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HomeMy WebLinkAboutAgenda Packets - 2016/09/06 CITY OF MOUNDS VIEW CITY COUNCIL WORK SESSION AGENDA MOUNDS VIEW CITY HALL TUESDAY, September 6, 2016 7:00 p.m. Revised as of Tuesday, September 6, 2016, at 4:00 p.m. ROLL CALL: Flaherty, Gunn, Hull, Meehlhause, Mueller PUBLIC COMMENT Citizens may speak to issues not on tonight’s agenda. Before speaking, please give your full name and address for the minutes. Also, please limit your comments to three minutes. Agenda Items Discussed by Consensus 1. Presentation by Todd Kruse, President and CEO of the Twin Cities North Chamber of Commerce 2. Presentation by Sue Abderholden, Executive Director of the National Alliance on Mental Illness (NAMI) Minnesota 3. Update on Website project 4. Parks, Recreation and Forestry Commission Discussion on City Hall Park (Verbal Report) 5. Public Works Facility Design Update 6. Review Proposed Revisions to the Public Service Officer Job Description 7. Discuss Possible Change of Child Care Provider at the Community Center Next Work Session: Monday, October 3, 2016, at 7 p.m. Next City Council Meeting: Monday, September 12, 2016, at 7 p.m. Item No: 1 Meeting Date: Sept 6, 2016 Type of Business: Work Session City of Mounds View Staff Report To: Honorable Mayor and City Council From: James Ericson, City Administrator Item Title/Subject: Presentation by Sue Abderholden, Executive Director of the National Alliance on Mental Illness (NAMI) Minnesota Introduction: Sue Abderholden was invited to attend tonight’s meeting after a couple Council members heard Ms. Abderholden speak at the League of MN Cities annual conference a few months ago. Ms. Abderholden accepted the invitation and is prepared to talk to the City Council about the National Alliance on Mental Illness (NAMI) Minnesota and how the organization can partner with local law enforcement agencies such as the Mounds View Police Department. Discussion: Ms. Abderholden plans to distribute materials from NAMI Minnesota and will lead the Council in a short presentation regarding the organization. Police Chief Nate Harder plans to attend the meeting and take part in the discussion as well. A copy of NAMI Minnesota’s 2015 Annual Report can be found online at: http://www.namihelps.org/nami-minnesota-2015-annual-report.pdf Recommendation: Consider the presentation from Ms. Adberholden and respond with any questions or need for additional information. Respectfully submitted, ________________________ James Ericson City Administrator Item No: 2 Meeting Date: September 6, 2016 Type of Business: Work Session City of Mounds View Staff Report To: Honorable Mayor and City Council From: James Ericson, City Administrator Item Title/Subject: Discuss the 2017 Website Update Background: The City Council is budgeting for a complete update of the City’s current website in 2017. In preparation of 2017 budgets, staff has started the process of researching costs, interviewing firms and exploring the desired features for the new site. Discussion: At the May 2, 2016 Council work session, the Council discussed updating the City’s website for 2017. At that meeting, the Council decided to move forward by forming a Task Force to review some website companies. The Council specified the need for the site to be responsive and designed to be more user friendly, meaning, the landing page should be on one page and not multiple pages like the current site; content should easily be found within one or two clicks in order to better serve the residents; and it should have a professional appearance. Since the May work session, Business Development Coordinator Brian Beeman has met with a few website design and hosting companies to gather preliminary ideas. Additionally, Beeman has interviewed around ten or so companies with the idea of recommending three companies to the Council appointed Task Force. The Task Force would interview and see presentations and proposals by the top three companies then they would recommend one company to the Council for consideration. The next step is for the Council to appoint a Task Force giving it some general guidance or parameters regarding their purpose, the budget, desired features, timeline, etc. Some questions for the Council to consider include the following: • Setting up a Task Force: Staff only? Or Staff/Council mixed? Or Staff/Council/Residents? In order to keep the Task Force manageable, staff suggests that the group be limited to seven members, or at most, nine. Potentially could consider one representative from each Department. • Task Force Parameters: Staff could conduct the initial review of submitted proposals and would set up a day or two for webhosting companies to present proposals to the Task Force, then making a recommendation to the City Council. Website Task Force Report September 6, 2016 Page 2 • Timeline: