04-09-19 Council/Manager Agenda Packet
REGULAR MEETING AGENDA
Pages
1. Commission 2018 Annual Report and 2019 Work Plan:
a. Planning Commission 2‐13
b. Board of Zoning Appeals 14‐25
2. Downtown Study Scope/Update 26‐34
3. Residential Waste Collection Options and Decision 35‐43
4. 2018 Positive Performance‐General Fund Transfer and Assignment of Fund Balance 44‐47
5. Council Review of Future Draft Agendas: Housing and Redevelopment Authority April
16, City Council April 16, City Council May 7 and Council/Manager May 14, 2019
48‐51
Council/Manager meetings have an informal, discussion‐style format and are designed for the
Council to obtain background information, consider policy alternatives, and provide general
directions to staff. No formal actions are taken at these meetings. The public is invited to attend
Council/Manager meetings and listen to the discussion; public participation is allowed by
invitation of the City Council.
Apr 9, 2019 – 6:30 pm
Council Conference Room
Golden Valley City Hall
7800 Golden Valley Road
Executive Summary
Golden Valley Council/Manager Meeting
April 9, 2018
Agenda Item
1. a. Planning Commission – 2018 Annual Report
Prepared By
Jason Zimmerman, Planning Manager
Summary
The Planning Commission Chair, Rich Baker, will be in attendance to provide a review of the work
completed by the Commission in 2018 and to discuss issues related to planning for 2019 and
beyond.
Attachment
Planning Commission – 2018 Annual Report (11 pages)
p,
9280
Cornerstone '
Creek
i a
a
PLANNING COMMISSION
2018 ANNUAL REPORT AND
2019 PROPOSED WORK PLANw' n
Golden Valley Planning Commission
2018 Annual Report 2
2018 Planning Commission
Commissioners
Rich Baker, Chair (2019)
Andy Johnson, Vice Chair (2021)
Ronald Blum, Secretary (2021)
Brett Angell (2020)
Adam Brookins (2019)
Lauren Pockl (2021)
Chuck Segelbaum (2020)
Ian Black, Student (2018)
Council Liaison
Steve Schmidgall
City Staff
Marc Nevinski, Physical Development Director
Jason Zimmerman, Planning Manager
Emily Goellner, Senior Planner/Grant Writer
Amy Morgan, Planning Intern
Lisa Wittman, Administrative Assistant
Purpose, Mission, and Prescribed Duties
The Planning Commission shall:
review and make recommendations on specific development proposals made by private
developers and public agencies
review and make recommendations on proposed rezonings, subdivision plans, amendments to
the zoning text, platting regulations and variances, and similar items having to do with
administration and regulatory measures
conduct special studies dealing with items such as renewal, civic design, maintenance of a
suitable living and working environment, economic conditions, etc (these studies may be
conducted at the initiative of the Planning Commission and/or specific direction from the City
Council)
review major public capital improvement plans against the policy and goals stated in the
Comprehensive Plan for the area
advise and make recommendations relative to housing, new development, and redevelopment
projects proposed by the HRA prior to the final commitment of such projects by the HRA
advise and make recommendations in matters relating to and affecting the environment
Golden Valley Planning Commission
2018 Annual Report 3
Table Of Contents
2018 Overview page 4
2019 Proposed Work Plan page 11
Golden Valley Planning Commission
2018 Annual Report 4
2018 Overview
The Golden Valley Planning Commission saw an uptick in the number of applications it reviewed in
2018, which was more in line with historic trends compared to a relatively slow 2017. Two large
project proposals drew a significant number of residents to meetings in April to discuss an expansion
to Meadowbrook Elementary School and to meetings in May and November to protest a new senior
building at the corner of Golden Valley Rd and Lilac Rd. The Meadowbrook expansion was approved,
but the senior project (Watermark) was eventually denied.
The Commission also processed a fair number of Conditional Use Permits, prompting a presentation
by staff and the City Attorney on how best to evaluate and draft conditions for those types of
proposals. There were a handful of lot subdivisions and three lot consolidations associated with
redevelopment or the cleaning up of unutilized right-of-way.
In addition to its regular work, the Commission completed its review of the 2040 Comprehensive Plan
and in November recommended that the City Council deliver the draft plan to the Metropolitan
Council for consideration. A recodification of the City Code in September allowed staff to bring
forward a reorganization of the Zoning Chapter and a handful of adjustments to the Code.
2018 Activity
The information below attempts to capture in figures and graphs the activities of the Planning
Commission over the past year.
Planning Commission Meetings
Held: 20
Cancelled: 5
Joint: 1
April 26: TOD Zoning Workshop
with City Council)
Zoning Text Amendments Considered
3
Staff-Led Discussions/Presentations
21
Golden Valley Planning Commission
2018 Annual Report 5
20
4
Planning Applications Considered
Recommended Approval Recommended Denial
0 5 10 15 20 25 30 35
2014
2015
2016
2017
2018
Total Planning Applications By Year
Golden Valley Planning Commission
2018 Annual Report 6
0 2 4 6 8 10 12
Site Plan Review
Land Use Change
Rezoning
Platting
Subdivision/Lot Consolidation)
Variance (Subdivision)
CUP
PUD/Major Amend
Planning Applications By Type (Five Years)
2018 2017 2016 2015 2014
0 1 2 3 4 5 6 7 8
Site Plan Review
Land Use Change
Rezoning
Platting…
Variance (Subdivision)
CUP
PUD/Major Amend
Planning Applications By Type (2018)
Golden Valley Planning Commission
2018 Annual Report 9
Zoning Text Amendments Considered
Item Description
Mixed Income Housing Addition of language requiring compliance with the
City’s housing policy when certain planning approvals
are requested
Recodification of Zoning Chapter Reorganization and simplification of chapter text;
revisions to provisions regarding Tax Parcel Divisions,
Conditional Use Permits, and outdoor storage, among
others
Business and Professional Offices
Zoning District
Modernization of the district to address permitted
and conditional uses as well as the district purpose
Staff Led Discussions/Presentations
2040 Comprehensive Plan: 9
o 8 Planning Commission Work Sessions
o 1 Public Hearing for Approval
Annual Commissioner Orientation
Commissioner Annual Training (Conditional Use Permits)
Zoning Code: 4
Arch. and Material Standards, Overlay Districts, BPO District, Firearm Sales)
TOD Zoning Study
Douglas Drive Redevelopment Area Plan Expansion
Zoning Code Recodification: 2
o 1 Discussion
o 1 Review of Code
Revocation of Conditional Use Permit
2019-2023 Capital Improvement Program
Other PUD Amendments Considered (not reviewed by Planning Commission)
Administrative Amendments: 3
Midtown Development PUD 24 – allows for the construction of a deck at 1120 Boone Ave
North
Golden Valley Commons PUD 70 – installation of a bulk nitrogen tank for Halo Cyrotherapy
Liberty Crossing PUD 123 – installation of a decorative fence along Winnetka Ave
Minor Amendments: 3
North Wirth Parkway PUD 33 – allows for the construction of a link between two buildings
by consolidating two parcels
The Xenia PUD 113 – revision to the number of units allowed, the number of parking spaces
required, and other site amenities
The Three.Nine.Four Apartments PUD 112 – increase in the number of units in the Global
Point Senior Living building
Golden Valley Planning Commission
2018 Annual Report 10
Major Projects Reviewed
Item/Location Type Description
Latitude 14
8806 Olson Memorial Hwy
CUP Renovation of a Class III Restaurant in the
Commercial Zoning District
Import Auto Sales
730 Florida Ave S
CUP Amendment Repurposing of a vacant building for auto
sales and repair
Meadowbrook School
5430 Glenwood Ave
Major PUD
Amendment
Expand school with new classrooms, loading
dock, and cafeteria space; add queuing lanes
and other traffic-related improvements
Watermark Senior Living
5530 & 5540 Golden
Valley Rd and 1530
Welcome Ave N
Comprehensive
Plan Amendment,
Rezoning
Reguide to Medium Density Residential and
rezone to R-3 to accommodate a new
Residential Facility
Watermark Senior Living
5530 & 5540 Golden
Valley Rd and 1530
Welcome Ave N
Rezoning, CUP Rezone to R-1 to accommodate a new
Residential Facility serving 25 seniors
Jaguar/Land Rover
8905 Wayzata Blvd
Major PUD
Amendment
Expand building, reconfigure the display and
parking areas at the front entrance
Retro Companies
2429 Douglas Drive
Comprehensive
Plan amendment,
Rezoning
Reguide to Moderate Density Residential
and rezone to R-2 to accommodate a new
Residential Facility
Home Health Care
800 Boone Ave S
CUP Amendment Revision of existing Conditional Use Permit
to address ongoing issues related to after-
hours events, noise, and parking
Previously Approved Projects with Construction Pending
2015 Central Park West – Phase 2 Apartments (Utica Ave S)
2016 Central Park West – Phase 1 Office (10 West End)
Golden Valley Planning Commission
2018 Annual Report 11
2019 Proposed Work Plan
Implementation of 2040 Comprehensive Plan
Carry out Phase II of the
Downtown Study, including
conceptualizing the completion
of the City’s Bicycle and
Pedestrian Network and a
drafting framework to guide
future redevelopment of key
properties.
