06-15-21 City Council Agenda
REGULAR MEETING AGENDA
This meeting will be held via Webex in accordance with the local emergency declaration made by
the City under Minn. Stat. § 12.37. The public may monitor this meeting by watching on Comcast
cable channel 16, by streaming on CCXmedia.org, or by calling 1-415-655-0001 and entering the
meeting code 133 896 9735. The public may participate in this meeting during public comment
sections, including the public forum beginning at 6:20 pm, by calling 763-593-8060. Additional
information about monitoring electronic meetings is available on the City website. For technical
assistance, please contact the City at 763-593-8007 or webexsupport@goldenvalleymn.gov. If
you incur costs to call into the meeting, you may submit the costs to the City for reimbursement
consideration.
1. Call to Order
A. Pledge of Allegiance Pages
B. Roll Call
C. Annual Audit Report 3
2. Additions and Corrections to Agenda
3. Consent Agenda
Approval of Consent Agenda - All items listed under this heading are considered to be routine
by the City Council and will be enacted by one motion. There will be no discussion of these
items unless a Council Member so requests in which event the item will be removed from the
general order of business and considered in its normal sequence on the agenda.
A. Approval of Minutes – Regular City Council Meeting – June 1, 2021 4-9
B. Approval of City Check Register 10
C. Boards, Commissions, and Task Forces:
1. Receive and File Meeting Minutes – Civil Service Commission – March 26, 2021 11-13
2. Receive and File Meeting Minutes – Facilities Study Task Force – March 16, 2021 14-23
3. Receive and File Meeting Minutes – Facilities Study Task Force – April 20, 2021 24-25
4. Receive and File Meeting Minutes – Facilities Study Task Force – April 23, 2021 26-29
D. Licenses:
1. Approve 2021-2022 Liquor License Renewals Pending Satisfactory Background
Investigation
30-31
E. Approval of Bids, Quotes and Contracts:
1. Approve Contract for Sanitary Sewer Lining Repair with Hydro-Klean, LLC. 32-54
2. Approve Memorandum of Understanding Regarding a Pilot Program for School and
Public Safety Partnership with Independent School District 281
55-59
June 15, 2021 – 6:30 pm
Immediately following HRA Meeting
City of Golden Valley City Council Regular Meeting
June 15, 2021 – 6:30 pm
2
3. Authorize Signing of CivicPlus Website Contracts:
a. Revised Contract for 2021 Website Redesign and Development
b. One-Year Subscription – Audio-Eye Automated Website Accessibility Solution
60-129
F. Grants and Donations:
1. Resolution No. 21-45 - Acceptance of Donation for a Tree at Brookview Park
honoring Jack & Irene Gomez Bethke
130-131
2. MHFA Capacity Building Grant Project - Receive and File the Housing Engagement
Initiative Report
132-303
G. Approve Resolution No. 21-46 Adopting Amendments to the Employee Handbook 304-310
H. Approve Resolution No. 21-47 Adopting the Utility Billing Late Payment Policy 311-313
I. Approve Resolution No. 21-48 Adopting the Hybrid Public Meeting Policy 314-318
J. Approval of Plat – Harold Avenue Addition, Resolution No. 21-49 319-321
4. Public Hearing
5. Old Business
6. New Business
All Ordinances listed under this heading are eligible for public input.
A. Approval of Resolution No. 21-50 - Termination of Local Emergency and Adopting Certain
Actions Related to the COVID-19 Pandemic
322-324
B. Review of Council Calendar 325
C. Mayor and Council Communications
1. Other Committee/Meeting updates
7. Adjournment
Golden Valley Council Meeting
June 15, 2021
Agenda Item
1. C. 2020 Audit Update
Prepared By
Sue Virnig, Finance Director
Summary
Adrienne Mutzenberger from Malloy Montague Karnowski Radosevich & Co. will present the results
from the 2020 Audit. The documents to review are the 2020 Comprehensive Annual Financial Report,
Management Report and Special Purpose Audit Reports. Her main focus will be reviewing the
Management Report document.
The three documents can be retrieved from the city website. Go to http://weblink.ci.golden-
valley.mn.us/WebLink/Browse.aspx?id=890425&dbid=0&repo=GoldenValley
These documents are due to the Office of the State Auditor by June 30.
Financial Or Budget Considerations
None
REGULAR MEETING AGENDA
In light of the recently declared COVID-19 health pandemic, the Mayor of the City of Golden Valley
declared a local emergency under Minnesota Statute, section 12.37. In accordance with that
declaration, beginning on March 16, 2020, all meetings of the City Council held during the
emergency were conducted by telephone or other electronic means. As such, all votes are
conducted by roll call, so each member's vote on each issue can be identified and recorded pursuant
to Minnesota Stat. 13D.021.
The City used WebEx to conduct this meeting electronically. Members of the public were able to
monitor the meetings by watching it on Comcast cable channel 16, by streaming it on CCXmedia.org,
and by dialing in to the public call-in line. The public was able to participate in this meeting during
public comment sections, including the public forum, by dialing in to the public call-in line.
1. Call to Order
Mayor Harris called the meeting to order at 6:30 pm.
A. Pledge of Allegiance
B. Roll Call
Present: Mayor Shep Harris, Council Members Larry Fonnest, Maurice Harris, Gillian
Rosenquist and Kimberly Sanberg
Staff present: City Manager Cruikshank, Deputy City Manager/Human Resources Director
Santelices, Physical Development Director Nevinski, City Attorney Cisneros,
Finance Director Virnig, Equity and Inclusion Manager Zackery, Planner
Manager Zimmerman, Environmental Specialist Chirpich, and City Clerk
Schyma
C. Proclamation Honoring LGBTQ+ Month – June 1-30, 2021
Christopher Robinson, Golden Valley Pride Committee, spoke about Pride celebration events
this year that had to be delayed/altered due to timing concerns with COVID-19. He spoke
about the upcoming Golden Valley Pride Food and Necessities Drive for PRISM on June 12 at
Brookview Park from 12 – 4 pm. Furthermore, next year will be the 5th anniversary of Golden
Valley Pride so the committee has big plans to celebrate this milestone in the community.
The Council thanked the Pride Committee for their important work in the community.
Motion by M. Harris, Second by Fonnest to proclaim June 2021 as LGBTQ+ Pride Month and
call upon the people of Golden Valley to recognize the contributions made by members of
June 1, 2021 – 6:30 pm
Meeting Held Virtually
City of Golden Valley City Council Regular Meeting
June 1, 2021 – 6:30 pm
2
the LGBTQ+ community and to actively promote the principles of equality, liberty, and
justice.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed:
N/A)
2. Additions and Corrections to Agenda
Motion by Rosenquist, Second by Sanberg to approve the meeting agenda as submitted.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
3. Consent Agenda
Motion by Rosenquist, Second by Sanberg to approve the Consent Agenda as revised: removal of
Items #3C1 - Approve Resolution No. 21-40 – Accepting the Coronavirus Local Fiscal Recovery Fund
Established Under the American Rescue Plan Act and #3C2 - Approve Resolution 21-41 - Accepting
Donations of $1000 from the Maynard family.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
A. Approval of City Check Register
B. Boards, Commissions, and Task Forces:
1. Receive and File Meeting Minutes – Environmental Commission – April 26, 2021
C. Grants and Donations:
1. Approve Resolution No. 21-40 – Accepting the Coronavirus Local Fiscal Recovery Fund
Established Under the American Rescue Plan Act
2. Approve Resolution 21-41 - Accepting Donations of $1000 from the Maynard family
D. Authorize the Mayor and City Manager to Sign Amended PUD Permits – Carousel Auto
1. Amended PUD Permit for Carousel Automobiles PUD Permit No. 95, Amendment #4
2. Amended PUD Permit for Carousel Automobiles PUD Permit No. 95, Amendment #5
3. Items Removed From the Consent Agenda:
3C1. Approve Resolution No. 21-40 – Accepting the Coronavirus Local Fiscal Recovery Fund
Established Under the American Rescue Plan Act
Finance Director Virnig presented the staff report and answered questions regarding the funding
process for the City under the American Rescue Plan Act.
Motion by Fonnest, Second by M. Harris to approve the Resolution No. 21-40 To Accept the
Coronavirus Local Fiscal Recovery Fund Established under the American Rescue Plan Act.
City of Golden Valley City Council Regular Meeting
June 1, 2021 – 6:30 pm
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Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
3C2. Approve Resolution 21-41 - Accepting Donations of $1000 from the Maynard family
Council Member Fonnest thanked the Maynard family for their contribution to the community.
Motion by Fonnest, Second by Rosenquist to adopt Resolution No. 21-41 Accepting a Donation of
$1,000 from the Maynard Family.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
4. Public Hearing
A. Public Hearing - Municipal Separate Storm Sewer System (MS4) General Permit, Storm Water
Pollution Prevention Program, 2020 Annual Report to the Minnesota Pollution Control Agency,
Resolution No. 21-42
Environmental Specialist Chirpich presented the staff report and answered questions from
Council.
Mayor Harris opened the public hearing. No one requested to speak. Mayor Harris closed the
public hearing.
Motion by Sanberg, Second by Rosenquist to adopt Resolution No. 21-42 Issuing a Negative
Declaration of Need for Revisions to the Storm Water Pollution Prevention Program.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
B. Public Hearing – Amendments to the Zoning Map – Rezoning Properties to Achieve
Conformance with the 2040 Comprehensive Plan, Ordinance No. 715
Planning Manager Zimmerman presented the staff report and answered questions from Council.
Mayor Harris opened the public hearing.
Kathy Longar, 2105 Aquila Avenue North, stated she has concerns with amending the zoning
map mainly due to unresolved issues regarding flood mitigation and water utility fund budget
calculations.
Cathy Waldhauser, 3220 Orchard Avenue North, endorsed the amendments to the zoning map
to provide for more variety of housing in Golden Valley.
Mayor Harris closed the public hearing.
City of Golden Valley City Council Regular Meeting
June 1, 2021 – 6:30 pm
4
Planning Manager Zimmerman and Physical Development Director Nevinski responded to Ms.
Longar’s questions regarding zoning, budgeting, and acquisition of certain properties.
Motion by Fonnest, Second by Rosenquist to adopt Ordinance No. 715, Rezoning Certain
Properties Along Douglas Drive North and Winnetka Avenue North in Order to Achieve
Alignment with the 2040 Comprehensive Plan.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
C. Public Hearing – Amendments to the Future Land Use and Zoning Maps – Reguiding and
Rezoning Properties at the General Mills James Ford Bell Research Center to Achieve
Conformance with the 2040 Comprehensive Plan, Ordinance No. 716 and Resolution No. 21-43
Planning Manager Zimmerman presented the staff report and answered questions from Council.
Tom Hogan, Director of Global Real Estate for General Mills, was available for questions.
Mayor Harris opened the public hearing.
Kathy Longar, 2105 Aquila Avenue North, stated she has concerns about this amendment due to
the previously approved Planned Unit Development (PUD) and since the plans have not yet been
finalized. She does not believe it is a good idea to approve the amendment until it is clear how
the road easement will be impacted and wants the decision to be delayed until there is more
information available.
Mayor Harris closed the public hearing.
Planning Manager Zimmerman stated that it can be confusing when there are multiple items on
an agenda for a property. This particular action is to amend the future land use and zoning
maps, not to amend the previously approved PUD that Ms. Longar referred to. He detailed the
overall process and steps involved with this project.
Motion by Rosenquist, Second by Sanberg to adopt Resolution No. 21-43, Amendment to the
Comprehensive Plan’s Future Land Use Map Designating 9000 Plymouth Avenue North as
Industrial.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
Motion by Rosenquist, Second by Sanberg to adopt Ordinance No. 716, Rezoning Properties
North of the General Mills Research Center in Order to Achieve Alignment with the 2040
Comprehensive Plan.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
City of Golden Valley City Council Regular Meeting
June 1, 2021 – 6:30 pm
5
5. Old Business
6. New Business
All Ordinances listed under this heading are eligible for public input.
A. Authorization to Sign Amended PUD Permit – General Mills PUD No. 83, Amendment #5
Planning Manager Zimmerman presented the staff report and answered questions from Council.
Tom Hogan, Director of Global Real Estate for General Mills, was available for questions.
Motion by Rosenquist, Second by Fonnest to authorize the Mayor and City Manager to sign the
amended PUD Permit for General Mills PUD Permit No. 83, Amendment #5.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
B. Diversity, Equity, and Inclusion Commission:
1. Second Consideration of Ordinance No. 714 - Amending City Code Chapter 2 - Replacing the
Human Rights Commission with a Diversity, Equity, and Inclusion Commission
2. Approve Diversity, Equity and Inclusion Commission Bylaws
3. Approve Resolution No. 21-44 - Approve Summary Publication of Ordinance No. 714
4. Approve Initial Appointments to the Diversity, Equity and Inclusion Commission
Human Resources Director/Human Rights Commission Staff Liaison Santelices and Equity and
Inclusion Manager Zackery presented the staff report and answered questions from Council.
The Council thanked staff for their leadership in bringing this about and making it a smooth
transition. They also expressed appreciation for the Human Rights Commission and Rising TIDES
Task Force for their efforts and accomplishments.
Mayor Harris opened the item for public comment. No one requested to speak.
Motion by Fonnest, Second by Rosenquist to adopt second consideration of Ordinance No. 714,
Amending City Code Chapter 2 – Replacing the Human Rights Commission with a Diversity, Equity
and Inclusion Commission.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
Motion by Sanberg, Second by M. Harris to adopt Diversity, Equity and Inclusion Commission
Bylaws.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
City of Golden Valley City Council Regular Meeting
June 1, 2021 – 6:30 pm
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Motion by M. Harris, Second by Fonnest to adopt Resolution No. 21-44, Approving Summary
Publication of Ordinance No. 714.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
Motion by Rosenquist, Second by Sanberg to make the following appointments to the Diversity,
Equity and Inclusion Commission:
Joelle Allen Jonathan Burris Sheri Hixon
Thomas Huling Melissa Johnson Chris Mitchell
Ruth Paradise Teresa Sit Brad Taylor-White
Ajani Woodson
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
C. Review of Council Calendar
Mayor Harris reviewed upcoming city meetings, events, and holiday closures.
Council Member Sanberg announced the Golden Valley Food Drive for PRISM at Brookview Park
on Saturday, June 12 from noon to 4 pm.
Council Member Rosenquist announced the opening of Market in the Valley on June 20.
D. Mayor and Council Communications
1. Other Committee/Meeting updates
Council Member Rosenquist voiced congratulations to all graduates that will be celebrating this
month.
7. Adjournment
Motion by Fonnest, Second by Sanberg to adjourn the meeting at 8:38 pm.
Motion carried 5-0. (In Favor: Fonnest, M. Harris, S. Harris, Rosenquist, Sanberg. Opposed: N/A)
________________________________
Shepard M. Harris, Mayor
ATTEST:
_________________________________
Theresa J. Schyma, City Clerk
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. B. Approval of City Check Register
Prepared By
Sue Virnig, Finance Director
Summary
Approval of the check register for various vendor claims against the City of Golden Valley.
Financial Or Budget Considerations
The check register has a general ledger code as to where the claim is charged. At the end of the
register is a total amount paid by fund.
Recommended Action
Motion to authorize the payment of the bills as submitted.
Supporting Documents
Document is located on city website at the following location:
http://weblink.ci.golden-valley.mn.us/WebLink/Browse.aspx?id=876916&dbid=0&repo=GoldenValley
The check register for approval:
• 06-10-21 Check Register
REGULAR MEETING MINUTES
Call to Order
The meeting was called to order at 9:01 am by Commissioner Kumagai.
Roll Call
Commissioners present: Gloria Kumagai, Secretary
Andrew Wold
Commissioners absent: None
Council Member Present: Gillian Rosenquist
Staff present: Jason Sturgis, Chief of Police
Steve Johnson, Commander
Amanda Johnson, Police Operations Supervisor
Approval of Agenda
Motion by Commissioner Wold to approve the agenda as presented. Seconded by Commissioner
Kumagai. Motion carried 2-0.
Approval of Minutes
Commissioner Wold stated he and Commissioner Kumagai are members of the Police Task Force
Commission and he recommended the Civil Service Commission take a conservative approach and
approve the Police Task Force Commission meeting minutes as a joint meeting.
Motion by Commissioner Wold to approve the February 1, 2021 meeting minutes in addition to all Police
Task Force Commission meeting minutes. Seconded by Commissioner Kumagai. Motion carried 2-0.
Agenda Item
A. Extension of Sergeant Eligibility Register Expiration
Chief Sturgis advised there are three candidates remaining on the current sergeant eligibility register,
which expires on April 28, 2021. Chief Sturgis advised Commander Steve Johnson is retiring at the end of
April and reported the city is posting the position opening both internally and externally, with an
anticipated start date of mid-late June at the earliest. Currently there is one internal candidate eligible
for promotion to commander. If the internal candidate is selected for promotion, there will be a vacancy
for a sergeant position. Chief Sturgis requested authorization from the commission to extend the
March 26, 2021 9:00 am
Meeting held virtually
City of Golden Valley Civil Service Regular Meeting Minutes
March 26, 2021 9:00 am
2
expiration of the sergeant eligibility register to expedite the potential promotion of a new sergeant and
avoid delays caused by initiating a new sergeant promotional process.
Commissioner Wold inquired what the criteria is for promotion to sergeant and Chief Sturgis stated
minimum requirements are five years as an officer, with a minimum of three years as a Golden Valley
officer. Chief Sturgis stated one officer who would be eligible to participate in a sergeant promotional
process expressed interest in being consider if a new process is initiated.
The bylaws were reviewed during the meeting by commissioners. Commissioner Wold stated he
appreciates the chief consulting the commission. He stated the commission has already approved the
promotional process and has delegated the authority for promotion decisions to staff. Commissioner
Wold stated the department has the authority to extend the sergeant eligibility register without
commission approval.
B. RFP for Commander Selection Process
Chief Sturgis advised the city sent out a request for proposals for conducting a commander selection
process. Chief Sturgis stated he will request approval from the commission once a commander selection
process is finalized.
Commissioner Kumagai stated there has been an increase in incidents of anti-Asian sentiment in the
Twin Cities and inquired whether the department has received reports of anti-Asian discrimination.
Chief Sturgis stated there have been no reports in Golden Valley of this nature.
Commission Communications
Adjourn
Motion by Commission Wold to adjourn the meeting at 9:23 am. Seconded by Commissioner Kumagai.
Motion carried 2-0.
________________________________
Gloria Kumagai, Acting Chair
______________________________________
Amanda Johnson, Police Operations Supervisor
REGULAR MEETING MINUTES
Call to Order
The meeting was called to order at 3:30 pm by Chair Gillian Rosenquist.
Roll Call
Task Force Members Present (indicated by asterisk):
Name: Company: Name: Company:
Gillian Rosenquist* (GR) Task Force Chair, Golden Valley
City Council Member
Karen Boehne* (KB) Task Force, Resident
Andy Johnson* (AJ) Task Force, Planning
Commissioner
Kathryn Simpson* (KS) Task Force, Resident
Becky Sanders* (BSa) Task Force, Resident Lucy Smith-Williams*
(LSW)
Task Force, Business
Brian Smith* (BSm) Task Force, Resident Marc Meirovitz* (MM) Task Force, Business
Cameron Selmer* (CS) Task Force, Resident Sara Barrow (SB) Task Force, Resident
Gary Cohen* (GC) Task Force, Resident Tierre Webster* (TW) Task Force, Business
Additional Attendees (Steering Committee and Project Team)
Name: Company: Name: Company:
Marc Nevinski* Physical Development Director,
Golden Valley
Bruce Schwartzman Partner in Charge, BKV Group
Cheryl Weiler* Communications Director, Golden
Valley
Susan Morgan* Project Manager, BKV Group
Jason Sturgis* Police Chief, Golden Valley Ben Janes* Designer, BKV Group
John Crelly* Fire Chief, Golden Valley Bryan Harjes* Engagement Lead, HKGi
Sue Virnig* Finance Director, Golden Valley Jeff Miller Urban Planner. HKGi
Ted Massicotte Assistant Fire Chief, Golden Valley Andrew Cooper* Public Works Architect, Oertel
Architects
Tim Kieffer* Public Works Director, Golden
Valley
Dustin Phillips* Pre-Con & Estimation
Kraus/Anderson
Sue Schwalbe* Physical Development Assistant,
Golden Valley
Michael Healy* Police Planner, BKV Group
Kelly Naylor* City Hall Planner, BKV Group
Craig Carter* Fire Planner, BKV Group
Margaret Lafferty* City Hall Planner, BKV Group
March 16, 2021 – 3:30 pm
Virtual WebEx Meeting
7800 Golden Valley Road
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
2
Modified Public Meeting Protocols Followed
Throughout the minutes, Task Force members will be referred to by their initials as listed
above.
Action items referenced within discussion notes are indicated in bold.
Approval of Minutes: Minutes to be submitted for record and approval.
- GR proposed an amendment to 2/16 minutes to clarify on page 2 of minutes that the
$38M proposal for Brookview was eliminated because of budgetary rather than parking
restrictions. Additionally, a clarification added to page 4 that city assets include both
physical buildings and vehicles and equipment.
o Minutes were approved.
Discussion:
1. Community Forum Follow-up
a. GC on attendance: compared with my experience chairing the
election board, the number of participants was actually pretty good,
and having two sessions seemed to help.
i. GR: The number of residents may sound small, but compared
to other recent projects like the Hennepin County Light Rail,
where there were 20 to 30 people, 55 people is a good
number for events like these.
b. KB on what happened to the Fire Station at Scheid Park: It felt like
the team / Marc was being evasive both during our meetings and
during the community forum, it would have been good to answer the
question directly.
i. GR: As a council member, she acknowledge it was her
responsibility to respond, as the question and topic is better
reserved for the council, which was the body responsible for
the original discussion. It is not a part of this study to name a
specific location for the second fire station.
c. KS on Facebook posts about the study: it seems like some people are
questioning why we need new buildings, so continuing to reinforce
the reasons for the study and its findings is still important.
2. Project Priorities
a. KS: Does BKV work with the Design company or when this project is
done is our role over?
i. SM: When it comes to implementing this plan, BKV and Oertel
Architects both have expertise in these areas, but there is a
clear distinction between our role in the master planning now
and any future selected design team, though we would be
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
3
interested in supporting and following through on
implementation plans.
b. AJ: From experience with the planning commission – an opportunity
to be more specific and what we mean by redevelopment
(residential, commercial, retail, etc. vs. mixed use and mix of uses)
would be helpful. Similarly, being specific about the expanded DMV,
i.e. we simply mean adding licensing [as passport services cannot be
added, per previous dialogue with federal authorities].
3. Conceptual Planning Scenarios
a. GR on the environmental review process of remediation: if the
property remains city property, does the process become any less
onerous than if it was being sold?
i. SM: There is no significant difference.
b. KB: Have any ground borings been done yet?
i. SM: Those can happen for two reasons, one can be to test for
contaminants, or for the soil composition, and that lets you
know what you may be dealing with from a building
composition perspective. The team is discussing with the city
doing some sample borings to better understand the
remediation needs of the city for cost estimation.
c. KS: Besides Gas and Oil, do we use any other hazardous chemicals in
these buildings?
i. GC: Are there any underground fuel tanks?
ii. AC: The city did a study with Wold in 2007, and gas and oil are
the main hazardous materials stored by the city, including in
some underground fuel tanks, which were recently re-done.
iii. KB: Do they use any degreasers, like perc?
iv. AC: Yes, Public Works does use degreasing materials, and
have containment similar to the storage of bulk fluids like
motor oil and hydraulic oils, which are mandated by building
code for containment of storage and dispersement.
Option A:
d. AJ: feels very government centric, which is maybe not what the site
wants to be and may be the opposite of what the city wants. Does it
send a message about being too police focused?
i. SM: One of the main things that has driven our schemes so far
has been the desire (from the departments) to keep public
safety together, as well as the constraints associated with
potential acquisition of McDonald’s; this keeps Public Safety
locked in the center of the block due to the required access
lanes and SF needs to make the buildings work.
Option B:
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
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e. KS: Is there any consideration with making Rhode Island not a thru
street and using some of that land?
i. GR: Calvary Co-op uses Rhode Island Ave for deliveries and it’s
an entrance for the Calvary Church lots.
ii. SM: This was investigated early on and did not offer significant
planning benefits for the poten
f. GC on the Woonerf: The concept is used in the West End Project.
g. KS: What is our city code for building height for mixed use space?
i. MN: City just adopted a new standard, it’s either 5-6 stories,
with some requirements for stepbacks for maintaining
daylight access.
ii. GR: This is also where the downtown study and municipal
study start to intersect, referencing the guidance of the ULI
study a few years ago, especially with a stronger emphasis on
development along the Winnetka/Golden Valley intersection.
Mixed use or hotels would work – there are only two others
on 394.
h. BSa: I really appreciate the interior green/gathering space, something
to think about is which side of public safety is facing that green area
and where the trucks and sirens might come from during an event,
but it does feel like it might bring people into the center of the space.
i. CC: Turning on sirens immediately for fire apparatus is not a
government standard; lights must go on first. Departments
decide this in their own policies/
i. KB on Option B: Have you thought about flip flopping city hall and
development on this model? Like moving police/fire down?
i. SM: There are some challenges to expanding and renovating
city hall, especially to add on housing developments, but it
could be something to look at along the west side.
j. MM: It would be useful to know which quadrants were the most
valuable from a private development standpoint.
i. GR: The corner parcel near Winnetka and Golden Valley is
potentially the most valuable, as well as the creek area, as
defined by the ULI study from a few years ago.
ii. MN: That corner (Winnetka and Golden Valley Road) is the
most desirable, especially for a mixed use development.
There may be a limit to the amount of retail space for the
area, but if there’s a high desire for more commercial uses
that corner would be prime opportunity. Multifamily could be
located in a number of places with different amenities nearby.
k. KS: Are those retention ponds or water features?
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
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i. SM: It would probably be doing double duty, serving as
stormwater management but also appearing as a water
feature to the public.
ii. KS: Is there some on Option A?
iii. SM: There would be some space allocated for this on the NE
corner.
l. KB: I can see a conflict with Farmer’s Market area being in
Development area.
i. SM: Identified proposed parking and event spaces in the
schemes. At present, most of the schemes show the 1,000
person event space beside the water tower as a visual feature
and landmark.
m. AJ: Could you please provide the rationale(s) for the public areas
conjoined to Police/Fire?
i. MH: The public areas would be a shared lobby space, that
would also include a community training room that could be
used for 50 people, used by either the department or the
public. This also includes the non-secure areas of both
departments, where staff can meet with the public in small
meeting rooms.
ii. CC: The Fire Department also has the EOC (Emergency
Operations Center), which needs a space for people to gather
without having to wander around the fire department. The
spaces would need to be reserved, so not fully public all the
time, but it’s a way to make sure we plan for those joint
functions as part of our studies into operational studies.
iii. AJ: When looking at this, I was wondering how we keep the
living residential areas together, and wondering what it looked
like if you flipped the NE Development and Put it where the
PD is and connected PD to Fire with a skyway over the EW
drive. This could keep the residential developments together.
1. MH: One aspect tying the police and fire together is
using the basement of the Fire facility for the support
spaces of the police, so that would still need to
function in that scenario.
2. SM: Additionally, there’s a significant amount of
surface area dedicated to secure parking for the police
department, which makes it hard to fit onto NE site.
3. CC: Fire vehicles can maneuver under a skyway,
however, considering this would be at the second floor
it might be too low for navigating, as the skyway level
would really need to be above the total height of the
apparatus and the spanning structure, which typically
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
6
tops off above what would be traditionally the height
of a second story. Part of the intent of these schemes
is to provide a common front door between the two
department, so it really wants to be in the middle.
4. KN: There’s also the benefit of the Creek and access to
the Luce Line trail that might make the NE corner more
attractive to developers than right next to the fire
station and next to the water tower.
iv. KS: How would these be done in phases – these seem like
radical departures from what we have?
1. SM: With public works leaving, once that NE area is
cleared it can be sold and redeveloped if that’s what
the city wants to do. While waiting for the time to be
right, the center can sit as a green space before the
new public safety building is built, and the new
footprints are kept apart from the current building so
that it can continue to function as the new set of
buildings are being built.
n. Option D:
i. KB: There is a parking lot by the water tower – what does it
serve?
1. SM: Per the Downtown Study there is a mix of surface
parking and the intent for integrated parking garages
in redevelopment.
ii. GC: Does the county pay for the new library?
1. NM: There would have to be more conversations with
the county, but there are some
2. GC: It feels like HCL has broken trust with the Golden
Valley Community, based on COVID closures and
reopenings, so the community may be wary of them.
iii. KS: Do we have any cost estimates on any of the models?
1. SM: The team’s approach is first to explore and
identify strategies, to refine and consider which
schemes are worth exploring in more detail, but
following some of those conversations and decisions
detailed cost estimates will be developed. An
understanding of broad costs has been a part of the
process thus far, however.
iv. KS: This option seems to have the most opportunity for
outside development, and thus new tax revenue, is that
correct? It is the biggest change, but there may be some
offsets there.
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
7
1. MN: That has been part of the consideration for this
step – there will be some significant capital costs with
any scheme, and those will be offset by selling
property and generating new tax revenue. To the
degree that we’ve worked through theses, that’s a
consideration, but we want to get to a point where
there’s a ‘right’ plan for the city, both financially and
for the feeling of the downtown. Option D probably
generates the most money, but it’s unclear how much
more.
o. Miscellaneous Comments:
i. GR on Option B and C: Where the Affordable development is
located, is there a possibility that city hall could be located
there instead (to share library parking, re-developed for
market/plaza space, etc.). Has this been explored?
1. KN: This has not been explored, but can be looked at.
2. SM: The library has said that they don’t use the full
parking lot, and it would be available for
redevelopement/ adjustments.
3. GR: The appeal of Option D is that all the Civic services
are combined in one area – even if the City Hall is not
connected physically to the library, it helps create a
focal point for the civic activity.
4. MN: This also adds flexibility for if the City Hall needs
to move at a different time than the library. It could
also be possible to buy a bit of property to move the
lines as necessary
ii. AJ: Please consider Police/Fire in the SE corner and reduce
the width of Rhode Island where those two facilities end
(Midway of parcel). Serves to reclaim some land in
east/northeast corner, quiet that section with narrower road,
better link the residential buildings, and provide better access
to Golden Valley Road for Police/Fire.
iii. KS on City Hall Renovations: With some of the bigger
renovations, how many years can we still get out of the
building?
1. KN: We had explored earlier a light renovation that
could be done and hold the building over for 5 years.
The addition would be closer to 10 years.
2. KS: Can we live with these buildings for 2-3 years if we
need to?
3. MN: Some of the issues are the A/V capabilities of the
Council chambers, which is a very necessary
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
8
investment, along with some other focused updates.
There have been some cosmetic updates, but they
don’t address some of the functional needs of the
building. If the outcome is to relocate City Hall to
somewhere else, there wouldn’t be a lot of work done
to the existing City Hall, just enough to hold the
function together until a future move.
iv. KS: Would there be parcels of land that could be purchased in
the industrial part of Golden Valley?
1. AC: As long as nothing is being built on it now, there
are many sites that could be purchased, it just depends
on the price, parcel size/quantity, and time.
2. KB: How large is the area by 169 (Cold Storage facility)
the city currently owns?
3. AC: It has a couple of usable acres, with the full size
being a bit larger, but a lot of the site is wetlands.
There have not been any specific sites evaluated with
the criteria.
v. AJ: Earlier someone mentioned tax benefit of market based
housing – if TIF is an investment tool to fund market-based
housing, the tax benefit to the City from that development will
be greatly reduced for the duration of the TIF, which is
typically 10-20 years.
vi. GR on the 2nd fire station: Is it necessary to have 30 parking
stalls if the city moves to a duty crew model?
1. CC: Because of training needs, there needs to be
parking available for all of the firefighters working out
of a facility, which drives the parking requirements for
the second station, rather than the day-to-day needs
of the duty crew.
2. MN: Polling and community events might also
contribute to this demand as well.
vii. KS: Would the City consider leasing land for the facility
buildings?
1. MN: It would have to be explored. There may actually
be some advantage to doing the opposite, to leasing
the land of the current fire station land for
redevelopment that might earn the city a stead
income.
viii. KB: Does the city own the land where Highway Patrol are
located?
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
9
1. GR: It’s my understanding that the State Patrol and
the MN DOT have not been very receptive to co-
location.
4. Preliminary Discussion on Site Selection Criteria (for Public Works and Fire
Station #2).
a. Public Works - AC: Proposed criteria are taken from best practices for
Public Works planning and operations, from industry standards, and
from operating requirements for building and site size.
i. KS: In Golden Valley Industrial-zoned areas, are there
currently parcels available for purchase?
1. AC: Potentially, yes. This project’s goals is to define
objective criteria that allow the City to evaluate
potential sites against their overall applicability and
value, to justify land purchase to citizens and
neighbors.
ii. KS: Was Brookview’s additional space considered?
1. AC: It was not evaluated as it does not meet most of
the criteria established.
iii. (XX): Can there be co-location with an existing State Public
Works facility?
1. AC: Having worked with the State on nearby facilities,
these are currently at capacity, and in general the State
prefers not to share facilities.
b. Fire Station #2 [New Construction to be implemented in the near
term to enable the operational transition to a 24/7 service, duty crew
model] – CC: Parameters for site search are similar to Public Works:
based around required operating clearances and equipment sizing,
and to facilitate best practices for facility and vehicle planning.
i. (XX) Can land from current Fire Stations #2 and #3 be leased?
1. MN: This can be explored in the future, yes; it is not a
part of this study, but the outcomes for those
properties can impact city income.
Next Meeting:
1. Task Force: Tuesday, April 20th 3:30 – 5:30pm.
ATTEST:
_________________________________
Marc Nevinski, Staff Liasion
Respectfully submitted,
City of Golden Valley Facilities Study Task Force Meeting Minutes
Mar 16, 2021 – 3:30 pm
10
Marc Nevinski, Physical Development Director
REGULAR MEETING MINUTES
Call to Order
The meeting was called to order at 3:30 pm by Chair Gillian Rosenquist.
Roll Call
Task Force Members Present (indicated by asterisk):
Name: Company: Name: Company:
Gillian Rosenquist* (GR) Task Force Chair, Golden Valley
City Council Member Karen Boehne* (KB) Task Force, Resident
Andy Johnson* (AJ) Task Force, Planning
Commissioner
Kathryn Simpson* (KS) Task Force, Resident
Becky Sanders* (BSa) Task Force, Resident Lucy Smith-Williams*
(LSW)
Task Force, Business
Brian Smith* (BSm) Task Force, Resident Marc Meirovitz* (MM) Task Force, Business
Cameron Selmer* (CS) Task Force, Resident Sara Barrow (SB) Task Force, Resident
Gary Cohen* (GC) Task Force, Resident Tierre Webster (TW) Task Force, Business
Additional Attendees (Steering Committee and Project Team)
Name: Company: Name: Company:
Marc Nevinski* Physical Development Director,
Golden Valley
Bruce Schwartzman Partner in Charge, BKV Group
Cheryl Weiler* Communications Director, Golden
Valley
Susan Morgan* Project Manager, BKV Group
Jason Sturgis Police Chief, Golden Valley Ben Janes* Designer, BKV Group
John Crelly* Fire Chief, Golden Valley Bryan Harjes* Engagement Lead, HKGi
Sue Virnig* Finance Director, Golden Valley Jeff Miller Urban Planner. HKGi
Ted Massicotte Assistant Fire Chief, Golden Valley Andrew Cooper Public Works Architect, Oertel
Architects
Tim Kieffer* Public Works Director, Golden
Valley
Dustin Phillips* Pre-Con & Estimation
Kraus/Anderson
Sue Schwalbe* Physical Development Assistant,
Golden Valley
Michael Healy Police Planner, BKV Group
Kelly Naylor City Hall Planner, BKV Group
Craig Carter* Fire Planner, BKV Group
Margaret Lafferty City Hall Planner, BKV Group
April 20, 2021 – 3:30 pm
Virtual WebEx Meeting
7800 Golden Valley Road
City of Golden Valley Facilities Study Task Force Meeting Minutes
April 20, 2021 – 3:30 pm
2
Modified Public Meeting Protocols Followed
Throughout the minutes, Task Force members will be referred to by their initials as listed
above.
Action items referenced within discussion notes are indicated in bold.
Approval of Minutes: Minutes to be submitted for record and approval.
- GC requested a correction of the 03/16/21 minutes on page 8 noting that the State
Patrol has not been receptive to co-location.
o Minutes were approved with recommended revisions.
Discussion:
NOTE: Tuesday, April 20th was the date for the returned verdict in the Derek Chauvin trial re:
George Floyd. Shortly before the start of the Task Force meeting, it was announced that the
verdict would be released within the window in which the Task Force meeting would be held.
In acknowledgement of the situation, The City elected to proceed with an abbreviated meeting
of thirty minutes, to provide an overview of the meeting materials, and issue to the TF for their
review and comment. We can then reconvene at a later date for discussion.
1. Review of Community Engagement digital website.
a. KS: Is it possible to visit the Golden Valley civic campus currently, (to review
against the proposed schemes)? MN: yes, it is currently safe to visit.
b. What is a woonerf? (Verbiage used for the new south street E-W on the site).
SM: A woonerf is a shared use street for bikes, pedestrians and cars. We can
simplify the language on the diagrams to avoid confusion or the need for lengthy
definition.
c. It is confusing to refer to the new Fire Station as Fire Station #2, as it links it to
the existing Fire Station #2. Can other language be used? Ex: Remote Fire Station
and Downtown Fire Station.
Next Meeting:
1. Task Force: To Be Scheduled.
ATTEST:
_________________________________
Marc Nevinski, Staff Liasion
Respectfully submitted,
Marc Nevinski, Physical Development Director
REGULAR MEETING MINUTES
Call to Order
The meeting was called to order at 1:00 pm by Chair Gillian Rosenquist.
Roll Call
Task Force Members Present (indicated by asterisk):
Name: Company: Name: Company:
Gillian Rosenquist* (GR) Task Force Chair, Golden Valley
City Council Member
Karen Boehne* (KB) Task Force, Resident
Andy Johnson (AJ) Task Force, Planning
Commissioner
Kathryn Simpson* (KS) Task Force, Resident
Becky Sanders* (BSa) Task Force, Resident Lucy Smith-Williams*
(LSW)
Task Force, Business
Brian Smith* (BSm) Task Force, Resident Marc Meirovitz* (MM) Task Force, Business
Cameron Selmer* (CS) Task Force, Resident Sara Barrow (SB) Task Force, Resident
Gary Cohen* (GC) Task Force, Resident Tierre Webster (TW)* Task Force, Business
Additional Attendees (Steering Committee and Project Team)
Name: Company: Name: Company:
Marc Nevinski* Physical Development Director,
Golden Valley
Bruce Schwartzman Partner in Charge, BKV Group
Cheryl Weiler* Communications Director, Golden
Valley
Susan Morgan* Project Manager, BKV Group
Jason Sturgis Police Chief, Golden Valley Ben Janes* Designer, BKV Group
John Crelly* Fire Chief, Golden Valley Bryan Harjes* Engagement Lead, HKGi
Sue Virnig* Finance Director, Golden Valley Jeff Miller Urban Planner. HKGi
Ted Massicotte Assistant Fire Chief, Golden Valley Andrew Cooper Public Works Architect, Oertel
Architects
Tim Kieffer* Public Works Director, Golden
Valley
Dustin Phillips* Pre-Con & Estimation
Kraus/Anderson
Sue Schwalbe* Physical Development Assistant,
Golden Valley
Michael Healy Police Planner, BKV Group
Kelly Naylor City Hall Planner, BKV Group
Craig Carter* Fire Planner, BKV Group
Margaret Lafferty City Hall Planner, BKV Group
April 23, 2021 – 1:00 pm
Virtual WebEx Meeting
7800 Golden Valley Road
City of Golden Valley Facilities Study Task Force Meeting Minutes
April 23, 2021 – 1:00 pm
2
Modified Public Meeting Protocols Followed
Throughout the minutes, Task Force members will be referred to by their initials as listed
above.
Action items referenced within discussion notes are indicated in bold.
Approval of Minutes: Not included in this session, as a reschedule of the April 20 th Task Force
Meeting.
Discussion:
NOTE 1: Tuesday, April 20th was the date for the returned verdict in the Derek Chauvin trial re:
George Floyd. The Tuesday meeting was abbreviated to a thirty-minute duration to
acknowledge the energy and attention regarding the news. A follow up was rescheduled as
closely as possible to provide the detailed content review originally intended for the 20th, in
advance of the go-live of the community engagement website.
NOTE 2: The meeting largely centered on a review and comments for the in-process community
engagement website. The team incorporated these comments into website revisions before
going live; where detailed responses were provided they are noted below, otherwise comments
were noted and carried into revisions.
1. Review of Community Engagement digital website.
a. KS: Provide larger dots on the Site Use Strategy drawings to ensure the content
and legends are clear.
b. GC: Label the water tower, as people may not recognize as an element. Label
new streets. Add compass directions.
i. GR: Consider labeling car/bike/pedestrian use.
c. KS: Focus in the larger plans: label McDonald’s to remain.
d. Scenarios on website:
i. KS: Tag Schemes A/B/C/D.
ii. KB: Website functionality isn’t working re: drag and drop comment tags.
Is it possible to highlight which scheme is currently being displayed?
1. BH: Provided onscreen walkthrough of use; noted the team would
review issues re: Apple v. Windows devices. Task Force members
questioned whether there may be an issue with iPads. Team to
review.
iii. BSm: Re: Option B: Don’t be too specific with the language about
development – leave all as Multi-Family rather than specifying where
Affordable Housing might be at this stage.
1. GR: City policy requires a mix of development. Agree that this
should be left open for now.
City of Golden Valley Facilities Study Task Force Meeting Minutes
April 23, 2021 – 1:00 pm
3
iv. BSa: Numbers for buildings do not stay the same from scheme to scheme
on legend. This is confusing.
1. BS: There are no numbers on the overview drawings because
there is no legend.
v. KB: What is a woonerf? Define or remove.
1. MN: Exists at the West End.
2. SM: Will revise and simplify language.
vi. KB: Could the new Public Works and Fire Station #2 be co-located?
1. CC: These are not incompatible uses; co-location would hinge on
having a parcel large enough to accommodate the space needs
and vehicle movement and access requirements. Public Works is
more flexible in where it can be located within the City, but Fire
Station #2 must be located to geography that is compatible with
the Downtown Fire Station to meet response time requirements
for the City.
vii. GC: Emphasize the priorities more, graphically.
viii. BSa: Too confusing to refer to it as Fire Station #2.
1. GR: ‘Remote’ would be useful.
2. GC: ‘Consolidated?’
3. BSa: ‘Downtown’ and ‘__?__’
4. KS: ‘Future’ and ‘New’?
5. SM: Will revise to refer to this as Remote Fire Station.
ix. KB: Re: Scenario timeline: Did not know that Fire Station #2 was a
priority.
1. JC: Paid on call model is too difficult to find staff re: time and
availability given increased demands of business, family and fire
life. The department is facing challenges of recruiting and
retaining fire fighters so the transition to the duty crew model is
imperative. If the department waits until the point of failure to
make the transition there may not be people available to hire, and
could require adding full time staff, which would be expensive.
The goal is to make this transition before the point of failure, and
to provide a department which is right-sized and right-staffed.
2. MN: This facility is a priority because it enables the operational
transition.
3. Also noted: list the Fire Department operational transition as a
distinct priority in the project priority list.
x. KB: For the four options on the overall site there is no legend.
1. GR: BS and BSa noted this previously.
xi. KS, BS, GR, and BSa: Questions on how to navigate Social Pinpoint re:
comments, pop-ups, and highlighting the active option.
1. BH: Will review the capacity of the platform and reach out to the
developer.
City of Golden Valley Facilities Study Task Force Meeting Minutes
April 23, 2021 – 1:00 pm
4
xii. GR: Will there be a way to view and respond to content physically, for
Calvary residents and others?
1. BH: There will also be a physical version available at Public Safety.
xiii. CW: Outlined the marketing and social media strategy.
xiv. BSa: Is there a way to build excitement and energy about the rollout?
1. Other Task Force members: a video clip guide to using the site? A
tutorial?
2. CW: We could do this if it is valuable. MN: Will review and discuss.
xv. GR: Include links to the previous videos
1. CW: City’s welcome page for this will include links to the previous
videos.
Next Meeting:
1. Task Force: Tuesday, June 2nd 3:30pm.
ATTEST:
_________________________________
Marc Nevinski, Staff Liasion
Respectfully submitted,
Marc Nevinski, Physical Development Director
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. D. 1. Approve 2021-2022 Liquor License Renewals
Prepared By
Theresa Schyma, City Clerk
Summary
The following establishments are due for renewal of their liquor licenses for the 2021-2022 period. The
following applicants have met the majority of the City Code requirements for the renewal of their
licenses and staff is recommending approval contingent upon the completion of a successful
background investigation and receipt of payment.
Licensee Address License Type
Benihana 850 Louisiana Avenue N On-Sale and Sunday
Brookview Golf Course 200 Brookview Parkway On-Sale and Sunday
Cedar Lake Wine 7702 Olson Memorial Hwy Off-Sale
Chester Bird American Legion Post 523 200 Lilac Drive N Club On-Sale and Sunday
D'Amico and Sons, Inc. 7804 Olson Memorial Hwy On-Sale Beer and Wine
Davanni's Pizza & Hoagies 663 Winnetka Avenue N On-Sale Beer and Wine
Doolittles Woodfire 550 Winnetka Avenue N On-Sale and Sunday
Golden Valley Country Club 7001 Golden Valley Road On-Sale and Sunday
Golden Valley Holiday #3519 600 Boone Avenue 3.2 Off-Sale
Golden Valley Liquor Barrel 7890 Olson Memorial Hwy Off-Sale
Good Day Cafe 5410 Wayzata Blvd On-Sale and Sunday
Holiday Inn Express 6051 Golden Valley Drive 3.2 Off-Sale
J.J's Clubhouse 6400 Wayzata Blvd On-Sale and Sunday
JLD Group 1301 Theodore Wirth Pkwy On-Sale Beer and Wine
Lakeridge Wine & Spirits 2580 Hillsboro Avenue N Off-Sale
LAT 14 Asian Eatery 8815 7th Avenue N On-Sale and Sunday
Lunds Beverages, LLC 5719 Duluth Street Off-Sale
Metropolitan Ballroom & Clubroom 5418 Wayzata Blvd On-Sale and Sunday
Mill Valley Market 1221 Theodore Wirth Pkwy On-Sale Beer and Wine
Mort’s Delicatessen 525 Winnetka Avenue On-Sale Beer and Wine
City Council Regular Meeting Executive Summary
City of Golden Valley
June 15, 2021
2
Licenses Address License Type
New Bohemia Wurst & Bier Haus 8040 Olson Memorial Hwy On-Sale and Sunday
Ramada Minneapolis West 6300 Wayzata Blvd On-Sale Beer and Wine
Red Lobster #157 8900 Golden Valley Road On-Sale and Sunday
Schuller's Tavern 7345 Country Club Drive On-Sale; Sunday and Off-Sale
Smashburger 509 Winnetka Avenue N On-Sale Beer and Wine
Sodexo America One General Mills Blvd On-Sale
Speedway #4443 1930 Douglas Drive N 3.2 Off-Sale
Speedway #4497 6955 Market Street 3.2 Off-Sale
Teresa's Mexican Restaurant 5621 Duluth Street On-Sale and Sunday
Under Pressure Brewing 8806 7th Avenue N Brewer Taproom, Brewer
Off-Sale and Sunday
Financial Or Budget Considerations
Fees received for liquor licenses help to defray costs the City incurs to administer license requirements.
Due to business constraints caused by COVID-19, licensees were given until June 28 for their payment
to be received by the City Clerk. No license will be issued until full payment is received.
Recommended Action
Motion to approve the renewal of the liquor licenses for the applicants listed above for the license
period of July 1, 2021, through June 30, 2022.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. E. 1. Approve Contract for Sanitary Sewer Lining Repair with Hydro-Klean, LLC.
Prepared By
Tim Kieffer, Public Works Director
Joe Hansen, Utility Maintenance Superintendent
Summary
Staff proposes to contract lining of sanitary sewer mainline to rehabilitate deteriorated pipes to reduce
blockages and Inflow and Infiltration. Staff routinely televises the City’s sanitary sewer system to
evaluate the conditions and identify issues. Staff proposes to line pipes in the poorest condition due to
joint offsets, root intrusion, and probability of failure.
Staff solicited quotes to line 4,375 feet of sanitary sewer pipe. The following five quotes were
received:
Hydro-Klean, LLC $112,501.50
Insituform Technologies USA, LLC $157,973.60
Michels Corporation $145,530.00
S.J. Louis Trenchless, LLC $125,900.00
Visu-Sewer, Inc. $163,175.00
Financial Or Budget Considerations
The 2021 Water and Sanitary Sewer Capital Improvement Program (CIP) includes $100,000 for sanitary
sewer lining (W&SS-078). Additional funding will come from the Sanitary Sewer operating budget
(7122.6340) which has $50,000 dedicated for grouting and sealing.
Recommended Action
Motion to authorize the Mayor and City Manager to execute the Contract for Sanitary Sewer Lining
Repair with Hydro-Klean, LLC in the form approved by the City Attorney.
Supporting Documents
• Contract for Sanitary Sewer Lining Repair with Hydro-Klean, LLC (22 pages)
1
CONTRACT FOR SANITARY SEWER LINING REPAIR
WITH HYDRO-KLEAN, LLC
THIS AGREEMENT is made this 15th day of June, 2021 (the “Effective Date”) by and between Hydro-Klean,
LLC, a pipe rehabilitation company located at 2345 Rice Street, Suite 230, Roseville, MN 55113
(“Contractor”), and the City of Golden Valley, Minnesota, a Minnesota municipal corporation located at
7800 Golden Valley Road, Golden Valley, MN 55427 (the “City”):
RECITALS
A. Contractor is engaged in the business of sanitary sewer lining repair.
B. The City desires to hire Contractor to repair sanitary sewers using cured-in-place pipe.
C. Contractor represents that it has the professional expertise and capabilities to provide the City
with the requested work.
D. The City desires to engage Contractor to provide the work described in this Agreement and
Contractor is willing to provide such work on the terms and conditions in this Agreement.
NOW, THEREFORE, in consideration of the terms and conditions expressed herein, the City and
Contractor agree as follows:
AGREEMENT
1. The Work. Contractor shall perform the work more fully described in the attached Exhibit A (the
“Work”). The Work includes all work and services required by this Agreement, whether completed or
partially completed, and includes all labor, materials, equipment, and services provided or to be provided
by Contractor to fulfill Contractor’s obligations. All Work shall be completed according to the
specifications set forth in the attached Exhibit B. Contractor shall at all times keep the premises free from
accumulation of waste materials and debris caused by Contractor’s operations.
2. Time for Completion. The Contractor shall proceed diligently and shall complete the Work to the
satisfaction and approval of the City’s authorized agent according to the deadlines set forth in Exhibit A
(the “Contract Time”). Contractor shall notify the City in writing of any cause of delay of the Work within
24 hours after such cause of delay arises. If Contractor fails to complete the Work by the Contract Time,
the City may immediately, or at any time thereafter, proceed to complete the Work at the Contractor’s
expense. If Contractor gives written notice of a delay over which Contractor has no control, the City may,
at its discretion, extend the Contract Time.
3. Consideration. In consideration of the performance of the Work, the City shall pay to Contractor
the amount set forth herein Exhibit C (the “Contract Price”). The consideration shall be for both the Work
performed by Contractor and the expenses incurred by Contractor in performing the Work. Contractor
shall submit statements to the City containing a detailed list of project labor and hours, rates, titles, and
amounts undertaken by Contractor during the relevant billing period. The City shall pay Contractor within
thirty (30) days after receiving a statement from Contractor.
2
4. Extra Work. Unless approved by the City in writing, Contractor shall make no claim for extra work
done or materials furnished, nor shall Contractor do any work or furnish any materials not covered by the
plans and specifications of this Agreement. Any such work or materials furnished by Contractor without
written City approval shall be at Contractor’s own risk and expense. Contractor shall perform any altered
plans ordered by the City; if such alteration reduces the cost of doing such work, the actual amount of
such reduction shall be deducted from the contract price for the Work.
5. Contract Documents. The Contract Documents shall consist of this Agreement; all exhibits to this
Agreement, which are incorporated herein by reference; any supplementary drawings, plans, and
specifications; and other documents listed herein.
In the event of a conflict among the various provisions of the Contract Documents, the terms shall be
interpreted in the following order of priority:
a. Modifications to this Agreement
b. This Agreement, including all exhibits
c. Supplementary drawings, plans, specifications
d. Other documents listed in this Agreement
Drawings shall control over Specifications, and detail in drawings shall control over large-scale drawings.
All capitalized terms used and not otherwise defined in this Agreement, but defined elsewhere in the
Contract Documents, shall have the meaning set forth in the Contract Documents.
6. Expense Reimbursement. Contractor shall not be compensated separately for necessary
incidental expenses. All expenses of Contractor shall be built into Contractor’s fixed compensation rate,
unless reimbursement is provided for an expense that received the prior written approval of the City,
which approval may be provided via electronic mail.
7. Approvals. Contractor shall secure the City’s written approval before making any expenditures,
purchases, or commitments on the City’s behalf beyond those listed in the Work. The City’s approval
may be provided via electronic mail.
8. Protection of Persons and Property. Contractor shall be responsible for initiating, maintaining
and supervising all safety precautions and programs in connection with the performance of the Work.
Contractor shall take reasonable precautions for the safety of, and shall provide reasonable protection to
prevent damage, injury, or loss to:
a. Persons performing the Work and other persons who may be affected by the Work;
b. The Work and materials and equipment to be incorporated therein; and
c. Other property at the site or adjacent to the site, such as trees, shrubs, lawns, walks,
pavement, roadways, structures and utilities.
Contractor shall promptly remedy damage and loss to property caused in whole or in part by Contractor
or any of its subcontractors, agents, or anyone directly or indirectly employed by any of them.
9. Acceptance of the Work. All of the Contractor’s work and labor shall be subject to the inspection
and approval of the City. If any materials or labor are rejected by the City as defective or unsuitable, then
the materials shall be removed and replaced with other approved materials and the labor shall be done
3
to the satisfaction and approval of the City at the Contractor’s sole cost and expense. Contractor shall
replace at Contractor’s expense any loss or damage to the Work, however caused, which occurs during
the construction thereof or prior to the final delivery to and acceptance of the Work by the City. Any
payment made to Contractor, shall not be construed as operating to relieve Contractor from responsibility
for the construction and delivery of Work. Acceptance of the completed Work shall be evidenced only by
Final Payment (the “Final Payment”) issued by the City, which shall state the date on which the City
accepts the completed Work (the “Final Completion Date”).
10. Warranty. Contractor represents and warrants that it has the requisite training, skills, and
experience necessary to complete the Work, is appropriately licensed by all applicable agencies and
governmental entities, and will complete the Work in a manner consistent with the level of care and skill
ordinarily exercised by professionals currently providing similar work. Contractor further represents and
warrants to the City that the materials and equipment furnished under this Agreement are of good quality
and new, unless this Agreement requires or permits otherwise. Contractor further warrants that the Work
will conform to the requirements of this Agreement and will be free from defects. Work, materials, or
equipment not conforming to these requirements may be considered defective. Contractor shall promptly
correct any defective Work. Costs of correcting such defective Work, including additional testing and
inspections, the cost of uncovering and replacement, and compensation for any additional services and
expenses made necessary thereby, shall be at Contractor’s expense. Contractor’s warranty shall exclude
remedy for damage or defect caused by abuse, alterations to the Work not executed by Contractor or its
subcontractors, agents, or anyone hired or employed by any of them, improper or insufficient
maintenance, improper operation or normal wear and tear under normal usage.
11. Guarantee. Contractor guarantees and agrees to maintain the stability of the Work and materials
furnished and installed under this contract for a period of one year after the Final Completion Date (the
“Guarantee Period”). Contractor agrees to perform fully all other guarantees as set forth in the
specifications. If any of the Work is found to be not in accordance with the requirements of the Contract
during the Guarantee Period, Contractor shall correct it promptly after receipt of notice from the City to
do so. The City shall give such notice promptly after discovery of the condition. If Contractor fails to correct
nonconforming Work within a reasonable time after receipt of notice from the City, the City may correct
the Work at Contractor’s expense.
The Guarantee Period shall be extended with respect to portions of Work first performed after the Final
Completion Date by the period of time between Final Payment and the actual completion of that portion
of the Work. The one-year period for correction of Work shall not be extended by corrective Work
performed by Contractor pursuant to this Section.
