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12-11-12 CM Agenda Packet AGENDA Council/Manager Meeting Golden Valley City Hali 7800 Golden Valley Road Council Conference Room December 11, 2012 6:30 pm Pages 1. Receipt of Envision Connection Project Executive Board Report 2-30 2. Bottineau Transitway Locally Preferred Alternative 31-39 3. Hennepin County Watershed Reorganization Plan 40-54 4. Police Department Complaint Process 55 5. Human Rights Commission 56-71 6. Council Member Vacancy Interview Process 72 Council/Manager meetings have an informal, discussion-styte 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. This dacument is available in alternate farmats upan a 72-hour request. Please cali ` 7b3-593-800b (TTY: 7b3-593-3968)to make a request. Examples of alternate formats may include large print, electronic, Braille,audiocassette, etc. �'��' t�� - ,��z City Administration/Council 763-593-8003/763-593-8109(fax) e .__ � � ,� _..._ � ��.��: � � ._ _ Executive Summary Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 1. Receipt of Envision Connection Project Executive Board Report Prepared By Thomas Burt, City Manager Summary Blair Tremere, Vice-Chair, Envision Connection Project Executive Board, will be present to review the report and recommendations. Attachments • Memo from Blair Tremere, Vice-Chair, Envision Connection Project Executive Board, dated November 19, 2012 (28 pages) � � N � T'N� `' �J�fIVL1��G' ��; � "� ' 200 Braokrriew Parkway, Golden Vailey, MN 55426 �� ,�� ,�� COMMl1NITY < .fs�` � �v11.D3N�' �c��yti`� MEMORANDUM TO: Mayor and City Council Members FROM: Blair Tremere, Vice-chair, Envision Connection Project connection Pro)ec Executive Board Boara Ntembers DATE: November 19, 2p12 snep tta�is;cnair � am pleased to transmit to you, on behalf of the Board, the report and recommendations requesfed by the Council on April 1Q, 20'12. The BlairTremere,v�ce Board unanimously approved the document at its November 15, 2012 cna►r meeting. Lynn Gitelis The report has several sections: Background and �irection; Sharon Glover A��omplishments; Goals; Needs; Findings and Recommendations; Jim Heidelberg and, Members. Also, the Board directed that the report include copies of the several Council resolutions which created and continued to c�nay inseimann enable the Board. Helene Johnson The Board spent substantial time reviewing that material and Philip Cund developing this document. The Board finds that the Connection Project Dean Penk and the Envision Board should be continued. Mike Schleif The Connection Project Executive Board (the "Envision Board" in the Marshall Tanick Report) is fairly unique among the CounciPs several advisory commissions. It is charged with implementation of citizen-defined objectives from the Envision Golden Valley initiative in 2002. Its work can be expressed in two core ideas: Creatively Connecting People and Places, and Inspiring Care for Community. The Council indicated in April that a presentation by the Board would be helpful before it makes a decision on whether to go forward. It is the Board understands that the Council will schedule a joint meeting after it reviews this report. Board members and t look fonnrard to that opportunity to discuss the recommendations and to answer questions. The Board acknowledges the effective support from city staff. Volunteer Coordinator Sandy Werts is the liaison with the Board and has provided essential administrative and Iogistical support for meetings, various projects, and events. She diligently establishes and taps vital links with other city departments. Her copious notes of Board deliberations were translated into minutes and into this report. Attachments: Fteport ta the Goiden Valley City Cauncii from the Envision Connection Project Executive Board November,2012 Resolutions 04-69, Q6-08 with attached report,07-35 Capy of A Shared Vision for Golden VaNey's Future Report to the Golden Vatley City Council from the Envision Connection Prajec#Execut3ve Board November, 2092 BACKGROUND AN'D DIRECTtON • The Executive Board af the Golden Valley Connection Project (hereinafter, Envision Board} was establish�d by the City Council under Resolution l�io. 04-69 in 20�4 as a result of the 20D2.cornmunity visioning event known as Envislon Galden Va/ley. The Council desir�d community involvemen# in carrying forward ideas 6rought forth as part of the visioning. The Council identifed the "Galden Valley Connectian Proj�ct" as a way to provide for citiz�en involvement, and appointed #he Envision Board to study and recommend options as to how citizens could be included in the establishment of the Connection Praject. • The Council adopted Resolutian 06-08 in 2006 after rewiewing a repo�t from the Envision Board, "Recommended Direction for Envision Connection Project:" The resolution e�tended the sco�e af the Envision Board to implement the strategies identified in the report; and,the resolu#ion adjusted fhe �composifian, charge, and term of the Envision Board to relate to#he updafed mission and responsibili#ies. • The Council adapted Resalution D7-35 in 2007, continuing the tenure of the Envision Board from the one established in Resolution 06-08, and extendi�g the scope of the Envision Board, + The January, 2012 Board meeting was cvnvened by Mayor Shep Harris who, by the terms of Resalution 07-35, is a member and the chair of#he Envision Bt�ard. He discussed revising the resolutian establishing the Envision Board. He indicated that he would propose having the chair e[ected bythe Board with a liaisart member from the City Counci[. He discussed prospec�ive goals and priorities that the Board couid consider befvre adopting goals for 2012. • The Envision Board cantinued discussion of goals and the Mayor presented a list of program priori#ies and said these could be discus�ed in depth and a report could be devel�p�ci. He suggested that a Board member should present findings at the City Council-Manager study meeting then scheduled for March. • The City Council, at the April 10, 2012 Council-Manager study meeting, considered a staff request tha#the Council review the role and responsibility of #he Board, and give direction to staff if the desire is to continue the Connection Praject, There was a discussion about the status ofi fhe Envision Baard and the Connection Project. Board members Dean Penk, Helene Johnson, and Blair Tremere were present and answered questions. The Counci� determined that it would be heipfut to receive a presen#ation from the Envisian Board about what the Board has done and any proposed gaals, needs, or recommendations they may have, before the Council makes a decision whether to go forward. • The Envision Board accordingly prepared fihis report and approved it at its November, 2012 meeting for submittal to the Cauncil. ACCOMPLISHM'ENTS The Envision Board spent substantia! time de�ning its role as part of the original assignment to study and recommend aptions as to how citizens cauld be included in the establishment of the Connection Project, The 2006 report to the Council recQmmended that the Board should be continued as there was evidence that progress was being mad�, though a uolunteer-based community program was very challenging. The following is a fairly inclusive list af projects and p�vgrams achieved since the Board's inception. • Established #he Bridge Builders program and provided training fior#hose individuals and groups who p(an and implement prajects, events and activities ta accomplish the Gonnecfian Project objectives, Examples are: o The Ann'ual Ice Cream Sacial —started in 2{�07 o The Lilac Planting Project— installing lilacs and oth�r vegetation alang Highway 55 annually since 2008-- restored the city's claim to the earlier Highway 100 "Lilac Way.° This volunteer-based project has been guided by a committee of residents, city staff, and a representative af the state Transportation Depar�ment. o Vailey Volunteer �ay— since 2011-perfarming a variety ofi projects including buckthorn busting and cultural activities for kids o Endorsement and suppork of the Market-in-the VaUey in the parking lots adja��nt to ci#y hall on Sundays o GlobaL Golden Valley—sponsoring its first international day at the Market- in-the-Valtey in 20't2 o Neighbors-Helping-Neighbars— members of local churches, the City, and social senrice agencies, to help residents rnaintain their property. o Promation of the placement of chimney swift towers around the community as part of projects by individual Scouts and groups • 125"'Anniversary Celebration— Established a committee of volunteers wha planned and raised funds�'or a variety of activities, A major event attracting several,hundred guests was held in December, 2Q11 at the Golden Valley Golf and Country Club. Long term accomplishments are: o The 25-year Time Capsule and permanent marker loc�#ed at city hall; the projecfi and conten#s were largely contributed by loca! residents and businesses. o The Golden Valley Hall of Fame whose initial five inductees wili be memorialized on a plaque to be located in city hall in 2012. • Supported, participated in and helped to boos#the growth of Golden Valley Days. As a result af Envisian's participation, there a�e now fwenty seven (27)' community organizations participating in the event. + Established the Golden Va)Iey Community Foundation, an independent, non- profit organization crea#ed with the goal of providing financial support far a variety of community endeavors. • Created community digital communication, initially through "f-Neighbors" and, mare recently#hraugh th� "CommonPlace Community" networks, an online social networking venue that provicles an outlet far lacal events and neighbvrly help, It has 438 members in Nvvember, 2012. + Work with the City's part-time valunteer coordinator hired in August, 2010 and o#her city staff mernbers ta foster volunteer initiatives and provide a liaison to grassroots commanity groups. � Established the Envision "Visi"Award in 2009, which is presented to citizens who inspire others ta improve the commuraity. Recipien#s are memoriafized on a plaque located at city hall. GC)ALS The primary goal of the Envision Board has been to respand to the city council's direction to foster and develop the Envision Connection Project, as originally stated in 200A� and subsequently expanded;and continued in 2006 and 2007. The 2006 report to the council cantains a number of specific ideas and propasals. More recently, tC�e Envision Baard has considered its experiences and input from Br�dge Builder yolunteers and the Mayor. The warking Iis# of gaals listed below can secve as a framework far ongoing and new speeific projects such as thase accomplishments Iisted earlier. • Bring residents, businesses, institutions, city advisory boards and cflmmissions and City employees together to help realize the aspiratians cited in Envision Golden Va11ey. The City's published description of the visioning process that led to the formation of the Connection Project. • Encourage and pramote new initiatives by city residents and businesses • Enca�urage and promote involvement and inclusiveness wi#hin neighborhoods, among cultures, across generations and neighboring cornmunities. • Link people, graups and resources that are inspired by particular visions • Sponsor events or s#ra#egies#o involve mare peopfe in advancing the vision • PrQVide commuaication and support to project teams NEEDS The Envisian Board's needs, like its responsibili#ies, are unique compared tr� other advisory boards and cammissians. The fundamenta� need is to have a curr�nt statement af endorsement and dire�tion from #he City Council, Staff support from the Volunteer Coordinator as weli as various ofher personnel is impartat�t. The in-kind support as well as financiai underwri#ing of certain events and programs is highly valued. The Board recognizes the limitation� of the city resaurces. The Council must recognize that a significant dividend of the Board's efforts is the substantial contribution valunteers make to the communi#y through theY time and talen#s. These contributions have significant economic value and have added to the vitality of this community and should be recognized. The authorizing resoluti�ns designate the mayar as a member and also as the chair of the Board. The Board believes that an active liaisor� from the city councif is vital to its SUCG�SS. A key ongoing need is pramation of the Connection Project and the principles of Envision Golden Valley by the city counciL This suppQrt takes many forms and is closely tied #c�fhe daily promo#ion of Golden Valley: Gommunication with residents is vit�l, and the Board particularly sees a need to maintain a historical account of the Envision Connection Project that can be part of a training document or packet"for residents who seek opportunities far invalvement. The city stafF inade a significant contribution in 201'1 by incorporatin� the six categories of the Envision Golden Valley Guide into six issues of the city newsletter. This should continue on a periadic basis, in addition to or in lieu of republicatian of the Guide ifself. FINDINGB AND RECOMAAENDATIONS The Board fir►ds that the Connection Proje�t and the Envision Board should be continued, The Board refers mainly#a Resolution 07-35 since it is the most recent formal authorizafion for the Board and the Connec#ion Praject. UVhiie detailsd revision and updating of the 2007 Resolution is best left#o the city staff and council, the Board recammends the following as substitute language for the "Mission and Responsibilities" section of a revised resolution that authorizes and continues#he Envision Baard. A. Mission The Enuision Board shall advance specific implementation strategies far the Connection Project tha# meets the fallowing objec#ives: '1, Promate tne ideals af the Envision Cannection Project by engaging and empowering citizens of Golden Valley ta participate in projects and activities that strengthen the communi#y. 2, Provide connection and networking opportunities for individuals, groups and businesses inspired by a particular visian for enhancing the quality of fife in the Community. 3. Encourage interaction among city officials and employees, volunteers, and others to adaance the vision. 4. Develop and promote events to involue more people in community life. 5. Create a sense af progress toward realizing a collective visian that inspires care for the community through available media and educational resources. B. Responsibilities 1. Identify ways to accomplish the Envision Connection Project mission and responsib�lities through ano#her entity or entities outside the sco�e of city government while retaining the possibility of links tc� the City of Golden Valley. 