Rezone properties to create
consistency with the Future
Land Use Map.
Update the Medium Density
Residential (R-3) zoning district
to achieve target densities.
Investigate Pedestrian/Corridor
Overlay Districts as a tool for
promoting quality design.
Zoning Code Amendments/Updates
Adopt new Architectural and Material Standards.
Create a simplified and generalized Mixed Use Zoning District.
Reformat and modernize the tables of Principal, Conditional, Restricted, and Prohibited Uses
for each of the City’s zoning districts.
Revisit the zoning districts in which Places of Worship are allowed in order to be consistent
with the Religious Land Use and Institutionalized Persons Act (RLUIPA).
Planning Application Review and Evaluation
Continue to review and make recommendations on land use applications as they are submitted
to the City, including subdivision requests, Conditional Use Permits, and Planned Unit
Developments.
Other Planning/Zoning Items of Relevance
Respond to the direction of the City Council to investigate pressing issues such as zoning
requirements for narrow lots or tree preservation.
Commissioner Training and Education
Work with staff to explore new and innovative planning concepts and to respond to the
interests of individual Commissioners (gateway areas, small scale retail nodes, public art, etc.).
Hello Apartments on Golden Valley Rd
Staff photo)
Executive Summary
Golden Valley Council/Manager Meeting
April 9, 2019
Agenda Item
1. b. Board of Zoning Appeals – 2018 Annual Report
Prepared By
Emily Goellner, Senior Planning/Grant Writer
Summary
Staff will provide a review of the work completed by the Board in 2018.
Attachment
Board of Zoning Appeals – 2018 Annual Report (11 pages)
BOARD OF ZONING APPEALS
2018 ANNUAL REPORT
Golden Valley Board of Zoning Appeals
2018 Annual Report 2
2018 Board of Zoning Appeals
Commissioners
Nancy Nelson, Chair (2019)
Richard Orenstein, Vice Chair (2019)
David Perich (2019)
Andy Snope (2019)
Rotating Planning Commission Representative
Vacancy-Youth
City Staff
Marc Nevinski, Physical Development Director
Jason Zimmerman, Planning Manager
Emily Goellner, Senior Planner/Grant Writer
Lisa Wittman, Administrative Assistant
Purpose, Mission, And Prescribed Duties
The Board of Zoning Appeals (BZA) hears requests for variances from the requirements of the Zoning
Code, which is Chapter 113 of the Golden Valley City Code. The BZA consists of five members that
meet once a month if there are any petitions pending for action. A Planning Commissioner serves as
the fifth member of the BZA.
Criteria For Analysis
A variance may be granted when the petitioner for the variance establishes that there are practical
difficulties in complying with this Chapter. “Practical difficulties,” as used in connection with the
granting of a variance, means:
the property owner proposes to use the property in a reasonable manner not permitted by
this Chapter
the plight of the property owner is due to circumstances unique to the property not created
by the property owner
the variance, if granted, will not alter the essential character of the locality
Economic considerations alone do not constitute practical difficulties. Practical difficulties include,
but are not limited to, inadequate access to direct sunlight for solar energy systems.
Golden Valley Board of Zoning Appeals
2018 Annual Report 3
Table Of Contents
2018 Overview page 4
Five-Year Summary: 2014-2018 page 6
Golden Valley Board of Zoning Appeals
2018 Annual Report 4
2018 Overview
Variances Considered
11
In R-1 Residential Zoning District
9
0
1
2
3
4
Front Setback Side Setback Rear Setback Height Parking Fence Height
2018 BZA Requests By Type
Number Of Requests
Golden Valley Board of Zoning Appeals
2018 Annual Report 5
8
1
1
2018 BZA Decisions
Approved Approved - Modified Denied
Garage
Addition, 1
New Home, 2
Home Addition,
1
Fence, 3
Parking Lot, 2
2018 Proposed Projects Requesting Variances
By Type Of Project)
Golden Valley Board of Zoning Appeals
2018 Annual Report 6
Five-Year Summary: 2014-2018
Variances Considered
119
In R-1 Residential Zoning District
107
In R-2 Residential Zoning District
2
In Commercial Zoning District
1
In Institutional Zoning District
6
In Industrial Zoning District
1
In Light Industrial Zoning District
2
0 5 10 15 20 25 30 35 40 45 50
Front Setback
Side Setback
Rear Setback
Height
Building Envelope
Articulation
Shoreland Setback
Average Grade
Accessory Structure Location
Accessory Structure Size
Paved Area
Accessory Structure Height
Fence Height
2014-2018 BZA Requests By Type
Number Of Requests
Golden Valley Board of Zoning Appeals
2018 Annual Report 7
Types Of Variances Considered
Variance Type Description
Front Yard Setback Requests to build structures within 35 feet of the front yard property line in R-
1, R-2, and Institutional Districts. Institutional Districts also require that at least
25 feet be landscaped and maintained as a buffer zone .
Side Yard Setback Requests to build structures within the side yard setback area, which rang es
from 5 feet to 50 feet depending on the type of structure and the Zoning
District.
Rear Yard Setback Requests to build structures within the rear yard setback area, which ranges
from 5 feet to 50 feet depending on the type of structure and the Zoning
District.
Articulation Requests to waive articulation requirement, which requires inward or outward
articulation of 2 feet in depth and 8 feet in length for every 32 feet of side wall
on homes in the R-1 and R-2 Zoning Districts.
Height Requests to build principal structures over the maximum height requirement,
which ranges from 25 to 28 feet depending on the type of roof and the Zoning
District.
Fence Height Requests to build fences over the maximum height requirements, which ranges
from 4 to 12 feet depending on the location on the property (front yard or
side/rear yard) and the Zoning District.
Building Envelope Requests to build a structure beyond the maximum building envelope, which is
defined for properties within the R-1 and R-2 Zoning Districts. This includes the
2:1 or 4:1 slope requirement when the structure is taller than 15 feet at the
side yard setback line.
Accessory Structure
Location
Requests to build a garage, shed, or other accessory structure in a location that
is not completely to the rear of the principal structure or in a location that is
not at least 10 feet from the principal structure.
Accessory Structure
Size
Requests to build a garage, shed, or other accessory structures above the
allowable limit of 1,000 square feet in R-1, R-2, and Institutional Zoning
Districts.
Accessory Structure
Height
Requests to build a garage, shed, or other accessory structures above the
maximum height requirements, which is 10 feet in the R-1, R-2, and
Institutional Zoning Districts.
