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HomeMy WebLinkAbout01-21-2020-WSAGENDA ITEMS 2020 State Of The City Meeting Dawn Skelly, Communications Coordinator MEMO.PDF Recycling Contract And Cleanup Day Mike Mrosla, Community Development Manager/City Planner MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF Residential Driveway Parking Standards Joe Hartmann, Associate Planner Mike Mrosla, Community Development Manager/City Planner MEMO.PDF ATTACHMENT A.PDF Non -Commercial Signs Mike Mrosla, Community Development Manager/City Planner MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF Recreation Programs Review Sara Knoll, Recreation Coordinator Todd Blomstrom, Interim Public Works Director/City Engineer Gayle Bauman, Finance Director MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF ATTACHMENT C.PDF Karth Lake Pump And Control Cabinet Todd Blomstrom, Interim Public Works Director/City Engineer MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF 2020 And 2021 Capital Project Delivery Todd Blomstrom, Interim Public Works Director/City Engineer MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF Council Retreat Discussion Dave Perrault, City Administrator MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF ATTACHMENT C.PDF Council Tracker Dave Perrault, City Administrator MEMO.PDF Land Acquisition Discussion (Closed Per Minn. Stat. 13D.05 Subd. 3. (C)(3) Consider Or Develop Offers For The Purchase Of Property) Dave Perrault, City Administrator MEMO.PDF COUNCIL/STAFF COMMENTS ADJOURN Mayor: David Grant Councilmembers: Brenda Holden Fran Holmes Dave McClung Steve Scott City Council Work Session Agenda January 21, 2020 5:00 p.m. City Hall Address: 1245 W Highway 96 Arden Hills MN 55112 Phone: 651 -792 -7800 Website : www.cityofardenhills.org City Vision Arden Hills is a strong community that values its unique environmental setting, strong residential neighborhoods, vital business community, well -maintained infrastructure, fiscal soundness, and our long -standing tradition as a desirable City in which to live, work, and play. CALL TO ORDER 1. 1.A. Documents: 1.B. Documents: 1.C. Documents: 1.D. Documents: 1.E. Documents: 1.F. Documents: 1.G. Documents: 1.H. Documents: 1.I. Documents: 1.J. Documents: 2. AGENDA ITEMS2020 State Of The City MeetingDawn Skelly, Communications Coordinator MEMO.PDFRecycling Contract And Cleanup Day Mike Mrosla, Community Development Manager/City Planner MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFResidential Driveway Parking StandardsJoe Hartmann, Associate PlannerMike Mrosla, Community Development Manager/City Planner MEMO.PDFATTACHMENT A.PDFNon-Commercial Signs Mike Mrosla, Community Development Manager/City Planner MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF Recreation Programs Review Sara Knoll, Recreation Coordinator Todd Blomstrom, Interim Public Works Director/City Engineer Gayle Bauman, Finance Director MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF ATTACHMENT C.PDF Karth Lake Pump And Control Cabinet Todd Blomstrom, Interim Public Works Director/City Engineer MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF 2020 And 2021 Capital Project Delivery Todd Blomstrom, Interim Public Works Director/City Engineer MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF Council Retreat Discussion Dave Perrault, City Administrator MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF ATTACHMENT C.PDF Council Tracker Dave Perrault, City Administrator MEMO.PDF Land Acquisition Discussion (Closed Per Minn. Stat. 13D.05 Subd. 3. (C)(3) Consider Or Develop Offers For The Purchase Of Property) Dave Perrault, City Administrator MEMO.PDF COUNCIL/STAFF COMMENTS ADJOURN Mayor:David Grant Councilmembers:Brenda Holden Fran HolmesDave McClungSteve Scott City Council Work SessionAgenda January 21, 20205:00 p.m. City Hall Address:1245 W Highway 96 Arden Hills MN 55112 Phone:651 -792 -7800 Website : www.cityofardenhills.org City VisionArden Hills is a strong community that values its unique environmental setting, strong residential neighborhoods, vital business community, well -maintained infrastructure, fiscal soundness, and our long -standing tradition as a desirable City in which to live, work, and play.CALL TO ORDER1.1.A.Documents:1.B.Documents:1.C.Documents:1.D.Documents: 1.E. Documents: 1.F. Documents: 1.G. Documents: 1.H. Documents: 1.I. Documents: 1.J. Documents: 2. AGENDA ITEMS2020 State Of The City MeetingDawn Skelly, Communications Coordinator MEMO.PDFRecycling Contract And Cleanup Day Mike Mrosla, Community Development Manager/City Planner MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFResidential Driveway Parking StandardsJoe Hartmann, Associate PlannerMike Mrosla, Community Development Manager/City Planner MEMO.PDFATTACHMENT A.PDFNon-Commercial Signs Mike Mrosla, Community Development Manager/City Planner MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFRecreation Programs ReviewSara Knoll, Recreation CoordinatorTodd Blomstrom, Interim Public Works Director/City EngineerGayle Bauman, Finance Director MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFATTACHMENT C.PDFKarth Lake Pump And Control Cabinet Todd Blomstrom, Interim Public Works Director/City Engineer MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDF2020 And 2021 Capital Project DeliveryTodd Blomstrom, Interim Public Works Director/City EngineerMEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFCouncil Retreat DiscussionDave Perrault, City Administrator MEMO.PDFATTACHMENT A.PDFATTACHMENT B.PDFATTACHMENT C.PDFCouncil TrackerDave Perrault, City Administrator MEMO.PDF Land Acquisition Discussion (Closed Per Minn. Stat. 13D.05 Subd. 3. (C)(3) Consider Or Develop Offers For The Purchase Of Property) Dave Perrault, City Administrator MEMO.PDF COUNCIL/STAFF COMMENTS ADJOURN Mayor:David Grant Councilmembers:Brenda Holden Fran HolmesDave McClungSteve Scott City Council Work SessionAgenda January 21, 20205:00 p.m. City Hall Address:1245 W Highway 96 Arden Hills MN 55112 Phone:651 -792 -7800 Website : www.cityofardenhills.org City VisionArden Hills is a strong community that values its unique environmental setting, strong residential neighborhoods, vital business community, well -maintained infrastructure, fiscal soundness, and our long -standing tradition as a desirable City in which to live, work, and play.CALL TO ORDER1.1.A.Documents:1.B.Documents:1.C.Documents:1.D.Documents:1.E.Documents:1.F.Documents:1.G.Documents:1.H.Documents:1.I.Documents: 1.J. Documents: 2. Page 1 of 2 AGENDA ITEM – 1A MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers Dave Perrault, City Administrator FROM: Dawn Skelly, Communications Coordinator SUBJECT: 2020 State of the City Meeting Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Council Should Consider Staff is requesting City Council choose a date and location for the 2020 annual State of the City meeting, and consider presentation content topics and format. Background The State of the City meeting was moved from its annual fall timeframe to the spring to include more forward-looking news about upcoming city projects. After last year’s event, a change in location also was discussed. Discussion Following Council direction from the November 18 Work Session, staff reviewed locations for an April 16 or April 23 early morning (7:30 to 9 a.m.) State of the City meeting. Staff talked with representatives from Boston Scientific, Land O’Lakes and the Tavern Grill who expressed interest in hosting the event. Boston Scientific and the Tavern Grill have availability on both dates. Land O’Lakes has space available on April 23rd through 10 a.m. All have breakfast capabilities at varying prices. Staff is also requesting direction from the City Council on topics to cover in the State of the City presentation. In the past, the following general topics have been covered: • TCAAP redevelopment • Current development projects • Transportation improvement projects • Public safety • Parks and trails • Financials and budget Page 2 of 2 In past years, the City has invited representatives from MnDOT and Ramsey County to present on current and planned State road improvement projects. Staff is requesting direction from the City Council on whether these representatives should be invited to attend the State of the City this year. Items to consider this year include: • Having city staff booths at the event. • Recognizing a business partner via a proclamation at the event. • Asking the host to make a few remarks about their business—growth, plans, etc. prior to the