Staff estimates that it would take roughly three months to review all initial proposals, schedule presentations before the Task Force, and come up with a recommendation to the Council. The Target dates for City Council authorization would be December 12th or January 9th. City Council would authorize a service contract with the selected company on January 23, with work to begin immediately thereafter. • Budget: Initial estimates indicate it will cost somewhere between $10,000 and $35,000 up front to build a new site plus an annual maintenance cost in subsequent years from $2,500 to $7,500. Spending less than $10,000 would result in a simple make-over of the site without addressing any of the underlying issues which prompted the Council to explore a redesign in the first place. • Council vision: In addition to addressing important issues such as responsiveness, ease of navigation, intuitive user interface, improved search function, navigation and appearance, does the Council have any other goals or features which should be considered in a new website? • Miscellaneous: Is there anything else that Council feels important regarding this project, whether from a Task Force, vendor or budgetary standpoint? Recommendation: Staff requests direction from the City Council on how it would like the Task Force formulated and whether the outline of information provided above is consistent with the Council’s goals and expectations for the project. Respectfully submitted, _______________________ James Ericson City Administrator Item No. 4. Meeting Date: September 5, 2016 Type of Business: Work Session City Administrator Review: ______ City of Mounds View Staff Report To: Honorable Mayor and City Council From: Brian Erickson, P.E., Director of Public Works /City Engineer Item Title/Subject: Public Works Facility Design Update Introduction At the July 5, 2016 Work Session, staff and Oertel Architects reviewed the status of the design for the new Public Works Facility. Since that time, the design has progressed and some of the comments at the work session have been included in the work. During the work session staff will present the current design along with an update on the current schedule and estimated cost for the facility. Discussion During the discussion in July, there was a comment regarding the view of the facility from Mounds View Boulevard. Oertel Architects reviewed the orientation and, in conjunction with the staff, a slight rearrangement of the building occurred. That change facilitated several improvements to the overall site plan and building constructability. By adjusting the location of the administrative area, the existing building will be able to remain in service for a much longer period during construction. The area serving as a laydown/storage area is more compact which reduces the amount of paving and stormwater management. Those items relate directly to cost savings for the project. Staff has also undertaken a review of the regulated material within the building and at this point is awaiting the results of additional testing on two samples that are above the level for asbestos containing material. The additional testing may show that these materials can be treated as regular demolition material should the additional testing show the content to be less than 1% asbestos. A final report should be forth coming in early September. One final item of note is that the geotechnical evaluation is nearly completed. WSB and Associates has completed a number of borings around the site and is in the process of reviewing the infiltration capability of the surrounding area. The final report will be forwarded to staff upon completion of this work. Respectfully Submitted, Brian Erickson, P.E. Item No: 5 Meeting Date: Sept 6, 2016 Type of Business: Work Session City of Mounds View Staff Report To: Honorable Mayor and City Council From: James Ericson, City Administrator Item Title/Subject: Review Proposed Revisions to the Public Service Officer Job Description Introduction: The person who had been serving as the City’s Public Service Officer (formerly known as the Community Service Officer) has resigned and taken a job in a different community. When positions become vacant, it gives management the impetus to review the position description and make any updates as may be appropriate. Discussion: Police Chief Harder has reviewed the position description and is recommending a change in focus from the existing position starting with the name of the position. Most police departments that have a similar non-sworn position call it a CSO—Community Service Officer. While the position would still provide similar services as the previous PSO position, there would be an effort made to “groom” the person as a potential future police officer candidate. Given the challenges in recruiting high-performing, qualified patrol