2013-01-24 Council Workshop Goal SettingCITY OF MENDOTA HEIGHTS
CITY COUNCIL GOALSETTING
WORKSHOP AGENDA
January 24, 2013 — 1:00 p.m.
Mendota Heights City Hall
1. Call to Order
2. Introduction of Items / Workshop Process Discussion
3. Public Safety
a. Social Host Ordinance
b. Tobacco Ordinance Update
c. Address Needs for New Fire Truck
d. Pedestrian Crossing at Highway 110 and Delaware
e. Streetlights at Major Intersections
f. Delaware Parking Restrictions North of Dodd Road
g. Cell Tower Coverage
4. Public Works
a. Master Plan for Ponds and Wetlands
b. Emerald Ash Borer Monitoring
c. Ownership Status of Water System
d. Excess Right -of -Way Vacation
e. Organized Collection
f. Street Project Financing
5. Planning
a. Re- Evaluation of Garage Door Zoning Code
b. Re- Evaluation of Sign Code
c. Streamlining of Application / Permitting Processes
d. Independent Senior Living Options
e. Update on August Shores II Development
6. Parks and Recreation
a. Lights at Mendakota Fields
b. MHAA City Liaison / Sibley Field Utilization
c. Public Outdoor Art
d. Trail Improvements
e. Playground Updates
f. Halloween Bonfire Update
g. Expanded Park and Recreation Offerings
7. Finance
a. Formalize Consultant Selection and Retention Process
b. Lower Taxes / Budget Direction
c. Compensation Study
d. Addressing Foreclosed Homes
e. Economic Development Opportunities
8. Organizational
a. Community Visioning / Citizen Survey
b. City Council Workshops
c. Welcome Wagon Package for New Homeowners
d. Better Educated Citizenry
e. Spring Clean -Up / Habitat for Humanity Partnership
f. Liaison Between City and ISD 197 / Mendota / Lilydale
g. City Council / Commission Joint Meetings
h. Electronic Packets / !Pad Use
9. Adjourn
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: 2013 Goal Setting Workshop
BACKGROUND
pg 3
1101 Victoria Curve I Mendota Heights, MN 55'
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
2.
Each year the city council meets to discuss items that you wish to focus on for the coming year.
The ideas that are agreed upon at this workshop are compiled into a final document that is
approved at a future city council meeting.
Over the past year staff has kept a list of topics that have arisen and /or were mentioned by
council as something to be addressed in the goal setting workshop. In addition, councilmembers
were asked to submit ideas to place on the list of items that the entire council would consider.
Finally, staff had included items that we feel should be considered by the council.
This year's items fall into five categories, as indicated in the agenda structure preceding this
memo:
• Public Safety
• Public Works
• Planning
• Parks and Recreation
• Finance
• Organizational
In the past, the "city goals" have been more like a set of projects or action items that the city
council would like to see implemented. Staff is recommending that this year the council
consider identifying goal statements (draft suggestions below) and then the list of items agreed
upon by the city council would become action items to achieve those goals. Taking the list of
items pending before the council, an example in the finance area could look like:
Goal: Conservatively manage the city's finances to establish a robust tax base while
providing for the long -term financial stability of the city.
2013 Action Steps:
• Pursue economic development opportunities
• Formalize professional service (consultant) selection processes
• Address foreclosed homes
• Lower taxes /establish 2014 budget direction
• Complete employee compensation study
pg 4
Simply to get the discussion started, staff developed these ideas for goal statements as they relate
to the other action item categories. Ideally these should be driven by the city council, but these
may help the council start thinking in these terms:
Public Safety Goal: Provide for the safety of our residents, businesses, and visitors by
maintaining well- trained and responsive police and fire departments.
Public Works Goal: Preserve, protect, maintain and enhance the city's infrastructure, natural
and physical assets in a cost effective manner by utilizing best practices and responding to the
needs of the community.
Planning Goal: Recognize and preserve the beauty and uniqueness of Mendota Heights by
proactively planning for future development while protecting the successful groundwork
provided by past decisions.
Parks and Recreation Goal: Provide for high quality, yet accessible, parks and recreation
amenities and programs while partnering with local schools, athletic associations, and other
outside groups.
This process can be more fully discussed during the "Community Visioning /Citizen Survey"
agenda item.
BUDGET IMPACT
N/A
RECOMMENDATION
On each item presented, staff would appreciate clear direction from the council on desired
outcomes. It would also be beneficial if the council could identify if the issues rise to the level of
establishing them as an official council goal, or simply an item that should stay on the list of
items for staff to address when, and if, the appropriate opportunity arises.
CITY OF
MENDDTA HEIGHTS
pg 5
1101 Victoria Curve I Mendota Heights, MN 5!
651.452.1850 phone 651.452.8940 fax
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Mike Aschenbrener, Chief of Police
SUBJECT: Social Host Ordinance
Initiated by: Council (holdover from 2012)
BACKGROUND
This goal is a carry -over from 2012's goal setting session.
3a.
The following information was provided in 2012:
In September of 2007, an underage young man froze to death on a sidewalk in the City of
Chaska after consuming too much alcohol at a private home. Since that time it has
become common place for cities and counties to enact ordinances, commonly named
"social host" ordinances, which govern behavior of the residents as it relates to alcohol
and underage persons on private property.
Minnesota State Statutes (MSS) heavily regulate alcohol sales and consumption. These
regulations generally do not apply to what occurs in the privacy of the home.
MHPD has not had significant issues regarding social host offenses in private residences,
and those that do occur are typically resolved after a single offense. However, during the
summer of 2011, we did experience problems with a residence where underage parties
were a weekly occurrence until officers were invited into the home, witnessed the
incident and found the parents were sleeping upstairs.
The officers sought to provide relief to the neighbors who had to deal with the noise and
other issues related to the frequent parties. We consulted with our city prosecutor and
found there were no applicable laws to stop the problem. Ultimately, one of the parties
got out of control and multiple citations were issued, which ultimately resolved the
problem. For incidents like this, a social host ordinance would have allowed the city to
apply pressure to the homeowner before the neighbors had to suffer all summer long.
pg 6
It is likely this would be a rarely used enforcement option; however, a social ordinance
would encompass the following:
• Social host ordinances in general govern underage possession and consumption of
alcohol on private property.
• They hold the property owner responsible for the actions that occur on their
property, whether present or not, whether knowing or unknowing of the activity.
• Violations are a misdemeanor offense up to 90 days in jail and /or up to a $1000
fine.
There are two options for adopting a social host ordinance:
1. The city adopts and prosecutes its own ordinance, or
2. The city adopts the county ordinance agreeing to have the county attorney
prosecute violations.
In 2012 several meetings were facilitated between prosecuting attorneys for Mendota Heights,
Mendota and Lilydale. There was lengthy discussion about the ramifications of each potential
variation of the proposed new ordinances. There were only minor differences left to resolve after
the last discussion.
Since the previous information was provided, the 2012 Minnesota State Legislature discussed at
length the potential to enact a statute governing the majority of the offenses covered by a
potential new ordinance. This ordinance could be ready for presentation to the three city
councils shortly after the 2013 legislature adjourns.
BUDGET IMPACT
The budget impact would depend on the number of violations that fall under the new ordinance.
RECOMMENDATION
If council wishes to proceed, staff would bring a draft ordinance back to the city council for
consideration at a future city council meeting.
nLil
CITY OF
MENDOTA HEIGHTS
1101 Victoria Curve I Mendota Heights, MN
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Mike Aschenbrener, Chief of Police
SUBJECT: Tobacco Ordinance Update
Initiated by: Staff
BACKGROUND
pg 7
3b.
At the October 2012 Dakota County Chiefs of Police meeting a presenter from the Ramsey
Tobacco Coalition presented two topics; 1) new products designed and marketed to younger
audiences and 2) smoking or hookah use.
Generally the new products are not covered by our current ordinance. The hookah is a social
smoking device and without regulation at the local level the city would be without a tool to
prevent a social club designed around its use from setting up shop in the city.
BUDGET IMPACT
The League of Minnesota Cities has already reviewed and prepared a model ordinance that could
be used as template for an ordinance. Impact to the budget would be minimal.
RECOMMENDATION
If council wishes to proceed, staff would bring a draft ordinance back to the council for review at
a future meeting.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: John Maczko, Fire Chief
SUBJECT: Replacement of Fire Engine
Initiated by: Councilmember Petschel
BACKGROUND
1101 Victoria Curve I Mendota Heights, MN 55
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
pg 8
3c.
The fire department has an actively maintained capital replacement plan for all of its equipment.
Currently the department had been budgeting for the replacement of its 1978 Engine in 2014.
The current truck is equipped with a 55' elevated 1000 gallon master stream aerial device, 1250
gpm pump and 500 gallons of water. In October of 2012 while returning from an emergency call
the engine blew up. In working with City mechanic Cliff Kirschner and Interstate Diesel it was
determined that a repair of the engine may exceed $25,000.
In evaluating the options it was determined that based on the experience of replacing our last
engine that the repair value would far exceed the trade -in value of the truck by as much as
$10,000. It was decided not to repair the truck but to expedite the specification process for a
replacement truck.
It is important that the truck be replaced for a number of reasons but the most important is to
maintain our ISO rating. The Insurance Services Organization rates our community based on
fire risk and this rating directly relates to fire insurance premiums our residents and businesses
pay annually. For a city our size the risk agency has determined the city needs to maintain a
pumping capacity of 3000 gpm. Currently we have a 2009 Engine with 1500gpm capacity and a
Ladder/Engine with 1500gpm capacity and no reserve since our current engine is down.
The department's capital replacement plan calls for replacing a major piece of equipment every 5
years. This schedule rotates trucks out of service at 25 years of age. The truck chassis being
replaced is 35 years old and beyond it useful life. This equipment is first line emergency
equipment and needs to operate reliably at all times.
The department has had a truck committee working on determining department needs and
developing specifications since November 2012. The committee is wrapping up its work and the
hope is to have specifications completed and a request to go to bid to council by no later than the
February 19, 2013 council meeting. Once the bid is awarded delivery is 10 to 12 months away
making delivery in early 2014. We would be looking to the successful bidder to assisibgi9
providing a loaner truck until delivery.
Currently the committee is proposing that the existing 55' master stream device be rehabbed and
installed on a new 2013 chassis and body with 1500 gpm pump and 500 gallon tank similar to
our 2009 engine. This combination aides in standardization and training and gives the
department maximum flexibility in providing fire protection service and should serve the city for
25 years to come.
BUDGET IMPACT
The requested budget for the project is $550,000 and could be funded from cash reserves or
through the sale of equipment certificates. Because of the favorable interest rates in 2009
council decided to borrow the money for the last truck.
RECOMMENDATION
Staff recommends following the above stated schedule unless other direction is received from the
city council.
CITY OF
MENDOTA HEIGHTS
1101 Victoria Curve I Mendota Heights, MN 5
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT:
Pedestrian Crossing at Delaware Avenue and Highway 110
Initiated by: Councilmember Duggan
pg 10
3d.
BACKGROUND
The safety of pedestrians crossing Highway 110 at Delaware Avenue has been a concern of the
Mendota Heights City Council for several years. There have been a number of vehicular
accidents at this intersection over the past several years, but no documented pedestrian accidents
or incidents for the past 20+ years. Additionally, although there are pedestrian facilities north of
Highway 110 at the northeast and northwest quadrants with Delaware Avenue (the North Urban
Regional Trail), there are no pedestrian facilities south of Highway 110 at the Delaware Avenue
intersection.
Recently, the City of Mendota Heights received a Transportation Enhancement (TE) grant from
the Metropolitan Council to improve the pedestrian crossing at Highway 149 (Dodd Road) and
Highway 110. If Council wanted to pursue a similar project for the Delaware Avenue, the City
would follow the same process as it did for the Dodd Road pedestrian crossing. Alternatively,
the City could petition the County and MnDOT via resolution to include such an improvement in
their plans and at their cost.
