08 18 2026 CC Work Session PacketCITY OF MENDOTA HEIGHTS
CITY COUNCIL WORK SESSION MEETING AGENDA
August 18, 2026 at 4:30 PM
Mendota Heights City Hall, 1101 Victoria Curve, Mendota Heights
1.Call to Order
2.Discussion
a.2050 Comprehensive Plan Update - Staff Check-in
b.FY2027 Proposed Preliminary Budget Review
3.Adjourn
Alternative formats or auxiliary aids are available to individuals with disabilities upon request.
Please contact City Hall at 651-452-1850 or by emailing cityhall@mendotaheightsmn.gov.
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2.a
City Council Work Session Memo
MEETING DATE: August 18, 2026
TO: Mayor, City Council and City Administrator
FROM: Sarah Madden, Community Development Manager
SUBJECT: 2050 Comprehensive Plan Update - Staff Check-in
ACTION REQUEST:
The City Council is asked to provide direction to City staff.
BACKGROUND:
The Metropolitan Land Planning Act (§473) guides the Metropolitan Council's work to ensure
coordinated, equitable, and sustainable growth across the seven-county region. There are
several responsibilities outlined in statute that the Metropolitan Council must fulfill, including:
•Develop a Regional Development Guide for the metropolitan area.
•Adopt long-range comprehensive system plans for transportation, wastewater
treatment, parks, and water resources.
•Address regional water supply needs.
•Review comprehensive plans of local governmental units.
•Provide services for and assistance with comprehensive community planning.
All incorporated cities, counties, and townships within the seven-county metropolitan region
must prepare a comprehensive plan and update that plan every 10 years. The regional
planning process begins after the U.S. decennial census, using updated forecasts and local
plans to inform the region’s long-term vision. This timeline kicked off at the end of 2025, and
the City is required to submit their Comprehensive Plan to the Metropolitan Council by
December 31, 2028.
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There are system and policy plans for transportation, water, parks, and housing that
support Imagine 2050 (The Metropolitan Council's Comprehensive Plan/regional development
guide) and other Metropolitan Council efforts. These System Plans lay out needs and
opportunities with respect to Met Council’s services, provide guidance in managing systems,
and specify fiscal implications of these policies. They also provide the framework for our local
comprehensive plans and guide regional investments. System Statements are individualized
documents informing each community on how it is affected by the Metropolitan Council’s
policy plans for regional systems – transportation, aviation, water resources, and regional parks
and open space. As required by the Metropolitan Land Planning Act, they are intended to help
communities review and, if necessary, amend the comprehensive plan within three years of
receiving the system statement. Mendota Heights' 2025 System Statement is attached.
The City's 2040 Update to the Comprehensive Plan was a larger initiative and reimagining of
the Plan. Staff recommends that the 2050 Update serve as a targeted update to the minimum
requirements outlined in statute and the Metropolitan Council's guidelines. The City's curated
checklist for specific minimum requirements is attached. The minimum required plan elements
(chapters) include:
1. Land Use 6. Surface Water
2. Housing 7. Parks and Trails
3. Transportation 8. Climate
4. Wastewater 9. Natural Systems
5. Water Supply 10. Implementation
City Council Policy Direction:
Staff is in the process of writing a Request for Proposals (RFP) for a consultant to assist in the
preparation of our 2050 Comprehensive Plan Update. It is anticipated that this RFP will be
before the City Council for their approval at the September 1st regular City Council meeting.
To finalize some elements of this RFP, City staff is seeking direction from the City Council on
the following policy-level questions:
1.Would the City Council prefer an ad-hoc advisory committee be created for the
Comprehensive Plan Update, or would you like the Planning Commission to be
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the primary advisory group for this project?
2.Are there specific Public Engagement initiatives or strategies that the City Council
would prefer the consulting firm to utilize?
3.Are there any special topic areas that should be incorporated into the 2050
Comprehensive Plan in addition to the minimum required plan elements?
Ex: the 2040 Plan contains an Economic Development chapter.
ATTACHMENTS:
1.Mendota Heights 2025 System Statement
2.Minimum Requirements for Mendota Heights
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2025
SYSTEM
STATEMENT
MENDOTA HEIGHTSCITY OF
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2025 SYSTEMS STATEMENT
CITY OF MENDOTA HEIGHTS
Regional Development Plan Adoption
On February 12, 2025, the Met Council adopted Imagine 2050 as a comprehensive
development guide for the Twin Cities metro region. Imagine 2050 includes regional systems
plans, including the 2050 Transportation Policy Plan, the 2050 Water Policy Plan, the 2050
Regional Parks and Trails Policy Plan, and the 2050 Housing Policy Plan. The development
guide also outlines land use policies and community designations important for local
comprehensive planning updates.
The Metropolitan Council is now issuing systems statements pursuant to State statute.
Systems Statements
Metropolitan systems plans are long-range comprehensive plans for the regional systems –
transit, highways, and airports; wastewater services; and parks and open space – along with
the capital budgets for those systems. Systems statements explain the implications of
metropolitan system plans for each community in the region. They are intended to help
communities prepare or update their comprehensive plan, as required by the Metropolitan
Land Planning Act:
Within nine months after receiving a system statement for an amendment to a
metropolitan system plan, and within three years after receiving a system statement
issued in conjunction with the decennial review required under section 473.864,
subdivision 2, each affected local governmental unit shall review its comprehensive plan
to determine if an amendment is necessary to ensure continued conformity with
metropolitan system plans. If an amendment is necessary, the governmental unit shall
prepare the amendment and submit it to the council for review.
The system statement includes information specific to a community, including:
•community designation or designation(s)
•forecasted population, households, and employment through the year 2050
•guidance on appropriate densities to ensure that regional services and costly
regional infrastructure can be provided as efficiently as possible
•affordable housing need allocation.
In the following sections, this systems statement contains an overview of key changes and
updates to the policies and plans from the previous 2040 regional development guide and
specific system changes that affect your community:
•Transportation, including metropolitan highways, aviation, and transit
•Water Resources, including wastewater, surface water, and water supply planning
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•Regional parks and trails
Regional Development Guide
The development guide adopted in February 2025 reflects the vision and plans adopted by
communities for a prosperous, equitable, and resilient region with abundant opportunities for
all to live, work, play, and thrive.
Regional values are shared core beliefs or principles that guide the work of developing and
implementing Imagine 2050. The values build on those identified in Thrive MSP 2040 and
incorporate what we’ve learned over the last ten years as well as the common values
expressed by local governments and partners across the region. These values guide the Met
Council in building partnerships and developing policies and programs to support Imagine
2050.
The Met Council has endorsed the following goals for our region to achieve through our
policies, practices, programs, and partnerships:
•Our region is equitable and inclusive.
•Our communities are healthy and safe.
•Our region is dynamic and resilient.
•We lead on addressing climate change.
•We protect and restore natural systems.
Dispute Process
If your community disagrees with elements of this systems statement or has any questions
about the process, please contact your Sector Representative, Patrick Boylan, at 651-602-
1438, to review and discuss potential issues or concerns. The Council and local government
units and districts have usually resolved issues relating to the system statement through
discussion.
Request for Hearing
If a local governmental unit and the Met Council are unable to resolve disagreements over the
content of a system statement, the unit or district may, by resolution, request that a hearing be
conducted by the Met Council’s Land Use Advisory Committee or by the State Office of
Administrative Hearings to consider amendments to the system statement. According to
Minnesota Statutes section 473.857, the request shall be made by the local governmental unit
or school district within 60 days after receiving the system statement. If the Met Council does
not receive a hearing request within 60 days, the statement becomes final.
Next Steps in the Regional Planning Cycle
Receipt of this system statement and the metropolitan system plans triggers a community’s
obligation to review and amend its comprehensive plan by December 2028. Local
comprehensive plans and amendments will be reviewed by the Met Council for conformance to
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metropolitan system plans, consistency with Met Council policies, and compatibility with
adjacent and affected governmental units. Updated local comprehensive plans are due to the
Met Council for review by Dec. 31, 2028.
Forecasts
The Met Council uses the forecasts developed as part of Imagine 2050 to plan for regional
systems. Communities should base their planning work on these forecasts. Given the nature of
long-range forecasts and the planning timeline undertaken by most communities, the Met
Council will maintain on-going dialogue with communities to consider any changes in growth
that may have an impact on regional systems.
Imagine Forecasts for the City of Mendota Heights
2020 (actual) 2030 2040 2050
Population 11,744 11,800 12,300 12,900
Households 4,787 4,900 5,200 5,500
Employment 10,503 12,200 12,600 13,200
Housing Policy
The purpose of the Housing Policy Plan, adopted by the Metropolitan Council in February
2025, is to provide leadership and guidance on regional housing needs and challenges and to
support Imagine 2050. The Housing Policy Plan provides an integrated policy framework that
unifies our existing roles in housing and identifies opportunities to expand our role in
supporting safe, affordable and dignified housing in the region.
Consistent with state statute (Minn. Stat. 473.859, subd. 2(c) and subd. 4), cities and
townships must include a housing element and implementation program in their local
comprehensive plans that address existing and projected housing needs.
The Met Council has determined the regional need for low-income housing for the decade of
2031-2040 (see Appendix B in the Housing Policy Plan).
Based on regional forecasts, the regional need for future affordable housing units is 39,700.
Mendota Heights’ share of the region’s future need for low-income housing is 171 new units of
affordable housing. Of these new units, the need is for 96 affordable to households earning at
or below 30% of AMI, 75 affordable to households earning 31% to 50% of AMI, and 0
affordable to households earning 51% to 60% of AMI.
Affordable Housing Need Allocation for the City of Mendota Heights
Units
At or below 30% AMI 96
31 to 50% AMI 75
51 to 60% AMI 0
Total Units 171
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Future Affordable Housing Need allocations may be updated throughout the decade if local
projected sewered growth changes.
Mendota Heights should consult the complete Housing Policy Plan when preparing its local
comprehensive plan. In addition, Mendota should consult Imagine 2050 and the Local
Planning Handbook for specific requirements necessary for the housing element and housing
implementation programs of local comprehensive plans.
Climate Policy
In 2023, the State legislature amended the Metropolitan Land Planning Act (Minn Stat. §
473.859, subd. 2 and 7) to include new requirements that comprehensive plans address
climate mitigation and adaptation. In climate policy, mitigation strategies focus on minimizing
contributions to climate change through efficiency measures and reducing greenhouse gas
emissions. Adaptation strategies focus on how to change policies and practices to adjust to
ongoing and future impacts of climate change.
The Met Council will assist communities in addressing climate mitigation and adaptation
elements by providing communities with greenhouse gas inventories and technical assistance
for identifying appropriate strategies.
Community Designation
Community designations group jurisdictions with similar characteristics for the application of
regional policies. The Council uses community designations to guide regional growth and
development; establish land use expectations including overall development densities and
patterns; and outline the respective roles of the Council and individual communities, along with
strategies for planning for forecasted growth. If there are discrepancies between the Imagine
2050 Community Designations Map and the Community Designation map contained within this
systems statement, communities should follow the specific guidance contained in this
document. Imagine identifies the City of Mendota Heights with the community designation of
Suburban on the Community Designation map.
Suburban areas are primarily residential, featuring auto-oriented, medium-density housing
developments. Many Suburban jurisdictions have a downtown or core area with a more urban
development pattern, reflecting their initial phase of development; however, all of these
municipalities experienced most of their growth in the 1980s and early 1990s. This has
resulted in an overall development pattern of expansive subdivisions that prioritize vehicle
access and exhibit limited intersection density, which affects the efficiency of public transit.
Many Suburban areas also feature park-and-ride facilities to enhance connectivity to larger
transit networks, supporting commuter needs. Unlike Urban and Urban Edge cities, these
jurisdictions often include small amounts of undeveloped land, providing opportunities for
future development or green space conservation. Additionally, as the last of their greenfield
areas are developed and their earlier developments age, these municipalities are experiencing
opportunities for infill and redevelopment, often at higher densities than the prevailing
development pattern. As these areas continue to grow, they face challenges such as rising
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surface temperatures and strains on local water supplies, emphasizing the importance of
integrated resource management strategies.
Specific strategies for Mendota can be found on your Community Page in the Local Planning
Handbook.
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2025 SYSTEM STATEMENT INTRODUCTION 6
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2050 TRANSPORTATION SYSTEM STATEMENT
CITY OF MENDOTA HEIGHTS
Transportation Policy Plan Overview
The 2050 Transportation Policy Plan (TPP) is the metropolitan system plan for transportation—
including highways, transit, bicycle, pedestrian, freight, aviation, and travel demand
management—to which local comprehensive plans must conform. It also includes regional
transportation objectives, supporting policies and actions, and regional performance measures.
The full TPP can be found at the following url:
https://imagine2050.metrocouncil.org/chapters/transportation.
This system statement summarizes the regional systems and any significant changes to them,
other important regional transportation considerations, and changes made to the 2050 TPP
since the 2040 TPP was adopted in 2015. Additionally, this system statement highlights those
elements of the system plan that apply to your community. The TPP incorporates the policy
direction and the new 2050 socioeconomic forecasts adopted by the Met Council in the
regional development guide, Imagine 2050, and extends the planning horizon from 2040 to
2050.
Federal and State Requirements
The TPP meets both state requirements outlined in statute for a metropolitan system plan, and
federal requirements as a fiscally constrained long-range investment plan for surface
transportation. As the region has recently received a significant number of new and increased
sources of transportation revenue, the 2050 TPP does not include an increased revenue
scenario, but it does include additional opportunities for investment. The plan also continues to
assume competitive transportation funding (e.g., state and federal discretionary programs like
INFRA and Corridors of Commerce) will be sought and amended into the plan as awarded.
Under the Metropolitan Land Planning Act, local comprehensive plans are expected to conform
to the projects currently identified as funded in the fiscally constrained plan, which is the official
metropolitan system plan. The additional opportunities for investment may be identified
separately in local plans as unfunded proposals.
Federal requirements also call for metropolitan transportation plans to be performance based,
so the TPP includes objectives, policies, and actions for the regional transportation system.
These objectives, policies, and actions guide the Met Council and regional partners in planning
and investment in the surface transportation system.
In addition to reviewing this system statement, consult the TPP to ensure that your
community’s local comprehensive plan and plan amendments conform to the metropolitan
transportation system plan. Communities should also review the Imagine 2050 Land Use
Policy for land use considerations near certain transportation infrastructure. The format of this
plan is different than past TPPs. The plan is no longer separated by chapter, rather each
modal plan is distinguished from each other as individual investment or system plans. If the
Met Council has a role in the funding of a regional system, the plan is identified as an
2025 SYSTEM STATEMENT TRANSPORTATION 7
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investment plan. If not, then it is identified as a system plan. There is no appendix in the 2050
TPP, supporting documentation is combined directly with the specific investment or system
plan and identified as support documentation.
2050 Transportation Policy Plan Regional Systems
Adopted by the Met Council in February 2025, the TPP identifies the regional transportation
systems, regional transportation objectives and policies, and other regional transportation
issues communities should consider when producing their own comprehensive plans. This
section will cover descriptions of each system and key changes made to these systems.
Regional Transportation Policies and Actions
In addition to identifying regional systems and investment needs, the TPP includes a set of
policies and related actions to guide investments, planning and priorities for the regional
transportation system. The policies and actions cover many topics including safety, highway
planning priorities, complete streets, non-motorized transportation, equity, climate and natural
systems. Communities are encouraged to incorporate regional policies in their local plans.
Regional Highway System
The Metropolitan Highway System is made up of principal arterials, shown in Figure 1 of the
Highway Investment Plan and included with this system statement. This system is federally
known as the National Highway System. The Metropolitan Highway System is a vital element
of the regional transportation system; while minor arterials are lower order roadways that
provide connectivity and relieve congestion in the principal arterial system. Principal and minor
arterials combined represent the Regional Highway System.
Key Changes from the 2040 TPP
•A major shift from the previous TPP is that potential new revenues are no longer
considered a means to resolve unmet needs on the system. The 2050 TPP does not
have a current and increased revenue scenario as a result. Instead, it identifies funded
projects in the fiscally constrained plan and additional opportunities beyond what is
funded. Multiple studies completed since the 2040 TPP identified additional
opportunities for investment, shown in figures 8 and 10.
•The 2050 TPP identifies highway investments in five major categories:
o Safety: Figure 7 in the Highway Investment Plan shows regionally significant
safety investments.
o Spot mobility: Figure 8 in the Highway Investment Plan shows funded regionally
significant spot mobility projects alongside identified additional opportunities for
investment.
o Interchanges: Figure 9 in the Highway Investment Plan shows funded and
planned regionally significant interchange investments.
o Managed lanes: Figure 10 in the Highway Investment Plan shows the existing,
under construction and planned E-ZPass system. It also includes managed lane
corridors which are identified as additional opportunities for investment.
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o Targeted regional capacity: Figure 11 in the Highway Investment Plan shows
funded and planned regionally significant highway capacity investments. It also
includes potential future capacity enhancements identified in studies.
•Modifications were made to the 2050 TPP that removed appendix naming found in
previous plans and reworks previous chapters. Support documents for the Highway
Investment Plan include Functional Classification, Preliminary Interchange Approval
Process, and Congestion Management Process. The project list appendix item is now a
separate section of the TPP, titled Long Range Highway and Transit Capital Project
List. This updated list identifies projects from 2025 to 2050.
Regional Transit System
The regional transit system comprises the region’s transitways, regular route bus services,
demand response services, transit centers and park and rides, and transit advantages. This
system is operated by six different service providers in the region. The COVID-19 pandemic
upended transit, and some services vary dramatically from pre-pandemic levels. Many routes
were suspended in the region and are still in the process of restructuring.
Key Changes from the 2040 TPP
•A major shift from the previous TPP is from new revenues raised to fill budget gaps in
the system. A new source of revenue for transit was created in 2023 to fund operations
and maintenance for the region. Similar to highways, the Transit Investment Plan no
longer contains a current and increased revenue scenario. The projects shown in the
2050 TPP are those in the fiscally constrained plan. Additional opportunities for
investment are also identified in the plan and these may be incorporated into local
comprehensive plans.
•Several transitways have been implemented and opened and additional transitways
have been identified in the region. Multiple arterial bus rapid transit (BRT) routes are
completed and operational, while more alignments have been identified in studies for
future implementation. The Transit Investment Plan identifies investments planned to be
implemented in the 2050 TPP:
o Two light rail extensions (Green Line Extension, Blue Line Extension)
o Two dedicated BRT routes (Gold Line, Purple Line)
o Five arterial BRT routes (B Line, E Line, F Line, G Line, H Line)
•Modifications were made to the 2050 TPP that removed appendix naming found in
previous plans and reworks previous chapters. Support documents for the Transit
Investment Plan include Transit Design and Performance Guidelines.
Regional Aviation System
The regional aviation system includes Minneapolis-Saint Paul International Airport, eight
publicly owned regional airports, and two privately owned seaplane bases. These regional
airports are owned and operated by the Metropolitan Airports Commission (MAC) and local
communities.
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Key Changes from the 2040 TPP
•The MAC completed an update to the Long-Term Comprehensive Plan (LTCP) for the
Minneapolis-Saint Paul International Airport in 2024. This update moves the planning
horizon to 2040 with new operation forecasts, anticipated noise impacts and capital
project needs.
•The Aviation System Plan now identifies all facilities beyond regional airports with
aviation activity. These facilities may be incorporated into and considered in local
planning. Aviation appendix items of the TPP are now included as a single support
document titled Aviation Supporting Information.
Regional Bicycle System
The regional bicycle system is identified through the Regional Bicycle Transportation Network
(RBTN). It is made up of alignments and corridors. Corridors are shown where more specific
alignments within those corridors have not yet been designated. The process used to develop
the RBTN, the general principles and analysis factors used in its development, and studies
done to analyze and update the network can be found in the Bicycle Investment Plan. The
RBTN was established in the 2040 TPP to achieve the following goals:
•Establish an integrated and seamless network of on-street bikeways and off-road trails.
•Provide the vision for a “backbone” arterial network to serve daily bicycle trips by
connecting regional destinations and local bicycle networks.
•Encourage cities, counties, park agencies, and the state to plan and implement future
bikeways in support of the network vision.
The RBTN also incorporates regional bicycle barriers which are established in the TPP as the
region’s most significant physical barriers to everyday bicycle travel. These barriers include
freeways and expressways, railroad corridors, and secondary rivers and streams. They were
developed and analyzed through the Regional Bicycle Barrier Study. The barriers are included
on the Regional Bicycle Barriers Map.
Key Changes from 2040 TPP
•The RBTN has been refined and expanded since it was first implemented in the 2040
TPP. Requests from local governments to add and revise RBTN corridors and
alignments prompted the Regional Bicycle Guidelines and Measures Study, which
developed specific measures to review updates and requests from local agencies.
•The RBTN undergoes a formal update of alignments and corridors about every two
years. The next formal update will take place in 2025 prior to the 2026 Regional
Solicitation.
Regional Freight System
The regional freight system includes interconnecting transportation modes, some of which are
unique to freight and some which overlap with passenger travel modes. There are five distinct
modes of freight transportation: highway trucks, railroads, river barges, air freight, and
pipelines. Combined with intermodal or warehouse/distribution terminals and supporting
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infrastructure, these modes of transportation comprise the regional freight system, known as
the Metropolitan Freight System.
Key Changes from 2040 TPP
•E-commerce has become an increasingly important segment of freight movements and
deliveries of goods to homes. The Urban Freight Distribution Study focused on e-
commerce trends and impacts or opportunities of last-mile parcel deliveries in regional
communities. The study notes that as urban deliveries become more common, local
communities are encouraged to create curb management policies, consider delivery
needs in their complete streets planning and identify microhubs for last-mile parcel
distribution.
Pedestrian System
The Met Council coordinates with local partners on pedestrian issues and trends, and aids in
funding for pedestrian needs.
Key Changes from 2040 TPP
•In the previous TPP pedestrian and bicycle travel were combined into one chapter and
discussed together. The pedestrian system is now discussed and considered as an
independent investment section.
•To address rising pedestrian danger on our streets, the Met Council developed the
Pedestrian Safety Action Plan in 2022. It includes analysis of crash trends in the region,
recommended actions to increase pedestrian safety, and a weighted crash score on
every road to aid in future safety planning and project prioritization. Communities are
encouraged to incorporate the plan’s findings into the pedestrian elements of their
comprehensive plans.
Travel Demand Management
Travel demand management (TDM) is the application of strategies, programs, and policies to
increase the efficiency of transportation systems by reducing travel demand, or redistributing
this demand in space or in time. These initiatives are intended to inspire new travel habits to
support infrastructure investments while reducing the demand for personal vehicle trips.
Key Changes from 2040 TPP
•TDM has its own dedicated investment plan and discussion in the 2050 TPP. The
section identifies key regional partners in TDM as well as their roles and responsibilities.
Local communities are being asked to discuss how they include travel demand
management strategies in their local plans, since some of them have relationships to
land use controls and ordinances.
•The Met Council conducted the Regional Travel Demand Management Study in 2023. It
concluded with the Regional Travel Demand Management Action Plan. The action plan
outlines structure for a regional TDM program to implement strategies, programs, and
incentives to change travel behaviors and reduce single-occupant vehicle trips, vehicle-
miles traveled, and greenhouse gas emissions. The action plan is summarized in the
2050 TPP Travel Demand Management Investment Plan.
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System Plan Considerations Affecting Your Community
Your community should consult the complete TPP in preparing your local comprehensive plan.
In addition, your community should consult Imagine 2050 and the current version of the Met
Council’s Local Planning Handbook (LPH) for specific comprehensive plan requirements.
Specific system plan considerations affecting your community are detailed below.
Regional Highway System
There are principal arterials located within your community: Interstate 35E, Trunk Highway 55,
and Trunk Highway 62.
The TPP includes programmed safety investments in your community, these investments can
be seen on this system statement and in Figure 7. Communities should incorporate these
investments in your local plans and consider local planning to support these investments on
your local system.
Regional Transit System
Your community is located within the following Transit Market Areas: TMA 3 and TMA 4.
•TMA 3: Mainly lower density Urban Edge and Suburban communities. It is characterized
by lower density and less transit-supportive street networks and land use but with some
pockets of denser development. Transit service in this market area includes suburban
local routes, express and commuter service, and non-regular route transit services,
usually dial-a-ride, providing basic transportation access.
•TMA 4: Mostly Suburban Edge communities along with portions of Suburban
communities. It is characterized by low population and job densities that do not support
frequent local transit service and a spread out, often circuitous, street network that
hinders efficient routing. Transit service in Market Area 4 is mainly peak-period express
and commuter service at park-and- rides which can effectively gather the lower density
transit demand into one spot. There are some suburban local routes, including suburb-
to-suburb connectors, although service is typically very infrequent. Non-regular route
transit, usually dial-a-ride, is generally available.
Your community is located within the Transit Capital Levy District.
Regional Aviation System
All communities must include an aviation element in the transportation sections of their
comprehensive plans. The degree of aviation planning and development considerations that
need to be included in the comprehensive plan varies by community. Even those communities
not impacted directly by an airport have a responsibility to include airspace protection in their
comprehensive plan. The protection element should include potential hazards to air navigation
including electronic interference. Local comprehensive plans can also begin to consider other
aviation uses which do not take place at airports, like drones.
Your community is within the influence area of Downtown St Paul Airport. The LTCP for this
airport is shown in the Aviation Supporting Information document of the TPP. The full
Downtown St Paul Airport LTCP can be found here. The St Paul Downtown LTCP has not
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been updated since the TPP Aviation System Plan was last updated in 2020, but it is planned
to be updated and amended into the TPP in 2026.
Your community is within the influence area of MSP International Airport. The LTCP for this
airport is shown in the Aviation Supporting Information document of the TPP. The full MSP
International Airport LTCP can be found here. The MSP International Airport LTCP has been
updated since the TPP Aviation System Plan was last updated in 2020
Communities influenced by airports should review the LTCP(s) to ensure that the updated
comprehensive plan developed by the community remains consistent with the airport plans.
Consult the LPH for specific comprehensive planning requirements and considerations such as
airport zoning, noise and other environmental mitigation, airport development and economic
impacts, ground access needs, infrastructure requirements, and general land use compatibility.
Local communities should also consider other facilities which may generate aviation activity,
such as heliports or private air facilities. To see all aviation facilities in the region including
those that are not defined as a part of the regional aviation system, refer to Figure 6 of the
Aviation System Plan.
Regional Bicycle Planning
The RBTN is depicted on Figure 2 of the Bicycle Investment Plan. The network consists of Tier
1 and Tier 2 corridors and alignments. These are not intended to be the only bicycle facilities in
the region. Local units should also include local network plans in their communities.
In your community there are 8 RBTN corridors and alignments. Your community should
incorporate the RBTN map within your local bicycle plan maps and use your comprehensive
planning process to identify suitable alignments within and along the RBTN corridors for future
incorporation into the TPP. In addition, agencies should plan their local on and off-road
bikeway networks to connect to the designated Tier 1 and Tier 2 alignments, as well as any
new network alignments within RBTN corridors to be proposed in local comprehensive plans.
Bikeway projects that complete segments of, or connect to, the RBTN are given priority for
federal transportation funds through the Transportation Advisory Board’s biannual regional
solicitation.
In your community there are one or more identified bicycle barrier crossings. Please review the
Regional Bicycle Barriers Online Map to determine which regional bicycle barriers and
prioritized barrier crossing improvement locations are in your community. The tiered crossing
improvement locations are used as one alternative criterion in the Regional Solicitation to
distribute federal transportation funds. Communities are encouraged to analyze and address
the need for new bicycle barrier crossings or improved bicycle facilities at existing barrier
crossings.
Regional Freight Planning
The Met Council encourages all local governments to plan for freight movement in their
communities. Trucks are the major mode of freight movement in the region and across the
nation to distribute consumer goods as well as move manufactured goods and commodities,
and they operate in every community.
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The Metropolitan Freight System and the National Highway Freight Network are shown in
Figures 1 and 5 of the Freight Investment Plan, respectively. The following regional freight
facilities are in your community: Interstate 35E. These networks and facilities should be
incorporated into your local comprehensive plan. The local plan should also plan for
compatible adjacent land uses, consider last-mile freight delivery needs and curb management
strategies for local deliveries, if applicable. Refer to the Urban Freight Distribution Study for
specific guidance on how to consider e-commerce and local deliveries on the local
transportation system.
Other Transportation Policy Plan Considerations
Pedestrian Planning
The Met Council encourages local governments to address pedestrian needs for transportation
in their local comprehensive plans. An adopted pedestrian, active transportation, or multimodal
plan can be included as an addendum to or in addition to the comprehensive plan. This
planning should also include ensuring your local community has a current Americans with
Disabilities Act (ADA) self-evaluation that covers the public rights-of-way for transportation.
Agencies with 50 or more employees must also have an adopted ADA transition plan, not just
a self-evaluation.
Travel Demand Management
The Met Council encourages local governments to address travel demand management needs
for areas which experience traffic congestion. Your community is served by: Metro Transit
Commuter Programs. Local governments should identify the transportation management
organization which serves their community and describe any policies, ordinances, practices or
programs in place which would aid in regional TDM work in their local comprehensive plans.
Greenhouse Gas Emissions
State law directs the Minnesota Department of Transportation to establish targets to meet
greenhouse gas (GHG) emissions reduction for the seven-county metro region to reach net-
zero emissions in the transportation sector by 2050. Your community must include plans or
strategies to limit GHG emissions on the surface transportation system in your comprehensive
plan to meet the designated regional targets.
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2025 WATER RESOURCES SYSTEM STATEMENT
CITY OF MENDOTA HEIGHTS
Water Policy Plan Overview
The 2050 Water Policy Plan includes policies and strategies to achieve four objectives that
support our regional goals:
•CLIMATE: The region’s waters and water services are protected from and made
resilient to the ongoing and future effects of climate change.
•INVESTMENTS: Water protection, planning, management, and infrastructure
investments are optimized to ensure public and ecosystem health are fully protected
now and for future generations.
•HEALTH: Natural waters, source waters, water services, and infrastructure are
managed, restored, and enhanced to protect public and ecosystem health that ensures
a high quality of life in the region.
•EQUITY: The benefits of clean and abundant water and water services are defined by
local needs and environmental context, accessible, and justly shared by all residents
and communities.
These objectives help to protect our region’s groundwater and surface water, ensure the
sustainability of water sources and utility service providers, support public and ecosystem
health, and promote a thriving economy, sound development decisions, and a high quality of
life for all who call this region home.
The Water Policy Plan strives to generate innovative actions, including water reuse, resource
recovery, and nature-based approaches, that have multiple benefits at both the local and
regional scales. Additionally, the plan includes policies and strategies to address the impacts
of climate change, equitable access to water benefits, and water sector workforce concerns.
The region has a strong history of water planning and management, and the 2050 Water
Policy Plan continues this tradition. It progresses our organization and the region to ensure
clean and abundant water for current and future generations.
Key Concepts
Adopted by the Metropolitan Council in February 2025, the 2050 Water Policy Plan - including
the regional water policies, Wastewater System Plan, and the Metro Area Water Supply Plan -
outline the conditions for regional wastewater service, surface water management, and water
supply planning. Local comprehensive plans shall conform to these conditions. The Policy Plan
incorporates the following changes:
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Integrated Planning (next steps)
The Water Policy Plan is a guide for managing wastewater, water supply, surface waters, and
groundwater. It takes an integrated approach to water planning and management from local to
federal and Tribal levels, which helps to ensure a clean and plentiful water future. Water
planning organizations need to work together to address issues that transcend political
boundaries to achieve holistic water management.
Subregional Approach to Planning
The Met Council is committed to continuing and broadening the subregional approach to
integrated water planning. Subregional groups will be expanded to include stakeholders from
Tribal Nations, state agencies, county planning staff, municipal public works and planning staff,
watershed organizations, non-governmental organizations, and others who want to participate
in discussions about localized, integrated water concerns.
Water Equity
The Water Policy Plan prioritizes equitable access to clean water and water services,
especially for historically marginalized communities. Reaching these outcomes requires
initiatives such as prioritizing investments in overburdened communities, addressing historical
harms, creating accessible information and communications, and including diverse
perspectives of community members in water planning and management decisions.
Climate and Natural Systems
The Water Policy Plan includes climate and natural systems objectives, policies, and
actions, which guide the Met Council and communities to employ approaches that lead
to sustainable water and water services. This includes building water resiliency, limiting
risks, and benefiting a growing and a thriving economy through convening partners, new
tools and technologies, water conservation and protection efforts, and water planning
and technical assistance.
Considerations Affecting Your Community
Regional Sewer Service
The treatment of wastewater is foundational to ensure public health and protect the region’s
natural environments. Reclamation of water and byproducts from the wastewater treatment
process can help our region meet sustainability and climate goals. To operate and steward the
regional wastewater system, it is essential for the Met Council to understand local conditions,
identify current and future needs, and take innovative approaches to address the region’s
water sustainability challenges.
Local governments are required to submit both a wastewater plan element to their
comprehensive plan and a comprehensive sewer plan describing service needs from the Met
Council (Minnesota Statutes 473.513). A complete list of requirements for the comprehensive
sewer plan, depending on wastewater service methods in your community, can be found in the
Water Resources section of the Local Planning Handbook.
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Forecasts
The forecasts of population, households, employment, and wastewater flows for Mendota
Heights can be found on your Community Page in the Local Planning Handbook. These
forecasts are for sewered development. The sewered forecasts were estimated using Met
Council’s census block forecast data, individual and communal sewage treatment system data,
Sewer Availability Charge (SAC) data, annual city reports, current trends, existing and future
local wastewater service areas and other municipal information. The wastewater flows are
based on historical wastewater flow data, future wastewater generation rates, and the sewered
population and employment forecast data.
The Met Council will use these growth and wastewater flow forecasts to plan future regional
wastewater conveyance and treatment system improvements needed to serve your
community.
Mendota Heights, through its comprehensive planning process, must decide the location and
staging of development, and then plan and design its local wastewater collection system to
serve this development.
