2019-01-07 Council Work Session PacketCITY OF MENDOTA HEIGHTS
CITY COUNCIL
WORK SESSION AGENDA
January 7, 2019
12:00 pm
Mendota Heights City Hall
1. Call to Order
2. Discussion
A. Village Mortgage Issue (City Attorney Andy Pratt)
B. Goals and Objectives for 2019-2020 (Facilitator Mark Nagel)
3. Adjourn
To: Mayor and City Council
From: Mark McNeill, City Administrator
Subject: Workshop Discussion—Village Mortgage
Date: January 7, 2019
Comment:
RMF Group, the management company at the Village at Mendota, has been undergoing court proceedings
to clear up ownership issues.
Several months ago, RMF contacted the City, regarding an outstanding mortgage which is owed to the
City which remains from the initial development. They feel that there is an escrow account remaining
from the original development which could be applied against that.
City Attorney Andy Pratt has been researching the issue. He has prepared a presentation, and will be
looking for some direction from you as to a possible resolution.
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Printed On: 6/4/2014 8:33 AM Page: 1 Interest Bearing Account Transaction Detail Report Processing Region: NATLAC - National Commercial Services Division (529) Office Name: 59 - Minneapolis-NCSD (1724) Office Address: 801 Nicollet Mall, Suite 1900, Minneapolis, MN 55402-2504 Office Phone/Fax: (612)305-2000 / (612)305-2001 File No.: NCS-62803-MPLS Officer: Cris Kallas Est. Settlement Date: Buyer: Village at Mendota Heights, LLC Property: Lots 1-3/5 Mendota Hts Town Center Settlement Date: 01/07/2004 Seller: City of Mendota Heights Mendota Heights, MN 55118 Disbursement Date: 01/07/2004 IBA Bank: First American Trust, FSB Beneficiary: City of Mendota Heights Account No.: 4207550751 IBA Status: Closed 5 First American Way Type: Business Entity IBA Seq. No.: 01 Current Balance: 0.00 Santa Ana, CA 92707 Role: Seller IBA Type: FAST Tiered Rate Total Interest Paid: 205.36 Routing No.: 122241255 IBA APY: 0.01 Transaction Totals by Transaction Type IBA Credits IBA Debits Open IBA Deposit 40,403.48 Partial Withdrawals -93,000.00 Additional Deposits 54,000.00 Close IBA Withdrawal* -1,608.84 Interest Paid Deposits 205.23 *All Deposits + Unpaid Accrued Interest Paid at Close 0.13 Unpaid Accrued Interest Paid at Close Total IBA Deposits 94,608.84 Total IBA Withdrawals -94,608.84 Transaction Transaction ID Doc. No. Amount New Balance Transaction Status Close IBA 0000249842 172459500 -1,608.71 0.00 Added 07-31-2013 04:09 AM USERID: juvelasquez Approved 07-31-2013 08:35 AM USERID: JTagessen Sent 07-31-2013 08:35 AM USERID: JTagessen Completed 07-31-2013 08:41 AM Interest Paid 0000245215 N/A 0.13 1,608.71 Received 07-01-2013 03:15 AM Interest Paid 0000240498 N/A 0.14 1,608.58 Received 06-03-2013 03:15 AM Interest Paid 0000235924 N/A 0.13 1,608.44 Received 05-01-2013 03:15 AM Interest Paid 0000231589 N/A 0.14 1,608.31 Received 04-01-2013 04:24 PM Interest Paid 0000227358 N/A 0.12 1,608.17 Received 03-01-2013 03:15 AM Interest Paid 0000223384 N/A 0.14 1,608.05 Received 02-01-2013 03:15 AM Interest Paid 0000219363 N/A 0.14 1,607.91 Received 01-02-2013 03:15 AM Interest Paid 0000214360 N/A 0.13 1,607.77 Received 12-03-2012 03:15 AM Interest Paid 0000209618 N/A 0.14 1,607.64 Received 11-01-2012 03:15 AM Interest Paid 0000204885 N/A 0.13 1,607.50 Received 10-01-2012 03:15 AM Interest Paid 0000200370 N/A 0.14 1,607.37 Received 09-04-2012 03:15 AM page 6