officers, many cities are drawing candidates from their CSO employees. While no assurance can be made that a CSO candidate would eventually be hired as a patrol officer, the training provided by the City would perhaps give the internal CSO candidate an advantage over other candidates. Due to the numerous changes made, we are not providing a red-lined version of the job description, but instead the original position description for the PSO and the newly revised position description for the CSO position. Because the nature and extent of the duties and responsibilities are not changing, there is no need at this point to conduct a HAY Point analysis or compensation study. The salary is proposed to remain as currently budgeted, with one exception concerning how the position is funded. In previous years, twenty-five percent of the personnel costs were paid from the Community Development Department’s budget, in reflection of the anticipated amount of time that would be spent doing code enforcement activity. Over the last year, however, the PSO position did not spend an appreciable amount of time on code enforcement, thus the full cost of the position will be paid from the Police Department budget although code enforcement will still be listed as a peripheral responsibility. PSO Job Description Report September 6, 2016 Page 2 Recommendation: Staff requests that the City Council review the current PSO job description and the proposed CSO job description and provide and feedback or revisions as may be necessary. Police Chief Harder and I will be available to answer any questions the Council may have regarding the proposed changes. Respectfully submitted, ________________________ James Ericson City Administrator PSO Current – Page 1 POSITION DESCRIPTION Position Title: Public Service Officer Department: Police Accountable To: Deputy Police Chief Status: Non-Exempt PRIMARY OBJECTIVE OF POSITION: Provide public service in areas not requiring licensed police officers and to provide community and agency assistance in the areas of animal control, SUPERVISION RECEIVED Works under the supervision of the Deputy Police Chief. SUPERVISION EXERCISED None. ESSENTIAL DUTIES AND RESPONSIBILITIES o Pick up stray animals as apparent or as requested by citizen complaint. o Assist officers with traffic control, traffic and radar surveys. o Assist officers at the scene of accidents. o Performs house-watch duties to help ensure the safety and security of property belonging to residents out of the city for a period of time. o Submits a log sheet daily (summary) report on all activities. o Trap and relocate undomesticated animals. o Maintains good working relationships with local veterinarians to ensure their cooperation in housing animals impounded as a result of violations. o Keeps supervisor informed of all important matters, which require immediate action or attention. o Assist in the maintenance of agency equipment and medical supplies. o Transport equipment or personell as requested o Answer administrative phones when needed. o Recovery of stolen, lost or abandoned property (i.e. bicycyles) o Performs other responsibilities as delegated. o Assist the code enforcement official as directed by investigating complaints of code violations, preparing letters and notices and maintaining files o Advising property owners of code requirements and enforcement procedures, and obtaining compliance of same. o Preparation of evidence and attendance at court proceedings as necessary. o Work with residents to heighten awareness of various codes and ordinances. PSO Current – Page 2 SPECIAL REQUIREMENTS o Valid driver’s license. MINIMUM QUALIFICATIONS General: (A) Must be 18 years older at the time of employment; (B) Must possess, or be able to obtain by time of hire, a valid drivers license in any State; (C) No felony convictions of disqualifying criminal histories within the past seven years; (D) Must be able to read and write the English language (Substitute any local or state requirements for those listed here). Education and Experience: (A) High school diploma or GED equivalent; and (B) Two years of general office, communications, or records management experience, or (C) An equivalent combination of education and experience. NECESSARY KNOWLEDGE, SKILLS AND ABILITIES (A) Some knowledge of modern law enforcement principles, procedures, techniques, and equipment; (B) Some skills in the operation of most of the tools and equipment listed below. (C) Ability to learn the applicable laws, ordinances, and department rules and regulations; Ability to communicate effectively orally and in writing; Ability to establish and maintain effective working relationships with subordinates, peers and supervisors; Ability to follow verbal and written instructions; Ability to learn the City's geography. TOOLS AND EQUIPMENT USED Personal computer, including work processing and specialized software, police radio, phone, typewriter, calculator, fax machine, copy machine. Police car, police radio, handcuffs, pepper spray, breathahlyzer, pager, first aid equipment. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. PSO Current – Page 3 While performing the duties of this job, the employee is frequently required to sit and talk or hear. The employee is occasionally required to stand; walk; use hands to finger, handle, or operate objects, tools, or controls; reach with hands and arms; climb or balance; stoop, kneel, crouch, or crawl; and taste or smell. The employee must occasionally list and/or move more than 50 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. WORK ENVIRONMENT: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee occasionally works in outside weather conditions. The noise level in the work environment is usually quite in the office to moderately noisy in the field. SELECTION GUIDELINES Formal application, rating of education and experience; oral interview and reference check; job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer and requirements of the job change. Effective Date: 5/03 Revision History: 03/07/2012 (revised as nonunion position – effective Dec 31, 2011) 04/2006 (Reviewed) 2/06 Proposed – Page 1 POSITION DESCRIPTION Position Title: Community Services Officer Department: Police Accountable To: Deputy Police Chief Status: Non-Exempt PRIMARY OBJECTIVE OF POSITION: Provide public service in areas not requiring licensed police officers and to provide community and agency assistance in the areas of animal control, SUPERVISION RECEIVED Works under the supervision of the Deputy Police Chief. SUPERVISION EXERCISED None. ESSENTIAL DUTIES AND RESPONSIBILITIES o Maintain community relations by conducting tours of the department facilities and delivering information, reports, etc., to businesses, schools, or homes as needed by police department. Assist police with community outreach projects. o Perform animal control activities such as responding to calls and complaints on animals, processing dog bite reports and following up as directed, and enforcing animal control ordinances. o Assists stranded motorists, and vehicle lock-out requests. o Retrieve lost and stolen bicycles and maintain the bicycle holding facility. o Complete routine non-emergency reports. o Transport department vehicles for repair and maintenance. o Transport evidence to forensic lab. o Observe all safety rules and procedures. o Parking Enforcement o Assist Patrol Officers with routine functions as trained, directed/requested and assist all City staff as directed by a supervisor. o Performs house-watch duties to help ensure the safety and security of property belonging to residents out of the city for a period of time. o Keeps supervisor informed of all important matters, which require immediate action or attention. o Assist in the maintenance of agency equipment and medical supplies. o Advising property owners of code requirements and enforcement procedures, and obtaining compliance of same. Proposed – Page 2 OTHER DUTIES & RESPONSIBILITIES ○ Perform other tasks as assigned by supervisor. o Observe all safety rules and procedures. o Answer administrative phones when needed. The Community Service Officer (CSO) is assigned to the Patrol Division and reports directly to the Deputy Chief. During the course of their duties, the CSO will come under the authority of other supervisors and shall assist them as much as possible without foregoing their assigned responsibilities. The CSO shall abide by all state statutes, city ordinances, city and department rules and regulations, general orders, procedural directives, and memoranda. W hile working on the street, the CSO shall maintain radio communications with dispatch at all times using proper radio procedures. The CSO shall not drive marked police emergency vehicles unless directed to do so by a supervisor. Defensive driving and courtesy to motorists and pedestrians shall be observed at all times. The CSO will not conduct traffic stops, make custodial arrests, transport prisoners, or handle in progress calls where a certified police officer is necessary. MINIMUM QUALIFICATIONS General: (A) Must be 18 years older at the time of employment; (B) Must possess, or be able to obtain by time of hire, a valid drivers license in any State; (C) No felony convictions of disqualifying criminal histories within the past seven years; and (D) Must be able to read and write the English language. Education and Experience: (A) High school diploma or GED equivalent; and (B) One year of work experience involving public contact or customer service. NECESSARY KNOWLEDGE, SKILLS AND ABILITIES (A) Knowledge of CPR and first aid procedures; (B) Ability to learn the City's geography; (C) Ability to communicate effectively, in English, both