Nothing contained in this Section shall be construed to establish a period of limitation with respect to
other obligations Contractor has under the Contract Documents. Establishment of the one-year period for
correction of Work as described in this Section relates only to the specific obligation of Contractor to
correct the Work, and has no relationship to the time within which the obligation to comply with the
Contract Documents may be sought to be enforced, nor to the time within which proceedings may be
commenced to establish Contractor’s liability with respect to Contractor’s obligations other than
specifically to correct the Work.
12. Termination. This Agreement shall remain in force and effect commencing from the effective
date and continuing until the completion of all of the parties’ obligations hereunder, unless terminated
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by the City or amended pursuant to the Agreement. Notwithstanding any other provision hereof to the
contrary, this Agreement may be terminated as follows:
a. The parties, by mutual written agreement, may terminate this Agreement at any time;
b. Contractor may terminate this Agreement in the event of a breach of the Agreement by the
City upon providing thirty (30) days’ written notice to the City;
c. The City may terminate this Agreement at any time at its option, for any reason or no reason
at all; or
d. The City may terminate this Agreement immediately upon Contractor’s failure to have in force
any insurance required by this Agreement.
In the event of a termination, the City shall pay Contractor for Work performed to the date of termination
and for all costs or other expenses incurred prior to the date of termination.
13. Amendments. No amendments may be made to this Agreement except in a writing signed by
both parties.
14. Remedies. In the event of a termination of this Agreement by the City because of a breach by
Contractor, the City may complete the Work either by itself or by contract with other persons or entities,
or any combination thereof. These remedies provided to the City for breach of this Agreement by
Contractor shall not be exclusive. The City shall be entitled to exercise any one or more other legal or
equitable remedies available because of Contractor’s breach.
15. Records/Inspection. Pursuant to Minnesota Statutes § 16C.05, subd. 5, Contractor agrees that
the books, records, documents, and accounting procedures and practices of Contractor, that are relevant
to the contract or transaction, are subject to examination by the City and the state auditor or legislative
auditor for a minimum of six years. Contractor shall maintain such records for a minimum of six years
after final payment. The parties agree that this obligation will survive the completion or termination of this
Agreement.
16. Indemnification. To the fullest extent permitted by law, Contractor, and Contractor’s successors
or assigns, agree to protect, defend, indemnify, save, and hold harmless the City, its officers, officials,
agents, volunteers, and employees from any and all claims; lawsuits; causes of actions of any kind, nature,
or character; damages; losses; and costs, disbursements, and expenses of defending the same, including but
not limited to attorneys’ fees, professional services, and other technical, administrative or professional
assistance resulting from or arising out of Contractor’s (or its subcontractors, agents, volunteers, members,
invitees, representatives, or employees) performance of the duties required by or arising from this
Agreement, or caused in whole or in part by any negligent act or omission or willful misconduct by Contractor,
or arising out of Contractor’s failure to obtain or maintain the insurance required by this Agreement.
Nothing in this Agreement shall constitute a waiver or limitation of any immunity or limitation on liability to
which the City is entitled. The parties agree that these indemnification obligations shall survive the
completion or termination of this Agreement.
17. Insurance. Contractor shall maintain reasonable insurance coverage throughout this
Agreement. Contractor agrees that before any work related to the approved project can be performed,
Contractor shall maintain at a minimum:
a. Worker’s Compensation Insurance as required by Minnesota Statutes, section 176.181;
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b. Business Auto Liability covering vehicles owned by Contractor and non-owned vehicles used
by Contractor, with policy limits not less than $1,000,000.00 per accident, for bodily injury,
death of any person, and property damage arising out of the ownership, maintenance, and
use of such motor vehicles, along with any statutorily required automobile coverage;
c. Commercial General Liability in an amount of not less than $1,000,000.00 per occurrence,
$2,000,000 general aggregate, and $2,000,000 for products-completed operations hazard,
providing coverage for claims including:
i. Damages because of bodily injury, sickness or disease, including occupational sickness
or disease, and death of any person;
ii. Personal and advertising injury;
iii. Damages because of physical damage to or destruction of property, including loss of
use of such property;
iv. Bodily injury or property damage arising out of completed operations; and
v. Contractor’s indemnity obligations under this Agreement.
To meet the Commercial General Liability and Business Auto Liability requirements, Contractor may use a
combination of Excess and Umbrella coverage. Prior to commencement of the Work, Contractor shall
provide the City with a current certificate of insurance including the following language: “The City of
Golden Valley is named as an additional insured with respect to the commercial general liability, business
automobile liability and umbrella or excess liability, as required by the contract. The umbrella or excess
liability policy follows form on all underlying coverages.” Such certificate of liability insurance shall list the
City as an additional insured and contain a statement that such policies of insurance shall not be canceled
or amended unless 30 days’ written notice is provided to the City, or 10 days’ written notice in the case
of non-payment.
18. Compliance with State Withholding Tax. Before final payment is made for the Work on this
project, Contractor must make a satisfactory showing that it has complied with the provisions of
Minnesota Statutes, section 290.92 requiring the withholding of State Income Tax for wages paid
employees on this project by providing to the City Engineer a Certificate of Compliance from the
Commissioner of Taxation. Contractor is advised that before such Certificate can be issued, Contractor
must first place on file with the Commissioner of Taxation an affidavit, in the form of an IC-134, that
Contractor has complied with the provisions of Minnesota Statutes Section 290.92.
19. Assignment. Neither the City nor Contractor shall assign this Agreement or any rights under or
interest in this Agreement, in whole or in part, without the other party’s prior written consent. Any
assignment in violation of this provision is null and void. Neither the City nor Contractor shall assign, or
transfer any rights under or interest (including, but without limitation, moneys that may become due or
moneys that are due) in the Agreement without the written consent of the other except to the extent that
the effect of this limitation may be restricted by law. Unless specifically stated to the contrary in any
written consent to an assignment, no assignment will release or discharge the assignor from any duty or
responsibility under this Agreement. Nothing contained in this paragraph shall prevent Contractor from
employing such independent consultants, associates, and subcontractors, as it may deem appropriate to
assist it in the performance of the Work required by this Agreement. Any instrument in violation of this
provision is null and void.
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20. Independent Contractor. Contractor is an independent contractor. Contractor’s duties shall be
performed with the understanding that Contractor has special expertise as to the Work which Contractor
is to perform and is customarily engaged in the independent performance of the same or similar work for
others. Contractor shall provide or contract for all required equipment and personnel. Contractor shall
control the manner in which the Work is performed; however, the nature of the Work and the results to
be achieved shall be specified by the City. The parties agree that this is not a joint venture and the parties
are not co-partners. Contractor is not an employee or agent of the City and has no authority to make any
binding commitments or obligations on behalf of the City except to the extent expressly provided in this
Agreement. All Work provided by Contractor pursuant to this Agreement shall be provided by Contractor
as an independent contractor and not as an employee of the City for any purpose, including but not limited
to: income tax withholding, workers' compensation, unemployment compensation, FICA taxes, liability
for torts and eligibility for employee benefits.
21. Compliance with Laws. Contractor shall exercise due professional care to comply with applicable
federal, state and local laws, rules, ordinances and regulations in effect as of the Effective Date.
Contractor’s guests, invitees, members, officers, officials, agents, employees, volunteers, representatives,
and subcontractors shall abide by the City’s policies prohibiting sexual harassment and tobacco, drug, and
alcohol use as defined on the City’s Tobacco, Drug, and Alcohol Policy, as well as all other reasonable work
rules, safety rules, or policies, and procedures regulating the conduct of persons on City property, at all
times while performing duties pursuant to this Agreement. Contractor agrees and understands that a
violation of any of these policies, procedures, or rules constitutes a breach of the Agreement and sufficient
grounds for immediate termination of the Agreement by the City.
22. Entire Agreement. The Contract Documents shall constitute the entire agreement between the
City and Contractor, and supersede any other written or oral agreements between the City and
Contractor.
23. Third Party Rights. The parties to this Agreement do not intend to confer any rights under this
Agreement on any third party.
24. Choice of Law and Venue. This Agreement shall be governed by and construed in accordance with
the laws of the state of Minnesota. Any disputes, controversies, or claims arising out of this Agreement
shall be heard in the state or federal courts of Hennepin County, Minnesota, and all parties to this
Agreement waive any objection to the jurisdiction of these courts, whether based on convenience or
otherwise.
25. Work Products and Ownership of Documents. All records, information, materials and other work
products, including, but not limited to the completed reports, drawings, plans, and specifications prepared
and developed in connection with the provision of the Work pursuant to this Agreement shall become the
property of the City, but reproductions of such records, information, materials and other work products
in whole or in part may be retained by Contractor. Regardless of when such information was provided,
Contractor agrees that it will not disclose for any purpose any information Contractor has obtained arising
out of or related to this Agreement, except as authorized by the City or as required by law. These
obligations survive the termination of this Agreement.
26. Conflict of Interest. Contractor shall use reasonable care to avoid conflicts of interest and
appearances of impropriety in representation of the City. In the event of a conflict of interest, Contractor
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shall advise the City and, either secure a waiver of the conflict, or advise the City that it will be unable to
provide the requested Work.
27. Agreement Not Exclusive. The City retains the right to hire other professionals, contractors and
service providers for this or other matters, in the City’s sole discretion.
28. Data Practices Act Compliance. Any and all data provided to Contractor, received from Contractor,
created, collected, received, stored, used, maintained, or disseminated by Contractor pursuant to this
Agreement shall be administered in accordance with, and is subject to the requirements of the Minnesota
Government Data Practices Act, Minnesota Statutes, Chapter 13. Contractor agrees to notify the City within
three business days if it receives a data request from a third party. This paragraph does not create a duty
on the part of Contractor to provide access to public data to the public if the public data are available from
the City, except as required by the terms of this Agreement. These obligations shall survive the termination
or completion of this Agreement.
29. No Discrimination. Contractor agrees not to discriminate in providing the Work under this
Agreement on the basis of race, color, sex, creed, national origin, disability, age, sexual orientation, status
with regard to public assistance, or religion. Violation of any part of this provision may lead to immediate
termination of this Agreement. Contractor agrees to comply with Americans with Disabilities Act as
amended (“ADA”), section 504 of the Rehabilitation Act of 1973, and the Minnesota Human Rights Act,
Minnesota Statutes, Chapter 363A. Contractor agrees to hold harmless and indemnify the City from costs,
including but not limited to damages, attorneys’ fees and staff time, in any action or proceeding brought
alleging a violation of these laws by Contractor or its guests, invitees, members, officers, officials, agents,
employees, volunteers, representatives and subcontractors. Upon request, Contractor shall provide
accommodation to allow individuals with disabilities to participate in all Work under this Agreement.
Contractor agrees to utilize its own auxiliary aid or service in order to comply with ADA requirements for
effective communication with individuals with disabilities.
30. Authorized Agents. The City’s authorized agent for purposes of administration of this contract is
Tim Kieffer, or designee. Contractor’s authorized agent for purposes of administration of this contract is
Jill Lomp, or designee who shall perform or supervise the performance of all Work.
31. Notices. Any notices permitted or required by this Agreement shall be deemed given when
personally delivered or upon deposit in the United States mail, postage fully prepaid, certified, return
receipt requested, addressed to:
CONTRACTOR THE CITY
Hydro-Klean, LLC
2345 Rice Street, Suite 230
Roseville, MN 55113
jlomp@hksolutionsgroup.com
City of Golden Valley
7800 Golden Valley Road
Golden Valley, MN 55427
tkieffer@goldenvalleymn.gov
or such other contact information as either party may provide to the other by notice given in accordance
with this provision.
32. Waiver. No waiver of any provision or of any breach of this Agreement shall constitute a waiver
of any other provisions or any other or further breach, and no such waiver shall be effective unless made
in writing and signed by an authorized representative of the party to be charged with such a waiver.
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33. Headings. The headings contained in this Agreement have been inserted for convenience of
reference only and shall in no way define, limit or affect the scope and intent of this Agreement.
34. Severability. In the event that any provision of this Agreement shall be illegal or otherwise
unenforceable, such provision shall be severed, and the balance of the Agreement shall continue in full
force and effect.
35. Signatory. Each person executing this Agreement (“Signatory”) represents and warrants that they
are duly authorized to sign on behalf of their respective organization. In the event Contractor did not
authorize the Signatory to sign on its behalf, the Signatory agrees to assume responsibility for the duties
and liability of Contractor, described in this Agreement, personally.
36. Counterparts and Electronic Communication. This Agreement may be executed in two or more
counterparts, each of which shall be deemed an original, but all of which taken together shall constitute
one and the same instrument. This Agreement may be transmitted by electronic mail in portable
document format (pdf) and signatures appearing on electronic mail instruments shall be treated as
original signatures.
37. Recitals. The City and Contractor agree that the Recitals are true and correct and are fully
incorporated into this Agreement.
IN WITNESS WHEREOF, the City and Contractor have caused this Independent Contractor Agreement to
be executed by their duly authorized representatives in duplicate on the respective dates indicated
below.
CONTRACTOR: CITY OF GOLDEN VALLEY:
By: _________________________________
Rob Sherwood, Chief Financial Officer
By: _________________________________
Shepard M. Harris, Mayor
By: _________________________________
Timothy J. Cruikshank, City Manager
EXHIBIT A
SCOPE OF WORK
1. Sewer Lining Repair. The unit price bid per linear foot for lining sewers shall be considered
compensation in full to line the pipe with a liner of the size and length specified in the Proposal. Liners shall
be constructed with a resin impregnated tube. Each liner must be the full length of the area specified to be
repaired. All costs associated with the installation to meet the following requirements shall be included in
the bid price for sewer lining:
A. Mobilization and site preparation.
B. Televising and recording of sanitary sewer lines to be lined to determine existing conditions
on a manhole-to-manhole basis. The recorded flash drive and written log of the pipeline shall
be submitted to the Engineer two weeks prior to lining. Contractor shall stop the camera at
each service lateral and pan and tilt the camera in order to inspect the lateral connection to
the extent possible.
C. Cleaning necessary to a condition for proper installation of the product. This shall include,
but not limited to, removing all roots, protruding taps, mineral deposits, and loose pieces of
pipe, as deemed necessary by the Engineer.
D. Determine if existing service connections are active or inactive.
E. Notification of affected residents including residents located downstream to the nearest
manhole, at least 24 hours in advance of proposed lining installation, of limited or restricted
usage of sewer lines.
F. Complete placement of approved lining material within sanitary sewer in accordance with the
manufacturer’s requirements, and as directed by the Engineer.
G. Hydrophilic seal the ends of the liner in manholes to provide a watertight seal, approved by
the Engineer, and eliminate infiltration from between the liner and the existing pipe.
H. Grind and seal the edges of short lining segments that do not go from manhole to manhole
to provide a watertight seal to eliminate infiltration from between the liner and existing pipe
and to help pipe flow.
I. Flow control, including bypass pumping, if required.
J. Reinstatement and reconnection of service connections, and as directed by the Engineer.
K. Post-lining internal television inspection and DVD recording. Pre- and post- videotapes
shall be submitted to the Engineer and become the property of the City.
L. Cleanup.
M. Other appurtenant and incidental work.
2. Existing Pipe Condition. The sanitary sewer repair sites under this Agreement have been
televised. The Proposal Form represents the probable work to be done at the various locations. The
location of all work covered by the Proposal Form is shown herein Exhibit A. It is not the intent of this
Section to attempt to cover the entire problem, or the extent of the Work that may be required to repair
the sewer at each site. Copies of the video showing sewer defects may be obtained by contacting the
Golden Valley Engineering Department at (763) 593-8030.
3. Pre-qualified Installers. Installers pre-qualified to do linings, defined as those areas where a
lining is installed through the full length of the existing sewer between two adjoining manholes, are
Infrastructure Technologies, Inc., Insituform, Inc., Veit, Visu-Sewer, Inc. Lametti and Sons, Inc., Michels
Pipe Services and Hydro-Klean LLC.
4. Installer Approval. All other contractors or subcontractors wishing to become prequalified to
perform this portion of the Work must apply one (1) week before the quote deadline and shall submit to
the Engineer for approval.
A. A license or certificate from the manufacturer verifying their approval
B. Evidence of the installer’s experience, including the number, total length and the locations of
project installations to date using the proposed materials and methods
C. Names and telephone numbers of owners where work of this nature was done by the
proposed installer
D. Detailed technical information pertaining to long-term design considerations of the product.
The decision to accept or reject the applicant lies solely with the Engineer.
5. Previous Work. When requested by the Engineer, Contractor shall submit test results from
previous field installations in the USA of the same resin system and tube materials as proposed for the
actual installation. These test results must verify that the CIPP physical properties specified have been
achieved in previous field applications. Testing samples for this project shall be made and tested at the
Contractor’s expense.
6. Schedule. The Work shall be completed by October 1, 2021.
7. Location. The Location Maps herein Exhibit A identify the location of each repair.
EXHIBIT B
SPECIAL CONDITIONS
1. Product Requirements. Cured-In-Place Pipe (CIPP) Liners shall meet the following product requirements.
A. Resin
i. The liner bag shall be impregnated with polyester resin for general chemical applications. The
resin shall not contain fillers, except those required for viscosity control unless approved by the
Engineer. Up to 5% by mass thixotropic agent, which will not interfere with visual inspection,
may be added for viscosity control. The resin shall contain a pigment to enhance visual clarity
for inspection with video equipment.
ii. Epoxy resins may be required by Contractor, if conditions are deemed to warrant their use.
B. Felt Content
i. Content shall ensure cured thickness of liner as specified.
ii. Thickness of cured liner to be as specified (+10%-4%), and shall not include thickness of
polyurethane inner liner.
C. Resin Content
Shall be 10 to 15% by volume greater than volume of felt in the liner bag.
D. The cured liner shall conform to the following minimal structure standards listed herein
Standard Value
Tensile Strength ASTM D638 3,000 psi
Flexural Modulus of Elasticity ASTM D790 250,000 psi
Flexural Strength ASTM D790 4,500 psi
E. The fabric liner shall be fabricated to the size such that when installed, will fit the internal
circumference of the pipe. Contractor shall allow for circumferential stretching during insertion for
such sizing.
F. Contractor shall certify that CIPP shall meet the chemical resistance requirements of ASTM F1216,
Appendix X2.
G. CIPP liner insertion shall be performed in accordance with the manufacturer’s recommendations, and
in such a way to fully extend the tube to its termination point, hold the tube tight against the pipe
wall, and produce dimples at service connections and flared ends at maintenance holes. Lubricants
may be used as necessary. Care shall be taken so as not to over-stress the liner material.
H. Temperature gauges shall be placed to determine the temperature of the incoming and outgoing
water from the heat source. Another such gauge shall be placed inside the tube at the remote end to
determine the temperature at that location during the cure cycle. Contractor shall supply a suitable
heat source and water circulation equipment to deliver hot water throughout the section to be cured
by means of a pre-strung hose to uniformly raise the water temperature above the temperature
required to effectively cure the resin in accordance with the manufacturer’s recommendations.
I. Contractor shall maintain the manufacturer’s recommended hydrostatic pressure and temperature
throughout the curing process and for the duration recommended by the manufacturer.
Compressible gases such as air or steam shall not be used.
J. Initial cure shall be considered complete when the exposed portions of the pipe are hard and sound
and the remote temperature sensor indicates that the temperature is high enough to create an
exotherm.
K. Contractor shall slowly cool the hardened pipe liner in a temperature below 100 degrees F before
releasing the hydrostatic pressure. Cool down may be accomplished by introducing cool water into
the inversion standpipe to replace water drained from a small hole placed in the downstream end.
Final pressure release shall be slow to avoid development of a vacuum in the newly formed pipe liner.
L. A tight seal shall be achieved at the ends of the liner. If this is not achieved, then a seal must be
achieved by applying a coating of a resin mixture compatible with the liner material at the manholes.
M. Steam curing shall not be used unless Contractor meets the following qualifications.
i. Contractor shall be licensed and certified by the manufacturer of the CIPP Lining process and
have successfully completed at least 5 CIPP Lining Projects and aggregate length of at least
10,000, of which 2,000 linear feet must be greater than 9-inch pipe using steam curing.
ii. Each installation crew must be directly supervised by a dedicated foreman having previously
supervised the successful installation of at least 5 CIPP Lining Projects and aggregate length of
at least 10,000, of which 2,000 linear feet must be greater than 9-inch pipe using steam curing.
N. Contractor shall reopen branch connections to buildings without excavation using a remote-
controlled cutting device monitored by a video television camera. Contractor shall certify they
has a minimum of two (2) complete working cutter units plus spare key components on the site
before each lining process begins. After the sewer lining is complete, Contractor shall re-establish
all active service connections as soon as practical and before any adverse effect is experienced by
the resident. Contractor shall determine active services during pre-construction televising. If
Contractor is unable to re-establish sewer service connections inside the pipe and excavation is
necessary, the cost and liability of such excavation shall be the responsibility of Contractor,
including any additional landscaping or turf establishment.
O. Significant wrinkles, as determined by the Engineer, shall be cause for rejection of the liner.
Rejected liners shall be completely removed and the pipes relined to provide a smooth pipe
interior. The cost for all such removals and relining shall be borne by Contractor.
P. Contractor shall warrant and save harmless the City against all claims for patent infringement and
any loss thereof.
2. ASTM Provisions. All lining materials shall be in accordance with the provisions of ASTM.
A. F1216 – Rehabilitation of Existing Pipelines and Conduits by Inversion and Curing of a Resin
Impregnated Tube.
B. D-3034 – Type PSM Poly (Vinyl/Chloride) (PVC) Sewer Pipe and Fittings.
C. D-1248 – Specification for Polyethylene Plastics Molding and Extrusion Materials.
D. F-1504 – Standard Specifications for Folded Poly (Vinyl Chloride) (PVC) Pipe for Existing Sewer and
Conduit Rehabilitation.
E. F1743-96 – Practice for Rehabilitation of Existing Pipelines and Conduits by Pulled-in-
Place Installation of Cured-in-Place Thermosetting Resin Pipe (CIPP).
F. D-1784 – Standard Specification for Installation of Deformed Poly (Vinyl/Chloride) and Chlorinated
Poly (Vinyl/Chloride) Components.
G. D-2122 – Method for Determining Dimensions of Thermoplastic Pipe and Fittings.
H. D-3350 – Specifications for Polyethylene Plastics Pipe and Fittings Materials.
3. Product Submittals. Contractor shall submit the following product information before the quote deadline.
A. Manufacturer’s product literature and application and installation requirements for materials used
in the liner.
B. Manufacturer’s product certification for materials used in the liner.
C. Liner pipe thickness design (cured-in-place) signed by a Professional Engineer. See ASTM F1216
Section A.5.
D. Liner pipe thickness design shall be in accordance with Appendix XI of ASTM F1216. In the liner
thickness calculations, the minimum quality of the host pipe shall be five (5) percent, the
enhancement factor (K) shall not be greater than 7.0; the minimum safety factor shall be 2.0; and
the flexural modulus of elasticity shall be reduced to account for long-term effects and used in the
design equation E1. The reduction shall be 75 percent for HDPE material, 65 percent for PVC material
and 50 percent for cured-in-place pipe systems.
E. No liner will be approved for installation until liner thickness calculations have been submitted and
reviewed for conformance with the Specifications and installation requirements.
F. Proposed plan for bypassing sewer signed by a Professional Engineer.
G. The finished liner shall be fabricated from materials which, when cured, will be chemically resistant
to withstand internal exposure to domestic sewage.
4. Responsible Contractor Certification. Contractor and subcontractor(s) shall be a “responsible contractor”
as defined in Minnesota Statutes §16C.285, subdivision 3. Contractor or subcontractor(s) that do not meet the
minimum criteria established in Minnesota Statutes §16C.285, subdivision 3, or who fails to verify compliance
with the minimum requirements, will not be a “responsible contractor” and will be ineligible to perform the Work.
Contractor and subcontractor(s) are that make a false statement verifying compliance with any of the minimum
criteria shall result in the termination of this Agreement.
5. Pre-Construction Meeting. Prior to the beginning of construction operations, a pre-construction
meeting shall be held, and shall be attended by the authorized representatives of the City and persons of the
contracting company who will have direct responsibility for workmanship and/or materials used on the project.
The conference will disclose all aspects for execution and schedule of the Work. Agreement on any and all
questionable measurements, materials, methods or other matters shall be made at this conference. Contractor
shall submit the following at the pre-construction meeting.
A. Critical path phasing plan and schedule, which details all controlling operations. This shall be
submitted a minimum of three (3) days before the pre-construction meeting.
B. General project contact information including emergency contacts.
C. Traffic Control plan.
6. Safety Precautions and Accident Prevention. The Contractor shall observe and comply with all
requirements to the safety of the workforce to be employed on the project. Contractor shall comply with all
safety measures recommended and required by any governmental agency, including the Department of Labor
and Industry, Division of Accident Prevention of the Industrial Commission of Minnesota, and with the
requirements of the Workmen's Compensation Act and any amendments thereof. Attention is called to the
other paragraphs of these Special Conditions covering safety precautions and accident prevention. The
Contractor shall be responsible for all safety issues on this project. The Contractor shall comply with instructions
from the City for implementing any additional requirements for safety concerns.
7. Permits and Licenses. Contractor shall procure all permits and licenses as required, pay all charges and
fees and give all notices necessary and incidental to the due and lawful prosecution of the Work.
8. Locating Utilities. Contractor shall obtain field locations or other assistance as may be required to
determine the existence and location of gas mains and other private utilities, as well as, public utilities of the
City, County or State, which may be underground or overhead within street and highway rights-of-way or within
easements and which may be interfered with by the Work prior to the Work. Existing underground, surface or
overhead structures are not necessarily shown on the Plans; and those shown are only correct to the level of
accuracy permitted by the locations both from field located and record drawings, established by the utility
owners. The City does not assume any responsibility for the accuracy of the disclosed locations. Contractor shall
be responsible for all verifying all utility location by contacting Gopher State One-Call (651.454.0002) prior to
beginning the Work. Contractor shall also make such investigations as are necessary to determine the extent to
which existing structures may interfere with the Work. Contractor shall not claim or be entitled to receive
compensation for any damages sustained by reason of the inaccuracy of the omission of any of the information
given relative to the surface, overhead or underground structures or by reason of Contractor’s failure to
properly protect and maintain such structures.
9. Utility Conflicts. Contractor shall coordinate its efforts with private utility companies so the Work can be
done in a timely manner. Contractor shall schedule or redirect its Work to ensure that utility company relocates,
installations, and/or removals do not impede progress of the Work. Contractor waives claims for any and all
costs or damages due to alleged delay, disruption, or acceleration; and releases the City from any such claims, to
the extent the claim is due to the failure of any private utility with facilities affected by the Work to promptly
relocate, remove, or adjust such facilities. It is anticipated that some facilities will be in conflict with the work on
this project that Contractor will be expected to guard and protect these facilities. No claims for extra
compensation to perform the Work are due to conflicts with in-place utilities shall be considered. Likewise, no
claim for delays due to conflicts with in-place utilities shall be considered.
10. Mobilization (2021). The lump sum for mobilization is to include all aspects of the Work and shall
include mobilization to all of the areas identified in the Location Maps herein Exhibit A.
11. Access Points. It shall be the responsibility of the City to provide locations of all manhole access
points. Contractor shall be responsible for making the manholes accessible for the Work. Any traffic control
deemed necessary by the Engineer shall be provided by Contractor, and included in the lump sum price for
Traffic Control.
12. Maintaining Flow. Contractor shall maintain flow at all times at all repair locations. Maintaining flow
on all Sanitary Sewer repairs shall be considered incidental.
13. Clean Pipe Sewer. The unit prices bid for clean pipe sewer shall be considered compensation in full to
clean pipe sewer, regardless of size, to a condition for proper installation of the repair product. This shall include,
but not be limited to, removing all roots, protruding taps, mineral deposits and loose pieces of pipe, as deemed
necessary by the Engineer.
14. Manhole Connections. Manhole connections shall be watertight, utilizing hydrophilic gaskets.
15. DOT Compliance. All of Contractor’s drivers performing work for the City must be in compliance with DOT
requirements related to holding a Commercial Driver’s License (CDL). Contractor shall be responsible for ensuring
its own compliance with all applicable DOT regulations and requirements, including but not limited to DOT
regulations related to drug testing and the maintenance of drug testing records. Contractor shall indemnify and
hold harmless the City for any fines incurred as a result of Contractor’s failure to comply with DOT requirements
as set forth above. It shall be Contractor’s responsibility to comply and provide evidence to the City of DOT
compliance upon request.
16. Hours of Operation. Work shall occur Monday through Friday from 7:00 a.m. to 7:00 p.m., excluding
holidays. On streets designated as high-volume or County roadways, Contractor’s Work shall be restricted to the
hours of 9:00 a.m. to 3:30 p.m., or after 6:00 p.m. for any Work within the traveled portion of the roadway.
High Volume Roadways
A. Betty Crocker Boulevard between US 169 and General Mills Blvd
B. Boone Avenue North between TH 55 and Plymouth Ave
C. General Mills Boulevard between Wayzata Blvd and TH 55
D. Golden Hills Drive between Wayzata Blvd and Turners Crossroad
E. Golden Valley Road between Boone Avenue and Douglas Drive
F. Laurel Avenue between Winnetka Avenue and Xenia Avenue
G. Louisiana Avenue South between Laurel Avenue and I-394
H. Noble Avenue North between Golden Valley Road and 34th Ave N
I. North and South Frontage Roads of I-394
J. Olympia Street between Winnetka Avenue and Douglas Drive
K. Plymouth Avenue between US 169 and Winnetka Avenue
L. Regent Avenue North between Duluth Street and 34th Ave N
M. Rhode Island Avenue between 10th Avenue and TH 55
N. Wayzata Boulevard all portions in Golden Valley City Limits
O. Winnetka Avenue between TH 55 and I-394
P. Xenia Avenue South between Glenwood Avenue and I-394
Q. Zenith Avenue North between 26th Ave N and Theodore Wirth Pkwy
County Roadways
A. Douglas Drive North
B. Duluth Street between Douglas Drive North and Regent Avenue North
C. Glenwood Avenue between TH 55 and Theodore Wirth Parkway
D. Golden Valley Road between Regent Avenue North and Xerxes Avenue North
E. Medicine Lake Road between TH 169 and Douglas Drive North
F. Winnetka Avenue North between TH 55 and Medicine Lake Road
17. Noise Elimination. The Contractor shall eliminate noise to as great an extent as possible at all times. Air
compressing plants shall be equipped with silencers, and the exhausts of all gasoline motors or other power
equipment shall be provided with mufflers approved by the manufacturer.
18. Care of Work. All work under this contract shall be accomplished with reasonable care and minimal
damage to affected properties. The Contractor shall provide quality cleanup after removal and repair of any
damage done by the Contractor’s equipment.
19. Traffic Control and Maintenance (2563). Contractor shall maintain traffic at all times while performing
the Work in accordance with the current Minnesota Manual of Uniform Traffic Control Devices (MMUTCD) Field
Manual and its supplements, or as deemed necessary by the Engineer, when the Work occurs on or adjacent to
any street, alley or public place. Contractor shall provide, under the traffic control item, all construction signage
and traffic control devices for the protection of persons, property and the Work. Contractor shall be responsible
for maintaining traffic control devices during the Work. In the event that the City must install additional signs for
traffic control for safety purposes, the cost for such measures shall be billed to Contractor or withheld from
monies due. The Contractor shall be held responsible for all damaged from failure to protect the work zone.
When single lane traffic is necessary, flagmen must be provided to direct traffic. Contractor shall provide
certifications of all flagmen that will be working on this project.
20. Manual References. The Specifications which apply to the Work shown in the Plans shall be as follows:
A. Special Conditions herein Exhibit A and B.
B. Standard Utilities Specifications for Watermain and Service Line Installation, Sanitary Sewer and
Storm Sewer Installation, and Trench Excavation and Backfill/Surface Restoration, Revised 2013, as
prepared by the City Engineers Association of Minnesota (CEAM) and published by the League of
Minnesota Cities, St. Paul, Minnesota, except as modified or supplemented in these Special
Conditions. The Standard Utilities Specifications are available from the Minnesota Society of
Professional Engineers by calling 651.292.8860, or from the CEAM website at http://ceam.org/.
C. The most current edition of the Minnesota Manual on Uniform Traffic Control Devices and its
supplements.
D. Division I, 1507 (Utility Property and Service) and Division I, 1512 (Unacceptable and unauthorized
work) of the Minnesota Department of Highways Standard Specification for Construction, 2018
Edition and its supplements, shall apply, except as modified or supplemented herein.
E. Division II (Construction Details) and Division III (Materials) of the Minnesota Department of
Highways Standard Specification for Construction, 2018 Edition and its supplements, shall apply,
except as modified or supplemented herein.
21. Sanitary Provisions. Contractor shall observe and comply with all laws, rules, and regulations of the
State and Local Health Authorities. In the event of a sewage release, Contractor shall immediately notify the
State of Minnesota Duty Officer at the Department of Public Safety at 651.649.5451 and the City Engineer at
763.593.8030. The Duty Officer will instruct Contractor on any further notification procedures. Contractor shall
also take immediate action to prevent sewage from entering any water body or storm sewer by directing any
such sewage flow into the existing sanitary sewer system.
22. Measurement and Payment. Payment for all items for this project shall be by the unit price as stated
herein Exhibit C. The estimated quantities on the Proposal form are for determination of the lowest cost for the
Work. The City reserves the right to increase or decrease quantities shown on the Proposal to stay within the
amount budgeted by the City. No claims for extra compensation due to increased or decreased quantities shall
be considered. Contractor shall submit all final quantities to the City within one month after completion of the
Work.
23. Contract Extension. Contractor shall perform fully, entirely, and in an acceptable manner, the Work
contracted for within the time stated herein Exhibit A. Contractor shall, not less than ten (10) days prior to said
date, make written request to the City for an extension of time for completion, setting forth fully in its request
the reasons which Contractor believes justify the granting of the request. If the City finds that the Work has
been delayed on account of unusual conditions beyond the control of Contractor, or the quantities of the Work
done or to be done are in excess of the Contract quantities in sufficient amount to warrant additional time; the
City may, in its sole discretion, grant an extension of time for the completion to such date as may seem
reasonable and proper. In case such extension is not granted, the right to proceed with the Work may be
considered as forfeited as of the Contract Time, including all agreed upon adjustments, and the City, without
violating the Contract, may proceed immediately to take over the Work, materials and equipment and make
final settlement of costs incurred, except that it shall not be necessary to give Contractor written ten (10) days’
notice for such forfeiture.
EXHIBIT C
PROPOSAL
Contractor certifies that an examination has been made of the scope and location of work and proposes to furnish
all necessary machinery, equipment, tools, labor and other means for the Work and to furnish all materials
specified in the manner and at the time prescribed in the Contract Documents. Contractor understands that the
quantities shown herein are approximate only and are subject to increase or decrease. Contractor further
understands all quantities, whether increased or decreased, shall be performed at the unit prices below. The cost
of hauling to the dumpsite and the cost of dumping material at the site shall be included in the prices bid for the
equipment.
Item
Number Description Units Quantity Unit Price Total
2021.501 MOBILIZATION LS $ 3,479.00 $ 3,479.00
9” CIPP REPAIR LINING LF 4,075 $ 23.50 $ 95,762.50
12” CIPP REPAIR LINING LF 300 $ 33.20 $ 9,960.00
2563.601 TRAFFIC CONTROL LS $ 3,300.00 $ 3,300.00
TOTAL COST TO PROVIDE SERVICES FOR SANITARTY SEWER LINING REPAIRS $ 112,501.50
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. E. 2. Memorandum of Understanding Regarding Pilot Program for School and Public Safety
Partnership
Prepared By
Tim Cruikshank, City Manager
Summary
This Memorandum of Understanding (MOU) is between the City of Golden Valley and the Robbinsdale
School District. The parties have agreed to implement a new pilot program in which the City and the
District will continue to work together to create a welcoming and safe environment in the District’s
schools and the City will not provide a School Resource Officer at Highview Alternative Program or
Sandburg Middle School. Furthermore, per the MOU, the City and District will continue to meet to
discuss work completed during the year, work proposed for the following year, and any proposed
changes to the MOU.
Financial Or Budget Considerations
The overall budget impact for the City in not providing an SRO for the District will be approximately
$64,000 in lost fees.
Recommended Action
Motion to approve a Memorandum of Understanding Regarding a Pilot Program for School and Public
Safety Partnership with Independent School District 281
Supporting Documents
• MOU Regarding Pilot Program for School and Public Safety Partnership (4 pages)
Memorandum of Understanding Regarding
Pilot Program for School and Public Safety Partnership
This Memorandum of Understanding (“MOU”) is made by and between the City of Golden Valley
(the “City”) and Independent School District 281 (the "District") (collectively, the “Parties”).
RECITALS
1. The parties have agreed to implement a new pilot program in which the City and the District
will continue to work together to create a welcoming and safe environment in the District’s
schools and the City will not provide a School Resource Officer at Highview Alternative
Program or Sandburg Middle School.
2. The desire to implement this pilot program is based on research showing, among other things,
that relationships between students, parents, and staff are more important in making a
school safe than increased security measures;1 that having an SRO at a school increases the
number of students who will be involved in the justice system, increases the number of
referrals for lower-level offenses increases twofold ,2 and contributes to the criminalization
of young people;3 and that students of color and students receiving special education services
are impacted at higher rates than white students by law enforcement in schools.4
3. In light of the foregoing research, the parties think it will benefit the community to implement
this pilot program because it will:
a. Lessen the likelihood that students will feel like they are in a criminalized
environment while at school;
b. Lessen the likelihood that students will experience trauma responses related to
police presence while at school;
c. Reduce opportunities to perpetuate the overrepresentation of Black male
adolescents in the criminal justice system by way of criminalization of school
offenses; and
1 Steinberg, Matthew, Elaine Allensworth, and David Johnson. "Student and Teacher Safety in Chicago Public
Schools." Consortium on Chicago School Research (2011): 37-40. Web. 5 Jan. 2016. available at:
http://consortium.uchicago.edu/sites/default/files/publications/SAFETY%20IN%20CPS.pdf
2 Nance, Jason. Students, Police, and the School-to-Prison Pipeline (2016) University of Florida Levin College of Law.
Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2577333
3 2 2013-14 Civil Rights Data Collection (CRDC): First Look available at:
http://www2.ed.gov/about/offices/list/ocr/docs/2013-14-firstlook.pdf
4 2013-14 Civil Rights Data Collection (CRDC): First Look available at:
http://www2.ed.gov/about/offices/list/ocr/docs/2013-14-firstlook.pdf (finding that nationally, Black students are
2.3 times more likely to receive a referral to law enforcement or a school-related arrest as White students).
d. Allow the District to allocate resources to build positive relationships between
families, and staff instead of funding an SRO position.
4. The parties agree that it is important to maintain a relationship regardless of whether the City
provides an SRO because both parties understand that opportunities for community building
through low stakes interactions are important for all stakeholders, including GVPD, the
District’s students and families because they allow community members to develop trust,
mutual respect and understanding.
TERMS OF UNDERSTANDING
1. The Participants. The Participants shall be the City and the School District.
2. The City’s Role and Responsibilities. The City agrees to assume the following roles and
responsibilities:
a. The City will respond to 911 calls placed by the District.
b. The City will continue to attend all safe school meetings.
c. The City will engage with staff pursuant to the District’s MTSS handbook.
d. The City will continue to answer the District’s questions regarding building security
and occupant safety.
e. Subject to the City’s availability, the City will provide speakers on age appropriate
subjects related to law enforcement, safety, community service opportunities to
present to Highview and Sandburg students as requested by school administration.
The City will communicate City hosted family and age appropriate events and
community engagement and outreach opportunities to the District for continued
school/community relationship building.
3. The District’s Role and Responsibilities. The District agrees to assume the following roles
and responsibilities:
a. Call 911 for emergency service when required.
b. Invite the City to safe school meetings.
c. Keep the City informed of changes to MTSS handbook and data trends that will require
amendment of support.
d. The District will inform the City of family and age appropriate events and community
engagement and outreach opportunities to its families.
4. Ongoing Collaboration. The parties shall meet at least once annually to discuss work
completed during the past year, work proposed for the following year, and any proposed
changes to this MOU. If the District requires additional services, such as police presence at
specific events, the parties will enter into a separate services agreement for those services.
5. Indemnification. Each Party shall be responsible for its own acts and omissions and the
results thereof to the greatest extent authorized by law. Neither Party agrees to accept the
liability of the other.
6. Nondiscrimination. Both Parties agree they will not discriminate against any employee or
applicant for employment to be employed in the performance of this Agreement with
respect to hire, tenure, terms, conditions, or privileges of employment because of the race,
color, religion, sex, disability, or national origin or similarly protected statutes of the
employee or applicant. Neither Party will, in the performance of this Agreement,
discriminate or permit discrimination in violation of federal or state laws or local ordinances.
7. Relationship of the Parties. It is agreed that nothing contained in this Agreement is intended
or should be construed in any manner as creating or establishing a partnership or joint
venture between the Parties. Neither party agrees to accept responsibility for the acts of
the other Party or of the other Party’s officers, personnel, employees, agents, contractors,
or servants. Any claims arising out of the employment or alleged employment, including
without limitation claims of discrimination, by or against a Party’s officers, personnel,
employees, agents, contractors, or servants will in no way be the responsibility of the other
Party. Neither Party will have any authority to bind the other by or with any contract or
agreement, nor to impose any liability upon the other. All acts and contracts of each Party
will be in its own name and not in the name of the other, unless otherwise provided herein.
8. Term. This MOU shall commence on July 1, 2021, (the "Commencement Date") and shall
continue indefinitely until terminated.
9. Termination. Either party may terminate this MOU, with or without cause, upon 60 days’
written notice to the other party.
10. Amendment. The parties may amend this MOU by mutual written agreement. Any such
amendment shall only be effective if duly executed by the authorized representatives of
each party.
[Remainder of page intentionally left blank. Signature page follows.]
Executed the day and year first above written, by the parties as follows:
INDEPENDENT SCHOOL DISTRICT 281: CITY OF GOLDEN VALLEY:
By: _________________________________
Name: ______________________________
Title: _______________________________
By: _________________________________
Shepard M. Harris, Mayor
By: _________________________________
Timothy J. Cruikshank, City Manager
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. E. 3a. Authorization to sign contract with CivicPlus for implementation of the City of Golden Valley
2021 website redesign and development
Prepared By
Cheryl Weiler, Communications Director
Summary
City staff seeks to hire CivicPlus for professional services to manage and implement the redesign of the
City of Golden Valley website at www.goldenvalleymn.gov. Staff sent RFQs to 15 vendors (of which six
responded) and posted the RFQ on the City website, garnering a total of 18 responses. Base costs
ranged from $13,674.96 to $60,000, annual hosting fees ranged from $600 to $9,644, and costs for
additional features ranged from $0 to $54,600+. Staff used a five-point scoring system to evaluate all
proposals for strengths, weaknesses, and probability of successfully meeting RFQ needs. CivicPlus
received the highest ranking for its ability to meet all of the City’s required elements and deliverables.
Website development and implementation includes a redesigned, task-focused website that is mobile
friendly, ADA compliant, and can be translated to multiple languages. An additional feature is an AI-
driven ChatBot with a language translator. Other highlights include two rounds of task-oriented user
testing, content development and consulting with an eye toward plain language, and staff training in
the cloud-based content management system. An annual fee includes all website hosting and
maintenance, updates, security, and technical support.
Financial Or Budget Considerations
The base fee for one-time development and implementation is $39,393.12. The annual hosting fee is
$9,644 for year one, with a 5 percent technology uplift beginning in year two and an option for a
fourth-year free redesign. The $50,000 budgeted for this project will be taken from Fund Balance.
Recommended Action
Motion to authorize entering into an agreement for professional website design and development
services with CivicPlus for implementation of the City of Golden Valley website in an amount of
$39,393.12, plus an annual hosting fee of $9,644 with a 5 percent annual technology uplift.
Supporting Documents
• Professional Services Agreement For Website Development (60 pages)
1
PROFESSIONAL SERVICES AGREEMENT FOR WEBSITE DEVELOPMENT
THIS AGREEMENT is made this May 4, 2021 (Effective Date) by and between CivicPlus, a Kansas
corporation with its principal office located at 302 S 4th St, Ste. 500, Manhattan, Kansas 66502
(“Contractor”), and the City of Golden Valley, Minnesota, a Minnesota municipal corporation located at
7800 Golden Valley Road, Golden Valley, MN 55427 (the “City”):
RECITALS
A.Contractor is engaged in the business of providing integrated technology solutions for
government.
B.The City desires to hire Contractor to provide website redesign services as part of its
Communications services.
C.Contractor represents that it has the professional expertise and capabilities to provide the City
with the requested services.
D.The City desires to engage Contractor to provide the services described in this Agreement and
Contractor is willing to provide such services on the terms and conditions in this Agreement.
NOW, THEREFORE, in consideration of the terms and conditions expressed in this Agreement, the City and
Contractor agree as follows:
AGREEMENT
1.Services. Contractor agrees to provide the City with the services as described in the attached
Exhibit A (the “Services”). Exhibit A shall be incorporated into this Agreement by reference. All
Services shall be provided in a manner consistent with the level of care and skill ordinarily
exercised by professionals currently providing similar services. Contractor may reasonably rely on
information and documents provided by or through the City.
2.Time for Completion. The Services shall be completed on or before December 6, 2021,
provided that the parties may extend the stated deadlines upon mutual written agreement. The project
timeline, to the extent possible shall comply with the deadlines set forth in the attached Exhibit B. This
Agreement shall remain in force and effect commencing from the effective date and continuing until the
completion of the project, unless terminated by the City or amended pursuant to the Agreement.
3.Consideration. The City shall pay Contractor for the Services according to the terms on the
attached hereto as Exhibit A. The consideration shall be for both the Services performed by Contractor
and any expenses incurred by Contractor in performing the Services. Contractor shall submit statements to
the City upon completion of the Services. The City shall pay Contractor within thirty (30) days after
Contractor’s statements are submitted.
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4.Approvals. Contractor shall secure the City’s written approval before making any expenditures,
purchases, or commitments on the City’s behalf beyond those listed in the Services. The City’s approval
may be provided via electronic mail.
5.Termination. Notwithstanding any other provision hereof to the contrary, this Agreement may
be terminated as follows:
a.The parties, by mutual written agreement, may terminate this Agreement at any time at least sixty
(60)da ys before the end of the term;
b.Contractor may terminate this Agreement in the event of a breach of the Agreement by the City
upon providing thirty (30) days’ written notice to the City;
c.The City may terminate this Agreement at any time at its option, for any reason or no reason at
all by providing sixty (60) days written notice to the Contractor; or
d. The City may terminate this Agreement immediately upon Contractor’s failure to have in force
any insurance required by this Agreement.
In the event of a termination, the City shall pay Contractor for Services performed to the date of
termination and for all costs or other expenses incurred prior to the date of termination.
6.Amendments. No amendments may be made to this Agreement except in a writing signed by
both parties.
7.Remedies. In the event of a termination of this Agreement by the City because of a breach by
Contractor, the City may complete the Services either by itself or by contract with other persons or
entities, or any combination thereof. These remedies provided to the City for breach of this Agreement by
Contractor shall not be exclusive. The City shall be entitled to exercise any one or more other legal or
equitable remedies available because of Contractor’s breach.
8.Records/Inspection. Pursuant to Minnesota Statutes § 16C.05, subd. 5, Contractor agrees that the
books, records, documents, and accounting procedures and practices of Contractor, that are relevant to
the contract or transaction, are subject to examination by the City and the state auditor or legislative
auditor for a minimum of six years. Contractor shall maintain such records for a minimum of six years after
final payment. The parties agree that this obligation will survive the completion or termination of this
Agreement.
9.Indemnification. To the fullest extent permitted by law, Contractor, and Contractor’s successors or
assigns, agree to protect, defend, indemnify, save, and hold harmless the City, its officers, officials,
agents, volunteers, and employees from any and all third party claims; lawsuits; causes of actions of any
kind, nature, or character; damages; losses; or costs, disbursements, and expenses of defending the same,
including but not limited to attorneys’ fees, professional services, and other technical, administrative or
professional assistance resulting from or arising out of Contractor’s (or its subcontractors, agents, volunteers,
members, invitees, representatives, or employees) sole negligence or malicious acts or omissions during
the performance of the duties required by or arising from this Agreement, or arising out of Contractor’s
failure to obtain or maintain the insurance required by this Agreement. Nothing in this Agreement shall
constitute a waiver or limitation of any immunity or limitation on liability to which the City is entitled. The
parties agree that these indemnification obligations shall survive the completion or termination of this
Agreement.
10.Insurance. Contractor shall maintain reasonable insurance coverage throughout this Agreement.
Contractor agrees that before any work related to the approved project can be performed, Contractor
shall maintain at a minimum: Worker’s Compensation Insurance as required by Minnesota Statutes,
section 176.181; Business Auto Liability in an amount not less than $1,000,000.00 per occurrence; Cyber
Liability in an amount not less than $1,000,000.00 per occurrence; and Commercial General
3
Liability in an amount of not less than $1,000,000.00 per occurrence for bodily injury or death arising out
of each occurrence, and $1,000,000.00 per occurrence for property damage, $2,000,000.00aggregate. To
meet the Commercial General Liability and Business Auto Liability requirements, Contractor may use a
combination of Excess and Umbrella coverage. Contractor shall provide the City with a current certificate
of insurance including the following language: “The City of Golden Valley is named as an additional insured
with respect to the commercial general liability, business automobile liability and umbrella or excess
liability, as required by the contract. The umbrella or excess liability policy follows form on all underlying
coverages.” Such certificate of liability insurance shall list the City as an additional insured and contain a
statement that such policies of insurance shall not be canceled or amended unless 30 days’ written notice
is provided to the City, or 10 days’ written notice in the case of non-payment.
11. Subcontracting. Neither the City nor Contractor shall assign, or transfer any rights under or
interest (including, but without limitation, moneys that may become due or moneys that are due) in the
Agreement without the written consent of the other except to the extent that the effect of this limitation
may be restricted by law. Unless specifically stated to the contrary in any written consent to an
assignment, no assignment will release or discharge the assignor from any duty or responsibility under
this Agreement. Nothing contained in this paragraph shall prevent Contractor from employing such
independent consultants, associates, and subcontractors, as it may deem appropriate to assist it in the
performance of the Services required by this Agreement. Any instrument in violation of this provision is
null and void.
12. Assignment. Neither the City nor Contractor shall assign this Agreement or any rights under or
interest in this Agreement, in whole or in part, without the other party’s prior written consent. Any
assignment in violation of this provision is null and void. Notwithstanding the foregoing, CivicPlus may
assign and transfer all of its rights under this Agreement by a sale of all of its assets or merger.
13. Independent Contractor. Contractor is an independent contractor. Contractor’s duties shall be
performed wit h the understanding that Consultant has special expertise as to the services which
Contractor is to perform and is customarily engaged in the independent performance of the same or
similar services for others. Contractor shall provide or contract for all required equipment and personnel.
Consultant shall control the manner in which the services are performed; however, the nature of the
Services and the results to be achieved shall be specified by the City. The parties agree that this is not a
joint venture and the parties are not co-partners. Contractor is not an employee or agent of the City and
has no authority to make any binding commitments or obligations on behalf of the City except to the
extent expressly provided in this Agreement. All services provided by Contractor pursuant to this
Agreement shall be provided by Contractor as an independent contractor and not as an employee of the
City for any purpose, including but not limited to: income tax withholding, workers' compensation,
unemployment compensation, FICA taxes, liability for torts and eligibility for employee benefits.
14. Compliance with Laws. Contractor shall exercise due professional care to comply with applicable
federal, state and local laws, rules, ordinances and regulations in effect as of the date Contractor agrees
to provide the Services. Contractor’s guests, invitees, members, officers, officials, agents, employees,
volunteers, representatives shall abide by the City’s policies prohibiting sexual harassment and tobacco,
drug, and alcohol use as defined on the City’s Tobacco, Drug, and Alcohol Policy, as well as all other
reasonable work rules, safety rules, or policies, and procedures regulating the conduct of persons on City
property, at all times while performing duties pursuant to this Agreement. Contractor agrees and
understands that a violation of any of these policies, procedures, or rules constitutes a breach of the
Agreement and sufficient grounds for immediate termination of the Agreement by the City.
15. Entire Agreement. This Agreement, any attached exhibits, and any addenda signed by the parties
shall constitute the entire agreement between the City and Contractor, and supersedes any other written
4
or oral agreements between the City and Contractor. This Agreement may only be modified in a writing
signed by the City and Contractor. If there is any conflict between the terms of this Agreement and the
referenced or attached items, the terms of this Agreement shall prevail. If there is any conflict between
this Agreement and Exhibits A, B, or C, the terms of this agreement shall prevail. If there is any conflict
between the any of the Exhibits, the terms of Exhibit A shall prevail.
16. Third Party Rights. The parties to this Agreement do not intend to confer any rights under this
Agreement on any third party.
17. Choice of Law and Venue. This Agreement shall be governed by and construed in accordance with
the laws of the state of Minnesota. Any disputes, controversies, or claims arising out of this Agreement
shall be mediated with a mutually acceptable third-party neutral within 90 days of either party giving
notice to the other of a dispute, controversy or claim. If such mediation is unsuccessful, the dispute,
controversy, or claim shall be heard in the state or federal courts of Hennepin County, Minnesota, and all
parties to this Agreement waive any objection to the jurisdiction of these courts, whether based on
convenience or otherwise.
18. Conflict of Interest. Consultant shall use reasonable care to avoid conflicts of interest and
appearances of impropriety in representation of the City. In the event of a conflict of interest, Contractor
shall advise the City and, either secure a waiver of the conflict, or advise the City that it will be unable to
provide the requested Services.
19. Work Products and Ownership of Documents. Upon full and complete payment of amounts
owed for Project Development under the applicable Agreement, City will own the website graphic designs,
webpage or Services content, module content , importable/exportable data, and archived information
(“Client Content”) created by Contractor on behalf of City pursuant to this Agreement. “Client Content”
also includes any elements of text, graphics, images, photos, designs, artworks, logos, trademarks, services
marks, and other materials or content which City provides or inputs into any website, software or module
in connection with any Services. Client Content excludes any content in the public domain; and any
content owned or licensed by Contractor, whether in connection with providing Services or otherwise.
Upon completion of the Project Development, City will assume full responsibility for Client Content
maintenance and administration. City, not Contractor, shall have sole responsibility for the accuracy,
quality, integrity, legality, reliability, appropriateness, and intellectual property ownership or right to use
of all Client Content. City hereby grants Contractor a worldwide, non-exclusive right and license to
reproduce, distribute and display the Client Content as necessary to provide the Services. City represents
and warrants that City owns all Client Content or that City has permission from the rightful owner to use
each of the elements of Client Content; and that City has all rights necessa ry for Contractor to use the
Client Content in connection with providing the Services. . Regardless of when such information was
provided or created, Contractor agrees that it will not disclose for any purpose any information Contractor
has obtained arising out of or related to this Agreement, except as authorized by the City or as required
by law.
20. Intellectual Property. Intellectual Property in the software or other original works created by or
licensed to Contractor, including all source code, documents, and materials used in the Services (“CivicPlus
Property”) will remain the property of Contractor. CivicPlus Property specifically excludes Client Content.
City shall not (i) license, sublicense, sell, resell, reproduce, transfer, assign, distribute or otherwise
commercially exploit or make available to any third party any CivicPlus Property in any way, except as
specifically provided in the applicable SOW; (ii) adapt, alter, modify or make derivative works based upon
any CivicPlus Property; (iii) create internet “links” to the CivicPlus Property software or “frame” or
“mirror” any CivicPlus Property administrative access on any other server or wireless or internet -based
5
device that may allow third party entities, other than City, to use the Services; (iv) reverse engineer,
decompile, disassemble or otherwise attempt to obtain the source code to all or any portion of the
Services; or (v) access any CivicPlus Property in order to (a) build a competitive product or service, (b) build
a product using similar ideas, features, functions or graphics of any CivicPlus Property, or (c) copy any
ideas, features, functions or graphics of any CivicPlus Property. The CivicPlus name, the CivicPlus logo, and
the product and module names associated with any CivicPlus Propert y are trademarks of Contractor, and
no right or license is granted to use them outside of the licenses set forth in this Agreement.
Provided City complies with the terms and conditions herein, the relevant SOW, and license restrictions
set forth in this section 20, Contractor hereby grants City a limited, nontransferable, nonexclusive, license
to access and use the CivicPlus Property associated with any valid and effective Agreement, for the term
of the respective Agreement.