Garage Width Request to build a garage in the R-2 District that is wider than 65 percent of the
width of the front façade.
Average Grade Requests to change the average grade of a property by more than 1 foot.
Shoreland Setback Requests to build a structure within the minimum shoreland setbacks, which
are larger than standard front, side, and rear setbacks.
Impervious Surface Requests to construct additional impervious surface beyond the maximum
allowable, which is 50 percent of the lot in R-1 and R-2 and 60 percent in R-3
and R-4 Zoning Districts.
Minimum Parking Request to build or use an existing parking lot or garage with a number of
parking spaces that is less than the minimum required based on the use of the
property.
CI T Y O F N E W H O P E C I T Y O F C R Y S T A L
C I T Y O F R O B B I N S D A L E
CITY OF MINNEAPOLISC I T Y O F S T . L O U I S P A
R K CITY
OF MINNEAPOLISCITY OFST. LOUIS PARKCITY
OFROBBINSDALECITY OF CRYSTAL CITY OF ST. LOUIS PARK C I T Y
OF N E W H O P E CITY OF PLYMOUTHCITY OF MINNEAPOLISC I TY
O F S
T . LOUISPA
R KCITY OFPLYMOUTHWinnetka
Ave SWinnetka Ave NWinnetka
Ave NDouglas Dr NDouglas Dr NMedicine
Lake Rd
Glenwood AveMendelssohn Ave NPly
m out
h Ave
N 10th Ave
N GoldenValley
Rd 7thAve
Boone AveNWisconsinAve
NNevadaAveNGeneralMillsBlvdGolde
n V alleyRdRhodeIslandSandburg
Rd Countr y Club Dr Olympia StHarold
Ave Laur el
Ave
Louisiana Ave SJersey AveFloridaAve SGolden
Hills
DrZane Ave NLindsay St
Olson
Mem HwyFrontage
Rd
TurnersCrossroad NMeadow Ln NNobleAve
NHampshireAveSXeniaAveSWayzataBlvdW
ayz a ta Blvd Zenith
Ave NDecatur Ave
NDuluth S t G o l d e
n
Val leyRd Be
tty
CrockerDr Pennsylvania
Ave SWayzataBlvd
TheodoreW i
r
t
h Pkw
yN Frontage
CI T Y O F N E W H O P E C I T Y O F C R Y S T A L
C I T Y O F R O B B I N S D A L E
CITY OF MINNEAPOLISC I T Y O F S T . L O U I S P A
R K CITY
OF MINNEAPOLISCITY OFST. LOUIS PARKCITY
OFROBBINSDALECITY OF CRYSTAL CITY OF ST. LOUIS PARK C I T Y
OF N E W H O P E CITY OF PLYMOUTHCITY OF MINNEAPOLISC I TY
O F S
T . LOUISPA
R KCITY OFPLYMOUTHWinnetka
Ave SWinnetka Ave NWinnetka
Ave NDouglas Dr NDouglas Dr NMedicine
Lake Rd
Glenwood AveMendelssohn Ave NPly
m out
h Ave
N 10th Ave
N GoldenValley
Rd 7thAve
Boone AveNWisconsinAve
NNevadaAveNGeneralMillsBlvdGolde
n V alleyRdRhodeIslandSandburg
Rd Countr y Club Dr Olympia StHarold
Ave Laur el
Ave
Louisiana Ave SJersey AveFloridaAve SGolden
Hills
DrZane Ave NLindsay St
Olson
Mem HwyFrontage
Rd
TurnersCrossroad NMeadow Ln
NNobleAveNHampshireAve
SXenia
Ave
SWayzataBlvd W ayz ata
BlvdZenithAveNDecaturAve
NDuluth S t G o
l d e
n Val leyRd Be tty CrockerDr Pennsylvania Ave
SWayzataBlvd
TheodoreW i r
t h
PkwyN
FrontageR
dLilacDrNAveN!(
AcousticsAssociates
Lat14 Asian
Eatery Christian
Life Center
Former OptumOffice
Site BellboyCorporation
NobleElementarySchool
0 1,
800
3,600900Feet
IPrint Date:
3/21/
2019Sources:-Hennepin
CI T Y O F N E W H O P E C I T Y O F C R Y S T A L
C I T Y O F R O B B I N S D A L E
CITY OF MINNEAPOLISC I T Y O F S T . L O U I S P A
R K CITY
OF MINNEAPOLISCITY OFST. LOUIS PARKCITY
OFROBBINSDALECITY OF CRYSTAL CITY OF ST. LOUIS PARK C I T Y
OF N E W H O P E CITY OF PLYMOUTHCITY OF MINNEAPOLISC I TY
O F S
T . LOUISPA
R KCITY OFPLYMOUTHWinnetka
Ave SWinnetka Ave NWinnetka
Ave NDouglas Dr NDouglas Dr NMedicine
Lake Rd
Glenwood AveMendelssohn Ave NPly
m out
h Ave
N 10th Ave
N GoldenValley
Rd 7thAve
Boone AveNWisconsinAve
NNevadaAveNGeneralMillsBlvdGolde
n V alleyRdRhodeIslandSandburg
Rd Countr y Club Dr Olympia StHarold
Ave Laur el
Ave
Louisiana Ave SJersey AveFloridaAve SGolden
Hills
DrZane Ave NLindsay St
Olson
Mem HwyFrontage
Rd
TurnersCrossroad NMeadow Ln NNobleAve
NHampshireAveSXeniaAveSWayzataBlvdW
ayz a ta Blvd Zenith
Ave NDecatur Ave
NDuluth S t G o l d e
n
ValleyRdBe
tty
CrockerDr
Pennsylvania
Ave
SWayzataBlvd TheodoreW
i
r
CI T Y O F N E W H O P E C I T Y O F C R Y S T A L
C I T Y O F R O B B I N S D A L E
CITY OF MINNEAPOLISC I T Y O F S T . L O U I S P A
R K CITY
OF MINNEAPOLISCITY OFST. LOUIS PARKCITY
OFROBBINSDALECITY OF CRYSTAL CITY OF ST. LOUIS PARK C I T Y
OF N E W H O P E CITY OF PLYMOUTHCITY OF MINNEAPOLISC I TY
O F S
T . LOUISPA
R KCITY OFPLYMOUTHWinnetka
Ave SWinnetka Ave NWinnetka
Ave NDouglas Dr NDouglas Dr NMedicine
Lake Rd
Glenwood AveMendelssohn Ave NPly
m out
h Ave
N 10th Ave
N GoldenValley
Rd 7thAve
Boone AveNWisconsinAve
NNevadaAveNGeneralMillsBlvdGolde
n V alleyRdRhodeIslandSandburg
Rd Countr y Club Dr Olympia StHarold
Ave Laur el
Ave
Louisiana Ave SJersey AveFloridaAve SGolden
Hills
DrZane Ave NLindsay St
Olson
Mem HwyFrontage
Rd
TurnersCrossroad NMeadow Ln
NNobleAveNHampshireAve
SXenia
Ave
SWayzataBlvd W ayz ata
BlvdZenithAveNDecaturAve
NDuluth S t G o
l d e
n Val leyRd Be tty CrockerDr Pennsylvania Ave
SWayzataBlvd
TheodoreWir t
h
Pkw
yN
Frontage R
d
LilacDrNAveN!(
AcousticsAssociates Lat14
Asian
Eatery
Christian
Executive Summary
Golden Valley Council/Manager Meeting
April 9, 2019
Agenda Item
2. Downtown Study Scope/Update
Prepared By
Jason Zimmerman, Planning Manager
Summary
The City Council has directed staff to develop a small area plan for the downtown area in order to
help guide redevelopment, to complete the new bicycle and pedestrian network by making new
connections, and to begin to imagine the future of the City Hall Campus as buildings age and
facility needs change over time.
