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02-12-13 CM Agenda Packet AGENDA Council/Manager Meeting Golden Valley City Hall 7800 Golden Valley Road Council Conference Room February 12, 2013 6:30 pm Pages 1. Yellow Ribbon Community Wide Recognition Program 2-13 2. Fire Department Relief Association By-Law Amendments - Deferred Retirement 14-18 Services Pension Interest and Annual Pension Interest 3. Deputy Fire Chief Position 19 4. Request for Proposal for Food, Beverage, and Alcohol Services at Brookview 20 Golf Caurse and Brookview Community Center 5. Human Rights Commission Proposed Amendments 21-33 6. Bottineau Transitway 34 Council/Manager meetings have an informal, discussion-style format and are designed for the Council to obtain background information, consider policy alternatives, and provide general directions to staff. No formal actions are taken at these meetings. The public is invited to attend Council/Manager meetings and listen to the discussion; public participation is allowed by invitation of the City Council. . This document is available in alternate formaks upon a 72-hour request. Please call � 763-593-8006 (TTY: 763-593-3968)to make a request. Examples of alternate formats may include large print, electronic, Braille, audiocassette, etc. �l��1 D� �it A minis ra i n Cauncil y � t t • / 763-593-3989/763-593-8109(fax) Executive Summary Golden Valley Council/Manager Meeting February 9, 2013 Agenda Item 1. Yellow Ribbon Community Wide Recognition Program Prepared By Tom Burt, City Manager Summary Mayor Harris received a request from a City of Crystal Council Member asking the Council to discuss forming a joint city Yellow Ribbon Community Wide Recognition Program. The Yellow Ribbon Community unites key areas within a community for the purpose of creating a network that connects and coordinates agencies, organizations and employers to create access ta resources that meet the needs of local service members, veterans, and military families. The City of Crystal is interested in forming a Yellvw Ribbon Community Wide Program with the cities of Golden Valley, New Hope and Robbinsdale. Annette Brechon Kuyper, Director of Military Outreach, MN Department of Military Affairs will be at the meeting to make a presentation. Attachments • Yellow Ribbon Recognition Program (1Q pages) • Beyond the Yellow Ribbon Kick-off Event (1 page) . Yellow R�bbon { Recognition Program s��►o��t�,� v�t��►�► ��►o� What is a Yellaw Ribban Community? A Yellow Ribbon Commundty unites key areas within a communiry to create a comprehensive network thal connects and coordinates agencies, organi�ations, resources and employers for the purpose of creating access to resources that meet the needs at the local level of Servicemembers, �eterans, Military Families and Emp/oyers across the state of Minnesota. Why Become a Yellaw Ribbon Community? Since 9//1, thousands of MinnesQtans have served our country. By deve/oping a Yellow Ribbon Steering Committee and partnering with local military leaders a commitment is made to taking action. Comrraunrties unite to honor, support and embrace those affected by military deployments. The outward showing of support enables successful transition all the way home and strengthens the partnership with loca/mdditary entities. The community's effort transcends the mi/itary to any group in need and builds a stronger, more compassionate communiry. How to become a Yellow Ribbon Community? /n partnership with a Yellow Ribbon Steering Committee, each community will develop a sustainable Action Plan demonstrating their commitment to Servicemembers, �eterans and Military Families. The community will identify and connect leaders in key areas aeross the community, leverage exdsting support activities, meet specific needs of Servicemembers, �eterans, Military Families and Employers and build awareness and commitment throughout the community and take action. *Yellow Ribbon Community Key Areas: • City LeadershipNeterans Organizations/Civic Organizations/Local Military Entities o Mayor and City Council o Local military leaders/recruiters/unit representation o City Administrator and Staff o State Legislators o VFW and Ladies Auxiliary o Legion and Ladies Auxiliary o County Veteran Service Officer o Vietnam Vets/Paralyzed Veterans of America/Disabled American Vets/Purple Heart/Blue Star Mothers o Lacal VA Programs/Qrganizations o Rotary/Jaycees/Knights of Columbus/Kiwanis/Lians(Masons o City Royalty • K-12 Education/Youth Programs/Community Ed o Superintendant and School Board(Public,Private and Charter Schools) o Youth Sports Programs/Community Youth Programs o Community Ed Leaders and Staff o Boy/Girls Scouts o County Library Leaders and Staff 0 4H Clubs o YMCABoys and Girls Club • Public Safety/Judicial o Police Chief and Staff/Fire Chief and Staff/Emergency Services o EMT Leaders o Prosecutors/Defenders/Judges/Lawyers • BusinesseslEmployers o Local Business Associations o Chamber of Commerce/Rotary Clubs • Faith Based/Medical/Social ServicesNolunteer Groups o Church/Synagogue Representatives/Ministerial Associations o Military Chaplains � o American Red Cross/United Way Associations o Community Action Council/Community Support Organizations o Medical and Mental Health ProvidersfAssociations *Yellow Ribbon Steering Committee represented dn all areas. � �� 1 �� s��a t�� rs��.�u�� Minimum Services and Best Practices for Yellow Ribbon Recognition Program CITY LEADERSHIP Minimum Service Best Practices/Suggestions Full support of Yellow Ribbon Community Program . Updated on all aspects of support activities efforts • Communicate and recognize support activities at city meetings/events • Prominent presence of support efforts on city website • Connect military families to the Yellow Ribbon Steering CQmmittee � • Volunteer at support events • Participate on Yellow Ribbon Steering Committee as city representative • Provide admin support fram staff to Yellow Ribbon Steering Committee • Provide city benefits(waiving fees for activities,providing print services,waiving fees or providing discounts to military families for city services,etc.) • Create volunteer opportunities for city staff to support Servicemembers,Veterans and military families • Create military-friendly employee support and recruiting policies for city employees • Ensure all city leaders and staff are informed about Yellow Ribbon Community effort • Create plan of support to local businesses impacted by deployed employees • Regular meetings with local military leaders to identify partnership opportunities • Create process for new residents to learn about militar su ort efforts Annual city leadership update of Yellow Ribbon . Special council meeting to receive annual Steering Committee goals and objectives update of Steering Committee progress • Regular leader attendance at Steering Committee meetings • lnput into annual goals and objectives based on community needs Leader participation and awareness of military-specific • Create military-specific Crisis Intervention Crisis Intervention and Wellness Processes with process for all first responders and leaders minimum partnership from local Public Safety and • Add military resources/support processes to Behavioral Health representatives existing community crisis plans • Create an accessible resource data base for local veteran and military family support • Educate community on crisis intervention and wellness process • Host resource speakers to educate on needs of Servicemembers,Veterans and military families • Engage all key areas to partner on developing a crisis intervention process • Provide access to local counseling resources • Create crisis resource cards for all cit leaders �� 2 ��► ... ��a t�� r��.w te��e� Minimum Services and Best Practices for Yellow Ribbon Recognition Program YELLOW RLBBON STEERING COMMITTEE Minimum Service Best Practices/Su estions Creation of Steering Committee with representation . Ensure representation from all key areas from all key community areas responsible for communication and input of support activities/events • Professional organization of ineetings; consistent meeting time and location,meeting agenda,meeting minutes,effective time management • Communicate meeting minutes