Loading...
HomeMy WebLinkAbout08-24-26-WSMayor: David Grant Councilmembers: Brenda Holden Emily Rousseau Tena Monson Kurt Weber City Council Work Session Agenda August 24, 2026 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. Members of the public may attend a meeting in -person at City Hall or they may view the meeting remotely on the City's website using the below link. Meetings are also broadcast on Cable Channel 16 for those that live in Arden Hills. https://cityofardenhills.org/320/Watch-City-Meetings Some Councilmembers may be participating in this meeting by interactive technology/remotely. This meeting will be streamed live on local Cable Channel 16 and available for playback on our website. CALL TO ORDER 1. PUBLIC INQUIRIES/INFORMATIONAL This is an opportunity for citizens to respectfully bring to the Council's attention any items which are relevant to the City. In addressing the Council, you must first state your name and address for the record. Comments shall be limited to three (3) minutes or less. Written documents or other materials should be handed to the City Clerk for distribution to the Council prior to or during the meeting. Council will generally not respond at the same meeting where an issue is initially raised by a member of the public but the Council may refer the issue to staff for further research and possible report or action at a future Council meeting. 2. RESPONSE TO PUBLIC INQUIRIES 3. AGENDA ITEMS 3.A. Staffing Study Discussion Caitlin Humrickhouse, Baker Tilly Documents: MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF 3.13. 75th Anniversary Event Recap Julie Hanson, Assistant to the City Administrator/City Clerk Documents: MEMO.PDF ATTACHMENT A.PDF 3.C. Personnel Committee Policy Discussion Jessica Jagoe, City Administrator Documents: MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF 3.D. Immigration Enforcement Discussion Jessica Jagoe, City Administrator Documents: MEMO.PDF 3.E. Rice Creek Commons/TCAAP Discussion Jessica Jagoe, City Administrator Documents: MEMO.PDF 3.F. Agenda Planning Jessica Jagoe, City Administrator Documents: MEMO.PDF ATTACHMENT A.PDF ATTACHMENT B.PDF 4. COUNCIL/STAFF COMMENTS ADJOURN AGENDA ITEMS - 3A MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers FROM: Jessica Jagoe, City Administrator SUBJECT: Staffing Study Discussion Budgeted Amount: Actual Amount: N/A N/A Council Should Consider Funding Source: N/A Council should discuss the proposal from Baker Tilly for completion of a Staffing Assessment/Study as identified within the Strategic Plan. Background On November 24th, 2025, the City Council adopted the City of Arden Hills Strategic Plan Summary. This document includes a summary of results to be implemented by 2028 through a three-year vision. In order to achieve the three-year vision of success, the Council adopted specific priorities that would be implemented in year one as 2026 Priorities. Under the Strategic Direction of "Preparing Our Organization for Potential Service Growth", the plan identifies completion of a Staff Needs Assessment in 2026. Based on this strategic direction, staff received three proposals for completion of a staffing study. Those proposals were reviewed with the Personnel Committee and a recommendation is being brought forward to City Council for selection of Baker Tilly for administering this study. Included with this memo as Attachment A is the Staffing Study Scope of Work. The following statement included in their proposal identifies the Project Objectives: The primary objective of this project is to develop a 3-year staffing plan for City officials and leadership to use as the basis for making organizational structure and budget decisions. This may also include recommended changes to the organizational structure if necessary to accommodate changes in service delivery or staffing levels. Some of the inputs for consideration as the staffingplan is developed will include: • Anticipated changes to City budget, population, services, and service level expectations • Retirement and turnover forecasts Pagel of 2 • Department head recommendations based on their unique and deep understanding of departmental operations, compliance expectations and other factors • Benchmarks of organizational and staffing metrics against peer organizations For this process, I will mention that the proposal has identified a range of up to 15 employees to be interviewed. This range for one-on-one interviews was determined to be appropriate for garnering sufficient feedback across all the positions with the City on strategic priorities, critical services, resources, skillsets, etc. based on discussion with the Department Directors, Supervisors, and Personnel Committee. At the work session, Baker Tilly will present an overview of the process for completion of the staffing study for Council to provide feedback on scope of services and expectations. Following Council discussion, staff would bring forward an agreement to a future regular meeting for approval. Budget Impact Completion of the staffing study was not budgeted for in 2026. Based on budget savings in personnel costs due to staffing vacancies in 2026, the City could absorb the not -to -exceed cost of $22,750 as a budget amendment. Attachment Attachment A: Baker Tilly Staffy Study Proposal Attachment B: Baker Tilly Presentation Page 2 of 2 Attachment A Staffing Study Scope of Work Dated: 8i192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP TO: Jessica Jagoe, City Administrator RE: Staffing Study DATE: 8/19/2026 This Scope of Work is attached by reference to the City of Arden Hills agreement dated August 19, 2026 (the "Agreement") between the City of Arden Hills (the "City") and Baker Tilly Advisory Group, LP and relates to services to be provided by Baker Tilly. Baker Tilly Overview Delivering Specialized Expertise to Our Public Sector Clients The City of Arden Hills is seeking to make intentional, data -informed decisions about the number and focus of City staff in a way that is responsive to community needs, grounded in fiscal sustainability, and provides meaningful career opportunities for employees. The City will be served by a knowledgeable team that understands your specific challenges and