Interest Bearing Account Transaction Detail Report Processing Region: NATLAC - National Commercial Services Division (529) Office Name: 59 - Minneapolis-NCSD (1724) File No: NCS-62803-MPLS Printed On: 6/4/2014 8:33:00 AM Page: 2 Interest Paid 0000195688 N/A 0.14 1,607.23 Received 08-01-2012 03:15 AM Interest Paid 0000191171 N/A 0.13 1,607.09 Received 07-02-2012 03:15 AM Interest Paid 0000186216 N/A 0.14 1,606.96 Received 06-01-2012 03:15 AM Interest Paid 0000181409 N/A 0.13 1,606.82 Received 05-01-2012 03:15 AM Interest Paid 0000176842 N/A 0.14 1,606.69 Received 04-02-2012 03:15 AM Interest Paid 0000172301 N/A 0.13 1,606.55 Received 03-01-2012 03:15 AM Interest Paid 0000168018 N/A 0.14 1,606.42 Received 02-01-2012 03:15 AM Interest Paid 0000163343 N/A 0.14 1,606.28 Received 01-03-2012 03:15 AM Interest Paid 0000158107 N/A 0.13 1,606.14 Received 12-01-2011 03:15 AM Interest Paid 0000153217 N/A 0.14 1,606.01 Received 11-01-2011 03:15 AM Interest Paid 0000148332 N/A 0.16 1,605.87 Received 10-03-2011 02:01 AM Interest Paid 0000143264 N/A 0.20 1,605.71 Received 09-01-2011 02:02 AM Interest Paid 0000138074 N/A 0.20 1,605.51 Received 08-01-2011 02:01 AM Interest Paid 0000133096 N/A 0.20 1,605.31 Received 07-01-2011 02:01 AM Interest Paid 0000127869 N/A 0.20 1,605.11 Received 06-01-2011 02:09 AM Interest Paid 0000122146 N/A 0.20 1,604.91 Received 05-02-2011 02:00 AM Interest Paid 0000116885 N/A 0.20 1,604.71 Received 04-01-2011 02:02 AM Interest Paid 0000111529 N/A 0.18 1,604.51 Received 03-01-2011 02:03 AM Interest Paid 0000106503 N/A 0.20 1,604.33 Received 02-01-2011 02:02 AM Interest Paid 0000101326 N/A 0.20 1,604.13 Received 01-03-2011 02:02 AM Interest Paid 0000096048 N/A 0.20 1,603.93 Received 12-01-2010 02:02 AM Interest Paid 0000091345 N/A 0.20 1,603.73 Received 11-01-2010 02:02 AM Interest Paid 0000086605 N/A 0.20 1,603.53 Received 10-01-2010 02:03 AM Interest Paid 0000081738 N/A 0.22 1,603.33 Received 09-01-2010 02:02 AM page 7
Interest Bearing Account Transaction Detail Report Processing Region: NATLAC - National Commercial Services Division (529) Office Name: 59 - Minneapolis-NCSD (1724) File No: NCS-62803-MPLS Printed On: 6/4/2014 8:33:00 AM Page: 3 Interest Paid 0000076889 N/A 0.27 1,603.11 Received 08-02-2010 02:03 AM Interest Paid 0000071997 N/A 0.26 1,602.84 Received 07-01-2010 02:02 AM Interest Paid 0000067462 N/A 0.27 1,602.58 Received 06-01-2010 02:02 AM Interest Paid 0000063210 N/A 0.26 1,602.31 Received 05-03-2010 02:02 AM Interest Paid 0000058894 N/A 0.27 1,602.05 Received 04-01-2010 02:02 AM Interest Paid 0000054702 N/A 0.25 1,601.78 Received 03-01-2010 02:02 AM Interest Paid 0000050927 N/A 0.27 1,601.53 Received 02-01-2010 02:02 AM Interest Paid 0000047336 N/A 0.27 1,601.26 Received 01-04-2010 02:03 AM Interest Paid 0000040705 N/A 0.26 1,600.99 Received 12-01-2009 02:02 AM Interest Paid 0000036794 N/A 13.72 1,600.73 Received 11-02-2009 02:03 AM Partial Withdrawal 0000035941 5941552 -54,000.00 1,587.01 Added 10-30-2009 07:19 AM USERID: juvelasquez Approved 10-30-2009 07:27 AM USERID: alcole Sent 10-30-2009 07:27 AM USERID: alcole Completed 10-30-2009 07:29 AM Additional Deposit 0000034961 143 54,000.00 55,587.01 Added 10-09-2009 12:15 PM USERID: jfritz Approved 10-09-2009 12:42 PM USERID: ckallas Sent 10-09-2009 12:42 PM USERID: ckallas Completed 10-09-2009 12:45 PM Interest Paid 0000032865 N/A 0.26 1,587.01 Received 10-01-2009 02:02 AM Interest Paid 0000029403 N/A 6.68 1,586.75 Received 09-04-2009 03:22 PM Partial Withdrawal 0000027531 5940546 -39,000.00 1,580.07 Added 08-14-2009 11:30 AM USERID: juvelasquez Approved 08-14-2009 11:33 AM USERID: alcole Sent 08-14-2009 11:34 AM USERID: alcole Completed 08-14-2009 11:35 AM Interest Paid 0000025379 N/A 15.50 40,580.07 Received 08-03-2009 02:07 AM Interest Paid 0000021582 N/A 15.00 40,564.57 Received 07-01-2009 02:06 AM Interest Paid 0000018364 N/A 15.49 40,549.57 Received 06-10-2009 04:02 PM Interest Paid 0000013318 N/A 14.99 40,534.08 Received 05-01-2009 02:05 AM Interest Paid 0000009703 N/A 17.25 40,519.09 Received 04-01-2009 02:05 AM Interest Paid 0000001062 N/A 98.36 40,501.84 Received 03-21-2009 08:22 PM page 8