start of the event. • Decide whether you would like tours available for attendees following the presentation. This would require early registration/rsvps and badges. • Decide on whether the Mayor would emcee the event or if City Council members will take turns speaking. Some of these items can be discussed at a later work session. Attachments None Page 1 of 2 AGENDA ITEM – 1B MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers Dave Perrault, City Administrator FROM: Mike Mrosla, Community Development Manager/City Planner SUBJECT: Recycling Contract and Cleanup Day Discussion Budgeted Amount: Actual Amount: Funding Source: $21,000.00 N/A Recycling Fund Council shall consider The City Council shall consider hosting a cleanup day in 2020. Cleanup Day Background Shoreview previously notified the City that starting spring 2020 they are not going to participate in the joint clean-up day moving forward. At its December 16, 2019 meeting, the City Council discussed hosting a citywide recycling event. At that time, the City Council directed staff to contact our existing recycling provider Republic Sanitation Services and inquire if they offer Cleanup day or curbside bulk recycling services. Republic responded that they do not offer bulk-curbside recycling services. However, they do offer and operate drop site recycling events, similar to previous cleanup days. Attachment A is Republics drop site preliminary bid. The bid does not include costs for bulk item, small electronics or console TVs as the price is determined by weight collected. Due to timing, Republic would not be able to host an event until late summer or early fall The city currently has $21,000 budgeted for 2020 cleanup day (Attachment B). If Council selects to host a cleanup day, staff will do a deep dive into hosting an event and present findings at a future workshop session. Cleanup Day Discussion: Staff is looking for Council direction in regards to cleanup day. 1. Should staff proceed with Republics bid and move into planning and coordination phase? Page 2 of 2 Budget Impact The city currently has $21,000.00 budgeted for cleanup day in 2020. Attachments: A. Republic Services Bid Proposal B. Recycling Fund (603) Disposal: Units UOM Rate Sub Total CEC Tax State Tax 9.75%Total Rear Load 25 Ton 97.85$ 2,446.25$ 929.58$ 238.51$ 3,614.33$ C&D 5.5 Ton 46.35$ 254.93$ 254.93$ Appliances 40 Each 25.75$ 1,030.00$ 1,030.00$ Electronics 2544 Pound 1.05$ 2,671.20$ 2,671.20$ Small Elec 0 Pound 1.05$ -$ -$ Bulks Console TV Tires 0 Ton 230.00$ -$ -$ Total 7,570.46$ Labor Cost/Equipment/HR Hours Units Sub Total State Tax 9.75%Total Employees & Equipment 99.50$ 96 9,552.00$ 931.32$ 10,483.32$ Total 10,483.32$ Total 18,053.78$ Arden Hills 2019 2014 2015 2016 2017 2018 ORIGINAL 2020 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET Operating revenues: Recycling fees 116,505         122,314         123,392         127,816         124,687         125,260         136,570          Other charges 13,515           6,258              10,906           22,901           9,241              7,230              8,000               Total revenues 130,020         128,571         134,298         150,717         133,928         132,490         144,570          Operating expenses: Personnel services 22,976           19,151           17,274           17,795           25,341           32,860           33,770            Other Services & Charges 31,538           126,268         15,104           17,614           27,112           19,870           17,180            Recycling costs 95,903           86,075           91,577           91,727           95,352           99,300           106,000          Clean up days ‐                      8,231              17,233           20,781           20,347           21,000           21,000            Total expenses 150,417         239,725         141,188         147,917         168,152         173,030         177,950          Operating income (loss) (20,397)          (111,153)        (6,890)            2,800              (34,224)          (40,540)          (33,380)           Nonoperating revenues (expenses): Special assessments 349                 458                 441                 555                 300                 300                  ‐                       Investment earnings 2,449              1,325              1,658              1,352              1,976              1,450              2,000               Intergovernmental revenue 19,611           124,228         23,439           24,441           23,819           24,040           23,900            Total nonoperating revenues (expenses) 22,408           126,010         25,538           26,348           26,096           25,790           25,900            Net income (loss) before contributions   and transfers 2,011              14,857           18,648           29,149           (8,128)            (14,750)          (7,480)             Net assets ‐ January 1 66,899           68,910           83,767           102,415         131,564         123,436         88,236            Net assets ‐ December 31 68,910.38      83,767.10      102,415.26    131,563.86    123,435.71    108,685.71    80,755.71       2019 2014 2015 2016 2017 2018 ORIGINAL 2020 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET Net income (loss) before contributions   and transfers 2,011              14,857           18,648           29,149           (8,128)            (14,750)          (7,480)             Change in current assets (149)               750                 (20)                  (635)               484                  ‐                       ‐                       Change in current liabilities 119                 1,075              (1,029)            859                 5,797               ‐                       ‐                       Net increase (decrease) in cash 1,981              16,682           17,600           29,373           (1,847)            (14,750)          (7,480)             Cash balance ‐ January 1 79,035           81,017           97,699           115,299         144,672         142,824         107,624          Cash balance ‐ December 31 81,016.84      97,699.05      115,298.99    144,671.74    142,824.31    128,074.31    100,144.31     CITY OF ARDEN HILLS RECYCLING FUND (603) STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET ASSETS STATEMENT OF CASH FLOWS Page 1 of 2 AGENDA ITEM – 1C MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers Dave Perrault, City Administrator FROM: Joe Hartmann, Associate Planner Mike Mrosla, Community Development Manager/City Planner SUBJECT: Residential Driveway Parking Standards Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Council shall consider The City Council shall consider amending language in the City Zoning Code as it relates to parking, loading, and circulation restrictions in residential areas. Background The Applicants Gary and Julie Gronquist requested a variance to construct a garage adjacent to their second driveway facing New Brighton Road located at the Subject Property 1932 County Road E W on the October 9th, 2019 Planning Commission meeting. The Subject Property is a single family detached dwelling that already has a driveway facing County Road E W. In August 2000 their second driveway was constructed on New Brighton Road. At the time, there were no restrictions on driveways in the R-2 District. In summary, Staff determined that the variance request met the statutory three-standard test for practical difficulties and complied with the provisions of the Arden Hills Zoning Regulations. After discussion, the Planning Commission voted to recommend approval. At the October 28th, 2019 City Council meeting, the Council voted in favor of a motion to add a fifth condition to the terms of approval for the request that would read that only four vehicles would be allowed between the two driveways. Council directed Staff to review the current vehicle parking restrictions for residential properties in the City Code. Summary: Chapter 8 of the City Code outlines regulations for traffic and motor vehicles. City Code Section 800.03 Subd. 3 reads that “in all residential districts, parking shall be prohibited on any area of private property except on designated driveways or parking lots.” And City Code Section 800.03 Page 2 of 2 Subd. 4 restricts parking further, stating, “In all residential districts, there shall be no more than four vehicles parked on a driveway.” City Code Section 1325.06 Subd. 3, C, 8 repeats Section 800.03 Subd. 3 “in all residential districts, parking shall be