2. Take leadership ir� impiementation af Board activities ar facilitate the implementation of those activi#ies by other commun'ity organiza#ions ar individua��; 3. Secure City approval for propossd activities which involve city personnel, city resources, ar related expenditures of public funds. 4. Submit a periad�c repnrt to the city council as may be requested describing activities, events and achievements. ENVtS10N BOARD MEMBERS The 2012 Envision Project board members, ather than Mayor Shep Ha�ris, who are appointed by the City Council include: • Lynn Gitelis • Sharon Glover • Jim Heidelberg • Cindy lnselmann • Helene Johnson • Philip Lund • Dean Penk • Mike Schleif • Marshafl Tanick • Blair Tremere Resolution 04-69 October 19, 2Q04 Member Pentel introduced the following resolution and moved its adoption: RESOLUTION ESTABLISHING THE GOLDEN VALLEY CONNECTION PROJECT EXECUTIVE BOARD WHEREAS, the Golden Valley City Council (Council) desires community involvement in carrying forward ideas brought forth as part of Envision Golden Valley; and WHEREAS, the Council has identified the Golden Valley Connection Project as a way to provide for citizen involvement, and would like to include citizens in the process of establishing the Connection Project by appointing an Executive Board to study and recommend options related to its establishment to the City Council. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Golden Valley, that the Executive Board of the Golden Valley Connection Project is hereby established with the following responsibilities and procedures: I. RESPONSIBILITIES The Executive Board shall study and recommend action to the City Council by doing the following: A. Look at alternative ways to present the Vision Guide to the community and get feedback from interested parties. B. Identify ways to link people, groups and resources that are inspired by particular visions. C. Identify ways to encourage interaction between the Council, City staff and Envision volunteers and other citizens on ways to advance the vision. D. Recammend an event or other strategies to involve more people in the vision. II. MEMBERSHIP AND MEETINGS A. Membership 1. The Council will appoint 12 persons to the Executive Board: a. At least six (6) members will have previous involvement as volunteers with Envision Golden Valley. b. Volunteers not appointed to the Executive Board will be provided opportunities to assist with teams working on specific aspects of the Connection Project. 2. The Mayor will appoint a chair. 3. The City Manager shall provide appropriate staff support. Resolution 04-69 - Continued October 19, 2004 B. Meetings and Time frame 1. The Executive Board shall complete its initial charge in twelve months. 2. Within three months of its initial meeting the Executive Board shall presen# to the City Council a work plan outlining the activities to be accomplished by the Board in its 12-month tenure. 3. The Executive Board shail meet at least monthly, on the fourth Thursday af the month. It may call special meetings as necessary, in compliance with the State Open Meeting Law. 4. A quorum must be present to conduct business. 5. All meetings shaN be open to the public and subject to the requirements of the State Open Meeting Law. III. APPOINTMENT PROCESS The Executive Board will be appointed by the City Council following recruitment - notices to the community. IV. REPORTING A. Minutes shall be kept of atl meetings and forwarded to the City Council upon approval. B. Interim reports may be issued, if desired. C. Recommendations regarding the established responsibilities and the permanent establishment of the Golden Valley Connections Project shall be presented to the City Council within twelve months of the initial meeting of the Executive Board. � r' , ��C�Y'y2��, Linda R. Loomis, Mayor ATTEST: , � ..r.. Donald G. Taylor, ' lerk Resolution 04-69 - Continued October 19, 2004 The mation for the adoption of the foregoing resolution was seconded by Member Grayson and upon a vote being taken thereon, the following voted in favor thereof: Freiberg, Grayson, Loomis, Pentel and Shaffer; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted, signed by the Mayor and her signature attested by the City Clerk. Resolution 06-8 February 7, 2006 Member Pentel introduced the following resolution and moved its adoption: RESOLUTION EXTENDING THE SCOPE OF THE ENVIS/ON CONNECTION PROJECT EXECUTIVE BOARD WHEREAS, Envision Golden Valley encouraged citizens to share their individual ideas and develop a collective vision for the community; and WHEREAS, those ideas coalesced into the themes of creatively connecting people and places and inspiring care for the community, further detailed in the Vision Guide:A Shared Vision for Go/den Valley's Future, referred to herein as "the vision"; and WHEREAS, the Golden Valley City Council (Council) desires community involvement in carrying forward ideas brought forth as part of Envision Golden Valley; and WHEREAS, the Council has identified the Golden Valley Gonnection Project as a way to provide for citizen involvement, and would like to extend the scope of its Executive Board to implement strategies identified in the January 17, 2006, Report to the City Council titled, Recommended Direction for Envision Connection Project, attached as Exhibit A; and WHEREAS, the composition, charge and term of the Executive Board should be adjusted to relate to its updated mission and responsibilities. NOW, THEREFORE, BE IT RESOLVED, by the City Cauncil of the City of Golden Valley, that a renewed Executive Board of the Envision Connection Project is hereby established with the following mission, responsibilities and procedures: I. MISSION AND RESPONSIBILITIES A. Mission The Executive Board shall advance specific implementation strategies for the Connection Project that meet the following objectives: 1. Present the Vision Guide to the community and get feedback from interested parties; help them to understand the vision and know where to go for more information. 2. �ink people, groups and resources that are inspired by particular visions. 3, Encourage interaction between the Council, City staff and Envision volunteers and other citizens on ways to advance the vision. 4. Sponsor events or other strategies to involve more people in advancing the vision. 5. Create a community-wide sense of progress toward the vision. Resolution 06-8 - Continued February 7, 2006 B. Responsibilities The Executive Board shall: 1. develop a schedule for proposed activities for an eighteen (18) month period, from February 2006 through August of 2007, with a detailed budget for each activity or group of activities, using the "Recommended Direction for Envision Connection Project"as the basis for activities; and 2. secure Council approval for proposed activities and related budgets; and 3. take leadership in implementation of those activities (through Board work teams as appropriate) or facilitate the implementation of those activities by other community organizations or individuals; and 4. identify ways to accomplish the Connection Project mission and responsibilities through another entity or entities outside of the scope of city government while retaining the possibility of links to the City of Golden Valley. II. MEMBERSHIP, MEETINGS AND TIME FRAME A. Membership 1. The Council will appoint up to 15 persons to the Executive Board: a. Some members will continue from the initial Executive Board. b. Additional members will be recruited, with an emphasis on recruiting members to lead key activities undertaken by work teams (subcommittees). c. Volunteers not appointed to the Executive Board will be provided opportunities to participate on work teams. 2. The Mayor will be a member and serve as chair of the Executive Board. 3. The City Manager shall provide appropriate staff support. B. Meetings and Time Frame 1. The Executive Board shall complete its charge in eighteen (18) months. 2. The Executive Board shall meet at least monthly, on the fourth Thursday of the month. It may call special meetings as necessary, in compliance with the State Open Meeting Law. 3. A quorum must be present to conduct business. Resolution 06-8 - Continued February 7, 2006 4. Members who miss three consecutive or twenty-five percent of the total meetings in a twelve-month period will be requested to resign. 5. All meetings shall be open to the public and subject to the requirements of the State Open Meeting Law. III. REPORTING A. Minutes shall be kept of all meetings and forwarded to the City Council upon approval. B. Recommendations regarding the established responsibilities and the permanent establishment of the Golden Valley Connections Project shall be presented to the City Council by August of 2007, with an interim report in February of 2007. C. Additional Interim reports may be issued, if desired, by the Board. � � "�� Linda R. Loomis, Mayor ATTEST: �% �� Susan M. Virnig, City Clerk The motion for the adoption of the foregoing resolution was seconded by Member Shaffer and upon a vote being taken thereon, the following voted in favor thereof: Freiberg, Loomis, Pentel, Scanlon and Shaffer; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted, signed by the Mayor and her signature attested by the City Clerk. Resolution 06-8 - Continued February 7, 2006 EXHIBIT A � � ��; ,� �� : � '� `� � � f��, ��r � , � � � �� ,��- �: �� n��` ��`.�°�'" �� ' � ��.,,�.. t�� ' �� :.�. ��lc�en uc�lle� OUR COMMUNITY TODAY AND TOMORROW Recommended Direction for Envision Connection Project Report to the Golden Valley City Council January 17, 2006 Presented by Connection Project Executive Board Jim Heidelberg Helene Johnson Riva Kupritz Linda Loomis, Chair Philip Lund Kristi Miller Dean Penk Charlie Quimby Marshall Tanick Blair Tremere Luke Weisberg Staff Support: Jeanne Andre and Cheryl Weiler Resolution 06-8 - Continued February 7, 2006 INTRODUCTION The City Council through Resolution 04-69 identified the Connection Project as a means of providing for community involvement. The Council appointed the Executive Board comprised of citizens and the Mayor to study and to recommend options for establishing the Connection Project. The Board's term was set for one year. The Board was assigned four responsibilities, and the Board framed its work through 2005 by these charges: • Presenting the Vision Guide to the Community [Look at alternative ways to present the Vision Guide to the community and get feedback from interested parties.] • Linking People, Groups & Resources [Identify ways to link people, groups and resources that are inspired by particular visions.] • Encouraging Council, Staff, Volunteers & Others [Identify ways to encourage interaction between the Council, City staff and Envision volunteers and other citizens on ways to advance the vision.] • Involving More People [Recommend an event or other strategies to involve more people in the vision.] The Board addressed these areas by following up on the details of the Work Plan presented to the City Council in Aprif, 2005. This year-end report was also requested by the Council. It outlines our recommended strategies for the continued vitality of Envision and the successful establishment of the Connection Project. We have organized our response under three themes: • Help citizens understand the vision and know where to go for more information • Link people, groups and resources to encourage involvement • Create a community-wide sense of progress toward the Vision In this report, the Board also presents recommendations regarding the responsibilities and the "permanent establishment of the Golden Valley Connections Project" as directed by the Council. � Based on its work to date, the Board believes a substantial amount of work remains to be done. Implementation of the Council's goal - and satisfaction of expectations of those many citizens involved with Envision - requires dedicated, ongoing attention. The Board is willing to continue pursuing the fundamentals and the details for the Council. Envision Connection Project Report-January 17,2006 2 Resolution 06-8 - Continued February 7, 2006 Guiding Principles The Envision Connection Project applied these connection principles in developing its recommendations: • Help citizens do things for themselves that benefit the larger community • Emphasize citizen-conceived and -run initiatives, with the City as facilitator if needed • Create conditions that encourage peaple, within realistic legat and fiscal constraints, to try out new ideas • Think big and start small; favor projects that focus or connect existing community energy - rather than diluting it or diverting in new directions • Rely largely on existing groups and infrastructures to manage participation rather than developing a separate framework Lessons Learned In addition to completing the activities described above, we gained several insights into the state of community engagement in the city. While there are a number of community-related groups in Golden Valley, their organization, level of activity and membership vary widely. They are not looking for new ideas or projects. Rather, they need more active members and new blood. It was telling that many groups contacted had difficulty identifying someone to respond to our request for information. There is still good awareness of Envision, but the momentum has slowed as we try to move the community from vision to action. We believe the philosophy of not dictating specific projects and letting citizens do for themselves is correct, but most people prefer some structure and identifiable tasks they can agree to take on or not. The Envision Connection Project Board in its first year was a policy and planning body. It needs to evolve with better- defined roles and be more focused on implementation. We would like to acknowledge the support of the City, and in particular, the role of Jeanne Andre in helping the Board stay on track and in bounds. Cheryl Weiler has also been proactive in helping to keep Envision before the public. Envrsion Connection Project Report-January 17,2006 3 Resolution 06-8 - Continued February 7, 2006 RECOMMENDATIONS FOR COUNCIL ACTION The Council, Staff and Commissians are already pursuing activities in support of Envision. The Envision Connection Board believes it has laid out a clear future direction for Envision, and many of the actions recommended are either already under way or do not require explicit City involvement or Council resolutions. However, we request the following from the Council: 1. Reappoint the Envision Connection Board and renew its charter for another year. The new Board should include individuals with interests and skills to serve as coordinators for Web outreach, Bridge Building, Neighborhoods, Business and Community liaison. 