and a�enda to key city leaders and the public • Full partnership with local military leaders, Family Readiness Group Leaders,Family � Assistance Center Specialists,County Veteran Service Officers and Em lo ment Re s Regular meetings with annual goals and objectives to • Set standard day,time and location f'or meeting meet community needs . Develop process to meet specific needs of servicemembers,veterans, military families within the community • Create sustainability of coordination of support efforts throughout community • Ongoing communication with local military leader to meet all �needs of servicemembers, veterans and military families �a • Set annual goals and objectives to meet needs in the community Continuous commitment to identify,support and meet • Booth at all community and/or school events the needs of servicemembers,veterans, military . Develop a communication/marketing plan families in lacal area specific to reaching military families • Provide volunteers to work community events • Create annual events for military families to build sustainability and increase participation • Create data base of all military in community • Create call lists to check in with identified families-be proactive in support offers(call before the snow falls to get snow shoveling set up,arrange raking before the leaves fall) • Partner with all areas within community to provide support activities/events • Create support groups for military families • Establish partnership wi[h local media • Regular baseline neads review with local � military leader • Ongoing plan to assess needs of local employers impacted by military deployments • Partner with local licensed childcare providers to offer assistance/back up care to military families �� 3 ��►.� a��a o� relkaw Ri6�aw Annual review of Yellow Ribbon Community Action • Review with city leaders or at town hall P�an meeting • Create written annual report to track progress and measure success • Publish successes to military familiss to highlight commitment and demonstrate sustainability • Use to create annual focus areas and abjectives based on military service member and family needs. • Create annual goals and objectives based on the needs determined within local communit Continuous commitment to create community awareness . Veteran or military family member speakers to and to increase community acceptance and involvement educate on reintegration/military family issues with servicemembers,veterans and military families • Military leader speakers to update on military service member and family needs,status of military deployments,identified military � needs/chal lenges • Social service professionals to educate on identified military needs/challenges • Group viewings of applicable media([E:To Iraq and Back DVD) • Town Hall discussion forums or expert panels • Invite local Family Assistance Center Specialists or County Veteran Service Officer to educate on military family needs and ways to assist • Ensure library has print resources available on military family and reintegration issues • Establish visible signs of support throughout the community • Communicate resource needs of local military � • Increase community awareness of needs and encourage participation in support efforts • Steering committee float or booth at city celebrations A"Welcome Home"for all Servicemembers • Plan a communiCy Welcome Home ceremony • Sponsor picnicJparty for families • Incorporate servicemembers in City Celebrations(IE:Grand Marshall) • Community representation at Welcome Home ceremony or airport • Welcome home card from City Leaders,the public and Yellow Ribbon Steering Committee • Host community picnic to recognize those who have come home • Host Welcome Home event for Vietnam V eterans Entry of Yellow Ribbon Community on Pamily Care Create or connect local volunteer groups and businesses Initiative website and register on the Military Family Care Initiative W ebsite: https://��vw.militaryfamiliesstate.mn.us! �� 4 ��..,. s�� ,ro:�w�� Minimum Services and Best Practices for Yellow Ribbon Recognition Program PI/BLIC SAFETY/JUDICIAL Minimum Service Best Practices/Su estions Representation of public safety on YeUow Ribbon Representatives committed to Yellow Ribbon Steering Committee Community responsible to engage all public safety personnel within the community either by representation or communicatin Steerin Committee activities. Continuous commitment to identify and support • Hold public safety Open House for military servicemembers,veterans and military families families • Incorporate military family identification and support plan in National Night Out activities • Create a Yellow RibbornHouse Check Program for families with a deployed servicemember • Develop public safety mentors far military children • Attend military support groups in the schools to develop relationships with military children • Mentor veterans interested in public safety careers • Participate in Welcome Home ceremonies • Support our Troops decal or license plates on all public safety vehicles. • Provide public safety volunteers for support events/military family assistance • Provide drug/alcohol education to military families • Offer free birthday parties for children of deployed Servicemembers at fire or police ' station • Develop plan for School Resource Officer support to military children in schools • Offer"safety checks"of houses prior to a de lo ment to ensure famil safet Defined,sustainable and ongoing training/awareness • Annual formal,POST board certified training program for all public safety personne) on reintegration issues • Maintain local military referral resource list • Maintain relationship with local County Veteran Service Officer-invite to meet pu6lic safety team and educate on issues/trend across the state • Maintain relationship with local armory leader to be educated on issues/trends • Participation in Yellow Ribbon Steering Committee events • Educate all employees on veterans court ro ram in count Ongoing process to respond to servicemember,veterans • Educate public safety personnel on issues and military family issues within the community unique within the community • Train personnel on crisis intervention techniques unique to veterans • Develop or become aware of specialized Veteran Court programs • Become involved in Veterans Courts-mentor through court process • Create a condolence care plan to assist a militar famil with the loss of a loved one ;. �, 5 ��;�.:,, se�oaa tk�e Yelk�sv MtEbbe�a Minimum Services and Best Practices for Yellow Ribbon Recognition Program FAZTH BASED ORGANIZATIONS Minimum Service Best Practices/Su estions Representation of faith based organizations on Yellow Representatives committed to Yellow Ribbon Network Ribbon Steering Committee responsible to engage all faith based organizations within the community either by representation or communicatin Steerin Committee activities. Continuous,ongoing partnership and participation with . Create volunteer corps in individual faith based Yellaw Ribbon Community Program organizations that can be called upon for support • Create data base of specialized skilis that can be made available to military families for "chore support"(handymen,professionals to help withjob prep,plumbers,electricians,etc) • Host veteran or military family events/meals • Host childcare events for military families or create access to licensed child care • Provide marriage and family counseling to military families • Provide proactive financial planning classes to military families • Provide free transportati�n to military children for youth events,bi61e studies,vacation bible schools • Provide marriage and family retreats for military families • Waive church fees for events,classes,activities for military families • Host Family Readiness Group meetings and provide childcare • Use faith based networks to provide meals to military families • Hold military appreciation and recognition services. Create visible signs of support internally and externally • Adopt a local unit and support them and their families • Host military family speakers to share stories • Create a condolence care plan for families impacted by a military loss • Market local military support efforts in all