$45,000 was set aside in the 2017 budget to begin to address these issues. $10,000 was spent as
part of Phase I work with the Urban Land Institute and $35,000 remains to hire a consultant to
work with staff to conduct Phase II. Staff has used feedback from Phase I, as well as information
from past studies and planning efforts, to develop a scope of work that advances the goals of the
City Council.
Pending feedback from the Council, staff will finalize the scope of work and prepare a contract for
consideration at an upcoming City Council meeting.
Background
The area being referred to as the Golden Valley “Downtown” has been the subject of many
conversations and actions over the past decades.
Valley Square Redevelopment
In the late 1970s and early 1980s, the City—through its Housing and Redevelopment Authority
(HRA)—worked to develop the Valley Square area into a civic center that would provide a full‐
service, mixed‐use district and a sense of identity for residents. Homes and businesses were
purchased and demolished or relocated, streets were realigned, and new development was
initiated, including the Calvary Center, the Valley Square Office Center, and the Valley Square
Corporate Center.
A downturn in the market slowed redevelopment in the mid‐1980s, but in the years that followed
additional activity took place, including the construction of a new McDonald’s facility, a relocated
Post Office, the Valley Creek office buildings, and redevelopment of the Golden Valley Commons
block.
Envision Golden Valley
The Envision project was conceived in 1997 and was meant to help Golden Valley residents come
together to form a common vision for the city. Neighborhood focus groups and a telephone survey
were conducted in 2001 and in 2004 a “summit” was held to collect input from small groups and
draft broad vision statements.
In addition to many other ideas, the Envision final report solidified the theme of creating a “small
town downtown” for business, entertainment, housing, and government services. Specific
direction included:
Making Highway 55 and Winnetka Avenue the center of the new downtown
Encouraging walkable streetscapes and small, independent businesses to create a Main
Street feel
Supporting commercial development that reinforces community identity and engagement
Asking owners to update or redevelop aging buildings, industrial areas, and parking lots
Humphrey School Capstone Project
A graduate student project in 2004 looked at both the I‐394 Corridor and the Golden Valley
downtown. The final report – shared with the staff and City Council – includes a vision statement,
an assessment of current conditions, a concept land use plan, and potential
circulation/transportation improvements.
2040 Comprehensive Plan
The preparation for the City’s 2040 Comprehensive Plan involved a series of open houses and an
online survey that were used to collect information about the priorities of residents for the year
2040. Many of the responses referred to the downtown and expressed a desire for a dynamic area
that included places to shop, eat, work, and socialize. In addition, there was significant interest in
improving the bicycle and pedestrian connections that could link the downtown with the rest of
Golden Valley. The plan identifies “Downtown West” as a Planning District in which redevelopment
pressures will be focused over time.
Urban Land Institute Technical Assistance Panel (ULI TAP)
In 2018, the City hired the Urban Land Institute to help explore the challenges associated with
redevelopment of the downtown. This followed on the heels of their Navigating Your Competitive
Future session that took place in 2017 and can be thought of as Phase I of the overall downtown
study.
ULI brought in a panel of experts in redevelopment, design, construction, and real estate to help
examine the study area and to offer perspective and recommendations for moving forward with a
proactive approach to redevelopment. Key findings, presented to the City Council and Planning
Commission in a final report, included:
Narrowing the geographic focus of the study area to center on Winnetka Avenue and
Golden Valley Road
Improving connections for a variety of transportation uses within the downtown, including
linking the creek to the City Hall campus and the Luce Line Regional Trail to the shopping
areas along Highway 55
Identifying a public finance policy that could help achieve the vision for the downtown
Supporting additional retail (grocery store, hotel) to help fuel more retail or entertainment
uses; housing is also an appropriate use
The significant amount of information generated in the recent past provides a solid background for
the Phase II work and also informs the initial concepts. Rather than needing to start with a process
of gathering input from residents (since preferences are already known), work can quickly begin on
drafting preliminary designs for review and comment by the Planning Commission, City Council,
residents, and the broader business community.
Next Steps
As recommended in the ULI TAP final report, staff has worked to scale back the area of
investigation for continued study. Moving forward, staff believes the critical area consists of four
quadrants centered on the Winnetka Avenue and Golden Valley Road intersection. These include:
Southwest Quadrant: options for the future of the Golden Valley Shopping Center (reuse vs.
redevelop) as well as the Wells Fargo site and the now‐vacant Park Nicollet building
Northwest Quadrant: focus on the light industrial properties along Lewis Road north of
Bassett Creek which are being rezoned to Mixed Use
Northeast Quadrant: evaluate future options for redesigning and/or consolidating civic
buildings on the City Hall campus
Southeast Quadrant: provide better bicycle/pedestrian connections to Golden Valley
Commons
In addition, bicycle and pedestrian facilities would be examined throughout the study area,
including logical connections to a potential future elevated crossing of Highway 55 at Winnetka
Ave (a redesign and replacement of the existing pedestrian bridge).
Staff has been working with the planning consulting firm of Hoisington Koegler Group Inc. (HKGi) to
develop a scope of work that meets the needs of the City while also adhering to the budget
approved by the City Council in 2018. The draft scope proposes to complete four main tasks
between the months of June and December in 2019. The study would result in a set of preferred
concepts for the downtown and guiding principles – likely tailored to each of the four quadrants
that will be examined since some will experience large scale redevelopment while others will
simply be better integrated into the evolving fabric of the downtown.
This Phase II work would not be enough to completely prepare a small area plan for the
downtown; additional tasks as part of a Phase III, should it be funded, would be necessary to
develop a full plan that could be adopted as part of the City’s 2040 Comprehensive Plan. More on
this can be found in the next section, Future Work.
The four main tasks being proposed for Phase II include:
Task 1: Understand Potential Change Areas
Review past studies and planning efforts
Analyze current land use patterns
Identify issues and opportunities
Task 2: Explore Site Redevelopment Scenarios
Draft preliminary vision and guiding principles
Conduct design charrette with staff and others
Develop redevelopment concepts for all four quadrants
Develop refined bike/ped concepts
Task 3: Seek Community Input
Conduct community engagement with stakeholders and public
Meet with Planning Commission/City Council
Task 4: Prepare Preferred Site Concepts
Refine vision and guiding principles
Prepare preferred redevelopment concepts
Prepare preferred bike/ped concepts
Meet with Planning Commission/City Council
Prepare final document
Future Work
If funded, Phase III work could be undertaken in 2020 and would complete the small area plan so
that it could be adopted and used to guide future redevelopment in the downtown. Additional
tasks would include refinement of the Phase II concepts, community engagement to evaluate and
finalize the concepts, a summary of implementation steps, an analysis of potential financial tools
to support redevelopment, and additional exploration of the feasibility of a redesigned bike/ped
bridge over Highway 55.
Task 5: Prepare Building and Street Redevelopment Concepts
Refine study concepts with building details, 3D visualizations, etc.
Prepare street and bikeway schematic designs
Prepare design guidelines by quadrants
Conduct community engagement on preferred concepts
Meet with Planning Commission/City Council
Task 6: Assemble Downtown Framework Plan Document
Prepare draft document with implementation steps
Review with staff and/or Planning Commission/City Council
Prepare final document
Approval of final document by Planning Commission/City Council
Additional tasks (by others):
Analysis of Available Financial Tools
Bicycle/Pedestrian Bridge Feasibility Study
For a closer look at projects by HKGi that have addressed similar areas and/or questions, staff
suggests visiting the following web pages and browsing the documents included there:
City of Chaska
Downtown Master Plan ‐ https://www.chaskamn.com/417/Downtown‐Master‐Plan
City Square West redevelopment project ‐ https://www.chaskamn.com/583/City‐Square‐West
City of St. Louis Park
Louisiana Station Area Framework ‐ https://www.stlouispark.org/home/showdocument?id=770
Other Efforts
Other work is ongoing or planned over the next year or two that supports the Downtown Study.
