,198 5,288,224 20 RECREATION SERVICES 1,847,722 1,896,519 1,968,070 1,971,560 2,029,820 2,090,715 2,153,436 2,218,039 2,284,580 2,353,118 2,423,711 2,496,423 21 TRANSFER OUT 175,000 195,000 210,000 210,000 220,000 230,000 240,000 250,000 260,000 270,000 280,000 290,000 22 TOTAL EXPENDITURES 21,832,027 22,726,930 24,230,620 24,211,600 25,438,820 26,205,385 26,994,646 27,807,286 28,644,004 29,505,524 30,392,590 31,305,968 23 24 REVENUE OVER (UNDER) EXPENDITURES _ L5 26 GENERAL FUND OPERATING TAX LEVY(Net of Uncoil) 27 Add Back Uncollectible 28 TOTAL OPERATING LEVY 29 30MEBT/SPECIAL LEVY(1.tal Financina Plan),M 31 32 TOTAL CERTIFIED LEVY 33 % Increase 34 35 TOTAL CERTIFIED LEVY 36 LESS FISCAL DISPARITIES 37 NET LOCAL LEVY TO TAXPAYERS 38 39 EXISTING NET TAX CAPACITY 40 TOTAL TAX CAPACITY 41 42 TAX RATE ON TAX CAPACITY 43 TAX RATE % CHANGE 44 723 55,969 15,835,440 16,549,150 16,549,150 17,311,530 18,284,590 19,001,270 19,736,418 20,490,946 21,265,440 22,060,503 22,876,755 159,954 167,163 167,163 174,864 182,846 190,013 197,364 204,909 212,654 220,605 228,768 15,995,394 16,716,313 16,716,313 17,486,394 18,467,436 19,191,283 19,933,782 20,695,855 21,478,094 22,281,108 23,105,523 4,626,517 4,910,379 4,910,379 5,201,077 5,045,474 5,640,543 5,669,059 6,005,134 6,181,261 6,719,977 6,739,283 20,621,911 21,626,692 21,626,692 22,687,471 23,512,910 24,831,826 25,602,841 26,700,989 27,659,356 29,001,085 29,844,806 4.87% 0.00% 4.90% 3.64% 5.61 % 3.10% 4.29% 3.59% 4.85% 2.91 % 20,621,911 21,626,692 21,626,692 22,687,471 23,512,910 24,831,826 25,602,841 26,700,989 27,659,356 29,001,085 29,844,806 (3,302,435) (3,637,413) (3,637,413) (3,673,787) (3,710,525) (3,747,630) (3,785,106) (3,822,957) (3,861,187) (3,899,799) (3,938,797) 17,319,476 17,989,279 17,989,279 19,013,684 19,802,385 21,084,196 21,817,735 22,878,031 23,798,169 25,101,286 25,906,009 30,001,418 33,767,365 33,767,365 35,947,917 37,026,354 38,137,145 39,281,259 40,459,697 41,673,488 45,129,805 46,483,699 30,001,418 33,767,365 33,767,365 35,947,917 37,026,354 38,137,145 39,281,259 40,459,697 41,673,488 45,129,805 46,483,699 57.729% 53.274% -7.72% 45 City Taxes 1,195 1,220 46 Percentage tax increase in average home 2.09% 47 48 Existing Tax Base Inflation Estimate 49 Total Net Tax Base % Increase(decrease) 50 Estimated Average Home Market Value 207,000 51 52 53 Assessor's Taxable Market Value 54 Multiply by 3% 55 Less: Long Term Debt Outstanding Paid Solely from Taxes 56 Unused Debt Limit 12.55% 229,000 53.274% 52.892% 53.482% 55.285% 0.00% -0.72% 1.11 % 3.37% 1,220 1,280 1,333 1,419 0.00% j 4.92% j 6.47% 0.00% 5.20% 3.00% 3.00% 0.00% 6.46% 3.00% 3.00% 229,000 242,000 249,260 256,738 55.542% 56.545% 57.106% 55.620% 0.47% 1.81% 0.99% -2.60% 1,469 3.48% 3.00% 3.00% 264,440 1,540 1,602 1,607 4.86% 0.32% 55.731 % 0.20% 1,659 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 8.29% 3.00% 272,373 280,544 288,961 297,629 3,421,012,095 3,421,012,095 3,641,926,422 3,751,184,214 3,863,719,741 3,979,631,333 4,099,020,273 4,221,990,881 4,572,154,450 4,709,319,084 102,630,363 102,630,363 109,257,793 112,535,526 115,911,592 119,388,940 122,970,608 126,659,726 137,164,634 141,279,573 (51,547,000) (51,547,000) (55,066,000) (55,866,000) (55,898,000) (53,136,000) (52,276,000) (53,052,000) (53,400,000) (50,190,000) 51,083,363 51,083,363 54,191,793 56,669,526 60,013,592 66,252,940 70,694,608 73,607,726 83,764,634 91,089,573 7/23/2019 8:02 AM