HomeMy WebLinkAbout02-22-05
Mayor:
Bevtrly Apb"kowski
~
~HlLLS
Arden Hills City Council
WORK SESSION
(:OUlleill1lt\!l1berS:
DavId Gnult
Brenda Bolden
Gregg Larson
Lois Rein
5:00 p.01.
Tuesday, February 22, 2005
Agenda
1. <;:a11 to Order
2. Al!emla ltelilS
A. City CoallclllCity Stll.ff Retreat Follow-up
B. Engineering Discussion
C. Update on AS'SeSsment-R8Iase Daulers
Task Force Group
D~ TCAAP~EDC PoIiey l'res4!J}tdoll
\O:Preseuted by BtIlee K1I1IkeJ, EDCChldrPerson
StafflPtese..ers
Michelle Wolfe
Michelle Wolfe
M/lftUZQ Sif.Idi4ui
Scot( Clark
3. COllllen.Reool1S
A. CouilclImembet Bc>>ltlen
B. Councllmember Larson
C. Countibaember Rem
D. Councilmembei Graat
E. Mayor AplikbWSki
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~~HILLS
MEMORANDUM
DATE:
AGENDA ITEM: 2A
February 16,2005
TO: Mayor and City Council
FROM: Michelle Wolfe, City Administrator tvUA/'
SUBJECT: Council Retreat Follow-up
Retreat Facilitator Jim Prosser of Ehlers and Associates has developed the attached draft
strategic plan as an outcome from the January 2005 City Council retreat. We are presenting a
copy to you at this time for review. Mr. Prosser will be in attendance at the February 28, 2005 to
give a formal presentation of the Strategic Plan. At this time, we are asking for any questions or
concerns about the draft that can be incorporated into the final plan in time for the February 28
meeting.
The last five or so pages of the draft include forms for developing action plans to accomplish the
Council goals outlined in the report. These are still a "work in progress" and may still be as of
February 28. The balance of the report is largely complete but for Council changes/concerns.
COUNCIL DIRECTION REQUESTED
Provide staff with any questions or concerns about that draft document, in preparation for a final
draft which will presented to the City Council for consideration at their February 28, 2005
meeting.
MW
Attachment
\\Earth\Admin\Deputy Clerk\Retreat\2005\02-16-05 2005 Retreat Follow-up.doc
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~.. ...EN HILLS DRAFT
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2005
Strategic
Planning
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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CITY OF ARDEN HILLS
2005 STRATEGIC PLANNING
TABLE OF CONTENTS
Strategic Planning Report .............................................................
Feedback/Connection Chart.......................... ....... ...... .......... .........
Feedback/Connection Checklist....................................................
Session Rules........ ....... ............. ............. ....... ....... ..... ......... ...........
Cornerstones of Effective Communities.......................................
Strategic Profile.................. ...... ....... ...... ...... .............. ......... ...........
Session Expectations... ...... ............. ............. ....... ...... ........ ........ .....
2004 General/Specific Accomplishments.....................................
General/Specific Goals...................................................
Brainstorming Issues........ ...... ...... ...................... ...... ............... .......
Environmental Scan.. ............. ....... ............ ......... ..... ........ ........ ......
Brainstorming Ranking... ...... ..................... .........................
Roles and Responsibilities ............................................................
Action Steps....... ............ ....... ....... ..................... ...... ....... ........ .......
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City of Arden Hills
2005 Strategic Planning Session
January 14 -15, 2005
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EHLERS
& ASSOCIATE-S INC
To: Michelle Wolfe, City Administrator
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From:
Jim Prosser, Ehlers & Associates
Date:
Subject:
January 30, 2005
Strategic Planning Report
Please find attached the 2005 Strategic Plan for Arden Hills. This plan was prepared
based on the January 14 - 15,2004 Council and Staffretreat. The session materials have
been reproduced for this final report.
Several key implementation issues include the following:
1. The plan has been prepared based on general Council direction. The
implementation program should be reviewed by the City Council and
adopted with any required changes.