Staff is in the process of reworking the I‐394 Mixed Use Zoning District so that it is easier to
implement and can be applied in other parts of the city. A number of properties in the downtown
area have been guided for Mixed Use in the 2040 Comprehensive Plan. Updated zoning regulations
can be crafted with an eye towards supporting the goals of the study. Similarly, the Planning
Commission will be discussing a Pedestrian Overlay District that could also help guide
redevelopment in a way that better accommodates pedestrians and bicyclists.
Hennepin County staff involved in their Active Living project have reached out to Golden Valley to
explore a potential demonstration project in the summer of 2019 as a way to test some
alternatives to help safely/comfortably bring bikes and pedestrians into the downtown. Staff will
work to coordinate this effort with the library and a potential Farmer’s Market event.
The City Council has budgeted $35,000 in 2019 to begin a municipal facilities study to evaluate the
City’s current and future needs at the City Hall Campus and elsewhere in the city. The results of
this study should ultimately help inform the site design for the Northeast Quadrant.
Finally, at the conclusion of the Downtown Study there may be opportunities to apply for a Livable
Communities Demonstration Account (LCDA) grant from the Metropolitan Council to help support
the vision for the area and refine plans for specific projects. Grants are generally awarded to
proposals that:
Connect housing, jobs, civic sites, retail centers, and local/regional transportation systems
Demonstrate a variety of housing densities, types and costs, creative placemaking,
environmentally sensitive development, and compact land use
Catalyze additional development that efficiently uses land and infrastructure, and supports
vibrant, diverse communities
Request
Staff is looking for feedback on the following items:
1. Are the draft project boundaries correct and do they provide a reasonable geographic area
for study?
2. Is the City Council comfortable with the two phase approach to developing a Small Area
Plan for the downtown?
3. Are any critical elements of Phase II work missing from the draft scope?
Attachments
Map of Proposed Downtown Study Area (1 page)
Draft Scope of Work – Downtown Study, Phase II (2 pages)
Map of Proposed Downtown Study Area
NW
SW
NE
SE
Golden Valley Downtown Study Phase II
HKGi Initial Proposed Work Scope
March 28, 2019
1
Task 1 Understand Potential Change Areas $6,900
1.1 Conduct kick off meeting with staff
1.2 Review relevant plans and studies
1.3 Assemble base data and mapping
1.4 Analyze current land use utilization
1.5 Develop downtown core bike/ped network alternatives
1.6 Summarize issues and opportunities
1.7 Meeting with staff to identify potential change areas
1.8 Develop potential change areas diagram
Task 2 Explore Site Redevelopment Scenarios $13,500
2.1 Create preliminary downtown core vision and guiding principles
2.2 Conduct a design charrette with staff
2.3 Develop alternative redevelopment and placemaking site concepts for SW
quadrant
2.4 Develop alternative redevelopment and placemaking site concepts for NE
municipal quadrant
2.5 Develop high level redevelopment site concepts for NW quadrant north of
Bassett Creek
2.6 Develop alternative infill/parking and placemaking site concepts for SE
quadrant
2.7 Develop refined downtown core bike/ped concepts
2.8 Meeting with staff to review alternative site concepts
Task 3 Seek Community Input $4,200
3.1 Conduct meetings with property owners/stakeholders
3.2 Conduct community engagement for input on alternative concepts
3.3 Meeting with PC or CC
Task 4 Prepare Preferred Site Concepts $10,000
4.1 Meeting with staff to identify preferred directions
4.2 Refine downtown core vision and guiding principles
4.3 Prepare preferred downtown core redevelopment and placemaking
concepts
4.4 Prepare a preferred downtown core bike/walk plan
4.5 Meeting with PC or CC
4.6 Prepare final downtown core concepts and guiding principles
Reimbursable Expenses $400
Total Fees $35,000
Golden Valley Downtown Study Phase II
HKGi Initial Proposed Work Scope
March 28, 2019
2
Task 5 Prepare Building and Street Redevelopment Concepts $16,000
1.1 Refine site concepts to include detailed building placement, massing, and
character (cross-section views/3D visualizations)
1.2 Prepare street and walk/bikeway schematic designs (cross-section views/3D
visualizations)
1.3 Meeting with staff to identify preferred directions
1.4 Prepare site, building, street and walk/bikeway design guidelines for each
quadrant
1.5 Conduct community engagement for input on preferred concepts
1.6 Meeting with PC or CC
Task 6 Assemble Downtown Framework Plan Document $13,600
2.1 Prepare draft plan document including Implementation Approach
2.2 Meeting with staff to review draft document
2.3 Revise draft plan document
2.4 Meeting with PC or CC to review draft plan document
2.5 Revise draft plan document
2.6 Meeting with PC or CC to approve final plan document
Reimbursable Expenses $400
Total Fees $30,000
Executive Summary
Golden Valley Council/Manager Meeting
April 9, 2019
Agenda Item
3. Residential Waste Collection Options and Decision
Prepared By
Marc Nevinski, Physical Development Director
Summary
Council set as one of its 2018 goals to consider the future of residential waste collection practices
in Golden Valley. Council has since reviewed current practices and different models of collection
and identified goals for waste collection in Golden Valley. Staff has met with the licensed haulers
to learn about the industry and review the Council’s goals and also held a panel discussion for
residents to learn about waste collection methods and gather comments. Additionally, the
Golden Valley League of Women Voters recently completed a report to further direct the
analysis.
To move the decision about the future of waste collection in Golden Valley forward, staff is now
suggesting that Council consider one of the three options discussed below.
Option 1 – Maintain Status Quo
This option keeps the City’s current open system and requirements for waste collection in place
and does not modify the licensing standards the City presently has in place. This option would
mean little or no disruption or changes for residents or haulers.
Option 2 – Enhance Licensing Standards
This option retains the City’s current open system of waste collection; however, depending on
the requirements Council establishes, could increase the standards for hauler performance and
limit the number of haulers operating in Golden Valley. This option potentially achieves many of
the goals identified by Council in 2018 for waste collection. The steps involved in this option
would include:
1. Researching licensing requirements of other cities and best practices for the collection
and disposal of solid waste.
2. Drafting modifications to the current waste hauling ordinance and developing or
enhancing licensing criteria, including:
a. Limiting the number of licenses available
b. Truck specifications (size, fuel, axels, safety features)
c. Tracking and reporting collection and disposal metrics
d. Special service requirements (valet, yard waste)
e. Collection days
f. Publication of rates and fees
g. Customer minimums, vehicle routing, disposal requirements
3. Revising licensing standards and applications.
4. Adoption and implementation of a modified waste hauling ordinance.
If this option is selected, staff will work with the Environmental Commission to research best
practices, develop criteria for licensing, and review the draft ordinance. Additionally, engagement
with haulers and residents will occur at various points in the process. Staff will use the balance of
2019 to revise the current ordinance and develop new licensing standards with an effective date
of April 2020 when licenses are renewed.
Option 3 – Pursue Organized Collection
A third option for Council to consider is organized collection. Historically, organized collection has
meant that a city contracts with one hauler to provide waste collection services. More recently,
State Statute 115A.94 allows cities and haulers to collaborate to establish a consortium of
haulers, allowing haulers to retain their proportionate market share and communities to achieve
some order to waste collection. Statute defines “Organized Collection” as a system for collecting
solid waste in which a specified collector (i.e. hauler), or member of an organization of collectors,
is authorized to collect from a defined geographic service area or areas some or all of the solid
waste that is released by generators for collection.
Statute prescribes the following process to establish an organized collection system:
1. Negotiate with haulers to develop a proposal and an agreement for organized collection
through a consortium of haulers (the consortium model).
a. Provide public notice and give notice to licensed haulers of intent to organize.
b. Allow at least 60 days to negotiate a proposal with the haulers.
c. Proposal must include City goals, zones, traffic, safety, environmental
performance, services, price, and reflect proportion of haulers current market.
d. The City must provide notice and hold a public hearing on the proposal.
e. The City and hauler consortium can then enter into a contract with a minimum
initial term of seven years. Implementation can begin no sooner than six months
following the decision to organize.