provides innovative solutions to help you overcome them. MUNICIPALITIES UTILITIES AND TRANSIT COUNTIES ES K-12 SCHOOL DISTRICTS MENTS STATE Publicsector MR[ ENTITI specialization ASSURANCE MR CONSULTING 'A TRIBAL gel MUNICIPAL GOVERN ADVISORY Ow ze- NOT-FOR- HIGHER EDUCATION PROFIT Local government is a complex, unique environment shaped by fiscal, regulatory and operational considerations not found in other sectors. Recognizing this complexity and eager to serve as a true valued advisor to the public sector, Baker Tilly formalized its dedicated public sector specialization more than 50 years ago. Today, more than 350 Baker Tilly professionals — including nearly 30 principals — focus directly on serving governments and provide hundreds of thousands of client service hours annually to organizations like the City. Nationwide, our public sector practice serves nearly 4,000 state and local governmental entities, including municipalities, counties, school districts, utilities, transit organizations, airports and special authorities. Commitment to the Public Sector Baker Tilly has been in business for more than 90 years, and public sector entities were some of our first clients. 00 0.0 14R_ sumv 0 bakertilly Staffing Study Scope of Work Dated: 81192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP The City will benefit from our public sector specialization in several specific ways: • Dedication to the public sector: Your engagement team members live and breathe government and work exclusively with the public sector year-round. This translates into insights only experience can bring, as well as an understanding of the best ways to communicate and collaborate with public -sector entities. • Specialized training and continuing education: the City can be assured of an engagement team with the necessary skills and timely knowledge to effectively perform your engagement. • Sector involvement: Members of our public sector practice are leaders in key sector organizations, including the AICPA and its Governmental Audit Quality Center (GAQC) as well as the International City/County Management Association (ICMA). Because of our work with these groups, we know about dynamic trends and consequential developments in state and local government — and are equipped with leading practices to help the City best respond to them. • Knowledge sharing with the City: At Baker Tilly, serving governments goes beyond delivering services — we also supply our clients with crucial thought leadership in the form of webinars, workshops, articles and our regular newsletter, CommuniTIES. • Year-round consultation: Throughout our relationship, we will be available for routine calls and technical questions, connecting you with recommendations and ideas to address the inevitable operational issues that arise. We can also alert you to new opportunities for us to collaborate and create value for the City. Your team is ready to help you find solutions to overcome the obstacles that stand between you and your goals. We provide a full range of service offerings for state and local governments, including those listed below. Accounting services and assurance Arbitrage/rebate regulatory compliance Attestation services Capital planning Cybersecurity consulting Economic development Efficiency studies Federal funding advisory Financial management services Financial reporting and GAAP services Housing and economic development Human capital services Investment services** Organizational management advisory Post -issuance compliance Public finance/bond issuance* Process improvement Rate and user fee studies Risk advisory and internal audit Strategic planning * Services provided by Baker Tilly Municipal Advisors, LLC, a registered municipal advisor and controlled subsidiary of Baker Tilly Advisory Group, LP, a tax and advisory firm. ** Services provided by Baker Tilly Investment Services, a division of Baker Tilly Wealth Management, LLC, which is a registered investment advisor and controlled by Baker Tilly Advisory Group, LP. 0 bakertilly 2 Staffing Study Scope of Work Dated: 8/19026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP Scope of Work and Project Objectives The primary objective of this project is to develop a 3-year staffing plan for City officials and leadership to use as the basis for making organizational structure and budget decisions. This may also include recommended changes to the organizational structure if necessary to accommodate changes in service delivery or staffing levels. Some of the inputs for consideration as the staffing plan is developed will include: • Anticipated changes to City budget, population, services, and service level expectations • Retirement and turnover forecasts • Department head recommendations based on their unique and deep understanding of departmental operations, compliance expectations and other factors • Benchmarks of organizational and staffing metrics against peer organizations Project Approach Phase 1—Project Planning and Management This phase includes those tasks necessary to solidify mutual understanding of the project scope, objectives, deliverables and timing as well as ensuring that appropriate City and Baker Tilly resources are available and well -coordinated. 1—Confirm Scope, Objectives and Timir This task includes a kick-off meeting with the project steering committee at the City. The following subtasks will be completed to finalize the project design: • Define project success —discuss how the project aligns with or impacts other City initiatives and how the project steering committee wants to use the results of the project to further support its goals. • Review work plan —review the proposed objectives, scope and approach and make revisions as needed in context of the project success discussion. We will also introduce the "Information Request' listing key documents to be collected and will identify individuals for interviews. • Arrange logistics/administrative support —agree upon a detailed project schedule, steering committee meeting frequency, project status updates, contact persons, stakeholder interview participants, schedules for interviews and data collection, workspace and support requirements, any remaining contractual matters, etc. We are sensitive to your busy schedule and competing deadlines. We begin every engagement with a mutually agreed -upon timeline. Using that timeline, we develop and commit to a project approach to ensure there are no surprises along the way. The agreed -upon project approach serves as a communication and monitoring tool for both of our teams. 