07-14-15 CM Agenda Packet AGENDA
Council/Manager Meeting
Golden Valley City Hall
7800 Golden Valley Road
Council Conference Room
July 14, 2015
6:30 pm or immediately following the HRA Meeting
Pages
1. 2016-2018 Strategic Plan Summary Report (30 minutes) 1-43
2. Proposed City Code Amendment - Chapter 6.43: Peddlers and Solicitors 44-52
(15 minutes)
3. Attendance at Board/Commission Meetings (15 minutes) 53-54
4. Biennial 2016-2017 Proposed General Fund Budget (2.5 hours) 55
5. Council Security (15 minutes) 56
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 formats upon a 72-hour request. Please call
763-593-8006 (TTY: 763-593-3968) to make a request. Examples of alternate formats
may include large print, electronic, Braille, audiocassette, etc.
ci t y v�` ����
al�e� �� �
�
� Cit Administration Council
�t�'�. . �.'� -� - - - �
763 593 8003/763 593 8109(fax)
Executive Summary
Golden Valley Council/Manager Meeting
July 14, 2015
Agenda Item
1. 2016-2018 Strategic Plan Summary Report
Prepared By
Thomas D. Burt, City Manager
Summary
Attached is the Strategic Plan Summary Report from consultant Craig Rapp, based on the work
sessions held with City Council and staff earlier this year. Should Council decide to move forward
and implement the plan, it will be placed on the July 21 City Council Agenda for adoption.
Attachments
• 2016-2018 Strategic Plan Summary Report (41 pages)
• • • i . ' • � .
.
. � ' � •
May zo�5
�. � ��. ��� . `._ o��
o en
va e
C I?AI G f�APP, �_�c
IMPROVtNG ORGANIZATIONS AND THE PEOPLE WHO LEAD 7HEM
� f�AI G �APP, LLC
;n.,, <t:�� �r�;c-: � ,.�_����,��,z.a � tr:=,a,t� zr��,�nir
May ii, zoi5
RE: FY zo�6-zoi8 Strategic Plan-City of Golden Valley
Dear Mayor Harris,
I am pleased to present this FY zo�6-zoi8 Strategic Plan and Summary Report to the City of
Golden Valley.The plan reflects the organization's commitment to strategic thinking,
measurable results and the delivery of quality services.
Thank you for the opportunity to assist the City with this project.You,the City Council and
senior staff are to be commended for your dedication and effort.
I also want to thank Tom Burt and Chantell Knauss for the help and support provided during
the process.
Yours truly,
�
Craig R. Rapp
President
CRAIGf�APP,LLC
cri�c�,�o:40 East Chicogo Avenue a340.Chicago,IL 60611 • Mi!vN�nr�c.xis 3208 WesT Lake Sheet�1A2.Minneapolis,MN 55416
TwmEa CraigRappLLC • r n<;t[;cx3K CraigRappLLC • ro��FUF r 800-550-0692 • CraigRapp.com,CompassPeerGroup.com
Table of Contents
ExecutiveSummary .............................................................................................................. z
Strategic Plan Summary�oi6-zoi8............................................................................................... 3
City of Golden Valley Strategic Planning Process......................................................................... 4
Effective Governance, Culture and Value Proposition..................................................4
Reviewing the Environment, Setting Strategic Priorities............................................................ 5
DefiningStrategic Priorities.......................................................................................................... 7
Key Outcome Indicators By Priority.............................................................................................. 7
Implementing the Vision: Developing Strategic Initiatives and Action Plans ............................ 8
Strategic Planning Participants..................................................................................................... �o
Appendices:SWOT Analysis Data................................................................................................. i
Appendix�: SWOT Results — Strengths....................................................................................... ii
Appendix z: SWOT Results —Weaknesses.................................................................................. v
Appendix 3: SWOT Results —Opportunities................................................................................ viii
Appendix 4: SWOT Results —Threats.......................................................................................... xiv
Appendix 5: SWOT Results — Highest Priorities.......................................................................... xviii
Appendix 6:Strategic Initiatives-Action Plans............................................................ xix
City of Golden Valley Strategic Pian Report zoi6-zoi8 � March zoi5
� E�'; _. �� � �� r,�'.
On March iz and i4,and April i3, zoi5,the City of Golden Valley's leadership team engaged in a
teambuilding and strategic planning process. The three meetings yielded a draft strategic plan
for the three-year period zoi6-zoi8.
The strategic plan consists of a set of four strategic priorities, which are the highest priority issues
for the next three years; a series of key outcome indicators,which describe desired outcomes and
success measures; and a list of strategic initiatives,which define the actions that will be taken to
ensure successful effort.
At the initial planning meeting on March �z,the group discussed their operating philosophy,
culture, and value proposition. In addition, they reviewed their operating environment and
identified a list of challenges facing the community. Based upon those challenges, on March �4,
the group identified a set of strategic priorities for the performance period.This was followed by
the development of a set of key outcome indicators(KOI's)for each priority,which defined
desired outcomes and measurable targets. On April i3,the senior staff created a set of strategic
initiatives and action plans to address the priorities and achieve the key outcomes.
The strategic priorities, key outcome indicators, and strategic initiatives are summarized on the
following page:
2
City of Golden Valley Strategic Plan Report zoi6-zoi8 � March zoi5
City of �i�icier� `v`a�iey- �trat��ic F�iar-i `�ur��r7��rLLy �o�»-��
Strategic Priority Key Outcome Target Strategic Initiatives
Indicator(KOI)
Number of Households i8o new occupied units a)Develop small area
land use plans for
Key redevelopment sites -Hsg component targeted redev areas
���rgete;:: completed,flood
�eVelOr7t�7ctti. sancl mitigation plan at site b)Review entitlement
completed--Medicine Lake process
s:E�tit���r�i��y�n�i;�r;i Rd.�Winnetka Ave
-One project occupied-55 c)Flood mitigation at
west area Library crossing area
-First project underway—
55 winnetka(N&S) d)Develop small
-Douglas Drive redev area- business attraction&
Douglas Dr.apts.revitalized expansion strategy
Locally grown businesses new small businesses
started reflecting
community needs
Respectful discourse %adherence to adopted a)Adopt code of
values and standards conduct
Timely decision-making %or>agenda items b)Continue quarterly
EffeCtive handled at initial meeting formal dinners
Gove1'nanCe Council process Rules and procedures are c)Publish qtrly summary
adherence followed %of the time of Council actions-recap
d)Engage facilitator on
Carver Governance
e)Council to attend LMC
trng&orientation
Community Center Completed a)Determine decision
process-Comm.Ctr.
Ir,frastl'uCtu1'e Fire Stations Plan ado ted with fundin
P g b)Dev cost�benefit and
rv!aintenance and strategy LOS analysis-Fire stations
�-�zf`�,�;���t'r�'�t�i�� c)Comp analysis-
LRT municipal consent Infrastructure plan adopted infrastructure impacts-
LRT
Infrastructure plans Adopted plans with funding d)Dev all asset analysis-
strategy-all assets and w�costs
infrastructure
Reserve levels Reserve policy met-all a)Establish comp plan
funds forreservelevels
F i,�.;;,, i� , =t�,i,+'i;s�
Bond rating Maintain Aai
b)Eval level of service
across org
Operating expenditures Maintain current LOS-all �)Eval bond rating
departments scorecard
d)Dev possible new rev
Alternative revenues z new sources sources
3
City of Golden Valley Strategic Plan Report zoi6-zo�8 � March zoi5
. . ,
_ . _ . , , � ;: .
�
�. , .
, ; .,.,
' i ; �i, .u ,,� �.. ( � � � . � F ._It.. " IC�� ilim� I�' P Il.��.C:`_,�'`1
Strategic planning is a process that helps leaders examine the current state of the organization,
determine a desired future state, establish priorities, and define a set of actions to achieve
specific outcomes.The process followed by the City was designed to answer four key questions:
(�)Where are we now?(z)Where are we going?(3)How will we get there?(4)What will we do?
Setting Direction,Value Proposition and Organizational Culture
On Thursday March iz,the group reviewed and discussed the separate leadership roles of the
Council and the staff in strategic planning, as well as the collaborative approach they must take
for a successful outcome.They discussed the need for a compelling vision, or"Why?"The group
discussed their current community vision statements developed for Envision Golden Valley, and
concluded that they fairly represented their"Why".
The group then turned to a discussion of the organization's culture and the value proposition.
The culture and value proposition provide the foundation for the way in which services are
delivered and strategic direction is set.
Four core cultures and three value propositions(including strengths and weaknesses)were
presented and summarized:
Three Value Propositions
Operational Excellence(Wal-Mart, Southwest Airlines)
❑ They adjust to us(command and control)
Product/Service Leadership(Apple, Google)
❑ They`ooh and `ah'over our products/services(competence)
Customer Intimacy(Nordstrom, Ritz-Carlton)
❑ We get to know them and solve their problems/satisfy their needs(collaborative)
F_our Core Cultures
Control Culture (Military-command and control)
Strengths:Systematic, clear, conservative
Weaknesses: Inflexible,compliance more important than innovation
Competence Culture (Research Lab—best and brightest)
Strengths: Results oriented, efficient, systematic
Weaknesses:Values can be ignored, human element missing, over planning
Collaboration Culture (Family-teams)
Strengths: Manages diversity well,versatile, talented
4
City of Golden Valley Strategic Plan Report zoi6-zoi8 � March zoi5
Weaknesses: Decisions take longer,group think, short-term oriented
Cultivation Culture (Non-profit/religious group-mission/values)
Strengths:Creative, socially responsible,consensus oriented
Weaknesses: Lacks focus,judgmental, lack of control
The Council and staff engaged in a discussion regarding the organization's value proposition-
coming to a general consensus that operational excellence is the primary value proposition-
with the secondary emphasis on customer intimacy.The group agreed to continue this
discussion in order to determine the changes necessary to achieve the desired state.
Reviewing the Environment, Setting Strategic Priorities
Following the culture and value proposition discussion,the leadership team began the process of
developing the strategic plan.The first step taken in the process was an assessment of the
environment within which the City operates.This was done via a SWOT(Strengths,Weaknesses,
Opportunities, and Threats)analysis: a process that examines the organization's internal
strengths and weaknesses, as well as the opportunities and threats in the external environment.
