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03-13-12 CM Agenda Packet AGENDA Council/Manager Meeting Golden Valley City Hall 7800 Golden Valley Road Council Conference Room March 13, 2012 6:30 pm or immediately following Special HRA Meeting Pages 1. Douglas Drive Project 2-14 2. Human Rights Commission 15-22 3. Commission/Board Appointment Process 23-26 4. Bottineau Transitway Informational Meeting 27 5. Turf Management Proposal 28-35 6. Goal Setting Follow-up (Continued) 36-55 *7. Council Training 56 *added item Council/Manager meetings have an informal, discussion-style format and are designed for the Council to obtain background information, consider policy alternatives, and provide general directions to staff. No formal actions are taken at these meetings. The public is invited to attend Council/Manager meetings and listen to the discussion; public participation is allowed by invitation of the City Council. i��j*. / s �' �� , � � } [�� :��s, � i y µ y 1�1�� pl"i� �&t ��"^w��iG��iir4:+��F�r�'��i��1��N ��v��Ik�Y#I kG�Yi�a�c�r.�4M��t+"�JI v:. �� ' �`��t�C�s�k��c�'C��°, �S� ,�;�i,S��1��.i?��i`��dt`f�1�5: ��',{��tt��t��"��ilEt�,�'��Ct�`��1��"�11��:,�IIt�It�Ce�S��«��.��C ` � u � .e °' a i .,�=c Ct��1 C3� � �t'�,. � Public Works Department �� - - - - 763 593 8030/763 593 3988(fax) -.. �� z .: ..�w� iiu_�r��,�� s � �� :��ig.,C,4.�titi a�„;�. .-!� � . , ..�=,�sxya�wki�N�w�.��_ . �. . ...<�,�iva�;`��: .. ..�t "� '.. w�a:`��'�i,._.�� . . .. . . , Executive Summary Golden Valley Council/Manager Meeting March 13, 2012 Agenda Item 1. Douglas Drive Project Update Prepared By Jeannine Clancy, Director of Public Works Ron Nims, Public Works Project Coordinator Summary At the January 5, 2010 City Council meeting,the Council formally requested that the Douglas Drive Project (TH 55 to Medicine Lake Road) be placed in the Hennepin County Capital Improvement Plan for right-of-way acquisition in 2015 and construction in 2016. The estimated concept level cost of the project is approximately$20 million, and the City's portion will be about one-half of the project costs. An updated cost estimate will be prepared at the completion of the preliminary design phase. Background Since January 2010, the following activities have occurred: 1. The City received notice from Transit for Livable Communities (TLC) of an award in the amount$1,050,000. The City is utilizing these funds for the preparation of preliminary design and early right-of-way acquisition. 2. In November 2010,the City Council authorized a contract with WSB &Associates, Inc.to prepare the preliminary design and develop the necessary environmental documents. In order to complete the environmental documents, a Cultural Resources/Architectural History Investigation is being performed by Summit Envirosolutions, MnDOT's authorized vendor. 3. In early 2011, Xcel Energy began collection of the franchise fee ordered by the City Council which will assist in paying for the City's portion of the project. 4. At the Council/Manager meeting on July 12, 2011, the design consultant presented the project layout to the Council for a preliminary review. Based upon the City Council consensus,the design was forwarded on to the TLC and Hennepin County, both of whom have approved the project in concept. 5. On September 22, 2011, City staff met with property owners whose property will be impacted by the project to the extent that the property needs to be taken in total. 6. In late September 2011,the City purchased one home that was available and had been identified as a total take. 7. On October 5, 2011, an open house was held to review the project with the corridor property owners. 8. At the October 11, 2011 Council/Manager meeting, staff updated the Council on the status of the Douglas Drive project prior to officially presenting the preferred layout to the Council at its November 15, 2011 regular meeting for authorization of Municipa) Consent. 9. At the November 15, 2011 Council meeting,the Council authorized, by resolution, its Municipal Consent for the Douglas Drive Layout. The consent was conditioned upon staff evaluating the opportunity to reduce the right-of-way impacts by adjusting the lane or boulevard widths to the extent possible while maintaining the vision set for the corridor in the Douglas Drive Corridor Study. The purpose of this Council update is to: 1. Review the process and answer questions about Municipal Consent. 2. Discuss the modifications to the lane widths and boulevards that have been made to reduce right-of-way impacts and basis for selection of intersection type including cost comparisons (see attached memorandums from Project Manager Jupe Hale, WSB & Associates, Inc.). 3. Discuss Mayor Harris' request for staff to evaluate construction of a temporary walk along the east side of Douglas south of Duluth Street and a pedestrian crossing at Olympia Street (see attached memorandum from Public Works Engineering staff). Attachments • Memorandum from WSB &Associates, Inc., dated March 7, 2012, regarding Cross Sectional Analysis (4 pages) • Memorandum from WSB &Associates, Inc., dated March 7, 2012, regarding Roundabout Selection (4 pages) • Memorandum from Public Works Engineering Staff, dated February 24, 2012, regarding Pedestrian Access Along and Across Douglas Drive (3 pages) - Engineering ■ Planning ■ Environmental ■ Construction 701 Xenia Avenue South W�� Suite 300 Minneapolis,MN 55416 - Tel: 763-541-4800 &Associutes,h�c Fex: 763-541-1700 Memorandum To: Project Management Team From: Jupe Hale, PE Date: March 8, 2012 Re: Douglas Drive (CSAH 102) Improvements Cross Section Analysis WSB Project No. 01701-05 The purpose of this memorandum is to summarize investigations made by the Project Management Team (PMT) into reducing the proposed typical sections,footprint and property impacts of the proposed Douglas Drive Improvements. The PMT consists of City public works staff, Hennepin County transportation staff,and the design consultant. The directive to investigate alternative sections was given by the Golden Valley City Council in conjunction with obtaining Municipal Consent at the November 15, 2011 meeting. Background The typical sections for pouglas Drive have been developed over the course of two processes: the Corridor Study and the Preliminary Design. During these processes,the roadway has been divided into three distinct segments,and thus three distinct typical sections. Each segment reflects a different traffic volume,a different type of land use (both existing and future),and a different means to accommodate multiple modes of transportation. The decisions for each segment(and typical section) reflect the overall culture of that segment of roadway,and safely and efficiently accommodates the anticipated users. The following typical sections were proposed for Municipal Consent: c :y� . �� _ �� . -�:a_ .` >,-� ��__ � � u , � — � , � t ��azmn..� �� .�...y!i ._ _.. .,. 'c .. _ .. ._._� .__��. _, ._ _. ' .�..,�..��.. _ .. .___._— .. _ �...mma_ �_ . VARIIIBLE � tt• 2.'�.. ;2' 11' 11' .3' 16'(TYV.) -I Z.I__._11_ �� 70' 1tl' � WALK BLVO � TMRU U1NE � �HRU UNE � MISED TMRU UNE�TNRU UNE � BLVD � TRAII MEOMN Highway 55 to Golden Valley Road (looking north) Douglas Drive (CSAH 102) Improvements Page 1 Memorandum -Cross Section Analysis 3/8/2012 '�i"%. � A, --��:�..n —' . .. . � � _��_�._4��_ - -�_ �� r.__.,.. � _ - _ - � �WALN� BIVD �NCRE� THRULANE 7WO�WAV ��TNRULANE� C�CRETE BLVD� TRAIL�� BIKE LANE LER TURN UNE BINE LANE Golden Valley Road to Duluth Street (looking north) A ��\ — � q � , �?• ._ i.. p + �.�... - - ,,�.� �, � —�W. ��um�..., . _._. � 9 V� Y ; '�'k �--�—,- - - - r- - ' � 1� L�---� �I _.�`_� _ _ �.- �_.__ _ ,�- —_- - - - �`t' �o� I s• I ii� I i�� I is� �I �i• �I s• �I e• �I a• � � WALN BLVD C BIKE t THRUUNE � THRUUNE �t� TW0.WIIY �� THRUUNE ��1BIKE��"ewo�r TRAIL LRNE LEFTTURNUNE LANE Duluth Street to West Medicine Lake Road (looking north) The Design Report, presented to the City Council at the November 15, 2011 meeting,details the development of these sections relative to number of lanes, raised central medians or continuous left turn lanes,presence of on-street bicycle lanes,and trail/sidewalk locations. At the meeting,the City Council approved the general configuration of these sections,but requested that the Project Management Team investigate widths of the corridor components to minimize the footprint and property impacts. Vehicle Lane Widths Douglas Drive is Hennepin County State Aid Highway 102,and is therefore under the jurisdiction of two agencies with regard to traffic safety: Hennepin County and Minnesota Department of Transportation. Both entities are in agreement regarding minimum lane widths of 11 feet for through traffic. The Project Management Team is also in agreement with those widths for safe operation of not only passenger vehicles,but for the larger users of the road: transit buses, emergency vehicles,service vehicles and large trucks. The width for the central median south of Golden Valley Road is also fixed. The width of 16 feet reflects the ability to develop a left turn lane at the frontage road,while still maintaining a minimum width for a median nose. The standards for a central left turn lane are not as well defined,and the Project Management Team has recommended a reduced width of 11 feet. Hennepin County has agreed to this reduction. Bicycle Lane Widths The on-street bicycle lanes are proposed as concrete,which incorporates the curb and gutter integrally with the lane. The full concrete width eliminates both the asphalt/concrete seam and Douglas Drive(CSAH 102) Improvements Page 2 Memorandum -Cross Section Analysis 3/8/2012 steep gutter