church communication methods • Form prayer groups for military families • Host bible studies for military families and provide childcare • Create mentor program for military kids • Create military appreciatiQn bulletin boards or space in church communications • Provide employment counseling and resources and/or proactive career planningljob seeking skill classes to Veterans and military families • Provide opportunities for free legal sup ort/advice ��` 6 �`�;-.; s��a�A r��aao. Minimum Services and Best Practices for Yellow Ribbon Recognition Program VETERAN ORGANIZATIONS/CIVIC ORGANIZATI4NS Minimum Service Best Practices/Su estions Representation of vekeran organizations on Yellow Representatives committed to the Yellow Ribbon Ribban Steering Committee Community Program responsible to engage all veteran organizations within the community either by representation or communicating Steering Committee activities. Recognition and honor events in partnership with • Incorporate local Yellow Ribbon efforts in Yellow Ribbon Steering Committee Veteran Events(parades,ceremonies,services, etc) • Offer educational opportunities to honor and reco nize Full support and participation in Yellow Ribbon • Host fundraisers to support military family Recognition Program events � • Communicate any veteran issues/trends to Yellow Ribbon Steering Committee ta address • Incorporate Steering Committee updates at regular veteran group meetings and publications • Offer food/beverage discounts to military families • Build ongoing relationships with local armory full time staff and drill units • Communicate veterans benefits and services to local veterans and YR Steering Committee • Provide financial assistance to support military support network events • Create network of volunteers to assist military families • Host Family Readiness Groups and provide child care • Educate and engage all post members on support efforts • Create community volunteer opportunities to help Veterans/Military Families • Host a BBQ or breakfast at local armory during drill weekend • Partner with local recruiters to recognize citizens who enter military service • Keep local military leader updated on issues/trends within the communit Process for identification of servicemembers,veterans • Develop mentor program between older and and military families within the community younger veterans • Create plan for identifying all local military • Host ongoing military couple date night or veteran dinner with free food and drink • Partner with local armory for events/gather ideas to support • Work with state veteran organization local military leaders to gather identification information � • Create selt=identification option on registration form for new members �� 7 ��`� s!era■a s� re��w�u� Minimum Services and Best Practices for Yellow Ribbon Recognition Program B(ISINESSES/FMPL O YERS Minimum Service Best Practice/Su estions Representation of businesses/employers on Yellow Representatives committed to the Yellow Ribbon Ribbon Steering Committee Community responsible to engage all businesses/employers within the community either by representation or communicating Steering Committee activities. Full support of servicemembers,veterans and military • Offer discounts,space or free services to families military families or support events • Partner with local community leaders to support businesses impacted by a deployment • Provide quality employment opportunities • F,nsure all HR staff and leaders are updated on USE,RRA laws and regulations • Create corps of volunteers who can be called upon to aide service members,veterans and their families • Offer networking,proactive career planning and job seeking skilis training • Create strong veteran recruiting programs • Train HR personnel on military issues/hiring • Provide Job Coach Mentors to returning veterans • Create military appreciation events and partner with others in the business community to do the same • Create military appreciation displays • Partner with local colleges or career centers to support military job seekers • Offer volunteers to local workforce centers Full support of servicemembers,veterans and military • Create military-friendly policies and procedures family employees for employees impacted by a military � deployment • Create support graups for military families • Extend bereavement leave policy for Gold Star Families • Create military-friendly community outreach opportunities for employees • Create vacation donation program for employees or spouses impacted by a military leave or injury • Develop support plans for employees impacted by a military deployment • Educate managers on best practices for full support of an employee impacted by a military deployment and awareness of USERRA laws • Create Veteran hiring and recruiting programs • Design a company Wall of Heroes • Create military appreciation events throughout the organization • Partner with other businesses and local colleges to host a'ob fair for returnin veterans t�� 8 �`�►-, �� r�a�a��ao� Minimum Services and Best Practices for Yellow Ribbon Recognition Program SOCIAL SERVICE/MEDICAL PROVIDERS Minimum Service Best Practice/Su estions Representation of social service/medical providers on Representatives committed to the Yellow Ribbon Yellow Ribbon Steering Committee Community Program responsible to engage all Social Service/Medical providers within the community either by representation or communicating Steering Committee activities. Engage participation in Tricare coverage for medical • Identify Primary Care Clinics and mental health and mental health providers to meet the needs of the professionals enrolled in Tricare Tricare community and provide access to local . Provide training to potential Tricare providers counseling resources • Community recognition and marketing of participating providers to military families • Partnership with local counseling resources to be made available to veteranslmilita families Full support of servicemembers,veterans and military • Provide ongoing training to medical staff on families unique challenges of military families • Offer free or reduce services to military families • Offer counseling services to employers impacted 6y a military crisis • Improve access to counseling for drug or alcohol abuse, marriage counseling,parenting and relationship issues • Create corps of volunteer employees who can be called upon to assist military families • Provide free psychological and social service support services • Provide proactive education to military families prior to deployment • Train local public safety and city leaders on crisis intervention techniques • Create local resource directory for public safety personnel and city leaders • Create military-friendly policies and procedures for employees impacted by a military deployment • Create military-friendly community outreach opportunities for employees • Create veteran recruiting programs • Provide resource list to city leaders • Partner with community leaders to create crisis p{an • Donate counseling services to families dealing with a military injury or death • Partner with local armory leader to hold education or counseling sessions during drill weekends • Create resource list for public safety or network to access of inental health providers within the area with specialized skills to provide crisis services �� 9 ��►;�� . e.�� ra��.