1.2—Finalize Project Approach Based on information developed through the initial kickoff meeting, the Baker Tilly team will update the project approach plan. The updated project approach will list the various internal stakeholder interests and groups, suggest engagement methods for each, identify those accountable for completion of the proposed engagement activities, propose a revised project schedule, and conclude with execution activities. Key Activities • Conduct virtual project kick-off meeting • Develop project schedule and key milestones • Confirm list of stakeholders and engagement approach • Identify, schedule and invite participants in collaboration with the steering committee Phase 2—Assessment of Current Structure and Service Delivery Model 2.1 2.1—Review Background Information During this step the Baker Tilly team will review the information requested and subsequently provided by City employees. The information reviewed may include: 0 bakertilly 3 Staffing Study Scope of Work Dated: 8/192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP • Budget, strategic plan, and capital improvement plan • Future growth projections, financial forecasts and other long-term planning information • Organizational structure • Budgeted full-time equivalent staffing levels by position • Position job descriptions • Turnover, vacancy and retirement data • Relevant policies and procedures or employee handbooks • Key performance indicators and operating metrics • Previous studies conducted in the last three years 2.2—Conduct Interviews Baker Tilly will develop the project interview schedule with the project steering committee. The general structure and approach we propose includes up to 15 one-on-one or focus -group -style interviews. • One-on-one meetings with the City Administrator and Department Directors will focus on staffing resources to deliver critical services, strategic priorities, staffing challenges, and gaps in services or skillsets to meet strategic priorities. • Focus group meetings based on operations functions with front-line employees, department managers and supervisors to understand how work is distributed, workflows, and technology usage. Potential questions will inquire about structure, processes, culture, employees and other stakeholders. Discussion scope will be confirmed with the project steering committee and may include: • Primary functions, responsibilities and skills • Anticipated changes in technology use, service levels and skillset needs in the next three years • Hand-offs within divisions and with other departments • Service needs met and unmet (with a focus on key performance indicators) 2.3—Comparative Organization Benchmarkinc Custom Benchmarking: Baker Tilly will work with the City to establish up to six mutually agreed -upon benchmark organizations to develop and issue a custom-built survey to solicit program and operating statistics for comparative efficiency and effectiveness. Dependent on the priorities set during project initiation, the survey may include: • Budgeted FTE • Filled FTE • Employees by department • Services offered to the community • Residential and commercial accounts • Key performance indicators used • Customer satisfaction index • Outsourced services and vendors used Using demographic, budget and other data and information presented during the interviews, Baker Tilly will present an initial list of potential benchmark communities to the City Council for review and ultimate selection of six communities with two alternate communities. The final group of benchmark communities should be generally similar to the City but may include some "aspiratio naI" cities that are well known for specific programs or practices that the City is interested in emulating. 2.4—Compile Initial Observations Using the information gained from prior tasks, the consultant team will analyze information collected and develop a set of initial observations. Observations will identify: • Gaps in services and associated staffing or structure needed to meet strategic goals • Planned or existing programs and service needs, and associated staffing, to better align with strategic goals • Resources needed to meet results -based metrics and other performance measures • Themes relayed through the employee interviews The consultant team will discuss the initial observations with the project steering committee to solicit feedback on the observations and discuss the direction and focus of the recommendation development. During this 0 bakertilly 4 Staffing Study Scope of Work Dated: 8i192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP meeting, the project team will also come to consensus with the steering committee to identify high -priority items for detailed recommendation development. Key Activities and Deliverables • Develop project introduction memo to distribute prior to interviews and focus groups • Review of all data provided • Conduct on -site individual and focus group meetings • Conduct virtual follow-up meetings as needed • Workforce outlook dashboard • Documentation of initial observations • Meeting to discuss initial observations Phase 3—Preliminary Recommendations 3.1 3.1—Preliminary Staffing Recommendations and Organizational Structure Design In the context of our understanding of the City's service delivery processes, we will analyze staffing and workflow, workload and the distribution of tasks, and skill level needs. The goal of this analysis will be to determine optimal staffing to maintain services while keeping costs as low as possible. Recommendations may include suggestions to reassign, combine, or add positions over a three-year period. Baker Tilly will prepare preliminary organizational structure recommendations and meet with the steering committee to review and solicit feedback. The purpose of the meeting is to incorporate the information from the initial