Wastewater Service
Metropolitan Council Environmental Services (Environmental Services) designs, constructs,
and operates the regional wastewater system (Metropolitan Disposal System): a publicly
owned system of regional sanitary sewers and water resource recovery facilities (wastewater
treatment plants), for the conveyance, treatment and disposal of domestic waste, industrial
waste and other waste from residential, commercial, institutional, and industrial users in the
metropolitan area. The regional wastewater system currently serves 111 communities and
through its work it protects public health, protects the environment, and fosters the economic
growth of the seven-county Twin Cities Metropolitan Area.
A Regional Sanitary Sewer System map is provided to assist in the completion of your
community’s comprehensive sewer plan. The map shows Environmental Services’ wastewater
infrastructure located within your community’s boundaries, if your community is provided
regional wastewater service.
A complete list of items required for inclusion in your community’s comprehensive sewer plan,
depending on wastewater service methods in your community, can be found in the Local
Planning Handbook. A comprehensive plan will be found incomplete for review if all submittal
requirements are not met.
If your community has multiple methods of wastewater service (including regional service, local
(municipal) wastewater treatment system, private communal systems, and/or subsurface
sewage treatment systems), review the information in each corresponding section and refer to
the Local Planning Handbook for a complete list of requirements that must be included in the
comprehensive sewer plan for these systems. We strongly encourage you to include this
information in a water chapter of your comprehensive plan.
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Areas Served by the Regional System
Current wastewater treatment services are provided to the City by Environmental Services.
Wastewater generated within the City is conveyed by Met Council Interceptors 1-MH-401 and
1-MH-405 and treated at the Metropolitan Water Resource Recovery Facility in St. Paul.
Regional Inflow and Infiltration Program
The Met Council is continuing implementation of its inflow and infiltration (I/I) reduction
program and will continue to establish I/I goals for all communities discharging wastewater to
the regional wastewater system. Communities that have excessive I/I in their sanitary sewer
systems will be required to eliminate the excessive I/I. Those communities will be required to
submit a work plan that details work activities to identify and eliminate I/I sources from both
municipal and private sources. The Met Council will not design future regional sanitary sewer
improvements or water resource recovery facilities to handle peak hourly flows in excess of the
allowable rate for your community. Increases in service may be limited in communities that do
not demonstrate progress in reducing excess I/I.
Two grant programs are currently available for communities with excessive I/I in their sanitary
sewer systems: The Municipal Inflow and Infiltration Grant Program and the Private Property
Inflow and Infiltration Grant Program. It is recommended that communities review these
programs and determine if participation fits into their I/I work plan. The Municipal Inflow and
Infiltration Grant Program is based on annual legislative action and funding amount and
availability may vary year to year.
Areas Served by Local Wastewater Treatment System
The requirements of this element do not apply because Mendota Heights does not have a local
wastewater treatment system.
Areas Served by Private Communal Treatment Systems and/or Subsurface
Sewage Treatment Systems
The Met Council’s position is that private communal wastewater treatment systems should only
be permitted in areas not programmed for regional sewer service in the foreseeable future and
they are provided for in a community’s comprehensive plan. The community is responsible for
permitting all private communal or cluster wastewater treatment systems consistent with
current Minnesota Pollution Control Agency standards (Minnesota Rules Chapter 7080-7083).
The Met Council will not provide financial support to assist communities if these systems fail.
Communities with individual subsurface sewage treatment systems (SSTS), commonly known
as septic systems, must adopt a management program consistent with current Minnesota
Pollution Control Agency regulations (Minnesota Rules Chapter 7080-7083). A description of
the management plan and current SSTS ordinance must be included in the community’s
comprehensive sewer plan.
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Surface Water Management
The metro region consists of hundreds of miles of rivers, streams, thousands of acres of
wetlands, and nearly a thousand lakes. These surface waters define our region. They are
where we play, exercise, find peace, and celebrate with friends and family. They support the
region’s ecosystems and biodiversity. They provide drinking water for the region’s residents
and energy for industry. They are critical transportation corridors and places to recreate,
fueling local economies. Yet these waters are threatened by complex issues like ongoing
pollution stress, climate change, and unsustainable development pressures. Comprehensive
community planning includes surface water planning to ensure the region’s residents,
businesses, and ecosystems can benefit from clean and abundant water.
In 1995, Minnesota Statutes Section 473.859, subd. 2 was amended to make the local water
plan (often referred to as local surface water management plans) required by Section 103B.
235 a part of the land use plan of the local comprehensive plan. Minnesota Rules Chapter
8410, updated in July of 2015, includes the requirements for local water management plans.
All communities in the metro region must update their local water plan between Jan. 1, 2027
and Dec. 31, 2028. This means that Mendota Heights must update its local water plan as part
of the comprehensive plan update. The community’s updated local water plan should be
submitted to the Met Council for its review concurrent with the review by the local watershed
management organizations.
The Surface Water Features map shows the watershed management organizations, Lower
Minnesota River WD and Lower Mississippi River WMO, that have jurisdiction in Mendota
Heights.
Failure to have an updated local water plan approved by your watershed management
organizations will result in the comprehensive plan being incomplete for review. Local water
plans shall be submitted to the Met Council for review in the timeframe described above,
comments are sent from the Met Council to the appropriate watersheds for inclusion in their
review and approval of the plan, and finally the plan is approved by the appropriate
watersheds.
Local water plans must meet the requirements for local water plans in Minnesota Statutes,
section 103B.235 and Minnesota Rules Chapter 8410. In general, local water plans need to
include a summary of the priorities and problems in the community; structural, nonstructural
and programmatic actions to take to address the priorities and problems; and clearly identified
funding mechanisms to fix the problems.
More detailed guidance for the local water plans can be found in Appendix A of the 2050 Water
Policy Plan and in the Met Council’s current Local Planning Handbook.
Priority Waters List
The Met Council updated its Priority Waters List (formerly Priority Lakes List) in July 2022. This
new version includes rivers, lakes, and streams. With more than 950 lakes and hundreds of
miles of rivers and streams in the region, waterbodies needed to be prioritized to adequately
dedicate staff and financial resources. The Met Council uses the Priority Waters List to focus
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its limited resources. The list is also used in the environmental review process. The Surface
Water Features map and Priority Waters List table show the priority waters for Mendota
Heights .
When using this Priority Waters List, for projects near a specific waterbody, we recommend
you connect with local residents to understand how they value and interact with the waterbody.
The Twin Cities region is home to many diverse communities with different cultural and
personal relationships to water, so it’s important to incorporate those perspectives in addition
to the Priority Waters List when working on local-scale projects. Communities should identify
the Priority Waters and the projects and/or programs that will protect or restore these waters.
The Water Contamination and Impaired Waters map includes any water bodies that are on the
Minnesota Pollution Control Agency’s 303d Impaired Waters List.
Table of Priority Waters for the City of Mendota Heights
Waterbody Type Name DNR Lake ID DNR Kittle Number
Lake Gun Club 19007800 ---
River/stream Minnesota River --- M-055
Water Supply
Water supply is not a regional system. However, water supply information is required for local
comprehensive plan updates to meet statutory requirements and for consistency with regional
policy.
To ensure that there is a safe and plentiful supply of water–for a wide range of residential,
commercial, institutional, industrial, recreational, and other purposes–it is important to make
sure local water supply sources, infrastructure, and planned investments are aligned with
planned land use changes.
The Met Council recognizes the local responsibility and authority for water supply planning.
However, a regional perspective is also valuable, because the effects of local water supply
decisions do not stop at community boundaries. The Met Council provides regional planning,
guidance, and resources to support communities and help safeguard our shared water
resources.
Water supply plan-related requirements generally include:
•Clearly identifying the locations of water sources and amount of water that is currently
used and is planned to be used for things like agriculture, homes, businesses,
industries, and other public and private purposes. This includes areas that affect those
water sources, such as source water protection areas.
•Creating a program for how to implement local rules and regulations about water
supply, including when and how these rules will be developed, adopted, and
administered.
Communities served by a municipal community public water supply system must fulfill part of
these requirements by attaching a local water supply plan approved by the Minnesota
Department of Natural Resources as an appendix to the comprehensive plan.
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The Water Supply Considerations map illustrates some key content for your community,
including Drinking Water Supply Management Areas, Special Well and Boring Construction
Areas, and Priority Waters qualifying as drinking water sources.
We strongly encourage you to include any required information that isn’t in the local water
supply plan—such as source water protection and privately-owned wells—in a water chapter of
your comprehensive plan.
A customized checklist of minimum requirements for your community is included in the Local
Planning Handbook, along with resources to help you meet and go beyond minimum
requirements.
Source Water Protection
Your comprehensive plan should consider water use (including water supply sources) as part
of land use planning, to promote land use practices and development decisions that protect
public health for your community and the region. Include information about the location of both
groundwater and surface water source water protection areas and their vulnerability for all
community public drinking water source(s) within your community’s borders and associated
contaminant threats. Also include a commitment to collaborate with neighbors on source water
protection, when applicable.
Privately-Owned Wells and Nonmunicipal Public Water Supply Systems
Your comprehensive plan should include information about the current and planned use and
management strategies for privately-owned wells and nonmunicipal public water supply
systems, because people, institutions, and businesses in your community use those sources
for a wide range of agricultural, residential, commercial, industrial and/or other nonmunicipal
purposes.
If a new municipal community public water supply system is planned by 2050, a water chapter
of the updated comprehensive plan should include details about the planned system.
Municipal Community Public Water Supply Systems
Water Supply System Information
Because people, institutions, and businesses in your community get water through a municipal
community public water supply system, you must include information about that system and an
implementation program in your comprehensive plans, to demonstrate the availability of clean,
safe drinking water to meet projected water demand consistent with the Met Council’s
forecasts.
The Minnesota Department of Natural Resources (DNR)-approved local water supply plan for
the municipal public water supplier providing service to your community must be attached as
an appendix to the comprehensive plan. To ensure that the DNR-approved local water supply
plan is consistent with regional policies and is compatible with adjacent and affected
governmental units, you should provide the Met Council and adjacent and affected jurisdictions
with the opportunity to review and comment on your draft local water supply plan update.
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Failure to include an updated local water supply plan approved by the DNR will result in the
comprehensive plan being incomplete for review until the required plan is submitted to the Met
Council.
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Water Contamination and Impaired Waters
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REGIONAL PARKS AND TRAILS SYSTEM
STATEMENT
CITY OF MENDOTA HEIGHTS
Overview of the Regional Parks and Trails System
The Regional Parks and Trails System includes 66 regional parks, park reserves, and special features,
plus more than 487 miles of regional trails that showcase the unique landscapes of the region and
provide year-round recreation. The Regional Parks and Trails System is well-loved by our region’s
residents and attracted over 69 million visits in 2023.
The organizational structure of the Regional Parks and Trails System is unique, built upon a strong
partnership between the Met Council and the ten regional park implementing agencies that own and
operate Regional Parks and Trails System units. The regional park implementing agencies are:
Anoka County Ramsey County
City of Bloomington City of Saint Paul
Carver County Scott County
Dakota County Three Rivers Park District
Minneapolis Park and Recreation Board Washington County
The 2050 Regional Parks and Trails Policy Plan advances the Imagine 2050 regional goals and core
values including Equity, Leadership, Accountability, and Stewardship by striving to:
•Foster equity and belonging: Connect people with nature, community, and cultural
landscapes to better support their physical, mental, and emotional well-being
•Take care of what we have: Reinvest in existing regional parks and trails to maintain and
enhance visitor experiences
•Protect and restore: Protect and restore natural systems to safeguard the well-being of all
living things
•Adapt and mitigate: Increase the region’s resilience to climate change through land
stewardship practices that mitigate greenhouse gases and adapt to future climates
•Meet future needs: Meet the growing demand for regional parks and trails through strategic
and timely land acquisition and development.
Key Concepts in the 2050 Regional Parks and Trails Policy Plan
The 2050 Regional Parks and Trails Policy Plan includes the following policies, each with specific
associated strategies:
•System Plan policy: Maintain a robust and current set of data, maps, plans, processes, and
applications to support regional parks and trails planning.
•Natural Systems policy: Identify lands with high-quality natural features and/or with high
restoration potential that are desirable for Regional Parks and Trails System activities and put
these lands in a protected status so they will be available for recreational uses and preservation
purposes in perpetuity.
•Climate Resilience policy: Adapt and enhance the Regional Parks and Trails System to
promote resilience to climate change, including the mitigation of greenhouse gas emissions.
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•Planning policy: Promote long-range planning and help provide integrated resource planning
across jurisdictions in order to create a seamless system that connects everyone to the
outdoors.
•System Protection policy: Protect public investments in acquisition and development by
assuring that every component in the system is able to fully carry out its designated role.
•Recreation, Facilities, and Programming policy: Foster a sense of belonging by providing a
wide spectrum of leisure and play opportunities while connecting people, places, and the natural
world.
•Finance policy: The Met Council administers, provides financial oversight, and collaborates
with a range of partners to fund the ten regional park implementing agencies in support of the
Regional Parks and Trails System.
The 2050 Regional Parks and Trails Policy Plan is the metropolitan system plan for regional recreation
open space with which local comprehensive plans must conform. This system statement highlights the
elements of the system plan which apply specifically to your community. Find the complete text of the
2050 Regional Parks and Trails Policy Plan at the following url:
https://imagine2050.metrocouncil.org/chapters/regional-parks-and-trails.
Key Changes in the 2050 Regional Parks and Trails Policy Plan
Adopted by the Met Council in February 2025, the 2050 Regional Parks and Trails Policy Plan
incorporates the following changes:
•Unit name changesoAnoka County
“Northwest Search Area” changed to “Sugar Hills Search Area”
o Dakota County
“Lebanon Hills-Big Rivers Greenway Trail Search Corridor” changed to “Lebanon
Hills-Minnesota River Greenway Trail Search Corridor”
“Lebanon Hills-Mendota Greenway Regional Trail, Highway 62 segment”
changed to “Lebanon Hills Greenway Regional Trail”o Scott County
“Scott West Regional Trail” changed to “Big Woods Regional Trail”
“Minnesota River Bluffs Extension and Scott County Connection Regional Trail”
changed to “Merriam Junction Regional Trail”
“Louisville Trail Search Corridor” changed to “Merriam Junction Regional Trail”
Portion of “Southern Scott Trail Search Corridor” changed to “Shallow Waters
Regional Trail”
•Trail refinements
o Three Rivers Park District’s Dakota Rail Regional Trail Search Corridor Extension
moving the trail terminus from Highway 494 to Minnetonka City HalloThree Rivers Park District is transferring a portion of the Lake Minnetonka Regional Trail
to Carver County
•Future 2028/2029 system additions process candidatesoRamsey County’s Rice Creek North Regional Trail Boundary Adjustment adding 2,407
acres to the current 792 acres at the former Twin Cities Army Ammunition Plant
o Three Rivers Park District’s 5.5-mile West Minnehaha Creek Trail Corridor Study AreaoDakota County’s 58-acre Thompson County Park Study Area in West St. Paul serving
the outdoor recreational needs of the more than 50,000 residents who live in the
northern portion of Dakota County
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The 2050 Regional Parks and Trails System Plan Map is depicted in Figure 1. Mendota Heights should
consult the complete 2050 Regional Parks and Trails Policy Plan in preparing its local comprehensive
plan. In addition, your community should consult Imagine 2050 and the current version of the Met
Council’s Local Planning Handbook for specific comprehensive plan requirements.
2050 Regional Parks and Trails System Units
The Regional Parks and Trails System comprises four main types of units: regional parks, park
reserves, special features and regional trails.
•Regional parks contain a diversity of natural features, either naturally occurring or restored,
and are typically 200-500 acres in size. Regional parks accommodate a variety of outdoor
recreation activities. In 2024, a total of 46 regional parks are open to the public.
•Park reserves, like regional parks, provide for a diversity of outdoor recreation activities. One
major distinguishing feature is that the minimum size for a park reserve is 1,000 acres.
Additionally, regional park implementing agencies are required to manage at least 80% of the
park reserve as natural lands that protect the ecological functions of the native landscape. As of
2024, a total of 12 park reserves were open to the public.
•Special features provide opportunities not generally found in the regional parks, park reserves,
or trail corridors. Special features often require a unique managing or programming effort. As of
2024, there are eight special features open to the public.
•Regional trails: The Met Council has defined two major types of trails to serve the region:
destination or greenway trails and linking trails. Destination or greenway trails typically follow
along corridors with high-quality natural features that make the trail itself a destination. Linking
trails are predominately intended to provide connections between various Regional Parks and
Trails System units. As of 2024, 56 regional trails totaling approximately 487 miles were open
for public use.
2050 Regional Parks and Trails System Components
The 2050 Regional Parks and Trails Policy Plan identifies five components which together comprise the
vision for the Regional Parks and Trails System in 2050, as described below.
•Existing Regional Parks and Trails System facilities are open for public use and include land
that is owned by regional park implementing agencies. They may include inholding parcels
within the boundaries of these parks and trail corridors that have not yet been acquired. Existing
regional trails may include planned segments that will be developed in the future.
•Planned Regional Parks and Trails System facilities (not yet open to the public) have a
Council-approved long-range plan and may be in stages of acquisition and development but are
not yet open for public use.
•Regional Parks and Trails System boundary adjustments include general areas identified as
potential additions to existing Regional Parks and Trails System facilities to add recreational
opportunities or protect natural resources. Specific adjustments to park or trail corridor
boundaries have not yet been planned.
•Regional Park and Special Feature search areas include general areas for future regional
parks and special features to meet the recreational needs of the region by 2050 where the
regional park boundary has not yet been planned.
•Regional trail search corridors include proposed regional trails to provide connections
between Regional Parks and Trails System facilities where the trail alignment has not yet been
planned.
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System Plan Considerations Affecting Your Community
The following Regional Parks and Trails System Components within Mendota Heights are identified in
the 2050 Regional Parks and Trails Policy Plan:
Regional Trails
•Big Rivers Regional Trail: This is an existing regional trail that is open to the public. The
regional trail travels through Mendota, Lilydale, and Eagan as it connects the planned
Minnesota River Greenway Regional Trail and Lilydale-Harriet Island & Cherokee Heights
Regional Park. The regional trail alignment as shown in Figure 2 should be acknowledged in the
comprehensive plan.
•Mendota-Lebanon Hills Greenway Regional Trail: This is a regional trail that includes
segments that are open to the public as well as planned segments that will be developed in the
future. The regional trail travels through Mendota Heights, Inver Grove Heights, and Eagan as it
connects River to River Regional Trail, Veterans Memorial Greenway Regional Trail, and
Lebanon Hills Regional Park. The regional trail alignment as shown in Figure 2 should be
acknowledged in the comprehensive plan.
•River to River Greenway Regional Trail: This is a regional trail that includes segments that
are open to the public as well as planned segments that will be developed in the future. The
regional trail travels through Lilydale, Mendota Heights, West St. Paul and South St. Paul as it
connects Big Rivers Regional Trail, Mendota-Lebanon Hills Greenway Regional Trail, and
Mississippi River Greenway Regional Trail. The regional trail alignment as shown in Figure 2
should be acknowledged in the comprehensive plan.
Please contact Dakota County for more information regarding Regional Parks and Trails System
Components in Mendota Heights.
State or Federal Lands in Your Community
State and federal park and open space units that provide outdoor recreation opportunities and natural
resource conservation for the public complement the Regional Parks and Trails System and are
recognized in the 2050 Regional Parks and Trails Policy Plan. The following state or federal lands as
shown in Figure 2 are within Mendota Heights and should be acknowledged in its comprehensive plan.
•Fort Snelling State Park – Minnesota Department of Natural Resources
Please contact the Minnesota Department of Natural Resources for more information about State
lands.
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2050 Comprehensive Plan Minimum Requirements Checklist
Mendota Heights
This document comprises the minimum requirements each community must
address in its local comprehensive plan to align with the Metropolitan Land Planning
Act and regional policies. It serves as both a planning reference and a submission
checklist to ensure all required elements are included.
Each section corresponds with a Plan Element webpage in the Local Planning
Handbook. Requirements may change, so always refer to the website for the latest
information. During the plan review, additional details may be requested by Technical
Review staff for clarity and accuracy.
How to use this checklist
The number in the first column is a unique reference identifier for each requirement.
You may notice gaps in the numbering sequence; that simply indicates certain
requirements in the full regional list do not apply to your community (for example, if a
community is fully developed or lacks a relevant system).
Use the final column to record where, by page or section, each applicable
requirement is addressed in your comprehensive plan. Providing these cross-
references at submission will help expedite the Metropolitan Council’s review and
reduce follow-up requests. If you have any questions, please contact your Sector
Representative.
Required Plan Elements:
1.Land Use
2.Housing
3.Transportation
4.Wastewater
5.Water Supply
6.Surface Water
7.Parks and Trails
8.Climate
9.Natural Systems
10.Implementation
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Land Use Pg #
Forecasts and Community Designations
1 Include a table of forecasted population, households, and employment for 2030, 2040,
and 2050, consistent with the Met Council’s forecasts.
2 Met Council forecasts must be used consistently throughout your entire comprehensive
plan.
2.1 Your transportation plan needs to utilize allocated forecasts to transportation
analysis zones (TAZs) as published by the Met Council.
2.2 Your water and wastewater plans need to reflect forecasts to plan for urban
services.
2.3 Your land use plan must reflect and accommodate your forecasts.
3 Include a map acknowledging your regional Community Designation(s) and state the
overall density expectations for your Community Designation(s).
Existing Land Use
4 Provide an Existing Land Use Map with a land use legend.
4.1 Show existing regional parks, park reserves, and special features with a land use of
“Park” (or your equivalent) on your Existing Land Use Map.
5 Provide an Existing Land Use Table. Calculate total acres and percent of total acres for
each land use category.
6 Land uses categories on the map and in the table, as well as any text references must all
be consistent with one another.
Future Land Use Plan
7 Each Comprehensive Plan must contain a Future Land Use Plan which is consistent with
the Met Council’s forecasts of population, households, and employment and identify
sufficient land supply to support your community’s forecasted growth. Planned land uses
must be realistically marketable within the planning period, focusing on plausibility and
long-term viability.
8 The information developed in the land use plan must carry over to other elements of the
comprehensive plan. The areas and densities in the land use plan must be consistent
across elements including:
• forecasted growth
• wastewater
•water resources
• housing
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•transportation
9 Include a description of each land use category which includes:
9.1 Allowed uses and a general description of each use and its purpose.
9.2 Minimum and maximum densities (“the allowable density range”) for all categories
that allow residential uses. (Zero is not an acceptable minimum. The maximum
value must be a whole number). The allowable density range must be inclusive of
any density bonus permitted by the underlying zoning districts.
9.3 Narrative descriptions of land use categories must be consistent with the land use
table and map.
9.4 For residential land use categories within the MUSA which include the use type of
single family detached, at least one additional use type must be permitted, which
may include, but is not limited to; Accessory Dwelling Units (ADUs), Attached
Single-Family Housing, Duplex, Triplex, Apartments, etc.
10 Provide a Future Land Use Map and land use legend which includes all land use
categories and is consistent with the land use descriptions and land use table.
10.1 Identify all areas guided to support forecasted growth within the planning period on
the Future Land Use Map.
10.2 Acknowledge Council-approved long-range plan boundaries of regional parks, park
reserves, and special features by guiding the properties with a land use of “Park”
(or your equivalent) on your Future Land Use Map.
10.3 Identify areas enrolled or eligible for enrollment within the Metropolitan Agricultural
Preserves program on the Future Land Use Map using an agricultural land use
designation with a maximum density of 1 unit per 40 acres, as required for program
eligibility in state law.
11 Provide a Future Land Use table which includes:
11.1 All land use categories, consistent with the Future Land Use table and map.
11.2 Total net acres of all future land uses. Exclude wetlands and natural water bodies,
public parks and open space, arterial road rights-of-way, and areas protected from
development by local plans and ordinances (i.e. steep slopes, wetland buffers) from
area calculations.
11.3 Total net acres and percent of total net acres planned to support forecasted growth
for each land use category in each 10-year planning period (2030, 2040, and
2050).
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11.4 Minimum and maximum densities (“the allowable density range”) for all categories
that allow residential uses.
11.5 For each “mixed use” category, define an expected share of individual land uses
and identify the permitted density range for residential uses. For example, Mixed
Use Downtown might have an expectation of 30% commercial, 40% office, and
30% residential with a density of 10-15 units per acre
11.6 The planned minimum net residential density must meet the community
designation(s) minimum density requirements within each planning decade.
Density Expectations: Urban Service Area and Rural Centers
12 Provide a table which Identifies land supply guided to support forecasted growth for each
10-year planning period (2030, 2040, and 2050).
12.1 The planned minimum net residential density must meet the community
designation(s) minimum density requirements within each planning decade (2030,
2040, and 2050).
12.2 For each residential land use category identified to support forecasted growth;
•Identify the density range for each residential land use category, which must be
consistent with the Future Land Use Table.
•Use the lowest allowed residential density from land use ranges in your
calculations. For example, a land use that permits a density range of 7-10 units per
acre must use 7 units per acre in all density calculations for this land use. This
ensures that even at the lowest permitted density, the community will be developing
at densities that meet overall density expectations.
•For each “mixed use” category, define an expected share of individual land uses
and identify the permitted density range for residential uses. For example, Mixed
Use Downtown might have an expectation of 30% commercial, 40% office, and
30% residential with a density of 10-15 units per acre. Utilize only the planned
residential acreage for your calculation.
12.3 Provide the net developable acreage for each residential land use category
identified to support forecasted growth for each planning decade (2030, 2040, and
2050). Exclude wetlands and natural water bodies, public parks and open space,
arterial road rights-of-way, and areas protected from development by local plans
and ordinances (i.e. steep slopes, wetland buffers) from area calculations.
Staged Development
17 Identify potential local infrastructure impacts for each 10-year increment and demonstrate
that the municipality is capable of providing services and facilities that accommodate its
planned growth.
17.1 The proposed staging plan or development phasing must be consistent with the
distribution of sewered and unsewered growth identified in your community’s Local
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Sewer Plan.
17.2 The proposed staging plan or development phasing must support and be consistent
with your community’s allocation of the region’s Future Affordable Housing Need for
2031 - 2040.
Redevelopment and Infill
18 Identify policies that encourage redevelopment and infill in areas with existing
infrastructure and/or transit access where applicable.
19 Specify in the capital improvement plan the timing and sequence of local public facilities
updates, fiscal devices or official controls that will facilitate redevelopment in accordance
with the plan.
20 Identify and map the land areas that are available or likely to be available for
redevelopment, infill development, or new development in your community.
Redevelopment and infill areas need to be mapped when those areas are being used to
meet density and forecast requirements.
21 Provide a table of those areas identified that includes future land uses, acreages, density
ranges, and total residential units in 10-year increments. Estimate the timing of
development for areas that are uncertain or do not have plans in process.
22 Communities proposing an addition to the MUSA must demonstrate that the proposed
addition meets the following criteria:
22.1 Requests must meet system conformance requirements and maintain consistency
with regional policies and goals.
22.2 The proposed additions must demonstrate a need for additional land supply,
including the need for a change to adopted forecasts. The Met Council will review
requests to ensure a 20-year rolling land supply considering both regional and local
market demand.
22.3 For local governments already served by regional wastewater services, planned
sewer-serviced densities must be consistent with regional density policy for the
applicable community designation, including existing planned densities and the
planned densities for the new area to be served.
22.4 Any previous conditions related to Met Council authorization of comprehensive plan
or plan amendments must be fulfilled and program participation (Plat Monitoring
program, building permit survey, etc.) must be current and complete.
22.5 Past performance must meet density expectations. The Met Council will consider a
shorter look-back period for performance and/or measure performance against
rules in place at the time.
22.6 When calculating land capacity, the following will be excluded: publicly protected
areas, water bodies, wetlands, steep slopes, areas with limited depth to bedrock,
areas with limited depth to water table, and areas protected by public
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ownership/easements.
Adjacent to Unincorporated Areas or with Orderly Annexation Agreements
23 Plan to accommodate growth only in areas within your municipal boundaries unless an
orderly annexation agreement (OAA) authorizes another jurisdiction to assume planning
authority.
24 Orderly annexation agreements must encompass the planning horizon and identify
needed updates that occur within the planning period.
24.1 If an adopted OAA terminates prior to the end of the planning horizon, additional
land supply within the jurisdictional authority of the local government may need to
be identified to accommodate forecasted growth or the Met Council may consider a
forecast adjustment.
25 Map stages of development in 10-year increments (existing, 2030, 2040, and 2050).
26 Provide a table of staged development in 10-year increments. The table must include
future land uses, area in acres, density ranges, and total residential units by each 10-year
time increment.
Community Composition
27 Provide a detailed demographic profile, identifying the representation of Black, American
Indian, Asian and Latine residents, non-English speakers, youth, older adults, and
individuals with disabilities in your community.
28 The demographic profile needs to include the number of households below the 200%
poverty threshold and percent of households without vehicle access.
29 Identify community engagement efforts implemented in the creation of the Comprehensive
Plan. Highlight efforts that were made to collaborate with underrepresented populations in
the planning process. (Black, American Indian, people of color, youth, older adults,
renters, etc.)
Historic and Cultural Assets
30 Identify historic and cultural assets in the community (except where Federal and State
policies protect the confidentiality of sensitive sites, such as American Indian burial
mounds). Specify any assets that are formally designated at the local level, at the state
level by the State Historic Preservation Office (SHPO), or at the federal level by the US
Department of the Interior.
31 Identify policies to protect and preserve the community’s historic and cultural assets.
Aggregate Resources
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32 Identify if aggregate resources are present (or not) within the jurisdiction’s staging areas
for new development.
33 If aggregate resources are present:
33.1 Provide a map showing the location of aggregate resources as mapped in
Minnesota Geological Survey Information Circular No. 46.
33.2 Identify your goals, intentions, and priorities concerning aggregate resources.
Provide for aggregate resource extraction prior to development where viable
deposits remain accessible and the extraction would not conflict with other
established priorities (i.e. preserving natural systems, protecting highly vulnerable
Drinking Water Supply Management Areas, etc.).
33.3 Include strategies needed to implement the identified aggregate resources policies.
Solar Resource Protection & Development
34 Include a policy or policies relating to the protection and development of access to direct
sunlight for solar energy systems.
35 Include strategies needed to implement the policy or policies.
Drinking Water Supply Management Areas (DWSMA)
36 Identify if surface water or groundwater Drinking Water Supply Management Areas
(DWSMA) are located within the community.
37 If DWSMA are present:
37.1 Provide a map of all DWSMA indicated their location and vulnerability.
37.2 Include land use goals and policies to protect water quality and prevent overuse of
source waters due to development, especially in highly vulnerable DWSMAs. Refer
to existing source water protection plans, the water chapter of the comprehensive
plan, or other areas as relevant.
37.3 Include strategies needed to implement the identified policies.
Mississippi River Critical Corridor Area Plans (MRCCA)
38 If the local government is incorporating the approved MRCCA plan, and not changing it,
the following requirements and procedures apply. The draft 2050 comp plan
acknowledges the existing DNR-approved MRCCA plan as an element in the 2050 plan
by including the existing DNR-approved plan as:
•a “MRCCA” chapter in the 2050 plan, or
•an appendix to the 2050 plan, and referencing the DNR-approved MRCCA plan in the
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2050 plan with language similar to:
“The MRCCA plan adopted on xx/xx/xxxx and approved by the DNR on xx/xx/xxxx (is
included in this chapter/section or in Appendix X). This MRCCA plan continues as the
policy document guiding development in the MRCCA under Minnesota Statutes Chapter
116G and Minnesota Rules Chapter 6106.”
39 If the LGU proposes amendments, the following requirements and procedures apply.
LGUs must follow these requirements for a complete submission:
•LGUs must submit the existing DNR-approved MRCCA plan as a Word document.
•All changes must be shown using track changes
•All changes must be explained using the comment feature in Word.
•MRCCA plan amendments submitted as PDF documents or plans that do not show the
proposed amendments with explanatory comments will be returned as incomplete.
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Housing Pg #
Existing Housing Needs
1 Complete an existing housing assessment including:
1.1 Provide the following information on existing local conditions:
• The total number of housing units.
• The number of rental housing units affordable to households with incomes at or
below 30% area median income (AMI), between 31-50% AMI, between 51-60% AMI,
and 61% AMI or greater.
• The number of ownership and co-operative housing units affordable to households
with incomes at or below 50% AMI, between 51-60% AMI, between 61-80% AMI,
between 81-115% AMI, and 116% AMI or greater.
• The share of housing units by detached townhomes, accessory dwelling units
(ADU's), manufactured housing, attached townhomes, 2-4 unit multifamily, and 5 unit
or larger multifamily housing.
• The number of households with incomes at or below 30% AMI, between 31-50%
AMI, between 51-60% AMI and between 61-80% AMI.
• The number of households that are experiencing housing cost burden with incomes
at or below 30% AMI, between 31-50% AMI, between 51-60% AMI, and between 61-
80% AMI.
• The share of households experiencing housing cost burden by racial/ethnic group.
• The homeownership rate by racial/ethnic group.
• The number of affordability-restricted housing units. Include the breakout of units by
restriction when possible such as: housing for people 55 and older, housing for
people with disabilities, and high priority homeless units.
• Include the number of low-income affordable ownership housing units needed.
1.2 Include a map of subsidized housing units.
2 Complete a narrative analysis of existing housing needs. At a minimum, address the
components of the existing housing assessment within the context of your city or township.
Plans consistent with Met Council policy will clearly identify existing housing needs and
priorities for the city or township. The existing housing assessment includes data at various
levels of affordability, therefore, the needs should be identified within levels of affordability
when applicable. In addition to the needs identified through the existing housing
assessment, a complete narrative will consider the following:
2.1 Providing affordable housing opportunities that are accessible to households of
varying abilities.
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2.2 Maintenance and preservation of unsubsidized affordable housing.
2.3 Households at risk of losing housing and/or experiencing housing instability.
Projected Housing Needs
3 Discuss how the land use plan addresses the future housing need for your forecasted
growth.