2. Authorize approximately $2,000-4,000 in City funding for the training of Bridge Builders as detailed in this report. A specific proposal will be submitted ance dates and costs are finalized. For more detail, see Bridge Builder Description document - attached as an appendix. 3. Agree in principle to support the introduction of a community Web site using I- Neighbors or other Web-based tool to encourage citizen involvement and facilitate community connections. This may involve a future request for modest seed funding from the City or local businesses. Recommended 2006 Time and Events Of the Connection recommendations presented on the following pages, we have determined that establishing a group of"Bridge Builders" will be a key pacing item for initiatives in 2006. Council approval of the recommendations above will allow the Board to begin timeiy work on the following events: Approve Bridge Builder (BB) Initiative Funding January Publicize BB Role January-February Recruit and Select BBs March Orient BBs to Envision April Train BBs May 12 Introduce BBs to the Community May 19-20 (Valley Days) Begin BB Activities June Publicize Projects, Opportunities and Outcomes July-Ongoing Envision Connection Project Report-January 17,2006 4 Resolution 06-8 - Continued February 7, 2006 RECOMMENDATIONS FOR IMPROVED CONNECTION HELP CITIZENS UNDERSTAND THE VISION AND KNOW WHERE TO GO FOR MORE INFORMATION 1. Use existing city resources and activities to publicize and draw connections to Envision-related activities. These suggestions either amplify or add to what the City has already been doing well. ► Provide ongoing updates through City News, Channel 16 and Web site ► Encourage Council Members to be Envision ambassadors and invite them to be involved in specific Envision activities ► Continue the joint Council/Commissions annual meeting; include Envision content and recognize commissions that have helped advance the Vision ► tncorporate Envision-compatible standards for future reference and implementation in the City's Comprehensive Plan 2. Enlist other community/local government resources in furthering community awareness of Envision-related activities. These outreach activities could be undertaken by the Envision Board and its coordinators. ► Book a Bridge Builder presentation with each service group in the community database ► Develop liaison with Hennepin County Library branch and explore joint programming ► Develop liaison with Jeanne Fackler/Seniors Coordinator and explore potential of established seniors groups as "small sparks" ► Develop liaison with Summer Playground Program and explore a Parks-based outreach initiative ► Enlist sponsors to produce a Community Assets Map to supplement information in "Getting Around Golden Valley" - highlighting Golden Valley businesses, events, historic sites, cultural assets, places to eat, schools, bicycle trails, parks, etc. ► Enlist local cafes/coffee shops to co-host Community Coffees with Bridge Builders 3. Introduce newcomers to the Vision and Envision-related activities. This would formalize and expand what the City is already doing. ► Provide a copy of the Vision Guide, Assets Map and I-Neighbors community Web information as part of communication package to each new resident, developer/permit applicant and business owner in Golden Valley Envision Connection Project Report-January 17,2006 5 Resolution 06-8 - Continued February 7, 2006 LINK PEOPLE, GROUPS & RESOURCES 1. Recruit and train volunteers from diverse segments of the community as "Bridge Builders." This initiative would identify potential BBs, train them and turn them loose to "fan the small sparks" of passion in the community. It would require one or two coordinators. Ideas in this report and the Vision Guide may serve as inspiration for BBs, but the focus of their activities would be determined by their individual enthusiasms and community connections. ► Become knowledgeable enough about Golden VaHey ta act as a referral, liaison, connecting point ► Communicate what's happening to individuals and groups ► Get people connected (through personal interest and follow-up) • Encourage them to join I-Neighbors • Tell them about activities/opportunities for involvement and offer to connect them (if appropriate) • Share the activities of your club, interest group or organization with others in the community ► Generate "small sparks" - sample activities • Organize an interest group in the City o Initiate a "small spark" yourself (or with another Bridge Builder), which will attract others with the same interest o Recruit members to your club or interest group • Convene individuals who expressed interest in specific Envision area at the Summit to explore follow-up • Organize your block/neighborhood o Help initiate an activity in your block/neighborhood o Link your neighborhood to others in the community ► Participate in periodic Bridge Builder meetings • Share what's happening, how-tos, get suggestions, maintain the excitement 2. Use I-Neighbors to test viability of the Web as a tool for community connection. We are currently testing I-Neighbors, a free community-building tool. A pilot project will use this tool to create a Golden Valley community site. If the project shows reasonable effectiveness, we may continue to use I-Neighbors as a platform or move to a more customized site. A coordinator with appropriate Web skills will be required for this project. ► Populate I-Neighbors with community information, including database of community groups, contact information and primary interest areas ► Train one community organization, one affinity group (e.g., Seniors) and one neighborhood to use I-Neighbors as their organizing/connection tool; use the examples of these "pioneer" groups to enlist and train other groups ► Publicize I-Neighbors to entire community after pioneer groups and content become established and create a critical mass of users Envision Connection Project Report-January 17,2006 6 Resolution 06-8 - Continued February 7, 2006 3. Encourage neighborhood groups to self-organize and participate in community building. Neighborhoods represent a potent base for community action. A few selected initiatives could stimulate neighborhood-centered Envision activity. ► Offer an "Envision Your Neighborhood" Community Ed class ► Develop liaison with Historical Society to develop a "Golden Valley Neighborhoods" educational program ► Promote neighborhood identification; encourage neighborhood naming • Link neighborhoods to history, parks • Offer City funds for neighborhood signs ► Leverage Neighborhood Night Out and Neighborhood Watch structure ► Partner with Summer Playground Program - present to wider neighborhood ► Promote intra-neighborhood relations and collaboration • Identify ways to link block clubs • Identify joint neighborhood activities o Spirit of the neighborhood competitions (tug-of-war, pumpkin festival, popcan tab collection, gardens, holiday decoration, etc.) o Shared activities (cookie baking, kite flying, community gardens, focus on kids, seniors, trail/creek cleanups, etc.) ► Invite academic study of neighborhood community building - Follow up to Envision study by Humphrey Institute 4. Identify groups that have a reason to connect and promote concepts for community-wide events that have cross-sponsorship potential. Some inter- organization collaboration already occurs, in part due to cross-membership. These are examples of initiatives that could broaden contacts and stimulate new action. ► Sponsor an All-Organizations Conference annually to promote exchanges and shared projects ► Repeat the Envision Connection Summit, focusing on an annual theme - perhaps in conjunction with Valley Days/GVCEF • Envision-centered speakers, exhibits, activities that highlight and connect community groups that now sponsor their own booths at Valley Days • Allow groups to recruit and publicize their projects Sponsor Community Reads -with Library, schools, Community Ed or HRC • Selected book, groups sell book, organize book clubs, discussion board ► Golden Valley Parks Day - with Open Space & Rec, Environmental Commissions, Music in Parks, Neighborhoods • Coordinated parks events city-wide, bike tour or run-the-parks Envision Connection Project Report-January 17,2006 7 Resolution 06-8 - Continued February 7, 2006 CREATE A COMMUNITY-WIDE SENSE OF PROGRESS TOWARD THE VISION 1. Issue an annual "State of the Vision" that is a joint report from the Council and the Envision Connection Board. This report would not simply list activities or projects, but would attempt to quantify the community's progress toward its Vision. Establish a few key metrics that could be tracked annually to measure progress Publicize successful Envision projects Itemize City and staff actions consistent with the Vision Update organization and project information 2. Establish an Envision Award - annual recognition of Envision projects, groups or individuals. Citizens could supply nominations, similar to Views of the Valley photo contest. 3. Supplement existing communications and provide larger context to keep citizens informed. Much valuable citizen information would be delivered under"Help Citizens Understand the Vision," Bridge Builders and I-Neighbors sections described above. The Envision Connection Board would monitor coverage and the resulting sense of progress, sugges#ing story topics and promoting information sharing. ► Engage Envision alumni - those who worked in earlier stages of the Envision project - in subsequent phases ► Develop three Envision story ideas annually and pitch to Sun-Post or other local media ► Work with City Communications coordinator to develop a communication plan ► Provide content and updates for delivery through I-Neighbors Envision Connection Project Report-January 17,2006 8 Resolution 06-8 - Continued February 7, 2006 APPENDIX - BRIDGE BUILDERS Bridge Builders —With "think big and start small" as a guiding principle, these selected individuals would be trained to reach out to the various "pockets of peaple" and involve them in community building activities that capitaiize on their interests and skills as well as provide opportunities for additional involvement by other citizens. In essence, they would "ignite" small sparks in the community and generate the momentum. Ideally, these represent a cross-section of the community's "pockets of people" and are not limited to the "usual suspects" Possible Job Description Become knowledgeable enough about Golden Valley to act as a referral, liaison, connecting point. Activities would be based on interest and level of participation. Initial Backgrounding Activties • Orientation to the city, Envision, Connection Project • Orientation to the role of Bridge Builders • Information about other community resources-schools, churches, library • Information about other levels of government • Attend State of the City, all-commission meeting; meet council members and key staff Ongoing Activities • Receive updates on the Connection Project • Communicate what's happening • Speak at official functions or informal get-togethers • Use key messages and materials developed & updated by Connection Project Board, City Staff, designated Bridge Builders • Promote a project you would like to see happen in the community • Get people connected (through personal interest and follow-up) • Encourage them to join I-Neighbors • Tell them about activities/opportunities for involvement; offer to connect them (if appropriate) • Share the activities of your club or organization with others in the community • Recruit members to your club or interest group • Link your neighborhood to others in the community • Participate in periodic "bridge builder" meetings Share what's happening, how tos, get suggestions, maintain the excitement Ideal: Be assigned to a population group that is not currently very involved in the community, meet with a representative group to explore possibilities, follow-up Envision Connection Project Report-January 17,2006 9 Resolution 06-8 - Continued February 7, 2006 Generate "small sparks" • Organize an interest group in the City • Initiate a "small spark" yourself(or with another Bridge Builder), which will attract others with the same interest • Convene individuals who expressed interest in specific Envision area at the Summit to explore follow-up • Organize your block/neighborhood • Help initiate an activity in your block/neighborhood • Link your neighborhood to others in the community Special Bridge Builder Leadership Assignments: • Coordinator - Speaking Engagements o Schedule speaker training session after materials are completed o Field requests; line-up speakers o Forward any changes to the message/materials as developed • Organizer/Convenor- Bridge Builder Meetings Assumes That Initial Tasks To Operationalize Bridge Builders Are Undertaken By 2006 Envision Connection Board In Conjunction With City Staff: • Promo#ion, Recruitment, Orientation, etc. • Develop and Launch Bridge Builders as Communcators (as outlined below). ENVISION CONNECTION PROJECT Bridge Builders as Communicators A. Operation 1. Develop an outreach plan that is an integral part of the overall communications plan for the Connection Project 2. Recruit a. Develop list of potential bridge builders b. Recruit and maintain a group of volunteers from the community 3. Develop materials (an official template/script which can be adapted to the various audiences and contexts) 4. Promote bridge builders as a resource within the context of the overall communications plan a. By the City b. Via web site c. Through events, flyers, etc. as determined appropriate 5, Designate a volunteer as Coordinator who can respond to requests for a Speaker (with advertised phone number and/or email) 6. Keep bridge builder speakers up to date with any changes to the message and materials. Envision Connection Project Report-January 17,2006 10 Resolution 06-8 - Continued February 7, 2006 Content of Presentation ("Message") NOTE: An official script approved and sanctioned by Envision directors should be developed and maintained. Speakers have flexibility to adapt presentations to actual audience, but the fundamental themes and message must be consistent with the script. It is a tool and it is THE official message. Envision directors should provide for assigned persons or group to be responsible for "the message" maintenance and dissemination to ensure consistency and accuracy. 