2. A special effort should be made to schedule specific time and dates for
discussion of high priority issues identified within this report
3. The Council should select the goals to be discussed at quarterly meetings.
The Feedback Connection Checklist should be used to verify that the
strategic plan is tracking properly.
4. Written quarterly written updates to the plan should be prepared
indicating progress on goals. An emphasis should be placed on
identifying problems with implementation for information or action
purposes.
5. It is expected that "course corrections" in the strategic plan will be
necessary and should be made as needed. This may mean that issues will
be presented outside of the scheduled quarterly updates.
6. It is recommended that the 2005 goals be communicated to residents and
businesses using your website, newsletter and possibly a "Town
Meeting"
I look forward to reviewing this report with the City Council.
City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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ARDEN HILLS
Residents / Survey
Staff
Board / Commissions
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1-1
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~ STRATEGIC PROFILE
City Vision
Values
Mission
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~ GOALS
U To Achieve Vision
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III
III STRATEGIES (OBJECTIVES)
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To Achieve Goals
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RESOURCES
Required to Implement Strategies
(Time, Money and Information)
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
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& ASSOCIATES INC
EHLERS
Strategic Planning
Feedback Connection Checklist
Communitv
Have we communicated vision to city?
Do we have adequate methods to hear community needs and concerns?
Stratef!ic Profile
1. Is this the right vision/value for the City?
What happens if we do not achieve this vision?
Goals
1. How will these goals help achieve our Vision?
2. Have we explored other goals that may better help achieve our Vision?
3. Have we made an effort to communicate how are goals help achieve our
Vision?
4. Have we identified any alternate goals that will help achieve our Vision?
5. Should we adjust our goals due to a change in environment?
Stratef!ies (Obiectives)
1. Have we selected strategies that will best help achieve our goals?
2. Have we considered alternative strategies?
3. Are we progressing with implementing our strategies?
4. Have we identified any alternate strategies that may help achieve our goals using
less or more appropriate resources?
5. Should we adjust our strategies due to lack of resources?
Resources
I. Are we dedicating the required resources to implement our strategy?
2. Are there more resources required than at first anticipated?
3. Are there additional resources required than first anticipated?
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
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1.0 Session Rules
EHLERS
& ASSO:CIAtES: INC
These are the rules established by the Council and Staff 10 guide participation during the
Goal Setting/ Strategic Planning session
1. Speak honestly
2. Respectful
3. Participate - Don't dominate
4. Non-attribution
5. Openness
6. Throw the flag
7. Understand to be understood
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City of Arden Hills
2005 Strategic Planning Session
hllUal')' 14 - 15,2005
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& ASSOCIATES INC
EHLERS
2.0 Cornerstones of Effective Communities
Shared Vision
The shared vision (purpose) statement communicates the community aspirations.
It should reflect a future idealized state of the community that describes how the
community will compete to retain and attract residents, businesses, and other
investors and stakeholders. Preparation of the shared vision is ultimately the
responsibility ofthe elected officials. Development should include stakeholders
including residents, employees, and other investors. The shared vision needs to
be regularly updated and communicated.
Shared Values
Shared values reflect a contract between and among elected officials, staff, and
community volunteers regarding standard expectations for interactions with each
other, community residents, and stakeholders. To be effective, the values must
be clearly communicated and self-enforced within the officiallstaffteam.
Strategic Plan
The strategic plan outlines goals (and strategies required to achieve goals)
necessary to progress toward achieving the shared community vision. To be
effective, the plan must include a manageable and measurable set of goals with
clearly defined strategies. The strategies should include timetables, resource
requirements (time and money) required to achieve goals. Commitment of
elected officials time to monitor, adjust, and guide the strategic planning process
is critical to achieving goals.