prohibited on any area of the property except on designated driveways or parking lots.” This code section also repeats City Code Section 800.03 Subd. 4 “There shall be no more than four vehicles parked on the driveway.” The vast majority of properties in Arden Hills have one driveway, but there are an estimated 12- 20 properties with two driveways such as the property 1932 County Road E that are legally nonconforming. It’s worth noting that unless the ordinance is amended further, the number of nonconforming properties will not increase. Under City Code Section 1325.06 Subd. 1, B, the number of curb cuts along arterial and collector roads shall be held to a minimum whenever possible. City Code Section 1325.06 Subd. 3, C, 7 states that “each property which abuts one or more public streets, shall be entitled to at least one access to a public street. Single family uses shall be limited to one (1) access per property.” A review of other Cities’ ordinances revealed that neighboring communities do not regulate the number of cars in the driveway of a residential property, only the approved parking areas on which vehicles may park at a residential property. There are no limits on the number of vehicles permitted in New Brighton, Shoreview, Vadnais Heights, and Roseville, however, they do regulate that vehicles must be parked on a hard surface such as asphalt, concrete or pavers. Ordinance Discussion: Staff is looking for Council direction in regards to the language of the vehicle parking ordinance(s) as they pertain to legally-nonconforming properties with two driveways. Council may: 1. Keep the language as it is written. 2. Amend the language. Below are different ordinance language options. a. In all residential districts excluding the R-4 district, there shall be no more than four vehicles parked on a driveway. Residential properties with more than one driveway shall not exceed a combined total between driveways of four (4) vehicles. b. In all residential districts excluding the R-4 district, no more than a total of four (4) vehicles may be parked on a single lot on an approved surface outside of a building or accessory structure. c. In all residential districts excluding the R-4 district, no more than a total of four (4) vehicles may be parked on a single lot on an approved surface. Budget Impact NA Attachments: A. Existing City Code Language Regulating Residential Driveway Parking. 800.03 Parking Regulations. (revised 2/23/12) Subd. 1 Winter Parking Regulations. Except in compliance with the directions of a law enforcement officer or in compliance with regulatory parking signs, no vehicle shall be parked on the improved portion of any street or highway in the City immediately after the accumulation of two or more inches of snow and until snow removal or plowing has been completed. Subd. 2 Overnight Parking. No vehicle shall be parked on any street between the hours of 2:00 a.m. and 6:00 a.m. Subd. 3 Prohibited Parking Areas. In all residential districts, parking shall be prohibited on any area of private property except on designated driveways or parking lots. Subd. 4 Parking in Driveways. In all residential districts, there shall be no more than four vehicles parked on a driveway. _____________________________________________________________________________________ 1325.06 Requirements for Parking, Loading and Circulation. (revised 4/28/08) Subd. 1 Off-Public Street Parking. C. Construction Standards. These standards shall apply to all development: 1. Surfacing. Off-street parking areas and drives shall be improved with a paved surface. Such areas shall be so graded and drained so as to dispose of all surface water accumulation within the area as required by the City and the Rice Creek Watershed District. Subd. 3 Traffic and Circulation. C. Driveways. 7. Access to streets. Each property which abuts one or more public streets, shall be entitled to at least one access to a public street. Single family uses shall be limited to one (1) access per property. 8. Prohibited areas. In all residential districts, parking shall be prohibited on any area of the property except on designated driveways or parking lots. There shall be no more than four vehicles parked on the driveway. Page 1 of 2 AGENDA ITEM – 1D MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers Dave Perrault, City Administrator FROM: Mike Mrosla, Community Development Manager/City Planner SUBJECT: Non-Commercial Signs Discussion Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Background At its December 16, 2019 meeting, the City Council directed staff to make necessary ordinance changes to make political signs (non-commercial sign) consistent with existing temporary off- premise signs placement standards. In addition, Council requested staff to review and bring the ordinance into conformance with State statute for when signs may be placed. Staff then proposed amendments to Chapter 12, Sign Code to clarify existing language to make non-commercial signs in an election year consistent with placement standards of temporary off- premise signs. The existing ordinance language for non-commercial signs was silent on placing signs on publicly owned land and there was no roadway setbacks standards for non-commercial signs. In addition, the existing language did not discuss prohibited signs placement locations. The proposed language provides the same setback standards for non-commercial and temporary off- site signs (five feet from the curb). Then as staff reviewed the non-commercial sign code it determined that the existing ordinance language was inconsistent with Minnesota State Statute 211B.045. Minnesota State Statute 211B.045 states: “All noncommercial signs of any size may be posted in any number beginning 46 days before the state primary in a state general election year until ten days following the state general election. Municipal ordinances may regulate the size and number of noncommercial signs at other times.” The existing ordinance language restricts the placement of non-commercial signs until August 1st in an election year. However, Minnesota State Statute 211B.045 permits non-commercial signs to be posted 46 days prior to the state primary election. Minnesota primary elections occur on the second Tuesday of August in election years or on August 11, 2020. Per the statute, signs may be Page 2 of 2 posted 46 days prior to the primary election or June 28, 2020. In response, staff worked with the city attorney on the proposed language below. “Non-commercial Signs in an Election Year. In years where a federal, state or local government election is conducted within the city, non-commercial signs may be posted no more than 46 days prior to that election. These non-commercial signs shall be placed in accordance with Section 1230.02 and 1250.03 Subd 2, 3, and 4. Those responsible for posting the signs shall remove any signs within 10 days following an election.” The proposed language addresses all types of elections and removes the need to address special elections. The proposed language is in conformance with Minnesota State Statute 211B.045 and permits non-commercial signs to be posted no more than 46 days prior to the primary. Staff added specific code sections that defines where signs may be located. Section 1230.02 is addresses prohibited sign placement locations and 1250.03 regulates temporary off-premise signs. Budget Impact N/A Attachments: A. Proposed Non-commercial Sign Language with Notes B. Proposed Ordinance Changes Existing 1230.01, Subd. 2 “Non-commercial Signs in an ElectionYear.Signs of any size containing non-commercial speech may be postedfromAugust1inanygeneralorCityelectionyearuntilten(10)daysfollowingthegeneralelectionandthirteen(13)weeks prior to any specialelectionuntilten(10)days followingthespecialelectionprovidedthatthesignsareincompliancewithMinnesotaStatutes.These non-commercial signs shall be placed inaccordancewithSection1250.03 Subd.2,3,and 4.” August 1 start date for posting non-commercial signs is inconsistent with MN State Statute 211B.45: “All noncommercial signs of any size may be posted in any number beginning 46 days before the state primary in a state general election year until ten days following the state general election. Municipal ordinances may regulate the size and number of noncommercial signs at other times.” Minnesota primary elections occur on the second Tuesday of August in election years. August 11, 2020 + 46 days = June 28, 2020 •The existing code section identified do not contain sign setback standards •Does not reference prohibited sign. Proposed 