1. Envision History (brief synopsis---the starting point now for those getting the message is the Envision Project "product." We are where we are and looking ahead) 2. Purpose of Connection Project a. "A vision intended to inspire citizens and empower creative participation" b. To promote care for the community c. To facilitate citizen-led initiatives d. To creatively connect people and places 3. Rofe of the City of Golden Valley including the formal statement of Support from the City Council a. City Staff has been directed and authorized to participate in the Connection efforts and to respond to public inquiries (referral to volunteers who "run" the Envision effort, and eventually referral to Envision-produced lists and rosters) b. Missions of Departments, Boards and Commissions are linked to Envision strategies [note: we should request a progress report back from these advisory Boards and Commissions who were asked by the Council to undertake this task last winterJ] c. City's Comprehensive Plan (the incorporation of Envisian-compatible standards for future reference AND implementation. This is very basic since the comprehensive plan is required to have goals, objectives, and criteria for the city's planning....it literally is the legal base for city planning and the city is legally required to ensure that its ordinances and policies--"official controls"--- are consistent with the adopted comprehensive plan.) 4. Examples of Successful Envision Projects 5. Review "Bridge Builders" Initiative: finding and maintaining a cadre of volunteers who can sustain the Connection Project 6. Promote Connection Strategies (in-place systems) a. Furnish database of groups b. Promote positive self-management using web or email Materials Needed by Bridge builders/speakers 1) Envision Guide (and other available promotional literature) 2) Power Point Presentation (kept current) 3) Clippings and the like showing examples of Precedents: photo images of improved, vibrant communities brought about by citizen-led initiatives, private-public collaborations, and contributions of institutions and groups. Access to laptop computer and/or digital projector 4) Access to current group data base with contact names and phone numbers Envision Connection Project Report-January 17,2006 11 Resolution 07-35 August 21, 2007 Member Freiberg introduced the following resolution and moved its adoption: RESOLUTION CONTINUING THE ENVISION CONNECTION PROJECT EXECUTIVE BOARD WHEREAS, Envision Golden Val/ey encouraged citizens to share their individual ideas and develop a collective vision for the community; and WHEREAS, those ideas coalesced into the themes of creatively connecting people and places and inspiring care for the community, further detailed in the Vision Guide: A Shared Vision for Golden Valley's Future, referred to herein as "the vision"; and WHEREAS, the Golden Valley City Council (Council) desires community involvement in carrying forward ideas brought forth as part of Envision Golden Valley; and WHEREAS, the Council has identified the Golden Valley Connection Project as a way to provide for citizen involvement, and would like to continue the tenure of this Board from that Established In Resolution 06-08, Extending The Scope Of The Envision Connection Project Executive Board. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Golden Valley, that the Executive Board of the Envision Connection Project is hereby continued with the following mission, responsibilities and procedures: I. MISSION AND RESPONSIBILITIES A. Mission The Executive Board shall advance speci�c implementation strategies for the Connection Project that meet the following objectives: 1. Present the Vision Guide to the community and get feedback from interested parties; help them to understand the vision and know where to go for more information. �. Link people, groups and resources that are inspired by particular visions. 3. Encourage interaction between the Council, City staff and Envision volunteers and other citizens on ways to advance the vision. 4. Sponsor events or other strategies to involve more people in advancing the vision. 5. Create a community-wide sense of progress toward the vision. Resolution 07-35 - Continued August 21, 2007 B. Responsibifities The Executive Board shall: 1. develop a schedule for proposed activities for a finro-year period, from August of 2007 through August of 2009, with a detailed budget for each activity or group of activities, using the January, 2006,connection Report to the City Council "Recommended Direction for Envision Connection Project"as the basis for activities; and 2. secure Council approval for proposed activities and related budgets; and 3. take leadership in implementation of those activities (through Board work teams as appropriate) or facilitate the implementation of those activities by other community organizations or individuals; and 4. identify ways to accomplish the Connection Project mission and responsibilities through another entity or entities outside ef the scope of city government while retaining the possibility of links to the City of Golden Valley. U. NIEMBERSHIP, MEETI�JGS AND TIME FRAME A. Membership 1. The Council will appoint up to 15 persons to the Executive Board: a. Some members will continue from the initial Executive Board. b. Additional members will be recruited, with an emphasis on recruiting members to lead key activities undertaken by work teams (subcommittees). c. Volunteers not appointed to the Executive Board will be provided opportunities to participate on work teams. 2. The Mayor will �e a member and ser�e as chair of the Executive Board. 3. The City Manager shall provide appropriate staff support. B. Meetings and Time Frame 1. The Executive Board shall complete its charge in two years. 2. The Executive Board shall meet at least manthly, on the fourth Thursday of the month. It may call special meetings as necessary, in compliance with the State Open Meeting Law. 3. A quorum must be present to conduct business. Resolution 07-35 - Continued August ��, 2007 4. Members who miss three consecutive or finrenty-five percent of the total meetings in a twelve-month period will be requested to resic�n. 5. All meetings shall be open to the public and subject to the req�irements of the State Open Meeting Law. III. REPORTING A. Minutes shall be kept of all meetings and forwarded to the City Cauncil u�on approvaL B. The Board shall report to the City Council on its acfivities at least annually. , � . �� Linda R. Loomis, Mayor ATTEST: Susan M. Virnig, City Clerk The motion for the adoption cf the foregoing resoluti�n was secone�ed by M�mber Freiberg and upon a vote being taken thereon, the following voted in favor thereof: Freiberg, :�- Loomis, Pentel, Scanlon and Shaffer; and the following voted against the same: none, v►ihereupon said resolution was declared duly passed and adopted, si�ned i�y the Mayor and her signature attested by the City Clerk. �;1��y �?�� , �t �� T Planning Department 763-593-8095/763-593-8109(fax) m�� , ,� ��u�� , ��;�:n ,, �� '�:��.._�. ��: ._�-. �:,�.�.�;;,,�... �. �,�rv��=�^�;�� Executive Summary Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 2. Bottineau Transitway Locally Preferred Alternative Prepared By Joe Hogeboom, City Planner Summary The City of Golden Valley has been asked to revisit its consideration for support of the Bottineau Transitway Locally Preferred Alternative (LPA). The Hennepin County-endorsed LPA begins in Downtown Minneapolis and terminates in northern Brooklyn Park. A portion of the proposed alignment would travel through Golden Valley on the Burlington Northern Santa Fe (BNSF) Railroad Corridor. The City Council has requested information about a previous study that was conducted in the 1980's which looked at ways to serve the Northwest Metro with light rail transit. Attached is a Resolution of Support that was adapted by Galden Valley in 1988 for LRT. Staff has also requested that Hennepin County provide additional information about the history of the Bottineau/Northwest Corridor studies. The City Council has indicated that it will again vote on whether or not to support the Bottineau Transitway LPA at its December 18, 2012 meeting. Attachment • Bottineau Transitway Alignment Map (1 page) • Resolution 88-27, Resolution Supporting the Location of Light Rail in the Northwest Corridor dated April 19, 1988 (1 page) • Draft Resolution of Support of the Bottineau Transitway, Overstruck and Underscored Version (3 pages) • Draft Resolution of Support of the Bottineau Transitway, Clean Version (3 pages) � �'n:�� _ �Je �� LL � Q9e Bottineau Transitway ' ��r e Most Promising Alternatives �o ,, J� a�' �� , e � _ ..... � � �' �� `�� —I Osseo � . 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T ,�-� rh ___ __ a v )169 �:� Q', �e5t LR � Q�'pT O �� }�-�-� Qe'p �a�`O � � U �tineauTransitway .._ DRAFfENVIRONMENTALIMPACTSTATEMENT Resolution 88-27 April 19, 1988 Member Stockman introduced the fallowing resolutian and moved its adoption: RESOLUTION SUPPORTING THE LOCATION OF LI.GHT RAIL IN THE NORTHWEST CORRIDOR WHEREAS, Hennepin County has instituted a study of light rail transit in the northwest corridor; and WNEREAS, Golden Valley P�anning Commissioner Keven McAleese has served on the Northwest Corridor Advisory Cammittee, and WHEREAS, the Northwest Corridor Advisory Committee has recammended an alignment along Olson Memoriat Nighway and the Surlington Northern right-of-way to a terminus at the 3ntersec�ion af Brooklyn Bou1evard and Highway I69; NOW, THEREFORE, the City Council of the Gity of Golden Valley proclaims that it supports the location af light rail in the northwest carr�dor along the alignment recommended by the committee. �� ary . ersan, ayor ATTEST: y Na ly, Deputy City Clerk e mation far the adaption of the fo�egoing resolution was seconded by Member Johnson and upan a vote being taken thereon, the following voted in favor t hereof: Anderson, Bakken, Johnson and Stockman; and the following abstained: Thompson; and the fallowirtg voted against the satrte: none; whereupon said resolution was declared duly passed and adopted, signed by the Mayor and her sigrtature a�tested by the Deputy City Clerk. Resolution DRAFT Member introduced the following resolution and moved its adoption: RESOLUTION C3F SUPPORT OF THE BOTTINEAU TRANSITWAY WHEREAS, the Bottineau Transitway is a proposed project to provide transit service which will satisfy long-term regional mobility and accessibifity needs for businesses and the traveling public in the heavily traveled northwest area of the Twin Cities, and; WHEREAS, the Bottineau Transitway is located in Hennepin County, Minnesota, extending approximately 13 miles from downtown Minneapolis to the northwest serving north Minneapolis and the suburbs of Golden Valley, Robbinsdale, Crystal, New Hope, Brooklyn Park, Maple Grove, and Osseo, and; WHEREAS, the Hennepin County Regional Railroad Authority (HCRRA) in partnershi� with the Metrop�litan Council and other project stakeholders recently completed the Bottineau Transitway Alternatives Analysis Study that in addition to th� No Build and Transportation System Management (TSM) alternatives; recommended four Light Rail Transit (LRT) Alternatives and one Bus Rapid l'ransit (BRfi) Alternative be a�fvanced for further study in the federal and �tate enviranmental review processes, and; WHEREAS, the Federal Transit Administration (FTA), the Hennepin County; Regional Railroad Authority (HCRRA) and the;Metropolitan Council have initiated both federal and state envirorrmental r�view for the Bottineau Transitway project, and;; : WHEREA�, federal funding will be pursued for this project from the FTA, which has consequently been designated as th�. lead federal agency for this project, and; 1NHEREAS, the B(�ftineau Transitway recently campleted the Scoping Phase of environmental pracess, and; WHEREAS, through the Scoping process, further study is recommended of the No Build and TSM alternatives along with further study of four LRT alternatives (A-C-D1, A-C- D2, B-C-D1, B-C-D2) in the Draft Environmental Impact Statement (Draft EIS), and; WHEREAS� the Locally Preferred Alternative (LPA) will be one of the build alternatives identified and studied in the Draft EIS and• WHEREAS, the Bottineau Transitway selection process does not replace or override the requirement to fully examine alternatives and determine the adverse impacts that must be avoided or mitigated under the federal and state environmental review process, and; WHEREAS, the four LRT alternatives to be studied in the Draft EIS were further considered with respect to defined project goals, objectives and evaluating criteria set forth in the Alternative Analysis study and further refined during the Scoping Phase of the federal and state environmental analyses, and; WHEREAS, the Advise Review Coordinate and Communicate Committee (ARCC), in a technical advisory role to the Policy Advisory Committee (PAC), provided the following input: • Affirm the ARCC's April 2012 input to the PAC during the scoping decision process advising that study of the BRT alternative should stop, BRT should nat be considered for the Locally Preferred Alternative (LPA), and advising the PAC to select LRT as the locally preferred mode for the Bottineau Transitway. , . . , �s-�e�+�l� WHEREAS, the Bottineau Transitway PAC took into consideration the technical information on each of the alternatives developed to date, along with the ARCC, Community�ldvisory Comrrtitfiee (CAC) and pub�lic input provic��c! as part ofi the publi� hearing an� �omment pro�ess and passed a re�olution on Majr 30;2012`; design��ing the � LRT��ternative �-C-D1 a�.the LPA, and; �, � ��, � � �, 'NOW, THEREFORE, BE IT' RESOLVED that the City of Golden Valley supports further study of th� LPA recQmm�ndation of the PAC for the Boftinea,u Transitway project as part of the Preliminary Engi�neering phase. NOW, THER'EFORE, BE IT FURTHER RESOL�IED thaf this dacument daes not signify:municipal'consent on behalf of the City of Golden Valley':'The City retains the ability to approve or deny municipal consent of the Bottineau Transitway LRT B-C-D1 faHowing the completion of`the Draft Environmental Irnpact Statement (L?EIS) and during the Preliminary Engineering F'hase. NOW, THEREFORE, BE IT FURTHER RESOLVED that the City of Golden Valley commits to working with the Hennepin County Regional Railroad Authority and the Metropolitan Council to address the following for the Bottineau Transitway during the Preliminary Engineering Phase: 1. Address long-term construction and maintenance needs at the intersection of Golden Valley Road and the Burlington Northern Santa Fe (BNSF) Railroad Corridor. 2. Further assess more detailed data related to noise, light and vibration along the corridor. 3. Further assess the need for and location of possible noise and retaining walls within the corridor. 