Interest Bearing Account Transaction Detail Report Processing Region: NATLAC - National Commercial Services Division (529) Office Name: 59 - Minneapolis-NCSD (1724) File No: NCS-62803-MPLS Printed On: 6/4/2014 8:33:00 AM Page: 4 Open IBA 0000001061 40,403.48 40,403.48 Added 03-21-2009 08:22 PM USERID: SU Approved 03-21-2009 08:22 PM USERID: SU Completed 03-21-2009 08:22 PM page 9
To: Mayor and City Council
Mendota Heights Staff
From: Mark Nagel, Facilitator
Subject: Preparation for Goals Setting Workshop
Date: January 7, 2019
Comment:
Thank you for the opportunity to return to facilitate a Goals Session for the City of Mendota
Heights on Monday, January 7th! The process is similar to the one we did in May, 2017 and is
designed to “set the table” for broad goals for the City for further, in depth discussion of “action
plans”.
The Agenda for the afternoon is as follows:
1. City Administrator – Set the Scene – Why are we here?
2. Facilitator – Explains the Process – Hybrid of Delphi, Nominal Group Technique and
Brainstorming
3. Assistant City Administrator/City Administrator – Review Progress on May, 2017 Goals
4. Move/Not Move May, 2017 Goals Remaining to 2019 List
5. 2 Rounds + of Brainstorming…perhaps more?
6. Consolidate goals, if necessary
7. Explanation of Priority Goal Assignment
8. Assign Priorities/Develop Grid of Results
9. Break
10. Return for Outcomes and Discussion
11. Next Steps – City Administrator/Facilitator
12. Final Comments
This session is just the start of what needs to be done…once there’s consensus on the goals, then
City Staff will develop “Action Plans” for the priority goals for further review and discussion by
Council. Of course, Strategic Planning encompasses 2 parts – Strategy Formulation and Strategy
Implementation, so both need to be in balance for the greatest chance of success.
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As a Professor, I, of course, need to give you all some homework! Let’s start by addressing the
definition of a Goal, since that is the point of this process – to set goals. Based on research, and
as you might expect, there are many different definitions, so I like to define it by saying what it
isn’t. Therefore, for the purposes of Mendota Heights, a goal is defined as a program/project that
hasn’t already been started, required by law, or previously approved by City Council.
So…your “Assignment” is to write down your list of 3 to 5 goals that you’d like to see
accomplished given the parameters noted above…and, bring it with you on Monday, January
7th. Your prior prep will make the brainstorming work go more smoothly.
As a reminder of who I am, I’ve attached a brief bio as an introduction to me.
Thanks…and looking forward to seeing you all again.
Mark Nagel
Facilitator
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MARK NAGEL
Mark Nagel is an Adjunct Business Professor at Normandale Community College,
Bloomington, MN, where he teaches courses in Human Resource Management, Small
Business Management and developed an award-winning skills-based Supervision course.
Mark is also an Adjunct Professor at Metropolitan State University, St. Paul, MN, where
he teaches Public Finance. He has also previously taught at the University of Minnesota,
Hamline University, and Anoka-Ramsey Community College.
Previously a City Manager for over 20 years, mainly with the City of Anoka, MN, he
currently heads MN Consulting, which focuses on strategic planning, organizational
development, and temporary management services for local governments.