21.Agreement Not Exclusive. The City retains the right to hire other professional consultant service
providers for this or other matters, in the City’s sole discretion.
22.Data Practices Act Compliance. Any and all data provided to Contractor, received from
Contractor’s, created, collected, received, stored, used, maintained, or disseminated by Contractor pursuant to
this Agreement shall be administered in accordance with, and is subject to the requirements of the
Minnesota Government Data Practices Act, Minnesota Statutes, Chapter 13. Contractor agrees to notify the
City within five business days if it receives a data request from a third party. This paragraph does not
create a duty on the part of Contractor to provide access to public data to the public if the public data are
available from the City, except as required by the terms of this Agreement. These obligations shall survive the
termination or completion of this Agreement.
23.No Discrimination. Contractor agrees not to discriminate in community engagement or in
providing products and services under this Agreement on the basis of race, color, sex, creed, national origin,
disability, age, sexual orientation, status with regard to public assistance, or religion. Violation of any part of
this provision may lead to immediate termination of this Agreement. Contractor agrees to comply with the
Americans with Disabilities Act as amended (“ADA”), section 504 of the Rehabilitation Act of 1973, and the
Minnesota Human Rights Act, Minnesota Statutes, Chapter 363A. Contractor agrees to hold harmless and
indemnify the City from costs, including but not limited to damages, attorneys’ fees and staff time, in any
action or proceeding brought alleging a violation of these laws by Contractor or its guests, invitees,
members, officers, officials, agents, employees, volunteers, representatives and subcontractors. Upon
request, Contractor shall provide accommodation to allow individuals with disabilities to participate in all
Services under this Agreement. Contractor agrees to utilize its own auxiliary aid or service in order to
comply with ADA requirements for effective communication with individuals with disabilities.
24.Authorized Agents. The City’s authorized agent for purposes of administration of this contract is
Cheryl Weiler, the Communications Director of the City, or designee. Contractor’s designee, who shall
perform or supervise the performance of all Services, shall be named within seven (7) business days of the
signing of this Agreement.
6
25.Notices. Any notices permitted or required by this Agreement shall be deemed given when
personally delivered or upon deposit in the United States mail, postage fully prepaid, certified, return
receipt requested, addressed to:
CONSULTANT THE CITY
CivicPlus
Legal Department
302 S 4th St
Manhattan, KS 66502
legal@civicplus.com
City of Golden Valley
Cheryl Weiler
7800 Golden Valley Road
Golden Valley, MN 55427
cweiler@goldenvalleymn.gov
or such other contact information as either party may provide to the other by notice given in accordance
with this provision.
26.Waiver. No waiver of any provision or of any breach of this Agreement shall constitute a waiver
of any other provisions or any other or further breach, and no such waiver shall be effective unless made
in writing and signed by an authorized representative of the party to be charged with such a waiver.
27.Headings. The headings contained in this Agreement have been inserted for convenience of
reference only and shall in no way define, limit or affect the scope and intent of this Agreement.
28.Publicity. At the City’s request, the City and Contractor shall develop language to use when
discussing the Services. Contractor agrees that Contractor shall not release any publicity regarding the
Services or the subject matter of this Agreement without prior consent from the City. Contractor shall not
use the City’s logo or state that the City endorses its services without the City’s advanced written approval.
29.Severability. In the event that any provision of this Agreement shall be illegal or otherwise
unenforceable, such provision shall be severed, and the balance of the Agreement shall continue in full
force and effect.
30.Signatory. Each person executing this Agreement (“Signatory”) represents and warrants that they
are duly authorized to sign on behalf of their respective organization. In the event Contractor did not
authorize the Signatory to sign on its behalf, the Signatory agrees to assume responsibility for the duties
and liability of Contractor, described in this Agreement, personally.
31.Counterparts and Electronic Signatures. This Agreement may be executed in two or more
counterparts, each of which shall be deemed an original, but all of which taken together shall constitute
one and the same instrument. This Agreement may be transmitted by electronic mail in portable document
format (“pdf”) and signatures appearing on electronic mail instruments shall be treated as original
signatures.
32.Recitals. The City and Contractor agree that the Recitals are true and correct and are fully
incorporated into this Agreement.
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IN WITNESS WHEREOF, the City and Consultant have caused this Professional Services Agreement to be
executed by their duly authorized representatives in duplicate on the respective dates indicated below.
CIVICPLUS, LLC: CITY OF GOLDEN VALLEY:
By:
Amy Vikander, Vice President
of Client Service
By:
Shepard M. Harris, Mayor
By:
Timothy J. Cruikshank, City Manager
EXHIBIT A
CIVICPLUS STATEMENT OF WORK, AMENDED FEE SCHEDULE, AND MASTER SERVICES AGREEMENT
V. PD 06.01.2015-0048
Page 1 of 5
CivicPlus
302 South 4th St. Suite 500
Manhattan, KS 66502
US
Quote #: Q-09635-1
Date: 6/8/2020 1:36 PM
Expires On: 6/30/2021
Product: CivicEngage
Client:
Golden Valley MN - CivicEngage
Bill To:
Golden Valley MN - CivicEngage
SALESPERSON Phone EMAIL DELIVERY METHOD PAYMENT METHOD
Hector Ortega x hector.ortega@civicplus.com Net 30
CivicEngage - Statement of Work
QTY PRODUCT NAME DESCRIPTION PRODUCT
TYPE
1.00 On-Site User Testing -
CivicEngage
Includes two (2) rounds of on-site testing.
2.00 User Testing - CivicEngage User Testing - 2 Rounds One-time
3.00 Travel Days - CivicEngage On-Site Days One-time
1.00 Annual - CivicEngage Central CivicEngage 5 Annual Renewable
1.00 Hosting & Security Annual Fee -
CivicEngage Central
Hosting & Security Annual Fee Renewable
1.00 SSL Management – CP Provided
Only
SSL Management – CP Provided Only 1 per domain
(Annually Renews)
Renewable
1.00 DNS and Domain Hosting Setup
(http://URL)
DNS Hosting Setup (http://URL) One-time
1.00 DNS and Domain Hosting Annual
Fee (http://URL)
DNS Hosting Annual Fee (http://URL) Renewable
1.00 Premium Implementation -
CivicEngage
Premium Implementation One-time
1.00 4yr Redesign Premium Annual -
CivicEngage Central
4yr Redesign Premium Annual Renewable
250.00 Content Development - 1 Page -
CivicEngage
Content Development - 1 Page One-time
4.00 System Training (4h, virtual) -
CivicEngage
System Training - Virtual, Half Day Block One-time
1.00 Agendas & Minutes Migration
- PDF - 100 Meetings -
CivicEngage
Content Migration : Agendas & Minutes - Per 100
Meetings (Approx. 1 year)
One-time
V. PD 06.01.2015-0048
Page 2 of 5
QTY PRODUCT NAME DESCRIPTION PRODUCT
TYPE
1.00 CivicPlus Non-Tier Chatbot
Subscription
CivicPlus Non-Tier Chatbot Subscription with Translate
Functionality
Renewable
1.00 Recommended Navigation -
CivicEngage
Recommended#restructure of global navigation#and graphic
buttons
One-time
4.00 Virtual Content Consulting -
CivicEngage
CivicEngage Virtual Content Consulting 1/2 day block One-time
1.00 Expedited Timeline Expedited Timeline "24" Weeks One-time
Total Investment - Year 1 USD 49,037.12
Annual Recurring Services - Year 2 USD 11,176.33
Total Days of Quote:365
1. This Statement of Work ("SOW") shall be subject to the terms and conditions of the CivicPlus Master Services
Agreement located at https://www.civicplus.com/master-services-agreement (“MSA”), to which this SOW is
hereby attached as the CivicEngage Statement of Work. By signing this SOW, Client expressly agrees to the
terms and conditions of the MSA throughout the Term of this SOW.
2. This SOW shall remain in effect for an initial term equal to 365 days from the date of signing (“Initial Term”).
In the event that neither party gives 60 days’ notice to terminate prior to the end of the Initial Term, or any
subsequent Renewal Term, this SOW will automatically renew for an additional 1-year renewal term (“Renewal
Term”). The Initial Term and all Renewal Terms are collectively referred to as the “Term”.
3. The Total Investment - Year 1 will be invoiced as follows:
a. Upon signing this SOW, thirty percent (30%) of the Total Investment Year 1 Fees;
b. The earlier of 6 months from signing or upon completion of CivicEngage Implementation (completion of
training), the remaining seventy percent (70%) of the Total Investment Year 1.
4. Annual Recurring Services shall be invoiced on the start date of each Renewal Term. Annual Recurring
Services, including but not limited to hosting, support and maintenance services, shall be subject to a 5%
annual increase beginning in year 2 of service. Client will pay all invoices within 30 days of the date of such
invoice.
5. Client agrees that CivicPlus shall not migrate, convert, or port content or information that could reasonably be
construed as time sensitive, such as calendar or blog content, during the Project Development.
6. If a Recurring Redesign line item is included with the Client's quote in this SOW, starting after 48 months of
continuous service under this SOW, Client shall be entitled to receive a redesign at no additional cost. Client
may initiate such redesign any time after 48 months of continuous service. Upon the initiation of an eligible
redesign project, Client may begin accumulating eligibility towards a subsequent redesign after another
48 months of continuous service. Redesigns that include additional features not available on the original
website may be subject to additional charges. Additional features include, but are not limited to, additional
modules and integration of third-party software. Recurring Redesigns are eligible for the website, subsite, and
department headers included in this SOW only. Any subsequently purchased website, subsite, and department
header shall not be included in a redesign hereunder.
7. Client allows CivicPlus to display a “Government Websites by CivicPlus” insignia, and web link at the bottom of
V. PD 06.01.2015-0048
Page 3 of 5
their web pages. Client understands that the pricing and any related discount structure provided under this SOW
assumes such perpetual permission.
8.Client understands that the services contracted for herein (the “Services”) do not collect, and CivicPlus
discourages Client from soliciting and collecting, any personally identifiable information (“PII”), personal health
information (“PHI”), payment card industry information (“PCI”) or any other financial data from its users.
CivicPlus cannot monitor and control Client’s actions; therefore, in the event Client solicits and stores any PII,
PHI, PCI or other financial data, it is at Client’s sole discretion and risk. Client as the data owner, and not
CivicPlus, is solely responsible for the applicable laws and regulations regarding any data breach involving such
data, including breach notification and credit monitoring requirements.
9.EXCEPT AS OTHERWISE EXPRESSLY PROVIDED IN THIS AGREEMENT, CIVICPLUS MAKES NO
REPRESENTATION OR EXTENDS ANY WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, TO
THE CLIENT WITH RESPECT TO ANY TECHNOLOGY OR OTHER SUBJECT MATTER OF THIS
AGREEMENT AND HEREBY DISCLAIMS ALL IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS
FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT WITH RESPECT TO ANY AND ALL OF THE
FOREGOING.
10.Client agrees to use the Service in ways that conform to all applicable laws and regulations. Client agrees not to
make any attempt to gain unauthorized access to the Services and/or any of CivicPlus’ systems or networks.
Client agrees that CivicPlus shall not be responsible or liable for the content of messages created by Client, or
by those who access Service.
11.Client understands that the Services must crawl over Client’s entire site and scrape information for successful
performance. Client shall be solely responsible for obtaining permission from any third-party whose content may
be crawled and/or scraped by the usage of the Services. In no event shall CivicPlus be liable to Client or any
third-party, for any claim, action, liability, or damages, arising out of or related to the Services crawling over
and/or scraping any third-party system and/or content. The cost of the Services listed in this SOW is for one
domain, limited to ten crawled websites, if Client requires more domains or crawled websites, please reach out
to your CivicPlus representative.
12.Notwithstanding anything to the contrary, CivicPlus and/or its partners shall have the right to collect and analyze
data and other information relating to the provision, use and performance of various aspects of the Services
and related systems and technologies (including, without limitation, information concerning Client data and data
derived therefrom), and CivicPlus and/or its partners will be free (during and after the term hereof) to (i) use
such information and data to improve and enhance the Services and for other development, diagnostic and
corrective purposes in connection with the Services and other CivicPlus offerings, and (ii) disclose such data
solely in aggregate or other de-identified form in connection with its business. No rights or licenses are granted
except as expressly set forth herein.
Signature Page to Follow
V. PD 06.01.2015-0048
Page 4 of 5
Acceptance
By signing below, the parties are agreeing to be bound by the covenants and obligations specified in this SOW and the
MSA terms and conditions found at: https://www.civicplus.com/master-services-agreement.
IN WITNESS WHEREOF, the parties have caused this SOW to be executed by their duly authorized representatives as of
the dates below.
City of Golden Valley CivicPlus
By: By:
Cheryl Weiler, Communications Director Name, Title
Date: Date:
V. PD 06.01.2015-0048
Page 5 of 5
Contact Information
*all documents must be returned: Master Service Agreement, Statement of Work, and Contact Information Sheet.
Organization URL
Street Address
Address 2
City State Postal Code
CivicPlus provides telephone support for all trained clients from 7am –7pm Central Time, Monday-Friday (excluding holidays).
Emergency Support is provided on a 24/7/365 basis for representatives named by the Client. Client is responsible for
ensuring CivicPlus has current updates.
Emergency Contact & Mobile Phone
Emergency Contact & Mobile Phone
Emergency Contact & Mobile Phone
Billing Contact E-Mail
Phone Ext. Fax
Billing Address
Address 2
City State Postal Code
Tax ID # Sales Tax Exempt #
Billing Terms Account Rep
Info Required on Invoice (PO or Job #)
Are you utilizing any external funding for your project (ex. FEMA, CARES): Y [ ] or N [ ]
Please list all external sources:
Contract Contact Email
Phone Ext. Fax
Project Contact Email
Phone Ext. Fax
www.goldenvalleymn.govCity of Golden Valley
7800 Golden Valley Rd
763-593-8004 612-747-3375 (mobile)
Cheryl Weiler, Communications Director
Maria Cisneros, City Attorney mcisneros@goldenvalleymn.gov
cweiler@goldenvalleymn.gov
763-593-8096
7800 Golden Valley Rd
finance@goldenvalleymn.gov
763-593-8000
Barb Ruud or Norma Glagus
N/30
Danielle Gates, Graphic Designer/Web Specialist, 763-458-6480
Golden Valley MN 55427
Rob Kueny, Communications Specialist, 763-257-4579
Cheryl Weiler, Communications Director, 612-747-3375
Golden Valley MN 55427
41-6005190 8774702
1 of 7
CivicPlus
Master Services Agreement
This Master Services Agreement (this “Agreement”) governs all Statements of Work (“SOW”) entered into by and between
CivicPlus, LLC (“CivicPlus”) and the client entity identified on the SOW (“Client”). This Agreement governs the use and
provision of any Services purchased by Client, as described in any signed SOW, and the effective date of this Agreement shall
commence on the date of signature of the SOW (“Effective Date”). If a SOW has not been executed, then the Effective Date shall
be determined as the start date of implementation of any software solution by CivicPlus for Client. CivicPlus and Client referred
to herein individually as “Party” and jointly as “Parties”.
Recitals
I. WHEREAS, CivicPlus is engaged in the business of developing and providing access to proprietary community
engagement and government content management software solutions, platforms and associated services (the “Services”); and
II. WHEREAS, Client wishes to engage CivicPlus for the procurement of the Services and/or receive a license subscription
for the ongoing use of the Services, as set forth in the SOW;
NOW, THEREFORE, Client and CivicPlus agree as follows:
Agreement
Term & Termination
1. This Agreement shall commence on the Effective Date and shall remain in full force and effect for as long as any SOW is
in effect between CivicPlus and Client, or Services are being provided by CivicPlus to Client, unless terminated in accordance
with this §1 or as otherwise provided in this Agreement (the “Term”). Either Party may terminate this Agreement or any SOW
as set forth in such SOW, or at its discretion, effective immediately upon written notice to the other Party, if the other Party
materially breaches any provision of this Agreement and does not substantially cure the breach within thirty (30) days after
receiving notice of such breach. A delinquent Client account remaining past due for longer than 90 days is a material breach by
Client and is grounds for CivicPlus termination.
2. Upon termination of this Agreement or any SOW for any reason, (a) the licenses granted for such relevant SOW by §11
below will terminate and Client shall cease all use of the CivicPlus Property and Services associated with the terminated SOW
and (b) any amounts owed under outstanding invoices or future planned billing for the completed development and
implementation of the Client’s Services, as defined in the SOW (“Project Development”), shall immediately become due in full
and payable. Sections 7, 8, 10, 14, 15, 18, 29 -31, 39, and 40 will survive any expiration or termination of this Agreement.
3. At any time during the Term, CivicPlus may, immediately upon notice to Client, suspend access to any Service due to a
threat to the technical security or technical integrity of the Services.
Invoicing & Payment Terms
4. Client will pay the amounts owed to CivicPlus for the Project Development, subscription and licensing, and annual hosting,
support and maintenance services (“Annual Recurring Services”) in accordance with the payment schedule set forth on the
applicable SOW. Invoices shall be sent electronically to the individual/entity designated in the SOW’s contact sheet that is
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required to be filled out and submitted by Client (the “Contact Sheet”). Client shall provide accurate, current and complete
information of Client’s legal business name, address, email address, and phone number in the Contact Sheet upon submission of
a signed SOW. Client will maintain and promptly update the Contact Sheet information if it should change. Upon Client’s request,
CivicPlus will mail hard-copy invoices for a $5.00 convenience fee.
5. Each SOW will state the amount of days from date of invoice payment is due. Unless otherwise limited by law, a finance
charge of 1.5 percent (%) per month or the maximum rate permitted by applicable law, whichever is less, will be added to past
due accounts from due date until paid. Payments received will be applied first to finance charges, then to the oldest outstanding
invoice(s). If the Client's account exceeds 60 days past due, support will be discontinued until the Client's account is made current.
If the Client's account exceeds 90 days past due, Annual Recurring Services will be discontinued, and the Client will no longer
have access to the Services until the Client's account is made current. Client will be given 15 days’ notice prior to discontinuation
of Services for non-payment.
6. During the performance of services during Project Development, if the Client requests a change in the timeline agreed upon
at the beginning of the Project Development or a change that requires repeated efforts to previously approved work product and
such change causes CivicPlus to incur additional expenses (i.e. airline change fees, resource hours, consultant fees), Client agrees
to reimburse CivicPlus for such fees, not to exceed $1,000 per CivicPlus employee. CivicPlus shall notify Client prior to incurring
such expenses and shall only incur those expenses which are a pproved by Client.
Ownership & Content Responsibility
7. Upon full and complete payment of amounts owed for Project Development under the applicable SOW, Client will own the
website graphic designs, webpage or Services content, module content, importable/exportable data, and archived information
(“Client Content”) created by CivicPlus on behalf of Client pursuant to this Agreement. “Client Content” also includes any
elements of text, graphics, images, photos, designs, artworks, logos, trademarks, services marks, and other materials or content
which Client provides or inputs into any website, software or module in connection with any Services. Client Content excludes
any content in the public domain; and any content owned or licensed by CivicPlus, whether in connection with providing Services
or otherwise.
8. Upon completion of the Project Development, Client will assume full responsibility for Client C ontent maintenance and
administration. Client, not CivicPlus, shall have sole respons ibility for the accuracy, quality, integrity, legality, reliability,
appropriateness, and intellectual property ownership or right to use of all Client Content. Client hereby grants CivicPlus a
worldwide, non-exclusive right and license to reproduce, distribute and display the Client Content as necessary to provide the
Services. Client represents and warrants that Client owns all Client Content or that Client has permission from the rightful owner
to use each of the elements of Client Content; and that Client has all rights necessary for CivicPlus to use the C lient Content in
connection with providing the Services.
9. At any time during the term of the applicable SOW, Client will have the ability to download the Client Content and export
the Client data through the Services. Client may request CivicPlus to perform the export of Client data and provide the Client
data to Client in a commonly used format at any time, for a fee to be quoted at time of request and approved by Client. Upon
termination of the applicable SOW for any reason, whether or not Client has retrieved or requested the Client data, CivicPlus
reserves the right to permanently and definitively delete the Client Content and Client data held in the Services thirty (30) days
following termination of the applicable SOW. During the thirty (30) day period following termination of the SOW, regardless of
the reason for its termination, Client will not have access to the Services.
10. Intellectual Property in the software or other original works created by or licensed to CivicPlus , including all source code,
documents, and materials used in the Services (“CivicPlus Property”) will remain the property of CivicPlus. CivicPlus Property
specifically excludes Client Content. Client shall not (i) license, sublicense, sell, resell, reprod uce, transfer, assign, distribute or
otherwise commercially exploit or make available to any third party any CivicPlus Property in any way, except as specifically
provided in the applicable SOW; (ii) adapt, alter, modify or make derivative works based upon any CivicPlus Property; (iii) create
internet “links” to the CivicPlus Property software or “frame” or “mirror” any CivicPlus Property administrative access on any
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other server or wireless or internet-based device that may allow third party entities, other than Client, to use the Services; (iv)
reverse engineer, decompile, disassemble or otherwise attempt to obtain the source code to all or any portion of the Services; or
(v) access any CivicPlus Property in order to (a) build a competitive product or service, (b) build a product using similar ideas,
features, functions or graphics of any CivicPlus Property, or (c) copy any ideas, features, functions or graphics of any CivicPlus
Property. The CivicPlus name, the CivicPlus logo, and the product and modu le names associated with any CivicPlus Property are
trademarks of CivicPlus, and no right or license is granted to use them outside of the licenses set forth in this Agreement.
11. Provided Client complies with the terms and conditions herein, the relevant SOW, and license restrictions set forth in §10,
CivicPlus hereby grants Client a limited, nontransferable, nonexclusive, license to access and use the CivicPlus Property
associated with any valid and effective SOW, for the term of the respective SOW.
12. All CivicPlus helpful information and user’s guides for the Services (“Documentation”) are maintained and updated
electronically by CivicPlus and can be accessed through the CivicPlus “Help Center”. CivicPlus does not provide paper copies
of its Documentation. Client and its Users are granted a limited license to access Documentation as needed. Client shall not copy,
download, distribute, or make derivatives of the Documentation.
13. Client acknowledges that CivicPlus may continually develop, alter, deliver, and provide to the Client ongoing innovation
to the Services, in the form of new features, functionality, and efficiencies. Accordingly, Civi cPlus reserves the right to modify
the Services from time to time. Any modifications or improvements to the Services listed on the SOW will be provided to the
Client at no additional charge. In the event that CivicPlus creates new products or enhancements to the Services (“New Services”),
and Client desires these New Services, then Client will have to pay CivicPlus the appropriate fee for the access to and use of the
New Services.
14. CivicPlus in its sole discretion, may utilize all comments and suggestions, whether written or oral, furnished by Client to
CivicPlus in connection with its access to and use of the Services (all reports, comments and suggestions provided by Client
hereunder constitute, collectively, the “Feedback”). Client hereby grants to CivicPlus a worldwide, non -exclusive, irrevocable,
perpetual, royalty-free right and license to incorporate the Feedback in the CivicPlus products and services.
Indemnification
15. Unless prohibited by the law of Client’s state, the Parties shall defend, indemnify and hold the other Party, its partners,
employees, and agents harmless from and against any and all third party lawsuits, claims, demands, penalties, losses, fines,
liabilities, damages, and expenses, including attorney’s fees, of any kind, without limitation, arising out of the negligent actions
and omissions, or intentionally malicious actions or omissions of the indemnifying Party or its affiliates, partners, employees,
and agents, directly associated with this Agreement and the installation and ongoing operations of Services contemplated by th e
SOW. This section shall not apply to the extent that any lawsuits, claims, demands, penalties, losses, fines, liabilities, damages,
and expenses is caused by the negligence or willful misconduct on the part of the indemnified Party.
Responsibilities of the Parties
16. CivicPlus will not be liable for any act, omission of act, negligence or defect in the quality of service of any underlying
carrier, licensor or other third-party service provider whose facilities or services are used in furnishing any portion of the Service
received by the Client.
17. CivicPlus will not be liable for any failure of performance that is caused by or the result of any act or omission by Client or
any entity employed/contracted on the Client’s behalf. During Project Development, Client will be responsive and cooperative
with CivicPlus to ensure the Project Development is completed in a timely manner.
18. Client agrees that it is solely responsible for any solicitation, collection, storage, or other use of end-user’s personal data on
any Service provided by CivicPlus. Client further agrees that CivicPlus has no responsibility for the use or storage of end -users’
personal data in connection with the Services or the consequences of the solicitation, collection, storage, or other use by Client
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or by any third party of personal data.
19. Client is responsible for all activity that occurs under Client's accounts by or on behalf of Client. Client agrees to (a) be
solely responsible for all designated and authorized individuals chosen by Client (“User”) activity, which must be in accordance
with this Agreement and the CivicPlus Terms of Use; (b) be solely responsible for Client data; (c) obtain and maintain during the
term all necessary consents, agreements and approvals from end-users, individuals or any other third parties for all actual or
intended uses of information, data or other content Client will use in connection with the Services ; (d) use commercially
reasonable efforts to prevent unauthorized access to, or use of, any User’s log-in information and the Services, and notify
CivicPlus promptly of any known unauthorized access or use of the foregoing; and (e) use the Services only in accordance with
applicable laws and regulations.
20. The Parties shall comply with all applicable local, state, and federal laws, treaties, regulations, and conventions in
connection with its use and provision of any of the Services or CivicPlus Property.
Data Security
21. CivicPlus shall, at all times, comply with the terms and conditions of its Privacy Policy. CivicPlus will maintain
commercially reasonable administrative, physical, and technical safeguards designed to protect the security and confidentiality
of Client data. Except (a) in order to provide the Services; (b) to prevent or address service or technical problems in connection
with support matters; (c) as expressly permitted in writing by Client; or (d) in compliance with our Privacy Policy, CivicPlus will
not modify Client data or disclose Client data, unless specifically directed by Client or compelled by law. Notwithstanding the
foregoing, CivicPlus reserves the right to delete known malicious accounts without Client authorization.
22. Client acknowledges and agrees that CivicPlus utilizes third -party service providers to host and provide the Services and
store Client data and the protection of such data will be in accordance with such third party’s safeguards for the protection and
the security and confidentiality of Client’s data.
23. CivicPlus may offer Client the ability to use third-party applications in combination with the Services. Any such third-party
application will be subject to acceptance by Client. In connection with any such third -party application agreed to by Client, Client
acknowledges and agrees that CivicPlus may allow the third-party providers access to Client data as required for the interoperation
of such third-party application with the Services. The use of a third -party application with the Services may also require Client
to agree to a separate agreement or terms and conditions with the provider of the third -party application, which will govern
Client's use of such third-party application.
CivicPlus Support
24. CivicPlus will use commercially reasonable efforts to perform the Services in a manner consistent with applicable industry
standards, including maintaining Services availability 24 hours a day, 7 days a week. Client will have 24/7 access to the online
CivicPlus Help Center (civicplus.help) to review use articles, software best practices, receive maintenance release notes, as well
as submit and monitor omni-channel support tickets and access solution specific support contact methods
(https://www.civicplus.help/hc/en-us/requests/new).
25. CivicPlus provides live support engineers based in the domestic United States to respond to basic questions concerning use
and configuration, to diagnose code-related errors, and proactively identify potential systems issues. CivicPlus support engineers
serve a preliminary function in the agile development process and escalate defects to software developers or architects for
remediation. For security purposes, CivicPlus support engineers are not permitted to modify user accounts, and permissions nor
distribute access outside of accounts established by means of a support interaction for testing. Client delegated Users may receive
tutorials and guidance on account modifications but will perform the action themselves.
26. CivicPlus live support engineers are available to respond to User requests between 7:00 am to 7:00 pm CST Monday through
Friday, excluding holidays and temporary closures for staff development, of which Client will be provided prior notice. Client is
responsible for providing CivicPlus with all User contact updates. After-hours support is available by toll-free phone call only.
5 of 7
Non-emergency support requested outside of support hours will be subject to additional fees , such fees will be quoted to Client
at the time of the request and will be subject to Client acceptance and invoiced the next business day following the non-emergency
support. CivicPlus shall have the sole discretion to determine whether support requests qualify as an emergency, exceed
reasonable use or are outside the scope of services outlined in any SOW.
27. If a reported problem cannot be solved during the first support interaction, Client will be provided a ticket number that will
be used as communication method throughout ticket escalation until a solution is provided. Support service does not include
support for errors caused by third party products or applications for which CivicPlus is not responsible.
Marketing
28. Client hereby authorizes CivicPlus to use Client's name and logo on CivicPlus's website and in sales and marketing
presentations. Such authorization may be withdrawn by Client at any time for any reason or no reason at all upon written notice
to CivicPlus. Client may publicly refer to itself as a customer of the CivicPlus Services, including on Client's website and in sales
presentations. Notwithstanding the foregoing, Each Party hereby grants the other a limited, worldwide, license to use the other’s
logo in conformance with such Party’s trademark usage guidelines and solely for the purpose set forth in this §28. In no event
will either party issue a press release publicly announcing this relationship without the approval of the other party, such approval
not to be unreasonably withheld.
Limitation of Liability
29. CivicPlus’ liability arising out of or related to this Agreement, or any associated SOW, will not exceed the Annual Recurring
Services amounts paid by Client in the year prior to such claim of liability.
30. In no event will CivicPlus be liable to Client for any consequential, indirect, special, incidental, or punitive damages arising
out of or related to this Agreement.
31. The liabilities limited by Section 29 and 30 apply: (a) to liability for negligence; (b) regardless of the form of action, whether
in contract, tort, strict product liability, or otherwise; (c) even if Client is advised in advance of the possibility of the damages in
question and even if such damages were foreseeable; and (d) even if Client’s remedies fail of their essential purposes. If applicable
law limits the application of the provisions of this Limitation of Liability section, CivicPlus’ liability will be limited to the
maximum extent permissible.
Warranties and Disclaimer
32. Each person signing the SOW, or otherwise agreeing to the terms of this Agreement, represents and warrants that he or she
is duly authorized and has legal capacity to execute and bind the respective Party to the terms and conditions of the SOW and
this Agreement. Each Party represents and warrants to the other that the execution and delivery of the SOW and the performance
of such Party’s obligations thereunder have been duly authorized and that this Agreement is a valid and legal agreement bindi ng
on such Party and enforceable in accordance with its terms.
33. CivicPlus warrants that the Services will perform substantially in accordance with documentation and marketing proposals,
and free of any material defect. CivicPlus warrants to the Client that, upon notice given to CivicPlus of any defect in design or
fault or improper workmanship, CivicPlus will remedy any such defect. CivicPlus makes no warranty regarding, and will have
no responsibility for, any claim arising out of: (i) a modification of the Services made by anyone other than CivicPlus, even in a
situation where CivicPlus approves of such modification in writing; or (ii) use of the Services in combination with a third party
service, web hosting service, or server not authorized by CivicPlus.
34. EXCEPT FOR THE EXPRESS WARRANT IES IN THIS AGREEMENT, CIVICPLUS HEREBY DISCLAIMS ALL
WARRANTIES, WHETHER EXPRESS, IMPLIED, STATUTORY OR OTHERWISE, INCLUDING ANY IMPLIED
WARRANTY OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR ARISING FROM A PRIOR
COURSE OF DEALING.
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35. EACH PROVISION OF THIS AGREEMENT THAT PROVIDES FOR A LIMITATION OF LIABILITY, DISCLAIMER
OF WARRANTIES, OR EXCLUSION OF DAMAGES IS TO ALLOCATE THE RISKS OF THIS AGREEMENT BETWEEN
THE PARTIES. THIS ALLOCATION IS REFLECTED IN THE PRICING OFFERED BY CIVICPLUS TO CLIENT AND IS
AN ESSENTIAL ELEMENT OF THE BASIS OF THE BARGAIN BETWEEN THE PARTIES. EACH OF THESE
PROVISIONS IS SEVERABLE AND INDEPENDENT OF ALL OTHER PROVISIONS OF THIS AGREEMENT.
Force Majeure
36. No party shall have any liability to the other hereunder by reason of any delay or failure to perform any obligation or
covenant if the delay or failure to perform is occasioned by force majeure, meaning any act of God, storm, pandemic, fire,
casualty, unanticipated work stoppage, strike, lockout, labor dispute, civic disturbance, riot, war, national emergency, act of public
enemy, or other cause of similar or dissimilar nature beyond its control.
Taxes
37. The amounts owed for the Services exclude, and Client will be responsible for, all sales, use, excise, withholding and any
other similar taxes, duties and charges of any kind imposed by any federal, state or local governmental entity in connection with
the Services (excluding taxes based solely on CivicPlus’s income). If the Client is tax-exempt, the Client must provide CivicPlus
proof of their tax-exempt status, within fifteen (15) days of contract signing, and the fees owed by Client under this Agreement
will not be taxed. If such exemption certificate is challenged or held invalid by a taxing authority then Client agrees to pay for all
resulting fines, penalties and expenses.
Other Documents
38. This Agreement, including all exhibits, amendments, and addenda hereto and all SOWs, constitutes the entire agreement
between the Parties and supersedes all prior and contemporaneous agreements , proposals or representations, written or oral,
concerning its subject matter. No modification, amendment, or waiver of any provision of this Agreement or an y SOW will be
effective unless in writing and signed by each Party. However, to the extent of any conflict or inconsistency between the provision
in the body of this Agreement and any exhibit, amendment, or addenda hereto or any SOW, the terms of such exhi bit, amendment,
addenda or SOW will prevail. Notwithstanding any language to the contrary therein, no terms or conditions stated in a Client
purchase order or other order documentation (excluding SOWs) will be incorporated into or form any part of this Agreement, all
such terms or conditions will be null and void, unless such term is to refer and agree to this Agreement .
Interlocal Purchasing Consent/ Cooperative Purchasing
39. With the prior approval of CivicPlus, which may be withheld for any or no reason within CivicPlus’s sole discretion, this
Agreement and any SOW may be extended to any public entity in Client’s home -state to purchase at the SOW prices and
specifications in accordance with the terms stated herein.
40. To the extent permitted by law, the terms of this Agreement and set forth in one or more SOW(s) may be extended for use
by other local government entities upon execution of a separate agreement, SOW , or other duly signed writing by and between
CivicPlus and the such entity, setting forth all of the terms and conditions for such use, including applicable fees and billing
terms.
Miscellaneous Provisions
41. The invalidity, in whole or in part, of any provision of this Agreement shall not void or affect the validity of any other
provision of this Agreement.
42. The Parties negotiated this Agreement with the opportunity to receive the aid of counsel and, accordingly, intend this
Agreement to be construed fairly, according to its terms, in plain English, without constructive presumptions against the drafting
Party. The headings of Sections of this Agreement are for convenience and are not to be used in interpreting this Agreement. As
7 of 7
used in this Agreement, the word “including” means “including but not limited to.”
43. The Parties will use reasonable efforts to resolve any dispute between them in good faith prior to initiating legal action.
44. This Agreement and any SOW, to the extent signed and delivered by means of a facsimile machine or electronic mail, shall
be treated in all manner and respects as an original agreeme nt or instrument and shall be considered to have the same binding
legal effect as if it were the original signed version thereof delivered in person. The Parties agree that an electronic sign ature is
the legal equivalent of its manual signature on this Agreement and any SOW. The Parties agree that no certification authority or
other third party verification is necessary to validate its electronic signature and that the lack of such certification of t hird party
verification will not in any way affect the enforceability of the Parties’ electronic signature or any resulting agreement between
CivicPlus and Client.
45. Due to the rapidly changing nature of software as a service and digital communications, CivicPlus may unilaterally update
this Agreement from time to time. In the event CivicPlus believes such change is a material alteration of the terms herein,
CivicPlus will provide Client with written notice describing such change via email or through its website. Client’s continued use
of the Services following such updates constitutes Client’s acceptance of the same. In the event Client rejects the update to the
terms herein, Client must notify CivicPlus of its objection within ten (10) days receipt of notice of such update.
Acceptance
The Parties agree to the terms and conditions of this Agreement by their signature on the SOW . If the SOW does not exist, then
the inclusion of these terms in the Client’s purchase order, or CivicPlus’s provision of these terms to the Client prior to the start
of implementation of the Services and Client’s ongoing cooperation of implementation of the Services and subsequent use of the
CivicPlus Services by the Client shall be deemed acceptance and agreement to the terms and conditions in this Agreement.
EXHIBIT B
CIVICPLUS EXPEDITED SAMPLE PROJECT TIMELINE
6/11/2021 Golden Valley MN | CivicEngage Central Premium Expedited SAMPLE | CivicPlus, LLC Project Timeline
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Golden Valley MN
CivicEngage Central Premium Expedited SAMPLE | Project Timeline
INITIATE DESCRIPTION NOTES START DATE DUE DATE
Project Initiation CivicEngage completes administrative work to prepare
for project.6/21/2021 6/25/2021
Project Kickoff Meeting
CivicEngage meets with client to set expectations for
website implementation process and assign Client
Deliverables.
6/28/2021 7/2/2021
Planning & Scheduling CivicEngage coordinates project timeline and
resources.7/5/2021 7/9/2021
Site Map Creation CivicEngage creates site map documenting existing
website.7/12/2021 7/16/2021
Project Timeline Approval Client submits Project Timeline Approval Form.
http://civicplusdemo.com/timelineapproval 7/12/2021 7/23/2021
ANALYZE DESCRIPTION NOTES START DATE DUE DATE
Client Deliverables Client submits deliverables as outlined.
http://civicplusdemo.com/deliverablesguide 7/12/2021 7/23/2021
Design Discovery Form Client submits Design Discovery Form.
http://civicplusdemo.com/designdiscovery 7/12/2021 7/23/2021
Website Analytics If available, client uploads current website analytics to
SharePoint.7/12/2021 7/23/2021
Photos for Design Client uploads photos to SharePoint.7/12/2021 7/23/2021
Logo & Branding Materials Client uploads logo and / or branding materials to
SharePoint.7/12/2021 7/23/2021
DNS Form Client submits DNS Form.
http://civicplusdemo.com/dnsform 7/12/2021 7/23/2021
Website Content Review CivicEngage conducts review of existing website.7/26/2021 7/30/2021
Design Discovery Meeting CivicEngage meets with client to discuss design
preferences and strategy.7/26/2021 7/30/2021
Content Process Meeting
CivicEngage meets with client to provide overview of
content development process and assign tasks for
content preparation.
8/2/2021 8/6/2021
Mood Board & Layout
Creation CivicEngage prepares layout and mood board.8/2/2021 8/6/2021
Mood Board & Layout
Approval
Client submits Layout & Mood Board Approval Form.
http://civicplusdemo.com/layoutapprovalpremium 8/9/2021 8/13/2021
CONSULTING DESCRIPTION NOTES START DATE DUE DATE
Consulting Engagement
Coordination
Consultant will review documentation and connect with
client to discuss Consulting schedule, logistics and
technology requirements to prepare for engagement.
Consultant completes internal coordination for
engagement.
7/19/2021 8/20/2021
Consultant Engagement Consultant delivers product consulting.Virtual 2 days 8/23/2021 10/15/2021
DESIGN & CONFIGURE DESCRIPTION NOTES START DATE DUE DATE
6/11/2021 Golden Valley MN | CivicEngage Central Premium Expedited SAMPLE | CivicPlus, LLC Project Timeline
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Content Preparation &
Updates
Client reviews and updates existing website in
preparation for content development. *Updates must be
made prior to due date to be included in Content
Implementation.
8/9/2021 9/17/2021
Design
Creation/Prep/Setup CivicEngage creates design concept.8/16/2021 8/20/2021
Quality Control -
Design/Setup CivicEngage reviews website design.8/23/2021 8/27/2021
Design Concept Meeting CivicEngage meets with client to review design concept
in working production environment.8/30/2021 9/3/2021
Design Concept Revisions
If applicable, CivicEngage makes requested changes to
Design Concept. *Allow five business days from
request to receive completed changes.
9/6/2021 9/10/2021
Design Concept Approval
Client submits Design Concept Approval Form.
http://civicplusdemo.com/designapproval *Formal
approval must be received by due date of this task.
Submit requested changes to design as soon as
possible. Allow five business days from request to
receive completed changes.
9/6/2021 9/10/2021
Design Templates & Tools CivicEngage creates templates and design tools for
website maintenance.9/13/2021 9/17/2021
Website Content
CivicEngage migrates content from client's existing
website to production website according to best
practices.
10/4/2021 10/29/2021
Content Change Tracking Client keeps record of changes made to existing
website during Content Implementation.10/4/2021 10/29/2021
Content Implementation
Setup CivicEngage prepares project for migration process.10/4/2021 10/8/2021
Content Implementation CivicEngage migrates content from existing website to
production website and applies best practices.10/11/2021 10/22/2021
Quality Control - Content CivicEngage reviews completed work on production
website.10/25/2021 10/29/2021
Final Content Report
Creation CivicEngage creates Final Content Report.10/25/2021 10/29/2021
Quality Control - Production
Website CivicEngage reviews completed production website.11/1/2021 11/5/2021
OPTIMIZE DESCRIPTION NOTES START DATE DUE DATE
DNS Configuration
CivicEngage prepares domain name transfer or setup
according to submitted DNS Form. https://cp-
salesbase5.civicplus.com/FormCenter/1-CivicPlus-
Project-Forms-23/DNS-Form-180
11/8/2021 11/19/2021
Website Reveal Meeting CivicEngage meets with client to present completed
website.11/8/2021 11/12/2021
Website Finalization Client evaluates completed website and confirms
expectations met in accordance with contract.11/15/2021 11/19/2021
Website Corrections If needed, CivicEngage team fulfills requests to fix
errors.11/22/2021 11/26/2021
EDUCATE DESCRIPTION NOTES START DATE DUE DATE
Training Engagement
Coordination
Trainer connects with client to discuss training
schedule, logistics and technology requirements for
engagement.
9/6/2021 9/17/2021
Training Engagement Trainer delivers product training.Virtual 2 days 11/22/2021 11/26/2021
LAUNCH DESCRIPTION NOTES START DATE DUE DATE
Website Launch
Confirmation Meeting
CivicEngage meets with client to review launch
process.11/29/2021 12/3/2021
6/11/2021 Golden Valley MN | CivicEngage Central Premium Expedited SAMPLE | CivicPlus, LLC Project Timeline
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Website Launch
Preparation Client completes final updates for Website Launch.11/29/2021 12/3/2021
Training Engagement Onsite User
Testing 2 days 11/29/2021 12/3/2021
Website Acceptance Client submits Website Acceptance Form.
http://civicplusdemo.com/websiteapproval 12/6/2021 12/10/2021
Website Launch New website is scheduled to be made available to
public with live domain name.12/6/2021 12/10/2021
Project Close Procedures CivicEngage completes administrative tasks to
transition project from implementation to client care.12/13/2021 12/17/2021
CIVICPLUS RFQ RESPONSE AND WEBSITE PROPOSAL
PAGE 100
REQUEST FOR QUOTES | CITY WEBSITE REDESIGN
Contact: Hector Ortega, CivicEngage Account Executive
P: 785.370.7811 | E: hector.ortega@civicplus.com
Golden Valley, Minnesota
DATE OF PROPOSAL: APRIL 9, 2021
302 South 4th Street | Manhattan, KS 66502 | 888.228.2233 | civicplus.com
civicplus.com | 302 South 4th Street, Suite 500 | Manhattan, KS 66502 | 888.228.2233
April 9, 2021
Cheryl Weiler, Communications Director
City of Golden Valley, MN
submitted via email: cweiler@goldenvalleymn.gov
RE: Request for Quotes | City Website Redesign
Dear Ms. Weiler and the Golden Valley Selection Committee:
Meeting the need of society’s expectation of instant access to news and communication can be a challenge when you
don’t have the tools and resources to get the job done right. As your partner, that’s where CivicPlus, LLC (CivicPlus)
can help. We are passionate about our mission to help make local government better.
With the CivicEngage content management system (CMS) Golden Valley won’t simply be getting a website – you’ll
also obtain the tools to build a trusted and long-term relationship between you and your citizens. By partnering with
CivicPlus, you’ll receive:
• Responsive design that is available to your citizens from anywhere on any device
• Site navigation structure optimized for easy maintenance by administrators and intuitive use by visitors
• Comprehensive suite of modules and tools tailored to the functionality you need most
• Guaranteed redesign after four years of service to keep your website fresh and innovative
• Hands-on migration of existing content by our team of experts
• 24/7/365 support with secure hosting and maintenance
Your new site will be developed on the most robust and flexible CMS available. CivicEngage is an easy-to-use suite of
cloud-based tools built specifically for local government. You’ll be able to inform and empower your citizens and staff
in more efficient ways.
I welcome the opportunity to discuss our proposed solution for Golden Valley and answer any questions you may have
about partnering with CivicPlus and the CivicEngage CMS.
Sincerely,
HECTOR ORTEGA
CivicEngage Account Executive
hector.ortega@civicplus.com
785.370.7811
Table of Contents
1 Company Background & Qualifications
2 Appendix 1
7 CivicPlus, LLC Background
9 Project Executive Summary
10 Design Examples
11 CivicEngage CMS
Features & Functionality
11 Section B - Required Elements &
Deliverables
19 Implementation
24 Ongoing Services, Hosting, & Security
25 Proposed Fee Statement
31 References
PAGE 1
REQUEST FOR QUOTES | CITY WEBSITE REDESIGN
Company Background &
Qualifications
PAGE 2
COMPANY BACKGROUND & QUALIFICATIONS
Appendix 1
1. Describe your company’s mission, vision, and
values and how they align with the mission, vision,
and values of the City of Golden Valley (www.
goldenvalleymn.gov/about/pyramid-of-success/
pyramid-of-success.php).
Just as Golden Valley strives to connect people and
places, CivicPlus strives to connect communities and
governments. CivicPlus’ over 20 years of experience
working with municipal organizations helps local
governments streamline their daily work and better
inform and communicate with their communities.
CivicPlus’ mission has been, and will always be, to
help local governments work better, work smarter, and
engage their communities and is exemplified in our vision
statement: Ensure citizens and government staff can
accomplish anything they need online by 2024. CivicPlus
continues its commitment to provide exceptional
customer service and innovative solutions that help bring
the best user experience to our clients.
Our operating philosophy is based on our core values
that support our vision, shape our culture, and reflect
what the company values. They are the essence of the
company’s identity – the principles, beliefs, or philosophy
of values.
• Purpose Driven - Making an impact and doing
something meaningful
• Ambitious - Driven to
succeed
• Trustworthy - Honest, ethical,
and actively pursuing truth
• Team Player - Working well
with others and relating to
them
• Innovative - Continuously
search for better solution
2. Describe your experience developing websites
for government entities or public agencies? Please
include URL examples.
CivicPlus has over 20 years of experience working with
municipal organizations across the US and Canada. We
strive to help local government streamline their daily work
and better inform and connect their communities. With
such experience, we are confident that we can provide
the best solution for Golden Valley. The CivicEngage
CMS will more than satisfy Golden Valley’s needs for
an easy-to-use content management system that will
empower your staff to be able to update the website as
needed as well as provide a convenient resource for your
audience. With over 4,000 clients, we have included just
a few examples below of current client sites that can
provide you with an idea of the different directions we
can approach the architecture and design of your new
website.
• Indian Trail, North Carolina indiantrail.org
• Andover, Minnesota andovermn.gov
• Columbia, Illinois columbiaillinois.com
• Bluffdale, Utah bluffdale.com
• Bay City, Texas cityofbaycity.org
• Radford, Virginia radfordva.gov
3. Describe how you would balance
the required functionality of municipal
website with the addition of including a
marketing focus.
Each of our clients have unique needs, goals,
and visions and we deliver customized,
personalized websites each time. As part of
our process, our implementation team works
closely with you to determine the goals of
your vision and intended key use of the new
P.A.T.T.I.Chief Morale OfficerCivicPlus
PAGE 3
website. We will have a dedicated pre-design meeting to
listen to your desires and assess your needs so we can
provide a unique concept that represents your distinct
image, message, marketing needs, and branding. Your
CivicPlus Art Director will collaborate with you to develop
a website that best visually represents your community
while taking advantage of the CivicEngage functionality
to meet your technical needs.
4. Describe your work with websites designed to
be search-first and mobile-friendly.
Search-First
Search Engine Optimization (SEO) is a vital element in
developing a successful website. In today’s world, it
must be viewed as ongoing, a way of life rather than a
one-time deal. The days of just including “keywords” has
passed. Through the CivicEngage CMS and the talented
professionals helping you craft your message online,
we will include not only optimal keywords, but clear,
direct, and descriptive content that search engines such
as Google and Firefox now employ to rank their search
results. Relevant descriptors and keywords are used
as part of the setup of each new page in our process
– making your site easier to find and keeping it top-of-
mind for your visitors. During the content migration and
training phases of your implementation, we will work
with you to determine the best practices of including
searchable terms and descriptors and train your staff on
best practices to do the same for future pages. As part
of your project, we will submit all this information for you
to multiple search engines so your site will be ready to be
searched and found as it goes live.
Mobile-Friendly
CivicPlus will use a
mobile-first design
approach to ensure
your website is
fully responsive,
using design that is
optimized for any
device, screen size,
and orientation.
We also implement
a mobile-friendly menu configuration for easy page
navigation. A responsive design also provides centralized
website maintenance, eliminating the need to update
both a desktop and mobile version of your website.
5. How would your design meet the demands
of a service-based government website? Please
explain new and innovative approaches you would
suggest for organizing current and future content
services and information for the site.
With over 20 years of experience working with local
governments, CivicPlus has honed its implementation
process to maximize service-based websites. CivicPlus
designers use time-tested best practices to create
distinct, visually appealing, and scalable designs,
focusing on user-centric experiences. This innovative
approach is aimed at jump-starting civic pride while
solving the old stigma that government websites are
“hard to use and boring.” Golden Valley will receive an
innovative, citizen-focused, interactive communication
system.
To assist with current and future optimal content
placement and structure, CivicPlus’ navigation and
content development processes are laid out involving
these key factors:
• Current usability methods and WCAG compliance
(usability.gov is one of our main references).
• Research on analytics and Tapestri to determine
which pages should be prominent based on the
demographics of the municipality.
• Best Practices – alphabetization and “buckets” to put
like information together under searchable headings.
• Global navigation items based on customer
preference and user accessibility (Services,
Residents, How Do I…etc.).
The design and layout for your website is determined by
you and the designer. The placement of navigation and
dynamic areas are important in guiding site visitors to
key information quickly and easily. Our consultants make
recommendations based upon website-user studies and
research on best practices. We have also included a
PAGE 4
redesign of your website after four years of service so
we can help your website evolve as Golden Valley’s goals
evolve.
We have included with your project our Recommended
Navigation (RecNav) service to assist the City in
creating a logical and sustainable navigation structure. A
proposed sitemap created by a Lead Content Developer,
will consist of the first three tiers of navigation. The
RecNav is created using site analytics, CivicPlus Best
Practices, and past CivicPlus experience. The purpose of
the RecNav is to assist the CIty with task completion and
to clean up the site structure.
CivicEngage CMS if built with the forward-thinking
capabilities including dynamic site map and breadcrumbs
functionality. Dynamic breadcrumbs show a visitor’s
location within the site and are automatically generated
by our system. The dynamically generated site map
functionality automatically updates to reflect your
new navigation if changes are made. The use of the
CivicEngage mega menu structure also provides quick
and easy 1-click access to the most frequently used
pages on your site.
6. Please describe your company’s process
for conducting community engagement as
described in Section II. Part D and how you use the
information.
We approach our development for our clients to ensure
their websites are as important to their community as
they are to us. Usability plays a role in each stage of our
design process. To identify a website’s most important
usability concerns, user testing is the most useful. We
have included User Testing sessions with your project
so you can launch your new website with confidence
that your audience can find the content they seek. User
testing will verify that the website is easy to navigate and
provides residents with the information they need before
you launch.
During our User Testing sessions, we will work with your
staff and end-users to complete online tasks and gauge
the ease in finding information on the new website. After
completion, you will have improved the usability of your
website’s page structure, site map, and menu navigation
based on specific user feedback. The objectives and
deliverables of your CivicPlus User Testing will include:
• Evaluating efficacy of your website design and
informational architecture from a user perspective
• Facilitating testing using sample scenarios chosen
by your organization
• Adjusting needed components based on user
feedback prior to website launch
• Verifying website users will be able to find the
information they want at launch
7. Please explain the process your company will
use to provide design mockups and to arrive at a
final design.
CivicPlus will have one-on-one meetings with Golden
Valley throughout the project with open communication
and multiple points of approval built into the process.
Your Art Director is the creative voice, and will work
with you to clarify your vision into a cohesive look and
layout. Projects are broken into multiple phases, the
first primarily consisting of information gathering. From
this point, we put together the building blocks for the
website, including proposed navigation, design mood
board, and grayscale layout. The next phase involves
collaboration with you to perfect the presented elements
before combining them to create the prototype of the
website. Once design files are agreed on, we again
collaborate with you to finalize the website design.
Based on the results and goals outlined, your project
team will collaborate and present one color palette and
the most effective layout for your website, ensuring a
responsive structure that’s optimized to display in any
PAGE 5
format – now and in the future. You will receive unlimited
revisions to the color palette and responsive layout,
but more than three revisions could result in delays to
your timeline. Style guidelines are set within the design
and layout of your website. Our online Help Center
also provides guides for updating, maintaining, and
administering sites.
8. Please list the project team that would
work on the website design or programming
and include their experience, education,
certifications, diversity of work, or other relevant
information.
Each CivicPlus client is provided with a dedicated
project team that are highly qualified in their field,
professionally trained, and perform at a high standard.
This ensures each client has a smooth and productive
implementation process that results in a website that
meets their specific needs. Based on our years of
experience administering projects, it has become our
policy to assign individual team members at the project
start. This way we can be sure they will be available to
begin your project immediately and work directly with
you throughout the entire process. As such, we do not
provide names or resumes of team members during the
RFP process.
The City will be assigned a dedicated Project Manager
and appropriate project team, who will guide you
through scheduled meetings and tasks with the
aid of our project management system. Our project
management system will hold the City’s detailed project
schedule, task list, and communication. Most project
contact will be via remote methods, including video
conferencing, phone calls, and email. Rest assured
that your project team, once assigned, will deliver the
attention and effort you need and deserve to create a
website that achieves your vision of success.
9. If the City selects your company to develop
the website, what percent of the development
work will be done by your internal staff and what
percent through contract programmers and
designers?
Your website will be designed, developed, implemented,
and hosted by CivicPlus trained professionals. No
aspect of the development or implementation of your
project will be outsourced or subcontracted.
10. What is your process for handling routine
maintenance, upgrades, website problems,
downtime, etc?
Maintenance
Our typical maintenance window is from 10 p.m. CST
Saturday nights to 6 a.m. CST Sunday mornings. Any
maintenance on servers are regularly scheduled to occur
during this time unless an out-of-band maintenance is
warranted. All critical updates are applied after testing
unless they are a very high security risk in which they
will be applied out of band. All others are evaluated and
installed if needed.
Upgrades
The CivicPlus Development Team develops software
using the Agile development methodology. We currently
work in 2-week sprints with several teams addressing
new functionality and services and additional teams
and select members dedicated to software fixes and
minor enhancements. Prior to any software update or
rollout, all code changes go through an internal testing
process which includes an alpha testing phase, a beta
PAGE 6
testing phase, and a final Release Candidate testing
phase. Separate internal servers, isolated from our client
hosts, are used for these various stages of testing. A
separate and isolated testing environment that mirrors
our production servers is maintained for internal testing
of not only our own codebase, but any updates to the
host operating system as well. All updates are logged
and tested prior to rollout to ensure compatibility with
our CMS.
Downtime, Website Problems
Because CivicPlus guarantees a 99.9% uptime in our
Service Level Agreement, there is rarely downtime for
our client sites. In the event of a website problem specific
to Golden Valley, the CivicPlus Technical Support Team
is your first contact to assess the situation. If the team
is unable to solve a concern, the issue is reported to the
appropriate CivicPlus Product Development Team.
All technical concerns or defects with associated
application errors are reported to CivicPlus’ Technical
Support Team through CivicPlus’ issue tracking and
ticket management system to be addressed in a priority
order to be determined by CivicPlus’ Support Team. All
other requests that do not meet these criteria will be
forwarded to appropriate personnel within CivicPlus’
organization at the discretion of the Technical Support
Team.
11. What are the characteristics of an outstanding
website?
Today’s most successful local governments need to
foster collaboration and communication channels not
just among their community, but among the systems
and software that power their administrations.
Innovative and forward-thinking design combined with
easy maintenance, intuitive navigation, and mobile
responsiveness are the cornerstones of an outstanding
service-based government website.
CivicPlus delivers all the elements of outstanding
service-based websites because our focus has been,
and will always be, to help local governments work
better.
