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HomeMy WebLinkAboutAgenda Packets - 1996/02/01 SPECIAL COUNCIL MEETING THURSDAY, FEBRUARY 1 1996 6:00 P.M. CITY HALL. COUNCIL CHAMBERS PURPOSE. 1. 1996 Strategic Planning Session 2. Discussion of Community Center (Per Mayor Linke) 3. Council Direction Policy (per Councilmembers Trude and I=Hankner) 4. Any Other Business Coming Before The Council ITEM NO. 1 • 1996 COUNCIL/STAFF STRATEGIC PLANNING WORKSHOP PURPOSE: • 1 . Review of 1995 Five Year Goals 2. Establishment of 1996 Priorities Key: • Goal/Action Step ♦ Result/Outcome • 1995 GOALS GOAL NO. 1 Review and Implement an Economic Re/Development Program GOAL NO. 2 Develop a Plan to Enhance the Livability Of the City 411 GOAL NO. 3 Develop and Implement a Plan to Improve the City's Infrastructure GOAL NO. 4 Provide Sound Financial Management, Cost Efficient Service Delivery and Effective Communication • GOAL NO. 1 Review and Implement • an Economic Re/Development Program • GOAL NO. 1 • Review and Implement An Economic Re/Development Program ACTION STEPS BUSINESS ATTRACTION AND RETENTION • Identify target industries for each use such as retail, commercial and industrial, and implement program to attract these industries. • Completed per Council resolution. • Evaluate and implement recommendations gathered from the business retention and development survey. • Approved action steps. • • Prioritize business re/development projects. • Forwarded to '96 with facilitator. • Target incompatible land uses for redevelopment/reuse. • Completed as part of Highway 10 Report. • Analyze opportunities for potential purchase and/or use of available land and buildings. ♦ Purchased 2625 Highway 10. • Actively explore opportunities for the developmentof commercial/industrial space and undeveloped land. ♦ On-going • Coordinate and complete the development of existing projects. • Multi-Tech/C. G. Hill complete; monitoring Silver Lake Pointe. BUSINESS INCENTIVES • Develop small business assistance programs. • Approved in 1995. • Develop TIF economic Re/Development policies. • Policy complete -ready for formal action. • Develop and review recommendations for procedures to streamline the development process. • 1996 MARKETING/PUBLIC RELATIONS • Continue to actively initiate positive relationships with the local business community and act as the City liaison for business. • On-going via Business Associates, N.B. Chamber, Suburban Chamber and Anoka Chamber • Continue to participate in networking opportunities with local, state and national economic development professionals. ♦ On-going. • Review recommendations of the Marketing Task Force and begin implementation of the City's marketing program. • Marketing plan approved for 1995/1996. • Balance business and residential needs/concerns/issues. • On-going. • Develop a Mounds View Business Directory. • 1996 • Encourage business and residents to participate and support programs which focus on Mounds View's positive image. • On-going • Seek out community membership, participation and input into Commission/Task Force and community activities which promote the positive image of the City. • On-going • Publish an updated Community Profile including map of Mounds View outlining parks and • key points of interest. • To be completed in 1996. • • Expand"Festival" parade celebration with revitalized joint participation of business, organizations, groups and residents. • On-going. • Initiate the development of design standards in coordination with re/development activities. • Contained in 1996 EDC Work Plan. HIGHWAY 10 REDEVELOPMENT • Develop Highway 10 Redevelopment Plan per Economic Development Commission recommendations and Economic Development Authority directive. • Draft report prepared-continue to prioritize in 1996. • Utilize technical experts as on-going resource to effectively coordinate key elements of the plan. • Examine infrastructure compatibility with proposed plan and determine cost associated with design concepts. • Develop a proactive model for initiating and coordinating discussions and activities at all levels of government and private sector groups regarding the redevelopment of the Highway 10 corridor. • 1996-Discuss with Spring Lake park and Arden Hills. • Complete inventory of Highway 10 non-conforming uses. • Completed- update in 1996. • Begin to integrate land use data on Geographic Information System. • Pursue in 1996. • Play an active role in the development of Highway 610 and the turnback of Highway 10. ♦ On-going through North Metro Mayors Association. • Coordinate Comprehensive Plan revisions to establish consistent and compatible land uses. • Continue through 1996. HOUSING REHABILITATION • Using housing data, develop Housing Inspection and