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2021-02-167800 Golden Valley Road I Golden Valley, MN 55427 763-593-80301 TTY 763-593-39681 763-593-8109 (fax) I www.goldenvalleymn.gov Facilities Study Task Farce REGULAR MEETING MINUTES Call to Order The meeting was called to order at 3:31 pm by Chair Gillian Rosenquist. Roll Call Task Force Members Present (indicated by asterisk): Name: Company: Name: Gillian Rosenquist* (GR) Task Force Chair, Golden Valley Karen Boehne* (KB) City County Member Andy Johnson* (AJ) Task Force, Planning Kathryn Simpson* (KS) Commissioner Becky Sanders* (BSa) Task Force, Resident Lucy Smith -Williams* Cl It Of golden VP I IIr P'X,7 February 16, 2021— 3:30 pm Virtual WebEx Meeting Company: Task Force, Resident Task Force, Resident Task force, Business Brian Smith* (BSm) I Task Force, Resident I MarcMeirovitz* (MM) Task Force, Business Cameron Selmer* (CS) I Task Force, Resident Sara Barrow* (SB) Gary Cohen* (GC) Task Force, Resident Tierre Webster (TW) Additional Attendees (Steering Committee and Project Team) Name: Company: Name: _ Marc Nevinski* Physical Development Director, Bruce Golden Valley Schwartzman* Cheryl Weiler* Communications Director, Golden Susan Morgan* Valley Jason Sturgis* Police Chief, Golden Valley Ben Janes* Task Force, Resident Task Force, Business Partner in Charge, BKV Group Project Manager, BKV Group Designer, BKV Group John Crelly* Fire Chief, Golden Valley Bryan Harjes* 1 Engagement Lead, HKGi Sue Vimig* Ted Massicotte* Tim Kieffer* Sue Schwalbe* Finance Director, Golden Valley I Jeff Miller �ssisianT Tire MeT, boioen vaney Andrew Cooper* Public Works Director, Golden I Dustin Phillips* valley Physical Development Assistant, Golden Valley Michael Healy* Kelly Naylor* Craig Carter* Andrew Cooper* Urban Planner. HKG1 Public Works Architect, Oertel Architects Pre -Con & Estimation Kraus/Anderson Pol'Ke Planner, BKV Group City Halt Planner, BKV Group Fire Planner, BKV Group Public Works Planner, oertel Architects This document is available in alternate formats upon a 72-hour request. Please call 763-593-8006 (TTY: 763-593-3968) to make a request. Examples of alternate formats may include large print, electronic, Braille, audiocassette, etc. City of Golden Valley Facilities Study Task Force Meeting Minutes 2 Feb 16, 2021— 3:30 pm Modified Public Meeting Protocols Followed Throughout the minutes, Task Force members will be referred to by their initials as listed above. Action items referenced within discussion notes are indicated in bold. Approval of Minutes: Minutes to be submitted for record and approval. - KB Requested a change in the 02/02/21 minutes to reflect Chief Crelly's comment on projected operational costs for the Fire Station to change models; he had noted this would be $300,000 - $400,000. Minutes revised and resubmitted. Discussion: 1. Review of Brookview Financing — Case Study by Sue VirnigDirector of Finance a. (AJ) Is there an upper limit or maximum threshold for spending without impact the City's debt rating? i. (SV) The City's goal is to approximate the current debt to revenue ratio, currently 22%. This could be up to 30% without impacting debt rating, which would need to be reviewed in light of community benefit and value in the proposed investment. b. (KB) What was the original proposed cost of Brookview? i. For responses listed below, values given are those recollected during the meeting by respondents and may not reflect actual project figures. Refer to other City documentation about the project for that information. ii. (GR) It was presented as a range, including a $38m option, which was not feasible because of the city's budget requirements. iii. (SV) The project first looked at building type and program needs; options explored included a $9m renovation, which would not meet the program needs, a $13.5m option, which offered more opportunities, and an eventual $18.5m option which included a children's play area. c. (BSa) The example of Brookview offers a balance of revenue generation (against project cost). This project doesn't include significant revenue generating space: how does that affect how this is funded? i. (SV) General fund tax dollars fund building maintenance; debt is how the City primarily funds projects of this scale d. (GC) What is the City's current debt rating compared to neighbors? i. (SV) AA1, which puts Golden Valley in the top 20 businesses in town. If some of the larger businesses relocated out of the city it would impact the debt rating negatively. Minneapolis, St Louis Park, Plymouth, Edina and Eden Prairie are AAA rated (higher), Crystal and New Hope are lower. City of Golden Valley Facilities Study Task Force Meeting Minutes 3 Feb 16, 2021— 3:30 pm 2. Review of Proiect Priorities a. Revisited project priorities reviewing each Task Force member's list of ranked needs versus wants. Task Force members verbally shared comments, and after the meeting submitted ranked lists for the team to process and collate. i. (AJ) balance investment and debt management / keep city hall downtown / address space deficiencies Police/Fire/Public Works. Safety and equity are also critical ii. (BSa) balance investment and debt management / address space deficiencies in PD/FD/PW / provide services and safety. Everything else is a want. iii. (BSm) address space deficiencies in PD/FD/PW / ensure facilities are efficient for 2021 and beyond. iv. (CS) balance investment and debt management / address space deficiencies should both be 'givens.' Needs: keep city hall downtown (for service and as a feature) / equity (in process, space, services, and in all ways). Wants include a welcoming environment, attractive to visitors and residents, and providing community facilities for use and rental (like Brookview). v. (GC) debt management / address space deficiencies. Safety and equity should be 'givens.' Providing a welcoming environment is common sense. Investing in the Police and Fire Department will keep their high ratings. Creating public green space is a nice to have. vi. (KS) Address space deficiencies / balance investment and debt management / generate revenue / provide equitable facilities. Everything else is a want. vii. (LSW) Address space deficiencies / keep City Hall downtown / provide parking and safety / ensure City Hall is more accessible / provide as full service a DMV as possible. viii. (MM) debt management / Fire Department operational transition / free up land for investment and development (which requires relocating public works and public safety) / collocating the library and city hall would be successful for the community. ix. (SBa) make land available for development / balance investment and debt management / keep city hall downtown / address space deficiencies. Wants include full service DMV, especially if it helps bring in more revenue / equity. b. What is missing from the priority list? i. (BSa) Sustainability as an articulated priority: define goals beyond code. a. (KS) Add information about return on investment for strategies. City of Golden Valley Facilities Study Task Force Meeting Minutes 4 Feb 16, 2021— 3:30 pm b. (SB) Standards and certifications are worthwhile; the city can start with a commitment to passive and active strategies. ii. (GR) Maintaining the integrity of city assets (physical buildings and equipment such as vehicles): the City is the guardian of taxpayer money, and using it responsibly is important. iii. (KB) More restaurants downtown would help draw visitors and entice developers, as do a mix of uses. c. Expectations for public space —outdoor and within municipal buildings: i. (KS) Want to entice businesses downtown, more important than outdoor space, especially with Brookview so close. ii. (SBa) Don't want to compete for resources with Brookview or businesses. Utilize land for redevelopment: prioritize food outlets over just business. iii. (GR) Outdoor public space would serve dual purposes: positive environmental impact and provide active green space. iv. (KB) For city hall the focus should be on employee function and city business - a grand entry and social space are not required. Walking paths and places for people to spend time together are needed outdoors. Would help connect between areas of development. v. (GC) Security changes after 9/11 changed expectations of use of public meeting space within public buildings. 3. Review of Space Programming Specifically re: public spaces within municipal facilities a. City Hall — BKV shared example of Inver Grove heights where multiple service counters face a common waiting area, with shared workspace beyond: more efficient for visitors and staff. i. (KS) Does City Hall absolutely require a tear down or could it be renovated? a. (KN): Both scenarios are still in review. The building as -is is not large enough for the 15 year projections, so an addition would be required. ii. (GR) Council operates off -hours: their space could be used by others, if it was designed for flexible use. a. (KN) This is a possibility: it would be important to review options and define expectations b. Police Department— Reviewed space program including requirements for training, vehicle storage, and efficient workflows. i. (AJ) Are police departments ever co -located within housing developments? How does this impact safety? This could demonstrate the City's commitment to policing, embedding them to be more accessible and visible. City of Golden Valley Facilities Study Task Force Meeting Minutes 5 Feb 16, 2021— 3:30 pm a. (BSw) This exists in various areas: the police presence can contribute to perceptions of safety. It also facilitates community policing. c. Public Works— Review of required program spaces. Example provided of Ramsey Public Works, where there are public spaces beyond a secured zone: multipurpose training room and restrooms that can be used by the community after hours. d. Fire Department —The training spaces for fire department include the training room, which at headquarters (Station #1) will also serve as the Emergency Operations Center (EOC) and at Station #2 as space available for elections. 4. Plans for Community Engagement Phase 1.5 a. Review of proposed Engagement 1.5 session: the goal is for residents to learn more about the needs, to ask questions, and to feel more informed about the purpose behind the project. b. Marketed through postcard mailings to all residents, through social media, news feeds, news releases, and community television. c. City's communication team will release a communication toolkit to Task Force members to help them connect to their networks to raise interest and awareness in the outreach. 5. Next Steps a. Refine Conceptual Plans b. Plan and Market Community Engagement Phase 2 Next Meeting: 1. Task Force: Tuesday, March 161h 3:30 — 5:30pm. ATTEST: 7;�� Tom. Marc Nevinski, Staff Liasion Respectfully submitted, Marc Nevinski, Physical Development Director