4. Identify and pursue opportunities for a Hennepin County Community Works project ' related to the possible reconstruction of Hennepin County State Aid Hiqhway (CSAH) 66. The project could work in conjunction with the proposed Bassett Creek Re iq onal Trail, which is identified to be partially located within the CSAH 66 corridor. 5. Identify potential improvements to the intersection of CSAH 66 and Theodore Wirth Parkwav. 6. Further assess the negative impacts to properties along the corridor and look for ways for the County and the Metropolitan Council to address those impacts. 7. Pursue funding opportunities for improvements to homes adjacent to the corridor for the purpose of mitigating negative impacts. 8. Identify future planninq initiatives at the preferred station location at Golden Valley Road. 9. Further evaluate parking options and passenger drop-off access at the proposed Golden Valley Road station location. 10.Work collaboratively with the Minneapalis Park Board to ensure that the negative impacts to Theodore Wirth Regianal Park, and surrounding parklands, are minimal and that natural areas are maintained in their current condition to the largest extent possible. BE IT FURTHER RESOLVED that this resolution adopted by the City of Golden Valley b� fc�rwarded to HCRRA and the Metropo(itan Council for tMeir:consideratiam, ' Shepard M. Harris, Mayor ' ATTEST: Susan:M. Virnig, City Clerk The rnotion for th� adoption of the`foregoin� resolution �as sectinded by Member and upon a v�te being take� thereon,,the fallowing votetl in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted, signed by the Mayor and his signature attested by the City Clerk. Resolution DRAFT November 29�, 2012 Member introduced the following resolution and moved its adoption: RESOLUTION OF SUPPORT OF THE BOTTINEAU TRANSITWAY WHEREAS, the Bottineau Transitway is a proposed project to provide transit service which will satisfy long-term regional mobility and accessibility needs for businesses and the traveling public in the heavily traveled northwest area of the Twin Cities, and; WHEREAS, the Bottineau Transitway is located in Hennepin Caunty, Minnesota, extending approximately 13 miles from downtown Minneapolis to the northwest serving north Minneapolis and the suburbs of Golden Valley, Robbinsdale, Crystal, New Hope, Brooklyn Park, Maple Grove, and Osseo, and; WHEREAS, the Hennepin County Regional Railroad Authority (HCRRA) in partnership with the Metropolitan Council and other project stakeholders recently; complet�d the Bottineau Transitway Alternativ�s Analysis Study that in �ddition to th� �lo Build and Transportation S�stem Management (TSM) alternatives; recommended four Light Rail Transit (LRT) Alternatives and ane Bus Rapid Transit (BRT) Alternative be advanced for further study in the federal and state environmental review processes, and; WHEREAS, the Federal TransitAdministration'(FTA), the Henn�pin County' Regional Railroad Authority (HCRRA) and the' Metropolitan Council have initiated both federal'and state �nviranmental review for the Bottineau Transitway praject, and;. WHEREaS;'feder�l funding vuill be pursued for this proj�ct from the FTA, which has consequently been designated as the lead f�deral agency for this project, and; WHEREAS, the Bottineau Transitway recently completed the Scoping Phase of environmental process, and; WHEREAS, through the Scoping process, further study is recommended of the No Build and TSM alternatives along with further study of four LRT alternatives (A-C-D1, A-C- D2, B-G-D1, B-C-D2) in the Draft Environmental Impact Statement (Draft EIS), and; WHEREAS, the Locally Preferred Alternative (LPA) will be one of the build alternatives identified and studied in the Draft EIS, and; WHEREAS, the Bottineau Transitway selection process does not replace or override the requirement to fully examine alternatives and determine the adverse impacts that must be avoided or mitigated under the federal and state environmental review process, and; WHEREAS, the four LRT alternatives to be studied in the Draft EIS were further considered with respect to defined project goals, objectives and evaluating criteria set forth in the Alternative Analysis study and further refined during the Scoping Phase of the federal and state environmental analyses, and; WHEREAS, the Advise Review Coordinate and Communicate Committee (ARCG), in a technical advisory role to the Policy Advisory Committee (PAC), provided the following input: • Affirm the ARCCs April 2012 input to the PAC during the scoping decision process advising that study of the BRT alternative should stop, BRT should not be considered for the Locally Preferred Alternative (LPA), and advising the PAC to select LRT as the locally preferred mode for the Bottineau Transitway. WHEREAS, the Bottineau Transitway PAC took into consideration the technical information on each of the alternatives developed to date, along with the ARCC, Community Advisory Committee (CAC) and public input provided as part of the public hearing and comment process and passed a resolution on May 30,2012; designating the LRT Alternative B-C-D1 as the LPA, and; NOW, THEREFORE, BE IT RESOLVED that the City of Golden Valley supports further study of the LPA recommendation of the PAC for the Bottineau Transitway project as pa;rt of the Preliminary Enyineering phase. NOW, THEREFORE, BE IT FURTHER RES'�LVED th�t:this document daes not signify municipal:consent on behalf 4f the City �f Golden Vall�yi The City retains t#�e ability to approve or deny municipal conse.nt of the Bottineau Transifinr�y LRT B-C-D1 following the completion of the Draft Environmental Impact Statement (C}E1S) and during the Preliminary Engineering Phase. NOW, THEREFORE, BE IT FURTHER RESOLVER thaf the Gity of Golden Valley comrnits to working with the Hennepin County Regional Railroad Authority and the Metrapolitan Council to address the �ollowrng for the Bottineau Transitway during the Preliminary Engineering Phase: 1. Address long-term construction and maintenance needs at the intersection of Golden Valley Road and the Burlington Northern Santa Fe (BNSF) Railroad Corridor. 2. Further assess more detailed data related to noise, light and vibration along the corridor. 3. Further assess the need for and location of possible noise and retaining walls within the corridor. 4. Identify and pursue opportunities for a Hennepin County Community Works project related to the possible reconstruction of Hennepin County State Aid Highway (CSAH) 66. The project could work in conjunction with the proposed Bassett Creek Regional Trail, which is identified to be partially located within the CSAH 66 corridor. 5. Identify potential improvements to the intersection of CSAH 66 and Theodare Wirth Parkway. 6. Further assess the negative impacts to properties along the corridor and look for ways for the County and the Metropolitan Council to address those impacts. 7. Pursue funding opporkunities for improvements to homes adjacent to the corridor for the purpose of mitigating negative impacts. 8. Identify future planning initiatives at the preferred station location at Golden Valley Road. 9. Further evaluate parking options and passenger drop-off access at the proposed Golden Valley Road station location. 10.Work collaboratively with the Minneapolis Park Board to ensure that the negative impacts to Theodore Wirth Regional Park, and surrounding parklands, are minimal and that natural areas are maintained in their current condition to the largest extent possible. BE IT FURTHEFt RESOLVED that this resolution adopted by the City of Golden Valley be forwarded to HGRRA and the Metropolitan Council for their consideration. Shepard M. Harris, Mayor ATTEST: Susan M. Virnig, City Clerk The motion for the adoptiort of the foregoing resolution was seconded by Member and upon a vote being taken therean, the following �rated in favor thereof: and the following voted against th� same: whereupon said resolutipn was declared duly pass�d and adopted, 5igned by'the Mayor and his signature attested by the City Clerk. �i� C:t��' D� `;�- Public Works Department 763-593-8830/763-593-3988(fax) �� := � �.�� , ��.��°: � � :�, ��.�.��, f. . �.�:��r�� :��_ �.��; ��°r�:�� Executive Summary Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 3. Hennepin County Watershed Reorganization Plan Prepared By Jeannine Clancy, Director of Public Works Jeff Oliver, PE, City Engineer Summary Hennepin County Commissioner Jeff Johnson has been preparing to submit a bill to the State Legislature to reorganize watershed management within Hennepin County. The overall intent of the bill is discussed within an informational packet distributed at a Water Governance Stakeholders Forum hosted by Commissioner Johnson on December 4, 2012. A copy of this packet is attached to this memorandum. A copy of the proposed bill is included in the packet, In summary, the proposed reorganization will eliminate the 11 existing watershed management organizations within the county and organize the drainage areas into three districts. These districts would be managed by boards consisting of elected officials from the member communities and would have taxing authority. The plan includes creation of a Hennepin County Watershed Management Organization Coordinating Board consisting of a county commissianer, a manager from each of the new districts, representatives of each park district within the county and a member of the Soil and Water Conservation District. Under the proposed scenario, the City of Golden Valley would be located within the proposed North and Central Watershed Management Organizations. While the overall intent of the reorganization proposal is to simplify watershed management and provide county-wide priorities for water quality improvements, there are a number of concerns with the proposal. Among these concerns is the loss of local control, including local knowledge and passion for specific water resources; and an increase in the complexity of an already difficult regulatory environment. In order to express the City's concerns to Commissioner Johnson and the Hennepin County Board, staff recommends that a letter be sent from Council. A draft letter to Commissioner Johnson outlining these concerns is attached to this memorandum for discussion. If the letter is found to be acceptable, staff will place it on the December 18, 2012 Council meeting for approval. Attachments • Water Governance Stakeholder Forum packet (10 pages) • Draft Letter to Hennepin County Commissioner Jeff Johnson (3 pages) ��e`N ��' ., •�� 'y I"'��I�INt�:PtIV CQUi�,iTY GONt1VII�3ICtM�R.T�1°6'F'�E�HNSit?N ,Tr�c►;• ;_� . . • 1�2A��o�[vn�m'c�rrrt� - `_;' MtlVl+t£APflUS�MINNESfl�TA��487-C?24t� �j�NES��A � Water Governance 5takeho[der Farum � Tuesday, December 4, 2012 � � Hennepin County Public W�orks Facili�y �"�' Medina, Minnesota � � � � � �� Agenda � � � � � 8:00 a.m. Registration and Continental Breakfast � ��- � � 8.15 a.m. Welcome and Opening Remarks �. 8:30 a.rn. Summary of Proposal �� 8:45 a.m. Discussion � � � 10:OU a.m. Adjourn _ � � � �� ''_ . , � � � ' � � � � � �,....�._..._.� �..��.�...�� - • � : . . • : • � . '.ia`1<ii:itd.+i,�f'��t41��(�f��is;t�t��i;��C�:�, NenneP�� n �: � ��, � , � � a �aJ:�1 ,1I�A � � � � . ' i • � � w'r'"� ri�'fi t��y�i'}"i.. . . �..�.{....: k�iN 9�a�hume Anak� VM�M N 101 � � W E t� � � � �DAYTON q'� �� eoaeta L^ � � � o�tou CHAMPLIN �y BcaM i .. __.e.��:::...-:_.r�.�.-.,.-.c,::.:--.�.�,.- .�—c.—_�:_' HANOVEiI' � -. � � u� � � .. �ro. __.'� �.` � ' . _� sto ,- L -,-� °��I • � ""�COlICORAN J �- BROONLYN PARIC � lMPLE QNOVE"^"""' ' � � , �� r�� r' ��,� �!� .�oao - � , _� tl �� ., � �su District 7 H �= - ., „� � - ....._ ---�—�� _. _ .� _� � °.,y' BROOKLVN C N1ER'�� {• ��._. ' -�,.___ .�. .�._..... . / ry� �-.._ _ �- . -, a LORETTO �i , �. - -- ,. - -_ �. .` ' ��: __" - � '4'�' �r'LrLI., µ • .. :LRYSTAL. .'�� .'..�,; iffONA °.,,, r. �EYV HOPE � 8T.'MfiHONY — �'�_ a �r; , �.' .'� . NOEPENDENCE � ..._ � � °'� � j � "R088NSCALE � �z r � _ ��c � �� MqpLE p(,/�N � PLMIOUtM ,S .�..�t. � �'- � ,� � { _� { � :�� MEDICINELANE� ��.60lDfN VALLEY '� '� � �*� E j � ..�•� ';� � District 2 � � � =- ,.�w,+r.,a�.w�, 'Ov�'�'- _ r�/f�a. ,�""" � 7 � ��J�+ � � �X �ORq�p Km�n�re � ; f , .x *�. � �� MWNFJIPOLIS � f ']1 � }- . Y:DODLAN� 'A 9T.LOUIB PARK— 100 �� i Y�`I � � P"� � . � "1` J.-�" �M � . MMNETRIOU sPRiNGPAftK��AC� �N�� .District-3 - � �� JDistrict 6 � `,�,�,,,� , _ District 4 TW�YS�BAY � ��' �-` i ' 6RE19MMOOD � BT,�IFACIUB � , aMOREWOOD "� y � 70� �. E]ICEL.�IOR -��y�.A,� .. � � �� {3 �� FT.SNEWNGT Wafarahad Boundad�a vwer v�a MBP IiflL AIRPORT i ;RCFFlELD� _, � Nuna �oonntabn�rDi�trfa �oo Q NBPAIRPORT �N�a� . n �t Q BASSETTCR�K f ,.