City of Richfield Capital Financing Plan 1 Existing and Projected Tax Levy Requirements 2 201 OA Bonds - Alley Paving/Equipment (2021) 3 2012A G.O. Street Reconstruction Bonds - 76th St E (2033) 4 2013A G.O. Improvement Bonds - North Richfield Parkway (2034) 5 2015A G.O. Street Reconstruction Bonds - 69th St./Portland (2037) 6 2016B G.O. Refunding Bonds (2028) 7 2016C G.O. Refunding Bonds (2029) 8 2017A G.O. Street Reconstruction Bonds - 66th Street (2038) 9 2017B G.O. Refunding Bonds (2029) 10 2018A G.O. Street Reconstruction Bonds - 66th Street M&O (2039) 11 2019A G.O. Bonds 66th Street & Lyndale Recon. (2040) 12 Cedar Point Tax Abatement Levy (2021) 13 Rolling Stock, Equipment, and IT Levy 14 Economic Development Authority 15 16 Lyndale Avenue Reconstruction ($2.OM over 20 years at 3.5%) 17 65th Street Reconstruction Ph. 1($5.5M over 20 years at 3.5%) 18 65th Street Reconstruction Ph. 2($9.OM over 20 years at 3.5%) 19 69th Street Reconstruction Ph. 2($4.5M over 20 years at 3.5%) 21 70th Street Reconstruction Ph. 2($2.5M over 20 years at 3.5%) 20 76th Street West Reconstruction ($3.51M over 20 years at 3.5%) 22 Humboldt/Lakeshore Drive Recon ($4M over 20 years at 3.5%) 23 Nicollet Avenue Reconstruction ($5.OM over 20 years at 3.5%) 24 Penn Avenue Reconstruction (5.01VI over 20 years at 3.5%) 25 Total Debt/Special Levy EDA increase is 1 % beginning in 2021. 2019 2020 2021 2022 2023 2024 2025 2026 2027 14,943 14,260 - - - - - - - 130,955 128,855 126,755 129,905 127,700 130,745 128,435 131,144 128,488 163,380 161,936 160,204 163,432 161,138 158,723 161,438 158,665 161,018 276,301 282,601 282,496 282,233 280,868 284,570 279,451 279,582 284,832 521,452 518,564 520,612 522,187 523,289 523,919 518,827 518,722 523,657 721,324 720,379 724,474 728,254 731,719 736,969 736,443 740,775 744,581 620,550 623,595 620,681 622,650 624,067 621,810 624,488 623,700 622,650 345,870 351,015 350,700 350,280 355,005 359,520 360,728 361,620 362,198 375,563 288,645 283,763 284,130 284,340 284,392 284,288 284,025 288,855 - 388,840 391,570 383,380 396,190 392,410 388,420 389,470 384,850 372,760 353,402 53,972 - - - - - - 800,000 815,000 830,000 835,000 840,000 845,000 850,000 850,000 850,000 567,281 553,985 559,525 565,120 570,771 576,479 582,244 588,066 593,947 - - 140,722 140,722 140,722 140,722 140,722 140,722 140,722 633,250 633,250 633,250 633,250 633,250 633,250 - 316,625 316,625 316,625 316,625 - 175,903 175,903 175,903 - - - - - - - 246,264 246,264 - - - - - - - 281,444 281,444 4,910,379 5,201,077 5,045,474 5,640,543 5,669,059 6,005,134 6,181,261 6,719,977 6,739,283 5.92% -2.99% 11.79% 0.51 % 5.93% 2.93% 8.72% 0.29% 351,805 351,805 7/23/2019 8:03 AM 2020 CAPITAL IMPROVEMENT BUDGET 2021-2024 CAPITAL IMPROVEMENT PROGRAM 2020 Capital Improvement Budget PROJECT EXPENDITURE RECREATION & OPEN SPACE Park Maintenance/Wood Lake Fence Repair $ 50,000 R Community Center/Wood Lake Building Repair 50,000 R Augsburg Park Play Equipment 180,000 R Madison Park Play Equipment 85,000 R Washington Park Play Equipment 85,000 R Ice Arena Refrigeration Project 280,000 R 3,400,000 1 TOTAL REC. & OPEN SPACE $ 4,130,000 RIGHT OF WAY IMPROVEMENT 66th Street Reconstruction $ 1,850,000 M 77th Street Underpass 450,000 SB Pedestrian Improvements 40,000 M Bicycle Improvements 40,000 M Mill and Overlay Program 3,250,000 FF TOTAL RIGHT-OF-WAY IMPROVEMENT $ 5,630,000 PUBLIC FACILITIES Replacement Central Garage Equipment $ 680,000 TL Technology Replacement 135,000 TL City Wide Water Meter Upgrade 1,340,000 U Lime Filter Press Rehabilitation 70,000 U Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U Sludge Tank Mixers Upgrade 90,000 U Stormwater Pond Dredging 200,000 U Taft Dumpsite Improvements 60,000 U 10,000 C TOTAL PUBLIC FACILITIES $ 3,085,000 TOTAL USES OF FUNDS $ 12,845,000 ESTIMATED REVENUE BY SOURCE (C) Hennepin County $ 10,000 (FF) Franchise Fees 3,250,000 (1) Internal Funding 3,400,000 (M) Municipal State Aids 1,930,000 (R) Special Revenue 730,000 (SB) State Bonding 450,000 (TL) Tax Levy 815,000 (U) User Fees 2,260,000 TOTAL FUNDING BY SOURCE $ 12,845,000 2021 Capital Improvement Plan PROJECT EXPENDITURE RECREATION & OPEN SPACE Park Maintenance/Wood Lake Fence Repair $ 50,000 R Community Center/Wood Lake Building Repair 50,000 R Donaldson Park Play Equipment 100,000 R Donaldson Park Shelter Renovation 250,000 R TOTAL REC. & OPEN SPACE $ 450,000 RIGHT OF WAY IMPROVEMENT 65th Street Reconstruction $ 9,000,000 B 77th Street Underpass 7,000,000 F 7,600,000 O Pedestrian Improvements 40,000 M Bicycle Improvements 40,000 M TOTAL RIGHT-OF-WAY IMPROVEMENT $ 23,680,000 PUBLIC FACILITIES Replacement Central Garage Equipment $ 695,000 TL Technology Replacement 135,000 TL City Wide Water Meter Upgrade 1,340,000 U Lime Filter Press Rehabilitation 70,000 U Water High Service Pumps 17,000 U 20,000 X Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U TOTAL PUBLIC FACILITIES $ 2,777,000 TOTAL USES OF FUNDS $ 26,907,000 ESTIMATED REVENUE BY SOURCE (B) G.O. Street Reconstruction Bonds $ 9,000,000 (F) Federal Funding 7,000,000 (M) Municipal State Aids 80,000 (0) Other Funding Source 7,600,000 (R) Special Revenue 450,000 (TL) Tax Levy 830,000 (U) User Fees 1,927,000 (X) Xcel Energy 20,000 TOTAL FUNDING BY SOURCE $ 26,907,000 2022 Capital Improvement Plan PROJECT EXPENDITURE RECREATION & OPEN SPACE Park Maintenance/Wood Lake Fence Repair $ 50,000 R Community Center/Wood Lake Building Repair 120,000 R Adams Hills Park Soccer Field 25,000 R Christian Park Play Equipment 85,000 R Roosevelt Parking Lot Expansion 50,000 R Roosevelt Park Soccer Fields 120,000 R TOTAL REC. & OPEN SPACE $ 450,000 RIGHT OF WAY IMPROVEMENT 77th Street Underpass $ 5,600,000 SB 500,000 M 300,000 TR Pedestrian Improvements 40,000 M Bicycle Improvements 40,000 M TOTAL RIGHT-OF-WAY IMPROVEMENT $ 6,480,000 PUBLIC FACILITIES Replacement Central Garage Equipment $ 715,000 TL Technology Replacement 135,000 TL Emergency Water Interconnect with Neighboring Comm. 1,500,000 U Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U Stormwater Pond Dredging 200,000 U TOTAL PUBLIC FACILITIES $ 3,050,000 TOTAL USES OF FUNDS $ 9,980,000 ESTIMATED REVENUE BY SOURCE (M) Municipal State Aids $ 580,000 (R) Special Revenue 450,000 (SB) State Bonding 5,600,000 (TL) General Tax Levy 850,000 TR Three Rivers Park District 300,000 (U) User Fees 2,200,000 TOTAL FUNDING BY SOURCE $ 9,980,000 2023 Capital Improvement Plan PROJECT EXPENDITURE :1 Xy N A_1 I IQ E :"[9]» ►1&9 :7GTy 9 Park Maintenance/Wood Lake Fence Repair $ 50,000 R Community Center/Wood Lake Building Repair 50,000 R Monroe Park Play Equipment 90,000 R Splash Pad at Outdoor Pool 260,000 R Wood Lake Nature Center Facility 15,600,000 O TOTAL REC. & OPEN SPACE $ 16,050,000 RIGHT OF WAY IMPROVEMENT 69th Street Reconstruction $ 4,500,000 B 500,000 M TOTAL RIGHT-OF-WAY IMPROVEMENT $ 