��a Minimum Services and Best Practices for Yellow Ribbon Recognition Program EDUCATION/YQUTH Minimum Service Best Practice/Su estions Representation of schools on Yellow Ribbon Steering Representatives committed to the Yellow Ribbon Committee Community Program responsible to engage all schools and school leaders within the community by communicatin Steerin Committee activities. Plan to identify military families within the school • Invite YR Network to host informational booth distriet at all school events � • Host military family events • Hold military appreciation at sports events • Create check box in registration materials for military families to voluntarily identify themselves • Advertise local Yellow Ribbon support efforts within school communications Full support of servicemembers,veterans and military • Hold annual recognition ceremony for families graduates entering the Armed Forces • Offer Community Education classes on financial planning,career planning or parenting • Provide communication opportunities for families to connect with deployed family members(ie;video conferencing,Skype) • Engage school groups to provide volunteers for support opportunities • Participate in patriotic youth programs through local veteran organizations • F.,nhance curriculum to include military deployment impact on families • Student groups participating in local community recognition events • Waive or reduce fees for military families • Provide transportation to military children for free library programs/military support camps/local sports camps • Develop military teen support group with focus on communit service and leadershi Full support of servicemember,veterans and military . Create military-friendly policies and procedures family employees for employees impacted by a military deployment • Create military-friendly community outreach opportunities for employees • Create veteran recruiting programs • Train HR on militar s ecific issues Defined,sustainable and ongoing training/awareness . Offer formal CEU credit training on military program for all school personnel family issues • Speakers or support organization booths at staff events • Educate staff on military support resources available to military families • Increase awareness of schaol staff on military family support issues • Create a condolence care plan far dealing with a militar loss ��'", 10 �`�►,w:: �� re3�ew Ae6�oa ;� See you at...The Cities of Crystal, Goiden Valley New Hope and Robbinsdale Beyond the Yellow Ribbon Kick-off Event Wednesday, March 6t", 7:OOp.m. - 8:OOp.m., at the �olden Valley VFW, 7775 Medicine Lake Road, Golden Valley, MN 55427 Crystal, Golden Valley, New Hope and Robbinsdale are beginning the process of becoming Yellow Ribbon Cities to continue to show our support of servicemembers, veterans and military families in our communities. Please join in our Kick-off event. We need support from all areas of the committee to include: • Educators • Elected Officials • Employers • Faith-based Organizations Tog eth e r we ca n • Veterans and Civic Organizations become a • Public Safety/Judicial Yellow Ribbon City • Medical and Social Services Organizations • Volunteers from the community • For questions, or to let us know you're coming contact Julie Deshler at (612) 306-5808 . Beyond the Yellow Ribbon is a comprehensive program that creates :,. �,, awareness for the purpose of connecting ��,� ,' servicemembers, veterans and their families with community support, training, services and resources. B�a��th�e ''��'� ��"�'�` www.BeyondTheYellowRibbon.or� �'�� Finance Department 763-593-8013/763-593-8109(fax) Executive Summary Golden Valley Council/Manager Meeting February 12, 2013 Agenda Item 2. Fire Department Relief Association By-Law Amendments - Deferred Retirement Services Pension Interest and Annual Pension Interest Prepared By Mark Kuhnly, Chief of Fire and Inspections Sue Virnig, Finance Director Summary The Golden Valley Fire Relief Association (GVFRA) would like Council to consider twa changes to their by-laws. The first change is in the section referring to service pension and the interest on the Deferred Retirement Benefit. Minnesota Statute §356.219 allows the board of trustees to set that amount up to 5%. The GVFRA would like you to consider 5%. This rate is considered every year. Below is the rate for the last 10 years: Year Rate Year Rate 2012 2007 5% 2011 5% 2006 5% 2010 5% 2005 5°fo 2009 0% 2004 5% 2008 0% The secand change is to increase the lump-sum pension from $6,700 per year of service to $7,000 per year of service. The lump sum amounts for the last 10 years are below: Year Amount Year Amount 2012 6,700 2007 6,450 2011 6,700 2006 6,200 2010 6,700 2005 6,200 2009 6,700 2004 6,000 2008 6,700 2003 6,000 The deferred interest rate and pension amount need to be considered at a Council level due to the possible commitment needed if the Fire Relief assets are not enough to fund the pension amount. With the two changes above, the current commitment estimated by the GVFRA would be a $21,000 special levy in 2014. This amount would be paid for by property taxes. Bryan Magnuson and Chris Gemlo will be in attendance and would like to do a presentation. Attachments 2013 Maximum Benefit Worksheet (MBW-13) (1 page) Form SC-13 (2 pages) 2013 Maximum Benefit Worksheet (MBW-13) Plan Name: Golden Valley Fire Relief Association Plan Type: Lump Sum Enter data in columns A, B, C and D for each year requested. A __ B __ C __ D___ ___E __ ——————— ——————— State Fire Aid Active Members Per Year (Received ar Municipal 10%of in Relief Average Receivable) Contribution Surplus * Association [(A+B+C)/D] (From RF-12) (From RF-12) (SC-12 or Actuarial) (From RF-12) 2012 99,246 45,000 43,124 48 3,904 (From RF-11) (From RF-11) (SC-11 orActuazial) (From RF-11) 2011 97,286 97,604 31,935 48 4,726 (From RF-10) (From RF-]0) (SC-10 or Actuarial) (From RF-10) � 2010 102,819 152,825 0 48 5,326 * If deficit for the year, leave blank. Average available financing per active member for the most recent 3-year period: 4,652 (sum of column E divided by 3) Maximum Lump Sum Benefit Level under Minn. Stat. § 424A.02, subd. 3 8,600� Relief Officer Certification On or before August 1, the average amount of available financing per active member for the most recent thre� year period was calculated in accordance with Minn. Stat. § 424AA2, subd. 3, and certified to the governing body of the applicable qualified municipality. Signature ofReliefAssociation Officer Date First Name Last Name Title Form SG13 Golden Va(ley Fire Relief Association Page 4 Calculation of Normal Cost 2013 _ 2014 Total Active Member Liabilities 3,430,980 3,751,300 Total Deferred Member Liabilities 339,793 356,782 Total Unpaid Installments 0 0 Grand Total Special Fund Liability A. 3,770,773 B. 4,108,082 Normal Cost (Cell B minus Cell A) C. 337,309 Projection of Net Assets for Year Ending December 31,2013 Special Fund Assets at December 31,2012 (RF-12 ending assets) 1 4,152,774 Projected Income for 2013 State Fire Aid (2012 aid may be increased by up to 3.5%) D. 100,000 � Municipal/Independent Fire Dept.Contributions E. Interest/Dividends F. Appreciation/(Depreciation) G. 195,832 MembeC Dues (Ifdeposited in Special Fund) H. Other Revenues I. Total Projected Income for 2013 (Add Lines D through I) 2 295,832 Projected Expenses for 2013 Service Pensions J. 378,992 Member Names: Mark Dahlquist,56,992 Bernie Vrona, 161,000 Steve Staack, 161,000 Other Benefits K. Administrative Expenses L. 12,178 Total Projected Expenses for 2013 (Add Lines J through L) 3 391,U0 Projected Net Assets at December 31,2013 (Add Lines 1 and 2,subtract Line 3) 4 4,057,436 Projection of Surplus or(Deficit)as of December 31,2013 Projected Assets (Line 4) 5 4,057,436 2013 Accrued Liability (Page 4,cell A) 6 3,770,773 SuCplus or(DefiCit) (Line 5 minus Line 6) 7 286,663 Form SC-13 Golden Valley Fire Relief Association Page 4-Cont. Calculation of Required Contribution De�cit Information-Original De�cit Information-Adjusted Amount Retired Amount Retired Amount Left Year Incurred Original Amount as of 12/31/2012 Original Amount as of 12/31/2013 to Retire 1/1/2014 2004 0 0 2005 0 0 2006 0 0 2007 0 0 2008 0 0 2009 0 0 2010 0 0 2011 0 0 2012 0 0 2013 Totals Normal Cost (Page 4,cell C) 8 337,309 Projected Administrative Expense Enter 2012 Admin Exp here: 9 14,667 15,180 AmortlZatlon of DefiCit (Total of Original Amount column x 010) 10 0 10%of Surplus (Line 7 x o.lo) 11 28,666 State Fire Aid 12 100,000 Member Dues 13 0 5%of Projected Assets at December 31,2013 (Line 4 x 0.05) 14 202,872 � Required Contribution (Add Lines 8,9 and 10,subtract Lines 11,12,13 and 14. If negative,zero is displayed.) 