4 Acknowledge the need for affordable housing units that are age-restricted and/or offer
supportive services for older people.
5 Acknowledge your city or township's 2031-2040 allocation of future affordable housing
need at three levels of affordability: 30% AMI or less, 31-50% AMI and 51-60% AMI
6 Guide residential land at densities sufficient to create opportunities for affordable housing
using one of the following options:
6.1 Option 1: Guide sufficient land at minimum residential densities of 10 units/acre to
support your city or township's total allocation of future affordable housing need for
2031-2040
6.2 Option 2: Guide sufficient land at minimum residential densities of:
• 12 units/acre to support your city or township's 2031-2040 allocation of future
affordable housing need at 30% AMI or less.
• 8 units/acre to support your city or township's allocation of future affordable housing
need at 31-60% AMI. This combines your city or township's allocation of 31-50% AMI
and 51-60% AMI.
• A city or township that chooses Option 2 and has a demonstrated history of
creating 51-60% AMI affordable units at densities lower than 8 units/acre, may guide
land at lower minimum densities (as low as 4-8 units/acre) to meet only the 51-60%
AMI allocation of future affordable housing need.
Housing Implementation Plan
7 Identify the top three existing housing needs for the city or township and include a
description of how these needs were selected as the top housing needs for the city or
township. Describe the tools (public programs, fiscal devices, and/or other specific actions)
that will be used to meet the top three existing housing needs identified. Include in what
circumstances and in what sequence they will be used.
• A list of accepted tools is provided. However, this list is not exhaustive. Local
governments are strongly encouraged to include any additional tools at their disposal when
identifying how they will address these housing needs.
8 Describe the tools (public programs, fiscal devices, and/or other specific actions) that your
local government will consider using to meet all other existing and projected housing needs
identified in the housing element of your comprehensive plan. Include in what
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circumstances and in what sequence they would be used.
• Plans consistent with Met Council policy will clearly and directly link identified needs to
available tools.
• A list of accepted tools is provided. However, this list is not exhaustive. Local
governments are strongly encouraged to include any additional tools at their disposal when
identifying how they will address their housing needs.
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Transportation Pg #
Roadways
1 Describe and Map the Roadway Functional Classification in your community. Include
identification of all classifications in your community including:
•Principal Arterials
•Minor Arterials
•Major Collectors
•Minor Collectors
•Local roadways
2 Include the following information on the Principal and Minor Arterial functional
classification systems:
2.1 Describe and map the existing and proposed number of traffic lanes
2.2 Describe and map the existing and projected traffic volumes
2.3 Describe and map the following funded and planned investments outlined in the
Imagine 2050 TPP Highway Investment Plan (planned projects are within the 2050
fiscally constrained plan). The vision and under study managed lane projects and
vision targeted regional capacity projects are not required to be added, but their
inclusion should be considered general guidance.
-Figure 9: Regional Mobility Investments: Interchanges
-Figure 10. Regional Mobility Investments: Managed Lanes
-Figure 11. Regional Mobility Investments: Targeted Regional Capacity
2.4 Incorporate and describe recommendations from any corridor studies and identify
any opportunities to complete or update existing corridor studies documented as
priority tiered intersection locations in the Intersection Mobility and Safey Study.
3 Include a safety analysis that includes an analysis of crash trends, data and safety needs
by mode and crash severity from the most recent 5 years of available data to prioritize
future investments to reduce deaths and serious injuries using a Safe Systems Approach.
Identify any high priority transportation corridors and locations in your community to
reduce fatalities and serious injuries. Reference any existing local safety plans like Safe
Streets and Roads for All action plans or county road safety plans in local planning, when
applicable.
Transit
4 Identify, describe and map your local community's identified transit market area(s). Include
a discussion of your community’s relationship with the transit market area(s).
5 Identify, describe and map the transit system located in your community. Include the
following features:
•Local transit services and demand response (including dial-a-ride, mircrotransit) services
•The existing and planned transit centers and park and rides
•The existing and planned transit advantages
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6 Identify areas of known planned transit service expansion, working with transit provider(s)
and identify desired transit expansion corridors or areas based on community land use
plan.
7 Describe and address multimodal access needs to transit services within your community.
•Include a description of pedestrian access routes to transitway stations, local bus stops
and other transit facilities. This may be included in the transit element or in the pedestrian
element of the plan.
Biking
10 Describe and map the full local existing and planned bike network. Ensure networks are
coordinated across jurisdictions. Include the following information:
10.1 Identify local bikeway connections to transit facilities.
10.2 Describe plans, strategies or policies to address connectivity gaps in the bike
network that improve accessibility and safety.
11 Describe and map RBTN within your community including the following:
11.1 Show all tier 1 and tier 2 RBTN corridors and alignments
11.2 Show the relationships between the RBTN and local bike network including all
existing and planned connections
11.3 Include locations of regional destinations as shown on the RBTN map within your
community. Include any locally identified activity centers in your community.
11.4 Review RBTN corridors to determine whether there is an existing or planned
bicycle facility alignment you want to designate as the RBTN alignment (to replace
the corridor). Describe and map the existing and/or planned bike facility
alignment(s) proposed for RBTN designation as a dashed line. (It is recommended
to contact Met Council MTS prior to including in the draft Comp Plan.)
12 Describe and map regional bicycle barriers (i.e., freeways, railroad corridors, rivers and
streams) and discuss how to address the need to provide new or improved crossings of
regional bicycle barriers.
Pedestrian
13 Include a full pedestrian element of your local transportation element of the
comprehensive plan. Include the following:
13.1 Community pedestrian system needs in a manner that responds to your community
designation.
13.2 Describe plans, strategies or policies to address connectivity gaps in the pedestrian
network that improve accessibility and safety. Identify if Safe Routes to School
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plans have been done for schools in the community.
13.3 Map the existing pedestrian network.
13.4 Identify and map locally developed pedestrian priority networks or areas, if
applicable.
Freight
14 Identify and map railways, barge facilities and truck or intermodal freight terminals within
your community (see designated freight nodes on the Metropolitan Freight System map.
Include other important nodes that may generate freight movement, such as industrial
parks, warehouses or distribution centers and large shopping areas.
15 If available from MnDOT or other sources, include heavy commercial annual average
truck volumes on the Principal Arterial and Minor Arterial network within your community.
Link to MnDOT AADT app
16 Identify, describe and map any local roadway issues or problem areas for goods
movement, such as weight-restricted roads or bridges, bridges with insufficient height or
width clearances, locations with unprotected road crossings of active rail lines, or
intersections with inadequate turning radii.
Travel Demand Management
17 Describe and document existing local travel demand management policies, ordinances or
practices, if applicable. Include any activities or plans to collaborate with regional TDM
partners on outreach and promotional activities that support sustainable travel choices.
Aviation
18 Identify policies and ordinances that protect regional airspace from obstructions. Include
how your community will notify the FAA of proposed tall structures.
21 For communities impacted by an airport (located within the 3-nautical mile influence area
of a regional airport) include the following items:
21.1 Map the airport location, including the existing and future (if different) airport
boundaries, land access locations, and runways.
21.2 Describe the existing and future functional and operational characteristics for any
airport whose influence area includes your community. These can be found in
airport long term comprehensive plans.
21.3 Evaluate, address, and establish policies related to land use compatibility issues,
identifying efforts that include land acquisition, "preventive" land use measures, or
"corrective" land use measures.
Equity and Inclusion
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22 Describe status of the agency’s Americans with Disabilities Act (ADA) transition plan
(applies to agencies with 50 or more employees) or self-evaluation for public rights of way.
Identify when it was last updated, any identified target date for compliance, and strategies
used to monitor implementation progress and make updates.
Climate and Natural Systems
23 Include an acknowledgement of state designated targets for statewide vehicle miles
traveled (VMT) reduction and greenhouse gas (GHG) emission reductions for the seven-
county metro region. Identify plans, policies or strategies to reduce per capita VMT and
total transportation-related GHG emissions in your community to meet state statutes on
reduction targets. Surface transportation GHG emissions are a portion of the total
reduction targets, see land use requirements for the total reduction targets from all sectors
and tools to calculate reduction needs and strategies for your community.
Transportation Analysis Zone (TAZ)
24 Communities must confirm their Local Comprehensive plan’s use of the forecasted
population, household and employment data by TAZ published by the Met Council.
Communities may alternatively cooperate with Met Council staff to prepare a different
allocation.
24.1 If using the forecasts published by the Met Council, local comprehensive plans can
reference the published forecasts. The TAZ table does not need to be replicated in
the Comprehensive Plan Update.
24.2 Alternately, if preparing a different allocation, the sum of TAZ allocations must
equal the total forecasts by city/township. The preparation and delivery of
alternative TAZ allocations can be provided separate from the Plan Update; this
deliverable must precede Met Council’s completeness determination of the Plan
Update.
24.3 Transportation Analysis Zones allocation of the forecast is waived for cities and
townships with population and employment fully contained in one TAZ.
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Wastewater Pg #
GIS Requirements
1 Provide the following GIS sewer system data with the comprehensive sewer plan
submittal (GIS shape files or geodatabase feature classes):
1.1 Local sanitary lines. Include pipe size, pipe material, year built, conveyance
method (gravity and forcemain).
1.2 Local sanitary structures (for example, manholes, lift stations, etc).
1.3 Existing connections points to the MCES collection system.
1.4 Future connection points to the MCES collection system (for new growth).
1.5 Local sewershed service areas or districts by connection point.
1.6 Intercommunity connection points.
1.7 Proposed changes in government boundaries based on orderly annexation
agreements.
1.8 Location of all private and public wastewater treatment plants in the community.
1.9 Individual subsurface sewage treatment systems (as mentioned in the
Requirements for Areas Served by Subsurface Sewage Treatment Systems
section).
Areas Served by the Regional System (Urban Area)
2 Table that details adopted community sewered forecasts:
2.1 10-year increments to 2050
•Households
•Employment
2.2 Forecasts shall be broken down by areas served by the Metropolitan Disposal
System, locally owned and operated wastewater treatment systems, and communal
and subsurface sewage treatment systems.
3 Copy of intercommunity service agreements entered into with an adjoining community, or
a description of the intercommunity service agreements that confirms the Met Council’s
understanding that one community reimburse the other community for the municipal
wastewater charges that it will incur by receiving flow from the adjacent community. If the
Met Council is responsible for adjusting flow for each community for the purpose of
calculating the Municipal Wastewater Charge, note that in the description of the
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intercommunity agreement. Include a map of service areas covered by the agreements.
4 Table or tables that provide the following local system information:
4.1 Capacity and design flows for existing trunk sewers and lift stations.
•For local sanitary sewer lines 12” and larger that connect to the Met Council
system, provide the 2050 design flow and pipe capacity for each connecting trunk
sewer and lift station. Include the percentage of total capacity of each pipe that will
be used by 2050.
4.2 Assignment of 2050 growth forecasts by Met Council interceptor facility.
•Household and employment forecasts.
5 For new trunk sewer systems that require connection to the Metropolitan Disposal
System:
•A table that details the proposed time schedule for the construction of the new trunk
sewer system.
6 Define the community’s goals, policies, and strategies for preventing and reducing
excessive inflow and infiltration (I/I) in the local municipal (city) and private (private
property) sanitary sewer systems.
•Include a summary of activities or programs intended to mitigate I/I from both public and
private property sources.
7 Describe the requirements and standards in the community for minimizing I/I.
7.1 Include a copy of the local ordinance or resolution that prohibits discharge from
sump pumps, foundation drains, and/or rain leaders to the sanitary sewer system.
7.2 Include a copy of the local ordinance or resolution requiring the disconnection of
existing foundation drains, sump pumps, and roof leaders from the sanitary sewer
system
8 Describe the sources, extent, and significance of existing I/I in both the municipal and
private sewer systems.
8.1 Include a description of the existing sources of I/I in the municipal and private
sewer infrastructure.
8.2 Include a summary of the extent of the systems that contribute to I/I such as
locations, quantities of piping or maintenance holes, quantity of service laterals, or
other measures. If an analysis has not been completed, include a schedule and
scope of future system analysis.
8.3 Include a breakdown of residential housing stock age within the community into
pre- and post-1970 era, and what percentage of pre-1970 era private services have
been evaluated for I/I susceptibility and repair.
8.4 Include the measured or estimated amount of clearwater flow generated from the
public municipal and private sewer systems.
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8.5 Include a cost summary for remediating the I/I sources identified in the community.
If previous I/I mitigation work has occurred in the community, include a summary of
flow reductions and investments completed. If costs for mitigating I/I have not been
analyzed, include the anticipated wastewater service rates or other costs attributed
to I/I.
9 Describe the implementation plan for preventing and eliminating excessive I/I from
entering both the municipal and private sewer systems.
9.1 Include the strategy for implementing projects, activities, or programs planned to
mitigate excessive I/I from entering the municipal and private sewer systems.
9.2 Include a list of priorities for I/I mitigation projects based on flow reduction, budget,
schedule, or other criteria.
9.3 Include a schedule and the related financial mechanisms planned or needed to
implement the I/I mitigation strategy.
10 Provide current community SSTS ordinances or description of community’s SSTS
management program compliant with current Minnesota Pollution Control Agency Rules
Chapters 7080-7083.
Requirements for Areas Served by Private Communal Treatment Systems
19 Table that details adopted community forecasts served by each private communal
system:
19.1 10-year increments to 2050
• Households
• Employment
20 Describe the management program for private communal treatment systems.
21 Copies of the associated National Pollutant Discharge Elimination System (NPDES) or
State Disposal System (SDS) permits.
22 Map or maps showing the following information:
22.1 Locations of private communal treatment systems including treatment facilities and
subsurface systems
22.2 Current and projected service areas for private communal treatment systems.
23 Conditions under which additional private communal treatment systems would be
allowed:
•Allowable land uses and residential densities.
• Installation requirements.
• Management requirements.
•Local government responsibilities.
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Requirements for Areas Served by Subsurface Sewage Treatment
Systems (SSTS)
24 Indicate in the comprehensive sewer plan the number of individual SSTSs in operation
serving residences and businesses in the community.
25 Map identifying location of individual SSTSs. Location of known nonconforming systems
or known problems should be identified. A list of addresses for SSTSs is acceptable
where mapping is unavailable.
26 Describe the conditions under which new individual SSTSs would be allowed.
27 Provide description of community’s SSTS management program compliant with current
Minnesota Pollution Control Agency Rules Chapters 7080-7083.
28 Provide current community SSTS ordinance.
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Water Supply Pg #
Source Water Protection
1 Because surface water and/or groundwater Drinking Water Supply Management Areas
(DWSMAs) overlap your community, describe risks to water quality from development and
redevelopment through 2050, focusing on potential contaminants in those areas.
•Include a table of likely water supply quality risks by land use types, noting changes over
time, especially in highly vulnerable surface water and groundwater DWSMAs.
2 Include water resource management goals and policies to protect the quality of water
supply sources, especially in any highly vulnerable DWSMAs.
3 Include water resource strategies to implement source water protection goals and policies.
3.1 Describe any fiscal devices or official controls and a timeline for actions.
3.2 Describe planned collaboration with neighbors, watersheds, and agencies to
prevent contamination, especially in highly vulnerable DWSMAs.
4 Attach and respond to comments from neighbors whose DWSMAs extend into your
community as part of your comprehensive plan update submittal, especially regarding
shared water supply concerns and opportunities for collaboration.
Privately-owned wells and non-municipal water supply systems
5 Attach and respond to comments as part of your comprehensive plan update submittal,
especially regarding opportunities to safeguard water supplied by privately-owned wells
and non-municipal water supply systems.
Municipal community public water supply systems
9 Because your community is served by a municipal community public water supply system,
describe where and how municipal water supply is available to support forecasted growth
including new development and redevelopment consistent with the proposed staging plan.
This must be consistent with the volume of anticipated water demand identified in the
supplying community’s local water supply plan.
•Describe current and planned municipal water supply service areas.
•Include a map (optional)
10 Include goals and policies for providing municipal community public water supply service
through 2050.
11 Include strategies to implement goals and policies for providing water supply service.
•Describe any fiscal devices or official controls and a timeline for actions, to address
items not included in your local water supply plan.
12 Include the DNR-approved local water supply plan and approval letter for the municipal
community public water supply system(s) providing water to your community. To be
19 | Metropolitan Council Checklist of Minimum Requirements 2050
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consistent with regional policies, the local water supply plan must:
12.1 Include water demand forecasts for all served communities, consistent with the Met
Council forecasts for 2030, 2040 and 2050.
12.2 Include the design capacity, current or typical operating capacity, limitations for
existing water supply infrastructure, and status of all water sources.
12.3 Include the difference between projected demand and existing capacity for 2030,
2040 and 2050.
12.4 Include implementation strategies to meet forecasted water demand that exceeds
existing capacity, including but not limited to water conservation and efficiency.
• Include or reference any adopted and planned local controls.
12.5 Describe implementation strategies to support emergency preparedness for
ensuring water supply.
• Include or reference any adopted and planned local controls.
12.6 Describe proposed construction of any planned new water supply infrastructure for
2030, 2040 and 2050.
13 Include in an appendix copies of any water service agreements with neighboring
communities or utilities, or a summary of the agreement. It should confirm the Met Council’
s understanding that one community or utility will provide the other with an agreed-upon
amount of water at certain locations through a set time period.
14 Attach and respond to comments from neighbors and affected jurisdictions as part of your
comprehensive plan update submittal, especially regarding how planned water supply
service aligns with neighboring plans.
22 To support emergency preparedness and to ensure that the DNR-approved local water
supply plan is consistent with regional policies, it must:
22.1 Include information about the source, capacity and limitation of the emergency
water provided.
22.2 Include in an appendix copies of emergency water service agreements with
neighboring communities or utilities, or a summary of these agreements. It should
confirm the Met Council’s understanding that one community will provide the other
community with an agreed upon volume of drinking water at certain locations under
certain emergency conditions.
23 Attach and respond to comments from neighbors with emergency water supply
agreements as part of your comprehensive plan update submittal, especially regarding
any impacts of your plan on their water supply system.
24 Attach and respond to comments from the county as part of your comprehensive plan
update submittal, especially regarding how the local water supply plan aligns with the
county’s adopted groundwater plan.
20 | Metropolitan Council Checklist of Minimum Requirements 2050
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Surface Water Pg #
Surface Water
1 An executive summary that summarizes the highlights of the local water plan.
2 A summary of the appropriate water resource management-related agreements that have
Local been entered into by the local community.
3 A description of the existing and proposed physical environment and land use. Data may
be incorporated by reference for other required elements of this section as allowed by the
WMO. The community should be aware that not all WMO plans will contain the level of
detail needed for the community and, in those instances, the community will need to
provide additional information. In addition, the following must be defined in the plan:
3.1 Drainage areas
3.2 Volumes, rates, and paths of stormwater runoff (Runoff rates are recommended for a
24-hour precipitation event with a return frequency of 1 or 2 years. Communities with
known flooding issues may want to require rate control for storms with other return
frequencies such as 10, 25 or 100-year events.)
3.3 An assessment of existing or potential water resource-related problems. At a
minimum, the plan should include: A prioritized assessment of the problems related
to water quality and quantity in the community.
4 A local implementation program/plan that includes prioritized nonstructural, programmatic
and structural solutions to priority problems identified as part of the assessment completed
for number 3.3, above. Local official controls must be enacted within six months of the
approval of the local water plan. The program/plan must:
4.1 Include areas and elevations for stormwater storage adequate to meet performance
standards or official controls established in the WMO plan(s)
4.2 Define water quality protection methods adequate to meet performance standards or
official controls. At a minimum, the plan should include:
• Information on the types of best management practices to be used to improve
stormwater quality and quantity. (A five-year establishment period is recommended
for native plantings and bioengineering practices).
• The maintenance schedule for the best management practices. (The maintenance
schedule in plans submitted by regulated Municipal Separate Storm Sewer System
(MSA) communities must be consistent with BMP inspection and maintenance
requirements of the MS4 Permit)
4.3 Clearly define the responsibilities of the community from that of the WMO(s) for
carrying out the implementation components
4.4 Describe official controls and any changes to official controls. At a minimum, the plan
should include:
21 | Metropolitan Council Checklist of Minimum Requirements 2050
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• An erosion and sediment control ordinance consistent with NPDES Construction
Stormwater permit requirements and other applicable state requirements
•Identify ways to control runoff rates so that land-altering activities do not increase
peak stormwater flow from the site for a 24-hour precipitation event with a return
frequency of 1 or 2 years. Communities with known flooding issues may want to
require rate control for storms with other return frequencies (10-year, 25-year or 100-
year)
4.5 Include a table that briefly describes each component of the implementation program
and clearly details the schedule, estimated cost, and funding sources for each
component including annual budget totals
4.6 Include a table for a capital improvement program that sets forth by year, details of
each contemplated capital improvement that includes the schedule, estimated cost,
and funding source
4.7 A section titled “Amendments to Plan” that establishes the process by which
amendments may be made.
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Parks Pg #
Regional Parks and Trails
1 Describe, map, and label the Regional Parks and Trails System facilities that are located
in your community. These include any regional parks, park reserves, special features, or
regional trails that are open to the public, planned, or in a search status (i.e., regional park
search areas, special feature search areas, regional trail search corridors).
2 If no portion of the Regional Parks and Trails System falls within your community, state
that fact in your comprehensive plan.
3 Describe, map, and label the federal and state recreational lands within your community,
as shown on your System Statement.
4 Depict existing regional parkland (e.g., regional parks, park reserves, special features,
and regional trail corridor land) with a land use of “Park” (or your community’s equivalent)
on your Existing Land Use map.
5 Acknowledge the Council-approved long-range plan boundaries of regional parkland (e.g.,
regional parks, park reserves, special features, and regional trail corridor land) by guiding
the properties with a land use of “Park” (or your community’s equivalent) on your Future
Land Use map.
Local Parks and Trails
6 Describe and map your existing and proposed local parks, trails, and recreation facilities.
7 Include a capital improvement program for parks and open space facilities as part of your
implementation program.
23 | Metropolitan Council Checklist of Minimum Requirements 2050
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Climate Pg #
Climate Mitigation
1 Include an acknowledgement of statewide targets for GHG reductions: 50% GHG
reduction by 2030 and net zero by 2050 from a 2005 baseline.
2 Include a greenhouse gas emissions inventory that includes transportation, energy use,
solid waste, and livestock and agriculture (where applicable)
3 Include at least one strategy to reduce greenhouse gas emissions for each of the above
sectors
4 Detail the emissions impact of reduction strategies through 2050 for the above sectors
using the Met Council Greenhouse Gas Emissions Reduction Tool or an equivalent
modeling tool.
Climate Adaptation
5 Identify social, built, and natural systems vulnerabilities to the following climate hazards:
Extreme Heat and Localized Flooding
6 Include strategies to address social, built, and natural systems vulnerabilities for the
following climate hazards: Extreme Heat and Localized Flooding
7 Include strategies that support local food systems to increase access to healthy food, food
security, and community resilience
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Natural Systems Pg #
Natural Systems Requirements
1 Identify existing natural systems in your community by mapping terrestrial areas and water
bodies.
2 Identify and map protected areas using the provided commonly protected areas data.
3 Identify and map significant and sensitive terrestrial and water areas in your community.
4 Identify areas within your community that present opportunities for protection or
improvement. Use the Met Council mapping tool to guide your analysis, focusing on the
provided opportunity areas data.
• Based on this analysis, map or list the areas your community considers priorities for
protection or improvement—including any areas the tool may have overlooked.
5 List specific protection and improvement goals, and issues the goals are intended to
address for your community’s terrestrial systems.
•Describe how your terrestrial systems goals and issues relate to the planned water
systems outcomes that are identified in your locally adopted surface water management,
watershed, wellhead protection, and local water supply plans.
6 Identify and list protection and improvement strategies to help achieve your community’s
overall natural systems goals for terrestrial and water systems.
7 List any planned or proposed protection or improvement initiatives for natural systems in
your community in the next 10 years.
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Implementation Pg #
Implementation Actions
1 Identify changes to local ordinances including the Zoning Code that will be needed to align
with the 2050 plan, including those necessitated by the implementation section of the local
surface water management plan and housing plan.
1.1 Define a timeline as to when actions will be taken to implement each required
element of your comprehensive plan.
1.2 Include a schedule for the preparation, adoption, and administration of needed
changes to official controls.
1.3 Describe all public programs, fiscal devices, and other actions your community will
use to implement your plan.
1.4 Include your local zoning map and zoning category descriptions. Identify what
changes are needed to ensure zoning is not in conflict with your new land use plan
and consistent with regional system plans and policies.
Capital Improvement Plan
2 Include a Capital Improvement Plan (CIP) for transportation, sewers, parks, water supply,
and open space facilities. Specify the timing and sequence of major local public
investments.
• Describe all relevant official controls related to zoning, subdivision, water supply, and
private sewer systems.
• The CIP must align with development staging identified in other parts of your plan and
include budgets and expenditure schedules.
Update Local Controls
3 Review and update official controls within 9 months of adopting your 2050 plan. Official
controls must not conflict with the updated plan. Copies of all revised official controls must
be provided.
26 | Metropolitan Council Checklist of Minimum Requirements 2050
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CITY OF MENDOTA HEIGHTS
FY2027 PROPOSED PRELIMINARY BUDGET REVIEW SCHEDULE
A.Overview
B.Review of Proposed Department /Program Budgets
1.City Council
2.Administration / Elections / Information Technology
3.Community Development / Code Enforcement
4.Police / Emergency Preparedness
5.Fire / Fire Relief
6. Engineering
7.Streets / Sewer / Utilities
8.Storm Water / Street Light
9.Parks / Special Parks
10. Recreation
11. Par 3
12. Recycling
13. Natural Resources
14. City Hall
C.2027 Budget Requests
D.Capital Improvement Plan
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2.b
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Budget Memo Page 1
_____________________________________________ City Council Budget Memo
DATE: August 10, 2026
TO: Mayor and City Council
FROM: Cheryl Jacobson, City Administrator
Kristen Schabacker, Finance Director
SUBJECT: FY2027 Proposed Preliminary Budget
The city’s annual budget plays a vital role in communicating how resources will be allocated
to support services, programs, and long-term investments. It serves as a key planning tool
for elected officials, city staff, and the community. This booklet contains the proposed
preliminary budget for Fiscal Year 2027 and outlines the city’s financial strategy for the
upcoming year and guides the responsible use of public funds.
COMMUNITY OVERVIEW
Population and Household Composition
The U.S. Census reported the 2020 population of Mendota Heights was 11,744, an increase
of 6% from the 2010 U.S. Census count. The median age of Mendota Heights is 47 years old
with approximately 25% of the population age 19 years and younger and 36% of the
population 60 years and older.
0
500
1000
1500
2000
2500
<5 5-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80+COUNTAGE GROUP
POPULATION BY AGE GROUP
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Budget Memo Page 2
Metropolitan Council issues population estimates for use in various state aid programs. Met
Council’s 2025 population estimate for Mendota Heights was slightly higher than the 2020
census at 11,967. Met Council also provides housing unit estimates. Based on data from
2025, Met Council is reporting that the city has 5,117 housing units, of which 66.5% are
single-family detached homes.
Property Values
Property values are determined annually by the Dakota County Assessor’s Office.
For Mendota Heights, the estimated average taxable market value for all property types
increased 1.04% from tax year 2025 (payable 2026) to tax year 2026 (payable 2027). The
estimated taxable market value for residential properties increased .34% from tax year 2025
(payable 2026) to tax year 2026 (payable 2027)
The estimated median market value for a residential home in Mendota Heights increased
.40% for 2026 to $553,200, as compared to $551,000 in 2025.
Tax Rate
An important component of the Minnesota property tax formula is the calculation of a city’s
tax rate, which helps determine each property owner’s share of the city’s total property tax
levy. The city’s tax rate changes from year to year based on the amount of property taxes
the city needs to collect (the levy) and changes in the city’s overall tax base.
Over the past 10 years, the city’s tax rate has shifted as the city’s levy, property values,
and overall tax base have changed.
$513,350
$526,100
$537,300
$551,000 $553,200
$500,000
$525,000
$550,000
$575,000
2022 2023 2024 2025 2026
RESIDENTIAL PROPERTY -MEDIAN VALUES 2022-2026
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Budget Memo Page 3
Even with these changes, Mendota Heights continues to have one of the lowest city tax
rates in Dakota County for 2026.
CITY GOVERNMENT ORGANIZATION
The city of Mendota Heights is a city of the third class (i.e. a population of more than 10,000,
but not more than 20,000) and operates under the Statutory Plan A form of government.
Under this form of government, policy decisions are made by the city council, and day-to-
day administrative duties are delegated to the city administrator.
37.487
37.826
39.294
38.315
37.849
39.741
36.889
37.256
38.400
39.118
35
35.5
36
36.5
37
37.5
38
38.5
39
39.5
40
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
CITY TAX RATES -2017-2026
32.967 36.056 38.350 39.118
46.059 48.720 51.344 51.628
60.136 61.874
76.095
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
DAKOTA COUNTY (CITY) TAX RATES-PAY 2026
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Budget Memo Page 4
2026 City Council
The City Council is comprised of the mayor and four council members, all elected at large.
The mayor serves a two-year term, and council members serve four-year terms. The mayor
and council are:
Name Position Term Ends
Stephanie B. Levine Mayor December 31, 2026
John Mazzitello Council Member December 31, 2026
Sally Lorberbaum Council Member December 31, 2026
John Maczko Council Member December 31, 2028
Joel Paper Council Member December 31, 2028
City Council Priorities
The Mendota Heights City Council sets strategic priorities at each two-year mayoral election
cycle. These priorities serve as a roadmap for city services, programs, and amenities and
drive staff work plans. The city council established its 2025-2026 priorities focusing on:
City Council Operating Goals
The City Council's operating goals identify key priorities that the Council intends to
accomplish in 2025-2026. These goals serve as a guide for city decision-making, budget
development, and staff direction. They reflect the Council’s commitment to addressing
critical infrastructure needs, improving service delivery, and advancing long-term
community investments.
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Budget Memo Page 5
While referred to as operating goals, these objectives are considered part of the city’s
broader strategic plan. The City Council’s operating goals are more targeted and actionable
than the City Council's strategic priorities. City Council Operating Goals for 2025-2026:
1. Address city hall and police department building needs
2. Develop sustainable, long-term funding for capital improvements
3. (Tie) Enhance cell coverage
3. (Tie) Complete Industrial Park visioning
4. (Tie) Work on fiscal rightsizing
4. (Tie) Develop performance standards
City Advisory Commissions
The City has four advisory commissions: the Planning Commission, Parks and Recreation
Commission, Airport Relations Commission, and the Natural Resources Commission. Each
commission has seven members who are appointed by the city council.
City Staff
Full-Time Equivalents (FTEs) are a way of measuring the City’s staffing level. One full-time
employee generally represents 1.0 FTE. Using FTEs provides a consistent way to measure
staffing levels and understand changes in the size of the City’s workforce over time. FTEs
measure the City’s employee workforce, and do not include individuals or firms that
provide services to the City through contracts.
Not including seasonal workers and paid-on-call firefighters, the city has 54.9 full-time
equivalent positions authorized in 2026. Contracted services, such as the City Attorney,
are budgeted separately and are not considered City employee FTEs.
City of Mendota Heights Leadership Team includes:
Title Name
City Administrator Cheryl Jacobson
Assistant City Administrator/HR Director Kelly Torkelson
Finance Director Kristen Schabacker
Public Works Director/City Engineer Ryan Ruzek
Assistant Public Works/Parks and Recreation Director Meredith Lawrence
Police Chief Kelly McCarthy
Police Captain Wayne Wegener
Fire Chief Dan Johnson
Assistant Fire Chief Scott Goldenstein
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Budget Memo Page 6
CITY OF MENDOTA HEIGHTS ORGANIZATIONAL STRUCTURE BY AREA
BUDGET OVERVIEW
The City Council’s strategic priorities and biennial operating goals are the focus of the city
budget and capital improvement plan.
Operating (General Fund) Budget
The city’s operating budget is the budget used to finance the day-to-day operations and
obligations of the city. The operating budget is also called the General Fund budget. The
budget process is an ongoing function of city government and a top priority of the city
administrator. The budgeting process also takes place at the county level, school district
and in other special taxing districts.
The General Fund is the city’s largest governmental fund and is supported primarily by
property taxes (i.e. the levy). The General Fund is used to pay for city services and amenities
such as street and park maintenance, elections, snowplowing, public safety services such
as police and fire, and natural resources infrastructure.
City staff begin preparing budget requests and proposals in June for the next fiscal year. The
city’s fiscal year begins on January 1. In preparing the 2027 operating budget, staff were
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Budget Memo Page 7
directed to keep existing levels of service the same as provided in 2026. Additional items
such as new pieces of equipment, major projects, additional staff, or new services are
proposed as budget requests.
Capital Fund – Capital Improvement Plan
The city adopts a five-year Capital Improvement Plan (CIP) that serves as a strategic
blueprint for long-term physical improvements to infrastructure, facilities, and equipment.
As a multi-year planning and budgeting tool, the CIP prioritizes capital projects, identifies
funding sources, and guides the efficient allocation of resources to support infrastructure
sustainability and financial stability.
The CIP focuses on capital assets—projects intended for public use that exceed $10,000 in
cost and go beyond routine operating or maintenance expenses. Examples include vehicles,
street improvements, new building construction, major renovations, equipment purchases,
and technology upgrades. Routine repairs, like pothole filling, or operational costs, such as
staffing increases, are not considered capital improvements.
Although the CIP outlines anticipated expenditures over a five-year period, its adoption does
not commit the city to any specific project or funding level. Instead, it serves as a flexible,
advisory framework for managing future investments, debt obligations, and competing
infrastructure needs within the limits of available and often restricted funding sources.
City Fund Balances
Fund balance reserves are an important component in ensuring the overall financial health
of a city.