5,000,000 PUBLIC FACILITIES Replacement Central Garage Equipment $ 715,000 TL Technology Replacement 135,000 TL Clarifier Rake Assembly 250,000 U Roof Replacement Wells 2 & 3 25,000 U Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U Watermain Rehabilitation 200,000 U TOTAL PUBLIC FACILITIES $ 1,825,000 TOTAL USES OF FUNDS $ 22,875,000 ESTIMATED REVENUE BY SOURCE (B) G.O. Street Reconstruction Bonds $ 4,500,000 (M) Municipal State Aids 500,000 (0) Other Funding Source 15,600,000 (R) Special Revenue 450,000 (TL) General Tax Levy 850,000 (U) User Fees 975,000 TOTAL FUNDING BY SOURCE $ 22,875,000 2024 Capital Improvement Plan PROJECT EXPENDITURE RECREATION & OPEN SPACE Park Maintenance/Wood Lake Fence Repair $ 50,000 R Community Center/Wood Lake Building Repair 50,000 R Freemont Park Play Equipment 85,000 R Sheridan Park Play Equipment 90,000 R TOTAL REC. & OPEN SPACE $ 275,000 RIGHT OF WAY IMPROVEMENT 70th Street Reconstruction $ 2,500,000 B 100,000 X TOTAL RIGHT-OF-WAY IMPROVEMENT $ 2,600,000 PUBLIC FACILITIES Replacement Central Garage Equipment $ 715,000 TL Technology Replacement 135,000 TL Roof Replacement Wells 4, 5, & 6 60,000 U Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U Stormwater Pond Dredging 200,000 U Watermain Rehabilitation 200,000 U TOTAL PUBLIC FACILITIES $ 1,810,000 TOTAL USES OF FUNDS $ 4,685,000 ESTIMATED REVENUE BY SOURCE (B) G.O. Street Reconstruction Bonds $ 2,500,000 (R) Special Revenue 275,000 (TL) General Tax Levy 850,000 (U) User Fees 960,000 (X) Xcel Energy 100,000 TOTAL FUNDING BY SOURCE $ 4,685,000 Capital Improvement Plan - Beyond 2024 RECREATION & OPEN SPACE Park Maintenance/Wood Lake Fence Repair Community Center/Wood Lake Building Repair Outdoor Pool Liner Replacement Taft Park Shelter Renovation TOTAL REC. & OPEN SPACE RIGHT OF WAY IMPROVEMENT PROJECT EXPENDITURE $ 50,000 R 50,000 R 450,000 R 150,000 OR 400,000 R $ 1,100,000 76th Street West Reconstruction $ 3,500,000 B 1,000,000 M 800,000 X Humboldt Ave/Lakeshore Drive Reconstruction 4,000,000 B Nicollet Avenue Reconstruction 5,000,000 B 8,000,000 C Penn Avenue Reconstruction 5,000,000 B 8,000,000 C TOTAL RIGHT-OF-WAY IMPROVEMENT $ 35,300,000 PUBLIC FACILITIES Water Plant Roof Replacement $ 450,000 U Rehabilitation of Stormwater Collection Mains 100,000 U Rehabilitation of Stormwater Collection Manhole Structures 100,000 U Sanitary Sewer Main Lining 300,000 U Watermain Rehabilitation 200,000 U TOTAL PUBLIC FACILITIES $ 1,150,000 TOTAL USES OF FUNDS $ 37,550,000 ESTIMATED REVENUE BY SOURCE (B) G.O. Street Reconstruction Bonds $ 17,500,000 (C) Hennepin County 16,000,000 (M) Municipal State Aids 1,000,000 (OR) Other Recreation Funding 150,000 (R) Special Revenue 950,000 (U) User Fees 1,150,000 (X) Xcel Energy 800,000 TOTAL FUNDING BY SOURCE $ 37,550,000 2021 - 2024 CAPITAL IMPROVEMENT PLAN - CITY OF RICHFIELD, MINNESOTA Recommended and Scheduled for Four Year Period TOTAL* PROJECTS CIP COST 2021 2022 RECREATION 1 Park Maintenance/Wood Lake Fence Repair $ 250,000 $ 50,000 R $ 50,000 R $ 2 Community Center/Wood Lake Building Repair $ 320,000 50,000 R 120,000 R 3 Donaldson Park Play Equipment $ 100,000 100,000 R - 4 Donaldson Park Shelter Renovation $ 250,000 250,000 R - 5 Adams Hill Park Soccer Field $ 25,000 - 25,000 R 6 Christian Park Play Equipment $ 85,000 - 85,000 R 7 Roosevelt Park Parking Lot Expansion $ 50,000 - 50,000 R 8 Roosevelt Park Soccer Fields $ 120,000 - 120,000 