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CITY COUNCIL WORKSESSION- APRIL 30, 2007 four million for the 20 percent match for County Road H. The language would read along the lines that 34 million be appropriated from bond proceeds to the City of Arden Hills for acquisition of right-of-way, pre-design, design, and construction of public improvement for County Road H and 1-35 interchange and/or County Road 96 and State Highway 10 interchange. A second similar bill would ask for 34 million from the State general fund. The City would also ask for funding at the federal level. The deadline for getting on the Governor's list was June 25th. The Governor's project criteria were found in the provided hand out. Councilmember Grant stated that the stigma of TCAAP could only be carried for a period of time and we should work with the developer to market the area. Mayor Harpstead shared his draft resolution. The intent of the resolution was to state our position on the TH 101 Highway 96 interchange. The Council will get together at a future date to continue this discussion. Ms. Wolfe asked Councilmembers to forward their May calendars to her so she could coordinate future meetings. Councilmember Grant stated that at some point the Council would be submitting their term sheet items to Ehlers. He requested that Ehlers give feedback to the Council regarding what they heard before the Council move into negotiations. Ms. Wolfe reminded the Council that May 1 st was the due date for submitting "wordsmithing" of assigned goals. Ms. Wolfe would send an electronic copy to all Councilmembers. 3. General TCAAP Update Mayor Harpstead distributed a four page handout that contained recommendations of a three member group which consisted of Mayor Harpstead, Councilmember McClung and City Administrator Wolfe. The recommendations were: · The City would contract with Ehlers and Associates to be proj ect manger for TCAAP. · The project manger's responsibility would be to define and identify the key success factors for the TCAAP project by making sure they define the scope of the project and by making sure that the project be segmented into manageable and measurable assigned tasks. · The project manager would conduct regular and frequent assessments of the progress and report back to Council. · The project manager would anticipate issues, risks and changes required to ensure the Council would be able to make timely discussions. · The project manager would monitor developer compliance with the Council directives. The pros for working with Ehlers were the potential for rapid implementation, their capacity and expertise. Ehlers have experience with similar processes and projects and were familiar this project. The con was that it could be more difficult to convey a sense of the City to the developer. 3