15 20,951 The required contribution must be made during 2014. ��1 �� Cit A ministration Council y � / 763-593-8003/763-593-8109(fax) Executive Summary Golden Valley Council/Manager Meeting February 12, 2013 Agenda Item 3. Deputy Fire Chief Position Prepared By Tom Burt, City Manager Summary With the recent retirement of the Deputy Fire Marshal, it has given the City the opportunity to evaluate the needs of the Fire Department and its organizational structure. Currently, the Fire Department has five full-time and 50 paid on-call firefighter positions. Having had discussions with the Fire Chief, it has been determined that the department needs a Deputy Fire Chief position. This position would be able to perform all the duties of the deputy fire marshal position, in addition to as acting in the absence or incapacity of the Fire Chief, assisting with the management of department operations, coordinating equipment purchases as well as other duties. The proposed salary for the Deputy Fire Chief position is $78,248 - 93,152/year. �� P r � n r ati n rtment �� , k. � t� R.CG C • �C�a, 763-512-2345/?63-512-2344(fax) �c � , _, ��- �-°--��..,. . - �� k��- ' m: � .��,��r�i��. � —..mr��r,,,��(�u�!�,�i'{.i�"u�7. -�d81��i9iilliiG�G�.., ::�;,. `=:' Executive Summary Golden Valley Council/Manager Meeting February 12, 2013 Agenda Item 4. Request for Proposal for Food, Beverage, and Alcohol Services for Brookview Golf Course and Brookview Community Center Prepared By Ben Disch, Golf Operations Manager Rick Jacobson, Park & Recreation Director Summary Staff at the Brookview Golf Course and Brookview Community Center is recommending developing a Request for Proposal to seek an exclusive relationship with a highly qualified vendor to provide food, beverage, and alcohol services at Brookview Golf Caurse and exclusive alcohol services and preferred catering services for Brookview Community Center. Brookview Golf Course currently has a 3.2 beer license. It has become increasingly difficult to purchase and offer multiple varieties in a 3.2 option. In addition, due to current state law, Brookview Golf Course is unable to seeure a liquor license through the City. The Community Center does not have an existing exclusive relationship(s) with a preferred catering vendor, but does have an agreement with an exclusive liquor provider. There are many options for the public to choose from with the large number of golf courses and event centers in the Twin Cities metro area. Staff is recommending pursuing an exclusive relationship with a vendor to distinguish ourselves amongst competitors, remain viable in the market, offer products and services that our customer and patron base have requested, and come to expect, and to increase the overall profitability of Brookview's Golf and Community Center operatians. �:1��1} C��~ �ity Administration/Council 763-593-8003/763-593-8109(fax) Executive Summary Golden Valley Council/Manager Meeting February 12, 2013 Agenda Item 5. Human Rights Commission Proposed Amendments Prepared By Chantell Knauss, Assistant City Manager Summary With input from Council Members Pentel and Scanlon, the attached City Code Section 2.53 Human Rights Commission and Human Rights Commission By-laws have been drafted. Attachments • City Code Section 2.53 Human Rights Commission - proposed (1 page) • Human Rights Commission By-laws- proposed (5 pages) • Guidelines for Advisory Commissions, Committees, Boards and Councils (6 pages) § 2.53 Section 2.53: Human Rights Commission Subdivision 1. Establishment and Composition A Human Rights Commission is hereby established, composed of nine (9) members, who shall serve three-year staggered terms. The Council shall seek to have said appointments reflect the ethnic, cultural, religious and other diversity of the City. Subdivision 2. Policy It is the policy of the City to encourage the establishment and development of equal opportunity and fair treatment of all individuals living, working, or traveling in and through the City without regard to race, color, creed, religion, national origin, sex, marital status, familial status, disability, status with regard to public assistance, sexual orientation, age or any other classification subsequently identified by the State of Minnesota. Subdivision 3. Duties and Responsibilities It is the duty of the Commission to advise and recommend to the Council as to matters of Human Rights issues by serving as an advisory board in accordance with its by-laws. Golden Valley City Code Page 1 of 1 CITY OF GOLDEN VALLEY, MINNESOTA HUMAN RIGHTS COMMISSION BY-LAWS Article I: The Commission Name of Commission. The name of the Commission shall be the "Golden Valley Human Rights Commission", which is referred to herein as the "Commission". Mission, Vision, Values and Goals Statements. Mission Help promote and nourish a safe, respectful and welcoming community. Vision The Commission adheres to the vision set forth by the City. Values The Commission adheres to the values set forth by the City. Goals • Help build community by creating opportunities for dialogue in the cammunity through promotion and facilitation of human rights issues in collaboration with existing groups. • Seek opportunities for sponsoring and promoting educational opportunities for the community to participate (speakers, seminars, forums, etc.) • Advise the City Council on human rights issues by serving the Council as an advisory board. Article II: Membership A. Composition. The Commission shall be an advisory commission to the City Council, composed of seven (7) regular members and two (2) youth voting members. All commissioners shall be appointed as set forth in this section. B. Regular Members. Regular members of the Commission, at least one of whom shall be an attorney, shall be appointed by the City Council for three-year staggering terms. Regular members of the Commission shall be qualified voters and residents of the City. A vacancy shall be deemed to exist if a member ceases to meet the residency requirements. A member of the Commission may be removed with ar without cause by the City Council. C. Youth Members. Twa (2) voting youth members shall be appointed by the City Cauncil and each youth member shall serve a term of one year. D. Appointments. The terms of all Commission members shaii be fixed and determined at the time of appointment. The City Council shall appoint the members of the Commission and may fill vacancies for unexpired terms. Regular members of the Commission shall serve in accordance with the adopted Guidelines for Advisory Gommissions, Committees, Boards and Councils and as amended. Commissioners that have previously been removed from the Commission by action of the City Council for any reason are ineligible for re- appointment to the Commission. Article III: Organization A. Officers. The officers of the Commission shall be Chair and Vice-Chair, elected from the members of the Commission. The election of officers shall be in accordance with the adopted Guidelines for Advisory Commissions, Committees, Boards and Councils and as amended. Chair. The Chair's position rotates annually and serves for one year. The Chair may not serve consecutive terms as Chair. The responsibilities of the Chair are: a. preside at all meetings of the Commission in a productive and time efficient manner; b. ensure that the Commission conducts its activities within the stated mission and by-laws of the Commission; c. appoint Commissioners to subcommittees; d. monitor and ensure the progress and completion of the Commission's work plan; and e. report to the City Council. Vice-Chair. The Vice-Chair rotates annually and serves for one year. The Vice-Chair may not serve consecutive terms as Vice-Chair. The responsibilities of the Vice- Chair are: a. perform the duties of the Chair in the absence ar incapacity of the Chair; and b. in the event of resignation or death of the Chair, the Vice-Chair shall perForm such duties as imposed on the Chair until the original term of the Chair has expired. B. Staff Liaison. A staff liaison to the Commission shall be appointed by the City Manager. The staff liaison's responsibilities are: a. facilitate or assist in the meetings; b. keep the Commission's meeting agendas and minutes in accordance with the City's record keeping procedures and Minnesota Statutes; c. record the attendance of Commission members; d. keep the City Manager informed of the Commission's business; and e. assist the Commission in considering their financial needs and if deemed necessary, request appropriate funding from the City Council through the annual budget process. C. Delegation of Duties. Officers may delegate duties of their position to other Commissioners as deemed appropriate by the Commission. D. Subcommittees. Subcommittees shall not consist of a majority or more of currently appointed Commission members. Article IV: Election of Officers A. Elections and Terms of Office. The Chair and Vice-Chair shall be elected from the Commission membership by its members at its regular Annual Meeting and in accordance with the adopted Guidelines for Advisory Commissions, Committees, Boards and Councils and as amended. Terms of office shall be for one year and shall rotate. The Chair and Vice-Chair shall not serve consecutive terms. B. Vacancies. Should the office of Chair or Vice-Chair become vacant, the Commission shall elect a successor from its membership at the next regular meeting and such election shall be for the unexpired term of said office. Article IV: Meetings A. Open Meetings. All meetings of the commission shall be conducted in accordance with the Minnesota Open Meeting Law. 