R 9 Monroe Park Play Equipment $ 90,000 - - 10 Splash Pad Outdoor Pool $ 260,000 - - 11 Wood Lake Nature Center Facility $ 15,600,000 12 Freemont Park Play Equipment $ 85,000 - - 13 Sheridan Park Play Equipment $ 90,000 - - 14 Outdoor Pool Liner Replacement $ 450,000 - - 15 $ 150,000 - - 16 Taft Park Shelter Renovation $ 400,000 17 TOTAL RECREATION & OPEN SPACE $ 18,325,000 $ 450,000 $ 450,000 18 19 (R) Special Revenue $ 2,575,000 $ 450,000 $ 450,000 20 (0) Other Funding Source $ 15,600,000 - - 21 (OR) Other Recreation Funding $ 150,000 $ 22 TOTAL FUNDING BY SOURCE zs $ 18,325,000 $ 450,000 $ 450,000 24 25 PROJECTS TOTAL* 26 CIP COSTS 2021 2022 27 RIGHT OF WAY IMPROVEMENTS 2023 2024 Beyond 2024 50,000 R $ 50,000 R $ 50,000 R 50,000 R 50,000 R 50,000 R 90,000 R 260,000 R - - 15,600,000 O 85,000 R 90,000 R 450,000 R 150,000 OR 400,000 R $ 16,050,000 $ 275,000 $ 1,100,000 $ 450,000 $ 275,000 $ 950,000 15,600,000 - - 150,000 $ 16,050,000 $ 275,000 $ 1,100,000 2023 2024 Beyond 2024 28 65th Street Reconstruction $ 9,000,000 $ 9,000,000 B $ - $ - $ - $ - 29 77th Street Underpass $ 12,600,000 7,000,000 F 5,600,000 SB - - - 30 $ 8,100,000 7,600,000 O 500,000 M - - - 31 $ 300,000 - 300,000 TR - - - 32 69th Street Reconstruction $ 4,500,000 - - 4,500,000 B - - 33 $ 500,000 - - 500,000 M - - 34 70th Street Reconstruction $ 2,500,000 - - - 2,500,000 B - 35 $ 100,000 - - - 100,000 X - 36 76th Street West Reconstruction $ 3,500,000 - - - - 3,500,000 B 37 $ 1,000,000 - - - - 1,000,000 M 38 $ 800,000 - - - - 800,000 X 39 Humboldt Ave/Lakeshore Drive Recon. $ 4,000,000 - - - - 4,000,000 B 40 Nicollet Avenue Reconstruction $ 5,000,000 - - - - 5,000,000 B 41 $ 8,000,000 - - - - 8,000,000 C 42 Penn Avenue Reconstruction $ 5,000,000 - - - - 5,000,000 B 43 Pedestrian Improvements $ 8,080,000 40,000 M 40,000 M - - 8,000,000 C 44 Bicycle Improvements $ 80,000 40,000 M 40,000 M - - - 46 $ 73,060,000 $ 23,680,000 $ 6,480,000 $ 5,000,000 $ 2,600,000 $ 35,300,000 47 48 (B) G.O. Improvement Bonds $ 33,500,000 $ 9,000,000 $ - $ 4,500,000 $ 2,500,000 $ 17,500,000 49 (C) Hennepin County $ 16,000,000 - - - - 16,000,000 50 (F) Federal $ 7,000,000 7,000,000 - - - - 51 (M) Municipal State Aid $ 2,160,000 80,000 580,000 500,000 - 1,000,000 52 (0) Other Funding Source $ 7,600,000 7,600,000 - - - - 53 (SB) State Bonding $ 5,600,000 - 5,600,000 - - - 54 (TR) Three Rivers Park District $ 300,000 - 300,000 - - - 55 (X) Xcel Energy $ 900,000 100,000 800,000 56 TOTAL FUNDING BY SOURCE $ 73,060,000 $ 23,680,000 $ 6,480,000 $ 5,000,000 $ 2,600,000 $ 35,300,000 57 58 PROJECTS TOTAL* 59 CIP COSTS 2021 2022 2023 2024 Beyond 2024 60 PUBLIC FACILITIES 61 Replacement Central Garage Equipment $ 2,840,000 $ 695,000 TL $ 715,000 TL $ 715,000 TL $ 715,000 TL $ - 62 Technology Replacement $ 540,000 135,000 TL 135,000 TL 135,000 TL 135,000 TL - 63 City Wide Water Meter Upgrade $ 1,340,000 1,340,000 U - - - - 64 Lime Filter Press Rehabilitation $ 70,000 70,000 U - - - - 65 Water High Service Pumps $ 17,000 17,000 U - - - - 66 $ 20,000 20,000 X - - - - 67 Emergency Water Interconnect with Neighb. Comm. $ 1,500,000 - 1,500,000 U U - - 68 Clarifier Rake Assembly $ 250,000 - - 250,000 U - - 69 Roof Replacement Wells 2 & 3 $ 25,000 - - 25,000 U - - 70 Roof Replacement Wells 4, 5, & 6 $ 60,000 - - U 60,000 U - 71 Water Plan Roof Replacement $ 450,000 450,000 U 72 Rehabilitation of Stormwater Collection Mains $ 500,000 100,000 U 