The Office of the State Auditor recommends that at year-end, local governments maintain
an unreserved fund balance in their general and special revenue funds of approximately 35-
50% of fund operating revenues or no less than five months of operating expenditures. While
bond rating agencies do not have recommended fund balance levels, rating agencies may
look favorably on larger fund balances (generally 75%), which protect against contingencies
and cash flow needs. The city has held a Standard & Poor’s AAA bond rating since 2013.
The City established a citywide fund balance policy in 2010 and has updated it in
subsequent years. Within this policy, the following fund balance levels are recommended:
•General Fund 75%
•Water Revenue Fund $200,000
•Special Park Fund $200,000
•Civil Defense Fund 50%
•Street Light District Fund 25%
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Budget Memo Page 8
General Fund (Fund) Balance. The City’s unassigned general fund balance on 12/31/2025
was $13,185,110. The city has obligated $1,532,399, leaving an estimated unassigned
balance of $11,652,711. The proposed FY2027 general fund expenditures are $14,636,361.
There is $675,440 available for proposed 2027 budget requests. This dollar amount
represents the amount available without going below the 75% required as directed by the
city’s fund balance policy.
Special Parks Fund (Fund) Balance. The City’s unassigned special parks fund balance on
12/31/2025 was $524,265 The city has obligated $155,095 for 2026, leaving an estimated
unassigned balance of $369,170. The council will need to discuss its position regarding the
balance of the special parks fund before considering 2027 special parks fund expenditures
requests.
2027 PROPOSED PRELIMINARY BUDGET (SUMMARY)
Proposed Property Tax Levy
The total levy for 2027 is proposed to be $14,772,203 up 3.56% from $14,264,753 in 2026.
The preliminary amount does not include any levy-funded budget requests.
For some context, below is a history of levy increases from the past five years:
Year Levy Amount % Increase
2022 $11,194,705 6.79%
2023 $11,947,424 6.72%
2024 $12,889,319 7.88%
2025 $13,593,381 5.46%
2026 $14,264,753 4.94%
118%
108%110%104%102%
0%
20%
40%
60%
80%
100%
120%
2021 2022 2023 2024 2025
UNASSIGNED GENERAL FUND BALANCE SUMMARY
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Budget Memo Page 9
General Fund Budget
The proposed 2027 budget is structurally balanced. The proposed 2027 general fund budget
of $14,636,361 represents an increase of 4.81% from FY2026.
Budget Requests
For FY2027, there are 35 budget requests totaling $1,539,590, which are expenditures not
otherwise provided for in the operating budget. Proposals have been reviewed by staff and
are respectfully submitted for city council consideration. If approved, the city council will
need to decide on a source of funding for each additional approved item.
Budget Adoption and Calendar
The timeline for the preparation of the City’s 2026 budget is as follows:
City Council Budget Work Sessions
The city council has scheduled budget work sessions for the following:
•August 18; 4:30 pm
•August 20; 4:30 pm
•August 26; 4:30 pm
The city council will review the proposed budget with staff, who then adjust the preliminary
budget for any changes the council recommends. Budget workshops are open to the public.
Proposed/Preliminary Property Tax Levy and Budget
The first deadline in the budget process is the adoption of the 2027 preliminary property tax
levy and preliminary budget, which must occur on or before September 30. For 2027, this
approval will take place at the September 15 city council meeting.
The adoption of the preliminary property tax levy sets the maximum amount permissible.
After September 30, the amount may be decreased, but not increased, when the final
certified 2027 levy is adopted.
Public Meeting
The city is required to hold a meeting at which the budget and levy will be discussed and the
public allowed to speak. The meeting must be held after November 25 and no later than
December 28 and must be held at 6:00 pm or later.
To avoid conflicting with Dakota County’s budget open house and meeting, which will be
held on December 1, 2026, at 5 and 6 pm respectively, the city will hold its public meeting
on Monday, November 30 at 6 pm.
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Budget Memo Page 10
Certification of Final Property Tax Levy
The City Council must certify the final payable 2027 property tax levy to Dakota County no
later than December 28, 2026. The city council will adopt the final 2027 budget and final
property tax levy at the December 1 city council meeting.
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FY2027 Proposed
Preliminary Budget
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Net Tax Capacity
Pay 2026 Pay 2027
Actual Preliminary
Tax Capacity Value 39,494,454 40,267,471 1.96%
Tax Increment (420,608) (429,470) 2.11%
Fiscal disparaties Contribution (4,111,466) (4,155,741) 1.08%
Net Tax Capacity 34,962,380 35,682,260 2.06%
Tax Capacity Rate
Estimate
Tax levy 14,191,753 14,711,703 3.66%
Fiscal disparities (517,743) (519,435) 0.33%
Net tax levy 13,674,010 14,192,268 3.79%
Net Tax Capacity 34,962,380 35,682,260 2.06%
Tax Capacity Rate 0.39118 0.39782 1.70%
City of Mendota Heights
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Market Value for Residential Properties Increased an Average of 0.34% from 2026 to 2027
Home Value Total 2026 Tax 2027 City Tax Difference % Change
318,915$ 1,247.53$
320,000$ 1,273.02$ 25.48$ 2.04%
$423,560 1,656.88$
$425,000 1,690.74$ 33.84$ 2.04%
$551,325 $2,206.87
$553,200 $2,253.65 46.78$ 2.12%
$697,630 $2,922.26
$700,000 $2,983.65 61.39$ 2.10%
Tax Rates for Mendota Heights
2006 28.027
2007 26.398 The percentage change increases as the valuations of the property increases
2008 24.142 over $500,000.
2009 26.165 Property taxes are calculated at 1% on the first $500,000 of the valuation.
2010 28.061 The calculation increases to 1.25% on the value over $500,000.
2011 29.733
2012 32.057
2013 34.479
2014 34.737
2015 34.964 0.0001511 2015 referendum rate
2016 35.247 0.0001284 2016 referendum rate
2017 37.487 0.0001297 2017 referendum rate
2018 37.826 0.0001207 2018 referendum rate
2019 39.294 0.0001146 2019 referendum rate
2020 38.315 0.0001061 2020 referendum rate
2021 37.849 0.0001011 2021 referendum rate
2022 39.741 0.0000711 2022 referendum rates
2023 36.889 0.0000000 Referendum complete
2024 37.256
2025 38.400 0.384
2026 39.118 0.39118
2027 39.782 0.39782
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TAX LEVY SUMMARY
CITY OF MENDOTA HEIGHTS
2027 BUDGET
TAX LEVY SUMMARY
2024 2025 2026 2027 % CHANGE
GENERAL FUND $10,104,289 $10,617,020 $11,163,849 $11,708,338 4.88%
EMERGENCY PREPAREDNESS $25,000 $25,000 $25,000 $25,000 0.00%
FIRE RELIEF $252,000 $270,000 $288,000 $288,000 0.00%
EQUIPMENT RESERVE $0 $180,000 $148,000 $0 -100.00%
OHEYAWAHE $0 $20,000 $10,000 $0 -100.00%
LEGAL AND CONTINGENCY $40,000 $40,000 $40,000 $40,000 0.00%
GENERAL FUND LEVY $10,421,289 $11,152,020 $11,674,849 $12,061,338 3.31%
IMPROVEMENT BONDS $1,428,946 $1,418,633 $1,590,900 $1,718,899 8.05%
TAX ABATEMENT BONDS $170,731 $173,097 $170,108 $172,368 1.33%
FIRE STATION LEVY $622,283 $620,393 $623,123 $624,540 0.23%
EQUIPMENT CERTIFICATES - DUMP TRUCK $26,775 $0 $0 $0 0.00%
EQUIPMENT CERTIFICATES - FIRE TRUCK $134,295 $136,238 $132,773 $134,558 1.34%
TOTAL SPECIAL LEVY $2,383,030 $2,348,361 $2,516,904 $2,650,365 5.30%
STREETLIGHT TAXING DISTRICT $85,000 $93,000 $73,000 $60,500 -17.12%
TOTAL TAX LEVY $12,889,319 $13,593,381 $14,264,753 $14,772,203 3.56%
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GENERAL FUND REVENUE SUMMARY
GENERAL FUND FUND 01
REVENUE SOURCE 2024 ACTUAL 2025 ACTUAL 2025 BUDGET 2026 BUDGET 2027 BUDGET % CHANGE
TAXES
CURRENT TAX LEVY $10,153,171 $10,539,651 $10,617,020 $11,163,849 $11,708,338 4.88%
LICENSES AND PERMITS
CIGARETTE LICENSES $1,800 $1,800 $1,800 $1,800 $1,800 0.00%
RUBBISH LICENSES $1,535 $1,740 $1,400 $1,400 $1,500 7.14%
LIQUOR LICENSES $37,350 $43,658 $33,000 $33,000 $40,000 21.21%
BUILDING PERMITS $606,180 $560,883 $350,000 $375,000 $375,000 0.00%
HEATING PERMITS $67,818 $78,069 $40,000 $42,000 $42,000 0.00%
PLUMBING PERMITS $27,314 $41,983 $25,000 $26,000 $26,000 0.00%
RIGHT OF WAY PERMITS $23,913 $17,659 $10,000 $10,000 $14,000 40.00%
MASSAGE PERMITS $3,379 $3,121 $3,000 $3,000 $2,500 -16.67%
FORESTRY FEE $0 $28,450 $0 $0 $0 0.00%
TOTAL LICENSES AND PERMITS $769,289 $777,363 $464,200 $492,200 $502,800 2.15%
FINES AND FORFEITS
COURT FINES $60,557 $49,721 $65,000 $65,000 $60,000 -7.69%
FALSE ALARMS FINES $4,640 $250 $2,500 $2,500 $1,000 -60.00%
TOTAL FINES AND FORFEITS $65,197 $49,971 $67,500 $67,500 $61,000 -9.63%
CHARGES FOR SERVICES
RECREATION PROGRAMS $25,265 $25,882 $35,000 $35,000 $35,000 0.00%
PARK USE FEES $0 $0 $7,500 $7,500 $7,500 0.00%
FIELD USE FEES $20,472 $17,815 $10,500 $10,500 $10,500 0.00%
SOFTBALL LEAGUES $6,289 $6,659 $6,200 $6,100 $6,100 0.00%
PLANNING FEES $10,342 $17,500 $10,000 $10,000 $10,000 0.00%
FIRE CONTRACTS $215,372 $235,168 $235,334 $227,498 $258,000 13.41%
LILYDALE POLICING $335,016 $359,616 $361,541 $388,494 $393,300 1.24%
MENDOTA POLICING $69,720 $73,380 $73,774 $79,274 $80,260 1.24%
POLICE SECURITY (OFF DUTY OT) $8,261 $18,476 $10,000 $10,000 $10,000 0.00%
STREET MAINT. CHARGES $650 $1,750 $1,500 $1,500 $1,500 0.00%
ENGINEERING CHARGES $111,890 $88,506 $40,000 $40,000 $40,000 0.00%
FILING FEES $15 $0 $0 $20 $0 -100.00%
LEASE MAINTENANCE CHARGES $6,886 $7,865 $6,000 $4,000 $4,000 0.00%
TOTAL CHARGES FOR SERVICES $810,178 $852,618 $797,349 $819,886 $856,160 4.42%
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GENERAL FUND REVENUE SUMMARY
INTERGOVERNMENTAL
MSA MAINTENANCE $183,631 $217,036 $170,000 $170,000 $200,000 17.65%
POLICE STATE AID $239,625 $251,763 $195,000 $210,000 $240,000 14.29%
FEDERAL AND STATE GRANTS $58,599 $118,590 $50,000 $50,000 $50,000 0.00%
DAKOTA COUNTY GRANT $25,214 $5,766 $10,000 $10,000 $10,000 0.00%
PEACE OFFICER INSUR REIMBURSE $174,167 $162,022 $160,000 $160,000 $160,000 0.00%
ELECTION REIMBURSEMENT $14,732 $0 $0 $0 $0 0.00%
TOTAL INTERGOVERNMENTAL $695,968 $755,177 $585,000 $600,000 $660,000 10.00%
MISCELLANEOUS REVENUE
SUNDRY REVENUE $174,528 $76,232 $20,000 $20,000 $20,000 0.00%
DONATIONS $51,805 $21,110 $0 $0 $0 0.00%
CELL TOWER REVENUE $54,821 $94,307 $90,000 $90,000 $90,000 0.00%
INTEREST $464,243 $435,057 $50,000 $50,000 $75,000 50.00%
TOTAL MISCELLANEOUS $745,397 $626,706 $160,000 $160,000 $185,000 15.63%
DAKOTA COUNTY
WASTE MANAGEMENT $13,901 $11,212 $28,750 $93,849 $95,513 1.77%
TOTAL DAKOTA COUNTY $13,901 $11,212 $28,750 $93,849 $95,513 1.77%
OTHER REVENUE
UNAPPROPRIATED FUND TRANSFER $47,550 $47,550 $47,550 $47,550 $47,550 0.00%
UTILITY FRANCHISE FEE $382,044 $416,343 $350,000 $520,000 $520,000 0.00%
TOTAL OTHER REVENUE $429,594 $463,893 $397,550 $567,550 $567,550 0.00%
TOTAL GENERAL FUND REVENUE $13,682,695 $14,076,591 $13,117,369 $13,964,834 $14,636,361 4.81%
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GENERAL FUND EXPENDITURE SUMMARY
GENERAL FUND FUND 01
DEPARTMENT 2024 ACTUAL 2025 ACTUAL 2025 BUDGET 2026 BUDGET 2027 BUDGET % CHANGE
CITY COUNCIL $48,868 $52,548 $60,371 $57,420 $59,920 4.35%
ADMINISTRATION $1,550,427 $1,765,238 $1,747,875 $1,863,450 $1,940,592 4.14%
ELECTIONS $128,915 $54,387 $64,201 $126,594 $65,788 -48.03%
IT $324,456 $361,381 $384,688 $316,694 $419,870 32.58%
POLICE $5,149,911 $5,365,843 $5,512,151 $5,958,961 $6,216,141 4.32%
FIRE $759,854 $859,910 $787,891 $797,893 $864,464 8.34%
CODE ENFORCEMENT $547,458 $523,947 $344,625 $347,625 $352,825 1.50%
PUBLIC WORKS-STREETS $1,160,441 $1,184,989 $1,338,974 $1,369,827 $1,426,943 4.17%
PUBLIC WORKS-PARKS $1,249,219 $1,222,803 $1,326,115 $1,391,303 $1,424,682 2.40%
RECREATION $89,972 $92,611 $120,850 $132,900 $133,400 0.38%
NATURAL RESOURCES $0 $383,841 $478,319 $510,748 $493,255 -3.42%
COMMUNITY DEVELOPMENT $197,556 $185,152 $198,578 $228,977 $324,847 41.87%
RECYCLING $6,443 $18,385 $54,600 $126,548 $135,484 7.06%
ENGINEERING $630,220 $697,678 $698,131 $735,894 $778,150 5.74%
TOTAL GENERAL FUND $11,843,740 $12,768,713 $13,117,369 $13,964,834 $14,636,361 4.81%
GENERAL FUND CONTINGENCY $34,751 $0 $40,000 $40,000 $0 -100.00%
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CITY COUNCIL
DEPARTMENT 9
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
CITY COUNCIL
4110 SALARIES-REGULAR $22,682 $22,605 $22,500 $22,500 $22,500 0.00%
4133 WORKERS COMPENSATION $178 $80 $100 $50 $50 0.00%
4135 FICA $1,735 $1,729 $1,721 $1,721 $1,721 0.00%
MN PAID LEAVE $0 $0 $0 $99 $99 0.00%
TOTAL HUMAN RESOURCES $24,595 $24,414 $24,321 $24,370 $24,370 0.00%
4220 PROFESSIONAL SERVICES $234 $2,857 $3,000 $2,000 $4,500 125.00%
4400 TRAINING $1,080 $825 $2,500 $2,500 $2,500 0.00%
4490 TELEPHONE $544 $500 $550 $550 $550 0.00%
4490 FIREWORKS $20,225 $20,225 $25,000 $25,000 $25,000 0.00%
4490 MISCELLANEOUS $2,190 $3,727 $5,000 $3,000 $3,000 0.00%
TOTAL OTHER CHARGES $24,273 $28,134 $36,050 $33,050 $35,550 7.56%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $48,868 $52,548 $60,371 $57,420 $59,920 4.35%
BUDGET REQUESTS REQUESTED APPROVED
COUNCIL CHAMBER MICS 18,000$
COUNCIL IPADS 5,720$
OBJ DESCRIPTION
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ADMINISTRATION
DEPARTMENT 10
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
ADMINISTRATION
4110 SALARIES-REGULAR $801,172 $926,416 $902,658 $991,645 $1,036,148 4.49%
4115 SALARIES-OVERTIME $690 $481 $0 $0 $0 0.00%
4131 INSURANCE $137,231 $160,550 $180,194 $195,180 $203,364 4.19%
4133 WORKERS COMPENSATION $13,707 $7,082 $11,000 $6,125 $6,125 0.00%
4134 PERA $55,929 $67,428 $67,699 $73,676 $76,886 4.36%
4135 FICA $58,711 $70,133 $69,054 $75,861 $79,265 4.49%
MN PAID LEAVE $0 $0 $0 $4,363 $4,559 4.49%
4137 EMPLOYEE ASSISTANCE PROGRAM $1,918 $2,016 $2,020 $2,500 $2,500 0.00%
TOTAL HUMAN RESOURCES $1,069,358 $1,234,107 $1,232,625 $1,349,350 $1,408,847 4.41%
4200 RENTALS AND LEASES $218 $1,218 $1,000 $1,000 $1,500 50.00%
4209 CITY HALL RENT $78,000 $92,500 $92,500 $101,750 $101,750 0.00%
4210 TELEPHONE $459 $326 $2,000 $2,000 $1,000 -50.00%
4220 CITY ATTORNEY $19,534 $23,941 $27,000 $30,000 $30,000 0.00%
4220 AUDITOR $27,798 $30,561 $32,000 $35,350 $37,200 5.23%
4220 CODIFICATION SERVICES $898 $9,967 $5,500 $7,500 $7,500 0.00%
4220 PROF SERVICES - HR $10,056 $5,215 $5,000 $5,000 $5,000 0.00%
4220 SAFETY TRAINING $8,735 $9,391 $12,800 $12,800 $13,700 7.03%
4220 HR TESTING $1,446 $588 $1,500 $1,500 $1,500 0.00%
4220 COUNCIL RECORDING SERVICES $5,284 $6,265 $6,000 $6,000 $6,500 8.33%
4220 MISCELLANEOUS $17,665 $41,405 $21,000 $21,000 $21,000 0.00%
4220 ADA TRANSITION PLAN $0 $29,015 $35,000 $0 $0 0.00%
4240 LEGAL PUBLICATIONS $2,447 $1,207 $2,500 $2,500 $2,500 0.00%
4250 LIABILITY AND AUTO INSURANCE $148,023 $164,629 $152,200 $169,650 $178,150 5.01%
4268 NEWSLETTER $23,274 $15,842 $25,000 $20,000 $20,000 0.00%
TOTAL CONTRACTUAL SERVICES $343,836 $432,068 $421,000 $416,050 $427,300 2.70%
4300 OFFICE SUPPLIES $7,910 $6,995 $5,500 $5,500 $6,500 18.18%
4306 RECRUITMENT COSTS $83 $10 $2,000 $2,000 $2,000 0.00%
4318 POSTAGE $1,897 $2,078 $2,500 $3,000 $2,500 -16.67%
4320 FUEL $3,298 $3,334 $2,700 $3,000 $3,500 16.67%
4330 EQUIPMENT REPAIR $1,203 $4,759 $3,000 $3,000 $4,500 50.00%
4331 MISCELLANEOUS FURNITURE/EQUIP $0 $0 $1,000 $1,000 $1,000 0.00%
TOTAL COMMODITIES $14,391 $17,175 $16,700 $17,500 $20,000 14.29%
4400 TRAINING $6,006 $8,586 $10,000 $8,000 $9,000 12.50%
4402 BOOKS AND SUBSCRIPTIONS $0 $1 $1,000 $500 $500 0.00%
4404 MEMBERSHIP DUES $21,575 $22,748 $24,000 $27,500 $30,395 10.53%
4415 MILEAGE AND AUTO ALLOWANCE $3,114 $3,252 $3,500 $3,500 $3,500 0.00%
4437 CREDIT CARD FEES $2,679 $2,061 $3,000 $5,000 $5,000 0.00%
4480 CONTINGENCY $84,424 $14,527 $30,000 $30,000 $30,000 0.00%
4490 MISCELLANEOUS $4,369 $3,719 $5,000 $5,000 $5,000 0.00%
4490 ARC PER DIEM $675 $625 $1,050 $1,050 $1,050 0.00%
TOTAL OTHER CHARGES $122,843 $55,519 $77,550 $80,550 $84,445 4.84%
4600 CAPITAL OUTLAY $0 $26,370 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $26,370 $0 $0 $0 0.00%
TOTAL EXPENDITURES $1,550,427 $1,765,238 $1,747,875 $1,863,450 $1,940,592 4.14%
BUDGET REQUESTS REQUESTED APPROVED
CELLULAR COVERAGE RFP $60,000
COMMUNITY SURVEY $20,000
PHOTO SOFTWARE $12,500
OBJ DESCRIPTION
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ELECTIONS
DEPARTMENT 12
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
ELECTIONS
4110 SALARIES-REGULAR $34,430 $36,058 $35,085 $37,499 $38,926 3.81%
4115 SALARIES-OVERTIME $5,501 $0 $0 $5,000 $0 -100.00%
4125 SALARIES-ELECTION JUDGES $49,193 -$20 $0 $35,000 $0 -100.00%
4131 INSURANCE $8,001 $8,001 $8,001 $8,400 $8,820 5.00%
4134 PERA $2,936 $2,639 $2,631 $3,187 $2,919 -8.41%
4135 FICA $4,739 $2,641 $2,684 $3,251 $2,977 -8.43%
MN PAID LEAVE $0 $0 $0 $187 $171 -8.56%
TOTAL HUMAN RESOURCES $104,799 $49,320 $48,401 $92,524 $53,813 -41.84%
4220 CONSULTING FEES $198 $126 $0 $200 $200 0.00%
4220 ABSENTEE/EARLY VOTING $0 $0 $4,500 $5,555 $2,000 -64.00%
4240 LEGAL PUBLICATIONS $146 $0 $0 $200 $0 -100.00%
TOTAL CONTRACTUAL SERVICES $344 $126 $4,500 $5,955 $2,200 -63.06%
4300 OFFICE SUPPLIES $2,734 $104 $0 $4,500 $0 -100.00%
4318 POSTAGE $4,207 $6 $0 $600 $0 -100.00%
4330 BALLOT COUNTER MAINTENANCE $0 $0 $3,500 $2,000 $0 -100.00%
4330 ELECTRONIC POLL BOOKS $1,314 $4,245 $4,000 $1,315 $0 -100.00%
4330 ELECTRONIC POLL BOOK MAINTENANCE $5,308 $0 $2,800 $1,200 $1,200 0.00%
4330 ELECTION (BALLOT COUNTER) EQUIPMENT $0 $0 $0 $11,000 $8,000 -27.27%
TOTAL COMMODITIES $13,563 $4,355 $10,300 $20,615 $9,200 -55.37%
4415 MILEAGE AND AUTO ALLOWANCE $219 $10 $0 $250 $0 -100.00%
4490 MISCELLANEOUS $8,763 $0 $0 $6,200 $0 -100.00%
4490 IPADS, CELL SERVICE, MISC EQUIPMENT $1,228 $575 $1,000 $1,050 $575 -45.24%
TOTAL OTHER CHARGES $10,209 $585 $1,000 $7,500 $575 -92.33%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $128,915 $54,387 $64,201 $126,594 $65,788 -48.03%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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INFORMATION TECHNOLOGY
DEPARTMENT 14
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
IT
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4110 IT STAFF POSITION $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4210 IPT $46,136 $40,792 $33,405 $39,275 $39,025 -0.64%
4220 WEBSITE COSTS $0 $0 $1,200 $0 $3,095 100.00%
LOGIS SUPPORT $91,901 $75,894 $70,900 $58,000 $82,085 41.53%
WEB SERVICES $4,423 $8,846 $8,846 $8,846 $8,850 0.05%
STATE OF MN LINE FEES (FIBER FEE)$1,332 $1,332 $3,000 $1,332 $1,335 0.23%
SERVER HOSTING $45,108 $47,015 $48,375 $48,375 $73,345 51.62%
FIBER MANAGEMENT (LOGIS)$10,382 $7,426 $10,476 $3,177 $6,135 93.11%
TOTAL CONTRACTUAL SERVICES $199,282 $181,305 $176,202 $159,005 $213,870 34.51%
4301 COMPUTER SOFTWARE AND HARDWARE
MICROSOFT LICENSES & CALS $51,679 $33,098 $47,359 $51,870 $52,575 1.36%
COMPUTER REPLACEMENT $5,446 $15,971 $17,810 $17,028 $16,615 -2.43%
MISC HARDWARE & SOFTWARE $10,692 $56,342 $54,470 $3,000 $15,000 400.00%
LASERFICHE MAINTENANCE $22,201 $15,866 $31,414 $10,783 $9,575 -11.20%
SOFTWARE MAINTENANCE/RENEWALS $24,238 $55,433 $52,683 $66,008 $71,110 7.73%
FIREWALL $8,087 $0 $0 $0 $0 0.00%
DOOR ACCESS SYSTEM MAINTENANCE $2,831 $3,366 $4,000 $5,000 $5,000 0.00%
TOTAL COMMODITIES $125,174 $180,076 $207,736 $153,689 $169,875 10.53%
4400 TRAINING $0 $0 $750 $0 $0 0.00%
4490 MISCELLANEOUS $0 $0 $0 $4,000 $4,000 0.00%
TOTAL OTHER CHARGES $0 $0 $750 $4,000 $4,000 0.00%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $32,125 100.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $32,125 100.00%
TOTAL EXPENDITURES $324,456 $361,381 $384,688 $316,694 $419,870 32.58%
BUDGET REQUESTS REQUESTED APPROVED
MS CO-PILOT/AI LICENSING $11,310
CYBERSECURITY PROGRAM $32,125 INCLUDED IN CAPTIAL OUTLAY ABOVE
OBJ DESCRIPTION
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POLICE DEPARTMENT
DEPARTMENT 20
OBJ DESCRIPTION 2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
POLICE
4110 SALARIES-REGULAR/PATROL $1,440,633 $1,592,422 $1,574,617 $1,785,251 $1,838,883 3.00%
4110 SALARIES-REGULAR/ADMINISTRATION $1,011,992 $1,079,257 $983,372 $1,098,976 $1,191,892 8.45%
4110 SALARIES - CADET $45,970 $48,813 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME/PATROL $37,235 $47,993 $80,946 $80,946 $80,946 0.00%
4130 SALARIES-TEMPORARY $4,481 $595 $10,400 $10,400 $10,400 0.00%
4131 INSURANCE $617,101 $627,073 $669,920 $732,000 $762,750 4.20%
4133 WORKERS COMPENSATION $169,502 $109,062 $210,000 $116,650 $116,650 0.00%
4134 PERA/PATROL $249,520 $285,627 $293,035 $330,317 $339,810 2.87%
4134 PERA/ADMINISTRATION $160,457 $169,249 $157,339 $171,998 $187,640 9.09%
4135 FICA/PATROL $24,282 $28,097 $24,801 $27,856 $28,633 2.79%
4135 FICA/ADMINISTRATION $26,294 $26,418 $24,421 $29,624 $31,460 6.20%
MN PAID LEAVE $0 $0 $0 $13,093 $13,737 4.92%
TOTAL HUMAN RESOURCES $3,787,467 $4,014,606 $4,028,851 $4,397,111 $4,602,801 4.68%
4200 RENTALS AND LEASES $102,540 $89,128 $250,000 $300,000 $300,000 0.00%
4209 CITY HALL RENT $92,000 $92,000 $92,000 $101,200 $101,200 0.00%
4210 TELEPHONE $22,699 $27,369 $26,500 $26,500 $34,700 30.94%
4220 PROFESSIONAL SERVICES/LICENSES/FEES $4,545 $4,897 $13,200 $13,200 $13,200 0.00%
4222 PROSECUTIONS $71,032 $70,643 $75,000 $106,500 $110,000 3.29%
4225 ANIMAL IMPOUNDING FEES $1,343 $1,267 $2,500 $2,500 $2,500 0.00%
4223 OTHER CONTRACTUAL SERVICES $177,952 $208,855 $253,000 $250,000 $250,000 0.00%
4275 DISPATCH ANNUAL FEE $279,823 $289,009 $295,500 $288,350 $299,850 3.99%
TOTAL CONTRACTUAL SERVICES $751,935 $783,168 $1,007,700 $1,088,250 $1,111,450 2.13%
4300 OFFICE SUPPLIES $3,111 $5,620 $6,000 $6,000 $6,000 0.00%
4301 COMPUTER SOFTWARE/HARDWARE $9,977 $71,884 $56,100 $56,100 $56,100 0.00%
4305 OPERATING SUPPLIES $40,352 $23,068 $40,000 $40,000 $40,000 0.00%
4305 POLICE RESERVES $23,744 $3,396 $6,000 $6,000 $6,000 0.00%
4306 RECRUITMENT COSTS $37,854 $20,166 $15,000 $15,000 $10,000 -33.33%
4318 POSTAGE $487 $1,328 $4,000 $4,000 $4,000 0.00%
4320 GAS AND OIL $56,355 $53,945 $70,000 $70,000 $70,000 0.00%
4330 EQUIPMENT REPAIR/GENERAL $70,244 $9,471 $30,000 $30,000 $30,000 0.00%
4330 EQUIPMENT REPAIR/CAR SET UP $110,408 $37,382 $90,000 $90,000 $90,000 0.00%
4331 MISCELLANEOUS FURNITURE/EQUIP $10,355 $7,005 $11,000 $11,000 $11,000 0.00%
TOTAL COMMODITIES $362,889 $233,264 $328,100 $328,100 $323,100 -1.52%
4400 TRAINING $46,712 $43,407 $50,000 $50,000 $50,000 0.00%
4402 BOOKS AND SUBSCRIPTIONS $198 $0 $500 $500 $500 0.00%
4404 MEMBERSHIP DUES $41,269 $46,366 $50,000 $48,000 $54,050 12.60%
4410 CLOTHING AND EQUIPMENT $53,509 $47,689 $40,000 $40,000 $40,000 0.00%
4430 CAR WASHES $0 $0 $1,000 $1,000 $1,000 0.00%
4490 MISC - WELLNESS $1,205 $10,545 $0 $0 $5,000 100.00%
4490 MISCELLANEOUS $5,122 $7,483 $5,000 $5,000 $5,000 0.00%
4490 SHREDDING $1,241 $1,208 $1,000 $1,000 $1,000 0.00%
TOTAL OTHER CHARGES $149,256 $156,698 $147,500 $145,500 $156,550 7.59%
4610 CAPITAL OUTLAY $98,364 $178,107 $0 $0 $22,240 100.00%
TOTAL CAPITAL OUTLAY $98,364 $178,107 $0 $0 $22,240 100.00%
TOTAL EXPENDITURES $5,149,911 $5,365,843 $5,512,151 $5,958,961 $6,216,141 4.32%
BUDGET REQUESTS REQUESTED APPROVED
CYBERSECURITY PROGRAM $22,240 INCLUDED IN CAPTIAL OUTLAY ABOVE
CRIME ANALYST POSITION $64,030
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FIRE DEPARTMENT
DEPARTMENT 30
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
FIRE
4110 SALARIES-REGULAR/ADMIN $100,790 $107,870 $100,905 $106,761 $113,672 6.47%
4110 SALARIES-REGULAR/FIREFIGHTERS $207,636 $197,898 $204,998 $216,673 $227,673 5.08%
4131 INSURANCE $16,191 $17,133 $17,145 $18,000 $18,900 5.00%
4132 INSURANCE-LONG TERM DISABILITY $3,817 $2,606 $3,000 $3,000 $3,000 0.00%
4133 WORKERS COMPENSATION $58,582 $27,945 $39,000 $21,675 $21,675 0.00%
4134 PERA/ADMIN $7,568 $7,812 $7,568 $8,007 $8,525 6.47%
4135 FICA/ADMIN $7,530 $7,999 $7,719 $8,167 $8,696 6.48%
4135 FICA/FIREFIGHTERS $4,178 $3,778 $2,972 $3,142 $3,301 5.06%
MN PAID LEAVE $0 $0 $0 $1,423 $1,502 5.55%
TOTAL HUMAN RESOURCES $406,291 $373,040 $383,307 $386,848 $406,944 5.19%
4200 RENTALS AND LEASES $13 $13 $500 $250 $250 0.00%
4210 TELEPHONE $4,921 $4,237 $4,500 $4,250 $4,500 5.88%
4211 ELECTRICAL SERVICE $14,137 $19,812 $15,000 $15,000 $15,000 0.00%
4212 GAS SERVICE $11,928 $16,794 $20,000 $18,000 $18,000 0.00%
4213 SOLAR LEASE $4,147 $4,491 $4,651 $4,675 $4,840 3.53%