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, forms of social media, telephone or informal meetings. B. Annual Meeting. The Annual Meeting of the Commission shall be a regular meeting, typically the first meeting after new Commissioners are appointed, at which time elections will be held and the following year's work plan will be discussed. C. Regular Meetings. The regular meetings of the Commission shall be held on the fourth Tuesday of the month at City Hall at 6:30 p.m. The Commission may, by a majority vote, change its regular meeting dates for any reason provided proper public notice of the changed meeting is provided. D. Special Meetings. Special meetings of the Commission may be called by the Chair ar two commissioners, or by the City Council, for the purpose of transacting any business designated in the meeting notice. The notice for a specia! meeting shall be posted in compliance with the Minnesota State Statutes governing public meetings. The staff liaison shall notify Commissioners at least three (3) days prior to the meeting of the date, time, place and purpose of the special meeting. E. Quorum and Voting. The presence of a majority of al! regular members currently appointed to the Commission shall constitute a quorum for the purpose of conducting its business and exercising its powers and for all other purposes. In the event a quorum is not reached, a smaller number of inembers may meet to have informal discussian, however, formal action shall not be taken and must be reserved for such time as when a quorum of the Gommission is reached. F. Subcommittee Meetings. Subcommittee meetings shall be held at a date and time that does not conflict with the Commission's regular and special meetings. The staff liaison shall be notified of the date, time, location and purpose of all Subcommittee meetings. G. Meeting Cancellation. Commission meetings may be cancelled by the staff liaison if there are no items on the agenda for discussion. Article V: Agendas and Minutes A. Agenda Preparation. The agenda for regular and special meetings of the Commission shall be prepared by the staff liaison. Items to be placed an the agenda may be proposed by the Chair, a Commission member, the staff liaison or at the request of the City Council. Residents, businesses, or other interested parties may contact individual Commissioners or the staff liaison to request that an item be placed on the agenda for consideration. All agenda topics presented by the City Council will be placed on an appropriate agenda; requests from other parties will be placed on an appropriate future agenda at the discretion of the staff liaison. B. Approval of the Agenda. The agenda shall be approved at each meeting prior to discussion of any item on the agenda. At the time of agenda approval, items may be removed and the order of business may be modified by a majority vote of inembers present at the meeting. No items shall be added to the agenda unless deemed as urgent by the staff liaison. Prior to adjournment, members present may communicate items recommended for inclusion on future agendas. C. Record of Proceedings. Alf minutes and resolutions shall be in writing and shall be kept in accordance with City procedures, Minnesota Statute and Rules regarding preservation of public records and the Minnesota Data Privacy Act. Article VI: Attendance and Performance of Duties A. Attendance. Regular attendance at meetings is a requirement for continued membership. Commissioners are expected to attend regular and special commission meetings and assigned subcommittee meetings. Commission attendance shall be in accordance with the adopted Guidelines for Advisory Commissions, Committees, Boards and Councils and as amended. B. Reporting. The City Council will be informed if a Commissioner does not meet attendance guidelines. Commissioners not meeting attendance guidelines may be removed from the Commission by the City Councit. C. Performance af Duties. Commissioners are expected to adequately prepare for meetings. Commissioners unable to complete an assigned task shautd notify the commission chair or subcommittee chair as soon as possible. The Commission may ask the City Council to review a Commissioner's appointment based upon its assessment vf significant non-performance of duties. D. Orientation. Each Commissioner shall be provided an orientation in accordance with the adopted Guidelines for Advisory Commissions, Committees, Boards and Councils and as amended. Article VII: Commission Activities A. Annual Work Plan. The Commission will draft an annual work plan that details activities and projected timelines for the upcoming year: • The Chair may appoint Commissioners to be primarily responsible for each work plan activity. • The Commission may establish subcommittees to oversee work plan activities. The subcommittees will be chaired by Commissioners appointed by the Chair. • The Commission's work plan will be submitted to the City Council, typically during the first quarter of the calendar year. The Chair and/or Commissioners will attend a Council/Manager meeting to discuss the annual work plan with the City Council. • The Commission's work plan must be agreed upon by the City Council. B. Subcommittees. The Commission may create subcommittees to plan and direct activities related to topics of interest to the Commission and to aversee work plan activities: • Subcommittees will be chaired by Commissioners appointed by the Chair. • Subcommittees shall not consist of a majority or more of currently appointed Commission members. A majority of the subcommittee must be present to conduct business, including the subcommittee chair. • The Commission may consolidate or dissolve subcommittees at any time. • The subcommittee chair may appoint other Commissioners and representatives from the broader community to the subcommittee, provided that the subcommittee at no time consists of a majority or more of currently appointed Commission members. • The subcommittee chair shall report back to the Commission about its activities as an agenda item at regular Commission meetings. C. Annual Report to City Council, The Commission shall submit an annual report to the City Council summarizing the past year's activities. The report may highlight information the Commission feels appropriate to convey to the City Council. • The Chair or Vice-Chair will prepare the report for approval by the Commission. Gommissioners may submit signed addenda presenting alternative conclusions or perspectives. • The report and addenda are submitted with the current year work plan in the first quarter of the calendar year or as soon thereafter as possible. • After being approved by the Commission, the annual report and any addenda shall be provided to the staff liaison for inclusion on a Council agenda. Article VIII: By-Laws and Rules A. Amendments. Proposed amendments to these By-Laws may be forwarded to the City Council for approval by a majority of all voting members of the Commission. Commissioners must be given one month's advance notice regarding proposed amendments prior to formal Commission action. Amendments to these procedures can only be considered at a regular meeting of the Commission. B. City Council Approval. These