slopes,making the gutter a useful portion of the bike lane. Thus,the bicycle lanes as proposed in Municipal Consent already reflect a two-foot reduction in width,and cannot be reduced further. Trail and Sidewalk Widths Hennepin County standards require trails along arterial streets. In addition,the presence of the Luce Line trail at the south end of the corridor suggest a need to connect trail users within the corridor. The need for a trail is clear,and the 8-foot width reflects minimum trail standards. The presence of on-street bicycle lanes does not eliminate the need for a multi-use trail,as the users of each facility are different,with different needs and skills,and do not co-mingle effectively. A sidewalk on the opposite side of the street is desired to facilitate north and south movement by pedestrians without having to cross the street. Multiple crossings of Douglas Drive would be reyuired to utilize the trail on the opposite side effectively,and such an approach would not only encourage multiple conflict points for pedestrians and vehicles,but would hinder the vehicular capacity as well. Further,a sidewalk is necessary to meet Americans with Disabilities Act standards,and it is required by Hennepin County. The City of Golden Valley will ultimately be responsible for maintenance of the sidewalk,and requires a six-foot width in order to provide safe and ef�cient snow removal. Boulevard Widths The PMT considered locating the trail and sidewalk directly behind the curb,effectively reducing the boulevards to zero. However, doing so would introduce a number of issues: 1. Additional width will be needed for both sidewalk and trail to accommodate clear zone and safety reyuirements; 2. Relocation of street lights and traffic signs to behind the trail or sidewalk, requiring additional right-of-way as well as reduced effectiveness for lighting and traffic safety; 3. Elimination of an area for snow storage, resulting in additional snow removal for City maintenance crews that now must remove roadway snow now plowed onto the sidewalk and trail; 4. A more harsh environment for trail and sidewalk users,as they are now part of the vehicular roadway rather than being buffered by signs,lights and landscape; and 5. A clear change in direction from the vision for the roadway as established by the Douglas Drive Corridor Study. Due to these negative effects,the PMT felt it was clearly the best choice to employ boulevards along the corridor. The PMT then analyzed the width needed to a) allow for lighting and signs; b) allow for storage of roadway snow; and c) leave enough space to establish a landscape presence that allowed for proper growth and maintenance. Given these factors,the PMT agreed that an 8-foot width was the minimum acceptable for a boulevard. Thus,both sides of Douglas Drive are proposed to have an 8-foot boulevard. Douglas Drive (CSAH 102) Improvements Page 3 Memorandum -Cross Section Analysis 3/8/2012 Findings and Recommendation The result of the investigation are a net change of one foot on two typical sections north of Golden Valley Road(reduction of center turn lane from 12 feet to 11 feet). The boulevards on each side are modified to be equal,each 8 feet wide,but this results in no net change from the boulevards proposed for Municipal Consent. This modification represents the PMT's recommendation as to the minimum width for pouglas Drive. Douglas Drive (CSAH 102) Improvements Page 4 Memorandum -Cross Section Analysis 3/8/2012 - Engineering ■ Planning ■ Environmental ■ Construction 701 Xenia Avenue South W�� Suite 300 Minneapolis,MN 55416 - Tel: 763-541-4800 &Associules.1nc. F2x: 763-541-1700 Memorandum To: Project Management Team From: Jupe Hale, PE Date: March 8, 2012 Re: Douglas Drive (CSAH 102) Improvements Roundabout Selection WSB Project No. 01701-05 The purpose of this memorandum is to provide background for the selection of roundabouts versus traffic signal control at the Douglas Drive/Golden Valley Road intersections and the Douglas Drive/Sandburg Road intersection. There is no recommendation provided as part of this memorandum-the roundabouts have already been recommended, reviewed and approved as part of the concept development and Municipal Consent process. Background Modern roundabouts were analyzed at all major intersections,and were identified as the preferred control at two locations. There are over 100 roundabouts already constructed in Minnesota,and they are statistically proven to be an efficient mechanism to not only move traffic,but to manage traffic speeds to match the posted speed within a corridor. They are much safer than traditional intersections and accommodate pedestrians quite well. There is a wealth of information available on the statistically-proven safety and capacity of roundabouts in general,which is beyond the scope of this memorandum. However,it can be provided upon request. Dou�las Drive/Golden Valley Road The following sections indicated by 1�,�2 ,�3 ,and�are taken directly from the Douglas Drive Design Report,presented to the Golden Valley City Council on November 15, 2011 as part of obtaining Municipal Consent. The numbers also correspond to specific points on a diagram of the proposed intersection,shown on the following page. � Selection of Roundabout Intersection The selection of Golden Valley Road and Douglas Drive was selected to be a roundabout over a traffic signal for the following reasons: A. The skew of the intersection and the speed of traffic at the intersection presented a safety concern for both turning vehicles and pedestrians. Because of the reduced number of lanes and the reduced design speeds of roundabout approaches,the realignment of the intersection (eliminating the skew) is more Douglas Drive (CSAH 102) Improvements Page 1 Memorandum -RoundaboutSelection 3/8/2012 easily accomplished with a roundabout. A roundabout allows pedestrians to cross one direction at a time,and because left-turn lanes are eliminated,the crossing is reduced to only one or two lanes. And last,all traffic must slow down to traverse a roundabout,which is a safer environment for pedestrians and turning vehicles as compared to straight-through traffic with a green light. B. Transition Point: Douglas Drive is transitioning between a four-lane (40 mph) commercial area street to a three-lane (35 mph) community street. The roundabout will naturally slow drivers and give the appearance of a changed condition. C. Ability to fix the skew: Due to the speeds,a designer can take advantage of the roundabout geometrics by using smaller curves and limit the lengths of the construction over that of a signal. This was especially important on the east side of Golden Valley Road,as the roadway needed to be back on alignment at the railroad crossing. D. Capacity: The roundabout provides better capacity through the intersection than a signal because it allows for continuous movement of vehicles rather than losing efficiency by stopping all traffic while the signal changes between directions. �' ► � � �S� �r��. ,�. ^� • _ �. !, ► ... �� #. . � f�? :'.x.Y �'x� �z East Le�Realignment " � � ^�'`�' � � �� ' �� ,. .f ► . � Y� f �f � � . The east leg is realigned to , � �;:�'�°�_� � ,�� 3 .�� , ,� e., „ i� ` d�. ,� < bring the intersection closer � �'�}� �°'�,'�` i �f � -' ` �-.� " :�/�" � r �• �, � �....� to 90 degrees. Due to the x � �'��'"' �+ �'� /� �`� I��- �� Y:�; ,�� 4;� � w ; dedicated right-turn lane,it s•� '� �. �` �..`:_:_=% , �� , � � , - was important to eliminate � � w,�"��ii��„�.'' '',,O� 2 " the obtuse angle that was ,� `',��!� �,� ; �� ` ' . � � � created by the skew. 4��. q,, '� r" ,,,� 'i�� ,'�� 'y`., , ti ,�, �.;: a �, ;�. , �� 3 Bicycle Ramps �� h t�' ', , `� � �� '� ; ' �.��' a ' The bicycle ramps are y , ; • } t+ '' ` . � , r � � .� . i�" �� ;k } �s�' included to allow the bicycle �_� %�'"` ,�;�Y:. �' I� �` riders that are comfortable ��± *t�" t*'i � � — �,�,; • �-:.,,,u� ,� � _ riding in the bike lane,but are "" not comfortable riding through a roundabout,to exit the bike lane before entering the roundabout and allowing them to reenter the bike lane after leaving the roundabout area. � Remnant Area A remnant area will be created to the north of the east leg of Golden Valley Road. It is anticipated the utilities will remain in this area. It is also important to characterize the relative costs between the traffic signal and the roundabout. In terms of construction cost,the roundabout is 23%less than a traffic signal with sufficient capacity. Additional cost for a traffic signal would also be incurred due to reconstruction of the existing(and relatively new) railroad bridge that would be required for a traffic signal. Douglas Drive (CSAH 102) Improvements Page 2 Memorandum -Roundabout Selection 3/8/2012 Last,the right-of-way impact is significantly less for the roundabout. The roundabout as shown impacts 2 properties,and results in no total acquisitions. The equivalent traffic signal would impact four parcels,and would result in 3 total acquisitions. Douglas Drive/Sandburg Road The following sections indicated by 1�,�z ,�3 , 4�,and�5 are taken directly from the Douglas Drive Design Report, presented to the Golden Valley City Council on November 15, 2011 as part of the public hearing presentation to obtain Municipal Consent. The numbers also correspond to specific points on a diagram of the proposed intersection,shown on the following page. Di Selection of Roundabout Intersection The selection of Sandburg Road and Douglas Drive was selected to be a roundabout over a traffic signal for the following reasons: A. Safety: Roundabouts reduce conflict points over that of a signal, in addition the severity of crashes are significantly lower. B. Reduces R/W Impact: The roundabout option reduces the footprint of the project along Douglas Drive. This is especially important near the Honeywell pond and monitoring wells. C. Capacity: The roundabout allows for more continuous movement of vehicles through the intersection,than at signalized intersections. Oz Reduced Impact to Sandburg School Property The roundabout alignment has minimized the impact on the school property which is federally defined as"park" property,and therefore is subject to restrictions in terms of impacts. �3 Total Take of 2300 Dou�las Drive Due to the proximity of the roundabout to this home,total acquisition of the parcel is necessary. Shifting the roundabout to the west would have meant significant impacts to the pond,monitoring wells and park property. As a result,the impacts to the property are to the extent that a total acquisition is required. +� `� � '� "`"""°�`�. � '--�'�� ,.; .,. . r.. ; � Impact to 2230 Douglas Drive** I, .;' ` i�'a,� "� °— , F �`�`,�.;,��"'� _. The southbound Douglas Drive access to this , �� 1A� �1.