BUDGET IMPACT
Budget impacts for this activity will depend on the direction Council wishes to pursue. If the
same process is followed for Delaware that was followed for Dodd Road, the following costs
should be anticipated (contracted costs — do not include staff time):
Feasibility Report - $17,000.00
TE Grant Application - $4,000.00
Intersection Design - $90,000.00
Construction Cost Match - $45,000.00
RECOMMENDATION
If Council wishes to pursue pedestrian improvements at Delaware Avenue and Highway 110,
staff recommends pursuing the avenue of petition to the County and MnDOT rather than the TE
grant process. If Council wishes to implement the staff recommendation, a resolution will be
brought to Council for approval at a future date.
0 * CITY OF
!i'IJ MENDDTA HEIGHTS
pg 11
1101 Victoria Curve I Mendota Heights, MN
651.452.1850 phone 651.452.8940 fax
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT: Streetlights at Major Intersections
Initiated by: Councilmember Duggan
3e.
BACKGROUND
The City of Mendota Heights owns and operates very few street lights. Our industrial park has
street lights that are funded through a special tax district for streetlights. Other streetlights are
funded through the property tax levy and budgeted for under the streets division budget. The
City currently spends close to $17,000 per year on the streetlights we currently have. These
lights were installed by Xcel Energy (f.k.a. Northern States Power), and Xcel is responsible for
the maintenance of these lights. Electricity consumed and maintenance charges are included in
our monthly bill from Xcel.
Depending on the location of any new streetlights and the utilities present at the desired location,
a streetlight installation by Xcel Energy can be as low as a $10.00 per month increase to the
City's electrical bill (or $120.00 per year). Installation of poles, transformers, or the installation
of additional electrical line to reach the light location will be done at additional costs to the City.
BUDGET IMPACT
Adding more streetlights would increase the City's payable amount to Xcel Energy and
consequently the budgeted amount for the streetlight line item under the street division budget.
RECOMMENDATION
If Council wishes to add more streetlights to City streets at major intersection, staff recommends
Council identify a prioritized list of intersections where streetlights are desired for staff to
execute.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Mike Aschenbrener, Chief of Police
SUBJECT: Parking on Delaware north of Dodd Road
Initiated by: Councilmember Duggan
BACKGROUND
1101 Victoria Curve 1 Mendota Heights, MN
651.452.1850 phone 1 651.452.8940 fax
www.mendota- heights.com
pg 12
In 2005 and 2006 the City Council worked through the issues around on- street parking as it related to a
number of topics.
The police department recommended no on- street parking year round. The logic behind this is quite
simple; when there is something going on or there is someone who does not belong in a neighborhood at
night they become more visible. To see the impact of this would simply require council to drive in to
neighboring communities at night and compare what they see on the streets and determine which
community model they prefer.
The City Council considered a permit parking model which would have required an increase in staff for
permitting and for parking enforcement. This model could be self - sustaining but would likely generate
far more problems than solutions.
The City Council reached a compromise which was to ensure that in the winter, staff utilized the long
adopted snow emergency procedure with more regularity and adopted the 2:00 am to 6:00 am ordinance.
Any change in this ordinance would result in multiple "me too" requests for exemptions.
From time to time the city receives requests for on- street parking off - street parking options mostly in
situations where it is inconvenient to park off street. Any change to this practice would require an
ordinance amendment.
BUDGET IMPACT
N/A
RECOMMENDATION
If council wishes to proceed, staff would bring a proposal back to the city council for further discussion.
0 m n CITY OF
MENDOTA HEIGHTS
pg 13
1101 Victoria Curve 1 Mendota Heights, MN --
651.452.1850 phone 1 651.452.8940 fa
www.mendota- heights.com
3g.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Addressing Cell Tower Coverage, Especially for 2nd Avenue Area
Initiated by: Councilmember Duggan
BACKGROUND
There are currently six locations for cellular antennas in Mendota Heights:
• Mendota Heights Water Tower, a shared site
• Tower at Northland Drive and Hwy 55, a shared site
• Tower at Hwy 13 and Lilydale Rd, a shared site
• Rooftop antenna at Eagle Ridge Condominiums, a single carrier site
• Rooftop antenna at Henry Sibley High School, a single carrier site
• Rooftop antenna at Mendota Elementary School, a single carrier site
• Antenna inside the clock tower at The Village, a single carrier site
Each provider evaluates their own customer needs and coverage area. The city allows cellular
antenna towers and /or rooftop installations by conditional use permit. The city approved the
request for rooftop antennas at Eagle Ridge 2007, but has not received a request to install a new
cell tower since 2006. In the fall of 2006, the council denied requests to place cell towers at City
Hall and at Wentworth Park.
BUDGET IMPACT
None
RECOMMENDATION
No action necessary, staff looks forward to feedback and /or direction the city council may have
on this topic.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
pg 14
1101 Victoria Curve I Mendota Heights, MN
651.452.1850 phone 651.452.8940 fa.
www.mendota- heights.com
4a.
TO: Mayor, City Council, and City Administrator
FROM:
SUBJECT:
John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
Master Plan for Ponds and Wetlands
Initiated by: Councilmembers Petschel and Duggan
BACKGROUND
The City of Mendota Heights has 98 storm water management water bodies (ponds). The
principal purpose of these ponds is to remove sediment and pollutants from storm water runoff
prior to the runoff making it to the Minnesota or Mississippi Rivers. Most of these ponds were
developed as the City itself developed. Developers often routed storm water runoff to pre-
existing wetlands (a practice no longer allowed). As a result, these ponds were not designed to
treat storm water; rather they were designed as an aesthetic feature to the subdivision
development. Newer ponds (post 1997) were designed specifically for storm water treatment.
Regardless of type or installation date, most of the ponds in the City have never been assessed
for current functionality. In 2011, City Council approved the assessment of three storm water
treatment ponds by a consultant. Copperfield Pond and Burrows Pond (pre- existing wetlands)
along with Park Place Pond (man -made with the Park Place development) were assessed for their
ability to treat storm water runoff The following "grades" were given to the three ponds:
Copperfield Pond: B (functioning reasonably well, dredging needed at inlets)
Burrows Pond: B- (functioning, but sediment filling pond, dredging needed at inlets)
Park Place Pond: C to C- (treating to minimum standard, sediment and debris filling
pond, whole pond dredging needed)
City staff has been working on 5 -year infrastructure improvement plans for the past two years,
having completed the Street Improvement Plan (SIP), Sanitary Sewer Improvement and
Maintenance Plan (SSIMP), and having drafted the Trails Improvement and Management Plan
(TIMP). The next component of City infrastructure to have a management plan developed is the
storm sewer utility. With 71 miles of City streets, most of which with storm sewer already
installed, and 98 treatment ponds, the storm sewer system (including treatment ponds) is an
extensive part of the City's infrastructure.
In addition, the Minnesota Pollution Control Agency (MPCA) is re- issuing the Municipal
Separated Sanitary and Storm Sewer (MS4) permit for all municipalities in the Metro Area. This
new permit will require, at a minimum, an inventory and functionality assessment for all storm
water treatment facilities in the City. The management of the city's storm water treatment ponds
will be mandated by the MS4 permit in the very near future.
pg 15
If City Staff is authorized to proceed with a storm sewer utility master plan, let's call it the
Surface Water Assessment and Management Plan (SWAMP), the scope of such a plan will need
to be decided, as will potential funding sources.
BUDGET IMPACT
Budget impacts are dependent upon the scope of any type of long range management plan
directed by Council. Future budget impacts are likely to affect the storm sewer utility fees
charged as part of the quarterly sewer billing.
RECOMMENDATION
If council wishes to proceed with the SWAMP, staff would bring plan scoping options and
potential funding sources back to Council for consideration and review. Staff further
recommends this topic be discussed further at a future work session once the new MS4 permit is
issued.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
1101 Victoria Curve I Mendota Heights, MN 5
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
TO: Mayor, City Council, and City Administrator
FROM:
SUBJECT:
John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
Emerald Ash Borer Management
Initiated by: Councilmember Petschel
pg 16
4b.
BACKGROUND
Minnesota has the third largest population of ash trees in the country. In urban areas, the ash tree
became the predominant "replacement" tree when trees were lost due to Dutch elm disease.
Emerald ash borer (EAB) was discovered in St. Paul in the spring of 2009. Since our native ash
trees do not have any inherent defenses against EAB, all species of ash trees in Minnesota,
whether healthy or not, are susceptible to destructive attacks. EAB has killed millions of ash
trees in an already affected area of 14 mid - eastern states and portions of southern Canada.
In 2012, the EAB was discovered to have infested the Fort Snelling Golf Course. This is the
closest documented location of the EAB to Mendota Heights. The Minnesota Department of
Natural Resources (DNR) conducted an extensive survey of the Dakota County side of the
Minnesota River after the EAB was discovered at Fort Snelling and found no evidence of the
EAB on our side of the river. According to the DNR, there are no documented cases of the EAB
in Dakota County, yet. The DNR has a wealth of information available to the public about the
EAB at their web page (http: / /www.dnr. state. mn. us / invasives/ terrestrialanimals /eab /index.html).
City staff has been referring residents to this web page when we receive inquiries about the EAB.
The most impactful issue to municipalities from the EAB is the loss of boulevard and park land
trees. The City of Mendota Heights does not have many boulevard areas, and if the EAB does
migrate into the City, staff would replace infected ash trees as they are impacted.
BUDGET IMPACT
Budget impacts are dependent upon the scope level of involvement of an EAB program at the
City. A proactive EAB program for City owned ash trees can cost several thousand dollars per
tree per year, while removal and replacement of a tree is a more predictable cost of $2,500.00
each.
RECOMMENDATION
If council wishes to proceed with a formalized EAB program, staff would bring a process and
policy statement back to the city council for review and further discussion.
nLil
CITY OF
MENDOTA HEIGHTS
pg 17
1101 Victoria Curve I Mendota Heights, MN 5!
651.452.1850 phone 651.452.8940 fax
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT:
Water System Ownership Status
Initiated by: Councilmember Petschel, Staff
4c.
BACKGROUND
In November of 1995 the City of Mendota Heights entered into an agreement with Saint Paul
Regional Water Service (SPRWS) for the maintenance and operations of the City's water
distribution system. The agreement expires in November of 2015. Negotiations for the renewal
of this agreement will begin in 2013.
The Mendota Heights water system is unique among municipalities served by SPRWS. We are
the only community that retains ownership of the system, but has SPRWS supply the water and
complete all billing services. Most other suburbs that utilize SPRWS for their water service have
SPRWS own and operate the water system independent of the City. The notable exception to
this is the City of Roseville who owns their own system, but buys the water supply form SPRWS
and runs their own billing to their customers. Under Roseville's agreement, the City is
responsible for all maintenance and repair activities associated with the water system.
The existing agreement places routine maintenance and water main replacement activity as the
responsibility of the City of Mendota Heights, and emergency repairs are the responsibility of
SPRWS. To cover the costs of emergency services, SPRWS charges a 20% surcharge to the
base fee and consumption charges to all water customers in Mendota Heights. To cover the
routine maintenance and water main replacement costs, the City of Mendota Heights charges a
10% surcharge to all water customers.
The City has three courses of action it could pursue as part of the new water service agreement
with SPRWS:
1. Status Quo — The new agreement would be essentially the same as the existing
agreement, but surcharge rates may need to be adjusted.
2. SPRWS Ownership — The City could negotiate to transfer ownership of the water
distribution system to SPRWS. Surcharges to customers would likely go away under this
scenario and SPRWS would have complete maintenance responsibility for the system.
3. MH Ownership and Billing — The City could take on the total maintenance responsibility
for the water system and complete all billings to customers, "buying" the water from
SPRWS (Roseville's system).
BUDGET IMPACT pg 18
Budget impacts associated with the water system agreement with SPRWS will depend upon the
terms and conditions of the new agreement. Adjustments in the surcharges may be necessary to
adequately cover costs of the negotiated agreement.
RECOMMENDATION
The City will need to negotiate and agree to an arrangement with SPRWS by November 2015.