Operating System
The operating system refers to the structure that accomplishes governance
(including advisory boards and commissions), provides day-to-day service
delivery, and implements the strategic plan. It encompasses persoilllel and budget
systems, departmental operating procedures, personnel policies, public policy
development, financial plan, public participation and communication, customer
service systems, and service evaluations. It is the methods used to get things done
(and done right) within the community.
A vision without a plan is just a dream ... a plan without a vision is a nightmare.
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
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EHLERS
& ASSOCIATES tNC
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3.0 Strategic Profile
3.1 Our Vision
A strong community that values our unique environment, our fiscal soundness and
our tradition as a desirable City in which to live, work and play.
3.2 Our Core City Values
In bringing our vision into the future, we are committed to maintaining and
building on our core values:
../ Strong neighborhoods and businesses
../ Community involvement and integration of old and new
../ Fiscal responsibility
../ Environmental awareness and stewardship
../ Effective, timely and inclusive communication
../ Responsible stewardship of infrastructure, parks and trails
../ Community-based planning
../ Efficient and effective police and fire protection
../ Respect for human dignity and rights
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3.3 Vision Measures
This section describes how we can measure achieving Arden Hills Vision and Values
1. Comparative housing value appreciation
2. Length of residency
3. Turnover in housing
4. City survey
5. Town Hall Meeting
6. Elections
7. Police calls/complaints
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
:~,'i Values Measures
Strong businesses/neighborhood
$ Safe
$ Good condition
$ Viable
$ Sense of community/neighborhood
Community involvement
$ Respecting old
$ Branding
Fiscally Responsible
$
$
$
$
Planned spending
Fund balance
Financial plan w/strategies
Spending aligned w/goals
Environmental awareness and stewardship
$ Proactive Positioning
$ Neighborhood green space
$ Unique setting/lakes/wetlands
$ Buckthorn
$ Water quality
$ Effective, timely, inclusive communication
o Communication Plan
$ Responsible stewardship
o Plans
o Resources
o Accepted Vision
Community Based Planning
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$
$
$
$
$
Compliments community need
Defined public participation process
Efficient/effective police and fire protection
People - feel safe and are safe
Respect for human dignity and rights
Number of complaints, racially motivated
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EHLERS
"ASSOC~ATES INt
City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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4.0 Session Expectations
I. Sense of moving in same direction
2. Understanding/appreciation of differences
3. Specific goals for 2005
4. Longer-term goals (2-3 year)
5. Process for decision-making/implementation
6. Values behind decisions
7. Resolve conflict between development Versus non-development
8. Improve continuity staff/council
9. Role clarification/staff responsibilities
10. Public role in decisions
II. Public participation and communication in decisions
Committee Members vs Task Force Member Roles Resources
12. Balance - stakeholders versus general community
13. Commitment to decisions
14. Professional behavior by council/staff at City Council meeting
15. Time management - meetings
16. Communication
17. TCAAP
18. Engineering
19. Refuse Collection
20. Road Issues
21. CRE
22. Turn backs
23. Regional
24. Highway 96/ County Road 10
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City of Arden Hills
2005 Strategic Planning Session
January 14 -15, 2005
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I · ASSOClArES INC
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5.0 2004 General Accomplishments
1. Enhanced communications including neighborhood meetings, improved and
expanded cablecast, and informational mailings
2. Filled the positions of Finance Director, Community Development Director,
and Assistant to the City Administrator
3. Enhanced the budget process in 2004
5.1 Administration/Support Services Department Accomplishments
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5.2
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Facilitated 2004 General Election for the City
Developed Five-Year CIP Plan
Coordinated and assisted with various city meetings and events
Assisted with the creation of a human rights policy
Established the library task force and developed a library video for safe
access
Assisted with resolution of the law enforcement contract selection
Worked with the Mounds View High School neighborhood on parking and
other student related issues
Coordinated with various other agencies, cities, and counties on such issues
as school closings, 800 MHZ Radios and transportation
Successfully negotiated a new 3-year labor agreement with the Local 4gers
(O&M Department)
Finance Department Accomplishments
1. Bond Refunding-Net savings of$160,000 in interest
2. Developed a comprehensive 2005 budget document
3. Utility Rate Study-City staff conducted a utility rate study in 2004. City
Council approved the utility rate study in October 2004. The new utility rates
are scheduled to be implemented in January 2005.