by-laws are subject to the City Council's approval and must comply with the Golden Valley City Code prior to implementation. Approved by the City Council on Month XX,2013 CITY OF GOLDEN VALLEY Guidelines for Advisory Commissions, Committees, Boards and Councils INTRODUCTION: The City Councif wishes to express its appreciation to the many citizens who take time away from their personal and professional lives to serve the community through their membership on the Council's advisory groups. Golden Valley has had a history of extensive citizen involvement. At present approximately 60 advisory commission, board, and committee members participate in providing specialized expertise so that Council decisions can be made with more complete background and knowledge than would otherwise be possible. The Council and the entire community benefit from this invaluable service. Golden Valley is a statutory city. The legislature established it as a city in the early 197Q's. The State Statutes provide: "In any such city, there shall be...no administrative board or commission...the Council shafl itself perform the duties and exercise the powers and shall govern and administer the functions for which no independent baards are authorized by statute. The Cauncil, may, however, create boards or commissions to advise the Council with respect to any municipal function or activity or to investigate any subject of interest in the City." This Council, and others before it, recognizes the many advantages to be gained from this approach. The purpose of this document is to provide guidance to the Council's advisory commissions. The Council is directly responsible for the actions of its advisory commissions. It is hoped that through these guidelines the expectations of the Council, with respect to its advisory commissions will be clearly understood and followed. The Mayor and Council Members welcome any request for discussion or clarification of information that is contained or thought appropriate to be contained in these guidelines. The goals of the Council are better communication with its advisory commissions and better service to the citizens of Golden Valley. CURRENT GOLDEN VALLEY STANDING COMMISSIONS AND BOARDS: The Golden Valley City Council currently has four standing advisory commissions. They are: Environmental Gommission Human Rights Commission Open Space and Recreation Commission Planning Commission There is one advisory foundation: Golden Valley Human Services Foundation The Civil Service Commission is an independent commission that has absolute control and supervision over the employment, promotion, discharge, and suspension of police officers of the Public Safety Department, as stipulated under State Statutes. Guidelines for Advisory Commissions, Committees, Boards and Councils Page 2 The Board of Zoning Appeals hears requests for variances from the City Zoning Code and makes final determination an all requests unless such requests are denied and appealed to the City Council as stipulated under State Statutes. The Building Board of Review advises and assists administrative officers of the City on building codes and the issuance of building permits. Short term advisory committees are appointed as needed. These Guidelines for Advisory Commissions, Boards and Committees apply to each of these groups as appropriate and as permitted by the laws and ordinances which establish them. I. LEGAL BASIS OF ADVISORY COMMISSIONS As stated above the State Statutes govern the creation of Council advisory groups. These groups are authorized to exercise all duties which the Council has legally assigned to them. They are frequently authorized to conduct research and make recommendations. It should be remembered, however, that advisory commissions may not make decisions on behalf of the Council. In many cities, it is routine practice for the Council to accept an advisory commission recommendation if the commission has done a thorough and competent job. It must be emphasized, however, that it is the Council's final decision on the matter and not simply the commission recommendation which is effective to bind the municipality. Na recommendation of any advisory commission takes effect unless it has been adopted by formal action of the Council. These advisory commissions may be arganized in any manner deemed appropriate by the Council. The City Council may create and dissolve them, appoint persons to serve on them, and exercise pawers of general supervision over them. A Planning Commission, however, must be established by ordinance and, once established may be dissolved only by an ordinance, which passes, by 2/3 majority vote of the Council. II. OPEN MEETING LAW All meetings of all public bodies in Golden Valley must be open to the public. There can be no such thing as a "closed", "private", or "executive" meeting or session. The only exceptions that have been recognized in the past are certain disciplinary actions conducted by the Police Civil Service Commission and some personnel and legal matters before the Council. The Minnesota Statute requiring City Council meetings to be open to the public has been in existence for many years. A 1973 amendment and court decisions and rulings by the Minnesota Attorney General have made commissions, subcommittees, and other public bodies subject to the statute. Any person violating the open meeting requirement is subject to civil penalty. Commissions and committees should be careful to observe the requirements of holding all meetings in public places and posting notices of ineeting dates and times at the City Hall. Guidelines for Advisory Commissions, Committees, Boards and Councils Page 3 Scheduling of ineetings with the Manager's Office will help prevent conflict with other groups over meeting times when public participation is particularly desired. Commission, board, and committee meetings will not be held on designated legal holidays or recognized religious holidays. Any questions regarding the meaning or application of the Open Meeting Law should be directed to the City Council. The Council will seek such advice from the City Attorney as may be necessary. III. COMMISSION ORGANIZATION AND PROCEDURES A. Term of Office: Appointments to commissions are made effective May 1 of each year. The length of each appointment is provided in the governing ordinance or resolution and is designated by the Council at the time of the appointment. Each permanent advisory commission should elect officers not later than its second meeting after May 1 in each year. The term of office should be one year, unless otherwise specified by the Council, prior to each election. (Chairpersons of special committees may be appointed by the Council.) Voluntary resignations from a commission should be communicated by letter or email from the person resigning to the Mayor. B. Attendance: Absences in one year should not exceed three consecutive meetings or more than 25 percent of the total meetings for the year. (25 percent of ineetings would be three meetings for groups meeting once a month and six meetings for groups meeting twice a month.) If a member is unable to attend a meeting, that member should contact the staff liaison, who will inform the chair if a quorum cannot be attained and the meeting will be cancelled. A standardized letter of warning will be sent from the respective chair to any member after two consecutive and two total for groups meeting once a month. or those meeting twice a month the letter would be sent from the chair after two consecutive or five total absences. If a member exceeds the allowable number of absences the Mayor will send a standardized letter stating the member must step down because of the importance of regular attendance and the number of citizens interested in serving. If a Commission feels there are extenuating circumstances in a case of a member who has not met the attendance requirements, the Commission may send a letter to the Council explaining the situation and request an exception. C. By-Laws or Rules of Procedure: Each commission shall propose By-Laws or Rules of Procedure governing its work. Such proposed By-Laws or Rules of Procedure should be submitted to the Council for review and approval