Staff recommends Council weight the alternatives and set a desired goal for the future of our
water distribution system. This item will likely need to be discussed in a series of future work
sessions dedicated to this topic.
CITY OF
MENDOTA HEIGHTS
1101 Victoria Curve I Mendota Heights, N.
651.452.1850 phone 651.452.8940 fi .
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT: Undeveloped Rights -of -Way
Initiated by: Staff
pg 19
4d.
BACKGROUND
As it was developed over the past 50 -plus years, the City of Mendota Heights has come to own a
number of pieces of land throughout the City. A number of undeveloped, City -owned rights -of-
way throughout the City were dedicated as part of subdivision plats, but never developed. In
some cases, portions of these rights -of -way have already been vacated as part of subsequent
development and re- development.
Each year, public works staff expends time and money on the maintenance of these areas. In
several instances, trees growing in the narrow right -of -way areas overhang onto private property,
and create liability for the City should branches fall during storms. The maintenance of these
trees, as well as obstruction removal, turf mowing, invasive species (buckthorn) removal, and
drainage maintenance take time and resources away from other public works activities such as
street repair, utility maintenance, and park maintenance.
In anticipation of tightening City budgets in the coming years, staff would like to take a
systematic approach to reviewing these rights -of -way for potential vacation by the City. This
issue pertains only to undeveloped rights -of -way, and is not applicable to the sale of City -owned
parcels. Each piece of right -of -way will be addressed on a case -by -case basis, and only those
rights -of -way that present no present or future public purpose would be brought forward for
vacation consideration.
BUDGET IMPACT
Budget impacts would include staff time to prepare the right -of -way vacation documents, public
noticing costs, and attorney costs. Other budgetary impacts include the reduction in maintenance
costs from the areas vacated.
RECOMMENDATION
If Council wishes to proceed with the vacation of selected rights -of -way, engineering staff would
work with the public works staff to bring each piece of right -of -way before Council on an
individual basis, completing all necessary public notices and correspondence.
nLil
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Organized Trash Collection
Initiated by: Councilmember Duggan
BACKGROUND
1101 Victoria Curve I Mendota Heights, N.
651.452.1850 phone 651.452.8940 fa
www.mendota- heights.com
pg 20
4e.
The method of trash collection varies from city to city. Some cities have city -run operations
while others allow for private haulers to provide this service. Mendota Heights has few
restrictions on how trash and recycling collection is provided, requiring residents to arrange for
their own service.
Most recently, the City of Maplewood initiated an organized hauling program where the city
received bids for trash service (by a private company) for the entire city. The arguments for such
an arrangement included lower cost of service due to quantity of scale, reduced truck traffic, and
better environmental controls. Opponents of such a system point to the lack of competition in
such a system and the involvement of government in a private transaction.
If the council wished to proceed with an organized collection system, state statutes call for a
planning process that takes anywhere from six months to a year. Short of an organized
collection system (where the city would require certain haulers for either the entire city or bid it
out by different city areas), the city could still allow for residents to privately arrange for their
own collection but require collection on specific days of the week, depending on your location in
the city. Further, existing neighborhoods or homeowner associations could organize on their
own to negotiate a better price /service with existing private companies.
BUDGET IMPACT
The state required planning process would most likely require the assistance of a consultant, and
would require a considerable amount of time by staff to coordinate the process.
RECOMMENDATION
If council wishes to proceed, staff would recommend the council provide guidance on the desired
outcomes. Staff would be prepared to more fully discuss the state requirements for the planning
process, as well as the pros and cons of such a system, at a future meeting.
CITY OF
MENDDTA HEIGHTS
pg 21
1101 Victoria Curve I Mendota Heights, MN 55
651.452.1850 phone 651.452.8940 fax
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT: Street Reconstruction Financing
Initiated by: Councilmember Duggan
4f.
BACKGROUND
The City of Mendota Heights adopted their Street Reconstruction Policy in June of 1992. Part of
this policy outlined options for financing street reconstruction and rehabilitation projects. Under
the policy, these projects can be financed through the assessment of benefitting property owners
for up to 50% of the project cost. These assessments would be levied under the provisions of
Minnesota Statute 429. Remaining financing for reconstruction and rehabilitation projects is
obtained through the sale of municipal bonds, or from other sources.
Other funding sources for reconstruction and rehabilitation projects include the Sanitary Sewer
Utility, Storm Sewer Utility, Water, Infrastructure, and General Funds. Financing through utility
funds would be limited to only the applicable utility activity associated with the project.
Since 1992, the City has reconstructed all but three major streets. As outlined in the Street
Improvement Plan (SIP), the Hunter Lane /Orchard Place neighborhood is scheduled for
reconstruction in 2013, Victoria Road in 2014, and Mendota Road in 2015. This will essentially
complete the reconstruction program started in 1993. Rehabilitation projects will continue as a
maintenance activity into the foreseeable future, and would be subject to the same financing as
outlined in the policy. Additionally, preventative maintenance activity (crack sealing and seal
coating) will also continue into the future. The policy specifically states that preventative
maintenance will be a 100% City cost and not assessed to benefitting property owners.
BUDGET IMPACT
Budget impacts include debt payments from the sale of municipal bonds and draws on specific
funds for project financing. Specific dollar amounts are project specific.
RECOMMENDATION
Staff recommends the existing policy remain in place at least through the completion of the
reconstruction program (2015). If the Council wishes to revise the way street reconstruction and
rehabilitation projects are financed, provide staff with direction and a revised policy proposal can
be brought forward at a future date.
CITY OF
MENDOTA HEIGHTS
pg 22
1101 Victoria Curve 1 Mendota Heights, N
651.452.1850 phone 1 651.452.8940
www.mendota- heights.com
5a.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Re- Evaluating Garage Door Code
Initiated by: City Council
BACKGROUND
Two recent planning cases before city council requested variances to allow four garage doors on garages
with 1,500 square feet in area. Following discussion, both variances were approved. Staff was asked by
city council to bring this issue to the work session for further consideration.
City code currently has no restriction on the number of doors for an attached garage with less than 1,200
square feet in area. If a property owner requests a conditional use permit to build a garage between 1,200
and 1,500 square feet in area, current code limits that garage to three garage doors.
In discussing this standard, Planner Grittman recalled that the code was intended to prevent residential
properties from being dominated visually by garages and garage doors.
Additional code provisions relating to garages include:
• Only one garage is allowed per parcel
• Detached garages are allowed with a conditional use permit, up to 750 square feet
• Only one accessory structure is allowed per parcel (including detached garages)
BUDGET IMPACT
None
RECOMMENDATION
Staff will be interested in receiving council direction on this issue.
CITY OF
MENDOTA HEIGHTS
pg 23
1101 Victoria Curve 1 Mendota Heights. Mi`
651.452.1850 phone 1 651.452.9'
www.mendota- heights.com
5b.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Re- Evaluating Sign Ordinances
Initiated by: City Council
BACKGROUND
Recent planning cases have underlined the need to revisit our current city code pertaining to signs. The
planning commission and city council have each expressed support for signs with changeable copy (with
limiting conditions) for motor fuel stations. There was also support for updating the code to account for
advancements in sign design and lighting.
City staff discussed our current code language with our consultant planner, who has been developing code
updates for other communities. The planner is confident that new language can be created to allow signs
where the source of light itself is visible, utilizing new standards for measuring sign brightness and
intensity.
In addition to how signs are lighted, an updated code can address setbacks for signs in business and
industrial zoning district. Most signs in these districts are already within required setbacks, permitted by
variance, or planned unit development. Staff would seek to identify a more reasonable setback for pylon
and monument signs in these zones.
Councilmember Petschel has also asked that the council consider regulations for temporary signs.
Currently temporary signs are subject to the same approval and permit fee process as standard signs. An
updated code could allow for administrative approval of temporary signs, with a standard fee for this type
of sign.
BUDGET IMPACT
None
RECOMMENDATION
Staff recommends considering an update to City Code pertaining to signs. If city council wishes to move
forward with this concept, council may direct staff to submit an amendment to City Code.
CITY OF
MENDOTA HEIGHTS
pg 24
1101 Victoria Curve I Mendota Heights, MN 5
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Streamlined Permitting Processes
Initiated by: Councilmember Petschel and Staff
BACKGROUND
5c.
Many activities in the city require the issuance of a city permit or license. The process for
issuing these permits varies widely depending on the complexity of the issue and city code
requirements. Some can simply be issued over the counter while others take planning
commission and city council review.
It has been discussed in the past that improvements could be made for a more business /resident
friendly process. Steps have already been taken to address minor wetland or critical area
permits, which allow for applicants to take their project directly to the city council under certain
conditions. However, the processes for other permits could also be looked at to evaluate possible
bottlenecks in the approval process. Examples could include: sign permits (those not needing
variances), right -of -way joint permitting with Dakota County, less prescriptive notification for
certain wetland permits, commercial building permits (again, not requiring variances), etc.
BUDGET IMPACT
N/A
RECOMMENDATION
If council wishes to proceed, staff would recommend the council provide guidance on which
areas to review and staff will bring proposals back for future city council action.
CITY OF
MENDOTA HEIGHTS
pg 25
1101 Victoria Curve 1 Mendota Heights. M
651.452.1850 phone 1 651.452.9'
www.mendota- heights.com
5d.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Independent Living Housing for the Next Baby Boomers
Initiated by: Councilmember Duggan
BACKGROUND
Staff is aware of four senior living facilities currently operating within Mendota Heights. These facilities
include the two Dakota County Community Development Agency buildings, one located in The Village
at Mendota Heights and one located behind the Mendota Plaza. These facilities offer independent living
options. There are also two single family homes licensed by Heart 2 Home for senior assisted living.
The White Pine Senior Living building under construction in the Mendota Plaza Redevelopment will be a
fully- assisted senior living facility when completed.
The demand for senior housing is high; the topic of housing for the aging population is a common
discussion item for planning staff around the county. This conversation has multiple facets:
• Addressing requests for new multi - family structures
• Encouraging a wide range of housing, from independent to assisted living
• Potential impact on the single - family housing market as residents opt for maintenance -free living
• Interpreting how multi - generational homes may fit within existing zoning framework
There are no current planning applications submitted or in process for additional senior living facilities.
BUDGET IMPACT
None
RECOMMENDATION
No action necessary, staff looks forward to feedback and /or direction the city council may have on this
topic.
CITY OF
MENDOTA HEIGHTS
pg 26
1101 Victoria Curve 1 Mendota Heights.
651.452.1850 phone 1 651.452.8940 r:
www.mendota- heights.com
5e.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Augusta Shores II
Initiated by: Councilmember Duggan
BACKGROUND
The development agreement for Lemay Shores, the second phase of the August Shores development, was
most recently discussed by city council on June 7, 2011. At that time city council established June 30,
2014 as the deadline for completion of the planned unit development (PUD).
Discussion around the deadline extension emphasized that the PUD would be subject to any new laws
passed between initial approval and construction. It was also clearly articulated that there would be no
further extension of the approval beyond June 30, 2014 — any development plans after that point would be
subject to standard planned unit development application and review.
Patrick Hoffman of Hoffman Homes was contacted, and has expressed his intent to develop the project, as
proposed, when market conditions are right. In Mr. Hoffman's estimation, the housing market is showing
signs of recovery for lower - priced homes. Mr. Hoffman does not anticipate starting the Lemay Shores
project in this calendar year.
BUDGET IMPACT
None
RECOMMENDATION
No action necessary.
CITY of
MENDOTA HEIGHTS
pg 27
1101 Victoria Curve 1 Mendota Heights, i~
651.452.1850 phone 1 651.452.8940
www.mendota- heights.com
6a.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Mendakota Field Lights
Initiated by: Staff
BACKGROUND
During a presentation by the Mendota Heights Athletic Association to the parks and recreation
commission, the idea of lighting two (or more) ball fields at Mendakota Park was discussed.
This issue was last discussed by the city in 1995, shortly after Mendakota Park was constructed.
The parks and recreation commission would like to revisit the idea of lighting fields at
Mendakota Park, to meet demand for baseball and softball fields.