observations meeting into a visual structure. Discussion during this stage will focus on validating how functions and responsibilities are divided and prioritization for additional staffing or new positions. While these items will be discussed during the initial observation stage, we find that creating this step to visually see the structure and make adjustments is helpful prior to developing the draft report. Key Activities and Deliverables • Preliminary staffing level recommendations over a three-year period • Documentation of any potential changes to the organizational structure to support changes in staffing levels • Discussion of preliminary recommendations • Iteration on recommendations as needed Phase 4—Reporting 4.1 —Prepare and Issue Report Baker Tilly's consulting team operates under the principle of "no surprises." We make no final recommendations without the City's active involvement and input. While always maintaining our independence and objectivity, we have built-in feedback loops to ensure that we have our facts straight and that both the consulting team and the City understand the ramifications of our recommendations and proposed solutions to identified challenges. Baker Tilly will prepare a draft report to include the consulting team's observations and recommendations. The final report may include: • Future state organizational structure recommendations down to the position and full-time equivalent counts • Staffing projections for three years • Primary roles and responsibilities for new or restructured positions • Implementation roadmap to prioritize restructure and hiring We will review the implementation action plan with the project steering committee and make any edits as needed prior to issuing a final report. Key Activities and Deliverables • Draft report development and iteration • Conduct remote draft report meeting review with project steering committee • On -site presentation to leadership (optional, as requested) 0 bakertilly s Staffing Study Scope of Work Dated: 8i192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP Engagement Leadership Your project team is comprised of both public sector generalists, special advisors and subject matter experts. Our special advisors are former practitioners with specific operations expertise. Each of our team members and the overall project leadership have a wide range of experience allowing us to look at operations from different perspectives. Our team members strengthen our ability to create solutions uniquely designed for the individual project. Your engagement will be led by: Caitlin Humrickhouse, MPA, SWP Engagement Principal Caitlin Humrickhouse has fourteen years of experience providing management consulting services with a focus on resource optimization, assisting governmental entities in their efforts to ensure the resources available (people, processes, and technology) are utilized in the most efficient manner. She has overseen numerous process improvement and risk mitigation projects which are highly sensitive. Caitlin will provide project oversight and will serve as Principal in Charge for the City to ensure all expectations are met or exceeded. Prachi Patel, MPA Project Manager Prachi has five years of experience working with or for various local governments. Prachi has worked within a wide range of functions, including finance, public works, community services, economic development, administration and the city manager's office. She has worked for the New York City Office of Management and Budget and the City of Alameda, along with internships at a variety of local governments. Prachi also works as adjunct faculty and teaching assistant for Financial Management and Budgeting at New York University's Wagner School MPA program. • Prachi will be the Project Manager and main point of contact for the City. Her responsibility will be to monitor the scope, budget, and timeline to ensure all objectives are achieved. She will be supported by a special advisor and consultants who will assist with interviews, documentation, and analysis. Suzanne Sherman, MPA, ICMA-CM Special Advisor Suzanne Sherman brings a broad range of local government leadership, project management, and generalist service experience to Baker Tilly clients. Prior to joining Baker Tilly, Suzanne served in city and county agency roles, including City Manager, in several communities ranging from 12,000 to 140,000 residents. Beyond these leadership roles, Suzanne's diversity of experience in the organizations she has served has made her adept at successful project management and implementing strategies to enhance government operations. Project Timeline We anticipate that the project will take 12 —14 weeks to complete from the date the scope of work is executed. We will work with the City to design a schedule that works with any internal deadlines and conflicts. Project Fees Assuming the ability to receive information and data as requested and within the necessary timeframe, the not -to -exceed fee is $22,750. Our pricing assumes all work will be conducted virtually. If the City would like us to come in person for the focus group and one-on-one interviews, we will provide an estimate of the cost and receive approval from the City before arranging any travel. In the event circumstances and/or engagement objectives change, we will obtain specific authorization from you prior to incurring any additional fees. Billings will be rendered monthly and payment shall be made within 30 days of receipt. If additional work and/or an optional phase is requested and authorized by the City that is outside of this initial scope of work, then BTAG will work with the City to develop additional scopes of work, inclusive of schedules, budgets, and agreed -upon objectives. 