1230.01, Subd. 2 “Non-commercial Signs in an Election Year.In years where a federal,state or local government election is conducted within the city,non-commercial signs may be posted no more than 46 days prior to that election.These non- commercial signs shall be placed in accordance with Section 1230.02 and 1250.03 Subd 2,3,and 4.Those responsible for posting the signs shall remove any signs within 10 days following an election.” •The proposed language addresses all types of elections and removes the need to address special elections. •Add Code Section 1230.02 –Prohibited Signs •Revised Code Section 1250.03 •Code is in conformance with Minnesota State Statute 211B.045 •Permits non-commercial signs to be posted no more than 46 days prior an election. •Note: 46 days is the minimum set by state statute. The number may be increase, but not decreased. •Added language requiring campaign volunteers, or candidates themselves, to remove campaign signs following an election. •Removal within 10 days is required by State Statute 1230.01 Exemptions. All signs shall require an approved sign permit prior to placement except for the signs specifically noted in this section. Exempted signs shall not reduce the permitted signage for a property. These exemptions shall not relieve the owner of the sign from the responsibility of its maintenance and its compliance with the provisions of this Chapter or any other law or ordinance regulating the same. Subd. 1 Government Signs. All governmental signs, including but not limite d to traffic control and other regulatory purpose signs, street signs, identification signs, informational signs, danger signs and railroad crossing signs. Subd. 2 Non-commercial Signs in an Election Year. Signs of any size containing non - commercial speech may be posted from August 1 in any general or City election year until ten (10) days following the general election and thirteen (13) weeks prior to any special election until ten (10) days following the special election provided that the signs are in compliance with Minnesota Statutes. These non-commercial signs shall be placed in accordance with Section 1250.03 Subd 2, 3, and 4. Subd. 2 Non-commercial Signs in an Election Year. In years where a federal, state or local government election is conducted within the city, non-commercial signs may be posted no more than 46 days prior to that election. These non-commercial signs shall be placed in accordance with Section 1230.02 and 1250.03 Subd 2, 3, and 4. Those responsible for posting the signs shall remove any signs within 10 days following an election. Subd. 3 Address Signs. Address identification not exceeding four (4) square feet in area for each structure or portion of a structure with an assigned address. Street identification numbers are required in all sign districts and should be clearly visible from the street. Subd. 4 Exempt Residential Signs. Properties in Sign Districts 1 and 3 shall be allowed up to eight (8) square feet of signage provided that a single sign is no larger than six (6) square feet, the signs are not illuminated, and freestanding signs are at least five (5) feet from any property line. Subd. 5 Temporary Off-premise Signs. Temporary off-premise signs as designated in Section 1250.03; Subd. 6 Portable Signs. Portable A-frame, T-frame, sandwich , or other similar signs that do not exceed six (6) square feet in size, are not illuminated, are located within fifteen (15) feet of the primary entrance to a building, and are displayed only during the hours of business operation. No more than two of these signs shall be in place at any given time. Subd. 7 Incidental Signs. Incidental signs or signs within a building provided that the sign is not readily visible from the public right-of-way, adjacent properties, and are not illuminated; and, Subd. 8 Window Signs. Window signs that are inside of a building shall not require a permit but shall be in accordance with Section 1240.02 Table 1. Subd. 9 Non-commercial Signs. Any sign display or device allowed under this section may contain, in lieu of other copy, any otherwise lawful noncommercial m essage that does not direct attention to a business operated for profit, or to a commodity service for sale, and that complies with the size, height and lighting requirements of this Chapter. 1250.03 Temporary Off-premise Signs. Subd. 1 Sign Number Limit. Each residential property is allowed up to five (5) freestanding, temporary, off -premise signs in the cCity right-of-way or on private property provided that the signs meet the standards of this section: (revised XX5/1XX/3/1320) Subd. 1 Sign Number Limit. A. Signs shall be Are four (4) square feet or less in size, and less than four (4) feet high; B. Signs shall be non-illuminated; C. Signs shall be within one mile of the property for which the signs are advertising (this provision does not preempt the sign regulations for neighboring communities); D. Signs shall be displayed no more than three consecutive days in any seven day period. A. A. Are four (4) square feet or less in size, less than four (4) feet high; and at least five (5) feet from the edge of the road; B. B. Are not illuminated; A. C. Are within one mile of the property for which the signs are advertising (this provision does not preempt the sign regulations for neighboring communities); D. Displayed no more than three consecutive days in any seven day period. Subd. 2 Permission. The sign owner shall obtain permission from the property owner on which the sign is placed. Failure to obtain permission may result in removal of the sign. If the sign is placed in City right-of-way, Tthe sign owner shall obtain permission from the property owner to place a sign on their property or on property that shares a property line with the adjoining right-of-way where the sign is located. Failure to obtain permission may result in removal of the sign. The sign owner shall obtain permission from the property owner on which the sign is placed. The property owner may withdraw that permission at any time. A. Failure to obtain permission may result in removal of the sign. B. Sign(s) are prohibited on land owned by the city, county, federal government and school district(s). Subd. 3 Disclaimer. The City of Arden Hills shall not be responsible for damage to any signs placed in the right-of-way. Subd. 43 Right-of-way Regulatory Authority. A. Sign(s) placed within city right-of-way, shall not be placed within five (5) feet of the edge of the roadway pavement or curb. Exception. If the five (5) foot distance places the sign on a trail or sidewalk surface then the signage shall be placed on the dwelling side of the sidewalk. B. Off-premise sSign(s) placed in Ramsey County or State of Minnesota right-of- way shall be subject to Ramsey County and State of Minnesota regulations. C. Failure to obtain permission from the appropriate agency may result in removal of the sign. Subd. 34 Disclaimer. The City of Arden Hills shall not be responsible for damage to any signs placed in the right-of-way. Page 1 of 2 ITEM – 1E MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers Dave Perrault, City Administrator FROM: Sara Knoll, Parks and Recreation Coordinator Todd Blomstrom, Interim Public Works Director / City Engineer Gayle Bauman, Finance Director SUBJECT: Recreation Programs Review Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A For Council Consideration City staff was requested to provide information on the City’s recreation programs related to the percentage of costs being covered by revenues. This memorandum describes program revenue and expenses over the past 12 years, an initial comparison of recreation programs in other cities, and an analysis of specific recreation programs provided in 2018. Background Attachment A provides a summary of the revenues and expenditures for programs offered at Arden Hills for the years 2007-2018. Program revenue has generally covered a majority of “Direct Costs” for programs, consisting of temporary employees, supplies, materials, services and charges (second row from bottom). However, revenues have not covered total program costs, which consists of direct costs plus administration personnel (bottom row percentage). The highest total cost coverage ratio is 52.7% which occurred in 2011, with the average total cost coverage ratio being 46.3%. During our examination of historical records, it was noted that up until 2007 the City was able to use a portion of its charitable gambling funds to cover some of the recreation costs. It was also noted in a 2001 memo, that the