Rehabilitation Program. • Complete I • • • Increase support to owners and tenants organizations of manufactured home parks and multi-family rental housing units to encourage upgrades and improvements. • Property managers coalition established. • Promote the concept of"people helping people" and facilitate more community/volunteer/personal involvement in solving housing problems. • Defer to 1996. • Enforce City Codes. • On-going. • Coordinate Comprehensive Plan revisions to establish consistent and compatible land uses. • On-going. • Explore funding mechanisms for housing rehabilitation. • Research completed-program being developed. • Continue to upgrade database, especially related to Federal, State and County funding sources. • Evaluate and analyze the availability of existing multi-family housing as it relates to Senior resident's needs. • • 1996 • GOAL NO. 2 • Develop a Plan to Enhance the Livability of the City • GOAL NO. 2 Develop a Plan to Enhance the Livability of the City ACTION STEPS • Identify the unique qualities of our neighborhoods and develop strategies for promoting neighborhood pride. • Develop and implement public safety programs and activities which increase safety in neighborhoods and the community. • Begun in 1995. • Publicize and encourage participation in the Neighborhood Watch Program. • Articles included in Newsletter. • • Define Community Oriented Policing philosophy and develop plan for promotion, implementation and participation. ♦ On-going meetings of COPS Task Force. • Create a customer service and public relations volunteer program. • Develop and implement programs and activities which focus on"youth at risk". • DARE Program in place. • Recruit community ambassadors to welcome newcomers to the community. • Create City-wide tenants association to facilitate information/data exchange. • Established association at Woodlawn. • Write, publish and distribute a History of Mounds View to be unveiled at a Festival In The Park celebration. • Increase recycling participation and tonnage collected. • Accomplished targeted goals. • Evaluate single Hauler option. • Completed research. • • Determine City's role/best location for compost site. • On-going. NEIGHBORHOOD APPEARANCE • Adopt, promote, and enforce the benefits of a City-wide nuisance ordinance. ♦ Adopted ordinance in 1995. • Develop performance measures for nuisance ordinance enforcement and annually evaluate cost/benefit analysis. ♦ Database created to trrack citizen satisfaction with program. • Develop an integrated Police/Public Works and Recreation Program for nuisance abatement and code enforcement. • COPS Task Force on-going. • Resolve abatement problems and problem properties. • On-going. • Expand Clean-Up Day concept to include such activities as: • 1996 • • Adopt a wetland, • Park Clean Up Day, and • Clean A Street Day. • Review police activities to determine areas/issues in need of attention. • Activity reports provided to Council. • Develop a"People Helping People(PHP)"program and facilitate awareness and involvement that includes youth and seniors. • Coordinate"People Helping People" concept with neighborhood block watch. • Establish computer tracking program for code violations. • Completed • • GOAL NO. 3 � Develop and Implement a Plan to Improve the City' s Infrastructure • • GOAL NO. 3 Develop and Implement A Plan to Improve the City's Infrastructure ACTION STEPS STREETS • Develop and identify funding sources for Pavement Management Program. • Evaluate City's pavement conditions. • Completed • Develop and adopt a five year street reconstruction program. • ♦ In progress. • Based on pavement management inventory, life and cycle graph, establish policy to determine reconstruction schedule of City streets. • In progress/on-going. • Enhance street maintenance program and establish street standards. • On-going. • Facilitate business involvement and participate in Ramsey County's design and reconstruction plans for Old Highway 8 and County Road H. • In progress. • Actively lobby for 1996 timetable. • Continue review of Highway and County Road turnback proposal and establish policies and procedures for acceptance. • Present to Council the financial and operational impacts of the City providing maintenance for County roads. ♦ Completed • • Begin to advocate for the reconstruction of Spring Lake Park Road. • Turnback/reconstruction scheduled for 1997. • Investigate turnback of County Road H2. • 1996 • Discuss and develop options to solve staffing level problems, including organizational review. ♦ 1996-as part of total organizational review. • Work cooperatively with Ramsey County and other relevant organizations to further the opportunity to construct a sidewalk along Silver Lake Road, County Road H to