4. Beginning in January 2005, City of Arden Hills will be accepting credit card
as payment for recreational programs and utility fees.
5. Developed and implemented a new purchasing policy
6. Assessment Policy Task Force was created to revise the existing City's
assessment policy document. This task force is now in charge of the new task
of researching garbage hauling trucks and their impact on local streets.
7. Established the Karth Lake District Board and Levy Certification
8. Completed the 2004 Edgewater assessment certification and notification
process
9. Adoption and implementation of a public expenditure policy
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City of Arden Hills
2005 Strategic Planning Session
January 14 -15, 2005
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EHLERS
". Ass octAlE S IN C
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5.3
Community Development Department (2004 Building Inspection
Projects Accomplishments
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1. $452, I 03 in building permit revenue
2. Processed 18 Planning Applications
3. Completion ofTCAAP Phase III Planning
4. Completion of new TCAAP Interim Agreement
5. Initiated negotiations between the GSA and the City's development team
6. Completed City Hall tests for structural integrity issues and began wall
flashing improvements
7. Initiated the sale and development of the Indykewicz and old City Hall
properties
8. Recruited members and initiated the Economic Development Commission
meetings
9. City established a Conventions Visitors lodging tax
10. Completed the new Ramsey County Public Works Facility
11. New Bethel College dormitories
12. Guidant building and parking lot facilities
5.4 Operations and Maintenance/Recreation Departments
Accomplishments
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1. In November, O&M staff members moved into the new Ramsey County
Maintenance Facility
2. Completed 2003 and 2004 pavement management projects
3. Three lift stations were recently replaced
4. Worked with Karth Lake neighborhood to establish a water leveling pumping
station
5. Highway 96 reconstruction, including new trail section and medians
6. New park pavilions were constructed at Cummings Park and Perry Park
7. Coordination of Celebrate Arden Hills event
8. Numerous repair, maintenance, installation, and replacement programs were
implemented and completed in 2004
9. 165 Recreation programs were offered; 85% success rate
10. 1,914 Recreation Program participants
11. Installation new street signs
12. City auctioned off the old street signs
13. Stencil City storm water catch basins-SWPP Requirements
14. Establish a new trail connection at Floral Park
15. In conjunction with the City of Rose vi lie, the three water meters that provides
the City with water were replaced and upgraded in 2004
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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&-.-.ASS:OCIATES -.INt
EHLE.RS
6.0 City of Arden Hills General Goals
I. Resolution of issues associated with the City Hall building
2. Evaluate Committees and Commissions
3. Develop a broad policy framework regarding sub regional and regional
transportation issues impacting Arden Hills
4. Continue to work with Ramsey County regarding the Arden Hills Library
5. Develop and implement a Communications Plan
6. Implement the City Council's priorities as defined during the January 2005
retreat
6.1
Support Services Goals
1. Coordinate and provide assistance to City staff concerning a wide variety of
operational areas: including liability insurance, employee benefit overview,
and charitable gambling proceeds
2. Update and revise the fee schedule
3. Review Emergency Management/Loss Control Plan
4. Complete development ofwellness program and incentives
5. Create a Community Guide for Arden Hills residents
6. Develop and initiate records retention program
7. Coordinate with Community Development Director/Assistant to the City
Administrator regarding the electronic record management system
8. Organize archives (all lower level areas)
9. Coordinate recruitment processes for new and/or vacant positions
10. Coordinate and/or assist with various City meetings and events
11_ Develop increased engineering expertise with City staff
12. Investigate the feasibility of establishing a community foundation
13. Continue to coordinate with other cities and agencies on regional issues, such
as transportation and 800 MHZ radio systems
6.2
Community Development Goals
1. Develop and implement an economic development strategy
2. Concentrate staff resources on all phases ofTCAAP related activities
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
.1
EHLERS
& ASSOCIATES INC
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6.3 Specific Departmental Goals