Mr. Nagel holds a B.A.A.S. in Sociology from the University of Delaware, Newark, DE;
a Master’s in Public Administration from The Ohio State University, Columbus, Ohio; a
Master’s in Business Administration from the University of Saint Thomas, St. Paul, MN;
and a Certificate in Community College Teaching from the University of St. Thomas, St.
Paul, MN.
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Action Plan for
2017-2018 City Council Goals
Abbreviations:
CA—City Administrator ACA—Assistant City Administrator PC—Police Chief FC—Fire Chief PWD—Public Works Director
CDD—Community Development Director FD—Finance Director RC—Recreation Coordinator
Goal One: Recruit and Retain a Qualified Workforce
ACTION ITEM 1:
Recruitment and Hiring
BUDGET:
STAFF RESPONSIBLE TIMEFRAME
• Volunteer Coordinator position
o Create job description and assess options for filling CA/ACA/PC 11/2017
• GIS Assistant position a/k/a Natural Resources Technician
o Develop job description for a proposed full-time position CDD/PWD Complete
• Communications Coordinator position
o Create job description; consider joint position with potential Volunteer Coordinator ACA Complete
FINAL STATUS:
Volunteer Coordinator position is budgeted at 8 hours per week for FY 19. Volunteer Coordinator position in 2019 could be combined with another position.
GIS Position filled as a Natural Resources Technician position, as Council priorities changed to more support of the Natural Resources function. That full time
position was filled in September, 2018.
The Communications Coordinator was provided in FY 2018 at 16 hours per week. Position filled July, 2018.
ACTION ITEM 2:
Recruit, hire and retain/maintain qualified Police Officer personnel to full FTE compliment
BUDGET:
STAFF RESPONSIBLE TIMEFRAME
• Review McGrath Study and consider future staffing allocation models PC 9/2017
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FINAL STATUS:
Three police officer positions were filled by September, 2017. Two additional patrol positions started in January, 2018, the existing-CSO position was hired as
a FT Police Officer in July, 2018 and one police officer was hired and started in December, 2018. The filling of all vacancies will allow City greater flexibility
when scheduling for patrol.
Interviews held in Fall, 2018 to replace CSO; backgrounding was being done in December, 2018.
The Captain position which had been left vacant by Captain McCarthy’s promotion to Chief filled in April, 2018.
ACTION ITEM 3:
Provide incentives for health and wellness among employees
BUDGET:
$ TBD
STAFF RESPONSIBLE TIMEFRAME
• Develop wellness incentive program within the Police Department
o Consider extending to other city staff, if feasible ACA/PC 1/2018
FINAL STATUS:
Completion of Police Training room completed in December, 2018; had been delayed as a result of lower level remodeling.
Goal Two: Address City Facilities, Infrastructure and Equipment Needs
ACTION ITEM 4:
Complete a Facility Needs Assessment to determine future space needs and uses
BUDGET:
$ TBD
STAFF RESPONSIBLE TIMEFRAME
• Schedule presentation of Fire Department building study at future City Council Work Session FC Complete
• Consider and plan for long term space needs/uses for facilities
o Consider “campus” concept—City Hall, Police and Fire at one location
o Include community space, senior center
o Renovate parking lot and sidewalks, as appropriate
CA/PC/FC/RC Mid-2018
• Consider Council Chambers redesign for ADA compliance and efficient use of space CA/ACA 12/31/17
FINAL STATUS:
Awarded a contract for architectural design of an addition to, and remodeling of existing Fire Station building in January, 2018. It is expected that Council will
authorize this project to go to bid for this $7 million project in January, 2019.
Replaced sidewalks on lower level, and addressed worst of the sidewalk issues on upper level.
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A study of longer-term Police needs has been started.
ACTION ITEM 5:
Improve Building security at City Hall
BUDGET:
$10,000
STAFF RESPONSIBLE TIMEFRAME
• Complete installation of door access and panic button systems within identified building areas CA/ACA Complete
FINAL STATUS:
The city contracted with a local vendor to install a door access system for the City Hall. Card access readers were installed on external doors and certain
internal doors. Employees will migrate to key fobs early in 2019. Additionally, a new duress (panic) system was installed at the dais in Council Chambers and
at the city hall front desk.