To facilitate this, a SWOT questionnaire was distributed to the City Council and senior staff in
advance of the planning session.The SWOT process revealed the most frequently mentioned
characteristics in each area:
�i I'�.i:�`;4.i � i lt
• Staff
• Communication
• Service levels
• Reputation
• Collaboration
• Infrastructure
,�r�; � ti(=c
• Lack of Council leadership&respect for staff
• Condition of assets&infrastructure
� Lack of public's respect for process
• Lack of financial resources
�:. ������_>>!; � � ��� � ����
• Development and redevelopment
• City staff leadership-to grow
• Vibrant local economy
• Infrastructure needs identified-solid base
• Resident community commitment
�' '���'�E'''�
• Taxes/debt
• Aging infrastructure
• Economic development
5
City of Golden Valley Strategic Plan Report zo�6-zoi8 � March zo�5
• City Council
The group then engaged in an exercise using the summarized SWOT data. They compared
strengths with opportunities and weaknesses with threats, to determine which opportunities
would maximize strengths, and which weaknesses would be exacerbated by the threats.This
effort helped to crystalize the current challenges and opportunities facing the community.The
results of this analysis are listed below:
Sl RENGTHS-OPPORTUNITIES
(Mak� �oo� thin�s ha�p�r,l
• Targeted development and redevelopment
� Effective Governance
• Infrastructure maintenance and enhancement
� � �.�,i
, ''�iii4��, 1r�� t�; ���,•,��,r'nifl��j
� Effective Governance
• Maintaining assets&infrastructure
• Financial stability
This led to the identification of a broad set of issues and/or challenges facing the community:
t r:�;�i � CN�:,I ti
• Succession planning
• Development and redevelopment
• Effective governance
• Maintaining infrastructure
• Maintain/maximize resident connection/commitment
• Financial stability
• Council-staff relations
Once the current challenges were identified,the group discussed the issues that were most
important over the next three years. From that discussion, a set of five Strategic Priorities
emerged.They are:
. „i� F�i' �
�. Targeted development and redevelopment
z. Effective governance
3. Infrastructure maintenance and enhancement
4. Financial Stability
6
City of Golden Valley Strategic Plan Report zoi6-zoi8 � March zoi5
Defining the Strategic Priorities
In order to clarify the meaning of each priority in the context of Golden Valley,the group
identified key concepts for each.The concepts are listed below, and will be used by the group to
establish the final definitions.
��:e�i Devel��, � ;,>prnen!
• Corridors, strategic redevelopment plan, 394 corridor, 55 corridor, GV downtown,
Hennepin County roadways, strategic subsidy, higher density residential, selective public
investment-commercial and housing, LRT station area development
�-i1e��,�,�:�f� , �.�r�_,
• Functional plan that Council and staff agree upon,good communication and teamwork,
attention to/follow process, respected values, meeting decorum,timely decision-making
II! � . . �i' (,�i�.�n; . , ��n :i . l „ , ,
• Areas of need,top priorities, identifying costs, plan for the future,citizen engagement
and understanding, addressing growth and needs, core services, maintain standards and
reliability,value engineering-good quality for the investment
,
1. ! ��1<,I!:i���! `�'<�f%i I' ,�
• Spending is balanced-grow reserves, expand tax base,financial plans in place,maintain
bond rating, maintain current level of services/accommodating future needs,wise use of
resources and approaches, improved efficiencies and effectiveness
Determining Success: Defining the Key Outcome Indicators
After identifying strategic priorities,the group focused on developing a set of Key Outcome
Indicators(KOI's). KOI's define what success looks like and includes a description of successful
outcomes, expressed with measures and targets.
The KOI's provide organizational focus by establishing a limited set of desired outcomes and
performance targets for achievement for each strategic priority.The alignment created between
KOI's and Strategic Priorities is important, not only for clarity, but for maintaining a disciplined
focus on the desired results.
Key Outcome Indicators, by priority are:
a. KOI: Number of Households;Target:i8o new occupied units
b. KOI: Key redevelopment sites;Target:--Hsg component completed,flood mitigation plan
at site completed--Medicine Lake Rd./Winnetka Ave; First project underway-55
7
City of Golden Valley Strategic Plan Report zo�6-zo�8 � March zoi5
Winnetka (N&S);One project occupied-55 west area; Douglas Drive redev area-Douglas
Dr. apts. revitalized
c. KOI: Locally grown businesses;Target:_new small businesses started reflecting
community needs
a. KOI: Respectful discourse;Target:_%adherence to adopted values and standards
b. KOI:Timely decision-making;Target:_%or more of agenda items handled at initial
meetings
c. KOI:Council process adherence;Target: Rules of procedure are followed_%of the time
�i, _ . � <<�� �,,. . � �� , . ,�t�,,,
a. KOI: Community Center;Target:Completed
b. KOI: Fire stations;Target: Plan adopted with funding strategy
c. KOI: LRT municipal consent;Target: Infrastructure plan adopted
d. KOI: Infrastructure plans;Target:Adopted plans with funding strategy-all assets and
infrastructure
, ! ii i��i��_`;. �:�;!;ili'v
a. KOI: Reserve levels;Target: Reserve policy met-all funds
b. KOI: Bond rating;Target: Maintain Aa�
c. KOI: Operating expenditures;Target: Maintain current levels of service-all departments
d. KOI:Alternative revenues;Target: z new sources
Implementing the Vision: Developing Strategic Initiatives and Action Plans
To successfully address the strategic priorities and achieve the intended outcomes expressed in
the KOI's, it is necessary to have a focused set of actions, including detailed implementation
steps to guide organizational effort.The City of Golden Valley will accomplish this through
development of strategic initiatives for each priority. Strategic initiatives are broadly described,
but narrowly focused activities that are aligned with the priorities, and targeted to the
achievement of outcomes expressed in the KOI's.
The senior staff, during a strategic planning session on April i3, developed a set of strategic
initiatives, along with detailed action steps:
-,t. ���I ,�i� , �� ,�ni� �
a. Develop small area land use plans for targeted redevelopment areas
b. Review entitlement process
c. Flood mitigation at Library crossing area
d. Develop small business attraction and expansion strategy
8
City of Golden Valley Strategic Plan Report zo�6-zoi8 � March zo�5
a. Adopt code of conduct
b. Continue quarterly formal dinners
c. Publish quarterly summary of Council actions-recap motions and actions
d. Engage facilitator on Carver Governance
e. Council members to attend LMC training and orientation sessions
a. Determine decision-making process for Community Center project
b. Develop a cost/benefit and level of service analysis for proposed fire stations
c. Conduct comprehensive analysis of infrastructure impacts of LRT
d. Develop an all asset analysis with costs
��. I ii,
a. Establish a comprehensive plan for reserve levels
b. Evaluate the levels of service across the organization
c. Evaluate a bond rating scorecard
d. Develop possible new revenue sources
9
City of Golden Valley Strategic Plan Report zoi6-zo�8 � March zoi5
Strategic Planning Participants
The strategic plan was developed with the hard work and dedication of many individuals.The
City�ouncil, with its foresight and dedication led the way,taking time out their schedules to
commit to long-term thinking.They defined a direction and a set of outcomes that are important
to the community. The senior staff supported the City Council and offered challenges to
conventional thinking.
`a�� �!�- ,. _`i<i...
Shep Harris,Mayor
Joanie Clausen,Councilmember
Larry Fonnest,Councilmember
Steve Schmidgall,Councilmember
Andy Snope,Councilmember
; �i'y' {�lfirlli i_(!"ci'" . : ¢ii!tf111(•rtC `_'rf.i'i�i
Tom Burt,City Manager
Rick Birno, Parks&Recreation Director
Stacy Carlson, Police Chie f
John Crelly, Fire Chief
Chantell Knauss,Assistant City Manager
Mark Nevinski, Physical Development Director
Sue Virnig, Finance Director
Cheryl Weiler,Communications Manager
10
/-�1'`'t'CiV LJ I L.L.`�
SWOT Analysis Data
In order to clarify the strategic challenges confronting the community,the City Council and
senior staff conducted a review of the current operating environment using a SWOT analysis
methodology.
SWOT stands for Strengths,Weaknesses, Opportunities and Threats.The internal strengths and
weaknesses and the external opportunities and threats were assessed.This was done in two
parts: (�)in advance of the retreat, all participants completed a SWOT questionnaire;and (z)the
group participated in a facilitated process that used the questionnaire results as the basis for
analysis and decision-making.
The following Appendices contain the complete information contained in the questionnaire
responses.
i
SWOT Results —Strengths
• Services
• Staff
• Reputation
• Good service delivery-low crime, good fire response; solid,traditional programs; handles
day-to-day operations well.
• Good infrastructure—roads, homes, businesses, etc.
• Decent communications for daily operations and current demographics.
• Excellent staff with great skill,training, and experience.
• Great amenities: location,green space,transportation connections,water bodies.
• Sophisticated,enlightened, educated residents.
• Sound, relatively new street system.
• Appropriate array of facilities and equipment to serve the residents.
• A top notch professional staff and crew that delivers high quality services.
• A staff that is responsive and always considerate of our resident's perceptions and needs.
• Employees who take pride in their jobs and in the functioning of our city.
• A working knowledge by staff of the inner workings of the city; utility systems, building
maintenance, codes,ordnances, zoning.
• Rigid enforcement of city and state code during inspections for remodel or new building.
• A comprehensive, easy to navigate, information filled website.
• A City Council, Commissioners, and Board Members who are passionate about the well being
of this city.
• A city manager that is knowledgeable and respected by the staff that works for him.
• Well educated and experienced staff
• Communication to residents
• Responsiveness to resident requests
• An experienced staff across organizational levels
• Fiscally sound
• High levels of service to public
ii
• The City's greatest strength is its dedicated and experienced staff that is in the trenches
getting the job done each and every day.These individuals are well trained and bring a
wealth of experience to the job every day.
• The great working relationships between each of the departments.The relationships are
strong and each group works well with other groups at times when cooperation is critical.
• Historically, staff has had a reasonable working environment,good equipment,good support
from management and the ability to get critical training to help the employee function at
high levels within their position.
• The City has talented staff that is creative in finding solutions to tough problems.
• Staff, Management Team, current City Manager—across the board,GV staff goes out of their
way to provide exceptional service to its residents and community. Staff is innovative,
adaptable, highly skilled and knowledgeable.The Management Team alone has over ioo
years of service to the City of Golden Valley;this does not include the experience they bring
from having worked at other organizations prior to being hired in GV.
• GV's reputation in the public sector is stellar. Comparable cities want to be us and people
want to work here.
• Talented, experienced, and committed staff;Organization is committed to employees
(training, benefits,flexibility).
• High level of service to residents.
• Communications(newsletter,website, information)is very strong.
• Ability/willingness to partner with neighboring communities.
� Concentration of high quality, well-known companies; diverse economy.
• Location
• Road system,trails, parks
• Variety of housing options
• Positive reputation/perception of the City in general.
• Upper Management has a great working environment that involves collaborative
discussions. Brainstorming ideas have been welcomed with today's climate. Problems can be
resolved with discussions.