PAGE 7
COMPANY BACKGROUND & QUALIFICATIONS
At CivicPlus, we have one goal: to empower the public
sector to accomplish impactful initiatives using innovative
solutions that save them time while connecting them
to the citizens they serve. We began in 1998 when our
founder, Ward Morgan, decided to focus on helping
local governments work better and engage their citizens
through their web environment. CivicPlus continues to
implement new technologies and services to maintain
the highest standards of excellence and efficiency for
our clients, including solutions for website design &
content management, recreation management, mass
communications, agenda & meeting management,
employee management, 311 & citizen requests, and digital
optimization.
Our commitment to deliver the right solutions in design and
development, end-user satisfaction, and secure hosting
has been instrumental in making us a world leader in
government web technology. We consider it a privilege to
partner with our clients and provide them with solutions
that will serve their needs today and well into the future.
CivicPlus, LLC Background
Contact Information
Hector Ortega
CivicEngage Account Executive
E: hector.ortega@civicplus.com
P: 785.370.7811
CivicPlus, LLC Primary Office
302 S. 4th Street, Suite 500, Manhattan, KS 66502
Toll Free: 888.228.2233 | Fax: 785.587.8951
civicplus.com
years of experience with a focus to
help local governments
20 +
employees, many with experience
in local government
350 +
local government clients across
the United States and Canada
4,000 +
10-time Inc.
5000 Honoree govtech.com/100
Recognition
Recognized with
multiple, global
Stevie® Awards
for sales and
customer service
excellence
Technical Support
PAGE 8
CivicRec® is the most powerful software solution available in the recreation
industry. With an interface that is easy to use for both staff and citizens, and
robust tools for managing activities, facilities, and point-of-sale, CivicRec
offers integrated functionality to manage memberships, instructors, sports
leagues, volunteers, and ticketing.
CivicClerk® is the fastest, most intuitive way to streamline the entire agenda management process— from creating
agenda items to managing live meetings and creating post-meeting follow-up tasks. It provides time-saving automation,
while allowing clerks to balance such convenience with manual controls and overrides. Internal collaboration with
CivicClerk is easy with customized workflows, version tracking, and built-in communication tools.
SeeClickFix powered by CivicPlus is your guaranteed solution to handle the communications,
workflows, and data for every request from the moment they’re opened to the moment they’re
closed. With SeeClickFix, you can handle request management, work management, and
integrate your systems to streamline your processes and better serve your community.
CivicHR® is a cloud-based human resource software solution specifically for local government. Our cloud-based
software integrates and organizes data, automates job postings, collects applications, simplifies employee onboarding,
and manages performance.
CivicReady® is a multi-channel communication solution that allows you to communicate
routine or emergency news to citizens within seconds with actionable information using a
single interface, saving you time and amplifying your reach.
CivicOptimize Productivity allows you to easily create efficiency-centric applications, including a scalable software
suite of deployment-ready apps, forms, integrated systems, and the ability to integrate your favorite CivicPlus solutions.
Additional Products Offered by CivicPlus
PAGE 9
COMPANY BACKGROUND & QUALIFICATIONS
Project Executive Summary
Content
Management
System
• Streamline your processes and add self-service options to reduce
calls and walk-ins with our easy-to-use content management system
specifically designed for local government.
• Provide access to your website from any device, screen size, and
orientation with CivicEngage’s responsive and optimized design.
• Ensure your citizens can access information with a website that is highly
compliant with the accessibility standards outlined within Section 508
and WCAG Level A & AA at go live.
Implementation • Rely on a dedicated team of industry experts as they guide you through
implementation.
• Lean on your Consultant as they evaluate your specific needs and make
recommendations for solutions to meet your goals.
• Collaborate with your Art Director to develop a design that captures your
unique community and takes advantage of CivicEngage’s tools.
• Enhance your content for usability and accessibility with intuitive
navigation as our Content Development Team performs a hands-on
migration of content, documents, and images to your new website.
• Participate in personalized education led by a CivicPlus Trainer so you
can confidently update your website long after launch.
Hosting,
Security, &
Support
• Maintain peace of mind with an enterprise-level hosting environment
monitored 24/7/365 and backed by a guaranteed 99.9% uptime
(excluding maintenance).
• Access your website from nearly any device with an internet connection
with our cloud-based solution.
• Reach out to our award-winning, in-house support available via chat,
phone, and email with your questions or access self-service tutorials and
user guides on the CivicPlus Help Center 24/7/365.
• Receive continuous system updates to keep your system running at the
optimal capacity.
• Partner with your Client Success Manager who will help you use the tools
and products CivicPlus offers to create an ongoing strategy to better
engage your citizens.
PAGE 10
COMPANY BACKGROUND & QUALIFICATIONS
Design Examples
The included design portfolio will provide you with an idea of the different directions we can take your creative
design. Please note that not all parties listed have agreed to be contacted for reference.
Jamestown BPU, New York
jamestownbpu.com
Port Angeles, Washington
cityofpa.us
Malta, New York
malta-town.org
Bloom Township, Illinois
bloomtownship.org
Sidney, Ohio
sidneyoh.com
Auburn, Massachusetts
auburnguide.com
PAGE 11
COMPANY BACKGROUND & QUALIFICATIONS
The CivicEngage CMS is robust and flexible with all the
features and functionality you need today and in the future.
Developed for organizations that need to update their site
frequently, CivicPlus provides a powerful government content
management structure and website menu management
system. The easy-to-use system allows non-technical
employees to efficiently update any portion of your website.
Each website begins with a unique design developed to meet
your specific communication and marketing goals, while
showcasing the individuality of your community. Features and
capabilities are added and customized as necessary, and all
content is organized in accordance with web usability standards.
Section B - Required Elements & Deliverables
CivicPlus’ CivicEngage CMS can deliver all of the required elements listed in Section B and Subsections 2 & 3 of the
Scope of Work in your current RFP. Below are details on the modules and functionality that can address your identified
required needs. We have also outlined the additional features and functionality standard with CivicEngage and system
enhancements included with your project following the Required Elements details.
Detailed information on our Hosting and Maintenance services (Section B, Subsection 1) is included on page 24.
Our Design Style information (Section B, Subsection 4) is provided on page 22 in our Implementation discussion.
Additional Features information is included on Appendix 2.
Current Browsers
Websites built by CivicPlus are viewable in all common
browsers. They are optimized for administrative use
with Windows 2000+ and supported in the two most
recent versions of any major browser including: Internet
Explorer, Firefox, Safari, and Chrome.
Task-focused User Management
You can assign staff members to groups with different
levels of permissions of access and authority throughout
the CMS. There are several permission levels for users to
control user tasks. Each permission level adds additional
actions that can be performed on associated content.
Creating Custom URLs
Instead of sending your users to http://civicplus.com/248/
Awards-and-Recognition, you can send them to http://
civicplus.com/awards. You can also generate a unique
URL for each landing page.
Search Engine
CivicEngage is built with a powerful, predictive site
search for all pages, documents, and images, so your
citizens will be able to find what they need quickly and
easily. Additional information on our search optimization
functionality is included with #4 in Appendix 1.
CivicEngage CMS
Features & Functionality
“I’m confident that any service our
citizens need can now be found in one
to two clicks.”
— Lana Beck, Government Relations and
Communications Administrator for Pinellas
Park, Florida
PAGE 12
Google Analytics
Google Analytics can be implemented as the analytics
tool for the City.
Integration with GIS Mapping
Maps can easily be embedded or linked from Google,
ESRI, GIS, and more using the CivicEngage HTML widget.
Alert Messages
The CivicEngage Alert Center allows you to post
emergency or important information on your website to
notify citizens via email and SMS. It provides an efficient
and noticeable way to get important news out to your
community. With one click, graphics and information can
be activated on your website from a variety of layouts
that best fit the importance of the alert with public
notifications.
Image and Video Management
CivicEngage supports over 400 different file types for
upload, including, but not limited to, common types
of plain text, web-related, images, audio, video, print
documents, Microsoft Office, Google, ESRI, e-books,
calendars, security, and more.
The Photo Gallery module allows you to store and display
photographs in a central location to showcase what your
community has to offer and to attract new citizens and
visitors to your area.
You can also embed videos or
other HTML features in your site
with our built-in functionality.
Calendar
You can create multiple
calendars types to fit all of your
needs. The Calendar Module
allows administrators to set
up items to help keep your
community informed about
upcoming events and meetings.
The calendar supports multiple
views, including a monthly view that displays all the
events in a month. Events can be set on a one-time basis
or as recurring events for multiple months in advance,
with short descriptions and hyperlinks to display the event
details.
Agenda & Minutes Feature
The CivicPlus Agenda Center is an all-inclusive agenda
creation module. No longer will you have to build your
agendas in a word-processing program, print it out, pass
it around the office for approval, export the final version
to a PDF, and then upload it to the website. Agenda
Center allows for the creation and management of the
entire agenda process using a robust and easy-to-use
work flow, from submitting preliminary items at the
departmental level, to the publishing of the agenda live to
the public – one smooth and seamless process.
Agenda Center not only offers a one-stop-shop for
agenda creation, but upon publish of the approved
agenda, a template for the minutes of that meeting can
also be generated.
Social Media Integration
CivicPlus understands the importance of how social
networking sites like Facebook and Twitter help
governments connect with their residents in unique
and innovative ways. From community-centric pages
on Facebook to real-time Twitter feeds that can deliver
emergency alerts, we are dedicated to helping our clients
integrate their web content into the most dynamic social
media sites and make their marks
in the world of Gov 2.0. Other
social networking sites (such as
LinkedIn, YouTube, Pinterest, etc.)
can be featured on your website as
links to your organization’s profile
on those particular websites.
CivicEngage can also incorporate
available, compatible social media
feeds and widgets into the design
of your new website to create a
social media hub.
PAGE 13
Translation
Integration with Google Translate instantly translates web
pages between English and over 100 other languages.
WordPress Blog Integration
CivicEngage provides a built-in Blog functionality that the
City can utilize if desired. With this module, you can post
opinions/information about various community topics and
allow citizen comments and subscriptions.
We understand that the City is currently utilizing
WordPress for your blogging. Should the City wish to
continue this practice, most WordPress blogs have an
RSS feed that CivicPlus can pull onto any webpage with
our RSS or the Custom HTML widgets.
In addition, your archived blogs can be uploaded into our
Document Center if they are in .pdf format with optical
character recognition, which then can then be searched.
We will need to discuss the current process in more detail
to determine the best approach for the City.
Additional CivicEngage Modules & Widgets
Engagement
CivicEngage offers several effective and easy-to-use
citizen engagement features. These tools easily integrate
with the other key CivicEngage features.
• Citizen Request Tracker (CRT) – Allow users
to report a problem and provide follow-up
communication with the point of contact (includes 5
user licenses & 10 request types).
• Community Voice – Interact with citizens about
projects in your community.
• My Dashboard – Allow users to personalize their
dashboard to stay updated on news, events, and
information they care about.
• News Flash – Post organizational news items that are
important to your citizens.
• Notify Me® – Send out SMS messages and mass
emails to list subscribers (includes up to 500 SMS
users).
Document Management
CivicEngage comes fully-equipped with a robust set of
document management tools that work with other key
features of our CMS and making it easy to build dynamic
content that is easy for citizens to navigate and access.
• Archive Center – Store agendas, minutes,
newsletters, and other data-driven documents.
• Document Center – Organize and house documents
in one central location.
• Form Center – Create custom, online forms via
simple drag-and-drop functionality. Receive
notifications via email and track within the CMS.
• Staff Directory – Share detailed contact information
for your staff and offices.
Information & Navigation
Organize your content and pages to make it easy to
locate the information you and your citizens need most
with modules that help you update information quickly.
• Frequently Asked Questions (FAQs) – Answer the
most frequently asked questions to reduce phone
and foot traffic for staff.
• Graphic Links – Place graphics on your site as links
to other pages.
• Info Advanced – Display important information on
pages in a compact and easy-to-update module that
provides detailed formatting.
PAGE 14
Department-Specific
There are several function-specific features and
modules for government departments. These tools are
integrated into the CivicEngage CMS and offer the ability
to complete multiple steps in one action.
• Activities – Create, organize, and track activities.
• Facilities & Reservations – Showcase community
facilities and allow reservations online.
• Job Postings – Post available jobs online and accept
online applications.
• Bids – Post sortable and subscribable bids.
Helpful Widgets
Widgets help your staff visually organize content on your
site and tailor the look to meet the page’s needs. A few
of the most helpful widgets are:
• Carousel Widget – Group and display widgets in one
location with arrow navigation functionality.
• Editor Widget – Edit text with word processing tools,
plus web tools like code view and the Accessibility
Checker.
• Image Widget – Add images to a page.
• Related Documents Widget – Create a dynamic list
of documents referenced in the Document Center.
• Slideshow Widget – Add a slideshow of images.
“It’s extremely easy for nontechnical
users to use, giving them confidence
early on. The modules are well-
thought-out for use by a government
entity. That’s extremely helpful – you
wouldn’t get that with an off-the-
shelf, generic CMS.”
— Angie Kilbourne, Web Content
Specialist for Irving, Texas
PAGE 15
Administrative Features
The administration of your CivicEngage site is browser based, with no installation of software needed. You’ll be able
to update the site from an internet connection on any platform (Mac or PC). Administrators can control the access to
pages and manipulation of content as well as use automated features to streamline processes.
• Admin Dashboard – A home base for messages and
quick access to your recent activities and time-
sensitive action items such as pending approvals and
expiring items.
• Content Scheduling & Versioning – Set your content
to auto-publish and auto-expire, with an archive of all
published content and previous versions.
• Dynamic Breadcrumbs & Site Map – Breadcrumbs
(used to show a visitor’s location within the site)
and the site map are dynamically generated and
automatically update reflecting any changes made.
• Dynamic Page Components – Modules such as
Calendar, FAQs, and News Flash, may be included as
dynamic page components on any page.
• History Log – Track changes made to your website.
• Intranet – Use permissions to set a secure location
on your website that allows employees to login and
access non-public resources and information.
• Pending Approval Items – Admins have access to a
queue of pending items to be published or reviewed.
• Website Statistics – Piwik or Google Analytics
provides web statistics for analysis.
User-Friendly Features
Not only is the CivicEngage CMS easy for your staff to
use, various administrative features help your staff make
a more attractive, engaging, and intuitive for your citizens.
• Automatic Alt Tags – Built-in features allow ongoing
ADA compliance of your site.
• Design Essentials® – Tools that allow your staff to
build, modify, and manage your website’s look within
the design and structure parameters of your website.
• Live Edit – See where your information will be posted
on a page before you make any changes with our
WYSIWYG editor and drag-and-drop tools.
• Mega Menu – A main navigation menu makes it easy
to get to any page on your site quickly.
• Predictive Site Search & Log – A powerful site search
automatically indexes all content making it easy for
visitors to find information across pages, documents,
and images. All search words are kept in a log.
• Printer Friendly – Separates critical content from the
site template to provide a clean print without menu
structure and banner information included.
• Real Simple Syndication (RSS) Feeds – Allow
patrons to sign up to receive email notifications.
• Third-Party Access – Utilize iframes, embeds, and/
or links to most of your third-party services. Or use our
growing list of APIs as well as options from Zapier to
build applications right from your website.
PAGE 16
Credit Card Processing
CivicPlus Pay (“Pay”) is our secure, PCI-compliant, utility
application integrated within the CivicPlus Platform.
Local governments can use Pay within the CivicEngage,
CivicRec®, and CivicOptimize® solutions to enable
seamless payment capabilities.
Pay acts as the connector to facilitate a transaction
between the CivicPlus solution and the selected payment
gateway. Pay offers integrations with several common
payment gateways to provide flexible payment solutions.
CivicPlus has partnered with several integrated gateways
to enhance the client experience through a streamlined
relationship between the CivicPlus solution and the
gateway that processes the payments.
If a partner payment gateway is utilized by Golden Valley,
CivicPlus can assist with the facilitation, set-up, support,
and troubleshooting services. Pay can also integrate with
many other supported gateway providers in addition to
our partner network, on a more limited fashion, to assist
you in developing a successful system. Contact your
sales representative for more details on our approved
partner network and other supported gateway providers.
To utilize any of the approved gateways, an agreement
will need to be executed directly between Golden Valley
and the vendor, who will assess separate merchant
account and transaction fees. Additional information can
be provided upon request.
Because EMV and Card-Swipe devices are encrypted
specifically for individual payment gateways, you’ll need
to leverage any required devices directly from your
selected gateway provider for either purchase or rent. We
are happy to assist in your procurement of such devices.
Functionality Disclosure
As CivicPlus continues to evolve and improve our solution
to support our clients’ needs and goals, we reserve the
right to upgrade, replace, modify, or terminate any of
the features and functionality elements listed, at our
sole discretion, and when feasible, providing reasonable
notice to our clients of any changes. These features and
functionality are offered on a gratuitous basis to our
clients, with no monetary value per feature, and should
any changes be enacted, will not affect any terms in a
signed agreement with CivicPlus.
ADA Section 508 Compliance
We provide highly compliant sites based on WCAG 2.0 A
and AA guidelines, which encompass and surpass ADA
accessibility requirements. This maximizes accessibility
for all users while providing freedom to create a visually
rich and appealing site. Our approach for each website
includes the following steps to provide you a compliant
and accessible website:
• We will deliver you a site that meet ADA (Section
508) and WCAG 2.0 A and AA levels.
• Your staff can use the Accessibility Checker within
the CMS to scan content in the editor widget, News
Flash, and FAQs for any accessibility issues so you
can correct them before publishing.
• Our trainers will teach your staff best practices to keep
your content and design elements accessible and up-
to-date with the latest ADA/WCAG standards.
• Any new regulations that require code changes
are done automatically, at least quarterly, with no
additional effort required from you.
• In addition to updating the code, our product team
also updates our best practices and provides regular
updates to clients via our CivicPlus website, blog
articles, webinars, and other publications.
AudioEye Partnership
CivicPlus also partners with AudioEye to provide
a suite of accessibility tools and services at a
discounted rate to our clients. Additional details and
a quote can be provided upon request.
PAGE 17
System Enhancement - Included with Project
Our Chatbot crawls your website and
other linked databases to create a
continually, automatically updated,
AI-powered knowledgebase that you
don’t have to maintain separately. The
result is less time spent on common
transactional citizen inquiries and
happier citizens who know they can
quickly and effortlessly receive what
they need from their municipality.
CivicPlus Chatbot
Powered by Frase
AI-Powered Customer Service to Delight
Your Citizens
You want to give your citizens the highest quality,
most responsive, and personalized customer
service experiences. However, with less staff and
fewer resources than ever before and building
pressure to enable contactless government, how
can you continue to delight your citizens? With
smart customer service automation.
CivicPlus Chatbot is designed to convincingly
simulate the way a human would behave during
a customer service interaction. Our advanced
technology combines the power of site search
and artificial intelligence (AI) to deliver exceptional
customer experiences to citizens using your
CivicEngage website.
Automated Citizen Service
Chatbot simulates the quality service experiences your
staff has with citizens, saving you time from answering
common questions by email, phone, and walk-in.
Answers from Multiple Sources
Chatbot crawls your CivicEngage® website and other
linked databases to create a continually updated,
AI-powered knowledgebase.
No Manual Content Management
You’ll never have to update your question-and-
answer database manually. Our smart Chatbot scans
your content and routinely refines its responses for
improved results.
Insightful Analytics
Use Chatbot’s reports to identify content gaps on your
website and add the information, tools, and resources
that citizens are searching for most frequently.
An Experience Designed for the Public
Sector
Unlike chatbots intended to facilitate retail sales, the
CivicPlus Chatbot is designed to simulate government-
citizen interactions.
The CivicPlus
Chatbot Provides:
PAGE 18
The CivicPlus Platform
CivicEngage is part of the CivicPlus Platform, the
integrated technology platform for local government,
which means local governments minimize the need
to rely on various third-party providers for multiple
technology solutions.
• Single Sign-On (SSO) to all of your CivicPlus
products supporting two-factor authentication and
PCI Level password compatibility
• Easily access all purchased CivicPlus products and
integrated solutions from one dashboard and toolbar
• Access to a continually growing and fully
documented set of APIs in order to better connect
your organization’s processes and applications
• Centralized data store built on the HCMS with robust
data automation and integration capabilities
Integration Hub
In today’s world, your website has become the new
city hall. To effectively reach the public of today, it is
imperative that you integrate your data and systems,
streamline your operations, and consolidate your
messaging channels. Integration Hub is a tool that can
help you unify your disparate cloud-based solutions and
your CivicPlus solutions, assemble powerful workflows,
and setup complex automations – without the need for a
developer.
With Integration Hub’s easy-to-use drag-and-drop
interface, non-technical users can build integrations for
syncing content and data between CivicPlus products or
with third parties (for an additional fee) without the need
for a developer. You can even easily create integrations
using manual import, polling, and webhooks (for an
additional cost).
The possibilities are endless with Integration Hub, but
here are a few examples of integrations you can create
with CivicEngage today:
• An integration that will take a News Flash update in a
specific category and immediately post it to the Alert
Center.
• An integration that will push a new Calendar Event to
post directly in the News Flash module.
The Integration Hub will reduce the amount of manual
work your staff needs to do in the course of their daily
work. This will save valuable time by automating your
most time-consuming manual workflows.
PAGE 19
COMPANY BACKGROUND & QUALIFICATIONS
Design creation, content development, professional consulting, configuration for usability and accessibility, dedicated
training − CivicPlus delivers all of this and more during the development of your new website.
A typical project timeline ranges from 16 – 28 weeks. Golden Valley’s exact project timeline will be created based on
detailed project scope, project enhancements purchased, availability for meeting coordination, action item return
and completion, approval dates, and other factors. Your project timeline, tasks, due dates, and communication will be
managed and available in real-time via Mavenlink project management software.
Implementation
Initiate
TWO TO FOUR WEEKS
• Project Kickoff Meeting
• Planning & Scheduling
Analyze
FOUR TO SIX WEEKS
• Client Deliverable Submission
• Consulting Engagements
• Design Discovery Meeting
• Content Process Meeting
Design & Configure
SIX TO TEN WEEKS
• Design Concept Development
• Design Concept Meeting
• Content Development
• Recommended Navigation
• Agendas & Minutes Migration
• Website Completion
Optimize
ONE TO TWO WEEKS
• Website Finalization
Educate
ONE TO TWO WEEKS
• Training Engagement
Launch
TWO TO FOUR WEEKS
• Website Launch
1
PROJECT START
2
3
4
5
6
GO LIVE
PAGE 20
Communication & Management
Communication between you and your CivicEngage team
will be continuous throughout your project. Sharing input
and feedback through email, virtual meetings, phone
calls, and our project management software, Mavenlink,
will keep all stakeholders involved and informed.
Mavenlink offers task management transparency with a
multi-level work breakdown structure, Gantt Chart-based
project plan, and a focused communication channel.
• Centralized project communication and task
management tools are located in a cloud-based
project workspace
• Conversations are linked to files and tasks for easy
reference
• Tasks, deliverables, and milestones are aligned to
your specific scope of work
The tools available through Mavenlink combined with
regular check-ins with your Project Manager provide you
ample opportunities to quickly and efficiently review your
project, check deliverables, and communicate feedback.
Consulting Engagement
Content Consulting
Without usable and accessible information, you will
simply have a pretty website that doesn’t help you
serve your constituents. Great content transforms your
website into a useful tool you can utilize to effectively
communicate with your community and do business
with your constituents. During your Content Consulting
engagement, one of our expert web consultants will
help you perfect your website content to meet current
usability and accessibility standards. We can do
the heavy lifting – protecting your valuable time and
reducing the effort needed from your team to prepare
your website for launch.
With Content Consulting, we will work collaboratively
with you to:
• Establish and confirm goals for your new website
• Map the approval process to be used during your
website project
• Explain the content migration process
• Outline website architecture, global navigation,
graphic buttons, and other navigational elements
• Assess current content and create an action plan to
address value-added content, content to remove,
content gaps, best practices, and usability and
accessibility
Content Migration
Recommended Navigation
Recommended Navigation (RecNav) is a proposed
sitemap, created by a Lead Content Developer,
consisting of the first three tiers of navigation. RecNav is
developed using site analytics, CivicPlus Best Practices,
and past CivicPlus experience.
Implementation
“This was hands down the easiest
and most intuitive group I have ever
worked with for a website redesign.
Other website development companies
I have worked with do not respond as
quickly. My CivicPlus team read my mind
whenever I needed something. Plus, our
website’s launch was flawless.”
— Nicole Smestad, Marketing Director
for Grand Forks, North Dakota Library
PAGE 21
Content Development
Our Content Development team will migrate the agreed
upon number of pages of content (including text,
documents, and images) from your current website
to your new, CivicEngage website. Content will be
enhanced for usability and accessibility, and we will
organize your website pages to make them easy to
navigate.
Agendas & Minutes Migration
The Content Development Team will download, upload,
and organize an agreed upon number of meetings to the
Agenda Center module.
Training
Our goal with your training plan is to give your staff the
skills and tools they need to quickly and easily keep
your website current. Your Trainer will deliver virtual
training sessions for both administrators and users.
These sessions will be customized to equip your staff
with the knowledge and comfort level needed to prepare
your website for launch and maintain it in the future. The
training session will utilize your production website, so
users are familiar with your specific configuration and
you get real, hands-on learning opportunities.
Testing
A testing period (approximately one month) is provided
between the completion of training and your site’s
launch date. This will allow you to add, create, and
make adjustments to content as well as ensure overall
satisfaction with your website. CivicEngage is browser
based, which means content changes will display and
function the same way before and after launch.
PAGE 22
Design Style
Flexible Layout Design
You will meet with your Art Director to discuss your
website vision based on the goals and needs of your
users. This process involves selecting the order,
placement, and format of your homepage content from a
library of over 1,200 vetted layout configurations aimed
at achieving your usability goals. This layout wireframe
will provide the structural blueprint for the visual design
application.
We will then collaborate with you to customize your
design to represent your community using your logo,
chosen colors, and imagery. We will focus on including
the functionality to meet your website needs, including
an option for up to one advanced design component– a
layout or design element that requires significant time
to style and implement. Working with your Art Director,
you’ll identify the appropriate component to achieve or
enhance the usability goals for your site.
CivicPlus designers use time-tested best practices to
create distinct, visually appealing designs and user-
centric experiences to solve visual communication
problems. Golden Valley will receive a citizen-focused,
interactive communication system.
CivicPlus designs are aimed at jump-starting civic pride
while solving the old stigma that government websites
are “hard to use and boring.” Our designers solve
these visual communication problems and help build a
citizen-focused, interactive communication system. We
blaze the creative trail to come up with visual styles to
help encourage interaction. Rather than only providing
a “cool” website design, we provide a well organized
system to intuitively deliver content for community
engagement.
Our creative approach to design strategy combines a
working knowledge of creative and new media methods.
We’re always looking for better and more creative ways
to push design forward, using all of the established tools
of our industry as a launching pad to propel our designs
into the stratosphere. As the habits of users change, we
seek new ways of encouraging citizen interaction and
engagement within each of our client’s communities.
Working with the City
We will develop visual communication strategies working
with your preliminary design and artwork if provided.
During implementation and after your design concept
and direction has been finalized with your Art Director,
one overall design template featuring your branding and
chosen aesthetics will be created incorporating both a
homepage layout and an interior page layout.
Page layout options are available within the Online Page
Editor content creation functionality. Those layouts are
separate from the overall design of the site, though
they do reflect font sizes and styles associated with
the various heading levels and content types. Unlimited
pages can be created with the CivicEngage CMS.
PAGE 23
Golden Valley’s Role
We will need your help to create the strongest possible website for your community. We will need you to:
Perform reviews and provide official
approvals throughout the project
Update the content on your current website
and delete any pages you no longer need
Track website updates to be completed
during your training session
Ensure you have the most up-to-date web
browsers installed on your organization’s
computers
Compile a list of your website users and
desired permission levels
Reserve training location and necessary
resources (computers, conference phone, etc.)
Gather photos and logos that will be used in
the overall branding and design of your new
website
Provide website statistics to be utilized
in reorganizing your website content,
navigation, and design (if available)
Complete the Design Form to communicate
design preferences
Provide technical information in the DNS form
for the set-up of your website domain name(s)
PAGE 24
COMPANY BACKGROUND & QUALIFICATIONS
Ongoing Services, Hosting, & Security
Award-Winning Support
Over the past three years, our Technical Support Team
has been honored with multiple awards by the globally
reknowned Stevie Awards for Sales and Customer
Service for service excellence.
The Stevie Awards are the world’s top honors for
customer service, contact center, business development,
and sales professionals.
Maintenance
• Regular review of site logs, error messages, servers,
router activity, and the internet in general
• Full backups performed daily
• Regularly scheduled upgrades, fixes, enhancements,
and OS patches
Technical Support
• Live support personnel based in the U.S.
• Weekday business hours: 7 a.m. – 7 p.m. (CST)
• Contact via phone, email, and live chat
• 4-hour response during business hours
• 24/7 emergency support
• Self-Service Help Center for tutorials and user guides
and ENGAGEXCHANGE for client connection
• Assigned Client Success Manager to ensure your
complete and ongoing satisfaction
Hosting & Security
• 24/7/365 system monitoring
• Guaranteed 99.9% uptime (excluding maintenance)
• Highly reliable data center with a fully redundant
network
• Software updates and security patches
• Multiple, geographically diverse data centers
• Disaster recovery with emergency, after-hours, live-
agent support
• Guaranteed Recovery Time Objective of 8 hours
• Guaranteed Recovery Point Objective of 24 hours
• DDoS Mitigation
• DDoS Advanced Security Coverage at time of attack
(additional fees)
Password Security for City Staff
CivicEngage websites are developed to be secure from
both the administrative side and end-users. The system
requires passwords that don’t match the four previously
used passwords. CivicEngage password security
protocols also include:
• separate backend login
• complexity requirements
• password expires every 90 days
• failed attempt lockout
“It’s your people that make you good at what
you do. Every time I call my Client Success
Manager, it seems like he drops everything
to help me. If I contact the Technical Support
Team, they are right there to answer my
questions and get it figured out. I’ve always had
very responsive experiences when I’ve reached
out to CivicPlus. I’ve worked with some great
customer service reps at CivicPlus, and it’s that
relationship that matters.”
— Jean Carder, Communications Coordinator for
Louisburg, Kansas
PAGE 25
REQUEST FOR QUOTES | CITY WEBSITE REDESIGN
Proposed Fee Statement
PAGE 26
Request for Quotes: City Website Redesign
12
Appendix 2. Proposed Fee Statement
Base Fee
Base Fee includes all items listed in Section II (“Scope of Work”), with the exception of Section II, Part C
(“Additional Features”).
Vendor name
Base fee amount
Annual hosting fee
Additional Features (Add-Ons)
Provide the cost for items identified in Section II, Part C “Additional Features” (items are listed in order
of priority). The individual pricing will help the City determine whether to add on to the scope of the
project now or pursue some of the services a t a later date, depending on the City’s budget. If Vendor
has a general fee schedule for other products or services, please attach it to the RFQ. If any items are
already included in Vendor’s base website fee, please indicate.
Service Amount
integration of meeting agendas and minutes
integration of created blog content
secure online form management with payment capabilities
advanced/refined search function with filters (include/exclude archived documents,
PDFs, etc) that can also integrate City’s Laserfiche archive
citizen request management
event management and online registration
image and video management system
secure online payment for various programs or processes
intranet
private area for police, fire, and public works staff to set and view work schedules
customer service interaction (chat, forms, etc)
included with
CivicEngage
included with
CivicEngage
included with
CivicEngage
included with
CivicEngage
included with
CivicEngage
included with
CivicEngage
Contact Account
Executive for pricing
included via
CivicPlus Chatbot
Contact Account
Executive for details
Available via CivicPlus Pay with approved payment gateway
included via
CivicEngage Intranet
CivicPlus, LLC
Appendix 2.
Our proposed project and pricing is valid for 60 days from April 9, 2021.
Available with multiple storage options
$38,393 one-time development & implementation fees
$9,644 Year 1 annual fee; 5% technology uplift beginning Year 2
Additional discussion will be required to define specific needs
Contact Account
Executive for details
PAGE 27
PROPOSED FEE STATEMENT
Project Fee Details
Features & Functionality
• CivicEngage CMS tools, widgets, and features
• One SSL certificate
• DNS setup & hosting for URL goldenvalleymn.gov
• 100 GB of storage
• CivicPlus Chatbot
Design & Content
• One website layout built using available flexible layout
options
• One custom website design built using approved
layout and up to one advanced design component
• 250 pages Content Development from URL
goldenvalleymn.gov
• Up to 100 meetings worth of Agendas and Minutes
PDF/DOC Migration
• Four-year premium website redesign
Professional Services
• On-site User Testing (two rounds)
Travel & Lodging included
• Recommended Navigation
• Two days virtual Content Consulting
• Two days virtual training (limit eight attendees/
session)
Annual Recurring Services
• Hosting and Security
• Software maintenance including service patches and
system enhancements
• 24/7 Technical support and access to the CivicPlus
Help Center
• Dedicated Client Success Manager
Year 1 (one-time + annual) $48,037
Year 2 (annual recurring services) $10,126
PAGE 28
CivicPlus Project Pricing & Invoicing
CivicPlus prices on a per-project, all-inclusive basis (stated in US dollars). This type of pricing structure eliminates
surprise costs, the uncertainty of paying by the hour, and is overall more cost effective for our clients. It provides
you with a price based on the products and features listed in this proposal that only varies if additional functionality,
custom development, security, escrow requirements, or other design or project enhancements, outside of the
included scope, are added prior to contract signing.
CivicPlus Offers:
Standard CivicEngage Invoicing
• 30% of Year 1 fees due at contract signing –
remaining 70% due at project completion or at the
six-month mark in the implementation process –
whichever date is earlier
• The first-year Annual Services fee is included with
your Year 1 cost
• Subsequent annual invoicing occurs on the
anniversary of the contract signing date, and is
subject to a five percent technology fee uplift each
year starting Year 2 of your contract. First uplift is
shown in the Year 2 Annual Recurring Services fee
Customized Billing/Invoicing
• We can discuss other billing options with you
before contract signing and, if feasible, develop a
plan that works for all parties
• Not available with all CivicPlus products – please
contact your sales representatives for more details
CivicPlus Advantage Invoicing
• Zero-interest payments that divide the One-Time
Implementation expense of your project over the
first three years of your contract
• Each payment will also include your Annual
Services and any other fees if applicable
• May not be available with all products offered by
CivicPlus
Payment Gateway Account
• Your chosen Payment Gateway will collect and
disburse all credit card monies
• If selected, any of our partner Payment Gateway
Vendors will conduct a rate analysis upon
discovery to provide the most competitive
percentage + fee per transaction rate
• CivicPlus Pay integrates with several Payment
Gateways to provide maximum flexibility to our
clients’ needs
CivicPlus wants our clients to succeed in delivering a viable, sustainable, and flexible technology solution to their
communities. We will work with you before contract signing to determine which of our billing processes will meet
both your needs for budget planning and our accounting processes.
Right to Negotiate
A successful project begins with a contract that meets the needs of both parties. This proposal (including all
supporting, technical, or specification documents required for submittal with the current RFP) is intended as a
non-binding document, and the contents hereof may be superseded by an agreement for services. Its purpose is
to provide information on a proposed project we believe will meet your needs based on the information available.
If awarded the project, CivicPlus reserves the right to negotiate the contractual terms, obligations, covenants, and
insurance requirements as provided in the RFP before a final agreement is reached. We look forward to developing
a mutually beneficial contract with Golden Valley.
PAGE 29
PROPOSED FEE STATEMENT
To be respectful of your budget, the following items have not been included in our proposed project, however, we
believe they could be of considerable benefit to the City as you enhance your web technology. They can be included
with your initial project or added at a later date. CivicEngage also offers multiple other enhancements that can be
implemented as your online environment evolves. Please speak with your Account Executive, Hector Ortega, for more
information regarding available enhancements and details on pricing options for Golden Valley.
Optional Enhancements
CivicSend
CivicSend is a visually rich communication module for
government, used to efficiently distribute general (non-
emergency) communication to citizens. CivicSend is
more than a simple email newsletter tool − it provides
CivicPlus clients with a single point of access, via
integration with CivicEngage, to multiple communication
channels, including email, SMS/text, Facebook, and
Twitter. CivicSend centralizes communication, saves
administrative users time, and improves overall
productivity.
Additional benefits of the CivicSend module include:
• Content auto-posts to your website
• Unlimited communication – there is no limit to the
number of emails you can send (text messaging
rates do apply)
• Template options to make customizing your
message quick and easy
• Access to all subscriber lists in your CivicEngage
website, including the ability to select multiple lists
PAGE 30
CivicPlus Media
CivicPlus offers a robust mobile video experience as
part of our media solution. Consumption of video is
continuing to grow, and providing this option as part
of your overall experience is a must-have to drive
engagement for anything from board meetings to
community events.
Management of your videos is easy with dedicated
storage space (separate from your website) and the
ability to embed your videos within any page with
the easy-to-use drag and drop tool. In addition, your
citizens can:
• Access videos anywhere and anytime
• Watch high definition playback on most mobile
devices
• Engage with real-time videos
• Live stream video with clear and crisp high
definition viewing quality
CivicPlus Media offers multiple storage options based
on intended use and needs. Your Account Executive
Hector Ortega can provide additional information and
the pricing options available.
Optional Enhancement
PAGE 31
REQUEST FOR QUOTES | CITY WEBSITE REDESIGN
References
CONFIDENTIAL | PAGE 32
Request for Quotes: City Website Redesign
13
Appendix 3. References
1) Reference Company
Address
City, State, Zip
Contact Name
Title
Phone
Service(s) Purchased
2) Reference Company
Address
City, State, Zip
Contact Name
Title
Phone
Service(s) Purchased
3) Reference Company
Address
City, State, Zip
Contact Name
Title
Phone
Service(s) Purchased
Appendix 3.
MORRISON COUNTY, MINNESOTA
Amy Middendorf
IT Manager
320.632.2941
213-1st Avenue SE
Little Falls, Minnesota 56345
contract signed - January 23, 2020
LITTLE CANADA, MINNESOTA
Bryce Shearen
Parks & Recreation/Community Services Manager
651.766.4045
515 Little Canada Road E
Little Canada, Minnesota 55117
contract signed - July 19, 2017
EAST GRAND FORKS, MINNESOTA
Megan Nelson
City Clerk
218.773.2483
PO Box 373
East Grand Forks, Minnesota 56721
original contract signed - March 22, 2019
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. E. 3b. Authorization to sign contract with CivicPlus for a one-year subscription to the AudioEye
automated website accessibility solution for the City of Golden Valley 2021 website redesign
Prepared By
Cheryl Weiler, Communications Director
Summary
City staff seeks to contract, through CivicPlus, for a subscription to the AudioEye automated website
accessibility solution, which will be implemented as part of the redesign of the City of Golden Valley
website at www.goldenvalleymn.gov. The AudioEye platform provides accessibility solutions to ensure
websites are ADA (Americans with Disabilities) and WCAG 2.1 (Web Content Accessibility Guidelines)
compliant and is renewable annually.
Recommended Action
Motion to authorize subscribing with CivicPlus to the AudioEye automated website accessibility
solution in an amount of $3,750 per year, with a 5 percent annual increase, to be implemented with
the redesigned City of Golden Valley website.
Supporting Documents
• AudioEye Statement of Work (8 pages)
Statement of Work for Golden Valley, MN
AUDIOEYE MANAGED
STATEMENT OF WORK
This Statement of Work (the “SOW”), effective as of the later of the two dates accompanying the
signatures below (“Effective Date”), is entered into and governed under the Professional
Services Agreement for Website Services and all appendices thereto, including the Master
Services Agreement (collectively the “Agreement”) between CivicPlus, LLC (“CivicPlus”)
and Golden Valley, Minnesota(“Client”). Services performed by CivicPlus under this SOW
will be conducted in accordance with and be subject to the terms and conditions of this SOW
and the Agreement. If there is a conflict between this SOW and the Agreement, the terms and
conditions of this SOW shall prevail. Capitalized terms used in this SOW but not defined herein
shall have the meaning set forth in the Agreement. The responsibilities of CivicPlus and Client
are defined below.
IN WITNESS WHEREOF, each party, in consideration of the mutual promises and agreements
set forth in this Agreement, and other good and valuable consideration, the receipt and
sufficiency of which are hereby acknowledged and agreed by the parties, agree and hereto has
caused this Agreement to be executed by its duly authorized representatives.
CivicPlus
By: ___________________________________________
(Signature)
Name:________________________________________
(Print)
Title:__________________________________________
Client
By: _______________________________________________
(Signature)
Name: ___________________________________________
(Print)
Title: ___ _____________________________
Date: _____________________________________________Date: _________________________________________
1.TERM
The duration of this AudioEye Platform Subscription and SOW is approximately 12 months,
commencing on or about the Effective Date.
Tim Cruikshank
_City Manager____________
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 2
2.SERVICES ORDERED & COSTS
AudioEye will provide the following SaaS Subscription:
Web Accessibility Solutions Subscription Order 12 Month Term
Product Subscription Cost
AudioEye Managed $3,750 per domain
Total Subscription Cost* $3,750 per domain*
*Recurring subscription pricing is subject to an annual 5% increase.
This Scope of Work is valid through January 31, 2021.
The subscription purchased hereunder applies only to the Authorized Domain(s) listed in the table, below.
1. This Statement of Work ("SOW") shall be subject to the terms and conditions of the Golden Valley MN
–CivicEngage Statement of Work signed by and between the Parties (“the Agreement”). By signing this
SOW, Client expressly agrees to the terms and conditions of the Agreement, as though set forth herein.
2. Client will be invoiced for a prorated portion of the Total Subscription Cost upon signing and
submission of this SOW. The Total Subscription Cost amount will subsequently be added to Client's Term
and regularly scheduled annual invoices under the terms of the Agreement.
All payments shall be made in accordance with the terms and conditions of the Agreement. Invoices will
be expressed in US Dollars (USD).
Authorized Domain(s) Owned and Controlled by Client
http://www.goldenvalleymn.gov/
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 3
3.CONTACT INFORMATION
Technical Contact Information
Client will identify a project lead to function as a single point of contact for the project.
Name: ____________________________________________
Email: ____________________________________________
Phone: ___________________________________________
Billing Contact Information
Invoices for fees, associated with this Agreement, should be sent to the following email
address(es):
Billing Email:______________________
Contact Name:__________________________ Billing Address 1: _____________________________________
(if different from Corporate Address provided with MSA)
Contact Email:__________________________ Billing Address 1: _____________________________________
(if different from billing email address provided above)
City:______________________________________ State/Zip: ____________________________________
Payment Method: _______________________________
All payments shall be made in accordance with the terms and conditions of the Agreement.
Invoices will be expressed in US Dollars (USD).
Cheryl Weiler
cweiler@goldenvalleymn.gov
763-593-8004
finance@goldenvalley,mn.gov
Finance Department 7800 Golden Valley Rd
Golden Valley MN
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 4
STATEMENT OF WORK
APPENDIX A
Package Features / Services
AudioEye Managed
Activation
In coordination with CivicPlus, Client will allow enabled/embed AudioEye JavaScript into the
Authorized Domain as initiated by way of an order.
The AudioEye Managed is inclusive of the Features and Services detailed in the table,
below.
AudioEye Managed
Features/Services Details
WCAG
Accessibility
Reports
Reporting available upon request for point-in-time compliance
status and WCAG conformance level.
Automated Global
Remediations
Certain common issues of accessibility can be programmatically
detected and remediated by AudioEye Dynamic Remediation
Technology.
Monitoring Ongoing evaluation and continuous WCAG testing.
Accessibility
Toolbar
Web Personalization Tools that allow end-users to customize
their user experience to meet their individual needs. The
internationally recognized accessibility icon marks the entrance
to the AudioEye Toolbar.
Certification
Statement
AudioEye Trusted Certification, which is attestation of a site
owner’s ongoing commitment to digital inclusion as defined by
WCAG Success Criteria. Includes AudioEye Trusted
Certification badge.
Accessibility
Statement
(if applicable)
Standardized accessibility messaging site owners may utilize on
their site informing visitors of the digital inclusion efforts
underway.
Training (On-
Demand Webinar
Archive)
User access to archive of recorded Accessibility Training
Seminars covering various topics to encourage digital
accessibility best practices and universal design thinking
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 5
Live Training
Webinars
User access to Accessibility Training Seminars covering various
topics to encourage digital accessibility best practices and
universal design thinking
Manual Assistive
Technology
Testing
Site-level technical analysis and functional usability testing
(manual testing) conducted by Assistive Technology (AT)
testers.
Site Remediation
Automated and manual test results provide feedback for
AudioEye Engineers to develop custom, site-specific
remediations to fix issues of accessibility. Remediations scripts
are served via AudioEye Dynamic Remediation Technology.
Sustainable
Testing &
Remediation Plan
Official accessibility auditor documentation to assist site owner in
addressing any accessibility complaints.
International Language Support:
27 Languages/Dialects supported for display within the Ally Toolbar. Valid language attribute
must be present in source. Supported languages, include:
•Arabic
•Cantonese (Hong Kong S.A.R.)
•Catalan (Catalan)
•Chinese (Taiwan)
•Chinese (People’s Republic of China)
•Czech (Czech Republic)
•Danish (Denmark)
•Dutch (Netherlands)
•English (United States)
•English (United Kingdom)
•Finnish (Finland)
•French (France)
•French (Canada)
•German (Germany)
•Greek (Greece)
•Hungarian (Hungary)
•Italian (Italy)
•Japanese (Japan)
•Korean (Korea)
•Norwegian (Norway)
•Polish (Poland)
•Portuguese (Portugal)
•Portuguese (Brazil)
•Russian (Russia)
•Spanish (Spain)
•Spanish (Mexico)
•Swedish (Sweden)
4.WEB ACCESSIBILITY COMPLIANCE REPRESENTATIONS & WARRANTIES
AudioEye continually monitors the relevant World Wide Web Consortium’s (W3C) Web Content
Accessibility Guidelines (WCAG) to improve conformance with WCAG guidelines and to eradicate
issues of accessibility that may impede access for persons with disabilities.
AudioEye periodically monitors current law and practice regarding digital accessibility compliance
including, but not limited to the Americans with Disabilities Act (ADA) and other similar state and
international laws.
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 6
AudioEye has and will continue to take steps necessary to help improve and maintain equal access
to Client website(s).
AudioEye monitors Client website(s) and/or the platform hosting Client website(s) to take the steps
necessary to improve conformance with WCAG standards.
AudioEye evaluates Client website(s) and/or the platform hosting Client website(s) on a periodic
basis to improve conformance with WCAG standards.
AudioEye periodically reviews automated and manual test results to develop remediations to Client
website(s) and/or the platform hosting Client website(s) to increase conformance with WCAG
Success Criteria.
AudioEye provides support and training resources and hosts training seminars that promote
accessibility best practices including, but not limited to, universal design, WCAG Success Criteria,
video captioning, and document remediation.
AudioEye works with and/or takes measures to provide product stakeholders in charge of managing
the platform hosting Client website(s) with information a) to improve the accessibility of the platform
hosting Client website(s), the site template, and web components that comprise Client website(s),
b)to incorporate accessibility into the design process, and c) to better ensure an optimal user
experience for individuals with disabilities.
AudioEye supports a 24/7 help desk for site visitors, which enables them to report accessibility
issues and grievances should they be encountered. AudioEye prioritizes the remediation of
validated issues as submitted via the Help Desk.
AudioEye provides technical analysis and functional usability testing (manual testing) of Client
website(s) and/or the platform hosting Client website(s), which is conducted by assistive technology
(AT) testers.
Via proprietary and patented AudioEye Dynamic Remediation Technology, AudioEye remediates
issues of accessibility identified within Client website(s) and/or the platform hosting Client
website(s) and conducts retesting of issues to validate usability of remediated content and
functionality.
AudioEye provides limited to full implementation of the AudioEye Toolbar, which provides web
personalization tools permitting site visitors to customize their user experience to meet individual
needs.
5.ASSUMPTIONS
To streamline communication during the project, Client will be assigned an account manager who
will be responsible for the quality and timeliness of all deliverables. The account manager will
oversee and track the progress of the entire project and will be available to escalate concerns.
Website/Platform updates or structural changes that impact existing CSS ID/class selector
attributes may require re-configuration and subsequent testing that demands a level of effort
beyond the typical maintenance included with the AudioEye Services.
AudioEye engineers do not make any changes to the web environment that impact the visual
display of the website. Required changes that impact visual display require collaboration with
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 7
Client and any visual changes implemented through the AudioEye Services require sign-off from
Client. In many cases, these changes are implemented by Client at the source. For deficiencies
impacting visual display or site structure/features/functions, AudioEye to obtain written permission
from Client to provision and apply the required fixes. AudioEye shall not be held liable for delays
impacting, if applicable, delivery timelines pertaining to Client supplying AudioEye with written
approvals.
For any Success Criteria that cannot be met through the application of fixes facilitated through
the AudioEye Services and applied to the frontend website/application through the AudioEye
JavaScript, AudioEye collaborates, via CivicPlus, with software/web designers/developers and
recommends best practices for effective resolution to be applied at the source and/or through
universal design standards. The combination of this collective and collaborative effort helps
ensure usability for Client’s site visitors. AudioEye to provide the necessary tools and/or
instruction, allowing CivicPlus to implement fixes within the CMS product source (“Platform
Remediation”).
For each project, the start date of Activation is determined by AudioEye.
AudioEye shall issue an AudioEye Trusted Certification indicating that Client has a commitment
to accessibility and inclusion in striving to maximize and continually improve conformance with
the informative guidance supplied through W3C WCAG. If applicable, certification statements may
indicate conformance exclusions and/or statements of partial conformance and/or reference to
on-demand source feedback reports to inform end-users about features/functions that do not
conform to the target standard and/or remain a work in a progress.
Common exclusions resulting in conformance clarifications, as documented through source
feedback reports, include: flash objects, highly visual/dynamic display widgets/modules, high
volume content changes, maps, inaccessible PDFs, videos without captioning and/or audio
descriptions, and 3rd party content.
6. CLIENT RESPONSIBILITIES
Client will identify a project lead to function as a single point of contact for the project.
Client will make all reasonable efforts to address conformance exclusions indicated within the
source remediation report.
Client will make all reasonable efforts to educate AudioEye on the specific technical constraints
of its Web environment, including details about its publication and hosting environments.
Prior to execution of this Agreement, Client to inform AudioEye of anticipated traffic exceeding 20
million monthly impressions. Client understands and agrees that AudioEye will charge Client the
following overage fees, to be billed at the end of the current month, in which the overage
occurred: $52 per million impressions above and beyond the monthly allotment. Please note:
some single page requests may make multiple requests to AudioEye, and, therefore, trigger
multiple impressions (i.e. iFrames on the page).
Client to provide advanced notification to AudioEye prior to implementing or removing the
AudioEye JavaScript within their web environment, including but not limited to Client’s production,
staging, UAT, development, and/or sandbox environment(s).
CIVICPLUS STATEMENT OF WORK – AUDIOEYE – v20200917 8
Client will provide AudioEye with feedback, comments, approvals and acceptance on all
deliverables in a timely manner.
If Client receives a legal demand letter or is served a legal notice, Client may request a s ustainable
testing and remediation (STAR) plan (aka auditor notification letter) to inform plaintiff of the
proactive steps already taken and being taken by Client to ensure digital inclusion. Should plaintiff
continue to pursue their legal efforts, Client may request consulting or legal support services,
which may be separate from and in addition to the Services included in this SOW.
Client will make all reasonable efforts to send project and accessibility stakeholders to attend
online accessibility training presentations provided by AudioEye.
7.CHANGE CONTROL PROCEDURES
To make a change to this SOW, Client will submit a written request to CivicPlus specifying the
proposed changes in detail. CivicPlus will submit to Client an estimate of the charges and the
anticipated changes in the delivery schedule that will result from the proposed change in the
services (“Change Order”) stated within this SOW. AudioEye will continue performing the services
in accordance with this SOW until the CivicPlus and Client agree in writing on the change in scope
of work, scheduling, and fees therefore. Any Change Order shall be agreed to by the parties in
writing prior to implementation. No additional fees shall be incurred without Client’s prior written
authorization.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. F. 1. Acceptance of donation for a tree at Brookview Park honoring Jack & Irene Gomez Bethke,
Resolution No. 21-45
Prepared By
Rick Birno, Director of Parks & Recreation
Summary
As adopted in the Donation/Gift Policy, a gift of real or personal property must be accepted by the City
Council by resolution and be approved by a two-thirds majority of the Council. A cash donation must
be acknowledged and accepted by motion with a simple majority. We have prepared the following
resolution detailing the specific donor and their fiscal gift for your consideration.
Financial Or Budget Considerations
Not applicable
Recommended Action
Motion to adopt Resolution No. 21-45 accepting the donation from the Don & Kathleen Bethke family
for the addition of a tree in Brookview Park to honor of Jack & Irene Gomez Bethke.
Supporting Documents
• Resolution No. 21-45 accepting a donation of $350.00 from the family of Don & Kathleen Bethke
for a tree to be located in Brookview Park.
RESOLUTION NO. 21-45
RESOLUTION ACCEPTING THE DONATION OF A TREE FROM THE
FAMILY OF DON & KATHLEEN BETHKE FOR BROOKVIEW PARK
WHEREAS, the City Council adopted Resolution 04-20 on March 16, 2004, which
established a policy for the receipt of gifts; and
WHEREAS, the Resolution states that a gift of real or personal property must be
accepted by the City Council by resolution and be approved by a two-thirds majority of the
Council. A cash donation must be acknowledged and accepted by motion with a simple
majority.
NOW, THEREFORE, BE IT RESOLVED that the City Council accept the following
donations on behalf of its citizens:
$350.00 donation from the Don & Kathleen Bethke family for the addition of a tree to
honor Jack & Irene Gomez Bethke at Brookview Park.
Adopted by the City Council of Golden Valley, Minnesota this 15th day of June, 2021.
_____________________________
Shepard M. Harris, Mayor
ATTEST:
_____________________________
Theresa Schyma, City Clerk
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. F. 2. Report on the Conclusion of the MHFA Capacity Building Grant Project
Prepared By
Jason Zimmerman, Planning Manager
Myles Campbell, Planner
Summary
The City has identified a handful of parcels that had largely been acquired by the Minnesota
Department of Transporation (MnDOT) for highway construction purposes and then subsequently
turned back to City ownership. In 2018, the City Council and HRA directed staff to begin examining
what potential there was to reuse these vacant parcels for affordable housing. This required answering
a few questions:
1. Was the City legally allowed to convert these turnback parcels to housing?
2. What policy framework would need to be adopted to direct decision-making in regard to using
the parcels for housing?
3. Given their location in existing neighborhoods, how should the City engage residents about the
prospect of reusing these parcels?
In an effort to bolster staff’s effectiveness in answering these questions, in 2019 the City applied for
and received a Capacity Building Grant from the Minnesota Housing Finance Agency (MHFA). Grant
obligations include: legal review of the turnback question, creating a Fair Housing Policy, creating a
Public Land Disposition Policy, and an initial round of engagement around three of the sites identified.
Grant dollars funded the hiring of an external consultant to assist in the site engagement, while the
Family Housing Fund partnered with Golden Valley and a handful of other first ring suburbs to work
with a legal consultant to understand the restrictions around reuse of turnback parcels.
As of today, the initial research and engagement work of the project has reached its conclusion. Staff
will provide a summary of the findings, reference additional steps that remain to be completed, and
set the stage for future City Council decisions on how these three sites – and other turnback parcels –
will be made.
Legal Research
Through its collaboration with the Family Housing Fund, the City received a legal opinion from a real
estate attorney about whether it is possible to reuse turnback parcels for affordable housing. The
opinion concluded that it is possible to use public land, including turnback parcels, for affordable
City Council Regular Meeting Executive Summary
City of Golden Valley
June 15, 2021
2
housing. In most cases, there will likely be additional investment required to clear up title issues
resulting from the complicated chain of conveyances and MnDOT’s acquisition of the properties
through condemnation. As part of the City’s work on its Public Land Disposition Policy, staff and
Council should consider whether to charge for the parcels or donate them and how to cover any
additional required title costs.
Fair Housing
The adoption and implementation of a City-wide Fair Housing Policy was identified in the City’s 2040
Comprehensive Plan as a priority for the City. This policy is a critical tool in ensuring that residents in
the City have the information and assistance from City staff in order to secure fair and equal access to
housing. This was identified as a 0-5 year implementation action in the Comprehensive Plan.