ACTION ITEM 6:
Complete remediation of downstairs mold issues and Police Department remodel
BUDGET:
$338,275 (expended)
STAFF RESPONSIBLE TIMEFRAME
• Bid document before City Council for approval CA Complete
• Award contract at City Council Meeting CA Complete
• Work start date CA Complete
FINAL STATUS:
Remodeling of the lower level of City Hall (to accommodate office for Captain, revamped squad room area, and added kitchenette) completed in summer,
2018. Also remodeled the Elections storage area, and brought restrooms to code. Resolved water infiltration issues, and abated mold.
ACTION ITEM 7:
Upgrade audio-visual system in Council Chambers
BUDGET:
$ TBD
STAFF RESPONSIBLE TIMEFRAME
• Seek quote from vendor on a systems design which incorporates replacement technology for TVs,
projector, overhead camera, and possibly video cameras (Coordinate with NDC4) ACA 3/2018
FINAL STATUS:
No changes were made to the existing communications technology in the City Council Chambers. Staff requested a quote from NDC4 to provide changes
necessary to accommodate remote participation by Councilors to meetings, to be compliant with State law. We were informed that because of the
anticipated cost, the City would be charged for the analysis and the preparation of a quote. That was not pursued. Direction needed from the Council.
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ACTION ITEM 8:
Consider purchase of a street sweeper
BUDGET:
$200,000
STAFF RESPONSIBLE TIMEFRAME
• Present cost/benefit analysis of city-owned street sweeper PWD Complete
FINAL STATUS:
Pricing and current contract sweeping costs researched, and discussed with Council during budget review for FY 2017. The decision was made to retain
current practice of contract sweeping, as it is more cost-effective.
ACTION ITEM 9:
Establish a Rescue 10 Committee to plan for the replacement of equipment
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Determine replacement plan FC Dates Set
FINAL STATUS:
Previous L10 Committee disbanded in 2017. Acquisition of a Jaws of Life extraction tool, and Truck L10 are now recommended for purchase in 2021—
estimated cost of $800,000. A committee would be formed by the Fire Department in 2020 to prepare specifications.
Goal Three: Create an Agreed Upon Vision for Key Development/Redevelopment Areas in the City
ACTION ITEM 10:
Create short and long term visions for development/redevelopment areas within the city
BUDGET:
STAFF RESPONSIBLE TIMEFRAME
• City Council to discuss and examine ideas and options (e.g. The Village, Bourne Property)
o Solicit property owners and community input as appropriate
CDD/CA 3/2018
FINAL STATUS:
Village Lots: A Letter of Intent was signed with prospective developer for Village lots properties in 2017, but after a study of Dodd Road capacity and several
months of discussion, that development did not proceed to initial consideration by the Planning Commission. Much interest currently exists on the part of
several prospective developers; direction is needed from the City Council as to what are acceptable uses and scope of the 2.7 acre parcel.
Discussion was also held regarding this site and the Bourn property as part of the 2040 Comprehensive Plan update.
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ACTION ITEM 11:
Ready Bourne property for sale
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Work with local companies to identify next steps in the purchase/use of the property CDD TBD
• Develop contingency plan/alternatives for site CDD TBD
• Consider relocation of storage for public works materials and opportunities to cover costs of material
relocations PWD Prior to Sale
FINAL STATUS:
Bourn Property: In 2017, initial discussions were had with a landmark local business regarding this 14.7 acre parcel for a possible expansion/consolidation site
for their existing facility; however, they subsequently indicted that there was no interest on their part for this location. Other uses for the parcel were
explored, and discussed with Council in 12/2017, and 3/2018.
Progress was made on site preparation—a Phase 1 EAW was completed in 2017, indicating issues only relating to septic system removals, and clean up from
the existing storage of Public Works materials. In Fall, 2018, approximately 30,000 cu. yds. of clean fill dirt was moved in and compacted, which increased the
market value by several hundred thousand dollars.
Discussion and direction needed from Council as to expectations and possible marketing.
ACTION ITEM 12:
Examine appropriate uses of City incentives in support of Economic Development
BUDGET:
STAFF RESPONSIBLE TIMEFRAME
• Conduct business retention survey (utilize resources through DEED, Dakota County CDA) CDD 12/31/18
• Facilitate/support TIF redevelopment projects CDD As needed
FINAL STATUS:
Staff explored a joint Business Retention Survey with the Northern Dakota County Chamber of Commerce, but that did not proceed in 2017. In 2017, the City
entered into an agreement with the Dakota County CDA to offer small businesses assistance from the Dakota County “Open to Business” program, which
benefitted at least one local business.