County Road I. • Grant request denied-project forwarded to 2000. or later. • Assist with the roadway redevelopment of Highway 10 per Redevelopment Plan. • Coordinate the construction of Highway 10 Pedestrian Bridge with City Park Department and Minnesota Department of Transportation. • In progress. SANITARY SEWER/WATER/SURFACE WATER • • Discuss and develop options to solve staffing level problems, including organizational review. ♦ Devoted staff to sewer cleaning in 1995. On-going in other areas. • Examine feasibility of alternative options for remodeling Public Works office entrance and common areas. • Forwarded • Evaluate equipment needs and replacement program with capital improvement plan. ♦ On-going. • Based on audit of City wells, implement program for improved operations. • Completed- cost savings to City of$20,000 plus. • Present Council with results of Request for Proposal regarding automated water reading system and initiate program based on Council policy direction. • Adopted by Council in 1995. • Address problem of high water table/local water pump usage by conducting flow monitoring and possible inspection of residential properties to determine system discharge. ♦ Possible 1996 project. • • Finalize action regarding 1994 proposed Wetland and Water Conservation Act Permitting Program. • Completed in 1995. • Examine cost/benefit of installing valves in City's water distribution system prior to 1996 budget preparation. • Unfunded • Continue on-going implementation of water quality testing program. ♦ On-going. • Finalize sanitary sewer maintenance and inspection program. • Entire system cleaned in 1995. • Develop annual inspection percentage measures. • Manhole inspection survey completed in 1995. • Complete computerized database of sewer mains, conditions and repair needs. • On-going. • Develop maintenance schedule for storm water system. ♦ Pinewood detention pond cleaned in 1995 -continue program in 1996. PARKS AND OPEN SPACES • Coordinate demographics and needs survey to determine park usage and program level activity. • Participant demographics identified • Coordinate cooperative activities across governmental agencies. • On-going. • Work cooperatively with City departments and Rice Creek Watershed District to establish an enhanced crossing for the storm water ditch at Silver View Park. ♦ Funded grant not awarded. • Explore options for enhancing Woodcrest Park. • Park and Recreation Commission studying this issue. • Develop Long Term Plan for Ardan Park. • Cooperative venture with Ramsey County in progress. • • Continue to pursue grants. ♦ On-going • • Prepare and distribute a park facility guide to all residents. • Completed in 1995. TRAILWAYS AND WALKWAYS • Coordinate funding mechanism, preliminary design plans and construction for Highway 10 pedestrian bridge. • Process begun in 1995-construction in 1996. • Initiate cooperative opportunities with Ramsey County to: • Construct sidewalk along Silver Lake Road from County Road H to County Road I. ♦ Grant denied. • Construct an off-street bikeway along Highway 8 connecting Mounds View to Long Lake Regional Park. • Researching as part of Old Highway 8 reconstruction. • Work with Public Works to provide on-street bikeway possibilities as per Trailways Advisory Group plan. ♦ On-going as opportunities arise. • Continue to pursue grants for: • The advancement of street bikeways as per Trailways Advisory Group plan. ♦ As grants become available. • Paving portions of Silver View Park Trail. • CDBG grant submitted in 1995 and was unfunded • Continue to improve parks for accessibility. ♦ Accessibility goes along with all improvements. GOAL NO. 4 Provide Sound Financial Management, Cost Efficient Service • Delivery and Effective Communication • • GOAL NO. 4 Provide Sound Financial Management, Cost Efficient Service Delivery and Effective Communication ACTION STEPS FINANCIAL (GENERAL) • Actively solicit public participation in all phases of budgetary process. • On-going. • Complete computer needs analysis and provide for finance computer system conversion. • Forwarded to 1996/1997. • Refine performance measures contained in the Program Performance Budget. • Forwarded to 1996/1997. • Research presentation software available in order to more effectively use Council Chambers audiovisual equipment. • Completed. • Continue to conduct Annual Budget Informational meeting Prior to Truth in Taxation Hearing. • On-going. • Continue to prepare budget newsletter prior to information meeting. • On-going. • After completion of one full cycle of Performance Based Budgeting, consider benefits of establishment of Financial Advisory Committee. • 1996 • Continue to explore privatization and contract services where applicable and cost effective. • On-going. • Explore