�� Y? �.., __ �ELN CREEK �EN VAAIRIE "'�� LOriERAONNESOTARNER �DIBtI'ICt S �� O MIODLE MSBISBIPR RIYER y� �� BlAOMINOTON. � � �MINNEiWU1CAEEK �"� �� O NINE MLE CREEK Q ROPEER-BARAFI CREEK '�— - � } •'s -� ;�f �PoCHflELO-BLOOMNOTON � �� Q Po LEKPURGATORYALUFF CREEK Q 8HIN6LE CREEK O YVEST MIS61681PPI RIVER �Wii1GHTCOIAJTY Thh rnBp has baen aeffied fa Hotirwtbnal pupa4u anhr W is rot crosidersd a legalty ncaded map w doameN.Flerrwpin CauMy makee no werrenty,ropreeerrtdion,or puarerMee as to ths corxwrt,aca,rac�c ttnemas,oroomp�eoeneee orsr,y an�e 0 1.25 2.5 5 7.5 1 Miles informadon provided h�rain HEN1tTEPIN COIINTY�+1�ATERS�TED MANAGEMENT PILOT PROjECT Background Her�nepin County currently contains eleven separate watershed organizations("WMO")that include four watershed districts and seven watershed management organizations. Watershed districts ha�e managers appointed by the county commissioners and taxing authority,whereas WMO's have na dired taxing authority,are jaint-powers organizations of the municipalities within the boundaries Qf the district and have managers who are appointed by the respective city counciis. Under the current configuration,four cities in the caunty a�e included in four separate watershed organizatians,four have three,seventeen have two,and the rernainder are fully contained within ane. Over the past decade,watershed crrganizations within Hennep9n County have budge#ed expenditures totaling over$230 mitlion,with an average annual increase exceeding 5%. These inuestments, combined with cities'focus an starm water management,building standards and developer requirements and initiatives,have contributed to reducing the number of lakes with declining water quality. The rnost recent lake quality trends indicate that water quality in Hennepin(akes has stab�llzed in the past ten years,with the majority of county lekes showing no significant upward or downward trend. The average lake grade in the county over the past decade is a"C',regardless of watershed organization. As evidenced by these water quality statistics,we now expect metropolitan wa#ershed organizations#o improve water quatity at the same time that they act on traditional watershed concerns such as flood control. Hennepin County watershed organizations in the current structure appear to be too fragmented and,in many cases,have insufficient resources to m�et curren#or future expectations.We can desi�n an impraved system. This proposai is a variation of a study and report on caunty water managernent completed for Hennepin County by the Center for Science,Technalogy and Pubiic Pfllicy at the University of Minnesota. The repart recommended,amang other things,consalidatifln of watershed districts and watershed managernent organizations in Nennepin County,each with taxing authority. Go�is The overall intent of this propasal is to imprave water quality,align existing resources and focus investments on measurable outcomes by specifically focusing on the follawing f+ve goals: 1. Support a camprehensive approach to resource management by prornating the coordination of surface water,ground water,land-use and natural resource management 2. Promote water management in collabaration with local government 3. Increase accountabiliiy for water management and impraved water quality 4. AIlow the locally-cantrolled creation of water management structures to provide long-term protection of water resources and improve water quality 5. Ensure that adequate�scal capacity exists in each management unit and that locai elected officials engage in shared water governance�esponsibilities �+��c��x��r�nar� Reorganization: Four watershed distr�cts and seven watershed management organizations are reorganlzed into fhree watersf►ed managernent organizations. The new watershed rnanagement organizetions have taxing authar'ity end are governed by and subject to the laws and requirements of both watershed management arganizations and watershed districts. For watersheds that are nat whally contained within Hennepin Caunty,the new watersheds are afForded the ability to either provide far representative managers based upon poputatian and tax capacity or pravide far a boundarythat is coterminous with the county boundary. The new watershed management organization rnanagers must be elected officiais from municipalities whQlty or partially within the organization baur�daries and their appointment must be established in the new organizations'adop#ed bytaws. Transition: Each municipality will appaint an elected official to serve an a transition plan committee. These committees are charged with aligning cornprehensive water management pfans,bylaws,rules and deve(oping a method for selection of managers to the watershed management arganizations {"WMO's'"). The rules,bylaws and comprehensive plans must�be subrnitted to the ci#ies�within the watershed and be approved by a two-thirds majority of each city councit before submissior�to the Board of Water and Soil Resources("BWSR"). The current gaverning structure of watershed districts and WMO's wilt continue until these new sets of plans,bylaws and rules heve been filed with BWSR. Hennepin Caunty wil(administratively support and fund the transition plannin�committees and will be reimbursed from funds of the new WMO's. Coordinating Board: Hennepin County may establish a coorciinating board that includes members from: County Board,Watershed Organizations,park districts and the Hennepin Canservation District. This coordinating board has no prescribed app�oval authority but may be established to identify priari#y concerns,coordinate activities and estabiish countywide initiatives. The ca4rdinating board may wark braadiy with athers to identify,acquire and focus additional resources to irnprove water resaurces. MS4: The WMO's shall be designated as municipal separate storm sewer system operators respansible to iderrtify watershed-aride total maximum dai{y load and, in cooperatian with cities,to determine a strategy for meeting a total maximum daily load ailocation. Desired Benefits ❑ Estakalishing more uniform locat policies and standards for water management ❑ Creating economy-of-scale savin�s that increase available resaurces for water quality improvement prajects ❑ Simptify the myriad of regulatory complexities resuiting from numerous distric#s through consoiidation and by promoting coElaborative governance with cities. ❑ Establishing a watershed-wide TMDL with shared responsibility between municipalities and watershed management organizations ❑ Reducing the disparity in fiscal resources for water qua!'rty improvement projects within the county ❑ Attracting additional financial resources(such as Legacy Amer�dment funds)for water quality projects by increasing the capacity and reach of each organization ❑ Providing additiona{transparenty and accountability to water management by providing taxing authority to each WMO and requiring membership be fimited to elected ofFicials � 09/10/12 12:1 b PM HOUSE RESF.At2CH N DDOdS 1.1 A bill for an act t.z relating.to water;reorganizing watershed management organizations wholly t.s or partiatly located in Hennepin Counry into�watershed ma�agemenx t.a organizations;ptoposing coding far new law in Minne.sota Statutes,chapter i.s 103B. 1.� BE IT ENACTED BY Tf�LEGISLATURE OF TI�STATE OF MINNESQTA: t.� Section 1.j103B.Z541 WATERSHED MANAGEMENT IlY HE1�INEPIlY COUIVTY. t.8 Subdivision 1. Three wate�hed manaeement organizafians established. � t.� Notwithstandin�anv other law to the contraix the territa of the watershed mana�ement i.io or�atiizations wholty or uartiallv located in Hennepin!Countv ate reorsanized into tbtee i.ii watershed management orstanixativns as foilows: t.12 (I)ldorth Hennevin Watershe�Mana�eme�Or�enizakion includes all territorv in 1.13 the Elm Creek,Shin�le Creek,Bassett Creek,West Mississippi,and Middle MississipFi k 1.14 joint powers watershed mana�ement or�aniZBtions; i.is �2)C�►tral Hennepin Watershed Mana�ement Or�aniTation includes all berritorv t,15 in the Pioneer-Sarah Creek iaint powers watershed maaa�¢ement oraanization and the t.l� Mmnehaha Creek Watetshec!District:and t.ta (3)South Hennepin Watecshed Mana�ement Ort�anization inc]udes all territorv t.t9 in the ltilev-Fur�atorv Bluff Creek.Nine Mile Cresk,and Lower Minnesota River t.2o Watershed Districts,and the Richfield-Bloomineton ir►int powers wat�shed mana�ement 1.21 � or�anization. 1.2z {b)If a watershed mana�ement or�r►i7stion listed in para�raph{a}that is i.23 reor�snized into one of the three new watershed mana�ent or�anizations mcludes a 1.2a subwatershed in territorv outside of Hennepin Countv the new watershed rnanagement 1.2s o_gr anization established in t�arasrap�(a}mav include the subwatershed azea if the new Section i. 1 09/I W12 12:16 PM HOUSE RESEARCH JV DD005 z.i watershed maaa�ement organization provides for appointm�t of mana�ters based on 22 ti�e populatian and tax cavacitv of the areas of the resnective counties served bv the 2.3 new watershcd mana�ement or�anization Absent re resentation of the azeas oukside of 2.a Hennenin Caunty,the new waxershed mana�ement or�anization boundarv is cotermina�zs z.s with the countv boundarv 2.6 Subd.2. Applicxble law;escaptions. Facceut as otherwise provided in this sectioa, 2.� the three watershed manasement ortranizations established in subdivision 1 are�oveme@ 2.s by and sabj+�ct to the requirements of chauter 103B, lU3D,and other laws¢overnin� z.� watershed districts. z.io Subd. 3. Governan�e,utans continned during transition Until the rnanagers 2.11 of a watershed mana�ement or�,ani�tion established in subdivision 1 are annomted 2.12 as_provided in the new watershed mana�ement organization's ruies aad bvla.ws,ttie 2.t3 govemin�bodv af each watershed mana¢ement ar�zanizatian consoiidat�utto one of#he 2.14 new watershed mana�ement or�anizaiions shall continue to�overa the area it�overn� 2.t5 before the new watershed mana�emerrt orQanizabion was established. Urrtil a watarshed 2.�� mana�emet�t ptan is adoc�ted for a new watershed mana�¢ement orsanization,t�►e�Ians of z.iz the watershed mana�ement or�snizations that were aonsolidated into�e new watershed z.is mana¢ement or¢aaizatian remain in e�ect. 2.t5 Subd. 4. TS�naition plan committees. (a)�ttiir►30 days after the effective date 2.2a of�►is section,each home rule charbez or statutorv citv wholly or oartially within tha 2.2i �urisdiction of a new waGarshed manaQ�ent or�zanization established ia subdivisian l. 2.zz shall auuonrt a council memlaer ar the mavor to be its nomin�to the�ansition plan z23 aommittea.For anv citv that does not make an avnointment within 30 davs of tha effective 2.2� date of this soction,the mavor or a citv council m�nber desi�nnated bv the mavor shall Z.zs represent the citv 2.26 (b)Within 30 days after ti��effective da#e of this section,each watershed 2.27 mana�ement or�aniTation that is consalidated into a watershed mana�ernent orttanization 2zs established in subdivision],shall av�oint a mana�er to the transition vlan committee ta 2.2s serve as a non-votin¢member of the committee. 2.30 (c�Within 60 days of the effective date of this section,the Board af Water and Soil 2.31 Resounces shall convene the first meetin�of each watershed manaAement or�aniza6on's 2.32 transition�lan committee as smn as practicable after apuointm�t of the members of 2sa the committee. At the fitst meetintt,the comm'rttee members shall elect from amon� 2.3a themselves a memb+er to serve as chair a member to serve as vice chair and at ieast five 2.as but not more than 13 addifional votin�z members to develau the watershed management 2.35 orszanization rules and bvlaws,as provided in subdivision 5.The transition plan committee Sedion 1. 2 0911U/12 12:16 PM HOUSE RESEARCH JV DD005 3.i shatl continue for the lon�er of one vear or until the aupointment of manat:ers has been 3.2 made fotlowin�the oneratin�nrocedures in the rules and bvlaws adoi�ted bv the new 3_s watershed manastement or�anization and filed with the Baard of Water and Soil Resources. 3.4 �d)Hennepin Countv shall provide to each transition plan com�nittee administrative 3.s sunaort,includin�meetin�space if necessary,and fundin�for the transition plaa 3.6 committee's or�anizational activities. Unless othernvise aareed to bv the countv within s.� ane vear of filin¢with the Board of Wa�er and Sail Resout�es�e rules and bvlaws of the 3.8 WSteT3hed man �ment ar�anization,the watershed mana¢ement or��riza�iom m�st renav s.9 to the countv the or�anizational expenses incurred bv the count�+for the work of the 3.to transition vlan committee,as provided in section 103D.905. 3.tt Subd. 5. Rules.bylaws,and com�re�ensive�lana The new wabershed 3.12 mana�ement or�anization's rules and bvlaws must qrovide that onlv elected municinal s.is o�cials mav servo as manatters of the watershed manaQement or�anization,must include 3.14 a formula for wei�htinQ the vote of each citv whollv ar nartiallv within�e maua�ement 3.ts ort�anization,takin�,into accc�unt the city's,�oaulation and ta�c capacitv relative to a11 other 3.16 cities in the watershed mana�2ement ar�annization's teiritorv.and must include the me�►od s.17 for selecting mana�ets of the watershed maaaeement ar�anization. In addition,the rules ' s.i s and bylaws must aravide for a revised comnrehensive watershed management vlan for the �.ia wat�shed mana�ement or�anization. The watershed mana�ement ar�anization mav file 3.2o the rules,bvlaws,and revised comprehensive watershed management ptan with the Baard s.zi of Water and Soil R�sources onlv after at least two-thirds ofttte cities whollv or aartiallv s.� within the w�tershed manasement or�anization have aaprovad them. sz3 Subd. 6. Heanepin�Vatcrahed Manaeement 4rganizations CoardinatinS 3.z� Board. Hennenin GountY may bY resolution establish the Hennepin Canntv Watershed 3.2s Management Or�anizations Coordinatin�Board to�rromote coordinatian and cooperation 3.26 among lacal water mana�ement entities,as defined in section 103B.102,work with s.27 other public a�encies and citizen volunteers to idendfv and restore impaired waGers,and 3.2s establish countvwide priori.ties. The coordiQatina�board shall consist of: 3.29 (1)one wateished mana�ement orp.ani�tion mac�a�er at�uointed bv each watershed 3.so manai�ement or�anization established in subdivisiox�l; 3.31 {2)one county board member appointed bv the Hennepin Cauntv boatd,who sha11 3.32 aLsa serve as chair of the coordinatin¢bosrd; 333 �one park district board member apvainted bv each vark district baard of a aark s.�+ district whollv or Qartialiy within the cauntv;and � " Sedion 1. 3 09/10/12 12:16 PM HOUSE RESEARQi JV DD005 4.r (4�one member of the soil and water conservation districk appainted bv the soii a.z and water conservation district board if no soil and water conservation dis�ict exists in a_s Hennenin Countv,tt�e county board shall aonoint a member wha is a resident af the countY 4.4 The coun shall rovide to the aoordinatin board adminfstrative su o includ' 4.s meetiru2 svace if ne�cessaty a.6 3ubd. 7. Hennepin watet�ahed districts as MS4s. Notwithstandine the petition a.� procedure in Mianesota Rules 7'090.101 U subpart 4 the comroissioner of the Pollution 4.e Coritral Aueacv shall desisnade each watershad manageineat organization established in a.9 this section as a municiaal sevarate storm sewer svstem operatar responsible for• 4.10 (1)identifvintt a watershed-wide total maxitnum dailv load• a.it (23 aIi�nin�stormwater uollution prevention pro�rams in the watershed with each aa2 other. � a.i3 (3)devetoain�total maximian dailv load implementation plans-and daa �determinin��zeneral strate�2v tracking svstem,and schedule for meetiia�a total a.ts maximum dailv load allocation in cooperation with municipalities wit6in the watershed 4.16 mana�ement ot�anization's tertitory. a.�� Subd. 8. Taain�,autLoritx A watershod mana�eme,nt ors:anization established in a.1 s this section mav lew a tax authozized in section 103B.241 not to exce,ed percent of the �.19 tatal teacable mazket value of the tetritorv of the watershed manarzement or�atiization a3o Subd. 9. 1�ansfer of nersonael,assets.and Gabilifies;former WMOs abolished a.21 The persnnneL assets,and liabilities of the watershed management or�anizations t2iat a.� are reor�anized and consolidated into a new watershed manattement or�aniz.a4ion are a.z3 transferred to the new watsrshed mana�ement ornanization established in subdivision 1 4.2a effective ut�on the sppointment of manaeers as provided in the rules aztd bv[aws£or the a•2s new wetez�shed mana�ement or�anization. Uoon comnletin�trsnsfer of all uersonnel. 