0 bakertilly 6 Staffing Study Scope of Work Dated: 8i192026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP References and Case Study To further demonstrate our capabilities, we have provided City references and brief project overviews for similar scopes of work. CITY • ••- -D --- - -- ------ IP Name Jenica Flanagan Title Finance Director Phone +1 (218) 299 5317 Email jenica.flanagan@ci.moorhead.mn.us The Baker Tilly team made recommendations for the Finance Department organizational structure, cross -training of staff, and critical processes needing Services additional support. The Finance Department recommendations focused on reducing the span of control for the Director of the department, aligning job titles with responsibilities, and creating needed cross -training opportunities. Name Ben Martig I Title CITY Administrator Phone +1 (o07) 645 3060 1 Emailaen.martig(c�ci.northfield.mn.us Mailing address 801 Washington Street Northfield, MN 55057 Brief overview Baker Tilly conducted an organizational assessment of the City's Administrative Services Divisions including finance, information technology, human resources, communications, and the clerk's office. The assessment included a review of each division's organization structure, staffing levels, and the efficiency of staff roles and responsibilities. Furthermore, the City of Northfield, MN engaged Baker Tilly to conduct an organizational assessment of its Parks and Streets Division to address concerns about efficiency, staffing, and long-term sustainability. Our approach involved benchmarking against comparable municipalities, engaging stakeholders through interviews, and analyzing operational workflows to identify gaps and risks. The assessment revealed that staffing levels were below industry standards, training programs were insufficient, and the absence of a work order management system hindered task visibility and resource allocation. Based on these findings, we recommended a phased restructuring of the division, increased staffing to meet service demands, implementation of technology solutions for work order tracking, and development of structured training and employee recognition programs. These recommendations provided a clear roadmap for improving operational efficiency, reducing risk of institutional knowledge loss, and fostering a more engaged workforce, Dositionina the division for sustainable success. 0 bakertilly Staffing Study Scope of Work Dated: 8/19026 Between the City of Arden Hills and Baker Tilly Advisory Group, LP We are pleased to have this opportunity to be of service to you. Please indicate your acceptance of this agreement by signing in the space provided on the next page and returning the engagement letter to us. If you have any questions, please do not hesitate to contact Caitlin Humrickhouse at caltlin.humrickhouse(Wbakertilly.coni or call (312) 729-8098. Sincerely, Caitlin Humrickhouse, Principal Baker Tilly Advisory Group, LP Signature Section: The services and terms as set forth in this Scope of Work are agreed to on behalf of the City by: Name: Title: Date: The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought. © 2026 Baker Tilly Advisory Group, LP. Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities are not licensed CPA firms. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International's agent and do not have the authority to bind Baker Tilly International or act on Baker Tilly International's behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other's acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited. 0 bakertilly II c co co U) L- cu cu cu U) cu 0 _cu Q U U cu i Q El t J_ H N LU N Y O Q 0 m Q N O I cc W L w V w V LAM MEMO LM AA_++ ♦W V cc 1 LM s W LL C cn m >- a W d E 0 O 0 U Y W m MEMO 0 LM Q m O 4-0 CL c� ram, O O w M U /, V cu L CL L O v Q N 1 V Q A� W cu V V z a O P cc A� W E 0 E O E O L �A+ \W O E AVA++ V+ cc s 0. LM m O U. M O N O T— o c � cc 0 Q m c a) O U c � � C cc L U NN O C LL 0 c6 E O U V — 2 O � � L O- O cn O Q cc i A' (� O Cc � a-0 + � � C O CB a C� cc U) z 0 U LU in U z 0 W Q U a W m Z N LU w N N Q w a N r Z w cc cc D U L cc s v 0 r. cc r. m m T 0 E i L V s c N _0 i O cc (D � a c +� O E O s cc co :3 s a) acc +' C (D U +A y i > N i > bA ++ i 0 O i a) N U o E O O + � 7 i Lu U O cc s a) D N u� c U Q cc }/ W \V W N N .N r aN. N Cc O CZ i A Q E C cc 40 O 5 O m Q cn 0 o O a� V cc s y O U r 0 a� U_ o O Z U LL �\ W U_ •> J J ^� W Z p 7 a C c O U U c O U � ^ W' i L 4� -0 N O U i V! i N Vi N bA i � N O O +, C U cOn CL O 3 O CO }i S L 70 a CO CO +�+ U N O N a) co" Q N � 0 C: V U 3 O N Q E, � c E E E L m +� co in U� Y U O 0 cc a� I O U COco O O o 0 0 co O � U N J D Ccn }i J �� m N O V` L cc cc E 0 cc V cc 0. E O 0 3 LU W J W a M O N O ca L E 'E 1v T cc A= 'a W r_ cc A� E^' NW W li W U. cc M M� A� W E L CL O N CD CD O Q E W Q) Q) E 0 0 0 a) 0 0 �1Q ^u ^W ^0 W 0 00 0 Qi cn Q) D cn cu Q) E Q) cn Q) a) „Q) Le z a W Q m w W LU m LU J W 0 0 W r U W a X W U c O U U O 0 Q + �-+ �0 L � � CL 0 CL co c o E 0 Q 'a a� c O U- i OL CL m E 0 y L 0 W i i 0 /0� LV o a � L �p C L 0 cc Ey / r- T3 N O a)= m CL � y O rl cc Cc ++ y o = 0 W O U T W m r .o N cn V O � s O� lL cc CL bA _ L cv E s _ a� s cn A/' W CD C LL Q fN Y w 1 3 cn 'oA _ _ L cc _ •E L a V z Y AGENDA ITEM - 3B MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers Jessica Jagoe, City Administrator FROM: Julie Hanson, Assistant to the City Administrator/City Clerk SUBJECT: 751h Anniversary Event Recap Budgeted Amount: Actual Amount: Funding Sources: $10,000 $71,310.84 Twin Cities Gateway Grant Funds ($26,521.98) and Sponsorship Funds ($45,300) Council Should Consider Holding a recap discussion of the City's 751h Anniversary event. Back2round/Discussion The City's 75th Anniversary celebration took place on Friday, July 17 at Cummings Park. The Council requested having a subsequent discussion on "lessons learned" as well as receiving an accounting of expenses related to the event. Attachment A breaks down the related expenses for the event and distribution of funding. Note the total amount spent for the 75th event was $71,310.84 and was fully funded by Twin Cities Gateway grant dollars and sponsorships. Staff did not need to utilize any funds from the $10,000 budgeted by the City for 2026. Of the Twin City Gateway grant funds allocated toward this event, there remains an available balance of $505.23 which Council could discuss giving staff direction to reallocate this amount toward Ribfest (Council previously gave authority to allocate $5,000 toward Ribfest), or discuss other options. Regarding lessons learned, Staff met internally to discuss their takeaways from the event from a planning and execution standpoint. The following