• We have great employees who care about what they do and want to make Golden Valley a
better place.
• We have good leaders from the top(city manager)down who expect high standards from
our work but also recognize the importance of family and a personal life.
• Innovation is welcomed and encouraged.
• Stability,good benefits, and fair treatment draw good employees
iii
�rNtivUin ii
SWOT Results—Weaknesses
• Keeping up with taking care of our roads, infrastructure, etc. (Everything is so expensive and
getting worse)
• Lack of cohesive leadership from elected officials.
• Lack of respect for staff from some elected officials. If we're here to provide professional
input/advice,why don't they believe us or listen?
• Deteriorated infrastructure.
• Cowardly, ignorant, self-absorbed leadership(the Council).
• Significant burden of debt from previous infrastructure improvements limits resources
available for current needs and wants.
• This may be true of all local government, but there seems to be a disdain for the public
process and legalities from some special interest groups who are supported by some council
members.When staff is asked to overlook policies or make exceptions for those who don't
want to follow the same rules as the rest of our residents, it creates a huge credibility gap
followed by lack of trust.
• Upper Management can be challenged with political needs and fast decision-making.
Communication needs are challenged when decisions are made quickly without setting the
stage first.
• Council should set policy and so the City Manager can carry out them.
• Need for investment in buildings.
• Use of and Investment in technology to create greater efficiencies.
• Financial situation is concerning. Need to diversify revenue, manage debt.
• Keeping pace with infrastructure investment.
• Lack of leadership and disfunctionality by the City Council, specifically the Mayor.The City
Council's role in the organization is to set the policies and goals.This Council is mucking
around in the minutia of day-to-day operations,getting in the way of the City Manager and
staff doing their jobs effectively.
• At times, I believe that the work environment gets to political and critical decisions are being
made not based on good practices, science or code requirements, rather decisions have been
based on small citizen groups'complaints.This can be seen during City Council meetings.
• The City's inability to attract and retain good viable businesses for redevelopment
opportunities in the City
iv
• Right now,the City Council is the city's greatest weakness and frankly, a liability. Several
hate to deal with conflict,do not understand city government and its many processes,seem
to violate open meeting laws on a regular basis, readily disregard the City Attorney's advice,
and try to make rules and changes based on the wishes of a single resident when they voice
displeasure with a given issue. The Mayor is openly critical of city staff- leading to a high
level of distrust of him among city employees, he has sent several emails asking for favors for
his friends, and he unmistakably has a bias against female employees.
• Funding for capital projects
• Tendency to be reactive rather than proactive
• Communication and opportunities for education delivery to our residents.
• Timely execution by staff of requirements or expectations. Examples:
o Appointment of CMC members(last minute)
o Appointment of CAC and BAC members(last minute)
o Expediting development plans through the process(Pennsylvania development)
o E-cig ordinance(several months, easy language fix)
o Brew-Pub ordinance (started in early spring of zoi4,dropped,finished February
zoi5)
o Bike trail,connectivity discussions(never)
• Rigid enforcement of city and state code during inspections for remodel or new building.
• An unsure interpretation of city code and ordinances.
• A difference in vision and path between Council and Staff.
• The inability of the Council to make a decision in a timely manner, or ever...
• A city manager that may need to have the reset button pressed, no fault of Mr. Burt, but just
to bring a fresh, new, different vision for the city.
v
Hf't't1V lJii\ 111
SWOT Results —Opportunities
• Economy and having to raise taxes
• Create coordinated pedestrian-friendly economic development/infrastructure for downtown
GV.
• New community center.
• New management leadership.
• Long-range planning to guide short-range decision-making.
• Installation of a new City Manager.
• Several choice sites for desirable development, both residential and commercial,guided by
the long-range planning mentioned above.
• Economic development opportunities presented by a robust economy and the future plans
to build the Blue Line Extension through a portion of Golden Valley as well as redesign of the
Douglas drive corridor.
• A great staff that seems to be functioning very well together and that also possess the
knowledge of the inner workings of our city and the desire to make things even better.
• The desire of the residents who want to be involved in our city. Pride in their city.
• A windfall state budget surplus, if we can just get our hands on some of that surplus
• The opportunity to hire a new city manager that brings a different; new forward thinking and
progressive vision for the future of our city.
• Economic development and redevelopment(location—location—location)
• Opportunity to revitalize the city to meet the needs of the new younger residents
• Continuing the community commitment to youth
• There will be a fairly big turnover in the housing stock in the near future,and there is room
for development in that area.
• There is room for economic development on a commercial level.
• There are opportunities to groom mid-level employees for higher levels through succession
planning before current officeholders retire.
• We currently have a very high satisfaction rating from our citizens based on City surveys.
Moving forward we can maintain this, or possibly grow this to a new high level, providing
vi
that the�ity Council keeps a focus on what is the greater good for the community and not
falling prey to small special interest groups.Currently we seem to be reacting to the small
special interest groups.
• Redevelopment. Redevelopment of tired commercial/industrial areas of the City will spark
additional development and interest. GV is very fortunate that developers and builders both
commercial/industrial and residential still view the City as an ideal location.
• Redevelopment of underused sites
• BRT on Hwy 55
• Enhance sewer capacity to accommodate redevelopment
• Attraction of Millennials to Golden Valley
• Partnership with neighboring communities
• The City of Golden Valley has had great communication with its residents when given the
time to communicate the who,what where and when.
• The city's location provides multiple opportunities for growth.
• The city is well maintained, presenting a good base to build upon for the future.
• Golden Valley has an educated population that seems willing to learn and engage about what
it takes to keep the community strong.
• Citizens seem very pleased with how Golden Valley is run, according to the zoi3 community
survey.We must be on the right track.
vii
iH r r�.i'v i�1 h I V
SWOT Results —Threats
• Finishing the pavement management problem or at least moving toward that.
• Lack of creativity,traditional bureaucratic staff solutions/outlook to economic
development opportunities and marketing.
• Overemphasizing certain type of infrastructure over others.
• No"check" on aggressive police style and prosecution.
� Incorrect economic development; stagnating, reactive economic development(e.g.- Lock
Up).
• Failing infrastructure.
• Burden of debt.
• Cowardly, ignorant,self-absorbed leadership(the Council).
• Financial pressures resulting from resident demands for more services: swimming pool,
community center, consolidated trash hauling;while resisting increases in taxes.
• High taxes.
• Stagnant taxes base growth
• High debt load
• Barriers to development
• Ageing infrastructure
• Priority vision
• A Council who doesn't understand State Statute, City Code and ordinances or the city
attorney/council relationship.Therefore making decisions or conducting themselves in a
way that could expose the city to litigation.
• A council that doesn't recognize that they were elected to make a decision. Not every
decision needs to be made by referendum or by testing the direction of the political and
loudest wind blowers.
• Resentment
• Aging infrastructure
• Elected officials micro-managing vs. setting direction/policy
• Death by sub-committee, requires substantial staff time
xiv
• No change in City Council members, need to step up staffing and systems in the area of
technology and IT, need to change mindset to that of a first-ring suburb and less of a
sleepy,small town mentality.
• Manage the increasing pressures to replace aging infrastructure while still providing high
quality services to our citizens.
• Finding a new City Manager who can continue to work effectively and efficiently with City
Council to grow the City of Golden Valley in a positive direction.
• Maintaining an adequate Police/Fire/ Public Works departments to meet the needs of
public safety.
• The City Council's subjective denial of development proposals. Developments that have
been proposed in areas that they are allowed have been denied by Council because they
don't"like"the use (recycling center, school for mentally ill children, used car dealership,
etc.).This poor decision-making by Council will lead to developers looking to other cities
that are developer-friendly.
• Debt and costs of reinvestment
• Economic environment—loss or reduction of major employers/jobs
� High cost of services—sustainability of higher tax rate, user fees
• The greatest threat is another recession that will impact the taxpayer.The City has
reduced many expenditures and does not have any room to reduce in the future unless
we drastically reduce services.
� The trend towards partisanship in city elected officials.
• The trend towards catering to special interest groups instead making decisions for the
greater good.
• The constant requests to loosen policies at a time when litigation is rampant.
xv
APPEN DIX V
SWOT Results — Highest Priorities
• Strategic planning for needed replacement of City assets and infrastructure
• Dedication to keeping a strong, educated, highly trained workforce
� �ontinued engagement of the community in a meaningful way so residents understand
how and why their government works
• To work together(Council, Upper Management)on a plan for the greatest needs of
maintaining the infrastructure of the city.
• Hiring a City Manager that can handle the political pressures and balancing it with the
strengths of Upper Management and the Organization.
• Improving the financial condition of the city such as bond ratings,fund balances, and
operations.
• Clear set of priorities for development and reinvestment
• Enhanced use of technology to disseminate and manage information
• Diversifying revenue streams
• Leadership at the Council level. Establishing long-term goals and priorities so everyone,
including residents, knows the direction the City is going.
• Water and sewer infrastructure.There have been a lot of resources expended on PMP,
but not enough on the pipes below.The infrastructure also needs to be repair and
capacity expanded in order to allow for economic development/redevelopment.
• Economic Development.As a fully developed City, in order to maintain the level of
services provided,taxes will need to be raised or their needs to be an increase in tax
capacity.
• Manage the increasing pressures to replace aging infrastructure while still providing high
quality services to our citizens.
• Finding a new City Manager who can continue to work effectively and efficiently with City
Council to grow the City of Golden Valley in a positive direction.
• Maintaining an adequate Police/Fire/ Public Works departments to meet the needs of
public safety.
• Succession planning, economic development, paying down debt.
• Developing new fiscal tools for capital reinvestment
xvi
• Developing a working relationship between elected officials and staff that is respectful,
supportive and trusting which creates an environment that focuses on the future
• Elected officials directing staff on future policy and setting goals
• Take advantage of economic development opportunities presented by a robust economy
and the future plans to build the Blue Line Extension through a portion of Golden Valley
as well as redesign of the Douglas drive corridor.Create a vision that brings desired retail,
housing and services to the city.
• Create a more streamlined path to building and development for developers. Not to say
relax or do away with any regulations. But to take a close look at our restrictions,
including the time and "hoop jumping" it takes for a developer to put a shovel in the
ground in this city. If I were a developer I would find it very unattractive to come to
Golden Valley as it is in the current system we have now.
• Creating a long-term program to begin to fix our aging infrastructure.This will improve
our economic development opportunities and attractiveness. All that glitters on the
surface isn't gold when just below the surface problems exist.
• Long-range planning.
• Intelligent development.
• Infrastructure upgrades.
• Community Center to replace Brookview
• Create concrete strategic housing�economic development/marketing plan for downtown
GV and key hubs/arteries.