PROFESSIONAL SERVICES
4220 LOGIS - IT SERVICES $5,329 $7,565 $10,370 $6,000 $20,000 233.33%
4220 AUDIT $11,100 $11,700 $10,000 $12,000 $12,500 4.17%
4220 LEGAL $0 $1,134 $1,750 $1,250 $1,250 0.00%
4220 OTHER PROFESSIONAL SERVICES $17,137 $12,543 $9,000 $10,000 $10,000 0.00%
4240 LEGAL PUBLICATIONS $0 $134 $500 $250 $250 0.00%
4244 MEDICAL EXAMS $6,073 $7,390 $10,500 $10,500 $10,500 0.00%
4268 SNOWPLOW FIREFIGHTER DRIVEWAYS $3,815 $2,680 $11,000 $10,000 $10,000 0.00%
4268 DEPARTMENT REPORT PRINTING $4,397 $3,220 $4,500 $4,000 $4,000 0.00%
4268 STATIC TESTING $9,823 $9,014 $12,750 $11,500 $11,500 0.00%
4268 OTHER CONTRACTUAL SERVICES $0 $1,059 $0 $0 $0 0.00%
4275 DISPATCH ANNUAL FEE $18,682 $18,547 $20,000 $33,270 $34,210 2.83%
4280 RUBBISH COLLECTION $2,822 $2,985 $2,900 $3,000 $3,300 10.00%
TOTAL CONTRACTUAL SERVICES $114,324 $123,319 $137,921 $143,945 $160,100 11.22%
4300 OFFICE SUPPLIES $2,741 $835 $2,000 $2,000 $2,000 0.00%
4301 COMPUTER SOFTWARE $8,923 $14,770 $13,000 $14,000 $18,050 28.93%
4301 COMPUTER HARDWARE $6,694 $36,862 $29,263 $4,000 $4,000 0.00%
4305 OPERATING SUPPLIES
BOOTS/BUNKERPANTS/COATS $42,498 $12,497 $48,500 $49,000 $49,000 0.00%
HOSE/NOZZELS/FITTINGS $3,611 $11,562 $13,000 $13,000 $13,500 3.85%
MISCELLANEOUS OPERATING SUPPLIES $14,707 $23,284 $21,000 $21,000 $25,000 19.05%
FIRE PREVENTION $3,413 $3,381 $7,750 $7,750 $7,750 0.00%
4318 POSTAGE $183 $153 $150 $150 $150 0.00%
4320 GAS AND OIL $8,936 $9,446 $9,000 $9,000 $9,000 0.00%
4330 EQUIPMENT REPAIR
COPIER MAINTENANCE $224 $1,808 $1,000 $1,000 $1,000 0.00%
RADIO REPAIRS AND MAINTENANCE $1,356 $6,021 $1,750 $2,250 $2,250 0.00%
APPARATUS REPAIRS AND MAINTENANCE $36,751 $17,398 $30,000 $31,000 $31,000 0.00%
SCBA SERVICE $1,103 $2,363 $1,500 $1,500 $1,500 0.00%
OTHER REPAIRS AND MAINTENANCE $11,447 $8,628 $8,500 $10,000 $10,000 0.00%
4331 MISC FURNITURE/EQUIPMENT $0 $0 $0 $0 $2,000 100.00%
4335 BUILDING MAINTENANCE $46,132 $60,055 $35,000 $55,000 $55,000 0.00%
TOTAL COMMODITIES $188,719 $209,062 $221,413 $220,650 $231,200 4.78%
OBJ DESCRIPTION
Page 104 of 224
FIRE DEPARTMENT
DEPARTMENT 30
4400 TRAINING $25,367 $10,994 $18,750 $19,000 $19,250 1.32%
4402 BOOKS AND SUBSCRIPTIONS $3,180 $1,325 $2,500 $3,500 $3,250 -7.14%
4403 TRAINING EXPENSES $4,612 $3,555 $5,500 $5,500 $5,500 0.00%
4404 MEMBERSHIP DUES $1,461 $1,554 $2,250 $2,250 $2,250 0.00%
4410 UNIFORMS $9,811 $11,840 $12,500 $12,500 $12,500 0.00%
4415 MILEAGE $51 $83 $250 $200 $200 0.00%
4425 WATER SERVICE $2,176 $1,911 $3,000 $3,000 $3,000 0.00%
4490 MISCELLANEOUS $3,862 $1,525 $500 $500 $500 0.00%
TOTAL OTHER CHARGES $50,520 $32,789 $45,250 $46,450 $46,450 0.00%
4630 CAPITAL OUTLAY $0 $121,700 $0 $0 $19,770 100.00%
TOTAL CAPITAL OUTLAY $0 $121,700 $0 $0 $19,770 100.00%
TOTAL EXPENDITURES $759,854 $859,910 $787,891 $797,893 $864,464 8.34%
BUDGET REQUESTS REQUESTED APPROVED
RESCUE AIR BAGS $15,000
RESCUE BOAT $4,000
CYBERSECURITY PROGRAM $19,770 INCLUDED IN CAPTIAL OUTLAY ABOVE
ADMINISTRATIVE STRUCTURE STUDY $15,500
FIRE DEPT AV EQUIPMENT $18,400
RELIEF PENSION INCREASE $20,160
Page 105 of 224
BUILDING OFFICIAL
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
BUILDING OFFICIAL
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4133 INSURANCE-WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4209 CITY HALL RENT $14,500 $0 $0 $0 $0 0.00%
4210 TELEPHONE $3,351 $3,133 $4,000 $4,000 $4,000 0.00%
4220 PROFESSIONAL SERVICES $558 $598 $500 $500 $500 0.00%
CITY ATTORNEY $1,746 $6,979 $1,000 $1,000 $1,000 0.00%
CITY ENGINEER/GOPHER ONE $0 $0 $500 $500 $500 0.00%
ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $5,200 100.00%
4231 CONTRACTED INSPECTIONS $507,607 $494,854 $319,000 $322,000 $322,000 0.00%
TOTAL CONTRACTUAL SERVICES $527,762 $505,564 $325,000 $328,000 $333,200 1.59%
4300 OFFICE SUPPLIES $352 $2,553 $1,250 $1,250 $1,250 0.00%
4305 OPERATING SUPPLIES $1,692 $1,693 $500 $500 $500 0.00%
4318 POSTAGE $2,415 $2,459 $2,500 $2,500 $2,500 0.00%
TOTAL COMMODITIES $4,459 $6,705 $4,250 $4,250 $4,250 0.00%
4400 TRAINING $0 $0 $500 $500 $500 0.00%
4402 BOOKS AND SUBSCRIPTIONS $0 $0 $250 $250 $250 0.00%
4404 MEMBERSHIP DUES $0 $0 $125 $125 $125 0.00%
4490 MISCELLANEOUS $55 $0 $500 $500 $500 0.00%
4437 CREDIT CARD FEES $15,183 $11,678 $14,000 $14,000 $14,000 0.00%
TOTAL OTHER CHARGES $15,238 $11,678 $15,375 $15,375 $15,375 0.00%
4620 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $547,458 $523,947 $344,625 $347,625 $352,825 1.50%
BUDGET REQUESTS REQUESTED APPROVED
BUILDING PLAN SCANNING 15,000$
OBJ DESCRIPTION
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STREETS
DEPARTMENT 50
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
PW - STREETS
4110 SALARIES-REGULAR $429,762 $486,003 $470,115 $494,097 $521,551 5.56%
4115 SALARIES-OVERTIME $19,858 $26,899 $22,375 $22,375 $22,375 0.00%
4130 SALARIES-TEMPORARY $670 $8,536 $8,000 $8,000 $8,000 0.00%
4131 INSURANCE $116,594 $111,205 $122,072 $128,160 $134,568 5.00%
4133 WORKERS COMPENSATION $68,554 $31,646 $42,000 $23,350 $23,350 0.00%
4134 PERA $33,387 $37,296 $36,937 $38,735 $40,569 4.73%
4135 FICA $35,941 $39,920 $38,287 $40,122 $42,222 5.23%
MN PAID LEAVE $0 $0 $0 $2,308 $2,428 5.20%
TOTAL HUMAN RESOURCES $704,767 $741,505 $739,786 $757,147 $795,063 5.01%
4200 RENTALS AND LEASES $4,530 $4,600 $5,000 $5,000 $5,000 0.00%
4210 TELEPHONE $2,450 $2,384 $4,000 $4,000 $4,000 0.00%
4211 ELECTRICAL-STREET LIGHTS $23,705 $24,916 $26,000 $26,000 $26,000 0.00%
4211 ELECTRICAL-PUBLIC WORKS GARAGE -$320 $1,116 $2,500 $2,500 $2,500 0.00%
4211 ELECTRICAL-TRAFFIC SIGNALS $3,348 $4,279 $4,000 $4,000 $5,000 25.00%
4212 GAS SERVICE $2,855 $3,953 $9,000 $7,500 $7,500 0.00%
4213 SOLAR LEASE $2,362 $2,468 $2,588 $2,580 $2,705 4.84%
4220 PROFESSIONAL SERVICES $9,815 $28,904 $7,500 $10,000 $12,000 20.00%
4220 ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $3,000 100.00%
4220 CITY ATTORNEY $1,317 $378 $1,000 $1,000 $1,000 0.00%
4240 LEGAL PUBLICATIONS $61 $118 $500 $500 $500 0.00%
4280 RUBBISH REMOVAL $3,760 $3,895 $4,000 $4,000 $4,500 12.50%
TOTAL CONTRACTUAL SERVICES $53,883 $77,011 $66,088 $67,080 $73,705 9.88%
4300 OFFICE SUPPLIES $1,195 $1,404 $1,000 $1,500 $1,500 0.00%
4305 OPERATING SUPPLIES $15,090 $22,078 $18,000 $18,000 $25,000 38.89%
4306 RECRUITMENT COSTS $10 $0 $500 $500 $500 0.00%
4318 POSTAGE $108 $43 $50 $50 $75 50.00%
4320 GAS AND OIL $24,043 $29,278 $45,000 $45,000 $40,000 -11.11%
4330 EQUIPMENT REPAIR $87,165 $84,249 $90,000 $90,000 $95,000 5.56%
4331 MISC OFFICE/COMPUTER EQUIPMENT $0 $847 $1,500 $1,500 $1,500 0.00%
4335 PUBLIC WORKS GARAGE MAINTENANCE
BUILDING MAINTENANCE $12,830 $10,834 $11,500 $15,000 $15,000 0.00%
4336 SNOW REMOVAL DAMAGE REPAIR $960 $579 $4,000 $4,000 $4,000 0.00%
TOTAL COMMODITIES $141,402 $149,311 $171,550 $175,550 $182,575 4.00%
4400 TRAINING $7,057 $3,227 $7,500 $7,500 $7,500 0.00%
4404 MEMBERSHIP DUES $0 $102 $300 $300 $300 0.00%
4410 PERSONAL PROTECTIVE EQUIPMENT (PPE)$5,913 $6,332 $5,500 $6,000 $6,500 8.33%
4415 MILEAGE AND AUTO ALLOWANCE $240 $2 $250 $250 $300 20.00%
4420 STREET SIGNS AND POSTS $12,782 $10,711 $12,000 $15,000 $15,000 0.00%
4421 SAND AND SALT $75,640 $25,215 $125,000 $100,000 $100,000 0.00%
4422 STREET MAINTENANCE MATERIAL $38,470 $29,417 $40,000 $50,000 $50,000 0.00%
4423 CRACK SEALING/CHIP SEALING $59,514 $65,976 $100,000 $115,000 $115,000 0.00%
4424 STREET SWEEPING AND STRIPING $59,893 $75,811 $70,000 $75,000 $80,000 6.67%
4425 WATER SERVICE-PUBLIC WORKS $353 $353 $500 $500 $500 0.00%
4490 MISCELLANEOUS $527 $16 $500 $500 $500 0.00%
TOTAL OTHER CHARGES $260,389 $217,162 $361,550 $370,050 $375,600 1.50%
4620 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $1,160,441 $1,184,989 $1,338,974 $1,369,827 $1,426,943 4.17%
BUDGET REQUESTS REQUESTED APPROVED
FACILITY DRAIN REPLACEMENT $8,333
SKID STEER $35,000
WHEEL LOADER $230,000
OBJ DESCRIPTION
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PARKS
DEPARTMENT 70
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
PW - PARKS
4110 SALARIES-REGULAR $557,961 $604,557 $613,837 $638,461 $676,382 5.94%
4115 SALARIES-OVERTIME $4,050 $18,649 $30,500 $15,000 $15,000 0.00%
4130 SALARIES-TEMPORARY $46,042 $46,789 $50,000 $50,000 $55,000 10.00%
4131 INSURANCE $135,884 $147,706 $153,848 $161,520 $169,596 5.00%
4133 WORKERS COMPENSATION $27,412 $17,358 $33,000 $18,350 $18,350 0.00%
4134 PERA $41,880 $44,957 $48,325 $48,582 $51,366 5.73%
4135 FICA $50,398 $53,708 $53,117 $53,815 $57,099 6.10%
MN PAID LEAVE $0 $0 $0 $3,095 $3,284 6.11%
TOTAL HUMAN RESOURCES $863,627 $933,725 $982,627 $988,823 $1,046,077 5.79%
4200 RENTALS AND LEASES $23,419 $25,085 $29,000 $29,000 $29,000 0.00%
4210 TELEPHONE $3,216 $3,425 $4,000 $4,000 $4,000 0.00%
4211 ELECTRICAL-PW/WARMING HOUSES -$320 $1,116 $3,000 $3,000 $3,000 0.00%
4211 ELECTRICAL-COMF. STAT./AERATOR $3,803 $5,711 $6,000 $6,000 $6,000 0.00%
4212 GAS SERVICE $3,415 $4,836 $9,000 $7,500 $7,500 0.00%
4213 SOLAR LEASE $2,362 $2,469 $2,588 $2,580 $2,705 4.84%
4220 PROFESSIONAL SERVICES
CITY ATTORNEY $3,366 $1,980 $2,500 $3,000 $3,000 0.00%
TESTING/COMMISSION MINUTES $4,049 $1,851 $5,000 $5,000 $5,000 0.00%
BIKE/PED PLAN - VALLEY FOREST $25,214 $0 $0 $0 $0 0.00%
CITY ENGINEERING $540 $0 $0 $500 $500 0.00%
OTHER PROFESSIONAL SERVICES $1,315 $0 $0 $500 $500 0.00%
ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $3,000 100.00%
4240 LEGAL PUBLICATION $324 $208 $750 $750 $750 0.00%
4280 RUBBISH REMOVAL $3,760 $3,895 $4,000 $4,000 $4,500 12.50%
TOTAL CONTRACTUAL SERVICES $74,462 $50,575 $65,838 $65,830 $69,455 5.51%
4300 OFFICE SUPPLIES $1,706 $2,282 $2,000 $2,000 $2,500 25.00%
4305 OPERATING SUPPLIES $20,922 $15,656 $20,000 $20,000 $20,000 0.00%
4306 RECRUITMENT COSTS $10 $620 $500 $500 $500 0.00%
4318 POSTAGE $506 $528 $500 $500 $500 0.00%
4320 GAS AND OIL $16,518 $18,416 $25,000 $25,000 $25,000 0.00%
4330 EQUIPMENT REPAIRS AND MAINTENANCE
EQUIPMENT REPAIRS/MAINTENANCE $44,115 $45,877 $46,500 $46,500 $50,000 7.53%
PARKS MAINTENANCE COSTS $101,458 $106,372 $105,000 $110,000 $122,500 11.36%
TOWN CENTRE LANDSCAPE MAINT.$2,100 $0 $9,000 $9,000 $9,000 0.00%
INFIELD MAINTENANCE $8,010 $9,476 $10,000 $15,000 $15,000 0.00%
4331 MISC OFFICE/COMPUTER EQUIP $1,355 $847 $1,500 $1,500 $1,500 0.00%
4335 BUILDING MAINTENANCE
BUILDING MAINTENANCE $12,922 $10,526 $11,500 $15,000 $15,000 0.00%
TOTAL COMMODITIES $209,621 $210,600 $231,500 $245,000 $261,500 6.73%
OBJ DESCRIPTION
Page 110 of 224
PARKS
DEPARTMENT 70
4400 TRAINING $3,935 $4,983 $5,000 $5,000 $6,000 20.00%
4404 MEMBERSHIP DUES $450 $462 $1,000 $1,000 $1,000 0.00%
4410 PERSONAL PROTECTIVE EQUIPMENT (PPE) $3,835 $5,416 $5,500 $6,000 $6,000 0.00%
4415 MILEAGE AND AUTO ALLOWANCE $0 $32 $400 $400 $400 0.00%
4425 WATER SERVICE
PUBLIC WORKS $351 $353 $500 $500 $500 0.00%
PARKS $12,438 $10,312 $30,000 $30,000 $30,000 0.00%
4490 MISCELLANEOUS $1,106 $296 $1,500 $1,500 $1,500 0.00%
4490 COMMISSIONER PER DIEM $1,625 $950 $2,250 $2,250 $2,250 0.00%
TOTAL OTHER CHARGES $23,739 $22,804 $46,150 $46,650 $47,650 2.14%
4600 CAPITAL OUTLAY $77,770 $5,100 $0 $45,000 $0 0.00%
TOTAL CAPITAL OUTLAY $77,770 $5,100 $0 $45,000 $0 0.00%
TOTAL EXPENDITURES $1,249,219 $1,222,803 $1,326,115 $1,391,303 $1,424,682 2.40%
BUDGET REQUESTS REQUESTED APPROVED
FACILITY DRAIN REPLACEMENT $8,333
JOHN DEERE GATOR $42,000
SKID STEER $35,000
SPRAY MASTER $25,000
Page 111 of 224
RECREATION
DEPARTMENT 70
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
RECREATION
4435 SOFTBALL LEAGUES $5,408 $3,586 $5,500 $6,000 $6,000 0.00%
4435 TENNIS LESSONS/PICKLEBALL $164 $3,264 $4,000 $3,000 $4,000 33.33%
4435 SUMMER CONCERTS $7,475 $9,510 $15,000 $15,000 $15,000 0.00%
4435 WINTERFEST $9,359 $10,941 $8,500 $9,000 $9,000 0.00%
4435 SAFETY CAMP $3,051 $1,245 $2,000 $3,500 $3,000 -14.29%
4435 SPECIAL EVENTS/PROGRAMMING $2,548 $2,818 $5,000 $6,000 $6,000 0.00%
4435 TRICK OR TEEING $3,743 $4,070 $5,000 $5,500 $5,500 0.00%
4435 TOUCH A TRUCK $0 $1,529 $3,000 $2,750 $2,750 0.00%
4435 TOUR DE REC $741 $78 $1,000 $1,200 $1,200 0.00%
4435 WORKOUTS IN THE PARK $335 $340 $1,000 $700 $700 0.00%
4435 CONTRACTED PROGRAMS $7,434 $9,870 $11,250 $10,750 $10,750 0.00%
4435 SENIORS PROGRAMMING $233 $414 $4,500 $4,000 $4,000 0.00%
4435 PROGRAM SUPPLIES/EQUIPMENT $3,498 $4,476 $6,000 $6,000 $6,000 0.00%
4435 FIELD TRIPS $1,077 $323 $4,000 $2,000 $2,000 0.00%
4435 RECREATION OFFICE SUPPLIES $246 $1,199 $600 $1,000 $1,300 30.00%
4435 KIDS FISHING DERBY $682 $0 $1,750 $1,750 $1,750 0.00%
4435 YOUTH AND STAFF SHIRTS $894 $2,048 $3,250 $3,250 $3,250 0.00%
4435 SCHOLARSHIP PROGRAM $0 $0 $2,000 $1,250 $1,250 0.00%
4435 PARK CELEBRATION EVENTS $9,469 $9,672 $10,000 $10,000 $11,000 10.00%
4435 MARKETING & COMMUNICATIONS $11,555 $11,377 $10,000 $12,500 $14,000 12.00%
4435 NATURE BASED PROGRAMMING $0 $742 $0 $1,000 $1,200 20.00%
4435 MISCELLANEOUS $14,034 $3,610 $2,500 $5,000 $5,000 0.00%
4436 ONLINE REGISTRATION FEES $2,739 $2,603 $3,000 $3,250 $3,250 0.00%
4400 TRAINING/CONFERENCES $4,076 $7,346 $7,500 $9,000 $9,000 0.00%
4400 SEASONAL STAFF TRAINING $409 $750 $3,000 $1,500 $1,500 0.00%
4400 MEMBERSHIPS/SUBSCRIPTIONS $803 $800 $1,500 $2,000 $2,000 0.00%
4400 TUITION REIMBURSEMENT $0 $0 $0 $6,000 $3,000 -50.00%
TOTAL RECREATION CHARGES $89,972 $92,611 $120,850 $132,900 $133,400 0.38%
BUDGET REQUESTS REQUESTED APPROVED
REPLACEMENT VEHICLE $46,000
OBJ DESCRIPTION
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COMMUNITY DEVELOPMENT
DEPARTMENT 80
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
COMMUNITY DEVELOPMENT
4110 SALARIES-REGULAR $110,785 $117,639 $117,124 $125,467 $133,754 6.60%
4131 INSURANCE $22,860 $22,860 $22,860 $24,000 $25,200 5.00%
4134 PERA $8,309 $8,823 $8,784 $9,410 $10,032 6.61%
4135 FICA $8,191 $8,640 $8,960 $9,598 $10,232 6.61%
MN PAID LEAVE $0 $0 $0 $552 $589 6.70%
TOTAL HUMAN RESOURCES $150,145 $157,961 $157,728 $169,027 $179,807 6.38%
4220 PROFESSIONAL SERVICES
CONSULTING PLANNER $20,771 $0 $10,000 $10,000 $10,000 0.00%
COMP PLAN $0 $0 $500 $9,500 $90,000 847.37%
CITY ATTORNEY $15,011 $16,054 $10,000 $10,000 $10,000 0.00%
OPEN TO BUSINESS - DAKOTA COUNTY $3,000 $3,000 $3,000 $3,000 $3,090 3.00%
PLANNING COMMISSION-MINUTES $2,196 $2,578 $3,500 $3,500 $3,500 0.00%
RESOLUTION FILING WITH COUNTY $609 $657 $2,000 $2,000 $2,000 0.00%
OTHER PROFESSIONAL SERVICES $0 $0 $500 $500 $5,000 900.00%
4222 PROSECUTIONS $0 $0 $0 $10,000 $10,000 0.00%
4240 LEGAL PUBLICATIONS $1,162 $1,102 $2,000 $2,000 $2,000 0.00%
TOTAL CONTRACTUAL SERVICES $42,749 $23,391 $31,500 $50,500 $135,590 168.50%
4300 OFFICE SUPPLIES $366 $356 $1,000 $1,000 $1,000 0.00%
4318 POSTAGE $472 $472 $1,000 $1,000 $1,000 0.00%
TOTAL COMMODITIES $838 $828 $2,000 $2,000 $2,000 0.00%
4400 TRAINING $835 $99 $2,000 $2,000 $2,000 0.00%
4402 BOOKS AND SUBSCRIPTIONS $0 $0 $500 $500 $500 0.00%
4404 MEMBERSHIP DUES $492 $725 $750 $850 $850 0.00%
4415 MILEAGE AND AUTO ALLOWANCES $30 $26 $100 $100 $100 0.00%
4490 PLANNING COMMISSION PER DIEM $1,650 $1,550 $3,000 $3,000 $3,000 0.00%
4490 MISCELLANEOUS $817 $571 $1,000 $1,000 $1,000 0.00%
TOTAL OTHER CHARGES $3,824 $2,971 $7,350 $7,450 $7,450 0.00%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $197,556 $185,152 $198,578 $228,977 $324,847 41.87%
BUDGET REQUESTS REQUESTED APPROVED
DEVELOPMENT TRACKER GIS $4,500 INCLUDED IN 4220 OTHER ABOVE
OBJ DESCRIPTION
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RECYCLING
DEPARTMENT 85
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
RECYCLING
4110 SALARIES-REGULAR $0 $0 $0 $80,387 $85,696 6.60%
4115 SALARIES-OVERTIME $0 $0 $0 $500 $500 0.00%
4131 INSURANCE $0 $0 $0 $24,000 $25,200 5.00%
4133 WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $6,067 $6,465 6.56%
4135 FICA $0 $0 $0 $6,188 $6,594 6.56%
MN PAID LEAVE $0 $0 $0 $356 $379 6.46%
TOTAL HUMAN RESOURCES $0 $0 $0 $117,498 $124,834 6.24%
4220 RECYCLING EVENTS/SUPPLIES $6,239 $6,896 $10,000 $7,500 $9,000 20.00%
4220 SHARED RECYCLING POSITION $0 $11,099 $42,000 $0 $0 0.00%
TOTAL CONTRACTUAL SERVICES $6,239 $17,995 $52,000 $7,500 $9,000 20.00%
4300 OFFICE SUPPLIES $0 $390 $500 $200 $200 0.00%
4318 POSTAGE $0 $0 $500 $100 $100 0.00%
TOTAL COMMODITIES $0 $390 $1,000 $300 $300 0.00%
4415 MILEAGE AND AUTO ALLOWANCE $0 $0 $100 $250 $350 40.00%
4490 MISCELLANEOUS $203 $0 $1,500 $1,000 $1,000 0.00%
TOTAL OTHER CHARGES $203 $0 $1,600 $1,250 $1,350 8.00%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $6,443 $18,385 $54,600 $126,548 $135,484 7.06%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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ENGINEERING
FUND 5 DEPARTMENT 15
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
ENGINEERING
4110 SALARIES-REGULAR $397,886 $441,986 $429,798 $454,777 $483,354 6.28%
4115 SALARIES-OVERTIME $8,528 $22,967 $10,000 $10,000 $10,000 0.00%
4130 SALARIES-TEMPORARY $0 $0 $10,000 $10,000 $10,000 0.00%
4131 INSURANCE $78,340 $80,565 $83,439 $87,600 $91,980 5.00%
4133 WORKERS COMPENSATION $7,359 $3,685 $5,500 $3,050 $3,050 0.00%
4134 PERA $31,243 $34,087 $32,985 $34,858 $36,814 5.61%
4135 FICA $33,824 $35,884 $34,409 $36,320 $38,507 6.02%
MN PAID LEAVE $0 $0 $0 $2,089 $2,215 6.03%
TOTAL HUMAN RESOURCES $557,180 $619,174 $606,131 $638,694 $675,920 5.83%
4200 RENTALS AND LEASES $866 $866 $900 $1,000 $1,000 0.00%
4209 CITY HALL RENT $59,000 $59,000 $59,000 $64,900 $64,900 0.00%
4210 TELEPHONE $1,088 $1,091 $4,000 $2,500 $2,500 0.00%
4220 PROFESSIONAL SERVICES $145 $0 $2,000 $2,000 $2,000 0.00%
4220 ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $3,000 100.00%
4220 CITY AUDIT $3,979 $4,011 $4,200 $4,550 $4,780 5.05%
TOTAL CONTRACTUAL SERVICES $65,078 $64,968 $70,100 $74,950 $78,180 4.31%
4300 OFFICE SUPPLIES $1,878 $1,176 $2,000 $2,000 $2,000 0.00%
4305 OPERATING SUPPLIES $414 $60 $1,500 $1,500 $1,500 0.00%
4318 POSTAGE $427 $160 $300 $500 $500 0.00%
4320 GAS AND OIL $2,910 $3,503 $3,500 $3,500 $4,000 14.29%
4330 EQUIPMENT REPAIR $0 $1,696 $1,500 $1,500 $1,800 20.00%
4331 MISC OFFICE/COMPUTER EQUIPMENT $0 $3,453 $5,000 $5,000 $5,000 0.00%
TOTAL COMMODITIES $5,630 $10,047 $13,800 $14,000 $14,800 5.71%
4400 TRAINING $1,885 $3,029 $5,000 $5,000 $6,000 20.00%
4402 BOOKS AND SUBSCRIPTIONS $0 $100 $100 $0 $0 0.00%
4404 MEMBERSHIP DUES $0 $0 $1,000 $1,000 $1,000 0.00%
4410 CLOTHING AND EQUIPMENT $93 $252 $750 $750 $750 0.00%
4415 MILEAGE AND AUTO ALLOWANCE $354 $2 $1,000 $1,000 $1,000 0.00%
4490 MISCELLANEOUS $0 $104 $250 $500 $500 0.00%
TOTAL OTHER CHARGES $2,332 $3,488 $8,100 $8,250 $9,250 12.12%
4620 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $630,220 $697,678 $698,131 $735,894 $778,150 5.74%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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NATURAL RESOURCES
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
NATURAL RESOURCES
4110 SALARIES-REGULAR $96,504 $99,916 $100,248 $109,982 $117,247 6.61%
4115 SALARIES - OVERTIME $0 $4,506 $0 $0 $0 0.00%
4130 SALARIES - TEMP $0 $7,516 $0 $10,000 $10,000 0.00%
4131 INSURANCE $22,860 $22,860 $22,860 $24,000 $25,200 5.00%
4134 PERA $7,238 $7,832 $7,519 $8,249 $8,794 6.61%
4135 FICA $7,383 $8,563 $7,669 $9,179 $9,734 6.05%
MN PAID LEAVE $0 $0 $0 $528 $560 6.06%
TOTAL HUMAN RESOURCES $133,985 $151,193 $138,296 $161,938 $171,535 5.93%
4333 VALLEY PARK POLLINATOR CORRIDOR $0 $0 $15,000 $15,000 $12,000 -20.00%
4333 VALLEY PARK FOREST ENHANCEMENT - NORTH $0 $2,745 $0 $0 $0 0.00%
4333 VALLEY PARK FOREST ENHANCEMENT - SOUTH CENTRAL $1,962 $2,500 $11,183 $2,580 $1,500 -41.86%
4333 VALLEY PARK NW FOREST ENHANCEMENT $4,150 $9,431 $10,000 $0 $0 0.00%
4333 VALLEY PARK E FOREST ENHANCEMENT $10,650 $0 $15,252 $1,220 $1,220 0.00%
4333 VALLEY PARK S OAK/ASPEN KNOLL ENHANCEMENT $0 $0 $0 $0 $0 0.00%
4333 COPPERFIELD POND ISTHMUS ENHANCEMENT $0 $30,563 $0 $25,870 $7,000 -72.94%
4333 FRIENDLY MARSH TURF TO PRAIRIE $0 $0 $0 $4,400 $4,400 0.00%
4333 ROGERS LAKE - SAVANA/FOREST AND SHORELINE ENHANCEMENT$5,114 $0 $34,518 $18,040 $17,000 -5.76%
4333 NATURAL RESOURCE MAINTENANCE $26,287 $9,622 $37,670 $40,500 $40,000 -1.23%
4333 PILOT KNOB RESTORATION $15,000 $17,757 $15,600 $16,000 $16,000 0.00%
4333 TREE SALE $9,626 $10,018 $10,000 $10,250 $10,250 0.00%
4333 TREE CANOPY PROGRAM $16,835 $14,985 $27,000 $27,600 $27,600 0.00%
4500 TREE REMOVAL $134,543 $103,034 $100,000 $110,000 $110,000 0.00%
4333 TREE PLANTING $2,645 $17,382 $10,000 $10,250 $10,250 0.00%
4333 TREE CARE (PRUNING, WATERING, DISEASE PREVENTION, MULCH, TREE GUARDS)$8,140 $5,001 $52,000 $53,300 $50,000 -6.19%
4333 CLIMATE ACTION AND RESILIANCY PLAN $0 $0 $0 $5,000 $0 -100.00%
4333 LANDSCAPE ORDINANCE DEVELOPMENT $0 $0 $0 $7,000 $7,000 0.00%
4333 NATURAL RESOURCES - MISCELLANEOUS $0 $4,614 $0 $0 $5,000 100.00%
TOTAL CONTRACTUAL SERVICES $234,952 $227,652 $338,223 $347,010 $319,220 -8.01%
4410 PPE $0 $0 $0 $0 $500 100.00%
4490 MISCELLANEOUS $3,204 $3,171 $0 $0 $0 0.00%
4490 COMMISSIONER PER DIEM $1,225 $1,825 $1,800 $1,800 $2,000 11.11%
TOTAL OTHER CHARGES $4,429 $4,996 $1,800 $1,800 $2,500 38.89%
TOTAL EXPENDITURES $373,366 $383,841 $478,319 $510,748 $493,255 -3.42%
BUDGET REQUESTS REQUESTED APPROVED
CLIMATE ACTION AND RESILIENCY PLAN $50,000
VALLY PARK NRMP $20,000
FORESTRY MOWER MULCHING HEAD $30,000
OBJ DESCRIPTION
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UTILITY FUND
REVENUE SUMMARY
UTILITY FUND FUND 15
REVENUES
2024 2025 2025 2026 2027
REVENUE SOURCE ACTUAL ACTUAL BUDGET BUDGET BUDGET % CHANGE
SEWER RENTAL $2,537,860 $2,692,028 $2,522,235 $2,798,000 $2,935,000 4.90%
SEWER PERMITS $2,190 $1,275 $1,500 $2,000 $2,000 0.00%
LILYDALE LIFT STATION MAINT.$7,111 $8,715 $6,000 $7,200 $8,640 20.00%
MISCELLANEOUS INCOME $31,035 $48,885 $20,000 $20,000 $20,000 0.00%
INTERST INCOME $83,273 $93,334 $20,000 $30,000 $50,000 66.67%
UNAPPROPRIATED TRANSFER -$36,350 -$749,341 -$11,150 -$11,150 -$11,150 0.00%
TOTAL UTILITY FUND REVENUE $2,625,119 $2,094,896 $2,558,585 $2,846,050 $3,004,490 5.57%
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UTILITY
FUND 15 DEPARTMENT 60
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
SEWER UTILITY
4110 SALARIES-REGULAR $187,852 $184,344 $179,683 $191,521 $202,470 5.72%
4115 SALARIES-OVERTIME $3,630 $10,487 $5,000 $5,000 $5,000 0.00%
4130 SALARIES-TEMPORARY $2,508 $4,751 $8,000 $8,000 $8,000 0.00%
4131 INSURANCE $28,388 $29,127 $43,205 $45,360 $47,628 5.00%
4133 WORKERS COMPENSATION $16,071 $7,464 $10,000 $5,550 $5,550 0.00%
4134 PERA -$1,502 -$580 $13,851 $14,739 $15,560 5.57%
4135 FICA $15,125 $15,844 $14,740 $15,646 $16,483 5.35%
MN PAID LEAVE $0 $0 $0 $900 $948 5.33%
4139 OPEB $8,390 $1,777 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $260,461 $253,213 $274,479 $286,716 $301,639 5.20%
4200 RENTALS AND LEASES $2,063 $2,745 $4,000 $4,000 $4,000 0.00%
4209 CITY HALL RENT $8,250 $8,250 $8,250 $9,075 $9,075 0.00%
4210 TELEPHONE $1,300 $1,128 $7,500 $5,000 $2,500 -50.00%
4211 ELECTRIC SERVICE
PUBLIC WORKS GARAGE -$320 $1,116 $2,500 $2,500 $2,500 0.00%
LIFT STATIONS $7,624 $12,460 $12,000 $10,000 $15,000 50.00%
4212 GAS SERVICE
PUBLIC WORKS GARAGE $2,855 $3,952 $9,000 $7,500 $7,500 0.00%
LIFT STATIONS $2,470 $3,365 $3,500 $3,500 $4,000 14.29%
4213 SOLAR LEASE $2,362 $2,468 $2,588 $2,580 $2,705 4.84%
4220 PROFESSIONAL SERVICES
CITY ENGINEER $3,509 $8,871 $0 $5,000 $5,000 0.00%
CITY AUDIT $3,706 $3,820 $4,000 $4,325 $4,540 4.97%
TRAINING $1,000 $3,000 $1,500 $1,500 $3,000 100.00%
OTHER PROFESSIONAL SERVICES $3,820 $6,789 $15,000 $5,000 $66,500 1230.00%
4240 LEGAL PUBLICATIONS $0 $222 $250 $250 $250 0.00%
4250 LIABILITY AND AUTO INSURANCE $10,139 $11,357 $10,500 $11,700 $12,250 4.70%
4280 RUBBISH REMOVAL $3,760 $3,895 $4,000 $4,000 $4,500 12.50%
TOTAL CONTRACTUAL SERVICES $52,537 $73,439 $84,588 $75,930 $143,320 88.75%
4300 OFFICE SUPPLIES $1,721 $2,136 $2,000 $2,000 $2,500 25.00%
4305 OPERATING SUPPLIES $21,446 $14,947 $20,000 $25,000 $25,000 0.00%
4318 POSTAGE $7,354 $5,539 $6,000 $8,000 $8,000 0.00%
4320 GAS AND OIL $5,654 $6,200 $7,500 $7,500 $7,500 0.00%
4330 EQUIPMENT REPAIRS AND MAINTENANCE
SEWER CLEANING/TELEVISING $62,259 $70,203 $62,000 $75,000 $75,000 0.00%
SEWER LINING $0 $0 $250,000 $250,000 $208,000 -16.80%
ROOT CHEMICALS $6,816 $4,809 $10,000 $10,000 $10,000 0.00%
SOFTWARE SUPPORT $840 $6,712 $1,000 $10,000 $7,000 -30.00%
ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $5,000 100.00%
EQUIPMENT REPAIRS AND MAINTENANCE $82,162 $75,713 $60,750 $70,750 $75,000 6.01%
4331 FURNITURE/EQUIPMENT $0 $878 $1,200 $1,500 $1,500 0.00%
4335 PUBLIC WORKS GARAGE MAINTENANCE