100,000 U 100,000 U 100,000 U 100,000 U 73 Rehab. of Stormwater Collection Manhole Structures $ 500,000 100,000 U 100,000 U 100,000 U 100,000 U 100,000 U 74 Sanitary Sewer Main Lining $ 1,500,000 300,000 U 300,000 U 300,000 U 300,000 U 300,000 U 75 Stormwater Pond Dredging $ 400,000 - 200,000 U - 200,000 U - 76 Watermain Rehabilitation $ 600,000 200,000 U 200,000 U 200,000 U 77 TOTAL PUBLIC FACILITIES $ 10,612,000 $ 2,777,000 $ 3,050,000 $ 1,825,000 $ 11810,000 $ 1,150,000 78 79 (TL) Tax Levy $ 3,380,000 $ 830,000 $ 850,000 $ 850,000 $ 850,000 $ - 80 (U) User Fees $ 7,212,000 1,927,000 2,200,000 975,000 960,000 1,150,000 81 (X) Xcel Energy $ 20,000 20,000 82 TOTAL FUNDING BY SOURCE $ 10,612,000 $ 2,777,000 $ 3,050,000 $ 1,825,000 $ 1,810,000 $ 1,150,000 83 84 SUMMARY PROJECTS 85 86 Recreation/Open Space Development $ 18,325,000 $ 450,000 $ 450,000 $ 16,050,000 $ 275,000 $ 1,100,000 87 Right of Way Improvements $ 73,060,000 23,680,000 6,480,000 5,000,000 2,600,000 35,300,000 88 Public Facilities $ 10,612,000 2,777,000 3,050,000 1,825,000 11810,000 1,150,000 89 TOTAL CAPITAL PROJECTS $ 101,997,000 $ 26,907,000 $ 9,980,000 $ 22,875,000 $ 4,685,000 $ 37,550,000 90 91 (B) G.O. Improvement Bonds $ 33,500,000 $ 9,000,000 $ - $ 4,500,000 $ 2,500,000 $ 17,500,000 92 (C) Hennepin County $ 16,000,000 - - - - 16,000,000 93 (F) Federal $ 7,000,000 7,000,000 - - - - 94 (M) Municipal State Aid $ 2,160,000 80,000 580,000 500,000 - 1,000,000 95 (0) Other Funding Source $ 23,200,000 7,600,000 - 15,600,000 - - 96 (OR) Other Recreation Funding $ 150,000 - - - - 150,000 97 (R) Special Revenue $ 2,575,000 450,000 450,000 450,000 275,000 950,000 98 (SB) State Bonding $ 5,600,000 - 5,600,000 - - - 99 (TL) Tax Levy $ 3,380,000 830,000 850,000 850,000 850,000 - 100 (TR) Three Rivers Park District $ 300,000 - 300,000 - - - 101 (U) User Fees $ 7,212,000 1,927,000 2,200,000 975,000 960,000 1,150,000 102 (X) Xcel Energy $ 920,000 20,000 100,000 800,000 103 TOTAL FUNDING SOURCES $ 101,997,000 $ 26,907,000 $ 9,980,000 $ 22,875,000 $ 4,685,000 $ 37,550,000 104 * Total CIP costs do not include any project costs reflected in the 2020 CIB. City of Richfield Key Financial Strategies Update 2020 Capital Improvement Budget/2021-2024 Capital Improvement Plan Proposed Utility Increases 2020 Budget Schedule Council • May 14- Goals • July 23-Objectives & direction on KFS, CIB/CIP & utility increases • Aug 27-Budget & Levy review • Sept 10 Adopt Budget & Preliminary Levy Staff • May/June-Department budgets • July -City Manager review • Incorporate Council direction (July 23) • Aug 15-Proposed budget to Council • Incorporate Council direction (Aug 27) Key Financial Strategies Update • Added the Ice Arena to 2020 budget (present to Council on Aug 13) • Added Wood Lake nature center (2023) and will develop funding plan in 2020 • Delayed most roadway projects by 1 year —Ph. 1 of 65thSt to 2021 to better align with The Hub development and combine with Ph. 2 Key Financial Strategies Update • Minor debt relief: 0 2020-$14k 0 2021-estimate $300k 0 2022-estimate $50k • Major debt relief: 0 2029-$520k 0 2030-$1.1 M • TIF's decertifying (net estimated taxes) • 2020-$248k ($123k IiRA) • 2026-$1.3M ($818k H RA) • 2027-$69k • 2029-$101 k • 2030-$287k ($142k HRA) Operatirn Bud(. -- Pressures • Cost of living increases are expected to be 3%, newer employees also get step increases, 5% • 10% health insurance increase • New GF