• Upgrades to visible, declining areas of city.
• Parks and community center improvements.
• Keeping up with taking care of our roads, infrastructure, etc.
xvii
APPENDIX VI
Strategic Initiatives-Action Pians
X���,
�
o� °++' °2S c
fa o v,
N Q � � aJ �
N �, . C � � .�
f0 i0 � +'�., � � �
� F�- � 3 Q "6 0
d
�
Q
O
� �
Q �
.�
��-+ C
O L
� a — v —
u ,n U Cp 'U
� 41 C � C
i � � � 7
t vf � U � U
� � t � T >-
Q � � u u u
c
o +
rl N
L
�
d�+
�
u
ca
'a C
C O
_ N
� v �
£ []_ L
u v �c
a,d U C
3 � a
O t E
�. -a � —
� v a� 'u
Y N � +� c
y •`n � o
u � U
. � � � o
� a
w oZS O `^
_ a
C -a �° �
� �7 N � vf
7 �
v�i -6 � O
f6 N � +'
y � C �O
� (/7 C> i�
�
L
�
� �
u c
C p
�
C 2
L L
d � N
0 (B �
UI � �"I
� � �
> (n �
v � a> >-
� o ` i
� � � �
W � � 7
N �
i N
+��+ � O �
.L i-+ ln N
� _ � �
a U � Y
u � }'
�d� > v� � a
G1 -
+' f�''0 p -Q c
f�0 �+ "++ � �
V
Vf � Q w U
�
�, � � � �
+, o ,� ,� ,� o2S
� cC N O O O �
� � C
N y �""� c-I M Q1 � '�
dA ? 41 N 4J tiA
.0 � co C c c �'
Q F� � � � � � O
�+
C
Gl
i
ra y : :
uQi. �
� �H
� _
i Q i i i
_ a! v _ a
�S � Gl C � �G � C � Y
� c6 � � (O � � � � �
� � � U � CJ � V � U
� �-.� S ? ? � ? � ? ?
C pp C +� a� a� +� a� +-� �.+
3 � O � U lJ U U (, (J C�
O Y L
u � � ,
Q � on
�
L Y
Q �
�+ �0
�
v �
� �� 'u
_ ;� C
GJ � O ',
� � U
O � �
+V+ � l> L
� a1 i Q
� 4! � �
Gl � � �
� v �
Y N N 'a � Y
� v � a�
c � 3 °�' v
•}, v � Q �
� v� � u t
� p � � � �
� �
� � �a, � � � °tS �
o � > � > > 3 v
� v, o � ° o v �
� � Q � a Q •�
@ � Q � Q � � �
a
L
�
0
.�
V
� �
= O 0
� i �
ito �' *'
� � N
> � E E �
(� v�i � � c
� ` N �
? � `� o� �
L � � � �
�' �v
� � � � L 7
W s � � � U
T � � •� �, '
++ � �S L � (O
i •� v � a� '�
d d Q � G�i c � �
7 i. � N '� �
00 9 v� � � `� � v�i N
� � � � — Q- � �
� � � � � � � � i �
L ,+' �j vvi v � � � O Q-
v� � Qo c� ou o � �
� c
a�
a� a v �
\ v v � � a 3 °'
o ++
�fl ,�'' a"� 7 7
O 0 `� r6 � � 'a T N 'a
�.,i �, p I — a� '_ a� _ � a�
N �U �
� d C i � U 7 � U
� —
� � � a � � O � ln C '� (n
� F� � a c°� � 3 o Q Q c�o Q
O
�
L � L L
� .Q � L � L
N Vf �p Q1 �p U!
CJ C � � � �
.� �' 'v ovA � a�i � N
G1 C �
{�.7 � 7 � ,+--� � ,�A' �
O �n � � c� 'c� U 'c�
a G� s � Y � � N �
� £ � V U Q U Q (>
�n j...
� �
� s
oc +r
L �
0 �
++
� �
u c m
m �
'a .�
_ � o
N � �
� � �
� � N
V
� � Q � � '�
� •� � a�
0
T •� � � U O
C1 � C � � i
Y � y ,ao � .or� � v
O G1 ,� a! N aJ � N
'6 u � yi � v o 0
+� 3 � Q � n
� � E E E � � E
w �
a,
v v
p � � � � � � � c
a�
U � � '� c '� C t c
� L C C C �C � aJ
� Q � — 7 — (O
>
� � Q c°� � c.°� � O a°n
c
a
�
+.•
a
�
L
Q� �
� � L �
�
V O '�
� �
c � L
� C 'V � � �
� � �
L 'V � i � � �
� � � � � N 4J
(, t]0 �--I
� V � � � � �
i
� H
Q1 "O 4J 'a L i
� V � � C GJ N
N � �
� 4! 0 N � � �
L � �
W Q_ L1 L L � �
x ra N v — —
y 0� � � � 3 7
p 3 v � � O o
�L N
� lJ U
d Z +' 'c� �� v v
c� � o2S � � v u
�d� > �n � c c
� •a O c v v ,� � ��
�
3 3 °' � °1
� � � '� � � Q •� a
N = Q H Z Z w ; w
v,
�
Y � � � o
0�/ � c-I c-i N .
y � O O uj oA
� N N � C
3 � r-I n `^ O
�
f0 � ? � OA �
> H � � Q �
�
GJ
�
a
�0e
V � L
a � �
° �� `�
� ° v ° - -
�.
� � � � •� �� •�
� ai � �. c c c
L 6.' � 1-� 7 7 7
� v� � � � U U U
�
� � r � N � � �
a � � C> Q C� U CJ
C
O +�+
� N '
`
O
++ �
u }'
0
� �
� �
�
� U U
� � �
�
� � C
O (,�j
7 � � �
� � O
T L �O QJ
N �- 3 �
Y Q i O
y (O �O C..J
� o?f � O
t� }'
U � VI �
,n �' 3 L
� v a
� Q •� s
o -a
� o �' v � '
3 � �� o •�
� C L C
� � 7 a. �
� i
� � U Q V
�
�
C
GJ v
V y L
� � �
� �
L U N �
� � �
3 �o �v
o � v � �
o �> �
�7 v v •� a°1,o
> o o2S � Q
++ a� 'a o '�
� 'a N V c
G� p � �, �
y�",. V ro � O
L
W � � � �
� � '� � �
�
L � U VE C) �
C (O � ?� � O
'i +� -a '6 +�
d W � 'j O � �
u � � v '� � v
•� �J N — N
+,, C O •v � O E
� f0 O Q! C i 41 �
L i_+ ir 'a � � "O Q
N � a � u � u �
w :
0
o v
0 0 � � � �n �n
�+ v � o 0 0 0
�a
� Lo � a a � �
3 `� � �
� � � � � �
o � � � �
0
�
i d L L i
f0 � Gv0 O�A �
N VI
L � C C C
3 Q. — v C� vc`° — vc`°
� Vf U � C � C �CJ � C CJ
U OC 7 � � � +-�� 7 � a-�j 7
O v� U � U � U U � U U
O
�y � S I-�+ � � +-�� N � � N �
w E � (> U Q CJ Q CJ (J Q C)
N ~
3 �
OC at,,
L
Q
�
(� �
u a
� oc
� o
� .�
O L
O v
.w � �
7 � O
� — �
d � u
H �
Y � .O co
° �3 ^' v i
a
3 � C � O
N � � �
�� �
m
G! � � 7 O �'
.0 � > � � � O
� � � � •L C �
O y Q. C i '� +-'
to
� � Q V U H t%
�
N
U
C
�
� a
a> > �
0
_ �7 �
� � '� a,
i � � �
�
Q �,�j V �
U � �, °�
o � � >
� c � � 'U�
>_ a� �o tin
V � O += �
d ~ � U � L
W � Q' � � V
L � t
� � � Y � �.
�, � c '3 c� c
•L }i � � v
.� � �
d L.L ,C � � O Q
� f0 C
+� L C
V
�
�bA > in dA .c� U O _
++ ++ � �� � � �
f6 G C `� 7 � C
i ,++ 'u '�p � � 'c� �
V1 = Q H 2 � �i C�
,
�
: CI L
� L
Q � � � lD
�a � p � � p
:..... .....<;... � � � Lf1 4J lf� �,
. .. L � Q � V � �
�
� � N O � O �
Op
C
+' v� vi
� � � ,� � ,�
� L � U � CJ L
_ �� O N � � � O
O O � +' � '"' p u
m N. L1 � 'p � -a �
i � 0 � � � � �
O
�"� N U � � � � U
� o c � a� � v c
s c � � � -° c
� � i.i � c�a � � �
G1
�
O L
� O �
�
� � Q N �
O � Y � � •�
T � �..� N H L
� .� N � � Q
Y p v � v �
L � � � .
L
� � 6,) � N O
UO
� � O �-+ Q =
...... ,_.,_..,.;. � � � •L .
� � a � v �
•v � � � � N
C -p � � p `n
OA I]p > � � Q- ��''
� � � � � � ��.+ � CA
d C � � co � � � � ._
v • 3 +� � v � � +�
u � � v co � � � •� cLa
N L � > � � h � � -�
`� � � v ��-+ •� � � Q C
C
a°, �' -a � 3 v � o � �°
L ao � � ,n � �, � o .r
� .� p v tv ao v a� � c
� •r.i L v '� c c � c� v
a� +, � o � v � +, � L
� � .� cn o v+'i Q � � c�.�
._... :�.,�,.. .
'a fD :
� �+�
�, � .0 O
++ �, � � 3
� � � N L
� � > � �
� 3 � � �
N
U Q N Q � i
"a O dA "a
�V N vi '� L � � O
C v N � � � � cf°.�
� v C 'a O +�.+ � '6
� � U
� C f0 � CIA v (a C
� L
� (6 � �" (� �"i
L �--� C 1-+ �+
O .� � U_ � 'd N (6
•L f6 (p L V � 'a
d � p � _C � p O
u 3 � o o ;� �
�OA > V1 a"' O � �n N � �
� �' C LJ c�6 3 N '� N CJ
i � ,O U � •� .N � CJ 41
v �
v1 � Q v�i .� � � o � �o
�
L �
�� � � � O � � � �
.�" Q � � O O � � � C C X
�, � � +� +J O O � O r-+ � �
N vf vi N N N
:� 41 N � 7 A L C1+0 l0 i a!
`, � � �. UA q0 �v,, y L O 'O .-I M1• f�• � i
� ra � � � � ta cC �a 'L. 7 O M1• f�• � �
., � � -� Q Q J J N d .Q N M1• (�• Q N
� � E �-' � � � _ �
� "a ra � ca co �
� 41 � GJ v N �O t6
� � H � H H H � �
vf O +� ,� L ++ +.+ '-' '� L 2
y � c a�i Q a°Jn •� ai � a�i Q ti�,o '� c
� o°'c � a�i v � � v � a�i a� � � �
c� �
X '� � � c�o � u � m �o c�o � u �
o c c c c c c
W � Q � ? � � � l0 l6 f0 � l6 � � �" .