1. Implement document imaging
2. Examine Planning Commission report and administrative process
3. Finalize revisions to the Zoning Code and/or TCAAP regulatory tools
4. Present property maintenance code for discussion
5. Develop a business meeting process through the Economic Development
Commission
6. Sell the Indykewicz and City Hall site with acceptable development proposals
6.4 General Goals - Operations and Maintenance Department
I. Complete 2004 PMP "Punch List"; coordinate 2005 PMP; begin planning
process for 2006 PMP
2. Update the pavement condition index (PCI) for all City streets
3. Completion of multiple lift stations, booster station, parks, trails, storm water
and other projects
4. Create seven new park/trail perennial flower gardens
5. Plan and coordinate (with Recreation staff) the Celebrate Arden Hills event
6. Develop a plan for televising/cleaning of sanitary sewer lines based on the
new grid map
7. Plan new trail extensions
8. Increase the percentage oflicense holders in the O&M Department
9. Highway 10 Rail Road Bridge
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6.5 General Goals - Recreation Department
I. Achieve an 85% success rate for classes offered in 2005
2. Increase program participation by at least 10%
3. Research new recreation software maintenance alternatives
6.6 General Finance Goals
I. Modernize business practices relative to purchasing and bill payment
procedures
2. Establish an annual budget document that links financial information with
organizational goals
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City of Arden Hills
2005 Strategic Planning Session
.January 14 - 15,2005
6.7 Specific Finance Goals
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EHLERS
& A.SS'O'C1A'tCS INC
I. Finalize utility billing conversion
2. Complete GASB 34 conversion
3. Review and analyze the purchase versus lease option for the City Hall copier
machine
7.0
Brainstorming Issues
I. TCAAP
2. Complete Pavement Management Plan System
3. Completion of35W solutions
a. Task force
4. Fire Department cost sharing agreement
5. Comprehensive long-term financial plan
6. Comprehensive land use plan
7. Review of sanitary and storm sewer condition/lift station
8. Adoption of housing code
9. County Road E
10. Review of commission and committee
11. Improve council/staff relation
12. Historical procedures
13. Library resolution
14. RR underpass
a. Old Snelling
b. Tony S. Park
c. New Brighton Road
15. Landscaping project 96/C.R
16. State Highway Turn back
17. Building Inspector
18. Engineering
19. Garbage collection
20. Celebrate Arden Hills
21. City property redevelopment
22. Gateway signs
23. Revisit business comer
24. Presbyterian Homes
25. City employee benefit package
26. Maintenance records for city vehicles
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
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8.0 Environmental Scan
EHLERS
do ASS 0 C I A TE S IN C
This section identifies factors influencing goals and strategies during the near term
future.
1. Big plans for transportation 694/35W IUS 1 0 and impact TCAAP
2. Accelerated schedule for TCAAP
3. Cost to process TCAAP decision
4. Ridgewood PMP
5. Celebrate Arden Hills staffing
6. Change in communication resources
7. Staff time for TCAAP
8. Non-TCAAP Development (INDY)
9. Transportation funding
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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& AS:S.OCJATES INC
EHlERS
GOAL SETTING SESSION
ARDEN HILLS, MINNESOTA
JANUARY 14-15,2005
Brainstorming Idea Rank Votes Category
TCAAP , Consen5X~S 1'tl P
~ ,
Comprehensive long-term financial plan 2 5 I
Local and Regional Transportation Issues 3 4 A
$ Task force
Review commission and committee structure purpose and 4 3 A
roles
City property redevelopment 4 3 P
Gateway signs 4 3 P
Fire Department cost sharing agreement 7 2 P
Review of sanitary and storm sewer condition/lift station 7 2 A
County Road E Sidewalk and Bridge 7 2 P
Library resolution 7 2 P
Engineering Services 7 2 P
Revisit business comer-Neil!bborbood Business Zoning 7 2 A
Comprehensive land use plan 11 1 P
Adoption of housing code 11 1 A
Improve council/staff relations 11 1 A
Celebrate Arden Hills 11 1 P
Presbyterian Homes-Review of the triangle area 11 1 A
(Fairview Avenne, Lake Johanna Blvd, and New
Brigbton Road)
Complete Pavement Manal!ement Svstem 1 P/I
Historical procedures I
RR underpass
$ Old Snelling A
$ Tony S. Park I
$ New Brighton Road A
Landscaping project 96/CH. and City Hall Location P
State Higbway turn backs and Countv Roads A
Building Inspector Recruitment I
Garbage collection A
City ernp]oyee benefit package P
Maintenance records for city vehicles I
A=Assess need to take action
P=Plan (identify options, resources, etc.)