formula being used to justify programs was that the revenues collected needed to cover direct program costs plus 40% of overhead costs. With the loss of charitable gambling revenue, the current goal is for revenue to cover direct program costs with property taxes covering the overhead costs (administration personnel). Page 2 of 2 In 2018, the City offered new active adult activities as part of the recreation program offerings. New programs take time to grow and become established within our community and it should be noted that the city fell slightly short of the goal of covering all of its direct programming costs. The city ended up at 93.1% for 2018, or $8,076 short of its goal. If it is determined that a program is not meeting costs after its first year, staff reevaluates the need for the program and would discuss not offering the class in the future, allowing an additional year for the class to develop, or determining if the community value exceeds the revenue deficit for the class. New and existing recreation programs are evaluated each year to support the park and recreation mission of serving the people of Arden Hills by providing a comprehensive, well maintained system of parks, trails, facilities and open spaces, and a balanced, well organized program of affordable recreational activities. City staff also requested information from eight cities regarding their recreation programs, including the cities of Columbia Heights, Forest Lake, Fridley, Lino Lakes, Little Canada, Mendota Heights, Spring Lake Park and Willmar. The method used to account for recreation programs differs from city to city. In order to achieve the accurate comparison to other cities, we reviewed the responses received and the financial information available on their website. Attachment B is a summary of the comparable data with year-end totals for 2018, based on three of the cities that responded to staff’s request for information and provided data could be verified with available budget information. Recreational activities that are provided through cities are typically subsidized to some extent, usually by property taxes. Staff can pursue additional comparison data if the City Council wishes to collect more data. Attachment C provides a summary of specific programs offered throughout 2018 by the City of Arden Hills. Participation counts, expenses and revenues are provided on the attachment. Staff is seeking direction from the council regarding the current goal of revenue covering direct program costs and property taxes covering the overhead costs (administration personnel). If the council is seeking a goal different than this, staff can come back with alternatives to meet that goal. Budget Impact N/A Attachments A. 2007 – 2018 revenues and expenditures for Recreation Programs B. Comparison to other cities for 2018 C. Detailed breakdown of Arden Hills for 2018 RECREATION PROGRAMS451202007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018REVENUESSummer Playground Fees 14,418.50    16,615.00    10,738.00    12,450.00    13,537.00    14,071.00    16,746.00    16,704.00    21,412.25    22,862.00    22,009.00    24,012.00    Adult Programs 14,439.00    17,085.00    16,699.85    31,835.00    35,105.40    34,467.96    31,371.14    31,309.05    25,850.10    25,821.20    24,601.97    19,338.42    Youth Programs 42,345.00    41,236.00    43,048.25    36,883.50    43,106.90    46,149.50    47,124.50    49,974.00    52,699.00    63,441.50    52,944.00    38,763.00    After School Programs 13,247.00    13,717.00    12,799.50    11,855.00    11,997.00    11,597.50    9,941.20       11,507.00    13,148.00    18,210.00    18,054.50    23,880.00    Special Events Program 2,396.53       2,980.82       4,298.00       3,735.19       3,180.68       2,153.00       1,736.00       1,318.00       1,442.00       1,278.29       1,742.00       2,091.00       Contributions & Donations‐                 ‐                500.00          2,350.00       750.00          814.00          150.00           ‐                 ‐                1,750.00        ‐                500.00          TOTAL REVENUES 86,846.03    91,633.82    88,083.60    99,108.69    107,676.98  109,252.96  107,068.84  110,812.05  114,551.35  133,362.99  119,351.47  108,584.42  EXPENDITURESOverhead ‐ Admin personnel 107,596.96  79,468.86    109,256.70  112,585.12  111,661.86  116,626.51  122,043.00  126,465.59  138,641.30  143,290.55  140,107.76  143,992.87  Direct ‐ Temp employees 53,635.25    58,776.57    32,511.45    34,363.16    13,713.48    21,052.10    18,741.97    24,288.71    32,735.34    32,542.94    23,224.58    38,180.58    Direct ‐ Supplies & materials 13,925.29    15,793.83    14,728.65    19,756.27    18,511.76    20,701.97    21,192.70    20,115.28    19,428.43    21,938.21    19,222.87    31,157.84    Direct ‐ Other services & charges 44,859.99    50,815.55    52,573.12    52,184.46    60,396.77    59,531.54    56,743.01    58,425.57    57,072.58    77,267.31    68,342.98    47,321.71    TOTAL EXPENDITURES 220,017.49  204,854.81  209,069.92  218,889.01  204,283.87  217,912.12  218,720.68  229,295.15  247,877.65  275,039.01  250,898.19  260,653.00  NET COST 133,171.46  113,220.99  120,986.32  119,780.32  96,606.89    108,659.16  111,651.84  118,483.10  133,326.30  141,676.02  131,546.72  152,068.58  % of direct costs covered by revenue77.3% 73.1% 88.2% 93.2% 116.3% 107.9% 110.7% 107.8% 104.9% 101.2% 107.7% 93.1%% of costs covered by revenue39.5% 44.7% 42.1% 45.3% 52.7% 50.1% 49.0% 48.3% 46.2% 48.5% 47.6% 41.7% % of costs 2018 Revenue Expenditure covered Columbia Heights City Gym (Hylander Center) 9,018                71,178              12.7% Hall Rental (Murzyn Hall) 120,618            263,203            45.8% Senior Center 7,380                89,451              8.3% Trips & Outings 10,825              32,647              33.2% Adult 20,172              32,200              62.6% Travel Athletics 3,445                36,265              9.5% Spec Rev Fund After School Programs 8,980                19,496              46.1% Youth Athletics 13,848              29,712              46.6% Youth Enrichment 14,007              63,345              22.1% Rec Administration ‐                     214,038            0.0% TOTAL 208,293            851,535            24.5% Spring Lake Park Extended Tours and Outings 257,055             Adult Programs 38,951               Youth Programs 49,183               TOTAL 345,188            609,261            56.7% Lino Lakes General Fund 20,000              214,486            9.3% Special Revenue Fund 69,956              54,379              128.6% TOTAL 89,956              268,865            33.5% Arden Hills Summer Playground 21,065              8,061                261.3% Friday Field Trips 2,604                3,401                76.6% Special Events Program 2,239                2,861                78.3% Before/After School Programs 8,150                1,644                495.8% Youth Programs & Leagues 45,056              21,898              205.7% Summer Camps 9,266                6,365                145.6% Adult Programs 20,340              11,662              174.4% Other Direct Costs/plug (136)                  22,588               ‐0.6% Temp employees 38,181              0.0% Direct cost totals 108,584            116,660            93.1% Rec Administration ‐                     143,993            0.0% TOTAL 108,584            260,653            41.7% Summer Playground Program Participation Expense Revenue % costs covered Tyke Time Cummings Park 24 2,505.00                 Tyke Time Hazelnut Park 35 3,680.00                 Mini Kids Club Cummings Park 39 3,995.00                 Mini Kids Club Hazelnut Park 42 4,620.00                 Kids Club Cummings Park 22 1,920.00                 Kids Club Hazelnut Park 27 3,350.00                 Playgrounds Plus 36 995.00                    $8,060.75 $21,065.00 261.3% Friday Field Trips Participation Expense Revenue % costs covered Summer Field Trips 51 $3,401.19 $2,604.00 76% Special Events Participation Expense Revenue % costs covered Holiday Classes 20 395.00                    Breakfast with Santa 62 620.00                    Halloween Monster Mash 27 240.00                    Penny Carnival 100 ‐                          Egg Hunt 113 904.00                    Letter From Santa 16 80.00                      $2,860.80 $2,239.00 78.3% Before/After School Programs Participation Expense Revenue % costs covered Basketball, Ninja Warrior… 192 $1,643.78 $8,150.00 495.8% Youth Programs/Youth Leagues Participation Expense Revenue % costs