Staff has received a preliminary estimate of $245,000 to light two ball fields at the park. Further
discussion of the item should include visual impact, increased capacity for field use, cost of
operation and more.
BUDGET IMPACT
The Special Parks Fund currently has a balance of approximately $220,000. Cost for operation
would need to be included in annual budgets going forward. Costs could potentially be offset by
MHAA fundraising, cell tower revenues and /or increased field use fees.
RECOMMENDATION
If council wishes to proceed, staff would bring this item to the parks and recreation commission
for further study and discussion.
CITY OF
MENDOTA HEIGHTS
pg 28
1101 Victoria Curve 1 Mendota Heights, M
651.452.1850 phone 1 651.452.8940
www.mendota- heights.com
6b.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Addressing MHAA Liaison /Sibley Field Utilization
Initiated by: Councilmember Duggan and Staff
BACKGROUND
Over the course of 2012, city staff took advantage of opportunities to build the relationship with
current Mendota Heights Athletic Association (MHAA) leadership. This involved meetings to
discuss field needs, developing a regular reporting format, and updates from MHAA to the city
council and parks and recreation commission.
A topic of regular discussion this past year was the joint powers agreement between the City of
Mendota Heights and Independent School District 197 (ISD 197) for the athletic fields at Sibley
High School. Under the agreement, the city contributes annually to the maintenance of the
athletic fields; the school district allows local youth athletic associations use of the fields.
Measuring usage is not a simple task, however. MHAA, Sibley Area Sting Soccer, VFW
Baseball and Legion Baseball are all local youth athletic associations which utilize school district
facilities. One area of conflict has been the interpretation of which groups receive priority for
scheduling the fields, specifically the varsity baseball field. Staff has been discussing this issue
with Sibley staff and MHAA representatives and are working on a better understanding of each
group's needs.
While a precise cost - benefit analysis of the current joint powers agreement has proved difficult,
staff felt much progress was made in 2012 towards building relationships between the city,
MHAA and the school district.
Staff intends to continue meeting with MHAA on an ad -hoc basis, to ensure that Mendota
Heights youth have access to athletic programs and resources.
BUDGET IMPACT
None
RECOMMENDATION
No action necessary, staff looks forward to feedback and /or direction the city council may have
on this topic.
0 * CITY OF
!i'IJ MENDOTA HEIGHTS
1101 Victoria Curve I Mendota Heights, MN 5
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Public Outdoor Art — Public and Private Properties
Initiated by: Councilmember Duggan
BACKGROUND
pg 29
6c.
Some cities are more proactive than others in the area of public art. In some cases, park
dedication fees are used or even a separate fee on building permits is collected and deposited into
a fund earmarked for public art. Other fundraising ideas include the sale of pavers with names or
dedications inscribed at prominent locations. The money collected in these cases not only covers
the cost of the paver but possibly helps fund other projects. Currently the city's zoning code is
silent on sculptures or artwork at residential or commercial properties.
BUDGET IMPACT
Dependent on level of city involvement.
RECOMMENDATION
If council wishes to proceed, staff would ask for guidance from the council and then report back
to the council at a future date.
CITY OF
MENDOTA HEIGHTS
pg 30
1101 Victoria Curve I Mendota Heights, MN o.
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor, City Council, and City Administrator
FROM: John R. Mazzitello, PE, PMP
Public Works Director /City Engineer
SUBJECT: Trail Improvements
Initiated by: Councilmember Duggan
6d.
BACKGROUND
The City of Mendota Heights has been developing its trail network for the past 25 -30 years. We
currently have over 27 miles of trails within the city. By comparison to the city street network,
which has 71 miles of streets, the trail network is 38% the size of the street network. With a trail
network this extensive, maintenance and improvements to the network are, understandably, an
important issue to the city.
Public Works and Engineering staffs are currently developing a five year Trail Improvement and
Maintenance Plan (TIMP) that will be very similar in structure and layout to our existing Street
Improvement Plan (SIP) and Sanitary Sewer Improvement and Maintenance Plan (SSIMP). The
draft TIMP is currently being reviewed by the Parks and Recreation Commission, and comments
from the Commission are anticipated by early spring. Once complete, the TIMP will prioritize
maintenance and improvement projects based on need and anticipated funds available. Staff
anticipates the TIMP being presented to Council for review and acknowledgement sometime
during 2013.
BUDGET IMPACT
Budget impacts associated with the TIMP would be specific to the projects identified within the
plan itself.
RECOMMENDATION
If Council wishes provide input to the TIMP prior to its presentation to Council, staff would
suggest holding an additional work session to discuss trail improvements after the Parks and
Recreation Commission has finished reviewing the TIMP and has provided comments.
CITY OF
MENDOTA HEIGHTS
pg 31
1101 Victoria Curve 1 Mendota Heights, Al cry! 651.452.1850 phone 1 651.452.8946e,
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Playground Update
Initiated by: Councilmember Duggan
BACKGROUND
In the past five years, the city has replaced most playgrounds which were installed in the early 1990's
following the parks referendum. Our most recent upgrade was to the playground at Kensington Park,
which was a full replacement. The parks and recreation commission has recommended updating the
playground for school -aged youth at Mendakota Park in 2013, as reflected in the 2013 City Budget. This
project may entail refurbishing the current equipment, or replacement.
The playground at Mendakota Park was installed in 1991 — while the posts for the playground are
structurally sound, they need refinishing. Several play elements within the structure are in need of
replacement. The parks and recreation commission intends to consider all options for this park before
making a recommendation to city council. It should be noted that the smaller play structure (for pre-
school aged children) was replaced two years ago.
Staff is not aware of other needs for playground updates.
BUDGET IMPACT
There is approximately $220,000 in the Special Parks Fund. Initial costs estimates for refurbishing
existing equipment is in the $70,000 - $90,000 range, depending on selection of new play features.
Replacement with a similar sized play structure is estimated in the range of $160,000.
RECOMMENDATION
If city council has additional playground update requests, staff may be directed to bring those to the parks
and recreation commission for further discussion.
0 m n CITY OF
MENDOTA HEIGHTS
pg 32
1101 Victoria Curve 1 Mendota Heights, MN Ftina
651.452.1850 phone 1 651.452.8940 fE
www.mendota- heights.com
6f.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Halloween Bonfire Site
Initiated by: Councilmember Duggan
BACKGROUND
Mendota Plaza intends to continue hosting the annual Halloween Bonfire until the property
between the existing mall and South Plaza Drive is developed. In recent years, when the current
location was in doubt, staff started keeping an eye out for potential locations in case the bonfire
eventually needs to be relocated.
Dodge Nature Center staff has expressed interest in hosting the event just off of Highway 110
utilizing a shared driveway with Mendota Heights United Church of Christ. This site has
potential, but access to the site for residents to drop off debris is limited, and parking is not
sufficient for typical bonfire attendance.
Another site commonly discussed is the open area just west of the parking lot at Mendakota
Park. This site has good access and parking, but is located close to Xcel transmission lines.
Staff will continue to consider options and welcomes suggestions from the city council on
locations to research.
BUDGET IMPACT
None
RECOMMENDATION
No action necessary, staff would be happy to take suggestions for future bonfire locations.
CITY OF
MENDOTA HEIGHTS
pg 33
1101 Victoria Curve 1 Mendota Heights.
651.452.1850 phone 1 651.452.8940 r;
www.mendota- heights.com
6g.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Expanded Parks and Recreation Offerings
Initiated by: Councilmember Duggan
BACKGROUND
The recent reorganization of our recreation staff is anticipated to enhance the level of service
provided to the community through recreation program offerings, as well as the programming at
the Par 3 Golf Course. Councilmember Duggan has provided a list of potential new
programs /activities in the community and at the golf course. This list will be shared with the
new recreation coordinator:
• New 10K walk/run with food /clothing drive
• More community events at Village and Mendota Plaza (city shared cost)
• More neighborhood gatherings
• City golf tournament at the Par 3 (council vs. ARC vs. PD vs. FD vs. PW vs. staff
vs. park & rec)
While the summer of 2013 may be too early for new programming, our new recreation
coordinator position will be tasked with evaluating current offerings. A solid grasp of our
current programming will provide a good basis for discussing new programs.
BUDGET IMPACT
Undetermined
RECOMMENDATION
Staff has noted the new program ideas and is happy to accept additional programming ideas from
council members.
January
March
June 1
June
June 26
August 5 -9
October
December
2013 Recreation Programs
Learn to Skate Program Once
Spring Break Field Trips
Parks Celebration
Field Trips
Summer Tennis Programs
Playground Program
Puppet Shows
Concerts in the Park
Fishing Derby
Safety Camp
Fall Field Trips
Gymnastics
Winter Field Trips
Warming Houses
per week
Two
Once per week
Five days per week
Four days per week
Once per week
Once per week
Two
Once per week
Two
Seven days per week
through August
through end of July
through August
through August
through August
pg 34
*Additionally, the police department puts on a 5k run walk, the fire department holds Fire Prevention
week, and recreation staff participate in the Boltz Family Fun Festival.
2013 Par 3 Calendar of Events
Sunday, March 31
April 11 -14
Friday, April 26
Sunday, May 12
Friday, May 17
May 24 -May 27
Wednesday, June 5
Monday, June 10
Sunday, June 16
Friday, June 28
Thursday, July 4
July 18 — 21
Friday, August 2
Friday, August 2
August 8 - 11
Saturday, August 17
Wednesday, August 21
Thursday, August 22
Friday, August, 23
August 30 — September 2
Sunday, September, 8
Saturday, September 14
Friday, September 20
Friday, October 4
Friday, October 4
October 17 -20
MLB Promotion, wear MLB apparel, get $3 off
Masters Tournament Promotion
Spring Senior League Begins
Mother's Day Promotion, mom's golf free with 1 paid child
Night Golf, 8:30pm shotgun start
Memorial Day Weekend Promotion, Military golf free with 1 paid guest
Women's League Begins
Junior Golf Camps and Leagues Begin
Father's Day Promotion
Spring Senior League Ends
4th of July Promotion, wear red, white and blue, get $3 off
Living Social Promotion Begins
Fall Senior League Begins
Jr. PGA Tourney, 12pm tee times
PGA Championship Promotion
Youth Open Tourney
Women's League Ends
State Fair Promotion — Golf of a Stick, similar
Junior Golf Camps and Leagues End
Labor Day Weekend Promotion
NFL Kickoff Promotion, wear NFL apparel, get $3 off
Adult Open Tourney
Fall Rates Begin
Fall Senior League Ends
Night Golf, 7:30pm shotgun start
MEA Promotion, All teachers golf for free with 1 paid guest
nLil
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: RFP Process for Professional Services
Initiated by: Staff
BACKGROUND
1101 Victoria Curve I Mendota Heights, MN
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
pg 35
7a.
The City of Mendota Heights receives numerous services from outside consultants /agencies.
Some of these are formally bid on in a regular process, while others are maintained unless the
working relationship is strained in some way. Just a few examples of these consultant services
include:
• Attorneys (civil, labor, prosecuting)
• Auditor
• Planner
Some of the city council has in the past indicated a preference to formalize the RFP process for
selecting/retaining these professional service consultants. If the council desires, staff can provide
a proposed schedule of how to proceed in receiving competitive proposals for these and other
professional services.
BUDGET IMPACT
It is likely that in some cases prospective bidders may be able to provide services at lower rates
than the incumbent provider. Of course, cost is only one aspect of evaluating the service the city
receives, and it may be that the lowest cost provider may not be the best fit for the organization.
RECOMMENDATION
If the council wishes to make this a priority for the year, staff will take input and provide the
council with a plan of action at a future council meeting.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Lower Taxes/Budget Direction
Initiated by: Councilmember Duggan
BACKGROUND
pg 36
1101 Victoria Curve 1 Mendota Heights, MN 55
651.452.1850 phone ' 651.452.8940 fax
www.mendota-heights.com
7b.
Each year the city council adopts a tax levy and budget, which in turn determines the amount of
property taxes that our residents and property owners pay. As just one portion of the total tax
bill, our decisions impact only a slice of the overall tax bill paid by property owners.