An opportunity to put this policy into action somewhat ahead of schedule was provided with the
Capacity Building Grant. Initial discussion with the HRA work group was held in March of 2020, with the
Policy being approved in April. As a result, the City’s website was updated to include a new page on the
policy, including: information on filing a fair housing complaint, contacts for responsible staff persons
who can provide additional assistance, and non-profit legal resources.
Community Engagement
In early 2020, the City posted a Request for Proposals for a community engagement consultant to lead
efforts around the three pilot sites identified by the City. From that process, the City selected Moxie
Urban Consulting. Initial plans to host engagement events and some form of art installation on each
site were disrupted early on in the project by the COVID-19 Pandemic and associated emergency
orders around gatherings.
In response to the pandemic, the project team worked quickly to transition the engagement efforts
into a virtual format, incorporating both broader efforts around surveying and education, as well as
targeted digital design events with immediately affected neighbors. Details on the outcomes and the
lessons learned from these events. Engagement items were then cataloged and recorded in the
consultant’s Community Engagement Report. A copy of the final report is attached.
Key Findings
• The project website and online resources worked well for informing the broader Golden Valley
community, but they do require consistent updates and upkeep or risk losing their audience.
The peak periods of activity on the website happened during the time of other activities, but
dropped off once the focus moved to drafting the report. Online engagement also requires a
base level of technology skill to use, limiting its audience. This was especially true for the virtual
design events, which had a greater barrier to entry than an in-person drawing or mapping
exercise.
• Due to the limitation to online engagement and other impacts from 2020, the majority of
residents who engaged with the project were immediate neighbors. For this part of the
community, who will be most greatly impacted by any development, engagement found that
familiar was favored and that change should be minimal. Many did not see these sites as vacant
lots, but as green space. If they were to be redeveloped, these groups expressed a preference
City Council Regular Meeting Executive Summary
City of Golden Valley
June 15, 2021
3
for limited changes and for resulting housing to match the existing neighborhood character, not
with modern architecture or additional density.
• Survey-responders and participants in virtual events often identified pocket parks and
community gardens as a desirable use for the three parcels, either as alternatives to housing or
in addition to it. While green space amenities can be beneficial, both for new homeowners and
existing neighbors, the City will need to balance the benefits of green space with the costs and
practicalities of maintenance and the lost opportunity for affordable housing.
• Affordable housing is still a hot button issue in the City, and one that can be a challenge to
discuss. The State of Minnesota faces a housing shortage, one that is more apparent in the
Metro Area with a more dense population and low vacancy rates. This shortage burdens the
housing ecosystem and creates opportunities for current property owners and developers to
increase purchase prices and rents. Following a supply and demand model of housing prices
leaves many unable to afford market rate rent/housing prices. Assuaging the shortage means
creating housing opportunities for all, making affordable housing a City-wide need for Golden
Valley. . The City will need to continue to work to educate the community about what
affordable housing means (in all its myriad forms) through efforts related to these parcels
specifically and through the City’s Just Deeds project. The City should also promote positive
examples of affordable housing to combat commonly held negative stereotypes and racialized
tropes about affordable housing. . In the meantime, City leaders will need to understand that
there is no avoiding loud voices of opposition when it comes to specific projects.
• Affordable housing is a City-wide issue and, as was brought up in at least one of the virtual
design events, the City’s efforts around creating new affordable housing cannot end with these
three sites. While the ROW turnback parcels are a rare opportunity for the City, future housing
needs to be located throughout the City, with equal access to parks and amenities as more
expensive housing. City staff should pursue future in-person engagement events in order to
continue to reinforce the value that more housing brings to our community. Such engagement
is resource intensive, but can help to combat negative stereotypes of what affordable housing
is.
Public Land Disposition
As part of the Capacity Building Grant application, staff committed to work to develop a Public Land
Disposition Policy which would help provide direction to the City and/or HRA when they look to
prepare, transfer, or sell publicly-owned land. The Environmental Commission conducted an early step
in this process in 2014 with an evaluation of the City’s vacant parcels and unimproved rights-of-way
scattered through the city, as well as MnDOT turnback properties. At that time, the approximately 130
parcels were divided into three categories:
1. Preserve as open space
2. Seek to transfer to adjacent property owner
3. Possible development potential
In the City’s Natural Resources Management Plan, adopted in 2015, updated in 2017, and included in
the 2040 Comprehensive plan, roughly one third of the identified open space parcels were
recommended to be preserved as open spaces. The remaining two thirds are therefore viewed as
potentially appropriate to be transferred to adjacent property owners or to be developed.
City Council Regular Meeting Executive Summary
City of Golden Valley
June 15, 2021
4
The use of land that is deemed to be appropriate for new development – especially residential
development – should align with the priorities of the City as documented in the goals and objectives of
the Comprehensive Plan, such as the provision of affordable housing. An adopted Public Land
Disposition Policy that prioritizes affordable housing would give the City Council the clear directive to
work with an affordable housing developer as a first option when opportunities arise.
Initially, staff had planned to present this policy with the final engagement report. While drafting the
first copy of the policy, however, staff began to discuss the opportunity to handle this procedure via a
City ordinance, rather than a policy adoption. This would add some steps to the approval process, as
ordinance adoption requires additional meetings and public notice, but it would also certainly add
benefits from staff’s perspective:
• An ordinance is stronger in application than a policy, being an official regulation of the City
versus a suggestion for procedure.
• An ordinance would have long-term impacts for affordable housing, staying in place even with
changes in Council and requiring more effort to revoke or modify in the future.
• The longer timeframe for adoption would allow for additional community engagement, both
around the ordinance itself and also for the three pilot sites now that COVID-19 restrictions on
public gatherings are being lifted.
• As part of the ordinance’s purpose statement, the City can include objectives related to equity
and reform that are in line with larger Council objectives.
A document from the Family Housing Fund that discusses the need for policies that prioritize
affordable housing and provides a model ordinance is attached for further reference.
Next Steps
Following the presentation of the engagement report, staff will work to develop a Public Land
Disposition Ordinance for consideration by the City Council later in 2021. In addition, staff and the
engagement consultant will present the findings from this Capacity Building grant work at the State
planning conference in September.
Financial Or Budget Considerations
No considerations at this time, though future decisions around the disposition of publicly-owned land –
informed by the work carried out through the Capacity Building grant – will have financial
ramifications.
Recommended Action
Motion to receive and file the Housing Engagement Initiative Report.
Supporting Documents
• Adopted Fair Housing Policy (2 pages)
• Housing Engagement Initiative Report (154 pages)
• Prioritizing Public Lands for Affordable Housing and other Public Benefits (12 pages)
Golden Valley Housing & Redevelopment Authority
Fair Housing Policy
I. Purpose and Vision
It is the policy and commitment of the City of Golden Valley, through its Housing and Redevelopment
Authority, to ensure that fair and equal housing opportunities are available to all persons in all housing
opportunities and development activities funded by the City regardless of race, color, religion,
immigration status, gender, gender identity, sexual orientation, marital status, status with regard to public
assistance, creed, familial status, national origin, cultural background, age, or disability. Title VIII of the
Civil Rights Act establishes federal policy for providing fair housing throughout the United States. The
intent of Title VIII is to assure equal housing opportunities for all people.
The Housing and Redevelopment Authority in and for the City of Golden Valley (the “HRA”) is dedicated
to advancing inclusion and equity for all residents by developing this Fair Housing Policy to further the
goal of creating a safe, healthy, and accessible community where all residents will thrive.
The HRA is also committed to upholding the federal Fair Housing Act and the Minnesota Human Rights
Act, both of which prevent discriminatory practices in housing. As a recipient of federal community
development funds under Title I of the Housing and Community Development Act of 1974, the City,
through its HRA certifies that it will affirmatively further fair housing.
II. External Practices
a. Intake and Referral
The HRA has designated the HRA Director or their designee as the responsible authority for
the intake and referral of all fair housing inquiries. At a minimum, the responsible staff
member will be trained in state and federal fair housing laws, the complaint process for filing
discrimination complaints under state and federal law, and the state and federal agencies that
handle such complaints. The HRA will document the date, time, and nature of the fair housing
inquiries it receives and any referrals or information given in response to such inquires. The
responsible staff person will maintain relevant supporting information according to the HRA’s
Document Retention Schedule. The HRA may use the information collected to inform their
decisions with respect to programs, policies, issues, and concerns relating to fair housing. The
HRA will not represent or provide legal advice to any members of the public.
b. Meaningful Access
i. Online Information
The HRA will clearly display information about fair housing on its website, including the
contact information for relevant HRA staff to receive fair housing inquiries. The website
will include links to various fair housing resources, including the Department of Housing
and Urban Development, Minnesota Department of Human Rights and others as well as
links to state and federal fair housing complaint forms.
ii. In-Person Information
HRA staff will provide in-person fair housing information to community members
including:
• A list of fair housing enforcement agencies;
• Frequently asked questions regarding fair housing law; and
• Fair housing complaint forms for enforcement agencies.
c. Languages
The HRA is committed to providing information in the native language of its community
members. The HRA will provide information in languages other than English to individuals
with limited English proficiency.
III. Internal Practices
The HRA commits to the following steps to promote awareness and competency regarding fair
housing issues in all of its government functions.
a. Training. The HRA will train its staff and officials on fair housing considerations.
b. Housing Analysis. The HRA will review its housing stock periodically to examine the
affordability of both rental and owner-occupied housing to inform future HRA actions.
c. Code Analysis. The HRA will review its municipal code periodically, with specific focus on
ordinances related to zoning, building, and occupancy standards, to identify any potential for
disparate impact or treatment.
d. Project Planning and Analysis. HRA planning functions and development review will consider
housing issues, including whether potential projects may perpetuate segregation or lead to
displacement of protected classes.
e. Community Engagement. The HRA will seek input from underrepresented populations in the
community and the community at large. Conversations regarding fair housing, development,
zoning, and land use changes may be facilitated by the City or the HRA.
f. Affirmatively Furthering Fair Housing. As a recipient of federal funds, the HRA agrees to
participate in the Regional Analysis of Impediments, as organized by the regional Fair Housing
Implementation Council (FHIC), an ad hoc coalition of Community Development Block Grant
(CDBG) entitlement jurisdictions and others working together to affirmatively further fair
housing. The HRA will review the recommendations from the analysis and, where appropriate,
recommend integration into City planning documents, including the Consolidated Plan, the
Comprehensive Plan, and other related documents.
g. Fair Housing Review. The HRA will monitor city activities affecting fair housing and raise issues
and concerns where appropriate. The HRA may also expand the list of protected classes of
citizens to be included under its Fair Housing Policy.
Housing
Engagement
Initiative
~ Final Report ~
June 2021
This project was funded by the
Minnesota Housing 2019 Capacity Building Initiative
2
Golden Valley Housing Sites Engagement - Final Report
Report Contents
Executive Summary Page 3
Project Background Page 4
Keys Steps for Engagement Page 5
Engagement Results Page 19
Site Design Concepts Page 26
▪ 2415 Douglas Drive Page 26
▪ 300 Turners Crossroads Page 30
▪ 504 Lilac Drive Page 34
Findings and Next Steps Page 38
Appendices Page 41
Acknowledgements
The following people worked closely on project planning, engagement, and preparation of this
report:
Golden Valley Staff
❖ Myles Campbell, Planner
❖ Jason Zimmerman, Planning Manager
Moxie Consultant Team
❖ Merritt Clapp-Smith, Moxie Consulting LLC
❖ Antonio Rosell, Community Design Group
❖ Emily Stover, +/&
❖ Mary Cutrufello
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Golden Valley Housing Sites Engagement - Final Report
Executive Summary
The City of Golden Valley is working to address its need for affordable housing. This report
describes one specific effort to do so, funded by a Minnesota Housing Finance Agency (MHFA)
Capacity Grant. The two main goals of the project were to:
● Provide guidance to the City on types of housing that can be developed in several
identified parcels; and
● Develop innovative tools and approaches for engaging neighbors and the entire
community in conversations about housing in the city.
The three sites studied for this project are shown below.
2415 Douglas Drive N 300 Turner’s Crossroad North 504 Lilac Drive N
COVID 19 and Engagement Pivot
An important (and unforeseen) component of the project was that its start coincided with the
onset of COVID-19 in our State, making in-person meetings and engagement activities
(originally planned as a key component of the plan's approach) not possible.
The Project Team pivoted the project's engagement approach to develop an innovative online
and social distance-compliant approach for engagement. The customized online-only approach
- including website, integrated online surveys, virtual workshops, and collaborative online
drawing tools - resulted in the participation of almost 700 people.
This report describes and evaluates each type of engagement used, shares the input received,
provides basic design concepts for each site, and ends with key findings and next steps.
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Golden Valley Housing Sites Engagement - Final Report
Project Background
The City of Golden Valley and its leadership are committed to expanding the supply and type of
affordable living options across its many neighborhoods. The City has demonstrated this
commitment over the past decade by adding several large multi-family housing projects with
affordable rents. What has been elusive is finding infill lots within established neighborhoods
on which to construct affordable single-family, townhomes or small multi-unit housing.
Realizing that some of the remnant land parcels distributed across the city might provide
unique opportunities for small-scale affordable infill housing, the City identified eight publicly
owned sites for consideration as sites for affordable housing. The parcels are mostly remnants
from the construction of highways and are now vacant.
City staff prioritized three of the eight sites as the most likely candidates for infill, given their
size, shape and location. The three parcels, located at 504 Lilac Drive, 300 Turners Crossroads,
and 2415 Douglas Drive, are within largely single-family areas, but two of the sites have enough
land to accommodate more than one home.
Instead of pursuing the typical development path of designing a project and moving it forward,
with little or no opportunity for public comment, the City opted to invite the public to assist
from the very start of initial concept planning activities for each site.
In June 2019, the City applied for and received a $22,000 Capacity Building grant from
Minnesota Housing Finance Agency (MHFA). MHFA’s Capacity Building Initiative is intended to
build organizational capacity to address housing disparities, empower underrepresented
communities, pilot innovative solutions to housing challenges, and support inclusive
communities. Funding is available to organizations and communities to use their local
knowledge and creativity to develop strategies that work for them. The City was awarded the
grant in August 2019, and used the funding to hire a consultant and administer the project .
The primary goal of the project was articulated in the city’s Request for Proposals for the
project:
“Any change that occurs in a neighborhood will have an impact
on that community, and the City hopes that a thorough
engagement process in advance of any disposition and
redevelopment of these sites will help to create more support
for these crucial housing projects.”
Using the grant funds, the City Council approved hiring of a consultant team to assist Golden
Valley staff in designing an early engagement process focused on the three sites, conducting
the engagement, and providing a report on input received and effectiveness of the engagement
methods used.
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Golden Valley Housing Sites Engagement - Final Report
Key Project Steps
Successful projects follow a series of key steps from inception to conclusion. At each step, ideas
and information are identified and documented, creating a guide for reference throughout the
project. The steps used in this engagement project are listed below; each step is explained in
more detail over the following pages.
Step 1: Project Goals and Objectives
Step 2: Project Resources and Limits – staff, schedule, funding
Step 3: Stakeholder Identification – team members
Step 4: Final Product and Consumers (Audience)
Step 5: Prepare a Community Engagement Plan
Step 6: Conduct Engagement
Step 7: Share Input Results – raw form, summary form, how it will be used
Step 8: Findings and Next Steps – communicate this to key audiences
Step 1: Project Goal and Objectives
Goal – Engage and collaborate with the community to prepare concept plans for new
affordable housing at three city sites.
Objectives
➢ Examine a subset of small, vacant parcels owned by the city for redevelopment as
single- or multi-family homes.
➢ Organize and identify an engagement process to work with the city’s demographically
and ideologically diverse residential population.
➢ Engage residents in a manner that brings them together and builds greater consensus
among them for affordable housing.
➢ Research opportunities to support affordable housing initiatives via public land
disposition, including the use of City-owned remnant land.
➢ Test, learn from and document engagement methods for proactive and constructive
community dialogue on affordable housing projects.
Step 2: Project Resources and Limits – staff, schedule, funding
Funding
City planning projects and community engagement are typically undertaken by City staff with
no additional funding. Sometimes, staff may have limited time and/or experience. If a large or
specialized project is desired, then funding to provide outside assistance is required. Funding
may come in grants from local foundations, other government agencies, or private sector
6
Golden Valley Housing Sites Engagement - Final Report
contributors. It is always prudent for a City to have a list of potential funding partners and
programs to reference for match to projects under consideration.
Funding for this project
The City applied for and secured a $22,000 Capacity Building grant from Minnesota Housing
Finance Agency (MHFA). This grant would cover the cost of a community engagement
consultant and materials, while City Staff would handle administrative aspects of the project
such as title research.
Schedule
Projects move most effectively when there is a clear project schedule identifying start, key
milestones, and finish. The schedule should include dates, expected hours for activities,
responsible parties, and expected deliverables at each stage. Typical factors that shape project
schedules are:
• Staff availability relative to other work program priorities
• A grant or funding cycle
• Political considerations such as changes in leadership or elections
• Schedules of other project partners or reviewers such as neighborhood councils,
Planning Commission, City Council, or legal parameters on project review
Schedule for this project
A detailed project schedule was prepared for this project and all parties were ready to proceed
based on tasks and due dates.
Unfortunately, two major events occurred near the start of the project that impacted the
planned timeline.
The first major event was the beginning of Covid-19 awareness and activity restrictions. This
caused three key delays – (1) time needed to identify new engagement activities for virtual
settings, (2) City staff time was redirected to helping the City manage Covid-19 protocols and
assist with emergency services, and (3) consultants and City delayed activities in hopes that it
would be possible to do at least some of them in person. As the Covid pandemic drew on, plans
for any in-person engagement activities (described in the appendices) were replaced with
online engagement.
The second major event that delayed the project was the murder of George Floyd. In its
aftermath, staff time and energy were redirected to preparing for potential civil unrest,
prioritizing community conversations about social justice, and focusing on the economic needs
of groups disadvantaged by discrimination and the pandemic.
It became clear through the months of 2020 that the stresses of Covid, social unrest, and the
economic downturn, were further compounded by political turmoil at the state and national
7
Golden Valley Housing Sites Engagement - Final Report
levels. As a result, engaging residents and the community overall became more challenging
than it would be under normal circumstances.
Staff
Successful projects clearly identify staff to be involved and the expected time commitment for
all phases of the project. Ideally, these expectations are communicated to and approved by
managers and other leadership who may call off staff from other duties. Unfortunately, these
steps are often short-changed in a fast-paced and crisis-driven workplace. Projects often take
more staff time than assumed, thereby delaying the project, or displacing other work. This in
turn causes inefficiencies in project delivery that consume more time than planning with
"perfect information" at the beginning would have. Taking the time to build a strong schedule
and work plan at the start, and getting that approved by others, saves time in the long run.
Staff for this project
The staff for this project were Planner Myles Campbell, Planning Manager Jason Zimmerman,
and Communications Director Cheryl Weiler. Their roles were to:
• Guide key decisions and the overall direction of the project
• Provide support with gathering data
• Facilitate communication with stakeholders and the public
• Provide initial review of key items prior to wider distribution
• Promote the project and project events through city communication channels, social
media, and key stakeholders
• Offer guidance for development of project recommendations and the draft plan
• Ensure that the final report is compatible with the current City plans and policies
Additional staff might have been needed on a limited basis to help host and support in-person
community events, but Covid restrictions prevented any such events.
Step 3: Stakeholder Identification
Stakeholders for a project can be thought of as
people or entities who might be impacted by a
project or who can influence the outcome of
the project. One can begin by thinking about
potential stakeholders from different arenas of
a community – residents, businesspeople,
visitors, elected officials, advocacy
organizations, educational or religious
institutions, etc.
8
Golden Valley Housing Sites Engagement - Final Report
A useful first step is creating a list of all potential stakeholders by working with a small group of
staff or community leaders who know players from the different arenas. As a next step, by
assessing each stakeholder by level of impact and influence. The quadrant organizing system
shown is a classic tool that helps project staff to better understand the role of each stakeholder
and how to engage them.
Stakeholders for this Project
Staff worked with the consultant team and members of a community taskforce to create a
Stakeholder Identification Matrix. Steps to create such a matrix are:
1) Identify general categories for types of stakeholders.
2) Identify specific groups or people within each category and their contact information.
3) Note which site(s) each stakeholder might have an interest in.
Below is a sample matrix header showing column groupings and identifying information.
The matrix can be further built out to identify who will contact different stakeholders, the
status of contact, and specific ways they will be engaged.
For this project, special attention was paid to identifying specific organizational groups that
might have an interest in the project. These groups included:
• Neighborhood or Resident Organizations
• Schools in Golden Valley
• Golden Valley Area Chamber of Commerce
• Golden Valley Human Rights Commission
• Community Action Partnership of Hennepin County
• Global Golden Valley
• Jewish Community Action
• League of Women Voters
• PRISM
• Prospective Tenants
• Rising Tides
• Spirit of Hope (Methodist)
• Suburban Hennepin County Housing Coalition
• Sweet Potato Comfort Pies
• Valley Allies
• Non-English language groups
Name Organization Contact
Info
Reason
for
Interest
Civic Business Public Education Religious Non-
Profit Other 300
Turners
2415
Douglas
504
Lilac
TYPE OF STAKEHOLDER APPLICABLE SITECONTACT INFO
9
Golden Valley Housing Sites Engagement - Final Report
The intent was to make a proactive effort to keep each group informed of upcoming
engagement events and focus group conversations. This was done to some extent through
general emails and social media. However, there was not the capacity in 2020, given Covid-19
health protocols and other important staff commitments, to spend extra time doing personal
outreach with each group. Personal outreach is often the most effective way to bring people to
the table because it makes people feel more valued for their participation.
In the future, as work on the three project sites progresses along next steps, City staff and
partners can use and build out the stakeholder matrix developed in this project for ongoing
outreach and engagement. Other types of information can be added to the matrix to assist
engagement, such as how responsive people are, if there are certain times and days that are
better for people to participate, what form of communication each stakeholder prefers, and
which stakeholders are willing to help with outreach. Since outreach takes time, the City might
consider collaborating with existing community organizations that have strong outreach
systems, or hiring an intern who enjoys working with people and has an interest in outreach
and organizing. Ideally, the City can continue to develop an outreach list specific to each of
these three sites and work with partners to build out the list. Those on the list can be sent
periodic project reports, engagement opportunities, and asked if they have ideas for outreach.
Step 4: Final Product and Consumers (Audience)
Once stakeholders are identified, the project team has a good sense of the “audience” for the
project's findings. What will they want to learn or see? What form should the data and findings
take that will appeal to and make sense for stakeholders? For example:
• Elected officials will need a thorough yet concise document that spells out the main
points and identifies what action they are being asked to take.
• Neighbors are best served by a brief inventory of key findings, next steps, and specific
information on whether and how they can engage further. Charts, bullet points and
graphics can make the information more accessible to a range of people. If ther e are
community populations whose first language is not English, then providing text in those
languages is a key step for furthering engagement.
Providing alternative formats for the final product is prudent to reach diverse audiences, while
recognizing the participation of stakeholders and their interest in the outcome.
When the format(s) for the project products are identified, planning for engagement that
creates the right type of materials for those formats can begin. For instance, if the goal is to
share information in a way that is highly engaging to audiences, short video interviews of
stakeholders sharing their ideas could be helpful. Or, if elected officials want the project to
have broad community awareness and support, then interactions with a wide range of
stakeholders, particularly in highly participatory formats, should be implemented and
documented.
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Golden Valley Housing Sites Engagement - Final Report
Early identification of the project's destination and what it looks like at the end will make
planning and taking the [project] trip more efficient and productive.
Step 5: Prepare a Community Engagement Plan
A Community Engagement Plan (CEP) is a document that identifies the various elements of
engagement that will take place in a project. The CEP is a roadmap describing the tools and
approaches that will be used to engage identified stakeholders in thoughtful, intentional,
creative, and inclusive ways. This project's CEP, which was modified following the outbreak of
Covid-19 to shift from in-person to online activities, is provided in the appendices.
Step 6: Conduct Engagement
Community engagement generally occurs across a varied platform of in-person and online
activities. However, due to conditions during the project's timeline, all project activities were
shifted to occur online. The engagement activities used for this project are described on the
following couple of pages. Each activity is then evaluated according to level of participation,
what worked, what did not, and recommendations for future use.
Website
A project website was created (URL: www.gvmnhousing.org) and used to:
• Provide an introduction and
overview of the project.
• Provide detailed information
about each site, its potential uses,
configurations, and applicable City
zoning and land use guidance.
• Share project progress.
• Provide access to online surveys
for each site and a more detailed
“open house” survey.
• Offer a platform for commenting
on the project.
The website served as the central online
resource for the project. The consultant
team developed the website and updated its content. A link to the project website was
provided on the City of Golden Valley’s official website and shared by the city through social
media.
Image 1: The project's website was a key tool for community
information-sharing and engagement.
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Golden Valley Housing Sites Engagement - Final Report
Level of Participation
Over the course of the project there were 1,075 “unique visits” to the project webpages.
“Unique visits” are the number of different IP addresses that connected to the website; repeat
visits are not counted.
What Worked
• Webpages were well designed and easy to use.
• City promoted the webpages through its newsletter and social media platforms.
• The website was developed and hosted by the consultant team, which freed up City
resources and enabled quick updates by the team.
• Content for the webpages could be drafted and tested by approved users before
posting, thereby ensuring quality and useability.
• There was strong participation in the surveys provided through the webpages .
Challenges
• Website-based engagement has a limited audience of users and certain stakeholders
who lack the technology or skills to engage are missed.
General Evaluation of Website
The website worked well as an engagement tool. While it was planned pre-Covid, it ended up
being the main means of communication with the public during the pandemic. It provided a
good format to share information about the project, to invite people to engagement activities,
and to post surveys for public input. The limitations of the website are ubiquitous to web
engagement as a tool. Only a segment of the population goes to municipal websites looking for
project information and even fewer are willing to provide input online. Second, webpages can
never provide the intimacy of connection and relationship building that happens through
interpersonal communication.
Recommendations for Future Use
• Use the webpages as just one of multiple engagement tools.
• Set aside scheduled time for webpage content review and updates.
• Provide as much content for people to respond to as possible, given the capacity to
create and process the input.
• Create small cards advertising the project website to distribute widely at community
events and gathering places (this was not feasible durin g the Covid period).
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Golden Valley Housing Sites Engagement - Final Report
General Survey and “Virtual Open House” Survey
Two surveys were conducted during the project to understand people’s attitudes about housing
in general and specifically to the three project sites.
The first survey was brief and included just a
few questions about each of the three sites,
including participants' impressions about each
of the sites' suitability for specific types of
housing.
The second survey was more detailed and
asked participants about their impressions
regarding neighborhood amenities, their
assessment of the importance of affordable
housing, and ideas about potential housing
types. In addition, participants were shown a
variety of housing images and asked to
indicate their preferences for each of the
locations (this activity was intended to replicate the visual preference surveys common to in-
person open houses). The second survey (conducted entirely online), when paired with the
online meetings that were held for each site, was presented as was a “virtual open house”.
Level of Participation
Levels of participation for the surveys were surprisingly high (a total of 687 responses), and
exceeded typical levels of participation typically encountered for in-person activities:
• The first round of surveys received a total of 386 responses
• The second round of surveys (the "virtual open house" survey) received a total of 301
responses (with a 101 of those participants offering their responses for all three sites)
Details for responses for each survey are:
First round: Simple survey
• 83 people – replied re: 2415 Douglas Drive
• 118 people – replied re: 504 Lilac Drive
• 168 people – replied re: 300 Turners Crossroads
• 17 people – replied re: Accessory Dwelling Units
Image 2: Visual preference images included in Survey 2.
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Golden Valley Housing Sites Engagement - Final Report
Second round: Detailed “Virtual open house” survey
• 300 people participated in the “virtual open house” survey
• 100 of those answering all questions for all sites and 200 completing only part of the
survey, perhaps because they only wished to comment on one of the sites.
What Worked
• The surveys received a high level of participation.
• People actively used the open comment sections of the surveys and the City received a
lot of good information from people about their opinions and ideas.
• Online surveys are easy to promote – survey information and active links can be quickly
shared through emails and social media channels.
• Surveys offer anonymity and make some people more comfortable sharing their
opinions honestly, as opposed to in-person events where social norms and tensions
make many people reticent about being completely open with their opi nions.
• People commented that the surveys were easy to use.
• It was easy to gather basic information about people and their own housing experience,
which provides some context for why they may show certain preferences for one type
of housing or another; gathering this background information would be challenging at
an in-person event since it is not anonymous.
Challenges
• Online surveys offer some opportunity for double voting. An analysis of the response
data found that up to 15% of survey responses were potential duplicates (though not
conclusively so). Potential duplicate answers were more prevalent among (although not
exclusive to) respondents who opposed housing at the sites.
• Although online surveys can be
effective for receiving participant
comments and preferences they
are not a replacement for in-
person engagement as they do
not offer the opportunity for
interactive back-and-forth
exchange of information
between the project team and
participants.
General Evaluation of Online Surveys
The simple "checkbox" format of
questions provided a quick an easy way Image 3: Questions about general housing preferences from Survey 2
(the Virtual Open House survey).
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Golden Valley Housing Sites Engagement - Final Report
for participants to communicate their attitudes toward housing development, and the "open
text" comment boxes provided space for participants to express other opinions about what
might work in the locations under consideration. Additional prompting questions and "open
text" answer opportunities may have helped gather additional guidance; however, given the
limited project budget and time required it would not have been feasible to implement
additional processing within the allotted budget.
Some survey respondents indicated that the lack of non-housing options suggested that the
City would not be interested other kinds of development on the sites, regardless of how
popular those options might be among participants. Those opinions only show ed up in the
comments; looking at the question results did not give a full picture of the range of opinions
expressed.
Virtual Design Workshop - collaborative site concepts development
A Virtual Design Workshop was held for each of
the three sites under consideration. The
workshops were held using an innovative
combination of online tools - combining a
collaborative online drawing tool (Miro) within
an online meeting held via Zoom. Community
members were invited to join the online
collaborative workshop online for the site(s) they
were interested in, while sitting in the comfort of
their own home.
Miro allowed participants to brainstorm and
write comments on "virtual Post-Its" notes and to
draw their ideas directly on maps of each of the
sites. The consultant team developed the format
and reference materials for each site in the Miro
platform, and coached users through using the
tools throughout the design workshop. The goal
for each workshop was to have a group of
participants working together in designing 2 to 3
residential concepts for each site.
Miro is a lost cost software platform that is
reasonably easy to learn for users and hosts. It is
Image 4: One of the brainstorm boards from a Virtual
Design Workshop.
Image 5: One of the site plans developed by participants at
a Virtual Design Workshop, showing a recommendation for
townhomes.
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Golden Valley Housing Sites Engagement - Final Report
an effective virtual platform for collaborative brainstorming and an interactive design
experience. Level of Participation
Approximately 23 people attended the three Virtual Design Events. The figure is approximate
for two technology-related reasons. First, some participants attended by phone and it was not
always possible to verify if they were also attending by video. Second , some Zoom participants
were couples, but it was not always clear if both people were participating.
• 504 Lilac virtual design event – 4 people approximately
• 2415 Douglas Drive virtual design event – 7 people approximately
• 300 Turners Crossroads virtual design event –12 people approximately
What Worked
• Once people learned the basics of the tool, they enjoyed the activity of using virtual
“post its” to provide comments on a virtual “board” at the same time as other people. It
was a fast and efficient way to get a lot of comments.
• It was a new and novel engagement tool, which some people found fun.
• Younger users were generally more comfortable with the tool and might find it a
convenient and satisfactory alternative rather than attending meetings in person
(particularly during the workday or evenings if there are children at home).
• It was efficient to save, process and share the images and input collected during the
meeting (in contrast to the time it takes to convert post-it notes and map into input
results that can be shared digitally).
Challenges
• The interactive tools and format are new and may be unfamiliar to participants. If used
repeatedly with participants who can increase their familiarity over time (such as a
steering committee that meets multiple times) they will be able to make the most of its
features. In this project, the tool was used in only a few meetings and with different
people, so opportunity to grow participants comfort and familiarity was limited .
• Some participants were unsure about drawing directly using Miro so they watched and
spoke their direction for staff to draw instead of directly drawing.
• Participants were not familiar with project goals and objectives and wanted to ask
questions and express their opinions before doing a design activity. A focused design
activity on a sensitive topic should be introduced after people learn about the issue at a
high level and have a chance to express themselves. Then they can settle into more
focused activities and dialogue.
• There was limited dissemination about the Virtual Design Workshop to the broader
Golden Valley community. Participants tended to be residents from the immediate area
of the sites, which tended to amplify desires for "no change" for the a rea (although
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Golden Valley Housing Sites Engagement - Final Report
there was also broad recognition from participants about the need to address
affordable housing for the City overall).
General Evaluation of Virtual Design Workshop
The Virtual Design Workshops were an innovative, Covid-driven pivot from the in-person events
that had been anticipated for the project . They provided an opportunity for community
engagement that would otherwise have been lost. Participants were game to try the online
collaborative drawing tool, which served as a springboard for deep conversations about the
future of each of the sites.
The facilitators were able to provide space for these robust conversations, recording comments
and adding that information to the other inputs (brainstorm and drawings) collected during the
meetings. Some of the participants had trouble with the software or were unable to connect on
a laptop. While facilitators were able to help those participants access the tool, it does point to
a potential equity issue as the tool requires both an internet connection and access to a
computer or tablet (it is not possible to easily use the drawing tool on a mobile phone).
Nevertheless, participants were able to direct the facilitators to draw their recommendations.
Additional "on-boarding" support for new users may be helpful if using this approach in future
online engagement.
Social media
City staff used the City's Facebook and Twitter channels to share project information and event
announcements.
Level of Participation
The project information and event announcements published on social media received a
moderate amount of participation from Golden Valley residents. Some topics proved to be
more engaging online that others, but the number of posts and the impacts of COVID-19 may
have hindered the participation of some.
What Worked
• The post that performed the best by far on both Facebook and Twitter was published
Sept 24. The post shared a very brief description of the project and the City’s intentions
and included two links: one to take the survey and one to register for a virtual design
workshop.
o The Facebook post reached over 1200 users and 296 users engaged with the
post.
o The tweet reached 180 users and 28 users engaged with the tweet.
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Golden Valley Housing Sites Engagement - Final Report
Challenges
• Social media participation tapered off as the survey deadline and the final design
workshop approached:
o The final three posts on Facebook reached a combined 1386 users and a
combined 51 users engaged with the posts.
o The final three tweets reached a combined 637 users and a combined 33 users
engaged with the tweets.
General Evaluation of Social Media
The challenges of Covid-19 impacted participation numbers through social media. With no in -
person events, social media was relied on heavily to spread information and awareness of this
topic. Given other competing topics, it is possible that over time the Golden Valley audience
lost interest in the project and the Facebook and Twitter reach and engagement numbers
showed that.
Step 7: Collect and Organize Input Results
Collecting all stakeholder input, organizing it in an easy-to-understand format, and then sharing
it in an accessible location for all stakeholders are key activities for any genuine community
engagement process.
A summary of input is quick to review and understand but does not give full voice to people’s
input. People who provide input take their role seriously and want their voice to be heard.
Summarizing input will not satisfy some commentors – they may feel their opinion was watered
down or missed the point by being grouped into a generalized statement. Therefore, sharing
the feedback in full form, in addition to summary form, can be a vital step for showing respect
to stakeholders and building trust in the process. Public staff or officials are sometimes
concerned about showing unfiltered input and the rough edges that go with it, but the
downside of that is often smaller than upsetting stakeholders who may then claim the city is
hiding what it heard and was not genuine about wanting input.
Feedback from each engagement activity for this project is summarized in the following section
of this report, and the complete input is provided in the appendices.
Step 8: Project Findings and Next Steps
When a project is complete, it is very important to wrap up any loose ends, document the key
findings and lessons learned, and identify next steps. There are multiple audiences for this
information – City staff (current and future), City leaders, external stakeholders, and the public.
Sometimes when a project ends, there are no follow up activities, such as a change in zoning or
completion of a development. Other times, the project may only be one phase of an ongoing
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Golden Valley Housing Sites Engagement - Final Report
activity, such as creating a strategic plan to do something. People who have been engaged in
the project want to know when it ends and if there is any role for them moving forward. If the
project has subsequent phases, those phases, activities, and roles should be documented and
available for review by all stakeholders. This demonstrates respect for what the stakeholders
have contributed to date and recognizes the potential value of their contributions moving
forward. A common format for identifying next steps is an implementation plan or matrix.
These are a helpful reference points and help hold people accountable.
If a project is the final point of activity and has no follow up phases, it can be harder (and less
motivating) to do wrap up documentation. It is very common across municipal websites to find
project web pages lingering for months and even years after project completion, with the last
update being prior to final city decision-making. Someone happening upon the web page does
not know if the project is done, if it was approved or rejected, and cannot find fina l documents
or plans. Investing the extra staff time to post final information on such public platforms is
evidence of good customer service and respect for engaged stakeholders.
A final step, which is rarely done and particularly tempting to skip in the busy lives of municipal
employees, is a project debrief memo. This gives a quick record to future staff or policy makers
on the history of the project and how it might inform things they are looking into. In f iguring
out what to document, consider what a person unfamiliar with the project would need to know
1, 5 or 10 years from now, such as:
1. Why was the project done?
2. What was the project result?
3. Were there important things learned that can save someone the time of doing them
over again in the future?
4. What would you do differently?
Project close out activities are a short-term nuisance with an important long-term gain. This
report serves as the wrap up documentation for this project.
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Golden Valley Housing Sites Engagement - Final Report
Engagement Results
Overview of responses to general questions on housing.
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Golden Valley Housing Sites Engagement - Final Report
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Golden Valley Housing Sites Engagement - Final Report
IF ACCESSORY HOUSING UNITS WERE ALLOWED IN GOLDEN VALLEY…?
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Golden Valley Housing Sites Engagement - Final Report
Housing Style Preferences for each site
Open House survey respondents were asked to select up to 3 types of housing from the options
below which they thought could work at each site. The results show the number of people who
selected each. The housing options are ordered from most popular overall to least popular.
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Golden Valley Housing Sites Engagement - Final Report
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Golden Valley Housing Sites Engagement - Final Report
Landscaping and Public Amenity Preferences for each site
Open House survey respondents were asked to select which type of landscaping and amenities
they thought could fit and be a nice addition to each of the sites, in addition to new housing.
The results show the number of people who selected each.
Types of Landscaping Appropriate to Each Site Types of Amenities Appropriate to Each Site
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Golden Valley Housing Sites Engagement - Final Report
Site Design Concepts
Site 1 – 2415 Douglas Drive North
Site 1: Description
2415 Douglas Drive North is a small parcel on
the west side Douglas Drive North, between
Sandburg Road and the city's northern
boundary at 27th Avenue North. It sits within
a residential neighborhood and adjacent to
Sandburg Middle School.
The lot is about 0.5 acres in size. It is zoned as
R-1 Low Density residential but is
recommended for R-2. The property is mostly
flat and grassy with one very large tree in the
middle.
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Golden Valley Housing Sites Engagement - Final Report
Site 1: Input Highlights from Survey, Virtual Open House and Virtual Design
Event
PREFERENCES FOR RESIDENTIAL TYPE
LANDSCAPING AND PUBLIC
AMENITY PREFERENCES
Joe Pye weed is a common
raingarden plant for northern
gardens.
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Golden Valley Housing Sites Engagement - Final Report
VIRTUAL DESIGN WORKSHOP for 2417 Douglas Drive North – Input examples
This was the second most well-attended Virtual Design Event, with about 7 people in
attendance on a Zoom call. There were technical difficulties with the online collaborative tool
for some of the participants. Resolving them in real time impacted the overall flow of the event.
Limited discussion occurred in the breakout rooms and when the group reconvened at the end.
Image 6: One of the brainstorm boards from the Douglas Drive Virtual Design Workshop.
Image 7: One of the site plans developed by participants for the Douglas Drive property. It shows a recommendation for
townhomes.
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Golden Valley Housing Sites Engagement - Final Report
Site 1: Design Images for 2417 Douglas Drive North
Description
• One single-family home with an attached Accessory Dwelling Unit (ADU)
• The home is generally centered on the site, matching the front setbacks in the area
• The home is sited and scaled to retain as many existing trees as possible
• Additional trees are added for vegetative cover
Image 8:
Architectural
rendering of one
potential
configuration for
one new home with
an attached ADU
on the site.
Image 9: Site plan,
showing location
and context for
one potential
home with an
attached ADU on
the site.
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Golden Valley Housing Sites Engagement - Final Report
Site 2 – 300 Turners Crossroads
Site 2: Description
300 Turners Crossroads is a large site just west of
Highway 100 and halfway between Highway 55 and
Glenwood Avenue, and just north of the railroad. It is in a
residential neighborhood, with shopping and important
transportation corridors nearby. However, the area is not
easily walkable, and the site is next to a highway.
The lot is approximately 2.2 acres and could qualify for a
few zoning designations and host multiple residences.
The site used to be Blazer Park and retains a parklike feel,
with native perennials, shrubs, and large spruce trees. It
has moderate slopes and some existing utility easements.
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Golden Valley Housing Sites Engagement - Final Report
Site 2: Input Highlights from Survey , Virtual Open House and Virtual Design
Event
PREERENCES FOR RESIDENTIAL TYPE
LANDSCAPING AND PUBLIC
AMENITY PREFERENCES
Decorative gardens can feature
outdoor furniture, sculpture or
other elements to complement
the plants.
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Golden Valley Housing Sites Engagement - Final Report
VIRTUAL DESIGN WORKSHOP for 300 Turners Crossroads – Input examples
This was the best-attended event of the Virtual Design Workshop series, with approximately 12
attendees. The group was highly engaged, with strong opinions about the site. Some
participants had difficulty using the drawing tool. Members of the project team were able to
work with participants to draw their comments.
Image 10:
One of the
brainstorm
boards from
the Turners
Crossroads
Virtual
Design
Workshop.
Image 11: One of the site plans
developed by participants for the 300
Turners Crossroads property. It shows a
recommendation for two single-family
homes and three attached townhomes.
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Golden Valley Housing Sites Engagement - Final Report
Site 2: Design Images for 300 Turners Crossroads
Description
• Three attached townhomes are developed toward the middle of the site, just north of
the end of Loring Lane
• Parking for the townhomes is provided off-street, with an integrated garage and
additional space to the rear of the building
• The townhomes are sited and scaled to retain as many existing trees as possible
• A public community playground and path, including benches and other community
amenities, are provided
• Two pollinator prairies are added, toward the site's north and south
• Additional trees and vegetation are planted to strengthen the area's natural assets
Image 12: Architectural rendering of one
potential configuration for three new
attached townhomes on the site.
Image 13: Site plan, showing location and
context for three potential attached
townhomes on the site. The north end of
the lot has space for decorative
vegetation such as a butterfly garden and
end of the lot is large enough for a public
open space area and trail.
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Golden Valley Housing Sites Engagement - Final Report
Site 3 – 504 Lilac Drive
Site 3: Description
504 Lilac Drive is a small site just east of Highway
100, along Lilac Drive North and between Olson
Memorial Highway (Highway 55) and Woodstock
Avenue.
The 0.48-acre lot is tucked into a single-family
residential area and is zoning R-1 Single Family. It is
slightly sloped with naturalized vegetation and a mix
of medium and large trees.
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Golden Valley Housing Sites Engagement - Final Report
Site 3: Input Highlights from Survey, Virtual Open House and Virtual Design
Event
PREFERENCES FOR RESIDENTIAL TYPE
LANDSCAPING AND PUBLIC
AMENITY PREFERENCES
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Golden Valley Housing Sites Engagement - Final Report
VIRTUAL DESIGN WORKSHOP for 504 Lilac Drive – Input examples
This was the first Virtual Design Event. Four residents participated, with all of them living in the
neighborhood around the site. The discussion was engaging and highly participatory.
One participant had trouble with the tool, but a project team member was able to draw the
participant's ideas on the sheets.
Participants were generally pleased with
the virtual drawing tool, especially as a
community engagement alternative during
the pandemic.
The discussion addressed larger housing
issues but focused on site specific items
and how it might be best used for the
benefit of the neighborhood.
Image 14: This site plan developed by participants for the
Lilac Drive property shows a single-family home with a
detached accessory dwelling unit in the rear yard.
Image 15:
One of the
brainstorm
boards from
the Douglas
Drive Lilac
Drive
Virtual
Design
Workshop.
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Golden Valley Housing Sites Engagement - Final Report
Site 3: Design Images for 504 Lilac Drive
Description
• One new single-family home
• The home is placed to match the front setbacks in the area
• The home is sited and scaled to retain as many existing trees as possible
• Additional trees are added for vegetative cover
• Native prairie plants on southern corner are retained and enhanced
Image 6: Architectural
rendering of one
potential configuration
for one new single-family
home on the site.
Image 17: Site plan for
300 Lilac Drive showing
location and context for
one single-family home.
Existing large trees on the
site should be preserved
to the extent possible.
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Golden Valley Housing Sites Engagement - Final Report
Findings and Next Steps
The engagement and community input achieved during this project provides a solid base of
information from which to proceed to the next steps of housing considerations for the three
subject sites.
Findings
The findings from this study highlight the successes and limitations of certain engagement
techniques and processes.
Familiar is favored – It is well known that people generally like where they live and will be
concerned about proposed changes nearby. Even when a city is proactive and thoughtful in
engaging neighbors, and even when the change seems positive, opposition can be expected.
This is particularly true if the neighbors like the existing use on the site. Vacant properties
covered with vegetation are among the hardest for people to see developed, regardless of the
development type (other than a park).
Affordable housing is a hot button issue – There are many negative preconceptions about
affordable housing that makes it one of the most hotly contested issues in our communities.
Many people – community organizers; housing advocates; researchers – have recommended
strategies to navigate affordable housing debates. Nevertheless, the opposition and arguments
continue. After decades of negative and often misleading press about “projects” and crime
ridden public housing, it will take time to shift public perception to view affordable housing
more favorably. In the meantime, strong leadership and active allies must champion and
advance affordable housing projects, which are so desperately needed to meet demand. There
is no avoiding loud voices of opposition. The only remedy for those is the continued
introduction of affordable housing, to demonstrate how similar it is to any other housing that
might come to the community.
Housing is a citywide issue with many stakeholders – We expect stakeholders closest to or
most impacted by a proposed change to be the most interested and vocal. After decades of
NIMBY (Not in My Backyard) experiences, policy makers and citizens are talking more about the
citywide value of projects and harnessing engagement that that brings a broader perspective to
project review. For this project, several stakeholders were identified who think about housing
as part of the citywide economic system and social fabric. Community based groups such as
schools, religious institutions and business groups were also noted. The intent was to reach out
and engage members of these groups in addition to immediate neighbors, in the hopes of
balancing the interests of immediate neighbors and community stakeholders in housing
decisions. Unfortunately, this outreach was less effective than it might have been during non -
Covid times, given the limitation on in person engagement and other priorities for staff.
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Golden Valley Housing Sites Engagement - Final Report
Online engagement is good at some things and weak at others – Engagement that focuses on
individual review and input, such as a survey, is accomplished very well and sometimes better
than in person engagement, because it is easy – it allows people to participate from home,
quickly, and on their own schedule. Presentations and question and answer sessions are also
effective for online platforms such as Zoom which gained prominence and widespread use
during Covid. Small group conversations are also productive in platforms that allow break out
rooms from the larger attending audience. The primary weaknesses of online engagement are
the inability to do spontaneous engagement (interacting with people who have not already
decided to engage because they have a strong opinion), and deeper, collaborative work that is
better cultivated through in-person interaction.
Online engagement tools limit participation to the digitally adept – Online tools vary in
usability. Most people are web proficient these days and can readily complete a simple online
survey, thus its status as the most effective tool in this project. Tools that allow deeper
interaction, such as the Miro tool used in this project, are quickly embraced by certain people
while being a limitation or deterrent to others. If such tools are desired to solicit more detailed
engagement than surveys enable, then expect an investment of time to familiarize people with
it. Then use that investment of time to deploy the tool on multiple occasions with your
audience.
People can choose not to collaborate – This project tested an important hypothesis – that
inviting people to work with others on a solution may reduce their opposition and increase
collaborative problem-solving. In this project, that did not occur. People who chose to engage
to express opposition to new housing did not want to collaborate on housing ideas. They felt
that talking about housing options would suggest they were okay with housing going there and
undermine their ‘no housing’ message. Even if in-person engagement had been possible and
attracted wider audiences, it is doubtful that people opposed would have acted any differently.
The City’s idea of reaching out to involve people in the housing concept phase was a good one,
but it may require a more intensive method of proactive engagement to reach success.
Robust engagement is staff and resource intensive – There are no short cuts or clever tools to
get broad and deep engagement. It takes a lot of work to design events, get people there, run
them and compile results. The availability of staff and consultant time for that level of activity
was in place for this project. However, just as the work was about to begin, that capacity was
redirected to the vital activities of responding to Covid and the economic and social stresses in
communities. The consultant team shifted to finding effective online engagement methods and
we deployed those with reasonable success given the circumstances. Most of the time,
projects can proceed with the time and resources dedi cated to it. If something comes up to
hinder that, take a moment to consider realistically if the project objectives can be achieved
under the changed circumstances or if the project should wait until it can proceed as originally
planned.
40
Golden Valley Housing Sites Engagement - Final Report
Site Design Preferences - minimal housing density and vegetative amenities - The input for
each site gathered in this study, favored doing nothing on the sites or very limited housing
Traditional residential design (as opposed to modern design) was preferred, as was retaining or
creating an attractive green, open space area. Site specific recommendations are identified
previously in this report and can serve as the steppingstone to further site design.
Next Steps
This report provides a solid body of input and findings, and high-level site concepts based on
that input. Given the engagement limits of Covid, further community conversation on the sites
should wait until in-person dialogue and activities are possible.
With this information in hand, city leaders and staff can evaluate the concepts and estimate
their financial feasibility. Potential funding and development partners can be considered, for
the housing itself and for creating site-based amenities such as rain gardens, a small dog play
area, or a community garden. This analysis will inform what concept refinement is needed.
As site development opportunities emerge, the city can return for a second round of
community engagement to evaluate the concepts. It is essential at this time that the city clearly
communicate what the input can impact and what it cannot. Setting clear expectations and
sticking to that reduces confusion and enables more constructive and productive dialogue. At a
broader level, the City can set clear expectations about affordable housing growth in the city. If
residents hear a clear and consistent message from the City that preserving and adding
affordable housing is a priority, then efforts to fight it will dissipate over time, and allies will be
buoyed by the commitment and step up to help the City achieve its goals.
Golden Valley Housing Sites Engagement Report 06.11.2021
APPENDICES
Appendix 1: Online Survey Results
• Accessory Housing
• 300 Turners Crossroads
• 504 Lilac Drive
• 2415 Douglas Drive
Appendix 2: Virtual Open House Results
• Questionnaire Format
• General Housing preferences
• 300 Turners Crossroads
• 504 Lilac Drive
• 2415 Douglas Drive
Appendix 3: Virtual Design Event – Detailed Results
Use this link to view the virtual design event materials.
Appendix 4: Community Engagement Plan for this project
Appendix 5: Example of Detailed Event Plan
/
Report for Your ideas: Accessory housing
Completion Rate:100%
Complete 17
Totals: 17
Response Counts
1. If they were allowed in Golden Valley, I would be interested in building an accessory housing unit.
93.8% Yes93.8% Yes93.8% Yes
6.3% No6.3% No6.3% No
Value Percent Responses
Yes 93.8%15
No 6.3%1
Totals: 16
2. If they were allowed in Golden Valley, I would be interested in living in an accessory housing unit.
/
68.8% Yes68.8% Yes68.8% Yes
31.3% No31.3% No31.3% No
Value Percent Responses
Yes 68.8%11
No 31.3%5
Totals: 16
ResponseID Response
4 Is the infrastructure ready for this- sewerage, utilities, cable...? Could there be a green requirement or incentive?
7 I'd like to see these allowed with the reasonable restrictions.
9 Please address tiny houses as part of this.
3. What else do you think about accessory housing units? Do you have some speci c ideas or questions we
should keep in mind?
Hide Responses
/
This is a report for "Your ideas: Accessory housing" (Survey #5648103)
ResponseID Response
10 I think they would be very welcomed inventory in a city that already offers such a nice mix of homes and
neighborhoods. The versatility of ADUs will also suit the varying needs of families, couples, and individuals who may
need the extra space for a family member or need minimal space for their living needs. Importantly, it will support
intergenerational living and offer extended family and grandparents comfortable options for living near loved ones at
a manageable price (hopefully) and size. We already have a number of these living arrangements and family situations
in Golden Valley (and many other cities) so it would be great for our city to be forward-thinking in this manner. I fully
support ADUs and with that I think we should welcome varying types of construction methods that will allow for
thoughtfully designed ADUs for many different purposes, not just living.
11 I believe ADU should de nitely be allowed in Golden Valley. We have thought of building one for years and would be
grateful for the opportunity. A place where we can live and have the option to put our elderly parents in or rent out.
Thank you!
13 I think it would be so helpful for Golden Valley to allow ADUs - as parents are aging and need help, it would be so
much more affordable to have them live close by. The options available right now are nancially draining.
14 We need them.
15 How to reduce the cost of building them. Thats why so few were built in Mpls
18 I think this is a great idea. As our parents get older, it would be ideal to have them living with us in our home but this
will give them a sense of independence.
Previous Page Next Page
/
Report for Your ideas: 300 Turners Crossroad
Completion Rate:100%
Complete 168
Totals: 168
Response Counts
1. Do you think this could be a good location for single family homes?
37.4% Yes37.4% Yes37.4% Yes
62.6% No62.6% No62.6% No
Value Percent Responses
Yes 37.4%61
No 62.6%102
Totals: 163
2. Do you think this could be a good location for apartments?
/
13.4% Yes13.4% Yes13.4% Yes
86.6% No86.6% No86.6% No
Value Percent Responses
Yes 13.4%22
No 86.6%142
Totals: 164
ResponseID Response
6 I live on Turners Xrd N and the current frontage road cannot support a traf c increase of the proposed volume.
Pollinator or community gardens would be a much more appropriate and appreciated use of the space.
7 Leave the space as it is. Community gardens. Pollinator Gardens. This space is not suitable for any type of
development other than land management. Bryan Pyne 952-381-5604
3. What else do you think about this site? Do you have some speci c ideas for what we should do here?
Hide Responses
/
ResponseID Response
9 This location, if it has to be developed it should match the neighborhood and be populated with single family homes. A
better use for the space would be a community gardens and open space. This area has a long history as a park and is
linked to the historic lilac drive.
10 2 or 3 levels of apartment or condo living. Under ground parking. Need noise barrier along Hwy 100 side. Curved
building structure with visitor parking and green space facing Turners Cross road.
11 Single family homes would blend in better to the neighborhood to the east.
13 I think that homeownership is very important to building wealth, and if GV can help families in the long term by
offering affordable homes for sale, that should be the goal. Single family homes, or condos (not rental apartments) will
help move that ball.
14 This former park should be brought back as a park. Residents in this part of the city have little available in terms of
walkable distance parks. Additionally, adding MORE apartments (we've had 4large developments added in the last 5
years) will further tax an already overcrowded Meadowbrook school.
15 there is a HUGE apartment building on Xenia/Laurel that has been un nished for YEARS now!!! It is an eyesore, but if
it ever gets nished, it will bring a large amount of new renters to this very area of GV. How do you propose to deal
with traf c issues? Increased need for services, such as police and re? Increases to the school population?
18 Need more parks, tennis courts and basketball courts.
19 My family and I moved here 4 years ago. Since then we have seen 2 apartment buildings completed or being
completed and several more just on the other side of 394. Golden Valley speci cally is increasing the population way
too fast and too much. It is already too crowded the way it is. We do not need more apartment buildings in this area.
This is not Minneapolis, but some are trying to make it that way. The school systems here are too crowded already as
well.
20 I support additional affordable housing. The challenges with this site will include noise (highway and train), and this
section of Turners That already sees a very high volume of traf c and congestion due to its proximity to
Meadowbrook Elementary. The easy access to highways is overstated. The morning and evening commute pressure
on traf c intersections at Turner and Glenwood, 55 and Glenwood, and 55 and Douglas are already problems for
residents and commuters. School capacity demand at Meadowbrook should also be considered carefully after the
district has invested in expansions to that school twice over the last few years. These are existing issues that don't
account for the additional housing capacity being built at Turners and Laurel. Please fully consider the necessary
support infrastructure needed for additional resident capacity in this area before committing to additional housing
capacity.
21 Leave it as a buffer from the highway for existing neighborhood.
22 Size and shape of light would accommodate single-family homes the best.
23 This site is currently vacant so it wouldn't displace any Golden Valley residences. I would prefer single family homes
on this site. We have enough large apartment complexes in GV. This is too close to an already over crowded school
with bad parking and traf c. The traf c some would be a nightmare if an apartment is built on this site.