I=Implement
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15,2005
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& ASSOCIATES INC
EHLERS
9.0 ROLES AND RESPONSIBILITIES
9.1 Issue Profile
Issue Recommendation
"_.--
Resident issues . Service request referred to staff with copy/notice to City
Administrator
. Public encouraged to call council member back if not satisfied.
. If not resolved City Manager or council member may request
council discussion
. Consider use of customer service feedback cards
Forecast issues . Council/staff/commissions are each in unique position to identify
issues of potential concern to community
Council leadership . Public perception of council key to identification of community
issues and concerns
Policy . Council/staff/commissions all share responsibility to identify issues
D irectionl deci sions . Council responsible to identify issues for policy development and
resolution
. Staff/commissions responsible to suggest process to address/resolve
ISSUCS
. Council responsible to "champion" issues to be resolved and process
. Staff responsible to provide "unvarnished" analysis of policy options
and advantages and disadvantages
. Staff/commissions responsible to seek clarity in policy direction
. Council responsible to provide clear policy direction and
identification of questions that need to be resolved in order to make
final decisions
. Final decision and positions should wait until process is completed
and requested information is received
. Remember clarity is key to achieving desired outcomes
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
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& ASSOCIATES IN{;
EHLERS
DRAFT
9.2 Roles and Responsibilities
I ROLES & RESPONSIBILITIES
KEY:
R = Review/Monitor
P = Prime/Lead Role
S = Share in the Activity
D ~ 00 the Work
C = Contribute to the Activity
NI ~ Not Involved
Mayor & Council City Executive City Citizens &
PROCESSES Members Manager City Staff Employees Businesses Commissions
Establish vision P S SIC S S S
Communicate vision P S S PIC N S
Dt~velop goals to achieve P PIS S 0 N S
vision
Develop strategies to PIS P S C SIN C
implement goals
Identify resource required for S P S
strategies
Implement strategies (work R P PIS 0 N
plan)
Monitor efforts S P PIS N N N
Monitor results PIS P S S S S
Communicate goals PIS P P SIC
Communicate strategies PIS S PIS N N SIC
Communicate results P P N SIC
Forecast issues P P P SIC
Respond to resident inquiries S P P D N C
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City of Arden Hills
2005 Strategic Planning Session
January 14 - 15, 2005
D. -."9."..... [.,.
'i;fu\r !l
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EHLE RS
&ASSOC I A TE SIN <:
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Mayor & Council City Executive City Citizens &
PROCESSES Members Manager City Staff Employees Businesses Commissions
Respond to complaints S PIS P D N
Monitor quality control S P S
Identify community concerns P P S
*Missing Highlighted or
Most Identified Response
Triage community concerns P P S S
Develop framework for S P P N
financial needs
Allocate time for council P P N N CIN
activity
Establish priorities for city P PIS S N N N
resources
Establish policies P PIS S N
Establish procedures to SIC P PIS N
implement policies
Respond to critical incidents SIC P P S N N
Provide staff direction S P S N N
Evaluate staff performance p N N
Evaluate results of staff efforts P N N N
.