BUILDING MAINTENANCE $12,698 $9,685 $11,500 $15,000 $15,000 0.00%
TOTAL COMMODITIES $200,950 $196,821 $431,950 $474,750 $439,500 -7.42%
OBJ DESCRIPTION
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UTILITY
FUND 15 DEPARTMENT 60
4400 TRAINING
$994 $1,752 $2,500 $2,500 $2,500 0.00%
4404 MEMBERSHIP DUES
$10 $267 $500 $500 $500 0.00%
4410 CLOTHING AND EQUIPMENT
$1,308 $1,705 $1,250 $1,500 $1,750 16.67%
4415 MILEAGE AND AUTO ALLOWANCE
$34 $17 $250 $250 $250 0.00%
4425 WATER SERVICE
$353 $353 $450 $450 $450 0.00%
4437 CREDIT CARD FEES
$7,617 $10,479 $3,000 $8,500 $12,000 41.18%
4449 MWCC CHARGES
$1,314,748 $1,443,499 $1,443,499 $1,889,173 $1,800,000 -4.72%
4490 MISCELLANEOUS
$5,606 $1,855 $5,000 $6,000 $600 -90.00%
4491 DEPRECIATION
$206,692 $211,245 $200,000 $220,000 $220,000 0.00%
TOTAL OTHER CHARGES $1,537,361 $1,671,172 $1,656,449 $2,128,873 $2,038,050 -4.27%
4600 CAPITAL OUTLAY $0 $0 $62,667 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $62,667 $0 $0 0.00%
TOTAL EXPENDITURES $2,051,309 $2,194,646 $2,510,133 $2,966,269 $2,922,509 -1.48%
BUDGET REQUESTS REQUESTED APPROVED
FACILITY DRAIN REPLACEMENT $8,333
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STORM WATER UTILITY
FUND 29 DEPARTMENT
STORM WATER UTILITY FUND 29
REVENUES
2024 2025 2025 2026 2027
REVENUE SOURCE ACTUAL ACTUAL BUDGET BUDGET BUDGET % CHANGE
STORM WATER UTILITY FEES $647,637 $743,159 $615,000 $750,000 $750,000 0.00%
MISCELLANEOUS INCOME $31,435 $0 $0 $15,000 $15,000 0.00%
INTEREST INCOME $46,359 $49,276 $10,000 $15,000 $25,000 66.67%
UNAPPROPRIATED TRANSFER -$206,258 -$374,718 -$9,650 -$9,650 -$9,650 0.00%
TOTAL STORM UTILITY FUND REVENUE $519,174 $417,717 $615,350 $770,350 $780,350 1.30%
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STORM WATER UTILITY
FUND 29 DEPARTMENT 29
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
STORM WATER UTILITY
4110 SALARIES-REGULAR $27,823 $28,322 $28,904 $30,676 $31,843 3.80%
4131 INSURANCE $4,654 $4,956 $7,087 $7,440 $7,812 5.00%
4134 PERA -$607 -$1,085 $2,168 $2,301 $2,388 3.78%
4135 FICA $2,093 $2,129 $2,211 $2,347 $2,436 3.79%
MN PAID LEAVE $0 $0 $0 $135 $140 3.70%
4139 OPEB $1,378 $400 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $35,341 $34,722 $40,370 $42,899 $44,619 4.01%
4209 CITY HALL RENT $8,250 $8,250 $8,250 $9,075 $9,075 0.00%
4220 PROFESSIONAL SERVICES
CITY AUDIT $1,277 $1,433 $1,500 $1,625 $1,705 4.92%
ENGINEERING FEES $9,268 $14,477 $30,000 $30,000 $30,000 0.00%
RAIN GARDEN DESIGN/CONSTRUCTION $3,524 $1,008 $50,000 $50,000 $50,000 0.00%
SURFACE WATER TREATMENT $5,802 $4,995 $10,000 $10,000 $10,000 0.00%
OTHER PROFESSIONAL SERVICES $12,378 $96,124 $100,000 $30,000 $25,000 -16.67%
ASSET MANAGEMENT SYSTEM $0 $0 $0 $0 $5,000 100.00%
4240 LEGAL PUBLICATIONS $0 $269 $250 $250 $250 0.00%
TOTAL CONTRACTUAL SERVICES $40,498 $126,555 $200,000 $130,950 $131,030 0.06%
4300 OFFICE SUPPLIES $103 $0 $250 $250 $250 0.00%
4318 POSTAGE $1 $0 $150 $150 $150 0.00%
4330 EQUIPMENT REPAIR $6,637 $7,046 $10,000 $10,000 $10,000 0.00%
4337 STORM SEWER MAINTENANCE $27,950 $64,116 $50,000 $50,000 $50,000 0.00%
4339 POND MAINTENANCE $144,428 $4,445 $100,000 $191,000 $100,000 -47.64%
TOTAL COMMODITIES $179,119 $75,607 $160,400 $251,400 $160,400 -36.20%
4404 MEMBERSHIP DUES $27,896 $31,480 $30,000 $30,000 $34,000 13.33%
4460 CONSTRUCTION COSTS $56,885 $0 $350,000 $350,000 $150,000 -57.14%
4490 MISCELLANEOUS $498 $206 $500 $500 $500 0.00%
4491 DEPRECIATION $57,271 $61,567 $55,000 $58,000 $62,000 6.90%
TOTAL OTHER CHARGES $142,550 $93,252 $435,500 $438,500 $246,500 -43.79%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $397,508 $330,136 $836,270 $863,749 $582,549 -32.56%
BUDGET REQUESTS REQUESTED APPROVED
LAKE AUGUSTA STUDY $100,000
SWMP UPDATE $100,000
OBJ DESCRIPTION
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PAR THREE
REVENUE SUMMARY
PAR 3
REVENUES
2024 2025 2025 2026 2027
REVENUE SOURCE ACTUAL ACTUAL BUDGET BUDGET BUDGET % CHANGE
GREEN FEES $231,340 $284,003 $220,000 $256,000 $288,000 12.50%
RECREATION PROGRAMS $42,880 $44,876 $50,000 $51,000 $46,000 -9.80%
CONCESSIONS $46,478 $53,718 $36,000 $51,500 $54,000 4.85%
SUNDRY REVENUE $296 $177 $0 $0 $200 100.00%
INTEREST $5,211 $8,129 $1,000 $3,500 $3,500 0.00%
TOTAL PAR THREE FUND REVENUE $326,205 $390,903 $307,000 $362,000 $391,700 8.20%
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PAR THREE
FUND 45 DEPARTMENT 45
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
PAR 3
4110 SALARIES-ADMIN $36,597 $60,838 $69,821 $72,156 $76,922 6.61%
4115 SALARIES-OVERTIME(HOLIDAY)$1,416 $1,471 $2,200 $2,200 $2,200 0.00%
4110 SALARIES-CLUBHOUSE $50,073 $45,025 $46,000 $48,000 $52,000 8.33%
4110 SALARIES - MAINTENANCE $26,239 $23,899 $27,000 $28,000 $28,000 0.00%
4131 INSURANCE $7,544 $15,088 $18,517 $19,440 $20,412 5.00%
4133 WORKERS COMPENSATION $3,124 $1,438 $1,900 $1,050 $1,050 0.00%
4134 PERA $6,672 $8,433 $10,043 $10,419 $11,934 14.54%
4135 FICA $7,135 $9,854 $11,094 $11,502 $12,173 5.83%
MN PAID LEAVE $0 $0 $0 $662 $700 5.74%
4138 UNEMPLOYMENT $2,072 $2,710 $2,000 $2,000 $2,000 0.00%
TOTAL HUMAN RESOURCES $140,871 $168,756 $188,575 $195,429 $207,391 6.12%
4200 RENTALS AND LEASES $6,679 $8,098 $8,000 $7,500 $8,400 12.00%
4210 TELEPHONE $5,306 $5,380 $5,200 $4,500 $4,500 0.00%
4211 ELECTRIC SERVICE
CLUBHOUSE $890 $1,180 $875 $975 $1,300 33.33%
MAINTENANCE $499 $2,065 $3,350 $3,350 $3,000 -10.45%
4212 GAS SERVICE $793 $3,962 $1,200 $1,200 $4,200 250.00%
4213 SOLAR LEASE $2,175 $2,272 $2,383 $2,375 $2,490 4.84%
4220 PROFESSIONAL SERVICES
CITY AUDIT $3,171 $3,343 $3,500 $3,775 $3,965 5.03%
SYSTEM INSPECTIONS $1,196 $1,816 $3,000 $3,000 $3,000 0.00%
DEPT OF AG LICENSE $25 $50 $100 $100 $100 0.00%
4250 LIABILITY AND AUTO INSURANCE $4,867 $5,408 $5,000 $5,525 $5,800 4.98%
4268 CONTRACT SERVICES
IRRIGATION SYSTEM SERVICES $0 $788 $4,500 $4,500 $4,500 0.00%
IRRIGATION SOFTWARE $2,784 $3,047 $2,750 $3,300 $8,000 142.42%
4280 RUBBISH REMOVAL $1,303 $1,127 $1,300 $1,400 $1,400 0.00%
TOTAL CONTRACTUAL SERVICES $29,689 $38,535 $41,158 $41,500 $50,655 22.06%
4300 OFFICE SUPPLIES $600 $2,554 $800 $800 $1,500 87.50%
4301 FORE UP TEE TIME SOFTWARE $0 $3,200 $0 $4,250 $4,250 0.00%
4305 GOLF SUPPLIES $151 $543 $4,500 $2,500 $2,500 0.00%
4310 CONCESSIONS $8,970 $6,339 $9,000 $10,500 $10,500 0.00%
4320 GAS AND OIL $2,187 $2,394 $3,000 $3,500 $4,000 14.29%
4330 REPAIRS AND MAINTENANCE
GROUNDSKEEPING EQUIPMENT REPAIR $3,213 $4,380 $12,000 $12,000 $12,000 0.00%
REEL SHARPENING $2,831 $1,905 $2,250 $3,000 $3,000 0.00%
4331 MISC FURNITURE/EQUIPMENT $17,546 $0 $2,500 $4,000 $4,000 0.00%
4334 COURSE MAINTENANCE
MISCELLANEOUS $1,684 $0 $3,500 $3,500 $3,500 0.00%
CHEMICALS AND FERTILIZER $17,891 $21,423 $24,000 $24,000 $24,000 0.00%
IRRIGATION SYSTEM REPAIR $2,007 $931 $6,500 $6,500 $6,500 0.00%
COURSE BEAUTIFICATION $22,890 $2,809 $3,500 $4,000 $4,000 0.00%
SOIL/SAND $618 $700 $1,750 $1,750 $2,000 14.29%
4335 BUILDING MAINTENANCE $23,107 $22,774 $9,000 $15,000 $20,000 33.33%
TOTAL COMMODITIES $103,693 $69,951 $82,300 $95,300 $101,750 6.77%
OBJ DESCRIPTION
Page 132 of 224
PAR THREE
FUND 45 DEPARTMENT 45
4400 TRAINING $0 $726 $2,000 $2,000 $2,000 0.00%
4404 MEMBERSHIP DUES $255 $90 $500 $750 $750 0.00%
4410 CLOTHING AND EQUIPMENT $2,577 $2,284 $5,500 $5,750 $5,750 0.00%
4415 MILEAGE $0 $232 $0 $1,000 $200 -80.00%
4435 RECREATION PROGRAM SUPPLIES $962 $1,999 $3,000 $2,000 $2,000 0.00%
4425 WATER SERVICE $394 $430 $500 $500 $500 0.00%
4427 SEWER SERVICE $1,762 $1,819 $1,675 $1,850 $2,000 8.11%
4436 ONLINE REGISTRATION FEE $2,928 $3,728 $3,100 $3,200 $4,000 25.00%
4437 CREDIT CARD FEES $9,190 $11,573 $8,500 $10,000 $13,000 30.00%
4490 MISCELLANEOUS $282 $445 $2,250 $2,250 $2,250 0.00%
4500 TREE REMOVAL $0 $0 $5,000 $5,000 $5,000 0.00%
TOTAL OTHER CHARGES $18,349 $23,325 $32,025 $34,300 $37,450 9.18%
4620 CAPITAL OUTLAY $0 $0 $0 $12,500 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $12,500 $0 0.00%
TOTAL EXPENDITURES $292,602 $300,567 $344,058 $379,029 $397,246 4.81%
BUDGET REQUESTS REQUESTED APPROVED
PARKING LOT REPLACEMENT $65,000
Page 133 of 224
CITY HALL
FUND 8 DEPARTMENT 0
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
CITY HALL
4110 SALARIES-REGULAR $77,989 $84,669 $82,056 $84,927 $87,464 2.99%
4115 SALARIES-OVERTIME $924 $2,221 $0 $0 $0 0.00%
4131 INSURANCE $21,572 $22,103 $22,860 $24,000 $25,200 5.00%
4133 WORKERS COMPENSATION $8,232 $4,513 $7,500 $4,150 $4,150 0.00%
4134 PERA -$4,179 -$571 $6,154 $6,370 $6,560 2.98%
4135 FICA $6,769 $7,395 $6,277 $6,496 $6,691 3.00%
MN PAID LEAVE $0 $0 $0 $374 $385 2.94%
4139 OPEB $6,257 $1,332 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $117,564 $121,663 $124,847 $126,317 $130,450 3.27%
4211 ELECTRIC SERVICE $19,037 $31,045 $24,000 $24,000 $30,000 25.00%
4212 GAS SERVICE $6,922 $9,102 $13,000 $12,000 $12,000 0.00%
4213 SOLAR LEASE $4,780 $4,994 $5,411 $5,180 $5,655 9.17%
4220 PROFESSIONAL SERVICES
ARCHITECTURAL SERVICES $0 $0 $15,000 $0 $0 0.00%
MISC PROFESSIONAL SERVICES $500 $0 $1,000 $1,000 $1,000 0.00%
4250 LIABILITY AND AUTO INSURANCE $7,097 $7,896 $7,300 $8,125 $8,500 4.62%
4280 RUBBISH SERVICE $5,086 $5,340 $4,800 $5,500 $6,000 9.09%
TOTAL CONTRACTUAL SERVICES $43,422 $58,378 $70,511 $55,805 $63,155 13.17%
4331 FURNITURE/EQUIPMENT $13,181 $0 $5,000 $5,000 $15,000 200.00%
4335 BUILDING MAINTENANCE $50,556 $56,850 $40,000 $40,000 $50,000 25.00%
TOTAL COMMODITIES $63,737 $56,850 $45,000 $45,000 $65,000 44.44%
4404 MEMBERSHIP DUES $0 $0 $50 $50 $50 0.00%
4415 MILEAGE $0 $0 $100 $100 $100 0.00%
4425 WATER SERVICE $2,753 $2,711 $6,000 $6,000 $5,000 -16.67%
4480 CONTINGENCY/RESERVE $0 $0 $10,000 $10,000 $10,000 0.00%
4490 MISCELLANEOUS $0 $0 $250 $250 $250 0.00%
4491 DEPRECIATION
$35,778 $35,285 $37,000 $37,000 $37,000 0.00%
TOTAL OTHER CHARGES $38,530 $37,996 $53,400 $53,400 $52,400 -1.87%
4600 CAPITAL OUTLAY $12,711 $0 $52,500 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $12,711 $0 $52,500 $0 $0 0.00%
TOTAL EXPENDITURES $275,964 $274,887 $346,258 $280,522 $311,005 10.87%
BUDGET REQUESTS REQUESTED APPROVED
BOILER REPLACEMENT $75,000
OBJ DESCRIPTION
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EMERGENCY PREPAREDNESS
FUND 7 DEPARTMENT 0
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
EMERGENCY PREPAREDNESS
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4130 SALARIES-TEMPORARY $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4133 WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
4138 UNEMPLOYMENT $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4211 ELECTRIC SERVICE $0 $0 $0 $0 $0 0.00%
4220 PROFESSIONAL SERVICES $0 $10,469 $9,000 $9,000 $9,000 0.00%
TOTAL CONTRACTUAL SERVICES $0 $10,469 $9,000 $9,000 $9,000 0.00%
4305 OPERATING SUPPLIES $0 $0 $1,500 $1,500 $1,500 0.00%
4330 REPAIRS AND MAINTENANCE
SIREN MAINTENANCE AGREEMENT $3,225 $3,225 $5,000 $5,000 $5,000 0.00%
PHSYICALS $0 $0 $3,000 $3,000 $3,000 0.00%
DAKOTA COUNTY SPECIAL OPS $0 $0 $3,000 $3,000 $3,000 0.00%
EOC SUPPLIES $0 $0 $1,000 $1,000 $1,000 0.00%
TOTAL COMMODITIES $3,225 $3,225 $13,500 $13,500 $13,500 0.00%
4400 AMEM ANNUAL CONFERENCE $0 $0 $1,200 $1,200 $1,200 0.00%
4400 DAKOTA COUNTY EMER. PREP. CMTE. $15,127 $6,435 $11,000 $11,000 $11,000 0.00%
4490 MISCELLANEOUS $0 $0 $0 $0 $0 0.00%
TOTAL OTHER CHARGES $15,127 $6,435 $12,200 $12,200 $12,200 0.00%
4620 CAPITAL OUTLAY $54,905 $12,396 $12,000 $12,000 $12,000 0.00%
TOTAL CAPITAL OUTLAY $54,905 $12,396 $12,000 $12,000 $12,000 0.00%
TOTAL EXPENDITURES $73,257 $32,524 $46,700 $46,700 $46,700 0.00%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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FIRE RELIEF ASSOCIATION
FUND 6
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
FIRE RELIEF
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4130 SALARIES-TEMPORARY $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4133 WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
4138 UNEMPLOYMENT $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4200 RENTALS AND LEASES $0 $0 $0 $0 $0 0.00%
TOTAL CONTRACTUAL SERVICES $0 $0 $0 $0 $0 0.00%
4300 OFFICE SUPPLIES $0 $0 $0 $0 $0 0.00%
TOTAL COMMODITIES $0 $0 $0 $0 $0 0.00%
4490 FIRE AID $151,179 $175,939 $140,000 $152,000 $170,000 11.84%
4490 CITY CONTRIBUTION $239,190 $249,375 $270,000 $288,000 $288,000 0.00%
4490 SUPPLEMENTAL BENEFIT ADMIN $0 $0 $0 $0 $0 0.00%
TOTAL OTHER CHARGES $390,369 $425,314 $410,000 $440,000 $458,000 4.09%
4600 CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $0 $0 $0 $0 $0 0.00%
TOTAL EXPENDITURES $390,369 $425,314 $410,000 $440,000 $458,000 4.09%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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SPECIAL PARK FUND
FUND 10 DEPARTMENT 0
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
SPECIAL PARK
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4130 SALARIES-TEMPORARY $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4133 WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
4138 UNEMPLOYMENT $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4220 PROFESSIONAL SERVICES $77,102 $9,408 $0 $0 $0 0.00%
4220 CITY AUDIT $1,369 $1,433 $1,500 $1,625 $1,705 4.92%
TOTAL CONTRACTUAL SERVICES $78,472 $10,841 $1,500 $1,625 $1,705 4.92%
4300 OFFICE SUPPLIES $0 $0 $0 $0 $0 0.00%
TOTAL COMMODITIES $0 $0 $0 $0 $0 0.00%
4460 ADJUSTABLE HOOPS $0 $0 $0 $0 $0 0.00%
4460 CONSTRUCTION COSTS $39,536 $51 $0 $0 $0 0.00%
4490 MISCELLANEOUS $0 $0 $500 $500 $500 0.00%
TOTAL OTHER CHARGES $39,536 $51 $500 $500 $500 0.00%
4620 CAPITAL OUTLAY $254,099 $0 $0 $95,000 0.00%
TOTAL CAPITAL OUTLAY $254,099 $0 $0 $95,000 $0 0.00%
TOTAL EXPENDITURES $372,106 $10,892 $2,000 $97,125 $2,205 -97.73%
BUDGET REQUESTS REQUESTED APPROVED
MENDAKOTA PARKS MASTER PLAN $40,000
ROGERS LAKE PICNIC SHELTER REFRESH $195,000
MENDAKOTA NETTING FOR BACKSTOP $60,000
PORTABLE RESTROOM ENCLOSURES $86,000
FRIENDLY HILLS PICKLEBALL COURT SURFACING $30,000
KENSINGTON PLAYGROUND REPLACEMENT $230,000
FRIENDLY HILLS DUGOUT $24,000
CAT OBJ DESCRIPTION
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DEBT SERVICE
CITY OF MENDOTA HEIGHTS
2027 BUDGET
DEBT SUMMARY
IMPROVEMENT BONDS 2024 LEVY 2025 LEVY 2026 LEVY 2027 LEVY END DATE
2014 Refunding $66,661 $65,148 $30,000 $0 2/1/2027
2014 $78,389 $76,824 $25,157 $24,709 2/1/2035
2015 Refunding $134,859 $131,394 $127,929 $105,000 2/1/2028
2015 $48,545 $48,290 $47,773 $47,256 2/1/2036
2016 $79,380 $78,726 $78,072 $82,374 2/1/2037
2017 $94,878 $94,140 $88,152 $92,441 2/1/2030
2018 $105,427 $107,377 $103,867 $101,565 2/1/2030
FIRE STATION $622,283 $620,393 $623,123 $624,540 2/1/2035
2019 $274,466 $227,591 $232,989 $201,323 2/1/2031
2020 $171,703 $174,119 $176,429 $173,385 2/1/2032
2021 $202,606 $104,951 $107,403 $104,448 2/1/2034
2022 $172,033 $171,609 $170,923 $175,224 2/1/2033
2023 $0 $138,464 $139,191 $134,405 2/1/2034
2024 $0 $0 $263,015 $265,002 2/1/2035
2025 $0 $0 $0 $211,767 2/1/1937
TOTAL $2,051,229 $2,039,026 $2,214,023 $2,343,439
TAX ABATEMENT BONDS 2024 LEVY 2025 LEVY 2026 LEVY 2027 LEVY END DATE
2020 TAX ABATEMENT BONDS $170,731 $173,097 $170,108 $172,368 2/1/2032
EQUIPMENT CERTIFICATES 2024 LEVY 2025 LEVY 2026 LEVY 2027 LEVY END DATE
DUMP TRUCK $26,775 $0 $0 $0 2/1/2025
FIRE TRUCK $134,295 $136,238 $132,773 $134,558 2/1/2034
GRAND TOTAL $2,383,030 $2,348,361 $2,516,904 $2,650,365
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STREETLIGHT MAINTENANCE
FUND 28 DEPARTMENT 0
2024 2025 2025 2026 2027 %
ACTUAL ACTUAL BUDGET BUDGET BUDGET CHANGE
STREET LIGHT MAINTENANCE
4110 SALARIES-REGULAR $0 $0 $0 $0 $0 0.00%
4115 SALARIES-OVERTIME $0 $0 $0 $0 $0 0.00%
4130 SALARIES-TEMPORARY $0 $0 $0 $0 $0 0.00%
4131 INSURANCE $0 $0 $0 $0 $0 0.00%
4133 WORKERS COMPENSATION $0 $0 $0 $0 $0 0.00%
4134 PERA $0 $0 $0 $0 $0 0.00%
4135 FICA $0 $0 $0 $0 $0 0.00%
4138 UNEMPLOYMENT $0 $0 $0 $0 $0 0.00%
TOTAL HUMAN RESOURCES $0 $0 $0 $0 $0 0.00%
4211 ELECTRICAL SERVICES $9,719 $5,462 $17,500 $12,500 $10,000 -20.00%
4220 PROFESSIONAL SERVICES $0 $0 $500 $500 $500 0.00%
TOTAL CONTRACTUAL SERVICES $9,719 $5,462 $18,000 $13,000 $10,500 -19.23%
4330 REPAIRS AND MAINTENANCE $11,841 $17,685 $75,000 $60,000 $50,000 -16.67%
TOTAL COMMODITIES $11,841 $17,685 $75,000 $60,000 $50,000 -16.67%
4490 MISCELLANEOUS $0 $0 $0 $0 $0 0.00%
TOTAL OTHER CHARGES $0 $0 $0 $0 $0 0.00%
4620 CAPITAL OUTLAY $59,500 $47,600 $0 $0 $0 0.00%
TOTAL CAPITAL OUTLAY $59,500 $47,600 $0 $0 $0 0.00%
TOTAL EXPENDITURES $81,060 $70,747 $93,000 $73,000 $60,500 -17.12%
BUDGET REQUESTS REQUESTED APPROVED
OBJ DESCRIPTION
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CITY OF MENDOTA HEIGHTS Version 08/10/2026
2027 BUDGET REQUEST SUMMARY WORKSHEET - GENERAL FUND & GENERAL FUND BALANCE
Unassigned General Fund Balance 12/31/2025 13,185,110$
Obligated Funds 1,532,399$
Unassigned General Fund Balance 11,652,711$
Proposed FY2027 General Fund Expenditures 14,636,361$
75%10,977,271$
(Estimated) Available Unassigned Fund Balance 675,440$
Funded FY2027 Budget Requests From Unassigned Fund Balance
Available Unassigned Fund Balance 675,440$ Remaining/Cushion
Yes No Levy Fund Balance Other
Administration Cellular Signal Coverage Study 60,000$ N/A
Administration Replacement Vehicle 46,000$ Yes
Administration Community Survey 20,000$ N/A
Administration Photo Software 12,500$ N/A
Administration Facility - City Hall Boiler Replacements 75,000$ Yes
Administration IT - MS Co-Pilot/AI Licensing 11,310$ N/A
Administration IT - Cybersecurity Program 74,135$ N/A
Administration City Council - Council Chambers Mics for Recording 18,000$ No
Administration City Council - IPADS for electronic packets 5,720$ No
CD/Planning Development Tracker GIS Application 4,500$ N/A
Engineering Building Plan Digitizing 15,000$ N/A
Fire Rescue Boat for Small Bodies of Water 4,000$ No
Fire Administrative Structure Study 15,500$ N/A
Fire Replacement High-Pressure Rescue Lifting Air Bag System 15,000$ Yes
Fire AV Equipment Replacement 18,400$ No
Natural Resources Climate Action and Resilence Plan 50,000$ N/A
Natural Resources Valley Park Natural Resources Management Plan 20,000$ N/A
Par 3 Facility - Parking Lot and Associated Work 65,000$ Yes
Parks Mendakota Park Master Plan 40,000$ No
Parks Rogers Lake Picnic Shelter Refresh 195,000$ Yes
Parks Mendakota Netting for Backstop 60,000$ Yes
Parks Portable Restroom Enclosures 86,000$ Yes
Parks Friendly Hills Pickleball Court Surfacing 30,000$ Yes
Parks Kensington Playground Replacement 230,000$ Yes
Parks Friendly Hills Dugouts 24,000$ Yes
Police Position Change - Crime Analyst FTE/Hours Increase 64,030$ No
Public Works Streets - Wheel Loader 230,000$ Yes
Public Works Parks - Spray Master Turf Applicator 25,000$ No
Public Works Parks - John Deere Gator 42,000$ Yes
Public Works Natural Resources - Forestry Mulching Head 30,000$ No
Public Works Facility - Replace Garage Floor Drain at PW Building 25,000$ No
Public Works Parks/Streets - Skid Steer Replacement 70,000$ Yes
Storm Water Utility Surface Water Management Plan 100,000$ Yes
Storm Water Utility Lake Augusta Outlet Study 100,000$ Yes
Fire Fire Relief Pension Contribution 20,160$ N/A
Administration Building Fund: Municipal Campus Building Project Yes
Administration Depreciation N/A
TOTAL 1,539,590$ -$ -$ -$
Notes Funding Source Department Budget Item Requested Initial
Budget Request
Recommended? Included
in CIP?
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FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Cellular Signal Coverage Study
Administration Cheryl Jacobson/Ryan Ruzek
The purpose of this study is to assess existing wireless coverage, identify gaps or deficiencies in service, and provide
data-driven recommendations to inform future planning, public safety, and infrastructure decision-making.
The objectives of this project include, but are not limited to:
* Evaluating existing cellular coverage throughout the city
* Identifying areas of weak, unreliable, or nonexistent service
* Assessing coverage for both voice and data services
* Considering implications for public safety communications
* Providing clear, actionable recommendations for improving coverage
60,000.00 Spring 2027
Budget Requests
Page 1 of 72
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Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Council priorities identified improving city-wide cellular coverage. As part of a recent cellular facility application, a study
of the cellular coverage was identified as a need.
The city will continue with cellular coverage gaps. This could result in public safety concerns and as a nuisance in poor
coverage areas.
60,000.00
N/A
0.00
0
Budget Requests
Page 2 of 72
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FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Replacement Vehicle
Recreation - Parks Ryan Ruzek
City Hall has two Ford Explorers for use by Parks & Recreation Staff, Administration, Code Enforement, Community
Development, Elections, or other city personnel needing a vehicle for city purposes.
The explorers were hand downs from the police department. One of the vehicles has needed repairs that would
exceed the vehicle value.
The city should replace the vehicle rather than make necessary repairs.
The budget request includes a new vehicle, but there may be an opportunity to receive new replacements from the
police department. If the city is able to buy back current police vehicles, staff would propose to replace both Ford
Explorers with the Investigators Explorer, and the Chiefs van.
46,000.00 Spring 2027
Budget Requests
Page 3 of 72
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Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
City vehicles are utilized from all departments and are an essential asset to city operations.
46,000.00
10
Budget Requests
Page 4 of 72
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FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Community Survey
Administration Kelly Torkelson
n Survey
Funding is requested to conduct The National Community Survey™ (The NCS™) through Polco. The survey provides
a scientifically valid assessment of residents' perceptions of the City's services, quality of life, and overall community
livability.The survey measures resident feedback across key service areas, including:Economy, Mobility and
Transportation, Community Design, Utilities, Public Safety, Natural Environment, Parks and Recreation, Health and
Wellness, Education, Arts, and Culture.
Unlike informal surveys, The NCS uses a statistically valid methodology that allows the City to benchmark results
against hundreds of comparable communities nationwide and measure changes in resident perceptions over time. The
results provide reliable data to inform strategic planning, budget decisions, service improvements, and performance
measurement.
In order to track this data over time, staff recommends administering this survey every other year.
20,000.00 2027
Budget Requests
Page 5 of 72
Page 152 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The City is implementing a performance measurement program that includes Key Performance Indicators (KPIs). Staff
have identified three categories of performance measures: Output, Outcome, and Perception. While operational data
can measure outputs and outcomes, resident perception can only be accurately measured through a scientifically valid
community survey.The National Community Survey provides the perception data needed to evaluate the effectiveness
of City programs and services, identify community priorities, measure progress toward strategic goals, and support
data-driven decision-making.
There would be no immediate impact to public health or safety. However, the City would lack reliable resident
perception data needed to evaluate Key Performance Indicators, measure community satisfaction, benchmark
performance against peer communities, and identify opportunities for service improvements.
The City could conduct surveys using free or low-cost tools such as Google Forms; however, these surveys are not
scientifically valid and are subject to self-selection bias. As a result, they do not provide statistically reliable results or
meaningful benchmarking against other communities. The National Community Survey provides a representative
sample and nationally recognized benchmarking data, making it a significantly more valuable tool for performance
measurement and long-term strategic planning.