26 Adding homes or apartments in this area will increase congestion and likely lead to accidents or close calls. I live near
this area and walk by it a lot. I can't imagine cars parked in the area, leaving driveways that lead to Xenia. It would
seem there are far better locations north of Hwy 55 and west of 100.
27 Please have more single family housing
/
This is a report for "Your ideas: 300 Turners Crossroad" (Survey #5647953)
ResponseID Response
28 GV is out of control with housing development in this area. STOP IT! The 'monster' at Xenia/Laurel is not yet done and
we have no idea on impact (traf c, MORE dogs without a dog park, NO added amenities to those of us who already
live here, etc.). And like other developments in the n-hood, if this is already a 'done deal' STOP asking our damn
opinion!
29 The northern part looks like too much of an acute triangle for housing, so the lot, at least the northern part would
work better as a park. With the large housing complex going up on Xenia right now, there should be enough
apartment availability in the area, so we don't need more. Single-famiy homes or town homes with a community
park/playground might be an option if the city does not want the whole lot to return to being a park.
30 Given the proximity to the highway sound walls, I don't think housing right there is a viable option. Also, the
infastructure around there is not setup to handle 100 new residents with apartments...and given the size of that space
parking would be a challenge with many residents and visitor parking spilling into neighboring streets (we see this
with apartments just south of this proposal). Adding in a park with tennis & basketball courts would be amazing. Or
even a park with a splash pad, or a dog park. I bike by this area with my family a lot, and keeping it green space would
be ideal.
31 The city has added several apartments on our side of the city without enriching the community with amenities. This
odd shaped lot should be a green space, community park for our neighborhood! This is what we need and would add
value. Other parks are too far away or located on Meadowbrook school property where we are limited to use due to
school rules. Be a green friendly city and make this odd shaped lot a fantastic community park.
Previous Page Next Page
/
Report for Your ideas: 2415 Douglas Drive
Completion Rate:100%
Complete 83
Totals: 83
Response Counts
1. Do you think this could be a good location for single family homes?
75.6% Yes75.6% Yes75.6% Yes
24.4% No24.4% No24.4% No
Value Percent Responses
Yes 75.6%62
No 24.4%20
Totals: 82
2. Do you think this could be a good location for apartments?
/
35.4% Yes35.4% Yes35.4% Yes
64.6% No64.6% No64.6% No
Value Percent Responses
Yes 35.4%29
No 64.6%53
Totals: 82
ResponseID Response
1 Higher density with good quality of life and affordable housing Works here, (and should work in other locations).
Provide a barrier between the houses and the road that is nice and safe for kids.
2 Smaller single family homes. Similar to the American Bungalow style. Facing Douglas Drive. Possibly two homes.
3 Lot size feels appropriate for housing.
3. What else do you think about this site? Do you have some speci c ideas for what we should do here?
Hide Responses
/
This is a report for "Your ideas: 2415 Douglas Drive" (Survey #5648067)
ResponseID Response
5 Of the three properties, this seems the most workable for single family homes or residential facility. The noise level
here is not as great as the other two, which abut Hwy 100. Are there other locations to consider that are not city-
owned? As a 20 year resident of GV, I see many lots that are open and offer more walkability and less congestion.
7 As long as this does not cause any traf c safety issues for students, a single family home might be acceptable.
Apartments would be troublesome to the neighborhood for reasons of increased traf c and there are already enough
in the area.
8 I think this would be a great place to show that low-medium density can be aesthetically pleasing and t in well with
single family homes. So a duplex or similar would be perfect in my mind, whereas a large facility solidi es for many
residents that any change in built form will be drastic.
11 This is the best site for this type of housing, as if offers proximity to many things and we all have some house from the
highways that we have to deal with.
12 Not appropriate.
13 Not appropriate.
18 Not appropriate.
22 A duplex or triplex would t in well here. It would match the area, especially the duplexes on the corner of Douglas
and 27th.
23 Good site for apartments or single family homes, walking is good, connected to parks, and commercial, along corridor
and bus line.
24 great for both or either single family homes or apts.
25 This location has a lot of nice space and has great room for more development and parking space.
28 Townhomes would work
30 I have some concern about them becoming rental property depending on how they are managed. I think landlords
in ate pricing, and right now I believe we need to focus on affordable options for single housing.
31 Not much room for anything more than a house or two.
34 Single family homes only NO apartments.
35 Single family homes or a duplex to match those across the street would be appropriate
36 Small business
Previous Page Next Page
Open House Surv ey
S elect the S ites You'd Like to Offer C omments for
General H ousing Questions
Very
N eeded N eeded
Modestly
Needed
N ot
Needed
Singl e-Fami l y
D uplex or Tri plex
Tow nhomes
Accessory Dw ellings
1 . Th is Virtua l Op e n House is d e s ig ned to c olle c t y ou r id e as a n d c omme nts
a bou t th ree s ite s w ith in th e City o f Golde n Va lley wh e re ad d itio n al hou s in g
may on e day b e d eve lo p e d.
The th ree s ite s a re: 2 4 1 5 Dou g la s D riv e N | 3 00 T u rn e rs Cros sro a d
N o rth | 5 0 4 Lila c Driv e N (c lic k on th e s ite 's n ame to s ee a ma p, p h o tos a n d a
s u mma ry ).
Plea s e s elec t the s ite o r s ites yo u 'd like to c omme n t on (y o u c a n s e le c t on e ,
tw o , o r a ll thre e s ite s ):
2415 D ougl as D rive N
300 Turners C rossroad North
504 Li l ac Drive N
2 . Diffe ren t ty p e s of b u ild in g s pro v id e h ome s fo r p e o ple. Wh ic h ty pe s d o y ou
th in k are n eed e d in Golde n V a lle y o v e r th e n ex t d e c a de?
Very
N eeded N eeded
Modestly
Needed
N ot
Needed
Low-rise mul ti-family
Medium-ri se multi -fami l y
H igh-ri se multi-famil y
Very
N eeded N eeded
Modestly
Needed
N ot
Needed
D eepl y A ffordable housi ng
Affordable housi ng
Medium price housing
H igh end housing
3 . Multi-fa mily h o u s ing, su c h as ap a rtme n ts a nd c o n domin iu ms , pro v id e
multip le ho me s in on e b uild in g, whic h ma y ran g e in s iz e. Wh at siz e o f multi-
fa mily b uildings d o y ou th in k a re n e e de d in Go ld en Valley ov e r the n e x t
d ec ad e ?
4 . Th e c os t of h o u s ing va rie s w id e ly in a c ommu nity , to me e t the n e eds o f
p eop le in d iffe ren t life c irc u ms tan c e s . Wh ic h ty p es o f h o us ing , b y p ric e, d o
y o u thin k a re ne e d ed in Go ld en Valle y ove r th e ne x t d ec ad e ?
Very
N eeded N eeded
Modestly
Needed
N ot
Needed
R ental housing
Ow nershi p housi ng
C ooperative housi ng
H ousing and Site Design P references
5 . Th e re a re differe n t ty pes o f o wn ersh ip fo r ho u s in g. Wh ic h ty pe s d o y ou
th in k are n eed e d in Golde n V a lle y o v e r th e n ex t d e c a de?
6 . Wh ic h of the fo llo w in g c h ara c te ris tic s make n e w hou s in g fit in w ith n e arb y
h ouse s ? P le a s e s elect u p to th ree (3 ) items th a t a re mo s t impo rta nt to y o u .
N ew housing l ooks si milar to nearby housi ng
N ew housing i s same type (singl e-family, dupl ex, multi -fami l y) as nearby
housi ng
D istance from adjacent housi ng
D istance from the street
H eight
Amount of the l ot that remains open space (not bui ldings or parki ng)
7 . Wh a t asp e c ts o f ne w h o u s ing in yo u r ne ig h b orh o od a re mo s t imp o rta n t to
y o u in d e c id in g wh eth e r or n o t y ou su p p ort it? Plea s e s e le c t u p to fou r (4 )
ite ms tha t a re mo s t imp orta n t to y ou .
H ow the new housi ng l ooks
Who w i l l l i ve there
Size and height of the new housi ng
It is the same type of housi ng that I l i ve i n
N umber of peopl e w ho w i ll l i ve there
Traffic i t mi ght generate
Loss of open space
Impact on l ocal school s (posi tive or negati ve)
It may bri ng dow n my property val ue
It may increase my property value
8 . Wh ic h pote n tia l b ene fits o f n ew hou s in g are mo s t impo rta nt to y o u in
d ec iding wh e th er o r not yo u s upp o rt it? P le a s e s e le c t u p to th ree (3 ) items
th at are most imp o rtan t to y o u.
N ew homes bri ng new people and vibrancy to the neighborhood
U pgrade the housi ng stock by repl acing older homes w i th new homes
Increased variety in home styl es and types
N ew homes bri ng new residents to Golden Val ley
Greater housing densi ty better supports transi t
N ew homes may bri ng new kids to the nei ghborhood and local school s
Added housing brings more peopl e to support l ocal retail and servi ces
2415 D ouglas D rive N
Page description:
Questions on thi s page are for the site at 2415 D ouglas Drive N orth (pl ease cli ck here to
view a map and photos >):
9 . Do y ou h a v e an y o ther c o mme n ts o r p re fere n c e s re la te d to h o u s in g typ e s
a nd site d e s ig n, inc lud in g ty p es, siting, a n d po te n tial ben e fits o r dra w b a c k s ?
1 0. Ple a s e se le c t th e ty pe s o f hou s in g that yo u th in k c ou ld w o rk here b y
c licking o n the m. P le a s e s elect u p to 3 .
1 1. Ple a s e se le c t th e ty pe s o f la ndsca p in g tha t y o u think a re ap p ropria te for
th is s ite . P le a s e s elect u p to two .
Rain gar den Boulevard garden
Decorative garden
1 2. Ple a s e ide n tify w h ic h , if a ny , of th e s e s ite ame n itie s migh t fit o n th e s ites,
in a ddition to n ew ho u s in g . P le a s e s ele c t u p to two .
Dog park (small)Pocket park
Sm all com munity garden
300 Turners C rossroad
Page description:
Questions on thi s page are for the site at 300 Turners C rossroad (please click here to view a
map and photos >):
1 3. Do y o u h av e a n y othe r c o mme n ts or id e a s y ou wo u ld lik e to s hare a bo u t
th e futu re of th is s ite ? Plea s e w rite them in th e s pa c e pro v id e d be lo w.
1 4. Ple a s e se le c t th e ty pe s o f hou s in g that yo u th in k c ou ld w o rk here b y
c licking o n the m. P le a s e s elect u p to 3 .
1 5. Ple a s e se le c t th e ty pe s o f la ndsca p in g tha t y o u think a re ap p ropria te for
th is s ite . P le a s e s elect u p to two .
Rain gar den Boulevard garden
Decorative garden
1 6. Ple a s e ide n tify w h ic h , if a ny , of th e s e s ite ame n itie s migh t fit o n th e s ites,
in a ddition to n ew ho u s in g . P le a s e s ele c t u p to two .
Dog park (small)Pocket park
Sm all com munity garden
504 Lilac Drive
Page description:
Questions on thi s page are for the site at 504 Lilac D rive (pl ease cli ck here to view a map
and photos >):
1 7. Do y o u h av e a n y othe r c o mme n ts or id e a s y ou wo u ld lik e to s hare a bo u t
th e futu re of th is s ite ? Plea s e w rite them in th e s pa c e pro v id e d be lo w.
1 8. Ple a s e se le c t th e ty pe s o f hou s in g that yo u th in k c ou ld w o rk here b y
c licking o n the m. P le a s e s elect u p to 3 .
1 9. Ple a s e se le c t th e ty pe s o f la ndsca p in g tha t y o u think a re ap p ropria te for
th is s ite . P le a s e s elect u p to two .
Rain gar den Boulevard garden
Decorative garden
2 0. Ple a s e ide n tify w h ic h , if a ny , of th e s e s ite ame n itie s migh t fit o n th e s ites,
in a ddition to n ew ho u s in g . P le a s e s ele c t u p to two .
Dog park (small)Pocket park
Sm all com munity garden
A bout You
2 1. Do y o u h av e a n y othe r c o mme n ts or id e a s y ou wo u ld lik e to s hare a bo u t
th e futu re of th is s ite ? Plea s e w rite them in th e s pa c e pro v id e d be lo w.
2 2. Wh at is y ou r a ge ?
0 to 18 years
19 to 29 years
30 to 45 years
46 to 65 years
Over 65 years
2 3. Wh at is y ou r racial iden tity o r origin?
Ameri can Indi an or Al aska N ati ve
Asi an or Pacifi c Isl ander
Black, Afri can American or Afri can origin
H ispanic, Lati no or Spanish origi n
Whi te, European American or C aucasian
Other - Pl ease describe:
2 4. Wh at is y ou r a pp ro x imate a n nua l h o us eh o ld in c ome ?
$0 to $30,000
$30,000 to $50,000
$50,000 to $80,000
$80,000 to $110,000
$110,000 to $150,000
$150,000 to $180,000
$180,000 to $240,000
Over $240,000
2 5. How ma n y y e ars h a v e y o u live d in Golden Va lley?
N ever lived in Gol den Val l ey
0 to 2 years
3 to 5 years
5 to 10 years
10 to 20 years
20 to 40 years
More than 40 years
2 6. Wh at typ e s o f ho u s in g ha v e y o u liv e d in d u rin g yo u r life time? (Plea s e
s e le c t all that a p p ly )
Singl e-family
D upl ex or Tri plex
Townhome
Apartment
C ondomini um
Other - Pl ease identify:
2 7. Do y o u h av e a n y que s tio n s abo u t th e th re e s ites o r a bou t th e City ’s
p roce s s fo r c on s id e ring fu tu re d e v e lo pme n t at the m? If y es, p le a s e no te y our
q uestio n b elow. We will po s t res po n s e s on th e City 's Pro je c t We b s ite
( ww w.g v mnho u s in g.org ) by Octo b e r 1 5 th .
2 8. T h e City o f Golde n Va lle y v a lu e s the v o ic e a nd in p u t of c o mmunity
memb e rs . P le a s e let u s k n o w if y o u fou n d this s urv e y to be a n effe c tive w a y
to c ommu nic ate y o u r idea s o n the s ite s .
Plea s e le t us k no w if yo u a gre e with th is s tateme n t: "T his s urv e y p rovid e d
me a g o od o p p ortu n ity to s ha re my pe rs pectiv e." P ick se le c t th e op tio n that
mos t c lose ly ma tc h es h o w y o u fee l.
Strongly Agree
Agree
N either A gree nor D i sagree
D isagree
Strongly Disagree
Report f or O pen House Survey
C o m p le t i o n R a t e :3 3 .6 %
Co mp le te 1 0 1
Pa rtial 2 0 0
T o t a l s : 3 0 1
Res p o ns e Co unt s
1. T his Virt ua l O p en Ho us e is d es ig ned t o c o llec t yo ur id ea s a nd c o mment s a b o ut
t hree s it es wit hin t he Cit y o f G o ld en V a lley where addit io nal ho us ing ma y o ne d ay b e
d evelo p ed. T he t hree s it es are: 2415 Do ug la s Drive N | 30 0 T urners Cro s s ro ad
No rt h | 50 4 Lila c Drive N (c lic k o n t he s it e's name t o s ee a map , p ho t o s and a
s ummary). P lea s e s elec t t he s it e o r s it es yo u'd like t o c o mment o n (yo u c an s elec t
o ne, t wo , o r a ll t hree s it es ):Percent24 1 5 Doug las Drive N 3 00 Turners Cro ssro a d North 5 04 Lilac Drive N
0
2 0
4 0
6 0
8 0
Va lue Per cent Re s p o ns e s
24 15 Do ug las Drive N 57.5%7 7
30 0 T urne rs Cro ssro a d No rth 79 .9%1 0 7
50 4 Lila c Drive N 56 .7%7 6
Ver y
Ne ed ed Ne e d ed
Mo d es t ly
Ne ed ed
No t
Nee d e d Re s p o ns e s
S ing le -Fa mily
Co unt
Ro w %
2 0
1 6 .9 %
3 5
2 9 .7 %
3 0
2 5.4 %
3 3
2 8.0 %
1 18
Dup le x o r T rip le x
Co unt
Ro w %
1 3
1 0 .8 %
2 8
2 3 .3 %
1 7
1 4 .2 %
6 2
51 .7%
1 20
T o wnho m e s
Co unt
Ro w %
1 6
1 3 .3 %
2 9
2 4 .2 %
2 8
2 3 .3 %
4 7
3 9.2%
1 20
Acce s so ry
Dwe lling s
Co unt
Ro w %
8
7 .4 %
1 7
1 5.7 %
1 9
1 7 .6 %
6 4
59 .3%
1 0 8
T o tals
T o tal Re sp o nse s 1 20
2. Dif f erent t yp es o f b uild ing s p ro vid e ho mes f o r p eo p le. Whic h t yp es d o yo u t hink
are needed in G o ld en V alley o ver t he nex t d ec ad e?
Ver y
Ne ed ed Ne e d e d
Mo d es t ly
Ne e d ed
No t
Nee d e d Re s p o ns e s
Lo w-rise m ulti-fam ily
Co unt
Ro w %
1 5
1 2 .8 %
19
16 .2%
1 5
1 2 .8 %
6 8
58 .1%
1 17
Me d ium -rise m ulti-
fa mily
Co unt
Ro w %
1 0
8 .5%
22
18 .8%
1 3
1 1 .1 %
7 2
6 1.5%
1 17
Hig h-rise multi-family
Co unt
Ro w %
4
3 .5%
8
7.0 %
8
7 .0 %
9 4
8 2.5%
1 14
T o tals
T o tal Re sp o nse s 1 17
3. Mult i-f amily ho us ing , s uc h a s a p a rt ment s and c o ndominiums , p ro vid e mult ip le
ho mes in o ne build ing , whic h may ra ng e in s ize. Wha t s ize o f mult i-f amily b uild ing s d o
yo u t hink a re need ed in G o ld en V a lley o ver t he next d ec a d e?
Ve ry
Nee d e d Nee d e d
Mo d e s t ly
Ne e d e d
No t
Ne e d e d Re s p o ns e s
De e p ly Affo rd ab le
ho using
Co unt
Ro w %
1 8
1 5.7%
1 9
1 6.5%
15
13 .0 %
63
54 .8 %
1 15
Affo rd a b le ho using
Co unt
Ro w %
2 3
1 9 .5%
2 6
2 2.0 %
31
26 .3%
38
32 .2 %
1 18
Me d ium p rice ho using
Co unt
Ro w %
1 4
1 1 .9%
54
4 5.8%
32
27 .1%
18
15.3 %
1 18
Hig h e nd ho us ing
Co unt
Ro w %
6
5.3 %
2 6
2 2.8%
28
24 .6%
54
47 .4 %
1 14
T o tals
T o tal Re sp o nse s 1 18
4. T he c o s t o f ho us ing varies wid ely in a c o mmunit y , t o meet t he need s o f p eo p le in
d if f erent lif e c irc ums t a nc es . Whic h t y p es o f ho us ing , b y p ric e, d o yo u t hink a re
need ed in G o ld en V alley o ver t he nex t d ec a d e?
Ve r y
Ne e d ed Ne e d e d
Mo d es t ly
Ne e d ed
No t
Need e d Re s p o ns e s
Re ntal ho using
Co unt
Ro w %
1 0
8 .5%
19
16 .2%
3 1
2 6 .5%
57
4 8.7 %
1 17
O wne rship ho using
Co unt
Ro w %
4 0
3 3 .9 %
45
38 .1%
1 5
1 2 .7 %
1 8
1 5.3%
1 18
Co o p e rative
ho using
Co unt
Ro w %
1 1
9 .7%
19
16 .8%
2 1
1 8 .6 %
6 2
54.9%
1 13
T o tals
T o tal Re sp o nse s 1 18
5. T here are d if f erent t yp es o f o wners hip f o r ho us ing . Whic h t yp es d o y o u t hink are
need ed in G o ld en V alley o ver t he nex t d ec a d e?
6. Whic h o f t he f o llo wing c harac t eris t ic s make new ho us ing f it in wit h nearby
ho us es ? P lea s e s elec t up t o t hree (3) it ems t hat are mo s t imp o rt a nt t o y o u. PercentNe w housing
lo o ks similar to
nea rby hou sing
Ne w hou sing is
sa me type
(sing le-fa mily,
d uple x, multi-
family) as
ne a rb y ho u sin g
Distan ce fro m
a d ja ce n t
h o u sin g
Dista n ce fro m
the stree t
He ight Amo u nt o f th e
lot that remain s
ope n sp a ce
(n o t bu ild ings
o r pa rkin g )
0
1 0
2 0
3 0
4 0
5 0
6 0
Va lue Pe r ce nt Re s p o ns e s
Ne w ho us ing lo o ks simila r to ne a rb y ho using 51 .7 %6 0
Ne w ho us ing is sa me ty p e (sing le -fam ily, d up le x , multi-fa mily) a s
ne arb y ho using
55.2 %6 4
Dista nce fro m ad ja ce nt ho using 57 .8 %6 7
Dista nce fro m the stre e t 2 4 .1 %2 8
He ig ht 34 .5%4 0
Am o unt o f the lo t that re m a ins o p e n sp a ce (no t b uild ing s o r p arking )55.2 %6 4
7. Wha t a s p ec t s of new ho us ing in yo ur neig hb o rho o d a re mo s t imp o rt a nt t o yo u in
d ec id ing whet her o r no t yo u s up p o rt it ? P lea s e s elec t up t o f o ur (4) it ems t hat are
mo s t imp o rt ant t o yo u. PercentHow the new housinglooksWho will live thereSize and height of the new housingIt is the same type of housing that I live inNumber of people who will live thereTraffic it might generateLoss of open spaceImpact on local schools (positive or negative)It may bring down my property valueIt may increase my property value0
2 0
4 0
6 0
8 0
Va lue Pe r c ent Re s p o ns e s
Ho w the ne w ho using lo o ks 3 7.4%4 3
Who will live the re 33 .0 %3 8
S ize a nd he ig ht o f the ne w ho using 4 1.7%4 8
It is the s ame typ e o f ho using that I live in 2 1.7%2 5
Numb e r o f p e o p le who will live the re 53.9%6 2
T ra ffic it mig ht g e ne ra te 60 .9%7 0
Lo s s o f o p e n s p a ce 4 1.7%4 8
Imp act o n lo ca l scho o ls (p o s itive o r ne g a tive )1 8.3%2 1
It may b ring d o wn m y p ro p e rty va lue 4 1.7%4 8
It may incre a se my p ro p e rty value 13 .0 %1 5
8. Whic h p o t ent ial b enef it s o f new ho us ing are mo s t imp o rt a nt t o y o u in d ec id ing
whet her o r no t yo u s up p o rt it ? P lea s e s elec t up t o t hree (3) it ems t hat are mo s t
imp o rt a nt t o yo u.PercentNew homes bring newpeople and vibrancy to theneighborhoodUpgrade the housing stock by replacing olderhomes with new homesIncreased variety in home styles and typesNew homes bring new residents to Golden ValleyGreater housing density better supports transitNew homes may bring new kids to the neighborhood and local schoolsAdded housing brings more people to support local retail and services0
1 0
2 0
3 0
4 0
5 0
Va lue Pe rce nt Re s p o ns e s
Ne w ho me s b ring ne w p e o p le a nd vib ra ncy to the ne ig hb o rho o d 4 4 .4 %4 8
Up g rad e the ho using s to ck b y re p lacing o ld e r ho me s with ne w ho m e s 4 7 .2 %51
Incre a se d va rie ty in ho m e style s a nd ty p e s 2 1 .3 %2 3
Ne w ho me s b ring ne w re sid e nts to G o ld e n Va lle y 2 4 .1 %2 6
G re a te r ho using d e nsity b e tte r sup p o rts transit 9 .3 %1 0
Ne w ho me s m ay b ring ne w kid s to the ne ig hb o rho o d a nd lo cal scho o ls 3 0 .6 %3 3
Ad d e d ho using b ring s m o re p e o p le to sup p o rt lo ca l re ta il and se rvice s 3 4 .3 %3 7
Res p o ns eID Res p o ns e
50 Go ld e n va lle y is a b e a utiful, d ive rse , family frie nd ly p la ce to live . O ne o f the co mm unity's
g re ate s t a sse t is its g re e n sp a ce a nd we ll p lanne d d e v e lo p me nts with a p p ro p riate lo t
s ize s. I ho p e that the city d o e s no t ig no re the se fa ct fo r its o wn fina ncial g a in.
52 We jus t finis he d walking up a nd d o wn Za ne . We me t up with q uite a fe w ne ig hb o rs. I
lo ve o ur ne ig hb o rho o d s and the fa ct we can wa lk a nd fe e l safe . I liv e o n Me d icine La ke .
T ra ffic ha s incre a se d . Fo r so me re as o n it fe e ls it fe e ls like the re is m o re truck traffic. My
co nce rn is the s cho o ls o n Me d icine La ke and the lack o f cautio n m any d rive rs have fo r
p e d e stria ns a nd b ike s . It is unusua l fo r ca rs to s to p fo r p e o p le cro s sing . T o d ay kid o n a
b ike s ta rte d a cro ss T he stre e t in fro nt o f a car tha t sto p p e d . T he ca r co ming fro m the
o the r d ire ctio n d id no t s to p . T ha nkfully the kid sto p p e d a nd the ne xt car sto p p e d to o ,
a llo wing the kid to cro s s the stre e t. I think traffic is a b it o f a n iss ue And I wo uld ha te to
s e e m ulti family ho using incre a se witho ut a d d re ssing the traffic.
53 T ra ffic is a d rawb ack. Cro sswalks b y the s cho o ls se e m a b it d a ng e ro us fo r p e d e stria ns . I
lo ve Go ld e n Valle y fo r the d iffe re nt ho using sty le s and the larg e ya rd s .
55 Pro x imity to s cho o l, which alre a d y has a lo t o f tra ffic. T a king a way s m all am o unts o f
g re e n s p a ce . Ap artm e nts a re alre a d y ve ry ne ar. Exp lo re b ring ing b a ck the p ark b e fo re
b ring ing mo re traffic, riff raff a nd co nstructio n to a n alre a d y hig hly tra fficke d a re a .
T e rrib le id e a.
57 S afe ty fo r kid s wa lking to scho o l T ra ffic co ntro l in te rm s o f acce ss, flo w a nd s tre e t
p arking
9. Do yo u ha v e a ny o t her c o mment s o r p ref erenc es relat ed t o ho us ing t yp es a nd s it e
d es ig n, inc lud ing t yp es , s it ing , a nd p o t ent ia l b enef it s o r dra wb ac ks ?
hous ingaffordable
golde n va l ley
live peopletraffic
g v
ho me s
neighb o rho o dspace
ci t y
i nco me
b ui l d i ng s f ami l y
l o tor
ap ar tm ents
co m m uni ty
hi g h
ho me
i ncre a s e
re nt a lresidents
de ns i t y
58 50 4 lilac. I am hig hly d isco ura g e d a nd I'm e nco urag ing G o ld e n Va lle y to re co ns id e r no t
includ ing this lo catio n. My co nce rns a re re g a rd ing fo o t a nd ca r tra ffic, ins ufficie nt s p a ce
a nd a d ja ce ncy to the ne ig hb o ring ho use s and p re vio us co mmunicatio n re g ard ing this
s ite . We we re info rme d tha t this site is a nne xe d b y Hig hwa y 10 0 and wo uld no t b e b uilt.
Mo re co m municatio n ne e d s to hap p e n o n this site se ns e much mis s info rma tio n o v e r the
ye a rs was share d with the re s id e nce o f this co mmunity. In ad d itio n, if this p ro p e rty is in
fa ct fo r s a le , the n I wo uld urg e the city o f G o ld e n Va lle y to o ffe r it up a t a uctio n. I a m
p e rso nally re q ue sting a me e ting with the city re g a rd ing 50 4 Lilac. Ple a se co nta ct m e at
6 1 2–750 –7 50 6. ke llira e se b we @ ya ho o .co m
60 I wo uld like to s e e ve ry a ffo rd ab le ho using includ ing tiny ho use s, sm all ho us e s o r
a p a rtme nts fo r se nio rs o r sing le p e o p le a nd sm all familie s. Le ss e x p e nsive tha n the
p ub lis he d g uid e line o f $ 12 50 o r le s s fo r ho use ho ld m aking 50 ,0 0 0 p e r ye ar. Ho w
a b o ut so me e ne rg y e fficie nt initiative s ? S o la r a nd m o d e rn ho use s and ap artme nts tha t
lo o k g o o d a nd he lp the p lane t. T his is a cha nce fo r G o ld e n Valle y to g o ab o ve a nd
b e yo nd with so me ne w id e as to re a lly b e ne fit p e o p le in ne e d o f ho me s. I want to liv e in
a ne ig hb o rho o d with mo re d ive rsity than the 3 p illa r/ 3 g a rag e stall up p e r mid d le clas s
co o kie cutte r ho use s that g e t d e ve lo p e d o n e ve ry va cant lo t. Many p e o p le are
o b se s se d with the id e a that the ir p ro p e rty va lue s will fa ll if a ho use va lue d le ss than
the irs is within a half m ile o f the ir ho use . T ho se p e o p le ne e d so me p e rsp e ctive ! Ke e p
Go ld e n Valle y a sustaina b le co mmunity b y e nco ura g ing e co no mic d iv e rsity.
62 Affo rd a b le ho us ing in G o ld e n va lle y ne e d s to le ad p e o p le to wa rd s a ctua l ho me
o wne rship . Plunking d o wn a p a rtm e nt b uild ing s s imp ly funne ls mo re mo ne y fro m fro m
the wo rking clas s to the we althy, with no lo ng te rm ass e t g a ine d b y tho se p aying re nt. I
wo uld like to se e Go ld e n va lle y a ctua lly e ng ag e in inno vative p aths to ho m e o wne rship
vs. fo llo wing the co o kie cutte r a p p ro ach o f a p p ro ving a p a rtm e nt a nd the n p ay ing
land lo rd s a sub s id y o n the ir ta xe s. With re g ard to 3 0 0 T urne r's, o ur p art o f G o ld e n
valle y ha s se e n a d ras tic re d uctio n in o p e n sp ace s a nd a re la tiv e p o p ulatio n e xp lo sio n
d ie to the a d d itio n o f ap artme nt d e ve lo p me nts. I a m o p p o se d to the lo ss o f any mo re
g re e n s p a ce in the inte re st o f b ring ing in ne w re sid e nts , whe n the curre nt re sid e nts (who
the co uncil wo rks fo r) a re no t b e ing co nsid e re d in the p la ns.
67 Ne e d mo re sing le fa mily ho m e s. T o o m uch hig h d e ns ity with no t e no ug h p a rk sp ace ?
Ca n we p le ase ad d p a rk sp ace with the incre a se numb e r o r p e o p le ?
73 Po te ntial ho using a t 3 0 0 T urne rs Cro ssro ad wo uld d e s tro y 2 a cre s o f fo re st to d e ve lo p
m o re o f o ur city. T he fo re st is a na tura l b uffe r fo r hig hway no ise . Ho w is this ad d re s s e d
in ho us ing d e v e lo p me nt?
74 De structio n o f fo re st, g re e n sp ace , a nd a s e we r s yste m will imp a ct no ise and p o llutio n.
De cre as e o f wild life ha b itat. T raffic a nd p a rking co nce rns since und e rg ro und is no t like ly
a n o p tio n g ive n the se we r o n site . Hig h d e nsity, lo w inco me ho using ha s b e e n p ro ve n to
d e cre a se p ro p e rty va lue s. Hund re d s o f hig h-d e nsity re nta l units ha ve b e e n a d d e d to
the are a (We st End ) o v e r the last 10 ye ars .
83 Ple a se no mo re re ntal units ne a rb y o ur ne ig hb o rho o d s . Re nte rs g e ne rally d o n't ca re
a b o ut lo ng te rm G V re sid e nts o r o ur ne ig hb o rho o d s .
Res p o ns eID Res p o ns e
86 I d o n't think we will hav e much ro o m fo r mo re ho using than we have a lre ad y. Up g ra d e
a ffo rd ab le ho using we alre a d y hav e , b ut d o n't ad d mo re .
95 We s ho uld no t b e g iv ing up m o re g re e n sp a ce in G V. Way to o much has d is ap p e are d
a lre a d y with all the ne w ap artme nt b uild ing s .
10 1 Are yo u p utting lo w inco me ho using o n p ark land ?
11 9 Ple a se co ns id e r ho w this will im p a ct the co m munity . T he id e a o f cutting b a ck p o lice and
the n a d d ing a d d itio nal re sid e nts just d o e sn't m ake se nse . Do n't wa nt to g e t p o litica l, jus t
s ta ting facts, this will incre ase crime . As much as it se e m s like the rig ht thing to d o , it's
imp o rta nt to co m e fro m a factual p o int o f v ie w a nd b e re alistic ab o ut the risks and
re wa rd s.
13 3 Wha t ty p e o f p e o p le will a ffo rd a b le ho using a ttra ct? And will m y HIG H T AXES p ay fo r
the m to live the ir che a p ly.
14 0 Mo re affo rd ab le in G V is a b ad id e a . T ha t b e lo ng s o n Crys ta l, no t G V whe re I'm p a ying
$52 0 0 a ye a r in p ro p e rty ta x e s.
151 We ne e d b e tte r scho o ls in o rd e r to attract mo re fam ilie s.
158 I wo uld like to s e e m o re a ffo rd ab le ho using fo r first time ho m e b uy e rs and affo rd a b le
s e nio r ho using .
16 2 Finis h the b uild ing s that a re und e r co nstructio n b e fo re yo u start p lanning fo r a ny thing
ne w
16 8 it is no lo ng e r a re q uire me nt to have a p ro p o rtio n o f lo w re nt ho us ing in the sub urb s . Use
the site s fo r mo d e ra te ho m e s o wne d b y mid d le inco m e familie s who will no t b e a
b urd e n to the co mm unity and scho o ls
17 3 Lo w inco me ho using , g ro up ho me o wne d , and re nta l p ro p e rtie s incre a se the ne e d fo r
p o lice a nd e me rg e ncy se rvice s . Pe o p le a lwa ys ask fo r "affo rd ab le ho using " until it's the ir
ne x t d o o r ne ig hb o r. Why take care o f it if yo u d o n't hav e to p ay fo r it?
17 8 I d o no t sup p o rt b uild ing lo w inco me o r "a ffo rd ab le " ho using o f a ny ty p e in G o ld e n
Va lle y.
18 4 Ne e d s mo re a ffo rd a b le ho using
18 5 No
18 6 T wo fa mily re ntal that fits in with the ne ig hb o rho o d . No ap artme nts o r hig h rise b uild ing s.
18 8 Go ld e n Valle y ne e d s mo re o ne le ve l liv ing fo r se nio rs
Res p o ns eID Res p o ns e
18 9 Yo ur cho ice s are rathe r limite d a nd s e e me d d e sig ne d to g uara nte e a p a rticula r
o utco me . G o ld e n Va lle y is a fully d e ve lo p e d co m munity a nd o p p o rtunitie s fo r ne w
ho using a re no t re ad ily a va ilab le . T he site se le cte d a re curre ntly v aca nt fo r a num b e r o f
re as o ns. Will the se s ite s b e ne e d e d in the future fo r o the r p urp o se s ? S e ve ral s ite s that
MNDO T use d as sta g ing are as fo r up -co nstructio n o f Hig hwa y 12 into 39 4 have re ce ntly
b e e n d e ve lo p e d . Will stag ing a re a s e v e r b e ne e d e d ag ain? Ad d itio na lly, A re g io nal
s e we r m ain e x is ts und e rne a th the T urne rs Cro ssro ad s s ite . T he re a re va lv e s ne arb y
that a llo w g as e s fro m s e wa g e to e sca p e o n that p ro p e rty, will that ha ve a ny imp act o n
d e ve lo p m e nt o f the p ro p e rty? Ho w will the d e ve lo p m e nt o f the se p ro p e rtie s affe ct the
le ve l o f se rvice a t ne a rb y inte rse ctio ns. Ha ve tra ffic stud ie s b e e n g e ne rate d ? Will the
City's p lans to p ut a cul-d e -s ac o n the S o uth fro ntag e ro ad to Hig hwa y 55 ha ve a
cumula tiv e im p a ct o n the le ve l se rvice a t Do ug la s Driv e and Hig hwa y 55 inte rse ctio n? Is
the re a d e q ua te acce ss to p arks?
19 9 T he re is a co nsp icuo us lack o f a ffo rd ab le ho using in G o ld e n Va lle y and that which d o e s
e xist is se g re g ate d fro m the p re d o mina ntly white , we althy , o ve rs ize d s ing le family
ho m e s o n mas sive lo ts. Ne w affo rd a b le ho us ing ne e d s to b e inte g rate d into e ve ry
ne ig hb o rho o d .
20 1 O ne le ve l to wnho me s with e ve rything y o u "ne e d " o n ma in le ve l - d e s ig ne d with
a cce ssib ility (and with b a se m e nt fo r a d d 'l sp a ce ) wo uld allo w G V re sid e nts to co ntinue to
live he re afte r o ur ra mb le rs and sp lit le ve ls and b ig yard s are to o much...
23 1 T he re a re a lre ad y to o m any re nta l ho us e s in g o ld e n va lle y. We d o no t ne e d mo re o f
the m .
23 2 I think the re e no ug h ap artme nt b uild ing s in G o ld e n Valle y . I us e d to think o f G V a s a nice
s ub urb b ut it's no w turning into "ho w much can we fit o n a lo t with a nd with so ma ny
p e o p le ". T he se ap artme nts, ne we r ho me s with b a sically a ze ro lo t line a re d e cre as e the
charm o f this city. I g ue ss it re ally is ab o ut the almig hty d o llar and no t the re sid e nts who
live he re . S ha me .
24 5 We ne e d to have a b a la nce with o ur ho using . T he ho using at Lib e rty Cro ssing wa s a
d isap p o intme nt in ho w it lo o ks. It is che a p lo o king a nd s o cro wd e d a nd a d e trime nt to
the city. T he ho using units/to wn ho use s that we re e sta b lis he d o ff o f G o ld e n Valle y s till
lo o k a s fre sh a s whe n the y we re b uilt. We d o no t ne e d a ny m o re che ap ho using a d d e d
to the city. As it is the re a re e x isting ho me s that d o no t fo llo w a mainte na nce co d e . Find a
wa y to he lp tho se re sid e nts to ke e p a city vib rant.
24 8 I like G V the wa y it is . I d o no t wa nt to live in Minne ap o lis o r any hig h d e nsity
ne ig hb o rho o d . Do no ta ke away o ur p arks.
250 De e mp has ize re nta l ho using - re d uce p ro b le ms and crime
254 Ne w ho me s s ho uld stay a s sing le fam ily in sing le fam ily are as . Co nsid e r m o re g ara g e
s p a ce /s ta lls up to 3 so tha t cars can b e p arke d insid e (a nd ca n p ut b ike s , to ys, e tc.) Do n't
o ve rwhe lm the lo t with a ll ho use a nd hav e so me ya rd sp ace as we ll.
Res p o ns eID Res p o ns e
257 T he ma in co nce rn I hav e with this site o n Do ug las is the am o unt o f p o te ntial tra ffic and
p arking issue s tha t co uld a rise fro m to o m any ne w fa m ilie s o n this lo t.
26 1 We hav e to o m any a p a rtme nts / hig n d e nsity ho using a s is. T he city is chang ing to o fast.
It is the city it is b e cause we hav e stay e d true to ho w the city was b uilt. T he turno ve r rate
is ve ry lo w he re and p e o p le a re willing to p ay tax e s to live a nd ke e p it the way it ha s
b e e n.
26 4 S o me o f the ite ms liste d p e rp e tua te b ia s e s a b o ut who will live in a ffo rd ab le ho using . I
ho p e the e d ucatio ns a nd the why b e hind why G V is d o ing this re a lly includ e s co rre cting
the se b ias e s. Fo r e xa mp le , se rvice wo rke rs o fte n make le ss tha n the m e d ia n inco me
a nd hav e d ifficulty s e curing ho me o wne rs hip .
26 6 De finite ly ne e d m o re a ffo rd ab le ho using so yo ung a d ults who g re w up in G V ca n live in
GV b ut no t ha ve to m a ke a six fig ure inco me to d o s o .
27 3 Do no t o ve rb urd e n o ur stre e ts and make sure we ha ve he ig ht re strictio ns a nd o the r
limits tha t a llo w the se b uild ing s to b le nd into the co m munity . Use o p e n, b lig hte d
lo catio ns we alre a d y hav e . Why no t se e k to re d e ve lo p alo ng 55.
27 8 I am co nce rne d with the Do ug la s Ave p ro p e rty a nd the lo w inco me a p a rtm e nt co mp le x
o n the co rne r o f Me d icine Lake and ho w it may a ffe ct the v alue o f m y o wn p ro p e rty.
Do ug las and Crysta l b o rd e ring to the No rth alre a d y s e e m to b e a ho t b e d o f p o lice
a ctivity .
28 0 T he o nly typ e o f ho using m o d e l I se e o b s e rv e re ce ntly is a cle arcut g e ntrifica tio n mo d e l.
T he cha ng e s a lwa ys o utp rice the p e o p le who le a ve . S e co nd , b uild e rs have no clue
a b o ut p re se rva tio n o f any tre e s. T he re is no s ta nd ard to m aintain g re e ns p a ce . Ho w d o
yo u a llo w a fo ur sto ry ho use o n a stre e t with mo stly sing le o r two sto rie s?? T hird ,
Build e rs d o n't s p e ak Eng lish o r b uild ing p lans. Fo urth, b uild e rs a llo w the ir tras h to b lo w
a ro und the ne ig hb o rho o d . Fifth, What a re the stand a rd s allo wing b uild e rs to wo rk he re ?
S ix th, who is re sp o nsib le in the city fo r ma king g o o d o r lo us y d e sig n d e cis io ns? S e ve nth,
what are the stand a rd s fo r tim e allo we d to b uild a ho use fro m start to finish? It ap p e ars
to b e a y e a r, no t a ll o f which is p ro g re ss tim e . T he se d a te s sho uld b e p o ste d s t the
p ro je ct s ite . Eig hth, the re ap p e ars to b e no b o und s fo r whe n no isy co ns tructio n ca n
o ccur. Are the y fre e to b uild 7 d ays a we e k? Are the re a ny ho urs e sta b lis he d fo r start-
e nd o f co nstructio n d a y? Which o ffice ca n answe r the se q ue stio ns no rm ally?
28 8 I am ve ry co nce rne d a b o ut no t b e ing ab le to live he re anymo re afte r I re tire
29 8 I am ve ry co nce rne d with incre asing tra ffic at T urne r's Cro ssro ad . During d ro p o ff a nd
p ick up a t Me a d o wb ro o k the tra ffic is v e ry he a vy and a b ig co nce rn fo r me . I also d o no t
wa nt to incre ase tra ffic o n Gle nwo o d . T he re a re ma ny child re n in the ne ig hb o rho o d and
m o re cars wo uld b e d a ng e ro us . T he ne ig hb o rho o d is a lre a d y cut o ff fro m lo cal
b us ine s s e s with 2 b usy stre e ts (Hwy 55 a nd 3 94 ), we d o n't ne e d anymo re b usy s tre e ts
to cro s s to g e t to p arks a nd b us ine ss e s .
Res p o ns eID Res p o ns e
30 2 Ne w ho me s ne e d no t b e co o kie cutte r to the ne ig hb o rho o d , b ut it is imp o rta nt that the y
d o no t d wa rf the ho me s o n e ithe r size . McMans io ns ca n b e and sho uld b e p re v e nte d .
Yo u can b uild b e autiful ne w ho me s witho ut ma king the m lo o k rid iculo us in a
ne ig hb o rho o d .
31 2 T he turne r's cro s sro a d lo catio n is to o clo se to Me ad o wb ro o k, which a lre a d y has se ve re
tra ffic co ng e stio n. We sho uld no t ad d mo re traffic to that are a.
31 3 Lilac d riv e o p tio n sho uld o nly b e sing le -fa m ily ho me . T ha t is a ve ry q uie t re sid e ntial
ne ig hb o rho o d a nd a ny d e ve lo p me nt sho uld m irro r that.
31 6 T o vary ho using a nd a d d yo uth ap p e a l, m e d ium co s t/ mo d e rn co nd o s wo uld b e a
we lco m e site . Go ld e n Valle y p o p ulatio n is ag ing and we ne e d to a ttra ct yo ung e r p e o p le .
Curre nt ho using is lo o king d ate d .
31 7 No
31 9 I am a ho me o wne r in Go ld e n Valle y and I d o nt a g re e with m o ving fo rward with the
a ffo rd ab le ho using o n the se 3 site s.
32 0 Atte ntio n sho uld b e p aid to no t lo sing to o ma ny tre e s. Ne w b uild ing s sho uld n't d wa rf
o the r b uild ing s. Ge ne ra lly fe e l ma king o ur city a p lace that's affo rd ab le and we lco ming
to live is an e xce lle nt civic g o al.
32 5 We like o ur o p e n sp a ce s in Go ld e n Va lle y. S cho o ls a re alre ad y to o full. We DO NO T
ne e d m o re a ffo rd ab le ho using . We 've wo rke d hard to g e t into this ne ig hb o rho o d and
s cho o l d istrict. T he m id ce ntury ho us e s and characte r o f la rg e lo t size was a d ra w to the
ne ig hb o rho o d . Do n't ruin G o ld e n Va lle y b y b ring ing in a p a rtme nts a nd /o r to wnho me s.
Plus the tra ffic incre a se will b e no tice ab le . I vo te NO o n a ll thre e p lans . Yo u'll ruin the
charm a nd uniq ue ne s s o f G V.
32 8 Will a ns we ring this surve y ho ne stly m ake a d iffe re nce . T he d e cisio n to cram mo re
ho m e s in e ve ry o p e n s p a ce the g o al he re ? De nsity is no t the answe r.
33 9 Pe o p le ne e d to b e fle x ib le . Le s s NIBMY.
34 6 Acce s s ib le ho using
Res p o ns eID Res p o ns e
10 . P lea s e s elec t t he t yp es o f ho us ing t hat yo u t hink c o uld wo rk here b y c lic king o n
t hem. P leas e s elec t up t o 3.
4 3% Hous ing 0143% Hous ing 01
3 9 % Housing 0239% Housing 02
39% Hous ing 0 339% Hous ing 0 3
2 8% Hous ing 0 428% Hous ing 0 4
19% Hous ing 0 519% Hous ing 0 5
15% Hous ing 0 615% Hous ing 0 6
13 % Hous ing 0 713% Hous ing 0 7
22% Hous ing 0 822% Hous ing 0 8
24% Hous ing 0 924% Hous ing 0 9
1 1 % Housing 1011% Housing 10
11 % Housing 1111% Housing 11
Va lue Pe r c ent Re s p o ns e s
Ho us ing 0 1 4 2.6%2 3
Ho us ing 0 2 3 8.9%2 1
Ho us ing 0 3 3 8.9%2 1
Ho us ing 0 4 2 7.8%1 5
Ho us ing 0 5 1 8.5%1 0
Ho us ing 0 6 1 4.8%8
Ho us ing 0 7 13 .0 %7
Ho us ing 0 8 2 2.2%1 2
Ho us ing 0 9 2 4.1%1 3
Ho us ing 1 0 1 1.1%6
Ho us ing 1 1 1 1.1%6
11. P leas e s elec t t he t yp es o f la nd s c ap ing t hat yo u t hink a re ap p ro p riat e f o r t his
s it e. P leas e s elec t up t o t wo .
7 2% Rain garden72% Rain garden
32% Boulev a rd ga rden32% Boulev a rd ga rden
6 2 % De corativ e garden62% De corativ e garden
Va lue Per ce nt Re s p o ns e s
Ra in g ard e n 72 .3 %3 4
Bo ule vard g a rd e n 31 .9 %1 5
De co ra tive g a rd e n 61 .7 %2 9
12. P leas e id ent if y whic h, if a ny , o f t hes e s it e amenit ies mig ht f it on t he s it es , in
ad d it io n t o new ho us ing . P leas e s elec t up t o t wo .
45% Dog pa rk (small)45% Dog pa rk (small)
60 % P oc ket pa rk60% P oc ket pa rk
5 1 % Sma ll c ommunity ga rde n51% Sma ll c ommunity ga rde n
Va lue Pe r c ent Re s p o ns e s
Do g p a rk (s m all)4 4 .7%2 1
Po cke t p a rk 59 .6%2 8
S ma ll co m munity g ard e n 51 .1%2 4
13. Do yo u ha v e a ny o t her c o mment s o r id ea s y o u wo uld like t o s hare a b o ut t he
f ut ure o f t his s it e? P leas e writ e t hem in t he s p ac e p ro vided b elo w.
hous ingpeople
green
ap ar tm e nt
ar eabuild
buildingcommunity
densit y
dog doug las leavemaintain
or
p ar kparking
p r op er t y
sit e
sp ace
spa ces
0
ab i l i ti es
abi l i t y ab und anc e
a cce s s
Res p o ns eID Res p o ns e
13 3 LEAVE IT G REEN!
17 3 T o o b usy fo r d o g p a rk and the a re a isn't co nd ucive to ve hicular p a rking afte r the
re structure o f Do ug la s Dr. I'd wo rry if a d o g g o t o ut. Pe o p le run g e e se o ve r all the time ,
Go d fo rb id so me o ne 's p e t.
18 9 S e rio us ly a re yo u kid d ing ? Why no t p ut Va lle y fa ir the re to o ! Just p ut ho using o n the s ite
a nd q uite trying to make it b e all thing s to all p e o p le . Be ca use o f the v a lue o f land in
Go ld e n Valle y yo u g e t the mo st sq uare fo o ta g e b y b uild ing up . T hat is why no o ne
b uild s ra m b le rs a ny mo re . S e nio r and ho us ing fo r p e o p le o f d iffe re nt a b ilitie s is the o nly
kind o f ho using tha t sho uld b e o ne le ve l. T hat ho using is the n us ually two sto rie s with
s ta cke d living units .
19 9 T his is b y far the b e st o f the thre e site s.
20 2 T his p ro p e rty wa s o rig ina lly p art o f the p la n to e x p a nd p a rking a nd a cce ss to the
a d jace nt p ark. A p la y structure fo r sa nd b urg p ark us e rs . I am d is ap p o inte d that all the
s p a ce s that a re id e ntifie d in this surve y are fo cuse d o n p utting ho using o n the lim ite d
a re a s that the city ha d the o p p o rtunity to e x p and the ir p a rks and g re e n sp ace . Why is
a d d ing m o re ho using a p rio rity? Who a s ke d fo r it to b e a p rio rity ? We can't hav e d o g
p arks b e ca use p e o p le o b je ct to it, o r the d e m and d id n't sup p o rt it. Whe re is the d e m and
fo r s up p o rting mo re ho using !? Also the city has histo rica lly re stricte d sub d ivisio ns a nd
co ntinue s to re strict ho m e o wne rs ab ility to b uild o n the ir p ro p e rtie s fo r fe a r o f b e ing the
ne x t Ed ina , b ut in the ne x t b re athe ta ke s the city's p ro p e rtie s that co uld b e g re e n sp a ce
a nd wa nts to b uild o n it?!! T his d o e s no t ma ke s e nse a nd d o e s no t a lig n with the city 's
his to rical vie wp o int and is no t re fle ctiv e o f the d e s ire s o f the co mm unity.
21 3 I like that this site is in a ma in ro ad with g o o d traffic flo w b e the 2 o the r lo ca tio ns
23 1 T he la nd sca p ing p ro p o sa ls wo uld re q uire the ho me o wne r to ma intain the m . Unle s s the y
d o tha t it will b e co me a m e ss a nd no t lo o k nice .
24 5 Bo ule v ard g ard e ns are hard to mainta in a s p e o p le tire o f the m. We d o no t want to lo s e
o ur g re e n sp ace s and a co mmunity wo uld b e a wo nd e rful way to b ring p e o p le to g e the r.
24 8 Ple a se d o no t a d d hig h d e nsity ho using . Le ave so me g re e n sp ace .
27 8 T he re is an a b und ance o f lo w inco me ho using in the a re a o f Do ug las and I'm co nce rne d
a b o ut crime in b o rd e ring Crystal, the a p a rtme nt co m p le x o n Me d icine Lake and
lo we ring m y p ro p e rty v a lue .
30 5 Ple a se d o n't b uild a p a rtm e nt b uild ing o r to wn ho me s
31 7 No
33 9 We ne e d to incre as e ho us ing d e ns ity d o tha t p ub lic tra ns p o rtatio n is via b le a nd p e o p le
a re le s s a uto -d e p e nd e nt.
14. P leas e s elec t t he t yp es o f ho us ing t ha t yo u t hink c o uld wo rk here b y c lic king o n
t hem. P leas e s elec t up t o 3.
25% Hous ing 0 125% Hous ing 0 1
3 4 % Housing 0234% Housing 02
3 0 % Housing 0330% Housing 03
30 % Hous ing 0 430% Hous ing 0 419% Housing 0519% Housing 05
1 2% Hous ing 0612% Hous ing 06
15% Hous ing 0 715% Hous ing 0 7
16 % Housing 0 816% Housing 0 8
2 2% Hous ing 0 922% Hous ing 0 9
1 8 % Housing 1018% Housing 10
1 3 % Housing 1113% Housing 11
Va lue Pe r c ent Re s p o ns e s
Ho us ing 0 1 2 5.4%1 7
Ho us ing 0 2 3 4.3%2 3
Ho us ing 0 3 2 9.9%2 0
Ho us ing 0 4 2 9.9%2 0
Ho us ing 0 5 1 9.4%1 3
Ho us ing 0 6 1 1.9%8
Ho us ing 0 7 1 4.9%1 0
Ho us ing 0 8 1 6.4%1 1
Ho us ing 0 9 2 2.4%1 5
Ho us ing 1 0 1 7.9%1 2
Ho us ing 1 1 1 3.4%9
15. P leas e s elec t t he t yp es o f la nd s c ap ing t hat yo u t hink a re ap p ro p riat e f o r t his
s it e. P leas e s elec t up t o t wo .
6 2% Rain garden62% Rain garden
3 4 % Bouleva rd ga rde n34% Bouleva rd ga rde n
6 7 % De corativ e garden67% De corativ e garden
Va lue Per ce nt Re s p o ns e s
Ra in g ard e n 62 .3 %3 8
Bo ule vard g a rd e n 34 .4 %2 1
De co ra tive g a rd e n 67 .2 %4 1
16. P leas e id ent if y whic h, if a ny , o f t hes e s it e amenit ies mig ht f it on t he s it es , in
ad d it io n t o new ho us ing . P leas e s elec t up t o t wo .
48% Dog pa rk (small)48% Dog pa rk (small)
7 0% Pock e t pa rk70% Pock e t pa rk
3 7 % Sma ll c ommunity ga rde n37% Sma ll c ommunity ga rde n
Va lue Pe r c ent Re s p o ns e s
Do g p a rk (s m all)4 7 .6%3 0
Po cke t p a rk 6 9 .8%4 4
S ma ll co m munity g ard e n 3 6.5%2 3
Res p o ns eID Res p o ns e
50 I b e lie ve that this e ntire sp ace s ho uld b e g re e n sp a ce o r a p o llinato r g a rd e n the re
s ho uld b e no a d d itio na l ho use s o r ho us ing typ e s p la ce d o n this p ro p e rty the
infra structure and ro a d s s urro und ing it will no t sup p o rt this typ e o f d e v e lo p me nt. T he
s p a ce sho uld o b vio usly b e le ft as is.
51 I since re ly ho p e that the city d o e s no t cho o se to d e ve lo p this lo t. T he re has b e e n an
influx o f ne w sing le fa mily re sid e ntial b uild s a nd a p a rtm e nt co mp le x e s g o ing up in the
vicinity . T raffic and p o p ulatio n d e nsity ha s g o ne up d ra ma tica lly o ve r the la st fe w y e a rs
with no a lte ratio n to the curre nt infras tructure o r ro a d s . T he re are n't m a ny s mall
b us ine s s e s le ft in the are a, o nly chains; S LP/We st End d o e sn't hav e the fund ing to
imp ro ve /e x p a nd e xisting transit o p tio ns (we 've a ske d ); and Me ad o wb ro o k e le me nta ry
is alre a d y at cap acity. De ns e r p o p ulatio n o n T urne rs Xrd N d o e s no t have any b e ne fits
to the co mmunity, e sp e cially no t d uring a g lo b al p and e mic. T he e x is ting re s id e nts in this
ne ig hb o rho o d wo uld b e ne fit MUCH mo re fro m le a ving the sp ace a s-is to b e tte r
a cco mmo d ate so cial d is ta ncing o r b uild ing o ut a functio nal co m munity sp ace such as a
p o llinato r/rain g a rd e n o r s hare d g ard e n sp a ce .