°a 3 0 � � � � � � � � u � � � o
�
�
�o
L
� �
Q. �
0 +--+ a
+� �
v N � v
o � � -a °- 'N
+� �
u a '�'i `� `� n �
� � �, �
� � c E � v � -�
�, v c a �
d � N � � � � � �
� a O L v tin � L c
� U J Q � � � O U1
++ � +' v C ta N 3 �
� v co 'a ,� �
O cn Q � a L � � L
o -° o � �o 0
�. � o � � � � � +,
Y � a�i '� �- L � � � � v
v V N � O `� 'a L C -�
u
J � � � � N � � Q �
N � � � Q � X O
. '� 4J +J � � � � Q
� � C � —
�o � � °4 v
a N a� O •� � c c �
� Q- p +-' iJ
y � � � p �, � tp O
..:� � � � � Q � � � N
N C Y Q F�- a a m � �
�
�, _..._ _........................:
�
�
° v
� �
�- ,� � � : i
v, �, � �
o c •� co
a� N v,
� -� O
� � � i Q � �
� � �n "6 � �L,., ' O
f0 � C 4! � .3 Q
++ � p -p � �
N � f�D O � � � V L Q
� �n i N � C 0
u � v fl- v � E �a " J
c � > a, F- o � �o v �
co �; c � � � � � � •3
c o o � — � �� a, —
ii. � � +' v ��, � L �c �� N c
� �' �n E � � v o 'L c o
c v � � ,� ,� � �. •�,
� ,�' a � tin o on � �n `^ o }' �
L � ra c� L ao v o v .� � �
a'' ++ G1 C f0 C U r"' � � �
� � � �p (O +.�+ �' C � M � •a,N-,
, '��- a�
Qy, "6 � Q � V � � N � tiA V j � N
V �. O J �n O � � O � O
�d0 > vf � Q.. � +� > � � C OA � Y ; U OA
a� �, c � Q 3 � o co v C � +� c o 3 �
� �C O L (U � � L � L •C � � y�j � � V
i ++ '++ G� � > � Q- ta �n rp `~ v Q- >
}I � U � � N L LZ � v X }�j "p L CZ v �
Vf Q ,� � a Q w -a w v� Q a Q � .
� � � �
� � �
3 ;�:kG. , o 0 o un o
� '��.a
�' L :; v o o � o
v �o :' �° � �a � �
c
w >. , H w w O w
+J
ai � '
� °' —
'v� � ��
= L �
� � N 7 �
y' � � C � V C
G/ p � � �° � — v
� � � � v � �
'� 4� � L \ � � L
O � � f4 • (6
� � � Q � � � � Q .
3 vv �
v�i � o = u � � o
�
a,
>
� N
�
N +J =
v � �> �
a� �o �
� U
� � O
N
v� � O �
� c t c
3 a� � ._
N � � � �
� a
f,.7 �� � � � �
� � � o
� Q
N � � � o
> a@i Q- v c o
°J' � � � a �
a
�
v
�
v
� �
o � �
� c
p a 'c o
c 'v,
� � � � �
� � L � � �
d 0 — �
�
� N 'a 7 � +�.+ O
fp ,> c � �
tn � " c � � �
tv t � � � a�
�' •�, v �a ,� o � �
�a = � a� � � a�
v � � o � � v 3
� o '� .� v ,> a
a� LL v v �, � � c
.. VI �, N � � y� y� Ql �
� ._ Q N
� •L "Q H 41 C � L Q
N ��O N � � �6 � � C
V a W � (6 � N �
7 � +� 4!
Q � y � � 3 � � E
+., 'ao > � � � N o ,.; °'
°� o
�
acoi +� � o �, � -a v fl' � L
Q- L ++ �++ � � C �6 � �6 Q
41 }+ CJ � �V1 3 � V 7
� N � Q � w � Q � � .�
�
c c � c
. t o t o � o � O
v }' +, �' +� }' +� t' �_+
o � 3 � 3 � 3 3 3 �
� � o an � � an � � an � � tin � �-
+� � v = � v = � v = � v
� N O � � O OC � O � � 0 � �
� � � � 41 C � N � � � � � v C
� � � O °J c�o O °' c�o O �' c�o O u°_' c�o
� H �
�
N
>
� v �
fC
� -a �
L 'N �..+
� � N
i� O },
Q � _
N �C
L � C
Q � �
�+ y OA
U O � � � � �
t �p rc co ra co
C � � H H H H
OJ
�
O
u
�
�
O
�
a�
Y
� �
v �
Y �
� �
0 0
� �
CJ U
fD f0
N N �
G1 � � 'a
U � � �
u � �^
_ �
N "6 Q Q +.I 'a
� 41 � � � �
O � O O � �
L O V U N N
� � f6 (6 � L1
� � C � •� �
� !O f6 f0 Q N
� I— H H � J
�
w c
, N � �
� '^ �n O
� '+,
L � �
� N � Y N � �
.Q a � U .GJ p (O
to � � vi �' a) � >
� �., C QJ QJ
N � 3 � c o � L
a � � v -� c o
ia a'� � E .� v
'� � � L � � a�, �
� � �
c�o � � a a � v 3
_ • '.� � -� v � o
i�. v�i '^ "� c ;+-� 'v, `�
ao � o fO u o �n
� Q '� -Y v N Q- C
+' O O � c�''a .� '+- '�
a
+-+ � +� O �
'� v � °�° � Q ° � �
a o � �N L � � �� �
a, � v 3 °' �,
�bA > w � �
ai �..� c •— � 3 � °' fO =
+' �a o � .�, � ° � a`, ao
i ++ �, ;° �n o Q- �o c c
N = Q w Q � N Q C7 ca
;a
;;�;
� � �
�, �r, .--� �., �n �
,. Q o � o o °' � � o
N � �
y ui m � n � � � t
� � � U
� � � )- OA Q a--1 }+ C (i0
y F@ � � � Q v�i � O � �
•+
N
Q
0 � L L L L L
V � O O O O O
� •� U U (y,J U CJ
. C N v N a a1
� Q L _ L _ L L L
y.� N � U � U � � �
_ � CJ � U � U U (J
d' 7 7
GJ N � � O � � �
� O � Y U Y � Y Y Y
++ L 3 i ? L � i i i
�-+ y.+
._ �i U a V a U a a U a
3
�
�
O
U
3 i
a� �
z �
� �
L ��. C v ���.
O � ,.i
� .L
� Q O
v �
'a ' L M +�-' '
� cD 3
� � � � v Q
GJ v O O � � �
� Q v . � �
O � N a'' v � �,�
� � � Q � a�
++ O � 'a L � C '6
� � O O
O v � 'c� a� ,,, c c c -a
!� .a1 V C � a� O O � v
Y � N O +-�' � Q u Q t
v
� p � � O � � � �
= Ol O +' Q (o '6 (C �
• �..I V _ _ _ _ CJ
L •N �
G1 L � � � C C C C �
= O � u U 7 � 7 � C
V Q � � Q U U U CJ (J
A `
+, O
�� �
�
£ v n�i O �
� O v v �
L
� Q- � � � � O +-' �.
V OA � � (6 �'' � �.
� � d � � � � Q
� �C U L.L = -� � C .
L � � � tp � � O
7 � � L � � Q �+� •v
.� v � .Q
V C � � � L � � � � �.
iO �' � •v N +-� t� � Q- '
++ .�^ 3 � C +� co Op '
N CJ 7 �1 L � ' � � �.
f0 N � � p -a � }+ '
C
C � � �'' L1 � v °�' � 'a �, 3 :
N � � � � � L N �
_ � � � pp — � ,c.� �p �J
Q! � L +-' C 3 � i �C c� O +�
� � � Q � �CJ vf U (d t�i1 C G � CJ
L w ++ C � C N Q � _ � S1 (LO
•s' N Q- p L � p � N c� V N C� C +�
�OQ � , 0 � �
iy � Q L' i..� N v v� .Q L Q- �J '� O
a = o Q � a, `6 = a u
'� u c �n v, a� 'u � c � •� � �
u � c � — � Y L c .-. ao v — L
•� (> � � L • � � (� (6
•� '+�+ C O _C a�i `n O � O �° � a� � � 3
+' ro O (> ro � � � � V N 'a a � i..� Q
L �'d �"1
N = Q
_.._._......__: __
:�
�
;.3, � �
.�:i a+ � l�j ,
� � N c�
_:::;': � � i
.--I
� CA 4J 7 �
,.�,......, ., � C � '""�
� � � O
'C
N
N �
�
Q. •N :
� �
� O
u � �
�, v � c w.
'a p� � � �
N t L
N 0 U N U
� v C v
� 3LL u �
0
�
�
U
O
J
C
O
'++
tv
�
�
a�
L
{1.
L
�
�
�
{.7
+' �V
� � C
C ��,, 7
O
d � � U
� u � �
O
a�-� � � v
3 � O �
� O � �
O �
d � •}' O
Y 3 `^ '+�
� •� �
ro
� � �
� Q �
�
C
O >.
++ �
ca � '
� +�
v� N a
G� � L
L � LL '
LL a'' Q
� O
� v
L O �
� QJ N
V � � �.
L (O O � �
N � C f6 �
f0 �
N a.�., C �p
�� L � �0 �
� LL N � �
� � � � �
Q� O N O
� � � � N
+-�
'y Q +� +J �
O E 3 v N
a c°� � � +�
� L �
{� � Y (a �
,� � N � Q �
� �..I C O N 4J
� � O U � d
L, i+ Y
u
N = Q
�
�n � cri o
e-i r-I
�--I N
:: a.�+ p � O i i i
��; f0 N O � N � N GJ
`.: 0 CJ N 0 i � � � �
� � � N � � � � O
c� — O N l� a! iD N lD M
� t�.� � Q t�.� O `-I pu1 `1 N `� C
� O � Q O Z o 0 0 0 0 �
N
i�+
N
�
V � '. ', :. . ���.
t �
i+ •�
3 �
o `
�n a � � — a`, v v
� �, v v +� � •� � on v an
0 -� � c c c o � c �o � �o ,
a� � 'ao 'on � � � ;° � �°n �
�, � � • ro • ra
� +� ,n � c c � � i V � � w �
C Q s H T >- C F- � �n
O a' �' O � }' O *' a"' +'
V � � � U U U � (/� U U C� C> U Q
`� u
O
�
•N
A
io
C `^
Q �
N
L �"I
� �
� N
� �
u }, �
"a � c �
G ' v :? �
� � � o
£ �, � " `�
� � � � �
�; o o �
O � N � Q o
+' *' ro O � �
� vf 7 +J *' 4J
� Gl � C (�D � � \
�, vi CJ LL p s- C � �n
N � v � � � � � � t*'.�
Y o N � 0 0 0 � � p v
� o oc c � c E � Q o
� � ,o 0 0 0 � �a a
3 °1 ' �' " _
L � � +� � �, o o�o
.�, a� —
� � � � � � v � � a°o
� � � U Q V a i..� U O
C
l0
C
O
� �
� � O
C },
� � � � � '
Q \ v � 2
+.+ tn � — a-+
L N C tn U C
3 � � � Y —
(�
a1 � � O � �c�
V dA � �+ U v� C �
L (6 C � \ C � �(j ���.