current budgeting procedures in regard to cable franchise revenues and expenditures. • • Grants submitted annually. • FINANCIAL(RECREATIONAL OPPORTUNITIES) • Identify community demographics and survey residents to determine community recreational needs and desires. • On-going. • Develop long term plans for innovative recreational concepts, focusing on revenue generation. • Revenue options are on-going. Study and consideration as opportunities arise. • Develop and implement a"community event" for grand opening of The Bridges. • Completed • Plan and implement a"community event" for grand opening of The Bridges. • Completed • Hire, train and supervise The Bridges staff. • On-going. • Utilize City's Park and Recreation Commission and Golf Course Task Force to develop Recreational Use Plan for property adjacent to The Bridges. • Postponed until parcels are developed C• omplete year-end report on The Bridges, comparing actual revenues/ expenditures with projections. • In process with audit and EGSC evaluations. • Work cooperatively with all relevant agencies/organizations to improve access and visibility of The Bridges. • On-going. • • Determine golf course needs based on performance. ► Conduct on-going program evaluations of The Bridges operational performance and capital requirements. • On-going. • Support regional athletic complex on Twin Cities Army Ammunition Plant (TCAAP) property. • Recommendation completed by TCAAP Task Force. • • • SERVICE DELIVERY (SOCIAL SERVICES) • Initiate the discussion of the coordination of an intergovernmental "one-stop shop" concept to facilitate social service delivery. • Pursuing Community Center facility. • Incorporate People Helping People philosophy in the delivery of community social services. • Forwarded to 1996. • Create database of People Helping People groups. • Explore City programs for youth and seniors that would be financially self- reliant and subsidized by non-City revenues. • On-going. • Continue volunteer recognition program. ♦ On-going. • Continue partnership with Northwest Youth and Family Services. • Completed. • • Explore feasibility of school liaison officer in cooperation with School District 621. ♦ Completed-funded a portion of position. • Utilize existing databases for available services and refer requests for information to appropriate agency. ♦ Established home page on Internet. COOPERATIVE EFFORTS • Remain actively involved in Anoka County/Blaine Airport Plan Development activities. ♦ On-going. • Provide social impact statement for Environmental Impact Statement. • Establish task force to monitor airport issues. • Broaden relationships with school district, surrounding communities, churches, civic organizations, local businesses and other community partners. • On-going. • Develop on-going strategies to proactively lobby for the City's interests and promote • City's legislative agenda to Legislators. ♦ On-going. • • Participate in North Metro Mayor's Association. • Continue bi-annual meetings with Commissions/Task Forces. • Completed for 1995. • Continue to lobby MTC for continued transportation service. COMMUNICATION • Solicit articles for the City newsletter from renters, senior's groups and other vested stakeholders. • Pursue in 1996. • Continue to provide press releases and articles on relevant issues, policies and programs. • On-going • Explore concept of a Citizens Jury, a process by which issues are debated by community representatives. • Explore new technologies for electronic communication of information to stakeholders. • City is "on-line" via Freenet. • • Continue providing social service information in newsletter and cable. • Evaluate advertisement program which would provide for City licensed businesses to advertise in the City newsletter. • Pursue in 1996. • REQUEST FOR COUNCIL CONSIDERATION WY OF STAFF REPORT ITEM NO. 3 • I11oM OS �.A� ��� 0 Special Order of Business • e'est-PartneOl CITY COUNCIL MEETING DATE FEBRUARY 1, 1995 0 Public Hearings 0 Consent Agenda 0 Council Business Item Description: Council Direction to Staff Policy Administrator's Review/Recommendation: - No comments to supplement this report - Comments attached. Explanation/Summary (attach supplement sheets as necessary.) SUMMARY; This item has been placed on the Agenda per Councilmembers Hankner and Trude. The attached draft regarding Council direction to staff was submitted by Councilmember Julie Trude. _-----')-- ,/ i a< Paul Harrington, Interim City Ad -nistrator for Councilmember Trude I FECOMMENDATIONz From:Julie Trude To:City of Mounds View 1/26196 at 13:39:10 DRAFT POLICY COUNCIL DIRECTION TO STAFF POLICY I. Policy Intent-Interpret City Charter The Mounds View City Charter explains the roles of elected officials in a