2. If an agreement to organize is not reached the consortium model, the Council could
pursue one of the other previously discussed options, or pursue a contract hauler model,
where the City contracts with one or more haulers to collect waste in all or part of the
City. If the Council chooses to consider such a model, Statute requires it first establish an
options committee” to research various methods of organized collection. The
committee must:
a. Determine which methods of collection to examine, including:
i. The existing system
ii. A single hauler system
iii. A multi-hauler system where each hauler collects in a geographic zone
b. Establish evaluation criteria to evaluate different methods of collection, including
costs for residents, impact on choice, mileage of collection vehicles on streets,
operational costs for the city, impact on haulers, waste reduction incentives, and
other social, environmental, economic, and aesthetic factors.
c. Collect information on the efficacy of other collection systems in other
communities.
d. Collect and document input from local elected officials, staff, haulers, and
residents.
e. Prepare a report summarizing the committee’s research, findings, and
recommendations.
The Council must consider the committee’s report, and, after providing public notice, hold
at least one public hearing before deciding to implement an organized collection system.
An organized system can be implemented no sooner than six months after the decision to
organize is made. Following a decision to organize under the contract model, the City
would develop specifications, issue a request for proposal, select a hauler and enter into a
contract with an initial term of at least seven years. The timeline for this option would
likely require the balance of 2019 with implementation in 2020, although Council may
wish to consider delaying implementation and align the timing of a waste collection
contract with the recycling contract and organics collection in 2022.
Under either step, Council will have to make determinations regarding the City’s degree of
involvement in waste collection, including how billing is handled, how receptacles are
managed, and how customer service is provided. As a point of reference, the current
recycling contract places customer service and receptacle management on the hauler
while the City bills residents quarterly.
Attachments
Waste Hauling Goals Matrix comparing options and outcomes (1 page)
Executive Summary, July 10, 2018 summarizing staff meetings with haulers (2 pages)
Executive Summary, January 8, 2019, summarizing October 29, 2018 Waste Hauling Forum
discussion and comments (3 pages)
Recommended Action
Staff requests Council provide comments and direction regarding which residential waste
collection option it wishes to pursue.
Waste Collection Goals and Options Matrix
Waste Collection Methods and Achievement of Council Goals
April 2019
Council Goals Option 1
Maintain Status Quo
Option 2
Enhanced Standards & Licensing
Option 3
Organized Collection
Ensure that residents have options for
the type and level of waste disposal
services they desire.
Requires haulers to offer valet service
for seniors and yard waste collection.
Haulers choose to offer additional
services. Residents may obtain waiver
if other disposal options exist.
Require licensed haulers to make available
specific minimum services. Ensure through
licensing. Additional services beyond the
minimum may be offered by haulers.
Specify the type and level of services to be
made available to residents. City defines
options.
Establish waste disposal practices that
improve environmental outcomes.
Follow MPCA requirements and
properly dispose of waste
Identify requirements to achieve
environmental outcomes such as use of CNG
trucks, disposal practices, routing, and
reporting, disposal practices
Specify requirements to achieve
environmental outcomes, such as use of CNG
trucks, disposal practices, routing, and
reporting
Establish standards for waste
collection that minimize impacts to
infrastructure and enhance
neighborhood livability (cleaner, safer,
quieter, and healthier).
Haulers must obtain City license;
provide information pricing, routes,
vehicle attributes, etc…; limit hours of
collection; Insurance and vehicle info
Expand licensing requirements to achieve
certain goals, such as: Limit the number of
licenses available; Require use of CNG trucks,
increased number of axels; Designate a
residential collection day
Specify specific performance requirements to
protect infrastructure and livability;
Organized system will reduce number of
trucks on streets.
Avoid significant operational or capital
cost increases to the City and residents.
Minimal direct costs to the City.
Residents responsible to check prices
and negotiate rates.
Increase licensing fees and establish fines to
cover costs of licensing, administration and
enforcement; Require licensed haulers to
publish rates
Haulers bill residents directly, provide
customer service, manage carts to minimize
added costs to City; No assurance of cost
reductions for residents – results may be
mixed.
Increase the City’s and community’s
understanding of the waste disposal
process in order to achieve its goals
and those of its partner agencies.
Maintain minimal staff involvement in
residential waste collection; Annual
permit renewal;
Increase City engagement with haulers,
industry, and related groups; Increase
information in newsletter, website, and at
events; Require reporting of waste collection
and disposal metrics as part of licensing
requirements.
Increase City engagement with haulers and
industry and related groups; Contract
management will increase contact with
contractor(s); Increase information in
newsletter, website, and at events; Require
reporting of waste collection, disposal
metrics, and other criteria.
Executive Summary
Golden Valley Council/Manager Meeting
July 10, 2018
Agenda Item
Review of Waste Hauler Meeting and Discussion of Next Steps
Prepared By
Marc Nevinski, Physical Development Director
Summary
In May the Council identified five goals it has for waste collection in Golden Valley. Staff has
contacted the seven licensed residential haulers in Golden Valley regarding these goals and has
met with five to discuss how those goals might be achieved. The following are generalized
comments staff heard in discussions with haulers:
1. Ensure that residents have options for the type and level of waste disposal services they
desire.
Core services are standardize among haulers.
Open systems allow for customization of service, innovation and competition,
while organized systems are one-size-fits-all.
2. Establish waste disposal practices that improve environmental outcomes.
Larger haulers moving towards Compressed Natural Gas (CNG) fleets. Harder for
smaller haulers due to capital costs of trucks and fueling system.
Organics collection could require addition truck or trucks on the street.
Emphasize organics and recycling over waste collection
3. Establish standards for waste collection that minimize impacts to infrastructure and
enhance neighborhood livability (cleaner, safer, quieter, and healthier).
CNG fleet requirements, consider safety record and practices, manage truck
capacity/tonnage, reduce licenses, monitor axel weight
4. Avoid significant operational or capital cost increases to the City and residents.
Open system allows for competition and innovation, and reduce cost to cities
If organized, City will take customer calls, do problem solving, and may do billing
5. Increase the City’s and community’s understanding of the waste disposal process in
order to achieve its goals and those of its partner agencies.
Establish data points and reporting – MPCA now requiring
Build relationships with haulers
Resident education
A spectrum of options exist for curbside waste collection, ranging from an open system with
minimal city involvement to a highly organized system where a city manages a collection contract
or even performs the work itself. Golden Valley’s system is currently an open system and the City
has minimal involvement. While many residents and haulers prefer this type of system for a
variety of reasons, it is more difficult for a City to manage its infrastructure, set standards, track
performance metrics, or respond to livability concerns. Conversely, other residents are interested
in an organized collection system, although such a system does require more resources from a
city to implement and manage.
In light of the goals Council identified, as well as where Golden Valley currently falls on the
spectrum of options, staff suggests Council focus its discussion of waste collection to increasing
the standards for obtaining a license. An increase in standards might include the following:
1. limiting the number of hauling licenses available in the City;
2. reporting requirements by haulers for data collection and performance metrics;
3. modifying fees;
4. designating collection days;
5. other minimum requirements or performance standards.
Executive Summary
Golden Valley Council/Manager Meeting
January 8, 2019
Agenda Item
Review of October 29th Waste Hauling Forum
Prepared By
Marc Nevinski, Physical Development Director
Summary
One of the Council’s 2018 goals was to review the process of waste collection in Golden Valley.