�-, property will be blocked by the median south of '2 5�,�� ,,� the roundabout(splitter island). __ T A3� '' �. � � ' �� 5 Impact to 2310 Douglas Drive** k ; � �- � + __ �'�,'� �-�� . . 4 ` ,��„��.� The access from the property to southbound : ,� �'� � �`��` �a�`;��', Douglas Drive will be blocked by the median _ � ;: � � !I� +�.'��-- _ . a �� north of the roundabout(splitter island). � � ��_.�=�� **A potential solution is bringing the two properties to one driveway location at the roundabout, in the acquired 2300 property. Douglas Drive(CSAH 102) Improvements Page 3 Memorandum -RoundaboutSelection 3/8/2012 The construction cost analysis indicates that the roundabout will cost 28%less than the equivalent signal at this location. The required acquisition is identical between the two options. There will need to be partial acquisition necessary at 5 parcels,and one total acquisition,as discussed above. It is important to note that even if a traffic signal were constructed such that the physical structure at 2300 Douglas Drive were not impacted,the proximity of the driveway to the intersection would force driveway closure,rendering the property unusable. Access to existing driveways is also impacted less by the roundabout. The shortness of the central medians in the roundabout configuration allows for full access to be maintained at all locations, except for 2230 Douglas Drive and 2310 Douglas Drive,as discussed above. The central medians are much longer for a signal, and thus 3 additional properties to the south would lose left-in/left- out access. Douglas Drive (CSAH 102) Improvements Page 4 Memorandum -Roundabout Selection 3/8/2012 �� I�I V , �.� �tl�?�1C��,l��u �� .r�tll�I1� � � 763-59�•803017f�3-59�-3�8��ax)' __. .._W...��..°�^�IM�,��k�'�t��°":. _ . . �. ��;. ......,��`� ��: � :_.. i ��a��tn. .��, �.°� . : "��,P t ` Date: February 24, 2012 To: Jeannine Clancy, Director of Public Works Through: Jeff Oliver, PE, City Engineer From: Ron Nims, Project Coordinator Mark Ray, PE, Engineer Subject: Pedestrian Access Along and Across Douglas Drive __. :�� : : 7:;-ti„wH,rv_.�f.�.�� -::." _.._.�.��... . :: N,��,�. __��.�3 . Temporary Sidewalk on East Side of Douglas Drive The City, in partnership with Hennepin County and the Minnesota Department of Transportation, is currently proposing reconstruction of Douglas Drive in 2016.The proposed improvements include off-street pedestrian facilities on both sides of Douglas Drive for the entire corridor. Due to the amount of existing pedestrian traffic along Douglas Drive staff has been asked to evaluate whether a temporary pedestrian access route could be constructed prior to reconstruction of Douglas Drive scheduled for 2016. Advanta�es of a Temporarv Sidewalk Pedestrians will have an all-season off-roadway paved surface to use.This should keep pedestrians out of the street during the winter and allow a smoother walking surface during the summer. Challen�es of a Temporarv Sidewalk 1. Existing available right-of-way is approximately 6 feet behind existing curb. 2. Existing utility poles are approximately 3 feet behind existing curb, in the middle of the available right-of-way. 3. City standard sidewalk is 6 feet in width for accessibility and snow clearance equipment. 4. City may need to obtain additional right-of-way that is currently not part of the final design plan.Some of the additional needs may require full property taking, none of which the City has funding resources for. 5. Xcel Energy has already been put on notice that they need to complete the relocation in advance of the City's project in 2016.The City is budgeting for this future expense and does not have adequate funding on hand to construct a temporary relocation. G:\PROJECTS\Douglas Drive(10-4)\Memos\PedAccessOlympiatoDuluth rev by RN.docx 1 6. Due to accessibility requirements, any new idewalk would also require curb ramp improvements at street crossings.This wor would have street impacts. 7. Temporary sidewalk would need to be rem ved as part of the full reconstruction project. 8. City would be responsible for the cost of re ocation of the wires, even to a temporary location.The preliminary estimate for the f II cost to relocate all of the electrical utilities for the entire project was$3,000,000. Even relocating a partial segment will be at significant additional cost that the City doe not currently have. 9. City would be responsible for all the costs o construction of the temporary sidewalk. Temporary Crosswalk at Olympia Street In addition to the potential of a temporary sidewal another option has been raised is whether temporary crosswalk improvements could be mad at the intersection of Douglas Drive and Olympia Street.This improvement is intended to ai in pedestrian traffic across Douglas Drive to use the existing sidewalk on the west side of the c rridor, and access park facilities west of the intersection. Advantages Enhanced Crosswalk Treatments 1. Provide a clear crossing point for pedestria s. 2. Potential to create median refuge area, ma ing the crossing two movements of shorter distance. Challen�es Enhanced Crosswalk Treatments 1. There is no legal difference for pedestrian r ght-of-way between a signed, marked crosswalk and an unmarked intersection. innesota State Statue 169.21 subdivision 2 says that vehicles shall stop and yield to a p destrian crossing in the roadway at an intersection (marked or unmarked). 2. City has done a number of outreach efforts for pedestrian and driver education regarding right-of-way(CityNews articles and Commu ity Television segments); however, driver compliance is still a challenge. 3. Any crosswalk that is constructed must be ompliant with accessibility guidelines.This would require curb ramp improvements an have street impacts. 4. If no sidewalk is constructed on the east side of Douglas Drive,the accessible crosswalk would not connect to any supporting acces ible sidewalk or trail system. 5. Other intersections along Douglas Drive ha e similar traffic control to what is at Olympia. For corridor consistency, similar treatment should be used along the corridor. 6. Concerns exist that any enhanced treatme ts may give pedestrians a false sense of security. 7. Hennepin County staff has indicated that e hanced signage at this location is not consistent with County practices. Recommendation While pedestrian safety is a priority in Golden Vall y, any temporary modification will not be accessible for all users nor is it economically feasib e.The design plan for the Douglas Drive corridor provides accessible pedestrian routes alo g both sides of Douglas Drive. These routes G:\PROJECTS\Douglas Drive(10-4)\Memos\PedAccessOlympiatoDu uth rev by RN.docx 2 will connect pedestrians to the intersections with higher levels of traffic control (roundabouts, traffic signals).While Douglas Drive does have residential areas along the corridor, it is also a County State Aid Highway of regional significance and balancing the needs of all users is essential to overall safety and operation. G:\PROJECTS\Douglas Drive(10-4)\Memos\PedAccessOlympiatoDuluth rev by RN.docx 3 Cl��1 (3� City Administration/Council 763-593-8Q03/T63-593-81 t!9(fax} . �. �.� �_m _ � � � � � � � � a � � �: ..t ��a�m��P��k��P��4" W.. ...v. . ��,��r��....� _.�, �a .. ,. _.��.. .,d��.