For historical reference, below is our tax rate over the past several years:
2003
28.287%
2004
27.030%
2005
26.898%
2006
28.027%
2007
26.398%
2008
24.142%
2009
26.165%
2010
28.061%
2011
29.733%
2012
32.300%
2013
34.478%
It might also be helpful to see where Mendota Heights compares when looking at other Dakota
County tax rates (2013 data):
Mendota Heights
34.478%
Eagan
38.235%
Lakeville
42.640%
Inver Grove Heights
46.401%
Burnsville
47.031%
Rosemount
48.833%
Apple Valley
50.424%
South St. Paul
63.184%
Hastings
68.465%
Farmington
68.674%
West St. Paul
70.897%
Another beneficial point of reference may be our tax rate as compared to cities of like size irgthv
metropolitan region. This data is for 2012, the most recent data readily available:
City
Population (2012)
2012 Tax Rate
Arden Hills
9,642
25.54%
Vadnais Heights
12,453
27.84%
Little Canada
9,893
28.06%
Mendota Heights
11,168
32.30%
North St. Paul
11,601
33.38%
Hugo
13,509
35.79%
Waconia
10,883
44.22%
Mound
9,180
47.53%
Mounds View
12,305
48.89%
BUDGET IMPACT
Dependent on adoption of annual budget.
RECOMMENDATION
It would be very helpful for staff to know before the 2014 budget is drafted as to the direction the
council is leaning in regards to next year's budget. As a reminder, the largest portion of the
budget is personnel, and all three of the city's bargaining unit's contracts will need to be
negotiated for 2014 and beyond.
CITY OF
MENDOTA HEIGHTS
1101 Victoria Curve 1 Mendota Heights, MN 55118
651.452.1850 phone 1 651.452.8940 fax
www.mendota-heights.com
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Tamara Schutta, HR Coordinator
SUBJECT: Job Classification and Compensation Study
Initiated by: Staff
pg 38
7c.
BACKGROUND
In 1984 the Minnesota Legislature passed a bill extending pay equity to local governments in the State. The law
requires each local government to analyze its pay structure for evidence of inequities and to report this
information to the Department of Employee Relations.
The city recently completed its pay equity report for 2011 and we were in compliance. The city's next pay equity
report will be due January 31, 2015. The city is using "Control Data" job evaluation system. Job classifications
are assigned points based on "Benchmark Job Values" under this system. However, this job evaluation system
was retired in the late 80's and the city never replaced it with another job evaluation system.
The State of Minnesota Local Government Pay Equity Act requires cities to maintain a classification and
compensation plan in order to maintain pay equity compliance. To be in compliance with state law, the city has
worked with Ann Antonsen, Springsted, Inc. to review and assign job classification points using the outdated
"Control Data" job evaluation system.
There are a number of options for the city to consider. The city could consider using the Minnesota's State Job
Match job evaluation system. The job evaluation system is simple, inexpensive way to assign points to jobs in our
city. The State Job Match System job evaluation system is using the Hay method job evaluation system. Other
options include designing our own system or purchasing a privately owned (consultant's) system. It's important to
note that the city must meet and confer with the three unions on the selection of a job evaluation system.
It is important to analyze the city's compensation plan to evaluate for internal equity and external equity (are we
competitive with the market). To be effective, a compensation plan must be perceived by employees as fair,
competitive in the market, accurately based and easy to understand.
One option for the city to consider for this study is to form a personnel committee. A number of resources have
been identified that would be available for the personnel committee to complete a comprehensive compensation
study. Option two is to consider hiring an outside consultant to complete a compensation study in 2014. It is
estimated to cost $10,000 - $15,000 for a consultant to complete a compensation study.
BUDGET IMPACT
It is estimated to cost $10,000 - $15,000 for a consultant to complete a compensation study.
RECOMMENDATION
City staff is seeking city council direction.
CITY OF
MENDOTA HEIGHTS
pg 39
1101 Victoria Curve 1 Mendota Heights, 7
651.452.1850 phone 1 651.452.8940 I U •
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Addressing Foreclosed Properties
Initiated by: Councilmember Duggan
BACKGROUND
Staff receives monthly updates from Dakota County Community Development Agency on the number of
foreclosures in Mendota Heights and the rest of Dakota County. The report also includes notice of
pendency filings, the first step in the foreclosure process. A copy of this report has been attached. On the
whole, Mendota Heights has not been as strongly impacted as other Dakota County cities.
Dakota County also maps properties where a notice of pendency has been filed, or where a foreclosure
has occurred in their Geographic Information System. This data is public, and available through the
Dakota County website.
If there is a code violation at a vacant property, staff seeks out contacts with the mortgage - holder to
resolve code violations.
BUDGET IMPACT
N/A
RECOMMENDATION
Staff will be interested in receiving council direction on this matter.
mail Dakota County
Community Development
Agency
CDA
To: Dakota County Cities
From: Lisa Henning
Date: December 14, 2012
Re: Foreclosure Update
Mil HD ME
OWNERSHIP
pg 40
cow
Dakota County Stats — November 2012
• # of Sheriff Sales in November — 117 (compared to 191 in November 201 1)
• Total Sheriff Sales for 2012 — 1,422 (compared to 1,821 Jan.- November 201 1)
• # of Notices of Pendency Filed in November — 196
• Total Notices of Pendency Filed in 2012 — 2,561
A Notice of Pendency is filed by a mortgage company's attorney as official notification that the
foreclosure process has begun. Not all of these result in Sheriff Sales.
Mapping Using Dakota County GIS
http: / /gis.co. dakota .mn.us /website /dakotanetgis/
The Dakota County Office of GIS is updating the 2012 Foreclosures and Notice of Pendency
layers on a monthly basis. If you need assistance using this Web page, please call Randy Knippel
or Mary Hagerman with the Office of GIS at (952) 891 -7081.
If you have any concerns, please call me at (651) 675 -4467 or send me an email at
Ihenning @dakotacda.state.mn.us.
I% Dakota County
Community Development
Agency
CDA
Foreclosure Summary for
Dakota County
Sheriff Sales
November 2012
fah HQME
OWNERSHIP
GDfruetectioI?/
pg 41
City
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
2012
2011
Apple Valley
21
10
21
19
17
14
5
28
19
16
15
185
269
Burnsville
28
16
25
26
14
15
16
20
10
28
18
216
308
Eagan
22
21
20
30
15
17
11
23
18
8
19
204
282
Farmington
7
12
9
12
9
12
12
6
19
9
9
116
176
Hastings
7
5
9
11
9
7
5
4
14
10
7
88
112
Inver Grove Heights
7
9
2
17
10
8
11
6
7
11
7
95
119
Lakeville
31
22
18
30
12
18
20
17
13
13
18
212
284
Mendota Heights
1
0
0
1
1
2
2
0
1
1
2
11
25
Rosemount
8
8
7
5
7
9
4
9
3
5
8
73
111
South St. Paul
1 6
1 0
7
11
1 2
11
6
1 2
8
11
7
1 1 1
149
West St. Paul
14
4
3
6
7
6
6
5
8
2
3
64
81
Small Cities
6
6
5
3
9
1
5
2
3
3
4
47
69
168
123
126
171
122
120
103
132
123
117
117
1,422
1,985
TOTAL 2011
150
166
197
191
170
193
146
132
173
112
191
164
1,985
TOTAL 2010
195
169
181
176
191
152
216
189
216
156
162
144
2,147
TOTAL 2009
141
177
84
126
164
158
182
160
157
214
141
156
1,860
SOURCE: Dakota County Sheriff Sales. City numbers are based on municipality address.
For more information about the CDA's Homeownership Connection services,
visit www.dakotacda.org or call (651) 675 -4472.
Dakota County
Community Development
Agency
Notice of Pendency Filings
November 2012
alb HQ.
QME
OWNERSHIP
GDfruetectioI?/
pg 42
City
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
2012
2011
Apple Valley
29
47
41
35
42
30
36
27
33
33
17
370
396
Burnsville
44
39
37
31
47
31
29
29
29
35
31
382
459
Eagan
33
40
39
31
30
28
38
34
21
32
27
353
434
Farmington
30
27
22
31
15
19
24
20
11
17
18
234
240
Hastings
15
14
21
15
14
15
15
16
6
12
10
153
173
Inver Grove Heights
11
15
23
21
11
10
21
11
15
20
13
171
189
Lakeville
36
44
28
41
41
30
29
18
26
33
30
356
432
Mendota Heights
3
5
3
2
4
2
5
0
0
5
0
29
43
Rosemount
5
20
18
11
14
20
13
14
9
15
13
152
162
South St. Paul
21
18
16
24
11
15
10
20
12
15
22
184
196
West St. Paul
9
9
16
10
6
7
8
4
9
11
12
101
110
Small Cities
11
9
15
5
6
8
1
6
7
5
3
76
125
TOTAL
247
287
279
257
241
215
229
199
178
233
196
2,561
2,959
NOTE: Notices of Pendency are filed by a mortgage company's attorney as official notification that the foreclosure process has begun. Not all of these result in
sheriff sales. Numbers are based on Notice of Pendency filings with Dakota County Property Records. City numbers are based on municipality address.
For more information about the CDA's Homeownership Connection services,
visit www.dakotacda.org or call (651) 675 -4472.
0 * CITY OF
!i'IJ MENDOTA HEIGHTS
DATE:
TO:
FROM:
pg 43
1101 Victoria Curve 1 Mendota Heights, MN 551 7e.
651.452.1850 phone 1 651.452.8940 fax
www.mendota- heights.com
January 24, 2013
Mayor and City Council
Justin Miller, City Administrator
SUBJECT: Economic Development Opportunities
Economic Development Staff Position
Initiated by: Council
BACKGROUND
Within the City of Mendota Heights, there are several opportunities for proactive economic development.
Some of these potential sites include:
• Fischerville /Adjacent City Lot
• Bourn Lane properties (one remaining house to be purchased)
• Village vacant lots
• Mendota Plaza lots
• Industrial park vacancies /undeveloped lots
• Larson Nursery
• Partnerships with building owners
Each of these sites are different in nature, including ownership status and marketability. Staff will be
prepared to discuss each of these sites and others that are brought up to determine how involved the city
council wishes to be in the development of the sites.
Additionally, Councilmember Duggan has identified as a potential discussion item the parameters for
adding an economic development staff position. Other cities do have such positions, and they focus on
recruiting and attracting businesses to locate in their respective cities. Many times these duties also fall
under the duties of other staff members, such as city administrators or planning staff.
BUDGET IMPACT
The budget impact would be dependent on the level of city involvement or incentives that the city is
willing to include as part of an economic development package. Likewise, an additional staff person
would require allocating resources, whether it is an employee or a contract arrangement.
RECOMMENDATION
Staff will be interested in receiving council direction on these issues and guidance on where to focus our
energy in the coming year.
0 * CITY OF
!i'IJ MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
pg 44
1101 Victoria Curve 1 Mendota Heights, MN o.
651.452.1850 phone 1 651.452.8940 fax
www.mendota-heights.com
SUBJECT: City Visioning /Strategic Plan Process
Resident Survey
Initiated by: Mayor Krebsbach, Councilmember Duggan and Staff
BACKGROUND
8a.
One area that has been discussed in the past has been for the city to conduct a visioning or strategic
planning process. This would be a more involved process than the annual goal setting workshop
conducted by the council each year. The end result would be to develop a long -range vision for the city
that would guide the decisions made by city council and staff. It would also aid in the development of a
more formal "goals" list, as opposed to a "task" list as described in the introductory memo to this packet.
Cities have taken various routes when conducting such visioning exercises, but most times they involve
significant advisory commission, resident and business community input and are often, but not always,
led by an outside consultant.
As far as staff can tell, the last vision statement was developed in 1986 (copy attached).
Many times, cities use resident surveys as a part of these visioning processes. Many cities go an extra
step and routinely survey their residents, either on an annual or bi- annual basis. The options for these
surveys are also numerous (phone calls and mail are the most common), but to provide statistical
credibility, an outside agency is usually used to conduct and analyze the results.