Staff provided Council some basic information regarding waste hauling in the City and options
that the Council might consider. Council then established five goals for waste collection and staff
used these to guide discussions with the haulers licensed in Golden Valley. Council then directed
staff to engage residents in a discussion regarding waste hauling. A panel discussion was
organized in October which included representatives from the waste hauling industry and several
cities with different collection methods. Each panelist made brief remarks about their unique
perspective on waste hauling and the moderator managed questions and comments from the
audience. Approximately 75 residents attended the forum, which was also broadcast and
available for viewing.
Attachments
Forum Agenda / Panelist Biographies
FAQ for Forum
Summary of Comments
Panelists
Both haulers had a neutral position on Open vs Organized systems
Golden Valley has a good start; good to have goals and engage stakeholders – important!
Open system works well to meet customer needs, drive innovation, allow haulers to grow
Organized system has benefits to streets and environment
Organized system is likely to increase demands on City staff
Limiting licenses and number of haulers is a good way to achieve goals
Haulers have capital costs to recover in an organized system
Organized system does not guarantee lowest price but does ensure consistent service
level and pricing; consumer protection
Organized systems evolve over time
Organized systems can be very different from city to city (e.g. billing, staff involvement,
services offered, public investments, etc…)
Consider City values and goals to help guide decisions. No right or wrong. Use data to
drive decision.
Resident Questions of Panelists
What about curbside collection of organics?
o Environmental Commission will study in 2019
Concerns about safety of trucks. Perception that trucks are not safe.
o No data to suggest trucks are not safe.
Does organized collection mean more efficiency for a hauler?
o Fuels and labor efficiencies but there are capital investments made by haulers to
operate in organized communities.
Concern that organics collection would be difficult for a small, local scale hauler.
o Organics collection is new territory; SLP received proposals from smaller haulers;
opportunities to collect MSW semi-weekly.
Service is important. Single hauler might not meet service expectations.
Organized system may negatively impact snowbirds or residents who summer at cabins as
they are paying for a service they do not use.
Impact to haulers of zones (such as St. Anthony Village)
o No chance to grow; pricing the same among haulers; Route density is important
What happens to waste once collected?
o May go to HERC or landfill
Are there limitations to yard waste collection?
o Generally April to November, but could vary by hauler or city
Organized system is a monopoly
o 2018 Statute – contract must be at least seven years
What licensing requirements should a city consider?
o Right number to meet community needs; Insurance, equipment, fee, etc…
Resident stated they were told by hauler that everyone pays a different rate
o St. Anthony asked residents for bills
Comment that SLP has a lot of staff managing organized collection system.
o 2 FTEs; Fund through fees and SCORE funds
Comment that there are too many trucks on roads. We all pay taxes for services we don’t
use.
Consider a hybrid model – zoning and reduced number of haulers; collect on same day;
increase density to lower price
How can truck designs help achieve goals?
o Always new innovations; Investments in CNG (Compressed Natural Gas) trucks and
infrastructure; Artificial intelligence
Organized system may be best. There are many things we organize that most of us benefit
from to manage costs, environmental impacts, etc…
Seems that prices for collection are going up.
o Price is about value; Competition drives prices; Intro rate is just that – haulers fight
for customers.
St. Paul recently organized and there is concern about impacts on low income residents;
another resident shared anecdotal experience that costs are less in St. Paul.
Summary of Emailed or Written Comments
Pick up Monday – Thursday, not Friday
Have at least two haulers so there is choice
Organize to reduce truck traffic, reduce pollution and costs, increase efficiency, eliminate
need to shop for hauler, improve safety. Zones would be acceptable.
Glad to hear organics collection is being studied
Support for single hauler
Price is important. Supportive of free enterprise but eight haulers in GV is too many.
Organized system would likely provide better pricing, fewer trucks and less road damage.
Support organized collection to reduce environmental and neighborhood impacts. Use a
sound decision making process and take some risk.
Organized system is better to reduce the number of trucks on the road
Retain choice for residents. Currently no choice for recycling.
Action Requested
Council discussion is requested.
Executive Summary
Golden Valley Council/Manager Meeting
April 9, 2019
Agenda Item
4. 2018 Positive Performance-General Fund Transfer and Assignment of Fund Balance
Prepared By
Susan Virnig, Finance Director
Summary
The City of Golden Valley seeks to have a good balance in its General Fund in order to have
sufficient reserves for cash flow purposes, projects, and unexpected shortfalls or emergencies. In
December 2011, the City established a formal policy that states the level of fund balance should
be maintained at 60 percent of adopted expenditures in the General Fund. Adequate reserves
indicate fiscal prudence and help the City maintain a high rating with bond-rating agencies, which
prefer to see very strong and healthy balances.
When the fund balance is greater than 60 percent, it should be reduced to 60 percent by using
the excess funds for specific one-time projects, acquisitions, transfers to capital funds, or for
long-term debt reduction to lessen the future impact on the property tax rate.
The one-time use protocol is important to ensure the City does not commit itself to expenditures
that may create deficits in future budgets. For instance, when the City experiences an excess fund
balance due to a one-time building permit revenue from a major commercial development, the
City should not expect that same revenue will be received from future building permits. Budgets
should be set using an average year of revenues and expenditures and not an exceptional year.
In 2018, Golden Valley was extremely fortunate once again to have a positive performance level.
Building permit revenue was lower than 2017 but still above the budgeted amount. Various
Divisions came in under budget, too. These items created Fund balance to exceed 60 percent of
2019 Expenditures by $1,539,500. 2019 General Fund Budget is $21,691,575.
From the 2018 Council Goals to reduce debt, staff recommends making the following transfers:
General Fund (stays in fund) $45,000
Downtown Study Scope $35,000
Inspection Document Scanning $10,000
The Downtown Study Scope next steps was discussed earlier tonight. In 2018, the monies
dedicated in the budget had a remaining amount of $30,000. The $35,000 will create a scope that
staff can take forward for future planning and will be added to 2019 Planning Budget.
Remodeling of City Hall’s lower level had moved file cabinets of documents to the City Hall
lunchroom. Those documents will be sent out to be scanned to create a more usable lunchroom.
The $10,000 will be added to the 2019 IT Services Budget.
2019 Pavement Management Program (PMP) $1,494,500
One of the Council goals was to create a long-term debt strategy that would lessen or lower the
overall debt the City has from the Pavement Management Program (PMP). In 2019, staff is
recommending to reduce the bond size needed to finance the 2019 PMP. The amount needed for
the street portion is $3,890,000. By using positive performance to lower the bond size, it lowers
the City’s total debt along with lowering the issuance cost on the bond sale. The total bond size
needed is $2,375,000. The reduction in bond interest over the 20 years is $665,249.75.
TOTAL 2018 POSITIVE PERFORMANCE $1,539,500
The consideration of this item will be at the April 16, 2019 council meeting.
FINANCIAL WELLNESS: Balancing spending with emphasis on maintaining current service levels,
accommodating future needs, expanding tax base, growing reserves, maintaining bond rating,
and improving efficiencies and effectiveness
Attachments
December 2018 General Fund Financial Reports (2 pages)
100.00%
Over %
2018 December YTD (Under)of Budget
Type Budget Actual Actual Budget Received
Ad Valorem Taxes $17,253,460 7,660,815 17,181,438 ($72,022)99.58%(1)
Licenses 220,980 12,175 240,215 $19,235 108.70%
Permits 1,001,433 7,103 1,538,107 $536,674 153.59%
State Aid 52,375 28,246 108,616 $56,241 207.38%(2)
County Aid 0 1,319 $1,319
Charges For Services:
General Government 25,250 5,800 34,176 $8,926 135.35%
Public Safety 160,900 10,974 196,192 $35,292 121.93%
Public Works 163,600 29,939 195,483 $31,883 119.49%
Park & Rec 415,550 43,421 418,757 $3,207 100.77%
Other Funds 691,500 73,876 779,122 $87,622 112.67%
Fines & Forfeitures 320,000 43,965 379,708 $59,708 118.66%(3)
Interest On Investments 75,000 180,776 180,776 $105,776 241.03%(4)
Miscellaneous Revenue 193,000 66,355 250,223 $57,223 129.65%
Transfers In 30,000 2,500 30,000 $0 100.00%(5)
TOTAL Revenue $20,603,048 $8,165,945 $21,534,132 $931,084 104.52%
Notes:
1) Payments are received in July, December, and January (delinquencies).