� �.,s,��wa� . . . �a Executive Summary Golden Valley Council/Manager Meeting March 13, 2012 Agenda Item 2. Human Rights Commission Prepared By Thomas Burt, City Manager Summary Mayor Harris and Council Member Clausen requested this item be placed on the agenda to discuss the status of the Human Rights Commission and its possible reorganization. Attachments City Code Section 2.53: Human Rights Commission (1 page) By-laws of the Human Rights Commission (6 pagesj § 2.53 Section 2.53: Human Rights Commission Subdivision 1. Establishment and Composition A Human Rights Commission is hereby established, composed of eleven (11) members, who shall serve three-year staggered terms. The Council shall seek to have said appointments reflect the ethnic, cultural, religious and other diversity of the City. Subdivision 2. Policy It is the policy of the City to encourage the establishment and development of equal opportunity and fair treatment of all individuals living, working, or traveling in and through the City without regard to race, color, creed, religion, national origin, sex, marital status, familial status, disability, status with regard to public assistance, sexual orientation, age or any other classification subsequently identified by the State of Minnesota. Subdivision 3. Duties and Responsibilities It is the duty of the Commission to advise and recommend to the Council as to matters of equal opportunity and fair treatment. Specifically it shall: A. Develop and recommend educational programs for dissemination and implementation of the policy herein stated; B. Recommend programs and procedures which further the policy; C. Identify and advise the City Council, on activities initiated by other public and quasi-public agencies regarding civil and human rights and participate as directed by the Council; and D. Review and report on specific matters as directed by the Council, including studies on community demographics and surveys on civil and human rights practices in the City. Source: Ordinance No. 333, 2nd Series Effective Date: 9-30-05 Go/den Valley City Code Page 1 of 1 BY-LAWS OF THE HUMAN RIGHTS COMMISSION CITY OF GOLDEN VALLEY . Article I: Mission Statement It is the policy of the City to encourage the establishment and development of equal opportunity and fair treatment of all individuals living, working, or traveling in and through the City without regard to race, color, creed, religion, national origin, sex, marital status, familial status, disability, status with regard to public assistance, sexual orientation, age or any other classification subsequently identified by the State of Minnesota. It is the duty of the Commission to advise and recommend to the Council as to matters of equal opportunity and fair treatment. Specifically it shall: A. Develop and recommend educational programs for dissemination and implementation of the policy herein stated; B. Recommend programs and procedures which further the policy; C. Identify and advise the City Council, on activities initiated by other public and quasi-public agencies regarding civil and human rights and participate as directed by the Council; and D. Review and report on specific matters as directed by the Council, including studies on community demographics and surveys on civil and human rights practices in the City. Article II: Membership A. Composition: A Human Rights Commission is hereby established, composed of eleven (11) members, who shall serve three-year staggered terms. The Council shall seek to have said appointments reflect the ethnic, cultural, . religious and other diversity of the City. B. Appointments: The terms of all Board and Commission members shall be fixed and determined at the time of appointment. The Council shall appoint the members of all Boards and Commissions and may fill vacancies for unexpired terms. Members of Boards and Commissions shall serve until their successors are appointed. Appointments shall be made by the Council at its last meeting in April, effective May 1. � C. Responsibilities: Each member is expected to attend at least one meeting per month in the evenings, and devote approximately five hours per month to Commission business outside of the meetings. Members will work in small groups on specific projects, and are expected to have an interest in human rights problems and issues as they relate to such topics as housing, employment, public accommodations, education and public services. D. Attendance and Rules: Each Board and Commission shall establish by- laws, which must be reviewed and approved by the Council every three years. The Council has final authority regarding all by-laws. Boards and Commissions shall follow Roberts Rules of Order unless alternative procedures are established in the approved by-laws or in the City Code. A quorum shall be a simple majority of the membership and all recommendations shall require a quorum. No member shall serve as chair more than two years in a three-year period, except that service for less than a full year shall not be applied to this limit. If a member is unable to attend a meeting, that member should contact the staff liaison or secretary, who will inform the chair if a quorum cannot be attained and the meeting will be cancelled. The Council may establish an attendance policy for members to remain in good standing. Attendance is required at all meetings. Absence from three consecutive regular or special meetings shall be cause for recommended removal from the Commission. E. Orientation: Each member will receive an orientation to the Human Rights Commission. Article III: Meetinqs A. The Commission shall hold regular monthly meetings on the second Thursday of every month at 7 pm and all business shall be conducted in compliance with the Open Meeting laws of the State of Minnesota. This means all business and discussion occurs at a meeting which has been posted and is open to the public. A quorum of the members should not discuss Commission business by email, telephone or informal meetings. B. A quorum consists of a majority of the membership; a majority vote of the members present shall be sufficient to transact the business of the Commission. C. The Commission may hold special meetings to complete or initiate business at the call of the Chair, or upon the request of three members of the Commission. D. Each member shall be notified at least 48 hours previous to a special meeting, of the time, place and the purpose of the meeting. E. All meetings shall be open to the public. Article IV: Officers A. Election of Officers: The officers of the Human Rights Commission shall be elected by the members of the Commission at the May meeting each year. They shall serve a period of one year. (See also "Attendance and Rules") B. Officers: The officers of the Human Rights Commission shall be a Chairperson and a Vice-chairperson. In addition, the City Council will appoint an official Secretary who need not be a member of the Commission, and the City's Finance Director will serve as Treasurer. C. Duties of Officers: i) Chairperson will: - develop the agenda for meetings, - conduct and preside over monthly meetings in a productive, time efficient manner, - monitor and ensure the progress and completion of projects and Commission activities within an approved time frame, - report to City Council, - ensure that the Commission conducts its activities within the stated mission and by-laws, - appoint special task forces for specific projects when needed, - take needed action on behalf of the Human Rights Commission in emergency situations. Such actions must be reported to the Commission at its next meeting. ii) Vice-chairperson will: - assist the Chair in completing the above responsibilities and pertorm those duties in the absence of the chairperson, - chair the membership and nomination committees. iii) Secretary wilL - keep the minutes of all meetings and all records of the Commission. Minutes of the meetings shall be mailed to all Commission members together with the notice of the next regular meeting. The Secretary shall notify all members of regular and special meetings of the Commission. The agenda for meetings shall be mailed to all Commission members no less than three business days prior to the meeting. Article V: Conduct of Business A. No business shall be transacted at any special meeting other than that stated in the call for the meeting. B. Bi-monthly meetings shall be called to order by the Chairperson, or in the Chairperson's absence, by the Vice-Chairperson. In the absence of both, the Secretary shall call the meeting to order and those present may elect a Chairperson pro tem. C. The rules contained in Robert's Rules of Order Revised shall govern the organization in all cases to which they are applicable and in which they are not inconsistent with these by-laws. All business will be conducted in conformance with the City of Golden Valley Guidelines for Commissions, Committees. D. Attendance shall be taken at each bi-monthly meeting and a record made of those members present or absent. The minutes of previous monthly meetings shall be submitted for approval and any errors noted and corrections made; the agenda for the current meeting shall be approved. The regular order of business shall then be taken up, provided that the reading of the minutes may be dispensed with and approved if there are no objections. E. All reports shall be in writing, as shall motions and resolutions, when it is desired that more than the substance be entered in the minutes. Article VI: Committees A. Executive Committee: Shall consist of the Chair, Vice-chair, and one member-at-large, who will be elected by the commissioners. The committee will meet at least quarterly, and more frequently if needed. The committee will assist the officers in maintaining the smooth operation of the Commission. This committee will also be responsible for drafting the revisions for these by-laws. B. Membership/Nomination Committee: Shall be chaired by the Vice chairperson of the Commission, and include at least two regular members of the Commission. This committee will meet as needed and shall be responsible for: - presenting a slate of nominees for offices to the Human Rights Commission at its May meeting each year, - attendance at meetings, contacting those members who are absent more frequently than the by-laws allow, and making recom- mendations to the Commission for needed action in such cases. C. Program Committees: Program committees will be constituted each year to carry out the activities of the Commission. Each program committee will be responsible for one of the areas of focus identified in Article I of these by- laws. All HRC members, including officers, will be required to join one of these committees: 1) School Education Committee: will relate to area schools/school districts to serve as an advocate/resource in the area of multicultural education; this may include curriculum and activities related to creating a positive climate for individuals from different backgrounds. 