Examples of various strategic plans from area cities are attached. Also attached is a template of a survey
form that has been used by other cities (through the International City /County Management Association
and the National Citizen Survey)
BUDGET IMPACT
In asking other cities, it was determined that a statistically valid survey would be in the $10,000 - $20,000
range. The price for a visioning exercise would vary widely based on the scope of the process, but if an
outside consultant was used, another $10,000- $20,000 would be realistic.
RECOMMENDATION
If the city council in interested in either of these processes, staff will take guidance from the council and
prepare a more detailed analysis of options for future council consideration.
INTRODUCTION
nu 45
SECTION TWO: BACKGROUND
•
The City of Mendota Heights has a long history and commitment to planning, which has
resulted in unique residential living environments and business centers. The City's first
Comprehensive Plan was adopted in 1960, about 16 years before the Metropolitan
Land Planning Act went into effect, requiring communities to incorporate regional
policies and guidelines pursuant to the Land Planning Act. The City has used its
Comprehensive Plan to guide decisions for the past 48 years. Mendota Heights takes
pride in the fact that it is accomplishing the objectives of its plans to date. As a result,
the community looks much like it was envisioned in 1960, with an emphasis on high
quality residential neighborhoods, open space and parks, and well-planned commercial
and industrial areas.
The community is almost fully developed and is now enjoying the fruits of its long-range
vision and development policies. The remaining infill properties will continue to be built
out, following the community's successful development philosophy. The City
understands its role as part of the greater Metropolitan Region and will continue to plan
accordingly. However, Mendota Heights will not compromise its growth philosophy or
the interests of its citizens, during its final phase of community development. The
fundamental objectives of this Comprehensive Plan are to set in place goals and
policies that continue and strengthen the City's traditions and development philosophy.
The goals and policies found herein remain consistent with the original vision, to
achieve a residential community with open spaces and quality neighborhoods that
provide a desirable place to live and raise families. To this end, the City operates
according to the objectives of the Mendota Heights Vision Statement, which is printed
as follows.
VISION STATEMENT
Mendota Heights is a high quality, family oriented residential community,
with the feel of the country and the amenities of a city. While it is centrally
located in the metropolitan area, the Minnesota and Mississippi Rivers
form a natural green belt around it, allowing the community to maintain a
quiet, private way of life, unique in the Twin Cities. Mendota Heights
achieved its successful business community and exceptional residential
neighborhoods by following the detailed comprehensive plans set forth by
its forefathers over 48 years ago. Innovative and forward thinking on the
part of community officials has resulted in a planned community, which
affords a quiet lifestyle for its residents while providing a full array of
services and employment opportunities. The community has preserved
an abundance of parks and open spaces, encourages spacious residential
development, and has planned for diversified, high technology offices and
business areas. Excellent schools and a well-educated populace
complement the traditional but progressive character of the City. Civic
pride and aesthetic excellence are high priorities in Mendota Heights.
City of Mendota Heights 2030 Comprehensive Plan
3
(
•
psi 46
SECTION TWO: BACKGROUND
The mission of the Mendota Heights city government is to preserve and
enhance the quality of life in the community and to plan, direct, and
implement orderly growth. This is achieved by encouraging and fostering:
• Community identity, citizen participation, and open access to
government decision-making.
• High quality, cost-effective public service.
• Conservative financial management and low tax rates.
• Development and maintenance of parks, trails, and open spaces.
• High standards of diversified housing stock.
• A commitment to strengthen and maintain community heritage
through preservation of older, well-established neighborhoods.
• Further development of well-designed commercial and office
projects.
The Mayor and City Council, as the elected representatives of the people,
supported by recommendations from the Parks and Recreation
Commission, Airport Relations Commission, and Planning Commission,
are responsible for establishing the policies necessary to carry out this
mission. The staff of the City implements the policies established by the
Council and provides direct services to the community, making the vision
a reality.
Adopted by the Mendota Heights City Council on June 3, 1986.
In the fall of 2007, the process of developing an updated Comprehensive Plan for the
City of Mendota Heights was initiated with a series of meetings, including a joint
meeting between the City Council, Planning Commission, Parks Commission, and staff.
A list of principal issues, which were believed to be most important to the Mendota
Height's community, were identified. Issues that rose to the forefront were the
Minneapolis-St. Paul International Airport, proper development of the few remaining
vacant parcels of land in the city, and the Village at Mendota Heights Project, a mixed
use of residential, commercial, and retail.
The Comprehensive Plan is a formally adopted document stating the City's goals and
policies as they relate to land use, parks and open space, housing, transportation,
utilities, and other issues.
City of Mendota Heights 2030 Comprehensive Plan
4
Strategic Planning Overview
The Strategic Planning Session took place in Wayzata on June 27 and 28, 2012. Participants
included: Mayor Ken Willcox, Council Members Jack Amdal, Mary Bader, Andrew Mullin and
Tom Tanner with City Manager Heidi Nelson. Staff included Becky Malone, Deputy City Clerk;
Don Johansen, Building Official; Mike Kelly, City Engineer; Kathy Ovshak, Finance Manager; Gina
Holman, Liquor Operations Director; Bryan Gadow, City Planner; Dave Dudinsky, Public Services
Director; Mike Risvold, Police Chief; and Jim Eibensteiner, Streets /Utilities Supervisor.
In preparation for the Strategic Planning Session, an online survey was conducted to assess
the strengths, weaknesses, opportunities and threats for the City of Wayzata. The survey was
completed by members of the City Council, Boards and Commissions staff. The following is a
summary of the information gleaned from the survey.
Weaknesses Analysis
• Discord (Wary of change. Small
percentage is active; divide between
the Chamber and residents.)
• Rental house stock is deteriorating.
• Part -time residents (Snow birds,
aging demographic.)
• HR capital (Staff stretched thin. PC/
CC progress is slow. No finance
director, contract representation,
preparation for replacements.)
• Financial agility (TIF Districts going
away, no Economic Development
team, Wayzata perceived as an
expensive place to do business, no
industrial park.)
• Place (Shore stewardship, policies
that hurt the lake, lake access, park
maintainence, signage, no gathering
place.)
Opportunities
• Be pro- active with collaboration.
(Shared services, regional
messaging, under - utilized sites.)
• Multi- generational (Growing
population, Bay Center has created
new interest, affordable family
homes.)
• Lake (Maximize position on the lake.)
• Efficiency of communication (New
technology, public WiFi.)
5trengtr fru lawsis
• Educated, progressive and civically
responsible citizens.
• Sense of place (Beautiful, proximity
to Minneapolis, Lake Minnetonka,
vibrant downtown, regional hub.)
• Overall quality stock of housing
and infrastructure (Commerical
and residential mix, well -kept
infrastructure.)
• Character of the community
(Pedestrian - friendly, unique
neighborhoods.)
• Fiscal strength
• Land marks (Historical city, WPA
Post Office, Section House, rail road
history, Depot)
• Experienced staff
Threats and Challenges
• Leadership continuity (Changing
council, new representatives.)
• Competition (Area retail competition,
other cities' attractions, small
business financing gap.)
• Available funding
• Services and image (It appears as if
we are becoming a community with
less diversity of age.)
A BLUEPRINT
1 City of Wayzata
FOR THE FUTURE
Five Year Vision for the Community: Wayzata in 2017
Wayzata is a well
maintained and safe
community.
Wayzata celebrates
its proud history on
the lake.
Wayzata is an active
community with a
"Home Town" feel.
Wayzata offers an
exceptional lakefront
destination.
Wayzata provides a
world -class guest
experience.
Wayzata has a
strong, stable
financial foundation.
Recommendation. Ensure the continuity
of high quality City services through
the development and retention of City
employees.
Recommendation. Bring forward policies
that protect the health, safety, character
and long -term viability of the community.
Immediate Action Items
• Review finance management.
• Develop and implement signage plan.
• Develop parking ramp plan of action.
• Organize Boatworks strategy.
• Initiate organization and policy upgrades.
I
Ensuring Financial Stability
Recommendation. Explore opportunities
to strengthen the City's financial position
through shared services and sound
fiscal management while maintainin
community assets.
Budget for finance director.
Hire part -time lobbyist to secure funding
for projects.
Consider ad -hoc consultant approach to
capital projects.
Continue to pursue shared services.
Make maintenance funding a priority.
Recommendation. Create a pro- active
economic development program to
promote the City.
Identify underutilized sites.
Identify economic development
opportunities with a consistent strategy.
Plan for re- use /redevelopment of
Boatworks.
Continue to pursue shared services.
Maintain community icons - Depot and
Section Foreman House.
Build parking ramp.
Promote development of diversity of
housing stock.
Pursue public /private partnerships.
Improve directional signage in City and on
freeway.
Promote and market City assets.
Promote Boatworks as a gathering place.
Recommendation. Engage and inform
he community through transparency,
echnology and citizen involvement.
Create social media platforms.
Assure transparency in communications.
Promote volunteerism and resident
engagement within the community.
Go paperless through use of technology.
Communicate to residents the importance
of commerical property.
Recognize volunteers within the
community.
Consider forming a Citizen's Academy.
Recognize employee contributions.
Celebrate successes across the City.
Encourage and fund continuting education
and professional development.
Prioritize work flow.
Initiate succession planning.
STRATEGIC DIRECTION:
Enhancing City Assets
icamminar
ecommendation. Enhance Wayzata's
ppeal through the lake, parks and
yways.
Create a focal point by the lake.
Establish a Park Board to set priorities.
Implement a scenic byway to enhance the
regional hub.
Change business licensing and permitting
requirements to be more business friendly.
Increase and implement rental housing
inspection standards.
pg 49
Appendix A — A model Strategic Map:
2007 City of Richfield Strategic Plan
Vision
Richfield ... Your urban home town in the heart of the Twin Cities
Mission
Richfield's mission is to be known as the best place to live, work, learn and do business
in the Twin Cities area. We are a customer focused and caring community that strives
10 foster a sense of neighborliness.
Central Value
The needs of our residents come first.
2007 Strategic Goals
Customers First
Community Survey
Housing initiatives
Property maintenance
Wi fi opportunities
Neighboring communities
Centennial celebration
Airport noise
Conduct a community-wide survey to gauge the needs & concerns of our
residents and to assist in identifying goals.
Continue to impfement and maintain housing programs and identify
funding sources.
Focus on initiatives and programs to improve property maintenance.
Pursue a city-wide vi fi model providing high speed wireless services
Establish and maintain a beneficial working relationship with Edina
officials to address issues of mutual concern and interest.
Assist the Celebrations Commission to prepare for Richfield's centennial
celebration.
Continue to support litigation efforts to acquire appropriate noise
mitigation for affected homeowners.
2012 Lynn & Associates 25
pg 50
Great Services
Redevelopment initiatives
Occupancy standards
Penn Avenue
Comprehensve Plan Update
Recreation programming
Site designs
Assess redevelopment ities at Cedar Corridor, 77th & Pillsbury,
tb & Lynda le, 72" & Penn and the restaurant pads on 77th St.
Develop and implement residential occupancy regulations.
Explore redevelopment and/or renovation opportunities along Penn Ave.
Conduct a thorough review and update ofthe City's Comprehensive
P|an, Master Park Plan and Bikeway Plan.
Continue to grow Recreation programs for alt age groups and estabHsh a
new Arts Center.
lmprove site design regulations addressing signage, parking,
Iandscaping and lighting.
Manage Resources
Key Financial Strategies
PSA Partnership
Transportation improvements
Underground utilities
Richfield Parkway
Replace City Hall
Identify funding options and timing for capital projects through the KFS
process.
Explore revenue enhancement opportunity via Primary Service Area
(PSA) partnering with Hennepin County.
Address issues such as developing and flnancing an internal circular bus
system, the Cedar Point intersection, Lyndale Bridge flnancing, etc.
Pursue the undergrounding of utilities whenever opportunities arise.
Implement plan and identify funding for Richfield Parkway.
Finalize the plans and identify funding for a new City Hall facility.