In 2018, the City worked with Michael Development for a TIF District to clean up and redevelop the Larson Greenhouse, and Mendota Motel property.
Agreements approved. The construction of Phase 1 (Motel parcel) is underway, and TIF assistance for Phase 2 was approved in November, 2018.
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Goal Four: Enhance Parks and Recreation Services and Facilities
ACTION ITEM 13:
Create plan to bridge generational gap through community space/multigenerational facility
BUDGET:
STAFF RESPONSIBLE TIMEFRAME
• Include with Facility Needs Assessment under Action Item 4 CA 7/2018
FINAL STATUS:
Elected officials and staff met in a workshop with ISD 197, and City of WSP Representatives in early 2018 to explore a possible joint community center at Henry
Sibley HS. It was determined not to pursue.
ACTION ITEM 14:
Upgrade parks facilities-e.g. warming house, lights at Mendakota Park
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Review and update Trail Improvement Maintenance Plan PWD 7/2018
• Analyze tennis courts infrastructure and determine improvement needs and schedule PWD/RC 7/2018
• Analyze need for recreational lighting at Mendakota; complete cost/benefit analysis of lighting
installation.
RC/
P&R Commission 7/2018
FINAL STATUS:
Contract awarded in July, 2017 for the reconstruction of warming house at Friendly Hills Park, and hockey rink lighting; completed in 12/17.
Marie Tennis Court paved, striping completed in 5/18. Contract awarded to CNH architects for Wentworth Park Warming House in Fall, 2018. Trails updated in
the current CIP.
ACTION ITEM 15:
Designate/develop additional athletic/soccer fields
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Analyze current use including user data, demand for additional fields , costs and user charges (work with
MHAA)
RC/
P&R Commission Complete and ongoing
• Investigate joint usage with City of West St. Paul, ISD 197 City Council/CA/RC 12/31/17
• Investigate vacant properties for partnership with local non-profits City Council/CA/RC 7/2018
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FINAL STATUS:
Joint usage with WSP and ISD 197 did not yield additional partnership options. Much discussion was held regarding soccer, softball, lacrosse, and other active
use field options. Recreational software purchase approved in November, 2018, which may streamline reservation action.
In November, 2018, the Council also adopted a facility/field reservation/use policy, which includes fees for use. Revenues from those charges are to partially
offset the added cost of an additional parks maintenance worker, whose job in part with be to facilitate field changeovers and improve Saturday staffing.
ACTION ITEM 16:
Expand Community Engagement activities
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Inventory existing community engagement programs and activities CA/ACA/RC 9/2017
• Conduct a user survey to better understand community/resident needs (senior, youth) ACA/RC 10/2017
FINAL STATUS:
In October, 2018, the City contracted with POLCO, an “opt in” electronic instrument which will allow participants to “vote” for preferences and provide
feedback on specific issues. The City has also increased its use of Facebook, and is exploring other alternatives with the Communications Coordinator.
Goal Five: Address Natural Resource and Environmental Sustainability
ACTION ITEM 17:
Consider establishment of an Environmental Review Committee
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Determine Environment Review Committee mission and role
o Storm water treatment
o Invasive plants
o Preservation of existing resources
P&R Commission/
PWD/RC 3/2018
FINAL STATUS:
The establishment of a Natural Resources advisory group is a topic which has been explored during discussions of the 2040 Comprehensive Plan. Support
staffing could be done through the Public Works Director and the Natural Resources Technician positions. Exploration should be given to whether it starts as a
Committee (similar to the Traffic Safety Committee, which meets quarterly), or as a full-fledged Commission.
2019-2020 will likely see a request for an RFP for a Natural Resources Plan, which might be the first item to be reviewed for implementation by a Natural
Resources group.
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ACTION ITEM 18:
Continue pollinator friendly policies for public property
BUDGET:
No funding needed
STAFF RESPONSIBLE TIMEFRAME
• Educate the public regarding the benefits of pollinator friendly policies ACA/ with Master
Gardeners 12/31/18
FINAL STATUS:
Articles in on this topic appeared regularly in the Heights Highlights and Friday News. City-sponsored giveaways of plants were made at an August, 2017
demonstration at Victoria and Douglas event. The City hosted a volunteer event with Master Gardeners which provided for the replanting of the Par 3 rain
garden and clubhouse planting beds in Summer, 2018. The Master Gardeners assisted City staff in maintaining the Pollinator-friendly planting area on the
south side of City Hall as that project entered its second year.