� � tp -p O O C
cn � � +� � V c� �
fL0 L � N ). � p
�
_ N � o � � � � a
� .� c� 0 'vi O V
� � C
Q +�-_' a'' � (O 3 `� � '�
� o '� �3 � a v `L° *' }'
- v � 3 ,,, '> � o a�,
.o ai o � °J � � � � E
•L o � � � i a� ,� v v
a � � � +°� � o v � n
'ac > �, � u° ° � vTi n a ii �
� � c
� f9 O .� N m � �n lD I� 00
i � �
V
V1 � Q
_.........
,A �
�
: r�
o � '
��' +� o
� N
� � �
f0
H �
G1
�
.N
C
O
' a —
� '�
_ _.: o�c �
� U
O �
t �,
_ � U U U U U V V U
N
a
r-
0
� '
0
�
Q.
0
�
Q � '
c
� �
O ' Q-
+' c
V i d,0
� �N
� N � � �
C C O � � C
p,p '�+ — — dA
� ��
� N � Q1 i� � 4J
L W
� � Q �
� � � � � O O �
� � � � � �
3 � � co � � C C �
O O
O 7 O � O Q 7 �, •�, �
), Vf in c6 � O Q U Q
� � '� 'a v v U o a� o
� � � L V � L
Y y 'a O t � O � � �
L _ },I �..I
y V Q- lJ CJ Q- U (.l CJ
C �� C C �� C C C
� 4�1 � U � � U 7 7 7
_ � U � (� (> � C�J U U
�
L
'"�
� �
•� �
� -� C � � �,
++ N � O +� �
t C .� � '+� v� Q.
pp '� t]0 � � � � C C
�/ �D L .N � �O � S� C .� (..�
Q) 1� L � {n � � Q
� �4-� Y � r � � U � �
L Q � � � N U � � O 0 �
3 � N N
� � T O •_ � � �
� � 3
�
�
� Q � ° o � n � � v a °�' '� � �
L = _ — w �0 3 ° �o o :� ° � � �3
� f6 �3 Q c o a, c � Q � fl- �, v �
� a *' v '� ° +' > ° � ,� co c � v `^
C v v c 'c a � � a -6 ° �v- •� c � �
� � � � � � � � �> OJ •— v
v � � � i � � i O Q' � '� � � Q
L U � }r � {n � O Q O Q L �J U C
� �"I � 0 � � = 0 N �
� t/� � O � • � � • �„r -� � (d Q � '�
L (�D Q L i 4! V a1 a1 — C 7 .� �"1 — N
� � U v p > C Q 'O U (o � � C '� "a
•L � C � L � � �+ •— � �
d � C N U � � � � fC
� o � ^' � v v � c
V Qj � � +��+ � � U Q u � U a d � i.i
�00 > v� � �
N �
+-' f�6 O .--i � 3 N M � i1i lD i� 00
L i+ �"d
U
l/1 = Q
�n �n � � o2S
� �
� o 0 00 � o �
-; f�C N N �-i � i O N �-I
..� Q � L L � � N i L O �
� N GJ � E � L L (O � •�
� � � Q L� v L� � LI� � � L L C� �
�o � � � O 0 O v O � � � f6 �
� F- (n (n O N Z N � N � � I..L � O
Y
�
� �+ � � E
� N
O (C l6 f0
Q� -C
L � � H H H
t%1 �
N i� � C C C
a
Vf U U V
_ £ � aA Q en on ao Q � on � an � an on Q
c c c c c c c c
p � � �c v �c �c �c � U �c U �c U �c �c �
L C � C C C > >, C � C � C C ) .
GJ S f6 � c0 �O l6 � +.+ (d �.+ (O +J (6 (D �
� � � a � a a a � c� a U a U a a �
� "a
3 �
Z �
L �
� �Y )
� W
�
u ' � � Q
o Q
� � �a
= a, N
t L
� +' � �
N
£ o�°n � 3 a�'i
O �' � � 'a p
.0 Q U 0 N `
� ,C � vi c� O'
� � C N � � �
N � � Y � p �
� � L �
Y � a O Q �"� �
� �
� � � +�' � � � �
� +� O � v U vi v
3 � � 'a � 3 �-�+ 'a
�"i (A Q C � C a1 U 41
= 0 � aJ � tC '� i1 v�
N
� i O Q 0�0� � � N v �
Q. 7 3 O C •v p� •v > > �
O � N � '� � � � O O O
� � � � � U � U Q Q �
�
d
�
o�S � � a`� c
+� ,,, n � ao 0
_ � � o2S .� a� �a +-�
� o L � � f6 R
v o Q- -a
C. � � '�n •� o2S � a�i
� �
� � � � •� � N •� �
> °' � °2S � � c_vi � o
� GJ � ,+-_�' � � O U � — �
�, O � U p2f Q- �, p U L
� � N � � y � (6 tHjf � C
� � � � C > � '� .� � .O
� � � � � o a� � � ,+T�
to '� ,,, u a L �, o o �
� a! � +-' L � +' (> V U �
U C a..� C
� � O N +' � v O � � (>
3 a � 3 � o �, c �
.�
.� '> c o � � � o � '� � — '
•y � � 'N � 'N � � � '�
a � � a�i c Q .� .a�i ° o � f6 � c
�oA > �n " v n = L a., � � � a v a
� � p N � 7 C $ � N i N � v � v
�+
�
,i � U N � tvii � � � i! O iJ v � p �
Vf Q � w 0 U � i d � d i a +�
� �n c c c c c
,';; y � � o 0 0 0 0
,., o 0
�:�: �p N N � "6 '6 "6 "6
-��..� 0 � i � _ C v�i _ C v�i _ C v�i _ C v�i _ C
_..__t� 41 � � � CJ .� � CJ .0 � u .0 � u .� � U .�
� C N C � C VE C V1 � N
i � � � 7 U � � �U � 7 �U � 7 �U � � �U
� f0 � � �0 O N Cd O N c� O N [O O N o0 O �
� H tn ln F- V 'a H U 'a F-- C� 'a H CJ 'O � U 'O
Y
O�S
� �
� H '
O � � L
_ � �
Q� N � �-.+
vf ++ 0 � _ j C �
7 C � •� o •� GJ a l6
� � °' ao � on on tin �'^ � � ao � �
,Z Q � .c o ,c c c •`-" o � .c o 3
p 0 0 c c� c �c �c � U •,n c � .v
c c c c c
� G� j ra ,+�� co ra cv O ,+�� .� �° ai a�i
> > d tJ d d d lJ U d d � �
� �
7 �1
Z �
C
i- ' O
�.�+ `^ —
c> >
� '' 41
u , � O
'C U �
= V C Q
� � �
d 7
O U � O
�
U vi .Q 'B N
� � j � �
O L
� o � u
�` "a Q � O
Y N � � v�i �
N � �
� � � C •�
� � � � � � �
3 � C � � �" �
�.+ Vf Q p � 4J +� +.+
y O
E +-' Q C N N
Q. 3 3 � •� O � > O O
� O
G1 C�1 > � � t�o � Q- > >
� c�o � � Q O � � Q 0 0
� �
G1 Q
� .�
o2f °.�' � c c
� � � a °A °-
v � o � •� �a
� �- •� � c -c
�. o � � � a
o �- � � a �
a� � � � o �
> � � c o
� a � � � � � v
�
'O v�i C� p N 'a C •*'
N � � N � ra '� �
CLuD � o2S vvi a� � �n �
� ---� � i 7 � OA � Q
f— �p N � O � N C � O
N i � � � �� O
C +�
}� L � � L � � � C
�L —
Q � � � � � � � v �.
C
'� � � v � oA to N �
U Q
a in � � � c v •� O � � o �
u �
Gi c_�i � � 0 ca � .N d o j N
•� � N � IV � �..+ ,Vf +.' U �
�' • c c E
+� � c v � � +� � v a � � � � v
� u.o � v �`
i •" u v °�' p °- a�i L v p � v a
v� � Q � � c� .� � ° a c� a ° cn �
�
' � `� t c�� c`o
f6 N v
� c�-I i-�-I � w � �
N �, O O O � ,� � �
� � M N N N O � I �
� � l0 C C � "ZS f6 � W
�Vf f6 � � � C 41 � �
C I— � � � W � � O
�6
Q.
X
W
\ �
H
L �
L L L L L L
N •_ � � � � � �
O > > � > > >
� Q� Q� � � Q�
Vf N 0 � � � � �
� G1
� � l6 co f0 co (O (6
�N � U U lJ (J U U
3 � � N � N N N
m L ? ? � >- A �
3 � t � � t �
— N a a a a a a
� L
� �
� �
3 �
L Q -a � �
O ' �
�..r Vf f0 4J �
� � . � S
V � C N i �p N
(6 Vf � �J �... V1
_ � N � � � � �
7
� — tn
y = . ' � f° � `0 �
c �
� � N ° Y `� o � �
� .