The first payment for taxes included some payments in full.
2) Police Training will be paid in August. Safe and Sober is billed on time spent.
LGA is paid in July, Dec ($37,185 total).
3) Fines/Forfeitures are thru for October 2018.
4) Investment income is allocated at year end.
5)Transfers are monthly.
Percentage Of Year Completed
City of Golden Valley
Monthly Budget Report - General Fund Revenues
Dec-18
Over %
2018 December YTD (Under)Of Budget
Budget Actual Actual Budget Expend.
001 Council $370,935 26,991 325,110 ($45,825)87.65%(3)
003 City Manager 839,100 80,421 747,716 (91,384)89.11%(5)
004 Transfers Out 2,002,673 20,093 2,002,673 0 100.00%(1), (6)
005 Admin. Services 1,986,970 193,235 1,963,163 (23,807)98.80%
006 Legal 209,655 16,974 201,477 (8,178)96.10%(2), (6)
007 Risk Management 310,000 (9,846)318,934 8,934 102.88%(7)
011 General Gov't. Bldgs.732,680 100,524 672,357 (60,323)91.77%
016 Planning 409,655 34,748 321,324 (88,331)78.44%
018 Inspections 811,280 81,897 752,027 (59,253)92.70%(4)
022 Police 6,204,575 645,184 5,632,489 (572,086)90.78%
023 Fire 1,561,150 170,428 1,357,350 (203,800)86.95%(3)
035 Physical Dev Admin 309,505 31,647 292,794 (16,711)94.60%
036 Engineering 776,095 114,411 746,142 (29,953)96.14%
037 Streets 1,790,925 161,863 1,784,315 (6,610)99.63%
066 Park & Rec. Admin.737,210 80,961 715,266 (21,944)97.02%
067 Park Maintenance 1,215,945 102,866 1,169,970 (45,975)96.22%
068 Recreation Programs 445,385 29,586 380,871 (64,514)85.52%
TOTAL Expenditures $20,713,738 $1,881,983 $19,383,978 ($1,329,760)93.58%
1) Transfers were made in June, 2018 except for Equipment Transfer of $882,580.
2) Legal services are billed thru June. Staff Attorney started 7-16.
3) 2017 Fund Balance Assigned -$65,,000 Fire ; $20,000 Council -
4) 2018 Budget Amended -$42,000 Inspections
5) 2018 Budget Amended-$25,690 Communications
6) 2018 Budget Amended-$51,555 Legal Service; $20,093-Transfers
7) Dividend was received in December; less than prior years.
City of Golden Valley
Monthly Budget Report - General Fund Expenditures
December, 2018 (unaudited)
Division
7800 Golden Valley Road I Golden Valley,MN 55427 C1 t �
763-593-8012(TTY 763-593-3968 1763-593-8109(fax) www.goldenvalleymn.gov 0 i - q
JF11
Va Ile
Housing & Redevelopmentw
Authority Apr 16,2019-6:30 pm
Council Chambers
Golden Valley City Hall
REGULAR MEETING AGENDA 7800 Golden Valley Road
Pages
1. Roll Call
2. Approval of Agenda
3. Approval of Minutes—Regular Meeting—January 15, 2019
4. Reimbursement of City Expenditures
5. Receipt of 2019 Financial Reports
6. North Wirth Redevelopment Area
A. Consider Fourth Amendment to Private Development Agreement-GVEC
Properties, LLC
B. Amendment to 394 Development Agreement
7. Adjournment
This document is available in alternate formats upon a 72-hour request. Please call
763-593-8006(TTY: 763-593-3968)to make a request. Examples of alternate formats
may include large print,electronic, Braille,audiocassette,etc.
7800 Golden Valley Road I Golden Valley,MN 55427 Cit Yvl ?v
763-593-8012 1 TTY 763-593-3968 1763-593-8109(fax)I www.goidenvalleymn.gov old en , I ,
City Council vai i cy.
REGULAR MEETING AGENDA Apr 16,2019—Immediately following
HRA Meeting
Council Chambers
Golden Vallev Citv Hall
1. Call to Order
A. Pledge of Allegiance Pages
B. Roll Call
C. Introduction of Metropolitan Council Representative Lynnea Atlas-Ingebretson
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:
1. City Council Meeting—April 2, 2019
B. Approval of City Check Register
C. Licenses:
1. General Business Licenses—Fireworks Sales
D. Minutes of Boards and Commissions:
E. Bids and Quotes:
1. Approve 2019 Street Striping Contract
2. Approve Purchase of Scissor Lift
3. Approve Multiple Softball Field Improvements
4. Approve Twin City Tennis Camps Service Agreement
F. Approve the Board and Commission appointments and reappointments
G. Approve Positive Performance Allocation
H. Authorize Agreement for Talo Sanitary Sewer Repair Project
I. Approve Scheid Park Play Structure
4. Public Hearing
A. Public Hearing—For DNR Permit for Temporary Dewatering of DeCola Ponds A, B, and C
5. Old Business
6. New Business
All Ordinances listed under this heading are eligible for public input.
A. Second Consideration—Ordinance#661—Amendment to the City Code for the Addition of
New Micromobility Sharing Operations Section and Amending the Master Fee Schedule
B. Review of Council Calendar
C. Mayor and Council Communications
7. Adjournment
7800 Golden Valley Road I Golden Valley,MN 55427 city �J
763-593-8012 1 TTY 763-593-3968 1 763-593-8109(fax)I www.goldenvalleymn.govf�Id en
. V v
City Council y
REGULAR MEETING AGENDA May 7,2019-6:30pm
Council Chambers
Golden Valley City Hall
7800 Golden Valley Road
1. Call to Order
A. Pledge of Allegiance Pages
B. Roll Call
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:
1. City Council Meeting—April 16, 2019
B. Approval of City Check Register
C. Licenses:
1.
D. Minutes of Boards and Commissions:
1.
E. Bids and Quotes:
1.
F.
4. Public Hearing
A.
5. Old Business
6. New Business
All Ordinances listed under this heading are eligible for public input.
A. Review of Council Calendar
B. Mayor and Council Communications
7. Adjournment
This document is available in alternate formats upon a 72-hour request. Please call
763-593-8006(TTY: 763-593-3968)to make a request. Examples of alternate formats
may include large print,electronic, Braille,audiocassette, etc. �Ww
7800 Golden Valley Road I Golden Valley,MN 55427 city of V
763-593-8012 1 TTY 763-593-3968 763-593-8109(fax)I www.goldenvalleymn.govo ldM
vane
City Council/Manager y
May 14,2019—6:30 pm
Council Conference Room
Golden Valley City Hall
REGULAR MEETING AGENDA 7800 Golden Valley Road
Pages
1. Commission 2018 Annual Report and 2019 Work Plan:
a. Environmental Commission
b. Human Rights Commission
2. Narrow Lot Discussion
3. Council Review of Future Draft Agendas: City Council May 21, City Council June 4 and
Council/Manager June 11, 2019
Council/Manager meetings have an informal, discussion-style format and are designed for the
Council to obtain background information, consider policy alternatives, and provide general
directions to staff. No formal actions are taken at these meetings.The public is invited to attend
Council/Manager meetings and listen to the discussion; public participation is allowed by
invitation of the City Council.
This document is available in alternate formats upon a 72-hour request. Please call
763-593-8006(TTY: 763-593-3968)to make a request. Examples of alternate formats
may include large print,electronic, Braille,audiocassette,etc.