covered Soccer 257 16,248.00              T‐ball / Baseball 64 3,708.00                 Volleyball 29 2,105.00                 Tennis 49 3,535.00                 Flag Football 43 3,355.00                 Dance 53 5,375.00                 Preschool Sports Classes 46 2,205.00                 Track 140 7,575.00                 Art Classes 13 580.00                    Golf Lessons 2 150.00                    Science Camps 9 220.00                    $21,898.46 $45,056.00 205.7% Summer Camps Participation Expense Revenue % costs covered Musical Theater Camps 26 3,330.00                 Sports Unlimited Camps 33 2,886.00                 Computer Explorers 5 740.00                    Bowling Camp 8 320.00                    Basketball Camp 5 230.00                    Mounds View Camps 22 1,760.00                 $6,365.00 $9,266.00 145.6% Adult Programs Participation Expense Revenue % costs covered Yoga 47 3,887.00                 Tai Chi 18 1,200.00                 AARP Driver Safety 86 1,805.00                 Foot Care Clinic 127 4,445.00                 Adult Golf Lessons 5 230.00                    Adult Softball League 165 7,760.00                 Active Adult Activities 25 1,013.00                 $11,661.79 $20,340.00 174.4% Miscellaneous  Expenses $22,587.78 ($135.58) Temp Employees $38,180.58 $0.00 Grand Total $116,660.13 $108,584.42 93.1% Page 1 of 2 DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers David Perrault, City Administrator FROM: Todd Blomstrom, Interim Public Works Director/City Engineer SUBJECT: Karth Lake Pump and Control Cabinet Budgeted Amount: Actual Amount: Funding Sources: $13,002.00 $13,002.00 KLID Council Should Consider City Council direction is requested regarding replacement of the Karth Lake pump and repairs to the control cabinet based on a recommendation from the Karth Lake Improvement District Board. Background/Discussion At the November 18, 2019 work session, the City Council discussed funding for replacement of the pump and repairs to the control cabinet for Karth Lake. The Council directed staff to work with the Karth Lake Improvement District Board to consider a proposal for the Improvement District to fund the full cost of the replacement pump and repairs (or replacement) of the associated control cabinet, and the City would address the failing retaining wall adjacent to the control panel. On December 11, 2019, the Karth Lake Improvement District Board discussed four options to repair the pump and control cabinet based on price quotation information obtained by City staff. Electric Pump Company had previously inspected the project site and provided cost information as provided in Attachment A. Option 1: Replace Pump and Retrofit Existing Control Cabinet $13,002.00 Replace submersible pump and update the existing cabinet with the required phase convertor to run the new pump. The cabinet remains at the current location. ITEM – 1F MEMORANDUM Page 2 of 2 Option 2: Replace Pump and Relocate Existing Control Cabinet $26,702.00 Replace submersible pump, retrofit the existing cabinet with the required phase convertor and relocation of the existing cabinet back from the embankment. Option 3: Replace Pump and Replace Control Cabinet at Existing Location $27,880.00 Replace submersible pump and placement of a new control cabinet with new components and phase convertor at the existing cabinet location. Option 4: Replace Pump and Relocate a New Control Cabinet $34,430.00 Replace submersible pump and placement of a new control cabinet with new components and phase convertor, relocated back from the embankment. Following a review of the above information, the Karth Lake Improvement District Board recommended that the City proceed with Option 1 as described above. On January 15, 2020, the Karth Lake Improvement District Board discussed a recommended funding strategy for the implementation of Option 1. The Board’s recommendation is to levy the cost for Option 1 in the estimated amount of $13,002 within the District over a two year period with taxes paid in 2021 and 2022 as further described in the attached Resolution provided in Attachment B. If the City Council agrees with the terms outlined in the attached resolution, staff would prepare an agenda item for an upcoming City Council meeting to authorize the Public Works Department to proceed with ordering the pump and cabinet components, and authorize the Finance Director to work with Ramsey County to ensure that the applicable properties within the District are taxed the appropriate amounts in 2021 and 2022. Attachments Attachment A – Price Quotation Information Attachment B – KLID Board Resolution Resolution of Karth Lake Improvement District Board Resolved on January 15, 2020 at KLID Board Meeting Now therefore be it resolved by the Karth Lake Improvement District Board that: 1. The City implement Option #1 as proposed by the City Engineer for an estimated cost of $13,002. 2. The residents on the lake pay for 100% of the cost through assessments proportional to each properties tax value over the tax years of 2021 & 2022. Providing: 1. The City will finance the initial costs so the pump and control panel can be replaced/repaired by spring as described in Option #1. 2. The City will take responsibility for stabilizing the slope and controlling erosion in the area of the pump and control panel. 3. The City will continue to cover the cost of operating the pump, installing it in the spring, removing it in the fall and storing it. Gary Gerding Secretary, Karth Lake Improvement District Board Page 1 of 2 DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers David Perrault, City Administrator FROM: Todd Blomstrom, Interim Public Works Director/City Engineer SUBJECT: 2020 and 2021 Capital Project Delivery Budgeted Amount: Actual Amount: Funding Sources: $2,882,000 N/A TBD Council Should Consider City Council direction is requested regarding project delivery work to be conducted by in-house engineering staff and project work that requires assistance by consultants. Background/Discussion Staff is requesting an opportunity to discuss the following recommendations with the City Council for completion of projects scheduled for 2020 and 2021. Asset Management Plan The City Council previously discussed the need to develop an asset management program during a previous work session in September 2019 to assist the City with long-term management of infrastructure. This process would assemble asset information to assist the City with identifying future improvement projects, estimated costs, and prioritizing capital investments to ensure funding is being invested cost-effectively to maintain city infrastructure. Asset management planning work is recommended for the street system, water distribution system, sanitary sewer system, storm drainage system, park/trail facilities and vehicle/equipment items. Staff previously discussed the use of a consultant to develop an asset management plan with an estimated cost of approximately $30,000. Staff is now recommending that the asset management plan be developed in-house by Public Works and Engineering personnel. Plan development would follow the general process depicted in Attachment A. If supported by the City Council, staff would begin work in March 2020, with results available to assist in guiding the annual Capital Improvement Program update for 2021. ITEM – 1G MEMORANDUM Page 2 of 2 2021 Pavement Management Program The Capital Improvement Program identifies street and utility improvements within the residential area consisting of Jerrold Avenue, Glenpaul Avenue, Edgewater Avenue and Prior Avenue. Roadway improvements along Lake Valentine Road are also included in the proposed project. Construction is scheduled for 2021. Staff strongly recommends an early start for this project to ensure adequate time is available for public engagement, design, state aid approval, and quality control reviews prior to awarding the construction contract. Additional time for quality control review will reduce project delays and the frequency of change orders. The first step in the project delivery process is to order a feasibility report. Staff is recommending that the feasibility report be completed in-house by engineering staff. Prior to starting work and ordering the feasibility report, staff would discuss the project with the City Council at the March or April work session. If supported by City Council, staff would begin preparation of the feasibility report in April 2020. 