ACTION ITEM 19:
Deal with Impending Emerald Ash Borer Infestation
BUDGET:
Annual Allocation
STAFF RESPONSIBLE TIMEFRAME
• Share information with the public regarding treatment on private lands ACA/PWD Complete and ongoing
• Provide appropriate levels of funding for treatment and eradication of publically-owned trees in FY18 and
FY 19 Budgets
City Council/
CA/PWD Complete
• Review and implement EAB management plan PWD Complete
FINAL STATUS:
Funding for EAB-related tree removal was provided in both the FY 18 and FY 19 budget. The City’s EAB policy was revised to allow staff treatment of trees
within the City parks. Areas around Ivy Hills Park were selected as a U of MN study for EAB treatment.
Approximately 60 trees on city-owned property (excluding boulevards) were treated in 2018. Staff continues to look into tree sale options, a gravel bed
nursery, and other tree-related activities.
The city contracted with Rainbow Treecare to provide a discounted EAB treatment to residents. An RFP for city-wide treatment will be issued in 2019.
Goal Six: Implement the 10 year budget plan based on Ehlers, Inc. work
ACTION ITEM 20:
Review Sanitary Utility Budget
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Review existing Inflow/Infiltration studies, and review funding sources for sewer maintenance PWD 12/2017
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FINAL STATUS:
The overall 10 year budget plan was adopted in 2015, and is in need of an updating prior to the City issuing bonds for the new fire station project. A proposal
from Ehlers to do that that will be forthcoming to the City Council in January or February, 2019.
Inspection of private sewer connections from sump pumps program was completed for a Phase 1 study in 2017. The relative lack of problems found caused
the shelving of the implementation of subsequent phases until further notice. Alternative solutions, such as sewer rate increases and a change of billing
format may be considered instead.
The Metropolitan Council rate increase for the City is 1.4% for 2019. The recommended sanitary sewer rates for 2019 will be forthcoming to the Council prior
to the first quarterly billing.
ACTION ITEM 21:
Review Storm Water Utility Budget
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Review storm water utility funding rate PWD 12/2017
• Update storm water CIP including pond maintenance PWD 7/2018
FINAL STATUS:
Utility billing rates were reviewed after completion of Surface Water Management Plan. 2019 Storm Sewer rates will be brought before the Council for
consideration prior to the first quarterly billing.
ACTION ITEM 22:
Consolidate CIPs into one document
BUDGET:
NA
STAFF RESPONSIBLE TIMEFRAME
• Create infrastructure CIP including Streets, Sanitary, Storm, Trails, Ponds PWD COMPLETED
FINAL STATUS:
A draft of the combined CIP was completed in December, 2018, and will be used for the FY 2000--2025 CIP later in 2019.
Goal Seven: Establish Comprehensive Communications Strategy
ACTION ITEM 23:
Audit City Communications efforts and tools for effectiveness and outcomes
BUDGET:
N/A
STAFF RESPONSIBLE TIMEFRAME
• Inventory City communications pieces and tools ACA/CA/PC 3/2018
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• Develop Communications Plan for traditional and social media ACA/CA/PC 3/2018
FINAL STATUS:
The Communications Coordinator position was filled in July, 2018. Since then, she has taken over the Friday News, Heights Highlights, and is coordinating the
City’s social media.
The City, Police Department, and Parks and Recreation have each created a separate Facebook pages. All pages have been well received and are used to post
timely information. All three cross-link postings to the others.
The Police Department posted its annual report to website in March, 2018, and in December, 2018 launched Twitter.
ACTION ITEM 24:
Improve timing of communications between staff and City Council regarding financial information
BUDGET:
N/A
STAFF RESPONSIBLE TIMEFRAME
• Develop and implement quarterly and monthly schedule of information FD Ongoing
FINAL STATUS:
Staff redesigned the Finance Department’s webpage on the City’s website to include financial information and reports. The site now contains links to financial
documents including 2019 Budget Information, the CIP, Annual Audit, and prior year’s budgets and quarterly reports. Documents are refreshed on the
webpage after approval.