20,000.00
20,000.00 20,000.00
ongoing
Budget Requests
Page 6 of 72
Page 153 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Photo Software
Administration Kelly Torkelson
Funding is requested for an annual subscription to PhotoShelter, a digital asset management (DAM) platform that provides a
centralized, secure library for the City's photos and videos. The platform allows staff to organize, search, store, and share media
assets while maintaining consistent branding and improving collaboration across departments.
PhotoShelter will serve as the City's official repository for photography and video content used in communications, marketing, social
media, newsletters, the website, presentations, and other public information materials. The platform also supports metadata tagging,
permission-based access, and streamlined distribution of media to staff and external partners.
Photo and video content are subject to copyright, licensing, and accessibility (ADA) requirements that must be managed to reduce
the City's legal and financial risk. With the City's decentralized communications model, in which staff across multiple departments
contribute communication content, a centralized digital asset management system helps ensure that only approved, properly
licensed, and accessible media are used. This supports organization-wide compliance, promotes consistent branding, preserves
institutional knowledge, and improves the staffing efficiencies gained through the City's collaborative communications approach.
12,500.00 2027
Budget Requests
Page 7 of 72
Page 154 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The City's communications program relies on timely access to high-quality, properly managed visual content. As the
City's media library continues to grow, a centralized digital asset management system is essential to efficiently organize
assets, maintain compliance with copyright and accessibility requirements, and ensure staff have access to approved
media. PhotoShelter improves workflow efficiency, reduces duplication of effort, and supports consistent
communications across all departments.
There would be no direct impact on public health or safety. However, staff would continue relying on decentralized
storage methods that increase the risk of using outdated, unlicensed, or inaccessible media, make assets more difficult
to locate, reduce staff efficiency, and create potential legal liability related to copyright or accessibility compliance.
Without additional software, there may need to be additional staff hours allocated to training and maintenance of the
city's digital photo and media files in order to meet legal mandates.
The City currently stores media across network drives and cloud storage platforms. While these systems provide file
storage, they do not offer the digital asset management capabilities needed to efficiently organize, search, manage
permissions, track licensing, or support accessibility requirements. PhotoShelter is purpose-built for managing visual
media and provides the tools necessary to support the City's communications program, reduce organizational risk, and
improve staff efficiency.
12,500.00
12,500.00 12,500.00 12,500.00 12,500.00
ongoing
Budget Requests
Page 8 of 72
Page 155 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
City Hall Boiler Replacements
Facility Ryan Ruzek
1 1
City Hall has two boilers that were installed in 1987. These utilities are reaching the end of their life.
75,000.00 TBD
Budget Requests
Page 9 of 72
Page 156 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
A boiler failure could result in downtime of city hall which operates 24/7/365.
75,000.00
30
Budget Requests
Page 10 of 72
Page 157 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Microsoft Co-Pilot/ AI Licensing
Administration/ IT Kelly Torkelson
2 3
n Software
This request is for the purchase of Microsoft Copilot licenses for designated office staff. Microsoft Copilot integrates
generative artificial intelligence (AI) into Microsoft 365 applications, including Word, Excel, Outlook, Teams, and
PowerPoint. Copilot assists employees with drafting documents and correspondence, summarizing meetings and
email conversations, analyzing data, preparing reports, creating presentations, and automating routine administrative
tasks. These capabilities improve productivity, reduce time spent on repetitive work, and allow employees to focus on
higher-value responsibilities and customer service.
11,310.00 2027
Budget Requests
Page 11 of 72
Page 158 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
While this request is not critical to maintaining current operations, it represents a strategic investment in workforce
productivity and operational efficiency. As workloads continue to increase, AI tools can help staff complete routine tasks
more efficiently, potentially reducing the need for additional staffing while maintaining or improving service levels.
Investing in these tools now also allows employees to develop proficiency with technology that is rapidly becoming a
standard business practice across both the public and private sectors.
There would be no direct impact on public health or safety. However, the City would miss an opportunity to improve
operational efficiency and employee productivity. As AI tools become increasingly integrated into everyday business
operations, delaying adoption may result in lost efficiencies, slower service delivery, and increased pressure to meet
growing workloads through additional staffing rather than technology. It may also place the City behind peer
organizations that are incorporating AI into their operations.
An alternative is allowing employees to use publicly available AI tools, such as the free version of ChatGPT or other consumer AI
applications. While these tools may provide similar functionality, they do not offer the security, governance, compliance, and
administrative controls required for municipal operations. Microsoft Copilot operates within the City's existing Microsoft 365
environment and is governed by the City's identity management, security, compliance, and data protection policies. This helps
safeguard confidential City information, reduces the risk of unauthorized data sharing, supports records retention and data
governance requirements, and provides employees with an approved platform for AI-assisted work.
11,310.00 11,310.00 11,310.00 11,310.00 11,310.00
ongoing costs
Budget Requests
Page 12 of 72
Page 159 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Cybersecurity Program
Administration/ IT Kelly Torkelson
1 3
This request funds the City's participation in the LOGIS Cybersecurity Services program beginning in 2027, consistent
with City Council direction provided during the March 17, 2026, work session. The anticipated 2027 cost is $74,135,
which includes: Security as a Service and Vulnerability Management Program. These are ongoing operating costs
associated with the City's participation in the LOGIS cybersecurity program. The Vulnerability Management Program
also includes billable professional services to address vulnerabilities identified through ongoing monitoring and
assessments. It is anticipated that remediation costs will be highest during the initial implementation year and decrease
over time as identified vulnerabilities are addressed and the City's overall cybersecurity posture improves.
74,135.00 2027
Budget Requests
Page 13 of 72
Page 160 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Cybersecurity has become a critical operational and organizational risk for local governments. While the City can
continue operating without these enhanced services, doing so increases the likelihood and potential impact of
cybersecurity incidents. Participation in the LOGIS cybersecurity program strengthens the City's ability to proactively
identify vulnerabilities, monitor threats, respond to security incidents, and recover more effectively should an incident
occur. These services complement the City's existing technology infrastructure and help reduce operational, financial,
legal, and reputational risks associated with cyberattacks.
If this request is not approved, the City will have fewer resources available to proactively identify and address
cybersecurity threats. In the event of a significant cybersecurity incident, the City would likely need to procure
emergency cybersecurity consulting and incident response services at potentially higher costs than participating in the
ongoing LOGIS program. A successful cyberattack could disrupt City operations, delay services to residents,
compromise sensitive information, and require substantial unplanned expenditures to restore systems and recover data.
LOGIS is not able to provide cybersecurity services in the case of an incident outside of this program. Participating in
these services builds on the city's existing relationship with LOGIS and supports comprehensive IT services.
Separating services between vendors could introduce gaps in the city's IT infrastructure, create communication
challenges and create consistencies of operations.
74,135.00 74,135.00 74,135.00 74,135.00 74,135.00
ongoing costs
Budget Requests
Page 14 of 72
Page 161 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Council Chambers Microphones
Administration- City Council Cheryl Jacobson
City Council members have requested that work sessions be audio recorded. The current council chambers
audio-visual system and room setup does not support audio recording, only.
NDC4/Town Square Television engineering staff proposes a wireless microphone system that ties into the recording
and streaming system in the council chambers. The system includes: an 8-channel mic transceiver, 8 wireless
microphones and one charging station, along with other peripheral equipment.
The cost proposal submitted by AVSI includes equipment, labor and materials.
18,000.00 Q1-2027
Budget Requests
Page 15 of 72
Page 162 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
No impact. City Council work sessions are open to the public and any work session materials are published with the
work session packet and available on the city's website. Work session meeting minutes are also available. Work
sessions are educational and informational for city council members, and decisions are made at regular city council
meetings.
Staff reviewed an Owl system. The Owl is a USB conferencing camera with built‑in microphones that would connect
directly to the City Council Chamber PC for use with platforms like WebEx/Zoom. It cannot interface with the Council
Chamber AV system for audio output. Using the Owl would require running a virtual meeting on the City PC and
recording it through the conferencing platform. Additionally, this option does not feed Owl audio into the room’s sound
system, so ADA Hearing Assist devices would not function for in‑person attendees.
18,000.00
Budget Requests
Page 16 of 72
Page 163 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Council iPads
Administration/ IT Kelly Torkelson
3 3
This request is for funding for five iPad Air devices for use by City Council members to support the transition to digital
meeting packets. The devices will allow Council members to securely access agendas, staff reports, plans, and other
meeting materials electronically. The larger display, Apple Pencil compatibility, and touchscreen capabilities make it
easier to review detailed engineering drawings, site plans, maps, and other large-format documents.
The devices can also be used to access City email, take meeting notes, and review agenda materials before and
during meetings. Transitioning to digital meeting packets will reduce paper consumption, printing costs, and staff time
associated with preparing and distributing paper packets while providing Council members with convenient access to
meeting materials.
5,720.00 2027
Budget Requests
Page 17 of 72
Page 164 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
This request is not critical to City operations. However, it supports the City's transition to digital materials by improving
access to meeting materials and reducing reliance on printed documents. Providing standardized City-owned devices
also ensures that all Council members have consistent access to the same technology and allows the City to manage
security, software updates, and device support.
There would be no direct impact on public health or safety. If the request is not approved, the City may continue
producing paper meeting packets or adopt a bring-your-own-device (BYOD) approach. Either option would reduce
some of the operational efficiencies associated with standardized City-issued devices. Continued reliance on paper
packets would also result in ongoing printing, paper, and distribution costs.
The City may continuing to provide printed meeting packets or allowing Council members to use their own personal
devices. Continuing with printed packets would maintain ongoing printing and distribution costs and would not support
the City's goal of transitioning to a more efficient digital meeting process. A bring-your-own-device approach would
eliminate the City's hardware cost but would result in varying device capabilities, inconsistent user experiences, and
limited ability for the City to manage security settings, software updates, and technical support. Providing standardized
City-owned devices ensures all Council members have reliable access to meeting materials on equipment configured
and supported by the City.
5,720.00
5
5 year replacement schedule
Budget Requests
Page 18 of 72
Page 165 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Development Tracker GIS Application
Community Development Sarah M
1 1
Development of an interactive web-based application illustrating development/redevelopment activity within the City,
showing projects which are proposed, approved, under construction, or complete. This would be a customer service
tool as well as an early engagement/information-sharing tool to provide to residents and interested parties on planning
cases and the occasional major administrative permit. Cost has been estimated by ISG for the creation, maintenance,
and support of this application. Staff would be responsible for updating the information and keeping it active once
complete. The application could provide a base template for other interactive web-based maps in the future across city
disciplines.
4,500.00 early 2027
Budget Requests
Page 19 of 72
Page 166 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$$$$$
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$$$$$
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
If it is not approved, current engagement and outreach on planning cases would remain as-is. This proposal is for an
enhancement of our ability to share information about active planning cases to the public.
An alternative would be a web page with text relating to Planning Cases. This has not been selected due to the high
volume of text and number of individual web pages that would need to be created for each individual planning case,
causing website clutter.
4,500.00
10
0
Budget Requests
Page 20 of 72
Page 167 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Building Plan Digitizing
Code Enforcement Ryan Ruzek/Sarah Madden
1 1
Contract with a vendor to have permanent records of large format building plan digitized (scanned).
15,000.00 Spring 2027
Budget Requests
Page 21 of 72
Page 168 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Storage of old documents is limited. The city can provide a higher level of service if permanent records are in a digital
format. This would save staff time in locating records from dead storage.
15,000.00
0.00
0
Budget Requests
Page 22 of 72
Page 169 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Rescue Boat for Small Bodies of Water
Fire Dan Johnson
1 2
The department has identified a need for small, motorized rescue boats that can be quickly launched on area lakes
(Rogers, Lemay, August, Sunfish) for water rescue operations. The current boat is specifically intended for water
operations and the inflatable rescue craft is more suitable for ice/cold water rescue operations. The current inability to
launch a motorized boat for operations on these lakes is a gap in our abilities that hinders the ability of the department
to respond effectively, and as expected, to rescue situations during the spring, summer and fall on these bodies of
water.
We are requesting a increase of $4,000 to the 2027 Operating Supplies and Equipment budget, from $21,000 to
$25,000. A suitable boat and needed equipment has been identified at a current cost of approx $7,500. The increase
of $4,000 will allow us to work the purchase of this needed piece of equipment into our operating budget for the year.
4,000.00 Early 2027
Budget Requests
Page 23 of 72
Page 170 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The fire department is currently unable to operate as may be needed at water calls on area lakes with the equipment it
currently possesses.
We are currently unable to initiate search and rescue operations on area lakes as needed.
We have discussed how to use current equipment to fulfill this need, but it does not offer a practical solution.
4,000.00
10
100.00 100.00 100.00 100.00 100.00
$100 / year
Budget Requests
Page 24 of 72
Page 171 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Administrative Structure Study
Fire Dan Johnson
2 3
n
n
The Mendota Heights Fire Department currently operates with a paid-on-call staffing model. There are no full-time
department staff or support staff within the city. The paid-on-call fire chief and assistant chief are responsible for all
management and administrative functions, with the assistance of a shared administrative coordinator on city staff
(resource shared with city public works, engineering and city clerk). Increasing demands have brought the
administrative workload near or beyond the capacity of current leadership to complete tasks efficiently and in a timely
manner.
The City seeks an objective assessment of the Fire Department's administrative structure and organizational needs,
including recommendations regarding the resources and administrative model necessary to sustain the Department's
paid-on-call service delivery model. As part of that assessment, the consultant will evaluate whether establishing a
full-time Fire Chief position or other administrative support would improve organizational effectiveness and long-term
sustainability.
15,500 Q2 - 2027
n
n
n
n
Budget Requests
Page 25 of 72
Page 172 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
n
The Fire Department has experienced a significant increase in administrative responsibilities related to regulatory
compliance, training requirements, reporting, technology, personnel management, and overall organizational
administration. This is not unique to MHFD, it is being experienced by departments across the region, state, and country.
This study will provide an independent assessment of whether the City's current administrative structure is sufficient to
support those responsibilities over the long term. The intent is to proactively identify opportunities to strengthen
administrative capacity so the City can continue operating a successful paid-on-call fire department for as long as
practical.
Without an independent assessment, the City will have less information on which to base future decisions regarding the
Department's administrative structure. As administrative demands continue to grow, there is an increased risk that
important management functions including compliance, planning, policy development, training oversight, and program
administration will become increasingly difficult to sustain. This study is intended to help the City proactively address
those challenges before they begin affecting organizational effectiveness or service delivery.
n
The primary alternative is to continue operating under the current administrative structure without conducting a formal
assessment. While this would avoid the immediate cost of the study, it would require the City to make future
organizational decisions without the benefit of an independent, data-driven evaluation. Another alternative would be to
rely solely on internal staff recommendations; however, an objective third-party review provides greater credibility,
incorporates comparisons with similar communities and departments, and offers unbiased recommendations that can
better inform future policy and budget decisions.
15,500
n
n
n
Budget Requests
Page 26 of 72
Page 173 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Replacement High-Pressure Rescue Lifting Air Bag System
Fire Dan Johnson
3 3
The Fire Department is requesting funding to replace its high-pressure rescue lifting air bag system. These specialized
air bags are used to safely lift and stabilize heavy objects during rescue operations, including motor vehicle crashes,
industrial incidents, machinery entrapments, and structural collapse situations where victims may be trapped beneath
heavy loads.
The department's current air bag system is aging and approaching the end of its useful service life. Due to the
life-safety nature of this equipment, reliability is essential, and replacement components and manufacturer support
have become increasingly limited. Replacing the system will ensure firefighters have dependable equipment capable
of safely performing technical rescue operations when needed.
The requested funding of $15,000 will provide a complete replacement system, including lifting bags, hoses,
controllers, and necessary accessories, allowing the department to maintain this important rescue capability.
15,000.00 2027
Budget Requests
Page 27 of 72
Page 174 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
High-pressure rescue lifting air bags are a specialized rescue tool used when victims are trapped beneath heavy objects
that cannot be safely lifted by hand or with conventional equipment. They provide a controlled method of lifting and
stabilizing vehicles, machinery, and structural components while rescue personnel remove victims. Maintaining this
capability is an important component of the department's technical rescue response.
The department will be forced to continue relying on equipment that has exceeded its intended service life and may
become increasingly difficult to maintain. Failure or unavailability of this equipment during a rescue incident could delay
victim extrication, increase risks to trapped victims, and reduce firefighter safety during technical rescue operations.
The department considered continuing to maintain the existing system; however, its age, limited manufacturer support,
and declining reliability make this an increasingly impractical option. Mutual aid agencies may possess similar
equipment, but relying on outside resources could delay rescue operations during incidents where time is critical.
15,000.00
10
Budget Requests
Page 28 of 72
Page 175 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Fire Department AV equipment replacement
Fire Department Dan Johnson
This request is for the replacement of the existing audiovisual (AV) equipment in the Fire Station training
room/Emergency Operations Center (EOC). The AV system supports department and City meetings and is also
intended to support emergency operations if the City needs to activate the room as an Emergency Operations Center.
The existing AV system has malfunctioned and is no longer operational. The proposed project would replace the
existing system with a value-engineered AV system designed to restore functionality while simplifying the system and
reducing complexity. The proposed system includes a new control processor, touchscreen controller, HDMI matrix
switcher, distribution amplifiers, and associated cabling. The system would allow content from multiple sources to be
distributed to the displays in the training room and conference room. The proposed system is similar in functionality
and operation to the AV system installed in the City Hall Council Chambers. Aligning the AV technology between City
facilities will provide greater consistency for staff using the systems and simplify training, maintenance,
troubleshooting, and ongoing support. The proposed system represents a simplified approach compared to the
technology originally installed in the training room. Advancements in AV technology allow the City to meet its current
meeting and emergency operations needs with a less complex system while maintaining the necessary functionality.
18,400.00 2027
Budget Requests
Page 29 of 72
Page 176 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
While temporary solutions may be leveraged to be able to partially use the technology, without additional investment,
the technology is not functional, significantly impacting the operations of the space.
Without an operational AV system, the Fire Station training room cannot fully accommodate the technology needs of an
Emergency Operations Center (EOC). In the event of an emergency requiring activation of the EOC, reliable
audiovisual technology is necessary to support communication, information sharing, coordination, and
decision-making.The lack of functioning AV technology also significantly limits the City's ability to use the space
effectively for department and City training, reducing the functionality of an existing City facility.
Staff have been working to troubleshoot and repair the existing AV system; however, the complexity of the system and
challenges with vendor support have made correcting the issues difficult. The current vendor does not have local
technicians available to service the equipment. While staff could replace some individual components, there is no
guarantee that replacing individual components would resolve the underlying system issues. Staff have tried to identify
ways to fix the existing system however without a technician to evaluate the whole system, a piece by a piece approach
may not address the issue resulting in unknown excessive costs. Additionally, the system was designed when the Fire
Station was originally constructed and is more complex than is necessary to meet the City's current needs given
advancements in AV technology. Continuing to maintain or replace components within the existing system could result
in higher ongoing costs to support a more complex system than is needed. Staff are continuing to evaluate whether a
lower-cost alternative could provide the necessary functionality. At this time, no lower-cost solution has been identified
that would provide a reliable replacement for the existing system. The proposed AV system therefore represents the
current known option to restore functionality while simplifying the system and reducing the challenges associated with
maintaining the existing technology.
18,404.00
n/a
Budget Requests
Page 30 of 72
Page 177 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Climate Action and Resilience Plan
Natural Resources Krista Spreiter
1 2
A Mendota Heights Climate Action and Resilience Plan is being requested that addresses and prepares the city for a
changing climate. The intended goal of the plan is to reduce risks, mitigate and adapt to climate impacts, and build a
more resilient community that is specific to Mendota Heights.
The Metropolitan Council has adopted a comprehensive regional plan, Imagine 2050, establishing a vision guiding
growth and development across the Twin Cities metropolitan region over the next three decades. The Metropolitan
Council has set a policy within its 2050 Plan to 'Support integration of climate adaptation measures into development
to prepare for current and projected climate impacts on our region, as required in the Metropolitan Land Planning Act
(Minn. Stat. §473.859). (Met Council/Local Government)'. As part of local communities Comprehensive Plan 2050
Updates, communities such as Mendota Heights will be required to incorporate a climate element into its
comprehensive plan update. If a Climate and Resilience Plan is developed for Mendota Heights, this could be used to
fulfill this required element. This plan is the top priority of the Natural Resources Commission.
50,000.00 2027
Budget Requests
Page 31 of 72
Page 178 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
A Climate Action and Resilience Plan would not only benefit and address critical functions of the city’s natural resources
but also benefit critical functions of the city and community as a whole. A Climate Action and Resilience Plan would be
created with the goal of identifying and developing strategies to mitigate for the impacts of climate on natural resources
but also mitigate and prepare for impacts on the city's infrastructure, emergency services, and other critical community
resources and services.
Increase in severity of weather events, decreased air quality, and temperature increases all negatively impact our
natural resources as well as human health. A plan is critical in planning and mitigating for these impacts.
Without a plan in place, the city may be at greater risk and severity of climate impacts, affecting human health as well
as natural resources. This forces the city to make unplanned adjustments and costly repairs that put residents’ safety
and health at risk as well as degrade the community as a whole and the quality of life for all residents.
An alternative could be incorporating the required climate planning measures into the Comprehensive Plan 2050
Update without creating a stand-alone plan. While this may meet the requirements of the 2050 Update, it would not be
as detailed and thorough as a stand-alone plan, nor address the unique aspects and challenges specific to Mendota
Heights.
50,000.00 0.00 0.00 0.00 0.00
20-30
None.
Budget Requests
Page 32 of 72
Page 179 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Valley Park Natural Resources Management Plan
Natural Resources Krista Spreiter
2 2
A Natural Resources Management Plan (NRMP) specific to Valley Park is being requested with the goal of providing a
framework and road map to protect and enhance the natural resources within Valley Park. Valley Park is a unique and
diverse park that includes traditional recreational services to residents and users such as a playground, a baseball
field, pedestrian and bike trails, a tennis court, and picnic shelter. It also contains approximately 85 acres of natural
area that serves as a wildlife corridor connecting to the Mississippi River, providing important bird habitat. Interstate
Valley Creek flows through the length of the park, one of the few remaining daylighted streams in the metro area,
especially the inner metro area, connecting directly to the Mississippi River. This large natural area contains over 50
acres of forest land, 17 acres of mature woodland, 20 acres of wetland, and multiple mature oak knolls. All of these
factors make Valley Park a valuable ecological resource and amenity for the community to enjoy. However, with the
large area and diverse habitats it contains, comes several challenges. There are multiple on-going restoration projects
within Valley Park, as well as some that have been completed, and some yet to be implemented. A NRMP specific to
Valley Park is being requested to create a comprehensive plan that ties all of these projects together and creates a
strategy for implementation, as well as future management and maintenance. This is a recommendation by the Natural
Resources Commission.
20,000.00 2027
Budget Requests
Page 33 of 72
Page 180 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
To continue to protect and enhance the natural resources within Valley Park for residents and users, while continuing to
use natural resources funds wisely, identifying critical ecological areas and ecological functions in order to prioritize
projects and efforts.
Enhancement, restoration, and protection may happen at a slower pace, or not at all, affecting park enjoyment for
residents and users.
20,000.00 0.00 0.00 0.00 0.00
15-20
None.
Budget Requests
Page 34 of 72
Page 181 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Par 3 Parking Lot and Associated Work
Par 3 Meredith Lawrence/Trey Carlson
1 1
Replace the bituminous parking lot at the Par 3 Golf Course. Staff anticipate a full-depth reconstruction based on the
pavement condition and age, with the final rehabilitation method to be confirmed through a geotechnical evaluation.
Replace the bituminous cart path located along the north boundary of the Par 3 Golf Course. The path provides access
for golf carts and pedestrians through a low area of the course.
65,000.00 Fall 2027
Budget Requests
Page 35 of 72
Page 182 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The parking lot has reached the end of its useful life and exhibits widespread cracking and pavement deterioration
throughout the site. Surface deficiencies reduce ride quality, create maintenance challenges, and present potential
safety concerns for vehicles and pedestrians. The cart path has reached the end of its useful life and exhibits significant
pavement deterioration. Replacing the path will improve safety, accessibility, and the overall experience for golfers while
reducing ongoing maintenance.
The pavement will continue to deteriorate, resulting in more frequent maintenance and increasing repair costs while
providing diminishing returns. Delaying replacement will likely increase future construction costs and miss the
opportunity to coordinate the work with the adjacent street improvement project. Completing the work with the adjacent
street improvement project will reduce construction costs through shared mobilization and favorable unit pricing. The
path condition will continue to decline, increasing maintenance requirements and reducing usability for golfers.
Coordinating the replacement with the adjacent street improvement project will reduce overall construction costs and
avoid higher replacement costs in future years.
65,000.00
25
Budget Requests
Page 36 of 72
Page 183 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Mendakota Park Master Plan-Park Specific
Parks Meredith Lawrence
1 7
Mendakota Park was developed in the 1990s following voter approval of the City's park referendum and has served the community
for decades as a destination for recreation and athletic programming. However, changing recreation trends, demographics,
accessibility needs, and park user expectations means portions of the park are no longer meeting the needs of today's residents,
and some park spaces are underutilized or no longer functioning as efficiently as intended.
This request would fund the development of a park-specific master plan for Mendakota Park. The City would retain a qualified parks
planning consultant to complete a comprehensive evaluation of the existing site, assess current conditions, identify opportunities
and constraints, and develop a long-term vision for the park. The planning process would include robust community engagement
and collaboration with City staff, residents, neighborhood stakeholders, and key user groups. Through this engagement, the
consultant would help identify community priorities, evaluate potential improvements and redevelopment scenarios, estimate
associated capital costs, and develop an implementation strategy that aligns with the City's long-term park and recreation goals.
The completed master plan will provide City leadership with a data-driven framework for future investment decisions, ensuring
Mendakota Park continues to meet the recreational needs of current and future generations while maximizing the value and use of
one of the City's premier park facilities.
40,000.00 Spring 2027
Budget Requests
Page 37 of 72
Page 184 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Developing a park-specific master plan is critical because it will provide a comprehensive, data-driven roadmap for future investments
rather than relying on piecemeal improvements or reactive maintenance. The planning process will engage residents and key
stakeholders, identify the highest-priority needs, evaluate multiple design alternatives, estimate project costs, and establish a phased
implementation strategy. This will enable the Parks and Recreation Department to make informed capital investment decisions,
pursue grant funding with shovel-ready concepts, coordinate improvements with community partners and ensure limited public
resources are invested where they will have the greatest long-term benefit.
Without a comprehensive master plan, aging infrastructure and underutilized park spaces will continue to operate below their full
potential, limiting opportunities to enhance recreation programs, improve accessibility, increase operational efficiency, and better
serve residents of all ages and abilities. The City will also be less competitive for grant funding, as many state and regional funding
opportunities prioritize projects supported by an adopted master plan and demonstrated community engagement.
From a safety perspective, the planning process provides an opportunity to identify circulation conflicts, accessibility deficiencies,
aging amenities, and other site design issues before they become more significant concerns. Delaying this effort may result in
continued investment in facilities that no longer align with current standards or community needs, while postponing improvements
that could enhance user safety and the overall park experience.
As part of the City's comprehensive Park System Master Plan completed in 2024, Mendakota Park received a high-level
assessment. During that planning process, the consultant, City staff, and community members identified Mendakota Park as a
unique site that warranted additional, park-specific planning due to its size, complexity, level of use, and long-term importance to the
community. The Park System Master Plan specifically recommends developing a standalone master plan for Mendakota Park to
more thoroughly evaluate the site's opportunities, constraints, athletic facilities, circulation, amenities, and future programming
needs. Community engagement conducted during the system-wide planning process also demonstrated strong interest in
reimagining the park to better reflect current recreation trends, improve functionality, and maximize the use of the space.
40,000.00
Unkown
Unknown
Budget Requests
Page 38 of 72
Page 185 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Rogers Lake Picnic Shelter Refresh
Parks Meredith Lawrence
2 7
The Rogers Lake Park picnic shelter is one of the City's most heavily utilized park amenities, serving residents, community groups,
park programs, and special events throughout the year. While the shelter continues to be a valuable community asset, the existing
concrete slab and roof have reached the end of their useful life and require replacement due to ongoing deterioration. In addition,
although the shelter has electrical service, it provides a limited number of outlets, reducing its functionality for rentals and
community gatherings.
Staff recommends a comprehensive refurbishment of the existing picnic shelter that will preserve the structure while modernizing its
appearance and enhancing its functionality. The project includes replacing the existing roof and concrete slab, adding stone veneer
to the existing concrete block columns to create a more modern aesthetic that is consistent with the City's other park shelters,
installing a dedicated crock pot serving station with additional electrical outlets to better accommodate community events and
rentals, and upgrading the interior lighting to improve visibility, safety, and the overall user experience during park operating hours.
This investment will extend the useful life of one of the City's most popular park amenities, improve accessibility and functionality for
park users, enhance the overall appearance of the park, and provide a welcoming, modern facility that better serves the community
for years to come.
195,000.00 2027
Budget Requests
Page 39 of 72
Page 186 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The Rogers Lake Park picnic shelter is one of the Parks and Recreation Department's most frequently used amenities, As a heavily
utilized public asset, it is critical that the facility remains safe, functional, and welcoming.
Replacing the deteriorated roof and concrete slab will preserve the structural integrity of the shelter and prevent more costly repairs or
replacement in the future. Modernizing the shelter with improved electrical service, additional lighting, and aesthetic enhancements
will better accommodate community rentals and programs while creating a consistent level of quality across the City's park system.
Delaying these improvements will likely accelerate deterioration, increase long-term maintenance costs, and diminish the quality of
the park experience for residents and visitors.
If this request is not approved, the condition of the Rogers Lake Park picnic shelter will continue to decline, resulting in
increased maintenance needs and higher long-term repair or replacement costs. The deteriorating roof and concrete
slab may create safety concerns for park users as the facility ages, while inadequate lighting reduces visibility during
evening park hours and diminishes the overall user experience. The shelter's limited electrical capacity also restricts its
functionality for community events, family gatherings, and rentals, reducing the level of service residents expect from
one of the City's most heavily used park facilities. As neighboring park shelters have been modernized, the Rogers
Lake shelter no longer provides a consistent standard of quality within the City's park system.
195,000.00
30
0
Budget Requests
Page 40 of 72
Page 187 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Mendakota Netting for Backstop Netting
Parks Meredith Lawrence
3 7
Staff is requesting funding to replace the spectator safety netting at Mendakota Park. The park contains four
baseball/softball fields with protective netting installed around the primary spectator viewing areas to help prevent foul
balls and other errant balls from striking spectators.
The existing netting was installed in 1999 and has exceeded its expected service life. After more than 25 years of
exposure to sunlight, weather, and regular use, the material has deteriorated and is showing visible signs of wear. To
maximize its lifespan, Public Works staff removes the netting each fall and reinstalls it each spring. While this seasonal
maintenance practice has successfully extended the life of the system, continued aging and prolonged UV exposure
have reduced the netting's overall strength and effectiveness.
Replacing the spectator safety netting will restore the protective barrier, maintain a safe viewing environment for park
users, and reduce the risk of injuries caused by foul or errant balls. The replacement will also improve the long-term
reliability of the facility, minimize the potential for in-season failures and emergency repairs, and ensure the ballfields
continue to meet the safety expectations of players, spectators, and the community.
60,000.00 Spring, 2027
Budget Requests
Page 41 of 72
Page 188 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Yes. The protective netting is an important safety feature of the ballfield complex. Maintaining it in good condition is
essential to providing a safe environment for spectators and reducing the City's liability exposure.
Failure to replace the deteriorated netting will increase the risk of spectators being struck by foul balls or other errant
balls, potentially resulting in serious injuries. As the netting continues to deteriorate, the likelihood of failures during the
playing season will increase, creating safety concerns, unexpected maintenance costs, and potential disruptions to
scheduled games and tournaments. Replacing the netting proactively helps protect park visitors, preserves a
high-quality recreational facility, and demonstrates the City's commitment to providing safe public amenities.
Yes. Public Works staff has extended the life of the existing safety netting through proactive maintenance, including
removing and reinstalling the netting each season and patching damaged sections as they have developed. While
these efforts have delayed replacement, the netting has now reached the end of its useful life. The areas where the
netting attaches to the support cables and hardware have deteriorated to the point where they can no longer be
effectively repaired, and additional patching is no longer a viable or safe long-term solution. Complete replacement is
the most practical and cost-effective option to restore the system's integrity and ensure spectator safety.
60,000.00
25
0
Budget Requests
Page 42 of 72
Page 189 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Portable Restroom Enclosures
Parks Meredith Lawrence
4 7
The Parks and Recreation Commission is recommending the construction of screening enclosures around all portable
restroom units located in City parks. The City currently rents 15 portable restroom units, and the enclosures would
improve overall park aesthetics while addressing concerns raised by the Commission regarding visibility and the
potential impact on adjacent residential property values. The proposed enclosures would be constructed of PVC and
include a concrete pad to improve safety and stability, enhance cleanliness, support accessibility, improve drainage,
and provide a more durable, attractive, and maintainable long-term appearance.
86,000.00 Spring 2027
Budget Requests
Page 43 of 72
Page 190 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The construction of screening enclosures for portable restroom units is not critical to the core function of the Parks and
Recreation Department, as portable restrooms can continue to operate safely and effectively without enclosures.
However, the proposed improvement is a quality-of-service and aesthetic enhancement that responds to Parks and
Recreation Commission concerns regarding visual impact, community perception, and concerns of adjacent residential
property values. The project would improve the overall park experience, but is considered an enhancement rather than a
required operational need.
If the request is not approved, there would be no direct impact to the health or safety of residents, as the portable
restroom units will continue to function as intended and remain available for public use. However, the City would not
realize the anticipated improvements in park aesthetics, visual screening, or community perception related to these
facilities. As a result, concerns regarding appearance and adjacent residential property values identified by the Parks
and Recreation Commission would remain unaddressed, and the overall park experience would not reflect the
enhanced standards envisioned through this improvement.