55 T e rrib le ho us ing id e a.
60 T his is a b e autiful natura l a re a b ut also a n id e a l site fo r hig h d e nsity re ntal, o wne d ho me s
, o r a co mb inatio n. I ho p e the city can m ake max im um us e if this s ite with a co mb ina tio n o f
a ffo rd ab le and ve ry affo rd ab le ho us ing fo r sma ll a nd la rg e fa milie s , se nio rs, and g ive us
a g o o d varie ty o f ne w ne ig hb o rs. T he clo s e p ro ximity o f the scho o l a nd d a yca re and b us
line is a b ig p lus. Ple a s e ke e p a sma ll natural b uffe r a re a ne a r the hig hway a nd so uth
s id e .
17. Do yo u ha v e a ny o t her c o mment s o r id ea s y o u wo uld like t o s hare a b o ut t he
f ut ure o f t his s it e? P leas e writ e t hem in t he s p ac e p ro vided b elo w.
hous inghighwayspace
orparkschool
affo r d ab l e
a re a
ci t y d e ns i t y
g re e ntrafficapartments
co m m uni ty el em entar y f a mi l y
g a rd e nhigh
ho me sidea
m ead o wb ro o k
nei ghb o rho o d
p ro p e r t y
s i ng l e
s i t e
62 T he id e al is that 30 0 T urne r's is re co m m is sio ne d a s a p a rk, g iving ne ig hb o rs in the
s p ring g re e n a nd clo ve rle a f ne ig hb o rho o d s a p ark tha t is walkab le . T his wo uld also
p ro vid e a no the r a me nity fo r Me ad o wb ro o k e le me nta ry, a scho o l that is alre ad y
o ve rcro wd e d a nd hurting fo r s p a ce . Ho we ve r, since the co uncil se e m s to hav e ma d e up
the ir m ind s tha t the se s p a ce s will b e d e ve lo p e d , the o nly a g re e ab le o p tio n is a ffo rd a b le
s ing le fam ily ho me s with a p athwa y to wa rd s o wne rship fo r the re sid e nts. I will no t sta nd
b uy a nd watch the city funne l e ve r incre a sing am o unts o f re s id e nts inco m e to wa rd s
s ub sid izing we althy land lo rd s to p e rp e tuate as se t ine q uality within o ur co mmunity.
73 No ne o f the se p ro p o s als allo w fo r the e x isting tall tre e s, which b uffe r hig hway no ise a nd
a id in co mb ating p o llutio n.
74 No ne o f the se p la ns allo w fo r tall tre e s. T ra ffic is alre ad y p ro b le ma tic o n this ro ad ,
whe re will re sid e nts acce s s the p ro p e rty fro m ? No ne o f the land s cap ing o p tio ns ha ve
larg e tre e s in the m. Who wo uld ma intain any o f tho s e o p tio ns? Whe re will the ve hicle s
p ark?
82 T he b ig g e st iss ue in this ne ig hb o rho o d is the traffic a nd p a rking re la te d to
Me a d o wb ro o k Ele me ntary scho o l. I hav e no id e a why the sp ace is n't ma d e into so m e
s o rt o f p a rking fo r the scho o l. Pa re nts a re co ns ta ntly p a rking in o ur ne ig hb o rho o d a nd
the y wo uld b e ne fit fro m p a rking a nd the ir tra ffic wo uld n't co ntinue to sto p any traffic
fro m e nte ring the scho o l.
83 Ple a se ma ke this a p ark a re a . Do g p a rk, co mm unity g a rd e n, e tc...
90 Ho us ing o n this site wo uld b e a ho rrib le d e cisio n. Ple ase d o n't d o it.
13 3 LEAVE IT AS IS !
17 3 T o o sm a ll fo r ho using and rig ht b e ne a th a b us y hig hway a nd ne x t to tracks. It's b e e n a
"p ark" fo r a lo ng time b ut no t v e ry e nticing . Ne a r to a s cho o l, it wo uld b e a ne a t p la ce fo r
le arning ab o ut g ard e ning a nd within walking d istance o f ma ny ne ig hb o rho o d s fo r a d o g
p ark.
18 9 If yo u wa nt to p ut a d o g p a rk o n this site the e ntire site sho uld b e a d o g p a rk. T he
to p o g rap hy o f this site is no t co nd ucive to a ra in g ard e n. Bo ule v ard g ard e ns are a g re at
id e a , b ut no o ne wa nts to mainta in the m and the city a lre ad y can't ma inta in e ve rything it
is re s p o ns ib le fo r. T a ke a lo o k at the m e d ia ns and the b o ule vard s alo ng Winne tka so uth
o f Hig hway 55. No t s ure ho w g arag e s a nd p a cking will b e acce ss e d a t this site , g ive n the
e xa mp le s o f ho using p icture d .
19 9 Wha t a ho rrib le p lace . Be twe e n the hig hway a nd the tracks? Ab so lute ly no thing in
wa lking d is ta nce .
20 2 S e e my co mme nts fo r last p ro p e rty.
24 8 Do no t a d d hig h d e nsity ho using . Le av e g re e n sp a ce .
Res p o ns eID Res p o ns e
26 6 Why s ho uld the re b e any ho using d e ve lo p me nt he re ?
30 5 Ple a se d o n't b uild a p a rtm e nts o r to wnho m e s
31 7 No
32 3 I d o n't und e rs ta nd why o the r us e s fo r the sp a ce a re no t a ls o b e ing co ns id e re d . T he la nd
a t o ne p o int wa s a p a rk a nd was zo ne d tha t way a nd I d o n't und e rs ta nd the ne e d to
d e ve lo p it, rathe r than re sto re it to tha t p urp o se . I a ls o am v e ry co nce rne d with the
imp act o n tra ffic o n that ro a d , which is a lre ad y a b usy fro ntag e with s p e e d e rs and clo se
to the e le me ntary scho o l. Ad d itio na lly, this p art o f G V ha s a hig h d e nsity o f ho using ,
includ ing Xe nia p ro je ct which isn't e v e n o nline . T he re fo re , it's hard to ima g ine this
p ro je ct will ha ve m uch imp act o n ho using s up p ly in the co mmunity, while e liminating a n
imp o rta nt o p e n s p a ce which p ro vid e s a p o llutio n b a rrie r to the ne a rb y hig hwa y. I think
the co mmunity s ho uld co nsid e r the se o the r p o te ntially use s b e fo re e xclusive ly fo cusing
o n ho us ing d e v e lo p me nt. I also wo nd e r if wo uld b e p o ssib le to p artne r with
Me a d o wb ro o k Ele me ntary o n a p ro je ct tha t co uld ma ke the la nd a va ilab le fo r the s cho o l
to use a nd m aintain. Fo r e xa m p le , na ture trails, walking p a ths, a g ard e n, e tc.
32 5 Ple a se ke e p o ur g re e n s p a ce s in G o ld e n Va lle y. S cho o ls a re alre a d y o v e r p o p ulate d
a nd we ha ve e no ug h affo rd a b le ho us ing . Do no t b uild .
33 4 T his site is no t a viab le site fo r ho using - it sho uld b e he a vily tre e d and wo rk as a filte r
fro m p o llutio n. Putting a ffo rd a b le ho using ne x t to a fre e wa y and fa r fro m limite d s e rv ice
tra nsit is a ho rrid id e a that furthe r stig m atize s the p o o r EJ - NO T
33 8 I think multi fam ily p ro p e rty (ap artme nts ) wo uld b e a g re at o p p o rtunity to p ro vid e
a ffo rd ab le ho using d ue to the lo catio n which is clo se to the scho o l, b usine sse s and
hig hwa y acce s s. I wo uld no t like to s e e s ing le fam ily ho me s o r unaffo rd ab le re ntals the re
b e cause it wo uld n't b ring anything ne w to the ne ig hb o rho o d .
33 9 T his is a hig h traffic a re a a nd wo uld b e id e a l fo r Hig h d e nsity like ap a rtm e nts o r a t le a st
to wnho m e s. Also ke e p in mind that m any o f us will s o o n b e in ne e d o f o ne -le ve l living
s p a ce s . Co nd o ? Co o p ?
34 1 A walking p a th with na tural p lants a nd tre e s . T his a re a co uld b e use d to te a ch the
child re n a b o ut the imp o rta nce o f g re e nsp ace in a city. T his is g re e n s p a ce tha t is ne e d e d
fo r the ne ig hb o rho o d . T he ne ig hb o rho o d infra structure ca n't sup p o rt ad d itio nal ho using .
T his ne ig hb o rho o d alre a d y has a v arie ty o f ho using typ e s - ap artm e nts , d up le x e s, a nd
s ing le fam ily ho me s.
Res p o ns eID Res p o ns e
18. P leas e s elec t t he t yp es o f ho us ing t ha t yo u t hink c o uld wo rk here b y c lic king o n
t hem. P leas e s elec t up t o 3.
3 7 % Housing 0137% Housing 01
5 1 % Housing 0251% Housing 02
33 % Hous ing 0 333% Hous ing 0 310% Housing 0410% Housing 04
10% Hous ing 0 510% Hous ing 0 5
1 2 % Hous ing 0612% Hous ing 06
20% Hous ing 0 720% Hous ing 0 7
24 % Hous ing 0 824% Hous ing 0 8
1 0% Hous ing 0910% Hous ing 09
2 0 % Housing 1020% Housing 10
6% Hous ing 116% Hous ing 11
Va lue Pe r c ent Re s p o ns e s
Ho us ing 0 1 3 7.3%1 9
Ho us ing 0 2 51 .0 %2 6
Ho us ing 0 3 3 3.3%1 7
Ho us ing 0 4 9.8%5
Ho us ing 0 5 9.8%5
Ho us ing 0 6 1 1.8%6
Ho us ing 0 7 1 9.6%1 0
Ho us ing 0 8 2 3.5%1 2
Ho us ing 0 9 9.8%5
Ho us ing 1 0 1 9.6%1 0
Ho us ing 1 1 5.9%3
19. P leas e s elec t t he t yp es o f la nd s c ap ing t hat yo u t hink a re ap p ro p riat e f o r t his
s it e. P leas e s elec t up t o t wo .
6 8% Rain garden68% Rain garden
34 % Boule v ard garden34% Boule v ard garden
6 6 % De corativ e garden66% De corativ e garden
Va lue Per ce nt Re s p o ns e s
Ra in g ard e n 68 .2 %3 0
Bo ule vard g a rd e n 34 .1 %1 5
De co ra tive g a rd e n 6 5.9 %2 9
20 . P lea s e ident if y whic h, if any, o f t hes e s it e amenit ies mig ht f it o n t he s it es , in
ad d it io n t o new ho us ing . P leas e s elec t up t o t wo .
44% Dog pa rk (small)44% Dog pa rk (small)
59% Poc k e t pa rk59% Poc k e t pa rk
5 4 % Sma ll c ommunity ga rde n54% Sma ll c ommunity ga rde n
Va lue Pe r c ent Re s p o ns e s
Do g p a rk (s m all)4 3 .9%1 8
Po cke t p a rk 58.5%2 4
S ma ll co m munity g ard e n 53 .7%2 2
21. Do yo u ha v e a ny o t her c o mment s o r id ea s y o u wo uld like t o s hare a b o ut t he
f ut ure o f t his s it e? P leas e writ e t hem in t he s p ac e p ro vided b elo w.
d oggolden
hous ingneighborhood
orpark site
valley
affo rd ab l e a rea
bui ld ci tydesign
gard en
green
lea ve
n i ce
si ngle
sp ace
0
1
23
a bi l i t y
add
Res p o ns eID Res p o ns e
58 Ple a se se e my p re vio us co m m e nts re g ard ing this site . I a m hig hly d is ap p o inte d that the
city is co nsid e ring this. I a m re q ue sting a m e e ting with the City o f g o ld e n v alle y. we ha ve
re ce ive d o p p o site info rm atio n re g a rd ing the o wne rship a nd the ab ility to b uild o n this
p ro p e rty o ve r the ye a rs. T hank yo u. 6 12 –7 50 –750 6 ke llirae se b we @ y aho o .co n
60 T his site ha s so m e cha lle ng e s b e ing o n a ve ry b us y fa st m o ving fro ntag e ro ad . T he city
wo uld ne e d to b uild a sid e walk fo r sa fe ty. T he d rive wa y wo uld ne e d to hav e a
turna ro und . A v e ry s m all ho us e o r d up le x mig ht fit he re . it wo uld b e nice to se e
s o me thing ve ry affo rd ab le , with uniq ue s tyle and mo re mo d e rn d e s ig n than the sto d g y
ho use s b e ing b uilt in Go ld e n Valle y typ ically . S o lar o r tiny ho use s with natura l
land s cap ing wo uld b e fun!
13 3 Le a ve it a lo ne !
17 3 T his is ne x t to a n e s ta b lishe d ne ig hb o rho o d tha t alre ad y ha s issue s with d ump ing and
s p e e d e rs. S o m e thing that wo n't b ring incre ase d traffic o r no ise to the a re a wo uld b e the
o nly thing I'd ap p re cia te if I live d the re . A d o g p a rk with s trict rule s o r a co mm unity
g ard e n wo uld fo r b e st.
18 9 Yo u can't p ut the se o the r kind s o f a me ntie s o n this site alo ng with ho using . T o p o g ra p hy
is no t s uita b le fo r ra in g ard e n. Mo st ho us ing in the are a is s ing le sto ry ramb le r, b ut tha t is
no t p ra ctical b e cause o f the co s t o f land in GV. All ne w ho using sho uld b e re q uire d to
ke e p ra in wa te r o n s ite a t le a st up to the 10 rain e v e nt.
19 9 No way tho se ne ig hb o rs wo uld le t this hap p e n. T his little ne ig hb o rho o d is v e ry cut o ff.
20 2 S am e as b e fo re . T his wa s id e ntifie d a s a p o ssib le d o g p ark.
22 5 T his is a nice sing le fa mily ho m e ne ig hb o rho o d and I b e lie ve the ap p ro ve d d e sig n
s ho uld b e sing le fa mily .
24 8 Do no t a d d hig h d e nsity ho using . Le av e g re e n sp a ce .
31 7 No
32 5 We lo ve o ur g re e n sp a ce in G o ld e n Va lle y. No m o re a ffo rd ab le ho using is ne e d e d .
May b e a p a rk o r d o g p ark. S cho o ls are a lre a d y T O O full!
22. Wha t is y o ur ag e?
5 % 19 to 2 9 y e ars5% 19 to 2 9 y e ars
5 0 % 30 to 4 5 y ears50% 30 to 4 5 y ears
3 3 % 4 6 to 6 5 years33% 4 6 to 6 5 years
12% Ov e r 65 ye a rs12% Ov e r 65 ye a rs
Va lue Pe rce nt Re s p o ns e s
19 to 2 9 y e a rs 5.2 %5
30 to 45 y e a rs 49 .5%4 8
46 to 6 5 y e a rs 3 3.0 %3 2
O ve r 6 5 y e a rs 1 2 .4 %1 2
T o t a ls : 9 7
23. Wha t is y o ur ra c ial ident it y o r o rig in?
1 % Ame rica n Indian or Ala ska
Nativ e
1 % Ame rica n Indian or Ala ska
Nativ e
4% Asia n or Pacific Is la nder4% Asia n or Pacific Is la nder
7 % Bla c k , Afric a n Americ an or
African origin
7 % Bla c k , Afric a n Americ an or
African origin
1 0 % His pa nic , La tino or Spanish
origin
1 0 % His pa nic , La tino or Spanish
origin
7 1 % White , European Ame rican
or Ca ucas ian
7 1 % White , European Ame rican
or Ca ucas ian
7 % Othe r - Ple a se des c ribe :7 % Othe r - Ple a se des c ribe :
Va lue Pe rce nt Re s p o ns e s
Am e rica n Ind ian o r Alas ka Native 1 .2 %1
As ia n o r Pa cific Isla nd e r 3 .6 %3
Black, Africa n Ame rica n o r African o rig in 7 .2 %6
Hisp anic, Latino o r S p anis h o rig in 9 .6 %8
White , Euro p e an Ame rica n o r Caucas ia n 7 1 .1 %59
O the r - Ple ase d e scrib e :7 .2 %6
T o t a ls : 8 3
O t her - Ple a s e d e s crib e :Co unt
African, Euro p e an 1
Do no t wish to share 1
Na 1
S a mo a n 1
T his sho uld no t ma tte r 1
hum an b e ing 1
T o tals 6
24. Wha t is y o ur ap p ro x imat e a nnual ho us eho ld inc o me?
1 % $0 to $30,0001% $0 to $30,000
6 % $3 0,0 00 to $5 0 ,0 0 06% $3 0,0 00 to $5 0 ,0 0 0
14% $50,000 to $80,00014% $50,000 to $80,000
18% $80 ,00 0 to $110 ,00 018% $80 ,00 0 to $110 ,00 0
1 6 % $1 1 0,0 00 to $1 50,00016% $1 1 0,0 00 to $1 50,000
1 2 % $1 50,000 to $1 80,00012% $1 50,000 to $1 80,000
2 2 % $1 8 0,0 00 to $2 40,00022% $1 8 0,0 00 to $2 40,000
1 2% Ove r $24 0 ,0 0 012% Ove r $24 0 ,0 0 0
Va lue Per cent Re s p o ns e s
$0 to $3 0 ,0 0 0 1 .1%1
$3 0 ,0 0 0 to $50 ,0 0 0 5.7%5
$50 ,0 0 0 to $80 ,0 0 0 13 .8%1 2
$8 0 ,0 0 0 to $1 10 ,0 0 0 18 .4%1 6
$1 10 ,0 0 0 to $150 ,0 0 0 16 .1%1 4
$1 50 ,0 0 0 to $1 8 0 ,0 0 0 1 1 .5%1 0
$1 80 ,0 0 0 to $24 0 ,0 0 0 21 .8%1 9
O ve r $2 40 ,0 0 0 1 1 .5%1 0
T o t a ls : 8 7
25. Ho w many yea rs have yo u lived in G o ld en V a lley?
2 % Ne v er lived in Golden V a lley2% Ne v er lived in Golden V a lley
9% 0 to 2 y ears9% 0 to 2 y ears
2 4 % 3 to 5 y e ars24% 3 to 5 y e ars
18% 5 to 10 yea rs18% 5 to 10 yea rs
18 % 10 to 2 0 y ears18% 10 to 2 0 y ears
2 1% 2 0 to 40 ye a rs21% 2 0 to 40 ye a rs
7% More than 40 ye a rs7% More than 40 ye a rs
Va lue Pe r c ent Re s p o ns e s
Ne v e r liv e d in G o ld e n Va lle y 2 .0 %2
0 to 2 y e a rs 9.2%9
3 to 5 ye ars 2 3.5%2 3
5 to 10 ye ars 1 8.4%1 8
10 to 20 ye ars 1 8.4%1 8
20 to 40 ye ars 2 1.4%2 1
Mo re tha n 4 0 ye ars 7.1%7
T o t a ls : 9 8
26. Wha t t yp es o f ho us ing have yo u lived in d uring yo ur lif et ime? (P leas e s elec t a ll
t hat ap p ly) PercentS ingle -family Duplex o r
Triplex
To wn h ome Apartmen t Cond o miniu m Oth e r - Plea se
id e n tify:
0
20
40
60
80
1 00
Va lue Pe r c e nt Re s p o ns e s
S ing le -fam ily 9 4.9 %9 3
Dup le x o r T rip le x 2 9.6 %2 9
T o wnho m e 2 0 .4 %2 0
Ap artm e nt 6 8.4 %6 7
Co nd o minium 1 9.4 %1 9
O the r - Ple ase id e ntify :6.1 %6
O t her - Ple a s e id e nt if y :Co unt
Ca rria g e ho use 1
Do rma to ry w/ co mmuna l b a thro o ms a nd kitche n 1
Farm 1
Mo b ile ho me 1
S o ro rity ho us e 1
ho me le ss 1
T o tals 6
Res p o ns eID Res p o ns e
50 Why is the city so e a g e r to d e ve lo p a ll o f the se site s? Is the city o f G o ld e n Valle y in
s e rio us financia l tro ub le ? Are lo cal d e ve lo p e rs ma king a g re e me nts o n the sid e with the
city? Ho w m uch v alue d o e s the city o f G o ld e n Va lle y p lan to g e ne rate thro ug h the se
d e ve lo p m e nts? What co nsid e ratio ns a re g ive n to the typ e o f ho us ing tha t the is
p ro p o se d and it's p ro x imity to scho o ls ? What p e rce ntag e o f the citie s g re e n sp ace will
b e lo s t if a ll o f the se p ro p e rtie s are d e ve lo p e d ?
53 I am co nce rne d a b o ut lo sing o ur b e a utiful lo ts and ho me s. I think G o ld e n Valle y is ve ry
s p e cial. I wo uld ha te to lo se that.
58 Why is the city co nsid e ring 50 4 Lila c? Fo r ye ars the city ha s ne g le cte d the mainte na nce
o n this p ro p e rty and ha s said tha t it wa s a nne x e d b y Hig hway 1 0 0 a nd the re fo re
m aintaine d b y the sta te . In ad d itio n, the s id e wa lks we re ne ve r co mp le te d fo r safe
p e d e stria ns . T he re is a ls o a la ck o f p ub lic trans p o rtatio n o n the stre e t and co nsiste nt
hig h-s p e e d cars . I wo uld sug g e s t tha t the city ma intain this p ro p e rty o r p la ce it up fo r
a uctio n if it is ind e e d o wne d b y the City o f g o ld e n valle y . T he re are no d o g p a rks in the
City o f g o ld e n va lle y. T his lo ca tio n co uld b e co nsid e re d fo r such.
27. Do yo u ha v e a ny q ues t io ns a b o ut t he t hree s it es o r a b o ut t he C it y’s p ro c es s f o r
c o ns id ering f ut ure d evelo p ment a t t hem? I f yes , p leas e no t e yo ur q ues t io n b elo w.
We will p o s t res p o ns es o n t he Cit y's P ro jec t Web s it e ( www.g vmnho us ing .o rg ) b y
O c t o b er 15t h.
hous ingcitygolden
si tesaffordablelivepro p er t y
valley
g re e n
hi g h
ho me s
i ncome
o t he r
s p a ce
uni t s
0 1
2
3
acce s s
b eauti fulcompleted
comp l e x co nsi d er edcri t e r i a
62 Ple a se d e s crib e the ratio nale b e hind the G o ld e n Va lle y affo rd ab le ho us ing p ro g ram. It
s e e ms to fo llo w this lo g ic 1. G o ld e n v a lle y is e xp e nsive to live in d ue to hig h p ro p e rty
value s and hig h ta x e s 2 . Ap p ro ve p ro je cts tha t o ffe r ta x sub sid ie s to re sid e nt and no n-
re sid e nt d e v e lo p e rs to ke e p units a ffo rd ab le 3. Raise ta xe s and d ive rt m o re fund s
(p o lice )to a ffo rd ab le ho using , the re b y ma king e xisting ho using e ve n le ss a ffo rd a b le
while p ro vid ing fe we r se rvice s to curre nt re s id e nts. Be s id e s this q ue s tio na b le lo g ic o f
this a p p ro a ch, it o nly s e rv e s to p e rp e tuate a sse t ine q uality . S ub s id ize d ap artme nts ta ke
re sid e nt and re nte r inco me a nd funne l it to we althy d e ve lo p e rs. In d o ing this , we fo rce
lo we r inco me p e o p le to d e d ica te the lio ns share o f the ir inco m e to wa rd s a n asse t in
which o nly the la nd lo rd g ains e q uity . T he b ig g e s t d iffe re nce b e twe e n white a me rica a nd
e ve ry o ne e lse is the ra te o f ho me o wne rship . My q ue stio n is: is it wo rth p urs uing
a ffo rd ab le ho using o p tio ns tha t o nly p e rp e tua te s and e xa ce rb ate s the ho me o wne rs hip
ine q uity? Do yo u ha ve a n alte rnate p la n o the r tha n re nta l units ?
64 No
67 Ple a se a d d p ark s p a ce with all the APT b uild ing s g o ing up .
73 Lo sing va luab le fo re s t/g re e n s p a ce is a d e trime nt to any urb an a re a . Ho w will the city
m ake up fo r the d e ca d e s o f tre e g ro wth? Why are yo u re mo ving g re e n are as within o ur
city? I wa nt to live in a n urb an a re a with g ra ss and tre e s ... no t just co ncre te a nd ho use s.
74 Wha t will b e the unit d e nsity a t 3 0 0 T urne rs? Wha t a re the zo ning limita tio ns fo r numb e r
o f units o n 2 .4 acre s o f la nd ? Are the re any zo ning v a ria nce s b e ing p ro vid e d fo r the
lo catio n? Ho w is the s e we r syste m o n this site b e ing a cco mmo d a te d , a nd what is the
p o te ntial risk to ne a rb y ho m e s ? Whe re will traffic acce s s b e fo r the co mp le x? Re m o v ing
g re e n s p a ce fo r the wa te r runo ff (s tre a m ) within 10 0 fe e t will caus e mo re p o llutio n, ho w
will this b e m itig a te d ? Will the re b e a cle ar p ro p e rty m a na g e r, if so who ? What a re the
he ig ht re strictio ns fo r this site ? Can this lo ca tio n also ho use so lar p a ne ls o n the ro o f? If
d e ve lo p m e nt hap p e ns ca n the re b e a p a rtne rship with te le co m to ro ute fib e r inte rne t to
the site ? Will stre e t p a rking re q uire sticke rs and d iffe re nt e nfo rce me nt? Whe re will sno w
re mo va l ve hicle s p ile s no w?
86 No mo re ne w ho using . No ro o m .
13 3 LEAVE T HES E S PACES BE. We d o n't ne e d affo rd ab le ho using in GV
17 3 T he ad ja ce nt re sid e nts /ho me o wne rs sho uld have sig nifica ntly m o re s ay in wha t ha p p e ns
he re than s o me o ne tha t live s in o the r p arts o f to wn o r d o n't o wn p ro p e rty . It's e a sy to
s p e nd o the r p e o p le 's mo ne y if it d o e s n't imp act yo ur o wn fina ncial s itua tio n, b ut
s o me thing that all re s id e nts can e njo y if the y cho o se sho uld take p re ce d e nt o ve r a fe w
b e ne fiting fro m ie lo w inco me o r multi family ho me s .
18 9 Cho ice s we re limite d a nd se e me d d ire cte d to re sult in a s p e cific o utco m e in re sp o nse s.
19 9 T he mo st imp o rta nt co nsid e ratio n is will this p ro vid e affo rd a b le ho us ing fo r ne w yo ung
fa milie s , re tire e s o n fixe d inco me , and o ffe r o p p o rtunitie s to lo we r inco m e ind iv id ua ls to
live in a b e a utiful city like Go ld e n Valle y and ha ve a cce ss to all it has to o ffe r.
Res p o ns eID Res p o ns e
250 Minim ize p ro b le ms b y d e e m p hasizing re nta l ho using
28 0 Wo uld yo u liv e the re ?
31 7 No
31 9 As a re sid e nt, I wo uld p re fe r p a rks o ve r b uild ing a ffo rd a b le ho using o n the s ite s. I d o no t
s up p o rt the curre nt p la ns.
32 3 Wha t a re us e s fo r the se s p a ce s a re b e ing co nsid e re d ? What was the crite ria fo r
e limina ting o the r p o te ntia l site s ? Ple a se p ro vid e so me o f the me trics that the city p lans
to use to e va luate the p ro je cts?
32 5 Why is this ne ce s sary ?
33 4 the se re m nant site s a re no t whe re the city sho uld fo cus . Allo wing ADU's and units within
ho use s can he lp with a ffo rd ab ility.
34 1 1 . I wo uld like to kno w what o the r site s the city o wns that co uld b e utilize d fo r ho us ing . 2 .
I und e rstand the re we re ab o ut te n site s re vie we d and the se we re the thre e lo catio ns
s e le cte d . Whe n, who and wha t crite ria we re ap p lie d to make the d e cis io n. Ho w was this
co mm unica te d to the citize ns in G V? 3 . Ha s a tra ffic ass e ss m e nt b e e n co mp le te d fo r
the se lo ca tio ns? If ye s, d id it includ e the imp act fro m a ll the hig h d e ns ity ho us ing ad d e d
to the city and ne ig hb o ring S t Lo uis Pa rk. Also , the re is a larg e co mp le x at Xe nia and
Laure l tha t is no t y e t co m p le te d a nd will g e ne rate tra ffic thro ug h this ne ig hb o rho o d .
Res p o ns eID Res p o ns e
28. T he C it y o f G o ld en V alley va lues t he vo ic e and inp ut o f c o mmunit y memb ers .
P lea s e let us kno w if yo u f o und t his s urvey t o b e a n ef f ec t iv e way t o c o mmunic a t e
yo ur id eas o n t he s it es . P leas e let us kno w if y o u a g ree wit h t his s t a t ement : "T his
s urvey p ro vid ed me a g o o d o p p o rt unit y t o s ha re my p ers p ec t ive." P ic k s elec t t he
o p t ion t hat mo s t c lo s ely mat c hes ho w you f eel.
1 7 % S trongly Agre e17% S trongly Agre e
52% Agree52% Agree
2 1 % Ne ithe r Agre e nor Dis a gre e21% Ne ithe r Agre e nor Dis a gre e
4 % Disagre e4% Disagre e
6% Strongly Dis a gree6% Strongly Dis a gree
Va lue Pe r c ent Re s p o ns e s
S tro ng ly Ag re e 17 .0 %1 7
Ag re e 52 .0 %52
Ne ithe r Ag re e no r Disa g re e 21 .0 %2 1
Disa g re e 4 .0 %4
S tro ng ly Disa g re e 6 .0 %6
T o t a l s : 1 0 0
Golden Valley Housing Sites Engagement
Report for Virtual Open House Survey
2415 Douglas Drive
Conducted on Golden Valley webpage - September and October 2020
10. 2415 DOUGLAS DRIVE - Please select the types of housing that you think
could work at here by clicking on them. Please select up to 3.
Value Percent Count
Housing 01 42.6% 23
Housing 02 38.9% 21
Housing 03 38.9% 21
Housing 04 27.8% 15
Housing 05 18.5% 10
Housing 06 14.8% 8
Housing 07 13.0% 7
Housing 08 22.2% 12
Housing 09 24.1% 13
Housing 10 11.1% 6
Housing 11 11.1% 6
11. 2415 DOUGLAS DRIVE - Please select the types of landscaping that you
think are appropriate for this site. Please select up to two.
Value Percent Count
Rain garden 72.3% 34
Boulevard garden 31.9% 15
Decorative garden 61.7% 29
12. 2415 DOUGLAS DRIVE - Please identify which, if any, of these site
amenities might fit on the sites, in addition to new housing. Please select up to
two.
Value Percent Count
Dog park (small) 44.7% 21
Pocket park 59.6% 28
Small community garden 51.1% 24
13. 2415 DOUGLAS DRIVE - Do you have any other comments or ideas you
would like to share about the future of this site? Please write them in the space
provided below.
ResponseID Response
133 LEAVE IT GREEN!
173 Too busy for dog park and the area isn't
conducive to vehicular parking after the
restructure of Douglas Dr. I'd worry if a dog got
out. People run geese over all the time, God
forbid someone's pet.
189 Seriously are you kidding? Why not put Valley
fair there too! Just put housing on the site and
quite trying to make it be all things to all people.
Because of the value of land in Golden Valley
you get the most square footage by building up.
That is why no one builds ramblers anymore.
Senior and housing for people of different
abilities is the only kind of housing that should be
one level. That housing is then usually two
stories with stacked living units.
199 This is by far the best of the three sites.
202 This property was originally part of the plan to
expand parking and access to the adjacent park.
A play structure for sandburg park users. I am
disappointed that all the spaces that are
identified in this survey are focused on putting
housing on the limited areas that the city had the
opportunity to expand their parks and green
space. Why is adding more housing a priority?
Who asked for it to be a priority? We can't have
dog parks because people object to it, or the
demand didn't support it. Where is the demand
for supporting more housing!? Also the city has
historically restricted subdivisions and continues
to restrict homeowners ability to build on their
properties for fear of being the next Edina, but in
the next breathe takes the city's properties that
could be green space and wants to build on it?!!
This does not make sense and does not align
with the city's historical viewpoint and is not
reflective of the desires of the community.
213 I like that this site is in a main road with good
traffic flow be the 2 other locations
231 The landscaping proposals would require the
homeowner to maintain them. Unless they do
that it will become a mess and not look nice.
245 Boulevard gardens are hard to maintain as
people tire of them. We do not want to lose our
green spaces and a community would be a
wonderful way to bring people together.
248 Please do not add high density housing. Leave
some green space.
278 There is an abundance of low income housing in
the area of Douglas and I'm concerned about
crime in bordering Crystal, the apartment
complex on Medicine Lake and lowering my
property value.
305 Please don't build apartment building or town
homes
317 No
339 We need to increase housing density do that
public transportation is viable and people are
less auto-dependent.
Golden Valley Housing Sites Engagement
Virtual Open House Survey Results
504 Lilac Lane
Conducted on Golden Valley webpage - September and October 2020
18. 504 LILAC LANE - Please select the types of housing that you think could
work here by clicking on them. Please select up to 3.
Value Percent Count
Housing 01 37.3% 19
Housing 02 51.0% 26
Housing 03 33.3% 17
Housing 04 9.8% 5
Housing 05 9.8% 5
Housing 06 11.8% 6
Housing 07 19.6% 10
Housing 08 23.5% 12
Housing 09 9.8% 5
Housing 10 19.6% 10
Housing 11 5.9% 3
19. 504 LILAC LANE - Please select the types of landscaping that you think are
appropriate for this site. Please select up to two.
Value Percent Count
Rain garden 68.2% 30
Boulevard garden 34.1% 15
Decorative garden 65.9% 29
20. 504 LILAC LANE - Please identify which, if any, of these site amenities
might fit on the sites, in addition to new housing. Please select up to two.
Value Percent Count
Dog park (small) 43.9% 18
Pocket park 58.5% 24
Small community garden 53.7% 22
21. 504 LILAC LANE - Do you have any other comments or ideas you would
like to share about the future of this site? Please write them in the space
provided below.
ResponseID Response
58 Please see my previous comments regarding this
site. I am highly disappointed that the city is
considering this. I am requesting a meeting with
the City of golden valley. we have received
opposite information regarding the ownership and
the ability to build on this property over the years.
Thank you. 612–750–7506
kelliraesebwe@yahoo.con
60 This site has some challenges being on a very
busy fast moving frontage road. The city would
need to build a sidewalk for safety. The driveway
would need to have a turnaround. A very small
house or duplex might fit here. it would be nice to
see something very affordable, with unique style
and more modern design than the stodgy
houses being built in Golden Valley typically.
Solar or tiny houses with natural landscaping
would be fun!
133 Leave it alone!
173 This is next to an established neighborhood that
already has issues with dumping and speeders.
Something that won't bring increased traffic or
noise to the area would be the only thing I'd
appreciate if I lived there. A dog park with strict
rules or a community garden would for best.
189 You can't put these other kinds of amenties on
this site along with housing. Topography is not
suitable for rain garden. Most housing in the area
is single story rambler, but that is not practical
because of the cost of land in GV. All new
housing should be required to keep rain water on
site at least up to the 10 rain event.
199 No way those neighbors would let this happen.
This little neighborhood is very cut off.
202 Same as before. This was identified as a possible
dog park.
225 This is a nice single family home neighborhood
and I believe the approved design should be
single family.
248 Do not add high density housing. Leave green
space.
317 No
325 We love our green space in Golden Valley. No
more affordable housing is needed. Maybe a
park or dog park. Schools are already TOO full!
Golden Valley Housing Sites Engagement
Virtual Open House Survey Results
300 Turners Crossroads
Conducted on Golden Valley webpage - September and October 2020
14. 300 TURNERS CROSSROADS - Please select the types of housing that you
think could work here by clicking on them. Please select up to 3.
Value Percent Count
Housing 01 25.4% 17
Housing 02 34.3% 23
Housing 03 29.9% 20
Housing 04 29.9% 20
Housing 05 19.4% 13
Housing 06 11.9% 8
Housing 07 14.9% 10
Housing 08 16.4% 11
Housing 09 22.4% 15
Housing 10 17.9% 12
Housing 11 13.4% 9
15. 300 TURNERS CROSSROADS - Please select the types of landscaping that
you think are appropriate for this site. Please select up to two.
Value Percent Count
Rain garden 62.3% 38
Boulevard garden 34.4% 21
Decorative garden 67.2% 41
16. 300 TURNERS CROSSROADS - Please identify which, if any, of these site
amenities might fit on the sites, in addition to new housing. Please select up to
two.
Value Percent Count
Dog park (small) 47.6% 30
Pocket park 69.8% 44
Small community garden 36.5% 23
17. 300 TURNERS CROSSROADS - Do you have any other comments or ideas
you would like to share about the future of this site? Please write them in the
space provided below.
ResponseID Response
50 I believe that this entire space should be green
space or a pollinator garden there should be no
additional houses or housing types placed on
this property the infrastructure and roads
surrounding it will not support this type of
development. The space should obviously be left
as is.
51 I sincerely hope that the city does not choose to
develop this lot. There has been an influx of new
single family residential builds and apartment
complexes going up in the vicinity. Traffic and
population density has gone up dramatically over
the last few years with no alteration to the current
infrastructure or roads. There aren't many small
businesses left in the area, only chains;
SLP/West End doesn't have the funding to
improve/expand existing transit options (we've
asked); and Meadowbrook elementary is already
at capacity. Denser population on Turners Xrd N
does not have any benefits to the community,
especially not during a global pandemic. The
existing residents in this neighborhood would
benefit MUCH more from leaving the space as-is
to better accommodate social distancing or
building out a functional community space such
as a pollinator/rain garden or shared garden
space.
55 Terrible housing idea.
60 This is a beautiful natural area but also an ideal
site for high density rental, owned homes , or a
combination. I hope the city can make maximum
use if this site with a combination of affordable
and very affordable housing for small and large
families, seniors, and give us a good variety of
new neighbors. The close proximity of the school
and daycare and bus line is a big plus. Please
keep a small natural buffer area near the
highway and south side.
62 The ideal is that 300 Turner's is recommissioned
as a park, giving neighbors in the spring green
and cloverleaf neighborhoods a park that is
walkable. This would also provide another
amenity for Meadowbrook elementary, a school
that is already overcrowded and hurting for
space. However, since the council seems to
have made up their minds that these spaces will
be developed, the only agreeable option is
affordable single family homes with a pathway
towards ownership for the residents. I will not
stand buy and watch the city funnel ever
increasing amounts of residents income towards
subsidizing wealthy landlords to perpetuate asset
inequality within our community.
73 None of these proposals allow for the existing tall
trees, which buffer highway noise and aid in
combating pollution.
74 None of these plans allow for tall trees. Traffic is
already problematic on this road, where will
residents access the property from? None of the
landscaping options have large trees in them.
Who would maintain any of those options?
Where will the vehicles park?
82 The biggest issue in this neighborhood is the
traffic and parking related to Meadowbrook
Elementary school. I have no idea why the space
isn't made into some sort of parking for the
school. Parents are constantly parking in our
neighborhood and they would benefit from
parking and their traffic wouldn't continue to stop
any traffic from entering the school.
83 Please make this a park area. Dog park,
community garden, etc...
90 Housing on this site would be a horrible decision.
Please don't do it.
133 LEAVE IT AS IS!
173 Too small for housing and right beneath a busy
highway and next to tracks. It's been a "park" for
a long time but not very enticing. Near to a
school, it would be a neat place for learning
about gardening and within walking distance of
many neighborhoods for a dog park.
189 If you want to put a dog park on this site the
entire site should be a dog park. The topography
of this site is not conducive to a rain garden.
Boulevard gardens are a great idea, but no one
wants to maintain them and the city already can't
maintain everything it is responsible for. Take a
look at the medians and the boulevards along
Winnetka south of Highway 55. Not sure how
garages and packing will be accessed at this
site, given the examples of housing pictured.
199 What a horrible place. Between the highway and
the tracks? Absolutely nothing in walking
distance.
202 See my comments for last property.
248 Do not add high density housing. Leave green
space.
266 Why should there be any housing development
here?
305 Please don't build apartments or townhomes
317 No
323 I don't understand why other uses for the space
are not also being considered. The land at one
point was a park and was zoned that way and I
don't understand the need to develop it, rather
than restore it to that purpose. I also am very
concerned with the impact on traffic on that road,
which is already a busy frontage with speeders
and close to the elementary school. Additionally,
this part of GV has a high density of housing,
including Xenia project which isn't even online.
Therefore, it's hard to imagine this project will
have much impact on housing supply in the
community, while eliminating an important open
space which provides a pollution barrier to the
nearby highway. I think the community should
consider these other potentially uses before
exclusively focusing on housing development. I
also wonder if would be possible to partner with
Meadowbrook Elementary on a project that could
make the land available for the school to use and
maintain. For example, nature trails, walking
paths, a garden, etc.
325 Please keep our green spaces in Golden Valley.
Schools are already over populated and we have
enough affordable housing. Do not build.
334 This site is not a viable site for housing - it should
be heavily treed and work as a filter from
pollution. Putting affordable housing next to a
freeway and far from limited service transit is a
horrid idea that further stigmatizes the poor EJ -
NOT
338 I think multi family property (apartments) would
be a great opportunity to provide affordable
housing due to the location which is close to the
school, businesses and highway access. I would
not like to see single family homes or
unaffordable rentals there because it wouldn't
bring anything new to the neighborhood.
339 This is a high traffic area and would be ideal for
High density like apartments or at least
townhomes. Also keep in mind that many of us
will soon be in need of one-level living spaces.
Condo? Coop?
341 A walking path with natural plants and trees.
This area could be used to teach the children
about the importance of greenspace in a city.
This is green space that is needed for the
neighborhood. The neighborhood infrastructure
can't support additional housing. This
neighborhood already has a variety of housing
types - apartments, duplexes, and single family
homes.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 1
City of Golden Valley Housing Sites Engagement Project
COMMUNITY ENGAGEMENT PLAN (CEP)
TABLE OF CONTENTS
Purpose and Goals 2
Project Background 2
Project Sites 2
Stakeholders and Audience Types 3
Engagement with Internal Stakeholders 3
Project Steering Committee (PSC) 3
City Council and Mayor 3
Other City Boards and Committees 4
Engagement with Community and External Stakeholders 4
Residents 4
Business Community 4
Schools and Education Partners 4
Under-Represented Populations 5
Engagement Activities 5
In-Person Activities 5
Drop-in Open House on site (In-Person) 5
Online Activities 6
Website 6
Virtual Design Workshop - collaborative site concepts development 6
Social media 6
Video Focus Groups 7
APPENDIX 1: Event flow for ON-SITE Drop-in Open House (In-Person) 8
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 2
Purpose and Goals
This Community Engagement Plan (CEP) presents an overview of the tools, approaches, issues
and considerations for engaging the Golden Valley community and receiving their comments
and guidance for the Golden Valley Housing Engagement Project.
This CEP is intended to evolve through the life of the project, and to respond to guidance from
City staff, City Council, residents, and other project partners.
Project Background
The City of Golden Valley is working to address the need for affordable housing in the ci ty. The
City has initiated this project, funded by a Minnesota Housing Finance Agency (MHFA) Capacity
Grant, to achieve two main goals:
• Provide guidance to the City on types of housing that can be developed in several
identified parcels
• Develop innovative tools and approaches for engaging neighbors and the entire
community in conversations about housing in the City
An important (and unforeseen) component of the project is that it started right at the time that
COVID-19 was reaching Minnesota and making in-person meetings and other in-person
engagement activities an impossibility. Thinking through and developing innovative online and
social distance-compliant tools for genuine engagement is a key goal for the project.
Project Sites
The City has identified eight publicly-owned sites that it is considering for use as affordable
housing. These parcels are mostly remnants from the construction of highways and are now
vacant.
City staff have prioritized three of these sites based upon their development potential an d their
ability to accommodate a residential use. Those sites are:
• 300 Turner’s Crossroad North
• 2415 Douglas Drive N
• 504 Lilac Drive N
The sites were also selected because they offered the opportunity for different housing styles
and densities. Because they are more ready and potentially attractive to developers, they are
identified as Phase 1 projects.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 3
Stakeholders and Audience Types
Two general audiences / types of stakeholders are identified as part of this project:
• Internal stakeholders: City staff, Steering Committee members, agency and
organizational partners
• External stakeholders: Community organizations and the general public
More detailed definition and potential engagement activities for each are provided in the
following sections of this document.
Engagement with Internal Stakeholders
Internal stakeholders include City staff, agency partners, and members of project -related
bodies who are directly involved in the steering, management, or development of the project.
Project Steering Committee (PSC)
The Project Steering Committee is made up of City staff and:
• Guides key decisions and the overall direction of the project
• Offers guidance for development of project recommendations and the draft plan
• Facilitates communication with other stakeholders
• Provides initial review of key items prior to wider distribution
• Provides support with gathering data
• Ensures that the project is compatible with the current City plans and policies
The PSC meets as needed. Meetings are coordinated by City of Golden Valley Planner Myles
Campbell and facilitated by the MOXIE Team.
Members of the PSC include:
• Jason Zimmerman
• Maria Cisneros
• Cheryl Weiler
• Myles Campbell
Meetings will begin in May 2020 and continue until the completion of the project in October
2020. Meetings will be used to share project updates and receive guidance at key points
throughout the plan process.
City Council and Mayor
The Golden Valley Mayor and City Council will be informed of project progress and consulted as
needed throughout the project. Myles Campbell will be the main point of contact with the
Mayor and City Council, and will coordinate meetings and presentations as needed.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 4
Other City Boards and Committees
The City of Golden Valley includes several councils, boards and commissions. As needed, board
members may be invited to participate in project update meetings and to provide comments on
project direction at major milestones.
City boards and committees that may receive project updates from the project team include
the City's Planning Commission and others. Myles Campbell will be the main point of contact
with City boards and committees, and will coordinate meetings and presentations as needed.
Engagement with Community and External Stakeholders
External stakeholders include residents, business owners, other governing bodies, educational
entities, religious Institutions, and civic groups.
Residents
Golden Valley residents will be consulted at the project visioning stage and at major decision
points throughout the project. Both residents in the immediate area of the Phase 1 projects and
the general population of the City will be engaged in the project's engagement activities.
Potential organizations for connecting with residents include:
• Neighborhood or Resident Organizations
• Golden Valley Public Schools
• Farmer’s Market and Community Events
• Arts Centers
• Religious institutions
Business Community
Members of the Golden Valley business community will be consulted to receive their goals and
priorities for housing in the City.
Potential organizations for connecting with the business community include:
• Golden Valley Area Chamber of Commerce
Schools and Education Partners
Schools and other education partners will be consulted to learn about their existing issues
related to housing in the City, and to discuss opportunities to increase engagement of parents
and families in the project.
Potential organizations for connecting with the Golden Valley education community include:
• Golden Valley Public Schools
• Private K-12 schools
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 5
Under-Represented Populations
Members of under-represented communities will be consulted to learn about their current
issues regarding housing in the City, and to receive their goals and visions for improvements.
Potential organizations and partners for connecting with under-represented populations in
Golden Valley include:
• Golden Valley Human Rights Commission
• Food shelves
• Non-English language groups
Engagement Activities
Engagement for the project will include both in-person AND online activities.
In-Person Activities
Drop-in Open House on site (In-Person)
Drop-in Open Houses / Community Workshop meetings will provide an opportunity for
members of the public to receive project information, express preferences, and ask questions
of the project team.
Early and proactive outreach using social media, press releases, and communications with
community partners, will be an important contributor to higher levels of participation by
members of the public.
Open house events will provide opportunity for residents to drop by and provide input through
on-site interaction and discussion, while respecting social distancing. The open house can
include a number of activities for people to engage in.
Three events will be organized, one at each Phase 1 location.
Please review Appendix 1: Event flow for ON-SITE Drop-in Open House (In-Person) for a
detailed description of activities and flow for the event.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 6
Online Activities
Website
The project website (URL: www.gvmnhousing.org) will be used to:
● Provide an introduction and overview of the project
● Provide detailed information about each site, its potential uses, configurations, and
applicable City zoning and land use guidance
● Share project progress
● Provide access to online surveys for each site
● Provide access to interactive drawing tools
● Offer a platform for commenting on the project
The website will serve as the central online resource for the project. Our team will develop the
website and regularly update its content. A link to the plan website will be provided by the City
of Golden Valley from the City’s official website in one or several visible locations.
Webcards advertising the project website will be distributed widely at community events.
Virtual Design Workshop - collaborative site concepts development
An interactive online collaborative drawing tool (AWW, Miro, or similar) will be used to host a
Virtual Design Workshop to work with residents (each working remotely) to simultaneously
work on a single site. Our team will prepare the necessary reference materials for each site, and
include user-friendly icons, tools and process to develop one or several site concepts for each of
the three sites.
Information on signup, link to the session, and results received will be available an d publicized
through the project’s website.
Social media
Coordination with the City’s current Facebook and Twitter channels will be used to provide
timely project announcements and share information about the online participation tools and
upcoming public workshops to help increase participation.
Social media can also be used to invite visitors to the project website to view project updates
and plan drafts.
In addition, specific social media campaigns - like crowd-sourced Instagram photos of housing
developments people like - can be implemented in coordination with the City and its existing
channels.
If needed, Our team can provide the City with social media template messages that can be
easily used.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 7
Myles Campbell will be the liaison with the City’s communications department for publishing
information and announcements.
Video Focus Groups
The MOXIE team will organize 1-2 focus group video meetings to talk through concepts for each
site, mid-way through the engagement process. Each focus group will have representatives of
key stakeholder groups for the sites. Background information, questions for discussion, and
desired outcomes from the meeting will be sent in advance. If there is the opportunity to meet
in person with social distancing, then this is preferred.
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 8
APPENDIX 1: Event flow for ON-SITE Drop-in Open House (In-
Person)
Description: Open house style event for people to drop by and provide input through on -site
interaction and discussion, while respecting social distancing. The open house can i nclude a
number of activities for people to engage in.
Location: At each housing site property
Duration: 2-hour Open House
Time and Day: Saturday late morning, Sunday late afternoon, or weekday evening
Activities
1. LEARN THE BASICS -- Information sheet or board about the property with site image - identify
use options under zoning, development envelope on the property, and any development
limitations
2. WHAT’S THE NEED? – Provide information on housing need. Telling the story about how many
people in GV are house poor. What’s the current mix of housing types and price points and
ownership vs rental?
3. WHAT’S OUT THERE? – Information on examples of housing types and models in GV already and
in other communities.
4. WHAT DO YOU CARE MOST ABOUT? – Visual preference survey. Or take your own pictures of
things you like.
5. WHAT’S POSSIBLE?
a. Reactive Input -- Information sheet(s) or board(s) or 3D visual that shows design
elements to be considered for the site. Ask people what they like / prefer for the
different elements and why.
b. Proactive Input – With the basics from #1 in mind, ask attendees to imagine and
communicate what they would want. This can be done a number of ways:
i. Blank paper to draw or write what they imagine (pens, colored markers or
crayons).
ii. Building blocks kit, with photo of each creation recorded. (This may be too germ
intensive for some, though fresh gloves could be provided for each person.)
iii. Verbal description by attendee, recorded by staff.
6. HOW CAN THIS SITE BE SPECIAL? – Very similar to “What’s Possible” exercise, but focused on
site amenities that bring interest or value to the property for people not living there. Site
amenity ideas to propose or have in mind include:
● a pollinator or rain garden near the street
● ornamental trees or shrubs
● art that is publicly visible
● a bench or decorative wall
● other ideas…
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 9
7. KEEP WHAT’S SPECIAL – Ask people to identify what they most like about the site now and ideas
to preserve or recreate that in some way when the site develops. This may include:
● Existing vegetation or trees (if this, people could be invited to walk around the site and
tag with stickers or ribbons, what they want to see remain / be recreated)
● Distinctive features like a boulder, a small knoll, or a little wetland
● Something that provides a visual or noise screen for neighbors and passersby from
unwanted impacts such as roadway noise or a view to a large parking lot
8. STAYING ENGAGED – Provide information on next steps for the site planning and how people
can stay involved. Ask people for any suggestions they have for future engagement. Ask people
if they think there are other people to reach out to and their contact information.
● Using the Reactive or Proactive Input option from activity
● Business card of staff lead for future comments or questions
● Site information and website URL on post card or business card
Invitees
1. Neighbors within 1,000 feet
2. Institutions within 1 mile
a. Schools
b. Religious
c. Community centers
Promotion / Invitation Method
1. Posting on project webpage
2. Mailing to people within 1,000 feet of project
3. Personal email invite to identified stakeholder reps.
4. Other…?
Materials
1. Folding tables (1-2) – for sign in and information boards
2. Folding or camp chairs (2-4) – for people to rest in
3. Inexpensive pens (20-30) – for single use and then set aside for post event cleaning
4. Hand sanitizer (2-3)
5. Disposable masks (10-15) – for people who may come unmasked
6. Disposable gloves (box) – for people who would feel safer wearing those
7. Trash bags (2) – waste and recycling
8. Portable rain canopy, if needed
9. Sign-in sheet
10. Colored dots -- for people to put on identifying if they are a resident, businessperson, or
organizational representative
11. Name tags (OPTIONAL) –for person to write first name and an adjective describing what they
would like the site to be (provide example adjectives)
12. Information pages (during Covid) or boards (post Covid) – providing basic information about the
property, constraints and opportunities
Appendix 4: Community Engagement Plan
Community Engagement Plan - 07/02/20 10
13. Post-its – for people to write comments
14. Preference posters / boards – For people to identify preferred items from a set of options
(people can use dots to mark things or staff can place dots for them)
15. First Aid Kit
16. Sunscreen and bugspray
Staffing
1. Welcome / event info table – 1 person
2. Roaming staff to engage people in activities – 2-4 depending on activities and expected
attendance
3. 1-2 community / stakeholder representatives to provide a friendly face and assist people with
activities or engage them in conversation
Event Preparation
1. Create list of expected Q & A (can trees be cut down; can neighbors determine the design;
where will the driveway be…) and have answers.
2. Do pre-event team prep that includes review of anticipated questions, comments, issues, and
how to respond.
3. Prepare all materials
4. Assign responsible parties for bringing materials
Attendance Record
1. Sign-in sheet for name, address, and whether resident or other
2. Dots on a map (where people live, work, or go to church – color coded by which one)
3. Visual counts and descriptions (age range, neighbor, not sure…)
4. Data entry into laptop, done by staff based on verbal information provided by attendee
Record of Input
1. Document all input in its raw form, such as photos of marked up posters, a typed-up list of post-
it comments, photos or video taken at event, and attendance (retain this documentation for
project records and inquiries)
2. Create summary of input – key themes, select quotes, data on responses, select photos, etc.
3. Post engagement summary on project webpage and at future events
Info for People Who Didn’t Attend
1. Summary of input from in-person event, posted on project website
2. A few options for people to provide similar input on the same topic on project website
Appendix 5: Example of Detailed Event Plan
Drop-in Open House (In-Person)
Description: Open house style event for people to drop by and provide input through on-site
interaction and discussion, while respecting social distancing. The open house can include a
number of activities for people to engage in.
Location: At each housing site property
Duration: 2-hour Open House
Time and Day: Saturday late morning, Sunday late afternoon, or weekday evening
Activities
1. LEARN THE BASICS -- Information sheet or board about the property with site image - identify
use options under zoning, development envelope on the property, and any development
limitations
2. WHAT’S THE NEED? – Provide information on housing need. Telling the story about how many
people in GV are house poor. What’s the current mix of housing types and price points and
ownership vs rental?
3. WHAT’S OUT THERE? – Information on examples of housing types and models in GV already and
in other communities.
4. WHAT DO YOU CARE MOST ABOUT? – Visual preference survey. Or take your own pictures of
things you like.
5. WHAT’S POSSIBLE?
a. Reactive Input -- Information sheet(s) or board(s) or 3D visual that shows design
elements to be considered for the site. Ask people what they like / prefer for the
different elements and why.
b. Proactive Input – With the basics from #1 in mind, ask attendees to imagine and
communicate what they would want. This can be done a number of ways:
i. Blank paper to draw or write what they imagine (pens, colored markers or
crayons).
ii. Building blocks kit, with photo of each creation recorded. (This may be too germ
intensive for some, though fresh gloves could be provided for each person.)
iii. Verbal description by attendee, recorded by staff.