4.2s assets,and liabilities of a watershed mana�ement or�anization to the new watershed a.27 mana�ement or�ani7ation,the watershed manaeeme�or�aniTation is abolished. a.2s Subd. 10. Failare#o ore�snize a watershed mana�ement oresnization Lf the d.29 Board of Water and Soil Resources determines that a wateished mana�ement ar�anization 430 established in subdivisian I has not filed its rules bvlaws and revised comwrehensive 4.31 � watershed mana�ement plan withum one veaz of the effective date of this section� a.32 (1)the political subdivisions iocated wholly or nartiallv within the watershe8 4.33 manat�ement orjtanization are not eli�ible for state fundin�for water vroiects or nro�rams• a-3a �2�state a�zencies mav withhold from volitical subdivisions in the territorv of �.ss the watershed mana¢ement or�anization dele¢a#ion of state water resource resulatorv m.3s authoritv;and Section 1. 4 09/I0/12 12:16 FM HOUSE RESEARGH � N DDO(?5 s.t {3)state asencies mav suspend issuance af water-related oertnits withi�i the territorv s.z of the wate,rshed mana�2ement oruanization s.3 EFTECTIVE DATE.This section is effective......� Section 1. 5 Proposed Watershed 4rganizations in Hennepin County �� , �:� I _ , i � � �,�N woncs t c�ev rnr ! . �� iioMOVee ^--- � �0 asse� [d[COM{N Ma0al6kOV! 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Fl1NrOfY1'1@flt8�$efV10� December 12, 2012 Commissioner Jeff Johnson Hennepin County Board of Commissioners A-2400 Government Center Minneapolis, MN 55487-0240 Subject: Hennepin County Watershed Governance Proposal Dear Commissioner Johnson: The City of Golden Valley has reviewed your proposed legislation regarding the reorganization of watershed management within Hennepin County.This proposal consists of combining the 11 existing Watershed Management Organizations (WMOs) and Watershed Districts (WDs) into three large WMOs with taxing authority and oversight by a Hennepin County Coordinating Board. The proposal is based on one study and report completed by the University of Minnesota Center for Science,Technology and Public Policy.This study was completed without adequate consideration of input of local officials and staff currently involved in water resource management and land use management in Hennepin County. The City of Golden Valley objects to the proposed legislation based upon our concerns, wMich are outlined as follows: 1. Loss of Local Control A. The proposed reorganization will result in a loss of local control in water resaurce management decision making. The majority of the City of Golden Valley is within the Bassett Creek Watershed Management Commission (BCWMC), which consists of citizen commissioners from the nine member cities.The local knowledge and pass+on of these citizens is viewed as one of the reasons the BCWMC has been successful in implementing its Capital lmprovement Plan, resulting in improving water quality throughout the watershed, and specifically within Sweeney Lake in Golden Valley. Furthermore, elected officials have and do serve as citizen commissioners. B. The proposed "super WMOs" will be considered MS4s with the responsibility of implementing water quality improvements following TMDL studies. However, by definition, MS4s are local units of government that own and operate small storm sewer systems.Therefore, the cities within the watersheds are ultimately responsible for this implementation through their NPDES permits. Creation of an additional entity to implement these plans will create an additional layer of authority in an already complicated and cumbersome regulatory environment. G:\Hennepin County\Corres\WatershedProposal 120512.docx Commissioner Jeff Johnson December 12,2012 Page 2 2. Efficiency and Cost-Effectiveness A. The regulation of storm water runoff within Hennepin County and the State of Minnesota is currently highly inefficient, with cities,watersheds, soil and water conservation districts, and multiple state and federal agencies with review, permitting, and enforcement authority. Often times, the requirements of one regulatory agency are in conflict of those of another agency. As a result, the implementation of water quality improvements is highly inefficient and costly. The proposed reorganization does not simplify this situation, and there is a high likelihood that it will add to the confusion and inefficiency. A more appropriate approach may be to address the regulatory environment on a state-wide basis, which would likely reduce permitting and administrative costs for water quality improvement projects, resulting in additional money available for the implementation of projects that benefit our water resources. The BCWMC has been actively constructing water quality improvements in the last decade, with approximately$1 million included in its annual Capital Improvement Plan. At the request of the BCWMC,TMDL studies have been completed for three of the watershed's most important water resources, including Sweeney Lake and Wirth Lake within Golden Valley, and Medicine Lake, ahead of the Minnesota Pollution Control Agency's original schedule. The implementation of projects to benefit these lakes that were identified in these TMDL studies has already occurred and additional projects are included in the CIP for the next several years. In the case of Sweeney Lake, water quality had been improving prior to the TMDL study, and the scheduled improvements are a large step towards meeting the water quality goals for the lake that would ultimately remove it from the federal impaired waters list. This aggressive approach is the result of the cooperative local effort of the nine member communities that make up the BCWMC, supporting the theory that watershed management is best handled at a local level. In addition to water quality improvements the BCWMC has a significant history in effectively planning, constructing and financing capital improvement projects. The BCWMC was originally formed in the late 1960s to address significant flooding in the watershed.These issues were addressed through the construction of flood control projects across the watershed over a period of approximately 25 years. These improvements have resulted in a significant lowering of flood levels and a corresponding reduction in flood related property damage. G:\Hennepin County\Corres\WatershedProposal 120512.docx Commissioner Jeff lohnson December 12,2012 Page 3 The history of effective local watershed management by the BCWMC does not indicate that there are any significant issues that the reorganization plan would address. Therefore, the City of Golden Valley believes that implementation of the watershed reorganization plan would be a detriment to our City, our watershed, and our important water resources. Sincerely, Shepard M. Harris Mayor C: Linda Higgins, County Commissioner Representative Ryan Winkler Representative Mike Freiberg Senator Ron Latz Senator Ann Rest 1im Adams, Mayor-Elect, City of Crystal Mary Anne Young, Mayor, City of Medicine Lake R.T. Rybak, Mayor, City of Minneapolis Terry Schneider, Mayor,City of Minnetonka Kathi Hemken, Mayor, City of New Hope Kelli Slavik, Mayor, City of Plymouth Michael Holtz, Mayor, City of Robbinsdale Jeff Jacobs, Mayor, City of St. Louis Park Tom Burt, City Manager, Golden Valley Ginny Black, Chair, BCWMC Stacy Hoschka, Golden Valley Commissioner, BCWMC David Hanson, Galden Valley Alternate Commissioner, BCMWC Karen Chandler, Barr Engineering Co. Jeannine Clancy, Director of Public Works, Golden Valley Jeff Oliver, PE, City Engineer, Golden Valley G:\Hennepin County\Corres\WatershedProposa1120512.docx c�i t�� . Police Department 76�-593-8079/763-593-8098(fax) Executive Summary For Action Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 4. Police Qepartment Complaint Process Prepared By Stacy Carlson, Chief of Police Summary At the November Council/Manager Meeting, Mayor Harris requested a summary of the procedure for handling complaints against police department employees. Chief Carlson will present information on the process and review complaints against employees. L`�� iJ�.. !Fe� � ,l City Administration j Council 763-593-3989/763-593-8109(fax) Executive Summary For Action Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 5. Human Rights Commission Prepared By Chantell Knauss, Assistant City Manager Summary The Council requested staff to review the City Code and By-Laws for the Human Rights Commission (HRC) and make recommendations based on the HRC Task Force's report and recommendations. The HRC Task Force recommendations can be met within the City's already established Code and By-Laws with some minor changes: 1. Section 2.53, Subdivision 1 of the City Code and Articles II, A Membership Composition of the HRC By-Laws should be amended to have the HRC composed of between 3-7 members. Currently the Code requires the HRC ta be composed of 11 members. Most recently, when the HRC was active, there were three appointed Commissioners. Other City Boards and Commissions where Golden Valley residency is a requirement are composed of fewer members: Board of Zoning and Appeals (BZA) 5 members, 2 alternates Civil Service Commissian 3 members Environmental Commission 7 members Open Space and Recreation Commission 9 members Planning Commission 7 members 2. Amend Article Il, C Membership Responsibilities of the HRC By-Laws so that members are � expected to attend a majority of the HRC meetings held each calendar year. 3. Throughout the By-Laws, references are made to either monthly or bi-monthly HRC meetings. These references shouid be amended to state that regular meetings are held. Regular meetings could be scheduled monthly, bi-manthly, quarterly, etc. as determined by the membership of the Commission. Most recently,the HRC was meeting bi-monthly when there was a quorum. 4. The By-Laws also state that communications such as meeting notices, agendas, etc. shall be mailed. These references should be amended to state that they shall be communicated to allow flexibility in using electronic means. 5. The HRC will develop and host or co-sponsor community activities/opportunities that adhere to City Code Section 2.53, Subdivision 3 Duties and Responsibilities as well as the HRC Task Force Recommendation #2. 6. During the first quarter of each calendar year, a joint meeting with the City Council and HRC will be scheduled for the HRC to provide the City Council its report of previous year's activities and goals for the coming year. Process/Timeline If Council supports the suggested changes, the Ordinance and HRC By-Law amendments can be brou�ht farth for approval in January 2013. Staff will solicit applications from interested residents for the HRC, starting the beginning of the year as is done for all vacancies on other Boards and Commissions. Once Commissioners are appointed, the City will conduct training and orientation for all Board and Commission members, even those outside the HRC. Depending on the timing of the appointment and training/orientation process, the HRC could actively be conducting meetings starting in June 2013 or earlier. Also included is the survey that was conducted of Task Force members regarding the task force process itself. Attachments • City Code Section 2.50: Boards and Commissions Generally (1 page) • City Code Section 2.53: Human Rights Commission (1 page) • By-Laws of the Human Rights Commission (6 pages) • HRC Task Force Recommendations (2 pagesj • HRC Task Force Survey Results (4 pages) § 2.50 Section 2,50: Boards and Commissions Generall� Except as otherwise provided in a specific Section, all Boards and Commissions created by the City Code shall be for the limited purpose of advising the Counci! with respect to a City function or activity or to research and evaluate issues , identified by the Council. As such, Boards and Commissions shall function in an advisory capacity only. Subdivision 1. Appointments The terms of all Board and Commission members shall be fixed and determined at the time of appointment. The Council shaH appoint the members of all Boards and Commissions �nd may fill vacancies for unexpired terms. Members of Boards and Commissions shall serve untii their successors are appointed. Appointments shall be made by the Councii at its last meeting in Aprii, effective May 1, except for appointments to the Absentee Ballot Counting Board, which will be appointed as needed from the roster of election judges approved by the City Council. Subdivision 2. Staff Support The City Manager shall appoint a staff liaison to attend ail meetings of Boards and Commissions and record the meetings. Subdivision 3. Afitendance and Rules Each Board and Commission shali establish by-laws, which must be reviewed and approved by the Council every three years. The Council has fnal authority regarding atl by-laws. Boards and Commissions shall follow Robects Rules of Order uniess a(ternative procedures are established in the approved by-laws or in the City Code, A quorum shall be a sirnple majarity of the membership and all recommendations shafl require a quorum. No member shall serve as chair more than tuvo 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 rnember should contact th� staff liaison, who will inform the chair if a quorum cannot be attained and the meeting will be cancelled. The Council may establish an attendanc� policy for members to remain in good standing. Subdivision 4. Annual Report Each Board and Commission shali present a written annual report outlining its activities over the past year and prnposed activities for the upcoming year. Source: Ordiaance No. 333, 2nd Serles Effective Date: 9-30-05 Golden Va!ley City Code Page 1 of 1 § 2.53 Section 2.53: Human Rights Commission Subdivision i. Establishment and Composition A Human Rights Commission is hereby established, composed of eleven (11) members, who sfiall serve three-year staggered terms. The Councit shalt seek to have said appointments reflect the ethnic, culturat, religious and other diversity of the City. Subdivision 2. Poiicy 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, rnarital status, familial status, disability, status with regard to public assistance, sexual orientation, age or any other classificatton subsequently identifled by the State of Minnesota. Subdivfsion 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. Sour�e: Ordinance No. 333, 2nd Serles Ei`�ecdve Date: 9-30-OS Golden 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 speci�c matters as directed by the Council, including studies on community demographics and surveys on civil and human rights practices in the City. Article II: Membershiu 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 8oards and Cornmissions 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 #hree 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 Cornmission. Article III: Meetinas 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 ernergency 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 perform 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. tn the absence of both, the Secretary shall call the meeting to order and those present may elect a Chairperson pro #em. 