Develop Employees
Employee survey
Succession planning
360 assessments
Technology plans
2012 Lynn & Associates
Conduct an employee survey and establish cultural norms based on the
feedback received.
Provide opportunities for staif growth and development.
lmplement a 360 performance evaluation process for managers.
Update technology plans to provide staff with best possible work tools.
26
Consensus Elements of Plan
• We believe that everyone has equal intrinsic value.
• We believe that diversity enriches community.
• We believe that trust is the foundation for building a healthy community.
• We believe that community thrives when each individual takes responsibility to contribute.
• We believe that when a community supports all its members, it thrives
WE OELIEVE
IISSI011 St R EEER
Brooklyn Park, a thriving community inspiring pride
where opportunities exist for all.
qo
By 2015,
• By 2015, 90% of our community members express
• By 2015, 90% of our community members express
community.
• By 2015, 90% of community members of Brooklyn
need to succeed are available.
SGRRGEGIES
• We will seek, engage and leverage all the resources of our
diverse community to ensure that we achieve our mission
and strategic objectives.
• We will engage our diverse community to enhance
acceptance and understanding of one another as we
collaborate to achieve our mission.
• We will ensure the success of all our youth by engaging and
optimizing all community assets to achieve our mission.
WE WILL
e�CUMMUNIiYDRIDe
G ur & /nruer�
a WHERE FOR
,gOPPORTUOITIES gall
pride in being a part of Brooklyn Park.
that Brooklyn Park is a thriving
Park express that opportunities they
DELIfILERS
• We will not adopt any new program or service unless it
is consistent with our core values and contributes to our
mission.
• We will not allow past practice to interfere with the
consideration of new ideas.
• We will not make decisions without soliciting and
understanding the points of view of those affected by them.
WE WILL nor
CemmUnItY EnGRGEmERt 1Olt1RtUVE
www.6rooklynpark.arg /CEI
763 -403 -0013
Plans of Action -End Results
The bolded results are recommended to be done in the first 3 years.
fERSUREfERG
M1. The community indicators have been finalized and
the technical specifications for measurement have
been established.
M2. The process for collecting and maintaining data on
each community indicator has been implemented.
M3. The processes for gathering perceptual data has been
established and piloted.
M4. The process for producing an annual report on
community indicators has been implemented.
M5. The process to use community data to adjust
strategies that achieve our mission has been
implemented.
YOUGH
Y1. Assessment: the community utilizes a variety of
methods to assess the ongoing needs and obstacles
of children and youth.
Y2. Collaboration: community -based organizations
collaborate to maximize resources and services for
youth.
Y3. Program development: the Brooklyn Park community
executes strategies that meet the identified needs of
youth and children.
Y4. Communication /resources: families, community
members and leaders are knowledgeable and utilize
the support services for children and youth.
Y5. Community engagement: a comprehensive approach
is being used to engage youth in new opportunities.
Y6. Recognition /celebration: the Brooklyn Park
community recognizes and celebrates the
accomplishments of youth.
RESOURCES
R1. The Brooklyn Park Community continually increases
its understanding of and commitment to achieving
the mission and strategic objectives.
R2. The Brooklyn Park community maintains a
comprehensive inventory of community resources.
R3. The Brooklyn Park community identifies and
develops sustainable resources to fulfill unmet
community needs.
R4. The Brooklyn Park community continually aligns
and optimizes the resources needed to achieve the
mission and strategic objectives.
R5. Community members will contribute their ideas
and talents to achieve the mission and strategic
objectives.
R6. Partnerships are developed and sustained to achieve
the mission and strategic objectives.
R7. The Brooklyn Park community develops and supports
diverse leaders to achieve the mission and strategic
objectives.
DIVERSIGY
D1. Brooklyn Park community continually uses a variety
of methods of communication so that everyone
has a better understanding of other cultures and
backgrounds.
D2. Brooklyn Park individual neighbors work together to
address common issues and bring about safety and
livability.
D3. Brooklyn Park community has a system of sharing
information that helps us build relationships and a
healthy community.
D4. The Brooklyn Park community works to build trust
among all.
D5. Brooklyn Park has identified, understands, addresses
and provides solutions to real and perceived barriers
to opportunities.
D6. The Brooklyn Park community sponsors events for
cultural interaction to develop appreciation of our
diversity.
pg 53
Please complete this questionnaire if you are the adult (age 18 or older) in the household who most recently had
a birthday. The adult's year of birth does not matter. Please select the response (by circling the number or
checking the box) that most closely represents your opinion for each question. Your responses are anonymous
and will be reported in group form only.
1. Please rate each of the following aspects of quality of life in ABC:
Excellent Good Fair Poor Don't know
ABC as a place to live 1 2 3 4 5
Your neighborhood as a place to live 1 2 3 4 5
ABC as a place to raise children 1 2 3 4 5
ABC as a place to work 1 2 3 4 5
ABC as a place to retire 1 2 3 4 5
The overall quality of life in ABC 1 2 3 4 5
2. Please rate each of the following characteristics as they relate to ABC as a whole:
Excellent Good Fair Poor Don't know
Sense of community 1 2 3 4 5
Openness and acceptance of the community toward people of
diverse backgrounds 1 2 3 4 5
Overall appearance of ABC 1 2 3 4 5
Cleanliness of ABC 1 2 3 4 5
Overall quality of new development in ABC 1 2 3 4 5
Variety of housing options 1 2 3 4 5
Overall quality of business and service establishments in ABC 1 2 3 4 5
Shopping opportunities 1 2 3 4 5
Opportunities to attend cultural activities 1 2 3 4 5
Recreational opportunities 1 2 3 4 5
Employment opportunities 1 2 3 4 5
Educational opportunities 1 2 3 4 5
Opportunities to participate in social events and activities 1 2 3 4 5
Opportunities to participate in religious or spiritual events
and activities 1 2 3 4 5
Opportunities to volunteer 1 2 3 4 5
Opportunities to participate in community matters 1 2 3 4 5
Ease of car travel in ABC 1 2 3 4 5
Ease of bus travel in ABC 1 2 3 4 5
Ease of rail or subway travel in ABC 1 2 3 4 5
Ease of bicycle travel in ABC 1 2 3 4 5
Ease of walking in ABC 1 2 3 4 5
Availability of paths and walking trails 1 2 3 4 5
Traffic flow on major streets 1 2 3 4 5
Amount of public parking 1 2 3 4 5
Availability of affordable quality housing 1 2 3 4 5
Availability of affordable quality child care 1 2 3 4 5
Availability of affordable quality health care 1 2 3 4 5
Availability of affordable quality food 1 2 3 4 5
Availability of preventive health services 1 2 3 4 5
Air quality 1 2 3 4 5
Quality of overall natural environment in ABC 1 2 3 4 5
Overall image or reputation of ABC 1 2 3 4 5
3. Please rate the speed of growth in the following categories in ABC over the past 2 years:
Much Somewhat Right Somewhat Much Don't
too slow too slow amount too fast too fast know
Population growth 1 2 3 4 5 6
Retail growth (stores, restaurants, etc.) 1 2 3 4 5 6
Jobs growth 1 2 3 4 5 6
pg 54
4. To what degree, if at all, are run down buildings, weed lots or junk vehicles a problem in ABC?
O Not a problem 0 Minor problem 0 Moderate problem 0 Major problem 0 Don't know
5. Please rate how safe or unsafe you feel from the following in ABC:
Very Somewhat Neither safe Somewhat Very Don't
safe safe nor unsafe unsafe unsafe know
Violent crime (e.g., rape, assault, robbery) 1 2 3 4 5 6
Property crimes (e.g., burglary, theft) 1 2 3 4 5 6
Environmental hazards, including toxic waste 1 2 3 4 5 6
6. Please rate how safe or unsafe you feel:
Very Somewhat Neither safe Somewhat Very Don't
safe safe nor unsafe unsafe unsafe know
In your neighborhood during the day 1 2 3 4 5 6
In your neighborhood after dark 1 2 3 4 5 6
In ABC's downtown area during the day 1 2 3 4 5 6
In ABC's downtown area after dark 1 2 3 4 5 6
7. During the past 12 months, were you or anyone in your household the victim of any crime?
O No 4 Go to Question 9 0 Yes 4 Go to Question 8 0 Don't know 4 Go to Question 9
8. If yes, was this crime (these crimes) reported to the police?
O No 0 Yes 0 Don't know
9. In the last 12 months, about how many times, if ever, have you or other household members participated in the
following activities in ABC?
Once or 3 to 12 13 to 26 More than
Never twice times times 26 times
Used ABC public libraries or their services 1 2 3 4 5
Used ABC recreation centers 1 2 3 4 5
Participated in a recreation program or activity 1 2 3 4 5
Visited a neighborhood park or XYZ park 1 2 3 4 5
Ridden a local bus within ABC 1 2 3 4 5
Attended a meeting of local elected officials or other local public
meeting 1 2 3 4 5
Watched a meeting of local elected officials or other XYZ- sponsored
public meeting on cable television, the Internet or other media 1 2 3 4 5
Read ABC Newsletter 1 2 3 4 5
Visited the XYZ of ABC Web site (at www. .com) 1 2 3 4 5
Recycled used paper, cans or bottles from your home 1 2 3 4 5
Volunteered your time to some group or activity in ABC 1 2 3 4 5
Participated in religious or spiritual activities in ABC 1 2 3 4 5
Participated in a club or civic group in ABC 1 2 3 4 5
Provided help to a friend or neighbor 1 2 3 4 5
10. About how often, if at all, do you talk to or visit with your immediate neighbors (people who live in the 10 or 20
households that are closest to you)?
0 Just about every day
O Several times a week
O Several times a month
O Less than several times a month
11. Please rate the quality of each of the following services in ABC:
pg 55
Excellent Good Fair Poor Don't know
Police services 1 2 3 4 5
Fire services 1 2 3 4 5
Ambulance or emergency medical services 1 2 3 4 5
Crime prevention 1 2 3 4 5
Fire prevention and education 1 2 3 4 5
Municipal courts 1 2 3 4 5
Traffic enforcement 1 2 3 4 5
Street repair 1 2 3 4 5
Street cleaning 1 2 3 4 5
Street lighting 1 2 3 4 5
Snow removal 1 2 3 4 5
Sidewalk maintenance 1 2 3 4 5
Traffic signal timing 1 2 3 4 5
Bus or transit services 1 2 3 4 5
Garbage collection 1 2 3 4 5
Recycling 1 2 3 4 5
Yard waste pick -up 1 2 3 4 5
Storm drainage 1 2 3 4 5
Drinking water 1 2 3 4 5
Sewer services 1 2 3 4 5
Power (electric and /or gas) utility 1 2 3 4 5
XYZ parks 1 2 3 4 5
Recreation programs or classes 1 2 3 4 5
Recreation centers or facilities 1 2 3 4 5
Land use, planning and zoning 1 2 3 4 5
Code enforcement (weeds, abandoned buildings, etc.) 1 2 3 4 5
Animal control 1 2 3 4 5
Economic development 1 2 3 4 5
Health services 1 2 3 4 5
Services to seniors 1 2 3 4 5
Services to youth 1 2 3 4 5
Services to low- income people 1 2 3 4 5
Public library services 1 2 3 4 5
Public information services 1 2 3 4 5
Public schools 1 2 3 4 5
Cable television 1 2 3 4 5
Emergency preparedness (services that prepare the community for
natural disasters or other emergency situations) 1 2 3 4 5
Preservation of natural areas such as open space, farmlands and
greenbelts 1 2 3 4 5
12. Overall, how would you rate the quality of the services provided by each of the following?
Excellent Good Fair Poor Don't know
The XYZ of ABC 1 2 3 4 5
The Federal Government 1 2 3 4 5
The State Government 1 2 3 4 5
CCC County Government 1 2 3 4 5
pg 56
13. Have you had any in- person, phone or email contact with an employee of the XYZ of ABC within the last 12 months
(including police, receptionists, planners or any others)?
0 No 4 Go to Question 15 0 Yes 4 Go to Question 14
14. What was your impression of the employee(s) of the XYZ of ABC in your most recent contact? (Rate each
characteristic below.)