verbally and in writing; (D) Ability to learn and apply various rules and directions as set forth in state statutes, city ordinances, and other directives related to law enforcement procedures; Proposed – Page 3 (E) Ability to establish and maintain effective working relationships with City staff and the public; (G) Ability to work independently of close supervision; (H) Ability to meet mental demands of the position; (I) Ability to safely operate a motor vehicle; and (J) Ability to follow verbal and written instructions. PREFERRED QUALIFICATIONS (A) One year of experience in police-related work, such as Police Reserve program, Police Explorer program, or Police Cadet program; (B) Two years of work experience involving public contact or customer service; (C) First Responder certification; and (D) Enrollment in an approved law enforcement curriculum. TOOLS AND EQUIPMENT USED Personal computer, including work processing and specialized software, police radio, phone, typewriter, calculator, fax machine, copy machine. Police car, police squad computer, police radio, handcuffs, pepper spray, Taser, Breathalyzer, AED, first aid equipment, animal catch pole. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is frequently required to stand; talk; walk; hear; use hands to finger, handle, or operate objects, tools, or controls; reach with hands and arms; climb or balance; stoop, kneel, crouch, or crawl; and taste or smell. The employee is occasionally required to sit. The employee must occasionally lift and/or move more than 50 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. WORK ENVIRONMENT: The work environment characteristics described here are representative of those an Proposed – Page 4 employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable qualified individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee occasionally works in outside weather conditions. The noise level in the work environment is usually quiet in the office to moderately noisy in the field. SELECTION GUIDELINES Formal application, rating of education and experience; oral interview and reference check; job related tests may be required. The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position. The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer and requirements of the job change. The City of Mounds View is an Equal Opportunity Employer. Approval: _____________________ Approval: ______________________ City Administrator Mayor Effective Date: September 12, 2016 Revision History: 03/2012 (Revised as nonunion position, effective Dec 31, 2011) 04/2006 (Reviewed) 02/2006 05/2003 Item No: 06 Meeting Date: Sept 6, 2016 Type of Business: Work Session City of Mounds View Staff Report To: Honorable Mayor and City Council From: James Ericson, City Administrator Item Title/Subject: Discuss Possible Change of Child Care Provider at the Mounds View Community Center Introduction: A few times over the last year or so, the YMCA has expressed an interest in becoming the child-care provider at the Mounds View Community Center. The current provider, Creative Kids Academy, has a lease with the City that expires on July 31, 2018. As discussed at the August 22, 2016, City Council meeting, the lease allows for the option of an early termination by providing the tenant with a one-year notice in writing. Representatives from the YMCA and Creative Kids Academy attended the August 22 Council meeting, providing feedback and answering questions. Discussion: The current tenant, Creative Kids Academy - Mounds View, Inc., has been in the facility since 2008 when it took over the lease from the previous tenant who had been operating a business under the same name for years prior to 2008. The current tenant has been a stable fixture in the building, and the City has had no reason to explore other child care tenant options until the YMCA approached the City with its proposal and asked the Council to give it some consideration. The YMCA has reviewed the current lease and believes that it would be able to provide the same or a greater level of child care service in the leased space. If the YMCA were the child care provider, representatives indicate that it would be able maximize the use of the child care space which is generally unused after-hours and on weekends. The YMCA would be positioned to utilize this space in conjunction with other programs, making the space more efficient and more cost-effective to operate. In addition, the YMCA proposes to use their own custodial services at the same cost we are paying our current vendor, thus eliminating the need to have multiple cleaning venders in the building and freeing up city staff to address other maintenance and exterior facility needs. Other benefits to the City would include the elimination of an annual property tax payment, saving us about $8,400 each year. Finance Director Beer