2020 Capital Projects Three of the projects identified in the Capital Improvement Program for the 2020 construction season primarily involve roadway, paving or drainage improvements. The three projects include the Hamiline Avenue Pedestrian Crosswalks, City Hall Parking Lot Improvements, and the Shorewood Drive Drainage Improvements. Each of these projects are relatively small in terms of project bidding. Delivery as independent projects would not be highly efficient. Staff is recommending that the three projects be packaged together under one plan set and bid as a single construction project. 1. Hamline Crosswalks: HR Green completed the design for the Hamline pedestrian crosswalks last fall. Ramsey County dedicated partial funding for the project in December 2019. 2. Shorewood Drive: HR Green has nearly completed the survey and analysis report for the Shorewood Drive drainage improvements. Plan sheets will be needed for construction. 3. City Hall: Soil borings are complete for the City Hall parking lot. Design work and construction plans are needed to obtain bids. Staff is seeking direction from the City Council if the City Engineer should negotiate a professional services agreement and fee with HR Green to complete a consolidated plan set for the three projects listed above, based on HR Green’s current involvement in two of the three projects. Attachments Attachment A – Asset Management Process Attachment B – Capital Improvement Program Project Pages Annual Fiscal Cycle 9 Op�mize O & M Investment Opera�onal Budgets and Work Plans 10 Op�mize Capital Investment Annual CIP Implementa�on 7 Business Risk • Probability • Consequence • Priori�za�on 8 Financial Analysis Management Strategies Budgets & CIP Decisions 6 Performance Measures LOS Targets 5 Life Cycle Costs • O & M • Improvement • Replacement • Asset Class Aggrega�on 4 Residual Service Life Forecasts • Demand • Deteriora�on • Obsolescence 3 Assessment • Condi�on • Capacity • Func�onality 2 Asset Registry • Inventory • Data Hierarchy • Mapping 1 Asset Management Framework • AM Policy • AM Objec�ves • AM Plans for Asset Classes AGENDA ITEM – 1H MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers FROM: Dave Perrault, City Administrator SUBJECT: Council Retreat Discussion Budgeted Amount: Actual Amount: Funding Source: N/A $3,500 - $6,710 General Fund For Council Consideration The City Council may consider giving direction on moving forward with a Council Retreat for 2020. Background Staff is looking for direction on whether or not the Council wants to conduct a retreat in 2020. The League of Minnesota Cities suggested the City consider Ethical Leaders in Action, Big River Group, and Karly Hall as potential facilitators. Proposals from each of the suggested facilitators are attached to this memo. The City has had a few different retreat formats in the past that ranged from Long-term Planning, DISC profiles, and Norms and Behaviors of Council and Staff. The most recent retreats were in 2017 and 2018, and were led by Bill Joynes. Each of the attached proposals follows a similar format that will allow both Council and Staff input in creating the agenda and setting the discussion topics for the proposed retreat. The focus of tonight’s discussion is not the specific topics for the retreat, but whether or not the Council finds value in the retreat process and if one should be held in 2020. Staff would request the City Council discuss if there is a proposal the City Council prefers, the length of the retreat, and the timing. Staff can coordinate a specific date following direction from the meeting. Budget Impact A Council retreat is not specifically budgeted for in the 2020 budget, but there should be sufficient General Fund dollars to cover the cost of a retreat and not adversely affect year end actuals. Attachment Attachment A: Ethical Leaders in Action Proposal - $3,500 Attachment B: Big River Group Proposal - $6,710 Attachment C: Karly Hall Proposal - TBD P.O. Box 14714 Minneapolis, MN 55414 www.ethinact.com January 6, 2020 Mr. Dave Perrault, City Administrator City of Arden Hills 1245 West Highway 96 Arden Hills, MN 55112 RE: Proposal to Facilitate City Council/Staff Strategy and Team Development Retreat VIA EMAIL Dear Mr. Perrault, Thank you for your interest in engaging Ethical Leaders in Action (ELA) to facilitate a team development process for the Arden Hills City Council and Staff. This letter is presented as a concise proposal to do that work. In the interest of brevity, we have chosen to omit background materials on ELA. Information about our firm is available at www.ethinact.com. We are also pleased to provide additional information, including references from other cities and organizations with whom we have worked, upon request. Situation Summary and Project Objectives The City of Arden Hills is considering a process for effectively en gaging elected and staff leaders to create a shared strategic direction, and to establish shared principles to guide effective interactions and collaboration among council members and between council and staff. This process will include a full-day retreat; it will also include preliminary meetings and interviews to build working relationships with participants and to inform the design of the retreat. This is not a remedial effort, not is it a response to a perceived deficit in either strategy or teamwork . Rather, as city administrator you have recognized an opportunity to build on the current strengths of council and staff leadership, and to invest in forward-thinking, thoughtful, continuous improvement. Project Approach and Parameters A highly relevant retreat must be informed by the goals and perspectives of your elected officials and department heads. Therefore, we propose to: • Briefly introduce our approach, and me as the facilitator, to the council at a scheduled council work session. • Conduct a working session (1-2 hours) with all department heads. We will discuss what is working well, and identify areas for improvement, with respect to their own teamwork and with respect to interactions with the council. • Conduct individual interviews with the mayor and council members by telephone. I will seek their input on how to make the best use of our time in the retreat, based on the objectives noted above. Ethical Leaders in Action Proposal to Facilitate City of Arden Hills Leadership Retreat Page 2 We will conduct this work in the weeks leading up to the retreat. Based on the input from the above meetings and interviews, we will draft a proposed agenda and plan for the retreat, and present it for your review, modification, and ultimate approval. We will then lead the retreat, at a location determined by the City. While the specifics of the retreat will be defined in the planning effort outlined above, we anticipate the following activities in that retreat: • A substantive team development activity aimed at strengthening mutual understanding among elected and appointed leaders. We will use this activity to build greater familiarity with one another, thereby reinforcing trust among council members. • A discussion of guidelines to inform council and staff interaction (if our interviews suggest that this would be valuable). A draft set of guidelines would be generated by this discussion. • Strategic planning exercises calibrated to the level of detail desired by you and the council. We anticipate about six hours of work, plus time for a non-working, socially oriented lunch. Finally, we will conclude the engagement with a memorandum to you documenting the retreat process and conveying deliverables generated in the retreat itself. Fees We propose a fixed fee of $3,500 for this project, which includes all professional labor. Fees do not include meals, facilities costs, or other out-of-pocket expenses; we expect that the City will provide a venue and refreshments as you see fit. We may also ask the City to duplicate some working documents for participants, and we will not charge for within the metropolitan area. Beyond that, we do not anticipate additional expenses. We propose to invoice for the project upon delivery of the final memorandum, net 15 days. Conclusion Thank you for considering ELA as a resource for the City Arden Hills. We are open to modifying our approach to best meet the needs of the City. We are likewise pleased to provide any additional information upon request. We are prepared to begin work on this project upon your written acceptance of this proposal (email will suffice). Very truly yours, Charles A. Weinstein, Ph.D. President Ethical Leaders in Action, LLC 1 City of Arden Hills • Proposal for Council Retreat & Planning December 