86,000.00
30
0
Budget Requests
Page 44 of 72
Page 191 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Friendly Hills Pickleball Court Surfacing
Parks Meredith Lawrence
5 7
The pickleball courts at Friendly Hills Park, located within the hockey rink, were installed in 2021. Since installation, the
acrylic surfacing has experienced cracking and deterioration. The underlying rink surface was not repaved at the time
of installation and consists of a coarse exposed aggregate base, which contributes to surface irregularities and
long-term wear.
Seasonal use of the rink for ice skating—specifically the annual flooding and freeze/thaw cycle—also contributes to
ongoing surface movement and deterioration, further impacting the integrity of the acrylic playing surface and
accelerating cracking over time.
This project includes resurfacing the courts with a new blue acrylic system to restore playability and improve surface
consistency. Following the application of the acrylic surface, the courts will be re-lined to ensure proper court markings
and regulation play layout.
30,000.00 Summer 2027
Budget Requests
Page 45 of 72
Page 192 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The Friendly Hills pickleball courts are actively used and have experienced progressive surface deterioration since
installation in 2021. If not addressed, continued cracking and degradation of the acrylic surface will create increasing
safety concerns, including trip hazards and inconsistent playing conditions.
As the surface condition declines, the courts will become increasingly difficult to maintain and will ultimately become
unplayable, resulting in loss of recreational programming space and reduced public access to a highly utilized amenity.
Resurfacing is necessary to preserve safe, functional, and accessible court conditions for community use.
If this resurfacing project is not approved, the condition of the pickleball courts at Friendly Hills Park will continue to
deteriorate due to existing cracking in the acrylic surface and ongoing stress from seasonal freeze-thaw cycles and
annual ice flooding of the rink. Over time, the surface will present increasing trip hazards, inconsistent ball bounce, and
unsafe playing conditions, creating a potential risk to user safety.
Continued degradation will also reduce accessibility and discourage use by residents of all ages and abilities.Without
intervention, the courts will eventually become unplayable,
Dedicated pickleball courts have been studied, but there is no current location to construct new courts.
30,000.00
6
0
Budget Requests
Page 46 of 72
Page 193 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Kensington Playground Replacement
Parks Meredith Lawrence
6 7
The existing playground was installed in 2011 and has reached the point where replacement should be planned to maintain a safe,
accessible, and engaging play environment. While the main play structure was replaced in 2011, the swing set was not included in
that project and remains original to the park, making it one of the oldest playground components in the City's park system.
Over the past several years, Public Works staff have noticed an increasing number of playground components requiring repair or
replacement due to age, wear, and deterioration. Based on the condition of the equipment and ongoing maintenance demands,
Public Works has identified Kensington Park as the City's highest-priority playground for replacement.
The project would replace the existing play equipment, including the original swing set, with modern, durable, and accessible
equipment that meets current safety and accessibility standards. Replacing the playground now will improve the user experience,
reduce ongoing maintenance costs, minimize service disruptions caused by equipment closures, and ensure Kensington Park
continues to provide a safe and enjoyable neighborhood destination for years to come.
230,000.00 Summer 2027
Budget Requests
Page 47 of 72
Page 194 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Providing safe, functional, and accessible playgrounds is a core responsibility of the Parks and Recreation Department.
Public Works has identified Kensington Park as the next playground in the City's replacement cycle due to the
increasing number of equipment components requiring repair or replacement as they reach the end of their service life.
Replacing the playground proactively helps maintain compliance with current safety standards, reduces maintenance
demands and unplanned repairs, and ensures residents continue to have access to a high-quality neighborhood play
space. Investing in replacement now preserves the City's park assets and supports the department's commitment to
providing safe and enjoyable recreational opportunities for the community.
If this request is not approved, the playground will continue to age, resulting in more frequent equipment failures,
increased maintenance costs, and the potential need to remove individual play components as they become unsafe or
no longer meet current standards. This will reduce the overall play value of Kensington Park and may eventually require
partial or full playground closures until repairs can be made.
230,000.00
20
0
Budget Requests
Page 48 of 72
Page 195 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Friendly Hills Dugouts
Parks Meredith Lawrence
7 7
Staff is requesting funding to install two chain-link dugouts with corrugated metal roofs at the Friendly Hills Park
ballfield. The field has transitioned from a practice facility to a game field, and the local baseball association (TRAA)
anticipates that three teams will regularly utilize the field during the 2027 season.
The addition of dugouts will provide players with a designated bench area that improves safety by offering protection
from foul balls and other on-field activity. The corrugated roof will also provide shade during games, enhancing player
comfort during warm weather. Beyond safety and functionality, the dugouts will create a more complete and
professional game-day experience while supporting the City's continued investment in quality recreational facilities.
24,000.00 Spring 2027
Budget Requests
Page 49 of 72
Page 196 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
While not critical to the day-to-day function of the Parks and Recreation Department, the installation of dugouts is an
important improvement as Friendly Hills Park transitions into a game field. As scheduled league play increases,
providing safe and functional player areas becomes an expected amenity that supports the City's recreation
partnerships and enhances the quality of the facility.
Without dugouts, players will continue to sit in open areas adjacent to the field, leaving them more exposed to foul balls
and other on-field activity. The lack of shade during summer games can also impact player comfort, particularly during
extended periods of play. As Friendly Hills Park continues to host league games, the absence of dugouts will diminish
the overall player experience and leave the facility below the standard amenities provided by the City at other sites.
24,000.00
25
0
Budget Requests
Page 50 of 72
Page 197 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Crime Analyst Hours Increase
Police Captain Wegener
1 1
n Increase in staff hours
In 2025, the City of Mendota Heights added a .5 FTE crime analyst position to the police department. The addition of
the .5 FTE crime analyst position has aided the department in solving several crimes that may have otherwise gone
inactive or unsolved. The need for the skills and abilities of the crime analyst already exceeds the hours of a .5 FTE
position.
Currently, the police department has (1) FTE records tech, (2) .5 FTE record techs, and (1) .5 FTE crime analyst. This
request is to transition .5 FTE records tech hours to the crime analyst position and backfill the record tech hours with a
new .5 FTE records tech. The budgeted amount below encompasses the wages and benefits increase for the crime
analyst and records tech positions.
64,030.00 Quarter 1
Budget Requests
Page 51 of 72
Page 198 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
In addition to an increase in the number of calls the police department receives, the complexity of those crimes being
investigated is also increasing. These increases add to the amount of time it takes for an investigation to conclude. To
maintain the level of service the citizens expect from the police department, additional staff hours are needed.
If not approved, the investigation's division will need modify the way cases are prioritized to ensure those with the
greatest chance of being solved are investigated first. The could push some cases to be inactive, thereby decreasing
the chance of them being solved as time passes and affecting the level of service to the citizens.
One alternative to the proposed request is adding another investigator. The Mendota Heights Police Department had
two investigators until 2016. That year, the police department went from two investigators to one. However, the
complexity of today's cases continues to increase, thereby increasing the time needed for investigating many of them.
Although adding an investigator has been considered as an alternative, much of the type of work needed to further
investigate crimes can be conducted by an analyst. At this time, adding hours to the current analyst position if the
fiscally responsible was to maintain a high level of service for the community.
N/A
64,030.00
N/A
Budget Requests
Page 52 of 72
Page 199 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Wheel Loader
Public Works (Streets)John Boland/Ryan Ruzek
1 6
Replacement of the existing 2013 Caterpillar wheel loader with a smaller, more versatile model equipped with modern snow removal
equipment. Based on operational experience, the current loader is larger than necessary for many of the City's snow removal
operations. A properly sized replacement will improve maneuverability, increase efficiency, and enhance operator safety while
maintaining the loader's ability to perform year-round material handling tasks.
The proposed loader would be equipped with a modern front-mounted snowplow similar to the City's compact loader, allowing it to
efficiently clear parking lots, cul-de-sacs, and other confined areas where larger equipment is less effective. Using the loader for
parking lots and cul-de-sacs will also reduce wear and tear on the City's pickup trucks, which currently perform much of this work. In
addition, the loader would serve as a backup unit for street snowplowing operations during major snow events or equipment
downtime.The loader would also be equipped with a mid-mount wing, providing the ability to bench back boulevard snow throughout
the winter. This feature will help maintain roadway width, improve sightlines, increase snow storage capacity, and reduce the
frequency of snow hauling operations.
Outside of winter operations, the loader will continue to perform the same loading, stockpile management, and general Public Works
duties as the current machine, ensuring year-round utilization and maximizing the City's investment.
230,000.00 Spring 2027
Budget Requests
Page 53 of 72
Page 200 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
A right sized loader would have the following benefits:
• Improves snow removal efficiency, increases maneuverability in parking lots, cul-de-sacs, trails, and other confined areas.
• Reduces wear and tear on pickup trucks currently used for snowplowing in confined areas.
• Enhances operator and public safety through improved visibility and equipment design.
• Provides additional snow management capabilities with a mid-mount wing for benching back boulevard snow.
• Serves as a backup plow for street snow removal operations during equipment failures or major storm events.
• Maintains full functionality for year-round loading, material handling, and Public Works operations.
The existing loader can be too heavy for roads and boulevards and could damage the streets resulting in costly repairs.
230,000.00
20
0
Budget Requests
Page 54 of 72
Page 201 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Spray Master Turf Applicator
Public Works - Parks John Boland/Ryan Ruzek
2 6
Staff is requesting the purchase of a Spray Master turf applicator to improve the efficiency, accuracy, and environmental
stewardship of fertilizer and pesticide applications throughout the City's park system.
Currently, staff utilizes a three-point Vicon vibratory fertilizer spreader and a golf course sprayer to apply fertilizers, pre-emergent
herbicides, and broadleaf weed control products. While this equipment has served the department well, it is best suited for large,
open turf areas and is not efficient for the smaller, more detailed applications required throughout neighborhood parks, City Hall, the
Fire Station, and other municipal properties. In addition, the Spray Master can be used to assist the Natural Resources Division with
site preparation for native plantings and targeted weed control in restoration areas and other locations throughout the city.
The proposed Spray Master combines granular and liquid application capabilities into a single compact machine, allowing staff to
accurately apply fertilizers, herbicides, and other turf products with one piece of equipment. Its compact size and maneuverability
enable staff to make precise, targeted applications rather than treating entire turf areas when only isolated sections require
maintenance. This supports the department's goal of reducing overall fertilizer and chemical usage while ensuring products are
applied only where needed and at the proper rates.
25,000.00 Spring 2027
Budget Requests
Page 55 of 72
Page 202 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The purchase of this equipment will provide the following benefits:
• Improve the accuracy and consistency of fertilizer and pesticide applications.
• Reduce fertilizer and chemical consumption through targeted spot treatments.
• Minimize environmental impacts by reducing nutrient and herbicide runoff.
• Increase operational efficiency by combining spreading and spraying functions into one machine.
• Improve the appearance and overall health of City parks and athletic fields.
• Provide additional flexibility for Natural Resources staff when preparing restoration sites and addressing weed management needs.
Research has shown that vibratory fertilizer spreaders can fracture slow-release fertilizer granules during the
application process. When these granules are damaged, they may lose their intended slow-release characteristics,
reducing fertilizer effectiveness and increasing the potential for nutrient runoff. Nutrient runoff is considered an illicit
discharge which can feed algal blooms in lakes, rivers, and ponds.
This is a known technology. Applying fertilizer and herbicides has limited variation in technologies.
25,000.00 0.00 0.00 0.00 0.00
15
0.00 0.00 0.00 0.00 0.00
0
Budget Requests
Page 56 of 72
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Budget Requests Page 57 of 72Page 204 of 224
Budget Requests
Page 58 of 72
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This page is intentionally left blank
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
John Deere Gator
Public Works (Parks)John Boland/Ryan Ruzek
3 6
Public Works currently operates two John Deere Gator utility vehicles. Both units are used daily during the non-winter
months for park and facility maintenance and are relied upon during every snow event to clear pedestrian walkways
throughout the city.
The oldest existing gator continues to operate well and the City's mechanic believes it has many years of useful
service remaining if it is no longer subjected to the heavy demands of snowplowing. Staff proposes retaining the
existing unit for summer operations while placing a new utility vehicle into winter service. A secondary option could
also repurpose one of the existing machines by converting to a tracked machine in the winter and groom cross country
ski trails on the Par 3 golf course.
Adding a third utility vehicle to the fleet will also improve operational efficiency during the summer months when
seasonal staffing levels increase. With multiple crews working simultaneously, an additional vehicle allows staff to
complete work more efficiently without waiting for equipment to become available. It will also allow the infield groomer
to remain attached to one utility vehicle throughout the baseball season, eliminating the need to repeatedly remove
and reinstall attachments for other tasks.
42,000.00 Spring 2026
Budget Requests
Page 59 of 72
Page 206 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The purchase of this utility vehicle will improve reliability during winter snow operations, extend the service life of
existing equipment, increase productivity during the summer maintenance season, and provide greater flexibility for staff
to perform daily operations throughout the city's parks and public facilities.
42,000.00
10
0
Budget Requests
Page 60 of 72
Page 207 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Forestry Mulching Head
Public Works (Parks)John Boland/Ryan Ruzek
4 6
Staff is requesting the purchase of a forestry mulching head for the City's skid steer. A forestry mulching head is designed to
efficiently clear brush, dense vegetation, and trees up to approximately 5 inches in diameter by grinding the material into mulch that
is left on the ground. This process eliminates the need to collect, haul, or burn debris, significantly reducing labor and cleanup time.
Staff had the opportunity to demo a forestry mulching attachment this past year and was extremely impressed with its performance,
efficiency, and versatility. The attachment proved capable of quickly clearing areas that would otherwise require significant manual
labor with chainsaws, brush cutters, and hauling equipment.
This attachment would provide year-round benefits for multiple City operations, including:
• Clearing vegetation within off-road sanitary sewer easements to maintain access for inspections and maintenance.
• Cleaning up stormwater ponds and drainage areas by removing unwanted brush and woody vegetation.
• Brushing back vegetation along trails and pedestrian pathways to improve safety and visibility.
• Removing invasive species, including buckthorn, from parks, natural areas, and other City-owned property.
• Assisting with storm cleanup by processing fallen trees and brush into mulch.
30,000.00 Spring 2026
Budget Requests
Page 61 of 72
Page 208 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The forestry mulching head would improve productivity, reduce contractor costs, and allow staff to complete vegetation
management projects more efficiently using existing City equipment. This investment would expand the capabilities of
the City's skid steer while improving the long-term maintenance of parks, trails, stormwater facilities, and utility
easements.
30,000.00
10
0
Budget Requests
Page 62 of 72
Page 209 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Replace Garage Floor Drain at Public Works
Public Works (Parks/Streets/Utility))John Boland/Ryan Ruzek
5 6
Staff is requesting funding to replace the existing trench drain located in the center of the Public Works facility's main
parking garage. The current drain is showing early signs of deterioration and structural failure due to years of heavy
use and exposure to water, road salts, and freeze-thaw conditions.
This trench drain collects all water generated inside the garage, including runoff from snow-covered equipment and
truck washing operations. During the winter months, when equipment washing is at its highest, the existing drain is
unable to adequately handle the volume of water, resulting in frequent backups and reduced drainage capacity.
Staff has worked with a contractor to design a replacement drainage system that will improve performance and
increase the service life of the facility. The existing trench drain will be removed and replaced with a precast sloped
trench drain system that provides positive flow throughout its length. The new system will be set in concrete and
equipped with epoxy-coated ductile iron grates to provide superior strength, corrosion resistance, and durability in a
high-traffic, salt-exposed environment.
25,000.00 Spring 2026
Budget Requests
Page 63 of 72
Page 210 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Replacing the trench drain will improve drainage efficiency, reduce maintenance, minimize the potential for water
damage within the facility, and provide a long-term solution that better supports daily Public Works operations.
25,000.00
25
0
Budget Requests
Page 64 of 72
Page 211 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Skid Steer Replacement
Public Works (Parks/Streets)John Boland/Ryan Ruzek
6 6
Staff is requesting funding for the scheduled replacement of the Public Works skid steer as part of the City's 2027
equipment replacement program. The existing machine is a 2017 Bobcat wheeled skid steer that has provided reliable
service but has reached the point in its replacement cycle where planning for its replacement is appropriate.
The skid steer is a year-round piece of equipment that plays an important role in daily Public Works operations. During
the winter months, it is used extensively for snow removal operations, including clearing cul-de-sacs, sweeping
pedestrian walkways, blowing snow in confined areas, and assisting with cleanup after larger snow events. Its compact
size and maneuverability allow staff to efficiently do maintenance that bigger equipment cannot accomplish.
During the non-winter months, the skid steer is shared among multiple Public Works divisions and is utilized with a
wide variety of attachments to perform numerous maintenance tasks. These include material handling, grading,
landscaping, park maintenance, construction support, and other general Public Works operations. Its versatility makes
it one of the department's most frequently used pieces of equipment.
70,000.00 Spring 2026
Budget Requests
Page 65 of 72
Page 212 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Replacing the existing skid steer will ensure the department continues to have a reliable, efficient, and versatile machine
available for year-round operations while reducing maintenance costs and minimizing downtime. Maintaining this
equipment on a scheduled replacement cycle helps ensure dependable service, improves operator safety, and supports
the efficient delivery of Public Works services to the community.
70,000.00
15
0
Budget Requests
Page 66 of 72
Page 213 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Surface Water Management Plan
Storm Water Utility Ryan Ruzek
1 2
As a MS4 (Municipal Separate Storm Sewer System) permit holder, the city is required to update its Local Surface
Water Management Plan (LSWMP) every 10 years. The current LSWMP was adopted in 2018 and is required to
updated for compliance with State regulations, and to mirror the plan of the Lower Mississippi River Watershed
Management Organization.
100,000.00 Spring 2027
Budget Requests
Page 67 of 72
Page 214 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Yes, the plan is required element of the storm sewer permit.
The city will fail a State audit resulting in costly fines.
100,000.00
10
None
Budget Requests
Page 68 of 72
Page 215 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Lake Augusta Outlet Study
Storm Water Utility Ryan Ruzek
2 2
City Council was presented with the Lake Augusta Feasibility Report at their July 15,2025 workshop. Staff is
requesting $100,000 for a study to continue the work on Lake Augusta Improvements including development of shovel
ready plans for a lake outlet, grant writing and solicitation, and shoreline improvements.
100,000.00 Spring 2027
Budget Requests
Page 69 of 72
Page 216 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
Lake Augusta water levels continue to fluctuate on higher than the normal water level. The higher water levels due to
increased rainfall have caused trees along the shoreline to die. The dead trees in return have drawn cormorants whose
waste has elevated phosphorous levels in the lake. Resurrection Cemeteries also has concerns of the high water
levels to grave sites adjacent to the lake.
100,000.00
N/A
Unknown
Budget Requests
Page 70 of 72
Page 217 of 224
FY2027 BUDGET REQUEST
Project/Item Name:
Department: Contact by:
Department Priority Rank: # of
SECTION 1. GENERAL REQUEST INFORMATION
Request is for:
Equipment Program/Service Study/Plan Staff Facility/Infrastructure Fleet
Professional Services Other:
Category of Request:
New Replacement Building Improvement/Renovation Maintenance (Preventative/Routine)
Priority Type: Maintenance Enhancement Visionary Element
Request Description:
Describe what is being requested:
Budget Request Amount: $ Preferred implementation timeline?
SECTION 2. REQUEST PURPOSE AND JUSTIFICATION
Requested item is identified in the City’s CIP? Yes No Unsure
Does the request satisfy a City Council strategic priority? Yes No Unsure
Economic Vitality and Community Vibrancy Environmental Sustainability and Stewardship
Premiere Public Services and Infrastructure Inclusive and Responsive Government
Is the project required under Local, State or Federal laws and/or regulations? Yes No
Mendota Heights Fire Relief Association City Pension Contribution
Fire Tom Mattaini
1 1
The Fire Relief Association is requesting a 7% increase in the City’s annual pension contribution to support the
long-term sustainability and competitiveness of the firefighter pension program. This increase equates to approximately
$560 per firefighter, bringing the total City contribution to $8,560 per firefighter per year.
This request aligns with prior City Council direction to transition toward a predictable percentage-based funding
methodology rather than periodic fixed-dollar increases. The 7% increase was not arbitrarily selected; it was developed
through evaluation of multiple factors, including retirement contribution increases in comparable departments and
overall City budget trends.
The requested increase represents a proactive approach to maintaining the value of the pension benefit over time and
reducing the likelihood of larger, reactive increases in the future. The pension remains one of the department’s most
important recruitment and retention tools and supports the long-term viability of Mendota Heights’ paid-on-call fire
department model.
20,160.00 2027
Budget Requests
Page 71 of 72
Page 218 of 224
Is the request critical to the function of the requesting department? Yes No
If yes, how and why is it critical?
If the request is NOT approved, what will be the impact on the health, safety and/or betterment of
the city or its residents?
Are there alternatives that have been considered? Yes No
If yes, explain the available alternatives and why they were not selected.
SECTION 3. COSTS AND PROCUREMENT
Capital Project Costs
Fiscal Year
2027 2028 2029 2030 2031
$ $ $ $ $
Expected useful life: (years)
Operational & Maintenance Costs
Fiscal year
2027 2028 2029 2030 2031
$ $ $ $ $
Known costs beyond Year 5? (estimate)
Does it require the addition of staff? Yes No Unsure
Does it require building space--cubicle, office space or storage space? Yes No Unsure
Does it require other equipment such as a city vehicle? Yes No Unsure
The firefighter pension is one of the primary long-term retention tools available to the department. Maintaining a
competitive retirement benefit helps retain experienced firefighters, encourages long-term service, and supports the
continued success of the City's cost-effective paid-on-call fire department model. The requested increase is intended to
be proactive rather than reactive. Incremental, percentage-based adjustments help preserve the value of the pension
benefit over time, maintain competitiveness with neighboring departments, and reduce the likelihood that larger funding
increases will be needed in the future. Maintaining a competitive retirement benefit supports the long-term stability of the
department and the City's ability to continue providing high-quality fire protection services.
The immediate impact of not approving this request would be limited; however, over time the pension benefit may
become less competitive relative to broader compensation and retirement trends. Surrounding departments are
experiencing notable increases in retirement contributions through PERA, including South Metro (8.8%), Eagan
(10.8%), and Inver Grove Heights (13.8%). Without continued incremental adjustments, Mendota Heights risks falling
behind these trends. A decline in competitiveness could negatively affect firefighter retention and recruitment over time,
ultimately impacting the City’s ability to sustain its paid-on-call staffing model and maintain its current level of fire
protection service. This request is intended to preserve long-term stability and avoid the need for larger, reactive
increases in the future.
Alternatives considered included maintaining the current contribution level, tying future increases to cost-of-living
adjustments (COLA), and requesting smaller or larger percentage increases. A 7% increase was selected after
evaluating regional retirement contribution trends, City budget trends, and the long-term sustainability of the pension
program. While tying future increases to COLA was considered, historical averages would significantly slow benefit
growth and reduce the department's competitiveness over time. The selected increase balances competitiveness, fiscal
responsibility, and the Association's percentage-based funding approach requested by City Council. The increase
equates to approximately $560 per firefighter, bringing the City's annual contribution to $8,560 per firefighter.
20,160.00
Budget Requests
Page 72 of 72
Page 219 of 224
2027 through 2031
Capital Improvement Plan
Mendota Heights, MN Projects By Department
Department Project # Priority 2027 2028 2029 2030 2031 Total
City Hall/Facilities
City Hall Boiler Replacement Facilities 11 1 79,568 79,568
Facility Vehicle Facilities 16 1 32,782 32,782
Monument Sign/Flagpole Facilities 14 1 84,413 84,413
Public Works Exterior Painting/
Maintenance Facilities 15 1 112,551 112,551
Public Works Floor Coating Facilities 12 1 106,090 106,090
Public Works Parking Lot Facilities 13 1 218,545 218,545
City Hall/Facilities Total 185,658 251,327 196,964 0 0 633,949
Fire
1/2 Ton Pickup Fire 12 1 76,491 76,491
Base Radio Fire 07 1 46,371 46,371
Battery Operated Extrication
Cutter/Spreader Fire 03 2 32,782 32,782
Engine 10 Fire 13 1 1,688,263 1,688,263
Fitness Equipment Fire 02 1 15,914 15,914
Gear Dryers (2) Fire 05 1 30,141 30,141
Portable Radios Fire 06 1 218,545 218,545
Rescue Bags 1 15,914 15,914
System/Fixture/Furniture Fire 08 1 115,927 115,927
Washer/Extractor Fire 01 1 11,670 11,670
Washer/Extractor Fire 04 1 15,071 15,071
Fire Total 43,497 327,818 1,688,263 207,510 0 2,267,088
Par 3
Bituminous Cart Path Par 3-27 1 9,096 9,096
Blower Par 3-17 1 11,057 11,057
Clubhouse Carpet Replacement Par 3-26 1 7,379 7,379
Par 3 Sidewalk Entrance to
Clubhouse Par 3-02 1 18,084 18,084
Parking Lot Par 3-08 1 55,167 55,167
Patio Maintenance 1 28,000 28,000
Soffit/Fascia Par 3-07 1 20,000 20,000
Produced Using Plan-It CIP Software Page 1 / 5
Version: 6/30/2026
Page 220 of 224
Department Project # Priority 2027 2028 2029 2030 2031 Total
Underground Irrigation Piping Par 3-12 1 750,000 750,000
Utility Cart (Enclosed Cab) Par 3 2 35,000 35,000
Water Heater Par 3 1 2,500 2,500
Par 3 Total 82,346 57,500 750,000 18,435 28,000 936,281
Parks and Recreation
Administrative Vehicle 1 42,436 42,436
Civic Center-Netting 1 7,535 7,535
Dodd Road Trail Gap 2 114,637 114,637
Dog Park-Water Source Parks 24 2 70,000 70,000
Friendly Hills-Ballfield Infield
Surfacing Parks 35 1 10,927 10,927
Friendly Hills-Dugout Addition Parks 55 2 23,098 23,098
Friendly Hills-Pickleball Acryllic
Surface Parks 46 1 29,175 29,175
Friendly Hills-Playground Parks 31 1 185,709 185,709
Gator 1 35,000 35,000
Ivy Hills-Backstop Parks 84 1 31,827 31,827
Ivy Hills-Ballfield Infield
Surfacing Parks 83 1 10,609 10,609
Ivy Hills-Bleachers/Bench
Seating Parks 88 1 11,255 11,255
Ivy Hills-Dugout Addition Parks 96 1 28,138 28,138
Ivy Hills-Foul Ball/Outfield Fence
Addition Parks 95 2 21,855 21,855
Ivy Hills-Tennis Courts (Sport
Court) Parks 293 1 89,554 89,554
John Deere 1585 w/Blower 1 38,245 38,245
John Deere 1585 w/Broom 1 39,393 39,393
Kensington-Bleachers/Bench
Seating Parks 117 1 33,619 33,619
Kensington Bottle Filler Parks 399 2 7,500 7,500
Kensington-Concrete Walkways
Throughout the Park Parks 300 1 17,389 17,389
Kensington-Fencing South Fence Parks 114 1 129,960 129,960
Kensington-Parking Lot Parks 303 1 156,502 156,502
Kensington-Paved Walking Trails Parks 301 1 26,663 26,663
Kensington-Playground Parks 105 1 232,840 232,840
Kensington-Retaining Wall Parks 302 1 5,796 5,796
Kensington-Technology Updates Parks 118 2 145,000 145,000
Produced Using Plan-It CIP Software Page 2 / 5
Version: 6/30/2026
Page 221 of 224
Department Project # Priority 2027 2028 2029 2030 2031 Total
Marie-Backstop Parks 125 1 32,782 32,782
Marie-Outfield Fence Addition Parks 317 2 22,510 22,510
Marie-Parking Lot Parks 315 1 5,970 5,970
Marie-Pickleball Acryllic Parks 138 1 31,283 31,283
Marie-Tennis Courts Parks 130 1 19,128 19,128
Mendakota-1st/3rd Baseline
Fences Parks 167 1 71,643 71,643
Mendakota-Ballfield Infield
Surfacing Parks 164 1 47,762 47,762
Mendakota-Netting on
Backstops Parks 166 1 60,000 60,000
Mendakota-Paved Walking Trails Parks 305 1 4,502 4,502
Mendakota-Safety Lighting on
Path Parks 151 1 22,510 22,510
Oheyawahe Bonding Project 2 154,500 154,500
Park & Rec Vehicle Admin 1 32,782 32,782
Parks Trailer 1 11,593 11,593
Portable Restroom Enclosures Parks 500 2 85,799 85,799
River to River Greenway
Rehabilitation 2 133,305 133,305
Rogers Lake-Fishing Pier (Wood
Railings) Parks 197 1 28,982 28,982
Rogers Lake-Parking Lots (2) Parks 308 1 15,523 15,523
Rogers Lake-Picnic Shelter Parks 190 1 196,266 196,266
Rogers Lake-Playground Parks 189 1 218,545 218,545
Rogers Lake-Sand Volleyball
Court Refresh Parks 195 2 21,218 21,218
Rogers Lake-Technology
Updates Parks 199 2 125,000 125,000
Skidsteer - Tracked 1 90,040 90,040
South Plaza Drive Trail Gap 2 22,393 22,393
Toro Field Mower 504 1 152,982 152,982
Valencour Property Acquisition 2 689,585 689,585
Valley-Backstop Parks 222 1 31,827 31,827
Valley-Outfield Fence Addition Parks 318 2 22,510 22,510
Valley-Tennis Courts (Sport
Court) Parks 229 1 86,946 86,946
Victoria Highlands-Playground
w/Shade Parks 246 1 208,219 208,219
Produced Using Plan-It CIP Software Page 3 / 5
Version: 6/30/2026
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Department Project # Priority 2027 2028 2029 2030 2031 Total
Water Source (Community
Garden) Parks 200 3 50,000 50,000
Wentworth-Backstop Parks 272 1 32,782 32,782
Wentworth-Ballfield Infield
Surfacing Parks 271 1 11,255 11,255
Wentworth-Pickleball Acryllic Parks 289 1 30,372 30,372
Zero Tower Mower 1 21,218 21,218
Parks and Recreation Total 1,864,369 1,065,524 758,002 418,037 230,450 4,336,382
Police
Squad Replacements PD 06 1 456,187 65,000 521,187
Taser Updates PD 03 1 22,510 22,510
Voice Activated Radio
Dispatched Alarm PD 04 1 11,593 11,593
Police Total 456,187 65,000 22,510 11,593 0 555,290
Sanitary Sewer
Annual Lining San Sewer 03 1 318,270 327,818 337,653 347,782 1,331,523
Lift Station Pump Replacement San Sewer 02 1 63,654 69,556 133,210
SCADA System Installation San Sewer 01 2 10,609 10,927 11,255 11,593 44,384
Sewer Utility Truck San Sewer 07 1 95,481 95,481
Sanitary Sewer Total 488,014 338,745 348,908 428,930 0 1,604,598
Storm Sewer
Lake Augusta Improvements Storm Sewer 02 1 1,580,020 1,580,020
MS4 Pond Inspections Storm Sewer 03 1 109,273 109,273
Pond Maintenance Storm Sewer 05 1 196,691 202,592 208,670 214,930 822,883
Streambank Stabilization Storm Sewer 04 1 106,090 109,273 112,551 115,927 443,841
Surface Water Management Plan
Update Storm Sewer 01 1 106,090 106,090
Storm Sewer Total 1,988,890 421,136 321,220 330,857 0 3,062,104
Streetlight
Pole Painting Streetlight 03 1 10,609 10,927 11,255 11,593 44,384
Street Light Pole Replacement Streetlight 02 1 26,522 27,318 28,138 28,982 110,960
Streetlight Total 37,131 38,245 39,392 40,573 0 155,344
Streets
3/4 Ton Pickup Streets 10 1 81,149 81,149
510 John Deere Streets 11 1 28,982 28,982
Asset Management Software Assets 01 2 25,200 26,460 27,783 29,172 108,615
Produced Using Plan-It CIP Software Page 4 / 5
Version: 6/30/2026
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Department Project # Priority 2027 2028 2029 2030 2031 Total
Augusta Shores Rehabilitation Streets 202807 1 368,468 368,468
Brush Chipper Streets 08 1 67,531 67,531
Bunker Hills Neighborhood
Rehabilitation Streets 202908 1 1,539,696 1,539,696
Cherry Hills 2nd Addition
Rehabilitation Streets 202808 1 771,028 771,028
Chippewa Avenue Rehabilitation Streets 202906 1 1,927,321 1,927,321
Curley's Valley View
Rehabilitation Streets 202907 1 2,814,882 2,814,882
Decorah Realignment with
Wagon Wheel Streets 202909 1 872,269 872,269
Delaware Reconstruction Streets 202408 1 17,903 17,903
Hidden Creek Rehabilitation Streets 202707 1 343,732 343,732
Ivy Falls Neighborhood Streets 203009 1 801,290 801,290
John Deere Tractor Backhoe Streets 12 1 289,819 289,819
Loader Streets 06 1 220,000 220,000
Mendakota Circle Rehabilitation Streets 203007 1 624,617 624,617
Rogers Lake Neighborhood
Rehabilitation Streets 202806 1 2,925,755 2,925,755
Skidsteer Streets 07 1 84,872 84,872
Somerset Park & Evergreen
Knoll Rehabilitation Streets 202706 1 3,383,846 3,383,846
The Avenues Streets 203010 1 1,565,020 1,565,020
Tilsens Neighborhood
Rehabilitation Streets 203008 1 3,547,379 3,547,379
Wachtler/Sibley Memorial
Roundabout Streets 203006 1 34,778 34,778
Western Star Plow Streets 09 1 450,204 450,204
Streets Total 4,075,553 4,091,711 6,827,417 7,874,475 0 22,869,156
GRAND TOTAL 9,221,645 6,657,006 10,952,676 9,330,410 258,450 36,420,192
Produced Using Plan-It CIP Software Page 5 / 5
Version: 6/30/2026
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