2) Community Education Committee: will have standing responsibility for educating the citizens regarding human rights, cultural diversity, and discrimination through developing and distributing the HRC brochure and literature to continually update the HRC regarding current issues, and to alert the City Council if needed. This committee will provide a liaison to the Black History Committee, and will develop plans for other educational activities of the Commission. 3) Discrimination Committee: will have standing responsibility for addressing incidents of discrimination, including individual complaints, no-fault grievance and mediation requests, responses to media publications related to human rights, an annual survey of public housing sites, etc. 4) Needs Assessment Committee: As a way of monitoring the status of human rights in Golden Valley, the Commission will have standing responsibility for conducting periodic surveys and utilizing other opportunities to identify areas of positive strengths and unmet needs in the City of Golden Valley related to human rights. Based on a needs assessment process (See Appendix I), this committee can monitor activities, evaluate results, and make recommendations to the Commission. The committee members may also be appointed by the HRC Chairperson, or the City Council to represent the HRC and/or City of Golden Valley in organizations such as the Coalition of NW Area Human Rights Councils. In addition to the standing responsibilities, every year each program committee will also develop a plan of activities consistent with its focus, which will be presented at the bi-monthly meeting of the HRC in March for review and approval. Thereafter, the committee chairpersons will report progress on these plans at bi-monthly meetings of the HRC. Any changes in these annual plans will require approval of the Commission. Program committees will document progress on their respective activities each quarter, to be presented to City Council by the HRC Chair. D. Ad Hoc Committees and Task Forces: The Chairperson may appoint ad hoc committees and task forces to carry out special responsibilities on an "as needed" basis, when such responsibilities are not consistent with the focus of the program committees. Such appointments will be time limited, will need approval of the Commission, and will be dissolved following completion of the assigned tasks. Article VII: Guidelines for Proqrams and Budqets A. Planning activities and sponsorship: The Human Rights Commission can sponsor any program approved by City Council, consistent with its mission. The Commission can co-sponsor events with other groups, providing the Commission has no financial obligations and the co-sponsorship is approved by City Council. The Commission can co-sponsor events with other governmental bodies, providing "Joint Powers Agreements" have been approved by both governing bodies. Approved Commission programs can be supported or endorsed by other groups. B. Support action: The Commission can support legislative programs upon recommendation to and approval by the City Council. The Commission can support or favor local issues affecting the municipality and make a recommendation to the Council respecting such issues. C. Expenditures: The Commission can spend funds, with Council approval, for public purposes. The purpose must be related to the HRC's mission, must benefit the community as a whole, must have a direct relationship to the City government, and must be under the direct control of the City. Expenditures must be within the limitations of the City's statutory authority. Ventures requiring expenditures must be under the auspices and control of the Commission, unless joint powers control has received Council approval. Small sums can be spent by the Commission when similar approval by the Council has been granted, or when the use is for other requirements (such as in training for commissioners, expenses resulting from Commission meetings, operating expenses, etc.) that are clearly within the contemplation of the time the general Commission budget is approved. This authority to spend would also extend to any contingency funds budgeted by the Council so long as the activity giving rise to the expenditure was clearly within the contemplation of the Council and the scope of the governing resolution, with doubtful situations to be submitted to the Council for its review. Article VIII: Amendments and Revisions These by-laws will be reviewed by the Executive Committee at least every three years, and recommendations for changes and amendments will be presented to the Commission for action. These by-laws can be altered or amended at any regular monthly meetings of the HRC, provided that notice of the proposed changes and amendments shall have been mailed to each member of the HRC at least 7 days prior to such meetings. V�V� i..+�. YI�' . �% M�:t City Administration/Council �� _ _ 763 593-3989/763-593 81 Q9(fax) �t�A�aO��^`��1�,:°�"... -. = �..+.�'..:n�:i��„z�,�.?��iop`�'.,�...-... . ..;,.. .-»..,�Ci=kt:��`.� � �.:. ..x�s ..��+ar:m� .. .. =�:��-�".��..��C�:��,U�r ,,.. .. . . Executive Summary Golden Valtey Council/Manager Meeting March 13, 2012 Agenda Item 3. Commission/Board Appointment Process Prepared By Chantell Knauss, Assistant City Manager Summary The proposed process is to assist in streamlining the appointment of Commissioners and Board members. Attachments • Guidelines for Commission/Board Appointments and Procedures Policy (3 pages) GUIDELINES FOR COMMISSION/BOARD APPOINTMENTS AND PROCEDURES POLICY I. PURPOSE A. Assure balanced and fair access to the appointment process for aII City commission/board positions appointed by the City CounciL B. Set up a uniform recruitment and selection policy for all eligible applicants to City commissions and boards. C. Establish and outline the role of commissions, boards and commissioners within the City of Golden Valley in a clear format. D. Provide applicants to City commissions and boards with necessary information pertinent to their position as a commission or board member. II. POLICY It is the purpose of this policy to provide fair and consistent guidelines to be followed in regards to the application, appointment, orientation and role of commissioners and board members. III. PROCEDURE A. Application Process 1. The City will solicit applicants for commissions and boards year round, with an emphasis during the months of January, February and March, prior to when the appointments are made. 2. The commission/board application will be available on the City of Golden Valley web site. 3. All applications must be submitted on or before March 15 of each year to be considered for appointment that year. Any applications received after March 15 will be included in the following year's applications. 4. All applicants will be required to acknowledge having read and understand the Data Practices Advisory and consent to have the City conduct a complete criminal history and felony background check, which the City uses to establish an applicant's eligibility to be appointed to a commission/board. Any applicant that has previously been convicted of a felony will not be eligible for appointment to a City commission or board. The Golden Valley Police and Human Resources will view the background checks that are conducted. 5. Interviews will be conducted in March or April of each year. Depending on the number of applicants to be interviewed, additional interview nights may be scheduled. 6. Each applicant will be asked to report to the City of Golden Valley offices to take part in an interview with the City Council. 7. The interview will consist of open ended questions consisting of general questions and specific ones appropriate for the commission or board the applicant has applied to be appointed. In the event an applicant does not identify a preference on which commission or board they wish to serve, a mix of commission specific questions shall be asked of that applicant. Guidelines for Commission/Board Appointments/Procedures B. Appointment Process 1. Commission and board appointments will be made at the next available regular City Council meeting, following the interviews. 2. Newly appointed commissioners will take part in the orientation for new commissioners and board members within the month following their appointment. 3. Newly appointed commissioners will officially begin their term following orientation. C. Vacancy Process 1. In the event of a vacancy, the vacant commission/board seat will remain open and be filled at the time the annual appointments are made. 2. In the event that the number of vacancies on the affected commission/board falls below the required amount, with more than nine (9) months before the annual appointments, the vacancy for that commission/board will be filled as soon as possible. D. Orientation 1. Orientation meeting will be conducted for all newly appointed commission and board members on a date and time that will work for all new appointees. Depending on the number of newly appointed commissioners/board members, additional orientation meetings may be scheduled. 2. The following subjects will be addressed during the orientation: • Advisory role of Commission/Boards to the City Council • Open Meeting Law • Data Practices • Code of Ethics • Gift Law E. Attendance Policv 1. In the event that a commission/board member is absent from three consecutive meetings, he or she may be removed from the commission/board. 