indicates that the City could anticipate annual savings in excess of $30,000 if the YMCA were the child care provider. (Refer to the attached financial projection.) Community Center Child Care Review September 6, 2016 Page 2 The owners of Creative Kids Academy do not wish to leave the facility and believe their business provides a valuable service to the community. Rajiv Garg, co-owner of Creative Kids Academy with Sangeeta Jain, indicated that they would be willing to cover the property taxes if allowed to continue leasing the space, and encouraged the Council to reject the YMCA proposal. The City Council took no action on the resolution to terminate the Creative Kids Lease early, instead, it directed staff to schedule further discussion at the September work session. Recommendation: Staff recommends the City Council review the proposal submitted by the YMCA and discuss whether it is in the City’s best interest to terminate the Creative Kids Lease early or reject the proposal submitted by the YMCA. If the proposal is rejected, staff would notify the YMCA accordingly—no further action would be required. If the Council believes the Community would benefit from terminating the lease early, Resolution 8617 would be reconsidered for action on September 12, 2016. Respectfully submitted, ________________________ James Ericson City Administrator Attachments: 1. YMCA Proposal 2. Financial Projection 1 MOUNDS VIEW EARLY CHILDHOOD LEARNING CENTER EXECUTIVE SUMMARY Contact: Nate Danielson Mounds View 763-717-4036 Nathan.Danielson@YMCAMN.org MVCC ECLC The YMCA of the Greater Twin Cities is proposing to lease the child care center attached to the Community Center at 5394 Edgewood Drive. The terms would be similar to the current lease the city holds: Terms: August 2017 thru July 2022. Rent: $85,882 increase based on CPI, within 0%-3% (This amount included utilities and maintenance calculations from (exhibit B) Shared Space: YMCA would not need access to the license kitchen for feeding the youth, this would allow rental of the space. In addition we would utilize the child care space in evenings to maximize rentals space. MVCC CUSTODIAL With the ECLC operations the YMCA is also proposing to provide custodial staffing operations for the entire building. We propose the City of Mounds View pays the YMCA of Greater Twin Cities the amount that was paid to the custodial contractor (in 2016 it was $16,000) in return the YMCA will provide custodial staffing and cleaning for the Mounds View Community Center, Early Childhood Learning Center, and the Event Center. Event Center staffing via the Community Center contract would remain for hosting events. City Staff would focus on facility maintenance, lawn care, and snow removal. City staff would provide and control the chemicals and equipment used to clean its facility. YMCA custodial staff will be able to clean the building more efficiently following usage and programming closely. In addition the YMCA can leverage a larger custodial staffing pool and change the structure of cleaning schedule based on seasonal needs of the building and programming. Customer View Based on market pricings and secret shops we do not see a price increase to the customer The YMCA as a non-profit ECLC will be able to offer up to 50% Financial Assistance to families. If the YMCA has access to the site before possession to obtain license we expect no disruption or at maximum 1-2 weeks of disrupted service. YMCA would plan to keep majority of the current staff to make transition for youth and families easiest YMCA as the largest non-profit ECLC in the nation can leverage training resources and best practices to raise quality of programming YMCA ECLC vs. Current Both are accredited by National Association for the Education of Young Children (NAEYC) Both are 4 star parent aware rated the highest rating Both offer enrichment program, including health, music, and language. Additional YMCA offerings: YMCA offers free swimming lesson to ECLC participants YMCA caters food from healthy options, food is not cooked on site YMCA has industry competitive salaries for all ECLC positions. In addition the YMCA offers superior benefits package of training, retirement, staff children discounts and paid time off Facility Control of entire building allowing for greater exposure, marketing, and collaboration of programming Increase rentals for event center and meeting rooms by using ECLC space on nights and weekends to run youth programming and birthday parties and non-revenue producing rentals Partnership allows City to focus its staff on repair and upkeep activities and not split time with cleaning. Increasing quality of programs and facilities Increase programming and profit sharing for City of Mounds View and YMCA. Grow programming to younger youth average seen at similar buildings in association 10- 15% increase