HomeMy WebLinkAbout2010 07-12 City Council Manager Workshop PacketAGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:15 P.M. Monday, July 12, 2010
Council Chambers, City Hall
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
1. Closed Session — Discussion With Attorney on Status of Litigation — Wiper's Recycling
2. Review of 2011 Budget
a. Presentation on 2011 Maplewood Community Center Budget
3. 2030 Comprehensive Plan Vision
E. NEW BUSINESS
F. ADJOURNMENT
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Workshop Agenda Item D1
Agenda Report
To: James W. Antonen, City Manager
From: Alan Kantrud, City Attorney
Date: July 6, 2010
RE: Discussion with Attorney on Status of Litigation — Wiper's Recycling
SUMMARY /RECOMMENDATION
The City Attorney would like to update the City Council on the status of the Wipers Recycling
litigation. As this is ongoing litigation, the City Attorney recommends that the discussion on this
item occurs during a closed session.
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Item D.2. a
AGENDA REPORT
Council Manager Workshop
TO: James Antonen, City Manager
FROM: Karen Guilfoile, City Clerk /Director Citizen Services
SUBJECT: Community Center Budget Discussion
DATE: July 1, 2010
0IIFLORO i
As part of the 2010 — 2011 budget cycle this report is provided as an update to provide the city council
information regarding the impact of cuts to the MCC 2010 budget and how those impacts will continue if
the 2011 budget remains the same as the 2010 approved budget.
Additionally, information is provided regarding cuts made to the proposed 2011 -2015 Capital
Improvement Plan (CIP) and how those cuts impact the operation and maintenance of the MCC.
2010 Budget
The MCC was directed to cut $165,303 from the approved 2010 budget. To date staff has come up
with $158,437 cuts. I have attached a copy of the proposed cuts so that Council can see the impact of
the cuts. I ask that you notice the full -time maintenance position that was not filled in the 2010 budget.
Along with this full -time position the MCC lost an additional 25 hours of a building custodial position that
replaced hours allocated to a vacant Public Works building maintenance position. Finally, the contract
with TSE, Inc. that had been in place since 1998 was not renewed in the 2007 budget. This contract
was roughly $30,000 annually and was for general cleaning of the building.
The reduction in Building Maintenance staff hours over the last three years has resulted in inadequate
cleaning and daily maintenance of the facility.
The MCC is in constant competition with surrounding communities and their facilities and what they
offer at their facilities. Staff is cognizant of this and is constantly offering new classes and programs
and special events that will appeal to the public. In order to remain competitive it is imperative to keep
the building up esthetically and in overall maintenance and repair.
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2011 -2015 CIP
Regarding the 2011 -2015 capital improvement requests, a significant number of projects were either
delayed or moved onto the unfunded list as shown below:
1. Delay Lap I Leisure Pool from 2011 &13 to 2012 & 2015
2. Delay Carpet from 2011 — 2013 to 2013 — 2015
3. Move the UVTS System to unfunded list
4. Delay Pool Sand Filter from 2012114 to 2014115
5. Delay Exercise Equipment from 2012 to 2013
6. Delay 3 new boilers from 2013 to 2015
7. Move 2n set of new boilers to unfunded list
8. Move Aquatic Lighting to unfunded list
It is important to note that continual delay of some of the repairs and maintenance items may eventually
become safety issues and be more costly when the repairs are made. For example #1 above is a
request for maintenance and repair work on the Lap and Leisure Pool area.
This request includes repair for the surface area of the Lap /Leisure pool that is called Diamond Bright
and replacement of the current permanent water toys.
Diamond Bright is like the surface of a road and deteriorates over time from exposure to water and
chemicals. Diamond Bright has a life expectancy of 10 years and is now in the 16 year. The surface
of the MCC lap and leisure pools is similar to what we are currently seeing with potholes in our roads.
The surface is slowing disintegrating and cracking and water is seeping between the layers which will
cause further damage and additional costs to repair if we continue to delay the project.
This request also includes the replacement of the permanent water toys. The "water toys" are
permanent metal fixtures that have been repaired multiple times due to the pipes rusting through in
places. We are consistently monitoring their condition due to the weakened metal and the potential
of the fixtures falling over.
Staff continues to request this item through the Capital Improvement Plan process and it continues to
be pushed out to a further date. This project alone is $168,000.
2011 Budget
Should the 2011 budget remain the same as the 2010, staff would be required to cut programs, classes
and possibly some events. The problem with doing this is when programs, classes and events are cut
it typically results in loss of memberships thus revenue dollars.