2. Attendance records shall be included in the commission/board meeting minutes. F. Commission Fundin� Requests 1. Commission/boards must seek Council approval for funding requests (discretionary funds are available to commission/boards in the appropriate departmental budgets for routine meeting expenses). G. Role of Commissioners/Board Members 1. Commission/Board Members are volunteers of the City of Golden Valley. 2. Commission/Board Members are appointed by the City Council to be members of commission/boards that are charged with serving in an advisory nature to the City Council. Guidelines for Commission/Board Appointments/Procedures 3. Under no circumstance may Commissioners/Board Members act on behalf of the City, nor shall they be involved in enforcement and/or regulation on behalf of the City, unless directed to do so by the City Council as a whole. 4. Commissioners/Board Members are permitted and encouraged to attend project sites within the City of Golden Valley that are pertinent to Commission agenda items. Commissioners/Board Members, when on project sites, are encouraged to state their role as a member of a City of Golden Valley Commission/Board. IV. RESPONStBILITY By accepting this policy, the City of Golden Valley accepts responsibility to enact the guidelines as proposed. Any proposed modifications to the policy must be submitted to the City Council for consideration. Date of Approval: �� . � City Administration/Council �� - - - - 763 593 8003/763 593 8109(fax} ��M�, i � , ��s�.- �� ,� �� _.�w; . _ . . . � _,.,��,m�u 19k��.....,., . W .�e�;. d�,... . ._ , .,..,� . . . ........�...x�.�,m�r_:� �i ., .� ._ . . . . ..�a�t�;. :�, � ..�. . Executive Summary Golden Valley Council/Manager Meeting March 13, 2012 Agenda Item 4. Bottineau Transitway Informational Meeting Prepared By Thomas Burt, City Manager Summary It has been suggested that the City hold an informational meeting to listen to resident comments concerning Bottineau Transitway. This is not required as part of the County's approval process. Staff seeks Council direction regarding if this meeting is needed and when it should be scheduled. Ct�� C3� � Public Works D e artment � �� r 763-593-8030/763 593-3988{fax} Executive Summary Golden Valley Council/Manager Meeting March 13, 2012 Agenda Item 5. Turf Management Proposal Prepared By Jeannine Clancy, Director of Public Works Allan Lundstrom, Parks Maintenance Supervisor Summary Staff has assessed the new Isaacson Ball Field Complex in addition to Golden Valley's existing park turf management areas and has developed the following recommendations: 1. Develop a plan to mow, irrigate, fertilize and provide herbicide treatment as necessary for the new Isaacson Ball Field Complex on Sandburg Lane (6.31 acres). 2. Consider reducing the weekly mowing schedule in various non-active recreational areas of the City's park open space system that do not meet recreational programming needs and are difficult to manage due to grade and access (4.5 acres). Management of the new Isaacson Ball Field Complex will require significant additional staff time and resources to maintain the facility. Several similar landscape maintenance projects have been added to the Public Works Department's workload over recent years while realizing a reduction in staff resources at the same time. Therefore, staff is recommending eliminating high maintenance turf management in various park locations to offset the increases while at the same time naturalizing areas of the parks system that are not used as active recreational spaces. Staff has identified a few locations to consider eliminating regular weekly mowing and allowing the turf to grow to a natural status. Many areas within the park system are not used on a day-to- day basis for park programming or active recreation due their grade, access and location. Staff recommends ceasing or minimizing the weekly mowing of these areas and let them naturalize. Evaluating and minimizing higher turf management practices can have economic and environmental benefits as well. The economic benefits include lowering fuel costs, extending the life span of equipment and offsetting the need to increase staff levels. Environmental benefits include lower fuel emissions, stabilizing soils on slopes, reducing erosion and providing additional wildlife habitat. Staff will work with a professional native vegetation management company to monitor these locations and request management recommendations as necessary. Staff anticipates the grasses in these areas would grow from an average of 1 to 3 feet depending upon the dominant grass type. Beneficial volunteer native trees, shrubs and grasses would be evaluated and encouraged to grow while noxious plants would be controlled on an as needed basis. Staff presented this plan to a joint meeting of the Environmental Commission and Open Space and Recreation Commission on February 27, 2012. The Environmental Commission adopted the following motion: A motion to endorse the adoption of the proposed turf management plan as presented by staff, was moved by eaker and seconded by Hill. The morion carried unanimously. The Open Space and Recreation Commission adopted the following motion: MOVED by Piper and seconded by Cornelius to accept the concept of promoting natural growth in our city parks while encouraging consultation and communication with the neighbors and the youth athletic associations. Motion carried unanimously. If staff is directed to move forward with the turf management proposal, a communications plan would be developed that would include letters to surrounding neighbors, neighborhood meetings, web site information and City newsletter articles. 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'�;« , , ,e�1°"" , �,, '� q ,�` r�� , ; � " Y�., ' •� ��ti...6�e' Z+:��i`''. i l'* ' - ;' .�. .. '- 886.5 � ' . . �,- , , �- � . � ��. ; X ' � 892.1 � „ :{� ' , , �. ��x �.� , '��3.�, Propose To: , - � �= r"' . �:; `. _'�,� �;�m � �-� X �� Remove from weekly mowing schedule � r "`� ��.y�--` '�' . _ ,�� ,892w7 , �� 0.35 Acres '�, �'�� 4 � ?.; - ; �'"�� . 888.1 Y �, �: , ;.`y� - Pnnt Date:2/13/2012 ' Sources: ro o kv�ew Hennepin County Surveyors O�ce for j�"��' "' Property Lines(2012). ��'� �O�� Markhurd for 2-Foot Contours(2008). e 0 50 100 200 Disclaimer This is not a legal certificafe of survey. Feei �� . Fin r m n �.'�� ance Depa t e t 763-593-8013/763-533-8109(fax) . . .,. .. ��n�n� � � ,� A��a�a�i�lu�' °��'i i; i o�ry ii�..�i�� !;;�'�yiillil�u��'a��z,, ,: „r�t Executive Summary For Action Golden Valley Council Manager Meeting March 13, 2012 Agenda item 6. Goal Setting Follow-up (Continued) Prepared By Tom Burt, City Manager Sue Virnig, Finance Director Summary Information from both workshops held on January 21 and February 15 gave information to set priorities for tonight's meeting. The list of Issues and Challenges has been organized in three groups; Community Connections, Cooperative Agreements for Service, and Infrastructure Improvements. Priorities in each category should be set to give direction to staff for future implementation into the budget process and future capital improvement programs. Attachments • Outcomes from Goal Setting Session dated February 1, 2012 (6 pages) • Workshop on Financing Future Infrastructure PowerPoint Presentation dated February 15, 2012 (9 pages) • List of Issues and Challenges (1 page) • 2011 Financial Review (3 pages) City of Golden Valley, Minnesota Outcomes from Goa/Setting Session Mayor, City Council and City Staff For Staff Consideration First Draft February 1, 2012 January 21,2012 Page 1 The first draft of this list of goals and strategies is a compilation of thoughts, input, and discussion from the City Council and city staff at the January 21, 2012 work session. The next step is for city staff review, including editing and adding additional information and details based on your knowledge of the programs and specifics of the items listed below. This draft includes information on the strategies and goals; a more detailed version which includes specific action steps within each goal is an important next step. This will also include the information on the financial discussion you will have in the near future. This is prepared in outline format and can be transferred easily to any existing or newly created form for ongoing tracking and monitoring. ****************************************************************************** Collective reflections on the process from the City Council and message from the City Manager. Golden Valley City Council—January 2012 The election has changed the dynamics of the City Council. We have work to do to understand our new relationships and individual expectations;yet this responsibility will not get in the way of our collective efforrs to successful guide rhe short and long term future of Golden Valley. Tom Burt, City Manager—January 2012 It is important that this planning process lead us to a set of goals and priorities for the next three ro five years. We have a lot of activity in Go/den Valley and identifying our top priorities and then understanding the financial implicarion is a critical step. ****************************************************************************** I. Work Session Goals ■ Build and establish individual relationships--combine the new and the existing ■ Learn and understand individual perspectives-- respect, disagree, move on ■ Strengthen the City Council and staff team -- critical for the future ■ Create goals for next 3-5 years -- establish a unified direction II. Participant Expectations The participants were asked to identify their work session expectations. This list is designed to be an aggregate of the input.The following list