U
'j 00 T �p '�
� � � � � � � �
� � � v� N i..1 � � f0
� +'' � C � N � t�i1 �
� N •N � � •� � N
� � N 7
Y O � � � � � vi j v�i
•-' vf . `F- v "d � � v�
� in �n 0 v�i N C �p aJ
= f�U U � V�f — U f6 V1 L!1 �
� qp 3 � = v 7 � � � 3
� p O �n L p vi 17 C �
� � � � � � � � �
i N � � v O L O
fl- Q" O _ O O � i 'in �^ �
d •� � � Q v�i � � � � � 3 � �
� C vf � � O � 'L c0 � � � � � �
� Q Ol � Q � �^ !�O l6 � �n � �""� � O
5 � c � c
� LyA ` � 2 �- � C � ln � G ON ln C2
� �
� �
f0 �
� � �
= O �
Gl �� rp +J
� �; vf m ' � �-
Q � u Q � �
y v, � .� — c c
� 41 0 �n C � � �
� 'v� v v'�i O v v�i u
'p � � N C.J Y `� �
� C� �n C � p v 7
4J � L �
� � � � � � � („)
�A � �� � i i � � �
fC
O
c� � p � � L � t U
�"' O O G1 � � 4! � }' L
� �, � � v � L 3 �
� a a� � Q ,� � �o � -�
= o Q- x � o o E c �
�� N � � 2 x � �...�
.y � � v � � M V, N Q
d � � N -� � _
t� N C � 3 � � C �
�dA > Vf � O � c Q }' ;a � �
v �, c >- � ° ;� 0 3 L � �
� ro o � L c� � a� � a� v o
}r � y � `a� � t N � _C L �' �
u
vf � Q C� v U U � � � �n •V' �
� � �
� � � �
� �
�, o o L � o �
� N N N 4J N O
Q L L � � L N
+, � � � � � i
�
iQ c c Q �--� Q .-�-I �p l� 00
fC 7 � v O v O � O O
H ln � (n N N N O N N �
G1 �I '
� L
•� Q
a � _ j C �
vi O U � � �
� OA OA C1O CA N � � dA Q �
� c C C C • p �o c O 3
� �� �� �� � U `—' 'c a�
s � � � � o � t � a�, a�,
� a a a a C� U a a 0 �
ro
>
O
L
V Q :
� Q
� � N
0 L �-+
U O '�
� � �
N � � �
f6 —
�+ N
� > � �
� O � �
-� Q � U
V
��h; N 4J � � O
` � -� LA L � r0
` � y � � O � �
3 � C ��., � Q GJ
♦+ Vf a � � N a-+ �
� � � +r Q � N N
� � a1 � � "a � L
O V3f v N O � o � �
L �
� � � Q � � Q � �
d
�
d
�
oZS � c c
= c fl- a�o '°
� p � '� �
� N � � �
�. � � � � :
p c' � a E
N
a� �, � �o O �
> +� i c o
Q � �,O `�O p N � �
� L �
� � � O � � � Y
� .� •L N � (� •O �
� Q � v�i N � o�f '� Q
I— O � O � a1 C E Q-
� � � v •� p o
+�. 3 � `� � � � � v c
z � � � N °A
��' � v � o2S 'a c a�
,O � � � � � � •� — E
O �
�
a r-, � �° � .� �' '> o � � o ,.,
� � � ro � o �o � .N a o � a�,
� N � ,., � +, c.�
aQ°i ���-., c 3 °1
+� �a o .v � � .� � v v � v � Y a�,
L '+= +� > � � Q '> Lo v � v v v a
„ _ � a � o � v � � o � o v �
vf Q � c� . � +� a U a +, �n
C 1�1�' C�� �, ,
�; ,�
�
C����'�Z
�� Cit Administration Council
�+�. ��/� y /
763-593-3989/763-593-8109(fax)
Executive Summary
Golden Valley Council/Manager Meeting
July 14, 2015
Agenda Item
2. Proposed City Code Amendment - Chapter 6.43: Peddlers and Solicitors
Prepared By
Chantell Knauss, Assistant City Manager
Summary
At the June 9 Council/Manager meeting, Council requested staff to bring forth amendments to
Section 6.43 Peddlers/Solicitors of the City Code to incorporate the following items:
� 30 calendar day permit
� Permit is issued per individual, not per business and/or organization
� All applicants will have criminal history query conducted
� Exempting non-profits from permits
� Restricting hours to 9 am - 7 pm
� Posting and enforcement of"No Soliciting" signs
� The City Manager's designee will be the Police Department
The proposed fee would be $30 per permit per 30 calendar day period. The amendments would
be effective January 1, 2016.
Council should discuss the draft Code amendments. If Council would like to move forward with
adopting the amendments, they will be placed on a future City Council Agenda for approval.
Attachments
• Current City Code Section 6.43: Peddlers and Solicitors (4 pages)
• Draft amendment to City Code Section 6.43: Peddlers and Solicitors (4 pages)
§ 6.43
Section 6.43: Peddlers and Solicitors
Subdivision 1. Definitions
For the purpose of this Section, the following terms have the meanings stated:
A. Peddler: means any person who goes from place to place, or house to house
in the City selling or taking orders for concurrent delivery of goods or for
services to be performed, or for the making, manufacturing or repairing of
any article or thing whatsoever for delivery. The term does not include a
person engaged in the activity of selling or taking orders by telephone or mail
which includes a subsequent delivery or contact to a place or house upon the
express invitation of the owner or possessor of the place or house. The term
does not include a person engaged in the activity of selling or taking of
orders on behalf of an organization when the selling or taking orders is
conducted exclusively with regard to members of one specific organization,
nor does the term include any person who sells the produce from any farm or
garden cultivated by said person.
B. Peddling: means the act of being a peddler.
C. Solicitor: means any peddling where the order for services or goods is for
future delivery or for the acceptance, demand, or receipt of payment or
deposit of money; including the solicitation of money or funds.
D. Soliciting: means the act of being a solicitor.
E. Organization: means any group, body, association, organization, company,
corporation or society, however organized.
Source: City Code
Effective Date: 6-30-88
Subdivision 2. License Required
It is unlawful for any person to engage in the business of peddler or solicitor
without a license therefore from the City. All solicitors dealing with merchandise of
any kind to be delivered to customers directly from points outside the State of
Minnesota shall be exempt from payment of the license fee. All peddlers and
solicitors dealing solely in literature of any kind shall be exempt from payment of
the license fee.
Source: Ordinance No. 48, 2nd Series
Effective Date: 11-22-90
Subdivision 3. License Application
A. If the peddler or solicitor is so engaged on such peddler or solicitor's own
behalf, the application shall include the name, home address, telephone
number and date of birth of the applicant; if the applicant is working for a
Golden Valley City Code Page 1 of 4
§ 6.43
business, the name of the business, its address and legal structure; all
applications shall include a detailed description of the goods or services for
sale or for which such applicant is taking orders including the prices therefor;
and, if the applicant is soliciting funds for a cause, such applicant shall give a
sworn statement setting forth a description of the cause, its purposes, goals,
the location to which and persons to whom the funds will go. The application
shall be submitted in person by the applicant or principal officer(s) of the
organization. The identity of the applicant/officer shall be verified by photo
identification (valid State driver's license or State identification card).
Information on the application may be verified by the City prior to granting a
permit.
B. If the peddler or solicitor is so engaged on behalf of an organization, the
application shall include all the information required by Subparagraph A of
this Subdivision, together with all the following information:
1. The organization's name, address and legal structure.
2. The names and addresses of the principal officers and management of the
organization.
3. Either the names and addresses of each person who will be peddling or
soliciting on behalf of said organization in the City or, in the alternative,
the name, address and telephone number or numbers where a
responsible officer or other responsible person of said organization will
maintain a list of names and addresses of all persons engaged in peddling
or soliciting in the City.
4. If the organization is not a strictly commercial enterprise operated for a
profit, the application shall include a statement sworn to by a responsible
officer of the organization of: the purpose for which the funds raised are
to be used; the plan for disposition of the funds; the names and
addresses of the person or persons in direct charge of the peddling or
soliciting; an outline of the methods to be used in conducting the peddling
or soliciting; the timetable for the peddling or soliciting including the
preferred beginning and ending dates; if funds previously have been
raised in the City, a financial statement setting out the disposition of the
funds raised in the immediately preceding year together with a written
explanation of the financial statement, said funds to be those raised either
in the City or a larger area including the City, all within the State of
Minnesota; and the percentage of funds raised which are applied directly
to the purposes for which are raised compared to the percentage of the
funds raised which is expended in the effort to raise said funds, and said
fund to be those raised either in the City or a larger area including the
City, all within the State of Minnesota.
Golden Valley City Code Page 2 of 4
§ 6.43
C. Any changes in the information given by an applicant, which occur while the
license under which the person is peddling or soliciting is in force and effect,
shall be immediately reported in writing to the City Clerk.
Subdivision 4. Revocation of License
The Council may revoke any peddler's or solicitor's license only upon a showing of
cause at a public hearing after the licensee has received timely notice thereof and
has an opportunity to examine all witnesses in support of revocation of his or her
license and the opportunity to present witnesses on his or her behalf. Notice may
be given in the same manner as that prescribed for service of process under the
Minnesota Rules of Civil Procedure For The District Courts.
Subdivision 5. Wearing Badges and Carrying Licenses
A. At all times while peddling or soliciting, every peddler or solicitor who has an
individual license shall wear or carry a badge which is visible to all persons
with whom the licensee comes in contact, which badge shall set forth the
licensee's name and if such licensee works for or on behalf of a business or
an organization, the name of the business or organization, and such licensee
shall carry the license issued hereunder, or a certified copy thereof, and shall
exhibit the license to any police officer, other City officer, or any other person
whom such licensee is or would peddle or solicit when so requested.
B. At all times every peddler or solicitor who is engaged in peddling or soliciting
on behalf of an organization within the City shall wear or carry a badge which
is visible to all persons with whom such peddler or solicitor comes in contact,
which badge shall set forth such peddler or solicitor's name and the
organization for whom such peddler or solicitor is engaged; provided,
however, that a minor may wear or carry a badge which sets forth a number
in place of said minor's name, which number either shall be assigned by the
City after receiving a list containing the minor's name and address or, if the
names and addresses have not been supplied the City, a responsible officer
or other responsible person of said organization will assign numbers for each
person engaged in peddling or soliciting in the City and keep a list of those
assigned numbers along with the names and addresses of all said persons so
engaged so that it is available to the City upon short notice.
Subdivision 6. Sales Slips, Receipts and Disclosure
Every peddler or solicitor who sells to, takes an order from or receives any funds or
property from any person shall leave with that person a sales slip, receipt or other
document containing the following information:
A. The name and address of the peddler or solicitor together with a statement
to the effect that the City by licensing the peddler, solicitor or organization
does not endorse or make any affirmative or negative statement regarding
the cause which such licensee may espouse or be acting on behalf of;
provided, however, that a minor may substitute the number assigned under
Subdivision 5, Subparagraph B. for the name and address of said minor.
Golden Valley City Code Page 3 of 4
§ 6.43
B. The name and address of the business or organization, if any, on whose
behalf the peddler or solicitor is acting.
C. If the transaction involves the sale of goods or services for future or
concurrent delivery, a description of the goods or services, the agreed price
therefor, the amount of all additional charges thereon, and the date for
future delivery thereof.
D. If the peddler or solicitor is engaged on behalf of an organization which is not
a strictly commercial enterprise operated for profit, a description of the
purposes for which the funds or property received will be used.