recaps those comments: • Ensure that any future event of this scale is held when seasonals are on staff as site preparation and set up requires a lot of manpower • Begin setting up what can be set up, earlier (at least one if not even two days prior to event) • Keep the fields "open" for a few days prior to an event (no practices or games should take place) Page 1 of 2 • If offering water, advertise it • Get six seater golf carts (if offering shuttling and using golf carts) • Use Broadway Tent and Event rentals again, they were great • Have more bouncie houses/inflatables (we had 3) if an event of this scale • Revisit trash can/recycling can placement. These were too spread out and should be done in "clusters" • If an event is held at Cummings Park again, due to topography, make sure there are a couple of portapotties in the lower portion of the grounds • Handwashing stations — function/refilling • Order more glow necklaces event is in evening Attachments Attachment A: 75th Anniversary Event Funding spreadsheet Page 2 of 2 Q �+ 0 00 0o o LO 00 0 0 0 o r o 0 0 0 o r M M o M LO M o o Lo o o Lo MIRT = o OY) a) LO M f- o M o CD o 0 0 0 o co O� � O� o Lo o 0) o o N o LO f- N 00 o r r M CO � o C Y) LO N LO C Y) I- o L, o r LO, I,- CSC I-- M 4 LO, o Lo o m N CO U-) O o N N co It co EA CO LO m o Lo o Cfl It o m m co M (9 Lo m r q o 0) �t 0) M- o r M Lr 00 C- o_ co M fl- r- r� N CO o LO CO r r r Ef> N_ o_ m� ti ti o_ U-)M 4+ LO CO r +� o o Off } } Efl Efl Efl Ef} Ef3 Ef} Ef} Lo +-' LC) C9 CO r H �t H} N Ef? EA H r H} r 6q Ef-} Ef-} Ef-} Ef} Ef} It E)- O H , Gq 6 Ef> br) N Gq Il- Ei? t+ Q O) O7 C C .E .E coco E E co N cz (U U) U) C� C 0 c U) � C2 � cc Y U O m L U � ,co V U O U) i m U >1 O O O O m O - to N O O Q to U to O m U) L T m co a Q O LL U) C 0 U)C U LL C9 in j �_ D t Z CDO CV V1 (U � m U (' N o co LO> aO O> C M_� (B (0 N N ON ti LU co Q _ Q L O E cn U)O Q c U CD CD LO � T U C a)� d 3 H N i 6a Z -0 LL _ c6 O U)Oq _0 O m >1 W N co (n cn co m _0 LV W a E3C U m mN CU C O 0 0 U N +� M c C (n LL c c H N C LL W W C O C L C Q cv LO C cv W i o J m �, cn 0) a) O 0) O O U) CV o _ _0 W Lo J m 0 co c U E3- 0) O O U c� _ Y N c O E Z CV m C� O- 2 N U p O U M U E� O O O r > E •� Na) E L Y .�_ , cB cn M N Q N Z > Q m C� U a) `- iZ -0 o o 0 o W N °ZS U U O X 0) Q i U O_ M N CO CU _ U) Ln cn CU w Q (� m c0 "' cn O C'`) N cn (0 0 CU CN (6 O O Q uJ U' J (D � O cU) d C U)� X ) .0 O Q 0- } >CD � Q H C2 u) J O c O N N cn cn °' Q N o— �, O i 0 Lu cn >�'in o N U >� Y C) o H O U J °� °� > ) (n a) (U m J �. > Ln (n O U) 0 o o CM o�z U w 0 a Q- O C6 ca CO O � CU O 't3 U O o O C6 L 0 O ca _ o CO H H m (n U Y LL cA m > Q (n � CD c Q 0 (n W U) i� 0 H co ZJul AGENDA ITEMS - 3C 7 YYears MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers FROM: Jessica Jagoe, City Administrator SUBJECT: Personnel Committee Policy Discussion Budgeted Amount: Actual Amount: N/A N/A Council Should Consider Funding Source: N/A Council should review the Hiring and Termination Policy and discuss the role of the Personnel Committee and process for personnel decisions along with providing a recommendation/direction on personnel related matters to the full City Council. Background On February 12, 2018, the City Council approved the Hiring and Termination Policy (Attachment A) as it relates to all positions within the City (i.e. exempt, non-exempt, seasonal, part-time, full-time). In review of the 2018 materials, the City Council had previously given direction to bring forward a written policy regarding the hiring, discipline, and termination procedures for non -salaried (non- exempt), budgeted employees that would delegate the hiring, discipline, and termination authority to the City Administrator for day-to-day operations with the City Council ultimately approving the given actions. During the January 2018 work session discussion, the City Council gave direction to delegate that authority only in regard to seasonal employees, and have decisions regarding part-time and full- time employees be brought to the Personnel Committee and City Council for direction and approvals. Staff has included the February 12th City Council memo as Attachment B. In the agenda memo for recruitment of vacant positions, staff includes a summary of the anticipated hiring process. Example of Recruitment Memo Anticipated process: • Council approves authorization to begin the recruitment process • Staff posts for the position • Staff reviews applications and selects interview candidates and selects a finalist • Staff will bring forward a finalist for official Council approval Page 1 of 3 Typically, the variation in the process has occurred with Director level positions when the City Council interviews the final candidate(s) as part of the hiring process. Additionally, in the most recent memo for recruitment of the Finance Director position, staff noted a consideration for Council could be conducting a work -related assessment on a potential finalist as part of the recruitment process. Council chose not to pursue that route at the onset, but later directed staff to proceed with the assessment prior to selection of a finalist. Another example, more recently with the hiring of the Parks and Recreation Manager, staff recommended two candidates to the Personnel Committee which led to a second round of interviews with the City Council for a non -Director level position. At their August 5th meeting, the Personnel Committee discussed the Hiring and Termination Policy. The current policy does not identify the role of the Personnel Committee in the hiring and termination process versus the City Council, but rather states other than the hiring of seasonal employees that all other personnel decisions must be first brought forward to the Personnel Committee and the full City Council for direction and formal approvals, unless otherwise directed by the City Council. The hiring process should be adaptable to the candidate pool, but in a few recent instances the process has not been consistent resulting in additional demand for staff and/or an extended timeframe for candidates participating in the interviewing process and duration of vacancy for the City. The Personnel Committee reviewed topics that may help streamline the process and felt this