staff positions to address increased demand for services & new programs • Personnel is 71 % of the GIF budget • Staff will make a full presentation Aug 27 Key Financial Strategies Update • Proposed levy is 4.9%, 10 year average is 4.24% • 3.11 % increase without the 2019A Debt (66thSt and Lyndale) • Estimated market value gain is 6.8%, including $44M in new construction. • Tax capacity rates estimated to decline slightly CAPITAL PROCESS • Projects are identified by city commissions and city departments. • Preliminary report is generated by the City Manager and presented to Planning Commission. • The Planning Commission reviews the projects based on the following consideration: ■The proposed project's conformance to the Comprehensive Plan. •CIB/CIP as recommended by the Planning Commission is returned to the City Manager. The City Manager then formalizes the CIB/CIP and includes it in the annual budget. TOTAL BUDGET &PROGRAM • Total 2020 Capital Improvement Budget $12,845,000 • Total 2021-2024 Capital Improvement Plan $101,997,000 Significant Projects •2020 — Year 6 of Six Year Mill & Overlay Project. Estimated Project Cost $19,500,000 •2020 — Final Year of 66thStreet Reconstruction. Estimated Project Cost $61,292,000 •2020 — Continuation of 77thStreet Underpass. Estimated Project Cost of $30,500,000 4020 — Ice Arena Refrigeration Project. Estimated Cost $3,680,000 Significant Projects 2020 — Year 2 Water Meter Upgrade. Estimated Cost $4,000,000. Spread Over 3 Years. 2021 — 65th Street Reconstruction. Estimated Project Cost $9,000,000 2023 — Wood Lake Nature Center Facility. Estimated Cost $15,600,000 2023-69thStreet Reconstruction. Estimated Cost $570007000 Significant Projects 2024-70thStreet Reconstruction. Estimated Cost $2)6007000 Beyond 2024 •76t" Street West Reconstruction - $5,300,000 •Humboldt Ave./Lakeshore Drive Reconstruction - $41000,000 •Nicollet Avenue Reconstruction - $13,000,000 •Penn Avenue Reconstruction - $13,000,000 Utility Fund - Water 2020 Proposed Rates (5% increase) 2019 2020 0-15 , 000 gals $3.90 0-15.000 gals $4.10 15,001-25,000 gals $4.69 15,001-25,000 gals $4.92 Over 25,000 gals $5.64 over 25,000 gals $5.2 2019 $10.00 2020 proposed $10.00 $113891849 -Cash Balance (June 2019) $1.9M Target 60% of accounts 25% of accounts 15% of accounts $3.000.000 $2,500,000 $2,000,00a $1.S00,o00 $1,000,000 $500,000 Water Fund Outlook Projecting 5% increases through 2029 2016 2017 2028 9 2019 Water Fund Cashf low 2021 2022 2023 2a24 2025 2026 2027 2028 2029 Cash Flow -Lower Target -Upper Target MINNEAPOLIS/Sl PAUL METRO AREA Blaine, MN# ■ $9.92 Woodbury, MN# ■ $9.96 Maple Grove, MN# $12.05 Eagan, MN# ■ $12.77 Plymouth, MN# $13.77 Rosemount, MN# M $14.60 Apple Valley, MN# $1511 Oakdale, MN# $1635 Ramsey, MN# $16.69 Coon Rapids, MN# $17.86 Chaska, MN# $17.86 Anoka, MN# $18.57 Minnetonka, MN# $18.95 Inver Grove Heights, MN# $18.95 Eden Prairie, MN# $19.50 Spring Lake Park, MN# $20.14 Shakopee, MN# $2083 Edina, MN# $2169 Mounds View, MN# $22.62 Fridley, MN# $22.64 5t. Louis Park, MN# $23A3 Wamnia, MN# $24.93 Mahtomedi, MN# $28.02 Richfield, MN# $28.05 Savage, MN# $29.21 Robbinsdale, MN# $29.86 Forest Lake, MN# $30.46 Maplewood, MN*-- $1273 Falcon Heights, MN*' $33.23 Roseville, MN*' $3356 Minneapolis, MN" $34.64 Arden Hills, MN*' $35.68 Columbia Heights, MN*' $38.55 MINNEAPOLIS/Sl PAUL METRO AREA GROUND WATER SYSTEMS REPORTING SOFTENING Eden Prairie, MN+ $195D Richfield, MN+ $28.05 IE Forest Lake, MN# $29.72 $0.00 $22.00 $44.00 $66,60 $0.00 $88.00 $22.00 $4400 $66.00 $88on TYPICAL MONTHLY RESIDENTIAL WATER UTILITY BILL ($) $110.00 $110 00 TYPICAL MONTHLY RESIDENTIAL WATER UTILITY BILL ($) Utilifv Fund - Wastewater 2020 Proposed Rate (5% increase) 201 5, 63 Per 1.000 sals �0 G 5. 