of seven items summarizes the reflections of the City Council and city staff. ■ A new beginning for the City—identify what makes us great and what is it going to take to make us even greater. January 21,2012 Page 2 ■ We need to identify clear policy goals; what are we going to spend our time and resources on in the next few years. ■ We need to talk about the status of our relationships; it may be uncomfortable, but let's discuss it, get it out on the table and move on. ■ The financial challenges continue and we need to identify our goals and then determine how we plan to fund them, both in the short and long term. ■ We have many projects and priorities already underway. Seeking direction for the state of the city;the comprehensive plan process; and existing and future public projects and improvements are three key areas of discussion. ■ The new Council is not the old Council; how we conduct our formal business will be different;what will the new operating guidelines be; let's talk about this topic. ■ We need to have a three to five year work plan with actions and a financial plan to guide us. 111.Issues and Organizational Challenges A discussion of priorities, issues and organizational challenges resulted in the following list of the top priorities. o Outreach o County dispatch o Customer Service o Use of social media o Role of Commissions(attending o Fire services study—future of fire workshops) o Sidewalk management o Resolution on State amendment o Streetlight mgmt o What are city issues and not o Energy solar/wind turbine o Look at Commissions, role, reform, o Douglas drive plan outreach (Boards) o Citywide survey(2013) o Housing maintenance o Bottineau o Rental licenses/inspections o ED tools policy on use o Neighborhood associations o Future of TIF districts o ED task force o Leadership in metro area o HRC task force o Community center o Community advisory council (creative/amphitheater) o Public buildings/maintenance o Community building(envisioning GV) o Brookview future next steps o Chickens o Solid Waste management o Pavement management o Inflow and Infiltration January 21,2012 Page 3 IV. Goals and Strategies Based on the discussions a draft of five over-arching goals is presented. To help define each goal,there is a distinctive and characteristic phrase which summarizes each. The five goals represent an aggregation of topics and themes from the discussions at the work session. These goals are designed to serve as the foundation for future policy, financial and program priorities of the City. This document is easily tracked, can be updated routinely and applied to any form or format. For reporting purposes it is designed to be simple and understandable. A commitment to each goal—over time—will ensure that the City is matching its financial resources with the community's highest priorities. The following terms are applied for ease of understanding and de�nition. They are used for practical purposes only. Goal: A critical public policy priority which organizes the strategies. Strategy: A measurable and desired activity, project or purpose that requires resources. Action step: Individual actions necessary to carry out a commitment to goals and strategies. The following is a list of the five goals (items I through V) and the strategies (items A, B, C, etc.). Identifying details and action steps is a logical next step for the City. A sample of action steps are listed as well—taken from the City Council discussion on January 21. I. Individual Leadership: Build trust, support and teamwork II. Community Connections: Outreach, communication and education III. Infrastructure: Investments in our future—facilities and transportation IV. Organizational Culture: Efficient and effective programs and services V. Economic Vitality: Quality community development Goal l—Individual Leadership: Build trust,support and teamwork A. Lead and influence policy discussions in the metropolitan region B. Establish professional decorum during City Council meetings o Create a set of operating rules and guidelines C. Address personal issues immediately and with courtesy and respect D. Provide information on policy issues and important projects in a timelier manner. January 21,2012 Page 4 Goal ll—Communitv Connections: Outreach, communication and education A. Conduct a city-wide (statistically significant) survey in 2013 B. Explore methods to increase effective community participation (outreach) o Discuss how to effectively engage the neighborhood associations o Consider forming a community advisory council o Strategies of the City Council policy are coordinated with individual actions C. Develop a policy and plan for the effective use of social media D. Envisioning Golden Valley—follow-up on community building Goal lll—Infrastructure: Investments in our future—facilities and transportation A. Explore facility improvements for municipal buildings o Existing Brookview Community Center o Expansion of Community Center—creative ideas including an amphitheater B. Monitor and manage the municipal systems o Complete the Pavement Management Program o Sidewalks o Streetlights o Solid waste C. Continue the inflow and infiltration (I and I program) D. Conduct a fire services operational analysis and capital needs study E. Understand the status of the Douglas Drive project (decisions made in 2011 and decisions anticipated in 2012) F. Consider the impact and potential for solar energy and wind turbines G. Understand the policy and service implications of Bottineau.... January 21,2012 Page 5 Goa11V—Orpanizational Culture: Efficient and effective programs and services A. Seek input on the levei of customer service provided by the City B. Determine the role of the City Commissions (workshops, reports, updates, etc.j o Future of the Human Rights Commission C. Discuss parameters of City Council business (resolution on state constitutional amendment; local issues versus state policy) D. Determine the delivery system model for dispatch services (PSAP) Goal V—Economic Vitalitv: Quality community development A. Examine the housing maintenance policies and practices B. Discuss the policy of rental licenses and level of inspections C. Consider a more proactive strategy and marketing plan o Consider the creation of an economic development task force D. Explore ordinance amendments for allowing animals (chickens) E. Develop an economic development policy on use of financial incentives F. Prepare a status report on the existing Tax Increment Financing Districts lanuary 21,2012 Page 6 3/8/2012 City of Goiden Valley,Minnesota Workshop on Financing Furiue Infrastructure . � Feb�uary 15.2072 . Prs�seNrea: David MacGillivray cnarman . dmac�IliwsY�sprrngsted.can �. _ . � s��+�,a�re� C10c11 • Provide a financial context for future decisions on City capital infrastructure —_--- ' Capital Infrastructure • Future levels of pavement management system -$1,745;000 per mile • Douglas Drive -$7,600,000 City debt requirement • Major equipment purchases -$750,000 per year,except 20t 5-$1,250,000(Fire) • Other. -Brookview Community Center rehab$6,000,000 —Fire station —Amphitheater _ 7,.�,, .�.,. .... , !:, sc�.n„s,.�.;: 1 3/8/2012 Financial Context:Measures • Property taxes for project financing -Tax rates for bonded debt service -Ta�c bill for average residence:$245,000 MV -Total taz rate:Ratio of operations to debt service • Credit rating -Aaa Moody's Investors Service • Exttemely hgh credit ra6ng • Extremelylow interest rates • But not be ali end ali ��a�a �i«:.� ,. . � s, a.s,.aa Current Debt Service T�Levy �„[_ _ . ,��$ _ � .�� . . . ,; r ; ;�,� _ _ _. �� , � t a 1�4#, ,�, t��i r. ,� ��ut � _ �k"�e�?�'�'4 e�'�`E'o`'�fi�fi��4`'�'��A`m��'��A c�, ., . . , , . :�y�t�� Property Taxes: Current Position—Tax Rates ,, 1 e .. ..._. .... ... ... � � ...,.. ....m_ . .... . b �.r�.� ......... . . ....... �,,,. 2 3/8/2012 Property Taa�es:Bonded Debf Only Current Position—$245,000 Home � �` � �.�� _ _ � � ; �,� _ _ .:. . � ,�;; __ _ C Property Taxes: Current Position—Debt as%of Operating u� u�,� _ __...,, , uur�E.... ..:..... .. ..:.. .. ..:.__, ..... .... u��... .._. .., _ ... ... _.._ � . i mwst................ . . ._...... ...... ..e ......... . i . .mm�...�.,_. ...... ..... . ..... . . ...... t o-u�lic5=i.orRav:z.,r•, � ��SPr'rfig3te� d: Aaa Credit Rating:Moody's Report 2011 • "Mature and affluentMpis suburb that benefits from strong employment base" • "Stable financial operations with amb►e reserves" • "Debt burden expected to remain affordable" • Moody's rating criteria and weighting —40%Socio-economic —30°/a Financial operations —20%Govemance and management — 10%Debt(direct and indirect) ,�,,. ... . e i.z SRri�4�re� 3 3/8/2012 Aaa Credit Rating:Interest Rates • Pre-2008,Difference Aaa to Aa: 8-10 basis points —Average PMP issue $20,000 over term • 2012,Difference Aaa to Aa:25 basis points —Average PMP issue $50,000 over term —Douglas Drive issue $240,000 over term a�,. ��. �. a »� . . ProjectsBond Issuance Under Consideration • Pavement management program —2012 1.1 miles $1.825 mil —2013 2.2 miles $4.005 —2014 2.3 miles $4.18 —2015 2.5 miles $4.53 —2016 2:3 miles $4.175 —2017 2.2 miles $3.985 • Debt structure and repayment —20%Specially assessed —20-yearrepaymentterm 7+:bi�cSec.or.lo�+�za« ia ,��S9Finq5{.. ProjectsBond Issuance Under Consideration • Equipment certificates —$750,000 per year,except 2015-$1,250,000(fire) • Douglas Drive —$7,845,000 bonds,funding$7,60Q000 project — Issued in 2016,20-year repaymeM • Assumptions and Parameters — No increase in project costs —Current interest rates plus 50 bps,except 2012 —Study Period through 2017:Current PMP Program v._. ,� � . .