An alternative to be considered as a revenue source is leasing space in the building. On the flip side
doing so would also impact some of the current activities which may also result in loss of membership.
It may, however, be worth the gamble to try.
If the $165,303 cut from the original 2010 budget would be our 2011 budget, we would also continue to
limp along in the continual deterioration of the building. Since 2007, we have begun to gradually replace
our fitness and strength equipment that is 16 years old. This too would fall by the wayside.
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While we are generally able to budget for the majority of the maintenance and operation of the building
there must be room in the budget for unexpected items since there has never been a fund established
for building equipment replacement. While many items are foreseen and budgeted for each year,
following is a list of unbudgeted expenses that have risen so far in the 2010 budget:
$ 3,100 Thermodyne 3 way valve failure
5,028 Elevator pump motor failure
1,650 WhirlPool sand filter shell failure
2,963 Aquatic Chlorine Air Monitoring Sensor, Fresh Air Control to reduce chloramines
to improve indoor air quality. (Trying his before replacing UV units at $45,000 each.)
4,108 Trane Boiler Controller and SON communication card for controlling the heating boilers
and pumps operation that is failing
3,928 Replacement of failed concession freezer
20 777 Total to date
This information is submitted for discussion purposes for cuts to the 2010 budget, setting the 2011
budget and the 2011 -2015 CIP approval process.
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Agenda Item D3
MEMORANDUM
TO: James Antonen, City Manager
FROM: Michael Martin, AICP, Planner
DuWayne Konewko, Community Development and Parks Director
SUBJECT: 2030 Comprehensive Plan Update Vision
DATE: June 25, 2010
INTRODUCTION
The city council adopted the 2030 Comprehensive Plan on January 25, 2010. The
Metropolitan Council requires each city within the Twin Cities metro area to update its
plan every 10 years. The 2030 Comprehensive Plan is a large document that includes
eleven chapters each addressing a different issue related to land use, development,
infrastructure or the environment.
DISCUSSION
Since the plan's adoption, staff has been working on initiatives to implement the guiding
principles of the plan. The most obvious and visible implementation effort thus far has
been the zoning map updates, which are required by state statute. In addition to the
zoning updates, staff is working or will be working on efforts to further implement the
2030 Comprehensive Plan to achieve its economic, housing, environmental and urban
design goals.
Staff has started to work with the community design review board on creating a
vegetation guideline policy for the city. These guidelines will be used along priority
public right -of -ways to create a unique and identifiable sense of place for the city. In
addition, the community design review board has expressed an interest in working on
creating design districts in the city, which would build on several goals established within
the plan. This would work to help guide the urban design of neighborhoods as areas
develop and redevelop. Staff is working on developing a green building program which
will work to satisfy several urban design and environmental goals.
After the comprehensive planning process ended and the plan was adopted, the city
established the Maplewood area economic development authority and business and
economic development commission. The 2030 Comprehensive Plan contains several
economic development -type goals but there is no section dedicated to the area. Staff
will be starting to work with the business and economic development commission on
developing a chapter which would be amended to the plan. Staff envisions this chapter
to identify areas for future development. The chapter could also work to identify areas
with business concentrations that could be used to form districts. For instance, the
medical uses surrounding Saint John's Hospital form a quasi - health district in the city.
This chapter would help formalize that relationship and then could be used to help attract
future growth to this part of the city. A similar concept could be applied to the retail area
surrounding the Maplewood Mall.
The 2030 Comprehensive Plan included a sustainability chapter for the first time in the
city's history. A working group has been created to identify areas within city operations
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that could become more "sustainable." It is staffs goal to have sustainability play a role
in all city operations. The green building program mentioned earlier also works to bring
sustainability to the development and redevelopment of the city. The 2030
Comprehensive Plan was just the first step in establishing sustainability as a priority in
the city. Staff will continue to find ways to expand the role of sustainability in
Maplewood.
Staff wants to continue to do periodic check -ins with the council to ensure that the 2030
Comprehensive Plan remains a living document. It is staff's belief that when the plan
was adopted in January it did not complete the planning process but rather marked the
initiation of the next phase. The ideas and concepts presented above are just the first
steps in implementing the 2030 Comprehensive Plan. Staff intends to continue to work
with the city council and its recommending bodies to continually utilize and enact the
policies establishing by the comprehensive plan.
RECOMMENDATION
Please review the 2030 Comprehensive Plan in anticipation of the July 12, 2010
meeting. Staff will conduct a presentation on how it will be implementing the policies
and vision set forth by the 2030 Comprehensive Plan.
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