discussion should be brought forward to the full Council. Below are a few topics for Council consideration: • Who is involved in the interview process (i.e. City staff, City Administrator, Personnel Committee, a member of City Council, or full Council) at what level position (i.e. nonsupervisory, supervisory, Directors)? • Is the role of the Personnel Committee to make a recommendation to the full City Council regarding hiring decisions that do not involve the full Council as part of the interview process? • In instances when the Personnel Committee receives a recommendation from staff and determines another round of interviews is needed, should the Personnel Committee participate as part of the interview panel or the full Council? • Should employment applications be reviewed by the Personnel Committee and/or the full Council as part of the hiring process? Other considerations: o all employment applications, applicants interviewed, or finalist(s)? ■ The City Attorney has confirmed which applications may be reviewed by the Personnel Committee and/or the full Council depends on how the policy is written and what is stated in the recruitment memo. Future language would match Council direction given during this discussion. o preferred handling if a Councilmember requests to receive the application materials? At this stage of review, staff has not requested the City Attorney provide specific recommendations on policy language. However, some of the topics above have risen from questions raised by their office during discussions more recently in the hiring process. Additionally, staff is in the process of surveying adjacent communities with a City Administrator to review their policies for roles and responsibilities of the Personnel Committee. The City does not have a formal policy governing the members, role, or overall scope of the Personnel Committee. As part of this discussion, the Council should discuss and provide direction on whether this should be formalized. Types of items they are currently involved with and/or could be considered include: Page 2 of 3 • Review and provide recommendations to the City Council regarding personnel policies, handbooks, organizational procedures, and employee benefit offerings. • Review proposed position descriptions, classifications, and compensation structures before Council consideration. • Review staff conduct investigation findings and recommend disciplinary actions as needed. • Union labor agreement negotiations • Serve as an advisory forum for discussion of employee relations, recruitment, and retention. Budget Impact N/A Attachment Attachment A: Hiring and Termination Policy Attachment B: February 2018 Memo Page 3 of 3 Attachment A lt EN HILLS CITY OF ARDEN HILLS HIRING AND TERMINATION AUTHORITY This document will establish a process for the hiring and termination of employees and the City Administrator, Personnel Committee, and City Council's respective roles in that process. The City of Arden Hills is organized as a "Statutory A" City, meaning all personnel decisions must be ultimately approved by the City Council. To ensure efficiency in operations and timely decision making, the City Council hereby authorizes the City Administrator to undertake the selection process and make hiring, decisions for seasonal employment positions that have been budgeted for in the current budget year, and to implement employee evaluation, discipline and/or termination decisions. All other personnel decisions must be first brought forward to the Personnel Committee and the full City Council for direction and formal approvals, unless otherwise directed by the City Council. It is expected the City Administrator will keep the Personnel Committee informed on relevant personnel issues, and will defer decisions per the Personnel Committee's, or City Council's, request or direction. Purpose By instituting this procedure, it will help ensure City operations continue with fewer disruptions, and aid in making sure positions are filled in a timely manner. Furthermore, it outlines the roles of the City Administrator, Personnel Committee, and City Council in the hiring, employee evaluation and termination process. Attachment B '!Tt -A QEN HILLS MEMORANDUM DATE: February 12, 2018 TO: Honorable Mayor and City Councilmembers FROM: Dave Perrault, City Administrator SUBJECT: Hiring and Termination Policy Budgeted Amount: Actual Amount: N/A Council Should Consider N/A CONSENT ITEM —611 Funding Source: N/A The Council should consider approving the attached policy or provide further direction. Background The City Council had previously given direction to bring forward a written policy regarding the hiring, discipline, and termination procedures for non -salaried (non-exempt), budgeted employees with the City of Arden Hills. The intent was to delegate the hiring, discipline, and termination authority to the City Administrator for day-to-day operations with the City Council ultimately approving the given actions. The City Council then gave direction at the January 16, 2018 Work Session to delegate the above authority only in regards to seasonal employees, and have decisions regarding part-time and full- time employees be brought to the Personnel Committee and City Council for direction and approvals. The attached policy includes those revisions, and has been reviewed by and is supported by the City Attorney and the Personnel Committee. Attachment Attachment A: Hiring and Termination Policy AGENDA ITEMS - 3D 7 YYears MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers FROM: Jessica Jagoe, City Administrator SUBJECT: Immigration Enforcement Discussion Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Council Should Consider Council should discuss the topic area below and provide direction to Staff on next steps. Background At the February 9th Work Session, the City Council requested a recurring work session agenda item to allow for discussion on topics related to immigration enforcement. Subsequently at the July 13th Work Session, Staff received feedback and direction from Council on the draft ordinance language for Use of City Property. A draft ordinance will be brought forward to a future regular meeting for adoption. Below is the