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~~HILLS
MEMORANDUM
DATE:
TO:
FROM:
SUBJECT:
ITEM 2B
February 16,2005
Mayor and City Council
Michelle Wolfe, City Administrator ~~
February 22 Work Session Discussion: Engineering Services
Some time ago, the City Council authorized a new position of Civil Engineer. We conducted a
recruitment process last fall which resulted in only one applicant, who did not meet the minimum
qualifications for the position.
Since that time I have been researching possible options. Those options include:
1. Try another recruitment process
a. With no changes to the salary or job description
b. With changes to the salary and job description
i. Increased salary/titlelresponsibilities
ii. Change to a Engineering Technician position of some kind
2. Partner with a neighboring City for some engineering services
3_ Explore a different model for our consulting engineering contract services*
*This would involve a model used in several cities, where the contract engineering firm provides
a "City Engineer" who keeps an office at City Hall and primarily works out of City Hall.
There are advantages and disadvantages to each option. I have only done a limited amount of
research on Options 2 and 3 - enough to have a discussion. I am looking for Council input on
which option(s) I should continue to explore at this time.
In terms of Option I, I have limited hope regarding our ability to hire a staff engineer. We could
continue trying to recruit and hope that we eventually find someone. But the market is quite
limited. As currently designed, our position would be difficult to fill because we don't require a
PE ("Professional Engineer"), but the person we hire could not ever become a PE if they worked
here because in order to achieve that, you have to work for a PE. Anyone with a degree in
Engincering is going to strive for that goal, so our position would not appeal to them.
We could require a PE, but then we would likely have to consider increasing the salary and
responsibilities. My concern with this option is that we'd really be looking at a salary level with
Department Heads, and I don't think we want to create a "department of one". In addition, I'm
Page 2 of2
not sure how appealing our position would be to a somewhat experienced engineer with a PE
since many of the duties would not be at the more experienced or "City Engineer" level. .
I think that changing the position to an Engineering Technician would be a very good option.
However, the market for those positions is also very, very limited. Many of the schools that
offered Technician degrees/certifications are no longer offering them. So the market is limited
and will become more limited as time goes by.
In terms of Option 2, I mentioned to Shoreview, New Brighton, and RosevilIe that I'd like to find
out if the idea of a shared arrangement appealed to them at all. The only City that I've had a
follow-up discussion with was Roseville. In brief, this is an option that I personally would like
to explore further. I think it provides us with most of the benefits we were hoping to achieve by
hiring a civil engineer on staff, with some possible additional benefits.
In terms of Option 3, if we wanted to pursue this model, I would probably recommend that we do
it as part of an RFP process. The arrangement some other cities have is that as part of the
engineering contract, the consulting engineers agree to assign someone to the City, who works
out of the City offices, for a certain annual fee. This would provide us with expertise in-house
and access to an engineer right at City Hall.
COUNCIL DIRECTION REQUESTED
Which options would the City like staff to investigate further? We can focus on one option, two,
or all three.
.
.
\\Earth\Admin\City Administrator\Engineering\2-16-05 Memo to Council RE Engineering
Services.doc
.
.
.
~
~~HILLS
MEMORANDUM
DATE:
February 15,2005
Agenda Item 2.C.
TO: Honorable Mayor and City Council
FROM: Murtuza Siddiqui, Finance Director/Treasurer",s.
SUBJECT: Assessment Policy Task Force (Refuse Hauling) - Update
BACKGROUND:
In 2003, the Assessment Policy Task Force was established. At the February 9, 2004 City
Council meeting, the Council appointed the following members to the Assessment Policy Task
Force.
Assessment Policv Task Force Members:
. Gerald Garski
. Bill Gillies
. Andy Holewa
. Raymond McGraw
. Charles Stoddard
. Jim Holden
. David Grant, council liaison
. Gregg Larson, council liaison (alternate)
. Murtuza Siddiqui, staffIiaison
The original purpose ofthe Assessment Policy Task Force was to review the existing
Assessment Policy and to study alternatives and forward its recommendation to the Council.