91 Per 1.000 oats • $0.28/1,000 gallons increase • For typical household (7,500 gallons/quarter) the proposed sewer rate increase is approximately $2.10 per quarter / $8.40 annually. • 2020 MCES Charges - $2,550,770 (400 4.89%) $1,351,316 —Cash Balance (June 2019) $1-6M Target $1,800,000 $1,6DU,000 $1,4UD,UDO $1,200,D00 $1.UDD,ODO $8D0,D00 $6DU,000 $400,000 $2UU,DUU S Wastewater Fund Outlook Projecting 5% increases through 2029 Wastewater Fund Cashflow 2016 2017 2018 2019 2D2D 2021 2D22 2023 2024 2025 2026 2D27 2028 2029 Cash Balance —Lower Target —Upper Target MINNEAPOLIS/ST. PAUL METRO (Served by Metropolitan Council Environmental Services) Blaine, MN* $19.00 Rosemount, MN* $20.88 Maple Grove, MN* $21,27 Spring Lake Park, MN* $22.42 Eagan, MN* 122.78 Shakopee, MN* $23.63 Ramsey, MN* $24.8C Columbia Heights, MN* $24.97 Maplewood, MN* $2516 Apple Valley, MN* $25.7S Eden Prairie, MN* $26,10 Coon Rapids, MN` $27.40 St. Louis Park, MN* $2782 Roseville, MN* $2785 Woodbury, MN* $27.93 Falcon Heights, MN* $29.19 Inver Grove Heights, MN* $2944 Savage, Vi $29.61 Mounds View, MN* $29.63 Oakdale, MN* $29.74 Anoka, MN* $30.66 Plymouth, MN* $30.88 Edina, MN* $32.64 > Richfield, MN* $33.78 Forest Lake, MN* $34.08 Chaska, MN* $35.61 Fridley, MN* $36.50 Minnetonka, MN* $3738 Minneapolis, MN* $39.56 Robbinsdale, MN* $40A9 Waconia, MN* $4150 Arden Hills, MN* $50.63 Mahtomedi, MN* $S1.73 $0.00 $24.00 $48.00 $72.00 $96.00 $120.00 TYPICAL MONTHLY RESIDENTIAL WASTEWATER UTILITY BILL ($) Utilifv Fund - Stormwater 2020 Proposed Flat Rate orm Sewer Rates 7% • $1.33 increase per quarter / $5.32 annually Storm Sewer Rates 5% • $0.95 increase per quarter / $3.80 annually $2,047, 700— Cash Balance (June 2019) $1.91VI Target STORM Rate Studer @ 7 through 2024 then 3% $19.02 Quarterly (019) $ 0.35 Quarterly (0 0) Increase of 1.33 QTR or 5.3 Y 5tormwater Fund CashfIow $2,500,000 $2.000.a0a $1,500,000 $1.000,000 $500,000 S 2016 2017 2018 2019 2020 2021 2022 2023 2024 > Cash Balance —Lower Target —upper Target STORM @ 5% (70 0 only) then 7% through 2025 then $19.02 Quarterly (010) $10.97 Quarterly ( 0 0) Increase of $0.95 TR or 8.80/YR 5tormwater Fund CashfIow $2,500,000 $2.000.D00 $1,500,000 $1,000,000 $500,000 S 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Cash Balance —Lower Target —upper Target MINNEAPOLIS/Sl PAUL METRO Inver Grove Heights, MN $1.93 Oakdale, MN $2.17 Shakopee, MN $2.60 Blaine, MN $2.66 Fridley, MN $3.19 forest Lake, MN $3.34 Coon Rapids, MN $3.82 Columbia Heights, MN $3.95 Mounds View, MN $4.00 Anoka, MN $4.30 Roseville, MN M $4.56 Eden Prairie, MN $5.03 Arden Hills, MN $5.05 Ramsey, MN $s.32 Eagan, MN $5.78 Rosemount, MN $6.12 Richfield, MN $6.34 Savage, MN $6.42 Woodbury, MN $6.43 Apple Valley, MN $6.52 Plymouth, MN $6.86 Minnetonka, MN $7.08 St. Louis Park, MN $7.94 Falcon Heights, MN $8,11 Maplewood, MN $9.08 Mahtomedi, MN $9.38 Chaska, MN $9.79 Edina, MN $11.60 Robbinsdale, MN $11.66 Waconia, MN $12.65 Minneapolis, MN $1309 $0.00 $4.00 $8.00 $12.00 $16.00 $20.00 TYPICAL MONTHLY RESIDENTIAL STORMWATER UTILITY BILL ($) :Ah J:Jmmls ,4 44 7- 'Jig, a r