concise manner. The Charter controls our form and organization of government and defines the powers of elected officials. City staff should be familiar with the City Charter. Chapter 2 of the Charter establishes the "Mayor-Council Plan" of government and states: "Except as otherwise provided by state law or this Charter, all powers of the City are vested in the Council." (Sec. 2.01). The mayor's role is defined in Sec. 2.06: Subdivision 1. The mayor shall preside at meetings of the Council and shall have a vote as a member. The mayor shall be recognized as head of the City Government for all ceremonial purposes, by the courts for the purpose of serving civil process, and by the Governor for purposes of martial law, but shall have no administrative duties. Subdivision 2. Consistent with the responsibility to accept considerable leadership over the general conduct of City affairs, the mayor may study the operations of the City Government and recommend desirable changes and improvements to the Council. The mayor shall also deliver messages to the Council and the public, including a comprehensive message on the state of the City as soon • as practicable after the beginning of each year of his/her term of office. Additional council powers are noted in other sections including Section 2.08: The Council may make investigations into the affairs of the City and the conduct of any city department, office or agency . . . . At any time the Council may provide for an examination or audit of the City accounts of any city officer or agency, and it may provide for any survey or research study of any subject of municipal concern. Chapter 6 describes the "Administration of City Affairs:" Section 6.01. Administrative Responsibility. The Council as a body, shall be responsible for the administration of the City. The Council shall appoint an administrative officer to assist in the administration of City affairs. For purposes of reference in this Charter, this administrative officer shall be referred to as the Clerk Administrator. This policy seeks only to interpret and carry out the directives of the Charter. • -1- From:Julie Trude To:City of Mounds View 1J2W96 at 13:40.34 DRAFT POLICY • II. Policy defining council direction to staff 1. Council direction is defined as the consensus or majority vote of the council at a council meeting to take a certain action. In limited situations, when time is of the essence because of an emergency event or unforeseen circumstances, council direction may be determined by the clerk-administrator taking an informal poll of councilmembers. In no event should the requirements of the Open Meeting Law or any other law be ignored. 2. Council direction to staff occurs only at council meetings. The clerk-administrator's job includes carrying out council directives and communicating council directions and policies to the staff and public. 3. The mayor or individual councilmembers do not have the legal authority to act on behalf of the council or represent the entire council unless they are authorized by a council resolution,motion or council consensus conveyed to the clerk-administrator. The council relies on the clerk-administrator to communicate their directives to the staff. Likewise, staff should turn to the clerk-administrator for their work directives. If the mayor or a councilmember directs a staff member to take an action, the clerk-administrator should be consulted to determine if the requested action has been authorized by the council. Staff members preparing reports to the council should also note mayor/councilmember input or directions that affected the background, research, preparation of the report or recommendations; this type of statement would be an item of information for the entire council's consideration. • 4. Staff should assist councilmembers seeking information for use in decision-making. Councilmembers and the mayor should be assisted in reasonable requests for information. When a request would conflict with meeting work priorities that are based on council direction, then the request should be reviewed with the clerk-administrator who assists staff in prioritizing their workload. Requests that seem extraordinary should be reviewed with the entire council by the clerk-administrator. 5. Staff should assist councilmembers in providing constituent services. Councilmembers may directly contact staff requesting assistance in responding to a resident complaint or issue such as a code violation or problem with a city service. Any staff person uncertain of the action they should take should review the request with their department head. When a department head is uncertain about handling such a request, the clerk-administrator should be consulted for direction. • -2-