��zF� 4 3/8/2012 Current Debt Service Ta�c Levy 4mfmvt�..._. .... ...... _..._ . __... ....:. ' t 1taYa ...... . . . ... } � tKa��.. .. . ... . . : ;.. . ...... �: i .. .. . .. ..,_..}. . S � av�, ... ... .....�. # i � �.aawc ...., ......._......__.'t '1�4�$��P�-P�P S�$�'9�$9 i�i�t��i�4��i��4r�4�8'��Pt ,... . .ar.s_e. tz �n,�StP!'x Current Debt Service Tax Levy Pius 2012 PMP'and Equip Certificates � ; .�„�: _,__ � r .�,� � � ,� _ � �.��^�^��,�� 4,a,c� .4..�.�, ,> � ��f��;�� Plus Douglas Drive ,��; a,��: _ � _ _ ..._ r � ��, � � .�:�: � � �r a�v�e'��*�'�'�a*��a'��+�°��.o-��do��'s�� ..: a„ ...�:,�a.m,r ��,.,,�-t.,.... .�.. ...,, , .,.. �. �s..st�rinas�e;• 5 3/8/2012 Debt Service Taac Levy Plus 2013-2017 PMP and Equip Certificates r _ _ � ; �,€_ .,��_ _ - .. . .�� _ .. .. � .� ! _, _� ,� _� � �a��°,��^��.��+ � .:...�F.: �.m«.� �....�.;�_ .. ,. .. _4.i6r5 �5 �.Spt�n9:5?kd Ta�c Base Assumptions:Market Value ,� __ � __.___, �__.____.. , t .,w;.... _... _ . __ .__ � „��..__. , �_.. ff�.. _ 4 , � u�� w_ _ �... $ �G.,,;f; a,.4 ,_ ,s .w�� Taar Base Assumptions:Taxable Net Tax Capacity,(Golden Hills TIF: $3.5 mil in 2015) ,,,« .n� _ „ � ��f�n��.,,. 6 3/8/2012 Tax Rate for Bonded Debt Estimates ,,, _ _ _ i A ----_ �— .-- _. --a�..T—i �.. .0 _____ ��./_'_�.. .+�,''' ��^� _.----__,__.._. ✓�" . �_�_ .,.. .��._.. ..._. . .. .. __....... ,.._. . . . ..... . � m� ._ .. _�..w....,_.. ... .. .>..„ ,., ie ��:q;tR� Debt Service Only Tax Bill for Average Residential Home z �.,-.___.__ ____ � �„,__.___ _ ,�,��____ _ .�. ,a g .��:,��r�.� TaY Rate Proportion for Bonded DebUOperations:nss„n,es op�ry�inreaz „ E _ _ _ �x,; __ ; ssy..: - -� � � k�� _ s „�,� __. k,�� .�, _ , , a ��,, u. .. _. � . , � � � .�d�....n�.�,..,„ ...,, � � , .:,�x4�� 7 3/8/2012 Credit Rating:Debt to Market Value (Aaa Moody's 2011 Mn/US Median:0.3% and 0.65%) „� .. __ $ � , „�:---________. __---_ ____ � ,�.� .�. ,�,� _ i ws..��;� . ... .. . . .. ..... p •mx:. .. ... , ... . :.� .._ . ..,... _ tzn� _.._. .... ............._........ ..: .....,. �..._........�_..._. .-__'� .... _., v rq:,�r�1 Credit Rating:Debt per Capita (Aaa Moody's 2011 Mn Median:$434) b�,�. _... _: .. � 3 ( er.cCxx i... . ..... ...... . ...._... .. ....... .x. . . . .�n .n, . : u.PtiR�._. _. . . _ . .. _ .. ........ .. i i RMimf.:.. . . ......._ ......._ . ... .. ..:._. ....� � � _,.�� »,.�..c,., n � ..,i5q�'.$d Conclusions and Discussion • Property Tax Measures:2009 to 2017 -Tax rates for bonded debt service: • N.O6to14.86 -Tax bili for average residence:$245,000 MV: • $275-$331-$296 ' -Totai tax rate:Ratio of operations to debt service: • 31°k-33%32% "Golden Hiils TIF Addition to Tax Base in 2015:10%+ P4o,;�4 ,.4..>.,. �> �_ g 3/8/2012 Conclusions and Discussion • Credit Rating Measures 2009 to 2017 —Debt lo Market Value:t.14 to 2.45 • Mn Aaa Median 0.3% —Debt per Capita:$2400-$3374 •Mn Aaa Median$434 • Discussion' —2012 to 2017 — Post 2017 �u:s�,s z. � � _,_sea Debt Service T�Levy Plus 2013-20ll PMP and Equip Certificates Ae9a.�amf... ._. ...... ....... .. ....... , :..... ....x. . } .. _. v........ .. .... 3 vmm' _... .� ... . lLiW.4 .: .. e.. a .._._.. ...�i . F 6d'��`�'�F'e�`4';+�#°�s e�fi'�+'�a��da+'i�s°k+�'� r,:on� ..,....r. zs ,'r SG .�:��: 9 Community Connections Outreach-Bridge Builders Customer Service Commissions/Boards Role Resolution on State Amendment What is a City Issue? Housing Maintenance Rental Licenses/inspections Neighborhood Associations Economic Development Task Force Human Rights Task Force Community Advisory Council Chickens-Urban Agriculture Social Media Energy Solar/Wind turbine Leadership Role in Metro Area Community Building Cooperative Agreements for Service County Dispatch Fire Services Study-future Citywide Survey Botteneau Solid Waste Management Infrastructure Improvements Public Buildings/Maintenance Brookview Community Center/Golf $6,000,000 Pavement Management 2012 1.2 miles $1,955,000 2013 2.2 miles 2014 2.3 miles 2015 2.5 miles 2016 2.6 miles Sidewalk Management Inflow/Infiltration Streetlight Maintenance Management Douglas Drive Plan $23,327,100 Future of TIF Districts Amphitheater $700,000 City of Golden Valley Monthly Budget Report-General Fund Revenues December, 2011 (unaudited) Percentage Of Year Completed 100.00% Over % 2011 December YTD (Under) of Budget Type Budget Actual Actual Budget Received Ad Valorem Taxes $11,702,050 5,546,057 $11,598,209 ($103,841) 99.11% (1) Licenses 166,865 3,975 213,564 $46,699 127.99% (8) Permits 576,400 53,237 948,340 $371,940 164.53% (7) Federal Grants 0 12,797 25,595 $25,595 (6) State Aid 10,500 22,807 126,083 $115,583 1200.79% (4) Hennepin County Aid 0 950 4,750 $4,750 Charges For Services: General Government 37,725 8,462 54,784 $17,059 145.22% Public Safety 190,115 14,564 220,125 $30,010 115.79% Public Works 124,000 32,486 146,846 $22,846 118.42% Park& Rec 392,200 24,674 413,677 $21,477 105.48% Other Funds 981,500 3,629 763,184 ($218,316) 77.76% (5) Fines& Forfeitures 250,000 50,424 303,907 $53,907 121.56% (2) Interest On Investments 100,000 63,520 64,533 ($35,467) 64.53% (3) Miscellaneous Revenue 214,140 41,410 275,716 $61,576 128.76% Transfers In 175,000 0 175,000 $0 100.00% TOTAL Revenue $14,920,495 $5,878,992 $15,334,313 $413,818 102.77% Notes: (1)The city had more delinquencies than budgeted (2%). This includes the Animal Humane Society payment. (2) Fines and Forfeitures are higher than budgeted. (3) Interest Earnings were lower than budgeted. Interest rates keep declining. (4) State Training was received in August. This includes a HEAT training for Police(overtime)and Energy Grant($33,677)for electrical improvements(Killmer Contract paid from 1425.6382-$35,504) The lilac planting received$22,289 for materials. (5) Due to the split of the PMP program, construction charges were lower. (6) Reimbursement for work on Voilant Offenders Task Force. Salaries are accounted for in police. (7) Building Permits were higher than budgeted. Electrical permits came on in July and had no history for budget. (8)Apartments, Liquor and Heating licenses were all higher than budgeted. City of Golden Valley Monthly Budget Report-General Fund Expenditures December,2011 (unaudited) Over % 2011 December YTD (Under) Of Budget Division Budqet Actual Actual Budqet Expend. Council $287,970 19,591 287,786 ($184) 99.94% City Manager 747,095 103,466 724,754 (22,341) 97.01% (1) Admin. Services 1,524,180 147,120 1,460,701 (63,479) 95.84% (2) Legal 120,000 22,311 151,671 31,671 126.39% (3} General Gov't. Bldgs. 570,680 91,679 501,638 (69,042) 87.90% (4) Planning 322,315 37,318 310,913 (11,402) 96.46% (5) Police 4,695,320 694,828 4,518,395 (176,925) 96.23% (6) Fire and Inspections 1,516,730 182,626 1,485,119 (31,611) 97.92% (7) Public Works Admin. 319,830 35,129 312,009 (7,821) 97.55% (8) Engineering 613,515 31,939 463,324 (150,191) 75.52% (9) Streets 1,333,375 109,443 1,304,073 (29,302) 97.80% (10) Community Center 71,400 5,449 57,539 (13,861) 80.59% (11) Park&Rec.Admin. 672,460 97,599 649,112 (23,348) 96.53% (12) Park Maintenance 996,485 84,608 1,009,853 13,368 101.34% (13) Recreation Programs 409,170 17,936 361,347 (47,823) 88.31% (14) Risk Management 280,000 (43,544) 255,536 (24,464) 91.26% (15) Transfers Out 439,970 0 1,264,970 825,000 287.51% (16) TOTAL Expenditures $14 920 495 $1 637 498 $15 118 740 $198 245 101.33% (1)Cost of newsletter and conferences and training were under budget. (2)Printer cartridges, repair parts, postage and network services were lower than budgeted. (3)Legal services were higher than budgeted. (4) End of year weather helped with building maintenance, natural gas and electric costs. (5)Planning studies were lower than budgeted. (6)Dispatch costs and maintenance on vehicles were lower than budgeted. (7)Maintenance on equipment was lower than budgeted. (8)Copier services and supplies were lower than budgeted. (9)Xcel Energy credit and electrical costs were under budget. (10)Contractual services were under budget. (11)Supplies were under budget. (12)Brochure cost was reduced. (13)Vehicle Maintenance was higher than budgeted. (14)Costs for programs were lower than budgeted. (15)LMC dividend rebate was higher than expected. (16)Transfers out increased to balance budget per GASB#54 policy. CITY OF GOLDEN VALLEY GENERALFUND FUND BALANCE ANALYSIS Fund Balance @ 01/01/11 $9,003,423 Estimated Revenue-2011 $15,334,313 Estimated Expenditures-2011 15,118,740 Excess of Revenue Over(Under) Expenditures 215,573 Estimated Fund Balance @ 12/31/11 9,218,996 % of 2011 Proposed Expenditures 60.98% Fund Balance @ 01/01/12 $9,218,996 Proposed Revenue-2012 14,901,075 Proposed Expenditures-2012 14,901,075 Excess of Revenue Over(Under) Expenditures 0 Projected Fund Balance @ 12/31/12 �9,2�8,996 % of 2012 Proposed Expenditures 61.87% Fund Balance @ 01/01/13 $9,218,996 Concept Revenue-2013 $14,866,775 Concept Expenditures-2013 14,936,825 Excess of Revenue Over(Under) Expenditures (70,050) Proposed Fund Balance @ 12/31/13 9,148,946 % of 2013 Proposed Expenditures 61.25% Gt�,``�1 t1� � P�� , C��+�+�1� I� � . , , . ��,, �',�� City Admin�.stratxon/Council 763-593-8p03/763-593-8109(fax) �,�'��*��:�i ��a�FHr `�6'w�r�(ii��c..... `�'��ar�„_� ��'a��w�.,. .'�,�rn��l�pa:ar�i `�r�?��,. "p�!��:.. "��. �'��:m� '�iF a.ry_ ��m�= '"�-:�..a��,`,�.. "��i�.,.. °'�!�t��..: ��w�: Executive Summary Golden Valley Council/Manager Meeting March 13, 2012 Agenda Item 7. Council Training Prepared By Thomas Burt, City Manager Summary Council Member Scanlon requested the Council have a discussion on establishing a training session for Council Members on the topics of the Comprehensive Plan, Zoning, role of the Planning Commission and Council, and Council's authority in land use matters.