Excellent
Knowledge 1
Responsiveness 1
Courtesy 1
Overall impression 1
Good
2
2
2
2
Fair
3
3
3
3
Poor
4
4
4
4
Don't know
5
5
5
5
15. Please rate the following categories of ABC government performance:
Excellent Good Fair Poor Don't know
The value of services for the taxes paid to ABC 1 2 3 4 5
The overall direction that ABC is taking 1 2 3 4 5
The job ABC government does at welcoming citizen involvement 1 2 3 4 5
16. Please indicate how likely or unlikely you are to do each of the following:
Very Somewhat Somewhat Very Don 't
likely likely unlikely unlikely know
Recommend living in ABC to someone who asks 1 2 3 4 5
Remain in ABC for the next five years 1 2 3 4 5
17. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think
the impact will be:
0 Very positive 0 Somewhat positive 0 Neutral 0 Somewhat negative 0 Very negative
18. Please check the response that comes closest to your opinion for each of the following questions:
a. Custom Question #1 Custom Question #1 Custom Question #1
Question #1 Custom Question #1 Custom Question #1 Custom
#1 Custom Question #1 Custom Question #1 Custom Question
Custom Question #1
0 Scale point 1 0 Scale point 2 0 Scale point 3
b. Custom Question #2 Custom Question #2 Custom Question #2
Question #2 Custom Question #2 Custom Question #2 Custom
#2 Custom Question #2 Custom Question #2 Custom Question
Custom Question #2
O Scale point 1 0 Scale point 2 0 Scale point 3
c. Custom Question #3 Custom Question #3 Custom Question #3
Question #3 Custom Question #3 Custom Question #3 Custom
#3 Custom Question #3 Custom Question #3 Custom Question
Custom Question #3
O Scale point 1 0 Scale point 2 0 Scale point 3
d.
Custom Question #1 Custom Question #1 Custom
Question #1 Custom Question #1 Custom Question
#1 Custom Question #1 Custom Question #1
0 Scale point 4 0 Scale points
Custom Question #2 Custom Question #2 Custom
Question #2 Custom Question #2 Custom Question
#2 Custom Question #2 Custom Question #2
0 Scale point 4 0 Scale points
Custom Question #3 Custom Question #3 Custom
Question #3 Custom Question #3 Custom Question
#3 Custom Question #3 Custom Question #3
0 Scale point 4 0 Scale points
OPTIONAL [See Worksheets for details and price of this option] Open -Ended Question Open -Ended Question
Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question
Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question
Our last questions are about you and your household
anonymous and will be
D1. Are you currently employed for pay?
O No 4 Go to Question D3
O Yes, full time 4 Go to Question D2
O Yes, part time 4 Go to Question D2
D2. During a typical week, how many days do you
commute to work (for the longest distance of
your commute) in each of the ways listed below?
(Enter the total number of days, using whole
numbers.)
Motorized vehicle (e.g., car, truck, van,
motorcycle, etc.) by myself days
Motorized vehicle (e.g., car, truck, van,
motorcycle, etc.) with other
children or adults days
Bus, rail, subway or other public
transportation days
Walk days
Bicycle days
Work at home days
Other days
D3. How many years have you lived in ABC?
O Less than 2 years 0 11 -20 years
O 2 -5 years 0 More than 20 years
O 6 -10 years
D4. Which best describes the building you live in?
O One family house detached from any other houses
O House attached to one or more houses (e.g., a
duplex or townhome)
O Building with two or more apartments or
condominiums
O Mobile home
O Other
D5. Is this house, apartment or mobile home...
O Rented for cash or occupied without cash payment?
O Owned by you or someone in this house with a
mortgage or free and clear?
D6. About how much is your monthly housing cost for
the place you live (including rent, mortgage payment,
property tax, property insurance and homeowners'
association (HOA) fees)?
O Less than $300 per month
O $300 to $599 per month
O $600 to $999 per month
O $1,000 to $1,499 per month
O $1,500 to $2,499 per month
O $2,500 or more per month
D7. Do any children 17 or under live in your household?
O No O Yes
pg 57
. Again, all of your responses to this survey are completely
reported in group form only.
D8. Are you or any other members of your household aged
65 or older?
O No O Yes
D9. How much do you anticipate your household's total
income before taxes will be for the current year?
(Please include in your total income money from all
sources for all persons living in your household.)
O Less than $24,999
O $25,000 to $49,999
O $50,000 to $99,999
O $100,000 to $149,999
O $150,000 or more
Please respond to both question D10 and D11:
D10. Are you Spanish, Hispanic or Latino?
O No, not Spanish, Hispanic or Latino
O Yes, I consider myself to be Spanish, Hispanic
or Latino
D11. What is your race? (Mark one or more races to
indicate what race you consider yourself to be.)
0 American Indian or Alaskan Native
O Asian, Asian Indian or Pacific Islander
O Black or African American
O White
O Other
D12. In which category
O 18 -24 years
O 25 -34 years
O 35 -44 years
O 45 -54 years
What is your sex?
O Female
D13.
D14.
is your age?
O 55 -64 years
O 65 -74 years
O 75 years or older
O Male
Are you registered to vote in your jurisdiction?
O No 0 Ineligible to vote
O Yes 0 Don't know
D15. Many people don't have time to vote in elections.
Did you vote in the last general election?
O No 0 Ineligible to vote
O Yes 0 Don't know
D16. Do you have a cell phone?
O No O Yes
D17. Do you have a land line at home?
O No O Yes
D18. If you have both a cell phone and a land line, which
do you consider your primary telephone number?
O Cell 0 Land line 0 Both
Thank you for completing this survey. Please return the completed survey in the postage -paid envelope to:
National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502
nLil
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: City Council Workshops
Initiated by: Staff
BACKGROUND
1101 Victoria Curve I Mendota Heights, MN 5
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
pg 58
8b.
From time to time the city council has met in a workshop setting to discuss items in more detail
that can sometimes be done at regular council meetings. On an annual basis, the only "regular"
workshops are the annual goal setting and a budget review.
Many cities have regular meeting schedules like the City of Mendota Heights, with meetings
scheduled twice a month. In addition, many of these cities have regular workshops on a monthly
or quarterly basis. In our case, a monthly schedule could theoretically look like:
• 1st Tuesday of the month City Council Meeting
• 2nd Tuesday of the month Workshop
• 3rd Tuesday of the month City Council Meeting
• 4th Tuesday of the month No Scheduled Meeting
Workshops would not necessarily have to occur, but instead would only be held if a pertinent
topic needed to be discussed. However, having them permanently on a calendar would at least
allow the council and staff to plan for the meetings and book the time in their calendars.
BUDGET IMPACT
N/A
RECOMMENDATION
If council wishes to proceed, staff would begin to schedule workshops as needed and place them
on the calendar in intervals as decided by the city council.
nLil
CITY OF
MENDOTA HEIGHTS
pg 59
1101 Victoria Curve I Mendota Heights, MN 5E
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Welcome Wagon Package for New Homeowners
Initiated by: Councilmember Duggan
BACKGROUND
8c.
In some cities new residents are welcomed to the community by a "welcome wagon" package.
These packages can consist of information about city services, businesses, and events. The
delivery and coordination of these packages are initiated by different groups (city, chambers of
commerce, formal welcome wagon groups, etc.).
BUDGET IMPACT
The budget impact would depend on the level of city involvement and information that is put in
such a package.
RECOMMENDATION
If council wishes to proceed, staff would bring a process back to the city council in regards to
how the package would be assembled and delivered.
nLil
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
pg 60
1101 Victoria Curve I Mendota Heights, MN 5!
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
8d.
SUBJECT: Better Educated Citizenry Regarding Water Preservation /Conservation,
Disaster Preparedness and Tree Diseases
Initiated by: Councilmember Duggan
BACKGROUND
Having an educated and prepared citizenry is an important aspect of having a successful
community. Areas of focus presented by Councilmember Duggan include:
• Water Preservation /Conservation
• Disaster Preparedness
• Tree Diseases
Education in each of these areas can be accomplished in a variety of ways. Some examples
include citizen workshops, mailings, messages on water /sewer bills, social media campaigns, etc.
BUDGET IMPACT
The budget impact would depend on the level of city involvement and staff time involved.
RECOMMENDATION
If council wishes to proceed, staff would welcome input on which areas to focus on and direction
from the council on how success would be measured.
CITY OF
MENDOTA HEIGHTS
pg 61
1101 Victoria Curve 1 Mendota Heights, MN rr „n
651.452.1850 phone 1 651.452.8940 f
www.mendota- heights.com
8e.
DATE: January 24, 2013
TO: Mayor, City Council and City Administrator
FROM: Jake Sedlacek, Assistant to the City Administrator
SUBJECT: Clean -Up Day Salvage for Habitat for Humanity
Initiated by: Councilmember Duggan
BACKGROUND
Councilmember Duggan has asked that non - profit organizations be contacted about being made aware of
our spring clean -up day as an opportunity to find re- usable furniture. Staff can contact Bridging, Inc. (or
similar organizations) to gauge their interest.
BUDGET IMPACT
Staff does not anticipate any impact on the budget for the event.
RECOMMENDATION
If city council wishes to have staff do so, local non - profits can be identified and contacted about reusing
furniture brought to the spring clean -up.
nLil
CITY OF
MENDOTA HEIGHTS
pg 62
1101 Victoria Curve I Mendota Heights, MN 55
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Liaison Between City and ISD 197, Lilydale and Mendota
Initiated by: Councilmember Duggan
BACKGROUND
8f.
As the sole public school district covering Mendota Heights, there are times when
representatives from the city and ISD 197 work together on issues or projects. The idea of a
permanent or more formal arrangement has been suggested.
Likewise, as immediate neighbors, the city sometimes works with the cities of Mendota and
Lilydale on pertinent issues. Chief Aschenbrener is our most visible liaison between the cities as
he attends their city council meetings each month.
BUDGET IMPACT
N/A
RECOMMENDATION
If council wishes to proceed, staff would ask for guidance from the council and then report back
to the council at a future date.
nLil
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: City Council /Commission Joint Meetings
Initiated by: Mayor Krebsbach
BACKGROUND
pg 63
1101 Victoria Curve I Mendota Heights, MN 5.
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
8g.
It has been some time since the city council has met as a whole with our three city commissions
(planning, parks and recreation, airport relations). Joint meetings such as these give both the
council and the commission time to discuss pertinent issues and to identify what each group is
looking for from the other.
BUDGET IMPACT
N/A
RECOMMENDATION
If council wishes to proceed, staff would begin to schedule joint meetings with each commission
at times throughout this coming year.
CITY OF
MENDOTA HEIGHTS
DATE: January 24, 2013
TO: Mayor and City Council
FROM: Justin Miller, City Administrator
SUBJECT: Electronic Packets
City IPad /Tablet Use
Initiated by: Staff
BACKGROUND
1101 Victoria Curve I Mendota Heights, MN
651.452.1850 phone 651.452.8940 fax
www.mendota- heights.com
pg 64
8h.
Currently the city produces paper copies of city council and commission agenda packets. These
range from a small number of pages to sometimes a couple hundred pages. The packets are also
stored digitally through the Laserfiche system and are accessible on the city's website. Some
advisory commission members have stopped receiving paper copies and are instead downloading
their packets to their personal tablets or laptops or simply printing the pages they need at their
own expense.
A growing number of communities have transitioned to electronic packets and have provided
their city councils with devices to view those packets (usually 'Pads or another tablet device).
Doing so does come with an upfront expense for purchasing the equipment and possibly an
ongoing charge if a data plan is needed, but paper and printing costs, as well as staff time needed
to make the copies, is decreased.
BUDGET IMPACT
Upfront costs of a tablet would be in the $300 -$500 range, plus any additional data plans, if the
council wished to provide that. There are wireless access points in city hall that users could use
to access the internet and download documents at no extra cost.
RECOMMENDATION
If council wishes to proceed, staff would return to the council with more detailed cost estimates
and other policy discussion points.