Source: City Code
Effective Date: 6-30-88
Golden Valley City Code Page 4 of 4
§' 6.43
Section 6.43: Peddlers and Solicitors
Subdivision 1. Definitions
For the purpose of this Section, the following terms have the meanings stated:
A. Peddler: means any person who goes from place to place, or house to house
in the City selling or taking orders for concurrent delivery of goods or for
services to be performed, or for the making, manufacturing or repairing of
any article or thing whatsoever for delivery. The term does not include a
person engaged in the activity of selling or taking orders by telephone or mail
which includes a subsequent delivery or contact to a place or house upon the
express invitation of the owner or possessor of the place or house. The term
does not include a person engaged in the activity of selling or taking of
orders on behalf of a nonprofit organization when the selling or taking orders
is conducted exclusively with regard to members of one specific organization,
nor does the term include any person who sells the produce from any farm or
garden cultivated by said person, who distribute their products to established
customers.
B. Peddling: means the act of being a peddler.
C. Solicitor: means any peddling where the order for services or goods is for
future delivery or for the acceptance, demand, or receipt of payment or
deposit of money; including the solicitation of money or funds.
D. Soliciting: means the act of being a solicitor.
E. Nonprofit Organization: means any group, body, association, organization,
company, corporation or society, however organized who distributes its
excess profits for the further of their goals and missions, rather than
distributing its surplus profits to its owners, directors or equivalents as profit
or dividends.
Subdivision 2. License Required
It is unlawful for any person to engage in the business of peddler or solicitor
without a license therefore from the City. Each person engaged as a peddler or
solicitor must secure an individual license that shall not be transferable to another
individual. All applications for licenses shall be issued or denied by the City Manager
or his/her designee. Applications for a license shall be on forms provided by the
City and shall be accompanied by a fee in the amount as set forth by City
Ordinance.
The provisions of this Subdivision do not apply to peddling or soliciting by nonprofit
organizations established for philanthropic, religious or educational purposes. Such
organizations must register with the City Manager or his/her designee on forms
provided by the City. The application for registration shall be accompanied by a fee
Golden Valley City Code Page 1 of 4
� 6.43
as set forth by City Ordinance. If the City Manager or his/her designee concludes
that the organization is a bona fide nonprofit organization for philanthropic,
religious or educational purposes, the registration application shall be accepted and
the organization may peddle or solicit in the City without a required license.
Registrations shall be valid for a period of 90 calendar days. All individuals peddling
or soliciting on behalf of a nonprofit organization which has registered with the City
must carry on their person a government-issued identification such as a driver's
license and written credentials stating the name of the organization and its
purpose. All persons shall comply with the provisions of this Section, even if they
are exempt from the requirements of this Subdivision.
Subdivision 3. Exempt Activities
The provisions of Subdivision 2 do not apply to persons selling personal property at
wholesale to dealers of such articles, nor to newspersons, nor to the act of
merchants or their employees in delivering goods to established customers in the
regular course of business, nor to the sale of farm or garden produce where the
land was occupied and cultivated by the person producing same, nor to the sale of
goods or admissions to events by K-12 students where the proceeds of such sales
� benefit a program or activity in which the student is involved, nor to the employees
of bakery, dairy or grocery delivery services who make an uninvited initiatory visit
in an effort to establish a regular route service for future delivery of perishables. All
persons described in this Subdivision shall comply with the provisions of Subdivision
4, even if they are exempt from the requirements of Subdivision 2.
Subdivision 4. License Application
A. Each application shall provide the following information:
1. name of the applicant
2. permanent address of the applicant
3. local address of the applicant
4. telephone number of the applicant
5. date of birth of the applicant
6. physical description of the applicant
7. dates for which the right to do business is desired
8. description of the nature of the business and goods or services to be sold
9. description of vehicle(s) used in connection with work
10. statement as to whether or not the applicant has been convicted of any
crime, misdemeanor, or violation of any ordinance other than
misdemeanor traffic violations, including nature of the offense and the
penalty or punishment assessed
11. statement as to whether or not the applicant has had a registration,
license and/or identification card for peddler and/or solicitor denied or
revoked by the City or any other government body within the past three
(3) calendar years prior to the application date
B. If the applicant is working for a business, in addition to the above
information, each individual applicant shall provide the following information:
Golden Valley City Code Page 2 of 4
§ 6.43
1. name of the business
2. address of the business
3. legal structure of the business
4. whether or not the business employed by the applicant has been the
subject of an investigation by a consumer protection agency and/or state
attorney general's office
C. If the applicant is soliciting funds for a cause, such applicant shall provide
information setting forth a description of the cause, its purposes, goals, the
location to which and persons to whom the funds will go.
D. The application shall be submitted in person by each individual applicant to
the City Manager or his/her designee. The identity of the applicant shall be
verified by photo identification (valid State driver's license or State
identification card). Information on the application may be verified by the
City prior to granting a license.
E. All applicants will have a criminal history query conducted, to ensure the
applicant does not have a disqualifying criminal event on their record.
F. Any changes in the information given by an applicant, which occur while the
license under which the person is peddling or soliciting is in force and effect,
shall be immediately reported in writing to the City Manager or his/her
designee.
Subdivision 5. Issuance
If the application is approved by the City Manager or his/her designee, the
applicant shall be issued a license and identification card which must be clearly
displayed on the front of the peddler or solicitor's outer garment when conducting
business in the City. The license and identification card are non-transferable. The
license shall be valid for not more than thirty (30) calendar days, which days must
be consecutive and begin within thirty (30) calendar days of the date the license is
issued.
Subdivision 6. Denial
The following shall constitute grounds for denial of the license application:
A. Past fraud, misrepresentation or misstatement made in the course of
carrying on business as a peddler or solicitor
B. Conviction of any crime directly related to carrying on business as a peddler
or solicitor, as provided in Minn. Stats. §364.03, Subd. 2, where the
applicant has not shown competent evidence of sufficient rehabilitation and
present fitness to perform the duties and responsibilities, as provided in
Minn. Stats. §364.03, Subd. 3. Crimes that are considered to be directly
related to the business of peddling and soliciting include, but are not limited
to: crimes involving assault, criminal sexual conduct, burglary, robbery,
fraud, theft or moral turpitude
Golden Valley City Code Page 3 of 4
§ 6.43
C. Revocation of a past license issued under this Section
D. Past violations of any provision of this Section
Subdivision 7. Restrictions
No peddler or solicitor shall:
A. Engage in peddling or soliciting without clearly displaying on the peddler or
solicitor's front outer garment the identification card issued by the City, if a
license is required under this Section.
B. Conduct business before 9 am or later than 7 pm.
C. Walk on or about any side or rear yard or attempt to make contact at any point
other than the main point of entrance or front door of a residence.
D. Fail to promptly depart from the premises following completion of a transaction
or following an unsuccessful attempt to contact the resident of the premises.
E. Commit any act or conduct constituting harassment, a nuisance, theft, deceit
or menacing or otherwise unlawful activities or violate any other provisions of
this Code or state law.
F. Violate Subdivision 7 of this Section.
Subdivision 8. Revocation of License
The Council may revoke any peddler's or solicitor's license only upon a showing of
cause at a public hearing after the licensee has received timely notice thereof and
has an opportunity to examine all witnesses in support of revocation of his or her
license and the opportunity to present witnesses on his or her behalf. Notice may
be given in the same manner as that prescribed for service of process under the
Minnesota Rules of Civil Procedure For The District Courts.
Subdivision 9. Peddlers and Solicitors May Be Prohibited by Placard
Any property owner or occupant who wishes to exclude peddlers or solicitors from
his/her premises may place upon or near the principal entrance to the premises a
printed placard or sign bearing the following notice: "Peddlers and Solicitors
Prohibited." The printing on the placard or sign shall not be smaller than 48 point
type. No peddler or solicitor, including those exempt from license requirements as
provided in Subdivision 2 and 3, shall ring any doorbell, knock on any door and/or
enter upon any premises, where a placard or sign is posted, unless the peddler or
solicitor has been previously invited by the owner or occupant. No person other
than the owner or occupant of the premises shall remove, injure or deface the
placard or sign.
Golden Valley City Code Page 4 of 4
city of �,�;�
��
�V�.� l� Cit Administration Council
�� Y /
763-593-80Q3/763-593-8109(fax)
� ' �. ,�����G����,��'�IPN�i�ar°r"�n��`���Nl����-� ., .; , . =. .: . .�.:r.;-�. �. ��: _-;�_:�... K��,I�N��u4�li�""_. �u(�l'���':n . "��r�' : �
a .,,�-.rt ,� �_�s
Executive Summary
Golden Valley Council/Manager Meeting
July 14, 2015
Agenda Item
3. Attendance at Board/Commission Meetings
Prepared By
Thomas Burt, City Manager
Summary
Council Member Clausen requested this item be placed on the agenda.
Attachments
Guidelines for Advisory Commissions, Committees, Boards and Councils (1 page)
Guidelines for Advisory Commissions, Committees, Boards and Councils
Page 3
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.
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.
Chair and Vice-Chair. The Chair and Vice-Chair shall be elected from the Commission
membership by its members at its regular Annual Meeting. Terms of office may be for
two years and shall rotate. The Chair and Vice-Chair shall not serve consecutive terms.
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. For 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.
�zty Q,� � ;,
�►�d�e�
�
�� Administrative Services De artment
�`+�.�. �.,',�� - - - - p
763 593 8013/763 593 3969(fax)
� _� ��;�� ��..�=w, �,�,������� ��� �_ � b�� ..
Executive Summary
Golden Valley Council/Manager Meeting
July 14, 2015
Agenda Item
4. Biennial 2016-2017 Proposed General Fund Budget
Prepared By
Sue Virnig, Finance Director
Summary
At the July 14 Council/Manager meeting, the Council will be reviewing the following divisions:
— Building Operations
— Planning Division
— Inspections
— Police Division
— Fire Division
— Physical Development Administrative Division
— Engineering
— Streets Division
— Park Maintenance Division
— Park & Recreation Administrative Division
— Recreation Division
— Community Center Division
Appropriate staff will be in attendance to discuss the proposed budgets for these divisions and
answer questions from the Council.
Attachments
• Bring your Biennial 2016-2017 Proposed General Fund Budget (previously distributed)
�rty Q� �:��
��d��t �
�
�� Cit Administration ouncil
�c'�. ��T y /C
763-593-8003/763-593-8109(fax)
, a� �. � r� , � ��
o _ . a . N � . .� . � ,��� . �.. , � ..�a
Executive Summary
Golden Valley Council/Manager Meeting
July 14, 2015
Agenda Item
5. Council Security
Prepared By
Thomas Burt, City Manager
Summary
Staff will provide an update of the Council Chamber security plans.