remaining topic that Council requested be brought back for discussion by the City Council related to immigration enforcement. • Sharing of Data and Access to City Buildings Policy o Based on City Council direction at the March 9th and May 1 lth Work Sessions, staff will be preparing a policy that will be brought forward to a future work session for consideration. Additionally, Council may discuss any particular topic(s) that should be brought forward under this agenda item for future discussion. Budget Impact N/A Attachment N/A Page l of 1 AGENDA ITEM - 3E MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers FROM: Jessica Jagoe, City Administrator SUBJECT: Rice Creek Commons/TCAAP Discussion Budgeted Amount: N/A For Council Consideration Actual Amount: N/A Funding Source: N/A Council will have the opportunity to comment on any TCAAP related items they so choose. Background N/A Budget Impact N/A Attachment N/A Page 1 of 1 AGENDA ITEM - 3F MEMORANDUM DATE: August 24, 2026 TO: Honorable Mayor and City Councilmembers FROM: Jessica Jagoe, City Administrator SUBJECT: Agenda Planning Budgeted Amount: Actual Amount: Funding Source: N/A N/A N/A Council Should Consider Council should discuss its next Work Session agenda. Background Per Council's adopted policy on agenda setting, please find the proposed agenda below for the upcoming meeting. September 141h Work Session • 2027 Operating Budget Discussion • Immigration Discussion • Agenda Planning (time sensitive) • RCC/TCAAP Discussion September 21" Special Work Session • 2027 CIP and Operating Budget Discussion September 281h Work Session • Communications Plan Assessment Discussion • Committee/Commission Work Plans • Immigration Discussion • Agenda Planning (time sensitive) • RCC/TCAAP Discussion Page l of 2 Attachment A is the list of topics that have yet to be discussed by Council and the ranking of priority topics. Staff will begin to work on the higher priority items into upcoming Work Sessions sooner while putting the lower priority items to later discussions. Please note, this does not reflect all items at Work Sessions as Staff will have necessary items for discussion, such as, budget discussions, concept plan reviews, or Public Works projects that need timely direction. Council may want to discuss whether any items need to be added to this list for future discussion or assign a future meeting for some of these items. This would need to be done by a majority consensus of Council. Below is a running list of things Staff brings forward to Work Session annually, in recent years, we have shifted away from bringing some items forward unless needed, such as, the Pavement Management Update from Public Works. Note, these timelines may shift year to year. Most items discussed at Work Sessions are one-off items that may require multiple meetings but are usually not recurring. • January o Legislative priorities • February o None • March o Initial guidance on current year Public Works projects • April o None • May o None • June o None • July o Capital improvement planning • August o Operating budgets • September o Operating budget and levy discussion o Committee/Commission Work Plans • October o None • November o City-wide budget and fee schedule o Follow up on next year's Public Works projects • December o Committee and commission appointments Budget Impact N/A Attachment Attachment A: Council Priorities Attachment B: Agenda Setting Policy Page 2 of 2 Attachment A Topic for Consideration Short-term Rental Ordinance Likely Responsible Department CD/Admin Total 15 Werge 3.00 Majority Next Steps Council WS Rental Licensing Program CD/Admin 15 3.00 Council WS Funding for Lake Johanna Boulevard Trail PW/Fin 9 1.80 Council WS Climate Action Plan Admin 9 1.80 Council WS Code of Conduct Admin 81 1.60 Council WS Encroachment Discussion (2025)/Adopt A Spot PW 8 1.60 Staff Recommendation Cannabis Discussion CD/Admin 8 1.60 Council WS Energy Audit Admin 7 1.40 Staff Recommendation Temporary Goats/Buckthorn Admin 71 1.40 Staff Recommendation Buy Nothing Day/Clean Up Day Admin 6 1.20 Staff Recommendation Community Survey Admin 6 1.20 Council WS Committee/Commission Liaison Role Policy Admin 5 1.00 Council WS EV Fleet Analysis pW 5 1.00 Staff Recommendation Added Items: Data Center Moratorium Lake Johanna Cold Plunge Sponsorship Policy E-Bike Regulations Tree Removal Enforcement Perry Park Attachment B It "ENILLS CITY OF ARDEN HILLS Agenda Setting Policy The purpose of this policy is to establish a method for agenda setting that allows for Council to review and have control over its agendas and decide as a Council how it wants items for consideration to be brought forward. For regular worksession agendas: • Prior to concluding each regularly scheduled worksession, the City Council shall review its next regularly scheduled worksession agenda and direct Staff on any changes. • Should an individual Councilmember want to raise an item for discussion at the next meeting or in the future, they would do so during this review period. The item would need at least one other Councilmember to agree to having the item considered for future discussion, and then Council, by majority, would direct to have it placed on a future agenda or not. Staff will have flexibility to add or remove items to the worksession as needed to maintain operational efficacy. For regular City Council meeting agendas: • Agendas will be largely Staff driven based on approvals needed for normal operations. • Items coming from the City Council shall first be discussed at a worksession and can direct Staff at said worksession to bring items forward for formal approval if needed. • In rare instances, if a Councilmember brings forward an item that needs approval prior to going to a worksession, they may request the City Administrator add the item to the agenda. The City Administrator shall have the discretion to determine if the issue should be added or not, but Councilmembers will make every effort to having the item first discussed at a worksession. Special meetings and emergency meetings: • Special meetings and emergency meetings may still be called at the discretion of the Mayor or any two Councilmembers, and the members calling the meeting shall set the agenda.