The Task Force completed its task and the Council adopted the 2004 Assessment Policy on
September 13, 2004.
As the Task Force was considering and evaluating various assessment methodologies and
options, they started to discuss what the city can do to preserve and prolong the life of the
existing streets to minimize the special assessment (cost) burden on the residents. It was
discussed that large vehicles, such as school buses and trucks can cause a considerable amount of
wear and tear on the roads. It was indicated that a number of neighborhoods are served by three
to four different refuse haulers. Often one hauler is in the neighborhood to serve only one or two
residences, thus driving through a number of streets to get to their destination and causing the
wear and tear on the city streets.
Memo
City Council
Assessment Policy Task Force - Refuse Hauler's Group
page 2
.
Since the Assessment Task Force worked on the assessment issues and subsequently revised the
Assessment Policy, it seems logical that they undertake the task of evaluating and assessing the
refuse hauler issues as their trucks make a significant impact on the streets.
The revised purpose and scope of the Task Force is as follows:
· To study the impact of heavy duty vehicles on the city streets.
· To review services provided by various haulers.
· To review their reputation and pricing structure.
· To consider contracting with a limited number of haulers to serve the entire city.
· To draft arecommendation to the Council, outlining its finding and a course of action.
DISCUSSION:
To date the Task Force has met three times to discuss the issue of what the City can do to reduce
the wear and tear on the streets. Since garbage trucks travel frequently through the city streets,
focus was placed on them. The Task Force moved forward with the assumption that since
garbage trucks are heavy vehicles, they cause wear and tear on the streets. Would the life of the
streets be prolonged if the number of trips or number of trucks is limited?
The Task Force has looked at a few cities that have either adopted the organized collection .
system or are considering the option as a solution to reduce the wear and tear on the city streets.
The city that was going through the final stages of this process was Falcon Heights, which
became the point of focus. The Task Force reviewed their report to learn the process they were
going through and the steps involved in the organized collection system. As part of reviewing
this report, the Task Force also looked at two studies that were referenced in the Falcon Heights
report. The Task Force has requested that the City Engineer make a presentation to the Task
Force that shows the impact heavy trucks make on the streets.
The Task Force meetings are attended by an attorney representing the garbage haulers, a
representative from a garbage hauling company, and a local resident to observe and listen in to
the discussions of the Task Force.
The Task Force will continue to look at options for preserving the streets. At this time they have
not arrived at any specific recommendations for the City Council.
One question the Task Force has raised for the City Council to consider is "If the City desires to
adopt "organized collection system", is the City Council willing to allocate staff time and other
resources to this effort on an on-going basis". If the response is no, the scope of "contracting
with a limited number of refuse haulers to serve the entire City", should be eliminated as part of
the purpose and scope.
RECOMMENDED ACTION:
.
The Task Force is seeking direction from the Council with regard to the question posed above.
.
.
.
~
~~HILLS
MEMORANDUM
DATE:
February 17,2005
Agenda Item 2.D
TO:
Mayor and Council
Michelle Wolfe, City Administrator
FROM:
Scott Clark, Community Development Director
SUBJECT:
TCAAP-EDC Policy
On February 15, 2005 the Economic Development Commission (EDC) completed its
review and unanimously agreed by resolution the submittal of a report to the City Council
entitled, "TCAAP Public Financing Policy Recommendations." Chair Bruce Kunkel will
be present at the City Council Work Session on February 22, 2005 to present the report
on behalf of the EDC.
The attached report contains an executive summary, policy statements and various
attachments that were used as part of their decision making process. If the Council has
any questions for the EDC/staff prior to the meeting, that may need research, please
submit them accordingly.
llEarthlPlanninglMisc FileslEDCledc work session 2 22 OS.doc