prior to implementation. D. Orientation: It shall be the responsibility of the staff liaison to provide to each new member as soon as possible after that member's appointment, copies of the enabling ordinance for the board or commission and its current By-Laws or Rules of Procedure, Guidelines for Advisory Commissions, Committees, Boards and Councils Page 4 minutes of ineetings of the last one year, these Guidelines, and any other information necessary to orient of new members. (Note: Council Members who are liaisan to a Commission will meef with the Chairperson and new members as part of the orientation.) E. Acting as a private citizen: A commission member testifying before the Council as a private citizen should clearly note before testimony that he/she is testifying as a private citizen. . , Section 2.71 Repea/ed Source Ordinance No. 381, 2"d Series Adopted: 8-21-07 G. Expenditures: Each Commission is authorized to incur those specific expenditures included in its final budget, as adopted by the Council. Any other expenditures require specific Council approval prior to the time the obligation is incurred. Council approval is necessary prior to solicitation of funding from outside sources for any purpose. H. Minutes: A person will be provided by the City to take minutes for the advisory boards and commissions. All such minutes are matters of public record and shall be kept at the City Hall. The unapproved minutes will be circulated to the City Council in a timely manner to allow the Council to be informed on recent actions. The Council will receive and file approved minutes at the next regular Council Meeting following the approval of the minutes by the respective board or commission. Minutes serve the dual function of making an historical record af commission proceedings and of informing the Council regarding the commission's activities. The minutes shauld, therefore, contain an accurate report of the sequence of events and names of citizens wha appear and are heard. In addition to the formal action af the commission, a summary of the reasoning underlying such action should be included in the minutes. I. Staff Liaison: The Council has adopted a policy of providing a staff liaison for each commission. The purpose of this policy is to provide direct information to each commission regarding City policy and practices within its area of interest. The City operates under the "Plan B City Manager" form of government, in which all employees are hired and supervised by the City Manager, who in turn is responsible to the Council. Neither the Council nor any commission member has the authority to direct staff personnel. Any commission recommendations for modification of City policy and Guidelines for Advisory Commissions, Committees, Boards and Councils Page 5 practices should be directed to the Council. The liaison will periodically inform the Chair on the members' attendance, particularly when warnings must be sent as provided in Section III.6, and copy to the City Manager to forward to the City Council. J. Council Liaison(s): Each year, at its organizational meeting, the Council shall assign one or more liaison to each Board or Commission. The Council Liaison(s) will meet at least annually with the Board or Commission to which he or she is assigned. These meetings can serve as an informal means for the exchange of information between the Gouncil and the Board or Commission, but all formal communication shall follow procedures as outlined in Section IV. K. Subcommittees: From time to time, the Council may appoint subcommittees of certain commissions in order that special attention be concentrated in specified areas. At the same time, the Council also wants the opinion of the commission regarding each subcommittee's recommendations. Each subcommittee should submit any report or recommendations intended for the Council, first to the Commission for review and comment. Such review and comment should take place at the next regularly scheduled meeting of the Commission. If it does not, the report or recommendation of the subcommittee shall be forwarded to the Councit without Commission consent. The subcommittee report or recommendation, together with the commission's comments, should be submitted to the Council at its next regularly scheduled meeting. As in the case of commission presentations, a spokesperson for the subcommittee should attend the Council meeting and be prepared to make a presentation and answer questions. The Commission is free to appoint subcommittees of their membership as the commission sees a need. IV. COMMUNICATIONS TO AND FROM COMMISSIONS A. Council Requests to Commissions: From time to time, the Council will refer items to commissions for recommendation. The purpose of such a referral is to assist the Council in gathering all pertinent facts and sharpening the issues. The request will be referred to the commission in writing by the Mayor. The Council would request a written report from each commission with regard to each such referral. The report should set forth all the pertinent facts and detailed recommendations from the commission. The report should be submitted to the Council Secretary the Wednesday before the Council meeting so that it may be included in the agenda. Guidelines for Advisory Commissions, Committees, Boards and Councils Page 6 Any time a commission report comes before the Council, one representative of the commission should be present to make a presentation and answer questions. In the event there is a difference of opinion on the commission, a minority report may be presented in the same manner. B. Commission Requests to Council: Any commission request or recommendation for Council action or legal opinion should be communicated by letter from the chairperson to the Mayor, giving a full explanation of the background of the matter. Along with the letter, the commission should submit or refer to the pertinent portion of its minutes on the subject. The letter to the Mayor should be delivered to the Council Secretary on the Wednesday before the Council meeting. A presentation for the commission should be made by a representative from the cammission. A minority report may also be presented. C. Communications with those other than the City Council: Based upon past experience, the Council believes that there is some potential for misunderstanding regarding communications with persons and governmental units or agencies other than the City Council of Golden Valley. It is essential that members of commissions understand and observe appropriate policies and practices in this regard, The essential principle involved is that the Council alone has the responsibility and authority to adopt the decisions, policies, and recommendations of the City of Golden Valley. The Council values the opinions and advice of its commissions and invites the communication of the same to the Council. The Council will take such opinions and advice into account in formulating the City's official position. This method of proceeding does not preclude a commission from gathering such informatian as may be pertinent to its activities. Commissions are free, without prior Council approval, to make inquiries and to give necessary background for such inquiries, but careful consideration must be given that these communications cannot be reasonably construed as statements of official City policy and opinion. The matter of distribution of information to the public is one that is not capable of specific rules of practice. In general, any such communication which purports to, or has the effect of communicating an official City position or decision, should be submitted to the Council for prior approval. Other types of communications, which are purely informational and do not involve unresolved questions of City policy, may be disseminated without prior Council approval. Adopted by the City Council - August 6, 2001 Amended - September 20, 2005 L;l��1 L?� � City Administration/Council 763-593-3989/763-593-8109(fax) Executive Summary Golden Valley Council/Manager Meeting February 9, 2013 Agenda Item 6. Bottineau Transitway Prepared By Tom Burt, City Manager Summary Mayor Harris requested this item be placed on the agenda for discussion,