2019 • (draft v1) Purpose The purpose of this proposal text is to describe a process desig ned to guide and assist the Arden Hills City Council & key leadership through the planning and problem- solving necessary to build on current successes, refine vision, identify priorities & goals for the City during a retreat. Proposal Design & Plan This proposal has been developed to provide a systematic method for the Arden Hills City Council & key leadership through the refinement of the organizational focus, vision, and development of priorities with specific, detailed workplans for each new goal. The planning system proposed has been used extensively with elected officials in city and other governmental organizations, service and educational organizations, interagency collaboratives, colleges and universities, other non-profit organizations, as well as with business of all sizes. This planning system will allow participants to quickly refine the organizational vision, mission, priorities and develop workplans where needed. Development & Delivery of Planning Project I) Preplanning Activities A) Phone calls to Council members & key City leaders B) Summarize all phone data into an executive summary of trends C) Draft agenda developed & presented to City representative(s) for edits and/or approval prior to session II) Planning Sessions 1) Employee Session (90 minutes) A) Review project scope & events B) Identify City successes, issues C) ID vision for the future D) Identify near-term priorities E) Evaluate the session 2) Council & Leadership Session (6.0 hours, or two, 3.0 hour sessions) A) Review & affirm results from prior meeting B) Discuss & draft vision & mission 2 C) Draft near-term priorities D) Identify benchmarks for new priorities E) ID roles & responsibilities for next steps F) Evaluate the session 3) Optional: Session w/ Leadership & key employees to ID core values A) Review project results to date B) ID core values for district based on planning experiences & results C) Discuss next steps D) Evaluate the session • Total list of work to be completed within the planning project: 1) Complete an Outcome Diagnosis (past successes & history) 2) Refine/develop new vision 3) Identify organizational priorities 4) Develop benchmarks for new priorities 5) ID roles & responsibilities for next steps 6) Optional: ID core values for district 7) Evaluate each planning session III) Post-Session Work A) We prepare & e-mail all final products from the sessions. B) We send follow-up videos at: • one week • one month • two months • three months • six months • one year C) Skype & phone follow-up as needed Outcomes/Products It is anticipated that all work will be completed and that the work products will include e-mailed copies of: 1) Consensus re: past successes and history to date 2) A refined vision 3) A list of organizational priorities 4) New goals aligned within each organizational priority 5) Detailed benchmarks for each priority 6) Identified roles & responsibilities 7) Optional: District core values 8) All session evaluations About the Proposer Dr. Bruce Miles is the owner & CEO of the Big River Group, LLC. He has also been an Assistant Professor & taught Graduate & Doctoral coursework in the areas of leadership, research, planning, finance & personnel. He is a national-level facilitator, 3 presenter and trainer in the areas of strategic planning, organizational improv ement, organizational conflict, & difficult employees. Bruce has worked as a consultant for the past thirty-six years and works with more than 8,000 participants/120+ organizations each year in the areas of: • Strategic "Chainsaw" planning • Succession Planning • Executive Searches • 360-Feedback projects • Workplace climate issues • Reducing organizational conflict • Leadership training • Followership training • Personnel selection & onboarding • Hiring & firing • Resistant employees • Sales management / training • Differentiated coaching Recent clients & organizations include: • City, county & regional governments • School districts, colleges and universities • Medical practices, hospitals and related organizations • Financial service organizations • Law firms • Businesses & manufacturers • Developers, builders & subcontractors • Educational Service Cooperatives • Nonprofit agencies & service providers • Interagency family service and mental health collaboratives • Monks • Hockey Teams Bruce can be reached @ (800) 500-7017 (office) 320-260-2612 (cell), by e-mail at bruce@bigrivergroup.com, or on his website at www.bigrivergroup.com. References for Planning Project • Mark Casey, City Manager - St. Anthony Village 612-782-3311 • Marv Calvin, Mayor - City of Willmar 320-212-2171 • Mary Degiovanni, City Administrator - City of Sartell 320-258-7309 • Matt Staehling, City Administrator - City of St. Cloud 320-650-3101 Development & Delivery of Planning Project I) Preplanning Activities • Tasks A, B, C II) Planning Sessions • Employee session, Council & leadership session • Optional: Core Values session III) Post-Session Work • Tasks A, B, C $6710.00 karlyjhall.com karlyjhall@gmail.com City of Arden Hills Strategic Retreat Proposal Based on the request of a facilitated strategic planning session and a team building training, below are proposed tiers. Tiers can be customized based on the client’s time, budget, and retreat goals. Tier 1 • Pre-Planning Session o Half-day, in-person planning to establish specific retreat goals and outcomes and discuss team building session success metrics. • Team Building Session o Half-day, facilitated discussion to establish staff and leadership tenants and values o Half-day, customized staff training to address communication, boundaries, and build rapport • Strategic Planning o Full day, in-person facilitated session to establish strategic plan with post-session recommendations • Phone follow up at 3 months • Optional revision of plan at 9 months for 2021 Tier 2 • Pre-Planning Session o Full-day, in-person planning to establish specific retreat goals and outcomes and discuss team building session success metrics. • Team Building Session o Half-day, facilitated discussion to establish staff and leadership tenants and values o 2, half-day, customized staff trainings to address communication, boundaries, and build rapport with exercises between trainings to help solidify learnings • Strategic Planning o Full day, in-person facilitated session to establish strategic plan with post-session recommendations • Phone follow up at 3 months and in-person follow up at 6 months • Optional revision of plan at 9 months for 2021 • Optional 1-1 professional development coaching sessions for staff/leadership Tier 3 • Pre-Planning Session o Half-day, in-person planning to establish specific retreat goals and outcomes and discuss team building session success metrics. • Team Building Session o Individual staff and leadership interviews (employee satisfaction) with anonymous and summarized report done over the course of two days o Half-day, facilitated discussion to establish staff and leadership tenants and values (based on interview report) o 2, half-day, customized staff trainings (based on interview report) to address communication, boundaries, and build rapport with exercises between trainings to help solidify learnings • Strategic Planning o Full day, in-person facilitated session to establish strategic plan with post-session recommendations • In-person meetings follow up at 3, 6, and 9 months • Optional revision of plan at 9 months for 2021 • Optional 1-1 professional development coaching sessions for staff/leadership Page 1 of 1 AGENDA ITEM – 1I MEMORANDUM DATE: TO: FROM: January 21, 2020 Honorable Mayor and City Councilmembers Dave Perrault, City Administrator SUBJECT: Council Tracker Update Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Council Should Consider The Council should provide further direction on items presented on the Council Request Tracker. Background City Council will receive a verbal update on items the Council has previously directed staff to research and/or bring forward. Discussion N/A Budget Impact N/A Attachments N/A AGENDA ITEM – 1J MEMORANDUM DATE: January 21, 2020 TO: Honorable Mayor and City Councilmembers FROM: Dave Perrault, City Administrator SUBJECT: Land Acquisition Discussion (Closed per Minn. Stat. 13D.05 subd. 3 (c)(3). Consider or Develop Offers for the Purchase of Property) Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A This item is closed per Minn. Stat. 13D.05 subd. 3 (c)(3) Consider or Develop Offers for the Purchase of Property.