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 monthty 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 rninutes 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 ofi 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. Proqram Committees: Program committees will be consti#uted 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: wiii 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 fior 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 foNowing completion of the assigned tasks. Article VI1: Guidelines for Proprams and Budaets A. Planninq activities and sponsorshi�: 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 governmen#al bodies, providing "Joint Powers Agreements" have been approved by both governing bodies. Approved Commission programs can be supported or endorsed by o#her 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 municipaiity 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 lirnitations 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 VI11: 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. RECOMMENDATIONS: 1. The Task Force Recommends keeping the Human Rights Commission active in the City of Golden Valley 2. The Responsibilities of the HRC should be included in the following core areas : a. Help Build Community i. Create opportunities for dialogue in the community ii. Promote and facilitate human rights issues in collaboration with existing groups b. Seek Opportunities for Education and Resources i. Provide information in the existing city news letter ii. Sensitize community at large to different groups iii. Educate on high expectations of human rights in Golden Valley iv. Speaking, attending events, visiting schools, and conducting seminars c. Provide a Forum for Community Members to Share Grievances i. Hear a story and refer to the proper agency for resolution ii. Use the standard of what will be adhered to in conjunction with the U.N. Declaration of Human Rights or other defined standards iii. Track patterns of complaints iv. Screen cases for advisement to City Council (vet) d. Advise the City Council on Human Rights Issues i. Report patterns of incidents ii. Serve the City Council as an advisory board 3. Alternative Solutions: additional ways and/or responsibilities for addressing or promoting human rights were identified, but referred to an alternative solution, not involving the Human Rights Commission directly.Those ideas include: a. Conducting a community survey to gain feedback and provide recommendations on facts - this function would be best performed by the City Council and staff, however the HRC may contribute to the design of the survey to include evaluation of human rights violations, if directed by the Council b. Communicate that Golden Valley is a safe and welcoming place - this is considered to be a marketing effort and would be best served by the City staff c. Keep updated list of resources (County, State, other) - This function could be served by the HRC, however the City staff was viewed as an alternative solution that would perhaps be better suited for consistency and accuracy in performing this task ,�� :�" � � " ��;#�, � f�: " . ' '��ws y � � �:,' �'�f�mria+r ta� � .a�`J�� s� ��« *ri�� i�x � �a�r,rwre s� � u' �. �� ii. � � *:�Y%,��s�.�++dz�t�a �� ,a '��' , .,x �;� � - .. ,.. - - +i ,... 4. HRC Member Expectations:the Task Force recommends that the Human Rights Commission members are held accountable through a clear set of expectations,that should include: a. Attendance h. Undergo training—keep current b. Transparency i. Be respectful of City Council c. Regular, announced meetings j. Take timely action d. Responsible to the City Council k. Respectful of public e. Non-political I. Broad spectrum offocus, include all f. Maintain open lines of communication groups g. Understand limits of authority 5. Issues for resolution: prior to moving ahead,the Task Force recommends that the Council resolve the following issues a. Police/HRC Coordination:while the Task Force members understand and appreciate the value and importance of the Police Chief being a liaison to the HRC,there is a strong sense that the primary contact for the HRC should be designated as someone/department other than the Police Department b. Council respectful of HRC work:the Council should be able to treat the Commission's work and members respectfully c. Have working session once a year with the City Council 6. Mission:the proposed mission for the HRC is to "Help Promote and Nourish a Safe, Respectful, and Welcoming Community." The Attachments A, B,C, D,& E provide an overview of the process and discussions in greater detail. Be advised,there were different participants at each session,which created an unusual dynamic and need for bringing up to speed those who were not part of the discussions at the previous sessions.The recommendations provided in this report are agreed upon by the eleven Task Force members who attended the session on September 13 (see front page picture). In response to the facilitators' request for comments and feedback on the final report, absent members provided additional thoughts that are represented in Attachment E.These ideas were not consented by the entire group, therefore included as Attachment E for fair representation of broad views and opinions in regard to the role and responsibilities of the Human Rights Commission. ��t,�Q„f 7800 Golden Valley Road � �� Golden Valley, MN 55427 v�� 763-593-3989 � 763-593-8109 (fax) � www.goldenvalleymn.gov Human Rights Commission Task Force Survey 19 Appointed to Task Force 17 Attended meetings 11 Returned a completed survey(65%) 1. The HRC Task Force process used a neutral facilitator to mediate the meetings.Did you find this helpful? Yes=7 No=Q Somewhat=4 Comments: • Very good.The facilitators were of fhe best professional qualities. • But, allowed too much personal and irrelevant exposition. • They needed to be a bit more task-directive, however. It felt like we were often side-tracked. The content of those "side tracked" conversations was no doubt valuable, but time was spent regrouping from those diversions when they could have been discussed as items themselves. • It was most helpful to have a facilitator to ensure that the Task Force kept on track and keep members from being distracted with events or issues that this not pointedly address the issue at hand. � The was no "mediation";there was facilitation and direction. It was good to have someone to keep the process moving and focused. • We had some very strong personalities and opinions around the table and the facilitators helped keep the group from being dominated by a few. • It was very obvious to me that the facilitators are very ineffective in facilitating meetings. Especially ones focusing on human rights. • They kept things moving. I felt that they were in favor of an outcome that was pro task force. The facilitator, with this large of a group,was a good move. �1�,��„f "! 7800 Golden Valley Road �� Golden Valley, MN 55427 �� 763-593-3989 � 763-593-8109 (fax) � www.goldenvalleymn.gov 2. Did you feel you had enough opportunity to share your opinions and provide input during the HRC Task Force process? Yes= 10 No= 1 Somewhat=0 Comments: • Very democratically conducted. • Some peopie just talked to hear themselves talk. • I thought the forum provided everyone with the opportunity to share their opinions, regardless of how diverse or unique they were. We conducted ourselves in a very professional and respectful manner,even when it was obvious that conflicting views existed. • The facilitators were careful to allow everyone to talk—sometimes to a fault. • 1 felt like the facilitators focused on their own agenda and would not allow open discussion with other Task Force members. 3. How did you find the size of the HRC Task Force? Too small=0 Too large=7 Just right=4 Comments: � For its size, it worked out pretty well. • If it had been a smaller group,there would have been a better chance of a11 members being able to attend all the meetings and would have been much easier to manage. • It was hard to have everyone present on a consistent basis, but had they all been there,it would have been too big.A smaller group with more assured attendance would have been better. • I believe there should have been approximately 11 or 13 mernbers. • 6 to 7 people would have been fine.They also'took comments from people not on the Task Force.That was a mistake. city o� 7800 Golden Valley Road �t"1�/� .�s?rf Golden Valley, MN 55427 �"� �°��7��r�� 763-593-3989 � 763-593-8109 (faxj Y C�.�� www.goldenvatleymn.gov � 4. How did you find the length of the meetings? Too short=0 Too long=4 Just right= 6 No Answer= 1 Comments: • Excellent coverage. • Nice job of beginning and ending on time with the people who could be there. � The meetings were long, but I think the subject matter at hand just made them seem long.We all had the opinion to add to our schedule if we felt that it was required. But we stuck with an agenda. • Three hours over the dinner hour is too long! • A little long, but not bad. � The timing was just fine for each meeting. • They are always too long. But the length was necessary given the number of attendees. 5. The City Council had specifically requested that the HRC Task Force complete its directive by a certain date.This left time for four meetings. How did you feel about this timeline? Too short=0 Too long=2 Just right=8 No Answer= 1 Comments: • Timely response. • O.K. • I couldn't attend the fourth meeting because originally there were supposed to be three meetings.August is a very busy month and it was a tough time to attend meetings. • We would have filled any available amount of time, so closure date being pre-determined was wise. • I think establishing a definitive end date was helpful, but we a�l understood that if additional time was required could request more sessions. I believe that everyone used the time wisely to ensure that we completed the task within the recommended period. • It would have been helpful to have some background materials provided to members before the first meeting. • Having the deadline not dragged out was really good. � Had this group had a more effective facilitators this could have been done in two to three meetings. � It appeared to be fine. CZ�y Q� 7800 Golden Valley Road ��►� Golden Valley, MN 55427 �� 763-593-3989 � 763-593-8109 (fax) � www.goldenvalleymn.gov 6. You were provided with materials throughout the HRC Task Force process. Did these materials help you better understand the responsibilities of the Human Rights Commission? Yes=3 No= 1 Somewhat=7 Comments: • Good detailed overview. • For what the group was tasked with doing, 1 believe we had sufficient materials as well as tools to obtain additional items that we felt would help us better.Again having such a diverse group who each had attributes that contributed to the dialogue helped with the process.Only mention this because I recall one member attending the meetings with a laptop and he was readily able to access and pull information that we thought may be helpful. Ms. Knauss was very helpful in providing supplemental materials when requested. • It would have been helpful to have some background materials provided to members before the first meeting. • Information could have been solicited prior to the first meeting as to what the Task Force members thought they would need. • These materials were important for those of us who weren't that familiar with the HRC. • I am very clear about the responsibilities of the HRC. • Some good reference material. 1'm not sure how germane it was to our proceedings. 7. Do you have any other suggestions to help the City improve its Task Force process? • More community participation. • Be on target, present what is expected,why and outline the steps. • It would have been helpful to have some background materials provided to members before the first meeting. � I felt the Task Force didn't fairly represent the Golden Valley community in all areas: age, gender,ethnicity,etc. • Mayor tipped his hand by the published editorial in the SunPost that showed his pre-determined position about the HRC. In order to uphold the integrity of a task force's mission,the Council has to go on silent mode until the task force's recommendation is made. • There should not have been any former HRC members(removed or not)on the Task Force. � Summer is a hard time to get consistent attendance,which is important for a task force like this. Either pick a different time of year or(better yet)try to limit the group to those who can attend all the meetings—i.e.those who don't have known conflicts. • Just didn't seem as productive as it should have been. • At this point, I don't think it is necessary to continue on with the Task Force.The committee has spoken and said they wanted to reinstate the HRC, so it is time to act and reinstate an active H RC. � 1-smaller; 2-appoint a chair person. I felt that the outcome of,yes we need an HRC in Golden Valley was a foregone conclusion from the start. G�� . Finance Department 763-593-8013/763-593-8109(fax� Executive Summary Golden Valley Council/Manager Meeting December 11, 2012 Agenda Item 6. City Council Vacancy Prepared By Susan Virnig, Finance Director/City Clerk Summary Council Member Freiberg will be resigning his position at the end of the December 18 City Council meeting. At that meeting the Council will be asked to adopt a resolution accepting his resignation and declaring a vacancy on the City Council. The newly appointed council member will be sworn in at a City Council meeting in January 2013. At the November Council/Manager meeting the Council consensus was to appoint a new council member, with a special election to occur concurrently with the 2013 regular municipal election. At the November 4, 2013 election the ballot will include one council member position whose term will be for two years. That council position will serve after the Canvassing Board Meeting which will be held in Navember 2013. Applications for those interested in being appointed as a council member were due by 4:30 pm on December 7. The City Council Appointment Interest Forms will be sent via email to the four cauncil members who will be conducting the interviews. The Council will discuss the candidates that will be interviewed.