6. HOW CAN THIS SITE BE SPECIAL? – Very similar to “What’s Possible” exercise, but focused on
site amenities that bring interest or value to the property for people not living there. Site
amenity ideas to propose or have in mind include:
● a pollinator or rain garden near the street
● ornamental trees or shrubs
● art that is publicly visible
● a bench or decorative wall
● other ideas…
Appendix 5: Detailed Event Plan Example
2
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
7. KEEP WHAT’S SPECIAL – Ask people to identify what they most like about the site now and ideas
to preserve or recreate that in some way when the site develops. This may include:
● Existing vegetation or trees (if this, people could be invited to walk around the site and
tag with stickers or ribbons, what they want to see remain / be recreated)
● Distinctive features like a boulder, a small knoll, or a little wetland
● Something that provides a visual or noise screen for neighbors and passersby from
unwanted impacts such as roadway noise or a view to a large parking lot
8. STAYING ENGAGED – Provide information on next steps for the site planning and how people
can stay involved. Ask people for any suggestions they have for future engagement. Ask people
if they think there are other people to reach out to and their contact information.
● Using the Reactive or Proactive Input option from activity
● Business card of staff lead for future comments or questions
● Site information and website URL on post card or business card
Invitees
1. Neighbors within 1,000 feet
2. Institutions within 1 mile
a. Schools
b. Religious
c. Community centers
Promotion / Invitation Method
1. Posting on project webpage
2. Mailing to people within 1,000 feet of project
3. Personal email invite to identified stakeholder reps.
4. Other…?
Materials
1. Folding tables (1-2) – for sign in and information boards
2. Folding or camp chairs (2-4) – for people to rest in
3. Inexpensive pens (20-30) – for single use and then set aside for post event cleaning
4. Hand sanitizer (2-3)
5. Disposable masks (10-15) – for people who may come unmasked
6. Disposable gloves (box) – for people who would feel safer wearing those
7. Trash bags (2) – waste and recycling
8. Portable rain canopy, if needed
9. Sign-in sheet
10. Colored dots -- for people to put on identifying if they are a resident, businessperson, or
organizational representative
11. Name tags (OPTIONAL) –for person to write first name and an adjective describing what they
would like the site to be (provide example adjectives)
12. Information pages (during Covid) or boards (post Covid) – providing basic information about the
property, constraints and opportunities
Appendix 5: Detailed Event Plan Example
3
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
13. Post-its – for people to write comments
14. Preference posters / boards – For people to identify preferred items from a set of options
(people can use dots to mark things or staff can place dots for them)
15. First Aid Kit
16. Sunscreen and bugspray
Staffing
1. Welcome / event info table – 1 person
2. Roaming staff to engage people in activities – 2-4 depending on activities and expected
attendance
3. 1-2 community / stakeholder representatives to provide a friendly face and assist people with
activities or engage them in conversation
Event Preparation
1. Create list of expected Q & A (can trees be cut down; can neighbors determine the design;
where will the driveway be…) and have answers.
2. Do pre-event team prep that includes review of anticipated questions, comments, issues, and
how to respond.
3. Prepare all materials
4. Assign responsible parties for bringing materials
Attendance Record
1. Sign-in sheet for name, address, and whether resident or other
2. Dots on a map (where people live, work, or go to church – color coded by which one)
3. Visual counts and descriptions (age range, neighbor, not sure…)
4. Data entry into laptop, done by staff based on verbal information provided by attendee
Record of Input
1. Document all input in its raw form, such as photos of marked up posters, a typed-up list of post-
it comments, photos or video taken at event, and attendance (retain this documentation for
project records and inquiries)
2. Create summary of input – key themes, select quotes, data on responses, select photos, etc.
3. Post engagement summary on project webpage and at future events
Info for People Who Didn’t Attend
1. Summary of input from in-person event, posted on project website
2. A few options for people to provide similar input on the same topic on project website
Appendix 5: Detailed Event Plan Example
4
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
Drop-in Open House – Detailed Event Plan
NOTE: This activity was not conducted due to Covid health risks. However, on site open houses
can be a great engagement when conditions are right. These notes provide an overview and
details on conducting an on-site open house.
Purpose: Provide an opportunity for members of the public to receive project information,
express preferences, and ask questions of the project team.
Early and proactive outreach using social media, press releases, and communications with
community partners, will be an important contributor to higher levels of participation by
members of the public.
Open house events provide opportunities for residents to drop by and provide input through
on-site interaction and discussion, while respecting social distancing. An open house can
include a few activities for people to engage in.
Description: Open house style event for people to drop by and provide input through on-site
interaction and discussion, while respecting social distancing. The open house can include a few
activities for people to engage in.
Location: At each housing site property
Duration: 2-hour Open House
Time and Day: Saturday late morning, Sunday late afternoon, or weekday evening
Activities
1. LEARN THE BASICS -- Information sheet or board about the property with site image - identify
use options under zoning, development envelope on the property, and any development
limitations
2. WHAT’S THE NEED? – Provide information on housing need. Tell the story about how many people
in GV are house poor. What is the current mix of housing types and price points and ownership vs
rental?
3. WHAT’S OUT THERE? – Information on examples of housing types and models in GV already and
in other communities.
4. WHAT DO YOU CARE MOST ABOUT? – Visual preference survey. Or take your own pictures of
things you like.
5. WHAT’S POSSIBLE?
a. Reactive Input -- Information sheet(s) or board(s) or 3D visual that shows design
elements to be considered for the site. Ask people what they like / prefer for the
different elements and why.
b. Proactive Input – With the basics from #1 in mind, ask attendees to imagine and
communicate what they would want. This can be done a few ways:
i. Blank paper to draw or write what they imagine (pens, colored markers, or
crayons).
Appendix 5: Detailed Event Plan Example
5
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
ii. Building blocks kit, with photo of each creation recorded. (This may be too germ
intensive for some, though fresh gloves could be provided for each person.)
iii. Verbal description by attendee, recorded by staff.
6. HOW CAN THIS SITE BE SPECIAL? – Very similar to “What’s Possible” exercise but focused on site
amenities that bring interest or value to the property for people not living there. Site amenity
ideas to propose or have in mind include:
● a pollinator or rain garden near the street
● ornamental trees or shrubs
● art that is publicly visible
● a bench or decorative wall
● other ideas…
7. KEEP WHAT’S SPECIAL – Ask people to identify what they most like about the site now and ideas
to preserve or recreate that in some way when the site develops. This may include:
● Existing vegetation or trees (if this, people could be invited to walk around the site and
tag with stickers or ribbons, what they want to see remain / be recreated)
● Distinctive features like a boulder, a small knoll, or a little wetland
● Something that provides a visual or noise screen for neighbors and passersby from
unwanted impacts such as roadway noise or a view to a large parking lot
8. STAYING ENGAGED – Provide information on next steps for the site planning and how people
can stay involved. Ask people for any suggestions they have for future engagement. Ask people
if they think there are other people to reach out to and their contact information.
● Using the Reactive or Proactive Input option from activity
● Business card of staff lead for future comments or questions
● Site information and website URL on post card or business card
Invitees
1. Neighbors within 1,000 feet
2. Institutions within 1 mile
a. Schools
b. Religious
c. Community centers
Promotion / Invitation Method
1. Posting on project webpage
2. Mailing to people within 1,000 feet of project
3. Personal email invite to identified stakeholder reps.
4. Other…?
Materials
1. Folding tables (1-2) – for sign in and information boards
2. Folding or camp chairs (2-4) – for people to rest in
3. Inexpensive pens (20-30) – for single use and then set aside for post event cleaning
4. Hand sanitizer (2-3)
Appendix 5: Detailed Event Plan Example
6
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
5. Disposable masks (10-15) – for people who may come unmasked
6. Disposable gloves (box) – for people who would feel safer wearing those
7. Trash bags (2) – waste and recycling
8. Portable rain canopy, if needed
9. Sign-in sheet
10. Colored dots -- for people to put on identifying if they are a resident, businessperson, or
organizational representative
11. Name tags (OPTIONAL) –for person to write first name and an adjective describing what they
would like the site to be (provide example adjectives)
12. Information pages (during Covid) or boards (post Covid) – providing basic information about the
property, constraints, and opportunities
13. Post-its – for people to write comments
14. Preference posters / boards – For people to identify preferred items from a set of options
(people can use dots to mark things or staff can place dots for them)
15. First Aid Kit
16. Sunscreen and bug spray
Staffing
1. Welcome / event info table – 1 person
2. Roaming staff to engage people in activities – 2-4 depending on activities and expected
attendance
3. 1-2 community / stakeholder representatives to provide a friendly face and assist people with
activities or engage them in conversation
Event Preparation
1. Create list of expected Q & A (can trees be cut down; can neighbors determine the design;
where will the driveway be…) and have answers.
2. Do pre-event team prep that includes review of anticipated questions, comments, issues, and
how to respond.
3. Prepare all materials
4. Assign responsible parties for bringing materials
Attendance Record
1. Sign-in sheet for name, address, and whether resident or other
2. Dots on a map (where people live, work, or go to church – color coded by which one)
3. Visual counts and descriptions (age range, neighbor, not sure…)
4. Data entry into laptop, done by staff based on verbal information provided by attendee
Record of Input
1. Document all input in its raw form, such as photos of marked up posters, a typed-up list of post-
it comments, photos or video taken at event, and attendance (retain this documentation for
project records and inquiries)
2. Create summary of input – key themes, select quotes, data on responses, select photos, etc.
Appendix 5: Detailed Event Plan Example
7
Golden Valley Housing Sites Engagement – APPENDICES for Final Report (06.11.2021
3. Post engagement summary on project webpage and at future events
Info for People Who Did Not Attend
1. Summary of input from in-person event, posted on project website
2. A few options for people to provide similar input on the same topic on project website
Illuminating solutions. Sparking change.
FHFUND.ORG
Thanks to
MZ Strategies, LLC,
for the research and
analysis profiled in
this brief.
Prioritizing Public Lands
for Af fordable Housing
and other Public Benefits
Model Ordinances & Best Practices
Contents
INTRODUCTION
EXAMPLES
1. State Statutes
2. County Ordinances
3. City Ordinances and Processes
APPENDIX A
Model Ordinance to Prioritize Surplus Public Lands for Affordable Housing
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
1
INTRODUCTION
Increasing housing prices and rents have policy makers, advocates, developers and elected officials across the Twin Cities region searching for
strategies to maintain the quality of life many enjoy, increase equitable access to opportunities, and improve housing choices for those with limited
incomes. The cost of producing affordable housing, especially in high-demand neighborhoods, is a particular challenge. As land values increase and
affordable housing resources remain limited, we need to better leverage public land assets that could be used for housing. Surplus and vacant public
lands are a precious public resource and should be inventoried and managed accordingly. Public entities can adopt policies to ensure that long-term
“community value,” not simply market value, is reflected in prioritizing future development of land.
Developers working on public sites must overcome the same challenges and cost issues inherent in multifamily, mixed-use and/or affordable housing
development on privately-owned parcels. In fact, public sites come with additional challenges associated with the public planning, solicitation and
development processes, including greater public scrutiny, additional regulatory requirements and multi-agency involvement in assemblage and
disposition processes. Activating publicly-owned lands requires political leadership and commitment by agency staff to make information accessible
to the public about the characteristics and location of available sites. Clarifying policies and procedures for their disposition and preferred use by
private for-profit and not-for profit developers further helps to activate these sites. Even more than is the case with traditional development, early
and continual community input is essential to building public support and advancing development projects that preserve or strengthen assets within
existing neighborhoods, including affordable housing.
Other regions facing similar challenges have developed strategies to identify and prioritize public lands as opportunity sites for affordable housing
and community-serving businesses or social services. This memorandum summarizes several relevant examples at the state, county, and city level,
and includes a model ordinance that could be adapted for cities and counties in the Twin Cities region.
What is public land?
As defined by Enterprise Community Partners in “Public Benefit from Publicly Owned Parcels” (June 2017), public lands are “any site that is owned by
a governmental or government-chartered entity. Such entities include (but are not limited to): units of state or local government, government
departments (including housing and public works), transit agencies, school districts, and public institutions of higher learning. Publicly-owned parcels,
often referred to as ‘public sites,’ ‘public land’ and ‘surplus land’ can include but are not limited to: vacant or underutilized parcels, parcels with
existing community/public facilities with redevelopment potential, and/or land being purchased by a public agency for the development of
community/public facilities,” including roads and transit corridors.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
2
EXAMPLES
1. State Statutes
California, Florida, and Washington have statutes in place that direct state agencies (WA) and local jurisdictions (CA and FL) to create inventories and
policies that support use of properties for affordable housing and other public benefits. The Florida statute is interesting in that it focuses on
counties. Specifically, it requires that every 3 years each county prepare an inventory list of all real property within its jurisdiction to which the county
holds fee simple title that is appropriate for use as affordable housing. This practice, it appears, has triggered efforts by local governments to create
their own inventories and disposition policies that will support affordable housing. We spotlight such an ordinance from Jacksonville, FL in Table 3.
Washington DC has an exemplary real estate disposition policy, approved in 2014, that could serve as a model for either state or city action. Unlike
others it places specific requirements for affordability on any disposition of District-owned real property if it results in the development of a
multifamily residential property consisting of 10 or more units. Affordability requirements vary by proximity to transit and depending on ownership
versus rental tenure.
Table 1 provides further detail on public lands statutes for these four entities.
Jurisdiction Title State Statute Synopsis Passed
State
California Surplus land:
affordable housing
Assembly Bill No. 2135 This bill requires an entity proposing to use surplus land for developing low- and moderate-
income housing to agree to make available not less than 25% of the total number of units
developed on the parcels at affordable housing cost or affordable rent for a period of at least
55 years to lower-income households, as those terms are defined in existing law. This bill
requires a local agency to give first priority in disposing of the surplus land to an entity that
agrees to these requirements. This bill also directs these requirements, as specified, to be
contained in a covenant or restriction recorded against the surplus land at the time of sale,
to run with the land, and be enforceable, against any owner who violates the covenant or
restriction and each successor-in-interest who continues the violation, by a residents’
association, as specified, and certain individuals, that include, but are not limited to, a
resident of a unit subject to these requirements.
September
2014
TABLE 1. STATE STATUTES SUPPORTING AFFORDABLE HOUSING ON PUBLIC LANDS.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
3
Jurisdiction Title State Statute Synopsis Passed
State
District of
Colombia
Disposition of District
Land for Affordable
Housing Amendment
Act of 2014
D.C. ACT 20-485 Requires specific percentages of units dedicated as affordable housing when public property
is disposed of for development of multifamily projects with over 10 units. There are
increased affordability requirements for development of land near fixed transit lines, and a
lifetime (of the building) affordability covenant.
November
2014
Florida Disposition of county
property for affordable
housing
Title XI, Chapter 125.379 By July 1, 2007, and every 3 years thereafter, each county shall prepare an inventory list of all
real property within its jurisdiction to which the county holds fee simple title that is
appropriate for use as affordable housing. The inventory list must include the address and
legal description of each such real property and specify whether the property is vacant or
improved. The properties identified as appropriate for use as affordable housing on the
inventory list adopted by the county may be offered for sale and the proceeds used to
purchase land for the development of affordable housing or to increase the local
government fund earmarked for affordable housing, or may be sold with a restriction that
requires the development of the property as permanent affordable housing, or may be
donated to a nonprofit housing organization for the construction of permanent affordable
housing. Alternatively, the county may otherwise make the property available for use for the
production and preservation of permanent affordable housing.
2006
Washington Surplus State Lands
Disposal
Third Substitute House
Bill 2382, Chapter 217,
Laws of 2018
Requires designated state agencies to identify, catalog and recommend best use of under-
utilized state-owned land and property suitable for the development of affordable housing
for very-low, low- or moderate-income households.
The department must consolidate inventories into two groups: 1) Properties suitable for
consideration in affordable housing development; and 2) properties not suitable for
consideration in affordable housing development. In making this determination, the
department must use industry accepted standards such as location, approximate lot size,
current land use designation, and current zoning classification of the property.
The department shall provide a recommendation, based on this grouping, to the office of
financial management and appropriate policy and fiscal committees of the legislature by
December 1st of each year.
March
2018
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
4
2. County Ordinances
County-level examples from King County, WA and Cook County, IL can be helpful precedents. As noted in the preceding section, Florida statute
requires all its counties to create inventories for this specific purpose.
TABLE 2. COUNTY SURPLUS LAND ORDINANCES THAT SUPPORT AFFORDABLE HOUSING.
Jurisdiction Title Ordinance Synopsis Passed
State
Cook Cook County Land
Banking Authority
Ord. No. 13-0-7 §§ 103-1
et seq.
Allows the land bank to acquire, hold and transfer interest in real property throughout Cook
County to (a) promote redevelopment and reuse of vacant, abandoned, foreclosed or tax-
delinquent properties, (b) support targeted efforts to stabilize neighborhoods, (c) stimulate
residential, commercial and industrial development, and (d) undertake its actions in ways
that are consistent with goals and priorities established by local government partners and
other community stakeholders. Priority is given to Affordable Housing including the
preservation, production or rehabilitation of housing for persons with low or moderate
incomes, and the preservation of long term land affordability through community land trusts
or similar not-for-profit or public entities.
2013
King Requiring public
benefit, such as
affordable housing,
related to the sale of
real property to public
agencies
Ordinance 18540 Requires each County department to submit an inventory to the facilities management
division of the status of all real property under County custodianship, its economic value, and
potential uses. If the property is not needed for provision of essential government services,
the division shall determine if the parcel is suitable for affordable housing and shall report
these parcels to the county council each year. This ordinance also requires public benefits,
such as affordable housing, when the county engages in direct sales of surplus real property
to another government. In addition to the county receiving compensation for the real
property, in order to qualify for a direct sale, public benefits, such as affordable housing,
must also be received.
June
2017
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
5
3. City Ordinances and Processes
While there is no one size fits all approach for cities to take in disposing of surplus lands, there are a number of exemplary practices communities are
taking to support affordable housing on surplus public lands. These are summarized in Table 3. Along with ordinances, this table includes some
specific examples of city processes that relate to prioritization of public lands. For instance, New York City’s LIHTC QAP includes a specific
prioritization and target for this purpose in allocating 9% tax credits. In Redmond, WA the city recently used a long-term lease mechanism, with
severely discounted land costs, to support an affordable housing project.
TABLE 3. CITY ORDINANCES AND PRACTICES SUPPORTING AFFORDABLE HOUSING ON SURPLUS PUBLIC LANDS.
Jurisdiction Title Ordinance or
Practice Synopsis Passed
City
Atlanta, GA To exempt affordable
housing homesteading
program from the sale
and disposition process
for city-owned real
property
17-0-1463 Directs city agencies to create a list of potential surplus properties owned by the city that are
appropriate for development. Identified, eligible properties advertised via a notice of request
for proposals for developers to produce or rehabilitate owner-occupied housing. The RFP
encourages proposals that use creative strategies to lower construction costs for single-
family homes, including partnerships with job training agencies, innovative methods of
construction, and smaller houses, with a preference to develop housing targeting households
earning 0-30% AMI.
November
2017
Chicago, IL City Lots for Working
Families Program
02017-7116 Program provides vacant, City-owned lots (with a maximum appraised value of $125,000) to
developers of affordable single-family homes and two flats for $1 each. Homes must be
made available to qualified buyers with incomes up to 140 percent of AMI. Buyers must use
the homes as their primary residences for a minimum five-year occupancy period.
November
2017
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
6
Jurisdiction Title Ordinance or
Practice Synopsis Passed
City
Jacksonville, FL Donation and sale of
real property for
affordable housing
purposes
Ord. 2015-519-E,
subsection 3
Every December the city must create and publish a list of city-owned properties that are
suitable for affordable housing development. A portion of these may be donated to eligible
non-profits if they individually make a written property donation request to the Housing
Chief for no more than five properties contained on the Affordable Housing Inventory List.
2015
New York City HPD's Mixed Income
Program: Mix and
Match
Section 695(2)(b) of the
General Municipal Law
and Section 1802(6)(j) of
the City Charter
Sponsors purchase City-owned or privately-owned land or vacant buildings and construct
multifamily buildings in order to create affordable rental housing units with a range of
affordability in which at least half of the units are affordable to low income households
earning up to 60 percent AMI and the remaining units are affordable to other low income
households. City sell the Disposition Area to the Sponsor for nominal price of one dollar per
tax lot, for the purpose building affordable housing, community facilities, etc. The Land Debt
will be repayable out of resale or refinancing profits for a period of at least thirty (30) years
following completion of construction. The remaining balance, if any, may be forgiven at the
end of the term.
recently
used -
May 2018
New York City New York City Housing
and Preservation
Development’s 2015
Qualified Allocation
Plan (QAP)
n/a Establishes a housing needs target for 9% tax credit: “Projects that convert City owned land
or buildings that are difficult to develop or are in the City’s Third-Party Transfer or Multi-
family Preservation Loan programs to private ownership including, among other options,
eventual tenant ownership.” To advance that goal, the plan awards points to projects that
meet these characteristics.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
7
Jurisdiction Title Ordinance or
Practice Synopsis Passed
City
Port
Townsend, WA
Disposition of Surplus
Property - Long Term
Leases
Chapter 3.44 City council determines whether identified surplus properties may be suitable for affordable
housing. If so, the city council holds a hearing to determine whether property should be
designated to meet affordable housing needs and surplused or retained for that purpose, or
whether the property should be retained for some other public purpose, or surplused
without making provision for affordable housing. If the property is designated to meet
affordable housing needs, then the city would follow the disposition process in PTMC
3.44.050.
Special Disposition. If the council finds, following a hearing, that property should be
designated to meet affordable housing needs and surplused or retained for that purpose, the
council may direct the city manager to proceed with special disposition (which may include
disposition at less than market or appraised value, and without appraisal), under any one of
the following conditions:
1. Intergovernmental transfers (see subsection D of this section);
2. Transfer to qualified public or private nonprofit entities;
3. Transfer to the Port Townsend Public Development Authority or other public development
authority created to develop or manage affordable housing.
Conveyance by special disposition may include (without limitation) sale, lease, options to
purchase, lease purchase transactions, or public-private partnership, and may occur by use
of negotiations or bidding, as the council deems desirable, fair and appropriate.
Redmond, WA Request for Proposals n/a City issued an RFP offering a long-term lease of approximately .81 acres of downtown land
for construction of a minimum of 50 units of affordable senior housing. The solicitation
included multiple goals, such as providing affordable housing opportunities for seniors,
creating a residential design sensitive to its current and future surrounding land uses and
providing open space for residents, while integrating the experience of pedestrians and other
passersby. To make this possible, the solicitation stated that the city is willing to consider a
lease term of 75 years with a $1 annual lease payment.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
8
Jurisdiction Title Ordinance or
Practice Synopsis Passed
City
San Francisco,
CA
Surplus Lands
Ordinance
Chapter 23A The purposes of this ordinance are to:
(a) Prioritize surplus and underutilized public land in San Francisco that is suitable for the
construction of housing in order to maximize the creation of deed-restricted affordable
housing citywide, including ground floor retail and community facilities and open space;
(b) Establish policy that the portfolio of housing built on public lands in San Francisco should
maximize the amount of permanently affordable housing at extremely low, very low, low,
moderate and middle income affordability levels, taking into account available subsidy
sources for such affordable housing;
(c) Establish policy to encourage state and special-district agencies (other than the City and
County of San Francisco) that own surplus and underutilized public lands in San Francisco to
prioritize permanently affordable housing for disposition and development of their sites;
(d) Establish policy that any City department process for planning the disposition and
development of any public lands should assume the standards of this ordinance;
(e) Establish policy that the first priority use of surplus City-owned property shall be for the
purpose of providing housing, shelter, and other services for people who are homeless; ...
November
2002
Seattle, WA Policies and Procedures
that govern the Reuse
and Disposal of real
property
Res 31837 v2 Seattle adopted a comprehensive policy in 2017 for evaluating reuse and sale of the City's
Real Property to prioritize use for affordable housing, including a detailed process and
prioritization. Recent updates made in October 2018 to the city’s disposition guidelines allow
for transfer of property at less than fair market value and direct 80% of net proceeds from
the disposition of City surplus property not deemed suitable for affordable housing to be
deposited into a Low Income Housing Fund.
October
2018
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
9
APPENDIX A
MODEL ORDINANCE TO PRIORITIZE SURPLUS PUBLIC LANDS
FOR AFFORDABLE HOUSING
AN ORDINANCE relating to the acquisition, management, sale, leasing and disposition of personal and real property for and by the County.
Sec. XXXX. – Purpose.
The County of [COUNTY NAME], in recognition of the shortage of decent affordable housing within the County, encourages the use of vacant,
unused parcels of land located within and owned by the County for the development of affordable housing. It is the County’s intent to identify and
catalog real property owned by the city that is no longer required for its purposes and is or may be suitable for the development of affordable
housing for very low-income, low-income, and moderate-income households. Affordable housing needs and opportunities shall be considered before
surplusing public lands, and consideration shall be given to disposing property for affordable housing needs or retaining properties in order to meet
affordable housing needs.
Sec. XXXX. – Definitions.
For purposes of this ordinance, in addition to the terms defined above, the following terms shall have the meetings set forth below:
A. “Commercially reasonable sale” means a sale or other conveyance that is an “arms length” arrangement, for the fair market value of the
property. A commercially reasonable sale or conveyance may be by auction, private sale, trade-in as a component of replacement of obsolete
property for new property, sealed bids, or by broker or agent listing. City employees and elected officials shall be prohibited from purchasing or
otherwise acquiring any interest in any city surplus property.
B. “Disposition” means the lease or sale of property or other disposition as defined in this chapter.
C. “Affordable housing” means residential housing that is rented or owned by a person who qualifies as a “very low-income,” “low-income”,
or “moderate-income household” or who is from a special needs population, and whose monthly housing costs, including utilities other than
telephone, do not exceed 30 percent of the household’s monthly income.
(i) “Very low-income household” means a single person, family, or unrelated persons living together whose income is at or below 50
percent of the median income, adjusted for household size, for the County where the affordable housing is located.
(ii) “Low-income household” means a single person, family, or unrelated persons living together whose income is more than 50
percent but is at or below 80 percent of the median income where the affordable housing is located.
(iii) “Moderate-income household” means a single person, family, or unrelated persons living together whose income is more than 80
percent but is at or below 115 percent of the median income where the affordable housing is located.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
10
D. “Nonprofit corporation, qualified” as used in this chapter means private or public corporations duly organized according to the laws of the
state of [STATE NAME], which non-profit corporations are exempt from taxation under USC 501(c) as amended, and which have a proven ability to
provide affordable housing or can otherwise show an ability to do so and meet obligations that may be imposed in a conveyance of property to meet
affordable housing needs. For purposes of donation of surplus personal property, this term shall also mean a nonprofit corporation that serves or
benefits low-income or very low-income persons or persons with disabilities.
E. “Property” as defined by this chapter means all real property (real estate) owned in fee simple title by the [COUNTY NAME], located within
the County’s incorporated municipal boundaries. “Property” shall also mean all personal property (non-real estate) and all real and personal property
originally acquired for public utility purposes. “Property” shall not include public streets, alleys and rights-of-way which are subject to vacation and
disposition. “Property” shall not include any equity interest in real or personal property held or owned by the County except for real estate security
interests taken or released to secure the installation of development improvements.
Sec. XXXX. – Policies for Determining that Property is Surplus and should be Designated for Affordable Housing Purposes.
A. No later than June 30th of each calendar year, each department shall submit a report to the [RESPONSIBLE PARTY] on the status of all real
property for which the department is the custodian and include in the report any change in use or status since the previous year's report.
B. County departments shall be required, no later than June 30th of every third calendar year beginning with 2019, to justify departmental
retention of all real property for which the department is the custodian to the property services division.
(i) If in the judgment of the [RESPONSIBLE PARTY] a County department cannot justify the retention of real property for which it is the
custodian or if a department determines that real property is surplus to its needs, the [RESPONSIBLE PARTY] shall determine whether any
other County department has a need for the property that is related to the provision of essential government services, including but not
limited to services for the public health, public safety, or services related to transportation, water quality, surface water or other utilities. If
the property is not needed for the provision of essential government services, the [RESPONSIBLE PARTY] shall then determine if the parcel is
suitable for affordable housing. If it is deemed suitable for affordable housing the County shall first attempt to make it available or use it for
affordable housing. “Suitable for affordable housing” for the purpose of this section means the parcel is located within the Urban Growth
Area (UGA), is generally suitable for development, and housing development is compatible with the neighborhood. If the property is not
deemed suitable for the purposes described above, then it shall be determined whether any other department has a need for the parcel.
Any real property that is surplus to a department’s needs that is deemed suitable for affordable housing should be designated to meet
affordable housing needs and surplused or retained for that purpose.
Sec. XXXX – Process for Disposition of Surplus Property Suitable for Affordable Housing.
A. Commercially Reasonable Sale or Conveyance. Unless otherwise excepted in subsection B of this section, the actual sale or other
conveyance of property shall be commercially reasonable. Real property will require an independent appraisal, except as provided in this section.
PRIORITIZING PUBLIC LANDS FOR AFFORDABLE HOUSING | Sept 27, 2018
11
B. All surplus property deemed suitable for affordable housing shall be disposed of by [RESPONSIBLE PARTY], under any one of the following
conditions, which many include disposition at less than market or appraised value, and without appraisal:
(i) Intergovernmental transfers;
(ii) Transfer to qualified public or private nonprofit entities;
(iii) Transfer to a public development authority creat3ed to develop or manage affordable housing.
Conveyance of surplus property deemed suitable for affordable housing may include sale, lease, options to purchase, lease purchase
transactions, or public-private partnership, and may occur by use of negotiations or bidding, as the [RESPONSIBLE PARTY] deems desirable, fair and
appropriate.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. G. Approve Resolution No. 21-46 Adopting Amendment to Employee Handbook
Prepared By
Kirsten Santelices, Deputy City Manager/Human Resources Director
Summary
The City of Golden Valley has worked diligently over the past 15 months to offer critical services to the
community while working remotely throughout the COVID-19 pandemic. City staff have shown
incredible creativity, adaptability, and flexibility in an ever-shifting and stressful environment. In
response, as the City nears re-opening to the public, staff have worked to update two city policies: City-
Wide Email Policy and Flexible Work Arrangement Policy.
• The City-Wide Email Policy provides consistency and clarity about the City’s use of email to
communicate important messages.
• The Flexible Work Arrangement Policy updates the circumstances and conditions under which
employees may work remotely or work flexible work hours.
City management and employees believe that continuing to offer flexible work arrangements will
amplify the City’s ability to recruit and retain top talent, exemplify its work/life balance value, and
enhance employee engagement, while continuing to provide exceptional customer service to the
community. Additionally, as many organizations adapt their policies and procedures to include flexible
work arrangements, this policy will keep the City competitive with both public and private entities.
Staff proposes adding both of these policies to the Employee Handbook, effective June 16, 2021.
Financial Or Budget Considerations
N/A
Recommended Action
Motion to adopt Resolution 21-xx amending employee handbook
Supporting Documents
• Resolution No. 21-46 Adopting Amendment to Employee Handbook
• Email Policy (1 page)
• Flexible Work Arrangement Policy (4 pages)
RESOLUTION NO. 21-46
RESOLUTION ADOPTING AMENDMENT TO EMPLOYEE HANDBOOK
WHEREAS, a completely revised Employee Handbook was adopted by Resolution 11-81 on
December 20, 2011 and dated January 1, 2012; amended by Resolution 12-24 on March 20, 2012;
amended by Resolution 12-100 on December 18, 2012; amended by Resolution 13-65 on July 16, 2013;
and amended by Resolution 17-19 on April 20, 2017; and amended by Resolution 17-85 on December
17, 2017; and amended by Resolution 18-87 on December 18, 2018; and amended by Resolution 19-75
on December 17, 2019; and amended by Resolution 20-81 on December 15, 2020; and Amended by
Resolution 21-17; and
WHEREAS, the Employee Handbook has been revised to include updated policies and
procedures, including employee benefits, complying with state and federal laws, and updated
language to reflect advice of legal counsel in a manner that involves providing employees with an
updated handbook; and
WHEREAS, the above-referenced amendments will become effective as of June 16, 2021.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Golden Valley that the
amendments to the “City of Golden Valley Employee Handbook” dated January 1, 2021 is hereby
adopted, and the revised policies supersede all previously adopted policies and procedures except
those contained in approved union contracts.
Adopted by the City Council of Golden Valley, Minnesota this 15th day of June, 2021.
_____________________________
Shepard M. Harris, Mayor
ATTEST:
_____________________________
Theresa J. Schyma, City Clerk
City-Wide Email Policy
Mass email is an effective way to deliver appropriate and time-sensitive information that applies to or is
important to the majority of the recipients. The City of Golden Valley uses email groups to deliver
messages that meet one or more of the following criteria:
• Alert city employees to situations about health and safety risks,
• Provide information essential to the operation or execution of business;
• Notify City employees about changes in governance, policy, practice, benefits, wellness, and
employee engagement opportunities; and
• Communicate important information from the City Manager, City Council, or other senior
leadership.
The City prohibits any all-staff emails that are not in line with the City’s mission, vision, and values.
The City Manager, Deputy City Manager, and Department Heads may send city-wide emails that meet
the criteria listed above. All other employees are prohibited from sending citywide email messages to all
employees or to more than one employee group without prior authorization from their department
head. On occasion, a Department Head may delegate authority to send employee emails related to
health and safety risks, or the execution of City business. Employees are prohibited from requesting
replies to citywide emails without prior authorization.
Flexible Work Arrangement Policy
The purpose of the City’s Flexible Work Arrangement Policy (FWA) is to
foster a positive, adaptable work environment that meets unique employee needs while continuing to
provide quality services to customers, residents, and visitors. FWAs encourage strong communication
and working relationships between employees and supervisors and empower employees to manage
their work and personal responsibilities effectively through alternative work arrangements.
A flexible work arrangement is a business strategy and not a benefit or right. Participation in this
program does not change the basic terms and conditions of employment with the City. All flexible work
arrangements are subject to the City’s Employment Rules, the Fair Labor Standards Act, and other
relevant laws. FWAs are not appropriate for every position or employee at the City. Based on position
requirements and employee performance and conduct, some employees may not be eligible for the
flexible work arrangements under this policy.
This policy establishes guidelines for the City’s FWA, including types of FWAs, employee eligibility, policy
conditions, and request process.
Types of Flexible Work Arrangements
Flexible work arrangement requests are not the same as ad hoc arrangements or the occasional need
for flexibility. FWAs generally last longer than two months and are a regular and predictable part of the
employee’s work schedule. The City offers three standard FWAs:
• Telework – Working from a location other than the employee’s designated on-site work location
(i.e. working from home).
• Flexible Work Schedule – Working hours are outside of core business hours of 8 am to 4:30 pm.
Flexible work schedules do not reduce the total number of hours worked in a given workweek.
Schedule options may include fixed starting or ending times that change periodically, starting
and ending times that vary daily, and variations in the length of days. A flexible work schedule
may also include a traditional 40-hour workweek condensed into fewer than five workdays.
• Job sharing – Sharing workload and obligations of a full-time position by two individuals.
All FWAs are made on a case-by-case basis.
Americans with Disability Act and Family Medical Leave Act Arrangements
Employees experiencing a qualified disability under the Americans with Disabilities Act (ADA) may be
eligible for one or more flexible work arrangements. Under this circumstance, the employee should
follow the ADA Request Process and contact Human Resources.
Other informal, short-term arrangements may be made for employees on family or medical leave to the
extent practical for the employee and the organization and with the consent of the employee's health
care provider, if appropriate. Under this process, employees must contact Human Resources.
Flexible Work Arrangement Policy
Ad Hoc Arrangements
Department Heads may approve temporary teleworking or other flexible
work arrangements for circumstances such as inclement weather, special projects, personal needs, or
business travel. The Department Head may approve these arrangements on an as-needed basis, with no
expectation of ongoing continuance. Under these arrangements, the employee must still follow all City
policies.
Employee Eligibility
This policy applies to all non-union employees in the City of Golden Valley.
Policy Conditions
Any flexible work arrangement must meet the following criteria:
• Flexible work arrangements must meet the operational needs of the department, division or
work group.
• Employee performance expectations remain the same regardless of the employee’s work
schedule or location.
• Employees must follow all City policies, including but not limited to, Technology Use Policy, Code
of Conduct, Respectful Workplace, and Drug and Alcohol policies.
• Flexible work arrangements must be in writing and must specify when the employee is expected
to be present on-site.
o On occasion, a supervisor may require an employee who is on an approved FWA to work
onsite to meet the needs of the department or work group.
• Flexible scheduling is limited to a two-week pay period and must follow the City’s Hours of Work
and Time Tracking Policy.
• Flexible work arrangements are not guaranteed or permanent – they may change as the needs
of the department, division, or work group change.
• The supervisor may temporarily adjust work schedule or location as needed to meet the
operational needs of the work group, including meeting customer service needs.
Teleworking Conditions
Employees requesting a telework arrangement must meet the conditions set forth in this policy.
Work Environment
The employee must establish an appropriate work environment within his or her home for work
purposes. The City will not be responsible for costs associated with the setup of the employee's home
office, such as remodeling, furniture, or lighting, nor for repairs or modifications to the home office
space. If an employee is working 100 percent remotely, the City may reimburse the employee for
business-related expenses, such as phone calls and shipping costs, as approved by the City Manager.
Flexible Work Arrangement Policy
Employees are expected to be in a location where they can respond to work on-site within a reasonable
amount of time. If approved by their supervisor to be outside of a reasonable response distance, an
employee working in a location outside of Minnesota is responsible for understanding and adhering to
any tax implications of the state where they work.
Safety
Employees must maintain their home workspace in a safe and ergonomically appropriate manner, free
from safety hazards. The City will provide each employee with a safety checklist that the employee will
complete twice per year. Injuries sustained by the employee in a home office location and in
conjunction with his or her regular work duties are normally covered by the company's workers'
compensation policy. Teleworking employees are responsible for notifying the employer of such injuries
as soon as practicable. The employee is liable for any injuries sustained by visitors to his or her home
worksite.
Teleworking is not designed to be a replacement for appropriate childcare. Although an individual
employee's schedule may be modified to accommodate childcare needs, the focus of the arrangement
must remain on job performance and meeting business demands.
Equipment and Technology
The City will provide standard equipment and technology required for employees to perform their job
responsibilities. The City will not provide employees approved for teleworking arrangements additional
equipment or property unless approved by the Department Head and IT Supervisor. Employees must
sign an inventory of all City property and agree to take appropriate action to protect the items from
damage or theft. Upon termination of employment, all City property must be returned to the City.
Internet Access
Employees that telework must have internet access with enough bandwidth to reliably connect to the
City’s VPN. Employees should contact IT if they need assistance determining the appropriate bandwidth
for their specific needs. The City will not cover expenses for employee internet access.
IT Support
The City will only maintain equipment supplied by the organization and will provide equipment support
only at City facilities. The IT department will not provide on-site support at an employee’s telework
location. Employees may use additional equipment as needed. Equipment supplied by the employee
must be deemed appropriate by the organization and must be maintained by the employee. The City
accepts no responsibility for damage or repairs to employee-owned equipment. The City reserves the
right to make determinations as to appropriate equipment, subject to change at any time.
Security
Consistent with the organization's expectations of information security for employees working at the
office, employees must ensure the protection of private data accessible from their teleworking office.
Steps include the use of locked file cabinets and desks, regular password maintenance, and any other
Flexible Work Arrangement Policy
measures appropriate for the job and the environment. Employees are
required to maintain the security of their City devices under the City’s
current Technology Use Policy.
Time Worked
Non-exempt teleworking employees are required to accurately record all hours worked using the City’s
time-keeping system. Hours worked in excess of those scheduled per day and per workweek require the
advance approval of the telecommuter's supervisor. Failure to comply with this requirement may result
in the immediate termination of the flexible work agreement.
Request Process
To request a FWA, an employee must complete the Flexible Work Arrangement Request Form and the
Information Technology Form. The employee and supervisor should complete the Flexible Work
Arrangement Form together and submit the form to the department head, Human Resources and
Information Technology for approval.
The City will review each request individually and consider all of the conditions and guidelines of this
policy. The Department Head and Human Resources will evaluate each request reviewing the following
areas:
Job Responsibilities. Discuss the specific job responsibilities and determine if the job is
appropriate for a FWA.
Employee Performance. Assess the needs and work habits of the employee. Employees with
unsatisfactory performance evaluations may not be approved for a FWA.
Policy Conditions. The Department Head and Human Resources will ensure all policy conditions
set forth in this policy are met under the flexible work arrangement.
Equipment Needs, Workspace Design Considerations, And Scheduling Issues. Review the
scheduling of other department employees, the needs of the department, physical workspace
needs, and the appropriate location for the telework (as applicable).
Supervisors whose employees are operating under an approved FWA must communicate the
arrangement with other staff in the department and periodically evaluate and update the Department
Head.
Employees denied a flexible work arrangement by the Department Head may appeal to the City
Manager.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. H. Approve Resolution No. 21-47 Adopting Utility Billing Late Payment Policy
Prepared By
Sue Virnig, Finance Director
Summary
The resolution to consider will formalize a policy that has been used for some time. The policy allows
the finance director to remove penalties when so requested. The purpose of a penalty is so that other
users of the system do not have to pay for delinquencies in their rates. Also, the certification process
allows the city to recoup balances that are owing to the city.
Financial Or Budget Considerations
The policy will help manage the delinquencies charged to the user. Because the penalty write-off will
occur in the current year it will only lower the revenues for penalties in that year. The certification
process and penalties applied will allow the city to recoup their revenues so rates will not have to
increase.
Recommended Action
Motion to adopt Resolution No. 21-47 Adopting Utility Billing Late Payment Policy
Supporting Documents
• Resolution No. 21-47 Adopting Utility Billing Late Payment Policy (2 pages)
RESOLUTION NO. 21-47
RESOLUTION ADOPTING UTILITY BILLING LATE PAYMENT POLICY
WHEREAS, the City Council adopted a late payment policy for utility billing during
the COVID-19 pandemic; and
WHEREAS, staff recommends updating the Utility Billing Late Payment Policy to
manage delinquencies charged to the user.
NOW THEREFORE BE IT RESOLVED, that the City Council for the City of Golden
Valley adopts the Utility Billing Late Payment Policy attached hereto as Exhibit A.
Adopted by the City Council of Golden Valley, Minnesota this 15th day of June, 2021.
_____________________________
Shepard M. Harris, Mayor
ATTEST:
_____________________________
Theresa Schyma, City Clerk
Resolution No. 21-47 -2- June 15, 2021
EXHIBIT A
City of Golden Valley Utility Billing Late Payment Policy
Current Policy
The City currently applies a 10% penalty to past-due quarterly residential utility bills and a 5% penalty to
past-due monthly commercial and multi-family apartment utility bills. The City charges late penalties to
incentivize prompt payment to ensure sufficient cash flow to cover the City’s costs to provide water,
including: timely payment to the City’s water supplier, the City of Minneapolis; sewage and wastewater
treatment charges to the Metropolitan Council Environmental Services (MCES); recycling fees; and other
regular and emergency system maintenance costs.
The Finance Director considers a number of factors when evaluating requests to waive penalties and late
fees, including payment history, past penalties, and whether a past-due balance has been certified to the
county in prior years. The City does not shut-off any utilities due to non-payment. The City uses a
mechanism called certification once a year to recoup the outstanding balances through the property tax
system.
The City will consider write offs of penalties and fees (collectively, “Late Fees”) according to the following
framework:
• Customers may submit requests to waive Late Fees by calling 763-593-8010 or emailing
finance@goldenvalleymn.gov.
• Penalty and late fee waivers will be granted under this policy if all of the following are true:
1. The customer that has received a late penalty due to non-payment by due date.
2. The customer has not received a write-off in the last three years.
Payment Options
The City offers a no-cost online payment option for customers preferring to pay by credit or debit card
(VISA, MasterCard, American Express, Discover), or by automatic withdrawal (ACH) from a checking or
savings account. Customers may make payments by mail or by leaving payments in the drop box next to the
front door of City Hall. The system allows the customer to set up automatic monthly payment to help with
their budget. Email finance@goldenvalleymn.gov or call 763-593-8013 for additional information about
payment options.
The City will not consider requests for discounts or reductions in usage fees unless the reading was proven
to be incorrect. This policy shall remain in effect indefinitely until modified or terminated by City Manager
or City Council action.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. I. Approve Resolution No. 21-48 Adopting Rules Of Order And Etiquette For Hybrid Public Meetings
Prepared By
Cheryl Weiler, Communications Director
Summary
City staff seeks approval of the Rules Of Order And Etiquette For Hybrid Public Meetings, which will
govern City meetings where members of the elected body, or City staff or other presenters, may be
attending either in person or remotely. These rules were adapted from the Rules Of Order And
Etiquette For Remote Public Meetings, which were enacted by Emergency Administrative Action April
2, 2020.
Recommended Action
Motion to approve Resolution No. 21-48 Adopting Rules Of Order And Etiquette For Hybrid Public
Meetings.
Supporting Documents
• Resolution No. 21-48 (1 page)
• Exhibit A - Rules Of Order And Etiquette For Hybrid Public Meetings (3 pages)
RESOLUTION NO. 21-48
RESOLUTION ADOPTING HYBRID PUBLIC MEETING POLICY
WHEREAS, the City Council adopted a Remote Public Meeting policy during the
COVID-19 pandemic; and
WHEREAS, staff recommends updating the policy to govern City meetings where
members of the elected body, or City staff or other presenters, may be attending either in
person or remotely.
NOW THEREFORE BE IT RESOLVED, that the City Council for the City of Golden
Valley adopts the Hybrid Public Meeting Policy attached hereto as Exhibit A.
Adopted by the City Council of Golden Valley, Minnesota this 15th day of June, 2021.
_____________________________
Shepard M. Harris, Mayor
ATTEST:
_____________________________
Theresa Schyma, City Clerk
RULES OF ORDER & ETIQUETTE FOR HYBRID PUBLIC MEETINGS
These rules shall apply to all hybrid public meetings of the City Council and the Housing and
Redevelopment Authority (HRA).
The Planning Commission, Board of Zoning Appeals, Civil Service Commission, Human Rights
Commission, Human Services Commission, Open Space and Recreation Commission,
Environmental Commission, and appointed City task force groups will all hold in-person public
meetings.
Rules for Public Comment regarding the public meeting call-in process will also apply to the
Planning Commission meetings.
Before the Meeting
Before the meeting, Members and Presenters attending remotely must:
• call in 15 minutes before the meeting begins to ensure a functional and reliable
connection to the meeting platform
• ensure their camera and microphone is working, their complete name is displayed on the
screen, and if participating via video call, they are centered in the screen
• sit in a quiet place, free from interruptions
• sit in front of a suitable background, preferably blank, and not in front of a bright light or
window
Members and Presenters attending in person must:
• be seated 15 minutes before the meeting begins
• ensure their camera is working and their complete name is displayed on the screen
• ensure both their laptop/tablet microphone and Webex volume are turned off to
prevent feedback with the microphones in the Council Chambers
Rules of Etiquette
All Members shall observe the following rules of etiquette during hybrid meetings:
• Do not work on other tasks during the meeting. For hybrid meetings to run smoothly, all
participants must be fully engaged.
• Mute yourself when you are not speaking to minimize interruptions and background noise.
• Turn off all notifications on your computer, cell phone, etc. Remember that keyboards and
other sounds will be audible.
• If video stream is available, Members wishing to speak should raise their hands as usual.
The Mayor/Chair will monitor the video screens and call on Members. If video stream is not
available or if the Mayor/Chair cannot see Members raising their hands, Members should
indicate their desire to speak by asking the Mayor/Chair for permission to speak during a
break in the discussion.
• Keep side comments and unnecessary discussion to a minimum. Do not interrupt other
Members, staff, presenters, or the public. The audio will not function well if multiple
participants speak at the same time.
• Speak directly into or facing your microphone. If you cannot hear another participant or are
having connection problems, tell the Mayor/Chair at the first opportunity, without
interrupting the speaker.
Procedure & Rules of Order
• The Mayor/Chair will call the meeting to order.
• The City Clerk/Staff Liaison will call the roll at the beginning of the meeting.
• After the roll, the City Clerk/Staff Liaison will announce staff attendees.
• The Mayor/Chair will run the meeting as usual, except that every vote will be made by roll
call. The City Clerk/Staff Liaison will call the roll each time.
Rules for Public Comment
The following rules apply to agenda items eligible for public comment:
• The Mayor/Chair shall state the matter to be heard.
• The Mayor/Chair shall call on staff to present the staff report. At the conclusion, the
Members may ask questions of the staff.
• The Mayor/Chair shall call on the applicant (if applicable) to present. At the conclusion, the
Members may ask questions of the applicant.
• Thereafter, the Mayor/Chair shall open the item for public comment and staff shall
moderate the public comment period.
• Everyone who wishes will have a chance to address the body. Only one person may speak at
a time. Each speaker will be allowed up to 3 minutes to address the body. The Chair shall
keep the time and may allow a speaker a limited amount of time to finish if the time expires
before a speaker finishes their comments. The City Clerk/Staff Liaison shall keep a record of
all comments.
• All questions shall be addressed to the Mayor/Chair, not other Members, staff, or the
public. Questions will be answered after all persons have had a chance to speak.
• There shall be no dialogue among the Members, staff or the public during the hearing or
public comment. Members may ask questions of persons addressing the body in order to
clarify a fact.
• No one will be given an opportunity to speak a second time until everyone has had an
opportunity to speak initially. Any second presentations shall be limited to new information
and not rebuttals.
• There will be no straw votes of people present.
• When the public comments are done, the Mayor/Chair will close the public comment
section and all public call in lines will be muted. Members of the public may remain on the
line to continue monitoring the meeting. Thereafter, the Mayor/Chair shall open the item
for discussion of the body.
The following rules apply to public comment via the City’s Call-In Center:
• For those who are watching the meeting on Cable Channel 16 or livestreaming the meeting
online, public comment may be delivered by phone. All Rules for Public Comment also apply
to call-in public comment.
• During the public comment period, the Mayor/Chair will occasionally ask if there are any
callers waiting.
• Call-In Center operators will follow established City procedures for taking and connecting
calls during public meetings.
Definitions
• Council means the Golden Valley City Council.
• Members means all elected and appointed members of the Council, HRA, or Planning
Commission.
• Presenters mean potential presenters at Council or HRA meetings (eg, staff, consultants,
etc).
• Hybrid Meeting means a public meeting held by the Council or HRA by telephone or
other electronic means in accordance with Minn. Stat. § § 13D.02, 13D.021.
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
3. J. Approval of Plat – Harold Avenue Addition, Resolution No. 21-49
Prepared By
Myles Campbell, Planner
Summary
At the January 5, 2021 City Council meeting, the Council held a public hearing on the Preliminary Plat
for the minor subdivision of the Harold Avenue Addition (7324 Harold Avenue). After the hearing, the
Council approved the Preliminary Plat which will allow two lots. The Final Plat has now been presented
to the City. Staff has reviewed the Final Plat and finds it consistent with the approved Preliminary Plat
and the requirements of City Code.
Financial Or Budget Considerations
None
Recommended Action
Motion to adopt Resolution No. 21-49 for Approval of Plat – Harold Avenue Addition
Supporting Documents
• Resolution No. 21-49 for Approval of Plat – Harold Avenue Addition (1 page)
• Final Plat of Harold Avenue Addition (1 page)
RESOLUTION NO. 21-49
RESOLUTION FOR APPROVAL OF PLAT – HAROLD AVENUE ADDITION
WHEREAS, the City Council for the City of Golden Valley, pursuant to due notice,
has heretofore conducted a public hearing on the proposed plat to be known as Harold
Avenue Addition covering the following described tracts of land:
That part of Tract D, lying East of a line drawn parallel with the West line of said tract
and through a point on the South line thereof distant 88 feet Easterly along said
South line from the Southwest corner of Tract D. Registered Land Survey No. 312,
Hennepin County, Minnesota.
WHEREAS, all persons present were given the opportunity to be heard.
NOW, THEREFORE, BE IT RESOLVED, by the City Council for the City of Golden
Valley, that said proposed plat be, and the same hereby is, accepted and approved, and
the proper officers of the City are hereby authorized and instructed to sign the original of
said plat and to do all other things necessary and proper in the premises.
Adopted by the City Council this 15th day of June, 2021.
_____________________________
Shepard M. Harris, Mayor
ATTEST:
_____________________________
Theresa Schyma, City Clerk
Golden Valley City Council Meeting
June 15, 2021
Agenda Item
6. A. Resolution No. 21-50 Ending Local Emergency
Prepared By
Tim Cruikshank, City Manager
Maria Cisneros, City Attorney
Summary
On March 16, 2020, the Mayor declared a local emergency related to the COVID-19 pandemic. The City
Council, by resolution, extended that local emergency on March 17, 2020 and the City has been
operating under a local emergency since that date. In light of recent guidance from the Centers for
Disease Control and the state of Minnesota, as well as the state’s progress on vaccine administration,
there is no longer a need for a local emergency declaration. Under the terms of the emergency
declaration and resolution, the City may terminate the local emergency by resolution of the Council.
Financial or Budget Considerations
Not Applicable
Recommended Action
Motion to adopt Resolution No. 21-50 terminating the local emergency and adopting certain actions
related to the COVID-19 pandemic.
Supporting Documents
• Resolution No. 21-50 - Termination of Local Emergency and Adopting Certain Actions
Related to the COVID-19 Pandemic (2 pages)
RESOLUTION NO. 21-50
CITY OF GOLDEN VALLEY
TERMINATION OF LOCAL EMERGENCY & ADOPTING
CERTAIN ACTIONS RELATED TO THE COVID-19 PANDEMIC
WHEREAS, on March 16, 2020, the Mayor of the City of Golden Valley found that
the world health pandemic caused by the novel coronavirus and resulting COVID-19
disease threatened the health, safety, and welfare of the members of the Golden Valley
community, would impact City operations, and would cause a significant impact on the
ability of public safety personnel to address any immediate dangers to the public; and
WHEREAS, on March 16, 2020 the Mayor declared that the situation was a local
emergency; and
WHEREAS, on March 17, 2020 the City Council recognized and extended the local
emergency; and
WHEREAS, the City Council finds that, while the Centers for Disease Control still
classify the outbreak as a pandemic, significant progress has been made toward the
containment of the COVID-19 pandemic, including widespread access to vaccination for
adults and children 12 years and older, and there is no longer a need for a local
emergency.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF GOLDEN VALLEY, MINNESOTA:
1. Effective July 1, 2021, the City Council of the City of Golden Valley ends the local
emergency declared on March 16, 2020.
2. Effective July 1, 2021, the City Council terminates all outstanding Emergency
Administrative Actions promulgated under the Covid-19 local emergency.
3. The following actions related to the COVID-19 pandemic are hereby adopted by the
Council:
o The Council hereby adopts the 2021 COVID-19 Leave Pay Policy dated April 1,
2021 and on file with the City Clerk. This policy shall terminate on September 30,
2021.
o The Council hereby extends the validity of certain Inflow and Infiltration Inspections
performed by the City pursuant to City Code 28-50. All such inspections performed
between January 23, 2020 and January 1, 2021 shall be valid until January 1,
2022.
Passed by the City Council of the City of Golden Valley, Minnesota this 15th day of June,
2021.
____________________________
Shepard M. Harris, Mayor
ATTEST:
____________________
Theresa Schyma, City Clerk
20 Opening Day - Market in the Valley 9:00 AM - 1:00 PM City Hall
22-25 League of Minnesota Cities 2021 Annual Conference Varies Held Virtually
24 Golden Valley Business Council Meeting 8:30 AM to 9:30 AM Held Virtually
5 City Offices Closed for Observance of Independence Day
6 City Council Meeting 6:30 PM Hybrid
13 Council Manager Meeting 6:30 PM Hybrid
20 City Council Meeting 6:30 PM Hybrid
22 Golden Valley Business Council Meeting 8:30 AM to 9:30 AM Held Virtually/TBD
3 Minnesota Night to Unite
4 City Council Meeting (Wednesday) 6:30 PM Hybrid
10 Special City Council Meeting (Interviews) (Tentative) 5:00 PM Hybrid
10 HRA Work Session 6:30 PM Hybrid
10 Council Manager Meeting 6:30 PM Hybrid
17 Special City Council Meeting (Interviews) (Tentative) 5:00 PM Hybrid
17 City Council Meeting 6:30 PM Hybrid
26 Golden Valley Business Council Meeting 8:30 AM to 9:30 AM Held Virtually/TBD
ANNOUNCEMENT OF MEETINGS AND EVENTS
Three or more Council Members may attend the following
JUNE
JULY
AUGUST