ACTION ITEM 25:
Complete website redesign and content revisions
BUDGET:
$15,000
STAFF RESPONSIBLE TIMEFRAME
• Edit and/or rewrite site content incorporating new ideas (linked with online applications and forms, e-
commerce and handouts action item) dependent on fiber availability ACA Complete and ongoing
FINAL STATUS:
The redesigned City website was rolled out in May, 2018. The Communications Coordinator and ACA keep the website updated, and frequently post website
updates to social media. Staff continues to create and revise site information, layout and content.
page 22
ACTION ITEM 26:
Connect to Dakota County Fiber Ring
BUDGET:
$120,000 +/-
STAFF RESPONSIBLE TIMEFRAME
• Continue to work with LOGIS and Dakota County on fiber connections to the Fire Department, Public
Works, and City Hall buildings—determine timing of installation, project management and financing CA/ACA Complete
FINAL STATUS:
The City completed its connection to the Dakota County I-Net fiber ring in December, 2017 with the installation of conduit and fiber. The City continues to
work with Dakota County and the City of West St. Paul to complete a small County gap project at the Northern Services Center (NSC). LOGIS as network
engineer/operator for the DBB is managing this last connection. The final connection at the NSC is expected to be completed in January, 2019.
In conjunction with the connection, the City joined the Dakota Broadband Board (DBB) as a participating member city. As a member of the JPA, the City’s fiber
assets will be operated and managed by the DBB consortium. The City’s ACA has been heavily involved.
ACTION ITEM 27:
Enhance customer service and communication to residents and consumers
BUDGET:
$TBD
STAFF RESPONSIBLE TIMEFRAME
• Research and determine appropriate city use of e-commerce options and other payment methods FD/ACA 3/2018
• Upgrade online city applications and forms for accuracy and ease of use by residents/consumers All Department Heads 3/2018
• Update various handouts (Community Development & Engineering) and increase accessibility of
handouts CDD/PWD 3/2018
• Research signage that informs of potential development/redevelopment of a site (communications tool
consideration) CDD 9/2017
FINAL STATUS:
First two steps above are dependent upon connection to fiber optic, which is expected in January, 2019.
In November, 2018, the Council approved the purchase of new recreation software which facilitate the automated rental of park shelters, fields, and special
events. These registration applications will be for all recreation programs, and will include up-to-date liability policies and information. Planning and Building
Inspection are updating their website pages which contain handouts.
page 23
Goal Eight: Conduct Dodd Road Traffic Analysis
ACTION ITEM 28:
Work with MNDOT to improve traffic flow and reduce congestion on Dodd Road
BUDGET:
$28,850
STAFF RESPONSIBLE TIMEFRAME
• Review impact of area developments (i.e. Village lots, Vikings development) PWD/CDD 12/31/17
• Seek improvements to current traffic movement issues (review Village traffic study, investigate
roundabouts, etc. with MNDOT). Determine funding options. PWD/CDD 8/2018
FINAL STATUS:
The contract to perform a traffic study for Dodd Road was awarded to KLJ in 9/17. The final report was presented to Council in February, 2018. The document
established base traffic volumes, which will be used for comparisons when figuring future Average Daily Traffic counts. The information is also being used to
help determine future improvements, and will be valuable in discussions with MNDOT, County and neighboring jurisdictions for traffic improvements.
page 24
2017-18 Goals Summary
1. Recruit and Retain a Qualified Workforce
• Recruitment and hiring
• Recruit and hire related to Police
• Address Health and Wellness issues
2. Address City Facilities, Infrastructure, and Equipment Needs
• Complete a facilities needs assessmentCH, Fire, Police, Community
space, senior center
• Improve CH security
• Deal with Mold issues and Police Remodeling
• City Council Chambers AV
• Public Works and Fire Equipment
3. Create an Agreed Upon Vision for Development/Redevelopment Areas
in the City
• Short and Long term redevelopment/development
• Ready Bourn Property for sale
• Look at ED Economic Incentives
4. Enhance Parks and Recreation Services and Facilities
• Create Plan to enhance community space and multigenerational needs
• Upgrade parks facilitieslighting, warming houses
• Create additional athletic/soccer fields
• Expand Community activities opportunities
5. Address Natural Resource and Environmental Sustainability
• Consider creation of Environmental Review Committee
• Continue pollinator friendly activities
• Prepare for EAB issues
6. Implement the 10 year Budget Plan Based on Ehlers Work
• Review Sanitary and storm water sewer budgets
• Consolidate CIPs into one budget
7. Establish a Comprehensive Communications Strategy
• Audit Existing tools (social media, traditional) for effectiveness
• Improve existing communications regarding financial status
• Complete website redesign
• Connect to Dakota County Fiber Ring
• Enhance customer service (on-line and traditional information)
8. Conduct Dodd Road Traffic Analysis
• Work with MNDOT to review Dodd Road issues